ATTACHMENT A
Summary of CCS Program Accomplishments by
Category
The City’s Aging Services Master
Plan, adopted by the City Council in February 1994, established a goal of
keeping older people living at home, as independently as possible, for as long
as possible. The plan identified
critical needs and urgent service needs. Critical needs are those that threaten
the life and well being of the most vulnerable and at-risk elders. They include adult protective services, home
and nursing care, information and referral services, language services, legal
assistance, and mental health services.
Urgent service needs are those needs that are serious but not
life-threatening. They include case
management/care coordination services, client education and advocacy, food and
nutrition, health care, income maintenance programs, senior centers and
recreation and socialization services, transportation, and housing. Eight senior services projects were funded
in the 2002-03 FY. Also included in
this section is the Ethiopian Community Center project that serves a large
senior population and was funded in the Community Services/Recreation
category. One of these projects
addressed critical needs and the remaining 7 addressed urgent needs.
The following projects addressed the
City’s senior population’s Critical Needs:
·
A05
Alzheimer’s Day Center: Provided 32,815 hours of activities
to enhance and maintain the mental/physical functioning of 107 Alzheimer
victims. 93% of participants maintained
social and communicative skills (goal: 90%) and 92% experienced a delay in
institutionalization (goal: 70%).
The following projects addressed the
City’s senior population’s Urgent Needs:
·
A02
Operation Brown Bag: Provided weekly food bags to
supplement diets of seniors, disabled, and handicapped citizens in 3,588
households (goal: 1,541). 100% of
participants were able to divert food cost to other basic needs (goal: 90%).
·
A10
Casa MACSA Adult Day Health Services: Provided 17,695 units of
recreational, cultural and social activities to 34 frail and impaired
adults. A unit of service is defined as
one eligible client participating in a day center activity. 81% of participants
maintained or improved their cognitive perceptive skills (goal: 65%), while 89%
delayed institutionalization for at least one year (goal: 60%).
·
A12
Northside Community Center: Provided
recreational, escort, outreach, and case management services to 680
clients. One unit of recreational
service is defined as one person receiving or attending one or more activities
per day. 80% of case management participants completed 2 or more of their
objectives (goal: 50%), and 51% of outreach clients reported an increase in
socialization and safety (goal: 65%).
·
A29
Live Oak Senior Adult Day Care: Provided
7,705 units of day care activities and 6 caregiver support group meetings to
118 frail, elderly and handicapped adults.
One unit of day care activities is defined as one eligible client
participating in a day center activity for six (6) hours. 100% of unduplicated
participants demonstrated increased socialization as exhibited in one or more
of the following areas: increased participation in appropriate recreational
activities, increased mobility, increased contact with their peer group,
improvement in self-care, and/or improvement in communication skills (goal:
100%). 98% of unduplicated participants remained non-institutionalized while
participating in the day care program (goal: 80%)
·
A44
Ethiopian Community Center: Provided translation and
interpretation classes and counseling services to 50 clients. 80% of
participants who received translation and interpretation services demonstrated
a better understanding of the documents presented (goal: 60%), and 70% of
clients who received counseling services experienced a reduction in incidences
of family conflict (goal: 65%).
·
A61
Vietnamese Elderly Service – Senior Center: Provided
ESL/citizenship classes, case management, filed trips, indoor recreation
activities, and wellness home visits to 80 participants. 85% of participants
showed improvement in independent living skills (goal: 80%), and 85% of seniors
who attended the ESL/Citizenship classes passed the Naturalization test and /or
showed improvement in their English communications skills (goal: 80%).
·
A66 Minority Senior Service Providers Consortium Project–
Portuguese Organization For Social Services & Opportunities: Provided ESL/Citizenship classes, immigration
services (information and referral, tutorial support), respite day care,
socialization and recreation activities, and transportation and escort services
to 400 participants. 72% of the
participants enrolled in the 2001-2002 ESL/Citizenship Consortium had obtained
their citizenship (goal: 50%) and 63% of participants had clearly demonstrated
improved living skills (goal: 50%).
