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Home My WebLink About2023-03-16 Human Relations Commission Agenda PacketHUMAN RELATIONS COMMISSION Special Meeting Thursday, March 16, 2023 Council Chambers & Hybrid 6:00 PM Pursuant to AB 361 Palo Alto City Council meetings will be held as “hybrid” meetings with the option to attend by teleconference/video conference or in person. To maximize public safety while still maintaining transparency and public access, members of the public can choose to participate from home or attend in person. Information on how the public may observe and participate in the meeting is located at the end of the agenda. Masks are strongly encouraged if attending in person. The meeting will be broadcast on Cable TV Channel 26, live on YouTube https://www.youtube.com/c/cityofpaloalto, and streamed to Midpen Media Center https://midpenmedia.org. Commissioner names, biographies, and archived agendas and reports are available at https://www.cityofpaloalto.org/City‐Hall/Boards‐Commissions/Human‐ Relations‐Commission. VIRTUAL PARTICIPATION CLICK HERE TO JOIN (https://cityofpaloalto.zoom.us/j/91994548701) Meeting ID: 919 9454 8701 Phone: 1(669)900‐6833 PUBLIC COMMENTS Public comments will be accepted both in person and via Zoom for up to three minutes or an amount of time determined by the Chair. All requests to speak will be taken until 5 minutes after the staff’s presentation. Written public comments can be submitted in advance to HRC@cityofpaloalto.org and will be provided to the Council and available for inspection on the City’s website. Please clearly indicate which agenda item you are referencing in your subject line. PowerPoints, videos, or other media to be presented during public comment are accepted only by email to HRC@cityofpaloalto.org at least 24 hours prior to the meeting. Once received, the Clerk will have them shared at public comment for the specified item. To uphold strong cybersecurity management practices, USB’s or other physical electronic storage devices are not accepted. CALL TO ORDER AND ROLL CALL PUBLIC COMMENT Members of the public may speak to any item NOT on the agenda. AGENDA CHANGES, ADDITIONS AND DELETIONS The Chair or Commission majority may modify the agenda order to improve meeting management. APPROVAL OF MINUTES 1.February 9, 2023 Draft Minutes BUSINESS ITEMS 2.Recommendation from reviewers to the HRC for Human Services Resource Allocation Process (HSRAP) Funding for Fiscal Years 2024‐2025. ‐ Smith and Kraus ‐ Action (90 minutes) a. Questions from the Commission to the Reviewers and Staff b. Oral Communications c. Discussion and consideration of Reviewer’s recommendations d. HRC recommendations to the Finance Committee 3.Discussion of outreach phase of Council Referral to research the lived experience of Asian Americans, Native Hawaiians, and Pacific Islanders (AANHPI). – Navichoque ‐ Discussion (20 minutes) CITY OFFICIAL REPORTS Members of the public may not speak to the item(s) Commissioner Reports Council Liaison Report Staff Liaison Report COMMISSIONER QUESTIONS, COMMENTS, ANNOUNCEMENTS OR FUTURE MEETINGS AND AGENDAS Members of the public may not speak to the item(s) ADJOURNMENT PUBLIC DOCUMENTS Public Comments PUBLIC COMMENT INSTRUCTIONS Members of the Public may provide public comments to teleconference meetings via email, teleconference, or by phone. 1. Written public comments may be submitted by email to hrc@cityofpaloalto.org. 2. Spoken public comments using a computer will be accepted through the teleconference meeting. To address the Council, click on the link below to access a Zoom‐ based meeting. Please read the following instructions carefully. You may download the Zoom client or connect to the meeting in‐ browser. If using your browser, make sure you are using a current, up‐to‐date browser: Chrome 30 , Firefox 27 , Microsoft Edge 12 , Safari 7 . Certain functionality may be disabled in older browsers including Internet Explorer. You may be asked to enter an email address and name. We request that you identify yourself by name as this will be visible online and will be used to notify you that it is your turn to speak. When you wish to speak on an Agenda Item, click on “raise hand.” The Clerk will activate and unmute speakers in turn. Speakers will be notified shortly before they are called to speak. When called, please limit your remarks to the time limit allotted. A timer will be shown on the computer to help keep track of your comments. 3. Spoken public comments using a smart phone will be accepted through the teleconference meeting. To address the Council, download the Zoom application onto your phone from the Apple App Store or Google Play Store and enter the Meeting ID below. Please follow the instructions B‐E above. 4. Spoken public comments using a phone use the telephone number listed below. When you wish to speak on an agenda item hit *9 on your phone so we know that you wish to speak. You will be asked to provide your first and last name before addressing the Council. You will be advised how long you have to speak. When called please limit your remarks to the agenda item and time limit allotted. CLICK HERE TO JOIN Meeting ID: 919 9454 8701 Phone:1‐669‐900‐6833 Americans with Disability Act (ADA) It is the policy of the City of Palo Alto to offer its public programs, services and meetings in a manner that is readily accessible to all. Persons with disabilities who require materials in an appropriate alternative format or who require auxiliary aids to access City meetings, programs, or services may contact the City’s ADA Coordinator at (650) 329‐2550 (voice) or by emailing ada@cityofpaloalto.org. Requests for assistance or accommodations must be submitted at least 24 hours in advance of the meeting, program, or service. HUMAN RELATIONS COMMISSIONSpecial MeetingThursday, March 16, 2023Council Chambers & Hybrid6:00 PMPursuant to AB 361 Palo Alto City Council meetings will be held as “hybrid” meetings with theoption to attend by teleconference/video conference or in person. To maximize public safetywhile still maintaining transparency and public access, members of the public can choose toparticipate from home or attend in person. Information on how the public may observe andparticipate in the meeting is located at the end of the agenda. Masks are strongly encouraged ifattending in person. The meeting will be broadcast on Cable TV Channel 26, live onYouTube https://www.youtube.com/c/cityofpaloalto, and streamed to Midpen MediaCenter https://midpenmedia.org. Commissioner names, biographies, and archived agendas andreports are available at https://www.cityofpaloalto.org/City‐Hall/Boards‐Commissions/Human‐Relations‐Commission. VIRTUAL PARTICIPATION CLICK HERE TO JOIN (https://cityofpaloalto.zoom.us/j/91994548701)Meeting ID: 919 9454 8701 Phone: 1(669)900‐6833PUBLIC COMMENTSPublic comments will be accepted both in person and via Zoom for up to three minutes or anamount of time determined by the Chair. All requests to speak will be taken until 5 minutesafter the staff’s presentation. Written public comments can be submitted in advance toHRC@cityofpaloalto.org and will be provided to the Council and available for inspection on theCity’s website. Please clearly indicate which agenda item you are referencing in your subjectline. PowerPoints, videos, or other media to be presented during public comment are accepted only by email to HRC@cityofpaloalto.org at least 24 hours prior to the meeting. Once received, the Clerk will have them shared at public comment for the specified item. To uphold strong cybersecurity management practices, USB’s or other physical electronic storage devices are not accepted. CALL TO ORDER AND ROLL CALL PUBLIC COMMENT Members of the public may speak to any item NOT on the agenda. AGENDA CHANGES, ADDITIONS AND DELETIONS The Chair or Commission majority may modify the agenda order to improve meeting management. APPROVAL OF MINUTES 1.February 9, 2023 Draft Minutes BUSINESS ITEMS 2.Recommendation from reviewers to the HRC for Human Services Resource Allocation Process (HSRAP) Funding for Fiscal Years 2024‐2025. ‐ Smith and Kraus ‐ Action (90 minutes) a. Questions from the Commission to the Reviewers and Staff b. Oral Communications c. Discussion and consideration of Reviewer’s recommendations d. HRC recommendations to the Finance Committee 3.Discussion of outreach phase of Council Referral to research the lived experience of Asian Americans, Native Hawaiians, and Pacific Islanders (AANHPI). – Navichoque ‐ Discussion (20 minutes) CITY OFFICIAL REPORTS Members of the public may not speak to the item(s) Commissioner Reports Council Liaison Report Staff Liaison Report COMMISSIONER QUESTIONS, COMMENTS, ANNOUNCEMENTS OR FUTURE MEETINGS AND AGENDAS Members of the public may not speak to the item(s) ADJOURNMENT PUBLIC DOCUMENTS Public Comments PUBLIC COMMENT INSTRUCTIONS Members of the Public may provide public comments to teleconference meetings via email, teleconference, or by phone. 1. Written public comments may be submitted by email to hrc@cityofpaloalto.org. 2. Spoken public comments using a computer will be accepted through the teleconference meeting. To address the Council, click on the link below to access a Zoom‐ based meeting. Please read the following instructions carefully. You may download the Zoom client or connect to the meeting in‐ browser. If using your browser, make sure you are using a current, up‐to‐date browser: Chrome 30 , Firefox 27 , Microsoft Edge 12 , Safari 7 . Certain functionality may be disabled in older browsers including Internet Explorer. You may be asked to enter an email address and name. We request that you identify yourself by name as this will be visible online and will be used to notify you that it is your turn to speak. When you wish to speak on an Agenda Item, click on “raise hand.” The Clerk will activate and unmute speakers in turn. Speakers will be notified shortly before they are called to speak. When called, please limit your remarks to the time limit allotted. A timer will be shown on the computer to help keep track of your comments. 3. Spoken public comments using a smart phone will be accepted through the teleconference meeting. To address the Council, download the Zoom application onto your phone from the Apple App Store or Google Play Store and enter the Meeting ID below. Please follow the instructions B‐E above. 4. Spoken public comments using a phone use the telephone number listed below. When you wish to speak on an agenda item hit *9 on your phone so we know that you wish to speak. You will be asked to provide your first and last name before addressing the Council. You will be advised how long you have to speak. When called please limit your remarks to the agenda item and time limit allotted. CLICK HERE TO JOIN Meeting ID: 919 9454 8701 Phone:1‐669‐900‐6833 Americans with Disability Act (ADA) It is the policy of the City of Palo Alto to offer its public programs, services and meetings in a manner that is readily accessible to all. Persons with disabilities who require materials in an appropriate alternative format or who require auxiliary aids to access City meetings, programs, or services may contact the City’s ADA Coordinator at (650) 329‐2550 (voice) or by emailing ada@cityofpaloalto.org. Requests for assistance or accommodations must be submitted at least 24 hours in advance of the meeting, program, or service. HUMAN RELATIONS COMMISSIONSpecial MeetingThursday, March 16, 2023Council Chambers & Hybrid6:00 PMPursuant to AB 361 Palo Alto City Council meetings will be held as “hybrid” meetings with theoption to attend by teleconference/video conference or in person. To maximize public safetywhile still maintaining transparency and public access, members of the public can choose toparticipate from home or attend in person. Information on how the public may observe andparticipate in the meeting is located at the end of the agenda. Masks are strongly encouraged ifattending in person. The meeting will be broadcast on Cable TV Channel 26, live onYouTube https://www.youtube.com/c/cityofpaloalto, and streamed to Midpen MediaCenter https://midpenmedia.org. Commissioner names, biographies, and archived agendas andreports are available at https://www.cityofpaloalto.org/City‐Hall/Boards‐Commissions/Human‐Relations‐Commission. VIRTUAL PARTICIPATION CLICK HERE TO JOIN (https://cityofpaloalto.zoom.us/j/91994548701)Meeting ID: 919 9454 8701 Phone: 1(669)900‐6833PUBLIC COMMENTSPublic comments will be accepted both in person and via Zoom for up to three minutes or anamount of time determined by the Chair. All requests to speak will be taken until 5 minutesafter the staff’s presentation. Written public comments can be submitted in advance toHRC@cityofpaloalto.org and will be provided to the Council and available for inspection on theCity’s website. Please clearly indicate which agenda item you are referencing in your subjectline.PowerPoints, videos, or other media to be presented during public comment are accepted onlyby email to HRC@cityofpaloalto.org at least 24 hours prior to the meeting. Once received, the Clerk will have them shared at public comment for the specified item. To uphold strongcybersecurity management practices, USB’s or other physical electronic storage devices are notaccepted.CALL TO ORDER AND ROLL CALLPUBLIC COMMENT Members of the public may speak to any item NOT on the agenda.AGENDA CHANGES, ADDITIONS AND DELETIONSThe Chair or Commission majority may modify the agenda order to improve meeting management.APPROVAL OF MINUTES1.February 9, 2023 Draft MinutesBUSINESS ITEMS2.Recommendation from reviewers to the HRC for Human Services Resource AllocationProcess (HSRAP) Funding for Fiscal Years 2024‐2025. ‐ Smith and Kraus ‐ Action (90minutes)a. Questions from the Commission to the Reviewers and Staffb. Oral Communicationsc. Discussion and consideration of Reviewer’s recommendationsd. HRC recommendations to the Finance Committee3.Discussion of outreach phase of Council Referral to research the lived experience ofAsian Americans, Native Hawaiians, and Pacific Islanders (AANHPI). – Navichoque ‐Discussion (20 minutes)CITY OFFICIAL REPORTSMembers of the public may not speak to the item(s)Commissioner ReportsCouncil Liaison ReportStaff Liaison ReportCOMMISSIONER QUESTIONS, COMMENTS, ANNOUNCEMENTS OR FUTURE MEETINGS ANDAGENDASMembers of the public may not speak to the item(s)ADJOURNMENTPUBLIC DOCUMENTS Public Comments PUBLIC COMMENT INSTRUCTIONS Members of the Public may provide public comments to teleconference meetings via email, teleconference, or by phone. 1. Written public comments may be submitted by email to hrc@cityofpaloalto.org. 2. Spoken public comments using a computer will be accepted through the teleconference meeting. To address the Council, click on the link below to access a Zoom‐ based meeting. Please read the following instructions carefully. You may download the Zoom client or connect to the meeting in‐ browser. If using your browser, make sure you are using a current, up‐to‐date browser: Chrome 30 , Firefox 27 , Microsoft Edge 12 , Safari 7 . Certain functionality may be disabled in older browsers including Internet Explorer. You may be asked to enter an email address and name. We request that you identify yourself by name as this will be visible online and will be used to notify you that it is your turn to speak. When you wish to speak on an Agenda Item, click on “raise hand.” The Clerk will activate and unmute speakers in turn. Speakers will be notified shortly before they are called to speak. When called, please limit your remarks to the time limit allotted. A timer will be shown on the computer to help keep track of your comments. 3. Spoken public comments using a smart phone will be accepted through the teleconference meeting. To address the Council, download the Zoom application onto your phone from the Apple App Store or Google Play Store and enter the Meeting ID below. Please follow the instructions B‐E above. 4. Spoken public comments using a phone use the telephone number listed below. When you wish to speak on an agenda item hit *9 on your phone so we know that you wish to speak. You will be asked to provide your first and last name before addressing the Council. You will be advised how long you have to speak. When called please limit your remarks to the agenda item and time limit allotted. CLICK HERE TO JOIN Meeting ID: 919 9454 8701 Phone:1‐669‐900‐6833 Americans with Disability Act (ADA) It is the policy of the City of Palo Alto to offer its public programs, services and meetings in a manner that is readily accessible to all. Persons with disabilities who require materials in an appropriate alternative format or who require auxiliary aids to access City meetings, programs, or services may contact the City’s ADA Coordinator at (650) 329‐2550 (voice) or by emailing ada@cityofpaloalto.org. Requests for assistance or accommodations must be submitted at least 24 hours in advance of the meeting, program, or service. HUMAN RELATIONS COMMISSIONSpecial MeetingThursday, March 16, 2023Council Chambers & Hybrid6:00 PMPursuant to AB 361 Palo Alto City Council meetings will be held as “hybrid” meetings with theoption to attend by teleconference/video conference or in person. To maximize public safetywhile still maintaining transparency and public access, members of the public can choose toparticipate from home or attend in person. Information on how the public may observe andparticipate in the meeting is located at the end of the agenda. Masks are strongly encouraged ifattending in person. The meeting will be broadcast on Cable TV Channel 26, live onYouTube https://www.youtube.com/c/cityofpaloalto, and streamed to Midpen MediaCenter https://midpenmedia.org. Commissioner names, biographies, and archived agendas andreports are available at https://www.cityofpaloalto.org/City‐Hall/Boards‐Commissions/Human‐Relations‐Commission. VIRTUAL PARTICIPATION CLICK HERE TO JOIN (https://cityofpaloalto.zoom.us/j/91994548701)Meeting ID: 919 9454 8701 Phone: 1(669)900‐6833PUBLIC COMMENTSPublic comments will be accepted both in person and via Zoom for up to three minutes or anamount of time determined by the Chair. All requests to speak will be taken until 5 minutesafter the staff’s presentation. Written public comments can be submitted in advance toHRC@cityofpaloalto.org and will be provided to the Council and available for inspection on theCity’s website. Please clearly indicate which agenda item you are referencing in your subjectline.PowerPoints, videos, or other media to be presented during public comment are accepted onlyby email to HRC@cityofpaloalto.org at least 24 hours prior to the meeting. Once received, the Clerk will have them shared at public comment for the specified item. To uphold strongcybersecurity management practices, USB’s or other physical electronic storage devices are notaccepted.CALL TO ORDER AND ROLL CALLPUBLIC COMMENT Members of the public may speak to any item NOT on the agenda.AGENDA CHANGES, ADDITIONS AND DELETIONSThe Chair or Commission majority may modify the agenda order to improve meeting management.APPROVAL OF MINUTES1.February 9, 2023 Draft MinutesBUSINESS ITEMS2.Recommendation from reviewers to the HRC for Human Services Resource AllocationProcess (HSRAP) Funding for Fiscal Years 2024‐2025. ‐ Smith and Kraus ‐ Action (90minutes)a. Questions from the Commission to the Reviewers and Staffb. Oral Communicationsc. Discussion and consideration of Reviewer’s recommendationsd. HRC recommendations to the Finance Committee3.Discussion of outreach phase of Council Referral to research the lived experience ofAsian Americans, Native Hawaiians, and Pacific Islanders (AANHPI). – Navichoque ‐Discussion (20 minutes)CITY OFFICIAL REPORTSMembers of the public may not speak to the item(s)Commissioner ReportsCouncil Liaison ReportStaff Liaison ReportCOMMISSIONER QUESTIONS, COMMENTS, ANNOUNCEMENTS OR FUTURE MEETINGS ANDAGENDASMembers of the public may not speak to the item(s)ADJOURNMENTPUBLIC DOCUMENTS Public Comments PUBLIC COMMENT INSTRUCTIONS Members of the Public may provide public comments to teleconference meetings via email, teleconference, or by phone. 1. Written public comments may be submitted by email to hrc@cityofpaloalto.org. 2. Spoken public comments using a computer will be accepted through the teleconference meeting. To address the Council, click on the link below to access a Zoom‐ based meeting. Please read the following instructions carefully. You may download the Zoom client or connect to the meeting in‐ browser. If using your browser, make sure you are using a current, up‐to‐date browser: Chrome 30 , Firefox 27 , Microsoft Edge 12 , Safari 7 . Certain functionality may be disabled in older browsers including Internet Explorer. You may be asked to enter an email address and name. We request that you identify yourself by name as this will be visible online and will be used to notify you that it is your turn to speak. When you wish to speak on an Agenda Item, click on “raise hand.” The Clerk will activate and unmute speakers in turn. Speakers will be notified shortly before they are called to speak. When called, please limit your remarks to the time limit allotted. A timer will be shown on the computer to help keep track of your comments. 3. Spoken public comments using a smart phone will be accepted through the teleconference meeting. To address the Council, download the Zoom application onto your phone from the Apple App Store or Google Play Store and enter the Meeting ID below. Please follow the instructions B‐E above. 4. Spoken public comments using a phone use the telephone number listed below. When you wish to speak on an agenda item hit *9 on your phone so we know that you wish to speak. You will be asked to provide your first and last name before addressing the Council. You will be advised how long you have to speak. When called please limit your remarks to the agenda item and time limit allotted. CLICK HERE TO JOIN Meeting ID: 919 9454 8701 Phone:1‐669‐900‐6833 Americans with Disability Act (ADA) It is the policy of the City of Palo Alto to offer its public programs, services and meetings in a manner that is readily accessible to all. Persons with disabilities who require materials in an appropriate alternative format or who require auxiliary aids to access City meetings, programs, or services may contact the City’s ADA Coordinator at (650) 329‐2550 (voice) or by emailing ada@cityofpaloalto.org. Requests for assistance or accommodations must be submitted at least 24 hours in advance of the meeting, program, or service. ADA. The City of Palo Alto does not discriminate against individuals with disabilities. To request accommodations, auxiliary aids or services to access City facilities, services or programs, to participate at public meetings, or to learn about the City's compliance with the Americans with Disabilities Act (ADA) of 1990, may contact 650-329-2550 (voice), or e-mail ada@cityofpaloalto.org . This agenda is posted in accordance with government code section 54954.2(a) or section 54956. Members of the public are welcome to attend this public meeting. DRAFT HUMAN RELATIONS COMMISSION ACTION MINUTES Thursday, February 9, 2023 6:00 PM Commissioners Present: Eberle, Kraus, Navichoque, Savage, Smith Staff: Minka Van Der Zwaag, Alayna Cruz I. ROLL CALL II. BUSINESS 1) Adoption of a Resolution Authorizing Use of Teleconferencing for Human Relations Commission Meeting During Covid-19 State of Emergency. MOTION: Vice Chair Eberle moved, seconded by Commissioner Savage, to Adopt a Resolution authoring the use of teleconferencing under Government Code Section 54953 (e) for the meeting of the Human Relations Commission and its subcommittees due to the Covid- 19 declared state of emergency. MOTION PASSED: 5-0 III. AGENDA CHANGES, REQUESTS, DELETIONS Moment of silence in honor of Melissa Baten Caswell. IV. APPROVAL OF MINUTES 2) January 12, 2023 MOTION: Commissioner Kraus moved, seconded by Vice Chair Eberle, to approve the minutes of January 12, 2023. MOTION PASSED: 3-0-2 V. BUSINESS 3. Election of Human Relations Chair and Vice Chair. - Staff - Action NOMINATIONS: Vice Chair Eberle nominated Commissioner Smith for the Chair for a term ending January 2024 Commissioner Savage nominated Commissioner Kraus for the Chair for a term ending January 2024 NOMINATION FOR COMMISSIONER SMITH PASSED: 3-2 NOMINATION FOR COMMISSIONER KRAUS FAILED: 2-3 1 Packet Pg. 5 ADA. The City of Palo Alto does not discriminate against individuals with disabilities. To request accommodations, auxiliary aids or services to access City facilities, services or programs, to participate at public meetings, or to learn about the City's compliance with the Americans with Disabilities Act (ADA) of 1990, may contact 650-329-2550 (voice), or e-mail ada@cityofpaloalto.org . This agenda is posted in accordance with government code section 54954.2(a) or section 54956. Members of the public are welcome to attend this public meeting. NOMINATIONS: Chair Smith nominated Commissioner Eberle for the Vice Chair for a term ending January 2024 Commissioner Savage nominated Commissioner Kraus for the Vice Chair for a term ending January 2024 NOMINATION FOR COMMISSIONER EBERLE PASSED: 3-2 NOMINATION FOR COMMISSIONER KRAUS FAILED: 2-3 4) Review and Recommend Funding Allocations for Fiscal Year 2023-24 Community Development Block Grant and Recommend Council Approval of the Draft Fiscal Year 2023- 24 Annual Action Plan. - Staff, Eberle and Navichoque - Discussion MOTION: Chair Smith moved, seconded by Vice Chair, that the HRC recommends City Council approve the Draft Fiscal Year 2023-2024 Annual Action Plan (Attachment C) and accepts the HRC sub-committee’s recommendation on the contingency plan for funding. VOTE: 4-1 5) Discussion of recommendations made by the ad-hoc sub-committee in response to the City Council referral to the Commission on ways to improve implementation of current City renter protections. - Eberle and Kraus - Action MOTION: Chair Smith moved, seconded by Vice Chair Eberle, to recommend for Council to direct staff to work with PAMP and Project Sentinel to increase community outreach regarding the availability of the non-binding Palo Alto Mediation Program. Although the program is highly effective for landlord/tenant dispute resolution, it could benefit from greater community awareness. VOTE: 5-0 MOTION: Chair Smith moves, seconded by Commission Kraus, to recommend Council to direct staff to explore ways to ensure that all rental agreements issued to renters in the City of Palo Alto include the City’s Mandatory Response Clause. VOTE: 5-0 MOTION: Chair Smith moves, seconded by Commissioner Kraus, to recommend that Council authorizes that the proposed Rental Survey Program move aggressively forward with the necessary funding and staffing. VOTE: 5-0 MOTION: Chair Smith moves, seconded by Commissioner Kraus, to recommend Council to direct staff to expand outreach and consider penalties for landlords who fail to register all their properties. These penalties can be affected by an amendment of the City’s Mandatory Response Clause ordinance or as part of the new Rental Survey Program. VOTE: 3-2 1 Packet Pg. 6 ADA. The City of Palo Alto does not discriminate against individuals with disabilities. To request accommodations, auxiliary aids or services to access City facilities, services or programs, to participate at public meetings, or to learn about the City's compliance with the Americans with Disabilities Act (ADA) of 1990, may contact 650-329-2550 (voice), or e-mail ada@cityofpaloalto.org . This agenda is posted in accordance with government code section 54954.2(a) or section 54956. Members of the public are welcome to attend this public meeting. MOTION: Commissioner Kraus, seconded by Commissioner Savage, recommends Council to patch the gaps left by California State law AB1482: 1) Cover renters who have lived in their units less than one year in regards to eviction protections and rent increases; 2) Include eviction protection to units that are single-family homes not owned by a corporation. VOTE: 5-0 MOTION: Commissioner Kraus moves, seconded by Vice Chair Eberle, to recommend Council to expand the City-wide relocation assistance to multi-unit buildings with less than 10 units, not owned by corporations. Not including duplexes where one unit is owner occupied. VOTE: 4-1 MOTION: Vice Chair Smith moves, seconded by Commission Kraus, to recommend that Council proceed with a Fair Chance Ordinance. The HRC agrees with the PTC in limiting landlords’ ability to inquire about an applicant’s criminal history and the development of a Fair Chance Ordinance. Two cities have passed such over the past two years – Berkeley and Oakland; are considered ‘best practice ordinances.’ No one has taken leadership in Santa Clara County. VOTE: 5-0 MOTION: Chair Smith moves, seconded by Commissioner Kraus, to recommend that Council considers the implementation of a ‘Proactive Rental Inspection Programs.’ These are powerful renter protection tools, and are being explored by neighboring jurisdictions. The proactive rental inspection program would mean that inspectors were routinely visiting the entire rental housing inventory to make sure that the units were safe and legal for all residents whether they are market rate tenants, seniors or disabled. VOTE: 5-0 6) Discussion of outreach phase of Council Referral to research the lived experience of Asian Americans, Native Hawaiians, and Pacific Islanders (AANHPI). – Navichoque - Action NO ACTION TAKEN 7) Discussion on upcoming Human Relations Commission Retreat. - Chair - Discussion NO ACTION TAKEN VI. REPORTS FROM OFFICIALS VII. TENTATIVE AGENDA FOR NEXT REGULAR MEETING VIII. ADJOURNMENT The meeting adjourned at 9:12 p.m. 1 Packet Pg. 7 Community Services Department STAFF REPORT TO: Human Relations Commission FROM: Minka van der Zwaag, Manager Office of Human Services DATE: March 10, 2023 SUBJECT: Human Services Resource Allocation Process (HSRAP) Contract Recommendation for Fiscal Years 2024-25 Executive Summary: This report transmits the proposed Human Services Resource Allocation Process (HSRAP) funding recommendations for Fiscal Years 2024-25 (Attachment A) made by the HSRAP reviewers. The HSRAP Priority of Needs for Fiscal Year 2024-25 (Attachment B), the proposal summaries (Attachment C), and Proposal Evaluation Criteria (Attachment D) are also included in this packet. This funding recommendation will provide $622,376 to 22 organizations for Fiscal Year 2024 with an option to renew for Fiscal Year 2025. Action at this meeting: The HSRAP Review Committee (Reviewers) is forwarding the following recommendations to the Human Relations Commission (HRC) for consideration and action: 1) Recommend the Fiscal Year 2024-25 HSRAP funding recommendations (Attachment A) in the amount of $622,376 to 22 organizations be forwarded for consideration and approval by the Finance Committee. Background: HSRAP is the established mechanism by which the city solicits, reviews, and allocates general fund dollars to human service organizations in the community. One of the first steps in the process is to establish the Priority of Needs (i.e allowable funding categories) for each funding period. The City’s Human Relations Commission (HRC) does so by identifying human services needs through information provided by the community at the HRC’s monthly meetings and from the findings of a biennial Needs Assessments conducted in advance of every HSRAP application period. The FY2024-25 Priority of Needs was established by the HRC at its October 13, 2022, meeting (Attachment B). 2 Packet Pg. 8 A review of the HSRAP application and review process was also conducted in the fall of 2022. Current grantees and other interested human services organizations in the community were invited by Human Services staff and members of the HRC to give feedback on the application and submission process. This feedback was instrumental in the work done to re-tool the application and application process. Please see link to the HSRAP website for more information on the application, submission and review process. https://www.cityofpaloalto.org/Departments/Community-Services/Human-Services/HSRAP Report from the HSRAP Reviewers The HSRAP Reviewers were composed of HRC Chair Kaloma Smith, Commissioner Michelle Kraus and community member Nana Chancellor. Twenty-five applications were received from twenty- four organizations, the largest number of applicants ever received for this program. The Reviewers met three times to carefully review and analyze the merits of the funding requests submitted and have provided recommended allocations based on the established evaluation criteria. The proposed budget for FY2024 is $622,376. The total amount of funding requested was $1,158,009 leaving the Reviewers unable to fund $535,633 in requests. The numbers of applications and the amount of funding available was challenging for the Reviewers. The Reviewers wish to thank all the applicants for submitting a proposal and for their dedication in providing highly valuable and critical services to the citizens of Palo Alto. The recommended allocations are now presented to the full HRC for its review and approval. Once approved, the recommendations will then be forwarded to the Finance Committee of the City Council for consideration and approval. Funding Recommendation: The following organizations submitted well-crafted applications that aligned closely with the Priority of Needs and evaluation criteria. They are current HSRAP grantees and are recommended for 85% of their FY23 allocation or FY24 funding request, whichever was lower. • AbiltyPath • Adolescent Counseling Services – Outlet Program • Alta Housing • Counseling & Support Services for Youth (CASSY) • Dream Catchers • Kara • La Comida • LifeMoves • Ravenwood Family Health Center • Senior Adult Legal Services (SALA) • Vista Center for the Blind and Visually Impaired • Youth Community Services The following organizations are current HSRAP grantees and are being recommended for increased funding for a requested new program and/or expansion of a current program to reach a vulnerable population. 2 Packet Pg. 9 • Downtown Streets Team • Karat School Project • Peninsula Healthcare Connections • The Health Trust The following organizations are not currently receiving HSRAP Funding. Reviewers felt that they submitted well-crafted applications that were aligned with the Priority of Needs and evaluations criteria and proposed a program and/or service that the Reviewers felt would meet a critical need in the community: • Children’s Health Council • Heart & Home Collaborative • Palo Alto Renters Association • PARCA • YMCA Palo Alto • WeHOPE The following organizations were not recommended for a funding allocation: • Ada’s Café –Despite the contributions of Ada's Cafe to its employees and local community, the Reviewers felt there was an imbalance between the amount of funding requested and the number of employees who would benefit. • Adolescent Counseling Services – Adolescent Substance Abuse Treatment program - (ASAT) – While the Reviewers felt that the organization proposed a valuable program, they could not demonstrate a significant number of Palo Alto residents that had participated in the past year or a specific plan on increasing outreach. Please note that ACS’s other program, Outlet, did receive funding as the individuals to be served was clearly verified by previous service reports submitted to the city. • Blossom Birth – The Review Committee acknowledges the value of the programs and services provided by the organization but felt that their application did not meet the criteria of special needs as defined on the Priority of Needs. Agencies being recommended for funding: The following agencies are recommended for HSRAP funding in Fiscal Years 2024-2025: 1. AbilityPath provides support services to people with special needs such as day center support services, early intervention for children with special needs, childcare for developmentally delayed children, employment services, a creative recreation program, among other services. 2. Adolescent Counseling Services provides mental health counseling and substance abuse treatment programs for youth. In addition, the Outlet Program provides support groups, counseling, Gay Straight Alliance (GSA) support and LGBTQ+ sensitivity training services/consultations for staff and students in Palo Alto Unified School District secondary schools. 3. Alta Housing provides programs for youth and families who live at Alta housing sites. These programs include an afterschool enrichment program for youth, summer programs including an entrepreneurial program for middle school 2 Packet Pg. 10 students and a digital leader’s intern program for high school students, and Family Literacy and Financial Resiliency Programs. 4. Children’s Health Council provides programs and services to address mental health and learning difference for children, teens and young adults. 5. Counseling and Support Services for Youth (CASSY) provides counseling services to students and families at Palo Alto Unified School Districts’ high schools. 6. Downtown Streets Team, Inc. provides job training, leadership skills development, peer to peer outreach efforts, case management and job opportunities for homeless individuals. 7. DreamCatchers provides free individualized mentoring, academic, and social emotional support to socioeconomically disadvantaged middle school students and their families. 8. Heart & Home Collaborative operates a seasonal shelter for unhoused women. 9. Kara provides comprehensive grief support, crisis intervention and education to individuals and organizations facing the difficult realities of grief and loss. 10. Karat School Project’s services in Palo Alto include services and support to families living in Recreational Vehicles including school materials and other essential supplies such as gas cards, food, and other programming. 11. La Comida de California provides hot meals for seniors. The agency provides hot lunches at Stevenson House, an affordable senior housing complex in South Palo Alto and at a location in downtown Palo Alto. 12. LifeMoves provides financial assistance to low income and homeless residents of Palo Alto, as well as food, shelter, case management, and an array of other services at the Opportunity Services Center. 13. Palo Alto Renter’s Association is focused on renters’ rights and increasing renter voices in the community. 14. PARCA provides programs and services to individuals with development disabilities, including Page Mill Court, a residential program for very low-income adults where they can live independently. 15. Peninsula HealthCare Connections is a medical clinic which provides affordable healthcare to underserved and at-risk community members, particularly individuals experiencing homelessness as well as outreach services and backpack medicine to unhoused member of the community. 16. Ravenswood Family Health Network operates the May View Community Health Center which provides medical and mental health care services to low-income residents. 17. Senior Adult Legal Assistance provides Palo Alto seniors with specialized legal services which are accessible and affordable and focused on keeping elders independent, and to prevent their abuse, isolation, conservatorship, homelessness or premature institutionalization. 18. The Health Trust oversees the Meals on Wheels program which provides nutritious, hot, home delivered meals and wellness services to food insecure seniors in order to maintain their health and independence. 19. Vista Center for the Blind and Visually Impaired provides no or low-cost vision loss rehabilitation and disability support services to individuals who are blind or visually impaired. 20. WeHOPE provides a variety of services to meet the needs of the unhoused, including Dignity on Wheels, a mobile shower and laundry service. 2 Packet Pg. 11 21. YMCA Palo Alto provides broad based recreation and community services to all ages, including specialized health and fitness programs for older adults. 22. Youth Community Services provides leadership training, service-based learning opportunities and social emotional wellness for youth in the community. Attachments Attachment A: 2024-25 HSRAP funding Recommendations from Reviewer Attachment B: HSRAP Priority of Need FY 2024-25 Attachment C: HSRAP Proposal Summaries Attachment D: HSRAP Evaluation Criteria 2 Packet Pg. 12 Agency Program Descriptions FY22-23 Funding ($/yr) FY24-25 Agency Request ($/yr) FY24-25 Proposed ($/year) 1 AbilityPath Adult Services for people with developmental disabilities $66,047 $69,988 56,140$ 2 Ada's Café Employment opportunities for adults with developmental disabilities n/a $75,000 -$ 3 Adolescent Counseling Services ASAT Adolescent substance addiction treatment program for Middle and High School students n/a $30,000 -$ 4 Adolescent Counseling Services OUTLET Support and empowerment for LGBTQIA+ youth $51,282 $50,000 42,500$ 5 Alta Housing Academic support and skill-building opportunities to low-income students and increase food and financial resiliency for families $39,750 $43,725 33,788$ 6 Blossom Birth Improve maternal and child health and well-being n/a $50,000 -$ 7 CASSY Individual and group therapy for students to increase social-emotional wellbeing, self- regulation, and coping strategies $56,342 $40,000 34,000$ 8 Children's Health Council Provide transportation to access in-person therapy, basic food needs, and clinician recommended therapy supplies for families with children ages 5-22 with Medi-Cal n/a $12,500 5,000$ 9 Dowtown Streets Team Work experience program that empowers and supports individuals experiencing homelessness $11,330 $50,557 20,000$ 10 DreamCatchers After-school tutoring and mentorship program for low-income middle school students $33,114 $60,000 28,147$ 11 Health Trust Meals on Wheels; fully-prepared meals delivered to vulnerable seniors $12,669 $21,600 18,360$ 12 Heart and Home Collaborative Winter shelter for women experiencing homelessness n/a $50,000 27,210$ 13 KARA Comprehensive grief support, crisis intervention and education to individuals and families facing grief and loss $28,326 $28,000 23,800$ 14 Karat School Project Distribution of education and essential item packages, and participation in a nature equity education camp for low-income families living in RVs $5,665 $23,310 10,374$ 15 La Comida Provides nutritious and affordable lunches to seniors while creating a socially stimulating atmosphere $55,956 $60,000 47,563$ 16 LifeMoves Provides critical food services for individuals experiencing homelessness $95,218 $92,893 78,959$ 17 PARA Train renters in every neighborhood to counsel fellow tenants and navigate rights. n/a $12,000 5,000$ 18 PARCA On-site support services for developmentally disabled adults living in a residential program n/a $20,000 10,000$ 19 Peninsula Healthcare Connection Provide basic needs through community-based services that target the immediate health needs of hard to reach individuals experiencing homelessness $7,931 $61,087 25,000$ 20 Ravenswood Family Health Network Provides health care acces to vulnerable residents to ensure they receive patient- centered health care services $53,024 $75,000 45,070$ 21 Senior Adults Legal Assistance Provides a wide range of legal services, from advice/referrals to comprehensive legal representation, for adults aged 60 and older $19,448 $20,500 16,530$ 22 Vista Center Provide visually impaired seniors with the skills and support necessary to remain independent, safe, employed and mobile $48,266 $47,209 40,128$ 23 WeHOPE Provide showers, laundry, and case management services through the Dignity on Wheels mobile trailer n/a $112,640 14,000$ 24 YMCA Palo Alto Senior fitness programming and financial assistance for senior memberships n/a $10,000 8,500$ 25 Youth Community Service Youth well-being and leadership program services through community service projects $38,008 $42,000 32,307$ $622,376 $1,158,009 622,376$ HSRAP FY24-25 Reviewer's Recommendation Item 1, Attachment A TOTAL   2     Packet Pg. 13   FY24-25 HSRAP Priority of Needs The following list delineates the funding priorities for Fiscal year 2024-25. Services listed in the identified areas of need will be considered for funding. Services listed under basic needs may be requested for any demographic. Basic Needs •Food/Nutrition •Housing •Mental Health •Emergency Assistance •Health Care (Physical and Dental Care) •Transportation •Digital Inclusion LGBTQ + issues including gender identity and expression Homelessness •Outreach •Day Services •Case Management •Social Services Seniors •Social Service •Legal Assistance •Elder Abuse Prevention Special Needs Children: Early Intervention Respite Care Recreational Activities Adults: Day Programs Mentoring Programs Recreation Programs Children & Youth Programs & Services •Early Care & Education •Youth Well-being •Counseling •Children/Youth Programs •Tutoring Social Services Coordination Encourage collaboration, coordination, and exchange of ideas among agencies Item 2, Attachment B2 Packet Pg. 14 FY24/25 HSRAP Application Excerpts Item 2, Attachment C 2 Packet Pg. 15 HUMAN SERVICES RESOURCE ALLOCATION PROCESS FY24-25 Name of Organization: AbilityPath 1. Name of Program: Adult Services 2. Funding Request: $69,988 3. Priority of Needs Category: check box(es), more than one can be selected. Basic Needs Special Needs LGBTQ+ Children & Youth Programs and Services Homelessness Social Services Coordination Seniors 4. Population Served (Please respond using anticipated numbers for the first year of the contract) Total number of people served by this program: 619 Total number of Palo Alto residents served by this program: 36 Total number of unduplicated Palo Alto residents served by the Requested Funding Amount: 22 5. Describe your organization: Include a mission statement and purpose. With educational, therapeutic, vocational, and family support services, AbilityPath is distinctive in providing support to individuals throughout their lifetime. Our mission is to empower people with special needs to achieve their full potential through innovative, inclusive programs, and community partnerships. Our vision is a world where people of all abilities are fully accepted, respected, and included. AbilityPath’s work is guided by our mission, vision, and values (People First, Inclusion, Innovation, Community, Collaboration, and Dedication), which were developed through a collaborative process with our management team. We have been a cornerstone of the community since 1920. Our services have expanded through the years to meet the evolving needs and interests of individuals with developmental disabilities and their families. 