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"- , FIN CMD brjsradopt JUN 2 2 1993 - ~ Councll Meetlng June 23, 1993 Santa Monlca, Cal~forn~a TO Mayor and Clty Counc~l Cha~rperson and Hous~ng Author~ty Members Chalrperson and Redevelopment Agency Members Chalrperson and Parklng Authorlty Members FROM Clty Staff SUBJECT Adoption of the FY1993-94 Budget INTRODUCTION The purposes of th~s report are to 1) present reV~Slons to the C~ty Manager's Proposed Budget for FY1993-94, 2) request reapproprlat~on of funds for capltal proJects contlnulng ~nto FY1993-94 from FY1992-93, 3) recommend adoptlon of the FY1993-94 Budget Resolut~ons of the Clty Counc~l, the Houslng Authorlty, the Redevelopment Agency, and the Parklng Author1ty, and 4) recommend adopt~on of a resolutlon approv~ng varlOUS classlflcatlon and assoclated pos~t~on salary changes, and RECOMMENDED ACTIONS Rev1slons to the proposed Budget Exh1blts A and B outllne a set of reVls~ons to revenues and expendltures, respect1vely, as presented 1n the Proposed Budget for FY1993-94 These reV1Slons reflect techn1cal adJustments/correct~ons, changes necess1tated by more complete ~nformatlon, and other recommended reV1Slons All of the changes are deta~led and expla~r-ed 1n the attached exh1h1ts The lmpact of these recommended changes on the FY1993-94 General Fund balance lS summarlzed as follows ~ t' /'~/"ltlliw.. .z. - 1 - JUN 2 2 1993 - - - ~ In1t1al Froposed Recommended F1nal Proposed FY1993-94 Budget Changes FY1993-94 Budget 6/30/93 Estlmated Actual Fund Balance $ 9,400,000 $ -0- $ 9,400,000 Plus Revenues 101,602,515 (276,865) 101,325,650 Less Expend1tures 105,100,503 44,334 105,144,837 Balance Sheet Changes 1,720,381 393,535 2,113,916 6/30/94 Budgeted Fund Balance $ 7,622,393 $ 72,336 $ 7,694,729 The lmpact of changes recommended for all other funds 1S set forth 1n the attached exhlblts Capltal ProJect Reapproprlat1ons As 1n pr10r years, the attached budget resolut1ons 1nclude a request for reapproprlatlon of certaln funds for prev10usly approved capltal lmprovement proJects Reapproprlatlons are requested for unexpended encumbrances and unencumbered balances ThlS act10n allows contlnued expendltures for capltal proJects up to the amounts prevlously authorlzed The exact amount of funds reappropr1ated depends upon encumbrances rema1nlng and expendltures made as of the close of FY1992-93 After flnanc1al reports are ava1lable ln late July 1993, staff w1ll reV1ew the status of each prOJect and make a prel1ml.nary deternnnat10n of reappropr1at1on amounts. These amounts w1ll be f1llal1zed upon complet1on of the flllanc1al aud1t later III the Fall. As part of the FY1993-94 m1d-year budget report, staff w1l1 report to Councll on the flnal amount of all reapproprlatlons Budget Resolut1ollS The resolut1ollS presented for adopt1on at Exh1blt C set forth approprlatl.OnS III the operat1ng budget to the maJor account group level wlth1ll a fund for each department, and III the capltal 1mprovements program budget to the program - 2 - - category level w~th~n a fund These appropr~at~on categor~es are ~dent~cal to those approved for the FY1992-93 Budget. Personnel Changes As part of the budget process, a set of class~f~cat~on and compensat~on change requests were revlewed by the Personnel Department ~n accordance w~th eXlst~ng Adm~nlstratlve Instructlons All recommended changes have been lncorporated lnto the proposed budget salary and wage accounts and posltlon allocatlons, and are reflected In the attached budget resolutlons An assoclated salary change resolutlon lS presented at Exhlblt D for C1ty Councll approval for changes affectlng the FY1993-94 budget RECOMMENDATION It lS respectfully recommended that that the Clty Counc11, Houslng Author1ty, Redevelopment Agency and Parklng Authorlty approve resolutlons at Attachment C adoptlng the Proposed FY1993-94 Budget, as amended by thls staff report and Exhlblts A and B attached hereto, and approve the attached resolut~on at Exhlblt D revlslng var~ous salar~es Exhlblts A - Revls~ons to FY 1993/94 Proposed Revenue Est1mates B - Revlslons to the Proposed FY 1993-94 Budget Approprlatlons C - Resolutl.ons D - Personnel Changes Prepared by. Lynne Barrette, ASslstant Clty Manager Mlke Dennl.s, Flnance Dlrector Karen Bancroft, Personnel Dlrector Ralph Bursey, Revenue Manager/Treasurer Davld Carr, Asslstant Revenue Manager John Karclc, Budget Coordl.nator Davld Chamberll.n, Sen~or Adm~nl.stratlve Analyst Blll Jlas, Sen10r Accountant - 3 - --- EXHIBIT A , ~ ~ ::>. , , ~ -;:; -I U a <IJ Ol U ~ a "'I '!! '- , , -'-' " 'i:i ::>. ~ :u '" , .... r.< G.> '-< OJ '" 1..:.-- -::; " .c u C1 :> '" dO .w ~ 1L .... "- ,:: >" r: .--I ~ .... ,,':t U 8 Q) J..) :: ~ "- 0: '- .... .w '1l if '-' E " G , ~ --I r:: 0 - .... " " c Z , ~. '"" (T. '-' 0 - ..., 0 IT' <\; i 5 , .... <=:: '-' --' " co - 0 .c ;.. ~ , .... " , u '-' - >l' V ,.' .u ~ ~ , .s: <IJ N '- '" -I IC ~ >. - ! '" .iJ .--I <T "!:l -i "'" ::; co t; ..a " E r.< <T .., C 'U -' '" " ~ c 0 ~ Po 0 '-' 'U - " .... , ;:l a. 'C +- s- Ol 15 , 0 ..c '" -I "=' ..- '" E 9;" :r '" ;.. , J..) >' u '" c:- .... ... " s v a '-' '" r.< ,., -I r.< e;-. 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C , " O' :z 0 , "" '>' , ..., , '" , - oc , '" , , - - , , '" , , .-I , ::J , , - , Z ~'1- <''l- , <.'> , >l > "l ~ E-1 - , " Q Ul .,. <c '" , '" " '" c "" OJ '.,::. , r- , => " [i; '" '>' , " c;;- ~l " ~ .> --- '-' , -- " .... ~ ;;:j <I' , - :xl " P< 0> '" '-' <to , '" '" " ;:L "l <I' , Ln ~'> 0'> " n. '" >< ::J , " [,. ::) , '" '" .-I " ". -'" , u- - '" " '" , - - .; " --- .";,r , m- <.'> " ,.. " '" - '-' , ;; " >- ~ '" ... , <=> '" , IL ... ;;:j , <=> - '" -, :<: J" - , -i '" rl -, C .j"'" --- '-' , - , t- o r'" '" ... , '" r- ... , ~ '" ~ :c , '" ..... oo , lJ'- ... , '"' -.D '" , :z X >- , , c '" "- :Ii , cc '" '" , I- - , 0- .... oo , lJ'. , --< - --< , .... J..:r , -\.'"r V> , :> '" p; f" ~ .... r ~ 0 c c <:: '" 01 i v '" C ;i;; ..... 0 ~ ~ lO f-' --- Z i: 0 ~ ru ~ C "' Z '""' E- H r;: ~ , B ~ 0 , ~ ~ E -'l U , ~ .... <C u 0 E- .]) '-' <C C :>: -.: 2 E- .... .... @ Co <: "' S <:: ., p: -v 0 ..:i a EXHIBIT B REVISIONS TO THE PROPOSED FY1993-94 BUDGET APPROPRIATIONS Revised Proposed Proposed Net Fund/Department Budget Budget Change Explanation of Changes General/Police $ 25~056J69 $ 25,149,119 $ 92,350 Increase appropriation for a Serious Habitual Offender (SHO) Grant program. General/Community 12~003,985 12,099,419 95,434 Correct appropriation for the & Cultural operation and maintenance of the Services Ken Edwards Center. General/Non- 21,744,435 21,665,859 (78,576) Reduce contlngency funds to cor- Departmental, reet administrative oversight in Non-Assignable Communi ty and Cultural Services Department (-$95,434); revise amount transferred to Cable Fund ( -$557) ; correct amount of Re- tail Trade Promotion payment for business promotlon districts ($10,536); and correct amount transferred to the Redevelopment (15) Fund ($6,879). General/Non- (1O,057,01l) (10,207,088) (150,077) Increase interfund transfers Departmental, from the Mlscellaneous Grants Interfund Fund: for a State Offi ce of Criminal Justice grant for a Serious Habltual Offender Program (-$75,000); and for Senlor Nutntlon Program (-$75,077). General/Streets, 2,098,000 2,183,203 85,203 Increase appropriation for in- Trafflc Control, stallation of trafflC signal at Parking (CIP) Broadway and 26th Street. Fi - nanced by developer payment. General/All Other 54,254,325 54,254,325 -0- Appropriatlons Sub-Total/ $105,100,503 $105,144,837 $ 44,334 General Fund - 1 - Revised Proposed Proposed Net Fund/Department Budget Budget Change Explanation of Changes Housing Auth- $ 5,154,057 $ 5,155,554 $ 1,497 Increase interfund transfer to on ty /Non- the Redevelopment (15) Fund to Departmental correct the Housi ng Authori ty/ s proportionate share of vari ous fringe benefit costs in the Resource Management Department/s Administration Division. Housing Auth- -0- -0- -D- ority/All Other Appropriations Sub-Total/Housing $ 5,154,057 $ 5,155,554 $ 1,497 Authority Fund Redevelopment S 5,554,337 $ 5,569,303 $14,966 To correct appropriation for (15 Fd)/Resource various fringe beneflts. Management Redevelopment (1,210,408) (1,218,784) (8,376) Increase 1nterfund transfers to (15, 16 and 18 the Redevelopment (15) Fund Fds)/Non- from the Hous1ng Authority Fund Departmental (-$1,497), from the Downtown Redevelopment Project Fund (-$2,604 and $2,604), from the Ocean Park Redevelopment Project Fund (-$1,886 and $1,886), and from the General Fund (-$8,979) to reflect these funds'propor- t10nate shares of various frlnge benefit costs 1n the Resource Management Department/s Admin- 1stration Division; and to cor- rect other reimbursements to the 1 eve 1 of expendltures budgeted ($2,100). Redevelopment/ 579,248 579,248 -0- A 11 Other Ap- propriations Sub-Total/ $ 4, 923 , 177 $ 4,929,767 $ 6,590 Redevelopment Miscellaneous $ 767,603 S 967,680 $200,077 Increase appropriation to trans- Grants/Non- fer State Office of Criminal Departmental, Justice Grant to the General Interfund fund for a SerlOUS Habitual Transfer Offender Program ($75,OOO); to make a contribution of City Propos it ion C funds to the Wests1de Para-Transit ProJect ($50,000), and to lncrease transfer to the General Fund for - 2 - ReVlsed Proposed Proposed Net Fund/Department Budget Budget Change Explanation of Changes the Senlor Nutritlon Program to correctly refl ect grant appllcation ($75,077). Ml sce 11 aneous 232,790 266,790 34,000 Increase appropriatlon to pur- Grants/Streets, chase electric-powered vehicles. Traffic Control Financed by grant from Air Qual- and Parklng ity Management Dlstrlct. (erp) Miscellaneous 5,897,500 5,897,500 -0- Grants/All Other Appropriations Sub-Total/ $ 6,897,893 $ 7, 131 , 970 $234,077 Mlscellaneous Grants Fund Wa ter /Genera 1 $ 8,206,843 $ 8,270,243 $ 63,400 To reappropriate FY1992-93 funds SerVlces for various supplles, services, and equ; pment items wh i ch were ordered in FYI 992 - 93, but wh i ch will be pald for in FY1993-94 Wl th funds carri ed over in the fund balance. Water/Non- 1,024,630 1,033,444 8,814 To correct relmbursement to the Departmental Wastewater Fund for costs of Envlronmental Programs Dlvlslon serVlces. Water/All Other 852,000 852,000 -0- Appropriations Sub-Total $10,083,473 $10,155,687 $ 72,214 Water Fund SOlld Waste $ (55,931) $ (40,813) $ 15,118 To correct relmbursement to the Management/Non Wastewater Fund for costs of Departmental EnVlronmental Program DivlSlon services. Solid Waste 9,344,268 9,344,268 -o- Man agement/ All Other Appro- priations Sub-Total S 9,288,337 $ 9,303,455 $ 15,118 SOlld Waste Management Fund , - 3 - --- Revised Proposed Proposed Net Fund/Department Budget Budget Change Explanation of Changes Pier/Resource $ 2,232,960 $ 2,257,727 $ 24,767 To reappropriate FY1992 funds Management for various supplies and ser- vices WhlCh were ordered in FY 1992-93, but which wlll be paid for in FY1993-94 with funds carried over ln the fund balance. Pier/All Other 176,609 176,609 -0- Appropn at ions Sub- Total $ 2,409,569 $ 2,434,336 $ 24,767 Pier Fund Wastewater/C1ty $ 2,283,647 $ 2,399,391 $115,744 To reapproprlate FY1992-93 funds Manager's Ofice for various supplles and ser- vices which were ordered in FY- 1992-93 but which will be paid for in FY1993-94 with funds carried over 1n the fund balance. Wastewater/Non- (l, 165, 071) (1,189,003) (23,932) To reflect corrected re1mburse- Departmental ments from the Water Fund (-$8,814) and the Solid Waste Management Fund (-$15,118) for serVlces provided by the En- vlronmental Programs D1V1Slon. Wastewater/All 8,065,097 8,065,097 -0- Other Appro- pn at lOns Sub-Total $ 9,183,673 $ 9,275,485 $ 91,812 Wastewater Fund CiV1C Auditorlum/ S 1,899,349 $ 1,951,395 $ 52,046 To reappropriate FY1992-93 Commun1ty & funds for various supplies and Cultura 1 services which were ordered in Services FYI992-93, but which w1ll be pa1d for 1n FY1993-94 from funds carn ed over in the fund balance. C1V1C Auditorium/ 407,890 407,890 -0- All Other Appro- pn at ions Sub-Total/ S 2,307,239 $ 2,359,285 $ 52,046 CiV1C Audi- ton urn Fund - 4 - Revised Proposed Proposed Net Fund/Department Budget Budget Change Explanatlon of Changes Alrport/Resource $ 1.826.642 $ 1,855,616 $ 28,974 To reappropriate FY1992-93 funds Management for various suppl ies. serVlces. and equ i pment 1 terns wh i ch were ordered in FYI992-93, but which will be paid for in FY 1993-94 wi th funds carri ed over in the fund balance. Airport/All Other 925.289 925,289 -0- Appropriations Sub- Total Airport Fund $ 2.751.931 $ 2,780,905 $ 28,974 Cemetery/General $ 670.712 $ 688,712 $ 18,000 To reappropriate FY1992-93 funds SerVlces needed for the replacement of (I) 1 awn tractor wh i ch wi 11 be ordered 1 n FY1992 - 93, but wh i ch will be paid for in FY1993-94 with funds carned over In the fund balance. Cemetery/All 26.000 26,000 -0- Other Appro- priations Sub-Total/ $ 696.712 S 714,712 $ 18,000 Cemetery Fund Transportation/ $18.333.908 518,363,436 $ 29,528 To reappropriate FY1992-93 funds Munlclpal Bus for vehicles which were Llnes ordered 1 n FY1992-93. but wi 11 be paid for in FY1993-94 from funds carn ed over 1 n the fund balance. Transportatlon/ 4,865,000 4,865,000 -0- All Other Appro- priations Sub- Total $23,198.908 $23,228,436 $ 29,528 Transportatlon Fund Cable/Clty Manager S 455.889 S 473,939 $ 18,050 To reappropriate FY1992-93 funds for various supplies and ser- Vlces WhlCh were ordered in FYI992-93, but will be paid for in FY1993-94 with funds carned over in the fund balance. Cable/All Other -0- -0- -0- Appropriations - 5 - Revised Proposed Proposed Net Fund/Department Budget Budget Change Explanation of Changes Sub-Total/ $ 455,889 $ 473,939 $ 18,050 Cable Fund All Other Funds $ 18,741,910 $ 18,741,910 $ -0- Tota 1 (Gross) $201,193,271 $201,830,278 $637,007 Less Relmburse- (IS, 785,484 ) (15,785,484) -0- ments and Transfers Total Net $185,407,787 $186,044,794 $637,007 General/Balance $ 411,972 S 805,507 $393,535 Increase transfer in from Trans- Sheet Charges portatlon Rail Reserve and/or from Bergamont Genera 1 Fund Reserve established from settle- ment agreement payment recelVed in FY1992-93. /revpba - 6 - EXHIBIT C EXHIBIT D - -.r .tI" ~- if/, EXHIBIT D - RESOLUTION NO. (City Council Series) A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SANTA MONICA ADOPTING AND REVISING SALARY RANGES FOR THE CLASSIFICATIONS OF AIRPORT MANAGER, CONSERVATION COORDINATOR, ENVIRONMENTAL COORDINATOR, NETWORK ADMINISTRATOR, PARKING CHECKER SUPERVISOR, PARKS MAINTENANCE SUPERINTENDENT, PARK MAINTENANCE SUPERVISOR, SENIOR ANIMAL CONTROL OFFICER, SENIOR SERVICES MANAGER, SYSTEMS DEVELOPMENT SUPERVISOR, AND TECHNICAL SERVICES SUPERVISOR THE CITY COUNCIL OF THE CITY OF SANTA MONICA DOES RESOLVE AS FOLLOWS: SECTION 1. The following monthly salary levels are hereby established for the indicated permanent classifications, effective July I, 1993: AIRPORT MANAGER $5,865jMonth E-Step ($6,276jMonth with PERS) CONSERVATION COORDINATOR $4,747jMonth E-Step ($S,079jMonth with PERS) ENVIRONMENTAL COORDINATOR $4,747jMonth E-step ($5,079jMonth with PERS) -- . ..{ NETWORK ADMINISTRATOR $4,306jMonth E-Step ($4,607fMonth with PERS) PARKING CHECKER SUPERVISOR $3,650jMonth E-Step ($3,906fMonth with PERS) PARKS MAINTENANCE $4,593jMonth E-Step SUPERINTENDENT ($4,915jMonth with PERS) PARKS MAINTENANCE $4,063fMonth E-Step SUPERVISOR ($4,347jMonth with PERS) SENIOR ANIMAL $3,238fMonth E-Step CONTROL OFFICER ($3,465jMonth with PERS) SENIOR SERVICES MANAGER $4,747fMonth E-Step ($5,079jMonth with PERS) SYSTEMS DEVELOPMENT $5,551fMonth E-Step SUPERVISOR ($5,940jMonth with PERS) TECHNICAL SERVICES $5,551jMonth E-Step SUPERVISOR ($5,940jMonth with PERS) SECTION 2. The City Clerk shall certify to the adoption of this Resolution, and thenceforth and thereafter the same shall be in full force and effect. APPROVED AS TO-FORM: ~~ Joseph Lawrence Acting city Attorney - - - -- - --- -- - --- -- , .. FIN:CMD:BT:br:sejresoccap Counc1l Meeting: June 22, 1993 Santa Mon1ca, California RESOLUTION NO. 8608(CCS) (City Counc1l Series) A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SANTA MONICA APPROVING ITS BUDGET FOR THE FISCAL YEAR 1993-94 WHEREAS, the proposed budget for the fiscal year 1993-94 was submitted to the City Council thirty-five (35) days prior to July 1, 1993; and WHEREAS, the C1ty Counc1l held a publ1C hearing on sa1d budget after a notice of said budget hearing was published not less than ten (10) days prior thereto; and WHEREAS, after sald public hear1ng, the City council consldered further its proposed budget, NOW THEREFORE, THE CITY COUNCIL OF THE CITY OF SANTA MONICA RESOLVES AS FOLLOWS: SECTION 1. That the budget for the fiscal year 1993-94, as subm1tted by the Clty Manager and rev1sed by the city Council, Wh1Ch budget is entitled "city of Santa Mon1ca, Proposed Budget, 1993-94", a copy of which budget is attached hereto, 1S hereby approved and adopted. In adopting said budget, the City Councll 1ntends to, and by this Sect10n does, adopt and approve the total operating appropriation for each departmental and non-departmental operating budget, consisting of Salaries and Wages, Suppl1es and Expenses, and Capital Outlay major - 1 - - expendlture categories, each program category of the Capital Improvements Budget, and the revenue detail, and does authorize the Clty Manager to allot by major expenditure category as approprlated. SECTION 2. That In adoptlng sald budget, the City Council does hereby reappropriate the unencumbered balances and unexpended encumbrances of the 1992-93 Capital Improvements Budget In an amount not to exceed $17,318,062 from the General Fund II Gannedll reserve for continuing capital projects, the Mall Certlflcates of Partlclpatlon reserve, the Library General Obllgation Bond reserve, and deferred revenue accounts derlved from various ffiltlgatlon fees, and not to exceed the followlng amounts from the 1992-93 Capltal Improvements Budget unencumbered balances and unexpended encumbrances for the fallowing respective funds: Reappropriatlon Fund Amount Not to Exceed Beach $ 77,399 TORCA $ 5,424,111 Redevelopment $ 1,315,385 CDBG $ 794,429 Miscellaneous Grants $ 6,064,795 Water $ 2,719,903 Solid Waste Management $ 107,913 pier $ 2,126,246 Hastewater $ 11,227,007 civlc Auditorium $ 895,078 - 2 - . . Alrport* $ 2,647,124 Cemetery $ 199,979 Transportation $ 3,242,842 Gas Tax $ 1,734,355 Parks and Recreation $ 433,870 Parklng Authority $ 116,716 *Includes Airport Special Aviation Fund SECTION 3. That the budgets of the Housing Authority, Redevelopment Agency, and Parking Authority have been reviewed by the city council and are hereby approved and adopted. SECTION 4. That a certified copy of sald budget be filed with the Director of Finance/City controller and with the city Clerk and certified caples of said budget be reproduced and made available for use as dlrected by section 1505 of the Charter of sald city. SECTION 5. The Clty Clerk shall certify to the adoption of thlS Resolution, and thenceforth and thereafter the same shall be ln full force and effect. APPROVED AS TO FORM ~ LAWIt.t:::NCE City Attorney - 3 - - - ---- . ~ w Adopted and approved th~s 22nd day of June, 1993 a,U/& or I hereby cert~fy that the foregolng Resolut~on No. 8608(CCS) was duly adopted by the City Counc~l of the Clty of Santa Monlca at a meeting thereof held on June 22, 1993 by the follow~ng Councll vote Ayes. Councl.lmembers: Abdo, Genser, Holbrook, Olsen, RosensteJ..n, Vazquez Noes: Councilmembers Greenberg AbstaJ..n Councl.lmembers: None Absent: Councl.lmembers: None ATTEST ~cefj~ ----------- City Clerkl ~ . -- RESOLUTION NO. 8609(CCS) (City council Serles) A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SANTA MONICA ADOPTING AND REVISING SALARY RANGES FOR THE CLASSIFICATIONS OF AIRPORT MANAGER, CONSERVATION COORDINATOR, ELECTRICAL AND PUBLIC FACILITIES SUPERINTENDENT, ENVIRONMENTAL COORDINATOR, NETWORK ADMINISTRATOR, PARKING CHECKER SUPERVISOR, PARKS MAINTENANCE SUPERINTENDENT, PARK MAINTENANCE SUPERVISOR, RECREATION CENTER ADMINISTRATOR, SENIOR ANIMAL CONTROL OFFICER, SENIOR SERVICES MANAGER, SOLID WASTE BUSINESS ASSISTANT, SOLID WASTE OPERATIONS MANAGER, SYSTEMS DEVELOPMENT SUPERVISOR, AND TECHNICAL SERVICES SUPERVISOR THE CITY COUNCIL OF THE CITY OF SANTA MONICA DOES RESOLVE AS FOLLOWS: SECTION l. The followlng monthly salary levels are hereby establlshed for the lndlcated permanent classiflcatlons, effectlve July 1, 1993: AIRPORT MANAGER $5,865jMonth E-Step ($6,276jMonth wlth PERS) CONSERVATION COORDINATOR $4,747jMonth E-Step ($5,079jMonth wlth PERS) ELECTRICAL AND PUBLIC $5,569jMonth E-step FACILITIES SUPERINTENDENT ($5,959/Month with PERS) . ~ ENVIRONMENTAL COORDINATOR $4,747jMonth E-Step ($5,079jMonth wlth PERS) NETWORK ADMINISTRATOR $4,306jMonth E-Step ($4,607jMonth with PERS) PARKING CHECKER SUPERVISOR $3,650jMonth E-Step ($3,906jMonth wlth PERS) PARKS MAINTENANCE $4,593jMonth E-Step SUPERINTENDENT ($4,915jMonth with PERS) PARKS MAINTENANCE $4,063jMonth E-Step SUPERVISOR ($4,347jMonth with PERS) RECREATION CENTER $4,264jMonth E-Step ADMINISTRATOR ($4,562jMonth wlth PERS) SENIOR ANIMAL $3,238jMonth E-Step CONTROL OFFICER ($3,465jMonth wlth PERS) SENIOR SERVICES MANAGER $4,747jMonth E-Step ($5,o79/Month with PERS) SOLID WASTE BUSINESS $3,844/Month E-Step ASSISTANT ($4,113jMonth wlth PERS) SOLID WASTE OPERATIONS $6, 169jMonth E-Step MANAGER ($6,601/Month with PERS) SYSTEMS DEVELOPMENT $5,551jMonth E-Step SUPERVISOR ($5,940jMonth wlth PERS) TECHNICAL SERVICES $5,551jMonth E-Step SUPERVISOR ($5,940jMonth wlth PERS) SECTION 2. The Clty Clerk shall certlfy to the adoptlon of thlS Resolution, and thenceforth and thereafter the same shall be In full force and effect. APPROVED AS TO FORM: ~~ Joseph Lawrence Acting city Attorney . . Adopted and approved th~s 22nd day of June, 1993 n (~i~ 1tMaYOr I hereby cert~fy that the foregoing Resolut~on No. 8609(CCS) was duly adopted by the C~ty Council of the City of Santa Monica at a meeting thereof held on June 22, 1993 by the following Counc~l vote: Ayes: Counc~lmembers: Abdo, Genser, Greenberg, Holbrook, Olsen, Rosensteln, Vazquez Noes Counc~lmembers None Abstaln. Counc~lmembers: None Absent. Counc~lmembers: None ATTEST: / - ~~- /A- _/ Uu)5:- 1~ ~/ C~ty ClerW -' ~ ?IN:CMD:BT:br:se/resohaap Santa Honica, Callfornla Houslng Authorlty Meetlng: June 22, 1993 RESOLUTION NO. S/(EAS) (Houslng Authorlty Series) A RESOLUTION OF THE HOUSING AUTHORITY OF THE CITY OF SANTA MONICA APPROVING ITS BUDGET FOR THE FISCAL YEAR 1993-94 WHEREAS, the proposed budget for the fiscal year 1993-94 ,vas submltted to the Housing Authority thlrty-five (35) days prior to July 1, 1993; and WHEREAS, the Houslng Authorlty held a public hearlng on said budget after a notice of sald budget hear lng was published not less than ten (10) days prlor thereto; and w"lfEREAS , after sald publlC hearing, the Houslng Authorlty consldered further its proposed budget, nm'l THEREFORE, THE HOUSING .~UTHORITY OF THE CITY OF SANTA MONICA RESOLVES AS FOLLOWS: SECTION 1. That the budget for the flscal year 1993-94, as subnll tted by t.he Clty !Ianager and revlsed by the Houslng Authority, WhlCh budget lS entitled "Clty of Santa Honlca, Proposed Budget, 1993 -94" , a copy ot- ,..;hlCh budget is attached hereto, is hereby approved and adopted. In adoptlng sald budget, the Houslng Authorlty lntends to, and by thls Sectlon does, adopt and approve the total operatlng appropriation conslsting of Salarles and Wages, Supplles and Expenses and Capltal Outlay, and - 1 - . . revenue detall, and does authorlze the City Manager to allot as approprlated. SECTION 2 . That a certlfied copy of sald budget be filed wlth the Dlrector of FlnancejCity Controller and t,y 1 th the Clty Clerk and certlfied caples of said budget be reproduced and made avallable for use as directed by section 1505 of the Charter of sald City. SECTION 3 . The Clty Clerk shall certify to the adoptlon of this Resolutlon, and thenceforth and thereafter the sa~e shall be ln full force and effect. APPROVED AS TO FORM ~- " JbSEPH LAt\lRENCE \ ~ctlng city Attorney '-.J - 2 - . . . ADOPTED AND APPROVED this 22nd day of June, 1993 ~ (d{(~ Chalr I hereby certlfy that the foregolng Resolution No_ 57 (HAS) '.vas duly adopted by the Houslng Authority of the City of Santa Monlca at a meetlng thereof held on the 22nd day of June 1993, by the followlng vote of the Authority: AYES: Commlssioner- Abdo, Genser, Greenberg, Holbrook, Olsen, Rosenstein, Vazquez ~rcES Comm~ss~oner None A.BSTAIN: Commlsslcner None .'illSENT Commlssloner: None .::"TTEST /"l /--- ~'~I if ~~ ......----- Clerk i - 1 - ~ . FIN:CMD:BT:br:sejresopaap Santa Monica, Californla Parklng Authority Meeting: June 22, 1993 RESOLUTION NO. 222(PAS} (Parking Authority Series) A RESOLUTION OF THE PARKING AUTHORITY OF THE CITY OF SANTA MONICA APPROVING ITS BUDGET FOR THE FISCAL YEAR 1993-94 WHEREAS, the proposed budget for the fiscal year 1993-94 was submitted to the Parking Authority thirty-five (35) days prior to July 1, 1993; and WHEREAS, the Park1ng Authorlty held a public hearing on said budget after a notlce of said budget hearing was published not less than ten (10) days prior thereto; and WHEREAS, after sald public hearing, the Parking Authorlty considered further 1ts proposed budget, NmoJ THEREFORE, THE PARKING AUTHORITY OF THE CITY OF SANTA MONICA RESOLVES AS FOLLOWS: SECTION 1. That the budget for the fiscal year 1993-94, as submitted by the Executive Dlrector and revised by the Parking Authority, which budget 1S ent1tled "city of Santa 110nica, Proposed Budget, 1993-94", a copy of Wh1Ch budget 1S attached hereto, lS hereby approved and adopted. In adopt1ng sald budget, the Parking Authority lntends to, and by this section does, adopt and approve the total operating appropriatlon, consisting of Salaries and Wages, Supplies and Expenses, and Capital outlay maJor expenditure categories, each program category of the - 1 - ---- . / Capital Improvements Budget, and the revenue detail, and does author1ze the Execut1ve Director to allot as appropr1ated. SECTION 2 . That a certified copy of said budget be filed w1th the Director of F1nancejCity Controller and with the city Clerk and certified cap1es of said budget be reproduced and made available for use as directed by Section 1505 of the Charter of said City. SECTION 3. That in adopting said budget, the Parking Authority does hereby reappropriate the unencumbered balances and unexpended encumbrances of the 1992-93 Capital Improvements Budget in an amount not to exceed $116,716. SECTION 4. The Secretary shall certify to the adoption of this Resolution, and thenceforth and thereafter the same shall be in full force and effect. APPROVED AS TO FORM ~SE~H ~WRENCE ct1ng C1ty Attorney - 2 - . . f Adopted and approved thlS 22nd day of June, 1993. Cha~ 4?~ I hereby certify that the foregolng Resolutlon No. 222 (PAS) was duly adopted by the Parking Authorlty of the City of Santa Monlca at a meeting thereof held on June 22, 1993, by the followlng Authority vote: Ayes: Authority Members: Abdo, Genser, Greenberg, Holbrook, Olsen, Rosensteln, Vazquez Noes: Authorlty Members' None Abstain. Authorlty Members: None JI..bsent: Authorlty Members. None ATTEST: ~~/M~ ---------- ~ Cl erk ( A . FIN:CMD:BT:br/resoraap Santa Monlca, California Redevelopment Agency Meetlng: June 22, 1993 RESOLUTION NO. 4 3 8 (RAS) (Redevelopment Agency Series) A RESOLUTION OF THE REDEVELOPMENT AGENCY OF THE CITY OF SANTA MONICA APPROVING ITS BUDGET FOR THE FISCAL YEAR 1993-94 WHEREAS, the proposed budget for the fiscal year 1993-94 was submitted to the Redevelopment Agency as directed by section 33612 of the California Health and Safety Code; and WHEREAS, the Redevelopment Agency held a public hearing on said budget after a notice of said budget hearing was published not less than ten (10) days prior thereto; and ~-.j'HEREAS , after sald public hearlng, the Redevelopment Agency considered further its proposed budget, NOW THEREFORE I THE REDEVELOPMENT AGENCY OF THE CITY OF SANTA MONICA RESOLVES AS FOLLOWS: SECTION 1. That the budget for the fiscal year 1993-94, as sub!':\]. t ted by the Executive Dlrector and revlsed by the Redevelopment Agency, vlh 1. ch budget is ent1.tled "city of Santa Mon1.ca, Proposed Budget, 1993-94", a copy of wh1.ch budget 1.S attached hereto, is hereby approved and adopted. In adopt1.ng said budget, the Redevelopment Agency intends to, and by this Sect1.on does, adopt and approve the total operating appropriation, consisting of Salaries and Wages, Supplies and Expenses, and Capital Outlay Major expend1.ture categories, each - 1 - , program category of the Capital Improvements Budget, and the revenue detail, and does authorize the Executive Director to allot as appropriated. SECTION 2. That a certified copy of said budget be filed with the Director of Finance/city Controller and with the City Clerk and certified copies of said budget be reproduced and made available for use as directed by Section 1505 of the Charter of said city. SECTION 3. That in adopting said budget, the Redevelopment Agency does hereby reappropriate the unencumbered balances and unexpended encumbrances of the 1992-93 Capital Improvements Budget in an amount not to exceed $1,315,385. SECTION 4. The Secretary shall certify to the adoption of this Resolution, and thenceforth and thereafter the same shall be in full force and effect. APPROVED AS TO FORM LA~~RENCE City Attorney - 2 - - . . Adopted and approved th1s 22nd day of June 1993. b p-!l it #cKa 1 r I hereby certlfy that the forego1ng Resolut1on No. 43 8 (RAS) was duly adopted by the Redevelopment Agency of the City of Santa Mon1ca at a meeting thereof held on June 22 1993, by the following Agency vote: Ayes: Agency Members: Abdo, Genser, Greenberg, Holbrook, Olsen, Rosenste1n, Vazquez Noes: Agency Members: None Absta1n: Agency Members: None Absent: Agency Members: None ATTEST: ~/&~e;ei~~ Secretary ( - 1 - - --- . c c'l (:/~ I r)A j I-if' - 2_ - I . CARS:CNS:SM:JR:infocd94.cns.ced June 1, 1993 Santa Monica, California INFORMATION ITEM TO: Mayor and city council FROM: city staff SUBJECT: Transmittal of the Proposed Two-Year Community Development Plan for FY 1993-94 and FY 1994-95 INTRODUCTION This report transmits the Proposed Two-Year Community Development Plan covering fiscal years 1993-94 and 1994-95. This Proposed Two-Year Community Development Plan sets forth the overall goals for the next two years and allocates city resources to specific projects for the first year, 1993-94. BACKGROUND On April 27, 1993, the city Council held a public hearing to review and approve the Funding Rationale providing the basis for developlng the FY 1993-94 recommended funding levels in this Proposed Two-Year Community Development Plan. G1.ven the city's current fiscal constraints, implementation of the approved Funding Rationale has resulted in proposed targeted cuts to existing programs based on criteria including program performance, level of service to Santa Monica residents, level of serV1.ce to low-income people, impact of City funds on the agency and community, and the ability to generate fees or financing to supplant City funds. - 1 - -- - . I DISCUSSION .- To assure that Santa Monica grant funds remain targeted for the benefit of its res1dents, City staff performed a careful review of program activities and service levels over the past several years to identify those programs with chronic and historic problems in serving an adequate proportion of Santa Monica residents as compared to the level of city grant funding received by each program. The Proposed Community Development Plan includes targeted funding reductions based on these findings in add1tion to the program's ab1lity to increase program revenues by generating fees or securing other types of financing to supplant City grant funds. Targeted funding reductions are recommended for 9 programs including: 1) Business-Government Council to End Homelessness, 2) Lat1no Resource Organization (LRO), 3) Marine Park Child Care Center, 4) Ocean Park Community Center - Stepping stone Program, 5) Senior Health and Peer Counseling Center - Money Management Program, 6) WISE Senior Services - Olive Stone Center, 7) Ne1ghborhood Support Center, 8) Wests ide Legal Services - Domestic Violence Program, and 9) community Corporation of Santa Monica. In addition, a small technical assistance fund (Management Incentive grants) providing one-time grants to City-funded agencies to improve overall management and service coordination was eliminated. It is important to note that the savings derived from a funding reduction to LRO are recommended for reprogramming through a special Request for Proposal for to be released in the Summer of 1993. - 2 - - - . - . The Proposed Two-Year Community Development Plan has been released to the public for a community review period ending June 18, 1993. Any written comments received during this review period will be transmitted to the city Councll as supplemental information to the Final Proposed Community Development Plan. The Final Proposed Community Development Plan will be transmitted to City Council prior to the June 22, 1993 pUblic hearing and budget adoption session. Attachments to the Proposed Two-Year community Development Plan include the following: Attachment I indicates the amount and proportion of funding leveraged from non-City sources and provides the number of years the program has been funded by the City (requested by the Council -in April 1993); Attachment II summarizes recommended FY 1993-94 funding levels by funding source for each Community Development Program grantee. Finally, city staff asked agency to respond to four questions briefly describing their program (s) , target populations, and the impact of City funding. The agency responses are also transmitted with the Proposed community Development Plan. Prepared by: Julie Rusk, Acting Manager Julie Johnson, Sen10r Administrative Analyst Community and Neighborhood Services Division Department of Cultural and Recreation Services - 3 - - , '- - . FY1993-94 PROPOSED TWO-YEAR COMMUNITY DEVELOPMENT PLAN - FY1994-95 May 26, 1993 .. Prepared by: City of Santa l\.fonica Community and Neighhorhood Sen ic(,>~ ni\'i~icm 1685 Main Street, Room 212 Santa l\lonica, CA 90401 (310) 458-8701 (Voice) (310) 458-3380 (FAX) (310) 458-8696 (Tn))) - - - - ----~ ~ -- ~ - -, PROPOSED TWO-YEAR COMMUNITY DEVELOPMENT PLAN Table of Contents Page SECTION I: overview . . . . . . . . . . . . . . . . . . 1 SECTION II: city of Santa Monica's Community Profile . . 3 SECTION III: Community Participation and Planning . . . . 4 SECTION IV: community Development Program Funding Hi5fory and Impact . . . . . . . . . . . . . 5 SECTION V: Proposed Community Development Program Funding for FY 1993-94 . . . . . . . . . . . 7 SECTION VI: Community Development Program Descriptions . . . . . . . . . . . . . . . . 14 SECTION VII: Proposed CDBG Statement of Objectives . . . . 39 ATTACHMENTS Attachment I: Funding History and Projected Level of Cash Match by Program (FY 1992-93) . . . 41 Attachment II: Recommended FY 1993-94 Funding Levels . 44 ~ - T .' - " SECTION I: OVERVIEW In response to the dramatic reduction in the role and resources of the federal, state and county governments to address human service and housing needs, Santa Monica, like many other cities across the nation, has been faced with the challenge of developing programs, policies and funding strategies for the delivery of a broad range of community services on the local level. The City's Community Development Program currently provides funding support of over $5 million annually to approximately 30 non-profit human serVlce and housing development organizations supporting over 50 different programs to meet the challenging needs of a broad range of populations, including youth and families, homeless and low-income people, people with disabilities, people with HIVjAIDS, the elderly and frail elderly, and people of color. Fundlng support for the Community Development Program draws from a variety of funding sources including the -City's General Fund and federal Community Development Block Grant (CDBG) funds. Currently the City is facing a slgnificant budget deficit in FY 1993-94 due to reductions from state and local revenue sources. In order to address thls budget deficit, the Community Development Program funding must be reduced. On April 27, 1993, the City council held a public hearing to review and approve the Funding Ratlonale providing the basis for developing the FY 1993-94 recommended funding levels for this proposed Two-Year Community Development Plan. Given the city's current fiscal constraints, implementation of the approved Funding Rationale has resulted in proposed targeted cuts to existing programs based on crlterla includlng program performance, level of service to Santa Monlca residents, level of service to low-income people, impact of City funds on the agency and community, and the ability to generate fees or financing to supplant city funds. In addition, all programs were required to meet the minimum eligibility and selection criterla as approved by City Council in April 1993. In ordinary circumstances, FY 1993-94 would represent the beginning of a new two-year funding cycle with agencies competing for funding in a new Request for Proposal (RFP) process. In llght of the current fiscal constraints affecting both the City and non-profit organizations, the approved Funding Rationale recommended a streamlined process for currently funded organizations to request renewed funding in FY 1993-94. This proposed Two-Year Community Development Plan sets forth the overall goals for the next two years and allocates city resources to specific projects for the first year, FY 1993-94. The broad goals for the Community Development Program were approved by the city council as part of the Funding Rationale in April, 1993. These goals include: - 1 - 'II o To prov1de support to a wide range of community and human services in order to sustain or enhance the quality of life for residents of the Santa Monica community. · o To support important capital projects that benefit low- and moderate-income residents and neighborhoods, prioritizing the maintenance of support to affordable housing programs. o To target a s1gnificant port1on of these services and projects to those most in need -- especially low-income and minority residents and persons with disabilities. o To remove any remaining obstacles to service for those significant segments of the community that are traditionally underserved -- including low-income and mlnority residents and persons with disabilities. o To provide funding stability to effective, proven agencies that deliver these serV1ces. o To foster innovat1ve new programs and collaborative programs tfiat meet emerg1ng or unmet critical needs. o To continue to plan for future improvements in those service areas where gaps in service still exist. o To leverage city resources with funds from other sources thus lendlng to a d1versified funding base and increased self sufficiency for city-funded service providers. - 2 - " SECTION II: CITY OF SANTA MONICA'S COMMUNITY PROFILE . The proposed Two-Year Community Development Plan described in this report sets forth an ambitious but attainable plan to assist those significant segments of the community who are traditionally underserved or who have special needs. Santa Monica's profile provides the context for the specific programs and funding levels proposed in this report. Santa Monica is characterized as being socially, economically, racially and culturally diverse. According to 1990 U.S. Census data figures, approximately 23% of the total households in Santa Monica are considered y~rv low-income. In addition, approximately 17% of Santa Monica's population is from racial or ethnic minority groups. For many of these residents, the language and cultural barriers often experienced in community institutions create a major barrier to overcome. These challenges are compounded by subtle and overt forms of racism which continue to pervade our society. According to 1990 U.S. Census data figures, there were nearly 11,977 Santa Monica residents under the age of 18, comprising approximately 14% of the City's population. In the fall of 1992, 45% of the students attending Santa Monica public schools were from minority backgrounds. Further, according to the 1990 U.S. Census, there are 40% more preschoolers in California than in 1980. This second baby boom has enormous consequences for schools and child care resources. At the same time, longitudinal studies show that high quality child care has long-term benefits and can make a significant contribution to healthy development. The need for an increase in child care supply and quality is immediate and clear. Addlng to this diversity is approximately 21,773 senior citizens or approximately 25% of the total number of individuals residing in Santa Monica. Many of these senior citizens enjoy active and independent lives but also find themselves facing difficult decislons regarding housing, health care, and al ternati ves to institutionalization. The number and incidence of frail or isolated elderly is also of critical significance. The number of homeless people in Santa Monica is estimated to be 1,000-1,500 on any given night and 3,000-5,000, including persons in shelters and on the streets, over the course of a year. The number of people requiring housing and services is greater than the community's resources to assist them. A 30-City survSV conducted by the U. S. Conference of Mayors (1990) indicated that every responding city except one expected the demand f~ emergency food and shelter for homeless people to increasd during the next year. 1 other lmportant segments of the community - women, disabled persons, ~YE and lesbians - also face unique challenges. They . ask for services that are sensitlve and responsive to their common and unique needs. - 3 - ... SECTION III: COMMUNITY PARTICIPATION AND PLANNING . Community participation and planning plays an integral role in the development of this proposed Community Development Plan. City Commissions including the Social Services commission, the Commission on Older Americans, the Commission on the status of Women and the Housing Commission, conduct community forums annually to gain public input on significant concerns and recommendations for better delivery and coordination of community services. Many of the concerns identified through these forums include issues around homelessness, child care, affordable housing, employment, AIOS/HIV awareness and education, paratransit services and counseling and case management. Further, upon release of this document to applicant organizations, City Commissions and the general public, there will be a community review period ending June 18, 1993, during which time written comments about the recommended funding levels w1ll be accepted. Any written comments received during the community review period will be transmitted to the city council as supplemental-information with the final proposed Community Development Plan. The City council will hold a public hearin9 on June 22, 1993, at. 6:30 p.m. to hear public comments on the proposed funding levels and program activities set forth in this proposed community Development Plan. City staff have also worked closely with local non-profits and communi ty members over the past several years to identify and develop 1nnovative and enhanced programs to respond to difficult soc1al problems. Further, the recommendations and priorities set forth in the Task Force on Homelessness: A Call to Action, the lO-Year Youth Act~on Plan, the Ch~ld Care Master Plan and the Comprehensive Housing Affordability strateCfY (eHAB), provide a POllCY framework for developing and further refining the programs proposed through this Community Development Plan. Although many of the recommended programs identified in these reports require additional city resources, Clty staff have continued to seek out new funding opportunities and innovative means to further these crit1cal planning areas. However, without a growth in the City's revenue base and supplemental funding from outside funding sources 1nclud1ng federal MCKinney Act funds administered through the Department of Housing and Urban Development (HUO), it is doubtful that all can be 1mplemented. - For copies of these reports, please inquire with the City's Information Oesk, located in the lobby of City Hall, by calling (310) 393-9975 ext. 0, or (310) 458-8701 ext. O. - 4 - ----- -- -------- -- " - SECTION IV: COMMUNITY DEVELOPMENT PROGRAM FUNDING HISTORY AND . IMPACT The Community Development Program has provided funding support to important and needed community services for the past 20 years. The city has provided a stable source of funding to the majority of the organizations proposed for continued funding in FY 1993-94. Through city support, most of these organizations have been able to secure funding from outside funding resources to strengthen the impact of city support in the community. On average, for every $1 of City funding, another $4 has been leveraged from outside funding sources. Funding History: The following table indicates the number of years funding has been provided to each organization: 15 Years and Over: Family service of Santa Monica, New start, Ocean Park Community Center, Wests ide Ecumenical Conference, and WISE Senior Services. 