The 2001 Youth Services Master Plan:
A Blueprint for Bridging the Digital Divide (BBDD) outlines a strategy to
prepare San José’s children/youth for academic success, strengthen families,
and identify novel and workable solutions for youth to succeed in the 21st
Century economy. The problems include
substance abuse; gang violence and other safety issues; education/school
issues; family issues (lack of supervision, abusive or “bad” parents, parents
who “don’t care”, poverty and other family stresses); attitude and emotional
issues (including self-esteem, lack of goals, and peer pressure); youth’s role
in the community and the way they are perceived and treated; and
sexuality-related issues (sexually transmitted diseases, pregnancy and unsafe
sex). Language and cultural barriers
also prevent participation in youth service programs. The BBDD identified after-school sports, jobs and arts programs
as high priority. United Way identified community involvement, early
intervention services, gang prevention, gender equity, and recreational
programs as the most critical youth service areas. Seven youth services
projects were funded in the 2002-03 FY.
·
A09
Youth Opportunities Unlimited:
Provided 2,947 hours of tutoring and 6,140 hours of recreation and
social activities to 121 participants (goal: 148). Maintained 62 participants in the Latchkey Development Program
and conducted 13 parent workshops (goal: 6).
74% of Academia Calmecac students demonstrated satisfactory attendance
by having six or fewer absences (goal 60%).
·
A36
Youth Employment Services & Placement: Provided vocational
skills training & ESL, job readiness & career counseling, and job
placement and follow-up services to 10 clients. 100% of youth remained in
school (goal: 70%). 70% of youth were placed in jobs (goal: 70%).
·
A46
MACSA Youth Center Services:
Provided 1,668 computer learning hours to 162 participants, 9,040
Latchkey Program tutoring hours to 140 participants, provided 23,149 drop-in
sports and recreation hours, and served 4,104 Friday and Saturday Night Jam
participants. 88% of participants
demonstrated they have good decision making skills and increased their personal
developmental assets (goal: 80%)
·
A54
Camp Fire Teen Leadership Corp (TLC): Recruited and trained 38 high school
students on leadership skills who in turn provided 3,331 hours of mentoring and
education services to middle school students and elementary schools
students. 70% of participants decreased
their truancy and maintained or improved their academic performance (goal:
75%). 95% of participants improved their internal assets related to commitment
to learning, positive values, social competencies, and improved identity (goal:
75%).
·
A56
Vietnamese Youth Gang Prevention: Provided counseling, parent education
workshops, and 260 hours of after school programs and youth center services to
55 participants. 60% of at-risk youth
who were counseled showed improvement in one or more of the following problem
areas: school attendance, below “C”
grade average, and dysfunctional home life or not living at home (runaways)
(goal: 60%).
·
A59
YES’ Young Women’s Empowerment: Provided support to 50 young women
and intensive family counseling to 7 of them.
100% of participants were pregnancy free, were not involved in abusive
relationships, and remained in school for at least six months after completing
the program (goal: 80%).
·
A64
School Advocate Project: The project served 38 unduplicated
participants, 20 clients who participated in the summer school program which
included academic support, social and academic skills building, and anger
management, and 18 who participated in the school advocate program and youth
START services. 88% of the school
advocate participants refrained from negative behavior resulting in suspension,
expulsion or involvement in the criminal justice system (goal: 90%). 88% of participants have increased their
resiliency factors by at least one (goal: 85%). 88% of participants have satisfactory school attendance records
(goal: 80%).
Affordable and available childcare
has been identified as an urgent need affecting the health, safety, learning
and socialization of children. In
addition, the child care resource affects the successes of marriages and the
stability of families, educational opportunities for single parents, the
financial independence of low-income families, workplace productivity, and the
economic health of the community. The
ability of many families to survive depends on the availability of affordable,
accessible, and reliable childcare. In San Jose there is a shortage of available
childcare for every age group. This
reporting period one childcare program, the San Jose ChildCare Consortium, was
funded. The YWCA ChildCare project,
which in the past was funded separately, was incorporated into the San Jose
ChildCare Consortium. ChildCare is also
provided in the MACSA Youth Center and MACSA Youth Opportunities Unlimited
projects in their Latchkey activities.
Together they have enrollment of 96 children in after school day
care. In addition, one project in the
economic development category (MO8 - Family Care Small Business Assistance) was
funded to increase the number and quality of childcare spaces.