8. In detail, describe in clear and concise language the program(s) and service(s) for which you are requesting funding. Our Adult Services programs assist individuals with developmental disabilities to fully participate in their community through employment, educational, therapeutic, recreational, social, and volunteer activities. Through hands-on learning in the classroom, community, or online, adults expand their skills to live with greater independence, inclusion, and fulfillment. Participants have an assessment to determine which services best fit their needs and the option to engage in multiple complementary services. Adult Day Program/Community Integration Participants choose from a variety of activities to experience new opportunities and practice daily living skills through classroom and community-based activities. Services are offered up to 30 hours per week, Monday through Friday from 10-4pm, and the ratio of participants to instructors is 4:1. Classes include communication skills, social and recreational skills, health and nutrition, daily living skills, self-care, and well-being. Course offerings change quarterly. AbilityPath 1 [NOTICE: This is an excerpt from the full application] [Q8 cont. next page] 2 Packet Pg. 16 With an emphasis on community-based and experiential activities, participants gain relevant hands-on skills while interacting with community partners helping participants to become more involved in their local communities. Our ultimate goal is to enable their fullest participation in society. Participants take part in a variety of local activities and volunteer in a wide range of environments. These positive experiences help build the diversity and strength of our local communities and can help build job skills for some individuals. Participants are given the opportunity to gain knowledge in community college courses, as well as art and dance classes. During the pandemic, individuals engaged in classes and activities virtually, which demonstrated the value of this service delivery option. As we gradually return to in-person services, we will continue to offer some virtual classes on a daily basis so that individuals have flexible and accommodating options to meet their needs. Computer Education The computer education program gives participants the chance to gain independence through training in how to access technology and software. Additionally, the computer program helps increase the skills needed in everyday living. Skills that are taught include academic and computer skills, which include literacy, math, communication, budgeting, web design, digital art, email, internet safety, and more. During classes, participants utilize desktop computers, laptops, tablets, and smart phones. Classes can be in a small group or 1:1. Classes can be provided in- person or virtually. Independent Living Skills Services This program offers a wide range of services to individuals who require assistance to maintain and maximize functional capacity within their own homes or other independent living arrangements. The program teaches necessary life skills to become independent members of the community. Services include: finding an apartment or housing arrangement; living safely and independently in their housing; promoting a positive self-image; advocacy; stress management techniques; computer education; time management; using public transportation; cooking; diet and nutrition; wellness and physical fitness; grooming and hygiene; money management and banking; and parenting. The majority of clients require ongoing support services. Services are offered Monday through Friday from 8:00 am to 6:00 pm with additional hours as needed. Employment Services The Employment Services program supports participants with a broad spectrum of needs, paying particular attention to each person's individualized goals. We believe that all adults with disabilities have the right to learn vocational, social, and life skills necessary for living as independently as possible, with emphasis on employment in the community. Participants receive 1:1 support through the entire process. Our goal is to secure meaningful employment for participants and provide them a necessary level of training and on-going support to maximize their success. We teach important skills for the individual to enter the job market and retain employment. Services include a preemployment assessment, job skills training, job matching, internship or job placement, and on-the-job coaching. With support from our Employment Specialists, individuals receive work skills training (e.g., the importance of arriving on time and dressing appropriately) and support through orientation, job specific training and the early stages of employment so the individual can have a successful placement. The length of time we provide job coaching is dependent on the needs of each person and their skill level. The goal is to gradually reduce the frequency and amount of support needed over time. Employers benefit from a reliable and trained workforce for hard-to-fill positions that reflects the diversity of our community. AbilityPath 2 [Q8 cont. next page] 2 Packet Pg. 17 Art Program The Art Program enhances participants’ creativity, imagination, growth, and personal expression through art. Classes are taught by an art instructor who is experienced in teaching individuals with developmental disabilities. Participants are in an environment with accessible art tools, supplies, and mediums (including digital art) that can fuel their artistic mind. They are also supported to exhibit and sell their artwork to earn income. Stroke and Brain Injury Services (SBIS) This program takes place at Cubberley Community Center in Palo Alto. Students in this program attend 2-3 times per week in small groups of 3-4 students. Sessions include communication, mobility, and living skills. Communication sessions are taught by a licensed speech pathologist. The focus of these classes is to improve socialization while addressing communication, language, and cognitive abilities. The mobility class is taught by a licensed physical therapist. The goal of these classes is to maintain and improve fitness, strength, balance, and mobility. Students engage in group exercise, balance training, pain management, muscle retraining, and more. For our living skills session, students are taught by a licensed occupational therapist. These classes focus on general exercise with an emphasis on improving posture, flexibility, attention, and function while providing education on home safety and improving independence. Students engage in a variety of activities that would help them to safely perform tasks at home such as cooking, cleaning, driving, and more. 12. Please provide a narrative regarding your proposed program goals and objectives. While Adult Services programs are coming out of the pandemic, our programs continue to experience the effects of the pandemic in a variety of ways. Some individuals are not yet comfortable returning to in-person services, and therefore we feel we must continue to provide a hybrid of in-person and virtual options to accommodate those choices and needs. As we’ve transitioned back to in-person services, it is evident how essential our community-based 1:1 and group services are to helping individuals connect with their resources, have social and recreational opportunities, and engage in their personal life goals. Our community-based activities are on a gradual return; volunteer partners have not yet opened back up for day program, participants (and their families) are hesitant about using public transportation as frequently as they did pre-pandemic. The proposed goals and objectives below aim to continue introducing Palo Alto residents to new experiences that will allow them to engage in their community, lead healthy lifestyles, enhance independence and daily living skills, and establish or enrich meaning and purpose in their life. Our services all have low client-to-instructor ratios and are highly customized based on an individual’s needs and interests. Therefore, our primary measures are individualized goal achievement and service hours. In addition to ensuring access to services for the SBI community, we see synergy with our other adult programs and hope to be able to expand the scope of work of the SBI therapists to support more individuals. Many adults with developmental disabilities in our existing programs would benefit significantly from having access to licensed speech, occupational, and physical therapists; our staff could potentially learn techniques from these specialized professionals as well. We believe that everyone who has sustained a brain injury or stroke deserves hope, recovery, and improved quality of life. Because strokes and brain injuries affect everyone differently, outcomes vary by individual and their personalized needs. Our overarching goal is to help each person achieve improved health and greater independence. For some individuals, this means getting out of the house and having the social interaction of a SBIS class; for others, it means functional improvement in their skills or mobility. AbilityPath 3 2 Packet Pg. 18 15. Please list the specific goals, objectives and methods related to the program(s) you are proposing. Applicants must utilize the SMART Goal approach (specific, measurable, actionable, relevant and time bound). Using the template below, list each goal separately, followed by the specific objective(s) and methods(s) to reach that goal. Please indicate if the service numbers included in the goal and objectives listed below are only for those to be covered by the grant or are organization total amounts for this service area. Goal #1: To support adults with developmental disabilities in leading fulfilling lives with ongoing learning and opportunities for recreation and friendship Objective(s): o Palo Alto residents will achieve 50%+ of their individualized goals from 7/1/23- 6/30/24 o Palo Alto residents will have at least 4 opportunities a month to engage in inclusive activities with individuals who do not have disabilities from 7/1/23- 6/30/24 Method(s): o Palo Alto residents will have a choice of 100+ in-person or virtual classes to attend o Funding will support 1500 hours of Day Program services to Palo Alto residents between 7/1/23-6/30/24 o Palo Alto residents will have at least 30 community partners to choose from Goal #2: To help adults with developmental disabilities find and retain jobs in the community and start them on the path to economic stability Objective(s): o 3 Palo Alto residents will find or retain jobs from 7/1/23-6/30/24 Method(s): o Funding will support 250 hours of employment services to 3 Palo Alto residents from 7/1/23-6/30/24 o Increase employment partners by 2 from 7/1/23-6/30/24 Goal #3: To provide adults with developmental disabilities the tools and skills to live as independently as possible Objective(s): o 90% of Palo Alto residents served will have the knowledge and skills to live independently between 7/1/23-6/30/24 Method(s): o Funding will support 1800 hours of ILS services and 1:1 coaching for 15 Palo Alto residents o Palo Alto residents will have a choice of 60+ in-person or virtual group classes AbilityPath 4 [Q15 cont. next page] 2 Packet Pg. 19 Goal #6: To support adults seeking stroke and/or brain injury rehabilitation services to enhance mobility, cognitive function, independence, and self-confidence Objective(s): o 3 Palo Alto residents will access rehabilitation services for stroke/brain injury from 7/1/23-6/30/24 Method(s): o Funding will support 180 hours of rehabilitation services to 3 Palo Alto residents from 7/1/23-6/30/24 16. Describe specifically how the requested funding will be used. Indicate a unit cost per client served. If a unit cost cannot be developed, explain why the projected costs are reasonable. Adult Services are direct human services, making salaries our largest expense, especially given the cost of living and competitive wages. For all of Adult Services, the average cost per client is $18,740 annually. Other sources of funding cover an average of $15,100. We have calculated the funding gap per hour per client for each service and based on enrollment, we anticipate that a grant amount of $69,988 would fund the gap for 22 adults who are residents of Palo Alto. For example, adults in our day program can receive up to 1,500 hours of service annually when provided in person and our low client-to-staff ratios are set by government contracts; as a result, the cost per hour of service is very reasonable. Some adult services, such as ILS and employment services operate at a 1:1 ratio; while the cost of services is higher than a group setting the individualized services have a significant impact on individuals’ lives. 19. Please answer the follow budget summary questions: Total Organization Budget: 24,296,546 Total Organization Administrative Costs: $5,643,161 Total Organization Program Costs: $18,653,385 Goal #5: To support adults with developmental disabilities in expressing themselves through the creation and exhibition of artwork Objective(s): o Artists with developmental disabilities will have their work promoted and/or participate in at least 5 exhibitions between 7/1/23-6/30/24 Method(s): o Funding will support 150 hours of Art Program services for 2 Palo Alto adults between 7/1/23-6/30/24 Goal #4: To provide adults with developmental disabilities the opportunity to expand their computer skills for social or pre-vocational purposes Objective(s): o 5 Palo Alto residents will learn and enhance computer skills from 7/1/23-6/30/24 Method(s): o Funding will support 200 hours of Computer Education classes to 5 Palo Alto residents from 7/1/23-6/30/24 AbilityPath 5 2 Packet Pg. 20 Program Budget – One Year – FY24 (July 1, 2023 – June 30, 2024) Organization Name: AbilityPath Priority of Needs Category: Special Needs Name of Program: Adult Services Funding Request ($/year): $69,988 If submitting a proposal for multiple programs, please use a separate Budget Form for each program. Two budget forms are included, if the second form is not needed, leave blank. If more forms are needed, copy and paste into a new page in this document or copy and paste from the original copy available at www.cityofpaloalto.org/HSRAP. Complete the table below and round figures to the nearest dollar. By means of Table “A”, we want to see demonstrated EACH funding source utilized to fund the proposed program. If the amount in Column “C” below is still unknown, put “TBD”. Total in Table “A-Column D” must match total Program Expense Budget in Table “B”. You may add rows after “Other,” if needed. TABLE A: Program Funding Sources A B C D FY22 Received FY23 Requested FY23 Total Awarded to Date FY24 Request City of Palo Alto $77,177 $58,293 $66,047 $69,988 Other Cities $23,332 $26,900 $23,645 $28,000 County State $6,669,822 $8,837,932 $3,531,433 $7,850,000 Federal Fundraising $1,600,000 $1,200,000 $1,000,000 $1,150,000 In-Kind Contributions Fee for Services $48,117 $117,927 $41,874 $100,000 Other (employment contracts) $173,131 $346,632 $85,046 $310,000 Total $8,591,579 $10,587,684 $4,748,045 $9,507,988 TABLE B: FY2024 Total Program Expense Budget Total Program Expense Budget Serving Palo Alto Residents Total Program Expense Budget for Requested Funding Salaries $6,600,000 $383,845 $69,988 Program Operating Expenses $1,650,500 $95,990 $0 Non-Operating Expenses $1,237,575 $71,975 $0 List Other Expenses) Total $9,488,075 $551,810 $69,988 AbilityPath 6 2 Packet Pg. 21 SECTION 6 – PROPOSED PROGRAM POSITIONS/STAFFING Complete the following proposed program position chart. A.List each position for the proposed program(s) B.Indicate the total number of hours each position is budgeted for at your organization C.Indicate the percent/week each position will dedicate to the proposed program(s) D.Indicate the annual salary that this position is budgeted for at your organization E.Indicate the amount that will be charged to the City of Palo Alto If you are NOT requesting funding for staffing, you may leave D & E blank A B C D E Program or Administrative Position Total Hours per week Budgeted for this position % per Week Allocated to the Proposed Program Annual Salary Budgeted for this Position Funding Request Amount VP, Adult Programs 40 85% $170,000 $15,000 Director, Adult Day Program & Community Integration 40 100% $103,000 $10,000 Director, Program Development 40 20% $113,000 $6,000 Manager, ILS 40 100% $75,000 $11,988 Manager, Employment Services 40 100% $70,000 $7,000 Manager, Computer Education 40 100% $64,890 $7,000 Art Program Coordinator 40 100% $55,161 $5,000 Director of Recreation Therapy 40 50% 100,000 $8,000 TOTAL $751,051 $69,988 AbilityPath 7 2 Packet Pg. 22 Ada's Cafe 1 [NOTICE: This is an excerpt from the full application] [Q4 cont. next page] 2 Packet Pg. 23 In 2023, as we modestly expand our operating hours and take on more catering events, we expect to have 30 mission-based employees on payroll and utilize 15-20 high school interns in various training and co-working roles. One of Ada’s key objectives is to make a positive change in the way people view adults that are neurodiverse. We do that by hiring, training and positioning our mission-based employees in commercially-critical jobs so that every café customer or catered event guest will have an opportunity to interact with one of our mission-based employees. After nearly a decade of café operations and 12 years of catering here on the Peninsula, we know that these one-on-one interactions between the general-public and our mission-based employees have a profoundly positive effect on both sides of the interaction. So, when asked, “How many people does Ada’s program “serve?” In addition to the mission-based employees, Ada’s serves tens of thousands of Palo Alto customers each year and by doing so, we further our social mission by opening their eyes and minds to the capabilities of adults with developmental disabilities. - Total number of Palo Alto residents served by this program: 12 of our 25 mission-based employees live in Palo Alto while two live in Menlo Park and one lives in East Palo Alto. In addition to our Palo Alto-based employees, in 2022 Ada’s also incorporated 15 high school students from Castilleja, Paly, Gunn, Kehilah and Bellarmine who are residents of Palo Alto into our program as paid and unpaid interns where they worked alongside our adult employees with disabilities, gained community service hours and a lifelong appreciation of what people with disabilities can do. - Total number of unduplicated Palo Alto residents served by the Requested Funding Amount: 12 of Ada’s current mission-based employees live in Palo Alto and they are not recipients of nor subjects of any other funding request. 5.Describe your organization: Include a mission statement and purpose. Ada’s Café is a non-profit, social enterprise whose mission is to employ and empower adults with a diverse range of abilities in its Palo Alto café and catering business. Ada’s also engages local youth as both volunteers and paid interns to engage with and work alongside our mission-based employees. We believe that youth engaged in meaningful work and life experiences will feel more connected to their community. Ada’s puts its mission-based employees in front-of-the-house, customer-facing roles with the goal of changing people’s impressions of what adults with disabilities are capable of doing. Ada's Cafe 2 2 Packet Pg. 24 8.In detail, describe in clear and concise language the program(s) and service(s) for which you are requesting funding. Ada’s is requesting funding to help pay general operating expenses of running our food service social enterprise (e.g., mission-based wages and training costs, food costs, rent, utilities, insurance, etc.) that we are not able to cover with café sales or catering revenues. In particular, as shown in Program Budget – Table B, we would expect to use funds from the City of Palo Alto’s HSRAP program to fund a portion of the hourly wages earned by Ada’s mission-based employees who are residents of Palo Alto. Ada’s has been tremendously successful over the past decade. We have paid over $1.25 million in liveable wages to mission-based employees for over 60,000 hours of commercially-critical work as we elevate this marginalized population that is so often overlooked. We have 4 ½ star rankings on Yelp and Google and have been voted by readers of the P.A. Weekly as the “Best of Palo Alto” for either “Best Bakery/Dessert”, “Best Coffeehouse”, or “Best Meal Under $20” over the past four years. We have become a community gathering place for seniors, local elected officials’ office hours, students, families with small children and many more groups and individuals looking for a place to belong. From a commercial/economic perspective, Ada’s has been extraordinarily successful as well. In 2019, Ada’s was able to pay for over 70% of its total program costs from café sales and catering revenues. Among a cohort of other social enterprises, Ada’s stood very tall – data for five other nationally acclaimed food service social enterprises (Juma Ventures, The Women’s Bean Project, Farestart, Homeboy Industries and Delancey Street) show that these well-known programs cover, on average, just over 40% of their expenses with social enterprise revenues. Today, the combination of the pandemic, inflation, minimum wage and competitive salary increases are creating strong headwinds and we find it very difficult to maintain our historic cost coverage ratio. This means that we need more charitable support to maintain the program at its current levels. As shown below, based on our forecast of cafe sales and catering revenues, COGS and other fixed and variable expenses, Ada’s needs to raise $1.1 million in non-enterprise revenue in 2023 to fund our enterprise shortfall. At this point, we have identified over $500,000 of 2023 contributions from historic donors and new supporters, but we are still looking for additional funding from other sources to close this large gap. Ada's Cafe 3 2 Packet Pg. 25 12.Please provide a narrative regarding your proposed program goals and objectives. Ada’s proposed program goal is to run a café and catering business that produces high-quality food, drinks and service where over 50% of the employees are adults with disabilities. By hiring and training adults with disabilities and supporting them in client/customer-facing jobs, we create positive benefits on both sides of the register: The mission-based employees gain confidence and respect by getting a paycheck for contributing in a commercially significant way to Ada’s success; while customers benefit from receiving high-quality F&B products and service and by seeing that adults with disabilities are capable of doing great work when given the right opportunities and support. A second important program goal is youth engagement. Ada’s engages local teens as both volunteers and paid interns to work alongside our employees with disabilities because we believe that youth engaged in meaningful work and life experiences will feel more connected to their community. There are many specific objectives that will enable Ada’s to achieve these program goals, including: - Decreasing the 85% unemployment rate among adults with developmental disabilities - Reducing the burden on the social safety net by paying our mission-based employees full, livable wages for their hours worked, including health and retirement benefits for those who work more than 30 hours/week - Increasing awareness among non-disabled people about the meaningful contributions that can be made by adults with disabilities - Giving residents a high quality, non-chain food & beverage option where nearly all of the offerings are prepared with locally sourced and/or organic ingredients - Serving as a community resource and safe gathering place for all Palo Altans 15.Please list the specific goals, objectives and methods related to the program(s) you are proposing. Applicants must utilize the SMART Goal approach (specific, measurable, actionable, relevant and time bound). Using the template below, list each goal separately, followed by the specific objective(s) and methods(s) to reach that goal. Please indicate if the service numbers included in the goal and objectives listed below are only for those to be covered by the grant or are organization total amounts for this service area. Goal #1: Provide permanent, full and part-time employment at Ada’s Café for an increased number of adults with disabilities living in Palo Alto. Objective(s): Hire at least 15 Palo Alto residents who are adults with developmental disabilities, which represents a 20% increase from 2022. Method(s): Manage a commercial café and catering business where at least 50% of the employees are adults with disabilities. Goal #2: Provide permanent, part-time paid employment and unpaid intern opportunities at Ada’s Café for an increased number of local high school students. Ada's Cafe 4 [Q15 cont. next page] 2 Packet Pg. 26 Objective(s):Working independently and with school staff, hire as paid and unpaid interns at least 25 Palo Alto-based high school students from Castilleja, Paly, Gunn, Kehilah and Bellarmine to work alongside our mission-based employees. Method(s):Pair up each student with a mission-based employee so that they can work through the challenges of the retail food service environment together. We have used this approach for the past eight years and are always so excited to see the two-way connections that are developed between the students and our employees. Goal #3:Increase the number of work opportunities by opening the cafe on spring and summer evenings for dinner, music and community gatherings in South Palo Alto. Objective(s):Work jointly with the Mitchell Park Community Center, City of Palo Alto Planning Dept., and community members to host and organize community dinners, featuring local musicians, including high school students - hosting 5 to 6 community events over the course of the spring and summer months. Method(s):Work with Adam Howard and the staff at the Mitchell Park Community Center and RuthAnn Garcia of the MP Library to find appropriate dates and times that work with their schedules. Ada’s and the City of Palo Alto can jointly advertise. 16.Describe specifically how the requested funding will be used. Indicate a unit cost per client served. If a unit cost cannot be developed, explain why the projected costs are reasonable. The requested funding will be used to help us pay for the costs of running the program that are not funded out of café sales or catering revenues. More specifically, we would use the funding to pay wages and payroll costs of mission-based employees who live in Palo Alto. As discussed in question 8, prior to the pandemic, Ada’s employed 50 mission-based employees and was able to cover 70% of its total expenses from café sales and catering revenues. Today, as we are coming out of the pandemic and facing the stiff headwinds of inflation, minimum wage increases and other fixed and variable cost increases, we are covering approximately 40% of our total expense budget. Our goal is to steadily get that ratio back to 70% but it will take time. In terms of unit cost per client served, if Ada’s employs 13 Palo Alto resident adults with disabilities and it receives $75,000 in funding, the unit cost/client served is $5,769. 19. Please answer the follow budget summary questions: Total Organization Budget:$1.8 million Total Organization Administrative Costs :$400,000 – The largest of which are rent ($115,000), insurance ($50,000), cleaning ($35,000); depreciation ($50,000); marketing. ($20,000); fees, licenses and dues ($26,000); and office-related expenses ($10,000 Total Organization Program Costs:$1.8 million Ada's Cafe 5 2 Packet Pg. 27 Program Budget – One Year – FY24 (July 1, 2023 – June 30, 2024) Organization Name: Ada’s Cafe Priority of Needs Category: Special Needs Name of Program: Ada’s Café at Mitchell Park Community Center Funding Request ($/year): $75,000 If submitting a proposal for multiple programs, please use a separate Budget Form for each program. Two budget forms are included, if the second form is not needed, leave blank. If more forms are needed, copy and paste into a new page in this document or copy and paste from the original copy available at www.cityofpaloalto.org/HSRAP. Complete the table below and round figures to the nearest dollar. By means of Table “A”, we want to see demonstrated EACH funding source utilized to fund the proposed program. If the amount in Column “C” below is still unknown, put “TBD”. Total in Table “A-Column D” must match total Program Expense Budget in Table “B”. You may add rows after “Other,” if needed. TABLE A: Program Funding Sources A B C D FY22 Received FY23 Requested FY23 Total Awarded to Date FY24 Request City of Palo Alto ---75,000 Other Cities ---- County 15,000 15,000 7,500 15,000 State ---- Federal ---- Fundraising 775,000 -tbd 975,000 In-Kind Contributions 170,000 --125,000 Fee for Services ---- Other (specify) Café Sales 325,000 tbd 365,000 Catering 320,000 tbd 365,000 IRS – one time payroll tax rebate post COVID 485,000 --- Total 2,070,000 1,815,000 Ada's Cafe 6 2 Packet Pg. 28 TABLE B: FY2024 Total Program Expense Budget Total Program Expense Budget Serving Palo Alto Residents Total Program Expense Budget for Requested Funding Salaries Allocated to Administration & Program Management 150,000 125,000 - Program Operating Expenses Allocation of operating budget to “serving” Palo Alto residents raises an interesting question. Over 90% of Ada’s café customers and catering clients are Palo Alto residents; 36% of Ada’s employees live in Palo Alto. Employee Wages 765,000 690,000 (90%) 400,000 (36%) - 75,000 Payroll Taxes and Fees 93,000 84,000 (90%) 33,500 (36%) - - COGS 430,000 387,000 (90%) 155,000 (36%) - - Rent 110,000 100,000 (90%) 40,000 (36%) - - Cleaning 35,000 31,500(90%) 12,600 (36%) - Non-Operating Expenses Insurance 47,000 42,300 (90%) 16,900 (36%) - Depreciation 50,000 45,000 (90%) 18,000 (36%) - Licenses, Fees & Dues 26,000 23,400 (90%) 9,400 (36%) - List Other Expenses (if appropriate) See attached forecast of 2023 P&L for a detailed list of expense categories and amounts 110,000 100,000 (90%) 40,000 (36%) Total 1,815,000 1,635,500 (90%) 655,000 (36%) Ada's Cafe 7 2 Packet Pg. 29 SECTION 6 – PROPOSED PROGRAM POSITIONS/STAFFING Complete the following proposed program position chart. A. List each position for the proposed program(s) B. Indicate the total number of hours each position is budgeted for at your organization C. Indicate the percent/week each position will dedicate to the proposed program(s) D. Indicate the annual salary that this position is budgeted for at your organization E. Indicate the amount that will be charged to the City of Palo Alto If you are NOT requesting funding for staffing, you may leave D & E blank A B C D E Program or Administrative Position Total Hours per week Budgeted for this position % per Week Allocated to the Proposed Program Annual Salary Budgeted for this Position Funding Request Amount Executive Director 80 100% Assistant Executive Director 60 100% Accounting Manager 20 50% TOTAL 160 Ada's Cafe 8 2 Packet Pg. 30 HUMAN SERVICES RESOURCE ALLOCATION PROCESS FY24-25 Name of Organization: Adolescent Counseling Services - ACS 1. Name of Program: Adolescent Substance Addiction Treatment Program 2. Funding Request: $30,000 3. Priority of Needs Category: check box(es), more than one can be selected. Basic Needs SpecialNeeds LGBTQ+ Children & Youth Programs Homelessness Social Services Coordination Seniors 4. Population Served (Please respond using anticipated numbers for the first year of the contract) Total number of people served by this program: 360 Total number of Palo Alto residents served by this program: 75 Total number of unduplicated Palo Alto residents served by the Requested Funding Amount: 75 5. Describe your organization: Include a mission statement and purpose. Founded in 1975, the mission of ACS is to empower youth in our community to find their way through social-emotional support and by building safe, accepting communities. To this end, ACS operates five core programs in California’s Santa Clara and San Mateo Counties: the On-Campus Counseling (OCC) Program, providing multilingual on-site individual and family counseling, crisis intervention, mental health education, and support at no cost to students/families attending local middle and high schools; the Adolescent Substance Addiction Treatment (ASAT) Program, an outpatient facility providing treatment to youth and families struggling with drug and/or alcohol use, as well as community prevention education; the Community Counseling Program, providing outpatient mental health assessment, treatment and education for youth and their families in the general community; Outlet, serving lesbian, gay, bisexual, transgender, queer, questioning, intersex, and asexual (LGBTQIA+) youth and allies with support groups, counseling, leadership training, and education in both Spanish and English; and the Institute of Psychotherapy and Training, offering a variety of clinical training opportunities to a full spectrum of mental health trainees, practicum students and interns. ACS’ Institute of Psychotherapy and Training is a member of the Bay Area Practicum Information collaborative (BAPIC) and is in the process of applying to be a California Psychology Internship Council (CAPIC) site. ACS provides a significant percentage of underserved, low-income children with direct and timely access to - often life-saving - mental health services, support, and treatment. Over the past 48 years, the agency has served over 100,000 children and their family members, primarily exceeding all measurable objectives. Last year alone, ACS reached over 10,000 youth and their family members through direct services and community education. Youth in our programs ended their use of drugs and alcohol, decreased their feelings of stress, depression and isolation, and increased their psycho-social functioning. ACS’ outstanding achievements have been recognized and celebrated in recent years. In 2016, the agency received the Perry / Yonamine Unity Award from the 49ers Foundation. This annual award is presented to an exceptional non-profit agency that has demonstrated a commitment to promoting unity and giving back to the local community. ACS ASAT 1 [NOTICE: This is an excerpt from the full application] 2 Packet Pg. 31 ACS was honored again in 2017 to be recognized as the Assembly District 24 Nonprofit of the Year, for leadership and service to the youth of our community. ACS’ Executive Director, Dr. Philippe Rey, was also recognized in 2017 by the U.S. Congress House of Representatives for his work with and contributions to the LGBTQIA+ youth community in the San Francisco Bay Area. In 2018, Dr. Rey was chosen as a ”Mover and Shaker Community Hero” by the Santa Clara County Behavioral Health Board. Community Hero Awards are reserved for leaders who have made an extraordinary difference in the lives of people facing behavioral health challenges. As a Mover and Shaker, Dr. Rey was selected because of his collaborative and innovative initiatives in meeting the mental health needs of the local community. Once again, in 2019, Dr. Rey received a "Local Hero" award from the Midpen Media Center in Palo Alto. The Media Center’s Local Hero Awards series showcases people from the Mid-Peninsula for making outstanding contributions to the community or overcoming significant hardship. In 2020 Dr. Rey received the Kiwanis Club of Palo Alto 2020 Angel Award. Dr. Rey was also featured as a mental health expert in the film “The Edge of Success,” which provides an inside-out look at youth in Palo Alto dealing with stress and anxiety - exploring new approaches to help stem the tide of tragedy. 8. In detail, describe in clear and concise language the program(s) and service(s) for which you are requesting funding. ACS' ASAT is an outpatient treatment facility that offers teens a holistic, therapeutic approach to ending dependence on alcohol and/or drugs. Since 1991, ACS' ASAT has been providing assessments, treatment, aftercare, and education to families in San Mateo and Santa Clara Counties. The ASAT curriculum follows the Hazelden Matrix Model for Teens and Young Adults. This model is a comprehensive evidence-based, 16-week individualized program with three decades of research and development by the Matrix Institute on Addictions, an affiliate of the University of California at Los Angeles Integrated Substance Abuse Treatment Program (UCLA/ISAP). ASAT provides multi-dimensional treatment, focusing on parent and family involvement, 12-Step principles and work, and in-depth psychotherapeutic counseling to address the underlying issues of substance use, particularly effective in treating dually diagnosed clients. ASAT therapists work with the adolescent and her/his family during individual and group sessions, promoting reduction and cessation of substance/alcohol use, increased positive social activity, the establishment of community support, positive peer relationships and improved relationships with family members. ASAT incorporates "the nuances of the adolescent's experience - including cognitive, emotional, moral, and social development--so that treatment providers can begin to grasp why substance use becomes a part of the identity of these young people (SAMHSA).” ASAT's Hazelden Matrix Model curriculum is recognized by SAMHSA as an evidence-based practice and listed in the National Registry of Evidence-Based Programs and Practices. ACS Adolescent Substance Addiction Treatment (ASAT) Program will provide alternative to suspension services to Palo Alto Middle and High School students. The program is designed as an alternative to suspension for middle and high school students found with illicit substances on campus. Students are referred to the program by PAUSD school administrators and counselors. Once a student has successfully completed the requirements of the program, the school is notified so the student’s record is not affected. The program consists of several components described below and aims to serve secondary PAUSD students and their families to target maladaptive substance use from an early intervention and systemic approach. ACS ASAT 2 [Q8 cont. next page] 2 Packet Pg. 32 The components of the program are: ●Required Substance Use Intake Assessments - ACS clinicians will conduct an intake assessment followed by a feedback session for each teen referred. The intake assessment takes roughly 2-3 hours and consists of one portion with the family and one portion with the student individually. Evidence-based measures and an in-depth questionnaire are utilized to gather information and stimulate dialogue around substance use and related factors. A Urine Analysis can also be administered if feasible. Following the intake assessment, the ACS clinician will integrate the information gathered to provide brief psychoeducation and treatment recommendations to the family and student during a 1-hour feedback session. This information will not be shared with the school, and can be provided either in person at the school or district office, or virtually. ●Required Student Support Groups – Each group consists of 12 sessions and is custom tailored for the PAUSD School District. These groups are designed to support the students with psycho-education related to substance usage, skills to improve healthy coping, emotional awareness, and communication with self and others. There will be 3 groups for the year, with a minimum of 4 and a maximum of 8 students per group. The dates and times of these in-person groups will be determined based on staff availability and PAUSD School District requests. ●Parent Education Seminar Group – For each 12-week student support group, ACS will provide 2 Parent Education Seminars for the parents and caregivers of the students within the group. One seminar will be held just prior to the start of the cohort group, and the second seminar will be held close to the end of the group. This group is designed to assist parents with information about substances, teen development, and communication skills. This group can be provided via virtual means to encourage maximum engagement. ●Individual Therapy – There may be circumstances where a student is not a good fit for the ATS group or is unable to attend due to scheduling, location, or other circumstances. In these situations, ACS is able to offer ongoing individual therapy with a set number of sessions offered based on the situation of the student. As an Alternative to Suspension for students who were referred but unable to join in the group format, 12 sessions will be the equivalent requirement in order to avoid suspension. ●Staff and Administration training - ACS staff will be available to explain the Program and the services available through ACS to school staff as well as information on what signs to look for in students that might indicate referral is recommended. This training can be provided either in person or virtually based on the schools recommendation. ●Parent, Teacher, Admin Educational Series - ACS staff will be available to provide additional trainings and seminars to aid in parent, staff, and teacher education of teen development, substance usage, boundary setting, the teen brain, and parenting tips, etc. Topics to be chosen in collaboration between PAUSD Wellness staff and ACS staff. These Educational seminars will be provided virtually and available to all in the PAUSD community . Services provided include prevention and intervention activities to support students with mild to moderate presentation of mental health disorders as defined by the DSM. ACS ASAT 3 2 Packet Pg. 33 12. Please provide a narrative regarding your proposed program goals and objectives. The goal of the ASAT Program is to break the cycle of drug and/or alcohol use and strengthen the effectiveness of the family. The program strives to achieve this by encouraging healthy lifestyles, increasing trust and communication in the family, and re-establishing clear and healthy roles for parent and child. As explicated above, ACS will provide the following services as appropriate and as needed to support the reduction of substance usage practices of students referred to the program: ●Group Therapy and Education ●Individual Therapy and Education ●Intake Assessments and Feedback Sessions ●Parent Support and Educational Seminars ●School Staff Consultation ●Community education workshops During the span of this grant, the ASAT Program will serve 75 Palo Alto youths with assessment and treatment. The Measurable Objectives are: 1) After completing an assessment, 90% of parents/guardians will report a thorough understanding of substance use/abuse, its consequences, and will understand the treatment recommendation of the ASAT team; 2) Upon completion of the 16 week family education module, 80% of teen clients will show a 90% reduction of use based on UA testing. . 15. Please list the specific goals, objectives and methods related to the program(s) you are proposing. Applicants must utilize the SMART Goal approach (specific, measurable, actionable, relevant and time bound). Using the template below, list each goal separately, followed by the specific objective(s) and methods(s) to reach that goal. Please indicate if the service numbers included in the goal and objectives listed below are only for those to be covered by the grant or are organization total amounts for this service area. Goal #1:Substance Addiction Prevention and addiction assessment Objective(s): After completing an assessment, 90% of parents/guardians will report a thorough understanding of substance use/abuse, its consequences, and will understand the treatment recommendation of the ASAT team Method(s): Structured three-session assessment to evaluate whether recommendation for addiction treatment is needed or not. Goal#2: Substance Addiction Treatment Objectives): Upon completion of the 16-week module, 80% of teen clients will show a 90% reduction of use based on UA testing. Method(s): Scheduled and random Urine Analysis test during treatment followed by conversation about results and plans for continued sobriety. ACS ASAT 4 2 Packet Pg. 34 Total Organization Budget: $1,647,600 Total Organization Administrative Costs: $300,000 19. Please answer the follow budget summary questions: Total Organization Program Costs: $1,347,600 ACS ASAT 5 16.Describe specifically how the requested funding will be used. Indicate a unit cost per client served. If a unit cost cannot be developed, explain why the projected costs are reasonable. Most of the requested funding will be allocated to personnel wages including part-time therapists, clinical supervisors and to the ACS’s Clinical Director. A small fragment of the funding will be used to market the services and perform outreach to the Palo Alto community. The current overall cost is $500 per client served with a request for this funding to pay $400 per client served. 2 Packet Pg. 35 Program Budget – One Year – FY24 (July 1, 2023 – June 30, 2024) Organization Name: Adolescent Counseling Services - ACS Priority of Needs Category: Children and Youth Programs Name of Program: Adolescent Substance Addiction Treatment Program - ASAT Funding Request ($/year): $30,000 If submitting a proposal for multiple programs, please use a separate Budget Form for each program. Two budget forms are included, if the second form is not needed, leave blank. If more forms are needed, copy and paste into a new page in this document or copy and paste from the original copy available at www.cityofpaloalto.org/HSRAP. Complete the table below and round figures to the nearest dollar. By means of Table “A”, we want to see demonstrated EACH funding source utilized to fund the proposed program. If the amount in Column “C” below is still unknown, put “TBD”. Total in Table “A-Column D” must match total Program Expense Budget in Table “B”. You may add rows after “Other,” if needed. TABLE A: Program Funding Sources A B C D FY22 Received FY23 Requested FY23 Total Awarded to Date FY24 Request City of Palo Alto $30,000 Other Cities $22,000 $11,000 $22,000 County State Federal Fundraising $70,000 $40,000 $60,000 In-Kind Contributions Fee for Services $90,000 $40,000 $90,000 Foundations/Corporations $78,000 $40,000 $71,000 Total $260,000 $131,000 $273,000 TABLE B: FY2024 Total Program Expense Budget Total Program Expense Budget Serving Palo Alto Residents Total Program Expense Budget for Requested Funding Salaries $210,000 $28,830 $23,100 Program Operating Expenses $63,000 $ 8,670 $6,900 Non-Operating Expenses List Other Expenses (if appropriate) $273,000 $37,500 $30,000 Total ACS ASAT 6 2 Packet Pg. 36 SECTION 6 – PROPOSED PROGRAM POSITIONS/STAFFING Complete the following proposed program position chart. A.List each position for the proposed program(s) B.Indicate the total number of hours each position is budgeted for at your organization C.Indicate the percent/week each position will dedicate to the proposed program(s) D.Indicate the annual salary that this position is budgeted for at your organization E.Indicate the amount that will be charged to the City of Palo Alto If you are NOT requesting funding for staffing, you may leave D & E blank A B C D E Program or Administrative Position Total Hours per week Budgeted for this position % per Week Allocated to the Proposed Program Annual Salary Budgeted for this Position Funding Request Amount Clinical Director 40 4 $125,000 $5,100 Program Director 40 21 $85,000 18,000 TOTAL $210,000 $23,100 ACS ASAT 7 2 Packet Pg. 37 HUMAN SERVICES RESOURCE ALLOCATION PROCESS FY24-25 Name of Organization: Adolescent Counseling Services-ACS 1. Name of Program: Outlet 2. Funding Request: 50,000 3. Priority of Needs Category: check box(es), more than one can be selected. Basic Needs SpecialNeeds LGBTQ+ Children & Youth Programs Homelessness Social Services Coordination Seniors 4. Population Served (Please respond using anticipated numbers for the first year of the contract) Total number of people served by this program: 7,000 Total number of Palo Alto residents served by this program: 300 Total number of unduplicated Palo Alto residents served by the Requested Funding Amount: 300 5. Describe your organization: Include a mission statement and purpose. Founded in 1975, the mission of ACS is to empower youth in our community to find their way through social-emotional support and by building safe, accepting communities. To this end, ACS operates five core programs in California’s Santa Clara and San Mateo Counties: the On-Campus Counseling (OCC) Program, providing multilingual on-site individual and family counseling, crisis intervention, mental health education, and support at no cost to students/families attending local middle and high schools; the Adolescent Substance Abuse Treatment (ASAT) Program, an outpatient facility providing treatment to youth and families struggling with dr ug and/or alcohol use, as well as community prevention education; the Community Counseling Program, providing outpatient mental health assessment, treatment and education for youth and their families in the general community; Outlet, serving lesbian, gay, bisexual, transgender, queer, questioning, intersex, and asecual (LGBTQIA+) youth and allies with support groups, counseling, leadership training, and education in both Spanish and English; and the Institute of Psychotherapy and Training, offering a variety of clinical training opportunities to a full spectrum of mental health trainees, practicum students and interns. ACS’ Institute of Psychotherapy and Training is a member of the Bay Area Practicum Information collaborative (BAPIC) and is in the process of applying to be a California Psychology Internship Council (CAPIC) site. ACS provides a significant percentage of underserved, low-income children with direct and timely access to - often life-saving - mental health services, support, and treatment. Over the past 47 years, the agency has served over 100,000 children and their family members, primarily exceeding all measurable objectives. Last year alone, ACS reached over 10,000 youth and their family members through direct services and community education. Youth in our programs ended their use of drugs and alcohol, decreased their feelings of stress, depression and isolation, and increased their psycho-social functioning. ACS OUTLET 1 [NOTICE: This is an excerpt from the full application] 2 Packet Pg. 38 8.In detail, describe in clear and concise language the program(s) and service(s) for which you are requesting funding. ACS’ Outlet Program provides many solutions for increasing community wellness among LGBTQIA+ communities. The Program combines direct peer support, consultations, counseling, community education and outreach, leadership development, as well as a robust intern training component – to create real and lasting positive change for LGBTQIA+ youth in Santa Clara and San Mateo Counties. Founded in 1997, Outlet meets the mental health needs of LGBTQIA+ youth by providing support and tailored counseling. Concurrently, Outlet works within community institutions to change how LGBTQIA+ youth are treated in their schools, homes, doctor’s offices, and workplaces. Outlet services consist of: 1) Mental Health Counseling and Support 2) Leadership Development and 3) Education - including sensitivity trainings in English and Spanish and training for health-care providers serving LGBTQIA+ youth. Outlet services are divided into three components, described as follows: 1) Support Services (including Youth Peer and Caregiver Support Groups, Counseling, and Consultations) -Outlet offers various support groups serving distinct LGBTQIA+ populations. Support groups for LGBTQIA+ youth, ages 10-18, have continued to expand over the last several years. These groups allow youth the opportunity to find and give support to one another. Topics regularly focus on anxiety and fear around “coming out” to parents and friends, dealing with depression and suicidal feelings, and coping with harassment at school or home. However, participants also find enjoyment in simply socializing with like-minded peers in a relaxed, welcoming setting. Beginning in 2015, in response to a voiced need by Outlet clients, Outlet began offering a peer support group for Queer, Trans, Black, Indigenous, People of Color ages 14-25. This group is a safe community space dedicated to exploring, supporting, and educating ourselves and others on the intersectionality of being LGBTQIA+ and a Person of Color. This group is English and Spanish speaking. Another group is a Youth Advocacy Board, which is an action-oriented group for LGBTQIA+ youth ages 14-25. This group is dedicated to identifying and working to address issues LGBTQIA+ young people currently face.Beginning in 2020, Outlet began a parent/caregiver support group for caregivers of trans, gender expansive and gender non-conforming youth. This 8-week group is both educational and process-oriented, meaning caregivers learn about LGBTQIA+ experiences and identities, develop coping skills and gain support in community with others who are navigating a shared experience. Groups are held throughout the week, at various locations in Santa Clara and San Mateo Counties. Additionally, Outlet provides individual counseling to youth struggling with mental health issues such as depression or substance misuse, which typically is higher among LGBTQIA+ youth, as well as consultations with both youth and adult allies (i.e. parents, teachers, other mental health service providers). 2) Leadership Development and GSA Support – Outlet provides support and advocacy to local Gay Straight Alliance (GSA) clubs, media outlets, and student groups. Support is provided in presentations about Outlet’s services, educational workshops on topics of interest, and guidance on advocacy actions for the club and/or organization to make their schools or messages more accepting and safe for all youth. Outlet visits the GSAs frequently to ensure students are aware of Outlet’s services and to stay connected to LGBTQIA+ youth on campus. Outlet youth also may choose to speak as a panelist, as part of Outlet’s UNIQUE training. ACS OUTLET 2 [Q8 cont. next page] 2 Packet Pg. 39 3) Outreach, Education and Sensitivity Trainings – Outlet provides informative LGBTQIA+ sensitivity trainings in both English and Spanish. Entitled, “UNIQUE: Understanding Issues in the Queer Experience,” this training can be tailored for a variety of audiences, including teachers, administrators, employers, and therapists, just to name a few. In an engaging, interactive format, Outlet’s UNIQUE training provides a review of current California laws, specific tips and best practices in creating safe school and work environments, and basic definitions and statistics to increase knowledge of the LGBTQIA+ youth experience. The training also includes a youth speaker’s panel where LGBTQIA+ young people share their stories and give advice on how to support youth and create safer classrooms and environments. Outlet can offer abbreviated versions of the UNIQUE training to fit teachers’ and/or employers’ schedules, as well as consultations to review and analyze case studies in small and large group formats. Additionally, Outlet offers curriculum development, consultations, and crisis response in the community to individuals and groups of all sizes. 