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PRHSPSC PKT 09-13-2004City, of Federal Way CITY COUNCIL PARKS, RECREATION, HUMAN SERVICES & PUBLIC SAFETY COMMITTEE Monday, September 13, 2004 City Hall 5:00 p.m. Hylebos Conference Room 1. CALL TO ORDER 2. PUBLIC FORUM 3. COMMISSION COMMENTS 4. APPROVAL OF AUGUST 9, 2004 SUMMARY 5. COMMITTEE BUSINESS A. Paramedic Service in South King County Action Matheson B. 2005-2006 Proposed Use of Human Services General Fund Action Allen-Mpyisi C. Cancellation of 2004 CDBG Award to FWCCN for Improvements to FUSION Transitional Housing Units and Action O'Donnell Reallocation of Funds per the 2004 Contingency Plan D. 2004 Local Law Enforcement Block Grant Action Kirkpatrick E. King County Parks Proposal Action Reuter F. West Hylebos Wetland Park Update Information Reuter 6. PENDING ITEMS • Community Center • Municipal Court Judge Election 7. NEXT MEETING — October 11, 2004 — in the Hylebos Conference Room 8. ADJOURNMENT 2004 Committee Members: Staff: Jeanne Burbidge, Chair Donna Hanson, Interim Director Jack Dovey Mary Jaenicke, Administrative Assistant Jim Ferrell 661-4041 City of Federal Way City Council PARKS RECREATION HUMAN SERVICES & PUBLIC SAI:ETY COUNCIL COMR'II'CI'Ii;I? Monday, August 9, 2004 5:00 p.m. SUMMARY In attendance: Council Committee members Chair Jeanne Burbidge, Jim Ferrell, Council member Linda Kochmar; David Moseley, City Manager, Karen Jorgensen, Assistant City Attorney, City Attorney, Anne Kirkpatrick, Chief of Public Safety, Angelina Allen-Mpyisi, Human Services Manager, Kelli O'Donnell CDBG Coordinator, Donna Hanson, Interim Director, Parks, Recreation & Cultural Services, Kurt Reuter, Park Maintenance Superintendent, Iwen Wang, Director Management Services, B Sanders Park Planning & Development Coordinator, Aaron Moe, Senior Services Coordinator, Mary Jaenicke, Administrative Assistant. Excused Absence: Council Member Dovey Guests: Harry Schreiber, Citizen Chair Burbidge called the meeting to order at 5:08p.m. Council member Ferrell motioned to move agenda item I regarding Thompson Park and Armstrong Park to the top of the agenda, before iter) A. Burbidge seconded. Motion passed. PUBLIC FORUM None COMMISSION COMMENT None APPROVAL OF SUMMARY Chair Burbidge clarified that the Thompson and Armstrong Parks was all one motion. Burbidge also clarified that there had been a question regarding 320"' being shutdown as originally planned. Burbidge said her understanding is that there was an inquire into that and discussion following, but there had never actually been a plan to close it down. Council members Ferrell and Burbidge motioned to accept the July meeting minutes as clarified. Motion passed. BUSINESS ITEMS Armstrong Park and Thompson Parks: Update on Bid Status Ms. Sanders updated the Council Committee on recent changes in these two projects. Sanders stated that she has received a letter from the State of Washington Office Archaeology and Historic Preservation stating that the project area for Thompson Park has potential for archaeological resources. They are recommending that the City perform an archaeological survey and consult with the Puyallup and Muckleshoot tribe about the area. Sanders has been unable to speak with the contact person, due to them being out of the office. Sanders stated that if there are Federal Funds involved with the project, then the National Historic Preservation Act is involved, and extra requirements would be involved. Sanders has been discussing this issue with Kelli O'Donnell, and came up with the solution of transferring the $75,000 CDBG grant from Thompson Park to Armstrong Park. The grant will be used for playground equipment. Ferrell moved to place the following items on the August 24, 2004 Council Consent Agenda: 1. Approve transfer of the $75,000 CDBG grant from Thompson Park to Armstrong Park. 2. Approve transfer of the $65,000 in funds from the Paths and Trails Fund to Armstrong Park. Burbidge seconded. Motion passed. 2005 CDBG Proposed Use of Funds Ms. O'Donnell presented the 2005 CDBG Proposed Use of Funds as of July 26. The total amount of funds that are estimated to be available as of July is $756,796.00 for the 2005 budget. $567,672.00 is available for Capital Projects, $113, 975 for Public Services, and $75,149.00 for Planning and Administration. 19 applications were received for a about $1.5 million dollars, of that total $1.3 million was requested for capital projects and $183,000 for public service programs. The Commission after reviewing all of the applications and developing a preliminary recommendation distributed the recommendations out to all of the agencies that had applied for funding. A public hearinp- was held on July 26, and the Commission finalized their recommendations. At this point Council member PARKS, RECREATION, HUMAN SERVICES & PUBLIC SAFETY COUNCIL, COMMITTEE Monday August 9, 2004 Summary Page 2 Ferrell stated he was a board member for the Multi Service Center, and recused himself from voting. After discussion, Chair Burbidge moved to modify the agenda and be prepared to deal with this upon the arrival of council member Dovey. Ferrell seconded Motion passed. Memorandum of UnderstandingAmnp_ the Participating Law -Enforcement Agencies Forming a Regional Automated Information Network (RAIN) Ms. Jorgenson stated that Anne Kirkpatrick could not be at the meeting, and Amy Jo Pearsall would be presenting the agenda item. Ms. Hanson clarified that Ms. Kirkpatrick is out on an emergency call, and may come later. Ms. Pearsall stated that this item is an MOU between participating Law Enforcement Agencies to form a Regional Automated Information Network (RAIN). This will connect automated records management systems together so that agencies can choose to share information. It will be the agencies choice of what information they would want to share. Different members from each agency will govern the affairs of RAIN. Any Public Disclosure Requests would be submitted to the originating agency. Public disclosure Requests for RAIN information received by and of the participating agencies will be forwarded to the originating agency. Council member Ferrell asked if there was a cost associated with this. Ms. Pearsall stated that the only cost associated is the cost to change our technology to match that of the Network. She is unsure at this time of what technology is required and what the City's current status is. Chair Burbidge stated that this will make the system much more efficient. Council member Ferrell moved to approve and accept the Memorandum of Understanding Among the Participating Law Enforcement Agencies Forming a Regional Automated Information Network (RAIN), and forward to full Council for consideration at its September 7, 2004 meeting. Burbidge seconded. Motion passed. Interlocal Aj!recmcn(. Between City of Kent and City of Federal Way for Vehicle Equipment Maintenance and Repair Services as requested Ms. Pearsall stated that this is an agreement for maintenance of the emergency equipment on the police vehicles. The City of Federal Way has worked with the City of Kent in the past, and have found that they are the most efficient, cost effective agency to proved these services. Pearsall clarified that this is not for service on the vehicles themselves, but for service on the emergency equipment such as emergency lights, sirens, and radios. Council member Ferrell moved to approve and accept the Interlocal Agreement Between City of Kent and City of Federal Way for Vehicle Equipment Maintenance and Repair Services as requested and forward to full Council for consideration at its September 7, 2004 meeting. Burbidge seconded. Motion passed. Two Additional Secondary Use Vehicles Ms. Jorgensen stated that the Law Department did not review this issue. Ms. Wang was able to provide some background. Each year the police department replaces their used vehicles. There are times that the vehicles that are being replaced are still useable and in good condition. City staff is recommending keeping two of the used vehicles in our fleet. Those vehicles can be used as a backup car. Chair Burbidge asked if the Law Department had any concerns regarding this issue. Both Jorgenson and Pearsall answered that they did not have any concerns. Council member Ferrell moved to approve and accept two (2) Additional Secondary Use Vehicles, and forward to full Council for consideration at its September 7, 2004 meeting. Burbidge Seconded. Motion Passed. Motorized Vehicle Use Ordinance Revision Ms. Jorgenson stated that this originally began as a desire to limit the use of scooters from parks because of pedestrian safety. It now includes no streets in the City above 25 miles per hour. This is based on the notion that there are no licensing requirements, and the City cannot require one, because the state does not require one. Council member Ferrell asked what the schedule of violations was. Ms. Jorgenson stated they would be subject to the code of traffic infractions. The penalty will not exceed $250.00. The judge will set the penalty fee. Ms. Jorgenson stated there are a few options available. 1) Traffic Infraction — Monetary, 2) Scooter School, 3) Civil Enforcement. Ms. Pearsall stated that the there would be a scooter school option available for first time offenders. If the offender qualifies for this school, the officer will inform them of that option. Council member Kochmar asked how this would be enforced with a minor, since the majority of minors do not carry I.D. Ms. Kirkpatrick stated that an officer would call the minors parents and take them home to their parents. There will be a few that will get away with it. Ferrell asked Kirkpatrick what the plan is for minors found on the park traits. Kirkpatrick stated they would be told to turn off the scooter and walk it home. Council member Ferrell moved to recommend that Council approve the amendments to the Article III, Chapter 11 Park Regulations of the Federal Way City code, and adding a new Article IX to Chapter 15, 'Traffic and Vehicles, and to place this item before Council on the September 7, 2004 Agenda for first reading. PARKS, RECREATION, HUMAN SERVICES & PUBLIC SAFETY COUNCIL COMMITTEE Monday August 9, 2004 Summary Page 3 Washington State — FFY03 SHSGP-1 Equipment Grant. King County Ms. Kirkpatrick stated that this is a grant that the Department of Public Safety applies for every year. This grant is Homeland Security money. All of the agencies in the Puget Sound area have combined what they would like to use the money for. The grant will be used to purchase equipment to respond. to hazardous incidents. Council member Ferrell moved to approve and accept the Washington State — FFY03 SHSGP-1 Equipment Grant King County and forward to full Council for consideration at its September 7, 2004 meeting. Burbidge seconded. Motion passed. Interlocal Agreement for Jail services between the City of Enumclaw and the City of Federal Way Ms. Kirkpatrick reported that this is an agreement for jail services. The Department of Public Safety would like to add the City of Enumclaw to their list of jails that would be available for misdemeanor criminals. Chair Burbidge asked for clarification on whether or not the Federal Way inmates pay the booking fee. Ms. Kirkpatrick staled that yes the inmate pays the booking fee. Council member Ferrell moved to approve and accept the Interlocal Agreement for the Jail Services between the City of Enumclaw and the City of Federal Way, and forward to full Council for consideration at its September 7, 2004 meeting. Burbidge seconded. Motion passed. Interlocal Agreement between Washington State Department of Corrections and City of Federal Way Ms. Kirkpatrick reported this is an Interlocal Agreement to house Department of Corrections officers. This is a partnership that the Department has been involved with through the Department of Corrections. The City of Federal Way provides office space and a computer for the DOC officers. The DOC officers are not City of Federal Way employees; they work in partnership for active parolees. Chair Burbidge pointed out a discrepancy. She stated that the memo states the DOC will provide a dedicated phone line for a laptop computer, but the Interlocal Agreement states the City will provide the dedicated phone line. Kirkpatrick answered that she is aware that the DOC does supply a dedicated phone line. The City of Federal Way may have a dedicated line available for them to use, which is why it is in the contract. This is not a detail that would stop the contract from being signed by both parties. Council member Ferrel moved to approve and accept the Interlocal Agreement between Washington Stale Department of Corrections and City of Federal Way, and to forward to full Council for consideration at its September 7, 2004 meeting. 2005 CDBG Proposed Use of Funds Continued Council member Dovey was not in attendance. Discussion was held on how to handle this agenda item. Options discussed were to recess until Council member Dovey arrived, hold the item until the September Council Committee meeting — which would cause a very tight deadline for Ms. O'Donnell or to pass this item out to Council and to not take action today. This would be a part of Council business. This item will be available for a public hearing on September 7, 2004. Ms. Jorgenson suggested to recommend this item be forwarded to full Council without acting on it today. If there are questions that Council has identified ahead of time, staff can be prepared with answers. This would allow Council member Ferrell to vote on this motion. Chair Burbidge noted that Council member Ferrell is not compensated for being on the board, but he is recusing himself to avoid the appearance of conflict of interest. Council member Kochmar stated it would be helpful to discuss any issues that have come up now, instead of waiting for the Public Hearing. Ms. O'Donnell stated that there was one issue that came out of the July 26 meeting. The Public Service projects were subject to a $10,000 minimum this year for the first time. Previously the minimum was $5,000. An issue came up with the Catholic Community Services for the Katherine's House Transitional Housing program. This project was funded in 2004 for $5,000 and the agency is requesting $8,000 for 2005. The Human Services Commission struggled with the decision to fund this organization, due to the fact that this is only a six -bed facility, and they were not confident that they would be serving Federal Way residents. If the Commission decided to fund this organization, then they would not be able to fund other agencies. They made the decision to fund the MultiCare Health System Adult Day Health Program. Catholic Community Services attended the public hearing and made a very strong case about how beneficial their program is. The Commission decided that if an additional $10,000 of public service funds becomes available after the first contingency is fully funded, funds would be allocated to Catholic Community Services for the Katherine's House Transitional Housing Program. Ms. O'Donnell stated that they would be moving to a two-year allocation process for public services. They are hoping that this would allow them more time to look at bringing proposals together. They would like to have more time to bring developers and agencies together to bring projects together. Council member Ferrell motioned to recommend forwarding with out action the 2005 Community Development Block Grant Proposed Use of Funds including 2005 Contingency Plan and 2005 Conditions of Funding, as presented by the Human Services Commission. PARKS, RECREATION, HUMAN SERVICES & PUBLIC SAFETY COUNCIL, COMMITTEE Monday August 9, 2004 Summary Page 4 This recommendation is forwarded to the full City Council for consideration at the September 7, 2004 meeting. Burbidge seconded. Motion Passed. PENDING ITEMS None NEXT MEETING September 13 2004, 5:00 p.m. in the Hylebos Conference Room ADJOURNMENT Meeting adjourned at 5:53p.m. 5.A CITY OF FEDERAL WAY MEMORANDUM DATE: September 13, 2004 TO: Parks, Recrea ion, Human Services and Public Safety Committee VIA: David osel y anager FROM: Derek Mathe n, Assis ant City Manage o(\ SUBJECT: Paramedic Service in South King County Policy uestion Should the City Council adopt a resolution that calls for further exploration of options for providing paramedic, i.e., "Medic One" or "advanced life support" (ALS), services in South King County? Background King County's Emergency Medical Services (EMS) Division currently provides ALS services in -South King County. Local fire departments provide basic life support (BLS) services. The Federal Way Fire Department'(FWFD), Kent Fire Department, King County EMS, labor representatives, and representatives from the fire service throughout King County have prepared a feasibility study of whether the fire service could, or should, take over the management of the ALS program in South King County. The study, initiated in spring 2003, is a direct result of a request from Federal Way and Kent officials during development of the King County Medic One Strategic Plan. The Strategic Plan was the driving force behind the last EMS levy. In June, the FWFD held a joint meeting of its Board of Commissioners, Federal Way City Council members and staff, Kent City Council members and staff, and labor representatives to discuss the conclusion of the feasibility study. The meeting included a presentation and discussion of all the identified service options. During the meeting, Councilmember Jeanne Burbidge agreed to place this item on a future Parks, Recreation, Human Services and Public Safety Committee agenda to discuss whether the City Council should adopt a resolution that calls for further exploration of options for providing paramedic services in South King County. The FWFD Board of Commissioners and the Kent City Council have adopted similar resolutions. Fire Chief/Administrator Al Church will attend this committee meeting to provide a presentation. The materials from the June 22 meeting are attached for your information. Attachments 1. Draft resolution 2. Position paper prepared by the Federal Way and Kent Fire Departments 3_ Map of paramedic units in King County 4. Map of paramedic units in South King County P-1 tions 1. Recommend that the full City Council adopt a resolution that calls for further exploration of options for providing paramedic services in South King County. 