10 to 14 Years: Catholic Charities, Center for the Partially Sighted, CLARE Foundation, Community Corporation of Santa Monica, Connections for Children, Dispute Resolution Services, Jewish Family Service, Latino Resource Organization, Radio KCRW, Senior Health and Peer Counseling center, Venice Family Clinic, Wests ide Center for Independent Living, Wests ide Food Bank, and Westside Legal Services. 5 to 9 Years: LIEU-CAP, Neighborhood Resource and Development Corporatlon, Nelghborhood Support Center, st. Joseph Center, Santa Monica-westside Hotline, and Step Up on Second. 0 to 4 Years: Business-Government Council to End Homelessness, Computer Access, El Nido, Marine Park Child Care Center, and Santa Monica College's Women's Center. For a more detailed overview of the number of years each program has been funded and the extent to which each program provides funding from outside funding sources, please refer to Attachment I (based on FY 1992-93 data). community Impact: The Community Development Program has a direct and significant impact on the health and well-being of people residing 1n Santa Monica. Many people who would otherwise not be able to access the services that they need to live independently, to live ln housing that they could afford and not in the streets, to access affordable child care and health care, or to earn a livable wage, are given a chance through programs of the Communi ty Development Program. All of these programs help to maintain a compassionate and well-balanced community. - 5 - " To obtain current information on how each program impacts the Santa Monica communi ty, ci ty staff recently asked each ' City-funded program to address the following questions: (1) Identify and discuss the program's target population(s) and indicate why the program services are needed. How are these services meeting an urgent need? (2) How does Santa Monica grant funding significantly impact this target population? (3) What are the major outcomes and goals of the program? How are these measured and evaluated? (4) As communi ty needs and funding change, how does the program(s) plan to refine or adjust to these changing needs? Copies of the organizations responses to these questions are available upon r=quest at (310) 458-8701 ext. o. Other Funding sources: It is important to note that a number of the organizations lndicated that without city funding, their programs would not be able to keep their doors open. Although City funding cont1nues to leverage resources from other sources including private foundations and corporations, and federal, state and county government entities, many of these sources have dramatically reduced their fund1ng. To highlight: o In FY 1992-93, the United Way cut funding to organizations up to 40% and an additional 15% is planned for FY 1993-94. o The county Department of Mental Heal th is seeking a 18%-28% funding reduction in FY 1993-94. o The County's Drug and Alcohol Office is seeking a 35%-40% funding reduction in FY 1993-94. o The County' 5 Area Agency on Aging indicates plans to reduce their funding by 6.7% with a probability of another 6% cut in mid-year. o On May 3, 1993, the state Senate Subcommittee on Budget and F1scal Review voted to eliminate a number of aging programs including home-delivered meals, Long-term Care Ombudsman and Alzheimer's day care funding. - 6 - --- ------ -- , . SECTION V: PROPOSED COMMUNITY DEVELOPMENT PROGRAM FUNDING FOR FY 1993-94 The FY 1993-94 funding recommendations contained in this report reflect outcomes of a variety of community planning and development efforts as well as the City's commitment to continue as a stable source of income to effective ongoing programs. Funding recommendations in this report are divided into two categorles: Community service Projects, and community and Neighborhood Improvement Projects. Community Service (CS) Projects lnclude funding for operating grants to programs providing a broad range of community and human services. Community and Neighborhood Improvement (CNI) ProJects include funding for capltal projects benefiting low- and moderate- income residents and neighborhoods with primary emphasis on affordable housing and accessibility projects. Section VI (Community Development Program Descrlptlons) provides speclfic program descriptions, recommended funding levels, and program issues for each grant award recommended in this Proposed community Development Plan~ The CD Program funding allocatlons reflect an increase to CDBG funds, from $1,307,511 in FY 1992-93 to $1,420,857 in FY 1993-94. The increase will be used to fund city accessibility projects to remove architectural barriers for persons with disabilities and to improve the park and facl.Il.tles located at Virginl.a Avenue Park. For an overview of how the Community Development Block Grant (CDBG) funds will be allocated in FY 1993-94, please refer to the Proposed CDBG Statement of Objectives in Section VII. For a specific breakdown of the FY 1993-94 recommended funding levels by source for all cs Projects and eNI Projects, please refer to Attachment II. Proposed FY 1993-94 Community Service Projects Over 84% of the funding within this area comes from the City's General Fund. ThlS substantlal commitment of resources will benefit l.nfants to seniors by offering a wide range of services including: emergency assistance and shelter, school and neighborhood-based counseling and family advocacy, legal services and mediation, lndependent living skills, health care; child care assistance and employment. It lS the City's goal to provide community and human services that are responsive and accessible (geographically, physically, culturally) to the needs of those most likely to be underserved including low-income people, people with disabilities, people of color, bilingual and monolingual non-English speaking people, women, and youth. The overall result of these funding recommendations is to award grants to 48 programs representing 28 different agencies providing a range of services to significant segments of the community. - 7 - . The following will be achieved through this proposed allocation of funds: . 0 Operating support J.s being maintained to 43 ongoing, effective programs with a continued emphasis on improvements in program design and operations; 0 Implementation of a coordinated indoor meals program newly established in FY 1992-93 offering hot meals 6 days a week by FAITH, Ocean Park community Center, the Salvation Army and Step Up on Second; 0 Coordination, development and oversight of this indoor meals program by the Wests ide Food Bank who will further expand the meals program to be offered on Sundays; 0 Implementation of a homeless employment program using funds approved and set aside by the City Council ("Homeless Project Fund fI ) to implement important Task Force on Homelessness recommendations; 0 Implementation of a new program at 505 Olympic Boulevard offering up to 100 homeless persons access to lockers, shower and laundry facilJ.ties 6 days per week to be administered through the Salvation Army; 0 Implementation of a Latino educational and parenting support project, in - conjunction with the Santa Monica-Malibu Unified School District, through a specialized proposal process to ensure the highest qualJ.ty program for the Latino community; 0 Reduction in funding to 8 programs due to chronically serving a low proportion of Santa Monica residents as compared to the high level of city contribution over the past several years, poor program performance, or the ability to generate fees and other revenues that could offset the city's grant funding (for more discussion of these proposed reductions, please see the "Proposed Funding Reductions" section below); 0 Increased emphasis on serving low-income and minority Santa Monica residents through continued targeting of funds to bilingual staffing and by includi.ng - special program requirements for those programs significantly below target in FY 1992-93 in serving these segments of the population; and 0 Elimination of the Management Incentive Grant fund designed to enhance agency management, service delivery, and program effectiveness due to the lack of sufficient funds. Proposed Funding Reductions - community Service Projects The following Community Service Projects have been recommended for reduced or eliminated funding in FY 1993-94: - B - . Business-Government Council to Eftd Home1essness FY 1992-93 Fundinq Level: $39,600 . FY 1993-94 Recommended Funding Level: $10,000 This program has operated for over three years with primary funding from the City of Santa Monica and the city of Los Angeles. The original goal of enlisting broad membership including financial support from local governments and business leaders has not occurred. The program has not met goals for fundra~sing and continues to have difficulty in quantifying and evaluating impact. A high level of diverse and consistent Board participation has not been achieved. The recommended funding level for FY 1993-94 of $10,000 ~s a more appropriate level to support the limited activities provided by the organization. These include monitoring relevant legislative activity, co-sponsorship of a statewide bill to continue the Emergency Cold Weather Shelter Program, limited lobbying and convening a statewide conference on homelessness. Latino Resource Organization (LRO) FY 1992-93 Funding Level: $122,436 FY 1993-94 Recommended Funding Level: $50,000 The recommended FY 1993-94 funding level of $50,000 targets and reduces fundlng to LRO. City funding has h1storically supported the educational and parent support programs offered by LRO. In FY 1992-93, LRO discontinued their school enrichment programs. city staff have met several times-with the Executive Director and Board President to discuss the agency's direction and the need for the agency to continue providing needed educational support services to children and families. To date, a concrete and defin1tive plan to continue these programs has not yet been established. The recommended FY 1993-94 funding level of $50,000 targets funding for a full-time staff person to prov1de essential information and referral assistance to Latino adults with particular emphasis on the pico Neighborhood. The grant award allows for 80% direct program costs along with 20% for general administrative costs assoc1ated with this activity. The City staff will prepare a special Request for Proposals (RFP) in the Summer of 1993 in order to implement an educational enr1chment program targeting Latino youth and parents in the elementary and hl.gh schools. Components of the program will include a tutorial, mentoring, and parent ing program to enhance the educational opportunlties of these students. It will be required that applicant organizations collaborate closely with the Santa Monica-Malibu Unified School District. LRO along with other interested organizatlons will be eligible to apply. The funding amount will be for a minimum of $72,436 annually. - 9 - ~ Marine Park Child Care Center FY 1992-93 Funding Level: $269,391 . FY L993-94 Recommended Funding Level: $242,452 The City subsidizes the Santa Monica-Mailbu Unified School District and provides a rent-free facility for the child care services for Santa Monica City employees and residents through the Marine Park Child Care Center. The 10% funding reduction is recommended due to the current high level of City subsidy. The City will continue to offer the fac1lity at no cost. Ocean Park Community Center - stepping stone FY 1992-93 Funding Level: $58,087 FY 1993-94 Recommended Funding Level: $36,136 This funding reduction of $21,951 to the stepping stone Program would el1minate City fund1ng to the regional youth shelter program and would target funds to stepping stone's peer counseling program. The City will continue to offer the facility to stepping stone at no cost. The recommended FY 1993-94 of $36,136 includes-$7,307 which will allow the shelter three months to make the necessary transition. The ongoing annual grant to the Stepping stone Peer Counseling program 1S recommended at $28,829. Stepp1ng Stone shelter has primarily served as a regional resource for teens throughout the Los Angeles area with limited program impact on Santa Monica youth. For the past two years, the city grant has supported a small peer counseling program consisting of several youth staff to assist with the shelter and hotline to provlde public education and training to other youth ln Santa Monica. It is recommended that the City continue to support and encourage this aspect of the program. senior Health and Peer Counseling Center - Money Management FY 1992-93 Funding Level: $49,549 FY 1993-94 Recommended Funding Level: $39,088 This fundlng reduction of $10,461 is recommended due to the historically low proport1on of Santa Monica residents served. The recommended funding level has been determined upon review of the actual proportion of Santa Monica residents served since initlal funding of this program ln FY 1990-91. Funding at this time was conditioned upon the program's ability to raise an adequate level of cash match. By reducing the grant in FY 1993-94, the level of fundlng will be commensurate with the proportional level of service to Santa Monica residents. Additionally, this program will be required to serve 100% Santa Monica residents with the Santa Monica grant and 25% cash match until it has demonstrated a strengthened ability to generate funding from outside sources. - 10 - ~ WISE - olive Stone Center . FY 1992-93 Funding Level: $97,780 FY 1993-94 Recommended Funding Level: $75,721 This funding reduction of $22,059 is recommended due to the historically low proportion of Santa Monica residents and low-income persons served. The recommended funding level has been determined upon review of the actual proportion of Santa Monica residents served over the past three years. By reducing the grant, the level of funding will be commensurate with the level of service to Santa Monica residents. Additionally, this program will be required to serve 100% Santa Monica residents with the Santa Monica grant and 25% cash match until it has demonstrated a strengthened ability to generate funding from outside sources. It is further recommended that the revenues generated by fees charged to Olive Stone Center participants be restricted for the exclusive use of the Olive Stone or WISE Care Center programs. Neighborhood support Center FY 1992-93 Funding Level: $347,907 FY 1993-94 Recommended Funding Level: $257,906 This reduction of $90,001 includes a one-time transition grant of $20,001 provided to the agency in FY 1992-93 and an additional $65,000 representlng a 20% reduction to the annual FY 1992-93 funding base of $322,906. The organizatlon was originally funded to provide organizing support for nelghborhood associations. In the Spring of 1992, the City conducted a mid-point review of the NSC to determine whether to continue the current model of centralized funding to neighborhood associations. It was concluded that the current model remains effective as a means for supporting neighborhood associations. In the course of this revlew, however, it was dlscovered that there was a lack of documentation and record-keeping making it difficult for the city to monltor the agency's progress in reaching program goals. The agency was required to develop a workplan with objectives to be measured on a quarterly basis similar to other grantees funded by the City. Based on these quarterly reports, the agency indicates low levels of particlpation at community meetings. Participation has ranged from 2 to 15 persons per meeting. Therefore, increased and broader participation has not occurred. As a result, the hl.gh level of staffl.ng from city funding is not commensurate with the level of service provided by this organization. Wests ide Legal services - Domestic Violence program FY 1992-93 Funding Level: $47,295 FY 1993-94 Recommended Funding Level: $41,544 This funding reduction of $5,571 is recommended due to the historically low level of service to Santa Monica residents. The recommended funding level has been determined upon review of the actual service levels to Santa Monica residents over the past three years. By reducing the grant, the level of funding will be commensurate wlth the level of service to Santa Monica residents. - 11 - ---- . Additionally, th~s program will -be required to serve 100% Santa Monica residents with the Santa Monica grant and 25% cash match until it has demonstrated a strengthened ability to generate . , funding from outside sources. Management Incentive Grants FY 1992-93 Funding Level: $36,407 FY 1993-94 Recommended Funding Level: $0 This small technical assistance fund was established to enhance the effectlveness of agency management, service delivery, program effectiveness and the ability to collaborate and provide community leadership. It 1S recommended that this technical assistance fund be eliminated due to the lack of available city funds. proposed FY 1993-94 Community and Neighborhood Improvement projects Over 17% of the funding within th1S area comes from the city's General Fund and another 73% of the funding comes from the City'S federal CDBG en-ti tlement award. Funding ~n this area will benefit low- and moderate-income persons and neighborhoods by offering a wide range of services. The following will be achieved through this proposed allocation of funds: - 0 Approximately 140 affordable housing units will be rehabllitation and approximately 25 units will be acquired and rehabil~tated or newly constructed; 0 Assistance w~ll be provided to low-income residents needing assistance with streetlight and sidewalk repairs; 0 Assistance for the removal of significant architectural barr~ers limiting the mobility and access to facilities in Santa Monica by persons with disabilities; and 0 Facility and park improvements to the Virginia Avenue Park. Proposed Reduced Funding - Community and Neighborhood Services The following Commun1ty and Neighborhood Improvement Projects have been recommended for reduced or eliminated funding in FY 1993-94: - 12 - - - Community corporation of Santa Monica . FY 1992-93 Fundinq Level: $436,550 FY 1993-94 Recommended Funding Level: $392,895 It is recommended that this organization receive a 10% grant reduction to the current FY 1992-93 funding level for a total recommended FY 1993-94 funding level of $392,895. In the current fiscal year (FY 1992-93) , the state has reduced tax increment funds to the Redevelopment Agency which currently contributes to a port1on of the organization's administrative grant. The organization will consider and implement options to offset this grant reduction by generating new revenues through management fees and perhaps organizing as a Community Housing Development Organization (CHDO) to receive City HOME funds. It is antic1pated that the organization will successfully refinance their property portfolio to substantially reduce their debt service and property holdings. The city will seek to further reduce the organization's grant on a $1 for $1 basis using the financial savings from this refinancing once the organization has successfully generated additional revenues to offset the initial 10% grant cut. - 13 - . SECTION VI: COMMUNITY DEVELOPMENT PROGRAM DESCRIPTIONS The following Community Development (CD) Program descriptions provide a more detailed overview of each program purpose, the recommended FY 1993-94 funding level, the funding mechanism, and program issues that will need to be addressed in FY 1993-94. The CD Program is divided according to Community Service Projects and the Community and Neighborhood Improvement Projects. The Community service Projects are further categorized by each program primary target population area including: Homeless Services, Child and Youth Services, senior Services, Disability and AIDS/HIV Services, and General Community Services. ---------------------------------------~------------------------- ------------------------------------------~---------------------- COMMUNITY SERVICE PROJECTS FY 1993-94 FUNDING RECOMMENDATIONS ================================================================= HOMELESS SERVICES General Program Issues for Homeless Service Providers: For all homeless serVlce providers, there will be several new reporting requirements in FY 1993-94 as required by the city's Comprehensive Housing Affordability strategy (CHAS) and as recommended by the Task Force on Eomelessness. (1) The followlng are to be included in quarterly program reports: o The number of unduplicated homeless individuals and familles placed in temporary and permanent housing. o For all homeless individuals or families placed in temporary and permanent housing, the following informatlon must be provided (all numbers report shall reflect an unduplicated count): No. of homeless persons No. of homeless families No. of female-headed homeless families No. of children (under 18 yrs.) ~ No. of Latinos No. of African Americans No. of Native Americans No. of Asian and Paclfic Islanders No. of Caucasians o The number of unduplicated homeless persons to secure permanent employment. o The number of unduplicated homeless persons to secure government benefits. - 14 - t (2) Involve homeless people in - the ongoing evaluation of any City-funded program including direct input on any program changes or improvements deemed necessary. . (3) Incorporate Task Force on Homelessness Report recommendations into program planning, operatlons and evaluation. Include summary of recommendation implementation in quarterly reports to the city. Please focus, in particular, on the following sections of the Task Force on Homelessness Report: Social services (pp. 24-39), Program Design, Coordination and Evaluation (pp. 62-63) and Community Participation in Siting Housing and SerVlces (pp. 66-67) . BUSINESS-GOVERNMENT COUNCIL TO END HOMELESSNESS Recommended FY 1993-94 Funding Level: $ 10,000 (General Fund) Program Description: Organization works with local governments and business community leaders ln California on issues of nomelessness and poverty. Activities include monitoring relevant legislation, co-sponsoring a statewide bill to continue the Emergency Cold Weather Shelter Program, some lobbying and an annual conference. The FY 1993-94 recommended grant of $10,000, while reduced from current year funding, represents an appropriate level of ongoing City support glven that the organization seeks to have many local governments and businesses supporting its effort. Funding Mechanism: One-Year Operating Grant Program Issues: Proposed program issues for FY 1993-94 funding include: 1) continue to submit regular Board minutes with quarterly reports; and 2) work to implement recommendat1on from "Advocacy and Partnerships" section of the Task Force on Homelessness Report. CLARE FOUNDATION - SOBER INN Recommended FY 1993-94 Funding Level: $ 96,322 (General Fund) $ 2,040 (Prop. A Transportation Fund) Program Description: Program provides a range of emergency services including the provlsion of hot meals I showers, clothing, and shelter services to approximately 2,000 unduplicated homeless people in Santa Monica per year. A small transportation fund 1S administered to provide homeless persons with bus tokens. Funding Mechanism: One-Year Program Grant - 15 - . Program Issues: Proposed program issues for FY 1993-94 funding include: 1) include "General Program Issues for . Homeless Service Providers". HOMELESS PROJECT FUND Recommended FY 1993-94 Funding Level: $132,830 (General Fund) Program Description: This Homeless Project Fund preserves funding identified and set aside by the City Council to implement the Task Force on Homelessness recommendations. Programs to be developed in FY 1993-94 include a new supportive employment and placement center for persons who are homeless or at-risk of becoming homeless and expansion of the indoor meals program to Sundays. Funding Mechanism: N/A program Issues: NjA - OCEAN PARK COMMUNITY CENTER (OPCC) - DROP-IN/OUTREACH TEAM Recommended FY 1993-94 Funding Level: $220,364 (General Fund - Ongoing Program) $ 13,380 (General Fund - Meals Program) $ 11,800 (prop_ A Transportation Fund) program Description: Program provides a range of emergency serVlces lncluding foodJ clothing, ma i I, telephoneJ shelter referral/placement and assistance with attaining government benefits to approximately 3,900 unduplicated homeless people ln Santa Monica per year. The Homeless Outreach Team provides outreach contact and case management assistance for approximately 800 homeless people annually. A small transportation fund 1.S admin1.stered to provide homeless people with bus tokens. In addition, this program began an indoor meals program ln FY 1992-93 and will continue offering this service in FY 1993-94. Funding Mechanism: One-Year Program Grant program Issues: Proposed program issues for FY 1993-94 funding include: 1) to develop and report on a separate program budget and workplan for the indoor meals program component; 2) to significantly increase presence of Outreach Team in downtown, parks and other public areas in order to heighten community awareness of services, to convene and attend community meetl.ngs around homeless issues, and to offer increased technical assistance 1.n problem solving and consensus building to residents, businesses and homeless pe.ople; and 3) include "General Program Issues for Homeless Service providersll. - 16 - . OPCC - DAYBREAK DAY CENTER - Recommended FY 1993-94 Funding Level: - $119,720 (General Fund) program Description: Program provides outreach, advocacy and day services to approximately 500 unduplicated homeless mentally 111 women in Santa Monica per year. Funding Mechanism: One-Year Program Grant Program Issues: Proposed program issues for FY 1993-94 funding include: 1) include goals and objectives for the OB/GYN clinic in the program workplanj and 2) include "General Program Issues for Homeless Service providersll. opec - DAYBREAK SHELTER Recommended FY 1993-94 Funding Level: $ 29,700 (General Fund) Program Description: Program provides a short-term 15-bed shel ter to approximately 60 unduplicated homeless mentally ill women in Santa Monica per year. Funding Mechanism: One-Year Program Grant program Issues: Proposed program issues for FY 1993-94 funding include: 1) include "General Program Issues for Homeless Service Providers". opec - SOJOURN SHELTER FOR BATTERED WOMEN Recommended FY 1993-94 Funding Level: $ 42,367 (General Fund) program Description: program provides 4-6 weeks of safe shelter for battered women and their children, a 24-hour crisis line, a follow-up program for previous shelter residents and a commun1ty education and volunteer program. The program serves approximately 1,640 unduplicated people in Santa Monica per year. ~ Funding Mechanism: One-Year Program Grant program Issues: Proposed program issues for FY 1993-94 funding include: 1) include nGeneral Program Issues for Homeless service Providersll. - 17 - . . OPCC - TURNING POINT SHELTER Recommended FY 1993-94 Funding Level: $162,528 (General Fund) $ 14,117 (Homeless Developer Fund) program Description: Program provides a 35-bed shelter, food, clothing, transportation, showers, advocacy, counseling and budget management to approximately 280 homeless people in Santa Monlca per year. Funding Mechanism: One-Year Program Grant Program Issues: Proposed program issues for FY 1993-94 funding include: 1) to continue to shelter homeless persons at the Resthaven Motel who are physically disabled and unable to access the Tl:rning Point shelter; 2) to ensure maximum utilization of the Resthaven Motel and Turning Point Shelter by maintaining a low vacancy rate; and 3) include IIGeneral Program Issues for Homeless Service Providers". ST. JOSEPH CENTER - BREAD AND ROSES CAFE Recommended FY 1993-94 Funding Level: $ 18,919 (General Fund) Program Description: Program provides a restaurant and meals program to 120 homeless people ln addition to providing job training and placement employment component to serve approximately 15 unduplicated homeless people in Santa Monica per year. Funding Mechanism: One-Year Program Grant Program Issues: Proposed program issues for FY 1993-94 funding include: 1) include "General Program Issues for Homeless Service Provlders". ST. JOSEPH CENTER - HOMELESS DAY CENTER <- Recommended FY 1993-94 Funding Level: $ 42,087 (General Fund) $ 6,780 (prop. A Transportation Fund) Program Description: Program provides a variety of emergency and advocacy services that include the provision of transportation, clothing, benefits assistance, shelter placement, showers and laundry facilities to approximately 905 unduplicated homeless people in Santa Monica per year. A small transportation fund is administered to provide homeless people with bus tokens. Funding Mechanism: One-Year Program Grant - 18 - . program Issues: Proposed program issues for FY 1993-94 funding include: 1) include "General Program Issues for Homeless Service Providers". T SALVATION ARMY Recommended FY 1993-94 Funding Level: $ 60,000 (General Fund - Lockers Program) $ 7,982 (General Fund - Meals program) $ 1,000 (prop. A Transportation Fund) Program Description: Program will offer lockers, laundry and shower facilities to approxlmately 100 homeless people daily and will be located at city-owned 505 Olympic Boulevard site. This new program implements an important recommendation of the Task Force on Homelessness. This program will coordinate with local homeless service providers to accept client referrals. site improvements will be completed by the City prior to program start-up. It is anticipated that the program will~begin September, 1993. This program may be offered at this site for up to 5 to 7 years, at WhlCh point the site wlll revert to the exclusive use of the Transportation Department for expanded bus parking (per Los Angeles County Transportation Commission funding requirements). A small transportation fund is administered to provide homeless people with bus tokens. In addition, this organizatlon began an indoor meals program in FY 1992-93 and will contlnue offering this service in FY 1993-94 at 1533 4th Street. Funding Mechanism: One-Year Program Grant Program Issues: Proposed program issues for FY 1993-94 funding lnclude: 1) to establish an advisory committee with representation from participating local homeless service providers, homeless persons and other community members; 2) to review program procedures after 3 months of operation with advisory committee to determine if any program adjustments are necessary; and 3) include "General Program Issues for Homeless Servlce Provlders". ..;; STEP UP ON SECOND Recommended FY 1993-94 Funding Level: $ 48,220 (General Fund - ongoing) $ 13,526 (General Fund - Meals Program) $ 2,600 (Prop. A Transportation program) Program Description: organization provides a 7-day per week drop-in program offering food, showers, job coaching, employment placement, clothing and structured activities to serve approxlmately 100 unduplicated mentally ill homeless people. A small transportatlon fund is administered to - 19 - provide homeless persons with bus tokens. In add1tion, this program began an indoor meals program in FY 1992-93 and will . continue offering this service in FY 1993-94. Funding Mechanism: One-Year Program Grant Program Issues: Proposed program issues for FY 1993-94 funding include: 1) to develop and report on a separate program budget and workplan for the indoor meals program component; 2) to prior1t1ze maintaining program services on a 7 day per week basis; and 3) include "General Program Issues for Homeless Serv~ce Providers". WESTS IDE FOOD BANK Recommended FY 1993-94 Funding Level: $ 74,936 (General Fund - ongoing) $ 18,516 (General Fund - Meals coordination) program Description: organization provides a food bank servlng 21 agencies which provide services to homeless and low-lncorne Santa Monica residents. In addition, this organizatlon was awarded additional funds in FY 1992-93 to provide oversight and coordination of citywide indoor meals program and food distrlbutlon. Funding Mechanism: One-Year Operating Grant Program Issues: Proposed program issues for FY 1993-94 funding include: 1) to develop and report on a separate program budget and workplan for oversight and coordination of the indoor meals program; and 2) include "General Program Issues for Homeless SerVlce Providers". CHILD AND YOUTH SERVICES General program Issues for Child and Youth service Providers: (1) All school-based child and youth service providers will be required to participate in the Youth Evaluation Project implemented by Jewish Family Service, funded by a special one-time grant provlded by the city in FY 1992-93; (2) In addition, all service provlders will be required to report on the total number of unduplicated Santa Monica residents served through their program including: No. of unduplicated families No. of unduplicated parents No. of unduplicated children/youth No. of unduplicated teachers or other school staff - 20 - CATHOLIC CHARITIES (formerly Catholic Youth organization) - YOUTH Y EMPLOYMENT & TRAINING: Recommended FY 1993-94 Funding Level: $ 28,802 (General Fund) $ 51,357 (CDBG) program Description: Program provides an employment stipend program for low-lncome and minority youth in the pico Neighborhood serving approximately 64 unduplicated Santa Monica youth per year. Funding Mechanism: One-Year Program Grant program Issues: Proposed program issues for FY 1993-94 funding include: 1) dedication of a minimum of 80% of grant funds for youth employment stipends with an allowable 20% for program and administrative costs; 2) adherence to all funding requirements as specified by the Community Development Block Grant (CDBG)~fund entitlement regulations; 3) to continue to explore options to expand the youth employment program by ?eeking new program models and other funding sources; 4) to work closely with other programs and community groups to implement a youth employment program that is relevant to the needs of Santa Monlca youth; 5) to expand use of interns and community volunteers; and 6)- include "General Program Issues for Chlld and Youth Service Providers". COMPUTER ACCESS Recommended FY 1993-94 Funding Level: $ 25,615 (General Fund) Program Description: organization provides enhanced opportunities for youth with disabilities through computer technology, technical assistance and education to approximately 383 unduplicated Santa Monica persons per year includlng disabled and non-disabled youth, parents and teachers. Funding Mechanism: One-Year Operating Grant ., Program Issues: Proposed program issues for FY 1993-94 funding lnclude: 1) according to the FY 1992-93 program quarterly reports, the proportion of disabled Santa Monica youth served signiflcantly dropped; as a result, the program will be required to increase the proportion of disabled Santa Monica youth and parents served to 55%; and 2) include "General Program Issues for Child and Youth Service Providers". - 21 - . CONNECTIONS FOR CHILDREN - GENERAL PROGRAM y Recommended FY 1993-94 Funding Level: $160,693 (General Fund) Program Description: Organization provides comprehensive child care information and referral services, child care scholarships for low-income parents and their children, parent education and support workshops, and technical assistance and training for child care providers serving approximately 5,900 undupllcated Santa Monica persons per year. Funding Mechanism: One-Year Program Grant Program Issues: Proposed program issues for FY 1993-94 funding include: 1) to provide better reporting on the ethnic breakdown of those persons served through the Santa Monica scholarship program; and 2) include "General Program Issues for Child and Youth service Providers". ~ CONNECTIONS FOR CHILDREN - CHILD CARE CENTER SUPPORT Recommended FY 1993-94 Funding Level: $118,800 (General Fund) program Description: Organization administers a grant program providing partial operating and start-up funding support to approximately 18 licensed Santa Monica child care providers. Funding Mechanism: One-Year Program Grant Program Issues: Proposed program issues for FY 1993-94 funding lnclude: 1) flexibility within the grant program to allow for use of grant funds for infant and preschool child care centers; 2 ) use of the grant funds of $2,000 or less for one-time expenditures only; 3) quarterly reporting on the number of low-income and minority persons benefited by this program (include ethnic breakdown of all persons served); and 4) include "General Program Issues for Chi ld and Youth SerVlce Provlders". . DISPUTE RESOLUTION SERVICES - SCHOOL MEDIATION Recommended FY 1993-94 Funding level: $ 42,728 (General Fund) Program Description: Program provides a student peer mediation serVlce at John Adams and Lincoln Middle Schools to prov1de cooperative conflict resolution classroom activities and orientation and education activit1es for parents and teachers serving a total of approximately 880 Santa Monica persons per year. Funding Mechanism: One-Year Program Grant - 22 - Program Issues: Proposed program issues for FY 1993-94 funding include: 1} due to the increase in the numbers served ~n FY1992-93, to make modif~cations to the Program Workplan . - that is reflect1ve of this increase; and 2} include "General Program Issues for Child and Youth Service Providers". EL NIDO ReCQ~mended FY 1993-94 Funding Level: $ 97,614 (General Fund) program Description: Organization provides multi-cultural and bilingual case management, family advocacy, and parenting support services targeting Will Rogers and Edison Elementary Schools serving approximately 150 families per year. Funding Mechanism: One-Year Program Grant Program Issues: Proposed program issues for FY 1993-94 fund1ng include: 1) to maintain (at a minimum) 1 FTE bilingual s,:aff person at each elementary school; 2} to review and refine the program as necessary in conjunction with City staff and school principals and staff; 3} to expand use of interns and community volunteers; and 4} include "General Prog~am Issues for Child and Youth Service Providers". FAMILY SERVICE OF SANTA MONICA Recommended FY 1993-94 Funding Level: $115,830 (General Fund) Program Description: Organization provides transition groups for elementary SChool-aged children, agency-based counseling serV1ces for youth and their fam1lies and family advocacy/case management services for teen parents at Santa Mon1ca High School and Santa Monica College, and McKinley Elementary School serving approx1mately 1,000 Santa Monica persons per year. Funding Mechanism: One-Year Program Grant . Program Issues: Proposed program issues for FY 1993-94 funding include: 1) maintenance of at least one full-time bilingual program staff person for the SAPID and the On the Move programs and at least one full-time bilingual program staff person for the other agency and school-based services; 2) the provision of counseling, advocacy and case management services on a 12-month basis for the SAPID, On The Move, and school-based program partic1pants; 3) to maintain (at a minimum) .5 FTE at McKinley Elementary and 1 FTE for the SAPID program and other middle schools; 4) to expand use of interns and community volunteers; and 5) include "General Program Issues for Child and Youth Service Providers". - 23 - . JEWISH FAMILY SERVICE - . Recommended FY 1993-94 Funding Level: $ 23,166 (General Fund) Program Description: organization provides family advocacy, case management and counseling services at Santa Monica High School, Lincoln Middle School and at the agency serving approximately 121 youth per year. Funding Mechanism: One-Year Program Grant Program Issues: Proposed program issues for FY 1993-94 funding include: 1) to maintain at least one half-time bilingual program staff person at Santa Monica Hlgh School to provlde case management and family advocacy services to at-risk youth and thelr families; 2) to expand use of interns and community volunteers; and 3) include lIGeneral Program Issues for Child and Youth Service Providers". LATINO RESOURCE ORGANIZATION (LRO) Recommended FY 1993-94 Funding Level: $ 50,000 (General Fund) Program Description: The recommended funding level will support a full-time staff person to provide needs assessment, essentlal information, referral and case management assistance to 1,200 Latino residents with particular emphasis on serving the Pico Neighborhood. The City will release a special Request for proposal (RFP) in the Summer of 1993 for an educational enrichment program targeting Latino youth and parents in the elementary and high schools. LRO will be ellgible to apply. Funding Mechanism: One-Year Program Grant Program Issues: Proposed program issues for FY 1993-94 funding include: 1) to target Clty grant funds to the salary of 1.0 FTE program staff person who will provide information, referral and case management assistance to Latinos in Santa Monica and who will be out-stationed a minimum of 3 days per week at Virginia Avenue Park ln the Pico Neighborhood and will spend the remainder of tlme targeting activities to Santa Monica residents only; 2) to target City-funded adminlstrative or operating costs directly to the function of thlS Santa Monl.ca program component i 3) to raise a minimum 25% direct cash match for this program purpose; 4) to spend no more than 20% of the total program budget on administratl.ve costs, targeting the remaining 80% to direct Santa Monica program expenses; 5) to submit copies of Board minutes with each quarterly report; and 6) include "General Program Issues for Child and Youth Service Providers". - 24 - LATINO EDUCATION PROJECT Recommended FY 1993-94 Funding Level: . $ 72,436 (General Fund) Program Description: A special Request for Proposal (RFP) for an educational enrichment program targeting Latino youth and parents ln the elementary and high schools. components of the program will include a tutorial mentoring and parenting program to enhance educational opportunities of these students. It will be required that applicant organizations collaborate closely with the Santa Monica-Malibu Unified School District. LRO along with other interested organizations will be eligible to apply. The funding amount will be for a minimum of $72,436 annually. Funding Mechanism: RFP to be issued in Summer 1993. MARINE PARK CHILD CARE CENTER Recommended FY 1993-94 Funding Level: $242,452 (General Fund) Program Description: Initially funded by the city in FY 1990-91, thls program is designed to provide child care to 52 city of Santa Monlca employees and residents. It is recommended that the organization receive a 10% grant reduction to the current FY 1992-93 funding level for a total recommended FY 1993-94 funding level of $242,452. The City subsidizes the Santa Monica-Mailbu Unified School District and provldes free space for child care services. The funding reduction is recommended due to the high level of subsidy provided by the City for this child care center. The City will continue to offer the facility at no cost. Funding Mechanism: One-Year program Grant Program Issues: Proposed program issues for FY 1993-94 fundlng include: 1) to offset funding reduction by reducing the admlnlstratlve lndirect expenses by $22,688, to increase the preschool enrollment flgures to between 20%-22%, to decrease the interest income by $1,562, and make appropriate salary adjustments; and 2) to review fees including exploration of a sliding scale fee system. NEW START - YOUTH PROGRAM Recommended FY 1993-94 Funding Level: $127,413 (General Fund) Program Description: Organization provides specialized substance abuse counsellng, drug education and prevention/early intervention outreach services to 180 youth at John Adams and Lincoln Middle