12.Please provide a narrative regarding your proposed program goals and objectives. The overall goal of ACS’Outlet Program is reducing isolation of LGBTIA+ youth and families; braking stigma and misunderstandings of mental illness and sexual orientation/gender identity (SOGI); and early intervention and treatment for Mental Wellness and Substance Addiction of LGBTQIA+ Youths. ACS will use pre- and post- surveys, case management forms, discussion group questions, and verbal reports to measure program impact. All participant attendance and demographic data will be tracked through ACS' client management software, Electronic Health Records (EHR) Your Way, as well as through internal spreadsheets. 15. Please list the specific goals, objectives and methods related to the program(s) you are proposing. Applicants must utilize the SMART Goal approach (specific, measurable, actionable, relevant and time bound). Using the template below, list each goal separately, followed by the specific objective(s) and methods(s) to reach that goal. Please indicate if the service numbers included in the goal and objectives listed below are only for those to be covered by the grant or are organization total amounts for this service area. Goal #1: Decreased Isolation Objective(s): 95% of youth will report that since joining Outlet, they feel more connected to the LGBTQIA+ community. Method(s): Pre and Post tests. Goal #2: Increased self-esteem and identity formation Objective(s): 85% will report an increase in comfort with their identity. Method(s): ; Positive increase of self-esteem and positive reflection of self-identity and connections voiced during sessions/groups. Goal #2: Increased social awareness of the LGBTQIA+ experience Objective(s): 95% of participants will increase awareness of how homophobia, transphobia and the gender binary negatively affect all people, regardless of sexual orientation, gender identity, or gender expression. Method(s): Pre and Post tests. ACS OUTLET 3 2 Packet Pg. 40 16.Describe specifically how the requested funding will be used. Indicate a unit cost per client served. If a unit cost cannot be developed, explain why the projected costs are reasonable. Most of the requested funding will be allocated to personnel wages including part-time therapists, clinical supervisors and to the ACS’s Clinical Director. A small fragment of the funding will be used to market the services and perform outreach to the Palo Alto community. The current overall cost is $200 per client served with a request for this funding to pay $167 per client served. 19. Please answer the follow budget summary questions: Total Organization Budget: $1,647,600 Total Organization Administrative Costs: $300,000 Total Organization Program Costs: $1,347,600 ACS OUTLET 4 2 Packet Pg. 41 Program Budget – One Year – FY24 (July 1, 2023 – June 30, 2024) Organization Name: Adolescent Counseling Services - ACS Priority of Needs Category: LGBTQ+; Special Needs; Children and Youth Programs Name of Program: Outlet Program Funding Request ($/year): $50,000 If submitting a proposal for multiple programs, please use a separate Budget Form for each program. Two budget forms are included, if the second form is not needed, leave blank. If more forms are needed, copy and paste into a new page in this document or copy and paste from the original copy available at www.cityofpaloalto.org/HSRAP. Complete the table below and round figures to the nearest dollar. By means of Table “A”, we want to see demonstrated EACH funding source utilized to fund the proposed program. If the amount in Column “C” below is still unknown, put “TBD”. Total in Table “A-Column D” must match total Program Expense Budget in Table “B”. You may add rows after “Other,” if needed. TABLE A: Program Funding Sources A B C D FY22 Received FY23 Requested FY23 Total Awarded to Date FY24 Request City of Palo Alto 45,261 45,261 22,630 50,000 Other Cities 80,000 80,000 40,000 80,000 County State Federal Fundraising 150,000 153,000 76,500 155,000 In-Kind Contributions Fee for Services 8,739 8,739 4,300 10,000 Foundations/Corporations 180,000 183,000 91,500 185,000 Total 464,000 470,000 235,000 480,000 TABLE B: FY2024 Total Program Expense Budget Total Program Expense Budget Serving Palo Alto Residents Total Program Expense Budget for Requested Funding Salaries 330,000 41,250 34,380 Program Operating Expenses 150,000 18,750 15,620 Non-Operating Expenses List Other Expenses (if appropriate) Total 480,000 60,000 50,000 ACS OUTLET 5 2 Packet Pg. 42 SECTION 6 – PROPOSED PROGRAM POSITIONS/STAFFING Complete the following proposed program position chart. A.List each position for the proposed program(s) B.Indicate the total number of hours each position is budgeted for at your organization C.Indicate the percent/week each position will dedicate to the proposed program(s) D.Indicate the annual salary that this position is budgeted for at your organization E.Indicate the amount that will be charged to the City of Palo Alto If you are NOT requesting funding for staffing, you may leave D & E blank A B C D E Program or Administrative Position Total Hours per week Budgeted for this position % per Week Allocated to the Proposed Program Annual Salary Budgeted for this Position Funding Request Amount Clinical Director 40 3% $125,000 $4,350 Program Director 40 15% $ 80,000 $12,000 Coordinator 1 40 14% $60,000 $8,400 Coordinator 2 40 13% $50,000 $6,500 Clinical Interns 8 21% $15,000 $3,130 TOTAL $330,000 $34,380 ACS OUTLET 6 2 Packet Pg. 43 HUMAN SERVICES RESOURCE ALLOCATION PROCESS FY24-25 Name of Organization: PAHC Management and Services Corporation (Alta Housing) 1. Name of Program: Stepping Stones to Success 2. Funding Request: $43,725 3.Priority of Needs Category: check box(es), more than one can be selected. Basic Needs Special Needs LGBTQ+ Children & Youth Programs Homelessness Social Services Coordination Seniors 4.Population Served (Please respond using anticipated numbers for the first year of the contract) Total number of people served by this program: 145 Total number of Palo Alto residents served by this program: 145 Total number of unduplicated Palo Alto residents served by the Requested Funding Amount: 145 5.Describe your organization: Include a mission statement and purpose. We’re Alta Housing. We’re an independent non-profit agency that builds, develops, acquires, and manages low- and moderate-income housing in Santa Clara and San Mateo Counties. Alta Housing’s mission is to create stronger more diverse communities by providing and maintaining high-quality affordable housing where individuals and families thrive. Alta Housing (formerly Palo Alto Housing) has built and managed affordable housing properties in Palo Alto for seniors, single adults and families since 1970. Currently, Alta Housing provides 980 units of housing to low-income families (between 0-80% Area Median Income) in a time of unprecedented housing prices. We believe that everyone has their own story, yet we all want the same thing: we want what’s best for our families; we want to do meaningful work. We believe that communities benefit when people can afford to live in them, and that when it comes down to it, nothing is more valuable than people. We provide high-quality, safe housing; subsidize rents to the greatest degree possible, and support our residents in reaching their goals through the Resident Services program. The mission of the Resident Services Division is to partner with residents to create opportunities to explore skills, connect with community, and link with local resources through resident-driven, strengths-based, impactful programming and services. Resident Services provides one-on-one confidential support counseling including information and referrals for community resources; onsite educational classes, programs, and workshops for children, youth, parents, adults, and seniors; and host events and activities that build community and strengthen community ties. Our Resident Services Program aims to bring our community together to build capacity, unite for a common purpose, and to celebrate individual and community talents, skills, and assets. [NOTICE: This is an excerpt from the full application] Alta Housing 1 2 Packet Pg. 44 8.In detail, describe in clear and concise language the program(s) and service(s) for which you are requesting funding. We are requesting funding for the program Stepping Stones to Success. The services included in this program consists of: •Learners to Leaders After School Homework Club for grades 1-9; •Summer enrichment for grades 1-12; •Family Reading Nights for families of PreK-grade 5; •Family empowerment through food security and economic resilience. 12.Please provide a narrative regarding your proposed program goals and objectives. Youth Programs Youth Program Leaders follow the guidelines and best practices laid out in our Youth Leader manual and plan lessons based on the quality indicators in the Quality Self-Assessment tool, along with annual and monthly themes. Our annual theme this year is “This is Us: Growing Leaders”. Our aim is: To cultivate the values of the six C’s (Creativity, Communication, Collaboration, Critical Thinking, Compassion, Curiosity). Our monthly themes this school year are: Hispanic Heritage, Leaders are Creative, Native American/Indian American Heritage, Leaders are Empathetic, Leaders are Problem Solvers, Black History Month, Women’s History Month, Leaders are Resilient, and Asian Pacific Heritage. The goals of our youth programs are: 1- To create a “village” for youth to feel accepted and thrive. Strategies: warm atmospherewhere they feel belonging; routines and traditions; youth voice & choice; acknowledging and accepting each other and emotions; solving issues together. 2- Reinforce academic skills. Strategies: provide 2 hours of math, reading & writing support each week; bridge with school day teachers; meaningful practice; partner referrals. 3- Build skills in 21st century learning: communication; critical-thinking, collaboration; creativity. Strategies: 1 high-quality enrichment activity per week; youth-led projects: engaging circle discussions We celebrate youth voice and choice by having a "We Rock! Jar"; Youth leaders add rock(s) to the jar when we notice productivity, good teamwork, an act of kindness, or any positive behavior we feel should be recognized. When full, the group decides on the prize, ex. Pizza party, ice cream party; taco party; goody bags. The idea is to take advantage of small moments that come up organically and praise the youth for it. Learners to Leaders operates 2-4 afternoons per week at 5 program locations, generally from 3-6pm. Youth are divided into 2 age groups. After youth arrive home from school, they are welcomed to the community room at their home location. Each day has four program components: Warm welcome and agenda review, Academic Time, Snack & Circle Time and Enrichment Activity. There is a mixture of direct instruction, intentional integrated hands-on skill development, and project-based activities. Students have the chance to intentionally practice 21st Century competencies of collaboration, critical-thinking, communication and creativity as they plan events such as service projects, community holiday parties, art projects, and cooking projects. Our three summer programs are structured similarly. Operating for 6 weeks, 2-5 hours per day, 4 days per week, each program taps into the appropriate interests and skills of each age group. Alta Housing 2 [Q12 cont. next page] 2 Packet Pg. 45 Kids in Action is our annual summer initiative for kids entering grades 1 through 5 facilitated by two of Youth Program Leaders and 1-2 volunteer program assistants. Skill-building workshops, enrichment activities and educational field trips are offered four per week (most youth attend summer school in the mornings) to intentionally build 21st Century competencies. In last and past summers, we have offered botany, gardening, cooking, science, music, art, outdoor movement, and field trips to the Tech Museum, Aqua Adventure, SF Zoo, Exploratorium, Academy of Sciences, among many others. In the summer of 2022, we had three sessions: In session 1: Create Studio & Camp Life, the youth got to use their hands and creativity to build structures out of wood and clay. They also did outdoor woodworking, cooking, archery, nature crafts, and treasure hunts. In Session 2: Science & Art Extravaganza, the youth dared to see what science and art creations they could make with their own ingenuity. Youngsters saw what sizzles, bubbles and explodes as they have fun mixing ingredients and materials to see where their creativity takes them. On session 3: Sports & Service Around the World, the youth explored international sports such as football, cricket and rugby plus designing a service project to help people in their community and around the world. To increase the summer youth experience, we often partner with local organizations including Jewish Coalition for Literacy for an online book club (www.jclread.org),Young Woodworkers Academy and Youth Community Service (YCS) to provide a rich summer experience for youth. Entrepreneur’s Club specifically targets our middle school-age residents, keeping them energized and engaged each summer. Our goal was to carry out a middle school program content focused on business, collaboration and creativity. In the six-week summer 2022 program, the youth learned what entrepreneurship is, what it means to be an entrepreneur, and what makes a good idea successful; product design through the design of a flyer in Canva, creation of a logo, and analysis of market, costs and profits; how to publicize your products and how to create a great brand; what is marketing, how to manage product time and how to create a promotional video practicing the customer service pitch. During this summer program, the youth learned all kinds of skills: interpersonal communication, teamwork, team building, writing skills, organizational skills, problem solving and critical thinking, time management, creativity, verbal communication, enthusiasm and attitude, work in various environments, flexibility and adaptability. Skills that will last a lifetime. Lastly, the Digital Leaders Intern Program addresses the digital divide in technology-rich Palo Alto by providing Alta Housing high school youth with access to digital technology and encouraging its use as a tool to explore social issues. The 6 week intensive summer program has been a great success for the last eight summers, 10 hours per week. After applying and being selected as interns, high school youth are exposed to cutting-edge technology skills as they develop leadership skills and explore their unique voice through personal media projects. In the summer of 2022, we partnered with Innoventure, co-founded by four Bay Area youth who created a Social Issues Summer Program STEM application course. The goal of this program was to guide students in developing an app to help with some of the social or humanitarian issues they hope to address. The youth use an app builder to sketch out their ideas and create an app to help solve the social problem. Alta Housing 3 [Q12 cont. next page] 2 Packet Pg. 46 With the growing number of people accessing the Internet via smartphones and tablets, mobile app development has the unique ability to access a large number of potential consumers. Through creating functioning, informative and management apps and websites that address serious social issues in our society today, the youth can make a significant impact; whether it means rallying people or bringing awareness to such issues, which ultimately helps to resolve these social issues one step at a time. During this program, youth learned skills such as communication skills, professionalism, research, creative thinking, coding/application skills, time management, technical skills, communication skills, writing, and public speaking. At the end of this internship program, the youth participants receive a small stipend for satisfactory completion of the program requirements. This stipend is an incentive for participation and helps reinforce the responsibility skills necessary for success in real-world employment. Ultimately, the Digital Leaders’ self-confidence stands out among their peers and they gain valuable hands-on leadership and work experience to enhance their resumes. Family Programming Family Reading Club has become a staple of our program offerings over the past five years, held from two times per month in the past to four times per month now at four housing locations throughout the school year. Historically we have worked collaboratively with several dedicated teachers and reading intervention specialists from PAUSD. Currently, we continue with our partnership with Jewish Coalition for Literacy which allowed us to continue Family Reading Nights in-person. Whomever the partner, each evening features a compelling theme to attract interest and excitement amongst families. Engaging family activities build intentionally build pre-reading skills, including vocabulary development strategies to enhance oral language and comprehension. Activities are followed by a group read-a-loud, during which teachers model strategies for reading with students. During this time, the “Tip of the Month” will also be shared and discussed with parents, ie. asking open-ended questions, looking for context clues, etc. The group reading time is followed by a theme-related family activity such as creating a family banner, scrapbook page, collage, picture, story, etc. that allows families to discuss, reflect and write about the story they heard and make connections to their own lives. At the end of the evening, students take home 1-2 theme-related texts to build their at-home library, as well as a family activity to do together at home. Beginning August 2022, we changed our regular drive-thru Farmer’s Market program which we offer twice monthly, to a walk-thru model in which people can walk up and select the food items that they want, just like the store. The food offered includes fresh fruits, vegetables, bread, milk, eggs, tortillas, rice, pasta, protein and several canned items each time. We continue our partnership with Second Harvest Food Bank to improve the food security of our families. Based on the 130 households that we serve each time, it is clearly meeting an unmet need and we know how important it is for the well-being of all, especially children to have access to nutritious food each and every day. The food security delivered by SHFB is crucial to our community. This program offering has become more critical and core to our mission. Alta Housing 4 [Q12 cont. next page] 2 Packet Pg. 47 We want to see our families grow and thrive and become more empowered financially overtime. Through our Resident Services staff, residents can access free and individualized support with: Rental assistance applications (LifeMoves, HIF, CSA, Catholic Charities), Financial Coaching (in partnership with Financial Capability Investment), and Job Coaching (in partnership with the Palo Alto Adult School. Through Financial Coaching, families can access 3-5 free financial coaching sessions. These are 1-on-1 personal sessions in which an experienced financial coach is able to assist families in establishing goals around their personal finances which may include reducing debt, rebuilding credit and establishing a savings plan for the future. Through Job Coaching with the Palo Alto Adult School, residents are able to meet privately with an experienced Job Coach for up to 12 sessions to identify openings in their field, review their resume, write cover letters, practice interviewing, develop and LinkedIn profile and review support as they job search. 15.Please list the specific goals, objectives and methods related to the program(s) you are proposing. Applicants must utilize the SMART Goal approach (specific, measurable, actionable, relevant and time bound). Using the template below, list each goal separately, followed by the specific objective(s) and methods(s) to reach that goal. Please indicate if the service numbers included in the goal and objectives listed below are only for those to be covered by the grant or are organization total amounts for this service area. Goal #1: Increase exposure to engaging out-of-school enrichment opportunities for low-income Palo Alto students. Objective(s): Objective A: Provide 1000 hours throughout each school year of quality afterschool programming to 45 youth in grades 1-9 reinforcing school day learning and building 21st Century learning skills. Objective B: Provide 150 hours of enrichment experiences to 50 youth in grades 1-12 each summer boosting 21st Century learning skills. Objective C. Conduct 30 Family Literacy nights throughout the 2023-24 school year giving 15 families practical tools to enhance practices around literacy at home. Method(s): Method 1: Conduct Learners to Leaders afterschool program 4 afternoons per week at 5 housing locations using best practices outlined in the Quality Self-Assessment tool. Method 2: Conduct the Kids in Action program for grades 1-5 in the summer of 2023 and 2024. Method 3: Conduct the Middle and High School program content centered around entrepreneurial and social justice in the summer of 2023 and 2024. Method 4: Conduct Family Reading Club program four times per month at four housing sites throughout the school year in partnership with PAUSD teachers and/or the Jewish Coalition for Literacy. Goal #2: Partner with Alta Housing families to build economic stability and resiliency. Objective(s): Objective A: Increase food security of 110 families annually Objective B: Improve financial resiliency of 10 families annually Alta Housing 5 [Q15 cont. next page] 2 Packet Pg. 48 Objective C: Improve job opportunities to 10 households annually Method(s): Method 1: Conduct twice monthly Farmer’s Market food distributions in partnership with Second Harvest Food Bank. Method (from objective B): Refer 10 families annually to Financial Coaching with Financial Capability Investment. Method (from objective C): Refer 10 individuals annually to Job Coaching with the Palo Alto Adult School. 16. Describe specifically how the requested funding will be used. Indicate a unit cost per client served. If a unit cost cannot be developed, explain why the projected costs are reasonable. The funding request of $43,725 for SSS will be used to support program staff salaries (not including benefits). The cost per participant is $301.50. 19. Please answer the follow budget summary questions: Total Organization Budget: $1,218,379 Total Organization Administrative Costs: $1,106,174 Total Organization Program Costs: $112,205 Alta Housing 6 2 Packet Pg. 49 Program Budget – One Year – FY24 (July 1, 2023 – June 30, 2024) Organization Name: PAHC Management and Services Corporation (Alta Housing) Priority of Needs Category: Children & Youth Programs Name of Program: Stepping Stones to Success Funding Request ($/year): $43,725 If submitting a proposal for multiple programs, please use a separate Budget Form for each program. Two budget forms are included, if the second form is not needed, leave blank. If more forms are needed, copy and paste into a new page in this document or copy and paste from the original copy available at www.cityofpaloalto.org/HSRAP. Complete the table below and round figures to the nearest dollar. By means of Table “A”, we want to see demonstrated EACH funding source utilized to fund the proposed program. If the amount in Column “C” below is still unknown, put “TBD”. Total in Table “A-Column D” must match total Program Expense Budget in Table “B”. You may add rows after “Other,” if needed. TABLE A: Program Funding Sources A B C D FY22 Received FY23 Requested FY23 Total Awarded to Date FY24 Request City of Palo Alto $35,083 $39,750 $39,750 $43,725 Other Cities County State Federal Fundraising $6,500 $5,500 $5,500 $6,000 In-Kind Contributions $3,000 $5,000 $4,500 $8,000 Fee for Services Property OperatingBudgets 175,622 TBD TBD $156,607 Total 220,205 $214,332 TABLE B: FY2024 Total Program Expense Budget Total Program Expense Budget Serving Palo Alto Residents Total Program Expense Budget for Requested Funding Salaries $171,332 $171,332 $43,725 Program Operating Expenses $43,000 $43,000 $0 Non-Operating Expenses $0 List Other Expenses (if appropriate) $0 $0 $0 Total $214,332 $214,332 $43,725 Alta Housing 7 2 Packet Pg. 50 SECTION 6 – PROPOSED PROGRAM POSITIONS/STAFFING Complete the following proposed program position chart. A.List each position for the proposed program(s) B.Indicate the total number of hours each position is budgeted for at your organization C.Indicate the percent/week each position will dedicate to the proposed program(s) D.Indicate the annual salary that this position is budgeted for at your organization E.Indicate the amount that will be charged to the City of Palo Alto If you are NOT requesting funding for staffing, you may leave D & E blank A B C D E Program or Administrative Position Total Hours per week Budgeted for this position % per Week Allocated to the Proposed Program Annual Salary Budgeted for this Position Funding Request Amount VP Resident Services 40 10% $132,000 $0 Service Coordinator 1 40 60% $66,747 $40,048 Service Coordinator 2 40 50% $56,160 $0 Service Coordinator 3 40 50% $56,160 $0 Service Coordinator 4 40 30% $62,400 $0 Youth Program Assistant 20 100% $18,304 $3,677 RS Manager 40 30% $83,000 $0 TOTAL $171,332 for this program $43,725 Alta Housing 8 2 Packet Pg. 51 HUMAN SERVICES RESOURCE ALLOCATION PROCESS FY24-25 Name of Organization: Blossom Birth and Family 1.Name of Program: Holistic Perinatal Wellbeing Program 2. Funding Request: 100,000 3. Priority of Needs Category: check box(es), more than one can be selected.SPECIAL NEEDS 4. Population Served (Please respond using anticipated numbers for the first year of the contract) Total number of people served by this program:1,250 Total number of Palo Alto residents served by this program:300 Total number of unduplicated Palo Alto residents served by the Requested Funding Amount: 300 5. Describe your organization: Include a mission statement and purpose. Blossom's mission is to connect new and expectant families with services, resources and support for a healthy, informed and confident pregnancy and parenting journey. We believe that when new families are armed with information and connected with the community, they will have happier and healthier pregnancies and births, and will be able to support their children in their most critical early years. This increases parent wellbeing, improves child outcomes, and ultimately strengthens our community. Although Blossom is a relatively small nonprofit organization, its role is critical and unique for maternal healthcare in the Palo Alto community. Blossom is not just a service provider, but also a community builder. Unlike other places where families can go for information about pregnancy, Blossom also connects new families with other new families in the community, as well as with providers. Currently, Blossom employs one full-time and five part-time staff members. We also contract with 42 independent contractors who provide classes and other services at Blossom. 8. In detail, describe in clear and concise language the program(s) and service(s) for which you are requesting funding. Since 1999 Blossom has been working to meet the ever-changing needs of women and their families in Palo Alto and the surrounding area during preconception, pregnancy, birth, and early parenting. Blossom provides a comprehensive range of resources and services that support women during pregnancy and the postpartum period. Our classes and workshops are geared toward strengthening mental and physical health through education, physical activity, and community building. Our provider network connects families with providers that will support them through the changes in their lives. Thanks to these services, Blossom helps Palo Alto families to stay connected and healthy. Our services include: [NOTICE: This is an excerpt from the full application] Blossom Birth 1[Q 8 cont. next page] 2 Packet Pg. 52 ●Daily prenatal yoga and other fitness classes taught by highly-trained instructors ○Physical activity during pregnancy improves mood, increases strength and flexibility, and decreases lower back pain and other common symptoms of pregnancy. ●Childbirth preparation and parent education classes ○Classes cover the prenatal period, birth, and early childhood. They include birth preparation, baby care, infant development, infant first aid and CPR, nutrition, sign language for babies and toddlers, and sleep training support. These classes educate women and families so that they feel more confident and empowered for the new stages of their lives. They also create an opportunity for connection and community-building, as most classes are intimate and in-depth. ●Parent baby groups to support clients from pregnancy through breastfeeding and postpartum moods and challenge ○By attending support groups, mothers are able to develop and strengthen relationships with their peers while receiving input and support from professional facilitators. Our postpartum moods and challenges group is led by a licensed therapist, our mom and baby group is led by a trained doula, and our breastfeeding support group by a lactation specialist. ●Community events including an annual Birth & Family Fair and Halloween Carnival ○Community-wide events bring people from all walks of life together, strengthening the community ties. They also provide an opportunity for families to connect with Blossom and the many providers in our network, and to attend free classes related to pregnancy and infant development. ●Online provider network and professional development for birth workers and parents ○Blossom’s provider network serves two purposes: one is to connect families with a wide array of providers who can ease their transition to parenthood, such as doulas, therapists, midwives, nutritionists, and lactation consultants. The other is to connect these professionals with each other. For example, we hold monthly doula meet-ups where doulas can connect and learn from each other. ○Our doula network, a subset of the provider network, connects families with doulas who will meet their needs. Blossom carefully selects doulas we work with through interviews and referral checks. Our provider and doula network has been steadily increasing in the last two years. We would like to be able to continue expanding these groups to be able to offer a larger variety of prenatal and postpartum services and support. Blossom Birth 2 2 Packet Pg. 53 12. Please provide a narrative regarding your proposed program goals and objectives. Over the next two years, we aim to reach as many mothers and children as possible with the resources and community that will support their physical and mental health. To accomplish this goal, we aim to increase the number of unduplicated clients attending at least one session, improve the client retention rate, and introduce an expanded range of new groups, classes and workshops. Our focus in Year 1 will be to fully recover from the impact of the pandemic on attendance; we aim to reach even more parents than we did pre-pandemic and to introduce new offerings. In 2024, we will focus more heavily on further expansion while continuing to expand our portfolio of classes, groups, and workshops. Blossom served approximately 900 unduplicated individuals in 2022 through our classes and another 500 families who attended our community events. Because there is some overlap between the 900 individuals and the 500 families, we are using 900 as the base number served. We would like to increase the number of unduplicated clients by 25% by the end of Q4 2023, and another 25% by the end of 2024. We aim to increase the average monthly number of clients served by 20 new clients per month, depending on the time of year. The spring and fall tend to have higher enrollment, while the summer and winter holidays see a dip. To increase new enrollment, we need to reach a new audience, convert prospects into clients, and ensure that our offering meets the prospective clients’ needs. To reach new prospective clients, we will focus on marketing and partnerships. We have implemented basic SEO and social media marketing in the past. With funding from this grant, we will be able to expand our approach. For example, use of Google Ad will ensure potential clients actively seeking services like prenatal yoga or infant sign language will see Blossom at the top of their results. Promoted posts and ads on social media will reach an audience that matches the demographics of our clients. Partnerships will provide another avenue. We expect to establish additional relationships with complementary organizations, much like our cross-promotion with Fit4Mom. We will also expand our network of referral providers, focusing on doctors, midwives, doulas, and other birth professionals, as well as those who are likely to encounter families in their early days, such as newborn photographers. To best capitalize on the increased marketing and partnerships, we have to ensure that our offering is attractive to clients - see more details in Goal 3. We also need to introduce purchase options that will be enticing. For example, trying new membership options and time-limited promotions. For existing clients, we will introduce a referral program that incentivizes them to share Blossom with others. Underpinning all of our approaches will be an updated website. Our legacy website underwent a much-needed refresh in 2021, but much work remains to be done. With this funding, we will be able to hire a contractor to make the website more navigable and accessible. Along with adding new clients, we aim to increase our retention rate. While the majority of moms attend more than one session at Blossom, there is a sizable minority that attend only one session. These are often the mothers that attend a time-limited workshop such as infant CPR, as opposed to a yoga class or support group with an open-ended schedule. Moving forward, we hope to engage these women further, while increasing overall retention by 10% each year. To do so, we will assess and adjust our offerings to ensure we are meeting the expectations of our Blossom Birth 3 [Q12 cont. next page] 2 Packet Pg. 54 clients, as measured by a 90% positive feedback rating across sessions (defined as recommend/highly recommend in post-session feedback forms). To that end, we will adjust elements of low-performing offerings, such as by seeking new instructors or changing locations and times, in response to input from the community. As with the first goal, introducing new classes in response to community feedback will also be essential to meeting our targets; we elaborate on the plans under Goal 3. The other levers to focus on are marketing and sales. We have to ensure that clients are aware of the varied Blossom offerings. We have taken an ad hoc approach to this in the past - we ask instructors to mention upcoming workshops and we send a monthly newsletter with updates - but we can make a more concerted effort. We would like to implement targeted emails based on past engagement and life stage. For example, an automated, personalized message that goes out to clients after they finish a workshop encouraging them to connect further via yoga, support groups, or specific upcoming workshops. We would also like to standardize the instructors’ promotion of other offerings, creating printed material to display at class, for example. To compliment the increase in marketing, we will test new purchase options that encourage moms to try new offerings. For example, bundling an infant CPR class with one free yoga class, or offering a monthly postpartum wellness package that includes yoga and support group access. Our third goal both stands on its own and supports goals 1 and 2. To meet the needs of moms and their families in Palo Alto and surrounding areas, we want to expand our portfolio to introduce new topics. We currently focus on women who are already pregnant through the infant months. For this group, we would like to deepen our offering to include a postpartum recovery yoga class and a workshop on intimacy after pregnancy and childbirth. We would also like to expand beyond our current life stages to support women who are trying to conceive and experiencing infertility, as well as families with preschool and elementary aged children. For example, in 2023 we aim to introduce: a prenatal support group, an offering for moms with children who have disabilities, and yoga classes for young kids. At the same time, we want to build out our offering for the professionals who support families in our demographic. This would focus on trainings, such as CPR for doulas and other perinatal providers and a training for yoga instructors interested in teaching mom and baby yoga. By offering more support for providers, we help them improve their support for families and expand our network of partners who can refer to Blossom. Blossom Birth 4 2 Packet Pg. 55 15. Please list the specific goals, objectives and methods related to the program(s) you are proposing. Applicants must utilize the SMART Goal approach (specific, measurable, actionable, relevant and time bound).Using the template below, list each goal separately, followed by the specific objective(s) and methods(s) to reach that goal.Please indicate if the service numbers included in the goal and objectives listed below are only for those to be covered by the grant or are organization total amounts for this service area. Goal #1:Increase number of unduplicated individuals attending at least one Blossom session by 25% over the previous year by end of Year 1 and another 25% by end of Year 2 Objective(s): 1. Increase new client visits by ~20 individuals per month 2. Increase class package sales by 10% 3. Double social media reach by Q4 2023 4. Enroll 4 new referrals each month Method(s): 1. Increase marketing spend to introduce additional targeted marketing and improved SEO 2. Introduce new classes and workshops, responding to community need (see goal 3 below) 3. Strengthen existing partnerships and establish 5 new ones per year to promote referrals 4. Test and implement new promotions 5. Redesign our website to make it more navigable 6. Roll out rewards program for existing clients to promote referrals Goal #2:Increase client retention by 10% over previous year by the end of Year 1 and another 10% by end of Year 2 Objective(s): 1. Engage 100 people in the new rewards program 2. Attain at least 90% positive ratings (recommend/strongly recommend) in post-class reviews 3. Increase membership purchases by 50% in Year 1 and Year 2 Method(s): 1. Introduce new classes and workshops, responding to community need (see goal 3) 2. Introduce targeted emails to better engage current clients 3. Prepare printed promotional materials for instructors to display at each class 4. Test and implement class combination offerings 5. Test and implement new membership option 6. Adjust instructors, time and/or location for low performing groups and workshops (as measured by low enrollment or <90% positive rating) Goal #3:Expand our portfolio of services so that we have provided 10 new, discrete offerings by the end of Year 1, and an additional 10 by the end of Year 2. Objective(s): 1. Launch 6 more classes and workshops for families per year 2. Launch 4 trainings and workshops for providers per year Method(s): 1. Network with community and providers by planning more gathering events and a Birthing Fair at the JCC 2. Conduct additional surveys and interview clients to understand their needs and desires 3. Identify list of priority topics and seek out providers who can address them Blossom Birth 5 The funding we are requesting will support the entire Blossom program, so all of the numbers would be supported by the HSRAP grant. 2 Packet Pg. 56 16.Describe specifically how the requested funding will be used. Indicate a unit cost per client served. If a unit cost cannot be developed, explain why the projected costs are reasonable. Funding will be used to support the management of Blossom’s program as well as to supplement registration fees and provide scholarships, to keep costs to clients reasonable. ●Staff time to execute the following: ○Launch and manage new offerings and activities, from new classes to updated package purchase options ○Monitor and evaluate the program goals and objectives ○Conduct needs assessments through surveys, interviews and direct feedback ○Front desk service to ensure excellent service to clients ○Develop and strengthen relationships with potential partners and providers ○Improve grants application and donor relationship building ●Contractor time for experienced teachers and professionals ●Space rental at the JCC ●Expanded marketing through promoted social media and targeted ads ●Updating our website and work on other social media strategies ●Materials for new classes ●Scholarships for those unable to pay full price During the pandemic we stripped our overhead costs to the bare minimum, including exiting a long-term lease, trimming staff hours, and eliminating most marketing. We run a lean staff, closely manage hours to only the highest priority work, and pay reasonable wages. Because of the incredibly strong community Blossom has built and its resolve around our mission, we are able to leverage our extended network and their diverse skill sets to receive critical services at below market rates or pro bono (e.g. legal advice, accounting services, fundraising, etc.). All of this enables us to keep our cost base as low as possible while not compromising our core 19. Please answer the follow budget summary questions: Total Organization Budget: FY23:$300,458 Total Organization Administrative Costs:$228,328 Total Organization Program Costs:$72,130 Note: we calculate program costs and administrative costs differently than many nonprofits. For example, staff time associated with program implementation is categorized as an administrative cost. Please see breakdown in the budget Table B and Section 6 Program Staffing below.. Blossom Birth 6 2 Packet Pg. 57 Program Budget – One Year – FY24 (July 1, 2023 – June 30, 2024) Organization Name: Blossom Birth and Family Priority of Needs Category: Special Needs Name of Program: Holistic Perinatal Wellbeing Program Funding Request ($/year): $50,000 If submitting a proposal for multiple programs, please use a separate Budget Form for each program. Two budget forms are included, if the second form is not needed, leave blank. If more forms are needed, copy and paste into a new page in this document or copy and paste from the original copy available at www.cityofpaloalto.org/HSRAP. Complete the table below and round figures to the nearest dollar. By means of Table “A”, we want to see demonstrated EACH funding source utilized to fund the proposed program. If the amount in Column “C” below is still unknown, put “TBD”. Total in Table “A-Column D” must match total Program Expense Budget in Table “B”. You may add rows after “Other,” if needed. TABLE A: Program Funding Sources A B C D FY22 Received FY23 Requested FY23 Total Awarded to Date FY24 Request City of Palo Alto $9,874 50,000 TBD 50,000 Other Cities County State 15,000 Federal Fundraising 97,104 100,000 TBD 86,691 In-Kind Contributions Fee for Services 115,816 137,362 TBD 156,016 Other (specify): Affiliate Income, Product Sales, Interest Income 143 0 Sponsorships 2,500 0 Foundations 35,000 0 Total $275,437 $287,362 $292,707 TABLE B: FY2024 Total Program Expense Budget Total Program Expense Budget Serving Palo Alto Residents Total Program Expense Budget for Requested Funding Salaries 144,800 28,960 32,000 Program Operating Expenses 72,130 14,426 12,000 Blossom Birth 7 2 Packet Pg. 58 Non-Operating Expenses 75,777 15,155 6,000 List Other Expenses (if appropriate) Total 292,707 58,541 50,000 Blossom Birth 8 2 Packet Pg. 59 SECTION 6 – PROPOSED PROGRAM POSITIONS/STAFFING Complete the following proposed program position chart. A. List each position for the proposed program(s) B. Indicate the total number of hours each position is budgeted for at your organization C. Indicate the percent/week each position will dedicate to the proposed program(s) D. Indicate the annual salary that this position is budgeted for at your organization E. Indicate the amount that will be charged to the City of Palo Alto If you are NOT requesting funding for staffing, you may leave D & E blank A B C D E Program or Administrative Position Total Hours per week Budgeted for this position % per Week Allocated to the Proposed Program Annual Salary Budgeted for this Position Funding Request Amount Executive Director 40 100%$80,000 $12,000 Program Manager 15 100%15,800 $8,000 Customer Service 15 100%16,500 $6,000 Fundraising Coordinator 10 100%11,000 $2,000 Marketing Manager 15 100%16,500 $4,000 Volunteer Coordinator 5 100%5,000 TOTAL 100 100%$144,800 $32,000 Blossom Birth 9 2 Packet Pg. 60 HUMAN SERVICES RESOURCE ALLOCATION PROCESS FY24-25 Name of Organization: Counseling and Support Services for Youth (CASSY) 1. Name of Program: School Based Mental Health Counseling for Palo Alto and Gunn High School 2. Funding Request: $40,000 3. Priority of Needs Category: check box(es), more than one can be selected. 4. Population Served (Please respond using anticipated numbers for the first year of the contract) Total number of people served by this program: 240 students Total number of Palo Alto residents served by this program: 720 residents – a student and an assumption of their parents Basic Needs Special Needs LGBTQ+ Children & Youth Programs and Services Homelessness Social Services Coordination Seniors X Total number of unduplicated Palo Alto residents served by the Requested Funding Amount: 720 residents 5.Describe your organization: Include a mission statement and purpose. CASSY’s mission is to de-stigmatize mental health services and make supporting students' social and emotional well-being the norm in our local schools. Since 2011, CASSY has partnered with PAUSD to provide free comprehensive mental health services to all enrolled students in their academic settings, from kindergarten through high school. CASSY also provides free consultations for parents, caregivers, and teachers. 8.Provide a general overview of the demographics of the clients that you serve, as Palo Alto centric In detail, describe in clear and concise language the program(s) and service(s) for which you are requesting funding. CASSY will provide four full time therapists – two at Gunn High School andtwo at Palo Alto High School to support the mental wellbeing of students enrolled at both schools. Fees for CASSY services are not required from students or families; however, CASSY’s ability to provide free mental health services to all enrolled students is dependent on our revenue from our contract with PAUSD and additional fundraising conducted by CASSY to recover unmet costs of our program. Requested funding goes towards therapist salaries, benefits, and clinical costs needed to provide quality care. [NOTICE: This is an excerpt from the full application] CASSY 1 2 Packet Pg. 61 12. Please provide a narrative regarding your proposed program goals and objectives. Our mental health support program works closely with the PAUSD wellness staff at Gunn and Palo Alto High Schools. We tailor our program to meet the ongoing needs during that school year and with the specific high school. PAUSD is building capacity to provide their own mental health service; however, increased needs require CASSY services to augment what the school cannot provide on their own. During the 2023-2024 school year, we will place two highly qualified therapists on each school campus to provide direct support for students in need (Tier 2 and 3) and preventative education and support (Tier 1) as needed by each school’s wellness team. Our services include: Individual Counseling (Tier 3 Support) - Students are referred to CASSY for counseling from teachers, parents, former schools, or because they have special needs. After an initial assessment has been completed, the student enters an approximate 12-week therapy model. Sessions occur on campus during school hours with a student and therapist. Therapists are trained in and utilize diverse evidence-based practice theories to address these issues, including Motivational Interviewing, Cognitive Behavioral Therapy (CBT), and Dialectical Behavior Therapy (DBT). Therapists and students create measurable and achievable clinical goals, which are linked directly to the student’s diagnosis and clinical needs. Counseling is designed to increase a student’s social-emotional well-being, self-regulation, self- control, positive relationships, and coping strategies, which research shows are linked to positive educational outcomes. Progress towards goals is tracked throughout treatment and is formally re- assessed at the conclusion of the 12-week period, at which time it is determined whether the client could benefit from continued services with additional sessions, be referred to an outside provider, or move into less intense support. Students may remain in therapy until the underlying issue is resolved or until an appropriate referral can be made for outside therapy services. If at any time, the student presents with more complex or pervasive issues than can be addressed through our school-based model (e.g. suicidality, eating disorders, PTSD, bipolar disorder, schizophrenia), therapists immediately share this information with parents/caregivers, the school, district staff, and/or partner with an outside agency to ensure the student’s safety. Group Therapy (Tier 2 Support)–Students with lower-level needs can benefit from engaging in group therapy to get practice building social skills or coping techniques to handle anxiety or depression. Group therapy is also beneficial to provide support for students processing grief and loss. CASSY will offer small group counseling in identified areas of need at each school site throughout the school year depending on the individual needs of the clients. Groups typically run for 6-8 weeks, four times a year. Group therapy can act as a step down from individual therapy services, allowing a smooth and supportive transition when clients are ready to terminate individual counseling. Proactive Mental Health Education (Tier 1 Support)–CASSY partners with schools to offer interventions that target the entire population of a school. These interventions promote and enhance wellness by increasing pro-social behaviors, emotional wellbeing, skill development, and mental health. This includes school-wide programs that foster safe and caring learning environments that engage students, are culturally aware, promote social and emotional learning, and develop a connection between school, home, and community. To build awareness CASSY 2 [Q12 cont. next page] 2 Packet Pg. 62 about mental health issues and reduce the stigma associated with accessing support, CASSY therapists can deliver universal classroom presentations, workshops, and assemblies on: emotional literacy, anxiety, depression, suicide prevention, mindfulness, anti-bullying workshops and groups, among other topics. Therapists can construct a school-wide education plan based on the identified needs of each individual school community. Additionally, CASSY therapists provide consultation and workshops to school staff and families as concerns arise, which sometimes leads to referrals to a higher level of support. Parent Consultations & Community Outreach (Tier 1 Support)-We offer confidential consultations to parents and help secure additional support when needed. We also provide parent education opportunities by giving presentations and leading discussions about raising emotionally healthy children. As a direct result of distance learning, CASSY is now offering parent education workgroups, webinars, presentations and have built a resource library on our website. Staff Consultation and Training (Tier 1 Support)–Educating and supporting staff is key to ensuring that students receive the help they need, reducing classroom disruptions, and preventing mental health crises. We work with instructional staff so that they have the tools to handle mental health issues in their classroom and empower them to help their students increase their coping skills (resilience, grit, perseverance, etc.). We consult with staff about students or situations on campus and provide staff training on mental health issues. Crisis Intervention and Treatment (Tier 3 Support)-Sometimes an initial assessment indicates that a student is in crisis, meaning that they require immediate help or support. Examples of a student in crisis: when a student has thoughts of suicide or intent, is harming themselves or makes verbal threats to harm themselves (cutting, not eating), makes threats to harm others, or feels so overwhelmed due to trauma, abuse, or life stressors that they cannot self- regulate. CASSY therapists are trained in crisis intervention and can perform risk assessments, determining the course of treatment for referrals. In these urgent situations, therapists provide intensive support to the student, create a safety plan with trusted individuals in their lives, and coordinates with outside providers if the student is at risk of hurting themselves. If a student is hospitalized, CASSY works with the student, family, outside provider(s), and other district staff to develop a re-entry plan that supports their positive re-integration when they are ready to return to school. Sometimes a traumatic event, such as the death of a student or teacher, affects the entire student body. For such a school-wide crisis, CASSY staff will come together to support the school. Supervisors and additional therapists may be present when needed. CASSY identifies those in need, provides ongoing grief counseling, and supports school staff. Both group and individual sessions will be provided. Outside referrals may be made by schools if needed (KARA or Centre for Living with Dying) for additional support. CASSY 3 2 Packet Pg. 63 15.Please list the specific goals, objectives and methods related to the program(s) you are proposing. Applicants must utilize the SMART Goal approach (specific, measurable, actionable, relevant and time bound). Using the template below, list each goal separately, followed by the specific objective(s) and methods(s) to reach that goal. Please indicate if the service numbers included in the goal and objectives listed below are only for those to be covered by the grant or are organization total amounts for this service area. Goal #1: Develop students' coping skills, resiliency, and ability to form and maintain positive peer and/or familial relationships to reduce anxiety, stress, and the possibility of negative educational outcomes Objective(s): By June of each fiscal year, CASSY therapists will provide individual and/or group therapy to approximately 240 PAUSD high school students throughout the school year. Method(s): Students referred to therapy (by teachers, peers, family, former schools, or because they have an Individualized Education Plan) will be assessed and, if deemed appropriate for treatment, will enter into an approximate12-week individual therapy model (or longer if necessary). CASSY therapists utilize evidence-based practices to address a variety of issues, including Motivational Interviewing, Cognitive Behavioral Therapy (CBT), and Dialectical Behavior Therapy (DBT). Goal #2: The student is at the center of everything we do. CASSY supports the student as well as those that support the child - parents, teachers, and the community, with the goal of greater social-emotional abilities and mental health outcomes for the student and the entire school community. Objective(s) #1: By June of each fiscal year, CASSY will provide 480 PAUSD parent consultations in our efforts to support the entire family. Method(s): CASSY will offer parents with confidential consultations to address issues that arise. Therapists will also run workshops for parents after identifying areas of need in the community. Topics may include: depression and anxiety signs/symptoms, managing mental health needs at home. Objective(s) #2: By June of each fiscal year, CASSY will provide 240 PAUSD staff consultations in our efforts to support the entire school community. Method(s): CASSY will offer staff consultations to address issues that arise. Therapists will also run workshops for staff after identifying areas of need in the school. Topics may include: depression and anxiety signs/symptoms, managing mental health needs in the classroom, and CPS requirements. 