·
A55 San Jose Child Care Consortium: Provided subsidized child care to 47
children of low/moderate-income parents who are working, in job training, or
enrolled in an educational program; provided 78 child care subsidies to low-
and extremely low-income families; provided child care quality standards
training to 45 staff members, and provided counseling, training and referral
services to 391 low and extremely low-income families and to staff (represents
a duplicated count). 100% of
unduplicated low income parents secured, maintained or improved their
employment or job training/education status (goal 90%). 80% of subsidized participants increased
their cumulative score in their personal development survey (goal 80%).
The critical needs of persons with
disabilities include affordable housing, services that enhance an individual’s
capacity for independence, education/advocacy, recreation, transportation and
accessibility, and support for caregivers and providers. Six projects serving persons with
disabilities were funded in the 2002-03 FY.
·
A06
Blind &Visually Impaired Client Services: Provided
recreation, education, social, and information and referral services to 34
clients. 82% of clients achieved their
individual targets (goal: 80%).
·
A07
Special Needs Transportation: Provided 131,429 trips for 5,473
elderly or disabled clients. 99% of
program’s clients maintained their transportation independence to access health
services, life sustaining dialysis and nutrition programs (goal: 95%).
·
A15
Community Support Recreation: Provided 60 recreation and leisure
education activities for 80 mentally ill clients. 100% of clients served in the program for at least 2 months
showed improvement in one or more of the following areas: reduced isolation,
social skills, self care, and participation in the community (goal: 70%).
·
A16
Continuum of Care: Provided 950 hours of day treatment
and information/referral services to 50 traumatically brain-impaired
survivors. 75% of participants
increased social interaction skills, self-care, and hygiene to targeted level
(goal: 75%).
·
A30
Housing Program for Persons with Disabilities:
Provided information and referral services to 119 participants resulting in 42
housing placements and 24 personal assistant placements. 24% of participants hired a personal
assistant (goal: 50%).
·
A62
DACRA Health and Community Support Services: Provided
assessment services or assistance with benefits, health appointments, and
arranged for interpreters for 81 participants.
14 workshops were provided on health topics. 68% of case management
clients took two or more steps towards independent living (goal: 60%).
Shelter, food, clothing and
employment services are within the continuum of care to prevent “at-risk”
individuals and families from becoming homeless and to assist employable
individuals and families who have become homeless. An estimated 20,000 to 30,000 persons in San Jose are “at-risk”
of becoming homeless. In the 2002-03 FY, the City funded 16 Homeless/Emergency
Assistance/Employment projects, 7 providing shelters and 9 providing a variety
of support services. Two of these
projects are supported by the City’s General Fund.
·
A19 Shelter Next Door: Provided 76 participants with a 24-hour
emergency shelter for battered and abused women and their dependents. 70% of battered women completed at least one
goal in their intervention plan (goal: 50%).
61% of battered women completed at least one goal listed in their safety
plan.
·
A24
Shared Housing Project: Served 199 participants and provided
1,025 hours of housing counseling and helped meet the affordable housing needs
of single parent families by establishing 117 shared housing units. 93% of the matches had been maintained over
60 days (goal: 70%) and 46% of the matches maintained housing for 120 days
(goal: 50%).
·
A25
H.O.M.E.S.: Served 402 unduplicated participants. Provided 296
tenant education sessions, and 166 vocational assessments. 90% of unduplicated participants improved
their self-sufficiency skills (goal 70%).
·
A28
Runaway & Homeless Youth Shelter Services: Served
26 unduplicated participants. Provided 405 shelter nights and 216 counseling
sessions. 72% of participants
experienced a reduction of high-risk behavior choices (goal: 60%), 78% of
participants experienced a reduction of family conflict (goal: 60%), and 88% of
participants who were reunited with their families remained in a safe living
arrangement for at least 90 days.
·
A31
WATCH: This project provides shelter, counseling, and other
services to women and their children. The project met its unduplicated
participant goal by serving 8 people.
The project also met its outcome goal of 100% of unduplicated
participants accomplishing at least 70% of action plan items in their personal
progress plans. The second outcome
measure, relating to participants’ success in finding stable housing one year
after the program is better measured later in the year.
·
A33
Cecil White Center: The project met its goal of
providing day services including assistance in finding housing and jobs to 750
unduplicated homeless participants. The
project’s outcome measure was exceeded; 59% of case management participants
obtained permanent housing and maintained it for the duration of the program
(goal 35%).