Schools, Santa Monica High School, Virginia Park and at the agency. - 25 - Funding Mechanism: One-Year Program Grant . program Issues: Proposed program issues for FY 1993-94 funding include: 1) to maintain a minimum of one full-time bilingual counselor in the schools; 2) the level of service to Santa Monica youth lS to remain commensurate with the level of City funding; 3) to maintain (at a minimum) 1 FTE in the middle schools, .5 FTE at Santa Monica High School and .25 FTE at Olympic High School; 4) see New start - Adult Program for requirements to the organization; 5} to expand use of interns and community volunteers; and 6) include "General Program Issues for Child and Youth Service Providers". OCEAN PARK COMMUNITY CENTER - STEPPING STONE Recommended FY 1993-94 Funding Level: $ 36,136 (General Fund) program Description: A reduction of $21,951 is recommended based on the historically low proportion of Santa Monica youth served through the youth runaway shelter. This would el~mlnate City funding to the shelter. The recommended funding level of $36,136 targets funding to the Santa Monica Peer counseling Program and provides a final 3-month grant to the shelter. The Santa Monica Peer counseling Program cons~sts of youth staff who- assist with shelter, hotline, public education and tralnlng to other youth. Funding Mechanism: One-Year Program Grant Program Issues: Proposed program issues for FY 1993-94 fundlng include: 1) to renegotiate a Program Workplan that is reflective of all activities performed through the Santa Monica Peer Counseling Program including the number of unduplicated Santa Monica youth assisted through the education and training, hotline, and shelter; 2) to hire, at minimum, four new peer counselors annually to allow greater opportunlty for Santa Monica youth to become counselors; 3) to submit a plan to the City specifying the long-term use of the facillty that wlll assure continued benefit to Santa Monlca residents with the second quarterly program report; and 4) include "General program Issues for Child and Youth Service Providers". SANTA MONICA COLLEGE - WOMEN'S CENTER (ON THE MOVE PROGRAM) Recommended FY 1993-94 Funding Level: $ 29,601 (General Fund) Program Description: Organization provides a collaborative teen parent program to 20 unduplicated teen parents that includes l.ntegrated case management, child care and support services which assist in the continuation of their education at Santa Monica College. The recommended funding level is for chi ld care and other support services to be provided by - 26 - the Santa Monica College Women's Center, Connections for Children and the Santa Monica Malibu Unified School District. Case Management is provided by Family Service of Santa Monica . and is recommended for funding separately. Funding Mechanism: One-Year Program Grant Program Issues: Proposed program 1ssues for FY 1993-94 funding include: 1) to improve the collaborative effort between Family Service of Santa Monica, connections for Children, the Santa Monica-Malibu Unified School District, and the Santa Monica College Women's Center to assure a well-coordinated program and to provide ongoing program development to meet the changing needs of pregnant teens; 2) to re-establish the Advisory Board for this program to meet on a regular basis; 3) to expand use of interns and community volunteers; and 4) lnclude "General Program Issues for Child and Youth Service Providers". SENIOR SERVICES SENIOR HEALTH AND PEER COUNSELING CENTER (SHPCC) - GENERAL PROGRAM Recommended FY 1993-94 Funding Level: $ 77,431 (General Fund) Program Description: Organization provides a preventive health care program for seniors inCluding health screening, health education, peer counseling and case management to approxlmately 3,022 unduplicated Santa Monica seniors. Funding Mechanism: One-Year Operating Grant Program Issues: City staff would l1ke to acknowledge the increased number of low-income and minority Santa Monica residents served 1n FY 1992-93 and recommends continued emphasls in FY 1993-94. SENIOR HEALTH AND PEER COUNSELING CENTER - MONEY MANAGEMENT PROGRAM "- Recommended FY 1993-94 Funding Level: $ 39,088 (General Fund) program Description: Organization provides approximately 36 Santa Monica seniors with bill paying assistance and representative payee services. The recommended funding level has been adjusted to be commensurate with the proportion of Santa Monica residents historically (past three years) served by this program. Funding Mechanism: One-Year Program Grant. - 27 - Program Issues: Proposed program issues for FY 1993-94 funding include: 1) to serve 100% Santa Monica residents with . Santa Monica grant funds and cash match. WISE SENIOR SERVICES - CASE MANAGEMENT Recommended FY 1993-94 Funding Level: $118,232 (General Fund) Program Description: Program provides case management services to approximately 400 unduplicated Santa Monica seniors per year. Funding Mechanism: One-Year Program Grant Program Issues: City staff would like to acknowledge the lncreased level of service to minority Santa Monica residents served in FY 1992-93 and recommends continued emphasis on servlng minority Santa Monica seniors in FY 1993-94. WISE - IN-HOME SERVICES Recommended FY 1993-94 Funding Level: $ 34,376 (General Fund) program Description: Program provides in-home support services to approximately 36 undupllcated Santa Monica seniors per year. Funding Mechanism: One-Year Program Grant Program Issues: Proposed program issues for FY 1993-94 fundlng include: 1) according to FY 1992-93 quarterly program reports, the proportlon of low-income and minority Santa Monica residents served has dropped significantly; this program will be required to develop an outreach plan to lncrease the proportlon of low-income and minority Santa Monica residents in FY 1993-94 to be submitted to City staff by the end of the first quarter. WISE - WISE CARE CENTER Recommended FY 1993-94 Funding Level: $ 33,185 (General Fund) Program Description: Program provides day care services to approximately 15 unduplicated persons suffering from Alzheimer's Dlsease on a daily basis. Funding Mechanism: One-Year Program Grant Program Issues: city staff would like to acknowledge the increased level of service to Santa Monica residents in FY 1992-93 and encourage continued emphasis in FY 1993-94. Proposed program issues for FY 1993-94 funding include: 1) - 28 - according to FY 1992-93 quarterly program reports, the proportion of low-income Santa Monica residents have significantly dropped; as a result, this program will be . required to develop an outreach plan to increase the proportion of low-income Santa Monica residents in FY 1993-94 to be submltted to City staff by the end of the first quarter; 2) the program will be required to increase the proportion of low-income Santa Monica residents served to 53%; and 3) fees generated from participants of this program will be restrlcted for this program or WISE Olive stone Center. WISE - OLIVE STONE CENTER Reeommended FY 1993-94 Fundinq Level: $ 75,721 (General Fund) proqram Description: Program provides day-care service to approximately 40 Santa Monica seniors who are cognitively impaired and socially lsolated. The recommended funding level has -neen adJusted to be commensurate with the proportion of Santa Monica residents historically served (past three years) by this program. Funding Mechanism: One-Year Program Grant Program Issues: Proposed program issues for FY 1993-94 funding include: I} to serve 100% Santa Monica residents with Santa Monica grant funds and cash match commensurate with the level of Cl ty fundlng; 2) the program will be required to develop an outreach plan to lncrease the proportion of low-lncome Santa Monica resldents in FY 1993-94 to be submitted to City staff by the end of the first quarter; 3) the program wlll be requlred to increase the proportion of low-lncome Santa Monica resldents to 85%; and 4) fees generated from participants of this program will be restricted for this program or the WISE Care Center. WISE - RESOURCE AND REFERRAL Recommended FY 1993-94 Funding Level: $ 20,669 (General Fund) ~ program Description: Program provides information, referral and educational presentatlons on aging and long-term care to approximately 1,715 unduplicated Santa Monica people per year. Funding Mechanism: One-Year Program Grant Program Issues: Proposed program issues for FY 1993-94 funding include: 1) to maintain a proportion of Santa Monica residents served that is commensurate with the level of city funding; and 2) the program wlll be required to develop an outreach and marketing plan that will increase this program's relevancy to low-lncome Santa Monlca residents in FY 1993-94 - 29 - to be submitted to Clty staff by the end of the first quarter. s WISE - PARATRANSIT Recommended FY 1993-94 Funding Level: $384,369 (prop. A) Program Description: Program provides door-to-door transportatlon to approximately 988 unduplicated sen~or and adult disabled people In Santa Mon~ca per year. Organization will be subcontracting for paratransit services with DAVE Transportation whlle maintaining the administrative and fiscal oversight role. Funding Mechanism: One-Year Program Grant Program Issues: Proposed program issues for FY 1993-94 funding lnclude: 1) upon lmplementation of the County of Los Angeles's American wlth Disabilities Act paratransit Program, WISE will evaluate how this program will impact its serVlce delivery and will make recommendations to City staff for any program adjustments deemed necessary. DISABILITY AND AIDS/HIV SERVICES CENTER FOR THE PARTIALLY SIGHTED Recommended FY 1993-94 Funding Level: $ 11,737 (General Fund) Program Description: Organization provides comprehensive low vision services including optometric services, psychological and peer counseling, ~ndependent living skills sessions and public educatlon services to approximately 65 unduplicated Santa Monica people per year. Funding Mechanism: One-Year Operating Grant that disburses funds based on a unlt rate for serVlce that will target low-income Santa Monica residents. Unit rate for service is to be negotlated. Total grant award 1S not' to exceed $11,737. Program Issues: Proposed program issues for FY 1993-94 fundlng include: 1) City grants funds will be redirected to target low-income Santa Monica residents only. WESTSIDE CENTER FOR INDEPENDENT LIVING (WCIL) - GENERAL PROGRAM Recommended FY 1993-94 Funding Level: $ 67,873 (General Fund) Program Description: Organlzation provides comprehensive support services to approximately 150 undupllcated Santa - 30 - - ----- . Monica people with disab11ities in order to maintain or increase their independence and to provide assisted information and referral to Santa Monica residents. . Fundinq Mechanism: One-Year Operating Grant Program Issues: Proposed program issues for FY 1993-94 funding include: 1) due to chronic staff vacancies resulting 1n reduced targeted l.nfonnation and referral assistance to Santa Monica resl.dents, organization will be requl.red to develop a plan guaranteeing the consistent provision of assisted information and referral services to Santa Monica residents by the end of the first quarter; 2) to continue allocating $35,000 of the city grant to support an Information and Referral Coordinator to target assistance to Santa Monica residents; 3) to provide an evaluation and needs assessment of issues raised by Santa Monica residents during the past year and a half, to be submitted to the City with the second quarterly report; 4) to continue to dedicate a portion of the city's grant ($5,000) as an emergency fund to purchase equipment for persons with disabilities; 5) provide separate ana detailed reporting on the actiV1ties and expenditures performed through this $5,000 emergency fund; and 6) to ass 1st City staff with training as it implements the Amerlcans with Disabillt1es Act (ADA). WESTSIDE ECUMENICAL CONFERENCE - AIDS/HIV PROGRAM Recommended FY 1993-94 Funding Level: $ 90,486 (General Fund) Program Description: Program provides preventive education opportunities, outreach to special populations and support services through the ut1lization of other community-based agencies servlng approxl.mately 3,600 unduplicated Santa Monica persons affected by AIDS/HIV per year. Funding Mechanism: One-year Program Grant Program Issues: Proposed program issues for FY 1993-94 funding 1nclude: 1) to ensure the availability of AIDS/HIV testing to Santa Monica residents; 2) to provide update on plans to incorporate as a non-profit organl.zation with the second quarterly program report; and 3) to report on efforts to assess Santa Monica community needs for AIDS/HIV services and resources by the end of the third quarter of FY 1993-94. WESTS IDE ECUMENICAL CONFERENCE (WEC) - MEALS ON WHEELS Recommended FY 1993-94 Funding Level: $ 22,891 (General Fund) program Description: Program provides home delivered meals to approximately 410 home-bound Santa Monica residents. Funding Mechanism: One-Year Program Grant - 31 - . Program Issues: NjA - , COMMUNITY SERVICES DISPUTE RESOLUTION SERVICES - COMMUNITY MEDIATION Recommended FY 1993-94 Funding Level: $ 49,781 (General Fund) Program Description: Program provides community and tenant/landlord mediation program to approximately 920 unduplicated Santa Monica people per year. Funding Mechanism: One-Year Program Grant Program Issues: Proposed program issues for FY 1993-94 funding include: 1) due to the increase in the numbers served in FY 1992-93, to make modifications to the Program Workplan that is reflective of this increase. LIEU-CAP Recommended FY 1993-94 Funding Level: $102,412 (CDBG) 'i? Program Description: Organization provides social service b advocacy and emergency food distribution in the pico Neighborhood and socialization for seniors serving approximately 925 unduplicated Santa Monica people per year. Funding Mechanism: One Year Operating Grant Program Issues: Proposed program issues for FY 1993-94 funding 1nclude: 1) to 1nclude more detail in the Program Workplan to better reflect the act1vities performed by the organization including the number of regular meetings held with local seniors, the number and type of information and referral calls received, and services provided through the medical equipment loan program; and 2) adherence to all funding requirements as specified by the Community Development Block Grant (CDBG) fund entitlement regulations. NEIGHBORHOOD SUPPORT CENTER (NBC) Recommended FY 1993-94 Funding Level: $257,906 (General Fund) Program Description: Provides organizing support to 5 Santa Monica ne1ghborhood associations with total membership of 2,000 and average neighborhood meeting attendance of 2 to 15 people. This organizat1on 1S recommended for a funding reduction due to the Ilm1ted level of participation within ne1ghborhood associations. It has been determined that an increased or broader range of participation has not occurred - 32 - . since this organization was -initially funded in FY 1987-88. As a result, the level of staffing and C1ty fund1ng does not remain commensurate w1th the level of service provided. I Funding Mechanism: One-Year Operating Grant Program Issues: Proposed program issues for FY 1993-94 funding include: 1) submittal of monthly Board minutes and agendas; 2 ) submittal of monthly activity reports describing neighborhood association activities and numbers of residents participating; 3) quarterly meetings of all neighborhood association board chairs with the NSC Board Chair and Administrator of the NSC to maintain communication between all boards; and 4) a m1d-year evaluation by the NSC to report on progress by the neighborhood associations in reaching membership and participation goals. NEW START - ADULT PROGRAM Recommended FY 1993-94 Funding Level: $ 39,118 (General Fund) Program Description: Program provides drug and alcohol abuse counseling and support services to approximately 129 Santa Monica residents per year. Funding Mechanism: One-Year Program Grant Program Issues: The organ1zation's Executive Director resigned at the end of FY 1991-92 resulting in the delegation of administrative leadership to two existing positions, the Clin1cal D1rector and the F1scal Administrator. As of February 1993, the Clinical Director resigned and a Program Counselor was assigned wIth the respons1bl.lities of the Cl1n1cal Director. The result of this most recent change has been to further decrease the level of direct service provided by this organization. AdditIonally, since the elimination of the Execut1ve D1rector position over a year and a half ago, the organ1zation has lacked consistent administrative accountab1lity and overs1ght of agency functions. Therefore, proposed program issues for FY 1993-94 funding include: 1) as a condition of funding in FY 1993-94, the organization will be required to hire an Executive Director by January 1, 1994 or the City will w1thhold additional grant funds. RADIO KCRW Recommended FY 1993-94 Funding Level: $ 67,600 (General Fund) Service Offered: Radio KeRN broadcasts the city of Santa Monica's City CounCil meetings on the scheduled Tuesday of each meeting from 8:00 p.m. up to midnight. Funding Mechanism: Purchase Order Agreement - 33 - . SANTA MONICA-WEBTSIDE HOTLINE . Recommended FY 1993-94 Funding Level: $ 1,158 (General Fund) program Description: Organization provides a 24-hour crisis-intervention and referral hotline serV1ce. Funding Mechanism: Purchase Order Agreement Program Issues: N/A VENICE FAMILY CLINIC Recommended FY 1993-94 Funding Level: $ 59,360 (CDBG) $ 5,780 (Prop. A Transportation Fund) Program Description: Organization provides free health care delivery serV1ces to approximately 1,620 unduplicated low- and no-income residents of Santa Monica per year. A small transportation fund is administered to provide homeless persons with bus tokens. Funding Mechanism: One-Year Operating Grant Program Issues: Proposed program 1ssues for FY 1993-94 funding 1nclude: 1) adherence to all fund1ng requirements as speclfied by the Commun1ty Development Block Grant (CDBG) fund entitlement regulations. WESTSIDE LEGAL SERVICES (WLS) - GENERAL PROGRAM Recommended FY 1993-94 Funding Level: $184,094 (General Fund) program Description: organization provides legal assistance to approx1mately 1,030 undupl1cated low- and no-income res1dents of Santa Monica per year. Funding Mechanism: One-Year Program Grant Program Issues: Proposed program issues for 1993-94 funding include: 1) the organizat1on will be required to designate a supervising attorney for ongoing case review and supervision; 2) regular monthly Board meetings w1Il be required for the first six months of FY 1993-94 and shall continue, at a min1mum, once every two months thereafter copies of all Board minutes will be subm~tted to the City with quarterly reports; 3) the organization will be required to conduct an aggressive Board recruitment campaign with the goal of reaching the maXlrnum membership allowed in the agency By-Laws while maintaining fewer than 7 active Board members at all times; 4) according to FY 1992-93 quarterly program reports, the proportion of Santa Monica residents served has significantly dropped; as a result, this program will be - 34 - . requlred to develop an outreach plan to increase the proportion of Santa Monica residents in FY 1993-94 to be submitted to City staff by the end of the first quarter; and . 5) to raise a level of cash match that is commensurate with the proportion of Santa Monica residents served; City grant funding shall provide funding support not to exceed 75% of the Santa Monica portion of the Program Budget -- funds may be withheld for this reason by the City at any time. WESTS IDE LEGAL BERVICES - DOMESTIC VIOLENCE PROGRAM Recommended FY 1993-94 Funding Level: $ 41,544 (General Fund) Program Description: organization provides self-help restraining order assistance and full representation in family law to approximately 550 unduplicated Santa Monica people per year. The recommended funding level has been adjusted to be commensurate with the proportion of Santa Monica residents historically served (past three years) by this program: Funding MeChanism: One-Year Program Grant Program Issues: Proposed program issues for FY 1993-94 funding include: 1) according to FY 1992-93 quarterly program reports, the proportion of Santa Monica residents have significantly dropped; as a result, this program will be required to develop an outreach plan to increase the proport1on of Santa Monica res1dents served in FY 1993-94 to be submitted to C1ty staff by the end of the first quarter. ~~-------------------------------~----~-------------------------- ------------------------~-~-------------------------------------- COMMUNITY AND NEIGHBORHOOD IMPROVEMENT PROJECTS FY 1993-94 FUNDING RECOMMENDATIONS ------------------------------------------~-~---------~---------- --------~-------------------------------------------------------- ACCESSIBILITY PROJECTB Recommended FY 1993-94 Funding Level: $250,000 (CDBG) Program Description: Th1S C1ty-administered program seeks to eliminate arch1tectural barriers to persons with disabilities by conduct1ng citywide curb cuts and perform1ng site improvements to c1ty-owned facilities. Funding MeChanism: N/A program Issues: N/A - 35 - . COMMUNITY CORPORATION OF SANTA MaNICA (CCSM) . Recommended FY 1993-94 Funding Level: $248,395 (General Fund) $144,500 (Redevelopment Funds) Program Description: Organization provides housing development and management activities benefiting low and moderate income individuals and neighborhoods. It is recommended that this organizat1on receive a 10% grant reduction to the current FY 1992-93 funding level for a total recommended FY 1993 -94 funding level of $392,895. In the current flscal year (FY 1992-93), the state has reduced tax increment funds to the Redevelopment Agency which currently contributes to a portion of the organization's administrative grant. Further reduct10ns will be recommended as the organization ref1nances a portion of their property portfolio. Funding Mechanism: One-Year Operating Grant Program Issues: Proposed program issues for 1993-94 funding include: 1) quarterly flnanc1al statements submitted to city; 2) quarterly reconciliation of earnest money accounts submitted to City; 3) conslder and implement options to offset grant reduction by generating new revenues through management fees and organ1zing as a Community Housing Development Organization (CHDO) to receive city HOME funds; and 4) to ref1nance property portfolio to substantially reduce debt serV1ce and property holdings to further reduce the city's on a $1 for $1 basis once the organization has successfully generated additional revenues to offset the initial 10% grant reduction. NEIGHBORHOOD REBOURCE AND DEVELOPMENT CORPORATION (NRDC) Recommended FY 1993-94 Funding Level: $327,668 (CDBG) Program Description: Organizat1on provides a housing rehabllitat10n grant program prov1ding small grants for minor repairs to approximately 79 elig1ble low income households in the Pico Neighborhood. : Funding Mechanism: One-Year Program Grant Program Issues: Proposed program issues for 1993-94 funding include: 1) adm1n~stration staffing and overhead costs limited to 15 percent of total grant; 2) adherence to all funding requ1rements as spec1fied by the Community Development Block Grant (CDBG) fund entitlement regulations; and 3) NRDC staff will ensure that 2 of the 4 moderate rehabilitation projects will requ1re a 50% matching cash commitment by the owner. - 36 - r . Community Corporation of Santa Monica 5/20/93 crit1cal Analysis Community Corporation of Santa Monica 1. Identity and discuss your target population and indicate why your services are needed. How are your services meeting an urgent need? Community Corporation's mission is to serve the housing needs of low-income families. Out of the 386 units we own and manage, about 55% are occupied by very low-income households with a median income of $12,000 per year. About 35% of our units are occupied by low- income households with a median income of $18,000. The remaining 10% are occupied by moderate-income households with a median income of $27,000. In the last two years, we have begun to house clients of local social service agencies. These special needs tenants would typically be rejected by landlords due to poor credit or landlord history or behavioral problems. We provide a stable living environment for them to rehabilitate their lives with the ass1stance of their social serv1ce providers. We meet two urgent housing needs ~n the city: providing low-income people safe and decent housing at an affordable cost and providing a llm~ted nnmher of special needs families a stable place to live. 2. Row does Banta Monica grant fundinq significantly impact this tarqet population? The Clty grant covers costs that would otherwise have to be passed onto the buildings, e.g., accounting, office rent, equipment, etc. If such costs are passed through, the buildings must raise rents in order to absorb them. COIl1I:lunity Corporation has been able to keep rents substantially below the regulatory allowable maximums because of this grant. Our rents are typl.cally $100-200 per month less than the allowable maX1mmns. In some cases, they are $400 below the maximums. If thJ.s funding is taken away, there will be a substantial impact on the afffordability of our unJ.ts and, more importantly, on the families that are already living there. 3. What are the major outcomes and qoals o~ your program? How are these measured and evaluated? Community Corporation was created to develop and manage affordable housing. On the development side, the goals and objectives are relatively simple: numher of units set-aside for low-income people, adjusted for spec~fic rent and income levels. For example, a unit Funding Mechanism: One-Year-Program Grant ~ Program Issues: Proposed program issues for FY 1993-94 capital funding lnclude: (1) to develop a program implementation plan that will assure that City grant funds are spent out fully and in a timely manner; and 2) adherence to all fund1ng requ1rernents as specified by the Community Development Block Grant (CDBG) fund entitlement regulations. - -. - 38 - SECTION VII: PROPOSED CnBG STATEMENT OF OBJECTIVES w The following describes the proposed use of CDBG Entitlement funds planned for Fiscal Year 1993-94. Of these expend1tures, 100% is being used for activ1ties which meet the national objective of primarily benefiting low and moderate-income persons. 1. COMMUNITY DEVELOPMENT OBJECTIVES FOR FY 1993-94 0 To maintain and improve affordable housing opportunities for low and moderate income persons; 0 To stabilize and enhance low and moderate income neighborhoods through neighborhood revitalization and other community development efforts; and 0 To provide essential community services to residents most in need of these services. II. PROPOSED CDBG ACTIVITIES FOR 1993-94, THEIR LOCATION AND ESTIMATED COST Community & Neighborhood Improvement Projects $1,082,900 Community Service Projects 213,129 Program Admin1stration 124,828 Total CDBG Entltlement $1,420,857 Specific projects recommended for funding include: Affordable Hous1ng (Acquisition, Rehabilitation) $327,668 PICO NEIGHBORHOOD RESIDENTIAL REHABILITATION PROGRAM - Residential Rehabil1tation Grant program (P1CO Neighborhood Area) $ 15,444 RESIDENTIAL ACCESSIBILITY PROJECT - Minor accessibility improvements to residences of lower income households (Citywide) $351,911 PICO NEIGHBORHOOD HOUSING TRUST FUND - Acquisition and rehabilitat10n of affordable housing for low to moderate income level persons (Pico Neighborhood Area) Neighborhood Revital1zation $ 5,148 PUBLIC WORKS ASSESSMENT ASSISTANCE - Assistance to low-income homeowners and tenants for public works improvement fees assessed by the City (Citywide) - 39 - - - - -- $132,729 VIRGINIA AVENUE - PARK IMPROVEMENT - Capital improvements to the park and facilities (pico Neighborhood) >> Removal of Architectural Barriers $250,000 ACCESSIBILITY PROJECTS - To remove significant archltectural barriers prohibiting the mobility of persons wlth disabilit1es including improvements to public fac~lities and curb cuts (Citywide) community services $213,129 HEALTH CARE, SOCIAL SERVICE ADVOCACY AND YOUTH EMPLOYMENT PROGRAMS - Primary health care services and direct social service delivery including food d1stribut1on, government benefits counseling and a youth employment program (Citywide, Pico Neighborhood) Administrat1~n and Planning $124,828 PROGRAM ADMINISTRATION - General administration of the overall CDBG Program. III. PROPOSED AMOVNT OF FUNDS TO BENEFIT LOW/MODERATE INCOME PERSONS 100% of the activities proposed for the 1993-94 CDBG Program w1ll pr1marlly benef1t low and moderate income persons. Project fund1ng for this purpose totals $1,296,029. jj:\files\cdplan94 - 40 - .... ~ ~ Eo-- Z f.n Q ~ ~ c:::>~>- ::; ~utt: _ ,,--ZoU rrI 0 N rrI 0 <""I "1" N C 10 rrI 0 0 N 0.. rrI r- 10 _ ""'bJll5:. - - ...-ot...... - - N ...... - U Or-~l:l.;" < <;J= ~ ~ tn I -< I I I I I J I 1 ~ I I r I I ~ I . I I 8 8 8i8: 8 8 8 818 8 8 8 8 8 8 8 8 8 ~ 0 ~ r- ~ ~ 0 r- <""I r- 0 ~ ~ ~ ~ N ~ r- Q.... ~ \rJ 0 <""I N C\ ~ 0\ 10 10 o:t .... 0 <""I In ~ 10 ~ ~~ _ l(') t'"I N ~ ..,. <""I 10 10 ~ l(') fO) l(') ~ 0.. 10 ~ <""I ~<-- 0\ V"l o:t ~ ~ r- N ..,. 00 ~ 10 0\ 00 00 ~ ~ uc.::-U V"l N o:t o:t ~ 00 N 0\ N - 00 l(') ..,. In 0\ ~ N ~T~~~' ~ ~ - _ l(') ~ -..,. - ~ ~ _ N _ N 1- -..........<1 ...: - - - - ~ - - , OOU...., _ ...... Cl:: .c I - Q., I .-.. c.. 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(J. - .... . ,-, I CI ! ~ ~ l i I; ~ 1-;' ,! 0 J o , .. lall I 1 >- . ..., I J ~ I'~I. I ~I .. ih~!' 'lD; ~ ~. i ,_. . E!"I I I~ ::E , ""CI' a.; c I a::~ c! !.9:'12" wi ~ 'trJ , t.l'~' : CI _I ,all"l ,~: ::) ~ c~j~li.'. 'I~ji Il~ i!ji If :j~ en J a:.i :~I all :.1.' 1:,:1 u I g:l,! i-t!:~1 Ijjj 5'.(.:i ! ,,0, j . ~I~; :.t::I=[ .-~.I CI , I a.i:I.I, 100 1..1lI , ....E I , ......i ~ ::1: c c, I"~ -.;! 01 . > ai, I cilllCl !:!i >1:2'1:1: ! 0.. ":2 I-'I-;"J> '" 2 :! .. 0 oioil!:io] t.l'~i - I i J II ~ ~ ~ ~ !.O!O'O:.%I='::'-I I II I II I <e ! ~IQ:1:::a:ia..~:20i~ll~ I I I U e( 0 2,O.O:a. Ola., , '! :,! r;1~;. / r- ~, COMMUNITY DEVELOPMENT PROGRAM FY 1993-94 SUPPLEMENTAL INFORMATION TRANSMITTAL OF ORGANIZATION RESPONSES TO PROGRAM IMPACT Prepared by: City of Santa l\lonica Community and Neighborhood Services Division 1685 l\tain Street, Room 212 Santa l\lonica, CA 90401 (310) 458-8701 (Voice) (310) 458-3380 (FAX) (310) 458-8696 (TDD) ,. " To obtain current information on how each program impacts the Santa Mon1ca community, city staff recently asked each City-funded program to address the following questions: (1) Identify and discuss the program's target population(s} and indicate why the program services are needed. How are these services meeting an urgent need? (2) How does Santa Monica grant funding significantly impact thlS target populat1on? (3) What are the major outcomes and goals of the program? How are these measured and evaluated? (4) As community needs and fund1ng change, how does the program(s) plan to ref1ne or adjust to these changing needs? - Attached are the organizat1ons responses to these questions. f \ The Business/Government Council to End Homelessness THE BUSINESS/GOVERNMENT COUNOL TO END HOMELESSNESS ONE WILSHIRE BUILDfi'.iG 624 SOUfH GRAND A VENUE. SUITE 1210 LOS ANGELES CAUFOR.'-iIA 900]'7 213 683 8094iF.\X 213683 1220 MAY 21, 1993 QUESTIONS FOR OTY OF SANTA MONICA CONTRACT 1993-1994 FISCAL YEAR ANSWERS SUBMIITED BY THE BUSINESS/GOVERNMENT COUNOL TO END HOMELESSNESS ------------------------------------------------------------ 1. Identify and discuss Y9ur target populations and indicate why your services are needed? How are your services meeting an urgent need? The pnrnary benehcIanes of the efforts of The Busmess/ Government CouncIl to End Hornelessness ("BGC') are busmessess and resIdents(mcludmg unhoused and poverty stncken people) of Santa MOnIca, among other CInes. The BGe is commItted to ImprOVIng the standard of hvmg for busmesses and for reSIdents by solvmg the ongomg problems of homelessness and poverty. The BeC works on solVIng these problems by collaboratIng the efforts of local governments and bUSIness leaders The BGe works WIth government at all levels, draWIng upon the knowledge of mayors. supervIsors, counCllpersons, homeless servIce coordmators, homeless, advocates and offICIals at all levels of aty and county government throughout CahiomIa The BGC works WIth leaders of small and large busmesses, mcludmg CEOs, preSIdents and VIce- preSIdents of corporations, and bankers to name a few The BGe has created an orgaruzatIon that works on endmg hornelessness and poverty WIth the monetary and polItical support of busmess and government WIth thIs support, these two groups then work closely WIth homeless advocates, SOCIal servIce prOVIders and unhoused people to Implement the needs that have not been met. The Bees serVIces are needed because there are no other orgaruzahons that work WIth local government and bUSIness leaders together to reach a common goal of the elImmatIon of homelessness In Cahforma. The approaches to thIs common goal are dIfferent from each of these groups Each grou p learns from the other m order to Jom together m a strong front on these Issues addressmg the homeless The BGCs serVIces are meeting the urgent need of addressmg homelessness by lobbYIng m Sacramento for addItIonal servIces for the homeless and by educatIng people on dIfferent aspects of homelessness. The BGe prOVIdes educational serVIces on the followmg Issues, among others: general aSSIstance 5/21/93 QlJFSTIONS AND AL'JSVVERS-BGC - - I ~ PAGE TWO QUESTIONS AND ANSWERS BGe 1993-1994 cuts, panhandlmg and encampment Issues. Currently, the BGC IS takIng the lead In sponsonng two bIlls that will pOSItIvely affect emergency and temporary housmg for the homeless and poverty stricken. The BGe has been plannmg a statewide conference that will take place on May 27th where busmess leaders, local government offiCIals, service providers, homeless advocates and homeless mdlvlduals wIll come together to address the econonuc Impact of homelessness. The conference has drawn over 30 speakers and over 150 conference partIcipants from throughout the United States who are mterested In these Issues The need IS there and people are lookmg for new and creatIve ways to work wlthm a system that contInues to make budget cuts In all areas effectIng homelessness and po\'erty levels 2 How does the Santa MOnIca grant fundmg significantly impact this target population? The Santa MOnica grant funds glVes the BGe resources to focus Its efforts In Santa Moruca By targetIng Santa Maruca fIrst, the BGC IS able to ImtIate and develop programs whIch wIll then serve as models for the rest of the nahon. The BGe has been able to educate Its target populatlons through maIlmgs, public educatIon and through Its annual one-day conference that will be held in May of 1993 ThIS conference (held In Santa :\r10ruca) gtves these target populatIons the abIlIty to come together and dISCUSS common concerns and goals. In additIon, through the BGes lobbymg efforts the orgamzatIon Impacts Its target populatIon In a broad, effective manner. These forums (Santa Moruca as a model, the Santa MOnIca conference, and Cahforrna Lobbymg efforts) are deSIgned to ed ucate and make change for unhoused people and people hvmg at poverty levels 3. What are the major outcomes and goals of your program? How are the:ie measured and evaluated? One of the maJor goals of the BGC IS to work WIth a growmg number of local governments and busmess commuruty leaders on Issues of homelessness and poverty In other words, the BGe WIll contInue to sohClt the parhclpahon of all CItIes and countIes in northern and southern Cahforrua and will contmue to sohclt the mvolvement of the busmess sector In endmg homelessness and poverty PublIc pohey changes make It dIfftcult to quanhfy these goals. However, the BGe measures these goals by the added partlapahon of more and more CItIes and counlles workmg on Jomt projects concenung homelessness and poverty Further, the BGC measures Its success by the mcreased 5/21/93 QUESTIONS ANi) ANS\VERS-BGC y. ~ PAGE THREE QUESTIONS AND ANSWERS BGC 1993-1994 partIcIpatIon by busInesspersons. In addItIon, wIth the mcreased parbClpatlOn by government and busmess, we move toward greater regional cooperatIon. 4. As community needs and funding change, do you plan to redefine or adjust your program(s)? Please describe. As commuruty needs change, the BGe wIll re-evaluate Its present programs and make any necessary adjustments to carry out Its ulhmate rmSSlon. The BGe evaluates ItS operahons dUrIng board meehngs and at its annual retreat. The BGe IS ever mmdful of commuruty and Its changmg needs. The BGe IS comrruttecHo conhnumg its lobbymg and educatIon efforts throughout northern and southern CalIforma. 5/21/93 QUESTIONS AND ANSWERS-BGC \ Catholic Charities - Youth t Employment CITY OF SANTA MONICA GRANT FUNDING IMPACTS 1- Identify and discuss your target population(s) and indicate why your servlces are needed? How are your servlces meeting an urgent need? Recent stud~es based on the Bureau of Labor Statlst~cs data have found that youth had an unemployment rate that was almost three times the nat~onal unemployment rate of 7 percent. For Afrlcan-American youths, almost 45% were unemployed.... (The Outlook, May 8, 1993 ) Cathol1.c Charlties' CYO Santa Monica Youth Employment and Tralnlng Program targets youth, ages 14-21, who have multlple barrlers to work and who need bas~c Skiil~lr~ediat~on and seek long-term employability and bas~ ~il.s ~qulsltion. We work extensively ln the P1CO Neighborhood Corridor, in communit~es characterlzed by high unemPlOym~~~q~Og~~_~tjVity and truancy. We target youths who are from ex lr~ow-lncome households and who are lsolated from the malnstream and are in need of extenslve servlces. Many of our youth participants are "at rlskll due to a number of factors: gang partlclpatlon, mlnlmal educational achlevenent, hlgh school drop-outs, domestic turbulence, offende:::--s, ll~lted Engllsh/basic Skllls deflclent, among others. Addl"tlonally, many of our youth are reI led on heavily to contrlbute flnanclally to the famlly household, due to thelr parents' belng chronlcally unemployed as a result of the receSSlon. Our work experience program provides baS1C skills tralDlng and pre-employment/work maturity Skllls development to econc~lcally dlsadvantaged youths from marglnallzed groups such as: I.,atlno, Afrlcan-Amerlcan, dlsabled and "at-rlskll populatlons. Upon entry lnto our program participants are assessed through rnultlple testlng lnstruments. Based on the par:-tlclpa~t's assessment results, levels of achlevement and the defl~ed potentlal outcomes, an Indivldual Servlce strategy (155) T.N'lll be developed WhlCh matches the partlclpant's needs, lnte::-ests and speclflc goals wlth a clearly deflned employment tralDlng plan. An extenslve Job development campa1gn is executed in which enploye::- worksltes are developed in the Santa Monica area to traln youth particlpants ln specific job occupations -- 1.) teacher's asslstant, 2. ) recreatlon alde, 3 . ) Chlld care worker, 4. ) offlce clerk, S. ) bank teller, 6. ) sales clerk. Youth . part:'clpants galn work maturlty and )ob-speclfic entry-level sk~lls through placement lnto SUbsldlzed workplace internshlps. Partlclpants galn practlcal, IIhands-on" long-term skills-buildlng ln the world of work through 160-200 hours of 1nternshlp tralnlng. We have targeted occupations ln WhlCh there lS a career ladder potentlal for advancement. Pre-employment and Job search asslstance training is provided 1n structured orlentation workshops held prior to and durlng the workslte experlence lnternshlps. In addltlon, ongoing l.ndivldual and group conferences wlll be organlzed to include presentatlons and tralnlng In employment-related skills. Ongolng follow-up Jab-related and personal counsellng seSSlons are scheduled as needed durlng the partlclpant's worksite training. , l 2. How does Santa Monlca grant funding signiflcantly lmpact thls target population? The City of Santa Monlca grant provides youth, from ages 14-15, the opportun1ty to focus their energ1es 1n posltlve and constructive worksite training to gain the everyday life skills and work maturity skills needed to function at home and ln the work place ln our rapidly shlft~ng and recession drlven economy. In a preventitlve and proactlve way, this grant helps equlp youths--w~th mult~ple barrlers to self sufficlency -- wlth the skills, knowledge, experience and self-confidence needed to help break the cycle of no/low employment opportunlties for the targeted populations. Our subsidized worksite trainlng program helps youth part~clpants develop general work hablts and a sense of responslbility and self-esteem needed to succeed in the workplace, at home and 1n school. In addition, monies earned by youth partlclpants help augment the financ1al well-being of thelr famllies. 3. What are the maJor outcomes and goals of your program? How are these measured and evaluated? (Example: The overall goal of the program lS to ralse the Sklll and lncome level of at least 60% of those enrolled ln our self-sufflclency program. Of the 100 program partlclpants, 60 wlll be enl::"olled ln an upholstery apprentlce program wlth 95% of those particlpants actually belng placed at one of the five partlclpating upholstery companies wlth full-time, permanent employment.) The overall goal of our youth employment and trainlng program is to ralse the work maturlty and baslc skills level of at least 144 economlcally dlsadvantaged youths in the Santa Monica area. 64 youths, ages 14-15, wlll be targeted by this grant to receive an average of 160 hours of worksite lnternship tralnlng, prlmarily ln prlvate non-proflt sector Jobs, to galn the long-term self-sufflclency Skllls needed to succeed in the workplace, at home and In school. We proJect that at least 80% (51) of these youth partlclpants will complete thelr tral.nlng hours successfully. We w~ll prOVIde d~rect unsubs1dized placement referrals (12) to those youths ln need of employment due to thelr lmmediate economlc/fa~lly sltuatlons. Our youth employment and tralnlng program projects providing an addltlonal forty youths, ages 14-21,1 wlth SUbsldlzed sU~~er youth employment tralnlng for an average of 150 hours. Flnally, we wlll provlde Job placement, counsellng and tralnlng asslstance to at least 30 youths, ages 16-21, with the ultlmate goal of unsubsidlzed placement in prlvate sector jobs. We pro]ec't at least 80% of these youth wlll successfully complete 250 hours of tralnlng and attaln placement in prlvate sector employment. t · Worksite supervisors submlt periodic evaluations of youth partlclpant's work performance during thelr internships. Partlclpants will be assessed through multiple testing instruments. Our principal pre-, para-, and post-testlng wlll utilize the CASAS reading and math tests. Learnlng and employabil~ty skills assessment w~ll also ~nclude a varlety of measures which serve as ind~cators of the particlpant's comprehens~ve educational needs, lncluding speak1ng, listening and comprehension and cr1tlcal thlnklng skl1ls as demonstrated at the time of the~r lntake and assessment. Wrltten evaluation of these observations and any subsequent counseling meetlngs held w1th the part1c1pant will be kept on f1le. 4. As community needs and funding change, do you plan to reflne or adjust your prcgram(s)? Please descr~be. In a response to changlng needs and resources, we have created a program WhlCh lS flexlble and WhlCh lnvolves youth partlclpants ln all phases of the dellvery of services. We have structured a comprehenslve basic Skllls tralnlng and Job placement and follow-up program WhlCh lncludes provision of other critical supportive servlces -- such as career guidance and personal counsellng, job preparatlon workshops, transportatlon, clothing, and homeless shelters. Our rellance on a case management approach to servlce dellvery ensures that we see the particlpant as a whole person, and that we address the personal, famlly, and COTh~Unlty needs of the lndlvldual. Marshalllng of external SerJ1CeS and provlding partlclpant advocacy are part of the case manageMent approach we offer to help enable the particlpant to galn the long-term self-sufflclency Skllls needed to break the cycle of poverty and lack of employment that our partlclpants and thelr famllles face. We are developing a dlversifled base of funding sources which allows our program to work with youths from ages 14-21 -- Clty of Santa Monlca, Los Angeles County JTPA program. We will also seek fundlng from prlvate foundatlons to contlnue, expand upon and lmprove our programmlng, and to reallze the holistic approach descrlbed above. Flnally, efforts wlll be made to establlsh an advisory board made up of youth partlclpants, employers, communlty leaders, local government representatives, and others to provlde ongoing gUldance and asslstance ln program deslgn and lmplementatlon as well as in helplng ldentlfy and ralse funds to support our program. t . Center for the Part1al1y Sighted THE CENTER FOR THE PARTIALLY SIGHTED "B E C A U S E T H E R E'S H 0 P E I N S I G H r" 720 WILSHIRE BLVD. SUITE 200 . SANTA MONICA, CA 90401-1713 310-458-3501 . FAX 310-458-8179 C? ~ :::i -< \..oJ 1. The Center for the Partlally ~qh~ provides comprehensive low vislon rehab~11tat1ve serVlces ~or ~rsons whose vlsion 1S worse than 20/70 and/or have less t~an ~ degrees vlsual fleld. Th1S would lnclude lndlvlduals who are oartlally slghted as well as those considered legally bllnd. iThe~enter wlll actlvely seek to provlde serVlces to 49 low 1ncome~indivlduals and 16 ethn1c minorltles reslding ln the clty of ~nt~Monlca. The visually impalred of Santa Monica are In a unlque position to use our lo~ V1Slon services. This community has been successful in developing programs to assist older adults to reraal.n lndepend~nt through ltS soclal and recreational programs, healt.h s~reenlngs and transportatlon program. By providlng the tools to vlsually lmpalred resldents, we supply the llnk that wlll make the corr~unlty services accesslble to this segmen~ of the populatlon. As the Santa MOTI1Ca populatlon 1S made up of a larger percen-:.age of older adults (approxlmately 2l% are 60 years or older) , lt ::"5 more llkely that Santa Monlca resldents wlll have need of our serVlces than would the resldents of outlYJng COIru.'unl tles. The general populatlcn of Santa Monica beneflts from Cll"t'" publlc educatlon program as well as our outreach(network1ng pa~~~clpa~~on w::..th several task forces. 