16.Describe specifically how the requested funding will be used. Indicate a unit cost per client served. If a unit cost cannot be developed, explain why the projected costs are reasonable. The requested funding of $40,000 will be used to supplement PAUSD’s contract to CASSY for four therapists on-site during school year. $10,000 will be allocated per therapist and each therapist can carry a caseload of 25 students a week. Some students drop in as needed but some students need weekly therapy for up to 12 weeks. We anticipate each therapist can support approximately 60 students a year so the unit cost per client from the City of Palo Alto would be $166.67 19.Please answer the follow budget summary questions: Total Organization Budget: $3,568,012 Total Organization Administrative Costs: $239,604 Total Organization Program Costs: 3,328,407 CASSY 4 2 Packet Pg. 64 Program Budget – One Year – FY24 (July 1, 2023 – June 30, 2024) Organization Name: Counseling and Support Services for Youth (CASSY) Priority of Needs Category: Children and Youth Programs and Services; Counseling Name of Program:School-Based Mental Health Counseling for Gunn and Palo Alto High School students Funding Request ($/year): $40,000 If submitting a proposal for multiple programs, please use a separate Budget Form for each program. Two budget forms are included, if the second form is not needed, leave blank. If more forms are needed, copy and paste into a new page in this document or copy and paste from the original copy available at www.cityofpaloalto.org/HSRAP. Complete the table below and round figures to the nearest dollar. By means of Table “A”, we want to see demonstrated EACH funding source utilized to fund the proposed program. If the amount in Column “C” below is still unknown, put “TBD”. Total in Table “A-Column D” must match total Program Expense Budget in Table “B”. You may add rows after “Other,” if needed. TABLE A: Program Funding Sources A B C D FY22 Received FY23 Requested FY23 Total Awarded to Date FY24 Request City of Palo Alto $ 49,727 $ 56,314 $ 56,314 $ 40,000 Other Cities County State Federal Fundraising $ 94,727 34,608 $ 25,888 $ 50,000 In-Kind Contributions $ 4,347 Fee for Services $ 995,159 380,000 $380,000 $437,000 Other (specify) Total $1,143,960 $470,922 $462,202 $527,000 TABLE B: FY2024 Total Program Expense Budget Total Program Expense Budget Serving Palo Alto Residents Total Program Expense Budget for Requested Funding Salaries $500,000 $500,000 $40,000 Program Operating Expenses $ 18,000 $ 1,125 Non-Operating Expenses $18,000 $ 1,125 List Other Expenses (if appropriate) Total $536,000 $502,250 $ 40,000 CASSY 5 2 Packet Pg. 65 SECTION 6 – PROPOSED PROGRAM POSITIONS/STAFFING Complete the following proposed program position chart. A.List each position for the proposed program(s) B. Indicate the total number of hours each position is budgeted for at your organization C. Indicate the percent/week each position will dedicate to the proposed program(s) D.Indicate the annual salary that this position is budgeted for at your organization E.Indicate the amount that will be charged to the City of Palo Alto If you are NOT requesting funding for staffing, you may leave D & E blank A B C D E Program or Administrative Position Total Hours per week Budgeted for this position % per Week Allocated to the Proposed Program Annual Salary Budgeted for this Position Funding Request Amount School Based Therapist - Gunn 40 100% $80,000 10,000 School Based Therapist - Gunn 40 100% $80,000 10,000 School Based Therapist - Paly 40 100% $80,000 10,000 School Based Therapist - Paly 40 100% $80,000 10,000 Clinical Supervisor 20 50% $100,000 Clinical Director 3 3% $140,000 Executive Director 3 3% $160,000 TOTAL 186 - $720,000 CASSY 6 2 Packet Pg. 66 HUMAN SERVICES RESOURCE ALLOCATION PROCESS FY24-25 Name of Organization: Children’s Health Council (CHC) 1. Name of Program: Advancing Access to Mental Health and Wellbeing for Medi-Cal Clients 2. Funding Request: $25,000 3. Priority of Needs Category: check box(es), more than one can be selected. Basic Needs Special Needs LGBTQ+ Children & Youth Programs and Services Homelessness Social Services Coordination Seniors 4. Population Served (Please respond using anticipated numbers for the first year of the contract) Total number of people served by this program: 439 Total number of Palo Alto residents served by this program: 45 Total number of unduplicated Palo Alto residents served by the Requested Funding Amount:45 5. Describe your organization: Include a mission statement and purpose. CHC has a 70-year history of effectively helping youth in San Mateo and Santa Clara Counties as well as the wider San Francisco Bay Area reach their promise and potential. CHC was founded by Palo Alto’s first female pediatrician, Dr. Esther B. Clark, and continues to deliver on her commitment to serving the whole child, whole family and whole community. The agency’s mission is to transform young lives by providing culturally responsive best-in-class services for learning differences and mental health to families from diverse backgrounds regardless of language, location or ability to pay. CHC provides comprehensive and integrated care, from prevention to intervention, and serves children, teens, young adults (ages 0-25) and families. CHC’s areas of emphasis are Anxiety and Depression, Learning Differences, ADHD, and Autism. Primary services/programs include clinical services for mental and behavioral health and wellbeing (evaluation, therapy, intensive outpatient program, groups, psychiatry), intervention and therapeutic day schools, and community programs CHC has been a certified provider of Santa Clara County Medi-Cal services for more than 25 years. Families who come to CHC experience outstanding care, interaction with long-term, experienced, licensed bilingual/bicultural staff, and data-driven outcomes. Diversity, Equity, Inclusion and Belonging (DEIB) is one of the agency’s core values and plays a key role in advancing our mission. Staff reflect the diversity and speak the languages of the communities served. During FY22, CHC directly impacted more than 15,000 families through campuses in Palo Alto, San Jose, East Palo Alto and through Telehealth and parent and professional education webinars and podcasts. [NOTICE: This is an excerpt from the full application] CHC 1 2 Packet Pg. 67 8.In detail, describe in clear and concise language the program(s) and service(s) for which you are requesting funding. CHC is requesting funding for the Catherine T. Harvey Center for Clinical Services Medi-Cal Clinic. The clinic provides expert behavioral health evaluation and treatment services in both English and Spanish to ages 5-22 served by Santa Clara Medi-Cal. A grant the amount of $25,000 would be used for the purchase of items that would be helpful for improving access to care and advancing the treatment of the Santa Clara County Medi-Cal clients CHC serves in Palo Alto. This includes: •Basic Needs--Transportation: Gas cards, Lyft/Uber cards, and bus passes to help clients get to therapy appointments at CHC’s Palo Alto campus (and San Jose or East Palo Alto campuses when needed) •Basic Needs—Food/Nutrition: Many of our Medi-Cal families are suffering from hunger and housing insecurity. Gift cards to Safeway and Chavez markets help families in need and also build trust among the client and CHC •Supplies for Mental Health for Children and Youth: Many treatment goals require materials in order for families to continue their work at home. Gift cards for apps, music for therapy needs, and other supplies increase the effectiveness of treatment. 12.Please provide a narrative regarding your proposed program goals and objectives. During fiscal years 2024-2025, the agency would deliver an estimated $25,000 through these channels to approximately 100 Palo Alto/Medi-Cal families with the goals of removing barriers to transportation for families needing to access in-person therapy and evaluation appointments, meet some of their basic food and nutrition needs, as well as for the purchase of clinician- recommended therapy items and supplies, subscriptions. Long-term goal: Less no-shows for appointments and increase the number of Medi-Cal clients meeting treatment goals and completing therapy. 15.Please list the specific goals, objectives and methods related to the program(s) you are proposing. Applicants must utilize the SMART Goal approach (specific, measurable, actionable, relevant and time bound). Using the template below, list each goal separately, followed by the specific objective(s) and methods(s) to reach that goal. Please indicate if the service numbers included in the goal and objectives listed below are only for those to be covered by the grant or are organization total amounts for this service area. Goal #1: Remove access barriers for ~100 Palo Alto Medi-Cal clients Objective(s): Families to engage with short- and long- term mental health services Families consistently attend appointments (less no-shows) Clients meet treatment goals Method(s): Provide gas cards, Lyft or Uber credits, and/or bus passes for families Goal #2: See an increase in positive gains in Child / Adolescent Needs and Strengths Assessment (CANS) data among Medi-Cal Clients over next two years Objective(s): Through accessible and culturally relevant therapy services provided by CHC’s bilingual clinicians, we aim for: Improved family functioning (currently at 18%, increase by 5%) Less stress with living situation (currently at 40%, aim to increase by 5%) Improved social, behavior and attendance in school (Currently approx. 20%, aim to increase by 5%) Method(s): After 6-12 months of therapy, when we compare kid’ behavior using the CANS (Child / Adolescent Needs and Strengths Assessment) before and after therapy we see positive gains. CHC 2 2 Packet Pg. 68 16.Describe specifically how the requested funding will be used. Indicate a unit cost per client served. If a unit cost cannot be developed, explain why the projected costs are reasonable. CHC served 45 Medi-Cal clients who are Palo Alto Residents during FY22. The agency will continue to experience growth and serve more clients over the next few years, and as a result, it’s estimated we will serve approximately 100 Palo Alto Medi-Cal Clients in FY24-25. Funding in the amount of $25,000 ensures our Palo Alto Medi-Cal clients families qualify for $250 in basic needs support from CHC in the form of transportation costs, food/groceries, and supplies to advance treatment goals. CHC has had a challenging time keeping up with these requests in the past as they are not always accounted for in the Clinical Services original budget. 19.Please answer the follow budget summary questions: Total Organization Budget: 36,135,000 Total Organization Administrative Costs: 18% 6,504,840 Total Organization Program Costs: 82% 29,360,700 CHC 3 2 Packet Pg. 69 Program Budget – One Year – FY24 (July 1, 2023 – June 30, 2024) Organization Name: Children’s Health Council (CHC) Priority of Needs Category: Basic Needs: Transportation, Food and Nutrition—primary beneficiaries are Children, Youth, and their Parents/Caregivers Name of Program: Advancing Access to Mental Health and Wellbeing for Medi-Cal Clients Funding Request ($/year): 12,500 for FY24, $12,500 for FY25 If submitting a proposal for multiple programs, please use a separate Budget Form for each program. Two budget forms are included, if the second form is not needed, leave blank. If more forms are needed, copy and paste into a new page in this document or copy and paste from the original copy available at www.cityofpaloalto.org/HSRAP. Complete the table below and round figures to the nearest dollar. By means of Table “A”, we want to see demonstrated EACH funding source utilized to fund the proposed program. If the amount in Column “C” below is still unknown, put “TBD”. Total in Table “A-Column D” must match total Program Expense Budget in Table “B”. You may add rows after “Other,” if needed. TABLE A: Program Funding Sources A B C D FY22 Received FY23 Requested FY23 Total Awarded to Date FY24 Request City of Palo Alto 10,000 12,500 Other Cities County 2,621,000 State Federal Fundraising 974,500 TBD In-Kind Contributions Fee for Services Other (specify) Total TABLE B: FY2024 Total Program Expense Budget Total Program Expense Budget Serving Palo Alto Residents Total Program Expense Budget for Requested Funding Salaries 2,215,000 221,500 Program Operating Expenses 173,000 1,7300 Non-Operating Expenses 109,000 10,900 Facilities/IT 332,000 33,200 Support Services and other 716,000 71,600 12,500 Contingency 50,000 5,000 Total 3,595,000 359,500 CHC 4 2 Packet Pg. 70 SECTION 6 – PROPOSED PROGRAM POSITIONS/STAFFING Complete the following proposed program position chart. A.List each position for the proposed program(s) B.Indicate the total number of hours each position is budgeted for at your organization C.Indicate the percent/week each position will dedicate to the proposed program(s) D.Indicate the annual salary that this position is budgeted for at your organization E.Indicate the amount that will be charged to the City of Palo Alto If you are NOT requesting funding for staffing, you may leave D & E blank A B C D E Program or Administrative Position Total Hours per week Budgeted for this position % per Week Allocated to the Proposed Program Annual Salary Budgeted for this Position Funding Request Amount TOTAL CHC 5 2 Packet Pg. 71 HUMAN SERVICES RESOURCE ALLOCATION PROCESS FY24-25 Name of Organization: Downtown Streets, Inc. (AKA “Downtown Streets Team) 1. Name of Program: Palo Alto Homeless Outreach & Barrier Removal Program 2. Funding Request: $50,557 3. Priority of Needs Category: check box(es), more than one can be selected. 4. Population Served (Please respond using anticipated numbers for the first year of the contract) Total number of people served by this program: 125 Total number of Palo Alto residents served by this program: 500 Total number of unduplicated Palo Alto residents served by the Requested Funding Amount: 500 Unduplicated Interactions of Palo Alto Residence 5. Describe your organization: Include a mission statement and purpose. The mission of Downtown Streets Team (DST) is to restore dignity, inspire hope, and provide a pathway to recover from homelessness. DST’s programs involve building teams comprised of individuals who are homeless or at risk of becoming homeless and assisting them to rebuild positive work habits, expand their skill set, and overcome barriers as they work towards permanent employment and housing. Basic Needs Homelessness [NOTICE: This is an excerpt from the full application] DTS 1 2 Packet Pg. 72 12. Please provide a narrative regarding your proposed program goals and objectives DST aims to connect with more potential participants in the form of expanded peer to peer outreach in the downtown and El Camino areas. The goal of expanded peer to peer outreach is to connect DST services with more vulnerable and at-risk populations. An additional objective is to increase reach and scope through the addition of professional outreach to this expanded program. In addition, DST will financially support participants with obtaining vital documents that restrict them from housing and employment processes. Said documents include, but are not limited to, birth certificates, drivers license, green card renewal, social security card, etc… 8. In detail, describe in clear and concise language the program(s) and service(s) for which you are requesting funding. DST proposes the continuance and expansion of its community, Peer-to-Peer Outreach Team to increase efforts throughout Palo Alto, the California Ave business corridor and to extend services onto El Camino (next to Stanford). It would expand our Outreach Team to four people (two Team Leads and two Team Members) plus professional outreach staffing to lead the outreach team. Outreach will focus on high impact areas including, but are not limited to, parks, train stations, garages, libraries, RV parks and Food Closet. During our garage shifts, our Team Members have provided information to unhoused individuals regarding DST services. We have seen a number of individuals receive services and join our Team as a result. The need for expanded peer-to- peer outreach is evident in Palo Alto and will allow our services to reach a greater number of individuals. After identifying barriers, DST staff will work alongside new participants to eliminate vital document barriers. DST will help participants obtain any vital documentation (ID, birth certificate, drivers license , green card renewal, Social Security Card, etc) that will support them in regaining stability. After removing this initial barrier other service, employment and housing opportunities will be available to each participant with the goal of ending their homelessness permanently. The Peer-to-Peer Outreach Team is the connection for those in need to vital documents and essential services. Suggested outreach spots from the City of Palo Alto will be implemented at walking points downtown as well as vehicle and RV dwellers hotspots (ex: El Camino & Stanford University) The peer- to peer outreach model will benefit the Team Members, but also will provide services to those experiencing homelessness. Team Members will introduce DST model and invite individuals to get in touch with DST Staff and direct them to our office. DTS 2 2 Packet Pg. 73 19. Please answer the follow budget summary questions: Total Organization Budget: 14,198,956 Total Organization Administrative Costs: 2,697,801.64 Total Organization Program Costs: 11,501,154.36 15.Please list the specific goals, objectives and methods related to the program(s) you are proposing. Applicants must utilize the SMART Goal approach (specific, measurable, actionable, relevant and time bound). Using the template below, list each goal separately, followed by the specific objective(s) and methods(s) to reach that goal. Please indicate if the service numbers included in the goal and objectives listed below are only for those to be covered by the grant or are organization total amounts for this service area. Goal #1- Expand Peer to Peer Outreach and include professional outreach Objective(s): Obtain 500 unique interactions by the end of the grant period Method(s): Expand outreach to two days a week with an additional two Team Members & an additional DST Staff. Outreach training for Team Members will be provided. Hygiene kits and PPE distributed by staff. Goal #2- Financially support Team Members and outreach clients with obtaining vital documents Objective(s): Pay for 50 total vital documents by the end of the grant period Method(s): DST staff would obtain secure funding for obtaining, renewing and replacing vital documents for Team Members who currently utilize DST services and those who are reached through Peer to Peer outreach. 16.Describe specifically how the requested funding will be used. Indicate a unit cost per clientserved. If a unit cost cannot be developed, explain why the projected costs are reasonable.Funding will be used to provide basic needs stipends for peer-to-peer outreach Team Members to be able to participate, .25 FTE salary for one case manager (plus benefits, associated mileage, phone communication), outreach supplies (table, hygiene kits) and fees associated with obtaining vital documents. The total unit cost per Team Member/client is $101.12 for the grant period. DTS 3 2 Packet Pg. 74 Program Budget – One Year – FY24 (July 1, 2023 – June 30, 2024) Organization Name: Downtown Streets, Inc. (AKA “Downtown Streets Team”) Priority of Needs Category: Basic Needs & Homelessness Name of Program: Palo Alto Homelesness Outreach & Barrier Removal Program Funding Request ($/year): $50,557 If submitting a proposal for multiple programs, please use a separate Budget Form for each program. Two budget forms are included, if the second form is not needed, leave blank. If more forms are needed, copy and paste into a new page in this document or copy and paste from the original copy available at www.cityofpaloalto.org/HSRAP. Complete the table below and round figures to the nearest dollar. By means of Table “A”, we want to see demonstrated EACH funding source utilized to fund the proposed program. If the amount in Column “C” below is still unknown, put “TBD”. Total in Table “A-Column D” must match total Program Expense Budget in Table “B”. You may add rows after “Other,” if needed. TABLE A: Program Funding Sources A B C D FY22 Received FY23 Requested FY23 Total Awarded to Date FY24 Request City of Palo Alto $278,807 $318,034 $267,477 $267,477 Other Cities County State Federal Fundraising $185,943 $147,282 $73,983 $147,282 In-Kind Contributions Fee for Services Other (specify) Foundation $43,778 $43,778 $43,778 $43,778 Total $322,585 $509,094 $311,255 $458,537 TABLE B: FY2024 Total Program Expense Budget Total Program Expense Budget Serving Palo Alto Residents Total Program Expense Budget for Requested Funding Salaries $16,913 $16,913 $16,913 Program Operating Expenses $25,572 $25,572 $25,572 Non-Operating Expenses $8,072 $8,072 $8,072 List Other Expenses (if appropriate) Total $50,557 $50,557 $50,557 DTS 4 2 Packet Pg. 75 SECTION 6 – PROPOSED PROGRAM POSITIONS/STAFFING Complete the following proposed program position chart. A.List each position for the proposed program(s) B. Indicate the total number of hours each position is budgeted for at your organization C. Indicate the percent/week each position will dedicate to the proposed program(s) D.Indicate the annual salary that this position is budgeted for at your organization E.Indicate the amount that will be charged to the City of Palo Alto If you are NOT requesting funding for staffing, you may leave D & E blank A B C D E Program or Administrative Position Total Hours per week Budgeted for this position % per Week Allocated to the Proposed Program Annual Salary Budgeted for this Position Funding Request Amount Case Manager 10 25% 55,000+12,650 benefits, payroll taxes, workers comp, etc. 16,913 TOTAL 10 25% 67,650 16,913 DTS 5 2 Packet Pg. 76 HUMAN SERVICES RESOURCE ALLOCATION PROCESS FY24-25 Name of Organization: DreamCatchers, Inc. 1. Name of Program: DreamCatchers Academic Support & Youth Mentorship 2. Funding Request: $60,000 3. Priority of Needs Category: check box(es), more than one can be selected. Basic Needs Special Needs LGBTQ+ X Children & Youth Programs Homelessness Social Services Coordination Seniors 4. Population Served (Please respond using anticipated numbers for the first year of the contract) Total number of people served by this program: 625 (students, parents, tutors) Total number of Palo Alto residents served by this program: 445 (students, parents, tutors) Total number of unduplicated Palo Alto residents served by the Requested Funding Amount: 445 5. Describe your organization: Include a mission statement and purpose. DreamCatchers’ mission is to close the opportunity gap in the high-performing Palo Alto Unified School District (“PAUSD”) by providing individualized mentoring, after-school academic tutoring, and social-emotional support to socioeconomically disadvantaged (“SED”) middle school students and their families. We focus on the whole child to help students reach their full potential and increase their confidence and sense of belonging. DC’s goal is to ensure that our students are “High School Ready” after spending the three middle school years with us. Volunteer near-peer tutors from local high schools and Stanford help students build skills and confidence in English and math, complete schoolwork, time management, and effective self-advocacy. An active parent engagement program connects DC families to learning opportunities and resources in the community that might not otherwise be known or available to them. DC also provides an experiential learning and social justice opportunity for our 200+ tutors. [NOTICE: This is an excerpt from the full application] DreamCatchers 1 2 Packet Pg. 77 8.In detail, describe in clear and concise language the program(s) and service(s) for which you are requesting funding. Program Overview DreamCatchers’ program is a near-peer mentoring model where high school and college students are paired with middle school students in twice-weekly sessions. The program’s core activity is providing free individualized tutoring and mentoring designed to be a level of academic support similar to what private tutors, accessible to well-resourced students, can provide. Program managers, classroom directors, and tutors work with school staff and families to design a custom program focused on academic support and providing a vehicle for students to engage with peers and others in the community to explore areas of interest and passions. Our goal is to provide students with a space where they feel safe; create opportunities to increase their self-confidence; learn how to own their emotional well-being; and have time to focus on mental health and prepare them to succeed personally and academically. 12.Please provide a narrative regarding your proposed program goals and objectives. During the 2022-2023 school year, DreamCatchers will serve over 125 middle school students with near-peer tutoring, mentorship, and enrichment opportunities. We will also provide over 250 local high school students with a community service opportunity that enhances an academically rich learning environment. Our program impact, recognized by students, parents, teachers, and tutors, is centered around creating a third space for our students. Merging home life & cultural experiences (first space) with education (second space), DreamCatchers creates an open, flexible environment where the first and second spaces can co-exist productively. During the 2021-2022 school year, we provided students with over 12,000 hours of direct support. Our program runs throughout the school year and summer months and happens on-site on Palo Alto’s middle school campuses. Program Overview DreamCatchers’ program is a near-peer mentoring model where high school and college students are paired with middle school students in twice-weekly sessions. The program’s core activity is providing free individualized tutoring and mentoring designed to be a level of academic support similar to what private tutors, accessible to well-resourced students, can provide. Program managers, classroom directors, and tutors work with school staff and families to design a custom program focused on academic support and providing a vehicle for students to engage with peers and others in the community to explore areas of interest and passions. Our goal is to provide students with a space where they feel safe; create opportunities to increase their self-confidence; learn how to own their emotional well-being; and have time to focus on mental health and prepare them to succeed personally and academically. DreamCatchers 2 2 Packet Pg. 78 15.Please list the specific goals, objectives and methods related to the program(s) you are proposing. Applicants must utilize the SMART Goal approach (specific, measurable, actionable, relevant and time bound). Using the template below, list each goal separately, followed by the specific objective(s) and methods(s) to reach that goal. Please indicate if the service numbers included in the goal and objectives listed below are only for those to be covered by the grant or are organization total amounts for this service area. Goal #1: Provide an educational support program for low-income students and their families that increases their confidence, sense of belonging, and measurable success within the PAUSD community. Objectives: •Enroll at least 125 socioeconomically disadvantaged middle school students in the program each fiscal year. •Fewer than 15% of students will need a parent conference due to excessive absences, in accordance with the student contract requirements signed at the beginning of the year. •At least 30 full weeks of programming will be provided per school year. •Each fiscal year at least 85% of attending students will complete their session plan with their tutor at the beginning of each session to help develop self-advocacy and executive functioning skills. •Each fiscal year over 85% of parent responses on the end-of-year survey will indicate that DreamCatchers helped their students with schoolwork in ways that they were not able to at home. •Over 75% of tutor responses on the end-of-year survey will indicate that work done with their students was positive and productive. •At least ten parent comments will note that DreamCatchers helps their child with homework completion or other school-related requirements. •Develop and integrate four eight-week social-emotional and project-based curriculum projects. •60-75% of 8th grade students, parents say they are "high school ready" in all three areas (task, life, academic readiness) as per end of year survey. Methods: •Students will be interviewed along with a parent prior to enrollment to ensure that they are willing to try to be successful in school and that DreamCatchers will be an environment in which they can grow and thrive. They are enrolled in a September-May 30-week afterschool program, attending at least 5 hours a week. Parents and students sign an attendance contract and behavior agreement. Students will be given regular surveys to measure their satisfaction with DreamCatchers, with their relationship with their tutor, and their perceived academic and social-emotional growth. Year-end surveys of parents, students, and tutors will also continue, with questions tailored to measure success in achieving our organizational performance goals. DreamCatchers 3 [Q15 cont. next page] 2 Packet Pg. 79 where teachers, counselors, parents and DreamCatchers volunteers and staff members share input about individual students in order to address each student’s real-time academic and social emotional needs. Objectives: •Program staff will create individual online profiles for every student, capturing important information about academic and social-emotional strengths and challenges. •Offer two individual parent conferences per student per school year (December and April) sharing information collected from tutors, teachers, program staff and parents. Methods: •DreamCatchers staff members are assigned to each co-hort/class and are responsible for getting to know the students in that class as well as their strengths and challenges. DreamCatchers staff actively communicates with personnel at the school sites via email, Class Dojo, and regularly attending grade-level team, administrative team, counseling, and department meetings. Tutors are kept up to date with this information learned from school sites via email communication or Class Dojo posts from DreamCatchers program staff. Longer-term information such as grades, teacher and parent comments about student attitudes and behavior, and SMART goals are recorded within individual student profile folders. These are used to provide tips to tutors on how to build positive relationships and further individualize their tutoring to address their respective student’s strengths and challenges. Goal #3: Create an environment where students in Palo Alto from differing socio-economic, ethnic, and cultural backgrounds can form positive, productive, mutually beneficial relationships that would otherwise not likely occur. Objectives •There will be at least as many volunteer tutors as there are students enrolled so that every student is able to be part of a student/tutor pair. •100% of DC student families will qualify as socioeconomically disadvantaged as defined by the Palo Alto Unified School District. •We strive to recruit positive role models for our students. Classroom directors and program staff will be reflective of the diversity of our student population. •Over 75% of tutor responses on the end-of-year survey will indicate that the DreamCatchers experience and their relationship with their student was positive and/or productive. Methods: •DreamCatchers after-school program is carefully structured both to enhance the productivity of the two-hour session that students and tutors spend together, and to provide effective social-emotional learning as students and tutors develop enjoyable mentorship relationships. Our tutors, recruited largely from PAUSD high schools Paly and Gunn, as well as local independent schools such as Castilleja and St. Francis, are trained effectively and given feedback throughout the year in helping their students to become “High School Ready,” developing the necessary academic, life, and task skills during their middle school years to succeed in a much more difficult and competitive high school environment. Goal #2: Provide a safety net of support by creating and maintaining a communication hub DreamCatchers 4 2 Packet Pg. 80 16.Describe specifically how the requested funding will be used. Indicate a unit cost per client served. If a unit cost cannot be developed, explain why the projected costs are reasonable. DreamCatchers relies on a small full-time staff of four and a small team of dedicated, experienced community volunteers to sustain its operations. The funding from the City of Palo Alto will help cover staff costs (salaries) for our program managers. The requested funding will be used to continue expanding and focusing our programming, centered on our academic support and youth mentorship program. We have broadened our mission to helping our students meet “High School Readiness” through academic readiness, task readiness, and life readiness. We have expanded our parent/caregiver engagement program, and enhanced our offerings, including adding social-emotional learning, to ensure better long-term support for our students and their families. We also continue to provide leadership and mentorship opportunities for over 200 local high school and college-aged tutors. We estimate that our one-on-one, peer-led model costs approximately $25 per program hour vs private tutoring support purchased by higher-income families in the Palo Alto area of $100 per hour. Each DreamCatchers student is offered at least 230 hours of program each school year. DreamCatchers therefore provides an outstanding value for City of Palo Alto funding. 19.Please answer the follow budget summary questions: Total Organization Budget: $626,367.00 Total Organization Administrative Costs: $19,445.00 Total Organization Program Costs: $10,000.00 DreamCatchers 5 2 Packet Pg. 81 Program Budget – One Year – FY24 (July 1, 2023 – June 30, 2024) Organization Name: DreamCatchers, Inc. Priority of Needs Category: Children & Youth Programs & Services Name of Program: DreamCatchers Academic Support & Youth Mentorship Funding Request ($/year): $60,000 If submitting a proposal for multiple programs, please use a separate Budget Form for each program. Two budget forms are included, if the second form is not needed, leave blank. If more forms are needed, copy and paste into a new page in this document or copy and paste from the original copy available at www.cityofpaloalto.org/HSRAP. Complete the table below and round figures to the nearest dollar. By means of Table “A”, we want to see demonstrated EACH funding source utilized to fund the proposed program. If the amount in Column “C” below is still unknown, put “TBD”. Total in Table “A-Column D” must match total Program Expense Budget in Table “B”. You may add rows after “Other,” if needed. TABLE A: Program Funding Sources A B C D FY22 Received FY23 Requested FY23 Total Awarded to Date FY24 Request City of Palo Alto 30,000 60,000 Other Cities - - - - County 30,000 30,000 30,000 30,000 State - 150,000 150,000 150,000 Federal - - - - Fundraising 280,000 In-Kind Contributions Fee for Services Other (specify) PAUSD 45,000 47,250 47,250 47,250 Total 567,250 TABLE B: FY2024 Total Program Expense Budget Total Program Expense Budget Serving Palo Alto Residents Total Program Expense Budget for Requested Funding Salaries 545,922 387,605 60,000 Program Operating Expenses 10,000 7,100 0 Non-Operating Expenses 19,445 13,806 0 List Other Expenses (if appropriate) 51,000 36,210 0 Total 626,367 444,721 60,000 DreamCatchers 6 2 Packet Pg. 82 SECTION 6 – PROPOSED PROGRAM POSITIONS/STAFFING Complete the following proposed program position chart. A.List each position for the proposed program(s) B.Indicate the total number of hours each position is budgeted for at your organization C.Indicate the percent/week each position will dedicate to the proposed program(s) D.Indicate the annual salary that this position is budgeted for at your organization E.Indicate the amount that will be charged to the City of Palo Alto If you are NOT requesting funding for staffing, you may leave D & E blank A B C D E Program or Administrative Position Total Hours per week Budgeted for this position % per Week Allocated to the Proposed Program Annual Salary Budgeted for this Position Funding Request Amount Executive Director 40 50% 110,000 0 Program Manager 40 100% 70,000 20,000 Program Manager 40 100% 65,000 20,000 Program Manager 40 100% 60,000 20,000 TOTAL DreamCatchers 7 2 Packet Pg. 83 HUMAN SERVICES RESOURCE ALLOCATION PROCESS FY24-25 Name of Organization: The Health Trust 1. Name of Program: The Health Trust Meals On Wheels 2. Funding Request: $21,600.00 3. Priority of Needs Category: check box(es), more than one can be selected. Basic Needs Food / Nutrition Special Needs LGBTQ+ Children & Youth Programs Homelessness Social Services Coordination Seniors 4. Population Served (Please respond using anticipated numbers for the first year of the contract) Total number of people served by this program: 1,400 Total number of Palo Alto residents served by this program: 36 Total number of unduplicated Palo Alto residents served by the Requested Funding Amount: 15 5. Describe your organization: Include a mission statement and purpose. Celebrating 27 years of service to the community, the mission of The Health Trust is to build health equity in Silicon Valley, with a vision that Silicon Valley is a health community, with no racial health disparities. We believe that every resident can and should achieve optimal health throughout their lifetime, irrespective of their background, income, race, ethnicity or age. Formed in 1996 as a 501(c)(3) nonprofit operating foundation1 from the sale of three local nonprofit hospitals, The Health Trust combines policy advocacy, direct service, and grant making to support families and individuals who are low income and underserved. The Health Trust offers culturally competent services that meet the health needs of people in our community most affected by health disparities. Focusing on low-income seniors, people with chronic conditions, and individuals and/or families who are homeless or recently housed, we pursue three programmatic strategies to achieve our mission: Improving Health Through Food - addressing complex health conditions through targeted nutrition services, including FOODBasket services, Meals on Wheels, Medically Tailored Meals, and Registered Dietician services; Making Chronic Conditions More Preventable & Manageable - empowering individuals with education and support to live as healthy a life as possible; and Prioritizing Health in Housing - ensuring that individuals and families become and remain stably housed, which impact their overall well-being We provide Food & Nutrition Services (Meals On Wheels, Medically Tailored Meals, Friends from Meals On Wheels, Free Groceries Distribution); HIV/AIDS Services (Nutrition Services, Free Food Pantry, Non-Medical Case Management, Medical Case Management, Emergency Financial Assistance, Housing Assistance, Medical Transportation); and Housing Services (Coordinated Care Program, Housing for Health, Permanent Supportive Housing). [NOTICE: This is an excerpt from the full application] Health Trust 1 2 Packet Pg. 84 8.In detail, describe in clear and concise language the program(s) and service(s) for which you are requesting funding. Meals On Wheels The Health Trust Meals On Wheels is designed to support seniors who are the most vulnerable, with high levels of food insecurity and possible chronic conditions impacting their ability to maintain their health and independence. Since 2020, 91% of The Health Trust’s Meals On Wheels clients qualified as high nutritional risk. Of these program participants, 94% are unable to independently shop, cook or feed themselves, 87% take three or more medications per day, and 69% do not always have money to buy food. This illustrates our clients’ need for a more intensive intervention than can be provided by other senior nutrition programs through our Meals On Wheels meal delivery program. Funding from the City of Palo Alto would be used to help senior Palo Alto residents who are low- income remain healthy, independent, and in their own homes by addressing three critical needs: ●Health Needs: Many seniors who are low-income, homebound and disabled begin each day with little or no access to healthy food. Despite living independently, they may find tasks such as cutting a piece of fruit or using a can opener difficult – or even impossible. For these residents, hunger can be life-threatening; increasing the risk of stroke, prolonging recovery from illness, extending hospital stays, limiting the effectiveness of prescription drugs, and decreasing resistance to infection. Without regular nutritious meals, many clients would likely experience declining health, possibly even requiring them to give up their independence. ●Financial Needs: COVID-19 has highlighted the financial inequities in our County, and we have seen more and more seniors in need of food. Additionally, we have been told that rising food prices are also a concern for our seniors on fixed incomes and they continue to be impacted by the rising costs of food and other basic needs. ●Social Needs: The majority of Meals On Wheels clients live alone and are unable to leave their homes. These individuals are typically isolated and risk depression without connections with others. As mentioned, we have seen the pandemic increase the loneliness amongst our clients, especially those that do not have family in the area. Services made available with this partnership will target seniors age 60 and over residing in the City of Palo Alto who are low-income (200% of Federal Poverty Level or lower) and considered to be homebound due to their lack of mobility. Program Detail At the heart of The Health Trust Meals On Wheels is our goal of maintaining a high quality of life for all Santa Clara County residents. Providing seniors who are low-income and homebound with valuable health and social services enables them to live independently as healthy, contributing members of their communities. The proposed program will maximize City resources and complement existing City programs to address the needs of Palo Alto residents living with the highest levels of food insecurity and social isolation. Program components include: ●Meals/Groceries: The Health Trust Meals On Wheels provides nutritious meals that are vital to maintaining program participants’ health. Drivers deliver meals each weekday, including chilled salads and sandwiches for the weekend. All meals meet the Older Americans Act Title 22 nutritional guidelines, providing one-third of the recommended Dietary Reference Intakes. Meals are prepared using fresh ingredients with no additives or preservatives, and meats are fresh and flavored with herbs and spices. Our most food insecure clients may also receive an additional daily meal or monthly grocery deliveries containing pantry staples and fresh produce. Health Trust 2[Q8 cont. next page] 2 Packet Pg. 85 ●Personal Connections: Most of our program clients live alone and indicate they have no family or friends in close proximity; their Meals On Wheels driver is the only person with whom they have regular contact. This regular interaction brings comfort to socially isolated clients and, as a result, is as important as food to their mental health and wellbeing. ●Wellness Checks: Our delivery drivers are trained to note changes in clients’ cognitive awareness, potential safety hazards, and any changes in appetite. Approximately 50 investigative reports are made by drivers each month. This is a life-saving service. For example, people who are elderly or homebound are at highest risk of being affected by heat-related health problems. During summer heatwaves, drivers confirm program participants are staying safe and cool, and our Meals On Wheels staff communicate with clients’ emergency contacts in the event of an emergency. ●Resources: Our program offers a wide array of resources that broaden clients’ support network. This includes social work services and referrals, dietitian-approved nutrition education, in-home falls prevention services from Stanford Hospital occupational therapists, access to audiobooks, and holiday and birthday gifts 12. Please provide a narrative regarding your proposed program goals and objectives. Program Goals and Objectives Goal: In FY24, The Health Trust Meals On Wheels will improve the health and well-being of 15 Palo Alto seniors who are homebound and low-income by providing home-delivered meals and social visits with Wellness Checks. Meals On Wheels addresses the interrelated need for socialization and nutrition among seniors who are the most vulnerable, contributing to improved quality of life and the ability to live and age independently at home. Objectives: The following objectives will be tracked and reported as indicators of success: 1.. At l st 95% of surveyed clients (including City of Palo Alto residents) will strongly agree or agree that the Meals On Wheels program is important in helping them remain independent in their homes. 