2_ Do not recommend that the full City Council adopt a resolution that calls for further exploration of options for providing paramedic services in South King County. Staff recommendation Recommend that the full City Council adopt a resolution that calls for further exploration of options for providing paramedic services in South King County. (Option 1) Committee recommendation "I move to forward option to the full City Council for approval." -APP1tC�VALQF GO'VIRIITI'F;l% 1tJH�I'4ItT r (;'cit t"t ee Chau ('otnintttc;c M� mbe , .;, Coilimiittee 1VLeuiber': 2 (\-2 RESOLUTION NO. A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF FEDERAL WAY, WASHINGTON, RELATING TO THE PROVISION OF ADVANCED LIFE SUPPORT SERVICES IN SOUTH KING COUNTY. WHEREAS, in April 2003, the Federal Way Fire Department and the Kent Fire Department received support from King County Emergency Medical Services to conduct an Advanced Life Support Feasibility Study for south King County to determine whether or not the south King County Medic One Program should transition into the fire service; WHEREAS, the Federal Way Fire Department and the Kent Fire Department leadership teams formed an alliance and developed a solid dual provider alternative to the current Advanced Life Support ("ALS") system in South King County; WHEREAS, after extensive financial and operational review the Federal Way Fire Department, the Kent Fire Department, the City of Federal Way and the City of Kent feel that a dual provider model could be a viable alternative to the delivery of paramedic services in south King County; and WHEREAS, a Position Paper on the Provision of ALS Service ("Position Paper") was composed based up the Advanced Life Support Feasibility Study for south King County. This Position Paper identified several key points supporting the dual provider option andalso identified challenges and legitimate concerns regarding a transition of the south King County Medic One program; Res. # , Page 1 NOW THEREFORE, THE CITY COUNCIL OF THE CITY OF FEDERAL WAY HEREBY RESOLVES AS FOLLOWS: Section 1. Support of Position Paper. The City Council of the City of Federal Way supports the Position Paper on the Provision of ALS Services in south King County. The dual provider alternative appears to be financially viable and, because it is not binding to the City of Federal Way, it merits further exploration at this time. Section 2. Severability. If any section, sentence, clause or phrase of this resolution should be held to be invalid or unconstitutional by a court of competent jurisdiction, such invalidity or unconstitutionality shall not affect the validity or constitutionality of any other section, sentence, clause or phrase of this resolution. Section 3. Ratification. Any act consistent with the authority and pnior to` the effective date of the resolution is hereby ratified and affirmed. Section 4. Effective Date. This resolution shall be effective immediately upon passage by the Federal Way City Council. RESOLVED BY THE CITY COUNCIL OF THE CITY OF FEDERAL WAY, WASHINGTON, this day of 120 CITY OF FEDERAL WAY MAYOR, DEAN McCOLGAN , ATTEST: CITY CLERK, N. CHRISTINE GREEN, CMC Res. # , Page 2 APPROVED AS TO FORM: CITY ATTORNEY, PATRICIA A. RICHARDSON FILED WITH THE CITY CLERK: PASSED BY THE CITY COUNCIL: RESOLUTION NO. kAreso\2004 ALS Services Res. # , Page 3 C\ --CJ May 24`h, 2004 To: All Interested Officials From: Chief Allen D. Church, Federal Way Fire Department Chief Jim Schneider, Kent Fire Department Re: Position on Provision of ALS Services Introduction We are writing this paper to explain our position on the completed ALS Feasibility Study for south King County. First, we would like to thank all of those who tirelessly participated in this process. This study attempted to answer the long asked question of whether or not the south King County Medic One program should transition into the fire service. This feasibility study was the result of a change to the King County Emergency Medical Services Strategic Plan prior to placing the last EMS levy on the ballot. In that strategic plan the Cities of Federal Way and Kent requested and received support for this study to occur. The Federal Way Fire Department, a fire district, and the Kent Fire Department, a municipal fire department, have been working together to provide emergency services to the citizens in south King County for over 50 years. Both organizations have strong histories of serving our citizens. That service tradition continues today with a resolve to ensure that the citizens of south King County are provided with the most efficient, cost effective, and well coordinated emergency services that we are able to provide. Thus, our mutual interest in the provision of ALS (advanced life support) in south King County is that which has driven the ALS Feasibility Study over the past year. Process The ALS Feasibility study began in April of 2003, and over the past year all of the study participants have increased their fundamental knowledge of how the south King County Medic One program operates. At times this has been a frustrating process. We knew from the outset that a study involving the transition of a program with such a critical mission to our public would cause some uncertainty, especially by the paramedics within south King County Medic One, and we appreciate the fact that our long standing partnership with the south King County Medic One program remains intact. As explained throughout the ALS Feasibility Study report, several alternatives were discussed with some receiving more support than others. The Federal Way and Kent Fire Department leadership teams formed an alliance and developed a solid dual provider alternative to the current ALS system in south King County. After extensive financial and operational review the Federal Way Fire Department, the Kent Fire Department, the City of Federal Way and the City of Kent feel that the dual provider model is a viable alternative to the delivery of paramedic services in south King County. F�\_ (P Rationale It is not the intent of this paper to restate the ALS Final Report. However, we do feel that several key points are worth highlighting in support of the Federal Way and Kent Fire Department dual provider option. • Both agencies primary focus is emergency services. • Both agencies are operationally and administratively able to provide paramedic service. • Both agencies are committed to maintaining the current medical model and medical control. • Together with other fire departments in Zone 3, both agencies provide the highest quality of emergency services regardless of political boundaries. • The dual provider model reduces administrative overhead costs, plus the fire service has a limited FLSA exemption which will dramatically reduce overtime costs. • The dual provider model allows paramedics to enroll in the LEOFF 2 pension plan, thus allowing for potential retirement at age 53 instead of their current PERS plan that allows full retirement at age 65. (It should be noted that to access the LEOFF 2 system, current paramedics who are in the PERS program must apply to transition to LEOFF by June 30th of 2008 in order to qualify under "portability" legislation.) • The Cities of Federal Way and Kent, along with all cities of 50,000 in population or more, are part of the EMS levy approval process. The Federal Way and Kent "dual provider" option provides local input, as more of a local stakeholder, into the ALS program • Paramedic services throughout the rest of King County, as well as in Pierce County, are managed by the fire service (except for private ambulance companies who employ paramedics) Hurdles There are challenges and legitimate concerns to a transition of the south King County Medic One program. We feel the points below are important to acknowledge because they represent the EMS stakeholders who demonstrated resistance to a transition of ALS into the fire service. 1) The King County Medic One Employees Union. Clearly at the end of the process the Paramedic Labor Union was against the transition. 2) The Medical Directors because they appeared to oppose adding any new physicians to the current ALS Program Directors, although the dual model proposal did not suggest adding physicians. 3) The fire department opinions in the region were mixed. It was clear that fire departments participating in the study, which already provided ALS in King County, were not supportive of the dual provider model. 4) The King County Emergency Medical Services Division was opposed to any transition away from King County to the fire service. All of these obstacles can be overcome through a clearly defined transition process, wherein negotiations with both King County and the Paramedic Union representing the employees of Medic One would take place. Summary We have been willing partners in the provision of emergency medical services (EMS) in South King County, and we will remain stanch partners in the delivery of emergency care to our patients. The next months and years will be challenging for all of us whether a BLS (basic life support) or BLS/ALS provider. With the growing pressures on property taxes all of our needs are changing and adjusting to the desires of the public. We have learned a great deal about the Medic One program. (\---A In the years to come questions like the one we just studied and more will continue to challenge all of us. The citizens in South King County are not that much different than the citizens in Seattle, Bellevue, Redmond and the east -side, Shoreline and the north end, Tacoma, Lakewood, University Place, Gig Harbor, Central Pierce County, or any other area where ALS services are provided via their local fire department. Paramedic's services in the fire service are also supported nationally by the IAFF (International Association of Firefighters); unfortunately, the King County Medic One Union (an IAFF bargaining unit) does not currently support that position as related to this current ALS Feasibility Study. However, we know that we can be effective in managing the program. In fact, the current study has clearly defined the following statement: The Federal Way Fire Department and the Kent Fire Department have proven that it is feasible to have an efficient and cost effective fire service based ALS program in South King County. Furthermore, the Federal Way and Kent Fire Departments have shown that a "dual provider" program would work, and should be given strong consideration to ensure the long term success of the ALS program in South King County. In closing, we look forward to continued dialog on the provision of ALS and BLS services in South King County. (N -b N w G V �-- ��'. V d o = TL... m ` 1 r 40 - V .�E > - �o o q _.f ZE Y N 6� .V fA -'-- \ / 0 s �! 4-4 FE ►�1 oa' W dp N w G V �-- ��'. V d o = TL... m ` 1 r 40 - V .�E > - �o o q _.f ZE Y N 6� .V fA -'-- \ 0 s �! 4-4 FE ►�1 oa' W dp m _v d 4.0 N N w G V �-- ��'. V d o = TL... m ` 1 r 40 - V .�E > - �o o q _.f ZE Y N 6� .V fA -'-- \ ML_ 0 M Cl) C\" - . ..... ..... NI 5, e) CITY OF FEDERAL WAY CITY COUNCIL N SERVICES ANBLtC—SrAf 1�TTf�— Date: September 2, 2004 From: Angelina AlVn- icesM'si, Human ServVia: David r anager Subject: 2005-2006 Psed Use of Human Services General Funds Background The Human Services Commission is pleased to present the 2005-2006 Human Seruces General Fund Proposed Use of Funds. The Council Committee is asked to review the proposed funding recommendations and forward them to the full City Council for final approval. Attachments to this Memo include: • The 2005-2006 Proposed Human Services General Fund budget as of August 30, 2004 (Attachment 1); • Contingency Plans that provide guidelines for adjusting grant awards should available funds decrease or increase (Attachments 2 and 2A); • Recommended funding conditions for 2005-2006 human service projects (Attachment 3); and • Staff reports for each application, and questions/responses from applicants (Attachment 4). Process to reach Funding Recommendations On May 6, 2004, 54 applications were received for the 2005-2006 Human Services program for a total request of $841,647. In addition, 15 new agencies applied and four agencies, currently receiving grant support, included programs not pre\iously funded by the Human Services General Fund. The Commission formed an Ad Hoc Committee to work with staff to identify questions on the proposals that were not answered in the applications. Questions were forwarded to the agencies and responses were included with the application summaries to the full Commission. Through this process, 11 applications were recommended not to continue through the ne)t phase of the funding review process. Concerns regarding these agencies' applications were based on one or more of the following factors: • The capacity of the organizations; • The quality of services; • The location of where services would be provided; • If proposed funding levels were appropriate; • Duplication of services; • Their connection to the Federal Way community (i.e. partnerships/collaborations formed); and • If the program were able to demonstrate it would serve a significant number of Federal Way low-income residents and make a difference in their lives. The Commission on June 28th approved this recommendation. In addition, Children's Therapy 6-1 Center withdrew their application reducing the number of applications being considered for funding to forty-two. agencies representing forty-two applications during meetings held in June through August before rendering their preliminary recommendation. To assist the Commission to determine levels of funding for the applicants, staff prepared a financial worksheet, which provided the Commission with baseline information from which to build as they began their preliminary funding assessment process. After making preliminary funding recommendations at their August 19"' meeting, the Commission hosted a public hearing on August 30, 2004 to collect citi2en comments on the preliminary recommendations. These comments were considered as the Commission finalized their deliberations and voted to recommend approval of the 2005-2006 Human Services General Fund. The Commission's proposed funding recommendation achieves the following: 1. Continues to address Council goals as outlined in the e)isting Human Services Comprehensive Plan. These goals are in priority order: 1) Basic Needs, 2) Public Safety, 3) Strong Neighborhoods and 4) Self-sufficiency. 2. Fulfills the City Council's policy, established in April 1998, where a minimum of 37% of the Human Services General Fund budget is allocated towards Basic Needs. It is estimated that 45% of the 2005-2006 budget is allocated in support of Goal 1 - Basic Needs. 3. Presents a proposed plan that funds a continuum of services for Federal Way residents. 4. Funds four new projects in the areas of natural medicine, family support services to refugees and immigrants, domestic violence services for the Latino community and a crisis line to enable domestic violence victims to receive assistance. In addition, a previously funded program, Auburn Youth Resources is being re -considered to receive support for its restructured youth program that will provide outreach assistance to homeless youth. As a result of the General Fund budget challenges the Commission faced the difficult task of how to allocate limited resources to best assist lowand moderate -income Federal Way residents. Looking ahead to 2005-2006 the proposed funding recommendations are lower than what is presently being experienced in 2004. Because of possible reductions to the Human Services General Fund budget a set of contingency plans have been developed. Refer to Attachment 2 and 2A for the contingency plans. Committee Recommendation The Council Committee recommends approval of the 2005-2006 Human Services General Fund Budget as presented including the Contingency Plans and the Conditions of Funding, as presented by the Human Services Commission. This recommendation is forwarded to the full City Council for consideration at the October 3, 2004 meeting. APPROVAL OF COMMITTEE REPORT: Comrr>littee Chair Committee Member Committee Member 2 Q)- 2- S 3 D z n m O T Cm m N M m m m r a 15, �� X33 3 ?j 2 3• ? =C Q two �°. 0 t° d cc m m 3 �n 3 3°° °. n lD N c� Z 7 < 3 (D CD 3 (D N G '- n N cn o'cn' 3 n o < 0' 0 C) 3 m C n c z S n m c 3 2 c< a 2 c< °CD 2 0 3 0 3 0 3 p a 0 r CD 9-° s a > > z N N _ D p z m cn m Q Z r D m Q, c v c 3 co3 c co d n s 3 s O LD -c O �, m CD O3 m (OD a c v v D 2 0 co (OD O O n 0 n fll 3:� a n 0 a 7 N S (� N CD 7 N IA O CD n C1 p vDi N_ ;o CL N 3 CD z CD o m m c c 0 N' N 1 0 CD CD CO) T too N A n N 3 m n 3 m v � o' N 3 69 !A EA 69 N N U1 V Un Cin co co ONcn C N Z Z o 0 o z zw o o z Z o Cl D D EA� D 69 69 61 D D O N N O N cJl V O j W Cn W O pZ O O O O o O CD O A O O rljN J O 69 69 EA NIS 69 <„ 69 Ef,, 69 69 69 m O O N (to O Cn LM O Q fA O 'o OO loO O C O O O O O O O O O O O O N G (A i.) 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U ° a a a v a U = O r a r mLL = a ° CL o a o °° aj o d V) U m ` D 3 z E z E m c_ c w c a > Q E �° �° o c m u c y F a) 7 cc U -°) > C=0 N N wN t 3 w c o LL d a cn U > w E ¢ I� m U F- U E Z «3 cl) Q o ti `" tij (U o U LL cp U) E �' E°- z U a CL °LL z Q c �HU U U Q cnd c r, U U U R 3 cE(nc s :� 9+ t i6 6 V/ Im m CD u3 o w m o 0 0 o r N .a O O c m' y n A � D N N O � 7 D o O w f 00 w m coEa N O O O N p -1 m 0 o c oo om r o o rn z p z ,n C 0 0 z V Z CA H G Z D C) C b =Di z C m c CD T ° p O z � o O p N z D N Z �^� 0 o -+ o 0 o o o coi, 0 3 N 3 n m Ij O 3 c% c o 3 o O m 4 CA 4A° W w w O b o O o n G o Z w D z D o 66 N O m o o Zo '� A Z 00 Q O (n m CD u3 o w m o 0 0 o r N .a O w O n A � O o N N w O w v+ w m coEa N O O O N p -1 m m CD u3 o w m o 0 0 o r O z m a 3 Cm N c 0 0 0 o O In 0 o z D z I� I Iro -NI lull W .a n 0 O n 0 O o N N m N 3 O w v+ w m coEa N O O O N p rxn O �1 C p 0 o c oo 0 r o o rn z p ,n C 0 0 z V -C CA H G Z D O b =Di z m M N p O O � � O p N z D O z m a 3 Cm N c 0 0 0 o O In 0 o z D z I� I Iro -NI lull W .a 0 O n 0 O o N N m N 3 D 4A %O P 69 0 p o 5~i 'T7. m m u, M 0 o o o rn z p 0 0 0 0 -C H G Z D b =Di (A A � � Z �^� a j u, o -+ o 0 o o o coi, 0 3 N 3 n m Ij c% c o o O D D ATTACHMENT 2 HUMAN SERVICES GENERAL FUND - CONTINGENCY PLAN 1 Contingency Plan 1 anticipates if the 2005-2006 Human Services General Fund budget is reinstated to a full funding level of $446,000 this contingency plan, which includes Human Service General Fund allocations and one-time funding should be adopted. If an agency is designated to receive one-time funding it should be made in the following priority order: Agency Program 2005 2006 One-time Rank Total Proposed GF GF Funding (if in Funding for Award Award applicable) Priority 2005-2006 2005/2006 Order Multi -Service Food & Clothing Bank $22,000 $23,000 $9,000/$9,000 1 $31,000/$32,000 Center FWCCGN Emergency Shelter $7,500 $7,500 $7,500/$7,500 2 $15,000/$15,000 FUSION Transitional Housing $3,000 $4,000 $2,000/$1,000 3 $5,000/$5,000 for Women/Children VCCC/FWYFS Family Support $7,000 $7,000 $3,000/$3,000 4 $10,000/$10,000 Program VCCC/FWYFS Mental Health $38,950 35,025 $1,050/$4,975 5 $40,000/$40,000 Counseling Program Senior Congregate Meal $3,000 $4,000 $2,000/$1,000 6 $5,000/$5,000 Services of Program SKC Senior Meals on Wheels $5,000 $5,000 $4,500/$4,500 7 $9,500/$9,500. Services of Program SKC Senior Volunteer $5,450 $5,450 $250/$250 8 $5,700/$5,700 Services of Transportation SKC Program Birth to Three Family Services $21,000 $19,000 $0/$2,000 9 $21,000/$21,000 Developmental Program Center Pregnancy Aid Pregnancy Aid $3,523 $4,000 $477/$0 10 $4,000/$4,000 of SKC Catholic Volunteer Chore $3,000 $3,000 $1,000/$1,000 11 $4,000/$4,000 Community Services Services ACAP Child & APPLE Parenting $5,000 $5,000 $1,000/$1,000 12 $6,000/$6,000 Family Services DAWN Crisis Line Services $4,300 $5,000 $700/$0 13 $5,000/$5,000 Evergreen Senior Services for $0 $0 $5,000/$5,000 14 $5,000/$5,000 Club Korean Seniors Community Natural Medicine $3,000 $4,000 $2,000/$1,000 15- $5,000/$15,000 Health Centers of KC Hospitality Shelter- Single $0 $0 $5,000/$5,000 16 $5,000/$5,000 House Homeless Women Crisis Clinic Telephone Services $10,000 $10,000 $1,000/$1,000 17 $11,000/$11,000 Consejo DV Community $5,000 $5,523 $523/$0 18 $5,523/$5,523 Counseling & Advocacy Referral Services HUMAN SERVICES GENERAL FUND - CONTINGENCY PLAN 1 (cont). ATTACHMENT 2 Agency Program 2005 2006 One-time Rank Total Proposed GF GF Funding (if in Funding for Award Award applicable) Priority 2005-2006 2005/2006 Order Multi -Service Emergency/Transitional $36,200 $36,975 $0/$225 19 $36,200/$37,200 Center Housing 13-i ce G D z N m n m O m z m T C z n z v O z m -i m m G Z O z O T C r m z N -i n -1 m 0 T O T RD 3 3 3 z z iN o O m n o co `� sumc3---� m o o o z 3N N N N D � a a 0 to 3 O 0 0 o 0 0 > z c T c z c= c= 3 3 3 d r m aCD` 7 3 3 3 f7 D z N N c o -+ z m m m o s m a CD o a rn 5. c 0 CD CDoCD `G `G N CD V' tCD C� o _ co lac °N fD m • O 3 CL c (0 (D n c s z A ° C 3 CD o c° CD m � o' y 3 N N -+ Ln cn fA N O C Z O O O Z O O Z Z O p z W O N Ln O ! 