2. ?::..s::::al year 1991-92 Santa Monlca data lndlcate that 48% of ~he ne~ cl~er.ts served were consldered to be low lncorne therefore spec::..a2. conslderatlon lS taken to ensure that these patlents recel.ve our serVlces as well as any devlces that wlll allow the~ to functlon as lndependently posslble. The funds we receive from thlS Santa Monlca grant are also extremely lmportant to us In securlng fundlng from other resources. The fact that the C~ty of Santa Monlca supports our progra:::I and the 1mportance of the work that we provlde for ltS ~esl.der:ts lS a key lnstrument ln securlng new and lncredsed fo...:.ndlng. J . The overall goal of ou~ program lS to meet the unlque vlsual and rehablllta~lve needs of the partlally slghted, lncludlng those who are legally bllnd. Our program offers lndlVlduals an ~ opportunlty to make the fullest posslble use of thelr resldual Vls::..on. Our cooprehenslve serVlces and referral sources wlll provlde asslstance WhlCh wlll allow these individuals to contlnue wlth thel.r educatlonal or vocatlonal needs. Speclalized tralning wlll also allow them to llve as lndependently safe resldents. The Center has successfully lmplemented a patlent evaluatlon form WhlCh lS admlnlstered to all new patients three months after thelr lnltlal Vlslt. The evaluatlon form lS 24-point prlnt and f:..lls a llx17 Slze paper. The form allows the patlent to 1 ~ ......C"'.;;c-OF.T iA.':( EX~.y,PT ,y.UI.....IC~SC.pl_i...,A~Y ~Et-.iA.ell "AT:v"E CENTE::(: SeRviNG jUE SMRElV VI5UA_LV .",^PA:~EC- - -- -- . , - lndicate their knowledge of our services and rate the lndlvldual serVlces they received and any comments for lmprovement. We also lnclude a stamp self-addressed envelope for their convenience. Wlth the patients lmmediate feedback, the Center serVlce dellvery can be more responsive to patlent needs. 4. As community needs and fundlng change the Center plans to include HIV education and support programs as well as adaptive lndependent living Skllls classes that will include a special module teaching mlcrowave cook1ng. These programs allow lndlvlduals to malntaln thelr independence as well continue their productive llves. - .. 2 - - -- - ----- . , F;:Im;ly Service of Santa Monica REQUESTED INFORMATION 1993-94 As detailed In our Program Summary Family Service of Santa Monica provides a vanety of services which address specific pop~latlons Therefore, for the purpose of this section program populations Will be addressed individually S.A.P.I.D. (School Age Parenting and Infant Development)/On The Move. This program IS deSigned to aId 25 pregnant and parentmg teens ages 13-21 who are enrolled In the Santa MOnlca/Malibu Unified School District at Santa MonIca High School, Olympic Continuation, Lincoln Middle School or at Santa Monica College Program participants receive casemanagement services to support the teen through the transItion toward parenting, to encourage academic success. to develop positive parenting Skills, to msure adequate health care and to provide teen parents knowledge of and access to community an welfare resources If needed The casemanager makes assessments In economiC, SOCial, ace.demlc and emotIonal areas of a clients life to Insure appropnate referrals and mterventlons are available Advocacy and counselmg services are also provided when necessary School Based Programs Famliy Service of Santa Monica provides numerous school based programs With these prog~ams the target population Includes preschool and latency aged children and their famJiles These programs bring services to children and families who would for a varrety of reasons lack e.ccess to agency based programs Factors whIch prohibit families from access:r.g agency based service Include fmanclal, transportation, language and a general laCK of kr.owlecge about available community resources School-based casemanagement prov:des fa:T1llles access to 1) health care, 2) mental health services. (indiVidual, child, couDie . famiiy counseling. domestic violence. substance abuse) 3) parent education, 4) hOUSing, 5) emDloyment and 6) child care servIces as well as 7) government benefits (AFDC, 88l, WIC, Food Stamps, ete) In addlt:or', consultative services are orovlded to teachers and other school staff ThiS service broadens the teachers caoacay to deal with behaViorally, acting out children by helpmg the teacher deveiop mterventions which posItively benefIt the Identified student and minimiZe the behav:or to maintain optlonai learnmg conditions In the classroom Our services o~ casemanagement and consultation meet the above outlined ImmedIate and urgent needs of students and famIlies which dIrectly Impacts the child's functioning and success at schoo: as we1j as the child's and his/her family's emotional well being Funas received from the CIty of Santa Monica enable us to provide these programs at no or minimal cost to low Income families who could not afford such services In addition these services ar.d programs like the TranSItion Groups are preventative In nature and positively Impact all students and families In the Santa MOnlcalMahbu Unified School Dlstnct Programs such as these allow for early intervention With the hope of preventing the development of more serious problems which could lead to acute SituatIons and future costly S8 rvlce 1 ago. The need for Spanish-language services has also increased. Given current economic conditions, there is indication that the need for sober Inn services will continue to increase. CLARE is maintaining objectives for the program at the current level. (2) Grant funding provided by the city of Santa Monica is essential to CLARE's continued ability to impact the lives of homeless and hungry men, women, and children. Santa Monica funding accounts for 69% of the Sober Inn's total income for Fiscal Year 1992-1993. Without these funds, it would be much more difficult to keep the doors of the Sober Inn open to those most in need. When our noon lunch program was temporarily closed last fall, agencies around the city commented on how much it was missed. (3 ) The najor goal of the Sober Inn program is a return to self-sufficlency for the homeless lndividuals and faMllles seeklng assistance there. Achievement of this goal of self-deterrninatlon is faclli~ated by the provislon of meals, showers, clean clothing, employment and health refer~als, self-help meetings, and transitional shelter. Outcomes affected by the Sober I~n's programs include ongolng sobriety, steady employment, stable houslng, and lmproved physical and emo~lonal health for participants. A survey conducted by Scber Inn staff showed that 85% of persons served there were stlll sober and had become gainfully employed six months after rece~ving services. A s:g~l=icant number of these individuals return to the Sober In~ to volunteer their services and give somethlng back to the community after completing the progra:n. Over 100,000 hours of volunteer labor are donated to the progra~ each year. Outcomes and goals are measured and evaluated by servlce objective reporting through CLARE1s Management Inforrr.atlon System; by quarterly budget and financial perfc~ance reports to the Finance Co~~ittee of ~he Board of Directors; and by quarterly reporting of Ilnkage actlvities. (4) Several adjustments and refinements to the Sober Inn program are curren~ly in progress. These improveme~ts wlll enable the Sober Inn to more effectively respond to the needs of homeless ind~viduals and the community. Our flrst goal 1S the completion of Health Department- mandated renovation of the Sober Inn. Changes will include expansion of the kitchen area and improved separation of sleeping and eating quarters. Federal -- , . Emergency Shelter Grant funding has been awarded to CLARE for this project. City assistance helped win this grant including a staff recom~~ndation of a match of $25,000 in d~scretionary funds. without these improvements, the Sober Inn would have to discont~nue its meals program. A refinement that has not been mandated, but that would fill an important community need, is the creation of a women1s overnight shelter facility at the Sober Inn similar to the overnight shelter currently provided to men only. These women's quarters would he physically separate from the men's area. A concept paper for a women's day center has been submitted to City staff at their request. We are also considering instituting a mentoring program matchlng new program participants with alumni or particlpants with more sobriety and stability. This program would increase the work skills of participants and faC11itate their relntroduction into the job market. Another planned program adjustment lS the addition of the Sunday evening meal program reco~~ended by the City of Santa Monica. Success of this project depends upon CLARE's receiving needed additional fund~ng and on completlon of needed renovations. C~~ plans to improve linkages with other area agencles. Through increased participation on community coal~tions of ho~eless service providers, CLARE will better meet the needs of dually-d1agnosed and mentally ill homeless lndividuals. Flnally, we are submitting a proposal for HUD supportive houslng funding to enrich and expand our servlces to people entering CUL~ from the streets or emergency shelters. One feature of this proposal is the Boozer Cruiser Civilian Assistance Patrol reco~~ended by the city Task Force on Homelessne5s. Another is ~ncreased service personnel including a blllngual Spanlsh speaker. Thank you for the opportunity to submlt a grant request at the 1992-93 fund~ng level. It lS our sincerest hope that CLARE's current allocatlon will be continued for the upcoming fiscal year. S1.ncerely, tfLA ~ Ruth King Executive Dlrector r . Community Corporation of Santa Monica 5/20/93 crit1cal Analysis Community Corporation of Santa Monica 1. Identity and discuss your target population and indicate why your services are needed. How are your services meeting an urgent need? Community Corporation's mission is to serve the housing needs of low-income families. Out of the 386 units we own and manage, about 55% are occupied by very low-income households with a median income of $12,000 per year. About 35% of our units are occupied by low- income households with a median income of $18,000. The remaining 10% are occupied by moderate-income households with a median income of $27,000. In the last two years, we have begun to house clients of local social service agencies. These special needs tenants would typically be rejected by landlords due to poor credit or landlord history or behavioral problems. We provide a stable living environment for them to rehabilitate their lives with the ass1stance of their social serv1ce providers. We meet two urgent housing needs ~n the city: providing low-income people safe and decent housing at an affordable cost and providing a llm~ted nnmher of special needs families a stable place to live. 2. Row does Banta Monica grant fundinq significantly impact this tarqet population? The Clty grant covers costs that would otherwise have to be passed onto the buildings, e.g., accounting, office rent, equipment, etc. If such costs are passed through, the buildings must raise rents in order to absorb them. COIl1I:lunity Corporation has been able to keep rents substantially below the regulatory allowable maximums because of this grant. Our rents are typl.cally $100-200 per month less than the allowable maX1mmns. In some cases, they are $400 below the maximums. If thJ.s funding is taken away, there will be a substantial impact on the afffordability of our unJ.ts and, more importantly, on the families that are already living there. 3. What are the major outcomes and qoals o~ your program? How are these measured and evaluated? Community Corporation was created to develop and manage affordable housing. On the development side, the goals and objectives are relatively simple: numher of units set-aside for low-income people, adjusted for spec~fic rent and income levels. For example, a unit , I affordable to a family earning 35% of median income is measured differently from a unit affordable to an ~ndividual earning 80% of median income. On the management side, the goals and objective are more complex. We emphasize sensitivity and responsiveness to tenant and neighborhood needs, meticulous maintenance of our landscaping, buildings, and units, and accurate and timely reporting to our lenders and regulators. These things can be measured by the low frequency of complaints, visual inspection of our physical assets, and audits of our books and reports. 4. As community needs and funding change, do you plan to refine or adjust your program? community Corporation is constantly evolving. In development, we are working more with projects that meet a speclal needs component, e.g. homelessness. We are seeking more fundlng from state and federal sources, as well as looking beyond the city boundaries. More projects mean more developer fees mean less city grant support. In management, we are working more closely with social service agencles In order to assist our tenants in other aspects of life beyond a slmple matter of shelter. In addition, we are taking on hous~ng management for other owners for the purpose of generating more revenues. I Computer Access Center COMPUTER ACCESS CENTER QUESTIOI"S AND ANS'WERS C") L Identify and discuss your target populations atm indttate why your services are needed? How are your serVIces meeting an ur~t n~d? The Computer Access Center IS dedIcated to proVldmg VldU:li:ls WIth dIsabIlmes WIth the tools to concrol and drrect their own lIves through access to empowe~g teG:lmology WIth the Santa MOnica youth grant we are targetJ.ng chIldren WIth chsabtlmes The needs bemg awessed are very basIc human ones for mdependence. autonomy, and self-esteem These desrres tradinomifly not fulfilled for many chIldren WIth dIsabllmes often because they lack the tools and the crammg 10 m~eLT own chOIces =.;- .,::.. - . ChIldhood skIlls, such as chOlce-makmg, letter and num~r co~pts, and begmnmg readmg and \1,.TltJ.ng skIlls are the cornerstones of hfelong leammg and m ependence The quesnon IS, how can a chIld who can't hold a pencIl. or can't see or hear, learn these skIlls If educatIOn programs are not accessIble to them due to program bamers Technology can ellIIunate these bamers to educaoon and slalls developmer:. and open the doors for chIldren Vvuh msabllwes to qUalIty educatIon WIth therr non dIsabled peers The key IS prO\.'ldmg children WIth early and effectIve access to appropnate technology. and the suppor:: they need to Implemenflt In therr dally lIves Teci-Tolog) IS a key enabler for people lookIng for personal eXtenSIOns of theIr own abIlmes Through the apphcar:on of technology:. chLldren WIth ciJsabllmcs are shattenng perceIved llITIltatIOns of theIr pater ~13.~ What looked ImpossIble yesterday IS clearly pOSSIble today J don', knmv vv'hat I can do wuhout a comourer" so:ys Eva. age SIX Eva has cerebral palsy, cann.or sDeak. and has little control of the movements of her body Eva's VOlce is an Echo speech synrhesi:er Gemared !Jy an Apple II gs and an expanded keyboard called the Umeorn Board Her morher says 'The computer allows her TO auend a regular first grade classroom, to do her homework, to ask CmeS!lOns. [Q play games. to tell us how she feels. to be sllly to parnClpatefullv in hfe " The roois ~o tu:n :hese dreams mto realmes for c1uldren WIth dlsabllmes are avaliable Our Job IS to ma}.;:e [~nem :'1c-:-e~sIrIgly acceSSIble There IS no one else m our communIty offenng a resource center whe-:-e faIT.J;es ;1'1d chlle:en can explore and use adaptlve technology m order .., Ho\\ does Santa \-1onlca grant funding signIficantly impact this target population? Wlt1 f~ilClf~g :-:-om :be en)' of Santa MODIca we are able to have a cornerstone on WhiCh to bUlld our servIces to ch:ldre:1 aI'd fanuhes vVhen we approach foundanons and corporatlons for fundmg, It IS always ::T..pOr.:.~1t :or the"11 to see that we are valued and supported by our communlty and by our cny. especraEy 1:1 our tlgh~ bL:dget tJ.r:les Program WIse. the cny fundmg allows us to proVIde our Integrated lads computer c lL: bs. wmch bnng together chIldren wnh and WIthout d1sabllInes for regular play and learnl'12: tlr:1es \Ve now have 3 hIghly used groups preschool, elementary and secondary age school ch:id:-er. Tt:-ough these groups we r.ave fonned parent support groups The CIty fundmg also secures ::Qe for ot.:.:- Computer Access SpeCIalists to focus on famIly consultanons In whIch we do In depth ~ec;,.roiogy eXDloraoon around th.e smgular technology needs of thelf chIld \o\'lth a d1sabIl1ry We are also able (Q '.'.:o:k v..;;l-) !...'1e rea.chers of these chIldren both here at the Center and m therr classrooms In order to SUrpOIT SOC:31 Ir.[eg:-;u;on and leammg though the use of technology 3. .What are the major outcomes and goals of your program? How are these measured and evaluated'? Tr.e goal of the Computer Access Center IS to empower children Wlth illsabilines to be producnve and mdepe'1cen! people Integrated mto thelf communIty, III play and school, through the use of computer technology Tne speClfic goal of OUI Santa MOnIca funded program IS to prOVIde acnvmes to an und:.lpiIc~ted number of chIldren, therr parents and teachers that Wlll mcrease the mcluslOn of chIldren vmh dlsabllmes m age-appropnate actlvltles WIth therr peers m SOCIal and school related actlvmes We use a varIety of methods to measure our success m achlevmg our obJectlves or our need to modify OUT our methods J , To measure our quanntanve goals, I e, the number of people served, we record servIces provIded on a computenzed database Quanerly averages of me precedmg year are compared with monthly averages of the present year One phase of evaluanon wIll consIst of seemg If we maIn tam or mcrease the growth In servIces In Santa Momca. To understand the qualIty of servIces gIVen and receIved we use observatlOn and anecdotal recordmg Both CAe staff and school staff parocIpate m thIS observanon of the growth and the mteractIons takmg place among chIldren It IS here that we can best see the power of technology. NICky who cannot move hIS body, uses a smgle SWItch to play games WIth able-bodred fnends, DavId who IS a behaVIOr problem m school, works pauently WIth 2 chIdren on mothers days cards, even when the pnmer keeps nnmng hIS creaoon. Ryan who "can't read" wntes pages of d1ary each week on hIS talkmg computer To get dIrect feedback from parents and teachers who partICIpate m Collaboranve Consulranons WIth therr chIldren we use a follow-up quesnonnarre about the outcomes m the hves of thelT chIldren as a result of merr actvltles at the Center 4. As commumty needs and funding change, do you plan to refine or adjust your program? Please describe. \Ve a:-e a consumer dnven orgamzauon Our program IS deSIgned by the people who use ltS servIces We were fou:1ded by a group of parents of chIldren WIth msabllmes. adults WIt.~ illsablhnes, and professIona~s who \\ork WIth them Our Board composmon IS mandated to remam thIS collaboratIve mIX Because Board me:nbers are usmg enablIng technology In theIr darly hves they are acuvely mvolved lD :-efirnng our serVIces \Ve also have an adVISOry board of communIty people who are adults \\-'1th d1sabIlmes, parents and profeSSionals from UnIverSltles. hOSpItals, veneors. researchers, and servrce prm....Iders ThIS AdVISOry Board. IS 3. VItal meL1.od of keepmg abreast of changlng needs 10 our larger commumty A thud ::iethod of fmdlI'g out about changmg needs and pnonues IS to proVIde parents and teachers from S2.!1t3. MOnIca who partiCIpate ill ColIaborauve Consultaoons WIth their children wuh a "Follov.-Cp Ques[~onnarre" several months after therr consultation The purposes ofehe quesuonnarre are [0 see how CAC can Improve servIce, to find how people have benefited from VISItS to the CocpurG:" .-\ccess Center. and how have Ll-tey used the mformatIon gamed from the consultatIon to lnc:-e~se [l-te :ndeperrde'ice and mtegranon of L1.err chIldren at home, ill school. at work and In the co:nrr.c:ruty As "'ie ie3ITI about commuruty needs and new advances In technology. we research those funders whose ;;non:~es match our needs \Ve have seen no need. to reduce Selll1CeS, but rather to adapt to SOCIal arc 5n~clal ClTcumstances 1n order to contmue to meet the growmg technology needs of people WIL'1 cllsab!b~leS U1 our com..'11unrty. Connections for Children - , > General Program \Cl I I ......, --- --' --.... =:c ConnectIonS For Children - - - - 1993/94 Request to the CIty of Santa Kforuca for the ~- ;-0 Santa MODlca Child Development SchOJarshlp Fund .~ - - ) ~ - 1 IDENTIFY AND DISCUSS YOUR TARGET POPULATION(S) AND INDICATE WHY YOUR SERVICES ARE NEEDED How ARE YOUR SERVICES MEETING AN URGENT NEED? The Santa 'Yloruca ChIld Development ScholarshIp Fund (SMCDSF) proVIdes comprehenSIve chIld development serv'lces to farruhes lIvmg m Santa ~'IoIllca \Ve strongly belIeve that chIld care ~ ~ serVIces for famIlIes must In.elude parents, chIldren. chIld care proVIders and the commuruty The S:\lCDSF's target populatIOns are parents WIth chIldren. chIld care proVIders, and cornmuruty servlce orgamzatIons SerVIces for the IdentIfied target populanons mc1ude . chIld care scholarshIps for qualIfymg fanuhes (1 e . must be a Santa Moruca reSIdent, have a cCllld ,"",ho IS under 5 years old. workIng or m a trammg program full-tune. and quahfy as low"-mcorne based upon HUD gUldelrnes) A shdmg scale IS used to determme scholarsmp and parent fee amounts The Program also mcludes scholarslups specIfically deSIgnated for PICO "t\ elghborhood reSIdents, . chIld care referrals and mformanon offered by Resource and Referral Counselors m Enghsh and Sparush, . follo\.v-up calls to Santa Moruca Parents usmg the Resource and Referral sen1ces to deterrrune whether they found cluld care wmch met thell needs, . techrucal assistance to apphcants mterested ill obtammg chIld care lIcenses, . on-SIte \tlSIt5 WIth program aSSIstance to chIld care workers. . on-SIte observanon and referrals for counseling upon request from a cmld care program. . classes and workshops for dllld care workers, . a .\tlobile Toy Van that \clSItS Fanuly Day Care Homes ill Santa Maruca. offenng techrucal aSSIstance. suppon and eqUipment. . bllrngual parent educatIon classes on tOpICS IdentIfied through cmld care referrals, . outreach mto vanous commurutIes and neIghborhoods ill Santa ~\lloruca to recruIt illterested chIld care prOVIders. prO\.,de mformanon about our sefV1.ces, and Identlfy addlllonal serVlces necessary. and . collaborate and work to create lmkages WIth other seIVlce organIZatIOns ill Santa !vloruca \\<lth the mtent to enhance and expand semces for fanulles CIty momes proVlde ConnectIons For ChIldren (ConnectIOns) \\>lth the opportunIty to enhance and expand our Caltforma State Depamnent of EducatIon-funded seTVlces to meet the speCIfic needs of parents and chIldren hvmg ill Santa ?\1omca Throughout these past seventeen years, Connecnons has wImessed dramatIc demographIc changes ill our serVIce area The cultural and econorruc Issues 27' t. V'J :lIe::> 3culevorC SUlTe 31 Cl . 5erte Mar-Ice . CA 90405 :(eSCLrce 5. "(e?e.....c' ~ .3":::~ ~5:' ~2::;: ;' J52-C28~ . A.iTe~:::-r-i\fe Pcv-rpen+ Pr~rc.,... ~.;1G~i 45~-37~. P...crrlln~st"a~lon (3"::-) 452-3J25. Sour.... Bay ()tfce {3,t0.~ 5L:6-4.5B= Fcx '3-"G~-1.5L 30&:; Connecnons For ChIldren 1993 i94 Request to the CIty of Santa Moruca for the Santa .\lomca ChIld Development Scholarsrup Fund Page Two facmg Los A.ngeles County are reflected m Santa MOllica. Based upon the 1990 Census data for Santa Maruca, over 8,300 households earned less than $15,000 per year, 1,156 cluldren were collecung AFDC (A1d to Fanuhes WIth Dependent Cluldren), and there have been slgnrficartt mcreases ill mmonry populanons Sillce 1980 (1 e . 56% illcrease ill ASIans, 7% mcrease ill ..6JTIcan ..\mencans. and 6% Increase In HISParuCS) The watnng hst for our chIld care subsIdIes contInue to grow at alarrmng rates Of the over 700 farruhes WattIng for cluld care subsIdies, 107 are Santa Maruca resIdents (representIng over 320 cluldren) Farruhes In Santa Moruca are faced WIth chIld care expenses wluch far exceed costs m other areas of Los Angeles County A CluId Care RegIOnal Market Rate Survey conducted tlus past year reflected an average cost for full-tune cluld care for a preschooler m Los Angeles County to be 5472 13 A verage costs for the same type of care m Sdll!a Moruca IS approxunately $555 63 Calls from parents looking for chIld care ill our seD/Ice area are becommg mcreasmgly frustratIng, both for parents and the Resource and Referral Counselor As a result of the mcreased stresses on famIlIes m our Sef\lCe area, we have found It necessary to hold a number ofm-servIce trammgs on conflIct resolutlOn and workmg WIth angry clIents for our staff The maccurate perceptlon of affluence and fanuhes' lack of need for socml serv1ce support ill Santa r..-folllca perpetuates the Itmned resources wluch are allocated to these commurunes The mcreasmg unemplo}-mem rate. growmg numbers of fanuhes ll\-1ng III stressful and/or abUSIve sltuanons. and the mcreasmg nwnber of women lD the workforce (22c;,.o Increase smce the 1980 census) have pomtediy' demonsrrated the lack of adequate fundmg and suppan systems for farruhes It IS for these reasons that ConnectlOns For ChIldren \-vorks dIlIgentlv to ensure that all federaL state, and ~. J local funds available for cluld care are accessed for the cornmurunes ill our area. But, these chIld care SubSIdies (mcludmg the SMCDSF) cannot meet> nor keep pace WIth. the urgent and growmg need for senlces 2 How DOES SA..l>..iTA MONICA GRA.!\'/T Fl.JNDING SIGNIFICANTL Y l~fPACT THIS TARGET POPlJlA TION? Through connnued CIty of Santa Maruca fundmg, we have been able to proVIde cluld care referral serVlces to appro'UIIlately 600 fanulIes, assIsted groups and mdIVlduals requestmg resource mformanon, pro\lded support and techrucal aSSIstance to the 53 F anuly Day Care ProVlders and 51 child care centers (pnvate, publIc and SUbSIdIzed) ill Santa rvfomca, and offered subsId.tes to 27 low- mcome reSIdents (we project to serve 30 cluldren before the end of the fiscal year) It IS rmportant to note here that of the 27 cluldren we have currently proVIded SubSIdIes to, 85% (23) are ch11dren of color (16 Afncan-Amencan and 7 Hisparuc). and 30% (8) are from the PICa NeIghborhood 17 of the chIldren are preschoolers and 10 are Infants or toddlers I . ConnectIons For ChIldren 1993/94 Request to the City of Santa Maruca for the Santa MOnIca Child Development ScholarshIp Fund Page Three As mdIcated above, duld care seIVlces m Santa Moruca are sIgmficantly nnpacted wIth CIty fundmg Cmld care servIces encompass more than sunply "babysItong", It mvolves chIld care proVIders who are tramed to offer quality semces, parents who are proVIded WIth mfonnatlOD about how to choose the best duld care for theIr famIly, and fmancIal support for those farruhes unable to pay for servIces 3 WHAT ARE THE MAJOR OUTCOMES AND GOALS OF YOUR PROGRAM? How ARE THESE MEASURED AND EV ALUA TED? - The overall goal of the SMCDSF IS to provIde comprehensIve chIld care servIces to all farruhes lIVIng m Santa C\.Ioruca. thIs mc1udes referrals, mformatIon, subsIdIes, provlder trammg and support, parentrng educatIOn, outreach to the commuruty, and creatmg lmkages WIth other programs to offer cluld care as a pIece of farmly support We evaluat_e our success ill meetmg these goals ill a number of ways based on the number of cluldren offered SubsIdIes (fmdmg ways to maxmuze eXIstIng fundmg and accessmg any other avaIlable dollars), usmg follow-up calls to determme the number of fanuhes fmdIng cluld care they \'v"ere satisfied Wlth. and closely morutonng the attrItIOn and recruitment rates of chlld care pro\'lders 4 As COMML""""..IITY NEEDS AND fUNDING Cl!A.1"1GE, DO YOU PLAN TO REFINE OR ADJUST YOUR PROGRA.\1(S)? PLEASE DESCRIBE ThIs past fiscal year. COIUleCtIOnS successfully accessed new federal cmld care dollars (Tale IV-A, At-RIsk) and have thus mcreased our matchIng dollar amounts for our Santa ~loruca fundIng In addItion to the 31 chIldren we prOVIde serVIces to through Santa Maruca fundIng, we now prov1de cluld care SubSIdIes to another 19 cluldren lIvmg m Santa MOllica As commuruty needs for serv1ces and SubSIdIes grows by leaps and bounds. we antiCIpate contmumg our search for addmonal chIld ::are dollars Because the SMCDSF IS based upon the Cahforma State DepaIl1nent of EducatIOn-funded cluld care program's legIslated rules and regulatIOns, we do not anncIpate refmrng or altenng the any aspect of the program 93smpro doc Connections for Children - . Child Care Center Support ConnectIons For Cluldren 1993/94 Request to Cay of Santa Moruca for the ChIld Care Suppofi!prolJ8H1 -< \....J 0 -r. =c:. :;:. (,.. j -:< 1 IDENTIFY AND DISCUSS YOUR TARGET POPULATIDNCUAND INDICATE WHY YOUR SERVICES ARE NEEDED How ARE YOUR SERVICES Mi!ETING AN URGENT NEED? -, -0 -~ "'J The ChIld Care Support Program (CCSP) was funded Iiuesponse to the extreme need for mcreased resources for mfant care and to enhance the operahonaFcapabnlty and qualIty of currently hcensed ch.1ld care spaces, as documented in the Cl.ty of Santa Momca's CluId Care Master Plan CCSP prO\-ldes grams to hcensed cluld care centers and F annly Day Care Homes m Santa ;\tloruca The mtent of the Program IS to provIde pamal operatmg or start-up support to hcensed proVIders who meet the cnhcaI need for full-tune mfant care, and those duld care programs servmg Iow-mcome and 'Workmg famIlIes ill Santa Moruca Apphcauons for grants are evaluated by an Adv'lsory Group made up of cornrnuruty leaders. chlld care profeSSIOnals outsIde of Santa MOlliCa, and orgamzatlOnaI representatlves CCSP conSIsts of three separate grant funds . the Infant Care ExpanslOnfEnhancernent nCARE) Fund makes large grants avaIlable to cluld care centers currently sernng or planmng on expandmg to serve mfants We currently have one mfant care center accessmg a grant through ICf\RE, . the Center Small Grants Fund offers small grants of up to 52,000 to duld care centers to Improve the management and adrrurustranve capablhty of the program or to enhance eXlstmg sen lces Seven ~hlld care centers were awarded small grants tlus fiscal year and . the F annl) Day Care Small Grants Fund also makes available grants of up to $2,000 to Farm1y Day Care ProVlders who meet the cnncal need for full-tune mfant care for low mcome and workIng farruhes Funds may be used to enhance eXlstmg semces, prov1der development eqUIpment purchases, etc ThIS program 15 uruque ill Its targeted populatlOn (cluld care pro\lders) and Its focus on supportmg the qualIty pronslOn of dllld care senlces \VIth the growmg number of women WIth cllildren ill the \\"ork force (22~'~ mcrease smce the 1980 census) and the current local econOIlliC challenges, chIld care has become a necessIty for many fanul1es Dunng tlus past fiscal year we provlded over 600 duld care referrals and mfonnanon to mdlVlduals and farmlIes ill Santa Moruca WIth the lugh cost of cluld care (approXllllately S555 63) and an average annual mcome of $29,000. parents are beCOmIng mcreasmgly frustrated ill theu search for cluld care spaces CCSP works to support cluld care prov1ders so that they then can contInue to aSSIst the cluldren of workIng and/or low-mcorne parents ill therr programs 27'';.:: Die:) 50l.;6'/C'C SUli63'( . Santa Monica' CA 90~O5 -;'eso:... ~ce 5: -;e.e......:: 2":' ..::: ~::: -: .:~2--o:253. ":"1-emcTV€ ='(1",.........e..!' P.OQr~T :~ 3 -'I:'. .:1-52- 3 734 . A:::''T''l'"' srr::+'or ... 3,fO:; :52 3J25 . Scu-r- Bov ~-ce ~ 3 '! 0) 546-45aS ~t . 2":" ~.:.2 3'::;'5~ . I Connecnons For Children 1993/94 Request to the CIty of Santa MOnica for the Ctuld Care Support Program Page Two 2. How DOES SANTA MONICA GRANT FUNDING SIGNIFICANTLY IMPACT THIS TARGET POPULATION? Cluld care centers and Farmly Day Care Provlders have been greatly unpacted by the awardmg of these funds Of the eleven Fanuly Day Care Provlders recervmg small grants, 64% (seven) are women of color \Ve belIeve that tills IS representahve of the Prov1der populahon and IS sIgnIficant when we conSIder that 5 8~,o of the F arruly Day Care ProVIders ill Santa Maruca are women of color Outdoor play eqUIpment (e g , large structUres, mcycles. swmgs, ete ) and mdoor matenals (e g.. changmg tables, computer. dressmg table. etc ) were the pnmary requests for fundmg One F arruly Day Care Pro\lder was funded to provlde Parentrprovlder workshops In her home Seven chIld care centers were awarded small grants Outdoor eqUIpment (e g , safety swfaces, playground structures. etc ) and Indoor matenals (e g , carpetIng, educatIonal toys, etc ) were requested and funded One dllld care center used Its award for staff attendance at a national cluld development conference The ICARE grant has been awarded to the Parent Infant Care SefV1ces, Inc (PICSI) Center It IS unportant to note that PleSI IS the only cluld care center on the \\'estsIde W1.th fundmg from the CalIfornIa State Deparnnem of Educanon to pronde scholarshIps to qualrfymg low-mcome fanuhes Theu grant award was used to SUbsIdIze theIr admuustranve costs (1 e , rent, salanes. and benefits) \Ve have not yet receIved chentiduld breakdo\VllS from all of this year's partIcIpatIng programs How"ever, stansncs from last fiscal year's partICIpants are as follows eleven programs were funded through the small grants and ICARE They reported servmg 320 Santa rvloruca reSIdents, 37% of wruch were dllldren of color (118), 21 ~o (67) were Iow-mcome farruhes. and 2% (6) were dIsabled The CCSP IS an Investment m the mfrastructure of the cluld care systems ill Santa Moruca \Ve cannot Increase qUalIty and expand numbers of programs WIthout proVIdmg necessary support and foundatIon The unpact of dus Program on qualIty cluld care sennces to Santa Moruca parents and melT chIldren IS sIgmficant ..., WHAT ARE THE !vWOR OUTCOMES AND GOALS OF YOUR PROGRAM? How ARE THESE J MEASLTRED AND EVALUATED? The goal of the Cluld Care Support Program IS to affect the qu.al.tty of chIld care proVIded m Santa . , Connecnons For Children 1993/94 Request to the CIty of Santa Maruca for the ChIld Care Support Program Page Three MOllica and to expand the number of spaces avaIlable for mfants, preschoolers and school-age cluldren \Ve measure our success m meetIng these goals on fmal repons subIIl1tted by the chIld care prov1ders The followmg comments were made by some of last fiscal year's Grant RecIpIents . "The Items purchased WIth the grant funds helped the chIldren aclneve specIal skIlls, eIther gross motor, fUle motor or socIal-emotIOnal skIlls The chIldren have mcreased opportU.IUtIes for fun " . "Grant dollars were used to purchase badly needed new eqUIpment" . "The lUE Infant Trauung Program addressed the concerns caregIvers have regardmg enVIronment. age-appropnate actIVlues, ete Thanks to the CCSP fundmg, my staff and I were able to benefit from thIs worthwhile program " 1991.:'92 Grant ReCIpIents expressed theIr apprecIatIOn to the CIty for recogruzmg thelT efforts and needs \VIth CCSP fundmg to lIcensed child care faCIlItIes. the CIty of Santa 110mca both acknowledges and affirms a provIder's work as valuable and worthwhIle QualIty of chIld care IS lll1proved as a result of Cny acknowledgment. fmancIal support, and mcreased prov1der professlOnahsm 4 AS COMMUNITY NEEDS AND F(Jl'-iDrNG CHANGE, DO YOU PLAN TO REFINE OR ADmsT YOUR PROGRAM(SP PLEASE DESCRIBE There are two dynarmc forces wluch contInue to llllpact the Cluld Care Support Program a) the mcreasmg numbers of new Fanuly Day Care ProVIders WIth lrrruted EnglIsh proficlencles, and b) the low number of spaces avaIlable ill child care centers \Ve hope to contInue to adnuruster tlus unponant and necessary grant fund to encourage lIcensed chIld care prov1ders to expand thelT programs or enhance the qualIty of care they offer The growmg number of FamIly Day Care Prov1ders WIth lmuted Enghsh skIlls has made It necessarY for us to mcrease our outreach and ~ ~ rrauung effons :'v1any of these new Provlders fmd It dIfficult to fill thelT chIld care spaces \VIth CCSP fundmg, we have been able to aSSIst many of the new ProVIders to purchase eqUIpment and create more "chrld-frIendly" enVIronments m theIr homes or apad..luents Chrld care centers \V1th extremely lmuted openmgs fmd the grant fund useful for staff development., purchase of necessary safety eqUIpment, and enhancement of senlces \Ve will contInue to support these programs ill therr search for ways to expand therr current capaCItIes or scholarshIps for low-mcome fanuhes \Ve antICIpate contmued and growmg demands for grants offered through the Cluld Care Support Program 93ccsp doc . Dispute Resolution Services - . Cu~~nity Mediation LOS ANGELES COUNTY BAR ASSOCIATION DISPUTE REBOLUTION SERVICES (DRS) Community Mediation services l. Identify and d~scuss your target population(s) and indicate why your services are needed? How are your services meeting an urgent need? The target populatlon for Communlty Medlatlon Serv~ce (eMS) lS all adults who llve, work or own property in the Clty of Santa Monlca regardless of 1ncome level, race, ethnlc background, dlsability, age, gender or sexual orientatlon. Mlnorlty, low lncorne, elderly and lesblan and gay people, are often underserved, and are sonet1.MeSL denlea access to the formal legal system. One of the goals of DRS lS to make speclal efforts to reach these underserved and unrepresented pcpulatlons. Confllc~ lS an lntegral and natural by-product of hu~an lnteraC~lon. But lt lS the rnanage~ent of conflict that enables lndivlduals to coexist and excel even under the ~ost severe clrcumstances. Unfor~unately, the process of ~anaglng confllct lnvolves Skllls and creatlve approaches that are seldo~ taught In our soclety and a' 1 too often, are 19ncyed co~pletely, as poorly _..L ~a~aged cor.fllct becowes more and more the nor~. ;'.ccordlng to a 1990 survey conducted by the P1CO Nelghborhood Assoclatlon (PNA) , the three ma~n concerns 0= Santa MODlca resldents surveyed were safety, Ilvlng condl tl.ons and hOUS1:1g lssues. These concerns, WhICh st:ll remaIn In 1.993, comblned wl~h the ethn~c and cul~~ral dlverslty and Its densely populated nature, nakes the C:ty of Santa Monlca a llkely place for confllcts. The DRS Com~unlty Medlatlon SerVlces offers aSSls~ance to lndlvlduals and groups who are lnvolved ln confllcts experlenc~ng In the very areas that the PNA survey hlghllgh~s: crlme and vIolence pre7ention - through the cr~~lnal dlspute resolutlon progra~; aSSls~~~g pollce In handlIng confllcts that draIn law enforcerrent resources through the civil dIspute resolutlon program; nOlse and local Ilvlng condltlor. problems - rent: contro2., nelghbor-nelghbor, and houslng - landlord/tenant and con~erclal/resldentlal dlsputes. People In confllct want, and need, qUlck and accessible asslstance wlth thelr dlsputes. DRS through lts Co~unlty Medlatlon SerVlces prov1des four serV1ces to the resldents of Santa Monlca to asslst them ln resolVIng thelr dlsputes. These programs are: 1) C1Vll dIspute resolutlon servlces, 2) crlTIinal dlspute resolutlons servlces; 3) Santa Monlca Municipal Court landlord/tenant medlatlon services and 4) conflict . resolution tra1nlng serVlces. In addltlon, DRS lS beglnnlng to work wlth the Santa Monlca Super lor Court ln developing serVlces to meet the needs of that court and the indlvlduals that lt serves. DRS lS able to qUlckly meet the needs of the mlnorlty and low lncome populatlon due to its location In the P1CO corrldor area where there lS a large percentage of thls populatlon, and by having the serVlces provlded by volunteers that are recrclted and selected to reflect the diverslty of the Santa Monlca cOIDrounlty. 2 . How does santa Monica grant funding significantly impact this target population? The gran~_received allows DRS to obtaln natchlng funds f~on tr.e Cou~ty of Los Angeles to malnta~n full-tl!'l€ staf:lng for the Clty 0: Santa I-!o:llca, to provlde an access:ble ar.d co~venlent locatlon, and to provlde a variety of servlces, tl1a~ are able to speclflcally meet the needs of l:he Cl.t'v's dlverse populatlon. ~h t 1: Clty and Cou:r~y fundlng, DRS lS able "to offer blllngual ~ntake!assessme~~ and rr.edlatlon serVlces Monday - :rldaj.:'" , 8::.5 a.m. to 5;00 p.m. ar-d rredlatlon serVlces on ",'eekday eVenl:lgs ar.d Saturdays, when ::::-equested. 3 . What are the maJor outcomes and goals of your program? How are these measured and evaluated? The :Ia]or gaal af D:)~' Comnu~lty Medlatlon Se!:"Vlces 1.5 ~,.::> -~ respor-;d to the Cam:1UTIlty's need for an effe::'Clve ~~ dlsout:e resolu~lon rechan~sh ::~at fosters non-vlolent, :::oope~2.. 1:.l "f.Je al't.ernatlves to persons lTI ccnfllct who ha'..re an cnqcH:>g- ::..r':.erDe::-scnc_ 0::- economlC relatlonshlp. ThlS goal 15 aCCC:1pllShed ::hrough ~he provlslor. of va:!::"~ous dIspute :::-esolutlO:: serVlces; 0:"'.111 dIspute resc'::"u~lQ~ servlces, crlmlnal dlspu'::e resolutlon servlces, San~a Kcn:..ca ~unlc:..pal and Sc.perlor Court ser'/ :.ces and con:llc~ resolutlon tralnlng serv:..ces. For clv.:.l -d~spt..:..