·
A38
Julian Street Inn: The project exceeded its
unduplicated participant goal by providing shelter nights and meals to 271
participants (goal: 200). The outcome
measure for this project was also exceeded; 51% of case management clients
obtained permanent housing and maintained it for up to 90 days (goal: 45%).
·
A39
Comprehensive Services Project: The project greatly exceeded its
unduplicated participant goal by providing food bags to 10,550 clients (goal:
2,625). The project met its outcome
measure of 90% of participants able to divert food costs to other needs
·
A40
Family Self-Sufficiency: Provided coordination of Section 8
or public housing program services for 151 unduplicated extremely low- and
low-income families, and disabled individuals and their families. Tenant education and empowerment services
were provided to 81 participants, transitional services were provided to 177
participants, and family stabilization and crisis intervention services were
provided to 132 participants. 63% of
unduplicated participants are employed or attended employment-related
educational activities (goal: 60%).
·
A41
Services for Battered Women and Children: Provided 105 participants
with a 24-hour emergency shelter for battered and abused women and their
dependents. 100% of their shelter
clients only took an observable action towards establishing a living situation
separate from the batter (goal: 30%).
·
A43
Case Management: Project served 8 unduplicated
families and provided case management services to 682 participants (duplicated
count). 85% of unduplicated participants accomplished conditions set in their
individualized case management plan (goal 75%) and 70% demonstrated readiness
to attain housing after being in the program for 9 months (goal: 65%).
·
A45
Loaves & Fishes: The project provided 30,745 hot meals
(goal: 30,000) to 355 unduplicated participants (goal: 300). 98% of participants surveyed were able to
divert food costs to other basic needs (goal: 80%).
·
A53
Project SHARE: Provided voice mail services for 183 participants. 56% of voice mail users increased their
housing and employment opportunities (goal: 60%).
·
A63
Community Inns: The project exceeded its unduplicated
participant goal by providing shelter nights and meals to 48 clients (goal:
40). Both outcome measures were met or
exceeded: 85% of participants obtained
employment (goal: 85%), and 71% of participants obtained permanent housing
(goal: 65%).
·
X03
Day Worker Job Center: Provided 2,032 job matches and 907
employment-related services to 400 participants. 31% of participants using the center increased the productive use
of their time (goal: 55%).
·
X04 Comprehensive Emergency Assistance
Program: This project
provided emergency services in the form of weekly food supplements for 1,095
San Jose residents. Homelessness was
prevented through direct rental assistance for 24 individuals (goal: 20).
The demand for civil legal assistance
among low-income people far exceeds the current level of resources. Low-income people face legal problems such
as qualifying for disability benefits, public housing, or food stamps; fighting
illegal evictions; discrimination in housing and employment; and obtaining a
restraining order against a battering spouse.
Particularly vulnerable populations include the elderly, non- and
limited-English speaking people, and families with children. Five legal services projects were funded in
fiscal year 2002-2003.
·
A03
Legal Assistance to Elders: Provided 1,490 hours of legal
services to 234 participants. 97% of clients increased access to legal
information and services (goal: 80%).
·
A08
Asian Law Alliance: Provided 232 participants with
information and referral, multicultural legal services and community
education. 80% of community education
attendees better understood their legal rights/responsibilities (goal: 75%).
·
A17
Residential Care Ombudsman Program: Provided
short-term assistance and legal counseling regarding housing problems to 143
mentally ill clients in residential facilities. 100% of clients became better educated about their legal housing
rights (goal 80%). Homelessness was
prevented in 71% of eviction cases (goal: 50%).
·
A21
Legal Aid Society Housing Counseling: Provided 1,065 hours of legal
service with 85% of represented clients maintaining housing or achieving
another favorable result (goal: 70%).
Provided education, legal representation, and counseling services to 2,718
participants. 95% of participants in
eviction clinics improved their knowledge regarding the legal system and
self-representation for evictions (goal: 90%).
·
A60
East San Jose Community Law Center: Provided legal services including
representation, workshops, and drop-in clinics in the areas of employment,
immigration, and consumer issues to 571 participants. 66% of fully represented
clients succeeded with their cases (goal: 60%).
Summary of CDI Projects Accomplishments
by Category
There are six
categories of projects in the Community Development Improvement (CDI) Program.