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LU C .Y 4 2 w 9> > io b -Z-0 0 0 coN C I-- LL q cn D p N G CJ O N O_ z2 C W D z A a D (A N (n O O 1 ..A v' CJ N O_ z2 C W D z A a D (A N (n O O O G)03 A < 4 O O 0 m U) N tm m m w A o z A Ln O m N m V � r T z z O O IAa W A 4A'^ v m m z N m m co o o o a o o D o c c N r z Tt (A C z D-{ O fA O 00CA 002 CA m o z A m o Z m N n O S o 0 0 0 ooI v� 0 o z z -< � p m '0 z 3z m N T C z W 4A tAw z g coi, c c o O o <+ c m o z O o 0 0 0 0 c r Z C z O N D U) z m N m O o M N A 0 a 0 En <n o O o O aoi O o 0 O o z O D O 1 T O O z N T A en -I O N O c O N y O O O O O �Ol7 C z 'o N O AO O O z O c O O O O O O C) O O c O o O o (A m O O z M z O m c m m o m Gzi D n Z 3 m z �-2 a Attachment 2A HUMAN SERVICES GENERAL FUND - CONTINGENCY PLAN 2 Contingency Plan 2, includes Human Services General Fund allocations and one-time funding. This plan anticipates if the 2005-2006 Human Services General Fund budget remains at $385,000 and one-time donations is reinstated to $46,000 in 2006, this contingency plan should be adopted. In addition, if an agency is designated to receive one-time funding, this allocation should be made in the following priority order: Agency Program 2005 GF 2006 GF One-time Rank in Total Proposed Award Award Funding (if Priority Funding for applicable) Order 2005-2006 2005/2006 Multi -Service Food & $22,000 $22,000 $9,000/$9,000 1 $31,000/$31,000 Center Clothing Bank FW Emergency $7,500 $7,500 $7,500/$7,500 2 $15,000/$15,000 Community Shelter Caregiving Network FUSION Transitional $3,000 $3,000 $2,000/$2,000 3 $5,000/$5,000 Housing for Women & Children VCCC/FWYFS Mental Health $27,000 $34,000 $13,000/$5,200 4 $40,000/$39,200 Counseling Program Senior Congregate $3,000 $1,000 $1,000/$1,000 5 $4,000/$4,000 Services of Meals SKC Program Senior Meals on $5,000 $5,000 $4,500/$4,500 6 $9,500/$9,500 Services of Wheels SKC Program Senior Volunteer $5,450 $5,450 $250/$250 7 $5,700/$5,700 Services of Transportation SKC Program Birth to Three Family $21,000 $19,000 $0/$2,000 8 $21,000/$21,000 Developmental Services Center Program KC Sexual Sexual $35,000 $35,000 $1,050/$1,050 9 $36,050/$36,050 Assault Assault Resource Services Center DAWN Crisis Line $4,300 $4,300 $700/$0 10 $5,000/$4,300 Services Pregnancy Aid Pregnancy $3,523 3,523 $477/$0 11 $4,000/$3,523 of SKC Aid Consejo DV $5,523 $5,000 $523/$0 12 $5,523/$5,000 Counseling & Community. Referral Advocacy Services Community Natural $3,000 $3,000 $2,000/$1,000 13 $5,000/$4,000 Health Centers Medicine of KC Evergreen Svcs for $0 $0 $1,000/$5,000 14 $1,000/$5,000 Club Korean 3- i5 HUMAN SERVICES GENERAL FUND - CONTINGENCY PLAN 2 (cont). Attachment 2A DECREASE IN FUNDING If the final allocations are less than the Commission's preliminary recommendations or significantly lower than what Contingency Plans 1 and 2 propose then decreases will be made to all human service programs in proportion to the percentage of the decrease in grant funds. Seniors Agency Program 2005 GF 2006 GF One-time Rank in Total Proposed Award Award Funding (if Priority Funding for applicable) Order 2005-2006 2005/2006 Hospitality Shelter -Single $0 $0 $1,000/$5,000 15 $1,000/$5,000 House Homeless Women DECREASE IN FUNDING If the final allocations are less than the Commission's preliminary recommendations or significantly lower than what Contingency Plans 1 and 2 propose then decreases will be made to all human service programs in proportion to the percentage of the decrease in grant funds. Attachment 3 2005-2006 HUMAN SERVICES GENERAL FUND ALLOCATION PROCESS Funding conditions for Human Service Projects oal 1 — Basic Need Catholic Community Services — Emergency Assistance Program No specific funding conditions were identified. Catholic Community Services — After Hours Program No specific funding conditions were identified. Community Health Centers of King County — Natural Medicine Services No specific funding conditions were identified. Community Health Centers of King County — Primary Dental Services No specific funding conditions were identified. Community Health Centers of King County Primary Medical Services No specific funding conditions were identified. Emergency Feeding Program — Emergency Feeding 1. The Emergency Feeding program will serve an additional 1,015 unduplicated Federal Way clients with funding from the CDBG and Human Services General fund to be phased over the 2005-2006 funding period. 2. Increased quarterly service goals will also be included in the 2005-2006 CDBG and Human Service General Fund contracts. Evergreen Club — Senior Services for Korean Seniors If funding is awarded through the one-time donations the grant award is contingent upon: 1. The board of director's creates a long-term fundraising strategy to help stabilize the agency's operating budget. DRAFT 08/20/04 Attachment 3 Federal Way Community Caregiving Network — Emergency Shelter & Rent Assistance Program 1. Agency to revise its service unit methodology to determine what is their actual service unit cost. FUSION —Transitional housing for Women and Children 1. FUSION develops a fundraising strategy to help stabilize the agency's operating budget, and 2. The agency develops a 3-5 year strategic plan. Hospitality House — Shelter for Single Homeless Women If funding is awarded through the one-time donations the grant award is contingent upon: 1. The agency submits a copy of their fundraising plan and a written explanation that addresses the following: 1) What is the agency's targeted fundraising goal? 2) What is the proposed timeline for raising these funds? 3) What fundraising events or donors will be targeted? .4) Has a fundraising or capital campaign committee been established? 2. The agency submits an explanation for how it will improve its outreach efforts in the Federal Way community and a timeline to implement their outreach strategy. 3. Develop specific service unit goals that describe what other types of services will be provided to Federal Way residents if they are unable to receive shelter assistance. Multi -Service Center — Emergency & Transitional Housing Program No specific funding conditions were identified. Multi -Service Center — Food & Clothing Bank No specific funding conditions were identified. Refugee Women's Alliance/Family Support Program 1. Receive a copy of the agency's long-range fundraising plan and an explanation that addresses the following: 1) What is the agency's targeted fundraising goal? 2) What is the proposed timeline for raising these funds? 3) What fundraising events or donors will be targeted? 4) Has a fundraising or capital campaign committee been established? -B-2-3 2 DRAFT 08/20/04 Attachment 3 Senior Services of Seattle King County — Congregate Meals Program No specific funding conditions were identified. Senior Services of Seattle King County — Meals on Wheels Program No specific funding conditions were identified. Senior Services of Seattle King County — Volunteer Transportation Program No specific funding conditions were identified. Goal 2 — Public Safe ACAP Child & Family Services — APPLE Parenting Program 1. Receive a copy of the agency's long-range fundraising plan and an explanation that addresses the following: 1) What is the agency's targeted fundraising goal? 2) What is the proposed timeline for raising these funds? 3) What fundraising events or donors will be targeted? 4) Has a fundraising or capital campaign committee been established? 2. Receive a copy of the new Executive Director's resume and a brief description of his or her background. Auburn Youth Resources — Outreach Youth Team Program 1. Receive a copy of the agency's long-range fundraising plan and an explanation that addresses the following: 1) What is the agency's targeted fundraising goal? 2) What is the proposed timeline for raising these funds? 3) What fundraising events or donors will be targeted? 4) Has a fundraising or capital campaign committee been established? 2. Written statement that indicates AYR has the organizational capacity to effectively manage the grant award and has appropriate measures in place to ensure that the agency will successfully meet its performance goals. Birth to Three Development Center — Family Services Program 1. Receive a copy of the agency's long-range fundraising plan and an explanation that addresses the following: 1) What is the agency's targeted fundraising goal? 2) What is the proposed timeline for raising these funds? 3) What fundraising events or donors will be targeted? 4) Has a fundraising or capital campaign committee been established? 3 DRAFT 08/20/04 Attachment 3 Children's Home Society of Washington — Strengthening Families Program No specific funding conditions were identified. Consejo Counseling & Referral Services — DV Community Advocacy Program 1. Receive a copy of the agency's long-range fundraising plan and an explanation that addresses the following: 1) What is the agency's targeted fundraising goal? 2) What is the proposed timeline for raising these funds? 3) What fundraising events or donors will be targeted? 4) Has a fundraising or capital campaign committee been established? Crisis Clinic — Teen Link Program 1. Receive a copy of the agency's long-range fundraising plan and an explanation that addresses the following: 1) What is the agency's targeted fundraising goal? 2) What is the proposed timeline for raising these funds? 3) What fundraising events or donors will be targeted? 4) Has a fundraising or capital campaign committee been established? DAWN — Crisis Line Services Program No specific funding conditions were identified. DAWN — Shelter -based DV Services No specific funding conditions were identified. Institute for Family Development — Parents & Children Together (PACT) Program 1. Service units and units of service will need to be adjusted based upon the amount of CDBG/Human Services General Fund monies received and refinement of the program service and unit cost definitions will be required. King County Sexual Assault Resource Center — Sexual Assault Services No specific funding conditions were identified. Korean Women's Association — We Are Family Program 1. Receive a copy of the agency's long-range fundraising plan and an explanation that addresses the following: 1) What is the agency's targeted fundraising goal? 2) What is the proposed timeline for raising these funds? 3) What fundraising events or donors will be targeted? 4) Has a fundraising or capital campaign committee been established? -25 4 DRAFT 08/20/04 Attachment 3 Valley Cities Counseling & Consultation (FWYFS) — DV Advocacy 1. The agency will need to redefine its service units/performance measures. Valley Cities Counseling & Consultation (FWYFS) — Family Support Program (Laurelwood Gardens) No specific funding conditions were identified. Valley Cities Counseling & Consultation (FWYFS) — Mental Health Counseling Program No specific funding conditions were identified. YWCA of Seattle King County — Services for DV Victims 1. Receive a copy of the agency's long-range fundraising plan and an explanation that addresses the following: 1) What is the agency's targeted fundraising goal? 2) What is the proposed timeline for raising these funds? 3) What fundraising events or donors will be targeted? 4) Has a fundraising or capital campaign committee been established? oal 3 — Self-Suffic(ent ACAP Child & Family Services — Childcare Subsidies Program No specific funding conditions were identified. Catholic Community Services — Volunteer Chore Services No specific funding conditions were identified. Multi -Service Center — Literacy Program No specific funding conditions were identified. Pregnancy Aid of South King County — Pregnancy Aid Receive a copy of the agency's long-range fundraising plan and an explanation that addresses the following: 1) What is the agency's targeted fundraising goal? 2) What is the proposed timeline for raising these funds? 3) What fundraising events or donors will be targeted? 4) Has a fundraising or capital campaign committee been established? �2� 5 DRAFT 08/20/04 Attachment 3 2. The agency submits an explanation for how it will improve its outreach efforts in the Federal Way community and a timeline to implement their outreach strategy. Washington Women's Employment & Education (WWEE) — REACH Plus Program 1. The agency will need to redefine its service units/performance measures. oal 4 — Strong Neighborhood Crisis Line — Telephone Services No specific funding conditions were identified. 13a� 6 A4-�-q c -A Lf I GOAL 1 (BASIC SERVICES) uman Services General Fund Application - Tab 1 2005/2006 CDBG PUBLIC SERVICE/HUMAN SERVICES GENERAL FUND APPLICATION SUMMARY Agency/Program Name: Catholic Community Services/Emergency Assistance Program HUMAN SERVICES GENERAL FUND HS Priority/Strategy: Goal 1 (Basic Needs) Proposed Request for 2005: $10,000 Lowest amount if less than request: $7,000 Location where services will be provided: Kent FW HS Funding History 2003: $5,000 2004: $7,000 1. Program Summary The Emergency Assistance program provides case management and direct financial aid for low and moderate -income families who need rent, shelter, food, utility or transportation assistance. 2. Demonstrated Need and Effect of Project (including performance and outcome measures) According to the National Low -Income Housing Coalition's December 2003 report, a household at 30% of the median income, earning $18,000 annually, can only afford $470 in monthly rent, while the Fair Market value of a two bedroom apartment tops at $780 a month. King County's Consolidated Plan released in March 2004 reported that 70% of South King County renters are below 30% median income. A person -earning minimum wage at $7.16 an hour must work 80 hours a week to afford the average two-bedroom apartment. A fixed income senior or disabled person receiving $552 a month from SSI can only afford $166 a month for a one -bed room apartment, which on average rents for $621 a month. In 2005, Catholic Community Services (CCS) expects to serve 300 Federal Way residents with all City funding sources and 150 with Federal Way funding. The primary outcome for this program is to increase and maintain a low-income families ability to acquire and access basic survival resources. Families who are unable to receive assistance are given appropriate referrals to other agencies that may be able to assist them. However, CCS has no way of knowing whether these families will receive services from the agency referrals because these agencies also do not have enough funding to meet all the needs of low-income families in South King County. Since 1997, CCS has received funding from the City of Federal Way in the amount of $5,000. Each November, this program typically runs out of funding because of the huge demand from low-income families needing assistance. Last year the Human Services Commission recommended and City Council approved that funds from the After -Hours program, totaling $2,000, be shifted to the Emergency Assistance Program. This increased the program's 2004 award to $7,000. At the end of 2003, CCS served 312 unduplicated Federal Way residents, provided over 51 rent/shelter vouchers, 17 food vouchers and 25 utility or transportation vouchers. At the end of the 2004 first quarter, CCS has served 68 unduplicated Federal Way low-income families, provided 10 rent/shelter vouchers, 3 food vouchers and 11 utility or transportation vouchers. 32� 3. Capacity of Applicant (track record and experience, ability to manage and/or secure long- term operating support) CCS has operated the Emergency Assistance Program for over 14 years. The program grew from a one-person volunteer staff with a $5,000 budget to a team of four professionals with an annual budget of over $350,000. Over half the Emergency Assistance Program's budget goes directly to help the needs of low-income families. Staff have the technical skills and "know how" to effectively manage the program and work with a diverse low-income population. needing assistance. 4. Fiscal Evaluation (including appropriate tunding sources, cost-effectiveness, realistic expenditure levels) ` Federal Way % of total budget: 3% Federal Way % of total clients: 7% 2005 Program Revenue Sources Federal Way CDBG $ 0 Federal Way General Fund $ 10,000 Other Federal $ 44,000 State $ 80,916 King County $ 0 Other Cities $133,000 United Way of King County $ 65,000 Fundraising/Grants/other 35,800 TOTAL PROGRAM COST $368,716 CCS intends to apply for additional EHAP (Federal) dollars to provide rent assistance for families. In addition, the agency's allocation from other state and federal funding should also increase because of reconfigured funding distribution. Based on program revenue sources, the budget appears realistic and the agency has the appropriate revenue sources to effectively run the program. Funding from the South King County cities is $143,000, or 39% of the total budget. At the time this report was written, the City of Kent Human Services Commission recommended funding in the amount of $55,000. CCS's funding request was for $68,000. The other cities, Auburn, Burien, Covington, Des Moines, Renton, SeaTac and Tukwila have not made final award recommendations but should complete their process in the next couple of months. 5. Use of Volunteers and Community Coordination CCS uses over 200 volunteers who provide year around assistance to their transitional housing and shelter projects and assist with transportation, in-kind donations, clerical work, budgeting advice to clients, housing repair and parenting skills. 6. Ability to serve diverse populations CCS has the staff capable of providing culturally competent assistance to low-income Federal Way families who come from diverse backgrounds. Questions and Responses from Applicants 2005/2006 Human Services General Fund Goal #1 — Basic Needs As of May 24, 2004 CATHOLIC COMMUNITY SERVICES EMERGENCY ASSISTANCE PROGRAM (TAB 1) Q1. What happens to families who are turned away (i.e. are they able to receive some type of assistance once referred elsewhere)? R1. All families who come in or call for assistance are given appropriate referrals to other agencies who may be able to assist them. However, we have no way of knowing whether they will get services from the agency referrals. We do know that all of the agencies who provide services to our clients do not have "enough" funding to meet the extraordinary needs of the low-income families of South County. Q2. Do you have any Federal Way Board members? Is the Board list you included with your application your South County Board? What is the agency's recruitment strategy in recruiting Federal Way residents to the board? R2. The Board list included with our application is the Board for Catholic Community Services King County. We also have an Advisory Council for our South County Family Center composed of local businessmen and women . At the moment there are no Federal Way advisory council members, but efforts are being made to diversify our council, with a particular focus on agencies and churches in Federal Way and along the 1-5 corridor We are also recruiting new members to serve on working committees that will address specific needs of our family center. Serving as a member of one of these sub -committees will qualify for nomination to the advisory council after a certain number of months, at which time the advisory council will vote on final selections to the council. (The council has in fact mandated that the next vacancy available must be filled by a Federal Way resident.) . We recently recruited a council member who lives and works in DesMoines, but brings to the table many connections with Federal Way because his ministry includes all of South County. He is an active member of our advocacy sub -committee and is looking forward to meeting with the Federal Way commissioners to further identify individuals interested in serving on our sub -committees. 