2.. At l st 95% of surveyed clients (including City of Palo Alto residents) will strongly agree or agree that the Meals On Wheels program is important to their daily wellbeing. Service Activities: The requested grant amount ($21,600/year) will partially support the following Meals On Wheels services for 15 unduplicated City of Palo Alto residents annually in order to achieve our goal and objectives: 1.2,700 home-delivered meals (hot meals Monday through Friday and cold salads and sandwiches on Friday for the weekend) 2.385 social visits with Wellness Checks The Health Trust selected these indicators to measure the degree to which seniors attribute their ability to remain at home and their overall well-being to their participation in the Meals On Wheels program, due to improved nutrition, regular social interactions, Wellness Checks, and access to referrals and resources. This allows program staff to measure the level of program effectiveness in alignment with the City’s goal of improving access to social services to seniors through the Human Services Resource Allocation Process. Health Trust 3 2 Packet Pg. 86 15.Please list the specific goals, objectives and methods related to the program(s) you are proposing. Applicants must utilize the SMART Goal approach (specific, measurable, actionable, relevant and time bound). Using the template below, list each goal separately, followed by the specific objective(s) and methods(s) to reach that goal. Please indicate if the service numbers included in the goal and objectives listed below are only for those to be covered by the grant or are organization total amounts for this service area. Goal #1: Improved wellbeing of older adults and adults with disabilities who are homebound by delivering nutritious Meals On Wheels that meet the Older Americans Act requirements and making regular wellness checks. Objective(s): At least 95% of surveyed clients (including City of Palo Alto residents) will strongly agree or agree that the Meals On Wheels program is important in helping them remain independent in their homes. Method(s): Client Satisfaction Survey conducted twice a year or every 6 months. Goal #2: Improved perceived food security and daily wellbeing as a result of participating in the Meals On Wheels program. Objective(s): At least 95% of surveyed clients (including City of Palo Alto residents) will strongly agree or agree that the Meals On Wheels program is important to their daily wellbeing Method(s): Client Satisfaction Survey conducted twice a year or every 6 months. 16.Describe specifically how the requested funding will be used. Indicate a unit cost per client served. If a unit cost cannot be developed, explain why the projected costs are reasonable. City of Palo Alto Funding The Health Trust requests $21,600 in funding from the City of Palo Alto in support of Meals On Wheels services in Palo Alto. The $21,600 requested will fund food costs for 2,700 meals for 15 Palo Alto residents at an average rate of $8.00 per meal (i.e. meal costs range from $7.50 to $10.00 each (vendor price), depending on the type of meals chosen by client). This would be meals for about six months per person. A full month of meals only without other operating expenses is about $240 per client. The full cost of delivering meals is about $13.00 per meal. The full cost for services provided to a Meals On Wheels program participant in Palo Alto is $2,880 annually. This includes all meals delivered, Wellness Checks and social visits, referral services, and access to additional supportive services. These intensive services are designed to support seniors in need of high-level interventions. 19.Please answer the follow budget summary questions: Total Organization Budget: FY22 - $19,438,628.00 Total Organization Administrative Costs: FY22 - $2,409,233.00 Total Organization Program Costs: FY22 - $16,275,471.00 Health Trust 4 2 Packet Pg. 87 Program Budget – One Year – FY24 (July 1, 2023 – June 30, 2024) Organization Name: The Health Trust Priority of Needs Category: Food / Nutrition Name of Program: The Health Trust Meals On Wheels Funding Request ($/year): 21,600.00 If submitting a proposal for multiple programs, please use a separate Budget Form for each program. Two budget forms are included, if the second form is not needed, leave blank. If more forms are needed, copy and paste into a new page in this document or copy and paste from the original copy available at www.cityofpaloalto.org/HSRAP. Complete the table below and round figures to the nearest dollar. By means of Table “A”, we want to see demonstrated EACH funding source utilized to fund the proposed program. If the amount in Column “C” below is still unknown, put “TBD”. Total in Table “A-Column D” must match total Program Expense Budget in Table “B”. You may add rows after “Other,” if needed. TABLE A: Program Funding Sources A B C D FY22 Received FY23 Requested FY23 Total Awarded to Date FY24 Request City of Palo Alto $ 11,182 $ 20,000 $ 12,669 $ 21,600 Other Cities $ 259,940 $ 282,125 $ 364,798 $ 403,700 County $ 392,068 $ 100,000 $ 100,000 $ 100,000 State Federal Fundraising $ 569,805 $2,520,351 $ TBD TBD In-Kind Contributions Fee for Services $ 106,668 $ 59,477 $ 35,389 TBD Other (specify) Foundations (includes Corporate) $ 752,960 $ 807,500 $ 597,000 TBD Individual Donors $ 961,000 $ TBD $ TBD TBD Total $3,053,623 $3,789,453 $ $1,109,856 $3,978,926 TABLE B: FY2024 Total Program Expense Budget Total Program Expense Budget Serving Palo Alto Residents Total Program Expense Budget for Requested Funding Salaries $1,091,925.00 $ 32,757.76 NONE Program Operating Expenses $ 66,813.60 $ 2,004.39 NONE Non-Operating Expenses $ 216,429.60 $ 6,492.88 NONE List Other Expenses (if appropriate) NONE Purchased Services - Meals $2,597,175.00 $ 77,915.25 $ 21,600.00 TOTAL $3,978,925.00 $ 119,367.76 $ 21,600.00 Health Trust 5 2 Packet Pg. 88 SECTION 6 – PROPOSED PROGRAM POSITIONS/STAFFING Complete the following proposed program position chart. A.List each position for the proposed program(s) B.Indicate the total number of hours each position is budgeted for at your organization C.Indicate the percent/week each position will dedicate to the proposed program(s) D.Indicate the annual salary that this position is budgeted for at your organization E.Indicate the amount that will be charged to the City of Palo Alto If you are NOT requesting funding for staffing, you may leave D & E blank A B C D E Program or Administrative Position Total Hours per week Budgeted for this position % per Week Allocated to the Proposed Program Annual Salary Budgeted for this Position Funding Request Amount MOW Program Director 40 3% $ 119,867.00 NONE FOODBasket Program Manager 40 3% $ 76,960.00 NONE MOW Program Coordinator 40 3% $ 54,224.00 NONE MOW Program Associate 40 3% $ 51,568.00 NONE MOW Driver(s) 40 3% $ 52,000.00 NONE TOTAL $ 354,619.00 NONE Health Trust 6 2 Packet Pg. 89 HUMAN SERVICES RESOURCE ALLOCATION PROCESS FY24-25 Name of Organization: Heart and Home Collaborative 1.Name of Program: Heart and Home Women’s Winter Shelter Program 2. Funding Request: $50,000 / year for 2 years. 3. Priority of Needs Category: check box(es), more than one can be selected. 4.Population Served (Please respond using anticipated numbers for the first year of the contract) Total number of people served by this program:In FY24, we anticipate serving 25 unhoused participants over the entire Women’s Winter Shelter season, November 1 - April 15. Total number of Palo Alto residents served by this program:25 unhoused women. Total number of unduplicated Palo Alto residents served by the Requested Funding Amount:17 participants in the first two sessions of the Women’s Winter Shelter Program. 5. Describe your organization: Include a mission statement and purpose. We are Heart and Home Collaborative, a local non-profit operator of services to unhoused people, and we are seeking a grant for our Women’s Winter Shelter Program. Founded in 2012 by a team of Stanford student leaders, Heart and Home Collaborative is a volunteer-run organization that partners with local houses of faith to provide seasonal winter shelter for unhoused women* in Palo Alto. We have operated shelter in Palo Alto for 10 winter seasons with our experienced overnight staff and volunteer corps. Our collaborative engagement model brings together the perspectives and resources of Palo Alto neighbors, faith communities, community agencies, our program participants, and our Stanford student team to solve the issues facing unhoused people. Our mission statement: Heart and Home Collaborative brings together Palo Alto residents, both unhoused and housed, to create dialogue, leverage resources, and develop services (such as shelter, outreach, and community meetings) that respect and respond to the needs and goals of individuals who are unhoused. Our team members invest themselves in personal relationships and in the creation of a loving and supportive community. Individuals who are unhoused participate in program conceptualizing, planning, decision-making, and evaluation, with the understanding that people who use services are the experts. *Our shelter serves all self-identifying women. [NOTICE: This is an excerpt from the full application] Heart & Home 1 2 Packet Pg. 90 8.In detail, describe in clear and concise language the program(s) and service(s) for which you are requesting funding. Heart and Home Collaborative is requesting funding of $50,000 per year for 2 years to operate our Women’s Winter Shelter Program. The requested funding will cover administrative startup costs (insurance, staff training, permits) and the overnight staffing costs for the first two sessions of our five- session shelter season. (A “shelter session” is the duration of our stay at one single host site). The shelter sessions to be funded are the two which will open on the first Sundays in November and December in both of the funded years. Heart and Home Collaborative’s Women’s Winter Shelter Program is a professionally-staffed, dry shelter, open 5 or 6pm - 7am each day, which rotates between houses of faith in Palo Alto from November through April. During these months each year, our Women’s Winter Shelter Program offers program participants respite from the cold - a safe place to sleep - along with warm and healthy meals, storage of belongings, linkages to local support services, and pleasant community interactions. The full Heart and Home Collaborative Women’s Winter Shelter Program will operate for 23 weeks in the 2022-2023 season with five sessions at five host sites prior to this funding request, and we plan to continue that schedule and host site pattern in 2023-24 and 2024-25 seasons, which will be our 11th and 12th winter seasons. 12. Please provide a narrative regarding your proposed program goals and objectives. As you will see below, our primary goals are to provide a cold weather Women’s Winter Shelter Program and to engage community volunteers. This philosophy of community engagement is fundamental to our organization as we are serving unsheltered women with dignity, kindness, respect, and in a way that is intended to help them rebuild their own community connections. We are proud that our efforts help meet the pressing need for shelter, community, and homeless support services in Palo Alto, specifically, as well as Santa Clara County and the Bay Area. The extra cold-weather shelter beds provided by the Heart and Home Collaborative Women’s Winter Shelter Program effectively provide a 50% increase in Palo Alto’s capacity to shelter people during winter months. We also fill a gap in services for single, and often elderly, women in Palo Alto; we are not aware of any other shelter providers in Palo Alto, East Palo Alto, or Menlo Park that provide shelter for women-only. Our second key goal is to engage many different types of community members as volunteers to support our shelter season. By offering big jobs and little jobs, we provide enticing opportunities for community members to get involved, give back, and learn. Heart and Home Collaborative’s model of staffed shelter with trained lead volunteers creates a framework for service to, and from, the community. This means we can accommodate members of our host site communities, high school students, elders who contribute from home, families and scouting groups, cooks of all types, and even people who only have 15 minutes to drive someone from El Camino to Bowdoin. The volunteer opportunities provide individual community members a way to connect with those who are in need, learn from them, and give back to them. In this way, we are leading the charge of building a more caring and inclusive community - starting with creating open dialogue around the experiences of unsheltered women in our community and building relationships between housed and unhoused community members. While we are a tiny, seasonal organization, the impact we have on the lives of unsheltered women in our community is one-of-a-kind. In the words of one of our Winter 2022-23 participants: “It's hard to find nice people in this world, especially when you're homeless. ... It's a blessing that these people care enough about the women that stay in the shelter to help us.” Heart & Home 2 2 Packet Pg. 91 15.Please list the specific goals, objectives and methods related to the program(s) you are proposing. Applicants must utilize the SMART Goal approach (specific, measurable, actionable, relevant and time bound). Using the template below, list each goal separately, followed by the specific objective(s) and methods(s) to reach that goal. Please indicate if the service numbers included in the goal and objectives listed below are only for those to be covered by the grant or are organization total amounts for this service area. Goal #1: Create options for unsheltered people to sleep indoors during cold-, rainy-weather months and connect with a supportive community, by increasing availability of shelter beds in Palo Alto. Objective: In the first two shelter sessions, offer 9 weeks of community-run cold-weather women’s shelter, serving an average of 10* self-identifying women per night. Method(s): Operate Heart and Home Women’s Winter Shelter Program for the 2023-2024 shelter season in accordance with our training and policies. Additional shelters sessions Program will follow to complete our full 23-week shelter season, funded by other grants and individual donors. Goal #2: Build community among shelter participants, staff, and housed community members. Objective(s): Each evening, shelter participants will have the opportunity to eat dinner with other participants, staff, and volunteers. At least 20 lead volunteers will sign up for weekly shifts, and 60 evening volunteers will sign up for at least one shift. Method(s): Each evening, up to 3 nightly volunteers, supervised by the lead volunteer, set up the shelter and dinner, and clean up afterwards. Volunteers and participants are encouraged to share a meal, engage in conversation, and, in the process, build relationships with each other. *Capacity is still limited in 1-2 host sites, due to COVID and space size. 16.Describe specifically how the requested funding will be used. Indicate a unit cost per client served. If a unit cost cannot be developed, explain why the projected costs are reasonable. We would like HSRAP to fund $50,000 in three key buckets of cost for our Women’s Winter Shelter Program: 1. $9,500 in Start-Up Costs, which includes insurance, temporary use permits for shelter sites, and staff training hours (both internal training and paid CPR, first aid, and other trainings run by external organizations). 2. $3,000 in shelter personnel costs to support shelter opening: this includes shelter director stipends ($1,300 per month) one month prior to shelter opening (to support recruitment, intake, supplies management, etc. before opening night). 3. $37,500 in shelter personnel costs for our first two shelter sessions of each season: this includes overnight staff hourly wages (staff are paid 2.5% above PA minimum wage), shelter director stipends ($1,300 per month), and payroll expenses such as unemployment tax and paid sick leave. Heart & Home 3 [Q16 cont. next page] 2 Packet Pg. 92 If the City of Palo Alto HSRAP process is unable to offer the entire amount that we are asking for, we would request that you prioritize funding $31,250 for: 1. $9,500 in Start-Up Costs 2. $3,000 in shelter personnel costs to support shelter opening 3. $18,750 in shelter personnel costs for just the first shelter session of four weeks. As described in question 18, we plan to fund other program costs (e.g., supplies, technology expenses, case management, personnel costs for other host sites) through individual donations and small community grants. In the 2022-2023 shelter season, our program budget is $114,160 in total for 23 weeks of shelter, or $71 per shelter bed night; this is below or on par with the cost per shelter bed night at other California shelters. Accounting for cost increases, we anticipate the 2023-2024 season’s budget will be $120,800 or $75 per shelter bed night in total; if we receive the requested amount, HSRAP will cover $53 per shelter bed night for the first two host sites (10 of 23 weeks) and the season’s fixed costs, which, amortized over the entire shelter season, will contribute $8 per shelter bed night. The full amount requested, $50,000 will thus contribute $61 of the $75 cost per shelter bed night for the first two shelter sessions, with the remaining $14 per shelter bed night being covered by other donation sources. In the subsequent shelter sessions that complete the Women’s Winter Shelter Program season, Heart and Home Collaborative will fund $67 of the $75 cost per shelter bed night from our diverse funding sources, given that HSRAP’s funding of season start-up costs contributes $8 per shelter bed night for the entire program duration. or only partially funded, will you still be able to provide the program and if so, how? 19. Please answer the follow budget summary questions: Total Organization Budget:$112,860 (FY2023); $120,800 (FY2024) Total Organization Administrative Costs: $7,560 (FY2023); $8,000 (FY2024) Total Organization Program Costs: $106,600 (FY2023); $112,800 (FY2024) Heart & Home 4 2 Packet Pg. 93 Program Budget – One Year – FY24 (July 1, 2023 – June 30, 2024) Organization Name:Heart and Home Collaborative Priority of Needs Category: Homelessness Name of Program:Heart and Home Women’s Shelter Funding Request ($/year): $50,000 If submitting a proposal for multiple programs, please use a separate Budget Form for each program. Two budget forms are included, if the second form is not needed, leave blank. If more forms are needed, copy and paste into a new page in this document or copy and paste from the original copy available at www.cityofpaloalto.org/HSRAP. Complete the table below and round figures to the nearest dollar. By means of Table “A”, we want to see demonstrated EACH funding source utilized to fund the proposed program. If the amount in Column “C” below is still unknown, put “TBD”. Total in Table “A-Column D” must match total Program Expense Budget in Table “B”. You may add rows after “Other,” if needed. TABLE A: Program Funding Sources A B C D FY22 Received FY23 Requested FY23 Total Awarded to Date FY24 Request** City of Palo Alto 0 10,000 0 50,000 Other Cities 0 0 0 0 County 0 0 0 0 State 5,000 0 0 0 Federal 0 0 0 0 Fundraising itemized below In-Kind Contributions N/A*N/A*N/A*N/A* Fee for Services 0 0 0 0 Other (specify) Direct Individual Donations 25,500 12,500 12,500 0 Individual Donations through Donor Advised Fund or Corporate Match 38,400 15,500 15,500 0 Local Churches and Other Groups 3,900 2,000 2,000 0 P.A. Weekly Holiday Fund 10,000 10,000 0 Foundation Grants or Other Funds 2,000 12,000***12,000 0 Stanford University Grants 0 2,250 250 0 Total 84,800 59,250***42,250 50,000 * We do not keep track of dollar amounts for donated meals, volunteer hours, and supplies. However, in FY22, we received 153 donated meals for 6-8 people per night, and had 519 volunteer hours onsite at the shelter. In the first two sessions of FY23, we received 61 donated meals for 8-10 people per night and had 285 volunteer hours onsite at the shelter. ** We have not yet begun the majority of our fundraising efforts for FY24 and are in the process of fundraising individual donations for FY23. As mentioned in our narrative, we receive most of our individual donations after the shelter opens, since people are more likely to donate when they’re seeing the impact the service is having. *** We have also requested funding from Palo Alto Community Foundation. The grant amount is determined by the funder upon awarding the grant; and their grant usually ranges from $2,500 to $20,000. Heart & Home 5 2 Packet Pg. 94 TABLE B: FY2024 Total Program Expense Budget Total Program Expense Budget Serving Palo Alto Residents Total Program Expense Budget for Requested Funding Salaries 96,300 96,300 40,500 Program Operating Expenses 16,500 16,500 1,500 Non-Operating Expenses itemized below Temporary Use Permits 1,800 1,800 1,800 Insurance 6,200 6,200 6,200 Total 120,800 120,800 50,000 Heart & Home 6 2 Packet Pg. 95 SECTION 6 – PROPOSED PROGRAM POSITIONS/STAFFING Complete the following proposed program position chart. A. List each position for the proposed program(s) B. Indicate the total number of hours each position is budgeted for at your organization C. Indicate the percent/week each position will dedicate to the proposed program(s) D. Indicate the annual salary that this position is budgeted for at your organization E. Indicate the amount that will be charged to the City of Palo Alto If you are NOT requesting funding for staffing, you may leave D & E blank A B C D E Program or Administrative Position Total Hours per week Budgeted for this position % per Week Allocated to the Proposed Program Annual Salary Budgeted for this Position Funding Request Amount Case Manager 10 100%$7,300 $0 Shelter Director 1 5 + on call 100%$10,500 $5,500 Shelter Director 2 5 + on call 100%$10,500 $5,500 1.35 FTE Overnight Staff 1 54 100%$28,000 $12,000 1.80 FTE Overnight Staff 2 72 100%$40,000 $17,500 TOTAL 118 100%$96,300 $40,500 Heart & Home 7 2 Packet Pg. 96 HUMAN SERVICES RESOURCE ALLOCATION PROCESS FY24-25 Name of Organization: Kara 1. Name of Program:Bereavement Support and Grief Education for Our Community 2. Funding Request: $28,000 3. Priority of Needs Category: check box(es), more than one can be selected. Basic Needs Special Needs LGBTQ+ Children & Youth Programs Homelessness Social Services Coordination Seniors 4. Population Served (Please respond using anticipated numbers for the first year of the contract) Total number of people served by this program: 4,000 Total number of Palo Alto residents served by this program: 550 Total number of unduplicated Palo Alto residents served by the Requested Funding Amount: 80 (based on the simple average client service expense of $350/client) 5. Describe your organization: Include a mission statement and purpose. Kara’s mission is to provide grief support for children, teens, families and adults. Serving our community since 1976, Kara provides comprehensive bereavement support, crisis intervention and grief education to individuals and organizations facing the difficult realities of grief and loss. Our vision is to see people of all ages compassionately supported on their journey through grief so they can move toward renewed hope and meaning. Guided by empathy, every day we offer care, compassion, connection and community to grieving children and adults and provide a space for deep relief in the company of others. As the only ‘stand-alone’ grief focused agency in the Bay Area, Kara provides crucial bereavement support services to vulnerable populations on the Peninsula and beyond. From children and adults, to those experiencing complicated grief, to monolingual Spanish speakers, to the elderly, Kara’s experienced staff and 200+ volunteers provide compassionate support, facilitating healing and resilience. Services to individuals are delivered through a time-tested and highly effective peer-based service model, adopted from the Shanti Model of peer support originated by Dr. Charles Garfield. In response to the Coronavirus Pandemic, we shifted our service approach to a hybrid model, primarily delivering our services via telehealth. As we are transitioning back to in-person services, we are maintaining telehealth services as an important service option, as it has improved access to populations where transportation or mobility are barriers to service. [NOTICE: This is an excerpt from the full application] Kara 1 [Q5 cont. next page] 2 Packet Pg. 97 In both English and Spanish, trained volunteers, guided by our professional staff, accompany grieving individuals through their unique grief process, via one-on-one or group formats, and provide the compassion, practical tools, and resources needed to help them move along their journey towards healing. Intentionally designed to be accessible, our peer support services are provided free of charge. For individuals whose grief is complicated with clinical issues such as depression, anxiety or post-traumatic stress disorder, necessitating support beyond what a peer support model can provide, Kara provides psychotherapy services for a fee on a sliding scale. Services to organizations include grief training and education, and crisis response support in the wake of a loss. Crisis response services are customized to the unique circumstances and needs of the organization and provide consultation on how best to care for the organization’s students, employees or members, as well as provide direct support to those affected. Our crisis response team consists of both extensively trained staff and volunteers. The effects of loss and trauma are significant. With 45 years of expertise in grief, a staff of 17, over 200 volunteers, a budget of $1,986,000, and a board with diverse skills and experience, Kara is uniquely qualified to provide this vital support to our local community. Through our comprehensive bereavement services and crisis response support, Kara provides a valuable community service that contributes to the positive mental, emotional, and physical health of the bereaved, building healthy habits around social and emotional wellness. 8. In detail, describe in clear and concise language the program(s) and service(s) for which you are requesting funding. City of Palo Alto HSRAP funding would be used to provide these key services/activities (as described below) to bereaved (due to a death or pending death) residents and organizations in Palo Alto, whether it be individual peer support via telehealth, onsite grief support at a partner location, or crisis response at an organization who experienced a community loss. Peer-based Grief Support - Recognizing that the grieving process is most often specific to the clients’ loss, Kara provides peer-based support through our trained volunteer counselors who offer emotional support by listening, comforting and assisting with the journey to healing and hope. Services are delivered by groups tailored to one’s age or individual experience, such as support for children and pre-adolescents (including Camp Kara), survivors of another’s suicide, men’s grief groups, parents grieving the loss of an adult child, adults who have lost a sibling and general ‘drop-in’ groups. In addition to these drop-in and a ge/loss-specific groups, Kara provides individual peer support counseling to adults who are enduring the normal process of grieving after a death or anticipating a death. While the average length of a support is around six months, peer support sessions may occur from just a few sessions to weekly sessions for more than a year, or for as long as the client feels the need for emotional support. Kara takes great care in matching clients with appropriate fit groups and volunteer counselors, using many criteria to ensure an environment conducive to healing for our clients. Grief-related Therapy - For those who are coping with death and also challenged with a clinical issue, such as depression, substance abuse, anxiety or post-traumatic stress syndrome, Kara also provides individual, couples and family grief therapy. Kara’s Clinical Therapy Program (offered Kara 2 [Q8 cont. next page] 2 Packet Pg. 98 for a fee on a sliding scale) improves access to and utilization of comprehensive mental health care for those in grief. Crisis Response - Kara brings community crisis response and support on a timely basis to schools, businesses and organizations in the wake of a loss, (e.g., suicide, involvement of individuals or their families in fatal accidents, the sudden or violent death of a member of the community, or gang-related violence). Kara’s crisis response services are truly catered to the unique circumstances of the trauma and needs of the organization. Kara provides consultation on how best to care for the organization’s students, employees or members, as well as provides direct support to those affected. Kara utilizes the Enhanced Mitchell Model to address processing the grief and trauma reactions to critical incidents that involve death. The Critical Incident Response Team is composed of extensively trained staff and volunteers. Kara staff members hold advanced certifications in Critical Incident Stress Management (CISM). In addition, most Kara staff members are trained in QPR, "Question, Persuade, and Refer," which is a suicide prevention intervention. Grief Education and Training - Kara provides grief education training and professional development for educators, mental health therapists and interns, medical practitioners and other service providers. These individuals often shoulder cumulative experiences of trauma and loss. This can add up to unusually powerful stress reactions, often overwhelming their ability to respond skillfully and empathically to complex manifestations of symptoms and circumstances before them. Teachers and staff supporting at-risk youth and families are faced with the multi- faceted challenge of educating and empowering students who experience high incidences of trauma and loss. This component aims to supplement a comprehensive support structure for clients by: 1) educating and supporting caregivers and service providers coping with high incidences of trauma and loss; 2) raising the level of empathic awareness in client environments (schools, hospitals, clinics, social service agencies) among the safety net of faculty and staff, thus fostering a deep sense of caring and attunement with bereaved clients; and 3) consequently supporting the socio-emotional health of community members. First Responders Support – Kara partners with our community first responders who deal with trauma and loss on a regular basis. Kara provides support to local police, firefighters and paramedics using the CISM model (Critical Incident Stress Management). It is critical that our first responders get regular support, otherwise the ongoing critical incident stress can cause job fatigue, burnout and more serious health concerns. During the pandemic, Kara provided debriefings for first responders, including the Palo Alto Fire and Police Departments and nurses at Stanford Hospital’s Intensive Care Unit and Bone Marrow Transplant Unit. Community Events and Workshops - In addition to our core bereavement and crisis support services, Kara offers educational workshops and unique community events that extend the scope of services to help build a more grief-informed and supported community. Our community education online series provides education and information on a variety of grief topics, while our workshops or day conferences provide more in-depth and support components (such as our Navigating the Holidays, Reinvention, and Practicing Well-Being Workshops). Each year Kara offers three public events providing community with others in grief (Walk n’ Run to Remember, Día de los Muertos, and Candlelight Service of Remembrance). Kara 3 2 Packet Pg. 99 12. Please provide a narrative regarding your proposed program goals and objectives. Our overall goal of the HSRAP-funded services is to provide the crucial space, connections and tools that grieving individuals, families and organizations of Palo Alto need to help them move toward renewed hope and meaning after experiencing a death. Specifically, we aim to: ●Provide grieving individuals and families the healing space, connections (community), and tools they need to move along their unique journey of loss toward renewed hope and meaning; ●Restore the healthy settings and environments in schools and community organizations after a death has occurred; and ●Increase the understanding about grief and the grieving process among individuals, groups, and organizations so they will be better equipped to respond compassionately to death within the community. Kara 4 2 Packet Pg. 100 15. Please list the specific goals, objectives and methods related to the program(s) you are proposing. Applicants must utilize the SMART Goal approach (specific, measurable, actionable, relevant and time bound). Using the template below, list each goal separately, followed by the specific objective(s) and methods(s) to reach that goal. Please indicate if the service numbers included in the goal and objectives listed below are only for those to be covered by the grant or are organization total amounts for this service area. The following goals, objectives and methods outline our scope of services, with the intent to serve 550 Palo Alto residents. Funding from the grant request would support around 80 individuals, or 14.5% of the total. Goal 1: Provide grieving individuals and families the healing space, connections (community), and tools they need to move along their unique journey of loss toward renewed hope and meaning. Objective: From July 1, 2023 – June 30, 2024, bereaved community members of Palo Alto will be provided a safe space to grieve through Kara’s peer-based and therapy services in order to support them on their unique journey towards healing after a death. (Service expectation of 175 individuals for the program, with a grant amount supported service expectation of 25) Service Methods: An array of age-appropriate bereavement support services delivered by Kara staff, trained peer-support counselors, or clinicians as follows: ●Individual or Family Consultations provided by our staff or volunteer counselors ●Individual Support with a trained peer support volunteer counselor (unlimited time) in both English and Spanish ●Group Support in loss specific or general drop in peer groups in both English and Spanish ●Group Support for Kids and Teens, facilitated by adult peer support volunteer counselors ●Weekend grief camp for kids 6 – 17 (supported by adult peer support volunteer counselors) ●Individual or family therapy support with a supervised MFT or LCSW Associate/Trainee Kara 5 [Q15 cont. next page] 2 Packet Pg. 101 Goal 2: Provide organizations and schools, a) training on being grief informed (understanding about grief and the grieving process) so they will be better equipped to respond to death within the community, and b) crisis response support to restore the healthy settings and environments after a death has occurred. (Service expectation of 250 individuals for the program, with a grant amount supported service expectation of 36) Objective 2A: From July 1, 2023– June 30, 2024, various Palo Alto organizations will receive grief training to enhance their staff’s ability to respond with compassion and understanding to a death within their organization and the greater community. Service Methods: Customized trainings and workshops will be delivered (online and in-person) by Kara staff on such topics as the basics of grief, the grieving process, self-care, and grief in children to community organizations, schools, and groups working in a capacity supporting others (teachers, mental health clinicians, first responders, etc.). Objective 2B: From July 1, 2023 – June 30, 2024, organizations and schools directly affected by a death in Palo Alto will receive timely crisis response support in order to create a safe space for employees, staff, and students to process their grief reactions after a death, thus restoring healthy environments for employees and students. Service Methods: Online and onsite crisis response teams consisting of experienced Community Outreach & Education staff and trained volunteers will be engaged upon coordination with an organization or school affected by a death. As appropriate we will deliver direct support utilizing the Enhanced Mitchell Model and crisis-intervention best practices, including follow-up consultation as needed. Goal 3: Provide bereaved and non-bereaved individuals and families opportunities to a) engage in unique events to help reduce the sense of isolation often experienced with loss, and b) participate in workshops and education events to become more grief informed and better equipped to support themselves and other grieving community members. (Service expectation of 125 individuals for the program, with a grant amount supported service expectation of 18. Service expectation of 3 community events and 4 workshop opportunities) Objective 3A: From July 1, 2023– June 30, 2024, community members of Palo Alto will be offered opportunities to participate in community events specifically designed for the bereaved and those who support them, the intention of which is to decrease the sense of isolation often accompanied with loss. Service Methods: Community events (Walk’n’Run to Remember, Day of the Dead Celebration, and Candlelight Service of Remembrance) will be conducted during the months of October through December. Objective 3B: From July 1, 2023– June 30, 2024, community members of Palo Alto will be provided opportunities through workshops and education events to become more grief informed and better equipped to care for themselves and others who are grieving. Service Methods: Online and in-person workshops will be provided throughout the year including the Navigating the Holidays Workshop which is conducted in November. Kara 6 2 Packet Pg. 102 16.Describe specifically how the requested funding will be used. Indicate a unit cost per client served. If a unit cost cannot be developed, explain why the projected costs are reasonable. Funding from HSRAP would be used for a percentage of the personnel expenses (wages, benefits, etc.) of certain staff managing and working the delivery of bereavement support, crisis response and grief education to individuals and organizations in Palo Alto. Costs per client served are variable depending upon the support mode and length, but the simple average unit cost per client served based on our current agency programmatic expense budget is about $350/client. 19. Please answer the follow budget summary questions: Total Organization Budget: $1,986,000 (information is for CY ’23) Total Organization Administrative Costs: $600,000 (includes Mgmt. and Fundraising) Total Organization Program Costs: $1,386,000 Kara 7 2 Packet Pg. 103 Program Budget – One Year – FY24 (July 1, 2023 – June 30, 2024) Organization Name: Kara Priority of Needs Category: Basic, Children & Youth Programs, Seniors, and Social Services Coordination Name of Program: Bereavement Support and Grief Education for Our Community Funding Request ($/year): $28,000 If submitting a proposal for multiple programs, please use a separate Budget Form for each program. Two budget forms are included, if the second form is not needed, leave blank. If more forms are needed, copy and paste into a new page in this document or copy and paste from the original copy available at www.cityofpaloalto.org/HSRAP. Complete the table below and round figures to the nearest dollar. By means of Table “A”, we want to see demonstrated EACH funding source utilized to fund the proposed program. If the amount in Column “C” below is still unknown, put “TBD”. Total in Table “A-Column D” must match total Program Expense Budget in Table “B”. You may add rows after “Other,” if needed. NOTE – for this proposal, as in the past proposals, our submitted program budget reflects Kara’s agency Programs Expense Budget ($1,386,000 as entered above). Also, Kara operates on a calendar year fiscal year, so Table A below is completed on an extrapolated basis. TABLE A: Program Funding Sources A B C D FY22 Received FY23 Requested FY23 Total Awarded to Date FY24 Request City of Palo Alto 25,000 28,326 14,163 28,000 Other Cities 0 0 0 0 County 0 0 0 87,000 State 25,000 0 0 0 Federal 0 0 0 0 Fundraising - - - - ▪Individuals 350,000 452,000 374,000 375,000 ▪Corporations 28,000 37,000 39,000 45,000 ▪Foundations 498,000 450,000 645,000 499,000 ▪Events 169,000 230,000 240,000 205,000 Fee for Services 153,000 160,000 123,000 147,000 In-Kind Contributions Other (specify) Total 1,248,000 1,357,326 1,435,163 1,386,000 Kara 8 2 Packet Pg. 104 TABLE B: FY2024 Total Program Expense Budget Total Program Expense Budget Serving Palo Alto Residents Total Program Expense Budget for Requested Funding Salaries (includes wages, taxes and benefits) 1,030,947 141,755 28,000 Program Operating Expenses 355,053 48,820 0 Non-Operating Expenses List Other Expenses (if appropriate) Total 1,386,000 190,575 28,000 SECTION 6 – PROPOSED PROGRAM POSITIONS/STAFFING Complete the following proposed program position chart. A.List each position for the proposed program(s) B.Indicate the total number of hours each position is budgeted for at your organization C.Indicate the percent/week each position will dedicate to the proposed program(s) D.Indicate the annual salary that this position is budgeted for at your organization E.Indicate the amount that will be charged to the City of Palo Alto If you are NOT requesting funding for staffing, you may leave D & E blank A B C D E Program or Administrative Position Total Hours per week Budgeted for this position % per Week Allocated to the Proposed Program Annual Salary Budgeted for this Position Funding Request Amount Director of Programs and Client Services 40 5% $99,000 $5,000 Director of Adult Services 40 7% $81,000 $6,000 Community Outreach & Crisis Response Coordinator 40 8% $64,500 $5,000 Director of Youth & Family Services 40 8% $80,000 $6,000 Client Services & Operations Manager 40 6% $65,000 $4,000 Spanish Services Director 22 5% $43,500 $2,000 TOTAL $28,000 Kara 9 2 Packet Pg. 105 HUMAN SERVICES RESOURCE ALLOCATION PROCESS FY24-25 Name of Organization: Karat School Project 1.Name of Program: Vamos Afuera Camp & Edu-Kit Project 2. Funding Request: $23,310.00 3. Priority of Needs Category: check box(es), more than one can be selected. 4. Population Served (Please respond using anticipated numbers for the first year of the contract) Total number of people served by this program: 120 people for the basic needs program and 48 children for the “Vamos Afuera” camp (from the same population) Total number of Palo Alto residents served by this program: 120 Total number of unduplicated Palo Alto residents served by the Requested Funding Amount: 120 5.Describe your organization: Include a mission statement and purpose. The Karat School Project is a Black, female-led organization that seeks to break the intergenerational cycle of poverty for women and children through education. We are an international nonprofit with programs in West Africa as well as California. In California, we work with families who are housing-insecure to ensure that children and youth are able to thrive within and beyond the Bay Area education system. We do this through early literacy support, math & STEM skills enhancement, companionship/tutoring, and advocacy programs focusing on transient families and families living in Residential Vehicles (RVs), with the purpose to reduce the educational gap for children who are predominantly from minority groups. The KSP envisions a world where all, especially girls and women, have the knowledge and power to make their own decisions and escape the multi-generational trauma that keeps them from believing in themselves and living meaningful and successful lives. [NOTICE: This is an excerpt from the full application] Karat School Project 1 2 Packet Pg. 106 8. In detail, describe in clear and concise language the program(s) and service(s) for which you are requesting funding. The KSP is applying for funding across two separate services, ranked in order of priority. Priority 1: Edu-Kits Basic Needs Since early 2020, the KSP’s Edu-Kits program has helped fill the gaps in educational access and equity that RV families face due to their unstable housing situations. The program is designed to reduce or eliminate barriers to educational success by helping each family set up the conditions that will best help their children flourish. We provide whatever is needed: books, workbooks, network connectivity, personal support, and advocacy. However, before families can even consider educational needs, they must attend to basic needs, including food, water, power, basic household supplies, and transportation. Therefore, the first priority in our funding request is to support our Edu-Kits educational access and equity program by providing support for these basic needs . The HSRAP funding will allow us to provide 12 months of gift cards for the families, which they can use for food, fuel, household supplies, and emergency assistance. The quantity and type of support for each family are determined based on personal visits and interactions. We follow up with the families by text, phone, and follow-on visits to monitor their situations and respond as new needs, concerns, and opportunities arise. Priority 2: Vamos Afuera We are requesting funding for the next phase of our Vamos Afuera nature equity education camp, which we ran successfully in 2022 in partnership with Environmental Volunteers. Originally launched to fill the needs of children who were spending entire days in RVs during school closures, the second iteration of this project will fill the ongoing gap in access to nature and exploration for underserved students, especially homeless children and youth. Each day-long camp is structured as a field trip to an outdoor location where the children can experience and learn about the natural world in our area. Previous camps have been held at the Baylands and at Huddart Park. After traveling by bus to the camp location, the children are introduced to the site, then split into groups headed by an experienced environmental educator for hiking and exploration. The small group sessions are typically followed by hands-on activity, discussions, and recreational time. Lunch and snacks are included. The Vamos Afuera camps are always free to the participants, by contrast with after school programs that require fees, personal transportation, uniforms, or equipment. It’s a unique opportunity for the children to experience the joys of nature, engage in hands-on learning, and have the full attention of the educators who are there to share their knowledge and love of nature. Karat School Project 2 2 Packet Pg. 107 12. Please provide a narrative regarding your proposed program goals and objectives. Our vision for this program is to break the cycle of poverty for local families by empowering housing-insecure students to succeed within and beyond the school system. If children’s home environments are not sufficiently stable and resourced, they will struggle to thrive across the board, but especially educationally. This is why we plan to visit communities on a regular basis during the academic year to check in and distribute basic supplies. In addition to providing helpful resources, these visits are an opportunity for us to speak to families individually, learn more about their challenges and assets, and provide individualized support to each student. This vision includes outdoor extracurricular activities during school breaks, which create continuity for children and youth along with the opportunity to expand their social networks, interests, and experiences beyond the classroom. Taken together, we believe the combination of emergency assistance for basic needs, informal case work, advocacy, and relationship building, and structured activities for students who are not in school will give families the building blocks to create a more stable future for themselves and their children that will have an impact for generations to come. 15. Please list the specific goals, objectives and methods related to the program(s) you ar proposing. Applicants must utilize the SMART Goal approach (specific, measurable, actionable, relevant and time bound). Using the template below, list each goal separately, followed by the specific objective(s) and methods(s) to reach that goal. Please indicate if the service numbers included in the goal and objectives listed below are only for those to be covered by the grant or are organization total amounts for this service area. Goal #1 : Help unhoused families to provide a supportive, resourced home environment for school-aged children and youth living in RVs. Objective(s): 1. Ensure that our target population of 120 people in 30 Palo Alto families who live in RVs and other transient situations are able to meet their basic needs for food and household supplies over the next 12 months. Method(s): 1. Visit each of the Palo Alto RV housing encampments at least once a month throughout the contract period to learn of immediate needs, distribute supplies, and foster rapport with vulnerable children and families. 2. Provide food and gas cards to approximately 30 families each quarter to help families meet their transportation and nutritional needs over 12 months. 3. Keep a portion of the allotted food and nutrition assistance, emergency assistance, transportation (in the form of gas cards), and digital inclusion services (i.e. internet coverage) in reserve to be distributed on an as-needed basis before the end of the contract period. Karat School Project 3 [Q15 cont. next page] 2 Packet Pg. 108 Goal #2 : Improve access to education and educational programs for the unhoused community in Palo Alto / Santa Clara County. Objective(s): 1. Remove barriers to inclusion in extracurricular activities by offering camps that are specifically designed for up to 48 of the RV children. 2. Overcome obstacles that the RV children and youth face due to lack of space, equipment, and connectivity, by filling gaps in access to technology and educational supplies for approximately 60 school aged children. 3. Identify issues that could negatively affect the educational progress and ability to participate in school activities for a target number of 60 RV children and youth. Method(s): 1. Have our project manager plan, schedule, and deliver the 2-4 sessions of the Vamos Afuera camp during the contract period, serving a maximum of 48 RV children and youth. 