~e reso2....:.:. .:.on serVIces, the maJor goal lS -:::0 provlCie dlspute resolutlon serVlces to 300 persons througr. medlatlor., cor.clllat~on and !iltlgatlon to ass 1st -.:.he:o 1:: resolvlng thelr dlsputes. Of the 300 people served, DRS expect.s that 79% wlll resolve thelr dIspute w~th no further J.nterventlon. Through crlmlnal dlspute resolutIon servlces, DRS aSs1sts the San::a I"!onlca Clty Attorney's offlce by asslstlrg vlctlms and offenders In mlnor mlsde~eanor matt:ers th~ough medla~lon. The maJor goal of th1s serVlce IS to conduc~ 50 rredlatlon proceedIngs and aSS1S~ 200 pe~sons wlth thelr dlsputes that otherwlse , may end up ln crlmlnal prosecutlon or escalate In to greater acts of crlme and vlolence In the communlty. The Santa Monica Super10r and Municlpal Court Serv~ces provlde an alternatlve to the court system for landlords and tenants ln unlawful detalner cases and C1Vll l~tlgants. DRS' major goal ln thlS program is to ass 1st 100 people to resolve thelr disputes. DRS' antlcipates that 70% of these cases wlll resolve wlth no further court actlon. Flnally, DRS confllct resolutlon tralnlng serVlces have been developed to provlde lnformat~on and tra1ning to the publlCr other agencies that provlde serVlces to the C1ty and Clty departnents. DRS' goal 15 to reach as many people through lts tralnlng serVlces and to teach them alter~atlve and effectlve ways to deal wlth and Manage confllc~. DRS wlll p~ovlde tralnlng through ~h~ee two-hour tralnlngs to Clty Provlders and one all- day tralnlng to the general publlC. Full and pa~tlal scholarshlps wlll be avallable for lm./ and IT lddle lncone persons who llve, work O~ own property ln Santa Honlca. A As community needs and funding change, do you ... . plan to ref~ne or adjust your program(s)? Please describe. DRS lS beglnnlng to develop a long-range, strateglc plan for the provlslo", of serVlces. DRS will, of course, be revlewlng all of lts fundlng sources and serv~ces offered to make sure that they contlnue to be COS7. effectlve, that they neet the needs of the com~unltles served, and that ~hey are conslstent wlth the leng ter:-'l goals and obJec~lves of the organlzatlon. DRS wlll be worklng closely wlth the staff asslgned to Santa Mcnlca as wel: as Santa Monlca communlty ageDcles, Clty staff and lndlvlcuals In an effort to ldentl:y trends and ccmrnunlty needs. Identlfled needs a:ld the level of fur.dl~g avallable wlll be tak~n lnto account lTI the develop~ent or reV1Slon of serVlces to the resldents of Santa Monlca. DRS wlll contlnue to respond qU1ckly to the changlng needs of the Santa Monlca co~~unlty through t~e addltlon or ~odlflcatlon of serVlces offered. I , Dispute Resolution Services - School Mediat.ion LOS ANGELES COUNTY BAR ABSOCIATION DISPUTE RESOLUTION SERVICES (DRS) School Mediation Program 1. Identify and discuss your target population(s) and indicate why your services are needed? How are your services meeting an urgent need? The target populatlon far the School Medlatlon Program lS youth and thelr fanllles In the city of Santa Monlca who are lnvolved ln confllcts at school and in the corr~unlty at large. Speciflcally, the Progra~ provldes confllct resolutIon services at John Adams M~ddle Schoo I, Llncoln Mlddle School and ln all the Santa Monlca-Mallbu Vnlfled School Dlstrlct's elementary schools In the Clty. School medlatlon serVlces and confllct resolu~lcn educatlon address the alar~lng problem 0: lncreased levels of lntolerance, confl1ct, vlolence and crlme In eu=- schools. Bombarded by nedla lmages of vlolence, youth 'today are far rr,ore Incllned to flght thei~ way out of an a=-gument. In the past years, assaults In the Santa Monlca-Mallbu U~lfled School Dlstrlct have lncreased. Hate crlrres agalnst ethnlc and rellglous mlnorltles are on the ups,.nr.g In Callfornla, wIth lncldents spurred by sChool-age youngsters or young adul~s JUs't out of school lncreaslng faster than those lTI any other age group. The DRS School Medlatlon Program lS a response to th:..s type of c~lr-lna: a~d vlolent actlvlty as well as the blgo~ry that lDsplres It. All chlldren en school campuses are adversely affec~ed by the rlse lD crl~e and vlolencej those most profoundly lmpacted, however, are "at-rlsk" ch.i.ld=e:1, wlth ser.::..ous soclo-economlc, educa-:'lonal, health and enotlcnal proble~s. These chlldren are grOWIng up In ne1ghborhoods wlth lnadequate supports to buffer then from the effects of crlme and vlolence In the corrrmnl ty. An effort is made In the School Medlatlon Program to select "at-rlsk" youth for student peer medlatlon teams. Thus, the Program offers a hopeful, empowe=-lng V1Slon to boeh the "at-rlskn youths selected and thelr frlends, who are watchlng them closely ln posltlve leadershIp roles as student peer med1ators. When students feel unsa:e at school they have dlfflculty learnlng. Educators, too, are affected ln negatlve ways by student confllct. Whlle thelr tralnl~g prepares the~ to teach, they flnd themselves I spendlng lnard1nate amounts of t1me handllng dlsclpllne problems of varYlng degrees of complexlty and severlty. Most dlsclpllnary measures ln the school settlng lnvolve thlrd-party Judgment, as when a Vlce prlnc~pal, teacher or gUldance counselor dec~des who 15 guilty or lnnocent and punlshes accordlngly. ThlS type of Justice lS certalnly approprlate ln some sltuations, but offerlng an alternatlve llke medlatlon can be helpful. In medlatlon there lS no attempt to deterITlne rlght or wrong; rather, with the aSslstance of neutral peer mediators, the partles involved learn how to work collaboratlvely together to reach a mutually benerlclal resolutlon. The School Medlatlon Program provldes serVlces dlrectly to studen::.s ln conflict. The Program lS housed on the canpuses ln a classroo~ and is avallable dally. The Progra~ lS responslve to the needs of the students by selecting youth Medlators who reflect the dlverslty of the studen~ populatlon WhiCh ensures b::..llngual, blcul.:::.:ral serVlce dellvery. 2. How does the Santa Monica funding significantly impact this target population? ~r.e grant from the Cl~Y of Santa Monlca allows for DRS to obtain natchlng funds fro~ the County of Los Angeles ~o s~pport full-t~ne staffing wlth blllngual capablllty an1 to provlde a ful: serVlce peer medla~lon progra~ at the mlccle schools. ThlS program lS set up to not only meet the needs of ':.he students, teachers and adIl' 1 r.': s ~~ a -:or s In the schools where dlrect serVlce5 are provlded, bu~ also to aSSIst ~r. meet:ng the needs of the c:~yrs youth ln general. ThlS 1S acco:rlpllshed thrcug~ work on the school-based consortlun of serv~ce provlders, parent ed~catlor. semlnars, and ccnsultatlon werk provlded to tne Clty through the school and ether agencles. 3. What are the major outcomes and goals of your program? How are these measured and evaluated? The overall goal of the School Meclatlon Program 15 to ass 1st youth and fa~llles to flnd peacef~l, construct~ve methods of resolvlng dlsputes at school and ln the comr.unl~Y. It has been designed to err.power youth and to enhance self-estee~ through the provlslon of rnedlat:on serVlces for all students who wish to partlclpate. The avallablllty of the medlatlon process can prevent small proble;.>s fron growlng lnto unmanageable confllcts and posslbly escalatlng lnto acts of crlme and vlolence at school and ln the com:nunl ty at large. - ------ , DRS plans to accompl~sh th~s goal through lts six ma~n areas of focus. These are: the student peer med~atlon serVlces at John Adams and Lincoln Mlddle Schools; cooperatlve confllct resolutlon activitles at all Dlstrlct elementary schools; parent educatlon seminars for parents of John Adams and Llncoln Mlddle Schools; work wlth the Santa Monica Consortium of School-based servlces; teacher orientatlon at both mlddle schools; and teachlng the management of cultural diverslty to all student medlators. Through these services over 1,100 youth and thelr parents wlll recelve asslstance and educatlon with approachlng conflicts as an oppo~tunlty for posltlve change. Speclflcally, DRS wlll recrult and train 30 student Dedlators at the Dlstrlct's two nlddle schools to p~ovlde 175 dlspute resolutlon serVlces to 320 students at John Adans and LIncoln Mlcdle Schools. Through the ywrk of these student rredlators, 90% of the dlsputes referred to the Progra~ wIll be resolved. The student ffiedla~crs wlll also receIve tralnlng ln the ~anagement of cu:tural dlverslty. DRS HIll teach 450 5th grade students cooperatlve rethods of conflIct resolutlon ~o use at school and at hone to aSsIst them In resolVIng dlsputes. Tea~hers at beth mIddle schools WIll recelve In:o~ra~lon regardIng nedlatlon and peer medlat10n serv.:.ces. Through "thlS Informatlon, DRS antlcipates that t~e teachers wIll lr.corporate th1s know lege lnto thelr classroo~ actlvltles and to refer approprlate s~udents ~Q the Progra~. FInally, DRS wlIl offer parent educatlon semlnars to ~each parents a cooperatlve prob!em-so!vlng pode! and how to apply the model to ccnfllct Sltuatlons that occur wl~hln the :anlly settlng. 4. As comrnunlty needs and funding change, do you plan to refine or adJust your program(s)? Please describe. DRS 1S beglnnlng to develop a long-range, straceglc plan for the p~ovlslon of serVlces. DRS wlll, of course, be revlewlng all of lts fundlng sources and serVlces offered to make sure that they contlnue to be cost effect:.lve, that they meet the needs of the comrnunltles served, and that they are conslstent wlth the long ter~ goals and Ob]ectlves of the organlzatlon. DRS w~ll be working closely wlth the staff asslgned to Santa Monlca as well as communlty agencies, school admln1stra~ors, teachers, parents, students and Indlvlduals In an effort to ldentlfy trends and 1 commun1ty needs. These needs and the level of fundlng avallable wlll be taken lnto account ln the development or reV1Slon of serVlces to resldents of Santa Monlca, lncludlng serVlces provlded to youth and famllles. If fundlng for the program decreases, serlOUS thought will go lnto whether or not DRS wlll be able to contlnue serVlces to the elementary school l.n the Distrlct. However, If DRS experiences an 1ncrease in fundlng there lS unlimlted potentlal for the School Medlatlon Program in Santa Monica. Student peer mediatlon serVlces have been requested by Santa Monlca High School; parent/child rnedlatlons could become an expanded focus of the program; after school progra~s could be developed wlth the Santa Monlca YMCA, Boys & Glrls Club or at VlrglDla Park; or expanded service r.lght lr.clude ~ore coordlnatlon with the Probatlon Dept. and you~~ pollce offlcers ~argetlng Juvenlle dellr.q~ent behavlcr. , El Nido EL NIDO SERVICES OUTREACH TO HIGH RISK CHILDREN AND FAMILIES PROJECT QUESTIONS AND ANSWERS 1 The Ef Nrdo Services project targets the children and their families at Edison and Rogers Elementary Schools who are at risk of school adjustment problems and performance failure These two schools were chosen by the City for service because they are situated In the PICO Corndor area with higher than City average for neighborhood poverty and violence The schools have found that many chJldren are not able to experience success In school. They bring with them a mYriad of psychological, physical, familial and economIC problems. These are children living In shelters, In crowded substandard apartments who come to school too tired to concentrate and for whom a qUiet place to do homework IS Impossible These are children who witness comestlc violence and fear for their own safety. These children have mothers who themselves have never been to school and do not know how to help their children succeed In that foreign environment. There are children who are afraid to go home. are afraid to play outSide, speak of wanting to die The pnnclpals, teachers and school nurses find themselves overwhelmed at tImes by the number of children and families needing help and the complexities of their problems whIch are beyond the usual preview of the school. For the past three years, EI Nldo Services has worked In these two schools, Its staff becoming partners In the miSSion to strengthen families so that children can leern HaVing staff housed at the schools full-time has allowed a high level of collaboration Not only does It become natural for a teacher to stop the Project case worKer ,n me hall to diSCUSS a child's needs or progress, It has become comfortable for parerts to call or drop In to talk with the case worker about a family problem CriSIS Intervention too has been greatly facilitated by the on-Site, full time presence of the case workers Parents have shown up at the school haVing been eVIcted or with nothing to feed the children The case worker IS nght there to Immediately begin prOViding psychologIcal support whIle secunng the needed resources for the family such as emergency shelter or food In the past two years, the surrounding communIty has ex~enenced violence whIch directly affected the children. In all these l'lstances the Project case workers, working hand-in-hand with school staff, prOVIded professional help to the students and families and have helped organize community meetings The services prOVided by the Project Include counseling for the highest need children ThiS counseling IS done with IndivIdual children, JOintly with parents or with groups of children Community resources for counseling are scarce for families with limited English, money and transportatIon. Sometimes It IS determined that the child's dIffIculties need to be addressed directly through work with the parent ThiS IS especially true with the younger children and will be the focus thiS coming year at Rogers School These services emphasize helping the family Identify their problems J and needs and understand how the child or children are affected. FamilIes want to help their children but ohen are overwhelmed by the stresses In theIr own lives Alcohol and other drug use In a family IS an example of a prOblem that significantly Impacts the child. Chronic health problems, too, have a debilitating effect on a mother or father's ability to adequately parent EI Nldo case workers Identify all the needs m a family Then, together case worker and family prioritIze these needs To meet the concrete needs of the family, e g. medical care, publiC assistance or substance abuse treatment. the worker locates the necessary communIty resources, helps the family access those services and assures that the help IS received. Parent education and support services are also provided as another component In the plan to strengthen our familIes. Workshops are offered In English and Spanish on tOpiCS IdentIfIed by the parents Of special value, are groups for parents, usually the mothers, who can share their experiences With each other and lend each other support and gUidance 2 The Santa MonLca grant funding allows El N\do to provIde profeSSIonal counselors who serve over 200 children and their families each year Full-time staffing at the two schools are readily available to school personnel and parents. Staff work all year at the school, provldrng assistance even when school IS not In session ThiS has been of great Importance to some of the most needy familIes Santa MOnica funding IS augmented by United Way and other funds raised by EI Nldo's Board 3 The overall goal of the project IS to Improve the functioning of referred at risk students by supporting and strengthening their families through counselmg, service COOrdlnatlofl and parent educatIon EI Nldo Services malntams a Management I nformatlon System and collects all client demographIc data along With monthly data on air actlv;tles for IndiVIdual chIld and family, I e group seSSions, family counseling, home VISits, service referral and coordmatlon ThiS enables the agency to review Objectives on a regular baSIS (at least quarterly) and produce reports detaIling the services provided by ProJect staff The major obJectlves are as follows. a At least 85% of the children of the 160 to 200 served WIll be from low Income, minority Santa Monica famIlies. b To proVide a screening of family needs for every kmdergarten chIld at Rogers School (90-100 children) A standardized screenrng tool will be used and results kept In each client file c To provide a family assessment of at least 50% of these families of kIndergartners based on Identified needs and established criteria for prlorltlzatlOn , d. To provide intensive advocacy and follow-up contact to Identify and connect youth and families With needed resources as measured by providing 4000 Units of "case management" or servIce coordmatlon. e. To provide mdlvldual or family counseling sessions to a maximum of 46 families f To provide a minimum of counseling groups at the two schools g To provide outreach and home-based services to 46 families. In order to fully assess a family's situation home VISits are often necessary In addItion, some parents might be fearful about seeking help and can be reassured by a home VISit h Four wor'<shops for parents and four parent support groups In English and Spanish will be provided t ConsultatIon to school personnel will be provided to enable them to more effectively Identify children and families needing psychosocial assistance The objective will be 300 measured and documented units of consultatlon. Project staff submit monthly reports on all consultation activitIes and meetings With school personnel 4 EI t\ldo has continued to be responsive to the two schools In which the Project IS located Through Input and dISCUSSions With the principals, the Project staff have tried various strategies to most effectively address the problems seen at the schools. The Project has never been able to meet the full range of needs of all the famllles Thus prlorltlzatlon has been a crrtlcal Issue. For example, In FY 93-94, the approach agreed upon for Rogers School Will be to concentrate Project resources on the youngest students and their families El Nldo recognizes that With limited funding thiS type of priOritization will have to occur and will engage In that process In collaboratIon With the City and the schools . , F;:Im;ly Service of Santa Monica REQUESTED INFORMATION 1993-94 As detailed In our Program Summary Family Service of Santa Monica provides a vanety of services which address specific pop~latlons Therefore, for the purpose of this section program populations Will be addressed individually S.A.P.I.D. (School Age Parenting and Infant Development)/On The Move. This program IS deSigned to aId 25 pregnant and parentmg teens ages 13-21 who are enrolled In the Santa MOnlca/Malibu Unified School District at Santa MonIca High School, Olympic Continuation, Lincoln Middle School or at Santa Monica College Program participants receive casemanagement services to support the teen through the transItion toward parenting, to encourage academic success. to develop positive parenting Skills, to msure adequate health care and to provide teen parents knowledge of and access to community an welfare resources If needed The casemanager makes assessments In economiC, SOCial, ace.demlc and emotIonal areas of a clients life to Insure appropnate referrals and mterventlons are available Advocacy and counselmg services are also provided when necessary School Based Programs Famliy Service of Santa Monica provides numerous school based programs With these prog~ams the target population Includes preschool and latency aged children and their famJiles These programs bring services to children and families who would for a varrety of reasons lack e.ccess to agency based programs Factors whIch prohibit families from access:r.g agency based service Include fmanclal, transportation, language and a general laCK of kr.owlecge about available community resources School-based casemanagement prov:des fa:T1llles access to 1) health care, 2) mental health services. (indiVidual, child, couDie . famiiy counseling. domestic violence. substance abuse) 3) parent education, 4) hOUSing, 5) emDloyment and 6) child care servIces as well as 7) government benefits (AFDC, 88l, WIC, Food Stamps, ete) In addlt:or', consultative services are orovlded to teachers and other school staff ThiS service broadens the teachers caoacay to deal with behaViorally, acting out children by helpmg the teacher deveiop mterventions which posItively benefIt the Identified student and minimiZe the behav:or to maintain optlonai learnmg conditions In the classroom Our services o~ casemanagement and consultation meet the above outlined ImmedIate and urgent needs of students and famIlies which dIrectly Impacts the child's functioning and success at schoo: as we1j as the child's and his/her family's emotional well being Funas received from the CIty of Santa Monica enable us to provide these programs at no or minimal cost to low Income families who could not afford such services In addition these services ar.d programs like the TranSItion Groups are preventative In nature and positively Impact all students and families In the Santa MOnlcalMahbu Unified School Dlstnct Programs such as these allow for early intervention With the hope of preventing the development of more serious problems which could lead to acute SituatIons and future costly S8 rvlce ; Cont'd Requested InformaallOn 93.94 Agency Based Program Our target populations are lower Income families and mdlvlduals In need of quality counseling. casemanagement. self Improvement skills and preventative programs to Improve theIr psycho/social adjustment levels Target populations Include individuals. couples, and familIes who requIre services based on specialized knowledge of human behavior and capabilities and community resources In order to make a better SOCIal or lIfe adjustment These clIents have usually been prevented from leading satisfying and productive lives by the InteractIOn of vanous biological, psychologIcal, SOCial, environmental and cultural factors The services prOVided address a broad range of mental health problems that usually relate to meeting one or more of the following urgent needs . Reducing the risk of child abuse and/or neglect . Reducing mar:tai discord. Includmg potential or actual family Violence . Reducl ng substance abuse . Recuc:ng anxiety and depreSSion and facllltatmg recovery from cnSIS situatiOf"lS precipitated by major life tranSitions (such as separation and divorce, major Illness. death of famlly member,) or trauma (such as rape, abuse. In chl!dr:ood) WlthOL.;~ :'le Sante ~1I1or:lca Grant Funding we would be unable to proVide any of these services Further Santa Monica grant funding SignIficantly Impacts the target population by rnal.<;.:ng " pOSSIble fer IndiViduals. couples and families to receive affordable mental health servIces that would otherwise be unavailable Goals anc outcomes are speclilc to each program For example, several SAP I 0 program goais are clearly measurabie These goals Include 95% of all program participants deliver fu!! team 1ealthy babl8s- 100% of all program partlcloants are taught appropriate parenting skJlls and are dl rectly observed - 84% of all program partiCIpants complete hIgh school 64% of orograr.: par1ICi::Jants have been prOVided tutona! or other academiC support to encourage acaaemlC S;Jccess Schoel Basea programs rely strongiy on teachers reDortrng outcomes, which may be meas:..rred by an Increase In school pe.1ormance. decreased absenteeIsm and parents and teachers reoortlng behavlorai changes for students by direct observation -2- . , Cont'd Requested lnformaatlon 93.94 A major goal of the program IS to assist individuals, couples and families In making a better social adjustment This goal IS measured by tracking . The number of cases In which there IS a decrease In incIdents of child abuse and/or neglect . The number of cases In whIch mental discord declines and Incidents of family violence decline . The number of cases In which the clrent has been able to mamtaln sobnety . The number 6f cases In which clients are able to resolve major life cnSIS (sucr. as cntlca! Illness, death of family member, rape or other trauma) as indicated by returning to preVIOUS, or higher, level of functioning for Instance, a client wno IS depressed and abusing alcohol due to loss IS considered to have a better social adjustment when he/she IS no longer depressed. no long abusmg alcohol, and IS working agam A client In criSIS due to a major Illness IS conSIdered to have made a better SOCIal adjustment when the client has been able to accept limitatIOns Imposed oy the illness and can draw rn got Internal and external resources to cope With or overcome limitations In adcitIOr., all open cases are monitored by quarterly reports which chart progress of treatment and accorr.ollshment of Identified goals These reports are reviewed by the clinical dIrector to Insure appropriate treatment and orogress As an ongolr.g process of quality reView, program effectiveness and scope of service, Family Servlce of Sama Monica IS open to reviewing and responding to evolvmg SOCial service reeds In the community Historically, Family Service of Santa Monica has demonstrated a responsive attitude regarding the SOCIal needs, which IS why Family Service of Santa MOnica has prOVided 68 years of service to thiS community . We realize that many services must be brought Into the commumty WIth thiS In mind we have Ir:creased cur Involvement In community based programs We are also IncreaSmg our focus on treatrng tne entire family and on early assessment, preventIon and rnterventlon Our programs are dynamiC, open to growing and changing With commumty needs Our hope IS to begin to build a revenue base to support our services and allow us the ability to respond to the communIty A Dart of thiS process IS to begin an endowment fund so that we may Insure our ability to proVIde services It IS our intentIOn to establish a fund over the next several years whIch would help us become less dependent on public dollars while allOWing us to maintain our high quality service -3- , ; Cont'd Requested InlormaatlOn 93-94 A major goal of the program IS to assist mdlvlduals, couples and families In making a better social adjustment This goal IS measured by tracking . The number of cases In whIch there IS a decrease In incidents of child abuse and/or neglect . The number of cases In which mental discord declines and incidents of family violence decline . The number of cases In which the client has been able to mamtaln sobriety . The m.:mber of cases In which dents are able to resolve major life cnSIS (sucn as cntlcalll1ness, death of family member, rape or other trauma) as Indicated by returning to preVIOUS, or higher, level of functlonrng. for Instance, a client who IS depressed and abusing alcohol due to loss IS considered to have a better social adjustment when heishe IS no longer depressed, no long abUSing alcohol, and IS working agarn A chent In cnSIS due to a major Illness IS conSidered to have made a better soclal adJ~st!'Tler: when the chent has been able to accept limitations Imposed by the lliness and can draw In gO! Internal and external resources to cape With or overcome lImitations In add:tlcr, all open cases are monitored by quarterly reports which chart progress of trea:ment and accamD1Ishment of IdentIfied goals These reports are reviewed by the clinical director to Insure appropriate treatment and progress As an ongoing process Of quality reView, program effectiveness and scope of serv;ce, Family Service of Santa Manica IS ope'1 to revIewing and respondmg to evolVing social service needs In the community Hls~oncally, Famlly Service of Santa Monica has demonstrated a responSive a!tltude regardmg the social needs, which IS why FamIly Service of Santa Monica has provIded 68 yea"s of service to thiS community We realize that many services must be brought Into the community With thiS In mind we have Increased cur Involvement In commumty based programs We are also Increasmg our focus on treating the er.tlre famIly and on early assessment, prevention and intervention Our programs are dynamc, ODen to growing and changing With community needs Our hope IS to begin to build a revenue base to support our services and allow us the ability to respond to the cor.:munlty A part of thiS process IS to begin an endowment fund so that we may Insure our ability to prOVIde senllces It IS our intentIon to establish a fund over the next several years which would help us become less dependent an pubhc dollars while allowmg us to malntam our hIgh Quality service -3- . , Jewish Family Service of Santa Monica 1. Identify and discuss your target population (s) and indicate why your services are needed? How are your services meeting an urgent need? Our target population consists of Santa MOnica youth and their families wIth a strong emphaSIS on minority clients and recent ImmIgrants Public schools are faced With the ever Increasmg challenge of taking a comprehensive approach to meeting the needs of their students at a tIme when school budgets are already stretched to the limIt There IS an mtense demand to address such Issues as raCism, emotional problems, VIolence, and drugs Nowhere IS there more cultural diversity. WIth an Influx of recent ImmIgrants then In California The on-Site services we provide are meant to support school staff and address the ovef\\lhelmmg problems In young people's lives To thiS end a team of licensed staff and Interns provIde individual and group counseling to students on an ongoing baSIS Weekly Multi-Family groups are offered In both EnglIsh and Spanish along WIth a Parent Drop-In Center one afternoon a week on campus at Santa MonIca High School We are also available to consult With staff and we offer tn-SeNtCe trainings to school faculty With pressures ranging from economic to racial, young people and their familIes are at timES drrven to extreme behaVIOrs We are faced With Situation of slJlc:aalaJlty where hOspitalization may be conSidered, and cases of abuse where family members must be reported Chlldren. and particularly adolescents, are often reluctant to reach out tor help 11 IS necessary to make services more accessible In order to reach the greatest number of young people In need WIth the funding we receIve from the city we are able to continue to proVide an-sIte servIces at both Lmcoln Middle School and Santa MOnica High School where, for the past sixteen years, we have assisted students m theIr struggles WIth senous problems such as gang Involvement, drug use. sUlc;dalrdeatlon and angry and rebelliOUS behaViors We have employed a bllmgual outreach coordmator on a half-time baSIS to work on-Site With Latino students on such Vital Issues as acculturatlon, gang Involvement. psychological problems, and cSase management. bringing recent ImmIgrants together In efforts to Inform t~m a,2put available services In the community and their legal rights In additl~, w~ave mtenslfled our efforts to Involve family members In treatment With t5$ b~f that young people can best overcome their problems With the help ancr~upp~l't of the famJly - \0 -~ -- -0 -' J:::.. -, (n ::.- \0 - - ----- , i 2. How does Santa Monica grant funding significantly impact this target population? In light of a dramatic reduction In funding from both Jewish Federation Council and United Way, we have been challenged to fmd ways to malntam our current level of servIce delivery The money we receIve from the city IS heavily leveraged against other funds makmg the work we do possIble Not only does the city's contnbutlOn directly affect our abrlity to malntam both positrons of bllmgual outreach coordrnator and adjunct bilingual staff but It strengthens our positron In securing the remaining 75% of the Y-CARP budget 3 What are the major outcomes and goals of your program? How are these measured and evaluated? The intentIOn of the Youth Counseling and Referral Program (Y-CARP) IS to reduce the eHeets of problems In young people's lives As a result, It IS expected that there will be Improvement In the follOWing areas ~ Help youth and families cope WIth stress, problem solve and communicate more effective ly ~ En hance h Ig he r fu nctlon rng. strange r, healthier peer and family relatlo nshlps and mlnrmlze problem Influenced behavior such as substance abuse, acting out. SUiCIde, poor academiC performance, truancy, gang involvement. etc ... To rea::h out to them in the most acceSSible ways pOSSible, particularly at their school Site, and when pOSSible to their families Expected dent outcomes are ... Enhanced skills for coping & problem solving for indIVidual youth. ... Avert tragedies such as SUICide. In those cases where risk IS Identified ... In cases where child abuse IS mdlcated, faCilitate cessation of the abUSive behavIor and whenever pOSSible, prOVide families With counseling ... Enable recent latina emIgres to acculturate to Amencan SOCIal culture whIle maintaining a sense of ethnic pride and Identification OUlcomes wJlI be evaluated by the following means ... Through feedback given via completed evaluation forms from parents and youth served .. Through feedback from school personnel evaluation forms ... Through case superviSion and consultation .. Reduction In sUIcidal IdeatIOn and Increased ability to cope .. In those cases where child abuse has been indicated. that abUSive behaVior has ceased to occur follOWing treatment - - - . . 4. As community needs and funding change, do you plan to refine or adjust your program(s)? Please describe. We are contmually re-evaluatlng our program based on the needs bemg expressed In our communIty Two of the mast pressmg needs that we see at this time are for outreach and interventIon with gangs and mdlvldual gang members, and the inclusion of families In treatment As previously mentioned we have, and will continue to intensify our efforts to reach out to families to the degree our means allow. We are presently developing an outlme for a mentorshlp program It wIll be designed to address the needs of gang members and the belIefs and cultural Influences that drive them Into lives of high risk and tragedy '" , Latino Resource Organization FY93-94 CommunHY Development Program Question & Answer for City Council 1. Identify and discuss your Target Population(s). The Latino Resource OrganizatIon. Inc (LRO) targets itS Educatlon Outreach. Cornmumty Intake, CommunIcations Outreach programs to the Launo Community of Santa MOnIca comprised of 15 % of the weal CIty populatIOn. Our special focus IS on the low-mcome, Spamsh speaking segment of that total population In addwon. LRO proVides the same servIces to the larger Latmo populatIOn of the Wests Ide whIch numbers 156.000 persons Indicate wh~' your services are needed? This populatIon. until very recently, was Ignored by the social serVIce network developed to serve non- LatIno reSIdents Latino reSIdents dId not receIve theIr share of resources to Improve theIr educarlOn, ob tal n affordable housmg. decent employment. health care, recreation, cou nseling. case management. adult literacy and other baSIC needs 317c of [he Santa MOnIca Latmo populatIOn surveyed In 1991 IndIcated thar affordable hOUSIng remaInS as theIT mam concern. A third of these surveys rared [he Santa Monica City ServIces as poor to falr. and 40% believe a Spamsh speaking person will not receive mfonnatlOn or the assistance needed In addItIOn. the Launo community contInues to lag In the areas of ! educatIOn and Job opportunity; 50% of the group surveyed had an 8th grade education or less and 89% of the group had a family average Income of S20.000 or less WIth 53 % of these famIlies having an average annual Income of S 1 0.000 or less. Ho\\ are your ser\'ices meeting an urgent need? LRO meets the urgen t need bv operat1l1g an ll1take and referral servIce that qUickly assists IndIVIduals faCIng senous educatIOn. hOUSIng. legal or other social needs that requIre Immedlare solutlOns: l.e. eVIctlOn from an apartment. a son or daughter faCIng an arrest resultmg In needed legal assistance, a person on drugs seekmg a way to stop. ete Equally Important, LRO IS now the !vIAIN commUfilcatlon lInk between Santa MOnica LatInO non- profit orgamzatIOns, pn vate corpora t1 ons. cIty agenCIes. SOCIal servIce agenCIes and the Larmo communIty LRO prOVIdes a complete commUnicatIons vehIcle for these agencles to commUnIcate theIr informatIon VIa LRO's newsl etters, flyers, communIty forums, task forces and public service announcements on radIO, teleVISIOn. ea b 1 e and pri nr 2 . How does Santa L\lonica grant funding significantly impact , this target population'? The Santa MOnica Grant Funds represent the core - fundwg for LRO's Jntake. jnformauon and referral. outreach and J i commUnICatIOns. education projects and the admInistratIon of these projects The impact of the program is very sIgnificant. For FY93-94, LRO was projected to assist 3,120 Santa Monica people. At the end of the 3rd quaner of FY93-94. LRO exceeded this target goal by 308 % or 8.209 Santa Monica residents. In FY92-93 LRO communicated to over 13,000 Latino communIty reslden ts by accessmg all avaIlable media channels used by them pnnt, radio and televisIOn. By the end of FY92-93. due to the hIring of a Commumty InformatIon Officer whose dutles mclude the distnbution of 7.000 newsletters and 4.500 flyers plus uncounted thousands accessed by publIc service announcements on Spanish language radiO. televisIon and cable. AdditIOnally, funds allowed for continued Latino commumty empowerment by addressing four cntIca1 Issues In a coalition-style approach wHh other Launo orgamzatlOns recreational services, employment. curfew and the Latino Cultural Center The number of mdIvIduals stImulated to discuss these Imponant Issues numbers In the hundreds I tIS imperative that the CIty recogmze In its allocation of funds that the Launo communlt) contInues to grow m quantum leaps. Thelr needs and demands contmue to grow exponentIally and therefore any reductIOns m mOnIes targeted at the Lanna communIty WIll be ever lasting damaging and send the Lanna communIty the wrong message. 3 \,"hat are the major outcomes and goals of your program '? The major goals of our programs are to aSSist a total of 4,400 Santa MOOlca reSidents for FY93-94. a 40 % increase The details are 1. EducatIOn Outreach Number UnIt Tobacco EducatIOn and PreventIon 2,200 IndIVIduals Tutonng 30 Students Parentlng 40 Paren ts Total 2,270 II Community Intake Outreach and Communications. Number UnIt Intake & Referral 1,580 IndIVlQuals Outreach and Advocacy - 150 10 Comrnumty F oru m s 6 Sessions SenIors 4 Hosted Meetings Navldad en el Barno 275 I ndl vlduals Annual Health FaIr 125 " Newsletters (14.400 coples) 12 Edi Hans VIdeo Product 4 Performan ces \... The above goals are measured by the number of persons served and according to the length and quality of servIce All other measures are by the umts of , . serVIce desCrIbed ! For the past seven quarters of FY92-93 and FY93-94. LRO has exceeded Its measures of evaluation by larger percentages. 4. As community needs and funding change, do you plan to refine or adjust your program (8).? Please Describe. LRO always responds mtellIgently to changes in commumty needs and available funds. One such case IS as follows In January 1991. LRO conducted a special survey of the Launo popu latlon to identIfy changes in its needs Employment. affordable hOUSIng, gang VIolence and health services gamed in importance as opposed to educauon. dISCnmmatIon. ImmIgration and other social Issues In response, LRO made one project refinement In Its Education Outreach and program adjustments In Its Commumty Intake and Referral. CommulllcatlOns and admInIstratIon In 92-93. LRO modIfied ItS education outreach by organizing a tlltonal project for hIgh school students for the summer, and to be contInued in FY93- 94 In addItIOn, LRO will commence plannmg the development of a math and SCIence program that promises to become a model program for the country W orkl ng In con J un ctlOn w1th natIonally known academiClans, the Santa MOnIca - f\1ahbu Unified School DIstnCt and high-tech corporations This new Inltlatl ve will focus on Santa MOnlca Latmo youth to enhance theIr math and SCIence skllls that will ensure theIr graduation from high school and entrance Into hIgher education (Recent studies mdlcate that Lanno students haVIng caiculus In high school graduate from college at rates better than 95%) I LRO made program adjustments to develop and expand a Health EducatIon and Prevenuon Project for adults and youth of Santa Monica The fi rs t project was the development of an antI-tobacco project with a 568.000 grant :n FY91-92. The grant was doubled In FY92-93 to $161,800. LRO has the strongest tobacco programs In Los Angeles County LRO started a pIlot antl-drug/HIV + project w1th a S 17,000 grant. and will begm an alcohol abuse pdot project whlch will start as soon as funds are obtained These projects are the core of LRO's health program for the next 3 years. FInally, LRO will refine and expand Its commUnIcations program. The refinement WIll Include the development and ImplementatIOn of a clIent database ThIS Will allow LRO to have on-hne files for each client It serves. what serVIces were prOVIded and the results of those servIces WIthout this capabillty. no non-profit corporatIons can assess the Impact of Its program on as targeted population Such a database WIll allow LRO to Idennfy trends 10 servIce needs. to raIse mtelhgent questIons as to what are the causes and, more Importantly, prOVIde VIable solutions. ThiS program adjustment, combmed WIth an upgraded informatIOn system, wIll make LRO one of the most effiCIent and effective SOCIal service I organIzanon In Los Angeles \ /I. LIEU-CAP . @L.I.E.U.-C.A.P., Inc. Low Income Elderly United-Community Assistance Program 'lON-PROFIT ORGANIZATION Ma y 2 0 , 1993 Mrs. Julle Johnson Clty of Santa Monlca Department of Communlty and Economlc Development 1685 Ma~n Street, Room 206 Santa Monlca, CA 90401 Dear Julle: Per our telephone conversatLon, enclosed you wlll find the answers to the four question that was sent in the cover letter with 1994 RFP. 1. Ident~fy and dlSCUSS your target populatlon(s) and lndlcate why your serVlces are needed? How are your serVlces meeting an urgent need? LIEU-CAP's target populatlon are low and no income person, wlth erophasls on mlnority seniors. Our services are needed because we have the experlence and expertise. We are also easy assessable to those whom we serve by belng 1n the nelghborhood. Our serVlces are meeting an urgent need because there lS no other soc~al serv~ce agency in the target area who provides comprehenslve serVlces such as LIEU-CAP who serves all low and no lncorne persons. 2. How does Santa Monlca grant funding slgn~ficantly impact thlS target populatlon? The Santa Monlca grant fund~ng slgniflcantly impact thlS target populat10n by maklng lt possible for LIEU-CAP to operate through the grant process approval from the Santa Monlca Clty Councll WhlCh changes resident behavlor, nel.ghborhood condltions, nelghborhood and community lnstltutlon, knowledge about available resources wh1ch changes resldents attltude and values. OFFICES: 641 \Vestmimster .\venue, Vemce, California 90291 · (213) 399-7737 1552 18th Street, Santa Monica. California · (213) 453-3591 A . Page 2 Clty of Santa Monica May 20, 1993 3. What are the maJor outcomes and goals of your program? How are these measured and evaluated? The goals of LIEU-CAP's program are as follows: a. To deliver serVlces to 1600 low and no income persons including the elderly & handicap persons. b. To establish and maintain local off~ces where services are available. c. to inltlate and develop cornmunlty programs to meet the needs of the population to be served through Advlsory Counc1l, 25 partlclpants, Senlor Group activitles, Consumer groups lmprovlng Skllls, 15 partlcipants a month. ~. As a cornmunlty needs and fundlng change, do you plan to ref~ne or adJust your program{s)? As cow~unlty need and fundlng change, LIEU-CAP plans to reflne, WhlCh means to adJust those programs that would not effect our clientele the most and perhaps reevaluate our obJectlves to see where changes can be made. For the past th~rty years the low lncome community needs remaln baslcally the same low lncome houslng, entry level Jobs, affordable chlldcare and meanlngful Job tralnlng progra!7ls. If you need any other lnformatlon, please feel free to call me. Slncerely, / f'; " I J /~ i , f .&"...b--- U ~~ Vera DaVlS EXeCU~lve Dlrector VD/kb I t Neighborhood Support Center CCY OlF SAN1r A MONliCA 11.993-94 GRAN:- OUlES710NN AliJ..3 Question: #1.) Identify and dISCUSS your target populanon (s) and mdicate why your services are needed? How are your serVIces meetIng an urgent need? ANSWER: The Nezghborhood Support Center makes every attempt to serve all resIdents of the City of Santa Monica. however, the przmary reClpunts of resources and techmcal assistance are the members of the five (5) neighborhood organzzatlOns currently approved by the City C ounc~l These approvals are based upon a predetermined set of cntena establzshed 5 years ago for the purpose of maintaining and Improving the quality of lzfe for all Santa Monlcans The model represents the most umque publicly funded organlzallon In the United States The NSC actmg as an independent non-profa umbrella for 5 Indlvzdual neighborhood groups, that are a separate entu)' under the IRS 501 (e) 3 Code, each havmg a board of directors representing commumtles wllh distinctly dIfferent pnonllCS Dunng the past 5 years the NSC has assisted these groups, and other emergmg community organzzatLOns In complymg wzth established Cay cnterla Addwonally. NSC staff performs In a consulung capacity by asslstmg neighborhood groups In the follOWing areas . prepare theIr Memorandum of Understanding (s) . community outreach . preparallon of COmmUnlCatLOns (e g, newsletters meeting notices, etc.) . leadershIp development . meeting factlltatloni coordznatlon The NSe funcnons as an organIzatlon that bnngs the community together. eaher wtlhm speC!f~c neighborhood areas, (i e. cnme. development. affordable houszng, etc.), or through citY-Wide Issues (I e, trafflc. homeless, etc j The nezghborhood organlzanons are complemented with very dIverse boards of directors, representing bUSiness and communaJ members, renters and owners, young and old, and a multitude of cultural dlverszty Were It not for the euy of Santa MOnica's commltment to publIC participatwn, reSIdents would remain alienated from public process and contmue, as mother \ J: 2 cltzes. to be disenfranchised The NSC provides a cntical link between the publlc and governmental Icivlc process A testament to the Importance of the NSC IS stated In the "DIscusslOn Document" prepared by Clty staff "The Cuy created the Neighborhood Support Center to provide fundmg, resources and staff to neighborhood assoczatiOns The Neighborhood Support Center was developed to support Santa M omca neighborhoods m order to ensure broad-based CUlzen partlClpatlOn and Involvement m Issues that affect neighborhoods" QUESTIO!