06/28/2004 Page 1 of 1 3Z Other issues/concerns/questions: There are no initial concerns with the program. STAFF RECOMMENDATION AND RATIONALE Staff recommends that CCS be considered for funding in the upcoming 2005-2006 funding round. This decision is based on several factors: • The agency has demonstrated a proven track record and has cons s eUU met or exceeded their performance goals and outcomes. • The program appears to be cost effective and the agency has the ability to successfully leverage City funding with other private and public sector support. • The Emergency Assistance Program provides a critical service to Federal Way low-income families, especially now with the lack of job growth in our state. • This program typically runs out pf funds because of the number of requests for assistance that CCS receives. If funding is considered, the Commission may want to increase the City's level of support to, at a minimum, the lowest amount that CCS is requesting. uman Services General Fund Application - Tab 2005/2006 CDBG PUBLIC SERVICE/HUMAN SERVICES GENERAL FUND APPLICATION SUMMARY Agency/Program Name: Catholic Community Services/After Hours Program HUMAN SERVICES GENERAL FUND. HS Priority/Strategy: Goal 1 (Basic Needs) Proposed Request for 2005: $5,000 Lowest amount if less than request: $5,000 Location where services will be provided: Federal Way FW HS Funding History 2003: $5,000 2004: $3,000 1. Program Summary The After -Hours program is a joint collaboration between CCS and the Federal Way Police Department. The program offers emergency shelter vouchers and other basic assistance in the evening and during the weekend for low-income families and individuals here in Federal Way. 2. Demonstrated Need and Effect of Project (including performance and outcome measures) According to the National Low -Income Housing Coalition's December 2003 report, a household at 30% of the median income, earning $18,000 annually, can only afford $470 in monthly rent, while the Fair Market value of a two bedroom apartment tops at $780 a month. King County's Consolidated Plan released in March 2004 reported that 70% of South King County renters are below 30% median income. A person -earning minimum wage at $7.16 an hour must work 80 hours a week to afford the average two-bedroom apartment. A fixed income senior or disabled person receiving $552 a month from SSI can only afford $166 a month for a one -bed room apartment, which on average rents for $621 a month. In 2005, Catholic Community Services (CCS) expects to serve 120 Federal Way residents with Federal Way funding. No other South King County city support is dedicated to this project. This program is fully funded with City of Federal Way funds. The primary outcomes for this program are: • To increase and maintain an individual or families ability to have their emergency needs met or partially met. • Clients served will have increased their knowledge of and have the ability to access other community resources. Since 2001, CCS/FW Police Department has received funding from the City of Federal Way in support of the After -Hours program in the amount of $5,000. Last year the program did experience challenges in maintaining its ability to meet its performance goals and the Human Services Commission recommended and City Council approved that funds from the program, totaling $2,000, be shifted to the Emergency Assistance program, which decreased the After -Hours program 2004 award to $3,000. At the end of 2003, CCS had served 54 unduplicated Federal Way residents, 36 vouchers had been distributed for rent, food, or transportation and 79 vouchers were distributed for shelter. With the reduction in funding CCS/FW Police Department proposed to serve in 2004, 75 unduplicated Federal Way clients, provide 40 rent, food or transportation vouchers and 75 shelter vouchers. By the end of the first quarter, 28 unduplicated Federal Way low-income individuals/families have been served, 13 rent, shelter food or transportation vouchers had been distributed and 17 shelter vouchers provided. Based on first quarter statistics, CCS/FW Police Department have met 37% of the unduplicated client goal. 3. Capacity of Applicant (track record and experience, ability to manage and/or secure long- term operating support) CCS has been operating the After -Hours program for over several years. The agency enjoys a long- standing partnership with the Federal Way Police Department who identify those needing assistance. CCS has a four member team who manage the administrative aspects of the After -Hours Program and they have the technical skills and "know how" to effectively manage the program. 4. Fiscal Evaluation (including appropriate funding sources, cost-effectiveness, realistic expenditure levels) Federal Way % of total budget: 100% Federal Way % of total clients: 100% 2005 Program Revenue Sources Federal Way CDBG $ 0 Federal Way General Fund $ 5,000 Other Federal $ 0 State $ 0 King County $ 0 Other Cities $ 0 United Way of King County $ 0 Fundraising/Grantslother $ 0 TOTAL PROGRAM COST $ 5,000 The After -Hours program only source of funding is through the City of Federal Way because all services provided are directly from the Federal Way Police Department. The administrative budget to manage the program is high (25%). The agency explained the reason for the increase in administrative cost is because there are no other operating dollars dedicated to support this program, and the work required for this contract necessitates additional tasks for reporting to the City, the Police Department and maintaining vendor relationships. CCS also had to increase their support to the Federal Way police staff by providing more in-service trainings for police to understand the purpose of the program and redesigning a new intake form. 5. Use of Volunteers and Community Coordination CCS uses over 200 _volunteers who provide year around assistance to their transitional housing and shelter projects and assist with transportation, in-kind donations, clerical work, budgeting advice to clients, housing repair and parenting skills. 6. Ability to serve diverse populations CCS and the Federal Way Police Department has the staff capable of providing culturally competent assistance to low-income Federal Way families who come from diverse backgrounds. 2 B-34 Other issues/concerns/questions: Last year CCS was experiencing challenges in its ability to meet the After -Hours Program performance goals. To address this issue, CCS program staff met with representatives from the Police Department and proposed changes to the program. These changes have helped improve the record keeping of the program (i.e. how people are counted) and the police officers awareness for how vouchers can be used. As was earlier mentioned the program has exceeded first quarter goals. If the agency continues to demonstrate they are able to meet their performance requirements in the current contract, staff believes the agency will meet performance goals and outcomes if awarded future funding. STAFF RECOMMENDATION AND RATIONALE Staff recommends that CCS be considered for funding in the upcoming 2005-2006 funding round. This decision is based on several factors: • Services are being provided in Federal Way to low-income people/families. • CCS has an established partnership with the Federal Way Police Department and they are working together to improve performance within the program. • The After -Hours Program provides a critical service to low-income persons and families who need emergency/short-term assistance. • City dollars are fully invested (100%) in the program. Questions and Responses from Applicants 2005/2006 Human Services General Fund Goal #1 — Basic Needs As of May 24, 2004 CATHOLIC COMMUNITY SERVICES AFTER-HOURS VOUCHERS PROGRAM (TAB 2) Q1. Why is your administrative budget so high (25%)? R1. We asked for additional admin costs because there are no other staff dollars for this contract; the work that our administrative assistant is required to do for this contract requires additional tasks for reporting to Federal Way and vendor relationships. We also are asked to do in-service trainings to Federal Way police staff and provide emergency assistance to clients who are referred to CCS by the after hours staff. Q2. Worksheet #6 shows that your personnel costs will go up from $540 in 2004 to $1,250 in 2005. Please explain why. We asked for $5,000 for the program next year as required by the minimum request of $5,000 that the city asked for, compared with $3,000 for 2004, so the admin costs are also increased commensurately. R2. Q1. Because the program had some difficulty last year in meeting its performance goals, are you sure you can meet your 2005 performance goals? We are hopeful that with the in-service training and better contact between the afterhours staff and ours that performance goals will be met. We also have asked that all services provided to all homeless clients be counted as part of the performance goals, not just those clients who list their last address as Federal Way. IVA 06/28/2004 Page 1 of 1 _ 3 3� , Human Services General Fund Application - Tab 3 2005/2006 CDBG PUBLIC SERVICE/HUMAN SERVICES GENERAL FUND APPLICATION SUMMARY Agency/Program Name: Catholic Community Services/Legal Action Center HUMAN SERVICES GENERAL FUND HS Priority/Strategy: Goal 1 (Basic Needs) Proposed Request for 2005: $5,000- Lowest amount if less than request: $5,000 Location where services will be provided: Seattle or Kent FW HS Funding History 2003: N/A 2004: N/A (This is the first time CCS has submitted a funding request for this program to the City). 1. Program Summary The Legal Action program provides legal services to low-income households who are faced with potential eviction from their homes. 2. Demonstrated Need and Effect of Project (including performance and outcome measures) According to the National Low -Income Housing Coalition's September 2000 report, one in three King County residents cannot afford the average one -bedroom apartment, which costs about 639 per month. A Seattle area two-bedroom apartment can cost between $800 - $1,100 per month. Because of the scarcity of affordable housing, disruptions in the landlord -tenant relationship often result in homelessness or displaced tenants being forced to move into substandard housing. Many tenants are not aware of their rights and options if faced with eviction. Oftentimes a tenant will simply move from the premises because they did not know there were options available to them. Tenants may have legitimate defenses to prevent an eviction but access to attorneys for legal advice and representation is difficult for low-income tenants to attain. When a tenant is evicted from their home negative consequences are felt because families are disrupted, children's education suffer because they have to move, jobs could potentially be lost and new jobs difficult to find. In 2005, Catholic Community Services (CCS) expects to serve 70 Federal Way residents with all City funding sources and 23 with Federal Way funding. The primary outcome for this program is ensure that eviction cases are either dismissed or a settlement is agreed to, which will allow the tenant to remain in their housing or move without the stigma of an eviction. 3. Capacity of Applicant (track record and experience, ability to manage and/or secure long- term operating support) The Legal Action Center (LAC) has been providing legal services throughout King County since 1979. For the last 14 years, the LAC has focused its services on landlord/tenant issues. The LAC has the staff capabilities and technical skills to effectively manage the program. 4. Fiscal Evaluation (including appropriate funding sources, cost-effectiveness, realistic expenditure levels) Federal Way % of total budget: 2% Federal Way % of total clients: 6% 2005 Program Revenue Sources Federal Way CDBG $ 0 Federal Way General Fund $ 5,000 .Other Federal $ 0. State $ 0 King County $ 15,600 Other Cities $122,500' United Way of King County $ 13,450 Fundraising/Grants/other $171,413 TOTAL PROGRAM COST $327,963 CCS proposes to expand their program to South King County and has targeted Federal Way, Kent, Auburn and Renton for funding. At the time this report was written, the City of Kent Human Services Commission did not recommend funding for this program. Auburn and Renton have not made final award recommendations but should complete their process in the next couple of months. Funding sources for the program appear to be appropriate and realistic. 5. Use of Volunteers and Community Coordination CCS uses over 200 volunteers who provide year around assistance to their transitional housing and shelter projects and assist with transportation, in-kind donations, clerical work, budgeting advice to clients, housing repair and parenting skills. 6. Ability to serve diverse populations CCS's LAC team has the staff capable of providing services to South King County low-income residents. Other issues/concerns/questions: Currently, all eviction intakes are conducted at the Legal Action Center (LAC) office in Seattle. The program does have access to provide services at the CCS location in Kent and is open to conducting intakes in other locations if appropriate facilities are available. However, based on the application it doesn't appear that the LAC has taken measures to identify other potential facilities in South King County. I This includes $100,000 from the City of Seattle and funding is restricted to Seattle residents. 2 In 2003, 300+ intakes were conducted, 14 were from Federal Way and the LAC only accepted 7 for representation. Staff is concerned that if CCS's proposes to serve 70 Federal Way residents, this number could actually be smaller because they may not accept all 70 cases for representation. STAFF RECOMMENDATION AND RATIONALE Staff does not recommend that the CCS Legal Action Center be considered for funding in the upcoming 2005-2006 funding round. This decision is based on several factors: • Services are presently provided in Seattle, which does not allow convenient access for Federal Way residents to receive services. • Investment in the program does not maximize the use of City funds. • This is a new program and there is not enough information to determine if the program is successfully serving Federal Way residents. • The number of Federal Way residents served in 2003 raises concerns because the proposed 70 unduplicated clients expected to be served in 2005 may not actually receive assistance and their case not be represented by the LAC. 3 Questions and Responses from Applicants 2005/2006 Human Services General Fund Goal #1 — Basic Needs As of May 24, 2004 CATHOLIC COMMUNITY SERVICES LEGAL ACTION PROGRAM (TAB 3) Q1. Where will you conduct intake interviews in South King County/Kent? R1. At this time the Legal Action Center has access to the CCS offices in Kent. LAC is open to conducting intakes in other locations if appropriate facilities are available. Q2. In Worksheet #3 the unduplicated cost per unit seems unclear. Is it 15 hours per client, and are lawyers in the courtroom with them? How much time do the lawyers spend with the person receiving assistance? R2. The average time involved in representing a client is 15 hours. This is a rough estimate because the length of time varies a great deal. Some of that work is conducted by a paralegal under the supervision of an attorney. Attorneys do appear in court with the clients and have regular contact with the clients. After the initial intake, the majority of the work is handled by the attorney. Q1. How have you determined there is a need for this program, in the south end, since the Kent Regional Justice Center has a similar program? R2 The Legal Action Center regularly staffs the Housing Justice (HJP) at the Kent Regional Justice Center and was one of the sponsoring organizations of the first HJP. The distinction between the HJP and LAC is that the HJP. provides representation on the day of the court hearing, while the LAC provides representation once the tenant receives the initial eviction notice. By providing representation at the outset, LAC increases the chances of resolving the dispute without litigation. This is an enormous advantage to the tenant because the tenant can avoid the detrimental effect of being a defendant in an eviction lawsuit. Once a lawsuit is filed, it becomes public record, and prospective landlords are hesitant to rent to tenants who have been defendants in eviction actions. Most prospective landlords use tenant screening services and they routinely review court records in evaluating potential tenants. This is why LAC emphasizes settling cases and makes it a high priority to resolve them as early as possible. The HJP is a valuable asset to the community for those tenants who haven't been able to obtain representation before their court hearing. LAC intends to increase access for representation prior to the court hearing.. Q3. How many of the 300+ intakes were Federal Way residents and what was their success rate? R2. LAC conducted 14 intakes with Federal Way residents and accepted 7 for representation. In 4 cases the evictions were dropped, in 2 cases we were able to negotiate a longer time for the client to move and in one case the tenant was physically evicted after being unable to satisfy the terms of the move -out agreement. 06/28/2004 Page 1 of 2 >--- uman Services General Fund Application - Tab 2005/2006 CDBG PUBLIC SERVICE/HUMAN SERVICES GENERAL FUND APPLICATION SUMMARY Agency/Program Name: Community Health Centers of King County (CHCKC)/Natural Medicine Services HUMAN SERVICES GENERAL FUND HS Priority/Strategy: Goal 1 (Basic Needs) Proposed Request for 2005: $5,000 Lowest amount if less than request: $3,500 Location where services will be provided: Kent FW HS Funding History 2003: N/A 2004: N/A (This is the first time that CHCKC has submitted a funding request for this program to the City). 1. Program Summary The Natural Medicine Services program provides naturopathic, acupuncture; massage therapy and other services to low-income, and uninsured families and individuals living in King County. 2. Demonstrated Need and Effect of Project (including performance and outcome measures) According to the 2000 Census the proportion of persons living with incomes below 200% of the Federal Poverty Level (which is the Medicaid's eligibility cutoff), range from 11 % in Covington, 21% in Federal Way, 28% in Auburn, 23% in Kent and 21 % in Renton. South King County communities have significant low-income populations that lack adequate access to basic health care services. The January 2000 PHSKC Data Watch reports, that in 1998 11 % of adults under the age of 65 lacked health insurance. The report also states that lower-income adults earning less than $25,000 a year are 10 times more likely to lack coverage than those with higher income levels (who earn $50,000 or more per year). 60% of CHCKC patients expressed an interest in receiving natural medicine services because a number of them are more accustomed to receiving naturopathic services, .especially immigrants or refugees who have recently arrived to this country. Over the past 5 years CHCKC has seen an 88% increase in need and demand by South King County patients for its medical services. In 2005, CHCKC expects to serve 87 Federal Way residents with all City funding sources and 11 with Federal Way funding. The outcomes for this program are: . • To increase primary care and preventive health services within South King County communities. • Improve the health among the culturally diverse members of South King County communities including low-income, uninsured and homeless families and individuals. • -Enhance the quality of life for individuals with specific chronic diseases through the use of coordinated self-management programs. 3. Capacity of Applicant (track record and experience, ability to manage and/or secure long- term operating support) Community Health Centers of King County (CHCKC) has been serving low-income, uninsured and homeless families/individuals of suburban King County for over 30 years. The facility is the first publicly funded center for providing integrated conventional and alternative medicine services. The Natural Medicine Clinic has been in operation for 9 years. CHCKC staff has the technical expertise to effectively manage the clinic and provide services to a diverse low-income population. 4. Fiscal Evaluation (including appropriate funding sources, cost-effectiveness, realistic expenditure levels) Federal Way % of total budget: 1 % Federal Way % of total clients: 6% 2005 Program Revenue Sources Federal Way CDBG $ 0 Federal Way General Fund $ 5,000 Other Federal $129,000 State $ 0 King County $ 0 Other Cities $ 26,000 United Way of King County $ 0 Fundraising/Grants/other - $455,830 TOTAL PROGRAM COST- $ 615,830 Last year, CHCKC provided uncompensated natural medicine services to uninsured patients from Auburn, Des Moines, Federal Way and Renton in the following amounts: Auburn - $1.6,000, Des Moines - $7,000, Federal Way -$13,000 and Renton - $17,000 for a total of $53,000. CHCKC expects to provide almost $70,000 in uncompensated care to patients from these cities as awareness of the program increases. CHCKC forecasts that about 28% of the increased cost of uncompensated natural medicine services for South King County funding will be for residents living in Federal Way. Based on the level of funding, the program cost appear to be realistic and the agency has demonstrated that have a diverse funding base to provide these services. At the time this report was written the City of Kent Human Services Commission recommended to fully fund the Natural Medicine program. Auburn, Des Moines and Renton have not made final award recommendations but should complete their process in the next couple of months. .. 