2. Work with the Palo Alto Unified School District to identify and enroll any additional housing-insecure students who can benefit from the Vamos Afuera camp. 3. Visit each of the RV housing encampments at least one month before the end of the school year to foster rapport with vulnerable children and families and enroll them in the outdoor education camp. 4. Following the visits to the housing locations, follow up as needed to address any identified needs for technology access and educational supplies and services (such as printing). Karat School Project 4 2 Packet Pg. 109 16. Describe specifically how the requested funding will be used. Indicate a unit cost per client served. If a unit cost cannot be developed, explain why the projected costs are reasonable. The KSP is requesting $16,000 to purchase basic needs, including food cards, gas cards, etc., which will be delivered on a scheduled and as-needed basis. The additional $770 listed in the budget is requested to cover salary and contingency costs. We currently serve 20 to 25 families depending on who is parked in Palo Alto. Based on our field experience, we believe we can increase this number to 30 families if we receive this funding. For the projected 30 RV families, each family will receive an average of $133 worth of basic needs each quarter, for a total of $533 per family for the 12-month contract period. If we assume four people per family and account for the salary and administrative costs necessary to run the program, the unit cost per individual client is roughly $140 for the entire year. This unit cost per client will be adjusted, within reason, in the case that we are not able to work with exactly 30 families this year. We are asking for $6,540 to cover the cost of the four “Vamos Afuera” camps. It costs the KSP a minimum of $50 per child per camp to enroll them in the outdoor education camp. This covers busing costs, food, and Edu-Kits that contain custom supplies for outdoor activities at camp. Factoring in salaries and other administrative costs, the unit cost per participant of this program is approximately $136. Based on our last iteration of this program, we expect to enroll 12 new students in each cohort of the camp, along with some repeat students who wish to participate in more than one day of camp. The Palo Alto Unified School District estimates that there are 48 children who are in the district and experiencing housing insecurity, and we are hoping to involve a majority of these students in at least one cohort of this program. The requested funds would cover the cost of running the camps for new and repeat students along with provisions for a project manager and any unforeseen expenses. 19. Please answer the follow budget summary questions: Total Organization Budget: $345,522 Total Organization Administrative Costs: $68,102 Total Organization Program Costs: $277,420 Karat School Project 5 2 Packet Pg. 110 Program Budget – One Year – FY24 (July 1, 2023 – June 30, 2024) Organization Name: Karat School Project Priority of Needs Category: Basic needs Name of Program: Edu-Kit Funding Request ($/year): $16,770 If submitting a proposal for multiple programs, please use a separate Budget Form for each program. Two budget forms are included, if the second form is not needed, leave blank. If more forms are needed, copy and paste into a new page in this document or copy and paste from the original copy available at www.cityofpaloalto.org/HSRAP . Complete the table below and round figures to the nearest dollar. By means of Table “A”, we want to see demonstrated EACH funding source utilized to fund the proposed program. If the amount in Column “C” below is still unknown, put “TBD”. Total in Table “A-Column D” must match total Program Expense Budget in Table “B”. You may add rows after “Other,” if needed. TABLE A: Edu-Kits Program Program Funding Sources A B C D FY22 Received FY23 Requested FY23 Total Awarded to Date FY24 Request HSRAP $18,000 $16,770 Palo Alto Holiday Fund $10,000 - $10,000 Emergency Need Grants $6,000 - Private Foundations $63,000 $46,800 - Nonprofit Sustainability $30,000 - Federal $5000 Fundraising $27,000 In-Kind Contributions $11,000 Kiwanis Club of Palo Alto $2,000 $3,000 - $3,000 Silicon Valley Community Fund $25,000 $25,000 - $25,000 First Congregational Church Palo Alto $9,000 $12,000 - $7,000 Fleishhacker Foundation $5,000 - $3,000 Kiwanis Club Las Altos Foundation $700 $7,200 - $7,000 Benevity 899.85 $12,000 - $4,337 Total 124,499 $177,000 - $114,107 Karat School Project 6 2 Packet Pg. 111 TABLE B: Edu-Kits Program FY2024 Total Program Expense Budget Total Program Expense Budget Serving Palo Alto Residents Total Program Expense Budget for Requested Funding Salaries $28,438 $26,162 $455 for project manager (13 hours at $35/hour) Program Operating Expenses $79,669 $73,295 $16,000 (food, gas cards, and other basic needs items) Non-Operating Expenses $6,000 $5,520 $315 to cover contingencies, including inflation, taxes, and fees Total $114,107 $104,977 $16,770 Program Budget – One Year – FY24 (July 1, 2023 – June 30, 2024) – Program #2 (leave blank if not needed) Organization Name: Karat School Project Priority of Needs Category: Children and Youth Programs Name of Program: Vamos Afuera Funding Request ($/year): $6,540 Note: Complete the table below and round figures to the nearest dollar. By means of Table “A”, we want to see demonstrated EACH funding source utilized to fund the proposed program. If the amount in Column “C” below is still unknown, put “TBD”. Total in Table “A-Column D” must match total Program Expense Budget in Table “B”. You may add rows after “Other,” if needed. TABLE A: Vamos Afuera Program Funding Sources A B C D FY22 Received FY23 Requested FY23 Total Awarded to Date FY24 Request City of Palo Alto $6,540 State $25,000 Fundraising $7,000 $7,000 - $6,500 Karat School Project 7 2 Packet Pg. 112 In-Kind Contributions $5,624 Environmental Volunteers $18,000 $18,000 - Total $25,000 $25,000 - 43,664 TABLE B: Vamos Afuera FY24 Total Program Expense Budget Total Program Expense Budget Serving Palo Alto Residents Total Program Expense Budget for Requested Funding Salaries $2,500 $2,300 $1,225 for project manager (35 hours at $35/hr) Program Operating Expenses $37,164 $34,190 $5,000 to cover transportation, food, and Edu-Kits for 48 students ($104 per student) Non-Operating Expenses $4,000 $3,680 $315 to cover contingencies, including inflation, taxes, and fees Total $43,664 $40,170 $6,540 Karat School Project 8 2 Packet Pg. 113 TOTAL 30,938 $1,680 Karat School Project 9 A. List each position for the proposed program(s) B. Indicate the total number of hours each position is budgeted for at your organization C. Indicate the percent/week each position will dedicate to the proposed program(s) D. Indicate the annual salary that this position is budgeted for at your organization E. Indicate the amount that will be charged to the City of Palo Alto If you are NOT requesting funding for staffing, you may leave D & E blank A B C D E Program or Administrative Position Total Hours per week Budgeted for this position % per Week Allocated to the Proposed Program Annual Salary Budgeted for this Position Funding Request Amount Vamos Afuera Project manager 8 25% $2,500 $1,225 Basic Needs Project manager 12 78% $28,438 $455 SECTION 6 – PROPOSED PROGRAM POSITIONS/STAFFING Complete the following proposed program position chart. 2 Packet Pg. 114 HUMAN SERVICES RESOURCE ALLOCATION PROCESS July 1, 2023 – June 30, 2025 Name of Organization: La Comida de California 1.Name of Program: La Comida Senior Nutrition Program 2. Funding Request: $60,000 3. Priority of Needs Category: check box(es), more than one can be selected. 4.Population Served (Please respond using anticipated numbers for the first year of the contract) Total number of people served by this program: 67,000 meals served to 950 people Total number of Palo Alto residents served by this program: 54,000 meals served to 700 people Total number of unduplicated Palo Alto residents served by the Requested Funding Amount: 700 people 5.Describe your organization: Include a mission statement and purpose. The mission of La Comida, a 501(c)(3) organization, is to promote the health and well-being of older adults by providing: nutritionally balanced, appetizing, high-quality, and low-cost meals to persons 60 years of age or older; linking participants to other agencies serving seniors and their families; and providing a dining setting that encourages socializing. Volunteers who serve at La Comida are recruited from the senior population and are included in the mission. Our purposes are to reach out to and serve the needs of participants and to attract more volunteers throughout the community. La Comida has been serving Palo Alto seniors since 1972. We are one of 37 SantaClara County Senior Nutrition Program (SNP) sites and the only one that serves solely in Palo Alto. The majority of La Comida’s funding is provided by the County SNP which derives its funding from Federal and State sources. We currently serve lunches, Monday – Friday, at 2 locations in Palo Alto: Stevenson House in south Palo Alto, and First United Methodist Church (FUMC) on Hamilton Avenue in downtown Palo Alto. We also operate a home delivery service (HDM) to provide lunches directly to seniors at 2 affordable senior housing communities, Lytton Gardens and Alto Housing. [NOTICE: This is an excerpt from the full application] La Comida 1 2 Packet Pg. 115 8. In detail, describe in clear and concise language the program(s) and service(s) for which you are requesting funding. La Comida is seeking funding to support its plan to begin preparing and serving weekday lunches to mainly Palo Alto seniors in a congregate, sit-down, dine-in setting at 2 locations, Stevenson House and a yet-to-be-determined downtown Palo Alto site. We will cook in the Stevenson House kitchen and serve meals in its dining room. Meals for the downtown Palo Alto site will be cooked and packaged at Stevenson House and delivered as catered hot lunches to be served there. We are currently in negotiations for that downtown indoor dining site at one of 3 possible locations: Avenidas, the former Patxi restaurant on Emerson Street, and FUMC. In addition to serving lunches, La Comida will also offer services and programming such as: •Entertainment, music, dance performances (a number of local musicians, often seniors, donate their time and talents to perform in the dining room during lunch service), •Social events including monthly birthday celebrations, festive holiday meals with lucky drawings •Referrals to senior services •Health and wellness presentations •Education programs on food access •Supplementary donated foods •Access to the County bus pass and gas card program 12.Please provide a narrative regarding your proposed program goals and objectives. La Comida has three primary goals: enhance the physical well-being of Palo Alto seniors by providing nutritious lunches; reduce social isolation among seniors by providing a fun and engaging congregate dining experience; increase seniors’ level of knowledge on health, wellness and nutrition topics via lunchtime presentations, handout materials and website content. Related to these goals, we set specific objectives regarding the number of seniors served, their satisfaction with our service and whether they believe La Comida meals help them stay healthy. We also set an objective for the number of social events we provide and diner satisfaction with them. Finally, we set an objective for the number of presentations we deliver to seniors on nutrition and other health topics and then track feedback on whether they contributed to the seniors’ knowledge on the topics. La Comida 2 2 Packet Pg. 116 15.Please list the specific goals, objectives and methods related to the program(s) you are proposing. Applicants must utilize the SMART Goal approach (specific, measurable, actionable, relevant and time bound). Using the template below, list each goal separately, followed by the specific objective(s) and methods(s) to reach that goal. Please indicate if the service numbers included in the goal and objectives listed below are only for those to be covered by the grant or are organization total amounts for this service area. Goal #1: Enhance the physical well-being of Palo Alto seniors by serving hot, affordable, appetizing and nutritious lunches to an average of 270 seniors per day, about 250 days per year. Objective(s): Serve an average of 270 meals per weekday at La Comida’s Palo Alto dining sites. At least 80% of respondents report being satisfied with La Comida meals and overall dining experience. Method(s): •Cook on-site at Stevenson House so the daily meals are always freshly made and ready to eat. •Meals for the downtown site are packaged in insulated containers and temperature checked at destination per Santa Clara County end-to-end food transportation safe temperatures guidelines. •Utilize menu and nutrition planning tools to ensure variety in food offerings that meet the County’s dietary and nutritional requirements for seniors. •Communicate the County’s suggested voluntary contribution of $3/meal but no seniors are turned away from a meal because of their inability to pay. •Utilize advertisements in local newspapers, postings at local churches, libraries and community centers and La Comida’s website and social media sites to increase visibility among Palo Alto seniors. Goal #2: Reduce social isolation among seniors by providing opportunities for socialization, companionship, and enjoyment for diners Objective(s): •Create a setting that encourages socialization by providing seating arrangements of 4 or larger so people can socially engage. •Provide 3 entertainment /celebration activities per quarter to diners. In our annual diner satisfaction survey, achieve at least an 80% satisfaction rating when diners are asked whether La Comida activities help meet their need for socialization and enhance their well- being. Method(s): •Serve the meals in a comfortable and welcoming congregate setting where seniors can meet, talk, and socialize with each other. •Provide a variety of entertainment (live music, movies, dance performances, cultural celebrations) and activities (trivial pursuit, puzzles, dance lessons, birthday celebrations) to facilitate socialization, conversations, and opportunities to have fun before, during and/or after meals. •Offer volunteer opportunities to seniors who are interested in supporting our operations, so they can be better connected to La Comida and to the community they live in. •Recruit younger age volunteers to create opportunities for cross-generational interactions and exchange. [Q15 cont. next page] La Comida 3 2 Packet Pg. 117 Goal #3: Provide health and nutrition education, and information and referral support services to any individuals who are 60 years of age and older. Objective(s): Through speaker forums and information handouts, deliver health and nutrition education and information modules, two per quarter, to diners Method(s): •Partner with senior services and community organizations to deliver timely education seminars and printed material on senior health and nutrition related topics. •Work with Santa Clara County to provide transportation support – bus passes, gas cards – to seniors who need these accommodations to get to La Comida for a meal. •Provide appropriate referrals to social services to seniors who need them Goal #4: Raise awareness about the La Comida program in the community Objective(s): Through community outreach and targeted publicity, create and sustain share of mind with the senior population and community organizations. Update website monthly with menu and event information. Place 2 posts monthly on social media. Method(s): •Maintain and update our user-friendly and informational website, www.lacomida.org. •Utilize multiple vehicles including flyers, print advertising, newsletters, social media, and word-of-mouth to communicate timely La Comida information, events, and news. •Communicate with churches and senior residences about our program. The projected number of unduplicated Palo Alto residents for both sites is 700, and the projected total number of unduplicated individuals is 950 for both sites. We project that 81% of the 67,000 meals we serve in FY 2023-24 will be served to Palo Alto residents. All of the service numbers related to the above goals and objectives apply to La Comida’s overall operation in Palo Alto. The HSRAP grant would cover approximately 8% of La Comida’s operating costs. La Comida 4 16.Describe specifically how the requested funding will be used. Indicate a unit cost per client served. If a unit cost cannot be developed, explain why the projected costs are reasonable. Funds will be used to help provide meals to seniors who qualify for meals through the Senior Nutrition Program (SNP) as County only provides 90% of the funding for SNP meals. Funds could also help support meals for seniors who don’t meet Senior Nutrition Program requirements (e.g., seniors who aren’t homebound and living alone, but don’t have the means to travel to La Comida meal sites) but would benefit from weekday hot lunch. Projected cost per meal = $11.87. 19.Please answer the follow budget summary questions: $944,335 $53,548 Total Organization Budget: Total Organization Administrative Costs: Total Organization Program Costs: $890,787 La Comida 4 2 Packet Pg. 118 If submitting a proposal for multiple programs, please use a separate Budget Form for each program. Two budget forms are included, if the second form is not needed, leave blank. If more forms are needed, copy and paste into a new page in this document or copy and paste from the original copy available at www.cityofpaloalto.org/HSRAP. Complete the table below and round figures to the nearest dollar. By means of Table “A”, we want to see demonstrated EACH funding source utilized to fund the proposed program. If the amount in Column “C” below is still unknown, put “TBD”. Total in Table “A-Column D” must match total Program Expense Budget in Table “B”. You may add rows after “Other,” if needed. TABLE A: Program Funding Sources A B C D FY22 Received FY23 Requested FY23 Total Awarded to Date FY24 Request City of Palo Alto $49,386 $55,960 $13,990 $60,000 Other Cities County $823,155 $850,675 $425,338 $798,020 State Federal Fundraising $22,683 $30,000 $45,587 $50,000 In-Kind Contributions Fee for Services Other – Investment Income $52,376 $40,000 $35,913 $36,315 Total $947,600 $976,635 $520,828 $944,335 TABLE B: FY2024 Total Program Expense Budget Total Program Expense Budget Serving Palo Alto Residents Total Program Expense Budget for Requested Funding Salaries $386,880 $313,373 $19,400 Program Operating Expenses $527,593 $427,350 $40,600 Non-Operating Expenses $29,862 $24,188 List Other Expenses (if appropriate) Total $944,335 $764,911 $60,000 La Comida 5 Program Budget – One Year – FY24 (July 1, 2023 – June 30, 2024) Organization Name: La Comida de California Priority of Needs Category: Food/Nutrition Name of Program: Senior Nutrition Funding Request ($/year): $60,000 2 Packet Pg. 119 SECTION 6 – PROPOSED PROGRAM POSITIONS/STAFFING Complete the following proposed program position chart. A.List each position for the proposed program(s) B.Indicate the total number of hours each position is budgeted for at your organization C.Indicate the percent/week each position will dedicate to the proposed program(s) D.Indicate the annual salary that this position is budgeted for at your organization E.Indicate the amount that will be charged to the City of Palo Alto If you are NOT requesting funding for staffing, you may leave D & E blank A B C D E Program or Administrative Position Total Hours per week Budgeted for this position % per Week Allocated to the Proposed Program Annual Salary Budgeted for this Position Funding Request Amount Site Manager 40 100% $86,652 $4,330 Assistant Site Mgr 40 100% $66,500 $3,325 Cook 40 100% $65,772 $3,289 Kitchen Aide 40 100% $53,244 $2,662 Kitchen Aide 40 100% $57,420 $2,871 Kitchen Aide 40 100% $58,464 $2,923 TOTAL $19,400 La Comida 6 2 Packet Pg. 120 HUMAN SERVICES RESOURCE ALLOCATION PROCESS FY24-25 Name of Organization: LifeMoves 1. Name of Program: Caring for Palo Alto’s Homeless and Impoverished Residents 2. Funding Request: $92,893 3. Priority of Needs Category: check box(es), more than one can be selected. Basic Needs Special Needs LGBTQ+ Children & Youth Programs and Services Homelessness Social Services Coordination Seniors 4. Population Served (Please respond using anticipated numbers for the first year of the contract) Total number of people served by this program: 650 Total number of Palo Alto residents served by this program: 200 Total number of unduplicated Palo Alto residents served by the Requested Funding Amount: 200 5. Describe your organization: Include a mission statement and purpose. LifeMoves is the largest non-profit organization committed to ending the cycle of homelessness for families and individuals in San Mateo and Santa Clara counties. Working within our community since 1987, LifeMoves strives to end homelessness by providing interim housing, support services, and collaborative partnerships. For 35 years, we have given our neighbors experiencing homelessness a temporary place to call home while providing intensive, customized case management through both site-based programs and community outreach. On any given night, we feed, clothe, and house in excess of 1,350 individuals across our 26 interim housing and service sites, through the work of more than 350 employees and thousands of supporters and volunteers. Our foundation of work is built upon three pillars: •Providing critical housing and support services •Collaborating with partners and our communities to meet demand and •Engaging and treating our clients and staff with dignity and respect With partners like the City of Palo Alto, we can achieve our vision of thriving communities where every neighbor has a home. [NOTICE: This is an excerpt from the full application] LifeMoves 1 2 Packet Pg. 121 8.In detail, describe in clear and concise language the program(s) and service(s) for which you are requesting funding. We are seeking HSRAP funding to help implement Radical Hospitality at the OSC. Radical Hospitality has been defined as the practice of putting extraordinary effort and emphasis on making people feel welcome. This concept, long practiced by faith-based organizations to envelop those who are often overlooked, has recently become more mainstream. Implementing the Radical Hospitality concept will build upon many of the practices that have been perfected by our San Mateo County Homeless Outreach Team (HOT) – the LifeMoves team that works to serve the individuals living under bridges, on overpasses, on the streets, in creek beds, and in their vehicles. The HOT regularly visits these individuals, offering supportive services and information, building trust with those living on the fringes of our community. Over time, many of these marginalized individuals will accept help to improve their circumstances. The HSRAP funding we are seeking will be used to help supplement the salaries of our Food Services Coordinator and our Program/Volunteer Coordinator, two roles that we believe are pivotal to implementing a Radical Hospitality foundation at the OSC. The City of Palo Alto has been a long-time partner in our work to aid those who are unsheltered. The addition of Radical Hospitality will work to enhance what is presently in place, with a goal to elevate the reception our clients receive when they walk through our doors, and better position them to move toward a life of independence. 12. Please provide a narrative regarding your proposed program goals and objectives. The OSC offerings will continue in large part to the way they have in the past – providing an oasis of safety and warmth to those who are unsheltered in Palo Alto and other nearby communities. Access to a hot shower, a meal, case management, benefit enrollment assistance, and familiar faces will continue to be offered at the OSC. Implementing Radical Hospitality is not a one-size-fits-all approach. How this program looks will largely be the product of input from staff, clients, and volunteers. By embracing the Radical Hospitality concept, LifeMoves is aiming to establish greater rapport with our OSC clients to guide more individuals to working towards a life of stable housing and self-sufficiency. Our goals with HSRAP funding are to reduce food insecurity and improve the socio-economic prospects for our clients using Radical Hospitality. LifeMoves 2 2 Packet Pg. 122 15.Please list the specific goals, objectives and methods related to the program(s) you are proposing. Applicants must utilize the SMART Goal approach (specific, measurable, actionable, relevant and time bound). Using the template below, list each goal separately, followed by the specific objective(s) and methods(s) to reach that goal. Please indicate if the service numbers included in the goal and objectives listed below are only for those to be covered by the grant or are organization total amounts for this service area. Goal #1: Reduce food insecurity among low-income, unsheltered local residents. Objective(s): 70% of OSC clients will report reduced anxiety around food insecurity as a result of meals provided in Palo Alto. Method(s): LifeMoves will offer a nutritious breakfast and lunch each day the OSC is open. Staff will survey clients throughout this funding period to determine success in meeting this metric. Goal #2: Building upon the tenets of Radical Hospitality, improve the socio-economic prospects for low-income, unsheltered local residents. Objective(s): 50% of surveyed clients will note the uplifting and inspiring setting prompted them to explore resources to improve their health, mental health, occupation, and/or housing circumstances. Method(s): LifeMoves will implement practices and protocols that help to foster an environment that is inclusive and welcoming, offering a safe and warm location in which to focus on wellness and self-sufficiency. Staff will survey clients to determine if we are meeting our goal. 16.Describe specifically how the requested funding will be used. Indicate a unit cost per client served. If a unit cost cannot be developed, explain why the projected costs are reasonable. Our HSRAP funding request will help support a portion of the salaries for our Food Services Coordinator and the Program/Volunteer Coordinator at the OSC. These two roles will be pivotal in helping to cultivate Radical Hospitality at the OSC. We are not able to provide a unit cost per client served as this doesn’t accurately portray how the funding would be applied. In FY22, the OSC served more than 700 clients, some of whom were on-site for a greater length of time than others. 19.Please answer the follow budget summary questions: Total Organization Budget:155,991,258 Total Organization Administrative Costs:12,691,595 Total Organization Program Costs: 53,427,009 LifeMoves 3 2 Packet Pg. 123 Program Budget – One Year – FY24 (July 1, 2023 – June 30, 2024) Organization Name: LifeMoves Priority of Needs Category: Homelessness Name of Program: Caring for Palo Alto’s Homeless and Impoverished Residents Funding Request ($/year): $92,893 If submitting a proposal for multiple programs, please use a separate Budget Form for each program. Two budget forms are included, if the second form is not needed, leave blank. If more forms are needed, copy and paste into a new page in this document or copy and paste from the original copy available at www.cityofpaloalto.org/HSRAP. Complete the table below and round figures to the nearest dollar. By means of Table “A”, we want to see demonstrated EACH funding source utilized to fund the proposed program. If the amount in Column “C” below is still unknown, put “TBD”. Total in Table “A-Column D” must match total Program Expense Budget in Table “B”. You may add rows after “Other,” if needed. TABLE A: Program Funding Sources A B C D FY22 Received FY23 Requested FY23 Total Awarded to Date FY24 Request City of Palo Alto 84,039 85,218 54,142 92,893 Other Cities County State Federal Fundraising 100,273 167,207 In-Kind Contributions Fee for Services Other (specify) Total 184,3129 85,218 54,142 260,100 TABLE B: FY2024 Total Program Expense Budget Total Program Expense Budget Serving Palo Alto Residents Total Program Expense Budget for Requested Funding Salaries 120,640 60,320 60,320 Program Operating Expenses 67,558 0 0 Non-Operating Expenses Administrative Expenses 23,645 8,445 8,445 Fringes 48,256 24,128 24,128 Total 260,100 92,893 92,893 LifeMoves 4 2 Packet Pg. 124 SECTION 6 – PROPOSED PROGRAM POSITIONS/STAFFING Complete the following proposed program position chart. A.List each position for the proposed program(s) B.Indicate the total number of hours each position is budgeted for at your organization C.Indicate the percent/week each position will dedicate to the proposed program(s) D.Indicate the annual salary that this position is budgeted for at your organization E.Indicate the amount that will be charged to the City of Palo Alto If you are NOT requesting funding for staffing, you may leave D & E blank A B C D E Program or Administrative Position Total Hours per week Budgeted for this position % per Week Allocated to the Proposed Program Annual Salary Budgeted for this Position Funding Request Amount Volunteer/Program Coordinator 40 50% $62.400 $48,048 Food Services Coordinator 40 50% $58,240 $44,245 TOTAL 80 1.0 120,640 $92,893 LifeMoves 5 2 Packet Pg. 125 HUMAN SERVICES RESOURCE ALLOCATION PROCESS FY24-25 Name of Organization: Palo Alto Renters’ Association (PARA) 1. Name of Program: Homeless Prevention/Tenant Counseling and Leadership Development 2. Funding Request: $12,000 Per Year/ $24,000 for the 2-Year Term 3. Priority of Needs Category: check box(es), more than one can be selected. Basic Needs Special Needs LGBTQ+ Children & Youth Programs and Services Homelessness Social Services Coordination Seniors 4. Population Served (Please respond using anticipated numbers for the first year of the contract) Total number of people served by this program: 150-200 per year Total number of Palo Alto residents served by this program: 100-150 per year Total number of unduplicated Palo Alto residents served by the Requested Funding Amount: 100-150 per year x x x x 5. Describe your organization: Include a mission statement and purpose. Palo Alto Renters' Association was formed in 2020 to increase civic participation amongst renters in Palo Alto. We aim to make Palo Alto a better and more stable home for its renters through movement building, crisis intervention, and policy work. We believe in focusing our services on our most vulnerable tenants, as everyone benefits when the community’s most vulnerable tenants feel secure. The long-term goal is that by educating and empowering racially and economically diverse renters, we help them find the places and power to step into local government and give Palo Alto a far greater chance at a representative government, full of people with lived experience. We also believe that community is necessary, and can often feel difficult to find as a renter, so we regularly offer community building events like Bagel Brunches and Ice Cream Socials. [NOTICE: This is an excerpt from the full application] PARA 1 2 Packet Pg. 126 8.In detail, describe in clear and concise language the program(s) and service(s) for which you are requesting funding. Tenant counseling is at the heart of what PARA does because connection with lived experience helps us have greater understanding of what policies the community needs and because education helps build renter power. And although ending homelessness isn't a direct goal outlined at PARA, our work directly contributes to the reduction of homelessness in Palo Alto. Santa Clara County is currently surpassing their goal to reduce the inflow of new people in homelessness. A large part of this success is the collaboration of groups like ours working to prevent tenants from losing their current housing. By growing our network and presence in the community over the last two years, we have counseled more Palo Alto tenants than any other service provider currently serving residents. In 2023 we plan to launch our leadership development program, formally training renters in every neighborhood to counsel tenants and navigate their rights. We believe that once this is an on- going effort, we will have a pipeline for our Steering Committee and local committees - and reduce the number of low-income tenants moving from Palo Alto. 12.Please provide a narrative regarding your proposed program goals and objectives. Even though we were only established two years ago, PARA has counseled more tenants than any other organization providing this service to Palo Altans. We believe this is due to the exceptionally high need. Last year, we provided tenant counseling to 75 individuals. In the coming year, we anticipate we will serve 150-200 tenants. Serving 200 tenants is reaching only 1.7% of the renter households in Palo Alto, but we acknowledge that many of our renter households are stable. We focus our efforts on providing services to the most vulnerable, recognizing that we all benefit when our most vulnerable residents are taken care of. Based on 2020 data, we know that approximately 38% or Palo Alto renters are rent burdened, which puts them at high risk of displacement. We aim to keep Palo Altans in their homes by informing them of their rights, reducing the number of Palo Altans at risk of homelessness. PARA 2 2 Packet Pg. 127 15.Please list the specific goals, objectives and methods related to the program(s) you are proposing. Applicants must utilize the SMART Goal approach (specific, measurable, actionable, relevant and time bound). Using the template below, list each goal separately, followed by the specific objective(s) and methods(s) to reach that goal. Please indicate if the service numbers included in the goal and objectives listed below are only for those to be covered by the grant or are organization total amounts for this service area. Goal #1: Provide individual tenant counseling to 150-200 tenants throughout the year Objective(s): Counsel two (2)- four (4) tenants weekly via Email Method(s): This effectively doubles what we were able to do last year with one part-time person doing all the counseling alone, without any marketing of services. To reach 150-200 tenants annually, we will need to increase the number of individuals providing those services and increase the community’s awareness of our ability to provide these services. Goal #2: Train four (4) additional Tenant Counselors throughout the year Objective(s): Train at least one (1) additional Tenant Counselor per quarter Method(s): With this grant, staff can focus on finding and training additional volunteer tenant counselors, collaborating with established providers such as Palo Alto Mediation Program and Tenants Together to provide said training. Training more counselors increases our capacity to do this work and the number of people we can reach through our volunteers’ networks. 19. Please answer the follow budget summary questions: Total Organization Budget: $40,000 Total Organization Administrative Costs: $36,000 Total Organization Program Costs: $12,000 PARA 3 16. Describe specifically how the requested funding will be used. Indicate a unit cost per client served. If a unit cost cannot be developed, explain why the projected costs are reasonable. $12,000 annually breaks down to $1,000 in monthly costs, or approximately $230 a week to provide tenant counseling. We project that we will be assisting at least two tenants a week, which breaks down to $115 for each tenant counseled at maximum. 2 Packet Pg. 128 Program Budget – One Year – FY24 (July 1, 2023 – June 30, 2024) Organization Name: Palo Alto Renters’ Association (PARA) Priority of Needs Category: Basic Needs/Social Service Coordination/Homelessness Name of Program: Tenant Counseling/Leadership Development Funding Request ($/year): $12,000 If submitting a proposal for multiple programs, please use a separate Budget Form for each program. Two budget forms are included, if the second form is not needed, leave blank. If more forms are needed, copy and paste into a new page in this document or copy and paste from the original copy available at www.cityofpaloalto.org/HSRAP. Complete the table below and round figures to the nearest dollar. By means of Table “A”, we want to see demonstrated EACH funding source utilized to fund the proposed program. If the amount in Column “C” below is still unknown, put “TBD”. Total in Table “A-Column D” must match total Program Expense Budget in Table “B”. You may add rows after “Other,” if needed. TABLE A: Program Funding Sources A B C D FY22 Received FY23 Requested FY23 Total Awarded to Date FY24 Request City of Palo Alto $1,000 TBD TBD $12,000 Other Cities N/A N/A N/A N/A County N/A TBD TBD TBD State N/A TBD TBD TBD Federal N/A TBD TBD TBD Fundraising $2,186 TBD TBD TBD In-Kind Contributions N/A TBD TBD TBD Fee for Services N/A TBD TBD TBD Other (specify) Philanthropic Grants $4,040 TBD TBD TBD Total $5,040 $12,000 TABLE B: FY2024 Total Program Expense Budget Total Program Expense Budget Serving Palo Alto Residents Total Program Expense Budget for Requested Funding Salaries $10,000 $10,000 $10,000 Program Operating Expenses $2,000 $2,000 $2,000 Non-Operating Expenses N/A N/A N/A List Other Expenses (if appropriate) N/A N/A N/A Total $12,000 $12,000 $12,000 PARA 4 2 Packet Pg. 129 SECTION 6 – PROPOSED PROGRAM POSITIONS/STAFFING Complete the following proposed program position chart. A.List each position for the proposed program(s) B.Indicate the total number of hours each position is budgeted for at your organization C.Indicate the percent/week each position will dedicate to the proposed program(s) D.Indicate the annual salary that this position is budgeted for at your organization E.Indicate the amount that will be charged to the City of Palo Alto If you are NOT requesting funding for staffing, you may leave D & E blank A B C D E Program or Administrative Position Total Hours per week Budgeted for this position % per Week Allocated to the Proposed Program Annual Salary Budgeted for this Position Funding Request Amount Board President 20 33% $36,000 $12,000 TOTAL 20 33% $36,000 $12,000 PARA 5 2 Packet Pg. 130 HUMAN SERVICES RESOURCE ALLOCATION PROCESS FY24-25 Name of Organization: PARCA (Partners & Advocates for Remarkable Children & Adults 1. Name of Program: Page Mill Court Residential Program 2. Funding Request: $20,000 3. Priority of Needs Category: check box(es), more than one can be selected. Basic Needs Special Needs LGBTQ+ Children & Youth Programs Homelessness Social Services Coordination Seniors 4. Population Served (Please respond using anticipated numbers for the first year of the contract) Total number of people served by this program: 20 Total number of Palo Alto residents served by this program: 20 Total number of unduplicated Palo Alto residents served by the Requested Funding Amount:20 5. Describe your organization: Include a mission statement and purpose. PARCA's mission is to enrich the lives of people with developmental disabilities and their families by offering programs that support inclusion, self-sufficiency, and personal growth. We provide a wide range of programs and services that create a feeling of extended family for people with special needs at all stages of their lives, including independent living skills training, family support services, before- and after-school childcare, and residential programs. PARCA is committed to empowering people with developmental disabilities to make choices and have control over every aspect of their lives. Our programs help our clients become more independent, and the services we provide for parents and siblings play a vital role in reducing stress, improving mental health, and promoting family stability. We currently serve approximately 920 children, teens, and adults with developmental disabilities and family members in San Mateo and Santa Clara counties. [NOTICE: This is an excerpt from the full application] PARCA 1 2 Packet Pg. 131 8.In detail, describe in clear and concise language the program(s) and service(s) for which you are requesting funding. PARCA currently delivers services for 20 developmentally disabled adults at Page Mill Court, a 24-unit independent living apartment complex in Palo Alto. We are respectfully requesting $20,000 in funding to partially cover salaries of the program staff who provide on-site services and support to the residents. Most of the units at Page Mill Court are studios or one-bedroom apartments. Residents also have access to a computer center, a common courtyard, and landscaped outdoor areas, which are used for various social gatherings and activities. Tenants also utilize an on-site community garden, where they cultivate and harvest their own fruits and vegetables. This residential program aims to enrich the residents’ quality of life by providing a safe and comfortable living environment and by teaching them skills to help them become more independent and self-sufficient. Residents also participate in inclusive recreational and social activities designed to help them develop greater social skills, build lasting friendships, and become part of the local community. Each resident receives independent living skills training and support to learn how to: Perform personal care tasks Perform household duties Manage money Use public transportation Find recreational opportunities Find employment or an appropriate day program Develop healthy eating and exercise habits The residents are still following some Covid precautions such as masking and social distancing, since individuals with developmental disabilities are at higher risk for severe illness due to underlying health conditions. However, they have been able to gather outdoors for activities such as barbecues, picnics, pool parties, and holiday gatherings, including Cinco de Mayo and Halloween parties and a Thanksgiving potluck. Tenants are also encouraged and supported to plan their own group activities such as game nights, movie nights, and art projects. PARCA also provides support services for parents and siblings, as well as referrals to and coordination with other community resources. Several of the clients have part-time time jobs in the local community, while the rest participate in day programs that are a hybrid of online and in-person activities. Clients also enjoy weekly trips to the local food bank, where they are able to select fresh produce and pantry staples. In- person cooking, food preparation, and kitchen safety classes are also offered to all residents who wish to participate. PARCA 2 [Q8 cont. next page] 2 Packet Pg. 132 Each resident has access to on-site supervision and receives one-on-one coaching from program staff to set annual goals in areas such as independent living skills, socialization, and health and wellness. The majority of Page Mill tenants have also chosen to participate in our Healthy Eating and Active Living program to reach their health and fitness goals. In this program, residents are provided with the information they need to make healthier nutrition and wellness choices, along with the tools and support they need to implement these changes. Many residents have told us that this program has had a positive impact on their health and well-being, and several residents have seen tangible results such as weight loss, reduced blood pressure, and lower glucose levels. Clients also have access to mindfulness and yoga classes where they learn how to better cope with stress and anxiety. PARCA’s overarching goal is to provide a safe and supportive living environment where each resident can retain their independence while remaining integrated in the community. We want to ensure that our clients can reach their maximum potential and live life to the fullest. 12.Please provide a narrative regarding your proposed program goals and objectives. In addition to providing affordable supportive housing for low-income adults with developmental disabilities at Page Mill Court, we want to help residents develop independent living skills, improve their social skills, and develop nutrition and exercise habits to help them improve their overall quality of life. Through on-site supervision and personalized counseling, we aim to help residents learn skills that will help them develop independence, self-sufficiency, and personal growth. We want to help clients reach their maximum potential and live fulfilling lives while remaining integrated in the Palo Alto community. Our program offers one-on-one coaching, group classes, and social activities that help residents develop skills that allow them to live more independently and enjoy life to the fullest. PARCA 3 2 Packet Pg. 133 15.Please list the specific goals, objectives and methods related to the program(s) you are proposing. Applicants must utilize the SMART Goal approach (specific, measurable, actionable, relevant and time bound). Using the template below, list each goal separately, followed by the specific objective(s) and methods(s) to reach that goal. Please indicate if the service numbers included in the goal and objectives listed below are only for those to be covered by the grant or are organization total amounts for this service area. Goal #1: Help Page Mill Court residents become more self-sufficient and independent while performing daily living tasks. Objective(s): Work with clients to learn at least 3 new independent living skills and improve their proficiency in existing skills. Method(s): By the end of the grant period, the 20 residents will learn at least 3 new daily living skills through weekly coaching sessions and online and in-person classes in subjects such as hygiene, money management, cooking, cleaning, and job search and retention. Goal #2: Help Page Mill Court residents develop greater social skills and decrease their feelings of isolation. Objective(s): By the end of the grant period, the 20 residents will learn how to make and keep friends, interact and cooperate with people in the community, participate in 1-2 weekly group activities, and plan their own social activities. Each resident will coordinate at least one outing with a friend or a group. Method(s): Residents will participate in 1-2 social activities each week, such as game nights, movie nights, craft projects, field trips, park outings, and sports activities. Clients will also take monthly classes on topics such as communications, empathy, and relationship building. Goal #3: Help Page Mill Court residents adopt healthy eating habits and develop and maintain an exercise routine. Objective(s): By the end of the grant period, the 20 residents will learn how to shop for healthy foods, prepare healthy meals, and establish an exercise routine. Clients will learn at least 5 new recipes and 2 new exercises. Method(s): Residents will participate in monthly cooking and kitchen safety classes, take weekly trips to the food bank, engage in weekly exercise goal setting, take group health education, nutrition, and stress management classes, and participate in solo and group exercise activities. PARCA 4 2 Packet Pg. 134 16.Describe specifically how the requested funding will be used. Indicate a unit cost per client served. If a unit cost cannot be developed, explain why the projected costs are reasonable. We are requesting a grant of $20,000 to help the residents achieve the goals and objectives as outlined in question 15 above. The proposed request would be a unit cost of $1,000 per year per client served. This funding would be applied to salaries for the Page Mill Court staff and ILS Counselors who support the 20 residents at the apartment complex. Page Mill Court has been a successful residential program for the past 24 years and provides a much-needed service to our local community. 19.Please answer the follow budget summary questions: Total Organization Budget: $3,049,130 Total Organization Administrative Costs: $797,985 Total Organization Program Costs: $2,251,145 PARCA 5 2 Packet Pg. 135 Program Budget – One Year – FY24 (July 1, 2023 – June 30, 2024) Organization Name: PARCA Priority of Needs Category: Basic Needs, Special Needs Name of Program: Page Mill Court Residential Program Funding Request ($/year): $20,000 If submitting a proposal for multiple programs, please use a separate Budget Form for each program. Two budget forms are included, if the second form is not needed, leave blank. If more forms are needed, copy and paste into a new page in this document or copy and paste from the original copy available at www.cityofpaloalto.org/HSRAP. Complete the table below and round figures to the nearest dollar. By means of Table “A”, we want to see demonstrated EACH funding source utilized to fund the proposed program. If the amount in Column “C” below is still unknown, put “TBD”. Total in Table “A-Column D” must match total Program Expense Budget in Table “B”. You may add rows after “Other,” if needed. TABLE A: Program Funding Sources A B C D FY22 Received FY23 Requested FY23 Total Awarded to Date FY24 Request City of Palo Alto $20,000 $22,800 $0 $20,000 Other Cities County State $42,629 $42,803 $14,376 $43,000 Federal Fundraising $7,500 $0 $6,000 In-Kind Contributions Fee for Services $10,895 $10,922 $5,461 $11,000 Other (specify) Total $73,524 $84,025 $19,837 $80,000 TABLE B: FY2024 Total Program Expense Budget Total Program Expense Budget Serving Palo Alto Residents Total Program Expense Budget for Requested Funding Salaries $61,031 $61,031 $20,000 Program Operating Expenses $17,994 $17,994 Non-Operating Expenses $975 $975 List Other Expenses (if appropriate) Total $80,000 $80,000 $20,000 PARCA 6 2 Packet Pg. 136 SECTION 6 – PROPOSED PROGRAM POSITIONS/STAFFING Complete the following proposed program position chart. A.List each position for the proposed program(s) B.Indicate the total number of hours each position is budgeted for at your organization C.Indicate the percent/week each position will dedicate to the proposed program(s) D.Indicate the annual salary that this position is budgeted for at your organization E.Indicate the amount that will be charged to the City of Palo Alto If you are NOT requesting funding for staffing, you may leave D & E blank A B C D E Program or Administrative Position Total Hours per week Budgeted for this position % per Week Allocated to the Proposed Program Annual Salary Budgeted for this Position Funding Request Amount Program Director 40 10% $75,000 $1,600 ILS Sr. Counselor 40 20% $73,658 $7,600 ILS Counselor #1 20 40% $36,828 $3,000 ILS Counselor #2 30 40% $42,179 $4,800 Soc-Rec Leader 32 25% $45,690 $3,000 TOTAL $20,000 PARCA 7 2 Packet Pg. 137 HUMAN SERVICES RESOURCE ALLOCATION PROCESS FY24-25 Name of Organization: Peninsula Healthcare Connection 1. Name of Program: Triage Community Outreach 2. Funding Request: $61,087 3. Priority of Needs Category: check box(es), more than one can be selected. 4. Population Served (Please respond using anticipated numbers for the first year of the contract) Total number of people served by this program: 400 Total number of Palo Alto residents served by this program: 200 Total number of unduplicated Palo Alto residents served by the Requested Funding Amount: 100 5. Describe your organization: Include a mission statement and purpose. Basic Needs Special Needs LGBTQ+ Children & Youth Programs and Services Homelessness Social Services Coordination Seniors Peninsula Healthcare Connection (PHC) was established with the mission to provide comprehensive healthcare services for homeless and at high risk for homelessness populations living in Santa Clara County. PHC services provide access to primary healthcare and preventative healthcare; services include primary physical care, as well as, mental health services, intensive case work and community outreach programs. The health services PHC offers is instrumental to vulnerable and at-risk populations in achieving physical, mental and emotional well-being. 