\: #2.) How does Santa MOnica grant funding sigmflcantly Impact thIS target populatIon? A:\S\VER: The Neighborhood Support Center IS like no other agency current(v funded I]y the City, pnnclpally because the NSC was created to act as a central resource agency for the neighborhood organizatIOns II serves The model IS slgmficantly less expensive than prOl/ldl ng Independent financzaZ support for each neighborhood group. there IS also an assurance of a high degree of qualay control In product (sj completed. and staff hired IS undemably qualified Inasmuch as the NSC IS totally funded through Cuy funds, and grantsmanship efforts dunng the past year have not provided an} supplemental funds. the populatIOn served would suffer from an additIOnal reductIOn lS staffmg Fiscal Year 1992-93. the NSC's budget was reduced by $100.000, whIch equates to three (3) staff In prevIOus Fucal Years the Clly CounCil has deSignated the number of staff for each of the neighborhood groups PIca NeIghborhood ASSOClatlOn, accordzng to thiS deSIgnatIOn formula, should have 2 staff thiS FIscal Year, however. budget cuts do not perma 2 staff be assigned An addltlOnal budget reductIOn thiS Fucal Year, would most cenam(v be a change In the definltlon of the NSC and the eXLSl1ng workmg model QUESTION: # 3.) What are the major outcomes and goals of vour program? How are these measured and evaluated? . ANS\VER: The pnnclpal goal of the NSC IS to provzde fundmg, resources and staff to neighborhood organlzatzons, m adduzon to ensunng broad-based cItlzen partICipatIOn and mvolvement in Issues that affect neighborhoods The neighborhood groups and NSC staff utzllze the Memorandum of Understandmg ( a contractual document -----~--- --- - 1 t 3 between the neighborhood organlzatlOns and the NSC) to determme goals. and the self-evaluatIOn of each group. along wLth quarterly program evaluatIOns are used as measunng instruments to determme degree (s) of accomplishments Neighborhood organizatIOns are Issue dnven. as such, issues of great concern cause neighborhoods to mobll~ze and unite In large numbers As IS the case wlth any speczal mterest group the levels of partiCIpatIon and Interest are not constant. however, by havmg the nucleus m place the nelghborhood groups are In a posltlon to be In a "standzng ready" posltlon at all times Examples are . the deslre of the Chzef of Pollce to hold a meetmg m the communlty, but not knOWing who should be contacted and where to hold the meetmg; . developers concerned about unnecessary delays, meet wlth commumty groups fIrst to determme potentzal lssuesiconcerns pnor to znltlatzng the process, . councll consldenng legislatIOn that may be considered sensltlve to the commumty, can get feedback from communlty forums facllltated by the ne 19 hborhood groups ~ ~ 4 QUESTION: #4.) As commumty needs and funding change. do you plan to refine or adjust your program (s)? Please describe. ANSWER: We do not belLeve the NSC 1S In a posltwn to change the model Wh1Ch has been used Slnce 1987. unless thIS is mandated by C1ry Counc1l The Clty of Santa MOnlca and lts respectlve ne1ghbor- hoods. as well as perce1ved prwrltles have certamly changed dunng the past 6 years The NSC Board of Directors, its staff and the general ph1losophy has certamly changed, as lS the case wlth any enV1ronment. There 15 a wllllngness to change m llght of the fiscal sauatwn, and as resultant demands on the Cay's budget However, to what degree change l5 made cannot be designed by the NSC, It must be a unified effort constructed by all parties, to include elty Councd, elt)' staff, the communcty, neighborhood groups and the NSC The ulnmate lnlent 15 to remaln a central agency for the neighborhood groups, and accept addlllonal respons1blllties that have been ldentlfied as pressmg concerns of the community wlth compensanon be mg negotlated accordwgly --- - -- ~ . New Start - Adult Program HEW START ADULT SERVICES PROGRAM F'{93-94 1. Identlfy and dlSCUSS your target populatlon(s) and lnd1cate why your serVlces are needed? How are your serVlces meet~ng an urgent need? New Start Adult SerVlces provldes outpatlent counseling to ~ndl vlduals and famllles in all phases of recovery from drug abuse and drug dependency. Most of the cllents we serve w1.ll have polydrug problems, W1. th coca1.ne be.lng the most prevalent drug. Presently, we offer l.nd.lvidual, group, and fam.lly counsellng, and have developed speclfic programs for drug dlverslon, domestlc vlolence dlverslon, mothers ln recovery, and the homeless populatlon. Our cllent base lS co~pr1.sed of prlmarlly young adults under 3~ years of age, wlth below average lncome. Further, approxlrna~ely- 30% of our cllents are mlnorities, and approXHlately 40% of our cllents are unemployed. A greater proportlon of our cllents wlll be homeless at 20% than In prev:.ous years. On ~he road to recovery, cllents dlscover healthler alternatlves to cope wlth stress and pain ln thelr llves. Concomltan~ly, self-esteem lrnprove5 and cllents become more productlve members of sOclety. Speclflcally, "clean" cllents are mo:::-e 11ke2.y ~o malntaln Jobs, stay unJ..nvolved Wl th the legal sys~e~, anc ln general, take more responslblllty for themselves and t~elr :amllles, becomlng less of a burden on the sys~em. In addl~lon, recoverlng cllents promote sobrlety ln general and o=ter clrectly ass:s~ other addlcts ln thelr =ecovery. 2. How does Santa ~onlca grant fundlng slgnlflcantly lmpac~ thlS ~arge~ populatlon? Wl~hcu~ Santa Monlca funclng we would be unable to provIde counsell.ng to cer'::aln segments of the populatlon such as the honeless. Moreover, low l.ncome lndlvlduals and famllles would have a dlf:l:::ul t tlr.le attendIng counsellng on a frequent and regu:ar baS1S. WIthout the st~ucture provlded by frequent con~ac~, the llkellhocd of recovery would be greatly reduced. 3. Wha~ a~o the maJor outcomes and goals of your program? How are these measured and evaluated? Our ove~all goal 15 to help our cllents llve healthy, well- adJustec, product: ve, drug free Ilves. Our program works Wl th lndlVlduals In all phases of recovery, and our approach and treat0ent goals are based on where the cllent lS in hlsjher cycle of drug abuse. We belIeve It 15 lmportant to address both the drug use and the underlYlng Issues w1th WhlCh the cllent 1.5 dealIng. Speclflc f---- . 1 goals regardlng the drug use ltself may J..nclude break~ng through the clIent's denlal system so that the cllent recognlzes ~hat he/she cannot control hls/her problem, staYlng away from lndlvlduals and sltuatlons WhlCh tr~gger the deslre for drugs, get"tlng admltted to an lnpat1ent program, and remalnlng clean. Goals ......hlCh focus on adJunct areas would lnclude developlng Ilclean frlendsh~ps", lrnprOV1.ng comrnunlcatlons w1th famlly member-s, and expresslng emotlons In a constructlve way. At present, an obJec"::lve evaluatIon process does not eXlst. We measure our success through cllents reports of whether or not they are malntainlng sobrl.ety, and whether or not they belleve that they have benefltted from our servlces. The maJorlty feel that they have been helped by thelr counsellng experIence. t, . A cor-mun:. ty needs and fundlng change, do you plan to reflne or adjust your prograw(s). Please descrlbe. We st.1:"lVe tm'lard operatlng an lnnovatlve, flexlble agency that lS open and able to deal wlth the changlng needs of our cllentele. Thls year T.....e began t;.;o neT"; groups that are comprlsed 0: homeless lnclvlduals based on an lnflux of homeless cllents. T:,.ese grou.ps have been extremely helpful .ln bUlldlng self-esteen anc prOV1.Clng a trustlng enVlronnent where pOS.ltlve ldeas for groT...--.:.h anc. concrete Solutlons to concrete problems could be exchanged. ~u~:t"e!"1tlYl we are concentrating on approaches to reach pote:l.~:.a=- c'::.en::.e2.e earller ln --:he drug use/abuse cycle to ::;=-:.her ~educe -=:lE cos~s 0: the.:r care to the Clty. Flnally, \ole a~e :.ncreas:..ng the l.:1vo!..vement of famllles where approprlate In cr-::.e::- tG reduce ~he llkellhood of recldlvlsm. In flscal year 93- 9:', "Ne '..;:.11 contl:1Ue to rnoclfy our programs based on evaluat.lor., c~r~en~ research and the needs of our cllents. , . New Start - Youth Program NEW START YOUTH SERVICES l. Identlfy and dlSCUSS your target population(s) and lndlcate why your serv~ces are needed? How are your serv~ces meet~ng an urgent need? New Start's Youth Program prov~des outreach counsellng In the Santa Mon~ca rnlddle schools and h~gh schools, drug educatlon, preventatlve counsellng, out-patlent drug abuse counsellng, and lnd~v1dual and faml1y counsell.ng at the agency. ApproX1mately 75% of the at r1sk youth we work w1th come from low-lncome famll1es, that often do not have the means or awareness to seek help on thelr own. About 50% of the youth we serVlce are ml.nOrltles. A ma)Orlty of these "at rlsk" youth have used drugs. New Start's serVl.ces contlnue to flll a crucl.al need in the Clty of Santa Monlca, as the only non-profl.t, outpatlent drug counsellng facillty servlng all youth, regardless of thelr ablllty to pay. 2 . How does Santa Mon1ca grant funding slgnlficantly impact thlS target populatlon? Santa Monlca fundlng enables us to provlde counsellng to youth and faMllles ln need, that cannot afford a fee or mlght not come lnto an agency. Our outreach program lS crucl.al ln accesslng teens, who are often targeted by school personnel as ln need of help, but would not seek lt on their own. J. What are the maJor outcomes and goals of your program? How are these measured and evaluated? Our broad goal lS to help our clients live healthy, well- adJusted, productlve, drug free llves. Our program emphaslzes preventlon, early lnterventlon, and treatment. When a teenager presents wlth a drug problem, our goal is to both treat the drug use, as well as the underlYlng llfe problems the lndlVldual is deal.lng wlth. Indlvldual goals may J..nclude worklng wl.th underlYlng lssues that may lead to drug use, l.e. ral.Slng self- esteem, allevlatlng depresslon, lmproved family and lnter- relatlonshlps. More concrete goals may entail stopping to use d:::-ugs, renalnl.ng ln school through hlgh school graduatlon, staYlng out of Juvenlle hall or jall, not runnlng away !rom home, stopplng Chlld abuse, or preventlon of unwanted pregnancles or aldes. An additlonal goal throughout treatment lS to link youth and far.lllles up wlth other commun1ty serVl.ces, in order to get thelr needs It'et, i . e. health, food, activltles, employment. ApproXlrnately 25% of youth seen by our counselors are successfully referred to other agencies for addit10nal asslstance. The evaluatlon process lS presently a subjective form, WhlCh asks cllents and thelr faml.lleS lf they benefitted from our serVlces. The overwhelmlng response l.S that individuals felt -- ---- - -- I . they were helped by thelr counsellng exper1ence. 4. As cornrnunlty needs and fundlng change, do you plan to reflne or adJust your program(s)? Please descrlbe. We would llke to strlve toward operatlng as an lnnovatlve agency, that lS creat1ve and open to respond to upcoming needs. ThlS year we inltiated new groups to deal wlth vl.olence among teens, and parentlng lssues. Based on the amount of success we achleve, we modlfy our programs on a cont1nual baSlS. Fund1ng affords or restr1cts our capablllt1es in both capacity of servlces, and development of programs. Presently we are responslve to requests for educational lectures about drugs. A future dJ.rectlon may be to broaden education by emploYlng a teenager In recovery to work with the agency l.n maklng presentatlons to groups of teens, as well as ut11izing effectlve vldeo presentatlons. J , Ocean Park Cuwwilnity Center - FY 1993.94 CITY OF SANTA MONICA FUND Daybreak Day Center OCEAN PARK COMMUNITY CENTER. DAYBREAK DAY CENTER QUESTIONS AND ANSWERS 1 Identify and dIscuss your target populatlon(s) and indicate why your servIces are needed? How are your servIces meeting an urgent need? Daybreak Day Center serves homeless women suHenng from chroniC mental Illness who live In the streets and parks of Santa Montca There are an estlmated 4,000 to 5,000 homeless mdlvlduals lIVing in the Santa MonIca area. at least one In four IS a woman, and as many as one In two are mentally 111 Dayoreak sees most of these women between 500 and 600 women each year come through the Day Cen!e.'s Goors. seek[ng foed. rest, comfort, advocacy and baSiC human contact Ue en :~e stree's Isn'~ easy for anybody For womennand especially fer mentally disabled women-. !re dangers a:ld difficulties are enormous. They are often victims of Violence A recent study found !hat herr-eless wcmen suffer ten tImes the rate of :Jhvslcal and sexual 2SS2ult compared te women In the generai pCDula"c'"; ::lhyslcal lilness takes a disproportionate toll on these women. as well because both "lc'leiess;->ess arc mental 1Ill1ess put people 2( much greater risk for phySical disease Due ~o extreme ':C'./9r;',. 'J~o:ence, CIS62.Se, ane the ~avages of mental Illness, the women Caybreai-;. serves are among c:..;r cC:TlrJ~I"y's r.QS~ v:Jrnera:J.e members A.:-c vet OL.:~ s8cle;y'las dC'1e a poor Job of serJlng rhese women Mental health ser/tces are vastly IL1S:..r'l::er:: TiE L-c:s A'lge'es COUf!ty Departmer.t of Mental Health estImates that they are only treating ::;r.e ,-,2:f tC cr;e :,;rd of the cc~r.t/s residems With severe and persistent mental Illness Health care rescu::es. eve1 or.8se offen~g free ser-.llces. are often maccesslble to th:s popuiatlon dlsonented and ofte--: je'L.;Slcnal. I.;n.~ea'ed mentally ill women are unable to show UD for appointments or face long WEH,S r c':)w::::led 'r.S,i,L;:icnal settings P~ograms wnlch serve homeless people of both sexes are otten 'nncs::it2.:;ie to icmeless wcmen After suffering abuse at the hands of men. many women cannot find C8:Tl:C" I~ 3. se'v'ce set'lng where tney are outnumbered by males three ar four to one ::a',t;re2~: is :,,;e cr;y :::;rogram on the Westslde eS:Jec:ally deSignee: to he'D these women Daybreak Day Cer'er Jifers a ran;e cf emergency services '0 mentally Iii homeless women In a 'Nairn, canng and safe en.....irc1Ter.t Iwenty TO forty women a day. seven cays a week, ceme to the Day Center for food. c'otJ-Tg. sr.O'....ers 3evocacy ane: counseling. a safe place to rest, a mailing address, a weekly on-site 'lea.tt"": :: n:c supcort ;rouc:s. ana referralS iO health care. mental health care and shelter Daybreak Cay Ce'li8' 'S 'he first step In a continuum of ser/lces for mentally III hameless women desll;ned to help ::-:8:-""' lTa;';e :Jerr.-: are'lt 'I.'orovemen ts In their lives In a recent study, UCLA soc:ologlst ChriS Grella :or.c!~cec: :'1at "Daybreak's presence In Santa Monica has made a crUCIal difference m the abilIty of men-aJ.; j:sabiec: women !o sur-Jlve being homeless In Los Angeles Courty" For hurldreds of women In cu~ C8'T,Tunlty. me Jay Center IS the only piace they can ca!1 hcme 2 How does Santa Monica grant funding Significantly Impact thiS target populatIon? The Cay :enter could not stay open without the support of the City of Santa MOOlca The CIty prOVides 57% cf the Car-ter's annual bucget (43% :s proVided through smaller public grant orograms and pr'vare fL;ncralslng effcr.sj The C;ty's grant to Daybreak prOVides the services of three counselors, Clm:cal superVIsion, food, sUDpl1es, and bus :okens to get clients to health. mental health and bUSiness appOln tT. ents Without the City'S SUPOOI1, the Day Center could not sur.lIVe, and WIthout the Day Center 3 sL.:cporr. many or our chents could not surllve 1 . 3 What are the major outcomes and goals of your program? How are these measured and evaluated" The Daybreak Day Center alms to serve as a first pomt of entry Into services for mentally III women Ilvmg on the streets Through the Day Center. women are able to be cleaner and healthier More Importantly. they are able to bUIld relatIonships with sennce providers In a safe, trustmg atmosphere Through these relationshiPs, they will eventually garn access to the resources they need to make more permaner"lt Improvements In thel( llves mental health care, medical care. Income and housmg The Day Center's goals are as follows a) To make contact With and prOVide baste ser.llces for the mentally tN homeless women lIVing m Santa MOnica Daybreak "'IIi! establish contact wnh and prOVIde basIc servIces ror at least 500 women over the cou rsa of the year the vast majority of homeless mentally III women In cur community Oayoreak Wlf! prOVide these women With the baSIC resources they need to survive food. showers, laL.:ncry fac:lr::es. a mailing address, clothing and a weekly on-Si~e health clinic. as well as SU:Jco~t grCL::JS, ::;;JL.:'lsel;ng, acvocacy, referrals and mental heal~h assessment ::;) Tc ,'1ei:J Oay Center c!ie}n:s gait; access [0 rr-ental health care, medica! care, government benefits, substance aC!w'5e trearrnent and sheItBr Cay:xeak s:afi wlil orcvlde intenSive case management senllces to at least 145 women, workIng close.y w~';--. n-,S":l to help the;n gain access to the SEf'oIlCes they ne9d :0 make permanent Im:Jrcve"1erts :n their lives c; 70 refer .c:'ay Ce~[f;r Clients ro shelter and ,''1cusmg resources, he!::jjng them to move off the streets fe'" cace Davc;eak s:aff Wli! refer at least 100 women per year to acpropnate shelter and hOUSing rescur::es 'r :he C:Jmrr.unl~Y Daybreak Will successfully place at ieast 65 of these women In s:-ielre- c:1C -CL:$ir,.;;; :rogr2ms 4 As community needs and funding change, do you plan to refine or adjust your program(s) ? Please describe. Davbrsa:':; Da'i Cerne' 1$ working to expar.d and modIfy Its program to accomodate particular areas of conce'''": te our :;'le'lIS r=lrst. Daycreak slaff are very concerned about the high rate of pregnancy a~or; r"enra'ly "1 romeless wcmen The'e IS very Intle birth control 2ccesslbJe to thiS population, 3rld prE'lal31 care [$ extremelY CIIT:cult fer homeless mentally dIsabled 'Nomen to obtain. Oaybreak [S curre'lt;y wcrK,"g Wit:-: a coaht;en of COm:-:1Unily agenCIes to explore ways to address thIS Issue. The Yvonne 3uri<e Health Center, tl1roL.:gh [heir weekiy on-Site CliniC, WIll ':;flve priority access to their dnlc'S ~renalal care progra:n for pregnant Daybreak c!lents Finally, Daybreak IS working With several o' the fac:Jlty members at :he UCLA Scheol of NurSing to establish on-Site OB/GYN and family plannlr.; serJlces over the next several years Second. Daybreak snares WIth other provlders concern tor our commumty's large number of ~dually diagnosed" IncN:dL.:als, people who suffer both from mental Illness and substance abuse. Daybreak Day Center has JOined Wlln other agencIes In the community to establrsh a series of self-help groups for dually d:ag;1osec people In the communtty, WIth the alm of provldmg support for mentally III women seek:r:g 'C achieve and maintain sobnety 2 , Ocean Park Community Center - Daybreak Shelt.er FY 1993-94 CITY OF SANTA MONICA FUDII'4u "'MUt'U~AL OCEAN PARK COMMUNITY CENTER. DAYBREAK SHELTER QUESTIONS AND ANSWERS 1. Identify and discuss your target populatlon(s) and indicate why your services are needed? How are your services meeting an urgent need? Daybreak Shelter serves homeless women suffenng from chrome mental Illness who live on the streets and parks of Santa MOnica There are an estimated 4,000 to 5.000 homeless indIVIduals hvmg In the Santa Monica area, at least one In four IS a woman, and as many as one In two are mentally III. Daybreak Shelter prOVides tranSItional housing services In a warm, supportive environment to fifteen women at a time, servmg at least 60 women per year LIfe on the streets Isn't easy for anybody For women--and especially for mentally disabled women-- the dangers and dlfflcullles are enormous They are often victims of Violence A recent study found that home'ess women suffer ten times the rate of physical and sexual assault compared to women In the general population PhysIcal Illness takes a disproportionate toll on these women, as well because both homelessness and mental Illness put people at much greater risk for phYSical disease Due to extreme povery Violence, disease, and Ihe ravages of mental Illness, the women Daybreak serves are among our commurlty's most vulnerable members And yet our SOCiety has done a poor Job of ser....lng these women Mental health services are vastly InSUf~lclen: The Los Angeles County Department of Mental Health estimates that they are only treating one-half iO one-tr-J(d of the county's residents With severe and persistent mental Illness As fo r homeless ser....lces. programs which serve people of both sexes are often inhospitable to women After suffe"'ng a::Juse a~ the hands of men, many women cannot find comfort m a service setting where they are outr;umbered Oy maies three or four to one Mosl shelters will not accept people who are chro:llca;'y r.1emarly II! Even those that Will are often unable to make these women feel safe by offering l~e'l1 ~'le personal space. program structure and woman-onented envIronment they need to maKe lie tranSltlO'l to life Indoors Daybreak !s the only program on the Wes~slde especially deSigned to help these women Daybreak Shelter IS tile second step Ir: a continuum of services. building on the outreach and trusting relat'olls;--;:::sdevelcoed at the Daybreak Day Center The Shelter offers fifteen women at a time the challce to il.....e In a safe. supportive enVIronment while they work to make permanent Improvements In their Iwes DaybreaK Shelter works WIth each woman who enters the program to Identify her goals and help r.er achieve them TYPically, women will work toward mental stabIlIty, obtammg a permanent mcorr.e. addressln.g medical concerns, and moving IOta permanent hOUSing Daybreak has had great success a: 1el:)mg some of the most challengmg chents on the streets to make real and lasting Improve,en:s tr !t,e'r rives Over the past several years, over half of the women who have entered the Shelter program nave moved on Into permanent hOUSing 2 How does Santa Monica grant fundmg SignifIcantly Impact thiS target population? The City of Santa MOnica proVides Just under 9% of the Shelter's operating budget ThiS funding pays for the ser./lces of two part-time night staff members Night staffmg IS cntlcal to the safe and effective operation of the Shelter Wllh a slaff of lay people, Daybreak prOVIdes reSidential care to women suffering from severe mental Illness--a challenge 10 the stability of the shelter which few programs choose 10 embrace It IS absolutely cntlcal to the secunty of the program that two night staff people. :iamed In cnSIS InterventIon, be on site throughout the hours that the shelter IS open The City'S fundmg makes It poSSible for Daybreak to run a safe and effective shelter program. 1 . 3. What are the major outcomes and goals of your program? How are these measured and evaluated? The goal of Daybreak Shelter IS to work closely with each woman who enters the program to help her to make permanent Improvements In her life These Improvements Include achieving mental stability, addressing health care concerns, obtaining permanent Income, developmg Independent living and budgeting skills, and moving on Into permanent housmg SpeCifically, Daybreak Shelter's goals are a) To prOVIde up to SIX months of transItIonal housmg servIces to homeless women suffenng from chromc mental Illness The Shelter will provide these services to at least 60 women per year The services offered these women wIll Include private hVlng space, three meals a clay and food, showers, and laundry faCilities All Shelter resIdents WIll be offered tramlng In Independent hVlng skIlls All Shelter residents WIll also be offered opportunities for recreational and SOCialization actiVities, helpmg to prepare them to re-enter mamstream SOCiety b) To provide 1t7ienS/'/e case management services to all Shelter residents S1">Eiter s:aff wi!1 aSSls~ a:1 residents to secure the best pOSSible mental health and medical care, as we:; as aSSisting them With secUring permanent housing and benefrts Case management services Wlli Include consullat:on With and supervision by Daybreak's Clinical Supervisor and Consultant Psyc:-:latrlst to facilitate clients' access to the most thorough, appropriate and responsive care avcdabre c: To '1elc werner ga<" eccnomJC rndependence by securing entitlement benefits and/or employment anCf OJ erga;]'ng werner, m money management planmng :Jaycreak wd! help 83% of our clients, or at least 53 women, to achieve greater fmanclal stabl:'! bv secUflng S51 or other government benefits, obtaining part- or full-lime employment. Gr ':Jy de.veicctrg a budgeting and savmgs plan d i To refer and place women In aporcpnate long-term housmg situations, Includmg mdependent r-;OUS/flg, beard af1d care fac'lities. apartment shares, and placement With family or ({lends ~aY:Jreak Shelter Will helD at leas~ 40% of Shelter residents, or at least 25 women. to move from '~e She!ter 'mo permanent ho~s;r~g 4 As communIty needs and fu ndlng change, do you plan to refine or adjust your program(s)? Please deSCribe DayDrea,.; Shelter contmues to stflve to meet the needs of mentally ill homeless women in our com:r.unltv One great area of concern IS treatment for "dually dlagnosed~ clients, women who suffer ooth from mental illness and substance abuse Daybreak Sheller has JOined Wllh other agencies In the community to establlsh a series of self-help groups for dually diagnosed people, With the aim of prOViding support for mentally III women seeking to achieve and maintain sobriety 2 Daybreak Shelter has Identified a great need for daytime rehabilitation programs. both for women currently residIng at the Shelter and for former resIdents now living mdependently Ideally, this programming would Include a vocational component An on-SIte work program or a "clubhouse model" day treatment program could oHer suppon and self-respect to both current and former clients, helpmg women to maintain a much higher level of stability While a fuJI-fledged day program IS probably several years In the future. Daybreak Shelter WIll contInue to work toward this Important long-range goal. 3 Ocean Park Community Center - Drop-In/Outreach Team FY 1993-94 CITY OF SANTA MONICA FUNDING PROPOSAL OCEAN PARK COMMUNITY CENTER. DROP IN CENTER/HOMELESS OUTREACH TEAM QUESTIONS AND ANSWERS 1. Identify and discuss your target populatlon(s) and Indicate why your services are needed? How are your services meeting an urgent need? In a recent study conducted by the Shelter Partnership It was estImated that on any given night between 38,420 and 68.670 indIVIduals are sleepmg on the streets In L.A County Approximately 15,000 of these people are members of families, Including nearly 11,000 children. Estimates on the Westslde clalm belween 4.000 and 5,GOO indIVIduals, mcludmg about 1,300 family members. The Ocean Park Community Center's Drop-In Center provides servIces to these dlsenfranchlzed people In an atternot to work with those m need, we have developed programs which provIde for the needs of the homeless and poor In our community These programs Include the morning Drop-In, Homeless Outreach Team, Adopt-A-Famdy. and Job readiness The people wh~ utilize our Center come mamly for two reasons 1} Immediate CriSIS needs including food. clo:h:1Q. counseling and referrals, and 2) case management to help manage more long tefm needs such as de:ox programs, help With publiC benefIts. money management skills Of the skills necessary to move Ir. 21d stay In permanent housmg Througr the prog-ams we have developed to serve the public, we are able to serve 4,500 annually (3,9GO 0' wnom are from Santa Monica) We find shelter for 1,300 IndiVIduals each year, provide 70,000 i.l82Is. is.OOO ctotnmg vouchers, and proVide 2.000 cases of advocacy and benefits coursellng In acdll.c:1, :he f-.'omeless Outreach Team proVIdes outreach to 800 chents throughout the community, con'lectlng the'll to serJlces and programs they did not know eXisted We return elderly clients to their families vvhen they have wandered away, help Single mothers receive the child support due to them, ta:":e severeiy mentally III clients directly to doctors to receive their medications. and give blankets to those sJee:Jlng under the stars opec also serves as a mall and message center for people Without a phone or address These services are essential for anyone lookmg fOf a Job We have a food pantry whtch provl:::es free fooe to housed ceople In need. thus preventIng people liVing on the edge irom bec~r1lng homeless 2 How does Santa MonIca grant funding Significantly Impact this target population? The DrCD~ln Cenler currently receives $270.398 from the City of Santa Monica out of a total budget of S529 .58'7 -- 5 F/, of au r entire operating budg et Much of our office supplies, household supplies, ~ood, a'1d eculpment are donated by supporters Within the community Because of thIS enormous In- kind sL.:pacrt we receive. the majority of the funds we receive from the CIty are used to pay salaries of our s:aff The services prOVided by the Drop-In Center are mainly SOCIal services which reqUire direct and lr.:ense client'staff contact If we did not receIve funding from the City. we would not be able to hre the trained personnel we need In order to proVide counseling, referrals, and case management to cur cllef'1!s 1 3. What are the major outcomes and goals of your program? How are these measured and evaluated? All the goals we reach wllh our clients depend upon Individual needs of each person or famIly To the same extent, our program goals vary as the program needs and populations we serve change Our maIO goal IS to provide advocacy and counsehng to meet each client's individual needs by providing multi- dimensional social services to 3,900 persons and benefits and health advocacy to 2,000 persons a year Addlllonal goals of the Center Include provldmg 70,000 meals; placing 1,000 adults and chIldren In temporary housing. placing 300 adults and children In permanent housing; provldmg 527 hours of counseling, chOlcal supervision. and Inservlce trainings by an LCSW, providing job counselJng for 50 clients. providing outreach contact to 800 people on the streets, provldmg case management to 300 outreach chents including chronically homeless, substance abusers and severely mentally III persons; responding to 50 calls from the community related to homelessness, and providing outreach to 80 homeless people In the Santa Monica CIty Jail Client outcomes and progress are evaluated In weekly case file meetings with the project Chmcal Supervisor and Program Coordinator 4 As community needs and funding change, do you plan to refme or adjust your program(s}? Please descrrbe Hlstc~:caily, the Ocean Parl< CommmuOlty Center, and speCifically the Drop-In Center program, has under.g8i'2 many changes over the years. as the needs In the communlty have changed We continually rE eValL.:at8 our Chent population througn the extenSive statistics we keep In order to examine our focus a;;8' make the appropriate changes In services we provide We are In the process of completing a client survey. allcwmg those who utilize our services to give us feedback regarding servlces--those most uti\lzed. and 'hose our clients feel aTe lackmg ThIS way we can keep a pulse on the populatIon we aTe serving to'1laL.;e sure their needs are being met Being fleXIble In prOViding SOCial services IS very Impcrtar.', as t,'lere are continually programs to be developed and changes which can make eXIsting programs function bette' lr acdlt en we ccn:;nua!!y research new sources of funding -- private. corporate, or governmental If func;ng oeCQr7'es ava:lable for a program we feel Will benefit our clients, we make every attempt to receive t"1e fund:r:g and prov:de the services for people In need Ire mos. recent trends we observe In homeless service delivery IS the dramatic Increase In the number ot homeless families we see coming for serYIces In response, we have developed the Adopt-A-Famlly Prograrr. In which sc:onsors from local congregations proVide assistance 10 families we are working With to ri'Qve directly Into permanent housrng 2 Ocean Park Cuwwunity Center - Sojourn FY 1993.94 CITY OF SANTA MONICA FUNDI - - - OCEAN PARK COMMUNITY CENTER - SOJOURN QUESTIONS AND ANSWERS 1 Identify and dIscuss your target populatlon(s) and indicate why your services are needed? How are your servIces meeting an urgent need? DomestIc violence affects 50 per cent of all American famlhes, regardless of Income level, age or ethnlclty SOjourn Services for Battered Women and Their Children opened In 1977 to address the emergency needs of battered women and to prOVide communtty education and technical assistance services to police, hospitals. SOCial service agency personnel and the commuOlty at large. SOJourn's shelter program prOVides Immediate safety for women and children fleeing violence In theIr homes who have no avallable resources The 24 hour hotlme proVides CriSIS interventIon counselling and resource mformatlon to women who are seeking assIstance In protecting themselves and theIr children from abuse SOJourn's commUnlty support groups prOVide surV'lVors of domestic Violence With peer support. rntorfYlallon, encou~agement and assistance In protecting themselves and their children Outreach counsellmg proVided In the Santa Monica City Attorney's office assists women whose domestic Violence cases are being heard :n Ihe county courts SOJourn's communIty education and volunteer programs prov:de rrformat:on to a WIde range of area reSidents about the cycle of Violence, the effects of domestIc 'Jlolence on ch:ldren and women, ser/lces avaIlable, allernatlve methods for viewing relationshIps, and ho'''''' to "'Ie personal I1ves free from VIolence and abuse 2 How does Santa MOnica grant funding SignifIcantly Impact thiS target population'? Funding IrCr.l me Crty of Santa Monica supports the pOsrtlOn of SOjourn Project Director, which IS responsible for ccord"natrng all aspects of SOJourn's services, as well as a very small part of the prOjec:'s admlnrst-atlve overhead costs The project director IS active In private fundralstng which prOVides ap:xox'mately 50% of the program's budget 3 What are the major outcomes and goals of your program? How are these measured and evaluated" SOjoum's overall goals are to proVide a safe refuge for 450 Santa Monica women and theIr chIldren who are In 'i-lmedla'e danger. to provlde 700 Santa MOnlca women cn\lcal Information with whIch to make Informed de:lsrons about protecting themselves and their children from VIolence, to proVide peer supoort o,:mortunltles for 150 women who are IIvmg In Violent relationshIps and/or who have left those relationships In bUlldmg healthy lives for themselves and their families. to prOVide access to legal, medi:a!, and Income benefits to battered women and their children: and to partiCIpate In coalitIOn aCllv;tles which work 10 enhance the legal rights ot battered women Each year numeric goals are estaol'shed for each of these services obJectives, and staff partiCIpate In a weekly caseflle meetmg to d!sC::Jss orcgress wrth IndiVidual cases Shelter gues~s are asked 10 complete an evaluation form upon leaVIng the program, and commumty education part;clpants are asked to evaluate SOjourn presentations In the commUnlty 1 , 4 As community needs and funding change, do you plan to refine or adjust your program(s)? Please describe. Over the past couple of years, we have found that women In violent relationships are increasingly seeking assIstance In dealing with their sltuatlons This has Increased the demand for community support groups which must be geared towards the specific needs of the women seeking assistance Our response has been to desIgn groups to meel the speCIal needs of the women we work. with (e g. monolingual Spanish speaking) In addition, as domestIc violence has become a cnme agarnst the state and cases no longer depend on charges bemg filed by the female Victim, we have found that the women Involved need support and assistance In working with the legal system In response we have developed a project In conjunction With the Santa Monica CIty Attorney's offIce which proVides one-an-one contact between a domestic Violence counselor and the woman to answer questions, provide information, and aSSist her In the legal proceedIngs 2 , Ocean Park Community Center - , Stepping Stone FY 1993.94 CITY OF SANTA MONICA FUNDING PROPOSAL OCEAN PARK COMMUNITY CENTER - STEPPING STONE YOUTH CRISIS SHELTER aUESTIONS AND ANSWERS 1. Identify and discuss your target populatlon(s) and indIcate why your services are needed? How are your services meeting an urgent need? A Stepping Stone serves runaway. homeless, abused and abandoned adolescents from throughout Los Angeles County, including Santa MOnica For the last 14 years Stepping Stone has provIded reSidential shelter, counseling and advocacy service to you ng people from throughout L A County who find themselves on the streets or otherWIse unable to return heme Of youth provided shelter services by Stepping Stone, approxImately 45% have been physlca:iv and/or sexually abused, approximately 40% are homeless (I e lacking "a fixed, regular and adequatE nlg:-JtlIme res;dence") A May. '992 study by Los Angeles' Shelter Partnership estimates that there are as many as 10,773 cr.::dren I:vlng on the streets vi Los Angeles on any given night, and that number IS rising a::::::roxm-:ately 16:}~ annuarly Among those youth are many who can benefit from short-term CriSIS 1r.:e;>/entIDn ser/lces such as those offered by Stepping Stone On the average, between 50-55% of the 13C-150 youth ;Jrovlded Wlt.'l shelter by Stepping Stone annually leave, after only two weeks, for long terr7l. safe and siabie irving sltua'lons 8 Siep01f1:; S!::Jne also serves Santa MOnica youth, their famlfles, and commumty profeSSIOnals :hra:..:;;;h G~Y 2~-hcur te!ephone hotllne. Steppmg Slone provIdes counseling, advocacy and Information and referrai senilces to an annual average of 250-300 Santa MOnica youth, family members. and comi.1u'llty professioflals, Incluelng teachers, counselors, therapists, clergy, and others We are the only lecal 2':-hcur hotll'le whIch IS primarily youth-related and skilled In CriSIS intervention around child ab:.;se a'lc related Issues The hotll ne also serves an addition al 1.200-1,500 callers annually frcm t~rougn::::;jt LA Cour.:y Through our Clty-funced Peer Staff program, we prOVide a number of Santa ~,,~or-]Ica you':' With meaningful empioyment opportunities, and a Significant number of Santa Monica yeuth With edl1catlonal presentations regarding HIV/AIDS prevention, child abuse and youth ngrts ana E:rrp!oyment skills development 2 How does Santa Monica grant funding Significantly Impact thIS target population? Our current level cf City funding ($58,087 annually) reoresents approximately 185% of the total annL;al ::cst of serv'ng some 2.000 clients through our shelter program, hotllne services. and COlT'mu~,:'{ educatIon program Without thIS City funding we would not have a Peer Staff program, a prorran w~lch aiJows us to provide young people In Santa MonIca WIth Job opponunrtles, mformatJon, shelter and sup:Jort In times of crrsls 3 What are the malar outcomes and goals of your program? How are these measured and evaluated? ,A StJeiter Program The overall goal IS to proVide a safe and supportive alternative to the streets for runaway. throwaway, and homeless youth, many of whom are Victims of chIld abuse A closely-related goal :5 to help these young people tlnd and access safe, stable. long-term hvmg Situations, Without which they all-to-often slide 1010 a life of poverty, cnme, and homelessness ThiS IS measured and 1 evaluated through the extent to which each program resident IS successful In achieving hlslher case management plan while In the shelter B Hotlme Services The overall goal IS to provide all callers wIth Immediate suppor1, CriSIS intervention counseling, and appropriate and accessible resources This IS measured and evaluated by the extent to which callers indIcated verbally that they have received the Information and/or servIces for which they called US C Community Educailon SefVIces The overall goal IS to prOVide young people In Santa Monica With empowering InformatIonal and educatIOnal services relallve to their nghts to be free from abuse. to make mformed deCISions about theIr needs and Informatlon to access appropriate resources, and to develop the skills they need to funCtlon In a complex and frequently youth-hostile world This IS measured and evaluated by dIrect verbal feedback from workshop/program partICipants Dunng 1993 94, we will be developmg a written feedback Instrument for workshop/program partICipants 4 As community needs and funding change, do you plan to refine or adjust your program(s)? Please deSCribe Stepping Stone has worked very hard over the last few years, 10 Partnership With the City of Santa Mcr'ca an8 many yauth-servlng community agenCies, to respond to the goals of the CIty's Youth Master :llan V'Je Wish to con~:rlJe to do so We have been among the primary supporters of and resources to what was or:~:nally called "KId's City" We have been active participants In the recently formed Santa MOnica YOl.:h ServIces Network Through our Peer Staff program we have developed a strong cO;-:r.lun::y preser,ce In educating young people With regard to HIV/AlDS DreventlOn, child abuse, and you!n r'gnts A:I cf thiS has t:een poss,ble orly because of the CIty'S on-going financial support We are one of the few p~8?-a:-:lS 'N:-ICn, IS pnr.la~;Iy represented In the communlty by young people, our Peer Staff, a pro;;rar:- :cT'Ciereiy !:.;njed by the CIty ThiS program not only prOVides Santa Monica youth With direct senllces. t:L:! aise w'th a'l examole of young people functlomng successfully In pOSitions of great res:Jor S :Jllioy Vie are a~so 'rT:Jieller::'ng a malor programmatic expansion to 1993-1994, the opeomg of a loog- lerrnnseDenCen! 11vlng program for older adolescents who have no family or financIal support and are -;;cwg 'c "lave Ie rial.;e the trans:tlon to adulthood on their own ThIS program will be operated Without 8'ly City ;;Jrd,:-,g 2 - - , Ocean Park Community Center - FY 1993.94 CITY OF SANTA MONICA FUND Turning Point Shelter OCEAN PARK COMMUNITY CENTER - TURNING POINT HOMELESS SHELTER QUESTIONS AND ANSWERS 1. Identify and discuss your target populatlon(s) and indicate why your services are needed? How are your services meeting an urgent need? Turning Pomt IS a 35 ced shelter for the estImated 3-5,000 male and female adults who are homeless In Santa Monica and the Westslde of Los Angeles The Turning POint program, In cooperation with the Los Angeles County Depanment of Mental Health, mcludes services to homeless persons with a diagnosIs of mental Illness Shelter guests who need accessible, barner-access services receive sne[ter ard advocacy while staYing at the Rest Haven Motet Turning ?omt Shelter IS one of only two s:"eiters in Santa \1onlca addreSSing the needs of male and femaie acuJts Most other shelters In the area are ';leared to certam PODu1atlons such as battered women or women with mental disabilities ::3.ct' sheiter guest 15 assigned a counseloriacvccate who works with them to establish contracts for a:l:e'lln; sel~ celer~:ned goals Ccntr2cts WI[I be made m areas s\.,;ch 2S obtaining employment or E'l. tle'T'E"lt benef:ts, cE'Ieic;:::rg money mclnagement skJlls, crealmg a s:.;pport network and fmdmg 2::ecua:e \"cusirg Cf '12 2SC persc,ns frafi. Sa'lta MOllica sen/ed annually at Turn:ng ?o:nt. we propose 10 s"elter 140 ,-,.,-. -- -.. The vast maJon,y (4~%) of guests who are :Jecoie of color are Airlcan '::::";-/0.; :ec:::e or CGtor .a.