5. Use of Volunteers and Community Coordination CHCKC's Board of Directors are all volunteers and a majority of them are also consumers. Community members -are used as volunteers on an ad hoc basis in activities that include preparing mailing lists, assisting with billing and maintaining the facilities. The agency also -has a history of working with specialists who volunteer part of their time, either at the office or by referral to their clinic and these volunteers help to provide additional health or dental care to CHCKC's clients. Because of legal requirements regarding the delivery of health care services, all medical/dental volunteers are licensed or certified in order to help with patient care. 2 6. Ability to serve diverse populations CHCKC has the staff capabilities of providing culturally competent assistance to low-income Federal Way families who come from diverse backgrounds. Other issues/concerns/questions: There are no initial concerns with the program. The Commission may want to consider funding this program at the lowest amount that CCS is requesting. STAFF RECOMMENDATION AND RATIONALE Staff recommends that CHCKC be considered for funding in the upcoming 2005-2006 funding round. This decision is based on several factors: • The agency has demonstrated a proven track record through its Dental and Medical Programs and has consistently met or exceeded their performance goals and outcomes. • CHCKC is providing this service to Federal Way residents in Federal Way. • The Natural Medicine program appears to be cost effective and the agency has already secured funding from the City of Kent. • This -program provides a form of medical care that is the preferred manner for many of CHCKC's patients in meeting their basic health care needs. :� ! 3 Questions and Responses from Applicants 2005/2006 Human Services General Fund Goal #1 — Basic Needs As of May 24, 2004 COMMUNITY HEALTH CENTERS OF KING COUNTY NATURAL MEDICINE (TAB 4) Q1. What percentage of the increased need for services is from Federal Way? R1. CHCKC projects that 28% of the increase in the cost of uncompensated natural medicine services for south King County funding cities will be for residents of the City of Federal Way. 02. What do you project your 2004 numbers to be for unduplicated Federal Way clients? R2. 87 Q3. Is natural medicine a basic need that is as important as other basic needs? R3.. Natural medicine is a form of medical care, a basic need. CHCKC has made a commitment to providing health care services in a culturally accessible manner. For many of CHCKC's patients, natural medicine services are the preferred manner of accessing the basic need of health care. Ci Fi S' C 2005 Human Services Application (General Funds & CDBG) Worksheet 5: Program Revenue Agency: _Community Health Centers of King County Programs: Natural Medicine Services 21. Program Revenue: Provide detail on funding from ALL SOURCES including non -grant funding. Revenue Sources Current Year 2004 Approved Budget (GF + CDBG) _ Next Year 2005 Estimate* Committed for 2005 Restricted Use (if any) pies' Auburn 4,500 ❑ Yes Burien 0 ❑ Yes Covington 0 ❑ Yes Des Moines 2,250 ❑ Yes Enumclaw 0 ❑ Yes Federal Way 5,000 ❑ Yes Kent 12,582 .13,000 ❑ Yes Renton 6,250 ❑ Yes SeaTac 0 ❑ Yes Tukwila 0 ❑ Yes ❑ Yes ❑ Yes El Yes Aeral' - _ ❑ Yes PHS BPHC 129,000 129,000 Dyes El Yes ❑ Yes :ate: ❑ Yes CHS HCA ❑ Yes ❑ Yes )un ❑ Yes PHSKC ❑ Yes ❑ Yes Foundations ❑ Yes United Way ❑ Yes Service Fees 415,553 419,709 ❑ Yes Other 46,620 36,121 ❑ Yes Total 2005 $ 603,755 $615,830 3 'r:, *2005 request will also be considered for 2006 funding by those cities on a two-year funding cycle -for Human Services General Funds and/or CDBG Public Service Funds. Include program request for both General Fund and/or CDBG funds anticipated -to be available for human services. Issues About Revenue Comments: (Insert hard copy of completed Worksheet 5 as page 13-9a of application. Submit electronic copy of all worksheets with application.) Human Services General Fund Application - Tab 2005/2006 CDBG PUBLIC SERVICE/HUMAN SERVICES GENERAL FUND APPLICATION SUMMARY Agency/Program Name: Community Health Centers of King County (CHCKC)/Primary Dental Services CDBG PUBLIC SERVICES Category/Eligible Activity: Public Service Local Strategy: #3: Address human services needs, which focus upon self-support systems that empower families and communities to make contributions to their own well-being and enhanced the quality of life. National Objective: Low/Moderate Income Benefit — Limited Clientele — Agency Maintains Proof ESA: Exempt Proposed Request for 2005: $14,338 (Preliminary recommendation is to.fund this program at the proposed funding level). FW CDBG PS Funding History 2003: $11,000 2004: $14;338 HUMAN bhKVIGtS GtNtKAL FUND HS Priority/Strategy: Goal 1 (Basic Needs) Proposed Request for 2005: $30,238 Lowest amount if less than request: $30,238 Location where services will be provided: 33431 13" PI So. Federal Way, WA. 98003 FW HS Funding Histo 2003: 15,900 2004: $35,900' 1. Program Summary The Primary Dental Program provides an array of comprehensive primary dental care services to low- income uninsured families and individuals living in King County. 2. Demonstrated Need and Effect of Project (including performance and outcome measures) According to the 2000 Census the proportion of persons living with incomes below 200% of the Federal Poverty Level (which is the Medicaid's eligibility cutoff), range from 11 % in Covington, 21% in Federal Way, 28% in Auburn, 23% in Kent and 21 % in Renton. South King -County communities have significant low-income populations that lack adequate access to basic health care services. The January 2000 PHSKC Data Watch reports, that in 1998 11% of adults under the age of 65 lacked health insurance. The report also states that lower-income adults earning I This includes the $20,000 one-time funding award. In addition, because the program is being considered for CDBG funds, the Commission will need to fund the program at the 2004 funding level ($15,900) in order for it to be eligible for CDBG funding. less than $25,000 a year are 10 times more likely to lack coverage than those with higher income levels (who earn $50,000 or more per year). Access to dental care is very limited. The PHSKC report indicates that one in three adults living in King County has no dental insurance coverage. Lack of dental care is a major barrier to care for South King County residents. Many private dentists who accept Medicaid reimbursement generally limit the number of Medicaid -sponsored clients that they will see. Over the past 5 years CHCKC has seen a 46% increase in the number of visits provided at the three South King County dental centers. In -2005, CHCKC expects to serve 1,502 Federal Way residents with all City funding sources and 29 with Federal Way funding. The outcomes for this program include: • Improve oral health of children and adults living in South King County communities. • Increase access to preventive oral health services including dental sealants and periodic oral health maintenance. Since -.1997, CHCKC has received funding from the City of Federal Way in support of its Dental Program. The breakdown is as follows: 1997 1998 11999 12000 12001 2002 2003 2004- $10,000 -$14,095 $15,000 .$15;000 $15,450 $15,450 $15,900 -- -$35,90Q At the end of 2003, CHCKC served 1,235 unduplicated Federal Way -residents and the number of dental visits that occurred was 2,698. The agency has also provided over $100,000 in uncompensated dental care to Federal Way residents. The 2004 first quarter report indicated that at the end of March, 1,485 unduplicated Federal Way residents have been served and the number of dental visits that occurred was 3,530. CHCKC also reported that the agency has seen a 10% increase in the number of uninsured visits to Federal Way dental clients and to date has provided almost $30,000 in uncompensated dental care to Federal Way clients. 3. Capacity of Applicant (track record and.experience, ability to manage and/or secure long- term operating support) Community Health Centers of King County (CHCKC) has been serving low-income, uninsured and homeless families/individuals of suburban King County for over 30 years.' In 1993, at the request of the Seattle -King County Department of Public Health, CHCKC assumed responsibility for managing what was to be the public health dental center in Federal Way. CHCKC expanded its services to East King County in 1995. In 1996 CHCK added a dental center in Auburn and by 1997 a dental center was added in Kent. 4. Fiscal Evaluation (including appropriate funding sources, cost-effectiveness, realistic expenditure levels) Federal Way % of total budget: 1% Federal Way % of total clients: 17% 2 One-time funding award of $20,000 was recommended by the HSC and approved by Council on May 18, 2004. J' t _ 2 2005 Program Revenue Sources Federal Way CDBG $ 0 Federal Way General Fund $ 30,238 Other Federal $ 432,740 State $ 268,521 King County $ 101,078 Other Cities $ 88,500 United Way of King County $ 33,950 Fundraising/Grants/other $2,208,817 TOTAL PROGRAM COST $3,163,844 Based on program revenue sources, the budget appears realistic and the agency has the appropriate revenue sources to effectively run the program. CHCKC also has a diversified funding base and is not relying to heavily on other public funding. Funding from the South King County cities is $118,738, which is 4% of the total budget. CHCKC is seeking increases in funding from Federal Way, Auburn, Kent and Renton and new funding from the City of Covington, Des Moines and Tukwila. At the time this report was written, the City of Kent Human Services Commission made a final recommendation to award the agency $15,000 (their funding request was for $30,000). Auburn, Covington, Des Moines, Renton, and Tukwila have not made final award recommendations but should complete their process in the next couple of months. Staff calculated that the service unit cost to serve 1,502 Federal Way residents is $20 per unduplicated person served, which indicates that the City's investment is maximized because it is leveraged with CHCKC's other program revenue sources. 5. Use of Volunteers and Community Coordination CHCKC's Board of Directors are all volunteers and a majority of them are also consumers. Community members are used as volunteers on an ad hoc basis in activities that include preparing mailing lists, assisting with billing and maintaining the facilities. The agency also has a history of working with specialists who volunteer part of their time, either at the office or by referral to their clinic and these volunteers help to provide additional health or dental care to CHCKC's clients. Because of legal requirements regarding the delivery of health care services, all medical/dental volunteers are licensed or certified in order to help with patient care. 6. Ability to serve diverse populations CHCKC has the staff capabilities of providing culturally competent assistance to low-income Federal Way families who come from diverse backgrounds. 3 Other issues/concerns/questions: There are no initial concerns with the program. STAFF RECOMMENDATION AND RATIONALE Staff recommends that CHCKC be considered for funding in the upcoming 2005-2006 funding round. This decision is based on several factors: • The agency has demonstrated a proven track record in consistently exceeding their performance goals and outcomes. • CHCKC provides dental services to Federal Way residents in the city and is able to offer services to low-income uninsured and underinsured families/individuals on a sliding -fee scale. • The Dental program is cost effective and the agency has already secured funding from the City of Kent. • This program provides a critical service to the Federal Way community. Commissioners will need to remember because the program is being considered for CDBG funding the program will need to be funded at the 2004 funding level ($15,900) in order to be eligible for CDBG funding. �,� 4 Questions and Responses from Applicants 2005/2006 Human Services General Fund Goal #1 — Basic Needs As of May 24, 2004 COMMUNITY HEALTH CENTERS OF KING COUNTY PRIMARY DENTAL (TAB 5) Q1. Why are your administrative costs so high (18%)? R1. Community Health Centers of King County's administrative costs are comparable to or lower than the average for other Washington community health centers. Administrative costs 'A for health care providers are typically higher than other human services agencies. Quality assurance and risk management play an important role as do managed care and clinical services management. In addition billing and other ancillary services are included in administrative costs that support the health and dental center staff. Information system costs are also higher due to the specific requirements surrounding patient confidentiality and other federal and state guidelines concerning patient information. 06/29/2004 Page 1 of 1 Human Services General Fund Application - Tab 6 2005/2006 CDBG PUBLIC SERVICE/HUMAN SERVICES GENERAL FUND APPLICATION SUMMARY Agency/Program Name: Community Health Centers of King County (CHCKC)/Primary Medical Services HUMAN SERVICES GENERAL FUND HS Priority/Strategy: Goal 1 (Basic Needs) Proposed Request for 2005: $35,000 Lowest amount if less than request: $31,827 Location where services will be provided: 33431 13`h PI So. Federal Way, WA. 98003 FW HS Funding Histo 1. Program Summary 2003: $31,827 2004: $31,827 The Primary Medical Program provides an array of comprehensive primary medical services to low- income uninsured families and individuals living in King County. 2. Demonstrated Need and Effect of Project (including performance and outcome measures) According to the 2000 Census the proportion of persons living with incomes below 200% of the Federal Poverty Level (which is the Medicaid's eligibility cutoff), range from 11 % in Covington, 21% in Federal Way, 28% in Auburn, 23% in Kent and 21 % in Renton. South King County communities have significant low-income populations that lack adequate access to basic health care services. The January 2000 PHSKC Data Watch reports, that in 1998 11% of adults under the age of 65 lacked health insurance. The report also states that lower-income adults earning less than $25,000 a year are 10 times more likely to lack coverage than those with higher income levels (who earn $50,000 or more per year). Lack of medical care is a major barrier to care for South King County residents. Many private physicians will not take uninsured patients or take Medicaid patients. Private physicians may also require payment prior to providing any services. Over the past 5 years CHCKC has seen an 88% increase in the need and demand for services in South King County In 2005, CHCKC expects to serve 5,422 Federal Way residents with all City funding sources and 146 with Federal Way funding. The outcomes for this program include: • Enhance the quality of life for individuals with specific chronic diseases through the use of coordinated self-management programs that deal with conditions such as asthma, hypertension and diabetes. • Increase access to primary care and preventive health services within the South King County community. Since 1997, CHCKC has received funding from the City of Federal Way in support of its Medical Program. The breakdown is as follows: 1997 11998 $ 917,531 11999 12000 12001 12002 12003 12004 $20,000 1$25,000 $ 64,000 1$30,000 1$30,000 1$30,900 1$30,900 1 $31,827 1$31,827 At the end of 2003, CHCKC served 4,600 unduplicated Federal Way residents and by the first quarter of 2004, 2,148 unduplicated Federal Way residents had been served and the number of doctor visits that occurred was 3,689. The portion of uninsured clients from Federal Way increased from 36% to over 42% in 2003. CHCKC anticipates this trend only increasing next year. 3. Capacity of Applicant (track record and experience, ability to manage and/or secure long- term operating support) Community Health Centers of King County (CHCKC) has been serving low-income, uninsured and homeless families/individuals of suburban King County for over 30 years. Since then five other community health centers have been added to serve low-income uninsured and homeless families/individuals in King County 4. Fiscal Evaluation (including appropriate funding sources, cost-effectiveness, realistic expenditure levels) Federal Way % of total budget: 0.3% Federal Way % of total clients: 18% 2005 Program Revenue Sources Federal Way CDBG $ 0 Federal Way General Fund $ 35,000 Other Federal $ 917,531 State $ 106,806 King County $ 338,648 Other Cities $ 183,828 United Way of King County $ 64,000 Fundraising/Grants/other $8.830,632 TOTAL PROGRAM COST $10,476,445 Based on program revenue sources, the budget appears realistic and the agency has the appropriate revenue sources to effectively run the program. Funding from the South King County cities is $218,828, which is 2% of the total budget. CHCKC is seeking increases in funding from Federal Way and Renton, and is seeking new funding from Des. Moines and Tukwila. At the time this report was written, the City of Kent Human Services Commission made a final recommendation to award the agency $82,900, which is an increase from their initial funding request of $81,618. Des Moines, Renton, and Tukwila have not made final award recommendations but should complete their process in the next couple of months. Staff calculated that the service unit cost to serve 5,422 Federal Way residents is $6.46 per unduplicated person served, which indicates that the City's investment is maximized because it is leveraged with CHCKC's other program revenue sources. 5. Use of Volunteers and Community Coordination CHCKC's Board of Directors are all volunteers and a majority of them are also consumers. Community members are used as volunteers on an ad hoc basis in activities that include preparing mailing lists, assisting with billing and maintaining the facilities. The agency also has a history of working with specialists who volunteer part of their time, either at the office or by referral to their clinic and these volunteers help to provide additional health or dental care to CHCKC's clients. Because of legal requirements regarding the delivery of health care services, all medical/dental volunteers are licensed or certified in order to help with patient care. 6. Ability to serve diverse populations CHCKC has the staff capabilities of providing culturally competent assistance to low-income Federal Way families who come from diverse backgrounds. Other issues/concerns/questions: There are no initial concerns with the program. STAFF RECOMMENDATION AND RATIONALE Staff recommends that CHCKC be considered for funding in the upcoming 2005-2006 funding round. This decision is based on several factors: • The agency has demonstrated a proven track record in consistently meeting or exceeding their performance goals and outcomes. • The agency provides medical services to Federal Way residents in the city and is able to provide offer these services on a sliding -fee scale for low-income uninsured and underinsured families and individuals. • The Medical program is cost effective and the agency has already secured funding from the City of Kent. • This program provides a critical and necessary service to the Federal Way community. 3 Questions and Responses from Applicants 2005/2006 Human Services General Fund Goal #1 — Basic Needs As of May 24, 2004 COMMUNITY HEALTH CENTERS OF KING COUNTY PRIMARY MEDICAL (TAB 6) Q1. You are seeking a 12% increase in funding for 2005, but your number of unduplicated clients served only increases by 5 in 2005 (Question #12). Please explain. R1. CHCKC is seeking a 12% increase in funding from the City of Federal Way due to the expected increase in the uninsured visits to be provided to Federal Way residents in 2005. CHCKC has seen a significant increase in the proportion of uninsured Federal Way clients since October 2001 when low-income non -citizen immigrants lost Medicaid coverage. The proportion of uninsured clients from Federal Way increased from 36% to over 42% in 2003. CHCKC anticipates this trend only increasing in 2005. CHCKC is anticipating a 34% increase in the cost of uncompensated medical as CHCKC sees an increasing proportion of uninsured medical patients. CHCKC is also anticipating an 18% increase in unduplicated patients in 2005 over 2003 for which the current funding (2003- 2004). CHCKC projected 4,000 unduplicated Federal Way medical patients would be served in 2003. CHCKC actually served 4,600. 