8.In detail, describe in clear and concise language the program(s) and service(s) for which you are requesting funding. Clinic Services-Primary Care, including blood pressure management, Hepatitis A, B, and C disease testing and treatment referrals, HIV testing and treatment referrals, adult vaccinations, women’s health, behavioral health services, including counseling, medication management and substance use services. Backpack Medicine-Remote healthcare delivered in the community in high need locations for unhoused and low-income residents. Services involve disease screening, adult vaccine administration, blood pressure monitoring, and assessments for full primary care at the PHC clinic, and/or specialty care referrals. Community Outreach-Engagement with Palo Alto residents in community spaces, established homeless encampments, RV/Vehicle camping locations, where outreach specialists educate residents of the eligible services they can receive, resources they can apply for, all of which will help elevate them into temporary and eventually permanent housing options. Community Outreach will assist residents in determining their goals and actions to take to meet their goals. [NOTICE: This is an excerpt from the full application] PHC 1 2 Packet Pg. 138 12. Please provide a narrative regarding your proposed program goals and objectives. PHC will deploy a Community Outreach Specialist along with either the Community Outreach Supervisor, Medical Assistant, or Medical Provider, to engage with less visible and highly visble unhoused residents residing in vehicles, frequenting businesses, living exposed in community spaces, and/or referred by the East Bay Sanctuary Covenant. Outreach encounters will occur 2-3 days per week, totaling an estimate of 20 hours per week of outreach solely in the city of Palo Alto. During encounters, PHC staff will identify potential clients, help them plan personal goals, and help them schedule appointments for health services, behavioral health services, and/or other relative supportive services. This triage system of outreach will help residents prepare to change their legal status, which is one of the building blocks of helping them become housed. For residents whose legal status is not a barrier to securing housing, other access to supportive services and wellness services will help them address their barriers to housing and progress towards transitioning out of living unhoused. PHC 2 2 Packet Pg. 139 15.Please list the specific goals, objectives and methods related to the program(s) you are proposing. Applicants must utilize the SMART Goal approach (specific, measurable, actionable, relevant and time bound). Using the template below, list each goal separately, followed by the specific objective(s) and methods(s) to reach that goal. Please indicate if the service numbers included in the goal and objectives listed below are only for those to be covered by the grant or are organization total amounts for this service area. Goal #1: Serve 50 less visible unhoused Palo Alto residents with healthcare services, behavioral healthcare services, and access to supportive services to meet requirements for eligibility of supportive housing options. Objective(s): Assist asylum seekers in establishment of healthcare and basic need resources retention as a portion of their transition into legal residents/citizen status. Method(s): Work with the East Bay Sanctuary Covenant and set up clients with PHC clinic services, appropriate referrals to partner agencies for specialty care, basic need distribution, and liaison supportive service access for asylum seekers. Goal #2: Serve 50 highly visible unhoused Palo Alto residents with healthcare services, behavioral healthcare services, and access to supportive services to meet requirements for eligibility of supportive housing options. Objective(s): Assist unhoused residents with establishing healthcare, behavioral healthcare, supportive service access, and basic need resources retention. Method(s): Via Backpack Medicine and Community Outreach activities, staff will set up clients with PHC clinic services, appropriate referrals to partner agencies for specialty care, basic need distribution, and liaison supportive service access. PHC 3 2 Packet Pg. 140 16.Describe specifically how the requested funding will be used. Indicate a unit cost per client served. If a unit cost cannot be developed, explain why the projected costs are reasonable. Funding will be used to supplement 25% of the Community Outreach Supervisor salary, 25% of a Medical Assistant salary. The position salaries are generated based on surrounding agencies salaries and pay scales. The supervisor position will coordinate with the partner agencies to determine high need locations for outreach and Backpack Medicine activities, as well as provide direct support in the field to ensure there is a two-person minimum while working with residents in the field. The Medical Assistant will coordinate with the Community Outreach Supervisor, medical providers, and Community Outreach Specialists to determine the scope of medical services to prepare for, and the educational materials to focus on based on location and resident projected needs based on partner agency suggestions. The MA will assist either the medical provider or Community Outreach Specialist as a supportive staff for each outreach encounter. Funding used for operating expenses requested at $10,000 are calculated based on medical supply costs and recent inflation. Requested funding would purchase supplies to be used solely for Backpack Medicine visits and to equip the Community Outreach Specialist and/or Medical Assistant for outreach encounters to be properly prepared for any emerging health situations or medical supplies residents may be in immediate need of. The PHC Community Outreach Vehicle will be the primary mode of transportation for outreach events. This will place a significant number of miles driven on the vehicle. To maintain safety compliance, PHC will ensure the vehicle battery is tested annually, tires are rotated (replaced if deemed necessary), and budget for any unforeseen damages that may occur on the road, such as cracked windshield. 19.Please answer the follow budget summary questions: Total Organization Budget: $3,374,460 Total Organization Administrative Costs: $219,442 Total Organization Program Costs: $3,746,892 PHC 4 2 Packet Pg. 141 Program Budget – One Year – FY24 (July 1, 2023 – June 30, 2024) Organization Name: Peninsula Healthcare Connection Priority of Needs Category: Basic Needs/Homelessness/Social Service Coordination Name of Program: Triage Community Outreach Funding Request ($/year): $61,087 If submitting a proposal for multiple programs, please use a separate Budget Form for each program. Two budget forms are included, if the second form is not needed, leave blank. If more forms are needed, copy and paste into a new page in this document or copy and paste from the original copy available at www.cityofpaloalto.org/HSRAP. Complete the table below and round figures to the nearest dollar. By means of Table “A”, we want to see demonstrated EACH funding source utilized to fund the proposed program. If the amount in Column “C” below is still unknown, put “TBD”. Total in Table “A-Column D” must match total Program Expense Budget in Table “B”. You may add rows after “Other,” if needed. TABLE A: Program Funding Sources A B C D FY22 Received FY23 Requested FY23 Total Awarded to Date FY24 Request City of Palo Alto $40,825 $24,088 $10,122.50 $44,587 Other Cities County $145,407.90 TBD State Federal Fundraising In-Kind Contributions Fee for Services Other (specify) Total $40,825 $169,495.90 $10,122.50 $44,587 TABLE B: FY2024 Total Program Expense Budget Total Program Expense Budget Serving Palo Alto Residents Total Program Expense Budget for Requested Funding Salaries $44,587 $44,587 $44,587 Program Operating Expenses $10,000 $10,000 $10,000 Non-Operating Expenses $4,500 $4,500 $4,500 List Other Expenses (if appropriate) Travel (Polaris GEM annual maintenance) $2,000 $2,000 $2,000 Total $61,087 $61,087 $61,087 PHC 5 2 Packet Pg. 142 SECTION 6 – PROPOSED PROGRAM POSITIONS/STAFFING Complete the following proposed program position chart. A.List each position for the proposed program(s) B. Indicate the total number of hours each position is budgeted for at your organization C. Indicate the percent/week each position will dedicate to the proposed program(s) D.Indicate the annual salary that this position is budgeted for at your organization E.Indicate the amount that will be charged to the City of Palo Alto If you are NOT requesting funding for staffing, you may leave D & E blank A B C D E Program or Administrative Position Total Hours per week Budgeted for this position % per Week Allocated to the Proposed Program Annual Salary Budgeted for this Position Funding Request Amount .25 FTE Community Outreach Supervisor 10 25% $80,000 $24,600 .25 FTE Medical Assistant 10 25% $65,000 $19,987 TOTAL 20 50% $145,000 $44,587 PHC 6 2 Packet Pg. 143 HUMAN SERVICES RESOURCE ALLOCATION PROCESS FY24-25 Name of Organization: South County Community Health Center, Inc. dba. Ravenswood Family Health Network 1. Name of Program: Social Services and Primary Healthcare for Low-Income Palo Alto Residents and Individuals Experiencing Homelessness 2. Funding Request: $75,000 3.Priority of Needs Category: check box(es), more than one can be selected. Basic Needs Special Needs LGBTQ+ Children & Youth Programs Homelessness Social Services Coordination Seniors 4. Population Served (Please respond using anticipated numbers for the first year of the contract) Total number of people served by this program: 3,230 patients served annually at the Palo Alto Clinic Total number of Palo Alto residents served by this program: 1,044 Palo Alto residents receive our services Total number of unduplicated Palo Alto residents served by the Requested Funding Amount: 231 Palo Alto Residents 5.Describe your organization: Include a mission statement and purpose. Ravenswood Family Health Network (RFHN) is a federally qualified health center headquartered in East Palo Alto. We operate five clinical sites– MayView Community Health Center clinics in Sunnyvale, Mountain View, and Palo Alto, Ravenswood Family Health Center, and Ravenswood Family Dentistry. Altogether, we provide a comprehensive scope of health care services including social services, integrated behavioral health, pediatrics, family medicine, adult medicine, women’s health, dentistry, optometry, pharmacy, mammography, ultrasound, x-ray, lab, health education, chiropractic care, and enrollment. Our mission is to improve the health of the community by providing culturally sensitive, integrated primary and preventive health care to all, regardless of ability to pay or immigration status, and collaborating with community partners to address the social determinants of health. Our vision is to educate, engage and empower patients to actively manage their health and become advocates for healthy living within their family and the community, inspiring others to value that good health is true wealth. [NOTICE: This is an excerpt from the full application] Ravenswood FHN 1 2 Packet Pg. 144 8.In detail, describe in clear and concise language the program(s) and service(s) for which you are requesting funding. As an organization, we are dedicated to providing high-quality, comprehensive medical, behavioral, and dental services to low-income residents in Santa Clara and San Mateo County, regardless of the inability to pay or social, economic, and cultural barriers. Our objective is to provide services to those strained by the high cost of living and who cannot prioritize their healthcare needs. To do so, we work towards identifying vulnerable community residents and establishing them with the primary healthcare team at our clinics. In addition to primary health care, we strive to provide them with further resources to better their health and current life situation. For example, during the pandemic, the need for social services such as care coordination, additional support, and resources for our patient population, foremost our homeless patient population, expanded greatly. We aim to extend our social services throughout our clinics, MayView Palo Alto included, as we know how beneficial it will be for the overall well-being of our patients and community members. Lastly, our patients are also provided with insurance enrollment services to ensure they can seek medical care whenever needed. 12.Please provide a narrative regarding your proposed program goals and objectives. In 2022, 73% of our patients had incomes at or below 200% of the Federal Poverty Level, about 71% of them identified as an ethnic or racial minority, and 43% preferred a language other than English, emphasizing the importance of providing our services to those who receive care at our MayView Palo Alto clinic. The pandemic has disproportionately impacted our minority and homeless population. Individuals have had to put their medical needs on hold due to more pressing issues, such as sustaining income for necessities such as rent, food, etc. Our goal is to continue to reach many patients and community members residing in Palo Alto, providing them with medical and enrollment services. In addition, we aim to provide them with social services, in particular care coordination, to help them maintain their well-being by working alongside them and their medical team and providing them with resources targeting their current needs. Ravenswood FHN 2 2 Packet Pg. 145 Ravenswood FHN 3 15. Please list the specific goals, objectives and methods related to the program(s) you are proposing. Applicants must utilize the SMART Goal approach (specific, measurable, actionable, relevant and time bound). Using the template below, list each goal separately, followed by the specific objective(s) and methods(s) to reach that goal. Please indicate if the service numbers included in the goal and objectives listed below are only for those to be covered by the grant or are organization total amounts for this service area. Goal #1: Provide Primary Health Care Access to 231 low-income residents of Palo Alto through 363 medical and behavioral health visits each fiscal year. Objective(s): Our objective is to provide comprehensive primary care to all patients in need of care, including any preventative health screenings, immunizations, and lab work required for each patient. These services will be provided at our Palo Alto clinic, located at the Santa Clara County Courthouse in Palo Alto. Method(s): We will utilize our primary care teams located at the Palo Alto clinic. Each clinic team will be comprised of a clinical provider, a medical assistant, and may also include a medical scribe, a health coach or panel care coordinator, and for diabetic patients, a clinical pharmacist. Each team will be responsible for the health management of any patient assigned to their clinical panel. The role of the health coach or panel care coordinator will be to perform outreach and follow-up to ensure all patients stay up-to-date with their healthcare needs. Goal #2: Provide 83 Insurance Enrollment Visits to Low-Income Palo Alto Residents each fiscal year. Objective(s): Provide In-Person and Virtual Insurance Enrollment visits for uninsured Palo Alto residents. Method(s): Have an Insurance Enrollment Coordinator on site two days per week trained to enroll patients in local insurance programs, Medi-Cal and Medicare, as well as Covered California plans. This position will accept patient referrals and outreach to all uninsured patients to offer support in finding health coverage. Goal #3: Provide 55 COVID-19 vaccinations to 55 Palo Alto Residents. Objective(s): Our goal is to provide all our patients and local community members access to the COVID-19 vaccines. Our Palo Alto provider teams will provide the COVID-19 vaccination to patients during their routine medical clinics during the grant year. In addition, visits with a nurse will be available for our patients and community members to receive the COVID-19 vaccine at least one day a week during regular clinic hours. Method(s): We will work with the Santa Clara County Public Health Department to coordinate vaccine distribution and ensure we have enough vaccines at our Palo Alto clinic to provide for our Palo Alto patients. Our provider and care team will conduct outreach efforts, offering the COVID-19 vaccine to ensure our patients and communities can receive the COVID- 19 vaccine. Goal #4: Offer referrals to 80% of homeless patients who have listed Palo Alto as their city of residence. Objective(s): Our goal is to provide referrals to medical, dental, local shelters, affordable housing, food, and mental health resources to our homeless patient population. Our Social Services team will provide referrals needed by to our homeless patients during one-on-one visits throughout the grant year. [Q15 cont. next page] 2 Packet Pg. 146 Method(s): Our Social Service Care Coordinator will be on-site at our MayView Palo Alto clinic two days per week. This staff member will provide case management services to our homeless patients. The Social Services Care Coordinator will evaluate the patient's needs, and make suitable referrals based on the assessment. They will reach out and follow up with patients to ensure that they are receiving the adequate care and resources needed for their well-being. Goal #5: Provide 100 case management touches for the homeless population residing in Palo Alto. Objective(s): Our primary goal is to assist with the barrier to care experienced by our patients., serving as the first contact with their medical team. Method(s): With the guidance from our Social Services Manager and HCH Manager, our Social Service Care Coordinator will help patients participate in and manage their care. Will consult with medical and mental health providers and partake in case conferences to assess the patient's mental and physical status and health. Goal #6: Coordinate transportation to enable services to 50% of our homeless population in Palo Alto. Objective(s): We strive to ensure our homeless population accesses the services needed. Have routine follow-ups to check the referrals and community resources provided. Method(s): Our Social Service Coordinator will conduct routine outreach, following up with our patients in need, in particular, those who are requesting transportation services. In all, our Social Service team, will provide resources to those patients to ensure they can travel to their medical visits. 16.Describe specifically how the requested funding will be used. Indicate a unit cost per client served. If a unit cost cannot be developed, explain why the projected costs are reasonable. We are seeking funding to expand our Social Services Department to our MayView Palo Alto clinic. As previously mentioned, the pandemic has exacerbated the need for care coordination and additional support and resources for our patients. In expanding our Social Services Department, we will be able to better attend to and support the needs of our patients in Palo Alto area. Specifically, for this grant, we are requesting support to fund the salaries of three of our Social Services staffing positions. The remaining portion of these salaries is will come from general operations patient revenue. 19.Please answer the follow budget summary questions: Total Organization Budget: $50,470,594 Total Organization Administrative Costs: $8,853,252 Total Organization Program Costs: $1,087,708 Ravenswood FHN 4 2 Packet Pg. 147 Program Budget – One Year – FY24 (July 1, 2023 – June 30, 2024) Organization Name: Ravenswood Family Health Network Priority of Needs Category: Basic Needs (Health Care-Physical and Dental Care), Homelessness, Social Services Coordination Name of Program: Social Services and Primary Healthcare for Low-Income Palo Alto Residents and Individuals Experiencing Homelessness Funding Request ($/year): $75,000 If submitting a proposal for multiple programs, please use a separate Budget Form for each program. Two budget forms are included, if the second form is not needed, leave blank. If more forms are needed, copy and paste into a new page in this document or copy and paste from the original copy available at www.cityofpaloalto.org/HSRAP. Complete the table below and round figures to the nearest dollar. By means of Table “A”, we want to see demonstrated EACH funding source utilized to fund the proposed program. If the amount in Column “C” below is still unknown, put “TBD”. Total in Table “A-Column D” must match total Program Expense Budget in Table “B”. You may add rows after “Other,” if needed. TABLE A: Program Funding Sources A B C D FY22 Received FY23 Requested FY23 Total Awarded to Date FY24 Request City of Palo Alto $46,799 $53,024 $75,000 Other Cities County State Federal Fundraising In-Kind Contributions Fee for Services $822,166 $1,012,708 Other (foundations) $202,500 TBD Total $46,799 $1,077,690 $1,087,708 TABLE B: FY2024 Total Program Expense Budget Total Program Expense Budget Serving Palo Alto Residents Total Program Expense Budget for Requested Funding Salaries $1,087,708 $565,608.16 $75,000 Program Operating Expenses Non-Operating Expenses List Other Expenses (if appropriate) Total $1,087,708 $565,608.16 $75,000 Ravenswood FHN 5 2 Packet Pg. 148 SECTION 6 – PROPOSED PROGRAM POSITIONS/STAFFING Complete the following proposed program position chart. A.List each position for the proposed program(s) B.Indicate the total number of hours each position is budgeted for at your organization C.Indicate the percent/week each position will dedicate to the proposed program(s) D.Indicate the annual salary that this position is budgeted for at your organization E.Indicate the amount that will be charged to the City of Palo Alto If you are NOT requesting funding for staffing, you may leave D & E blank A B C D E Program or Administrative Position Total Hours per week Budgeted for this position % per Week Allocated to the Proposed Program Annual Salary Budgeted for this Position Funding Request Amount Integrated Behavioral Health Services Director 40 100% Social Services Nurse Supervisor 40 100% Social Services Manager 40 100% $136,370 $18,207 Community Collaborations/Health Care for Homeless Manager 40 100% $93,981 $21,916 Social Services Care Coordinator 40 100% $68,185 $34,877 Clinical Provider 40 100% Medical Assistant 40 100% Medical Scribe 40 100% Insurance Enrollment 40 100% TOTAL $75,000 Ravenswood FHN 6 2 Packet Pg. 149 HUMAN SERVICES RESOURCE ALLOCATION PROCESS FY24-25 Name of Organization: Senior Adults Legal Assistance (SALA) 1.Name of Program: Legal Assistance to Elders 2. Funding Request: $20,500 3. Priority of Needs Category: check box(es), more than one can be selected. Seniors are our category of need category 4. Population Served (Please respond using anticipated numbers for the first year of the contract) Total number of people served by this program: 40 seniors (all are Palo Alto residents) Total number of Palo Alto residents served by this program: 40 Palo Alto seniors Total number of unduplicated Palo Alto residents served by the Requested Funding Amount: 40 unduplicated Palo Alto seniors 5. Describe your organization: Include a mission statement and purpose. Founded in 1973, SALA is a nonprofit law office whose mission is: to support elders to live independently, safely, non-institutionalized, and with choice and dignity. To that end, SALA's purpose is to provide a range of free legal assistance to Santa Clara County seniors and is the only agency designated by the Area Agency on Aging (Sourcewise) to provide such services under the Older Americans Act. Consistent with this designation, services are targeted to elders (60 or older) in (1) great economic need or low income and/or (2) great social need or at risk of abuse, exploitation, isolation, or loss of independence. SALA also employs Best Practices under the OAA to reach our target population by out-stationing services at senior centers, by phone intake, and by making home visits. SALA's annual objective is to provide free legal services to at least 800 elders countywide, primarily through appointments at 16+ senior centers or sites in Santa Clara County (where our target population congregates, including Avenidas Senior Center in Palo Alto. SALA provides legal services in the form of advice/referrals, brief service, and advocacy/ representation. Areas of law emphasized include: Elder Abuse; Public Benefits {Social Security, SSI, Medicare, Medi-Cal); Housing; Skilled Nursing/ Assisted Living and Alternatives to Institutionalization; Advance Health Care Directives; Planning for Incapacity/ End of Life; Consumer/Finance (including Senior Scams); and Simple Wills. SALA has a staff of 5 attorneys with extensive expertise that specialize in legal issues of importance to our target population in order to achieve our desired client outcomes, another Best Practice. Our legal staff is augmented by 10+ intake volunteers who assist with client interviews at senior centers. Bilingual SALA staff or volunteers serve elders that speak Spanish, Mandarin, and Swahili and interpretation by phone in other languages is available through a contracted service. [NOTICE: This is an excerpt from the full application] SALA 1 2 Packet Pg. 150 SALA 2 8. In detail, describe in clear and concise language the program(s) and service(s) for which you are requesting funding. SALA requests $20,500 for 2023-24 (and 2024-25 if renewed) to continue our current expanded program of free legal assistance to a minimum of 40 Palo Alto elders in a manner consistent with our provision of services we currently provide. The $20,500 represents a Cost of Living increase in current HSRAP funding to provide for a living wage for our staff. This section details proposed services. For four decades SALA has provided services to Palo Alto such as the type proposed -- free legal assistance for Palo Alto seniors 60 or older at intake appointments at Palo Alto Senior Center (now Avenidas). SALA's relationship with Avenidas is memorialized by MOU that confirms SALA will provide legal services at the center and Avenidas will provide publicity, office space, and staff to arrange our appointments. SALA's current and proposed services are targeted to Palo Alto seniors that are low income or at-risk (having a disability and/or 75 or older). SALA will maintain a legal staff with expertise in legal areas of importance to this population including: Elder Abuse; Public Benefits; Housing; Advance Health Care Directives; Incapacity/End of Life Planning; Skilled Nursing &Assisted Living or Alternatives; Consumer; Housing; and Simple Wills. SALA staff will be augmented by intake volunteers (attorneys or legal workers) that assist with client interviews at intake sites and follow up legal work. Bilingual SALA staff or volunteers serve elders that speak Spanish, Mandarin, and Swahili and interpretation by phone in other languages is available through a contracted interpretation service For 2023-24, SALA proposes to continue current services. SALA will provide legal services to Palo Alto seniors through intake sessions (4 or 5 half-hour appointments) once a month at Avenidas. Palo Also seniors that appear at other SALA intake sites will also be served. Seniors that cannot go to a senior center (including those that fear exposure to COVID) or elders with emergences will be served by phone intake. Home visits will also be made. The range of legal services provided includes: advice/ referral, consultation/brief service, and advocacy/ representation. SALA also undertakes an annual outreach or education activity, in-person or virtual, for elders, their families, or advocates. Many Palo Alto elders who use SALA's services have legal problems that affect their health, welfare, safety, and economic security. Of the Palo Alto clients served in 2021-22, 75% were very low income and 55% were female. In addition 69% were 75 or older and 62% had a disability-- indicators placing them at higher risk of abuse, isolation, or loss of independence. Due to their low income status, SALA's target clientele in Palo Alto are also underserved because they cannot afford a private attorney at $400 - $500 an hour for services similar to those offered by SALA at no cost to support them to Age in Place. SALA has served Palo Alto seniors since 1973 and targets Palo Alto as a high priority due to the higher numbers of low income and at-risk elders we see there as well as the significant portion of the City population 65 or older (at least 17 % per the HRC's June 2012 Human Services Needs Assessment). [Q8 cont. next page] 2 Packet Pg. 151 SALA 3 With respect to desired client outcomes, SALA's assistance with legal problems related to Public Benefits (Social Security and SSI) will ensure Palo Alto elders' economic security, basic needs, and independent living. Our work in this area will also will prevent homelessness because elders should be able to pay their rent or mortgages. Our work in Housing Law (by preventing evictions or requesting/ negotiating reasonable accommodations) can also prevent homelessness. SALA's work with Medi-Cal and Medicare matters (including Medicare HMO and Medi-Gap Insurance), as well as our assistance with Advance Health Care Directives, will ensure elders' access to affordable and appropriate health care, including necessary skilled nursing care. For physically or financially abused elders, our legal intervention, through Domestic Violence or Elder Abuse Restraining Orders, will ensure their health, safety, and financial independence, will prevent future abuse, and may even save lives. Lastly, our preventive legal planning for incapacity or end of life (with Advance Health Care Directives, Durable Powers of Attorney, Simple Wills) provides legal tools to elders who might otherwise not be able to appoint persons they trust to manage their health care, personal, or financial matters when they can no longer do so. This planning also helps prevent elder abuse or conservatorships, reduces the need for protective services, and eases the burden on seniors' families and caregivers. It also helps some elders maintain their affordable living situations as some senior housing projects ask residents to have planning in place so a legally authorized party can act if they become incapacitated or die. As noted above, SALA requests HSRAP funding to maintain our program of free legal assistance (including elder abuse prevention) to Palo Alto elders. SALA will provide legal services in Palo Alto through intake appointment sessions/days (4 to 5 half-hour appointments) 12 times annually (or once a month) at an accessible site where seniors congregate, specifically at Avenidas. Continuation of SALA's services with the funding requested will enable more Palo Alto elders to be served locally. SALA will also continue to provide legal services to Palo Alto seniors by phone and home visits. 12. Please provide a narrative regarding your proposed program goals and objectives. Proposed Palo Alto Program Goals & Objectives for Program Years 2023-24 and 2024-25 (if renewed) Consistent with our agency mission, SALA's overarching goal, countywide and in Palo Alto, is to support elders in their efforts to live independently, non-institutionalized, and with dignity and choice. The one program objective toward meeting this goal, to be completed by June 30 of each year, is: Objective #1: by June 30 of each program year, provide accessible and affordable (free) Legal Services to at least 40 unduplicated Palo Alto clients concerning their rights, benefits/entitlements, health, safety, housing, consumer/finance issues (including scams), incapacity/end of life planning, or other legal matters. This will be accomplished through (1) intake sessions/days at frequency of 12 sessions/days annually (once monthly) at Avenidas Center, as well as at SALA intake sites in other cities, phone intake, and home visits and (2) follow up legal work after intake (see #9 for detail); [Q12 cont. next page] 2 Packet Pg. 152 Proposed Objectives & Projected Number of Clients Served in Years 2023-24 & 2024-25 (if renewed) SALA will continue our expanded program of legal services to Palo Alto elders. SALA will provide accessible and affordable (free) Legal Services (Objective #1) to 40 Palo Alto seniors 60 or older through intake sessions (4 or 5 half-hour appointments) at a frequency of 12 times annually (or once monthly) at Avenidas Center. Palo Alto elders that cannot go to a senior center appointment or those with emergencies will be served by phone or virtually. Home visits will also continue for homebound elders or elders in skilled nursing or assisted living facilities as needed. Palo Alto elders that appear at other SALA intake sites will also be served. The range of legal services to be provided, including follow up work after the initial client appointment, will include advice/referral, consultation/ brief service, and advocacy/attorney representation. The goal of 40 Palo Alto residents served under Objective #1 (Legal Services) includes all clients served through SALA's Palo Alto project, not just those seen at Avenidas Senior Center. All clients will be Palo Alto residents, 60 or older, with an emphasis on elders who are low income or at-risk. SALA's 2021-22 statistics for Palo Alto clients served indicate 75% were very low income and 55% were female. In addition 69% were age 75 or older and 62% had a disability -- indicators placing them at-risk. If funded again, we expect similar demographics for Palo Alto clients served in 2023-24 and 2024-15 (if funding is renewed). 15. Please list the specific goals, objectives and methods related to the program(s) you are proposing. Applicants must utilize the SMART Goal approach (specific, measurable, actionable, relevant and time bound). Using the template below, list each goal separately, followed by the specific objective(s) and methods(s) to reach that goal. Please indicate if the service numbers included in the goal and objectives listed below are only for those to be covered by the grant or are organization total amounts for this service area. Goal #1: To support Palo Alto elders to live independently, safely, non-institutionalized, and with dignity and choice by advising or educating them about their rights, by assisting them to provide for their basic daily needs, by intervening in emergency/life-threatening matters, and by planning for the future. [This goal is for HSRAP grant only and not for organization.] Objective: By 6/30/2022 provide affordable and accessible (free) Legal Services (including elder abuse prevention) to a minimum of 40 unduplicated Palo Alto elders (60 or older) concerning their rights, public benefits, health, safety, housing, consumer/finance (including senior scams), incapacity/end of life planning, Simple Wills, or other legal matters. {Please note SALA has only one program objective (Legal Services) and this objective and the service numbers proposed are for the HSRAP grant only and not for the entire organization]. Method(s): Provide direct Legal Services to Palo Alto elders by continuing existing legal services through intake appointments and follow up legal work (advice/referral, brief service/ consultation, or advocacy/representation). During COVID services will be provided remotely and primarily by phone. When in-person services can be fully and safely reinstated at all senior centers, SALA services will be available at Avenidas Senior Center on a monthly basis, as well as at SALA intake sites in other cities, at SALA's Central Office, by phone (for homebound elders or emergencies), or home visits. [These methods are for HSRAP grant and not for organization.] SALA 4 2 Packet Pg. 153 16. Describe specifically how the requested funding will be used. Indicate a unit cost per client served. If a unit cost cannot be developed, explain why the projected costs are reasonable. The $20,500 requested will partially support personnel costs to continue current services to Palo Alto to serve 40 clients. This represents a COLA increase in our current HSRAP grant to provide a living wage for our staff. As set forth in Attachment F, HSRAP funds will support portions of these staff positions allocated that will deliver or supervise SALA's direct services to Palo Alto seniors: Supervising Attorney and Receptionist/Secretary (2 positions). No overhead will be supported by HSRAP funds. The number of hours a client receives from SALA depends on the nature and complexity of their legal matter (e.g. Restraining Order and eviction cases can average 10+ hours) and most clients receive more than one hour of service from SALA. That said, if a unit of cost is needed for this application, the unit cost per client is calculated at an average of $512.50 per client ($20,500/40 clients), which compares favorably to the $400 - $500 that private Elder Law attorneys charge for just one hour of service. 19.Please answer the follow budget summary questions: Total Organization Budget: $1,000,000 Total Organization Administrative Costs: $138,000 Total Organization Program Costs: $862,000 SALA 5 2 Packet Pg. 154 SALA 6 2 Packet Pg. 155 SALA 7 2 Packet Pg. 156 HUMAN SERVICES RESOURCE ALLOCATION PROCESS FY24-25 Name of Organization: Vista Center for the Blind and Visually Impaired 1. Name of Program: Vision Loss Rehabilitation Program 2. Funding Request: $47,209 3. Priority of Needs Category: check box(es), more than one can be selected. V Special Needs V Seniors 4. Population Served (Please respond using anticipated numbers for the first year of the contract) Total number of people served by this program: 1416 Total number of Palo Alto residents served by this program: 125 Total number of unduplicated Palo Alto residents served by the Requested Funding Amount: 50 5.Describe your organization: Include a mission statement and purpose. Vista Center for the Blind and Visually Impaired has a mission to empower individuals who are blind or visually impaired to embrace life to the fullest through evaluation, counseling, education, and training. Purpose of our programs is to support and teach the necessary skills to an individual ages 3-100+ who is losing or has lost their vision in order to maintain or regain their independence. Vista Center was founded in 1936 as Palo Alto Society for the Blind as a home for blind or visually impaired residents of Palo Alto and later in 1947 incorporated as a 50l(c)(3) non-profit. In 2005 it became the cunent Vista Center for the Blind and Visually Impaired. Vista Center is only full-service, one-stop vision loss services provider in Santa Clara, San Mateo, San Benito, and Santa Cruz Counties and has proudly served Palo Alto for over 75 years. We provide no-or low-cost vision loss.rehabilitation and disability suppo1i services. In FY22 we served 3599 blind and visually impaired individuals in this 4 Cow1ty service area. We strongly believe that with access to suppo1i, individuals who have significant vision loss can utilize resources and learn new ways of doing the tasks of daily living, thereby regaining independence and control on their lives. 8.In detail, describe in clear and concise language the program(s) and service(s) for which you are requesting funding. Funding is being requested for our Vision Loss Rehabilitation Program that will provide 50 visually impaired seniors with skills and support necessary to remain independent, safe, employed, and mobile. While we serve all adults in Palo Alto who are experiencing vision loss, this funding will be applied towards serving seniors who are 60 years and older. [NOTICE: This is an excerpt from the full application] Vista Center 1 [Q8 cont. next page] 2 Packet Pg. 157 The services within the Vision Loss Rehabilitation Program include: 1. Information and access to resources available in the community 2. Psycho-Social Need Assessment to create an Individual Rehabilitation Plan, Case management 3. Individual or group Counseling for adjustment to vision loss 4. Assistive technology training that includes sma1tphones, computers, and low vision tools 5.Rehabilitation services for vision loss like customized training in Orientation & Mobility instruction and Daily Living Skills Vista Center receives new clients through referrals to our Low Vision Clinic by eye doctors like Ophthalmologists and Optometrists or through Social Services. During the initial intake, the client's individual needs determine what services would be most beneficial. Intakes are provided either by the social worker, an Intake specialist, or the Low Vision Specialists at the Clinic. Clients may receive individual or group counseling to assist them with accepting their vision loss, discover new ways of completing activities of daily living, and leveraging resources available in the community, while the Low Vision Specialist provides technology instruction on use of visual aids, CCTV, and lighting / contrast techniques to maximize residual vision. Our Daily Living Skills instructors teach adaptive skills which allow the visually impaired individual to learn new technology, to continue cooking, manage their medications, maintain hygiene, housekeeping, and money management. We provide Orientation and Mobility training to teach them how to cross streets safely, use a cane, take public transportation and navigating everyday environments. Our Assistive Technology Specialist provide training in using technologies such as smart phones and computers for communication. Much of this instruction is 1:1 and is provided in the client's home, community, our offices and at our Low Vision Clinic in Palo Alto. Our Low vision services include tools and techniques for optimizing residual vision. 12. Please provide a narrative regarding your proposed program goals and objectives. Vista Center for the Blind and Visually Impaired proposes to provide grant funded vision loss rehabilitation services for blind and visually impaired / disabled Seniors living in the City of Palo Alto. Our Goal is to serve 50 blind and visually impaired seniors with Vision Loss Rehabilitation Program services through this grant funding with the objective to provide support and teach them skills necessary to care for themselves safely and remain independent. Method and program activities: Upon receiving a referral for services, Vista Center Social Services staff meet with the individual to create a customized rehabilitation plan which may include one or more service methods / activities as in the SMART Goals table below. Clients will be provided with assessment, case Vista Center 2 [Q12 cont. next page] 2 Packet Pg. 158 management, connection to community resources, skills training, and counseling. Skills training includes training in orientation and mobility, daily living skills and assistive technology. Description of services within this grant funded program: • An Intake consists of the initial contact, meeting with the client, generally a 1.5 to 2 hour visit in the client's home. At this time the Rehabilitation Plan is created to determine needed services. Often, referrals are made to other community services, or information may be required from physicians on behalf of the client, followed by the paperwork to summarize what has been done. An average intake takes 4-6 hours including the indirect time mentioned. •Information and Referral (l&R) - providing essential information or a referral to a service available to them including sources of financial support, food, legal aid, and medical assistance. l&R can range from simple information to complex research of a problem. • Counseling - Adjustment to Disability Counseling is offered individually and, in a group, to assist clients with adjusting to and coping with their disability, promote community engagement and mental health through socialization, reducing isolation and depression. •Case management is providing ongoing services to the client to ensure they have received the services needed as well as following up with community resources to provide food, medical and services for the visually impaired. •Daily Living Skills is the instruction in adaptive cooking, cleaning, medication management, communication with family and doctors, and managing paperwork. Main issues are medication management, communication skills and meal preparation. •Orientation and Mobility training is providing a person the skills to move efficiently and safely in their enviromnent and know where they are at all times. For most seniors this is extremely important in preventing falls that could lead to hospitalization. • Assistive Technology training is learning to use the tools of today such as your Smaiiphone, computer, or tablet to make calls, keep your appointments, do your banking and just to communicate with others through email, calling or texting. Low vision clinic specialists teach vision optimizing techniques, magnification, contrast, and use of vision tools. Once the Rehabilitation Plan is created services generally begin with a home visit by the Rehabilitation Specialists to create an Instructional Plan by service type. Goals will be established at this first meeting and an average of 4-6 visits at 1-2 hours each are necessary to accomplish the goals. Fees: Services provided using this grant funding will be free-of-charge or cost subsidized to clients using a sliding scale, and are exclusive to aging, disabled, senior residents of City of Palo Alto. Case management, skills training, and individual counseling are one-on-one services, offered at client's residence, virtually, and/ or at Vista Center's office in Palo Alto. Our office location is accessible by public transport and for disabilities. Group counseling sessions will be held here or other pre-determined, accessible locations in the City. Suppo1i Groups are offered in English and bilingual in Spanish. Vista Center 3 [Q12 cont. next page] 2 Packet Pg. 159 Timeline: Program timeline is over the July 1, 2023 to June 30, 2024 grant period. Our services are never capped and will be delivered as per client's individual need assessment. Some clients may require one service and just a few sessions while others may require multiple services / activities and therefore many more sessions in order to achieve their goal. Vista Center has a record of delivering outcomes that are consistently over and above targets, as set in table below. 15. Please list the specific goals, objectives and methods related to the program(s) you are proposing. Applicants must utilize the SMART Goal approach (specific, measurable, actionable, relevant and time bound). Using the template below, list each goal separately, followed by the specific objective(s) and methods(s) to reach that goal. Please indicate if the service numbers included in the goal and objectives listed below are only for those to be covered by the grant or are organization total amounts for this service area. Our proposal: Under this grant, the Vision Loss Rehabilitation Program will provide 50 Palo Alto visually impaired Seniors the training, support, and skills necessary to remain safe and independent. Each client receives a customized Individual Rehabilitation Plan and services to meet their unique needs. Goal #1: With this grant, provide seniors experiencing vision loss with an assessment of their situation with the goal of preventing loss of hope and depression through creating an individual service plan with specific goals, and providing information on services and resources in the community. Objective(s): By the end of June 30, 2024, 18 seniors with vision loss will have met with our social worker or intake specialist for an assessment and have an individual rehabilitation plan with specific services/activities required to achieve goals needed to maintain their independence. Service is considered a success if at least 85% of surveys receive at least a 4 on a 1-5 scale. Method(s): Case management, access to agency and community resources, Intake meetings •Staff will meet 1:1 with each client either in the manner specified by the clients, in the home, community, our office or virtually and assess service needs to create individualized rehabilitation plans. • Staff will share information on community resources available within the senior's community and provide case management of services. • Staff will track progress using a survey given to clients after 6 months of receiving services Goal #2: With this grant, seniors losing their vision will increase their independence and improve their quality of life by receiving vision loss rehabilitation training to ensure that they can be safe, connected, and remain in their own home. Objective(s): By the end of June 30, 2024, 24 seniors will receive any one or a combination of services including: daily living skills training so they can continue to function independently in their home; orientation and mobility training to remain mobile and learn how to travel safely within their enviromnent; and/or assistive technology training to learn how to communicate effectively Vista Center 4 [Q15 cont. next page] 2 Packet Pg. 160 by utilizing their smaiiphone and other electronic devices to assist with daily tasks; low vision training in vision optimizing techniques like magnification/ contrast and tools. Service is considered a success if 80% of client's on their post-test measure improvement of 1 level on a 3-level scale. Method(s): Rehabilitation Services to include Orientation and Mobility (O&M) travel training, Daily Living Skills (AOL) and Assistive Technology (AT) Training, Low Vision Training •Staff will provide individualized vision loss rehabilitation training in the home/agency/community to meet the goals set at the assessment. • Progress will be measured by pre and post-test and tracked in the database Goal #3: With this grant, provide seniors experiencing vision loss with one on one and group counseling to adjust to vision loss, prevent isolation and depression through peer sharing, community engagement and positive service outcomes. Objective(s): By the end of June 30, 2024, 15 seniors will receive either individual and/or group counseling with the objective of improving mental well-being, reducing anxiety and isolation. Service is considered a success if at least 75% of surveys receive at least a 4 on a 1-5 scale. Method(s): Adjustment to Disability Counseling/ Individual and Group • Staff will conduct weekly/monthly suppo1i groups or schedule individual counseling sessions. • Staff will survey clients after 6 months of receiving services to measure outcomes 16.Describe specifically how the requested funding will be used. Indicate a unit cost per client served. If a unit cost cannot be developed, explain why the projected costs are reasonable. Budget items breakdown and description for FY24 grant request of $47,209: Salary and Benefits: Grant funds will be used to pay actual salaries of the staff providing services at $42,312 (includes cost to employer of payroll taxes and benefits). The average client cost for provision of Vision Loss Rehabilitation program for Vista Center is $1010 per client to include salaries and benefits, plus a% of overhead cost like rent, travel costs, administration, and communication costs. We will serve 50 clients with the requested grant of $47,209 which is a higher service number than the actual unit cost calculation. This is to compensate for some clients needing less suppott resulting in lower per unit spend. Program Operating Expenses/ Non-Personnel Cost: Program operating expenses include a small po1tion of Rent, mileage for service provision and communication cost (telephone, zoom, internet for client meetings) at $4,897. The non-salary costs have been billed at 15% of total Program Budget for Palo Alto (Section 6 / Table B) Professional Fees apply to Translation Services, Audit, Accounting, legal, other contractors. All services are now being offered in-person (in office and at client's home) and sometimes virtual (if so requested). Vista Center will use funds from Palo Alto to support all activities as per the Goals, Objectives, and Methods statement. Vista Center 5 2 Packet Pg. 161 19. Please answer the follow budget summary questions: Total Organization Budget: $3,690,717 Total Organization Administrative Costs: $898,977 Total Organization Program Costs: $2,791,740 Vista Center 6 2 Packet Pg. 162 Vista Center 7 2 Packet Pg. 163 Vista Center 8 2 Packet Pg. 164 HUMAN SERVICES RESOURCE ALLOCATION PROCESS FY24-25 Name of Organization: WeHOPE 1. Name of Program: WeHOPE Dignity on Wheels (DoW) 2. Funding Request: $112,640 3. Priority of Needs Category: check box(es), more than one can be selected. X Homelessness X Social Services Coordination X Seniors 4. Population Served (Please respond using anticipated numbers for the first year of the contract) Total number of people served by this program: 4,000 Total number of Palo Alto residents served by this program: 125 Total number of unduplicated Palo Alto residents served by the Requested Funding Amount: 100 [NOTICE: This is an excerpt from the full application] WeHOPE 1 2 Packet Pg. 165 WeHOPE’s mission is to help people become healthy, employed, and housed using innovative solutions. WeHOPE is a 501c3 nonprofit organization located in the City of East Palo Alto, California and was founded in 1999 by Pastor Paul and Cheryl Bains. WeHOPE’s long-term goal is to help improve the health of cities and counties throughout the Bay Area and beyond by helping individuals overcome the critical issues facing homelessness and poverty. WeHOPE has three main initiatives which offer services that get people healthy, employed, and housed. Emergency Shelter and Food: Whether the need is immediate shelter and a hot meal, fresh food to support a family who is facing the challenges of food insecurity or WeHOPE's emergency shelter to assist individuals in becoming healthy, employed, and housed, WeHOPE's Emergency Shelter and Food program is there to provide help today so there is hope for tomorrow. WeHOPE Shelter – East Palo Alto: More than a cot, WeHOPE shelter offers cohesive services catered to the specific needs of the individual client’s situation. WeHOPE Shelter is a 24-hour facility located in East Palo Alto that provides emergency and transitional housing for single men and women. WeHOPE takes an integrated approach to helping the homeless. Its programs are designed to address the physical, emotional, and educational needs of those served. The program provides hot meals, shelter beds, access to medical care, hot showers, laundry service, transportation – and through comprehensive case management, life skills classes, and job training, individuals become healthy, employed, and housed. WeHOPE has 12 years of experience providing shelter services to adults and families. Case Management - WeHOPE has provided comprehensive housing focused case management for 10 years through its shelter program. Additionally, through its Dignity on Wheels program, WeHOPE has provided outreach case management for 6 years, connecting people utilizing its DoW services to housing, jobs, and services for which they qualify. WeHOPE expanded outreach case management to its RV Safe Parking program in 2019 and successfully assisted 20 families to move into permanent housing within the first 6 months of program entry. WeHOPE has provided outreach case management services to South San Mateo County for nearly 2 years and has met and/or exceeded all deliverables. 