~e":c.n Tur:l:r;:; eel:':: also ;::'c'."des shel~er ant spec:a;lzec advocacy services for shelter guests who have been cia;;~csc:: as ;,a'.lin,;! a me'ltal .1Iness Santa MonIca West and Turning Pomt coorClnate services so that ';;Les's arf' 'Jrcvlde~ 'reatmerH and case management through ~he snelter as weil as fOUOW-UD services tr,rOL;;r. 'he C.::;ur'y }J~er.lai Healtr; System Th's enables guests to receive medIcation and psychiatriC .re3:;T'er"~ G:..:es:s :ai1 a'so con:lnue their relar:onshlp With Santa Montca West after leaVing the s - er~e r. '1 e re'c '03 e s:a:{isr.;ng a lInk wnh rr.entai health servIces for o:lgomg support. [n 3. S:L:C'J ::J~ 'r:e nurr.oer of homeless people done by the Shelter PartnershIp. distributed In ADnl, "'c.::.~ I S:2:ec "" lJS Ange'es Count,!, en any given night. tnere are at least 38,240 and as many as ............. 68.S7G peGCle ha;;,eiess tt 2 How does Santa Monica grant funding slgnlftcantly Impact this target population? CL:rre1t!v, Ihe City of Santa Monica provlces forty-two percent (42%) of Turning POint Shelter's CVE~~'! :Jt..:.:~e' This IS a s;gnlflcar.: ;nvestmefit In provldmg resources '0 homeless adults who are :r.a.'ng erforts Ie rerrc'/e rherr:selves from the cycle of homelessness ILJn;r;g ;::c.)Int pro',ldes she iter, food, clothing, showers and acvocacy whIch allow people to have suppc~t anc a base kern whIch 10 ooerate as they work toward the/( goais 3 What are the major outcomes and goals of your program? How are these measured and eva I ua led? The major objective at Turnmg POint IS to orovlde basIc shelter servIces (Includmg food, clothmg and showers) to 260 Santa Monica persons Toward this end we measure the program effectiveness In such areas as -arovldmg case management -weekiy group sessIons -clrnlcal staff support -clinIcal trouble shooting -(ec~:.JI:ment of volunteers -shelter fer phYSIcally disabled persons -plac:ng clients In eme~gency/transitlonal shelters -piacmg clients In permanent housing -emploY'iler.t training -9rlOIO'y'rne'lt ;:Jiacement '" eac'1 cne cf '''ese areas ~~e f:gures ar.d p~::Jgress are reviewed ane reported on c;uarterly -he areas ~ia' are m0S~ c'f<lc:J!t to make s::;mf:cant strides ~n are per:na'lent lob placement and :e!""'TIa"'E.1~ :'-:::~.:s~rg ,!l,;tO:OL.:gtl 8U' prog~am r9qL.:;~eS mat each guest saves 80% of their Inceme, guests are 'IncTg :t r;.c's C 1r::cL;l: to get Jebs. and lces that pay above m :nlmum wage Our last report showed ;-;at ':.;2 ;:)fese~'lv have 45% Sl.;ccess rate In getting permanent employment and 52% movmg Into :e:'"TE.re'lr ~c;~s.r.C OnE a~ea of sccceS5 has t)een getting :nemal health guests qualified ar:d receIVing s.:;c'ai sec:..;r:~v ::ere':;s trere:JY af~orCI:1g them the :nC:lrne for hcus:ng 4 As community needs and funding change, do you plan to refme or adjust your programfs)? Please describe T...;-~r~ ;:):]'-' .s c:rs~an.;y 9val:..Jailng the ~r8gram arc ma~Jng the cha'lges necessary to meet the needs C. :::L.... :C::t...;;2- Ci ;r;~u:r Ccean Par,,<- C.ommUI11:Y Center we have recently purchased a former '9..re.....,e-: lc-e ar.:::: are ,n ~nE ;:::rocess of constructlon fer Turnmg:lornt Transltronal HOUSIng A ;'2n. "OT. ~:..:c a~C a :a;:):lal car:-:pal~n Will ;leip orovlde the funding fer an expanded Turning POint '-he :"'2.'./'= C:Jse'-lec, Q'/<:Y :r.e years. a large perC811iage of gues~s :l1at have senous substance abuse 'ss~es -~~se 'ss~es m~st :>e successfu:!y acdressed before there can ::e SL:ccess In other areas Our oe2T ::liuS ~"8'/n=;::;eat'e ne8pie frel' :he c8mi71Un1iY, have eeveloced an expanded program whIch ;-:c:;,;::ss re'ev2:-" Gay :::rc\;rar.lr:1:r:g ~lus a sL;:::s~ance abuse C8unse!or ant twelve step meetings on the :"Qt..:""i~S It ,S C~. :luccse 18 ~r::lV'de. or reier. gues;s to all the reSCL:rces ;hey may need In order to garn, or ~e;a.I-. :.::rt..s: cd ~he;f" :I'Jes './Ie wlil contT:ue to g,ve the suooor:. anc er.couragement needer:: to "TOII'/ate ::::GSi~''ie :1a(1ge . St. Joseph Center - Bread and Roses Cafe Homeless Day Center ST. JOSEPH CENTER 1- Identlfy and dlSCUSS target populat~on(s) and ~ndicatea why serv~ces are needed? How are servlces meet~ng an urgent need? The target populat1on of the Homeless Day Center, the Homeless Food Program and the Food Servlce Job Tra~nlng Program lS the homeless people who spend the1r tlme In Santa Monica and the Westslde. ThlS populatlon has a desperate need for the se~~ces offered by these programs, from the very bas~c need for food, clothlng, and hyglene fac~11t~es to the more long-term need for pennanent, affordable houslng and employment. A. HOMELESS DAY CENTER. The Homeless Day Center ass~sts cllents l~ meetlng thelr day to day baslc needs while provldlng a place for them to recelve mall and make and receive telephone calls. Homeless Day Cente~ advocates work w~th clients to asslst them in applYlng fo::- benefl~s, gettlng 1nto shelters, settlng approprlate goals, provldlng referrals for health care, Job tra~ning, and houslng (1:hrough the St. Joseph Center Sect~on 8 Housing Prograp.) . B. HOMELESS FOOD PROGRAM. The Homeless Food Program meets cllen":.s' da~ly baslc need for food~ a hot nutritlous meal 15 se:-ved to 120 cllents dally, Monday through F~lday. r FOOD SERVICE JOB TRAINING PROGRAM. The Food Serv~ce Job ....... T~a.:..r:l~S Program provldes a Slx-week In-depth tra~nlng cou~se ~n all aspec-:.s of ~he food se~~ce lndustry. SlX to e~ght homeless I~~~v~dua:s ~hc aye ready to re-ente~ the Job market can be tya'::':Jed 1:- eac::: Couyse. At the concluslon of the trainIng, grad~a~es are assIsted 1n -:.helr Job search. T:J.er8=c~el these t~=ee p~og=ars p~ovlde a full rarlge of se:::-Vlces ~c ~~e ~o~eless popula~.::.cn, fyom the lTIltlal lntake and needs assessrre~~ a":. ~~e Homeless Day Cente~, to Job ":.=alnlng and place- ~en~ ~~~ough the Food Se~lce Job Tralnlng Program. In add.ltlon, =efe:::.-~a::"s o~ approprlate cllen~s to the St. Joseph Center Sectlon E H::n.:s:.ng P=cg::-a::, ~esu:ts :.n pe:::T.iaT'er:.~, affordable hou51ng for rrary ::c::;e::"ess l~dlv:.duals and fa~llles. Homeless Day Center sta:: ~~~r. conduct home v:.s.::.ts to these cllen":.s, to provlde "them \o,;.:.~:; the or.golng support necessa~ to keep them In a stable ll\r:..ng s~tuat:'on. These se~vlce5 are cYUclal because they are the O-! .... co=p!.""e:"e~slve se:-Vlces ava.:..lable fo~ southern Santa . J . __ .... M:J::l:::2. c::"le:l~S. ~ E8~ does San":.a Mor:.:.ca grant fundlns slgnlflcantly lmpact thls , -:'a~:::!et. populatlon? Sa::ta ?-':.oDlca :und.::.ng lS c~ltlal to the operat~on of these three prog:-a!1s, WhlCh slgr:.l:lcantly lmpact the Ilves of homeless lr:.d:vldi..lals and farnllles ln San":.a MonIca and the Westslde. As ----- the number of homeless people ~ncreases, fundJ..ng sources are decreaslng. Las~ year's unrest J..n Los Angeles has had a profound effec~ on our aOl.llty to secure funds for these programs. Many founda'tJ..ons and corporatlons contJ..nue to target all thelr glvlng for the Sou~h-Central area. The receSS10n has also had a negat:ve J..mpact on 1nd1vldual glvlng. Although our number of suppor"'C.ers has rema1ned stable, the amount of money glven 15 conslderably lower than In prevlous years. Therefore, the on- gOlng support of the Clty of Santa Monlca is extremely lmportant and slgnlflcantly lmpacts our ablllty to provlde Vl~al servlces to the homeless populatlon. Addltlonally, through our serv1ces we a:!:"e able to dOCUlIlent the growlng numbers of homeless on the Westslde. , Wnat are ~he maJor outcomes and goals of the program? ... .. HOMELESS D'Iv CENTER. The Homeless Day Center's workplan has r'>. . h.~ 8 Ob]eC~lVes, sane of WhlCh are designed to meet dally baslc needs and o'thers tha~ address more long-term goals. ThlS year we have changed the focus of the Homeless Day Center's work: al tho':.lgh we "nIl st::..ll be mee'Clng cllents' dally basic needs, staff w111 spend more tlme attemptlng to move cllents ahead In the].r Ilves, and In placlng cllents 1n shelters, transltlonal hous:.r:g and pe~,anent houslng. Emphasls w.1.11 be placed on encouraglng clients WJ..th substance abuse problen:.s to ente:!:" res~den~l.al faCll.1.tles or to attend substa:1ce abuse programs on a regular basls. A new support group '::"5 belng =orIDed 'to work wl~h long-term cllen~s who have been hc=,e:"ess for fl.ve years or more, In order to encourage them to se~ a~tal:1al:lle goals and to help them achleve some success ln oee-::.::..ng these goals. S.::..nce shelter anc. hous1.ng are such a c=--.:.~:..::al a:::-ea, -::~e r.aJor goals would be as follows: , -,.. n:"a::::e ::.ve :ar:a:'les In :Llel.l Cap trans:~.::..ona: houslng. ~. ~U - - ~c p:"ace -:':-_ree :a::n.::':..es l!": Sect~c~ 8 hot.:.s.::..ng. -- . , . - _L..; p:"ace ~werty people wltr. substance abuse proble!:ls In a --_....- res:.de::tla2. ~ecove~y prog=am. B. HO~E:.ESS FOOD ?ROG~~ . T~e 30~eless Food Program's overall goal .::..s to 5 e :.-'v' e 1,50C hc"t, nu-:.r.:.-:.:.ous s:. 't.-do...-r. meals over the c::n.~.~se 0: :.::..sca2. year .:!..993-9~, anc. 'to se~e these meals In a cJ.gn:':led, car.::..ng e~v" ~~o:-~e:l~ ~h~oug~ a ~~~1~~ o~ 1,950 hot.:.rs 0= d:::::1a-::ed voluT:':.ee=- ~':':!1e.. C. FOOD SERVICE: JOB 7?.A:::l;:KG ?R:>GPJ.~ . ':'he overa:: goal of the Food Ser....:ce -,....;..... T:::-alr:..::..ng Proc;:-aI:l lS to provlde -::.....el ve Santa .... ""'>J Mor:.ca cller:.':.s W'lth -:.ral:".:ng lr the food serv'lce lndus'try, of w:n C:J. ~e:1 ....::.2.l g:t"adua~e :rom the prog=affi. , 4. As communlty needs and fundl.ng change, do you plan to refine or adJust your program? A. HOMELESS DAY CENTER. As commun1ty needs change, St. Joseph Center rev~ses work plans to meet these needs and changes. For example, the Homeless Day Center has changed ~ts focus for f1scal year 1993-94 as described ln 3 above. In partlcular, we are concerned about address~ng the spec~al needs of longer term homeless and homeless w~th chronlC problems that lnterfere wlth the~r ablllty to set and meet goals qulckly. In the area 0': fundlng, the Development Dept. conducts ongoing research to ldent~fy new sources of fundlng, and ln addltlon, the Homeless Day Center 13 nc.. reCel.vlng a number of small Los Angeles C~ty and County grants. B. HOME:.ESS FOOD PROGRAM. As the number of homeless lncreases, the Homeless Food Program keeps space available for "emergency" cllen-::s, especlally :am~lles. Mllk purchases have been lncreased ~o meet the needs of homeless chlldreni thlS is made possible through a monthly donatlon by an lndlvldual supporter. More t1me ~s belng spent purSUlng food donations from restaurants and catere=s In orde= to stretch the Ilm1ted food budget. c. FOOD SERVICE JOB TRAINING PROGRAM. The Food Service Job ~ral~lng Program has added a caterlng component to the program. T~~s p=ovldes a small source of lncome for the program whlle S~Vl~g ~~a~nees an opportunlty to practlce thelr newly-acqulred sk:.l:'s ~n a "~eal ll.fe" sltuatlon. . , Santa Konica-Westside Hotline WES73IDE HOTLINE - 39-HELPS Ques t .Lon 1 Ident ~ h- apd ClSCUSS you:- ~argec po~ulatlon and IndIcate why your serVIces dre needed. 1-I00.i are )-'our serVIces meetIng an urgent need" l\nswer Our target popUla~lO'1 l~ any ~...:estsj.de indIvIdual confronted WIt!l a problem n~ ~eeds co c~arlfy We handie calls from new:y arrIved lfT'mlg- rar:t:s, pec;:_f:> 1 t-, fafTtllv cr'lS::S. peop 1e f"JI th employment problems, stUQA'1t ,..'Orr .es an[~ homeless people. We provlde a ::ralJ1ed, 11")formed listener to hel:J re~lu,~e anXIety and tens:ons, explore solutIons and refer to - . C::.tv se1"" lces such as ('.P C.C Clare FoundatlO:1, So:ourn, speClCi_lzeCl . StcDplng S~on'2 wests::.de "ie'l.cal !-fealti1 for example. They fIrst: need to t2lk ';::'le I r p:-ob~ef'l O'Jer w::.. th us ~o get t.r.e rlgr:t referral Ques:'lO"1 2. ~:)' . c.aes Sa:-:i'l. "'lor.;. C3. GI'::! ~', C f'l'ic.lr!cr s..:.gnltlC-3.l1tly Jmpact thIS target p::.p'..:.l a:: _ or"" .;ros.....er ~:.-.Le Sa.rj ta "';o~ 1 Cd C t... qrail.~ jJ:1pa~ ts thJS targcl POPGlatlon :>y P~C\!l Cl ng :71c.....e - t:8ir'::::-cs tl",e c')st of t::~ Ge'1eral Telephone mortbly DIlls. We P2Y no ,____ +- 'I'- ..-. 0 :-en~ 3nd have no pale. s ta f f . .........L ~ ~ .........~ Q1...;'-25 ~ ~:)r ~ i..N'~'2t arc ~rt:' r,. a J:J Y' Qutcorr.es ar<::. goals c: yOL'r prOCI'arr,? Ho~.; are t.:1ese ~eaSl;.iec. 2 r1:1 e\ a 11..<3. ted? :. n s-,Je:- 1 I'.c;- ~:3.10~ eH.... :C('r'1"j~ -. ;: our 9rogram 15 t'lat ter to flft~en peop~e per day"" nrc-t . "'-l()"" ~...... 9 .I~~rf=" ~lse t'J eal.i rt)f" he 1 p 1~~ J t r theIr rJ3rtIcular crISIS q - - - r.;::~ :-~fer':3l~ t"ev nee:' for +-...,~ s;Jec~2_.:.zed .21 t~. serv::..ces Some of ' - ........ - au:- =e..Ll~~s -"3\':8 e:nO~lona~ p;,ob:er.1s 3"1d reel; [;) talK \v'::" t;;. a sympatr~etlc rC~I- ~ L.;':~ef":1erL~3.~ 1 I S t 8 n e r- ~:mp":"yr co '-'el.p tt1~m c;et tnrough t~eIr day 0,c ~=--s:'e'1e~s ~.::. l I 1- :i :Si:.a~:s'C:c s~eet F1ft~::- ea.ch caJ...:. \-Jh 1 c h tells us t..,~ r.;::) tc.;~s ~. a Cd II ~ aqe g:-o'.J? of c2.l1e~ an.d whether tr.1S - c- a fl~SC- ...;:) tImE' ~3~l~r ;:)[ a rsgu:a:- ca ~ ~ er as well as CiL.~"'"'er det.alls. ~, ~ :.. r.c .::)I--ar :"0+:::':' r.e rlumber 1n t:i. r':! 8 llSCiOgs 1"1 the telephone book, _ n~~ '" ~-::: r:J. 1~~ie d.:.<.:;t:-- ':'::>'ite qrnounc:""rnent c2rds VJ. 1 de': y " JL<~s:~o~ - 2.::: i_::-;;-'~'1:.l"----'_ ~ ,epcs d"" t1n01ng cra[',qe. do you t).La!1 to refIne or'" a'.iJust , - ':---OL~ ::;r og~::n ..:!. '1<::;,. er ..1 .- :: 01l':r,'J:L': :..-..... r€ecs ,3',G f:urc.~rg chanGe t"'.ere must; always be a 39-HELPS ;:, ,.~- ~e()nl.€- r ,_, ~ur:1 ::CJ 1 rJ a cr:S1S-, gel" ar empatnetlc hearl.nc; 3:1d a J. .......1. rcf~~~21 :0 chp e.~DrC>Dr12t:e needed CIty resource. We feel that our ~c[~-;..~.e p.c ever, t s "TlarLY :2ity resource serVl.::;es gettIng Inappropr::..ate ~2. I : S 2r-;j 81str"au~h:: ~eople :rom getting the '"run-around" ;r'e r,ave ~.ee""" ser'v : ng the commun 1 Cy' In thIS capaclty SInce 1969 and hope ~o carl t. =-- r'~p :0 do so prcvi.ded '....e '"eep gettIng enough volunteers ~.n 111 rt g -,.... 91\.8 t~e :::C'-...l:""~ t ~ess "l.umoe!' of ~,:)urs needed ,,~ - TH.'\NY - 'I' ....\ [ ~ I ~~~ . S Santa Monica College - ~A Women's Center MONICA May 21, 1993 (J(:)~~ Ju11e Rusk Act~ng CNS Manager Communlty and NeIghborhood SerVlces Oivislon 1685 MaIn Street < Santa Monlca, CA 904~-220~ . . - - ~ 2 { Dear Ju11e: trl:: N ; :?;: "-' ") In response to ~'our Fequ~t that we address several specific questlons regardlng ow::- pFOgram, I am providing the following addltlonal lnformatlonPforE;our use. The target popu1atlon for the On the Move grant program is Santa Monlca teen parents who intend to be enrolled at Santa Monica Colllege. L1ke many of our programs, these services are designed to lDcrease partlclpatlon and retention rates for at risk S.M.C. students. Because of their low income status, these teen mothers would not be able to afford to pay for childcare servlces. T~erefore, wlthout the funding provided through this grant, these teen mothers would not be able to attend college and pursue their career aSpIratIons. As such, this collaboratlve proJect provides full-tIme quallty, developmentally appropriate infant/toddler chlldcare for teen mothers attending S.M.C. Furthermore, the program a1ms to assist these teen mothers by provldlng other vltal support services. Namely, partlclpants are requlred to attend narent1ng classes as well as various Instructlonal workshop'"";. Thelr academIC progress is closely monl tored by a staff C'ounselor who can refer students to other campus resources when necessary. In addition, a Family SerV1ces Advocate provIdes weekly group sessions on topics and issues of relevance to the partICIpants. And finally, indIvldual psychologIcal counse11ng lS made available to participants desiring those serVlces. Overall, the program alms to prov1de as much support as poss1ble to lnsure that these teen mothers have ample opportunity to pursue thelr career goals by ~~tending and successfully completing their acadernlC requlrements at S.M.C. Afterwh1ch, the counse11ng staff provlde guidance and encouragement to continue thelr endeavors through approprlate certification programs or by transfering to a 2>,1"'J \hl'lI:J c<'ynmUrll' C:=>ilege D1S'rlct . 1900 PICD Blvd . Santa t\.1omca. CA 90405-1628 . 213 450-:51:50 ;'::::ha"a \tocr~ Suoenn.ende...... ar-d Pres.Joe"t four year school. All of which is increase the probability that these young mothers w11l be able to adequately support themselves and theIr children. The measure of our success ln helping them achleve these goals lS ln our assessment of their academic progress and future goals as well as an evaluation survey completed by the partlclpants at the end of each year. WIth regards to changing community needs and funding, our grant proposal has baslcally asked the City to contribute to the funding of the chlldcare serVlces. with the exceptlon of a small stlpend for the proJect coordinator and staff counselor, any reductions in overall fundlng of this proJect would most likely impact directly our abllity to provlde childcare services for these teen mothers. Therefore, should such a reduction occur we would attempt to f1nd other flnanclal resources for thelr childcare needs. I hope thlS lnforrnatlon will be useful to you and the City council In your deC1Slon to continue funding this grant. If you should requlre any addltlonal lnformation or have any other questions, lJlease feel free to contact me or Brenda Parker (x9486). SIncerely yours., - ifrttti. /P l;! ,/ / L-../ Gall/S. 1 vlngs DIrector, Women's Center cc. Brenda Parker Enclosures: FY 93-94 Program Workplan FY 93-94 Program Budget Senior Health and Peer Counseling Center - General Program QUESTIONS AND ANS\VERS HeaIth Care for Semors 1. Identify and discuss your target populalion(s) and indicate why your services are needed. How are your services meeting an urgent need? SHPC targets the growmg and agmg older adult populanon of Santa :'v10nica by provIding preventIve health care servIces In suppon of the agency's ffilSSlOn, SHPC servIces are volunteer dnven, COSt effecove, and effecuvely enhance the quality of hfe for older adults through the Improvement of mental and physical health As the only program ill Santa ~loruca addressmg the special phYSIcal and mental health needs of older adults, SHPC has unpacted the target populaoun \\1th dIsease preventlon, assessment for early detecoon of dIsease, health promotlOn and educaaon to mamtam and Improve one's health ill the later years, and menDI healt,'l serVlces rangmg from counselmg on agmg Issues such as loss. change, bereavement. and adjustment [0 chrome condIoons. to psychlatnc help for those \ldth severe and persistent mental Illness WIth the knov.ledge that the phYSical cannot be separated from the mental health of an mdl VIdual, SHPC prOVIdes a comprehenSIve. l11terdbClpllr;~_:J; :l?proach to genamc health care SHPC also recogmzes the speCIal needs of u"lose of ethmc onglO who have less access to health care as well as cultural tradlOons whiCh pose bamers to tradmonal health C3re services. AddlOonally, SHPC addresses the needs of low Income. dIsabled, and homebound older adults, whose health care optIons are l1mHed \Vlthout the care proVIded by SHPC, many of the clIents served would requITe greater and rr:ore mtense hea1L~ care, resu[nng 10 a greater outlay of health care dollars for tho::.e on fixed or low mcome, and greater mCidence of hOSpItallzauon and illSUru nonJ.l1Z:.ltlOn 2. HO\\ does Santa :\;Ionica grant funding significantly impact this target population? SantJ. ).lo~ICJ. funding IS an Importam source of funds for the agency By deSIgn, SHPC has s~ruc:ured Its fundmg base such tha: no one source proVIdes a maJomy of the agency's J'mual budget HQ\.veve~. SHPC conslde;s Santa ~1omca fundmg essennal m leveragIng for other publ1c and prw:lte fundlOg as v."ell as for secunng donated goods and services from the cOIT'.munTty. WhIle proVldmg the base for some unponant staff poslUons Asa result, CIty fur.dmg is essennal In SHPCs annual financl:!l planmng 3 What are the major outcomes and goals of your program? He ware these measured and evaluated" SHPC programs are structured [Q have impact on the quallty of lIfe of those served \Vlule some of the success IS non quanofiable, It IS clear that the servIces help, and In some cases, life savmg help IS prOVIded Health servIces offered detect early SIgns of disease whlch lead to prevent.1ble or correctable rreatment., while screenmg proVIdes mamtenance of cllroruc condlOons such as hypenenslOn The agency's Just completed five year project of In-home prevenove health care. funded by the Kellogg Foundanon, has shown the poslOve effects of l11-home care m reducmg hOSpItal VISIts and mCldences of msarunonabzaoon Tne success of tins program has led to the creatIon of the newly mstHuted Partners 10 Health program, v.hlch Vv111 connnue the goals of the program \nth a volunteer onented program Tne outcomes of the peer counselIng program have been well documented over the years, the program helpmg older people deal wuh condInons from agIng, mcludmg the loss of loved ones. changes 10 health, adJustmg to chrome condwons and aIlments such as anhnus, Parkmson's DIsease, and the results of stroke. The outcome from mental health servICes to those 'W'lth chrome mental health condHIons IS reduced incIdence of Ulsnrunonahzauon Long overlooked and undervalued, mental health servIces for older adults are Vita.! in fulfillmg the goal of mamtammg mdependence in older people. The agency's healthy hVIllg program. done collaboranvely WIth Santa ~1omca Ementus College. has succeeded III bnngmg a healthy hvmg regImen to many of the commumty's older adults. imprOVIng thell" health and helpmg them WIth good nutI1uon, stress reducuon, overconung depressIOn, enhancmg memory skIlls. dealmg WIth therr unfimshed past, Interperson.1l relanonships, and even sexualIty Santa MOnIca has a large. acnve, and vItal older adult populanon. and SHPC ta..l.;:es some pnde In ItS contnbutIon to that end A major outcome of SHPC's programs also stems from the agency's nuSSlOn statement, whIch states tr.e agency's comnutment to volur:teer services Mmy of the agency's 300 volunteers a:-e older people who are provIdmg dIrect servIce to theIr peers The value of slgmfi.can~ volunteer opportunules for these people 1S enonnous, providmg them Vvlth v31uable new expenences In helpmg O[11ers, developing second careers, and developmg new reboonshlp" vil~.h others wnh mutual rnterest and concern -4. >\5 community needs and fundmg change, do you plan to refine or adjust 'your program(s)? Please descnbe. SHPC h.ls :J.hv.1Ys developed and mamtJ...med programs m response to eVIdent commumty r.eecs Th~ ag.ency's Board of Duec:ors, wIt" many health and busmess professlOnals p;l."TICIP;}L.~f contlnually exammes the agency's sen/lces, evaluanng therr slgmficance Procr3oms ;lTe .1dded. chane.ed. and enced as condmons change On the a2:enda for con~lderatJon for 1994 and beyond IS the st~l.te of the natlon'shealth care ~ystem, and the role SHPC will play In a ch:lngmg system \\l'ue progr.1ms an: need dnven, fendmg plays a role also Programs are oftennmes 1r;lt1a~ed .L'1d ended \A.-lm nme lImned grarltS Tile deCISIOn to sustaln such programs at the cof1c!u...,;oT'J of j time lImned fundIng cycle IS dependent on commuruty condlOons and fundmg av J.Ll2.blll::-- SHPC works ve::y hard at fU:1dr:.usmg, for nearly 70% of the Jgency'~ r:r,aDc:J.l needs are met by pnvate sources. As a result, the use of avallable funds IS ver::..' lnpon:ul[ In prograrn m.:-ectlon The deClslOn [0 change or refme a program is done on a C3.S~ D: cJ.se basIS. but cost effectIveness and the response to eVIdent needs playa major role tr. tl-te ev~uJ.non process When fundmg changes or ceases, the agency wIll eX.l:Twe 0e ro:e or ~he program 1Il questlOn. the costs Involved, and the abiLlt: to find 3.lter:1:iLlVe sources of fundIng L1 a com:JeDtlve marketplace , . Senior Health and Peer Counseling Center - Honey Management QUESTOI\S AND ANS\VERS Daily '-fane}' Management 1. Identi(y and discuss your target population(s) and indicate why your services are needed. How are your services meeting an urgent need? The Daily ?\..loney ~1anagement program is designed to help older people who are characrenzed as fr3.1.l. wIth phYSICal or menralunparnnent which precludes rhem from canng for therr own fmances, maInraInmg thelI hfesryle, or acluevmg the lughest level of financlalll1dependence possIble The program was created as a drrect result of the expressed commumty need for aSSIstance. With both the cay's ComrmsslOn on Older Amencans and the CIty'S Communny and ::'J"elghborhood ServICes DlvlSlOn establ1shmg the Sef'ilCe need SHPC responded, the result bemg an effectlve, well establIshed. and Imponam program whlCh IS haVing a posltlve effect on the lives of those served In evaluatmg I,vhy the servIces are needed, we must only examme the llVes of those Impacted and L~e porem1J.l for loss of mdependence If the program were not aVaIlable for them 2 How does Santa MOnica grant fundmg significantly Impact this target population: Dilll: \lone) .\1J.nagemenr was started and has been sust:lmed In large part because of Santa ~lor.lcJ. tur.dLnE:: SHPC has been able to g:enerate matching: funds and c!lem fees to offset progrJ.m costs.~however. cny fundmg IS the vaal component m the program's fundmg base The result has been that through the first three quarters of 1992-93, 45 Santa Momca older adults ~J.ve been able [0 mamtam therr mdependence WIth thIS program. ThIS does nor oniy meJ.J1 thel1" financlalmdepender.ce, bur many of those served would no doubt be hvmg 10 ill. mstl:uoon or would be homeless \\i1thout these services. 3. ,\ hat are the major outcomes and goals of your program? How are these measured and evaluated: Independence IS the pnmary goal and outcome of r...l-Je servIces prOVIded ConsIdenng that the t.:lrget populanon IS frail and most have some phYSIcal or mental unpaumenr.., the progTJ.m vlI1uJ.llv prevents mstltutlOnahzatlOn or homelessness for all recelvmg servIce ~1.iI1.lg!ng one's flOances WithOut the abilIty to wnte a check. WIthout the understanding of hov.. SOCIal SecUTIty works. v,'lth needs for addlOonal care which can only come by Imkmg WIth other commumry resou!'ces. It IS eVIdent that thiS target populatlOn IS very much In need of money mmagemenl Without funds and the abulty to use them. these people would be unable to pay rent. buy medlcatlOn, or meet obl1ganons for such thmgs as msurance. unlmes. and dally livmg neceSSIues The success of the program IS therefore measured by the mamtenance of Independence for those served Of the 45 Santa Momca reSidents served thIS year to dare, none have been forced to gIve up their mdependent status - - ------ < , 4. As community needs and funding change, do you plan to refine or adjust your program(s)? Please descnbe. SHPC recogmz.e~ Santa Momca'~ desrre to playa reduced fole In the fundmg of the money management program over tlme. The agency has sought to establIsh other sources for matchmg funds, and to develop a sustammg fee for servIce system TIus has been done to a degree. and It IS the agency's goal to enhance the efforts to have the program be more self sustammg. SHPC has always had ItS programs dnven by community needs, takIng Into consIderauon fundIng aVaIlabilIty ThIS program has been changmg SInce ItS mcepnon, WIth case managemenL representanve payee services, assIstance WIth conservatorshIp. and assIstance WIth merucal blll1pgs and budgetlng bemg mn-oduced after the mItlanon of the program Should funding for the program ch;:mge. SHPC would exarmne the Impact of such a change ili"1d ou, abIlIty to generate replacement fundmg SHPC conSIders thIS a very Important apj needed program It has achIeved what It was ongmally mtended to do. has filled a gap in the comrnumty that no other agency was able to fIll, has mllil1zed a great deal of volumeer serVIce to reduce COSts. and has had a defimte impact on those served Step Up on Second * STEP UP ON 2ND 3 . SUMMARY OF CITY FUNDED S~VI~S -" =-: :'"1 :::::, ~... -< 1 Target PopulatlOn and Urgency of Need - - - -" \Q -. M - . -0 Step Cp exclusIvely serves adults recovenng from c~romc~entalIllness DIagnoses mclude schIzophrema, mamc depreSSIOn, and sever~gepr~slOn. When Step Up opened m 1984, less than 25 partlClpants were seen each day and only rarely was a chent homeless The demand for serVIces and target populatlOn has changed dramatIcally Of the 933 !JartIcIpants served last year, 61 % were homeless at the pomt of mtake Two-thIrds of the homeless partICIpants are dually dIagnosed ,,,.lth substance abuse and mental Illness Of ne\\' Step Up partlcIpants at the pomt of mtake 859'0 have a hIstory of psychIatnc hospItahzatlOns, 54% have been prescnbed psychIatriC medIcatIOn ,vIthm the year, 36% have a hIstory of SUICide attempts, 3970 are mmorItles, 26% are female, and 24% are Veterars O\-er half are bet,veen ages 31 - 40 :\"fen~~llv l~l adults mcreasmgly face multIple challenges, mcludmg severe health proble:n.s, tuberculOSIS, HIV / AIDS mfectlorL, neurologIcal damage, phYSIcal dIsabIlItIes, Illrteracy, hlstorre~ ot IncarceratIOn, and hIS tones of abuse/vIctIffilzatlOn DefICIts m psyc:-- oCrolog;cal f'...mctlOns of attentIon. memory, affect, and concept formatlOn can severe1\, l::iparr baSIC hvmg skills DelUSIOnal belrefs, paranOIa, audItory hallucmatlOns, rlattef1::tg of er.lOtIOi1S. and, pame attacks cause mappropnate behaVIor and Isolabon !-1crne: e::,.5 , ~e:1tc.llv III adults have frequently lost the "habit" of keeprng clean due to the lack or ~':l~~:r'g iacllItIes and, In some cases, due to deluslOnal belIefs regardmg hygIene Af~er 2 Ie:" S pe:;oc.. of the street, partICIpants may lose the motlVatlOn and capaCIty to care abou: S.Xl..:. - s:J.T'dards for appearance or conduct For someone WIth a hIstory of lnvolL:n::::-., r,::,sptahzatlOns, repeated rejectIOn because or strgma, and the terrors of no!:""'eles5iless. returrcmg to productIve, commumty hie can be ovenvhelmmg -:-h.:: [2:-"':;-2 0; serv:ces offered by Step Up rncludes · Shov\o'ers, laundry, groommg supphes, tele?o2ile ..' 'T'.J.:l access. and cots tor naps · Classes, groups, and workshops offenng edUC,lti~'nJi. socLaIrzatlOn, vocatIonaL and creatIve actIVitIes · KItchen faCIhtv that serves 0\ e:- :: ,IJoJC' :r.iC.'.11s each month and trams partiCIpants m food mdustry skIlls · Referrals to 5e;v;.::e~ rct C't:ered at the center, rndudmg legal aSSIstance, medICal care, psychIatnc :rez: tme;-- t. and :noney managerr,ent · Case management serVices and general advocacy 2SS:St<i:-' (02 · Suppo:-t ror relatIves of mentally III adults · Housmg placement and reteI' :lc'n se:-Vices, Indudmg home-based VISitS · VocatIOnal opportUnitIes through m- hOL.:se 5t:perd JObs, Job coachmg, classroom trammg, skIlls assessment, placement serVIces, 2nd fo~~ov;-U? suppor~ · Center-opera ted busmess ventures as vocatIOnal trammg SItes, mdUc.lIlg J secondhand boutique, a vendmg cart sellmg scarves and ties, and a hot dog \'ef',dlr g on · Ed L:.CatIon of the commumty about mental Illness and hamelessness Step Cp ,'.on the 199: ),JatlOnal Gold Aduevement Award from the HOSpital & Comrn~nlt\ T'svchlatry Dn:IslOn - Amencan PsychIatnc Assoaahon and the 1992 Hogan Award for Outstandmg Mental Health Promotron irom the State Dept of Mental Health -------- 2 ?}gnIf1cance of Santa MOnIca Grant Fundm~ The Santa tvlonLca grant funds job trammg for mentally III adults The project mcludes "work motIvatIOn" groups. IndivIdual assessment of skill levels, "m house" posItIOns, and partlClpatlOn on work crews PartIClpants receIve hands-on experIence m paId posltlOn~ at the center performmg such tasks as word processIng, data mput, bUIldIng mamtenance, carpet cleamng, receptlOnLst work, clencal support, and thnft store sales Members also \I..'ork m the kItchen, prepanng and servmg over 2,300 meals each month ".york cre'ws are available to the commumtv for yard work, recyclmg, movmg, seasonal decoratmg, pamtmg, mventory, bulk mallmg, and graffItI removal Step Up"s work crev.;s set up, aSSIst .nth parkmg, and clean up for the Santa MOnica Farmer's Market PartICIpants aiso \\'-ork m Step Up's entrepreneurIal busmesses the resale boutIque, hot dog vendmg carL and retall vendmg cart Through the Cay-fur,oed vocatlonaI ser\'lces, Step Up IS able to offer paId Job trammg as ar. lI1Centlve fo:" progress to\vard recoven' The chance for emplo:'ment often motIvates pJ:-t1C?J.rts to rme houslt1g.. contmue ps~-ch1atnc treatment. and regam a stable lIfestyle For many partlCI?ar:.ts. the goal of ?ermanent career placements IS not as relevant nor as realIstIC as I:npronng each peIson's qualIty of lIfe through cornrnumty mtegratlOn, productl\'lt\, ard mo\"ement towad increased mdependence \.york expenence teaches car~lClpants tr,at the\ perform better \vhen sober and thmk WIth more clantv ,vhen on ., / a?prop:-late doses or medlcatIon By mastenng new skills and gammg pOSitiVe feedback, part:Gpants rmc. tre cJurage to take rIsks elsewhere In theIr lIves 'Nark offers a "reason to \'\ ake 'elF' eacn mc:-:o:ng' and gIves dIrectIOn to dally efforts :1-',05e ;:)J:-,:G?J.n~':: able to handle full and part-tIme employment must compete for hWlte'': ;~':.s 1;-' a :-eceSS,Cfl economy 10 be successfuL they need hands-on .vork expenence and enD'..:;:::'" set: cO:1ftden;:e to l:lSmre potentIal emplo\-'ers POSItIve track records and sobd ,_" ..... A- . refere:'ces are necessa:-,: to o\'ercome eIT1plover"s fear of hlnng persons \~"'lth mental Illness or hrs~crles or ;.,C'rr,elessness In IT',O.5t cases, partICIpants are techmcally capable of operating a casr. :-epsre:- or mo?pmg a floor. but need help focusmg 0[1 task completIOn, managmg thel: tempe:-s, copmg \van frust:atlOn, dealmg wlth sUDstance abuse hlstones, and manag1l" g ?sychlat:lc symptoms One F.:1r:!Cl?3W cleaned Step L-ps restrooms tv,,'lce a \veek for five years before she felt stror,,~ e:L~ugh to accept an addItIOnal part-tIme pmtonal Job at her synag.Jgue For her, 'up\\ard :7l0bl!lt';" IS not ImmedIatel\' relevant - yet she has been honored \'nth the "\1e::1D2:- of the \fonth" av.;ard at Step U? and has Written poems expressmg her gratitude to the \"0catlonal prograIT', ~ :\1a]cr Outcomes and Goals J The overall goal of the Cl ty-funded vocatIOnal program IS to mcrease the SkIll level, work perfc:ima~,ce. and self-esteem of mentally III partICIpants Work-related outcomes mclude . 100 partICIpants annually WIll meet mdIvIdually WIth the Job Coach to dISCUSS theIr skIlls afld ",..-ork expenence m preparatIOn for Job placement . , . SO partICIpants annually '''lIll perform In-house work, wIth supervision, trammg, and ongomg assessment of SkIlls . 50 partIcIpants annually WIll perform on community-based "work crews," receIvmg supervIsIOn, traInIng, and ongomg assessment of skIlls . EducatlOn of the Santa Momca commumty about mental Illness and Step Cp program elements ThIS wIll be accomplIshed through mteragency meetmgs, presentatlOns to serVIce clubs and professIOnal groups, and quarterly newsletters Although Step Cp has a long term mterest In helpmg mentally III adults secure competitIve employment the fundmg level from the CIty IS not suffICIent to cover comprehensIve Job placement serVIces As homeless partICIpants stabIlIze, Improve theIr skr111evels, and obtam hOUSIng, they become elIgIble for serVIces under Step lip's contract wltb the State Department of RehabIlItatIOn - Includmg Job placement ~.feasL:.reme!1t and EvaluatIOn Step Cp cc-mplles qu.arterly statIstICS on partIcIpant demographICS, the number of mdlndual ",,:or;"" assessments, the number of work-related groups scheduled, the number or partlCi?ants working "m house," and the number aSSIgned to "work cre"......s " Staif meetmgs a::-e held dally from 430 - 500pm Staff dISCUSS polley Issues, reVIew mClc.en:s dU:--Ir:.S the day, coordmate case management. evaluate mdIvIdual cases, and assess the etEectl',eness of serVices PartICIpant feedback IS solICited through a monthly Center Pl.:mnlI"'lg ;,.,feetmg whIch addresses center pohcy, reVISIOns to the activIty schedule, general concems, J!1d dISCUSSIOn of program phIlosophy In addltlOn, surveys are pe:-lOdic311:_ conducted to a.ssess general satIsfactIOn ,vlth the program 4: :..bd!ilcatlOIl of Pros-raIT' to :\feet Commumty ~eeds and Fundmg AvaIlabIlIty II'. ~ OS';, 5re? Cp ,vas rounded to s€,ve mentally III adults who were pnmanly lIvmg WIth relat:ves 0, m Board & Care facllIbes As the homeless populatlOn grevv' In Santa MOnIca. Step L? added new serVices to aSSIst homeless, mentally III adults In response to the need for addltlOnal prog:am space and permanent housmg optIons, Step Cp launched the cc:rrent cap~t<ll campaIgn to expand its faCIlIty In the past, Step Up has changed ItS annual request to the City of Santa MOnIca to address ansIng needs PreVIOusly the CIty funded \',:eekend sernces exclUSIvely The Homeless Task Force however lIsts Job trauung as a !ugh pelenty A 12-membe:- Program AdVIsory Counal meets monthly WIth equal representatIOn by mental health professlOnals, famIly members, and recovenng mdIvIduals The Council IS responSible for assessmg the effecbveness of serVlces, revIewmg parbCIpant suggestlOns or grIevances. and assIstmg management WIth modlfrcatIOns of program deSIgn The Board of Dlrec~ors also meets monthly to morutor Elscal, programmatIC, and contract Issues. Both the AdVIsory Counol and the Board adVIse Step Cp's management when program serVICes should be mOdI!led for greater effICiency or to meet changmg needs , Venice Family Clinic Clty of Santa Monlca Communlty and Nelghborhood Serv1ces Venlce Famlly Clln1c Health Care Servlces In response to questions 1-4: 1 . Identlfy and dlSCUSS your target populatlon(s) and lndlcate why your serVlces are needed? How are your servlces meetlng an urgent need? The Venlce Famlly Cllnlc lS a prlvate, non-proflt communlty based and volunteer-lntenslve organlzat1.0n whose mlSSlon lS lito provlde affordable, accessslble and approprlate prlmary health care for those persons who have no other access to such carel! . The Cllnlc 1S the family doctor to the work1ng poor and growlng populatlon of unlnsured chlldren and adults who can't afford or get timely medical care. (County-run cllnlcs charge an upfront fee and have drastlcally cut back thelr outpatlent serVlces; we are the only comprehenslve cllnlc offer1ng free _serv~ces on the westslde) . 92% of our pat.lents have lncomes below the federal poverty level and only a s:-Jall number of those are covered by any health InSUrance. 23% of our patlents are homeless, 80% meIt'bers of rlnorlty groups. S.iX days and four evenlngs a week, we offer free prlmary r- health care and specla11zed rnedlcal care and soclal ser.rlces, Incl.udlng: **Dally cllnlcs for chlldren, adults and the homeless. Cl'::"IilCS lnclude case management serVlces, provld1ng access "to other needed ser"lces, lncludlng transportatlon. **C::"lnICS fo::.- well bables, women, senlors, prenatal and c:-'.i.ron lC care patlents. New programs beglnnlng thlS summer ",'/lll I:lclude I~H prophylaxls treatment for PPD posltlve pat:.leT1ts and contraceptlve serVlces for adolescents. *""'Speclal<:y cllnlcs In cardlology, dermatology, ea::::-/nose/throat, neurology, optometry, ophthalmology, o::::-thopedlcs, podlatry and others, **Soclal work and mental health servlces, lncludlng crlsls, H'cIvldua: and group ccunsellng. - It "1 **Health educatloP and nutrltlon counsellng. '-- _ """ ,A",_ J **ENRICH, a plIo:: prograf.1 for lnfants and thelr famllies to b::::-ea~ the poverty cycle. - ,~ .-~ ~-- "'-,.. . "'- ~;, ~';.. r -"I -~. The cl.:nlc se::::-ves a cruclal need in the llves of ltS pat.:ents. We do not merely deterrnlne what may be wrong wlth a person; we serve the ",'hole person wlth total health care. People who attend the cllnlC (In nea::::-ly 50,000 vislts last year) are glven comprehenslve care, screenlng, examlnatlon, dIagnosls, health educatlon, laboratory tests, med1.cal ~ treat;:!ent, ~edlcatlons, case management. Our case managers Ilnk 'Che:1 to other including transportatlon, -- serVlces shelter and hospltallzatlon, and psychosocial serVlces. Transpcrtatlon lS a crucIal component In the health care of our patlents. The nearest county hOspltal lS 3 bus-es and approxlmately 1 1/2 - 2 hours away by bus. Belng able to provlde taxl rldes and bus tokens for our patlents lS an lnvaluable serVlce partlcularly for our homeless patients. , Access to thlS degree of health care keeps people working and out of emergency rooms, ch1.ldren in school, out of emergency rooms, and also stops the spread of dlsease ln the communlty. Our cllnlc lS very cost effectlve and we are able to provlde the broad range of serVlces wlthout charge to the grmnng numbers of poor and homeless because of the tremendous support we receIve from the communlty. We cooperate and coordlnate wlth many other comrnunlty agencles, includlng the county health departments. Pr1.vate communlty support Includes generous donatlons In the form of In-klnd serVlce donatlons from St. John's Hospltal, Santa Monlca Hospltal, UCLA, DanIel Freeman Hospltal and Orthopedlc Hospltal and many many prlvate MedIcal prov1ders. We ralse 2/3 of our budget from prlvate sources. 2100 volunteers donate the1.r tliole, lncludlng 500 physicIans. 2 . How does Santa Monlca grant fundlng signiflcantly lrnpact thls target populatlon? Last year (calendar year 1992), 17% of the patlents we se::::-ved res.:.ded In Santa Monlca. 2236 people were seen ln 9799 VISltS IncreaSIng demand for our serVlces has forced us to restrlct our geographIc area to the Immedlate cO":Iu:n l t}l (ne..... patIents must n 0..-1 llve ln Ven1.ce or Santa Mon::..ca to be ellglble for our servlces) . The result lS that a gr:owlng nU:Lber patlents are Santa Monlca resldents. Al":hough +-' percentage of fundlng provlded by the Clty of ,-:-Ie Sa'lta Mcrl.ca lS snaIl relatIve to our overall budget for ca.~lr~g for Santa r-!onlca resldents, It lS nevertheless an ::":Lpo:-":an"':. source of fundlng for these serVIces. There has ne'.'"er been a tlme when thls fundlng has been more cruclal to the :unctlo::lng of the CllnlC and to the serVlces lt prov L::.es to -che resldents of Santa Monlca. As fundlng sc<.:.::-ces fo:=:- se::-VIces of all }nnds are cut, fundlng for our .::8~e serVIces lS needed more than ever. We are increaslngly Seelt"lg sIcker and poorer patIents wIth fewer and fewer p::"aces to 'Cu~n . 3 " W~.a t a::-e the :""a J 0 r Ol...:.tcomes and goals of your program? He;..; are t:-J.ese measured and evaluated? ~he laJo~ C-u'tC87'eS and goals of our progran conslst3 of the :o':'18wlng: {Jur goa::' lS to p::::-ovlde hlgh quallty health care to those people 'W'"hc have no other access to It. Our Ob]ectlves are" a. To provlde comprehenslve primary health care servlces to 1620 unduplIcated low lncome and h01.leless chlldren and adults who reslde lD Santa Monlca. h To provlde prl:.1ary and speclalty health care V1Slts as AJ . often as !1eeded for pat lent care, ln cllnic or at outreach sltes, wh.::..ch Include a broad range of serVlces through general and speclalty servlces and addltlonal servlces (lab tests, medlcatlons, x-ray tests, lmmunlzatlons, L . transportatlon, case management, group health educatlon and counsel~ng sesslons) as needed ln 6500 Santa Monica resldent patlent V1SltS. c. To utillze volunteers In provlding serVlces, using 200 volunteers and 3500 volunteer hours ln the servlng of Santa Monlca residents. To utillze resldents as volunteers by servlng as a trainlng slte for health professlonals ln tralnlng. d. To gather, complle and report statistlcs on patlents, Vlslts, and servlces as required by the Clty In 4 quarterly reports. Other evaluatlon actlvltles lnclude: e. Executlve Dlrector wlll report to Executlve Committee and Board regularly. f. CllnlC w111 hold regular meetlngs of the Medical P011CY COr.lmlttee, WhlCh fUnct~ons also as the Qual~ty Assurance Commlttee. g. Rotatlng resldents wlll complete evaluatlon forms at the end of rotatlons. " Superv:l..sors w III complete wrltten performance .! . evaluatlons for errployees. 1 . Or.golng staff meetlngs wll1 be held by cllnic and departne:.t to evaluate and revise where necessary, pollcles, procedures and program actlvltles. . As conrnunlty needs and fundlng change, do you plan to .., . refine or adjust your program(s)? Please descrlbe. 