06/29/2004 Page 1 of 1 16-5 uman Services General Fund Application - Tab 2005/2006 CDBG PUBLIC SERVICE/HUMAN SERVICES GENERAL FUND APPLICATION SUMMARY Agency/Program Name: Emergency Feeding Program/Emergency Feeding Program CDBG PUBLIC SERVICES Category/Eligible Activity: Public Service Local -Strategy: #3: Address human services needs, which focus upon self-support systems that empower families and communities to make contributions to their own well-being and enhance their quality of life. National Objective: Low/Moderate Income Benefit — Limited Clientele — Presumed Benefit — Nature/Location ESA: Exempt Proposed Request for 2005: the proposed funding level). FW CDBG PS Fundin $10,000 (Preliminary recommendation is to fund this program at HUMAN SERVICES GENERAL FUND 2003: $5,000 2004: $5,764 HS Priority/Strategy: Goal 1 — Basic Needs Proposed Request for 2005: $5,000 Lowest amount if less than request: $5,000 Location where services will be provided: Services are provided at numerous locations throughout South King County. FW HS Funding History 1. Program Summary 2003: $7,800 2004: $7,800' The Emergency Feeding Program (EFP) provides a complete two-day supply of nutritionally balanced food in a quantity and diet that is appropriate to client needs, as well as referrals to other community resources to help address the deeper issues that precipitated the hunger crisis. EFP food packs are available in Federal Way at Federal Way DSHS, Calvary Lutheran Church and Merit School. Referrals to food distribution sites are also made by Federal Way Youth and Family ServicesNalley Cities Counseling & Consulting, Federal Way Food Bank, and the Institute for Family Development. Additional referral and distribution sites are located throughout King County. ' This program is being considered for CDBG funds. If the Commission decides to fund this program it will need to be funded at the 2004 funding level ($7,800) in order to be eligible for CDBG funding. CS -55 2. Demonstrated Need and Effect of Project (including performance and outcome measures) In 2003, a U.S. Department of Agriculture report ranked Washington as the 5th hungriest state in the nation. Washington has held its position in the top five for worst hunger rates since 1995. The national prevalence of hunger is 3.3% compared to Washington's prevalence of hunger at 4.4%. The rate of food insecurity in households with children was twice that of households without children, 16.5% and 8.1 % respectively. With the current recession, food assistance programs, including Emergency Feeding Program and traditional food banks, are serving more of the working poor than ever before. Emergency Feeding Program served 1,100 Federal Way residents in hunger crises last year, In 2003 Emergency Feeding Program's outcomes were: 1) short term hunger reduction, and 2) increased knowledge of community resources. 97% of clients reported that EFP food packs would be effective in meeting their nutritional needs for two days. 92% of clients reported increased awareness of additional resources to help meet other needs. These percentages are based on responses to questions on the intake card as well as client satisfaction surveys. Food packs are designed to feed the family for two days and are available for special diet needs at a cost of $6.54 per meal. Service units may need to be further refined and adjustments made based on amount funded. In 2005, the Emergency Feeding Program expects to serve 1,100 Federal Way residents with all City funding sources and 382 with Federal Way funding. The outcomes for this program include: Provide immediate, short-term hunger relief. To link recipients to other vital community resources to help achieve long-range stability and solvency. Increase awareness of the wider range of resources available. Since 1999, the Emergency Feeding Program has received funding from the City of Federal Way in support of its program. The breakdown is as follows: 1997 11998 11999 12000 12001 12002 12003 12004 $0 Iso J$4,715 1 $5,850 1 $5,000 1 $5,000 1 $7,800 1 $7,800 At the end of 2003, the Emergency Feeding Program served 1,122 unduplicated Federal Way residents and provided 6,840 meals, exceeding their goals in both performance areas. By the first quarter of 2004, 173 unduplicated Federal Way residents had been served and 993 meals were provided. 3. Capacity of Applicant (track record and experience, ability to manage and/or secure long- term operating support) EFP is an established agency that has collaborated with numerous agencies to expand emergency feeding services throughout South King County. The agency has experienced staff that has the ability to develop and maintain long-term operating support for their programs. 2 3-5 � 4. Fiscal Evaluation (including appropriate funding sources, cost-effectiveness, realistic expenditure levels) Federal Way % of total budget: 3%2 Federal Way % of total clients: 2% 2005 Program Revenue Sources Federal Way CDBG $ 10,000 Federal Way General Fund $ 5,000 Other Federal $ 41,964 State $ 0 King County $ 0 Other Cities $ 68,700 United Way of King County $ 0 Fundraising/Grants/other $385,000 TOTAL PROGRAM COST $510,664 Distribution costs to South King County is higher than delivery services closer to Seattle, where the agency and distribution warehouse are located. The agency is seeking additional funding in order to increase the funding base from South King County to cover the cost of program delivery to South County residents. Additional funding is also being sought from private foundations, individual donors, churches, and businesses. The agency has been successful in obtaining support from South King County municipalities, FEMA, foundations, and receiving contributions from churches, businesses, individuals, religious organizations, secular organizations and special events. Expenditure levels appear to be reasonable. Funding from the South King County cities is $73,700, which is 14% of the total budget. The Emergency Feeding Program is requesting the same level of funding they received in 2004 from Auburn, Kent, Renton, and SeaTac. The agency is seeking first time support from the City of Tukwila. The total being requested from Federal Way is lower than their 2004 award. However, because the agency may receive CDBG funding their general fund award must remain at the 2004 level ($7,800) to avoid supplanting issues and enable the CDBG funds to be awarded. At the time this report was written, the City of Kent's Human Service Commission made a final recommendation to award the agency $24,000 (their funding request was for $26,000). Auburn, Renton, SeaTac and Tukwila have not made final award recommendations but should complete their process in the next couple of months. 5. Use of Volunteers and Community Coordination Emergency Feeding Program utilizes 1,300 to 1,600 volunteers annually. Volunteers include: staff at the primary food distribution centers, Board Members, school and community groups that volunteer at the warehouse, and several hundred volunteers that staff grocery store donation sites for the annual Mayor's Day of concern for the Hungry food drive in September and other special events. 2 Based on request of $15,000. Agency must be funded at the 2004 general fund baseline level of $7,800 to receive CDBG funding. With the CDBG Public Service minimum of $10,000, Federal Way funding would total $17,800. At the $17,800 funding level, the percentage of Federal Way support would be 3.5%. (Assumes $2,800 reduction in another revenue source). 3 The Emergency Feeding Program is co-sponsored by the Church Council of Greater Seattle and the Black United Clergy for Action. EFP partners with 235 social service agencies which either carry EFP food packs on site, or refer clients to the nearest primary food distribution center. 6. Ability to serve diverse populations Services are accessible and culturally appropriate for persons of color and non-English "speaking persons and accessible to physically disabled persons. Other issues/concerns/questions: Agency must be funded by Human Services General Fund at 2004 baseline level of $7,800 to receive CDBG funding. With the CDBG Public Service minimum of $10,000, Federal Way funding would total $17,800. If funded, service units and units of service need to be refined and may also be adjusted based upon the amount of funding and refinement of the program service and unit costs definitions. STAFF RECOMMENDATION AND RATIONALE Staff recommends that the Emergency Feeding Program be considered for funding in the upcoming 2005-2006 funding round. This decision is based on several factors: • The agency has demonstrated a proven track record in consistently meeting or exceeding their performance goals and outcomes. • The Emergency Feeding Program has successfully described the need for this type of program. • The agency provides services to Federal Way residents here in Federal Way, which allows convenient access for families/individuals to receive assistance. • The program provides a critical service to low-income persons and families who need emergency food assistance. 4 Questions and Responses from Applicants 2005/2006 Human Services General Fund Goal #1 — Basic Needs As of May 24, 2004 EMERGENCY FEEDING PROGRAM (TAB 7) Q1. Outline your efforts to recruit Board members from Federal Way. R1. Currently our Board is engaged in an "intensive capacity -building" process funded by a grant from the Nonprofit Assistance Center. Last year, the Board voted to increase its size to 18 members, thus creating 9 vacancies. A new committee is drafting new Board job descriptions at present, and our goal is to have these empty slots filled by year's end (2004). Ideally, the reconstituted Board will more closely reflect the communities served by EFP including more representation from South King County including Federal Way resident(s). In recruiting, we will likely first approach churches who currently support EFP or are partnered with us in some way, to obtain prospect names. With the new job descriptions, a new Board member screening protocol is also under development, which will hopefully in the end make our Board stronger, more diverse, and vital. Representation from South County cities is a top priority for recruitment. Q2. Do you distribute food at locations in Federal Way or is food distributed through a Federal Way partner? When you describe your partnerships with Federal Way Youth and Family Services, the Federal Way Food Bank, Federal Way Public Health Center and Institute for Family Development, describe what type of partnerships you have with these agencies? Are they formal or informal? R2. Food packs are delivered to and distributed via Federal Way DSHS, Calvary Lutheran Church, and Merit School. The other agencies named use referral intake cards which we send to them each month to refer clients to either DSHS or Calvary for an emergency food pack. Merit School keeps a supply of our Snack Packs on hand in case a student cannot afford lunch or is otherwise in a hunger situation. All these partnerships are formal. Prospective partners who either wish to distribute EFP food or to refer clients to distribution sites complete a simple form, and we provide whatever training may be necessary to maximize the partner agency's understanding and effective usage of EFP. Thereafter, partner agencies receive either a regular delivery of food packs according to need, and/or monthly referral cards to give to clients to retrieve food at another distribution site. Twice each year, EFP hosts an educational conference for representatives from all its partner agencies and church distribution sites. These conferences are designed to keep our partners updated and educated on EFP policies and procedures, as well as provide an opportunity for networking. Q3. Have you found a larger warehouse facility? Will it be in South King County? R3. Our search for a more appropriate facility continues. We have seen numerous possibilities in South Seattle, though thus far, none have developed into a viable option. It is likely that in the event we do find a location and move into it, it will be within Seattle city limits, though as far south as possible. Even if not physically located in South King County, this will not change the fact that nearly half of our total distribution in an average year goes to South County. 06/30/2004 Page 1 of 2 6_51 Questions and Responses from Applicants 2005/2006 Human Services General Fund Goal #1 – Basic Needs As of May 24, 2004 Q4. What is included in your meal packages? R4. Most of our 13 food pack varieties consist of a complete 2 -day supply of nonperishable food (enough for 6 meals for each family member), along with a'menu to illustrate how to combine the foods for maximum nutritional benefit. The exceptions are the Snack Pack (formerly called "Teen Pack") which is precisely that—a one -meal snack pack—and our two baby packs, each of which provides a week's worth of either formula or strained baby food. Also included in each pack is a short resource list of contact information for other frequently accessed programs and agencies. We are happy to provide you with a complete list of the specific foods in each pack if necessary. Q5. Question 20, Feasibility, describes that the agency will add new distribution sites in South King County. Where do you plan to locate these new distribution sites? R5. Our distribution site at the Federal Way DSHS is a recent (just last month) addition to our list of partner agencies, and we anticipate that they will quickly become a high-volume distributor of EFP food packs Oust as the DSHS office in Kent has done). We came close to opening a new site at a Federal Way church earlier this year that would have targeted the Asian population, but that unfortunately did not come to fruition due to lack of volunteers at the church. We would very much like to better serve the Asian community in Federal Way (and in South County overall), but at present do not have an adequate channel for so doing. We are always open to suggestions, and meanwhile as time and resources allow, we are actively looking for potential new sites. 06/30/2004 Page /2 of 2 lei An elina AIIenM 'si - SKC EFP sites Pa e 1 From: "Sam Osborne" <sam@emergencyfeeding.org> To: <Angelina.allenmpyisi@ci.federal-way.wa.us> Date: 6/30/2004 4:04:23 PM Subject: SKC EFP sites Greetings Angelina, Attached is the spreadsheet I promised showing the partner agencies and churches that work with the Emergency Feeding Program in South King County. Following is an explanation of agency "type" so you'll better understand the information. Distribution Center: usually a church, operated by volunteers in which food packs are distributed. Clients are referred to these centers from social service agencies. Most times, referrals to other community resources are not given at distribution centers (clients having already received such information from the agency where they got their food referral card). Referral: usually a social service agency with an open-door policy that does not keep EFP food packs on site, but gives clients referral cards to pick up a food pack at the nearest distribution center. Referral and Distribution: an agency such as DSHS which accepts clients on a walk-in basis, and keeps food packs on site for immediate distribution Self -referral: an agency that will give only its own clients a referral card for a food pack to be picked up at the nearest distribution center Self-referral/distribution only: an agency (such as a women's shelter) that serves only its own clients (not walk-ins) and keeps food packs on site for immediate distribution. Please feel free to call or email if this is not clear enough or you have questions. Anne McMonigle or I will be happy to assist as best we can. respectfully, Sam Osborne Samuel H. 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P4 E- u Human Services General Fund Application — Tab 8 2005/2006 CDBG PUBLIC SERVICE/HUMAN SERVICES GENERAL FUND APPLICATION_ SUMMARY Agency/Program Name: Evergreen Club — The Korean Seniors/Senior Services HUMAN SERVICES GENERAL FUND HS Priority/Strategy: Goal 1 (Basic Needs) Proposed Request for 2005: $30,000 Lowest amount if less than request: $28,500 Location where services will be provided: Federal Way (Klahanee Community/Senior Center) FW HS Funding History 2003: N/A 2004: N/A (This is the first time the Evergreen Club has applied to the City for funding). 1. Program Summary The program provides services and referrals to help Korean seniors live an independent life. 2. Demonstrated Need and Effect of Project (including performance and outcome measures) The Korean population in the City of Federal Way has increased faster than in any other city in the past 10 years. According to the 1999 City of Federal Way's Human Services Comprehensive Plan, Federal Way has a significant resident and business population of Korean -American citizens and immigrants. The South King County Regional 2003-2005 Profile reports that there are as many as 7,903 immigrant seniors who are primary caregivers for children in King County. Because of their limited English-speaking abilities Korean seniors become home sick and often fall into depression. Many organizations that offer services for Korean seniors are located either in Seattle or Tacoma. Because a number of Korean seniors do not drive and cannot afford their own car, they are limited in their ability to be mobile. In 2005, the Evergreen Club expects to serve 115 Federal Way residents with all City funding sources and the same number with Federal Way funding. The outcomes for this program are: • To ensure that seniors feel more connected with other family members who sometimes are out of the state or country. • Increase their access to current news from Korea and other local information. • Help Korean seniors live more independently. • Increase their ability to take charge of their life and feel empowered. 3. Capacity of Applicant (track record and experience, ability to manage and/or secure long- term operating support) Evergreen Club provides a complete "one stop" service for Korean seniors in Federal Way. The agency has been serving Korean seniors in South King County for over 10 years. The agency provides a variety of services, which includes, and is not limited to ESL classes, citizenship prep classes, referral services and computer training. The agency has experienced paid and volunteer staff with the ability to effectively manage the operations of the program. 4. Fiscal Evaluation (including appropriate funding sources, cost-effectiveness, realistic expenditure levels) Federal Way % of total budget: 41 % Federal Way % of total clients: 50% 2005 Program Revenue Sources Federal Way CDBG $ 0 Federal Way General Fund $ 30,000 Other Federal $ 0 State $ 0 King County $ 25,911 Other Cities $ 0 United Way of King County $ 0 Fundraising/Grants/other $17,011 TOTAL PROGRAM COST $ 72,922 Evergreen Club is not seeking other South King County city support because the program exclusively serves Federal Way Korean seniors. Currently the agency is receiving funding from King County but anticipates that funding could be decreased next year because the County is requiring that 20% of their clients come from unincorporated areas in South King County. Evergreen Club is concerned that they will be unable to serve these clients because a number of Korean seniors live in Federal Way not in unincorporated King County. Korean seniors prefer to live in Federal Way because they are closer to the Korean businesses in the area. The agency does not have a diversified funding base and other types of financial support should be sought -to reduce the agency's dependency on public funding. 5. Use of Volunteers and Community Coordination The Evergreen Club's Board of Directors are all volunteers who help guide the agency's mission and strategic direction. There are also a range of volunteers who provide a variety of services, which include and are not limited to, ESL classes, community service activities (i.e. planting trees, trash pick up), and transportation to seniors, and citizenship preparation classes. Medical professionals also volunteer their time to provide free exams and other medical services to the seniors. 