Each project category is summarized below.
The
Housing Improvement Category provides funding for projects to preserve the
housing stock in San Jose and to ensure decent, safe, and sanitary housing.
·
B01 Housing Rehabilitation - Single &
Multi-Family: Provided
232 loans totaling $1.3 million to bring residential units to safe, decent, and
sanitary living conditions. 73% of
loans were to very low- and extremely low-income households (goal: 60%).
·
B15 Housing and Energy Services
Program: Provided home safety testing and
evaluation, weatherization/energy conservation services, minor home repairs,
and /or home safety improvements to 158 households. Improved the health and
safety in the homes of 92% of participants (goal: 90%).
·
C01 Housing Relocation: No relocation services were required
during this reporting period.
·
N01 Predevelopment Loan: No predevelopment loans were provided
during this reporting period.
·
L08 Real Estate Services: Nor real estate services were required
during this reporting period.
2.
Program Administration and Planning
These
projects involve the administrative costs related to implementing the CDBG
program. HUD allows up to 20% of the
grant to be used to carry out the administrative duties, including Fair Housing
projects which are federally mandated.
The City is using approximately 14% of the grant for planning and grant
administration in the 2002-2003 fiscal year.
·
K08 Environmental Review of CDBG
Proposals: Provided
timely environmental reviews for 80 of the CDBG projects funded for the
2002-2003 program year.
·
K14 Neighborhood Revitalization
Plan-Coordination: Project provides Planning Department support
for Neighborhood Revitalization Plans for low-income neighborhoods. 14 of the 20
areas have adopted plans, top ten priorities have been identified with assigned
project managers and community liaisons, and a housing rehabilitation program
has been initiated. Some of the accomplishments include Winchester SNI Pride
Day, SNI Rehabilitation Outreach, the Hensley Historic District Rehabilitation
Program, and the Hoffman Via Monte Demonstration Project. In addition the
Department of Transportation has been actively involved in the implementation
of 14 funded SNI projects. Members of the Strong Neighborhoods Initiative (SNI)
improvement Plan include Winchester, West Evergreen, 13th Street,
East Valley/680 Communities, Edenvale/Great Oaks and Burbank Del Monte. All
project goals continue to be met.
·
L01 CDBG Program Development and
Monitoring: This project
has two major functions: program development/ evaluation and project
implementation/ monitoring. Program development/ evaluation involves providing
assistance to the CDBG Steering Committee, City Administration, and City
Council in the development, preparation, and implementation of the CDBG
proposal process. Implementation/
monitoring involves project review for environmental standards, record keeping,
fiscal management, hiring and labor standards, and procurement of
supplies. Provided contracting and project monitoring services for 116 open projects.
Implemented application process for
FY 2003-04. Analyzed 114
applications. 94% of 2001-2002
contracts were executed by July 31, 2001 (goal: 90%).
·
L03 Accounting for CDBG: Provided financial administration and
record keeping for the CDBG Program.
95% of payments to agencies were processed for reimbursement by HUD
within 10 days (goal: 90%).
·
L09 Evaluation of CDBG Projects: All projects were evaluated through
semi-annual monitoring process.
·
L10 & L11 Neighborhood Revitalization
Strategy Implementation & Neighborhood Revitalization Strategy Team: These projects coordinate existing
City resources to create long-tem sustainable improvements to blighted
neighborhoods. Sustainable coalitions have been developed: Rocksprings Advisory
Board, the Santee Community Action Team and the East Dobern/Capitol-Goss
Coalition. The project continues to
meet quarterly goals.
·
O01 Non-Profit Capacity Building:
A consultant provided beginning and advanced workshops on Outcomes for
applicants. In addition, staff provided
workshops and on-on-one training on the application for funding in FY 2003-04.
3. Code
Enforcement/ Interim Assistance
The Code Enforcement and Interim Assistance category
consists of six projects. Four of the
projects provide code enforcement services to correct substandard housing,
overcrowding, and health and safety code violations in low-income areas. The fifth project performs neighborhood
improvement projects targeting the health and safety, clean up, and
beautification of Project Crackdown neighborhoods and other targeted
areas. The sixth project, Graffiti
Abatement, provides prompt removal of graffiti from both public and private
property with an emphasis on low-income areas.