'I~e Cl.:nlc has an ongolng long range plannlng commlttee ...;h.;..::::~ prepares the background rnaterlals for the Board of Dlrec::.or's strateglc plannlng actlvltles. At a Board strat.eglc plar.nlng retreat In October 1992, the strateglc plar.r.l.ng goals and obJectlves were adopted as dlrectlves for ~he next 2-3 years. For each new program planned to be under-ta'<.en research lS cOI:1pleted and communlty needs are faC':.ored lr,to the progran actlvltles. Our goals 1n these hard eccnOMlC tl:.1eS a~e to stablllze current fundlng and to resear:::h and prlorltlze new programs for the future. We lnten'~ to contlnue the programs we have - and know are needed - whIle we plan fo~ new needs and seek fundlng to :-:eet:. ther;-,. The cllnlc was founded wlth the ldea of fllllng unmet needs and no':. dupl:l..catlng eXlstlng serVlces. Our actlve worklng Board of Dlrectors and fundralslng department proactlvely search for fundlng accordingly. The Program Committee of the Board lS responsible for assessing commun1ty need and advlslng the Board. ThlS year the Program Commlttee lS developlng a pat lent advlsory group to glve us input regardlng our operatlons and unmet need. , , Wests ide Center for Independent Living - General Program Quest~ons and Answers Santa MonIca Grant for Independent Llvlnq Servlces 1. Identify and discuss your target population{s) and indicate why your services are needed? How are your services meet~ng an urgent need? The Westslde Center for Independent Llvlng, Inc. (WCIL) provldes serVlces to people with all types of dlsabllltles and to persons over 60. Accordlng to the Internatlonal Assoclatlon of Clty Managers, 15% of the general populatIon a~e people wlth dlsabllltles. It lS also generally accepted tha~ people wIth dlsabllltles are tWlce as llkely as to fall below the pove~~y level as non-dlsabled people (Sclentlflc A~erlcan, 1983). We eS~I~ate that 75% of the pe~sons wlth dIsabllltles that we serve are SUbsls~lng 0-' govern~ent progra~s, placing them on or below the poverty level. T~~s means that ~any of the Santa MODlca resldents w~th d~sah:l:~le5 are a~ h1g~ rIsk of beIng forced lnto lnstltutlonal sett:ngs or beccwlng homeless If there lS the slIghtest change In thelr lnco-e so~rces or physIcal ablllty to functlon lndependently. WelL prOV1~es co~prehenSlve serVlces IncludIng: personal aSSIstant serVlces; be~e=i~s, hOUSIng a~d communlty advocacy serVlces; case management; lndepe,jep~ Ilv~ng skIlls tralnlng; and, an emergency fund to purchase adcptive eq~~p~ent or transpo~tatloP to help hundreds people wlth dlsa~ll~~~es ~a~ntaln the ablll~y to Ilve lndependently In thelr cor~~~ltv. o~~ ~aroe~ popula~lo~s fre~uently need personal ass~stant servlces/ ~.e. s~~ecne ~o help ~he~ w:th dcIly chores such dresslng, bathlng, snopp:rg and c8oklrg. We have deslgned thlS serVlce to enable us to ~ra:~ c~nSG~ers ~c deve~oD theIr Skills to fInd, hlre and manage perscra~ assistan~s as w~~l as to be creatIve and organlzed In thelr ut~~~za~~c, 0: persc~a: aSSIstance. ThIS type of knowledge goes a long wav ~c~3rd preven~lng hospl~allza~lon and per~anen~ Inst:tJ~:Qnallza~lon. I~ add:~lor. to the above, the emergency funds provlded t~roug~ our Santa Mcn:ca gra~t of~en enable us to purchase a plece of adapt:ve equlpre'~ or transportatlo;; to a critIcal appolnt~en~ that, left ~lthcct, would severely l~pact ~he person's health and/or ab:llty ~o :~-ction lndepender.tly. CLr houslng advocate services not only obtaln accesslble unlts for people ~l~~ cIsabllltles ~hro~g~ advocacy e:forts wlth houslng managers and cU1IGers, but also work w:t~ consumers and landlords to allow people to ~3l~tal~ ~~elr currer~ Ilvlng sltuatlon, WhlCh lS cr~tlcal In the c~rrer~ r.ousIng r;arket. ~~l of the above contr~bute g~eatly to a redUCIng dependency on cos~ly care prOVided by conrunl~Y and government lnstltutlons. O~r benef~ts advocacy services provlde crltlcal support to people ~lt~ Glsabllltles not only by assIstlng then to get beneflts to WhlCh ~hev a~e entItled through ~epresentatlon through an Admlnlstrat:ve Law Judge appeal, but also by asslstlng many WIth Plans for Achlevl~g Self- Suppcr~ (PAS) wr.Ich enables them to obtaln employment and reduce and/or ell~l~a~e the need for government asslstance. ~ V;CIL1s community advocacy service works to make COmmUTIltles accessIble to people wlth dlsabllltles and works 'Vll th local buslnesses by corr.pletlT1g archltectural and accesslblllty surveys and provIdlng technlcal asslstance on the A~erIcans wlth Dlsabllltles Act to lnc::::-ease opportunltles for emploYMent and COIT'I"lUnlty liVIng on a broad scale. One of WClL's Advocates lS an actIve member of the Clty of Santa Honlca Cor.rmunl ty Access Cornmlttee. ~'ihen people call the Clty of Santa Monlca for lnformatl.on on serVlces and p:!:"ogra~s to help people wlth dlsabilltles, the VOlce mall response 15 to gIve callers WClL's number. Durlng FY '92-'93, WelL responded to over 1,000 Infornatlon & Referral requests from Santa MonJ-ca ::::-esldents and communlty agencles. Fu~t.her, WelL's overall serVIce prOV1Slon to Santa MonIca resJ.der:ts, as cO:'lpared to other cor-nunlties, has Increased by a total or SlX ( 6 ) percent In the last t-.....o years. ~';l thout the array of serVlces only provided by ~";CIL to nee~ the eve::::--gr:J\'; l:-:g and urgent needs of people WIth dlsablll-:'les H' Santa Mon.l.ca, :Iany of these \.;ould fInd the"selves lr costly pllbllC supported Instlt'J.t1ons or w8"t..lld JOln the sftJelllng ranks of homeless Indl.vlduals. 2 . How does santa Monica grant fundlng sign1ficantly impact this target population? h'C:L L l~creaslng relle5 on Santa Monlca grant fundlng to pro'! 1 de th::-s range of serVlces to the many dlsabled residents of the Cl t}-:'"- Dc.r- InS ::.he las~ two years, people wlth dlsabll1tle5 who rely on :n-~c-e Suppo:-t Se~v:.ces (rESS) have been cut 12%. IHSS reclplents ccu,--d ~a"le been cu':. ever ~ore had WCIL not organlzed them to advocate aga1:1S7- s'J.ch aC-:'lon. i\e na '.Je exper-:.e:1ce~ cors.:..cierable cut-backs In O;J:!:" fU!id~r.g dU~lng ":he pas:: :> years ane:. a:-e sla<:.ed fo::::- a:l addltlonal cu<:. of over $60,000 1n Fy -'ClOi_c._A Furtr.er, a S:.ate budget recoilmendatIon, curreY'ltly on ~he ~.... --" --' .-"'"'1:. t ' , ~a~oeted at re.::iu::: :na stat.e fu--:dlng for I:1depender.t LIvlng aD~e, 1S Cer,..:.e!"s a-...-i =-lr1.:ages prOjEcts -- ~,:h ::-ch could resul:. ln an add1tlonal 540C), :~CG C!..::.::. I ~.: 1 ::h.out yocr support people w1tr. dlsanllltles 1n your co::-~r: '[.~l C::H..:. ......C:' no:. continue to be served. .-='_s vou are a',;are, ~';C:::l... does conslderable fund ralS1ng to enhance O"~ S2;l-:a ':J~l:::a _, _ ~T :undlr,g and w::.ll continue to do so, but fund ....- '----..-: :-alsll.g r:as bee" draha~lcally effected by the recess lor and dm-Jpslzlng r"~ cc~pora~':'ons 1r:. the Las Angeles area that once prov1ded support:. to '-'_ us. 3. What are the oa)or outcomes and goals of your Program? How are these measured and evaluated? The overall goal of our serVlces 15 to asslst neo-sle r.......:. "tr d:..sab1:ltles t:J l:..ve lndependent and self-sufflclent llves. :'0 e\/2.~:..J.c~e tr.e '::"~Dac:" of ser'Ilces to ..... erd, outcome measurers are ,-n~s ::-'onlts.~e= bl-an1'..lally. (see Outco:-1e) OUTC'~~~::::S : 1- 90% cf ?eople ''':1 :.h d1sablll-:'les served ln Inforilat.lon and Referral ~llL_ rece.:..ve cn,:c1al .:..nformat:lon on avallable resources and prograns '..1 t:'1 specIflc focus on accesslblllty to people wlth dlsab1llt1es. Many of ~~e, will be aSSlsted ln accesslng these resources and recelve t.~a If"1J.:.r.g to asslst them In t-' future to lndependently get thelr needs _:le met. 2 ~ . 2 . 85% of people with dlsabllltles who request emergency asslstance wlll obtaln these crltlcal funds. These funds can make the dlfference be t'..;e en hOMelessness and a stable sltuat10n by helpIng them to obtaln adaptlve equlp~ent to ass 1st them In malntalnlng employment or an lndependent livIng sltuatIon; asslstlng theM In gettlng to medlcal appolntmen-::.s, gettIng them personal asslstants and resplte care pendIng recelpt of beneflts; and, paYlng for medlcatlons. 3. 70% of people wlth dlsabilltles recelving representat10n and/or medlatlon through Benef1ts Advocacy wlll obtain government beneflts (551, .le. lH55 and Dept. of Rehabllitatlon) WhlCh wlll result In many obtalnlng flnanclal self-sufficlency, and for some, Obtaining emploY:"ient. 4 . 60% of people wlth dlsablllties recelv1ng Personal ASslstant 5erVlces 1,.1J..l1 be provlded wlth referrals of personal ass1stants, rece1ve tralTI1ng 1n how to h1re, ~anage, and traln personal asslstants, and 1nforrna ":.lon or avallable benef1ts to facllltate commun1ty llvlng. :J. 40%* of people w~th dlsab1ll'::les In our Peer Counsellng and Indepen:lent Llvlng Skllls progrars wll1 successfully ach1eve lndependen"t Llvlng goals, galn SKllls ar.d acqulre resources necessary to Ilvlng lndepe~den'tly thereby prevent:lng lnstltut1onallzat1on. *ThlS flgure represents the percentage who wlll meet the1r goals In a or'e-ye3r per1od. Achlevement w1ll lncrease over a longer tlme frane. 4. As conu:lUni ty needs and funding change, do you plan to ref~ne or adJust your program(s)? Please describe. WClL 1S based on a conSUIT1e::::-- con":.!"o:ied :"''tClde 1 WhlCh necess1tates ongolng assessment of consumer needs arlC ":.:-erds ReV1Slons lr. progra71s occur as a result of these assess-er7.s. Fa:- example, a declded growth In the area's blllngual Hl.Spa-llc DCDulat1Cl~ - up to at least 40% dur1ng the last flve years -- resul-=ec .:.n Kcr:::..'s organlzatlon of a H1spanlc E:-ploYTI'ent SerVlces PrOle:::. (begun ::.r. 1992) . T--:e develoD:-,e:-i7. or th1S prog::::-ar- has resulted In HCILls ~ransla':l!;g .:nts S~2:--':"S'J. .:.r.;: OY:ila 7. l on on l~S baslc serVlces and programs. All 'too f:-ec;:uel~ly, people .""1 th d1sabllltles who aye no~ Engllsh-speaklng fa:::e a do~:Cle ;:;2:-::::-::.e:- :'0 obta:.rlng 7.he help tt1ey need to 11 ve and viOyk In thelr c:::Jn:il.:.~l.:'.:...es and be 2ortr1butlng ~e~bers. p ~',-e ve!" , t!"le needs ldent1fled In thls and other prograrr areas have c::::n~lf'Cec. ::'0 lnc:::.-ease beyond au:::.- current capaclty In terms of staff and resour:::es and -;",~e have been forced to focus on the !r.ost baslc serVices :or these pcp....:.2.a:.lons. ~-J 1 t.~ a:1Y furtt.er reductlons, as vou can see, vIe are a:. great ::-:.sk of nc:. only" loslng the valuable gyound vIe t ve gal.!1ed :.r reac',.:.ng cut :'0 t::e fast:. grm'.'lng "double :r.unorlty" Hlspan1c popula;::.o:-:, t.ut a_s:J belng ';..wable -~ cont1nue prClv1dlng the level of baslc serVlces '- cJ w'e cu:-~ent l:l .ds to dlsabled Sar:ta r-~onlca resldents. J - ------ -- -- -- ----- - . , Westside Center for Independent Living - Home Access Questions and Answers Santa MonIca Grant Reauest for HAP 1- Ident~fy and discuss your target populat~on(s} and indicate why your serv~ces are needed? How are your services meeting an urgent need? As stated lTI WClL's request for fund1ng to provlde Santa Monica res1dents w1th dlsab1l1tles and people of 60 (also ldentlfled as lfrall elderly. ) T",l th Ir.dependen't Living ServIces these populat1ons are borderl:ne and below es~abllshed poverty 1ncome levels. These 1nd1v1duals are freque'1::ly l:1 need of equ~p~ent NOT COVERED by govern~ent or lnsurance bene:1ts. Lack 0: the funds to purchase adapt1ve equ1pIl'ent or transpor-:.a:'lon to redlcal appoIntments can result 1n these Indlvlduals belng forced l:1to governnent lnstltut.lons and nurslng homes or, even wo::::-se, J::nr:-ng :.tle swell1ng ranks of the homeless wanderlng the streets of 52.:1::2 "':8n.:. ca. 3...... ~e:plr.g people remaIn 1n thelr homes, the CIty of Santa Mon1ca . 1S sa '.l':' '1:; r-oney It has been proven that provIdIng In home suppor:. 15 far less cos::ly ";:han 1nstltutlonal IlvIng. Accord1ng to a May 19, 2993 Los ::'1ce~es Tl-es art:lcle, a COrQUn1ty Opt1ons Progran lr, W1SCOnS1:1 that begar 1:- t~e ::'ld-80s, prov1des people '.v 1 th help to keep theI:' OUi:. of expens :.'e rur-Slna hones and other Instl::ut1cns. ..... lS sav1ng the state .L"- abo\..:.-::. -'1n m.:.lllon a year. A sl~llar program ln Arkansas has 10,000 :::>~~ benef:ces that are costlng the state about $300 a month as opposed to $1,200 1:' ",'ould cost If they were In state-supported nurslng homes. 1 , ~ 2. How does Santa Monica grant fund1ng significantly impact th1S target population? WelL's Home Access ProJect 15 the only project of lts klnd for resldents of Santa Mon1ca. SerVlces prov1ded have allmved many frall elderly adults and people w1th d1sabllltles to remaln In thelr homes rather than be1ng placed 1n nurslng homes through bU1ldlng ramps, lnstalllng grab bars 1n ba'Lhrooms, and maklng other d1sab1llty-related acco::'T'iOda"::lons. Houslng 1.S sorely llm1ted In Los Angeles County and accesslole, af-:ordable houslng compllcates the sltuatlon further naklng adapi:at1ons of cc.rr-er~ hous1ng the only real1s~lc alternatlve for many 1nd1Vldu.als. 3. What are the maJor outcomes and goals of your program'? How are these measured and evaluated'? 95% of frall elderly and people wlth d1S2:Cl~:".:les 1'1eed:.ng accoTi:LOdatlons are ellglble and w1ll recelve ho:ne ~Odl:l=2.".::()ns \>.'f:1ch enable ther.. to contlnue to Ilve lndependen1:1y 1n the CO~:L".1r 1 tjT ~ The T'lUrDe:- 0: 1ndlvlduals referred to HAP and asslsted l.S eval'..:a.-:.ed q<.:arterly. , As cot".1':lunl. ty needs and fundJ.ng change, do you plan to refine or ... . adJust your program(s)? Please descrl.be. Fund1:1g was reduced by 1% lr .,00...._::::..... resultlng In people ..nth d1sabJ.lltles not gettlnq rnoclflcatlons .....-"--"L -'-' tr1e}:' :needed. Th1S pro]ec".: runs vll.-:.h ~lnlmal ad::1.ln1S~Ya tlon costs as there :5 a cell.1ng 0: 15% on ~he proJect. F'.;.rther reductlor:. '.....o1..lld result :.r allr denYlng more requests for adapt1ve serV1ces WhlCh would necessar.:..l.y rest;.lt 1n ,,",ore Santa Monlca residents belng forced lnto cost].y U1S~1 t:.utlons or onto the streets. ..., .<: . . Westside Ecumenical Conference - AIDS/HIV Program D -./ (1 -< }'lay 19, 1993 a - - . S -' , :" - -~ '...:J To' CIty of Santa MOllica =- - From Santa MOllIca &AlDS Project .... 1....1 Subject The Need for AIDS SerVIces m Santa Monica ~ --..1 1 Idenuf.v and dzscuss your target populatwn(s) and tnd~cate why your serutces are needed? How are your sermces meetmg an urgent need? The Santa MOllica AIDS Project was founded last year III response to a .study commIssIOned by the CIty of Santa rwlomca whIch Identified a sIgnIficant need for AIDS-related serVIces to be made avaIlable III the Santa :\Iomca area Most HIV serVIces are concentrated In Hollywood and \Yest Holln\'ood \1..1e prOVide a locallmk to the serV1ces located In other parts of Los Angeles, and a way to bnng those services to Santa MOnIca Accordmg to the Epidellllology Program of the Los Angeles County Department of Health Services, at least 160 Santa i\Iomca reSIdents have dIed of A1DS. and hundreds are hnng wIth AIDS or wIth the HIV V1rus whIch has not yet progressed to the dIsease stage AddItIonally, all reSIdents of the CIty. espeCIally youth. the homeless. and sexually actIve people, need educanon on the preventIOn of ilIV dIsease HDl and AIDS are conSIdered dIsabilitIes under federal law. and the rnamfesta.tlOns of the dIsease. as well as the SIde effects of the common treatmentS for .-\IDS. usually hmlt a person's moblhty and ablhty to functlOn at a level to ,"",hleh they have been accustomed Because of the stIgma attached to tills dIsease and the vanety of ways III whIch it affects people. support groups and mformatlOn-shanng opportumtIes are cntIcal to keepmg people alIve For homelesE people, HI\? may be only one of theIr challenges, but It also mIght be the \Va.y that they get mto a sheltered housmg SItuatIOn \Ve work closely v.;Ith the L A HOUSIng Exchange. whIch prondes housmg referrals to people wIth HIV Careg1vers. lovers. mends, and famIly members also need suppon and aSsIstance CIty reSIdents have questIons about HIV transnnsSlOll Issues. or need to kno\',' when and where to get tested Employers need to kno\1, theIr oblIgatIOns to employees affected by HIV, and even phYSICIans request referrals and aSSIstance III meetIng the needs of theIr patIents 2 Hou.' does Santa Z""fomca grant fundmg slgnt{icantlJ' lmpact thlS target populatwn? Dunng our first year of eXIstence, Santa Moruca grant fundmg has provl.ded approXImately 66% of our annual budget. and has allowed us to leverage federal Ryan \v111te CARE Act fundIng from the County, grant support from the CalIfoffila Commuruty FoundatIon, and aSSIstanCe from other pans of the commuruty . 4 Our small agency provldes a place for support groups to meet, a local phone number for mformatlOn and referral calls, an educatIonal package for soclal serVlce agency staff and chents, and skIlled aSsIstance for people try-mg to access HIV-related servIces For example, we frequently hear from a person who has Just tested pOSItl ve for the HIV VIrus They often do not have health msurance, or they may be afraid of the raImficatlOns of theIr insurance company findmg out theIr HIV' status They need a health evaluatIOn as soon as possIble to begIn an early InterventIOn program whIch wIll keep them healthy and hnng wi th HIV for as long as possIble \Ve help them get an appomtment at the HIV Healthcare Center m \Vest Hollywood, or at a County HOSpItal, and aSSIst them In gettmg transportatIOn to that appoIntment eIther through a voucher or proVlded by a volunteer People who are lemnng the \vorkforce due to HIV dIsabilIty are able to access through our agency a state program that wIll pay theIr COBRA premIums under certaIn CIrcumstances \Ve are currently applYIng for housmg and food vouchers under the federal program called HOUSIng Opponumnes for People WIth l'liDS (HOP\VA) For people v;;ho are dIsabled and often homebound, we pro\'1de a volunteer who can help \\,lth grocery shoppmg, lIght housekeepmg, or just bemg a fnend For famIlIes that are canng for a person who IS Ill, we are able to famIhanze them WIth the Santa ~Iomca commurnty. and we have even been a telephone contact for out-of-town faImhes who want to talk about the COndItIOn of theIr Santa .\Iomca-based loved one Santa :\Iomca fundmg. at least for the present. allows our agency to exl.S t an c! pro\ ide the SeIVi.Ce.s we offer We are cOffinntted to maxInnzIng federal. state. and county fundlllg sources to support the needs of Santa :\Iomca reSIdents 3 ~rhat are the major outcomes and goals of your program? How are these measured and el'aluated? Our first goal IS to ensure that people III Santa :\lornca get the HN- related servIces they need ThIS can be deterrrnned by evaluatmg our UIllts of serVIce as 'Nell as trackmg the requests we have from chents and partlCIpants In the support groups that meet m our office Commumty educatIon IS a major focus of our program DunnO" the >:> next year. we plan to do five or SIX trmnmgs each for Ca) sOClal serv'1ce agenc:- .:;tafT' members. ib. communIty volunteers, (C) clIents of SOCIal .sen.ce agenCIes. Cd) commuruty members III generaL and (e) youth. for a total of 25 to 30 seSSIOns Another goal IS to capture for Santa MOnIca federal. .stat-€, and county resources for AIDS serVlces We partICIpate m the AIDS RegIOnal Board structure. the HIV Planmng Counell structure, and are leaders In the \\'estsIde HIV/A1DS l\etwork .-\5 the only agency ln our area whIch exclu5Ively proVldes HI\! -related serv"lces, we are uruquely able to compete ..nth agenCIes that serve other geographIc areas . . 4 As communLty needs and fundmg change, do you plan to refine or adjust your program? Please descnbe Because we are a small agency. we are Ideally structured to adjust to the changIllg needs of our populatlOn For example, when we started. our program was more focused on educatIOn and preventIOn A.s we have become better known In the commumty, more and more people are tumIng to us to provide practIcal support senn.ces, so we developed our volunteer- based program \Vhen state fundIng for COBRA was assIgned to the CahfomIa ASSOcIatIOn of .-\IDS Agencies for admIDlstratlOll, we were able to secure access to that servIce for Santa Momca resIdents AIDS In Santa Momca IS stIll pnmanly confined to the whIte male populatIon. though there IS a growIng number of Santa Monica women wIth AIDS. and preventIOn actIvItIes must be targetted to youth, women, and people of color As the county epIdenuologlst IdentIfies changes III the popula non. we are ready to respond to theIr changIng needs The Santa l\Iomca A1DS Project IS proud to be a small, commumty- based agency that, unlIke many larger agencIes, IS able to respond to the umque and changIng needs of our neIghbors and mends III need By rel)'1ng on \'olunteers, we are able to maXlIIllze all commumty resources to fight the AIDS nrus. and to help those among us who are hnng 'l,vlth HIV and AIDS - ----- . Wests ide Ecumenical Conference - Meals on Wheels -~--=-=- -I<~ =---=--..."", --- ---------~-------- --~ -----~ -~ R,,:o......!....~~r... R(gabLiPc ~ -~~ , 0,....2""" c-r ~ J ~ -..... -JC<-lr-d ..,)....(rL.E":::: MEALS . L:Jl'rCi""1QiO'''- 9'- t"o,.-"pt::e.- ON --=== WHEELS 0 -i ...0 OF 5 ""~T-\ "10 1\lIC-\ -< ........, . -:, ~ Prc~ r ...':("'j - II.: -, :--c. "v...e51s"c.;? :::":::",,,,~.",--.-..._ -'::::-Tk"L~-. ' , -. -< . - , '.0 ~1 Aprll 12, 1993 . - - "'-..J ! Ms. Julle Johnson Offlce of COQ~Unlty Development 1685 Maln street , Santa Monica, CA 90401-3295 Dear Julle: i . Attached 1S our grant applicatlon for the 1993-1994 fiscal year. I hope the follm,.ring wlll answer your speclf.l.c questlons and give you an ldea of Just how lmportant the city fundlng lS to our progra:-. : l. Ident1fy and discuss your target pOpulatlon and indlcate why your serVlce lS needed? How are your serVlces meetlng an urgent need? Our targe~ populatlon lS the h01.lebound and otherwise dlsabled ln our cC'1~~~U:11 t'.l who have no other provlslons for or means of obta1n.:..ng food. By offer1ng home-delivery of meals, as well as dally soclal contact, we provlde not only the ObVl0US two balanced, nUtr1tlcus li'eals per day, but also a less ObV10Us but equally lJT:portant connectlon to the outs1de world for people who would ot:J.er....lse be totally isolated. We let our cllents know that we care about them, and we help them remaln llvlng ln thelr own homes T,.; 1 th dlgr:1~Y for as long as poss1ble. If our program were not I' '.:here II for them, nany of our cllents would be forced to llV€, and sone<:l:-.es dle, 1n Board-&-Care or Nurslng Homes, instead of ln the secur .:_"~y and far.n llar1 ty of thelr own homes. In add1tion to our Monday through Fr~day meals, we also offer weekend meals, breakfasts, and 11quld nutr~tlon for those who would benef~t froM. ! these serVlces. , , There are two serV1ces ln our co~~unlty currently providlng meals to the homebound: a frozen meals program and Meals on Wheels. The I froze.n meal dellvers of 7 frozen meals ! program a maXlmum once a week and lS only for sen1ors. In addltlon, all the meals are for "general" dlets only. Our program dlffers greatly from th1s 1n that we del1ver two meals every, day, have 13 dlfferent diets avallable (lncludlng those appropr~ate for renal patients and ~ (l ::; ~. 14~~- \' C 0 '':'''1 ;~ "-"'.....p ,.~...c.? .!J.. n<1nh-l ~n:') . ':')11) ?,q,1-L) ~?, j . ::?~ T ?oJ._? :::oc: t:';::- ""~ ~. -- . '0 d1abetlcs), and are avallable to anyone who 1S homebound, regardless of age. Just "touch1ng basel! wlth our cllents daily, advocatlng for them, and referr1.ng them to other appropr1ate serVlces is a valuable serVlce 1.n 1.tself. 2. How does Santa Mon1ca grant fund1.ng signlflcantly Impact this target populatIon. All of the Santa Monica grant fundlng goes to pay a portlon of the director's salary. We will have to ralse $253,622 as a cash match to the C1ty'S $22,891. Hopefully, approximately $169,000 w1ll come , from those clients who can pay for their meals, but the balance (approx. $84(622) wIll have to be raised through events, grants and donatlons. We have been qUl te successful In the past Wl th our fundralslng efforts, because we have been fundraIsing only for the program and for our cllents. It w1.11 be qUlte another matter, however, to fundralse for salarles. Our salarles have been low, and thlS year we are comrn1tted to brlnglng them to at least the beg1nn1ng level for other non-prof1ts In our communlty. ThlS wll1 1ncrease our budget for salarles (and the amount we wlll have to ralse for It) by $11,9~1. 3. Wha~ are the maJor outcomes and goals of your program? How are these measured and evaluated? The goal/outcome of our program 15 to ald homebound and otherwise dIsabled person.s In thelr des lre to remaln In the1.r own homes, Ilvlng lndepe~dently, for as long as possible, by provldlng them w1th IDeals of the h1ghest quallty at an affordable cost. All of our cllents are "low lncornelt, some rece1vlng no Income a:t. all. The most any cllent has to pay lS $4/day ($4.50 beglnnlng In July 1993) for two ~eals, and a slIdIng scale 1S made avallable to all those In need. In the past year alone we spent $30,000 In fInanclal ass1stance for our Santa Mon1ca cl1ents. We monl tor our program by contlnuous and dally evaluations, to ensure that requests for cllent serVlces are met in a t1mely manner. Annually, we also survey our cllents regardlng thelr needs and concerns, to assess whether add1tlonal serVlces may be needed. The needs of our cllents are further assessed and served by our volunteers, who viSlt wlth them dally and lnforn the office staff of any concerns WhlCh are not belng met. In add1t1on, we monitor our cance~ed cllent Ilst wlth regard to reasons for cancellatlon, to lnsure that our goals are belng wet. 4. As co~~un1ty needs and fund1ng change, do you plan to refIne or adJust your program? Demographlcs would lrnply that our cllent base will cont1nue to lncrease as 1.n the past. Our cllents and staff have lncreased over 500% and our fund1ng from the Clty for that same perlod has lncreased 27%. ..- ----- - ---- (' ~ . The true cost of each meal (which lncludes all our expenses) lS $3.40. If the cllent pays the full prlce, we recelve $2.00 for that meal. We must supplement the balance. With an eye on our lncreased expenses we are gOIng to be forced to lncrease our meal charge to the cllents. As of July I, 1993 the cost will go from $4.00 a day for two meals to $4.50 a day. Fi ve years ago we lncreased our costs from $3.75 to $4.00. That created quite a bit of concern amongst our cl1ents. The lncrease, however,' was necessary then and 15 necessary now and 15 consistent with some of our neighborlng Meals on Wheels programs who charge from $4.50 to $5.00 a day, and have been doing so for a couple of years. When our potent1al lncrease was dlscussed at a recent Provider's Meeting several agencies felt that the clients they refer to us m1ght have trouble wlth the higher fee. We did indicate that flnancial asslstance will stl11 be available but that we are really gOlng to have to tighten our belts and Ilnllt the amount of assistance expense to about $2,000 a month. The llrnltation would not be so crltlcal 1f more funds were ava1lable. I am aware of the financial problems of the city, but I feel that thlS program lS a very important and worthwhlle program and that the Clty needs to allocate more funds to It. Sln~erely, ~ L -' "-'- ;1"1 / I" ' i , - , I, r ..-. .t' /.. ., \ _ ,;C~ ..<~L-U.l ~vL-:'i'V.lV /- I ~osemary Regalbuto Dlrector ~ v P.S. I attachlng a copy of our program budget. Please note all the ways we have trled to decrease our expenses. For several years, I have been talklng about the need to lncrease salaries. We are dOlng so thlS year. . , Westside Food Bank WESTS IDE FOOD BANK SUPPLEMENTAL INFORMATION REGARDING IMPACT OF SM GRANT (The follow1ng answers apply to both of the SM-Clty- funded programs of WSFB - "Emergency Food Dlstrlbutlon" and "Food Coordlnator".) 1. Identification of target population and the need for our services: Ou~ target po~ulatlon 1S everyone ln Santa Monlca who has low lDcone and who 1S also In need of food asslstance. In the past year we have p~ovlded, through 20 nember agenclEs, 845,113 Jbs. of food to those In need who reslde lr. Santa Monlca. Durlng 1992, the need for food aSSls~ance at our mer~er food pantrles WhlCh serve San~a ~cnlca, grew 30%. ThlS 15 measured by totallng food aSS1Stance case loads and new food asslstance appllcant5 In gecenber 1991, and co~parlng 1t wlth December, 1992. Durl~g ~he same perlod, our d1s~rlbut1on grew 10%. ~8weve~, wl~~ the beglnnlng of 1993, we have lost 34% 0= O~~ fede~al (FEMA) fundlng for food purchases. Th15 has ~es~~ted In a recent decllne 1n our food dlstrlbutlon. (Ap~l: '931s dlStrlbu~lon was 8% below Apr1l '92.) 2. SM City funding's effect on our services. ~l~hou~ the Cl~Y'S iur.d1ng to WSFB, there would have been 370,000 =ewer meals C1Str1Duted to those In need In Santa !1onlca In 1992. 3. Outcomes and goals of our programs.Q ::; \0 o~~ goals are to prevent hunger (strQ~t-tern and long-tern) ~~ Santa MODlca and to he~p the wh~~e ~od asslstance rretwcrk to work ~ore ef:ectlvely.~: ~ - ::: 1.0 -Ou::- eccnonv of scale allows us to::...obtaln food at the lowes~ ?os~lble unlt cost (27 ceri~s ~ pound, when all our costs are cons1dered) to d1sfrlb~~e to those In need 1n order to: ~ ~ , I 0 Prevent outr1ght hunger and rnalnutrlt~on (more than half of those who recelve our food are ch~ldren) . 0 Stretch fannly budgets to help keep famllles In houslng (we are classlf~ed as a "preventlon of homelessness" agency) . 0 Stretch other agencles' budgets so that they can dlrect more of thelr funds to thelr cllent- enpowerlng serVlces (we charge agencles nothlng) . :::: Support dlrect-serVlce food programs wh~ch often are able get people who start out as food asslstance cller:ts to tle In '''';1 th ether serVlceS that lead ~o;...,'ard 3elf-sufflclency. -Our ?ood Coordlnatlon program helps to faCllltate the en-:'lre faDe aSslstance uetwor-k by: 0 ~\"Orklng -:'ovlard the food-related goals of the Task =or~e on Homelessness. v \~.:J ::-:~l ng toward the goals of the Congresslonal resol~":.lon or: Hunger-Free ConIilun.::.. tles. :::: ~cn~~crlng food aSSls~ance progra~s to work to ellIPlnat.e con,:uslon and redundancy and to enhance eff1:::1ency' f and cllentst return to self-sufflclency. 4 . AdJustment to community needs and funding. 01.:r p:-c.grar: lS abJ..e to nake posltlve ad]ustI'lents to chal'.g:..ng local needs because '..e are a dlStlTIctly San~a ~'1c~.::.ca co IrJTlL:C:;. 1:.\.'- :Jased agency. We are located In Santa M::n.::.~a. 011...- Boa:-d lS ac::.r;fely lnvolved In the local ~- :::::::rl.l~~:i-l ::~/. Our rO.i.e as d;.strlbuto~ t.01 and coordlnato:!:" t:J:-, f.;:Joc ;:;rog:::-ans of a score of Santa Manlea dlrect C':c-"'-",:.r~ ,-.::::. age!l::.LES l<:eeps L:S cruc.:.ally networked. We provlde --~ "' ---- :'requen-: l::te:-a.ge~c~{ a~d cormUll'::" ty forwns, and we stand :-eac::/ t.::: serve Santa !>iOTIlCa lTI caSE of Clty-wlde dlsaster. . Westside Legal Services - General Program QUESTIONS AND ANSWERS Agency: westside Legal services Program: Community Legal services program Period: July 1, 1993 through June 30, 1994 ~ Identifv and discuss your tarqet oopulation(s) and lndicate why your servlces are needed? How are your servlces meet1nq an urqel1t need? The target populat1on of th1S program lS poor resldents of Santa Mon1ca _ ThlS l.ncludes senlors, dlsabled l.ndividuals, homeless famllles and lndlvlduals and other poor men, women and children in need of legal servlces. Each year, nany of these poor Santa Monlca residents requlre legal seLv'" lees 10 order to respond to attempted eVlctlons, address houslng code vlolatlons, prevent homelessness, rece1.ve publlC bene:~ts to WhlCh -they are entltled and to resolve other personal and f~r.anc~al dlfficult1es. The avallablllty of quallty legal asslstance can make an extracrd~na~y dl:ference 1n a personfs life. This 1S perhaps best 1.11ust~ated 1n the area of evict1ons. Defendants who represent ~he~selves In eVlctlon proceed1ngs are rarely able to successfully presen"t. credl-::able defenses such as housing code vlolatlons or retal:.a tory ev lctlon and typlcally reta1.n possession of their hOUS1:--g 5% of the tlme. Tenants w). th attorneys are able to ~a:.r~al, possesslon 0: thelr houslng 1n over 50% of the cases. ~h:s :.s par~lcularly lmpo~tant ln 11ght of surveys from around the nat18~ wh:.ch unlformly show that 30% to 60% of all homelessness d2. rectI y results from eVlctlons and other houslng problems. In su~~a~~zl~g ~~ese studles, Rebecca Hall of the Berkeley Communlty La'", Center bluntly stated, "Eviction is a major cause of homelessness." In summary, Ms. Hall noted that fleviction prever.t1.on lS homeless prevention. If Sl~~larly, fam~lles and 1ndlvlduals who recelve publlC beneflts and a~e unJus~ly cU~ off or otherw~se den:ed support to WhlCh they are en~~~~ed are far ~ore llkely to successfully present thelr case ~lt~ ~he asslstance of a skllled advocate. ~~e Ger,e~al CO~7Un1ty Legal Se~vlces progran prov1des counsel and adv:.ce, orlef servlce and full representat10n to dlsabled, senlor, ho~eless and other poor men, women and chlldren ln our communlty. Serv~ces are offered In several areas, wlth a focus on Houslng, PubllC Beneflts and Immlgratlon. We ~pe to add a Senior C1tlzens CllnlC lr the cO~lng year. Ass1stance l~provided to over 1,000 C~lerts a~nually by staff attorneys, ~ra~rofesslonals, attorney s~pervlsed law studen~s and pro bono~tt~eys. ThlS program is spec::lcally deslgned to provlde ass1atan~ to those who are most In need of help: poor and honeless piopl~ ~ :.- :::> - -..J _ en ::> w , Santa Monlca, along wlth vlrtually every other part of Los Angeles, 15 faclng skyrocketlng poverty and growing hornelessness, WhlCh J.s estlrnated to be lncreaslng by over 15% each year. The provision of legal servlces to thlS vulnerable populatlon mades an enormous dlfference ln the llves of these poor women, men and chlldren. h How does Santa Monlca qrant fundlnq slqniflcantlv lmpact thlS tarqet populatlon? WLS 1S the prlmary provlder of legal services to the target populatlon. The overall budget for the General Comrnunlty Legal $ervlces progran for F1scal Year 1993-4 lS $193,915. Santa Monlca wlll provlde approxlmately 95% of these funds. 3 . What are the malor outcomes and qoals of your proqram? How are these neasured and evaluated? h'LS Wl.ll p~ovlde legal serVlces to 1030 Santa Monlca residents. 'IhlS lncludes: Ccu:1sel a:la ;..dv1ce Landlo::::-d/Tenant 235 Govt. Beneflts 50 othe::::- 80 Brle: S erV' 1 ces Landlord/Tenant 220 Gov"t.. Benef:.ts 145 O-:.rer 80 RepresentatlQl1 Lar,dlord Tenant 55 G~""" Beneflts 20 -v oj' ....... o t:-.er 5 Othe::::- Se:::-v lees Lar.c.lord/'Ienant 70 Govt. Beneflts 30 Other 40 Detalled case records are Il'aln~alned for cllents of WIS. case flles lnclude lnt.ake sheet, cllent data sheet, lnltial J.ntervlew con..,ent sheet, ccnt::::-ac::. for serv lees, case notes, correspondence, pleadlngs and other relevant documents. Stat:lstlcal data lS entered a:1d nalntalnec. on a conputer database and regular reports are generated on caseload, nature of cases, d1SposJ.t~on of cases, cllent de:1ograph1cs and other matters. Quarterly and year end reports are generated for both programs. These reports are revlewed by staff and the Board of D~rectors. Legal staff meet weekly to reVlew open cases, dlSCUSS case progress, analyze program effectiveness and flne tune program operatlons . 4 . As cOMMunlty needs and fundlnq change, do you plan to reflne or adlust your proqram(s)? Please descrlbe. In flscal year 93-94, WLS, along with every other State Bar funded legal servlces progra~, wlll rece1ve a 33% cut 1n state fundlng. WLS will respond to thlS fundlng reductlon by cutting serv1.ces to non-Santa Mon1.ca resldents. Serv1.ces to Santa Monlca resldents vall be unaffected. Addit1.onally, recognlZ1.ng that to better serve the commun1ty, WLS must modify its current structure, WLS 15 proposlng a organizational restructuring that includes the followlng elements: One staff attorney would be upgraded to a Supervlslng Attorney, to oversee the legal work of the agency. Currently there are two staff attorneys and there 1S no supervls1ng attorney. One staf: attorney would be replaced by an Attorney/Pro Bono Coord1.nator, who wll1 supervlse and nanage volunteer attorneys and studen"ts as well as handle cases. This posltlon currently does no~ eXlst. It is being created to respond to the skyrocketlng need for legal serv lces and the reduction ln funding for those ser..r lees. In Ilght of these harsh realltles, WLS must rel.y r.:ore heav1.1y on volu~teer attorneys to ass1.st the staff. ':'hlS staff pe~son wlll allow WLS to effectively utillze volllntee!:"s f rora the Santa Monlca Bar Assoclatlon, area law schoo:::"s as .well as pro bono attorneys from local firms to dra;-;atl::ally a1.;gment WLS's capaclty to serve low lncome people. A~ A~~or!1ey/DoJes~lc Vlolence Clln1.C Coordlnator. The current Clln~c Coordlnator pos1tlon 1.S not an attorney posltlon. Consegc:en"'::ly, all legal work IJ.ust be revlewed by one of our two staff at-::.orneys. Th1.s new pos~~lon will relleve other staff a ::":o~:1e",fS from the responslbllty of hundreds of cases annually. ~he PubllC Beneflts Advocate pos1tlon would be phased out. . Vests ide Legal Services - Domestic Violence Program QUESTIONS AND ANSWERS Agency: westside Legal Services Program: Domestic violence Program Period: July ~, 1993 through June 30, 1994 1...:.. Identlfy and d1.sCUSS your tarqet population(s) and lndicate why your serv1.ces are needed? How are your servlces meetlnq an urqent need? WLS' Domestlc Violence/Fam1.1y Law Program was created ln 1989 ln response to the enornous gap ln legal serv1.ces ava1.lable to vlct1.mS of domestlc v1.olence on the westslde of Los Angeles County. Wh1.1e, ln theory, battered women could seek and obtaln court ordered legal protectlon from thelr abusers, the procedural and bureaucrat1.c realltles made th1.s remedy extremely dlfficult to access. A group of concerned conffiunlty rnenbers, l.ncludlng Judges, the pollee and saclal serVlce agencles worked wlth WLS, an agency w1.th a SOlld 't.rac}: record of provldlng legal serv1.ces to dlsadvantaged residents of the W"estSlde Cormunl ty , to develop a program that provlded effectlve legal aSSlstance to vlctlms of domestlc vlolence. The prcd'...;.ct was ~\TLS I Domestlc Vlolence/Famlly Law Progra~. DO::lestlc vlolence lS the slngle maJor cause of lnJury to women ln t~e Ur:.:ted states, exceed1.ng rape, mugging and auto accldents. AccordJ.::.g to the FBI, 25% of all murders ln the natlon stert from do~es~lc vlolence. 90% of the vIctlms are women. :Lac!: year, ::.here are thousands of vlctims of domestlc v10lence In Santa ~on1ca and en the Westslde of Los Angeles County_ These VlC~l!1S of phys1cal and e:'1otlonal abuse, lnclud1ng pushlng, chok.:ng, slapplng, klck1ng, punching, burnlng, use of weapons, fc:::.-ced sex, as well as shoutlng and threats accompanled by vIolence, after. feel that they are caught ln a whlrlwlnd that they canno::. central. ~hose ~~c reach eu~ for help are usually directed by soclal servlce ar.d law enforcewent agencJ.es to the courts for legal protection fro:- tt:el~ assal::"ants - donestlc partners who, lf unchecked, are llkely to centln~e the abuse. However, the ablllty to successfully --- access t.he legal SYS~~"1 often requlres expertlse that these warneD a::d C~1...:..c.ren do not ~sse'5s but desperately requlre. Thelr need ~_r-,__ :rCj1~-llne assJ..S-tance to ove:::.-come the bureaucratlc and .L'-'_ llngl:1S~lC barrlers l~pre~slng and acute. ~ N ~es~slde Leqal Serv lc;:.eS f-s the ONLY o::-qanlzat1.0n In the area p~ov:.dlnq ~hese serv~es ,...i..free of charqe, to low lncone women, ch1ldren and men. '--' ("\ >- 9" - The cornerstone of the pt'dgram 1S the courthouse based Walk-In Cllnlc. Walk In Cllnlc servlces are au~ented by a staff attorney who provldes ongolng legal counsel. Prlh:ary servlces Include: . 1- intake and case evaluation; 2. completlon of court forms for restra1ning, stay away, residence exclusion, counseling, Ch11d custody, child support and other matters; 3. fillng and servlce lnstructlons; 4. preparatlon for appearances in court; 5. accompanlment, as needed, to court hearings or conclllatlon court proceedings; 6. referrals to law enforcement agencies, shelters for battered women and other community services; 7. evaluatlon and referral for full representation in fa~ily law matters by staff or pro bono attorneys. The proJect malntalns worklng and cordial relations w1th Westslde law enforcenent agencles, court representatives, domestlc vlolence shelter staff and other communlty serVlce agencles. The result lS a cooperatlve and coordlnated response to the needs of domestlc vlolence vlctlms. 2 . H8~ does Santa Monlca arant fundinq slqniflcantly lmpact thlS tarqe~ popula~lon? The overall budget for the Domestlc violence/Fa~11y Law Program IS $181,519. Santa Monica wl11 provide approxloately 25% of ..' funds. Other fundlng for the proJect wlll be secured from ....nese the state Bar of Callforn1a, prIvate foundatlons and lndlvldual dcno~s. Sant.a Honlca fundlng 1S a c:-ucial plece of thiS proJect's budget. 3 y,;hat a~e -cl-::e :1alor outcomes and qoals of your proqram? How are <:hese -,easured a'1d evaluated? The geal of this proJect lS to aSSIst vlctlrns of domestIC vlolence escape from a Ilfe of abuse through the proviSion of free, easIlv accesslble, quality legal and advocacy servIces. Se:-'-.llCeS lnclude cour.sel ar.d adV1ce, asslstance ~n obtainlng pr::J~ect1ve orders and full representation ln fam~ly law matters. :'he proJect. w11l an~ually provlde quallty, free legal and ad'/occ.cy serv~ces to Vlctl:'1S of dones~lc vlolence 11" Santa Monlca. Thls lr.cludes: advlce and counsel to JOO Vlctl:iS of domest.~c vlolence; br~ef servlces, 1nclud1ng asslstance in obtaining restralnlng and related orders, to 200; and reoresentatlon of 50 lndlviduals In family law matters. Detalled case records are :::.alntalned for clients of WLS (Less deta1led records are ma1.ntalned for cllents who merely require advlce and counsel) . Case flIes lnch:de intake sheet, cllent. data sheet, In.ltlal lntervlew corarrent sheet, contract for . serv1ces, case notes, correspondence, pleadings and other relevant documents. 5tatlst1cal data 1S entered and ma1ntalned on a computer database and regular reports are generated on caseload, nature of cases, dlSposltlon of cases, cllent dernographlcs and other matters. Quarterly and year end reports are generated for both programs. These reports are reviewed by staff and the Board of Dlrectors. Legal staff meet weekly to review open cases, discuss case progress, analyze program effect1veness and f1ne tune program operatlons 4. As community needs and fundinq chanqe, do you plan to refIne or adlust your proqran(s)? Please descr1be. Yes. In f1scal year 93-94, WLS, along wlth every other state Bar funded legal servlces program, will recelve a 33% cut l.n state fund~ng. WLS ..nll respond to thls fundl.ng reduction by cutting ser"rlces to non-Santa Monlca resl.dents. Servlces to Santa Monlca resldents wlll be unaffected. Addl.tlonally, recognizlng that to better serve the comrnunlty, WLS must modlfy its current s"tructu:l::"e, WLS lS proposlng a organlzatlonal restructurlng that lncl.udes the :ollow1ng eleme:1ts: One staf: attorney would be upgraded to a Supervlslng Attorney, to oversee the legal work of the agency. Currently there are two star:: attorneys and there 1S no supervIsing attorney. One s"':.af: at~orney would be replaced by an Attorney/Pro Bono Coord1natcr, .who vall superv lse and manage volunteer attorneys ar.d st:.;.dents as well as handle cases. ThlS posltlon currently does ~~- eXlst. It ~s belng created to respond to the . ~....... ~ skyrocket1"g need for legal servlces and the reduct10n ln fundlng -Fr"\....... ~hose ser..rlces. In llght of these harsh realltles, WLS must ~~- rely r:ore heavlly on volunteer attorneys to aSslst the staff. ':'hlS s~af: person wlll allo..... WLS to effectlvely utillze volun~eers frorl the Santa Monlca Bar ASsoclat~on, area law schools as well as pro bono attorneys from local f 1 nus to draI'1.atlcally au~ent WLS1s capaCIty to serve low lncorne people. An A~tor~ey/Do~est1c Vlolence Clln1c Coordlnator would reI='lace t~e current CllnlC Ccord1nator WhlCh lS not an attorney pos1tlon. Cu~~ertl::rT , all legal work must be revlewed by one of our t."yO staff attorneys. ThlS new posltlon wlll relleve other staff attc::::-neys from the responslbllty of hundreds of cases annually. The PubllC Benefl~s Advocate pos1tlon would be phased out.