6.- Ability to serve diverse populations The agency has experienced paid and volunteer staff who have the ability to effectively manage the operations of the program. 2 Other issues/concerns/questions: The agency is small with limited staff capacity. The existing budget relies entirely on public funding. Hours of operation to provide services are limited. This can be attributed to the fact that the agency has limited financial resources and the staff support to increase the number of days/hours that services would be available. STAFF RECOMMENDATION AND RATIONALE Staff recommends that the Evergreen Club continue to be considered for funding in the upcoming 2005-2006 funding round. While concerns were expressed the decision to consider funding is based on the following: • The agency is serving Korean seniors who because of their limited English-speaking abilities need an agency that can assist them with their special needs. • Services that are being provided are located in Federal Way, which provides easy access for the seniors to receive services. • An array of services is being provided to enable the seniors to live a more independent life. • The agency has a proven track record and has been serving Korean seniors for over 10 years. If funding were considered staff would recommend that the award is contingent upon the agency's board of director's creating a long-term fundraising strategy to help stabilize the agency's funding base. 3 Questions and Responses from Applicants 2005/2006 Human Services General Fund Goal #1 -- Basic Needs As of May 24, 2004 EVERGREEN CLUB — KOREAN SENIORS (TAB 8) Q1. On the first page of Worksheet #2 you say you will serve a total of 184 unduplicated clients in 2005, but on the second page. of Worksheet #2 you say you will serve a total of 230 unduplicated clients in 2005. Please make the proper correction and resubmit Worksheet #2. R1. File attached Q2. Why are you asking Federal Way for almost 100% of your budget? Do you anticipate receiving funds from King County? Also what other fundraising strategies are being developed to raise -funds from other private sources? R2. Our contract with King County was for 2003 to 2004. Since King County raised the clients from unincorporated area from 10% last year to 20% 2004, our chance of receiving funds from King County is very slim. The unincorporated area between Federal Way and Auburn is not very popular with Korean seniors due to their accessibility to Korean businesses in the Federal Way area. We are projecting that the percentage of clients from unincorporated area will decrease in the year 2005 and might not qualify for funding requirements form King County. As far as fundraising, we have been receiving private donations of approximately $5,000 every year. Evergreen Club has one part-time social worker who is already puffing -in many hours without pay. The rest are members who are limited or non-English speaking who does not have any experience in fundraising. We just don't have the experience or even the funds to start a fundraising project. We are an agency who assist our members to live independently. We still have long ways to go before the agency itself could be totally independent. 06/30/2004 Page 1 of 1 Agency: Program: 4. Summarize current services provided by the agency. ESL classes taught by volunteers, introduction to Internet and E-mail, Food and Nutrition (Korean meal served), monthly health screening such as blood -pressure and weight checked by an RN, community volunteer services such as picking up trash and planting trees in many of the parks and recreation centers through out the City of Federal Way and other cities as well. In addition, we participate in many events throughout the year in the City of Federal Way. We organize field trips for the seniors to visit many local parks and parks in other states. Social and/or referral services are a big part of the services we provide which includes interpreting and translating services assisting Korean seniors to live independently. We are the only agency to provide complete service to assist Korean seniors with life management in the City of Federal Way. 5. Board of Directors/Financial information: Attach a list of current board members. Include name, position/title, city residence, length of time on the Board, and expiration of terms. Note any vacant positions. Attach minutes of the last three board meetings. Attach a copy of the agency's annual budget. Attach a copy of the agency's most recent financial audit cover letter and management letter M Attach a copy of the agency's most recent year-end financial statement a) Does the audit meet the standards of OMB Circular A-133? Yes ❑ No ❑ b) If the organization has not had a financial audit, please explain the reason. We operate on a small budget and our budget does not allow a financial audit done by a CPA. We do have internal audit done by one of the members, who is elected every year and who is not a member of the board. Our bookkeeping is also assisted by a CPA. c) How many board meetings were held in the last 12 months? 4 d) How many meetings had a quorum present? all e) Does the agency carry comprehensive general liability insurance with a minimum of $1 million per occurrence and $2 million aggregate for personal injury and property damage? Yes ❑ No ❑ f) Does the agency certify that no public funds will be used for lobbying? Yes ❑ No ❑ A-3 "3=13 Agency: Program: Community Coordination 6. Describe how the organization's services are made known to the community? Evergreen Club has been serving Korean seniors for more than 10 years. Our many events are often featured in the two major news papers in the Korean community as well as radio and TV programs. Our program is featured in the City of Federal Way Parks and Recreation Brochures since we have a long standing partnership with the City of Federal Way. 7. Describe any formal partnerships the agency has with stakeholders (i.e. neighborhood/community/church groups, and/or non -profits). We have been holding our weekly gatherings at the Klahanee Community/Senior Center ever since the City of Federal Way occupied the building. Councilmen Mike Park and the City of Federal Way Community Liaison, Ms. Kim Hensley, have been working with us in assisting our members. We also have been working with Korean Woman's Association for many years in assisting our members learn English and providing Citizenship preparation classes. Evergreen Club is an active member of Korean Aging Services Coalition where many social service organizations, including SHIBA and Center for Medicare Services, come together to network and better serve the Korean seniors in the greater Seattle area and King County Volunteers from many of the local Korean churches in Federal Way also come to help prepare and serve during our Food and Nutrition program. 8. Describe how the agency uses volunteers and what positions they fill. All Board of Directors, bookkeeping, transportation coordinators and administrative assistance are volunteers. There are aboutl5 members who volunteer their time. Most of our board members reside in the. City of Federal Way. There are also many local Federal Way Korean church members who come to fulfill various tasks such as setting up tables and chairs, serving lunch, perform singing and dance routine, conduct exercise classes. Some of the local medical doctors and herbal medicine specialists volunteer to give free exam for our members. Many clinics and hospitals conduct free health seminars for our members as well. A-4 Agency: Program: 9. Accessibility and Cultural Relevance: a) If there are fees for services, are they reduced for low and/or Yes ❑ No ❑ N/AX ❑ moderate -income persons? b) Are services accessible/culturally appropriate for persons of color and Yes X❑ No ❑ non-English speaking persons? C) Are services accessible to physically disabled persons? Yes X C] No ❑ d) Does the program provide TTY/TDD phone service for the speech and hearing impaired? Yes ❑NoX❑ If yes, TTY/TDD e) The program is: `x_ Close to Public Transportation `x_ Special Transportation is Provided Vouchers are provided Other f) Does the agency have a nondiscrimination policy complying Yes X❑No ❑ with all federal, state and local laws prohibiting discrimination on the basis of sex, age, race, color, creed, national origin, marital status, or the presence of any disability, including sensory, mental or physical handicap? g) How are services provided? x_ First -Come, First -Served Waiting List x Based on Need Attach agency olicies related to non-discrimination 10. Has the agency previously administered CDBG funds?: Yes ❑ No X ❑ Please describe the agency's experience with CDBG funds: 11. Does the agency expect to expend over $500,000 in federal funds within the 2005 accounting year?: Yes ❑ No X❑ A-5 2005 Human Services Application (General Funds & CDBG) Worksheet 2: Program Outputs (Quantity of Service) Agency: Evergreen Club -The Korean Seniors Program: Senior Services Program Outputs: Complete one Worksheet for each program requesting funds. Numbers should reflect clients served by program requesting funds. 12. Persons to be Assisted: Complete the following table with unduplicated clients to be served by this program. (Column (3) will calculate automatically.) All Jurisdictions (1)Undupticated Ci Clients from All funding Sources (2)Unduplicated C Clients from Requested Funds . (3)% Unduplicated City Residents Served with Requested Funds (Auto Calc) 2004 2005 2004 2005 2004 2005 Algona #DIV/0! #DIV/0! Auburn #DIV 0! #DIV 0! Black Diamond #DIV 0! #DIV 0! Burien #DIV 0! #VALUE! Covin ton #DIV 0! #DIV 0! Des Moines #DIV 0! #DIV 0! Enumclaw #DIV 0! #DIV 0! Federal Way 0 115 0 115 #DIV 0! 100% Kent #DIV 0! #DIV 0! Maple Valle #DIV 0! #DIV 0! Milton #DIV 0! #DIV 0! Normandy Park #DIV 0! #DIV 0! Pacific #DIV 0! #DIV 0! Renton #DIV 0! #DIV 0! SeaTac #DIV 0! #DIV 0! Seattle #DIV 0! #DIV 0! Tukwila #DIV 0! #DIV 0! Unincorp.IQng County 230 115 230 115 100% 1000 Other: #DIV 0! #DIV 0! #DIV 0! #DIV 0! #DIV 0! #DIV 0! #DIV 0! #DIV 0! Unknown #DTV/0! #DIV/0! Total 230 0 230 (Insert hard copy of completed Worksheet 2 as page B -5a of application. Submit electronic copy of all worksheets with application.) 1-3 — -� (a 2005 Human Services Application (General Funds & CDBG) Worksheet 2: Program Outputs (Quantity of Service) Agency: Evergreen Club -The Korean Seniors Program: Senior Services 13. Projected Low -Moderate Income Benefit: What percent of your program clients served by this program are very low-/low4moderate-income? Note: See Appendix A for current income guidelines. (Use pool of clients reported in column (1) of Question 12 above.)(Column (5) will calculate automatically. Enter percentages in columns 2, 3 & 4 as decimals -.25. Participating City (1) Unduplicated City Clients from All Funding Sources (Column (1) of Question 12. above) (2) % of Clients Served by Program Very Low Income (0%-30% Median) (3) % of Clients Served by Program Low Income (31%- 50% Median) (4) % of Clients Served by Program Moderate Income (51%-80% Median), - (5) % of Clients that are Very Low/Low/Moderate -:Income (Auto Caic) 2004 2005 2004 2005 2004 2005 2004 2005 2004 2005 Auburn 0 0 0% 0% Burien 0 0% 0% Covin ton 0 0 0% 0% Des Moines 0 0 0%1. 0% Enumclaw 0 0 0%° 0% Federal Way 0 115 3% 37% 8% 48% Kent 0 0 0%° 0%° Renton 0 0 0% 0% SeaTac 0 0 0% 0% Seattle 0 0 0% 0% Tukwila 0 0 0% 0% Unincorp. Kina County 230 115 5% 3% 73% 37% 17% 8% 95% 48% Other: 0 0 1 0% 0% 0 0 0% 0% 0 0 0% 0% Unknown 0 0 1 1 1 0% 0% 230 230 �' 'sy y •. �4 tl w R, .I »'... "''; ".., ".,;:; rte- ".Rp"' (Insert hard copy of completed Worksheet 2 as page B -5a of application. 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Z : §:r m ■ ( 40, m � 0 F O� 2 n g g A00 ■ � m 2 4, su Cl) -n CD � § $ U) o 90 � 0 0 ou r � 2C Human Services General Fund Application — Tab 9 2005/2006 CDBG PUBLIC SERVICE/HUMAN SERVICES GENERAL FUND APPLICATION SUMMARY Agency/Program Name: Federal Way Community Care Giving Network (FWCCGN)/Emergency Shelter & Rent Assistance Program HUMAN SERVICES GENERAL FUND HS Priority/Strategy: Goal 1 (Basic Needs) Proposed Request for 2005: $25,000 Lowest amount if less than request: $20;000 Location where services will be provided: Federal Way Community Caregiving Network Cottage, Church of the Good Shepherd Episcopal, 312th Street Federal Way, WA. 98003 FW HS Funding History 1. Program Summary 2003: $15,000 2004: $15,000 The Emergency Shelter & Rent Assistance program provides rent assistance, motel lodging and motor vehicle gas for low-income individuals/families who are in need of emergency assistance. 2. Demonstrated Need and Effect of Project (including performance and outcome measures) According to the National Low -Income Housing Coalition's December 2003 report, a household at 30% of the median income, earning $18,000 annually, can only afford $470 in monthly rent, while the Fair Market value of a two bedroom apartment tops at $780 a month. King County's Consolidated Plan released in March 2004 reported that 70% of South King County renters are below 30% median income. A person -earning minimum wage at $7.16 an hour must work 80 hours a week to afford the average two-bedroom apartment. A fixed income senior or disabled person receiving $552 a month from SSI can only afford $166 a month for a one -bed room apartment, which on average rents for $621 a month. The FWCCGN reports that between 2001-2003 they assisted over 1,000 Federal Way residents who were in crisis and in need of emergency assistance. Services provided ranged from motel vouchers, rent assistance, gas or food. In 2005, the FWCCGN expects to serve 1,300 Federal Way residents with all City funding sources and 546 with Federal Way funding. The primary outcome for this program is to stabilize the current housing situation for families needing rent assistance. Since 1997, FWCCGN has received funding from the City of Federal Way in support of its Emergency Shelter/rent Assistance program. The breakdown is as follows: 1997 11998 11999 2000 2001 12002 12003 12004 $8,000 J$8,000 1 $10,000 $10,000 $10,000 J$15,000 J$15,000 1 $15,000 At the end of 2003, FWCCGN served 285 unduplicated Federal Way residents, provided 1,015 in unduplicated rent assistance, and furnished 377 rent assistance vouchers. The 2004 first quarter report indicated that at the end of March, 45 unduplicated Federal Way residents have been assisted, 279 unduplicated city rent assistance vouchers were provided, 89 motel vouchers were furnished and 96 rent assistance vouchers were provided. 3. Capacity of Applicant (track record and experience, ability to manage and/or secure long- term operating support) The FWCCGN has been serving Federal Way low-income families for over 15 years. In 1992 they sponsored a Community Supper at Steel Lake Presbyterian Church on Monday evenings and expanded that service to provide supper at the Calvary Lutheran Church on Thursday evenings. In February 2004, a third Community Meal was added that is being held at the Church of the Good Shepherd Episcopal in partnership with St. Vincent DePaul Catholic Church. The staff for the Emergency Shelter & Rent Assistance Program are primarily retired volunteers with extensive backgrounds and education levels in business, management, human resources, computers, nursing and accounting. 4. Fiscal Evaluation (including appropriate funding sources, cost-effectiveness, realistic expenditure levels) Federal Way % of total budget: 45% Federal Way % of total clients: 100% 2005 Program Revenue Sources Federal Way CDBG $ 0 Federal Way General Fund $ 25,000 Other Federal $ 0 State $ 0 King County $ 0 Other Cities $ 0 United Way of King County $ 0 Fundraising/Grants/other 30,000 TOTAL PROGRAM COST $ 55,000 The Emergency Shelter and Rent Assistance program's only source of public funding is through the City of Federal Way. FWCCGN is requesting an increase in funding because the number of clients has increased and the cost to provide services has also -grown. In 2003, the program served 1,300 people and spent $38,596 in providing this service. This indicates the agency has successfully leveraged City funds with ,monies raised through private donations. 5. Use of Volunteers and Community Coordination The organization is run entirely by volunteers. Volunteers working for the agency have extensive backgrounds in business, management, human resources, computers, nursing and accounting. 6. Ability to serve diverse populations Staff has the necessary skills to effectively manage the program and work with a diverse low-income population needing assistance. Z_ � I " __ 2 Other issues/concerns/questions: The agency has not adequately explained how they came up with their service unit cost. Additional information will need to be provided to determine what are the actual costs that the agency is incurring while serving Federal Way residents. STAFF RECOMMENDATION AND RATIONALE Staff recommends that the FWCCGN continue to be considered for funding in the upcoming 2005- 2006 funding round. This decision is based on several factors: ` • The agency has demonstrated a proven track record in providing emergency services to the Federal Way community. • The organization continues to meet or exceed their performance goals and outcomes. • Services are provided in and located in Federal Way, which allows for convenient access for the low-income families/individuals to receive services. • The program provides a critical service to Federal Way low-income families, especially now with the number of people who remain unemployed and are without jobs. • The program is able to successfully leverage City funding with other donations raised. • City dollars are fully invested (100%) in the program. If funding is considered staff would recommend that the award is contingent upon the agency revising its service unit methodology to determine what the service unit cost. Questions and Responses from Applicants 2005/2006 Human Services General Fund Goal #1 — Basic Needs As of May 24, 2004 FWCCN — EMERGENCY SHELTER (TAB 9) Q1. Please expand on Question #4 and give more details because the current description provides a limited explanation regarding the current services being provided by the agency. R1. The FWCCN provides a continuum of care for people in need within the Federal Way School District. Emergency Services may provide as follows: rental assistance, limited motel stays for emergency situations (homeless, domestic violence, child endangerment, etc.), gasoline vouchers and/or a bag of food. In addition, information and referrals for additional assistance is available and provided. Clients come to our walk-in facility located on the grounds of The Church of the Good Shepherd and are assisted by our volunteer workers. We also provide Community Suppers weekly to people in our community — the Monday supper served at Steel Lake Presbyterian Church on S 308th began in 1992. The Thursday supper served at Calvary Lutheran on S 320th, began in 1994. A Saturda�r meal is now being served, as of March 2004, at the Church of the Good Shepherd on S 3121 in partnership with this church and St Vincent. Q2. Regarding Question #7, explain your partnerships further. What do you mean by "formal" partnerships? What type of partnerships do you have that are not "formal"? R2. We do not have FORMAL partnerships! All partnerships by/with FWCCN are considered INFORMAL, as there are no signed contracts, We do enjoy partnership s for facility use with Steel Lake Presbyterian, St. Vincent de Paul Catholic, Calvary Lutheran and Good Shepherd Episcopal Churches. We also share partnership with the Multi -Service Center which provides 5 -6 bags of food per week for distribution. Some motels within Federal Way have agreed to accept vouchers from clients, and bill us, via mail after the client has left. All of the above are associated in a mutually beneficial capacity with a common goal to assist those needy within our community. Q3. Please give a more detailed response to Question #8. R3.. Our volunteers staff the Emergency Services Program and serve in the following capacities: - Program Director - Interviewers - Information Recorder - Greeters The Community Suppers volunteers serve in the following capacities: - Site Coordinator - Financial contacts - Gleaners - Cooks - Greeters - Food Servers 06/30/2004 Page 1 of 4 Q r3-� Questions and Responses from Applicants 2005/2006 Human Services General Fund Goal #1 — Basic Needs As of May 24, 2004 Setup and Cleanup Our ALL volunteer Board consists of: - Chair - Vice Chair - Secretary - Treasurer - Emergency Services Director - Supper Coordinators - And Members At Large Q4. Give a more detailed response for Question #10 — why is there an increased need? Quantify this need by using local or regional data, which confirms or describes the problem or need your agency is trying to address. R4. FWCCN was established to provide a continuum of care for people in need within our community. We provide crisis help to people who are the verge of eviction or to those who are already homeless. In 2001, the Emergency Service Program spent $ 33,450 on rent and motel vouchers for 1046 people. In 2002, the Emergency Services Program spent$ 30,373 to serve 1096 people. In 2003, the Emergency Services Program saw an increase to monies spent of $38,596, serving 1300 people. The 2003 increase was in the area of rental assistance. The increased demand for services required us to reduce the dollar amount we provide for rental assistance -per client, and to tighten our requirements for motel stays. These measures were taken to be able to provide assistance to as many clients as possible. Q5. Re: Question #11 — how is the money disbursed? Cash, vouchers, etc.? What type of training do your volunteers receive to work with the people receiving assistance? R5. Rental Assistance is provided by a check written to the apartment complex or to a landlord. Gasoline assistance is provided by a voucher written to a specific gas station in Federal Way. Motel stays are provided with a voucher to a motel, who then bills the FWCCN when the client checks out. Cash is NEVER given directly to a client. Many of our Emergency Services volunteers are retired business people who bring a wealth of experience to their volunteer assignments. Training for specific jobs within the Emergency Services is provided by the Program Director and is 'on the job' training. 