·
I01 San Jose Conservation Corps: Provided 9,162 service hours. Removed 1,820 cubic yards of trash, debris
and hazardous materials in targeted Project Crackdown areas (goal: 1,500 cubic
yards).
·
J01
Community Improvement Program for multi-family dwellings (CIP)
The goals of the program are to systematically inspect multiple family
dwellings within the designated target areas in order to eliminate health and
safety code violations and to bring these properties up to the minimum code and
housing standards as set forth in the San Jose Municipal Code. Inspected 968 dwellings units and performed
273 Solid Waste Blight Surveys. 90% of
health and code violations were corrected by the first re-inspection (goal:
70%).
·
J02
Concentrated Code Enforcement Program for single family dwellings (CCEP):
The goals of the program are to systematically inspect multiple family
dwellings within the designated target areas in order to eliminate health and
safety code violations and to bring these properties up to the minimum code and
housing standards as set forth in the San Jose Municipal Code. 916 housing units were inspected,
re-inspected and abated, 14 community meetings were held, and 7 neighborhood
cleanups were conducted in the CCEP target areas. 83% of all Municipal Code
violations were corrected within 180 days (goal: 80%).
·
J03 Neighborhood Action Center (NAC): Conducted 1,174 housing units were
inspected, re-inspected, and abated. In addition, 59 Community Meetings were
held and 4 neighborhood cleanups were conducted in the target areas. 83% of violations were corrected within 90
days of the first inspection (goal: 70).
·
J05 Graffiti Abatement Project: Removed 232,074 square feet of graffiti,
36,452 tags were removed, 97% of Hotline requests were completed within 48
hours (goal: 95%), and 93% of Gang Tags were removed within 24 hours.
·
J06 Project Crackdown Code Enforcement: Project Crackdown is a multi-agency
partnership between law enforcement, code enforcement, housing rehabilitation,
and community development services for solving the problems of neighborhoods
suffering from gang related criminal activities. Conducted 1,174 housing units were inspected, re-inspected, and
abated. In addition, 59 Community
Meetings were held and 4 neighborhood cleanups were conducted in the target areas.
83% of violations were corrected within 90 days of the first inspection (goal:
70).
4. Economic
Development
The economic development category consists of 6 projects
providing assistance to small business owners and persons planning to start a
business.
·
M01 Revolving Loan Fund: Provided small business loans of
approximately $101,250 for 11 new RLF small
business loans.
·
M03 Small Business Institute/ Business
Assistance Center:
Provided 224 clients with financial and business support services. 67 jobs were
created and filled.
·
M05 Entrepreneurship Training: Provided training in small business
management to 49 clients which created and filled 14 jobs.
·
M07 Small Business Consulting Group: Provided 1,323 hours of attorney and
student volunteer legal services to 9 clients.
Two jobs were created and filled.
Provides legal assistance to small businesses.
·
M08 Smart Start San Jose Family Child
Care 42 participants enrolled in the New
Business creation program (goal: 40).
20 participants have obtained their licenses and 12 are continuing the
licensing process. 30 participants enrolled in Retention Services (goal: 20).
5. Fair
Housing
The Fair Housing
category consists of two projects in the 2002-03 FY, Project Sentinel’s Fair
Housing and Enforcement Services Project and Legal Aid Society of Santa Clara
County’s Fair Housing Project.
·
L04 Project Sentinel: Served 108 unduplicated participants,
provided 778 units of information and referral
services, provided individual and agency counseling to 88 participants and
provided legal representation to 19 participants. 91% of seminar participants demonstrated increased fair housing
awareness (goal: 70%). 94% of
represented clients had a favorable result (goal: 70%).
·
L07 Legal Aid Society Fair Housing: The project served 169 unduplicated
participants and provided 1,060 hours of representation. 95% of participants who attended seminars
demonstrated an increased awareness of fair housing issues after attending the
seminar (goal: 90%). 85% of
participants seeking access to housing of choice received a favorable case
resolution (goal: 60%).
6. Physical Improvements
Achievements in this category are
summarized under six sub-categories to aid in explaining the improvements
advanced by the CDBG program to different groups of beneficiaries. Projects listed in these categories may
involve funding from prior fiscal years. Subsequently, these projects are not
exclusive to the 2002-2003 fiscal funding cycle.
a) Senior
Activities