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<br />DRAFT Consolidated Annual Performance and Evaluation Report: FY 2012-2013 <br />City of San Leandro <br />Page 29 <br />organizations whose services and programs meet the City’s social service needs. Prior to <br />allocating the CDBG funds and selecting the agencies to received CAP funding, Housing staff <br />educate agency applicants and the Human Services Commission (HSC) about the CDBG <br />program requirements. The CDBG requirements guide the HSC as they allocate the CDBG <br />funds among the agencies selected to receive CAP funding. The contracts for the CAP-funded <br />agencies were extended through FY 2012-2013 due to the limited amount of CDBG funds <br />available. <br /> <br />Staff also make presentations to the City Council for approval of the annual Action Plan and <br />CAPER. These City meetings are public, and RFP applicants and the general public are <br />welcome to attend to ask questions about the CDBG Program and RFP process. <br /> <br />The CDBG/Housing Manager oversees the CDBG and HOME Programs, while the Housing <br />Specialist administers them to ensure program compliance with HUD rules and regulations. To <br />ensure eligible CDBG activities, the Housing Specialist discusses proposed activities with <br />CDBG-funded agencies about their scope of services and requests proposed scopes of work and <br />budgets prior to a services agreement being approved. Staff monitors and reconciles with the <br />City’s Finance Department and IDIS data monthly for accurate CDBG/HOME funding <br />revenue/expenditures, timely expenditures of CDBG funds, and inputs data into IDIS. Desk <br />monitoring includes reviews of progress reports, invoices, back-up documentation of expenses, <br />and regular communications with subrecipients, including the provision of technical assistance <br />about pertinent queries. Staff also conduct on-site monitoring visits of the City’s subrecipients to <br />assess the subrecipients’ compliance with the CDBG program. <br /> <br />Actions Taken to Reduce the Number of Persons Living Below the Poverty Level <br /> <br />The City’s strategy to reduce the number of households with incomes below the poverty line is to <br />fund programs that assist people to achieve economic independence and to preserve and build <br />affordable rental housing. With CDBG funds, the City funded six (6) social service agencies that <br />administered eight (8) programs that provide support services to help thousands of individuals <br />reach personal and economic sustainability. <br /> <br />Among these grant recipients was Davis Street Family Resource Center (DSFRC), which has an <br />Employment and Housing Assistance Program designed to assist clients to become job ready <br />and/or secure employment and housing. DSFRC employment and housing specialists meet one- <br />one-one with working poor families to define their employment goals, training needs, and <br />housing goals. Moreover, as described in the HPRP program under Priority #6, DSFRC staff <br />partner with Building Futures for Women & Children staff to provide short and long term <br />financial assistance to HPRP-eligible families with ARRA stimulus funds to prevent <br />homelessness and/or stabilize housing. DSFRC’s Employment Counseling program, <br />furthermore, is designed to assist clients in securing employment and empowering clients to <br />obtain further training and education to improve their job marketability. Lastly, DSFRC’s on- <br />site computer lab provides clients with computers and free Internet access. Clients can use the <br />computers to search for employment opportunities and prepare their cover letters and resumes. <br /> <br />With CDBG funds, Building Futures with Women and Children (BFWC) also provided pre- <br />employment, life skills and housing assistance, as well as benefits advocacy to move clients into