5. Describe your organization: Include a mission statement and purpose. WeHOPE 2 2 Packet Pg. 166 8.In detail, describe in clear and concise language the program(s) and service(s) for which you are requesting funding. WeHOPE’s mission is to help people become healthy, employed, and housed using innovative solutions. Funding from this proposal would support WeHOPE’s the provision of Dignity on Wheels services in Palo Alto two times per week in Palo Alto. Additionally, we will provide service (Dow showers, laundry, and case management) to Hotel de Zink during inclement weather. Dignity on Wheels (DoW) is a mobile hygiene service that provides free showers and laundry services to the homeless in 5 counties and 20 cities throughout the Bay Area. Comprehensive case management support is provided to address a variety of individual challenges including job loss, illness, and food insecurity. WeHOPE’s customized shower, laundry, and restroom trailers go to encampments and other places people experiencing homelessness congregate providing its own water and power. WeHOPE serves 4000 unduplicated individuals in the program annually. 12. Please provide a narrative regarding your proposed program goals and objectives. WeHOPE requests funding to support our Dignity on Wheels Program, a mobile hygiene service that provides essential hygiene services to individuals experiencing homelessness.Since WeHOPE’s founding in 1999, the mission of WeHOPE has been to help people become healthy, employed, and housed using innovative solutions. Through its Mobile Homeless Services initiative, WeHOPE provides showers, laundry, restrooms, and case management to thousands of individuals annually. In addition to mobile hygiene service, the program also includes the provision of comprehensive case management support to address various individual challenges, including job loss, illness, and food insecurity which assist clients on the road to self-sufficiency. Dignity on Wheels consists of a truck with a 600-gallon water tank and generator that pulls a customized trailer with shower rooms, restrooms, and a laundry room. It is staffed with a driver, case manager, and intake specialist. The trailer has the capacity to provide 36 showers and 12 loads of laundry per 4-hour session. Clients are recruited through community partnerships with agencies. Additionally, outreach is conducted by drivers, intake staff, and case managers to nearby areas frequented by our client demographic. WeHOPE also has an App that shows daily DoW services and includes a schedule on our website. The program objectives of the Dignity on Wheels program are to provide individuals experiencing homelessness access to showers and laundry services and connect clients through case management services to medical, dental, safety net, and housing services in which they qualify. The success of the program is measured by the number of showers provided, the number of laundry loads, and the number of clients connected to comprehensive services. Dignity on Wheels has been serving East Palo Alto for the past 6 1/2 years. Each week two Dignity on Wheel sessions will be hosted at the Public Defender's Office located at 231 Grant Street, Palo Alto, providing up to 72 weekly showers and 24 weekly loads of laundry. Additionally, WeHOPE will provide service (Dow showers, laundry, and case management) to Hotel de Zink during inclement weather. WeHOPE 3 2 Packet Pg. 167 15.Please list the specific goals, objectives and methods related to the program(s) you are proposing. Applicants must utilize the SMART Goal approach (specific, measurable, actionable, relevant and time bound). Using the template below, list each goal separately, followed by the specific objective(s) and methods(s) to reach that goal. Please indicate if the service numbers included in the goal and objectives listed below are only for those to be covered by the grant or are organization total amounts for this service area. The program objectives of the Dignity on Wheels program are to provide individuals experiencing homelessness access to showers and laundry services and connect clients through case management services to medical, dental, safety net, and housing services in which they qualify. The success of the program is measured by the number of showers provided, the number of laundry loads, and the number of clients connected to comprehensive services. Goal #1: Decrease number of individuals who are unhoused in Palo Alto. Objective(s): By the end of June, 2024, enroll 75 DoW clients into case management services. Method(s): Conduct outreach and intake of 25 individuals per month at Palo Alto DoW sites. Goal #2: Provide dignity to unhoused individuals in Palo Alto through accessible hygiene services. Objective(s): By the end of June, 2024, provide 2500 showers to unhoused residents of Palo Alto. Method(s): Provide up to 36 showers per DoW session to clients in WeHOPE’s Palo Alto locations twice per week. Goal #3: Provide dignity to unhoused individuals in Palo Alto through accessible hygiene services. Objective(s): By the end of June, 2024, provide 1000 loads of laundry to unhoused residents of Palo Alto. Method(s): Provide up to 12 loads of laundry per DoW session to clients in WeHOPE’s Palo Alto locations twice per week. 16.Describe specifically how the requested funding will be used. Indicate a unit cost per client served. If a unit cost cannot be developed, explain why the projected costs are reasonable. The funding will be used to provide showers, laundry, restrooms, and comprehensive case management to people experiencing homelessness in Palo Alto. The cost can be examined in two ways. Serving 100 per year is a cost of $1,126.40 per person which provides 2 showers a week per person per year with the addition of laundry and case management. Additionally, it can be viewed as $20.10 per unit of service. This is substantially lower than the average cost for case management. 19.Please answer the follow budget summary questions: Total Organization Budget: $10,258,000 Total Organization Administrative Costs: 1,573,925 Total Organization Program Costs: $8,681,005 WeHOPE 4 2 Packet Pg. 168 Program Budget – One Year – FY24 (July 1, 2023 – June 30, 2024) Organization Name: WeHOPE Priority of Needs Category: Homelessness Name of Program: WeHOPE DoW - Palo Alto Funding Request: $112,640/year If submitting a proposal for multiple programs, please use a separate Budget Form for each program. Two budget forms are included, if the second form is not needed, leave blank. If more forms are needed, copy and paste into a new page in this document or copy and paste from the original copy available at www.cityofpaloalto.org/HSRAP. Complete the table below and round figures to the nearest dollar. By means of Table “A”, we want to see demonstrated EACH funding source utilized to fund the proposed program. If the amount in Column “C” below is still unknown, put “TBD”. Total in Table “A-Column D” must match total Program Expense Budget in Table “B”. You may add rows after “Other,” if needed. TABLE A: Program Funding Sources A B C D FY22 Received FY23 Requested FY23 Total Awarded to Date FY24 Request City of Palo Alto 20,000 132,640 0 132,640 Other Cities 3,861,152 4.678,778 4,160,644 5,165,646 County 2,004,728 2,583,501 2,432,364 2,841,851 State 0 0 0 0 Federal 100,000 100,000 0 110,000 Fundraising 1,956,452 1,925,000 13.880 2,000,000 In-Kind Contributions 32,400 40,000 3,000 40,000 Fee for Services Other (specify) Total 7,974,732 9,459,925 6,609,808 10,290,137 TABLE B: FY2024 Total Program Expense Budget Total Program Expense Budget Serving Palo Alto Residents Total Program Expense Budget for Requested Funding Salaries 3,615,820 78,840 77,059 Program Operating Expenses 763,780 24,317 24,317 Non-Operating Expenses 449,824 11,264 11,264 List Other Expenses (if appropriate) Equipment $217,000 Total 4,829,424 329,640 112,640 WeHOPE 5 2 Packet Pg. 169 SECTION 6 – PROPOSED PROGRAM POSITIONS/STAFFING Complete the following proposed program position chart. A.List each position for the proposed program(s) B.Indicate the total number of hours each position is budgeted for at your organization C.Indicate the percent/week each position will dedicate to the proposed program(s) D.Indicate the annual salary that this position is budgeted for at your organization E.Indicate the amount that will be charged to the City of Palo Alto If you are NOT requesting funding for staffing, you may leave D & E blank A B C D E Program or Administrative Position Total Hours per week Budgeted for this position % per Week Allocated to the Proposed Program Annual Salary Budgeted for this Position Funding Request Amount Ex. Program Director 40 10% $80,000 $8000 Driver 40 20% 58,240 $11,648 Intake Specialist 40 20% 41,600 $8,320 Case Manager 40 20% 52,000 $10,400 Maintenance 40 20% 58,240 $11,648 Program Manager 40 10% 65,000 $6,500 Data Specialist 40 10% 41,600 $4,160 Total $398,240 $60,676 Benefits 27% $107,525 16,383 TOTAL $505,765 $77,059 WeHOPE 6 2 Packet Pg. 170 HUMAN SERVICES RESOURCE ALLOCATION PROCESS FY24-25 Name of Organization: Palo Alto Family YMCA 1. Name of Program: YMCA Senior Fitness Programming 2. Funding Request: $10,000 3. Priority of Needs Category: check box(es), more than one can be selected. Basic Needs Mental and Physical Health Special Needs LGBTQ+ Children & Youth Programs Homelessness Social Services Coordination Seniors 4. Population Served (Please respond using anticipated numbers for the first year of the contract) Total number of people served by this program: 600 Total number of Palo Alto residents served by this program: 500 Total number of unduplicated Palo Alto residents served by the Requested Funding Amount: 500 5.Describe your organization: Include a mission statement and purpose. The Palo Alto Family YMCA’s mission is to strengthen community by improving the quality of life and inspiring individuals and families to develop their fullest potential in spirit, mind, and body. As one of 10 branches in the YMCA of Silicon Valley, the Palo Alto Family YMCA (PAFY) has a long, rich history of serving the Palo Alto and surrounding communities. In 1893, the YMCA opened in unincorporated Palo Alto as a reading room; by January of 1939, the Y was operating, first from a small downtown office over a hardware store, and later from an old house in another part of the small city. By 1957, the Y had built a brand-new facility on the outskirts of Palo Alto. The Y continued to grow, and by the late 1980s the Palo Alto Y was part of YMCA of the Mid-Peninsula. In 2009, YMCA of the Mid-Peninsula and YMCA of Santa Clara Valley merged to become YMCA of Silicon Valley. As one of the largest nonprofits in Silicon Valley, the Y serves communities that span from Gilroy to Redwood City. 8. In detail, describe in clear and concise language the program(s) and service(s) for which you are requesting funding. The Palo Alto Family YMCA is requesting funding support for our Senior Fitness Programming, including Parkinson's Fitness Program, Senior Fitness Class, and 3 Senior Water Exercise Classes. Our combined senior fitness programming averages 278 attendees per week. In addition, we request funding support for financial assistance for Senior Memberships, which compromises 30% of our financial assistance recipients. [NOTICE: This is an excerpt from the full application] YMCA 1 2 Packet Pg. 171 12. Please provide a narrative regarding your proposed program goals and objectives. As mentioned, our senior population were negatively impacted by the isolating effects of the COVID-19 lockdown. They seek companionship and a return to social settings. The pandemic lockdown made it the negative impacts of social isolation evident. We need connection to thrive, especially our aging adults. We are experiencing an increase of requests from our older adults to provide more classes. Currently, there are 554 seniors participating in programs and services at the Palo Alto YMCA. We anticipate, by the end of the year, our senior adult memberships will increase by at least 50%. Senior Fitness Programs and services are a priority for the Palo Alto YMCA. With our aging population, we anticipate a growing need for more older adult programs. Our goal Senior Fitness goals are to provide senior offerings, 7 days a week, with consistency. By having consistent programming, the Y becomes a dependable space for senior adults to connect and care for themselves in mind, body, and spirit. Another goal is to increase the Y’s capacity to offer financial assistance for senior memberships in order to eliminate any financial barriers that would otherwise keep our seniors from thriving. 15.Please list the specific goals, objectives and methods related to the program(s) you are proposing. Applicants must utilize the SMART Goal approach (specific, measurable, actionable, relevant and time bound). Using the template below, list each goal separately, followed by the specific objective(s) and methods(s) to reach that goal. Please indicate if the service numbers included in the goal and objectives listed below are only for those to be covered by the grant or are organization total amounts for this service area. Goal #1: Increase the overall well-being for seniors through affordable YMCA memberships and consistent senior fitness programming. Objective(s): By the end of 2024, increase the YMCA’s capacity to provide financial assistance to qualified seniors by 50% and increase our capacity to provide senior fitness programming 7 days a week. Method(s): Ensure all qualified seniors apply and receive financial assistance for their YMCA membership by promoting financial assistance and supporting them through their application process. Recruit and train consistent, quality staff that can lead senior fitness classes and foster a sense of community for their participants. Goal #2: Increase independence, self-confidence, self-esteem, and strength for seniors diagnosed with Parkinson’s. Objective(s): Increase class attendance from 12 attendees to 18 attendees per session. Maintain the high quality staff that lead the Parkinson’s Exercise Program. Method(s): Identify key community partners to refer participants to the program. Market the Parkinson’s Exercise Program through community organization partnerships and strategic advertisements. Diversify funding sources to ensure the continuity of the program. YMCA 2 2 Packet Pg. 172 16.Describe specifically how the requested funding will be used. Indicate a unit cost per client served. If a unit cost cannot be developed, explain why the projected costs are reasonable. Unit cost per client is approximately $120 per person. $10,000 support from the City of Palo Alto would serve approximately 83 individual senior participants. 19.lease answer the follow budget summary questions: Total Organization Budget: 2,411,290 Total Organization Administrative Costs: Total Organization Program Costs: 485,000 60,000 YMCA 3 2 Packet Pg. 173 Program Budget – One Year – FY24 (July 1, 2023 – June 30, 2024) Organization Name: Palo Alto Family YMCA Priority of Needs Category: Senior Programing Name of Program: YMCA Senior Fitness Programming Funding Request ($/year): 10,000 If submitting a proposal for multiple programs, please use a separate Budget Form for each program. Two budget forms are included, if the second form is not needed, leave blank. If more forms are needed, copy and paste into a new page in this document or copy and paste from the original copy available at www.cityofpaloalto.org/HSRAP. Complete the table below and round figures to the nearest dollar. By means of Table “A”, we want to see demonstrated EACH funding source utilized to fund the proposed program. If the amount in Column “C” below is still unknown, put “TBD”. Total in Table “A-Column D” must match total Program Expense Budget in Table “B”. You may add rows after “Other,” if needed. TABLE A: Program Funding Sources A B C D FY22 Received FY23 Requested FY23 Total Awarded to Date FY24 Request City of Palo Alto 0 10,000 10,000 10,000 Other Cities 0 County 0 State 0 Federal 0 Fundraising 0 14,650 14,650 In-Kind Contributions 0 Fee for Services 0 Membership fees 0 30,200 30,200 Total 0 54,850 54,850 10,000 TABLE B: FY2024 Total Program Expense Budget Total Program Expense Budget Serving Palo Alto Residents Total Program Expense Budget for Requested Funding Salaries 37,232 37,232 5,000 Program Operating Expenses 22,768 20,000 5,000 Non-Operating Expenses 0 0 0 List Other Expenses (if appropriate) Total 60,000 57,232 10,000 YMCA 4 2 Packet Pg. 174 SECTION 6 – PROPOSED PROGRAM POSITIONS/STAFFING Complete the following proposed program position chart. A.List each position for the proposed program(s) B.Indicate the total number of hours each position is budgeted for at your organization C.Indicate the percent/week each position will dedicate to the proposed program(s) D.Indicate the annual salary that this position is budgeted for at your organization E.Indicate the amount that will be charged to the City of Palo Alto If you are NOT requesting funding for staffing, you may leave D & E blank A B C D E Program or Administrative Position Total Hours per week Budgeted for this position % per Week Allocated to the Proposed Program Annual Salary Budgeted for this Position Funding Request Amount Instructor Parkinson 5 100% $16,900 $6,000 Instructor Senior Class 5 100% $5,980 $2,000 Instructor Senior Water 12 100% $14,352 $2,000 TOTAL 22 100% 37,232 10,000 YMCA 5 2 Packet Pg. 175 HUMAN SERVICES RESOURCE ALLOCATION PROCESS FY24-25 Name of Organization: Youth Community Service 1.Name of Program: Youth Service-Learning and Leadership Program 2. Funding Request: $42,000 3. Priority of Needs Category: check box(es), more than one can be selected. ✅ 4.Population Served (Please respond using anticipated numbers for the first year of the contract) Total number of people served by this program: 4,500 Total number of Palo Alto residents served by this program: 4,500 Total number of unduplicated Palo Alto residents served by the Requested Funding Amount: 3,250 5. Describe your organization: Include a mission statement and purpose. Youth Community Service (YCS) was founded in 1990 as a unique community education partnership among the cities of Palo Alto and East Palo Alto, Ravenswood City School District and Palo Alto Unified School District with the mission to bridge our communities through youth service. YCS elevates youth voice and agency to raise community connection, equity, and resilience through service. YCS engages our youth in developing real-life skills, empathy for the needs of others, social justice awareness, and a sense of connectedness, purpose, and efficacy. YCS utilizes a community decision-making model informed by our youth's lived-experience to inform and create our programs. Our work is grounded in the Developmental Assets® framework created by Search Institute® consisting of preventative measures, positive experiences, and qualities that help youth grow to be healthy, caring, and responsible adults. YCS focuses on Asset 9: Service to Others, a gateway asset to developing multiple assets. By engaging in service, youth become a valued part of their community and active contributors to society. YCS connects youth to service activities: school clubs, after-school activities, leadership training, service days, speaker events, workshops, and summer camps. [NOTICE: This is an excerpt from the full application] YCS 1 2 Packet Pg. 176 8. In detail, describe in clear and concise language the program(s) and service(s) for which you are requesting funding. “Honestly, I didn’t expect service to become such a prominent part of my life.… the unique insights I’ve gained into the lives of such a variety of people, young and old, rich and poor, from environmentalists to animal lovers to the elderly, is so special for me.” - YCS Youth Participant at Gunn High School YCS service-learning programs increase youth awareness of community issues and simultaneously engage youth from varied socioeconomic backgrounds to come together to take action and engage their peers and the larger community. The overarching goals of YCS are to address: service-learning, leadership development, and social-emotional learning. It is through the process of planning meaningful service projects that young people are able to learn practical skills for their future like public speaking, while also developing a social-emotional awareness that will serve to deepen their personal relationships. YCS offers four program areas: School-Based (service groups, service days, and school staff consulting), Peer Leadership (leadership positions within our service groups and service days), Youth in Action (summer programs, service pop-ups, guidance and certification of service hours for President’s Volunteer Service Award), and Community Enrichment (community-wide service events and youth-informed workshops). YCS Youth Service-Learning and Leadership Programs Each of our programs is built on three essential elements; service-learning, leadership development, and social-emotional development learning. It is through the process of planning meaningful service projects that young people are able to learn practical skills for their future like public speaking, while also developing a social-emotional awareness that will serve to deepen their personal relationships. Below we describe the four program areas that YCS has developed over the years to offer multiple ways to reinforce the benefits of service-learning for our youth: 1) school-based, 2) peer leadership, 3) youth in action, and 4) community enrichment programs. YCS will extend our work to about 4,500 Palo Alto residents. School-Based Programs YCS school-based programs include our school-wide service days, in-school service opportunities for middle and high school students, and consulting work with teachers and other school staff to support the inclusion of service-learning in classrooms. Our school service days offer an opportunity to introduce all students to new areas of service. Our in-school clubs and groups offer a space for students to take a deeper dive and create projects to address community issues. Through both of these programs, youth have the opportunity to partake in YCS leadership trainings that build their skills such as public speaking, leading peers, and project planning. Additionally, YCS staff are available to provide recommendations and strategies to support teachers and other school staff who are interested in including service-learning in their classrooms. We lend our expertise and community and connections to support teachers as they link their curriculum to community action. YCS 2[Q8 cont. next page] 2 Packet Pg. 177 Peer Leadership YCS offers leadership positions for teens in our high school clubs on two campuses. Both school-based clubs use a peer leadership model where youth lead their fellow students through service learning projects. Each year there are a minimum of ten peer leader positions in these school-based clubs. These students go through training and are mentored by YCS staff on ways to best engage their peers as well as community partners in order to create meaningful service experiences for fellow students. Youth in Action YCS programs include out-of-school Youth in Action offerings: Summer of Service, Service Pop-ups and guidance and certification of hours for the President’s Volunteer Service Awards. In YCS Summer of Service programs, youth from diverse backgrounds participate in summer programming that offers participants the experience of service-learning and leadership development. YCS's Summer of Service offers summer enrichment programs, in particular for socially and economically disadvantaged (SED) youth in Palo Alto and surrounding neighborhoods. The SOS program is a service and mentorship initiative for youth to be involved in a variety of peer leader projects related to community and civic engagements. Topic areas include tracks related to youth wellness, early childhood education, public health, mural art, and social activism. YCS programs are open to all ages including our Service Pop-Ups and service award certification. Service Pop-Ups are regularly scheduled service opportunities for families or individuals to engage in service. Service projects have included an essential item supply drive and decorations for LifeMoves. YCS is an official certifying agency of the President’s Volunteer Service Award, a nationally recognized honor. The award recognizes the dedication to community involvement that so many young people exhibit. Community Enrichment YCS community enrichment programming includes our community-wide service events and community workshops. These events, including the National Day of Service and Remembrance on September 11th and the Dr. Martin Luther King, Jr. Day of events in January. Both events are free and open to community members of all ages. These events engage the community in service and encourage connection. YCS provides a platform and mentorship to develop, train and provide workshops in our community that are youth informed. YCS offers youth the opportunity to collaborate and support the creation of workshops for their near-peers and the general public on topics that are close to the heart. For example, YCS has partnered with youth interested in climate change to develop community dialogue and connections in the form of workshops attended by youth, elected officials, and community leaders and activists. We engage our youth to continue to explore intergenerational ways of informing dialogue on topics they are passionate about to make a difference in our world. YCS 3 2 Packet Pg. 178 12. Please provide a narrative regarding your proposed program goals and objectives. YCS utilized three essential elements upon which all of our programs are built: service-learning, leadership development, and social-emotional learning. Goal 1 is to provide 4,500 Palo Alto youth access to meaningful connections amongst each other, with trusted adults and with the larger community through service-learning and civic engagement. This goal directly addresses the identified need to decrease isolation and increased connection to the greater Palo Alto community especially due to the COVID19 pandemic. Although service is widely acknowledged as a positive act for youth to participate in, a meaningful experience is not guaranteed. YCS paves the way to meaningful service through robust programs that address the community issue underpinning the service activity. Our staff walk students through reflecting on their experiences through the service-learning process. YCS helps guide and inspire youth to enjoy the experience of service in the moment, and to reflect on the impact it has on them and their community. For example, one student in our summer community health research project in partnership with the Umoja Health Collaborative showed tremendous growth in a short 6-week program. This student, “Amy”, was brought to YCS through her sister, who was very involved and dedicated to her service work with YCS. Amy, on the other hand, is more shy and was not as comfortable talking with new people. The program required Amy to talk to many people while she conducted public health research regarding attitudes toward COVID-19. She pushed herself outside of her comfort zone and with the support of YCS staff and fellow students she blossomed. She fully participated and even continued participating in YCS programs into the fall. When reflecting, Amy said, “In my experience with Umoja, I have opened up to new experiences and learned more about myself and others.” The three objectives we will use to measure Goal 1 are: ●70% of participating Youth and their allies will report a greater sense of connectedness with their peers and their community through participation in service activities through YCS. ●Over the course of the program year, YCS youth will complete over 100 service-learning project campaigns and opportunities for youth and their allies. ●80% of Youth participating in YCS programs will reflect on their service to the community with the intent to increase their sense of fulfillment and accomplishment. YCS 4 [Q12 cont. next page] 2 Packet Pg. 179 Goal 2 is to engage 4,500 Palo Alto Youth in hands-on learning experiences to grow leadership and professional skills. This goal directly addresses the key community need for increased youth leadership especially through crises like the global pandemic. YCS centers youth voices by offering opportunities for youth to engage with communities' needs and challenges they are interested in exploring. YCS staff engage students in exercises to expand their personal horizons by leading various aspects of the service project or campaign. Across our programs, YCS offers safe spaces to try and experiment with new skills. YCS understands and welcomes students to push boundaries to increase learning and resilience. A great example of this was during the summer of 2022, YCS engaged a group of high school mentors to deliver service learning programming for middle and elementary school students. During this pilot year, we worked with existing summer camps at Alta Housing and DreamCatchers. One of our high school leaders, “Anne”, was a former camper herself and found the program so personally impactful that she has kept coming back to be part of YCS summer programming each year, though serving in different roles. This summer she and her fellow youth leaders got to plan the content of the program and lead the campers in meaningful and fun work. Anne spoke at one of our recent events sharing that even though she was initially introduced to YCS by her mom who signed her up for the camp without Anne knowing much about what it was, the program is now something that has shaped her adolescent life and prepared her for her next phase of life after high school. Our objectives for Goal 2 are: 1. 60% of Youth leaders will report an increase in their leadership skills. 2. Over the course of the program year, YCS will create 60 leadership opportunities and professional skills workshops. 3. By the end of the YCS program session, 60% of youth in leadership positions will practice leadership skills. YCS 5 [Q12 cont. next page] 2 Packet Pg. 180 staff mentors provides a foundation for discussion of difficult topics related to service and ultimately builds empathy for participants in the program and others in the community. For example, “Lauren” is a YCS participant of the JLS Service Club. Lauren is also a member of the journalism team on the JLS campus. Lauren first participated in a School Service Day as a 6th grader in 2020 (during the shelter-in-place order) and found it fascinating that YCS was able to return to in-person School Service Days. Historically, School Service Day at JLS was an annual event. However, for the 2021-2022 academic year, YCS introduced monthly installments of School Service Day and was able to execute a total of 6 School Service Days. Lauren's experience in YCS and journalism encouraged Lauren to interview members of the JLS Club and the Service Learning Coordinator about their experience with the expansion efforts. Lauren then wrote a short op-ed in the school paper to highlight the high-quality work and positive responses from students. The objectives related to Goal 3 are 1. 50% of Youth participants will engage in a storytelling exercise to increase the impact service has on them and their community. 2. Over the course of the program year, YCS will provide 115 opportunities to exercise empathy through service campaigns, workshops, and community events. 3. 60% of Youth will report an increase in their sense of belonging by participating in YCS programs that include opportunities to connect across identities and backgrounds including but not limited to ability, socioeconomic status, race, gender identity, and expression, sexual orientation, class, culture, religious beliefs, emotional condition, ethnic background, citizenship status, and age. Goal 3 is to increase social-emotional learning and wellness through opportunities to exercise empathy both for peers and others in the greater Palo Alto community. This goal directly addresses the need to increase the sense of belonging in our greater community. Whether it is crossing the 101 divide or finding common ground with an elderly adult in the community or deepening one’s understanding of physical abilities, YCS connects youth with others in the community with the goal of connecting, understanding, and a greater sense of belonging. Through reflection and guided conversations, YCS staff work to create space for important conversations that help relate the youth with others. The safe space created by YCS YCS 6 2 Packet Pg. 181 15. Please list the specific goals, objectives and methods related to the program(s) you are proposing. Applicants must utilize the SMART Goal approach (specific, measurable, actionable, relevant and time-bound). Using the template below, list each goal separately, followed by the specific objective(s) and methods(s) to reach that goal. Please indicate if the service numbers included in the goal and objectives listed below are only for those to be covered by the grant or are organization total amounts for this service area. Goals/Methods/Objectives: Goal #1 Meaningful Connections through Service Learning:To provide 4,500 Palo Alto youth access to meaningful connections amongst each other, with trusted adults and the larger community through service-learning and civic engagement. This goal directly addresses the identified need to decrease isolation and increase connection to the greater Palo Alto especially due to the COVID19 pandemic. Objective(s) 1. 70% of participating Youth and their allies will report a greater sense of connectedness with their peers and their community through participation in service activities through YCS. 2. Over the course of the program year, YCS youth will complete over 100 service-learning project campaigns and opportunities for youth and their allies. 3. 80% of Youth participating in YCS programs will reflect on their service to the community with the intent to increase their sense of fulfillment and accomplishment. Method(s) 1. YCS will offer school-based, peer leadership, youth in action, and community enrichment programs for youth to engage in service. This will include service clubs, service camps, service events, and self-paced service activities facilitated by YCS. 2. YCS will include links to the larger context for the service (such as structural inequalities, inherent biases, and/or public policies’ impact on communities) during program delivery. Each service project will come with information on the community issue the service is addressing, information about the agency we are supporting with our work, and ways to continue involvement with the issue. YCS 7 [Q15 cont. next page] 2 Packet Pg. 182 Goal #2: Leadership and Professional skills:To engage 4,500 Palo Alto Youth in hands-on learning experiences to grow leadership and professional skills. This goal directly addresses the key community need of increased youth leadership especially through crises like the global pandemic. Objectives(s) 1. 60% of Youth leaders will report an increase in their leadership skills. 2. Over the course of the program year, YCS will create 60 leadership opportunities and professional skills workshops. 3. By the end of the YCS program session, 60% of youth in leadership positions participants will practice leadership skills. Method(s) 1. YCS will hold leadership trainings for participating youth across our programs. 2. YCS will provide leadership positions within student groups and events with mentorship from YCS staff. 3. YCS will provide space for youth to safely experiment with professional skills like public speaking, professional emails, and project planning. Goal #3: Social-emotional Learning and Wellness:To increase social-emotional learning and wellness through opportunities to exercise empathy both for peers and others in the greater Palo Alto community. This goal directly addresses the need to increase the sense of belonging in our greater community. Objectives(s) 1. 50% of Youth participants will engage in a storytelling exercise to increase the impact service has on them and their community. 2. Over the course of the program year, YCS will provide 115 opportunities to exercise empathy through service campaigns, workshops, and community events. 3. 60% of Youth will report an increase in their sense of belonging by participating in YCS programs that include opportunities to connect across identities and backgrounds including but not limited to ability, socioeconomic status, race, gender identity and expression, sexual orientation, class, culture, religious beliefs, emotional condition, ethnic background, citizenship status, and age. Method(s) 1. YCS will create a safe environment for the discussion of differences through our programs and other activities to increase our collective sense of belonging. 2. YCS will create a culture of empathy through guided service experiences and conversations. YCS 8 2 Packet Pg. 183 16. Describe specifically how the requested funding will be used. Indicate a unit cost per client served. If a unit cost cannot be developed, explain why the projected costs are reasonable. The request for $42,000 will be used to support salaries for YCS staff serving in the Palo Alto-based programs including the Summer of Service. With our new programming and expanded scope of service days, YCS has the potential to touch every youth in Middle and High Schools across Palo Alto. The impact of our programming is experienced by the youth who participate directly in our service-projects and also extends to their families and the communities they serve. For the 4,500 young people engaged through service, the unit cost of the grant will be approximately $9.33 annually. 19.9. Please answer the follow budget summary questions: Total Organization Budget: $801,400 Total Organization Administrative Costs: $153,300 Total Organization Program Costs: $648,100 YCS 9 2 Packet Pg. 184 Program Budget – One Year – FY24 (July 1, 2023 – June 30, 2024) Organization Name: Youth Community Service Priority of Needs Category: Children and Youth Programs Name of Program: Youth Service-Learning and Leadership Program Funding Request ($/year): $42,000 If submitting a proposal for multiple programs, please use a separate Budget Form for each program. Two budget forms are included, if the second form is not needed, leave blank. If more forms are needed, copy and paste into a new page in this document or copy and paste from the original copy available at www.cityofpaloalto.org/HSRAP. Complete the table below and round figures to the nearest dollar. By means of Table “A”, we want to see demonstrated EACH funding source utilized to fund the proposed program. If the amount in Column “C” below is still unknown, put “TBD”. Total in Table “A-Column D” must match total Program Expense Budget in Table “B”. You may add rows after “Other,” if needed. TABLE A: Program Funding Sources A B C D FY22 Received FY23 Requested FY23 Total Awarded to Date FY24 Request City of Palo Alto $85,006 $85,000 $37,735 $93,500 Other Cities $140,943 $180,000 $134,347 $198,000 County $76,000 $225,000 $225,000 $247,500 State 0 0 0 0 Federal 0 0 0 0 Fundraising $133,810 0 $92,564 0 In-Kind Contributions 0 0 0 0 Fee for Services $22,672 0 $23,669 0 Other (specify) Corporate $62,776 $10,000 $36,396 $11,000 Foundation $274,007 200,000 $131,268 220,000 Total $795,214 $700,000 $680,979 $770,000 TABLE B: FY2024 Total Program Expense Budget Total Program Expense Budget Serving Palo Alto Residents Total Program Expense Budget for Requested Funding Salaries $682,000 $409,200 $42,000 Program Operating Expenses $95,040 $57,024 0 Non-Operating Expenses $74,250 $44,550 0 List Other Expenses (if appropriate) 0 Total $851,290 $510,774 $42,000 YCS 10 2 Packet Pg. 185 SECTION 6 – PROPOSED PROGRAM POSITIONS/STAFFING Complete the following proposed program position chart. A. List each position for the proposed program(s) B. Indicate the total number of hours each position is budgeted for at your organization C. Indicate the percent/week each position will dedicate to the proposed program(s) D. Indicate the annual salary that this position is budgeted for at your organization E. Indicate the amount that will be charged to the City of Palo Alto If you are NOT requesting funding for staffing, you may leave D & E blank A B C D E Program or Administrative Position Total Hours per week Budgeted for this position % per Week Allocated to the Proposed Program Annual Salary Budgeted for this Position Funding Request Amount YCS Senior Director 40 60%$76,000 $10,000 YCS manager of Summer of Service 40 40%$50,000 $4,000 YCS Service Learning Coordinator I 35 100%$45,000 $12,000 YCS Service Learning Coordinator II 35 100%$45,000 $12,000 YCS Community Service Day Manager 16 30%$54,000 $4,000 TOTAL $42,000 YCS 11 2 Packet Pg. 186 Item 2, Attachment D FY24/25 Proposal Evaluation Criteria: The evaluation of the proposals provided in response to this RFP will be based on the following criteria: 1. Proposal must be complete: Quality and completeness of the response to this RFP, all questions answered, and signatures obtained. 2.The proposed services effectively meet a service that has been identified as a Priority of Need for Fiscal Years 2024-2025. 3.Palo Alto residents are the beneficiaries: Current demographic or relevant data that demonstrate the proposed services would benefit Palo Alto residents. 4.The organization’s effectiveness of reaching out and serving vulnerable and underserved populations. 5.The organization demonstrates the ability to diversify its funding sources. A significant proportion of service funding must be from non-City of Palo Alto funds. 6.The organization’s process in place for evaluating the needs of the target population. 7.The organization’s process in place for evaluation of goals and objectives of the proposed services. 8.Demonstrated experience and effective methodology for performing the service. 9.Accessibility and affordability of services. 10.The organization’s administrative capacity; qualifications and experience of proposed program manager and key staff to provide consistent program coordination, communications and a high quality of service. 11.Demonstration of an efficient utilization of community resources through a community partnership and collaborative efforts with other agencies and community members as an approach to service provision. 2 Packet Pg. 187 Human Relations Commission AANHPI Lived Experience Survey 1 Instructions for Participants: Thank you for taking the time to respond to this short survey. The purpose of this survey is to gain insight on the lived experiences of Asian Americans, Native Hawaiians and Pacific Islanders (AANHPI) in Palo Alto. The information collected in the survey will be used in a report to the City Council. Each question may have specific instructions on how to answer. Take the time you need to carefully consider your responses. You may skip any questions that are not applicable to your lived experience. When you are finished, make sure to submit the survey according to the instructions provided. No names will be collected and your responses will remain confidential. For more information, call the Office of Human Services at 650-463-4953 or email AANHPIsurvey@cityofpaloalto.org Please complete the survey and return by March 31, 2023, to Office of Human Services, Cubberley Community Center 4000 Middlefield Rd, T2, Palo Alto, CA 94303 Monday-Thursday, 8:30 a.m. to 5:30 p.m. Survey Questions: 1. The first prompt is open to your interpretation. Please fill in the blanks: a. Most people think I am ___ but in reality, I am ___. 2. How long have you lived in Palo Alto? ☐ Under 5 years ☐ 5-10 years ☐ 10-20 years ☐ 20+ years ☐ Not applicable 3 Packet Pg. 188 Human Relations Commission AANHPI Lived Experience Survey 2 3. Please select your age range. ☐ Under 12 years old ☐ 12-24 ☐ 25-54 ☐ 55-74 ☐ 75+ 4. What language(s) do you speak? In what language(s) do you think? 5. Where do you find community in Palo Alto? You may choose more than one. ☐ Family members ☐ Neighbors ☐ Faith community ☐ School based groups ☐ Civic groups or clubs ☐ Fill in: ________________ 3 Packet Pg. 189 Human Relations Commission AANHPI Lived Experience Survey 3 6. According to the most recent federal census, Palo Alto has a 35.1% Asian population and a 0.1% Native Hawaiian and Other Pacific Islander population. Do these categories adequately capture your background? How do you identify yourself? 7. What should we know about your experience as an AANHPI individual in Palo Alto? 3 Packet Pg. 190 Human Relations Commission AANHPI Lived Experience Survey 4 8. What other voices do we need to hear from as part of this survey? Please provide names and/or contacts for any individuals, community groups, associations, and/or email distribution lists that we should contact. 9. Is there anything else you would like to share? Please add your comments below. 3 Packet Pg. 191 关系委员会 AANHPI 生活体验调查 1 参与者须知：谢谢您抽出时间回答这项简短的调查。这项调查的目的是了解亚裔美国人、夏威夷原住民和太平洋岛民（AANHPI）在帕洛阿尔托市的生活体验。调查中收集的资料将在提交市议会的报告中使用。每个问题可能有关于如何回答的具体说明。请花点时间仔细考虑您的回答。完成后，务必按照提供的说明提交调查。我们不会收集任何姓名，您的回答也将保密。欲了解更多信息，请致电 650-463-4953 或发送电子邮件至 AANHPIsurvey@cityofpaloalto.org 请完成调查并返回 Office of Human Services, Cubberley Community Center 4000 Middlefield Rd, T2, Palo Alto, CA 94303 星期一至星期四，上午 8:30 至下午 5:30。调查问题： 1. 第一个提示是对您的解释没有限制。请填写空白处： a. 大多数人认为我是___，但实际上我是___。 2. 您在帕洛阿尔托住了多久？ ☐ 5 年以下 ☐ 5-10 年 ☐ 10-20 年 ☐ 20 年以上 3. 请选择您的年龄范围。 ☐ 12 岁以下 ☐ 12-24 ☐ 25-54 ☐ 55-74 ☐ 75+ 3 Packet Pg. 192 关系委员会 AANHPI 生活体验调查 2 4. 您会讲哪些语言? 您认为您会用哪些语言？ 5. 帕洛阿尔托的社区在哪里？您可以选择多项。 ☐ 家庭成员 ☐ 邻居 ☐ 信仰团体 ☐ 以学校为基础的团体 ☐ 民间团体或俱乐部 ☐ 填写：________________ 6. 最近的联邦人口普查表明，帕洛阿尔托有 35.1%的亚洲人口和 0.1%的夏威夷原住民和其他太平洋岛民人口。这些类别是否充分反映了您的背景？您如何确定自己的身份？ 3 Packet Pg. 193 关系委员会 AANHPI 生活体验调查 3 7. 关于您在帕洛阿尔托市作为亚裔美国人、夏威夷原住民和太平洋岛民的个人体验，我们应该知道些什么？ 8. 作为调查的一部分，我们还需要听到哪些其他声音？请提供我们应联系的任何个人、社区团体、协会和/或电子邮件分发列表的姓名和/或联系人。 9. 您还有什么要分享的吗？请在下面添加您的评论。 3 Packet Pg. 194 關係委員會 AANHPI 居住體驗問卷 1 問卷說明：感謝您撥冗填寫本份簡短的問卷。本問卷調查旨在瞭解亞裔美國人、夏威夷原住民以及太平洋島嶼原住民 (AANHPI) 在 Palo Alto 的生活體驗。透過本問卷所蒐集的資訊將用於撰寫呈交市議會的報告。每一道問題都有具體的作答說明。請仔細考慮您的答案，無須趕時間作答。完成填寫問卷後，請務必按照問卷說明交件。本問卷為不記名，且您的答案將會保密。如欲進一步瞭解詳情，請致電公共服務辦公室 (650-463- 4953)，或寄電子郵件至 AANHPIsurvey@cityofpaloalto.org 本問卷填寫完畢後，請寄回下列地址： Office of Human Services, Cubberley Community Center 4000 Middlefield Rd, T2, Palo Alto, CA 94303 週一至週四上午八時三十分至下午五時三十分問卷問題： 1. 您可按照您的理解詮釋下列句子。請填妥下列空格： a. 大部分人都認為我________，但我實際上是個________的人。 2. 您在 Palo Alto 住了多久？ ☐不到 5 年 ☐5-10 年 ☐10-20 年 ☐超過 20 年 3. 請選擇您的年齡： ☐未滿 12 歲 ☐12-24 歲 ☐25-54 歲 ☐55-74 歲 3 Packet Pg. 195 關係委員會 AANHPI 居住體驗問卷 2 ☐75 歲以上 4. 您會使用哪些語言作口述？您使用哪些語言思考？ 5. 您在 Palo Alto 主要的社群在何處？可選擇多個選項。 ☐家人 ☐鄰居 ☐信仰社群 ☐以學校為中心的團體 ☐公民團體或社團 ☐其他：________________ 6. 根據最近的聯邦人口普查,，Palo Alto 的人口當中有 35.1% 是亞裔，而有 0.1% 夏威夷原住民及太平洋島嶼原住民。以上提到的這兩個範圍能恰當描述您的背景嗎？您對自身的認同為何？ 3 Packet Pg. 196 關係委員會 AANHPI 居住體驗問卷 3 7. 關於您以 AANHPI 個人的身分居住於 Palo Alto 的體驗，是否有您認為值得分享的內容？ 8. 就此問卷而言，是否有其他意見來源是我們應該接觸的？若有任何我們應該接觸的對象，請提供任何個人、社區團體、組織的名稱及/或聯絡方式，及/或電子郵件送出名單。 9. 您是否還有其他任何想法要提出？請在下方留言： 3 Packet Pg. 197