06/30/2004 Page 2 of 4 Questions and Responses from Applicants 2005/2006 Human Services General Fund Goal #1 — Basic Needs As of May 24, 2004 Q6. The number of clients served/performance goal for last year doesn't make the case for an increased funding request. Please explain further. R6. The numbers given represent a portion of the actual monies FWCCN spent in 2003. The numbers also are a `true -up' of records to the actual numbers of clients served for rental assistance and motel stays. Q7. - Question 16C, it is not clear to us how you came up with the service unit cost. Please see quarterly reports provide to the city, throughout 2003 by FWCCN. Q8. On Question #17, state what the outcomes were supposed to-be=and how they were met. R8. When we contracted with the city for 2003: Total Actual Services As you can obviously see, the FWCCN far exceeded the 2003 plan. Q9. On Question #20, explain the service record and the key staff better. R9. This is an ALL volunteer staff. We come from many walks of life and all are interested in providing help to those in need within our community, by giving back to the community with our time and experience. The FWCCN has consistently met or exceeded their Outcome Based_ Performance measures, as .reported quarterly to the City of Federal Way. Q10. Re: Worksheet #6, what would our percentage of funding pay for? R10. Based on the worksheet numbers, the City of Federal Way would be funding approximately 50 - 52 % of the FWCCN expenditures. Q11. What is the 4% administrative cost for if it doesn't pay personnel? R11. The % Administrative costs consist of the following: 06/30/2004 Page 3 of 4 Planned For Actuals Unduplicated # of Federal Way clients for Shelter 208 285 Unduplicated # Rent Assistance 240 1015 # of Bed Nights 450 516 # of Rent Vouchers 80 377 As you can obviously see, the FWCCN far exceeded the 2003 plan. Q9. On Question #20, explain the service record and the key staff better. R9. This is an ALL volunteer staff. We come from many walks of life and all are interested in providing help to those in need within our community, by giving back to the community with our time and experience. The FWCCN has consistently met or exceeded their Outcome Based_ Performance measures, as .reported quarterly to the City of Federal Way. Q10. Re: Worksheet #6, what would our percentage of funding pay for? R10. Based on the worksheet numbers, the City of Federal Way would be funding approximately 50 - 52 % of the FWCCN expenditures. Q11. What is the 4% administrative cost for if it doesn't pay personnel? R11. The % Administrative costs consist of the following: 06/30/2004 Page 3 of 4 Questions and Responses from Applicants 2005/2006 Human Services General Fund Goal #1 — Basic Needs As of May 24, 2004 To be an ALL volunteer organization means that NO personnel are paid! Costs associated with the FWCCN are: - monthly telephone charges (approximately $50.00 per month) - quarterly Newsletter (printing costs) Postage (for the newsletters) Business fees o Secretary of State o Health Department Permits In addition to the above costs, the FWCCN pays usage fees to the 3 churches, where our Community Meals are held. We purchase a significant amount of the food served 3 times a week at the Community Meals We also pay for necessary supplies (ie: plates, napkins, etc.) The FWCCN also has paid over $2700.00 for gasoline during 2003, for our clients, which we have not reported elsewhere. The following costs are not charged to the FWCCN: - printing /paper costs associated with forms clients fill out - printing/paper costs for referral information available to clients - postage for Thank You notes sent for donations received - postage used for paying bills - postage used to fill out informational requests from the County/State or other organizations - office supplies (pens, tape, clips, staples, etc.) - office equipment (tables, chairs, fans, space heaters, etc.) - gasoline used to pick up food bags from the Multi -Service center - gasoline used to pick up food for the Community Services - volunteer time - replacement, as needed, of appliances/equipment within churches serving Community Meals 06/30/2004 Page 4 of 4 Human Services General Fund Application — Tab 10 2005/2006 CDBG PUBLIC SERVICE/HUMAN SERVICES GENERAL FUND APPLICATION SUMMARY Agency/Program Name: Federal Way Senior Center/Nutrition Program HUMAN SERVICES GENERAL FUND HS Priority/Strategy: Goal 1 (Basic Needs) Proposed Request for 2005: $12,500 Lowest amount if less than request: $12,000 Location where services will be provided: Federal Way FW HS Funding History 2003: $12,500 2004: $12,500 1. Program Summary The Nutrition Program provides nutritious meals for low-income seniors. 2. Demonstrated Need and Effect of Project (including performance and outcome measures) A King County survey revealed that approximately there are 7,000 residents who are 65 years of age or older living in King County. The emergency food assistance program estimates that 11.9% of Washington households are food insecure. The America Second Harvest reports that about 50% of eligible seniors participate in a food stamp program and 62% participate in a congregate meal program. In 2005, the Federal Way Senior Center expects to serve 550 Federal Way residents with all City funding sources and 328 with Federal Way funding. The outcome for this program is to provide a social setting and reduce isolation while providing access to food. Since 2003, the Federal Way Senior Center has received $12,500 from the City of Federal Way in support of its Nutrition Program. At the end of 2003, FWCCGN served 934 unduplicated Federal Way residents and provide 13,800 hot meals to seniors. 3. Capacity of Applicant (track record and experience, ability to manage and/or secure long- term operating support) The Federal Way Senior Center has been providing services to seniors for the last 2.years. The agency is completely run by volunteers with the exception of three cooks who are paid part-time staff. The center averages 45 hot meals a day and is open on all holidays except Thanksgiving and Christmas. 4. Fiscal Evaluation (including appropriate funding sources, cost-effectiveness, realistic expenditure levels) Federal Way % of total budget: 13% Federal Way % of total clients: 56% 2005 Program Revenue Sources Federal Way CDBG $ 0 Federal Way General Fund $ 12,500 Other Federal $ 0 State $ 0 King County $ 35,000 Other Cities $ 0 United Way of King County $ 800 Fundraising/Grants/other $50,800 TOTAL PROGRAM COST $ 99,100 Based on program revenue sources, the budget appears realistic and the agency has the appropriate revenue sources to effectively run the program. 5. Use of Volunteers and Community Coordination The Director, Assistant Director, Secretary, Maintenance worker and Board of Directors are all volunteers and serve in various capacities within the center. The center also has a number of volunteers who serve at their food bank and handle a variety of activities (i.e. unload, display and transfer food). 6. Ability to serve diverse populations The center has the staff capabilities to serve a diverse population. Other issues/concerns/questions: The center has limited staff capacity and there is a concern regarding long-term stability of the organization. STAFF RECOMMENDATION AND RATIONALE Staff recommends that the FWCCGN continue to be considered for funding in the upcoming 2005- 2006 funding round. This decision is based on several factors: • The agency has demonstrated a proven track record in providing nutritional meals to the Federal Way seniors. • The organization continues to meet or exceed their performance goals and outcomes. • Services are provided and located in Federal Way, which allows for convenient access for the low- income seniors to receive a hot meal. • The program provides a critical service to Federal Way low-income seniors because they are guaranteed to receive a nutritious, hot meal. • The program is able to successfully leverage City funding with other donations raised. If funding were considered staff would recommend that the award is contingent upon the agency submitting a revised budget that clearly shows how the -funds will be used and a succession plan or organizational strategy that looks at the long-term staffing needs of the organization. .7 2 Questions and Responses from Applicants 2005/2006 Human Services General Fund Goal #1 — Basic Needs As of May 24, 2004 FEDERAL WAY SENIOR CENTER (TAB 10) Q1. Please re -do the following Worksheets: Worksheet 5 (Program Revenue), Worksheet 6 (Program Expense) and Worksheet 7 (Program Personnel). These worksheets indicate a different set.of numbers then the $12,500 being requested in the application (refer to Part II Program Information). It is also important that the $12,500 for the Nutrition program be separated out in order for us to determine what our funding will pay for. - R1 Q2. Please give a more detailed program description for Question #11 — include computer training for seniors, etc. R2 03. Please provide more detailed outcome results. Q4. For Question 16 A, Person's to be assisted, please tell us how the numbers/percentages are determined. This answer was left blank. R4 06114/2004 Page 1 of 1 ► �� Agency: Program: 7 Program Description 11. Describe the service for this program for which funding is requested. The description should contain: (1) Program objective; (2) Program components and structure; (3) Description of client based to be served; (4) How and when the service will be provided; and (5) By whom the service will be provided, e.g. trained volunteers, licensed counselors, medical doctors, etc. We currently average forty-five hot meals a day, thirty, which are for low-income. We want to increase that total to sixty a day for low income and volunteers. This service will be daily Monday thru Friday. We are open on all holidays except Thanksgiving and Christmas. We have one cook and two fast line cooks, all are part-time employees. We do have a volunteer in for two hours each day. A --r fe6sW—,r wIF RI -SO SF_R%1 rla-A.� o� ou'R sE�v�oRS, w6 NAVf. [ioiL64 C -G46 �o�►.S 640.6565 tlVO►A•�S p coCoA A. ��� '.�FrNibRS C.oMb vn�� 1� BR�RrG�}5�' RND �a iiGK v� �' vp evnPy �� R CIA-5565 Wt"-. S,,,'h�e/r f QNAA 1 n1 RvGus r �v� R�a� C.t �s� s WN60 WA OWE! CX)R F1 RESP 14 Apt O r_cc� S �.s Pok A F6VFX s&I! QRS (km c -A A JN P httVPjt,, >` OSf A+O A R -A r J Agency: Program: Pro ram Out UtS (Quantity of Service) Insert Completed Excel Worksheets 2, 3 & 4 Here: Worksheet 2: Program Outputs (Quantity of Service): Question 12. Persons to be Assisted Question 13. Projected Low -Moderate Income Benefit. Worksheet 3: Program Outputs (Quantity of Service, Cont.): Question 14. Service Units (Outputs) and Cost per Unit— Program Worksheet 4: Program Outputs (Quantity of Service, Cont.): Question 15: Demographics ® Provide Electronic Excel Spreadsheets to cities requesting electronic files in the supplemental information from which funding is requested by this application. 16. Documentation: Please describe how the numbers or percentages in Questions 12-15 were developed. a. Persons to be assisted Are figures based upon: Individual* P9 or Household ❑ How were numbers/percentages determined?: 9\,/ KING LouNT� S���FI b. How is City residency determined? Yearly King County survey. c. Service Unit Costs — Program: give the specific methodology for determining rate. d. Is an intake form currently used for this program? Yes F] or No* ❑ Q Attach a copy of the intake form for this program. e. If no intake form is currently used, please explain how projected low -moderate income benefit in Worksheet 2, Question 13 was determined. Agency: Program: ram outcomes (Effectiveness of Service) o 17. Provide an overview of the program's most recent outcome results. This center has performed the last two years. We are feeding more low-income senior citizens than ever. We anticipate that need will be greater in the coming years. UVi� PQE AtSo F>~,EO�r�G BR�tft�C�`i15� 'fC> MA JV <Sr A^ _S , -1'"C uPILL- �E H A,)!*6 No'r 156- lb) � j BK FAV FHS -r t1v F ,v�o wIL�L Src vA prn40 0R�,6 LOPCkl. I i Sems WE HAvf ritRf FEt1ALG Ong rrJeOrV_, Wi .dr BvK 1Cb'114L-6 jZj5t4&fK5 tiAoV W.C-0mr- or .a_46 I�f3�1 d iv. 18. Describe program modifications during the past year or expected in the next year: We are taking left over food from meals and boxing it up for low-income to take h me so they ave extra food at home, at night, and on weekends. WF_ N4VC P�vR,44_SEo Cb�tNE2S /4,KI< F�v old ( ,-5 ��\ ®l��s�■. CL !/ ■{( !'r & >=,mm,mo $!ƒ§Efk» ,- &- ;��i|;7� � irfa, fA \ / ( } , . | I � ƒ . o o � 3- ( ,-5 ��\ Oo-400P W N - T l7 i -iw+��c-nrn�v(pp cplmD A g w aS NO C (D (D (D (D 7 to < 7. Q �. O R d 7 Q C m 3� c C A p �m �Qo C7 Y C iD N r � N a in Q R ao 0 1 0 0 0 0 0 0 0 0 0 0 C! 7 Or p (D (D < 4 4'+ 0 N S �. y W H - m (D W p $ r c o 8 s. j A Q j y 7 y Q O ayama W T (n n a m ac w JN IC OA -U m K0 = Q O y. O o Q y, O d c m a i IA m =i 0) o N rt V ' m � cr o NCD 7. c u+ V O M 003 MNo i a a u� - m (D y m cox v NO C N nCD W .�.. - `G y 7f°c M�,,, A cn O O' (yil O N V N 7 N d 3 Rami o oo C, CD 7 c c a W n m D o (1) — rt A —1CD y W A (D �.. e+ rna v yarn "m � _ < Q � Q fA C N n--:40.0 y y p N N v CD 4 O .►P _I;Zy O (n cm V O O((('A� mN O y _ O L� Op (n ul 7 X (D O C3 V) G N n C ,o 0 7 -U W rhe A N y 0 0 0 0 0 0 0 0 0 0 0 0 0 1 -j a. cD D O r -i N V O 7 C y uai O N d N O (D (D ' � 7 O O O O O O O O O O O O O ID Q1 1 Q y k• - r rn •1 A Cit Fe St Q i 6/ 2005 Human Services Application General Funds & CDBG) 3 Worksheet 5: Program Revenue Agency: Ef-OE40L WAY SFA)IOR CXAI �� Programs: m) RI •hoc; 21. Program Revenue: Pfovide-detail on funding from ALL SOURCES including non -grant funding. ,. ,� .. , . a� �z«,�u`in�a dX&��5��."' : • w` i.:at�"�°����%#�i?" .. ;' ` " . r ,x�"',�i'»�`fa�:�i�" " a�r€�k��,` 4 Revenue Sources Current Year 2004 Approved Budget (GF + CDBG) Next Year 200_5 Estimate* Committed for 2005 Restricted Use (if any) :ies• Auburn 0 Yes .. Burlen El Yes Covington ❑ Yes Des Moines 0 Yes Enumclaw O Yes Federal Way J, o 0 Yes Kent 0 Yes Renton 0 Yes SeaTac 0 Yes Tukwila 0 Yes 0 Yes 0 Yes 0 Yes deral• ❑ Yes 0 Yes 0 Yes 0 Yes :ate: 0 Yes 0 Yes 0 Yes )un - {)©� 00 0C� 0 Yes (^ 000 DO Yes 0 Yes Foundations , {0 000 iJ 0 V e� ❑ Yes United WayC7 D 0 Yes Service Fees to 0 ❑ Yes Other n Dfl ❑ Yes Total 2005 <V8 5.wo - l CSO - nx *2005 request will also be considered for 2006 funding by those cities on a two-year funding cycle for Human Services General Funds and/or CDBG Public Service Funds. Include program request for both General Fund and/or CDBG funds anticipated to be available for human services. Issues About Revenue Comments: 315 (Insert hard copy of completed Worksheet 5 as page B -9a of application. Submit electronic copy of all worksheets with application.) uman Services General Fund Application — Tab 11 2005/2006 CDBG PUBLIC SERVICE/HUMAN SERVICES GENERAL FUND APPLICATION SUMMARY Agency/Program Name: FUSION/Transitional Housing for Women & Children HUMAN SERVICES GENERAL FUND HS Priority/Strategy: Goal 1 (Basic Needs) Proposed Request for 2005: $10,000 Lowest amount if less than request: $8,000 Location where services will be provided: Federal Way FW HS Funding History 2003: $2,000 2004: $2,000 1. Program Summary FUSION in partnership with the YWCA provides transitional housing, case management and a variety of other advocacy/referral services to women and their children who were former victims of domestic violence. 2. Demonstrated Need and Effect of Project (including performance and outcome measures) The City of Federal Way's Comprehensive Plan indicates there are 7 organizations that offer emergency and transitional housing to residents of Federal Way. Households at 30% or below median income find it extremely difficult to afford market rate rents. For example, a single mother with 2 children working as a sales clerk earning an annual income of $14,864 can only afford $371 per month for rent or a mortgage payment. This calculation is based on HUD's recommendation for paying 25-30% of one's gross monthly income towards rent or a mortgage. In 2001, the median rent for a 2 -bedroom, 1 -bathroom apartment in Federal Way was $703 per month, according to the Seattle -Everett Real Estate Research Report. This disparity in affordable rents forces many families to rely on homeless shelters and other temporary housing options in their community. In 2005, FUSION expects to serve 10 Federal Way residents with all City funding sources and the same number of unduplicated clients with Federal Way funding. The primary outcome for this program is to enable families to move into permanent housing, which results in a more stable family environment. Since 1998, FUSION has received funding from the City of Federal Way in support of its Transitional Housing/Women & Children Program. The breakdown is as follows: 1997 11998 11999 12000 12001 12002 12003, 12004 $0 J$2,000 1 $4,000 $4,000 J$4,000 J$4,000 1 $2,000 J$2,000 At the end of 2003, FUSION served 32 unduplicated Federal Way residents, provided 160 hours of case management services and the number of bed nights provided was 5,972 hours. The 2004 first quarter report indicates that at the end of March, 18 unduplicated Federal Way residents have been served, 40 case management hours have been provided and the number of bed nights provided is 1,526 hours. Based on these statistics, FUSION has already exceeded two of its three goals. 3s1 V In the last 2 years, FUSION and the YWCA have a 100%success rate in helping their clients find permanent housing. 3. Capacity of Applicant (track record and experience, ability to manage and/or secure long- term operating support) FUSION has been providing services to the Federal Way community for over 10 years. The agency has grown from 13 volunteers to over 70. The volunteers for the agency have a variety of skills. Some are attorneys, real estate executives, contractors, bankers, elected officials and homemakers. The YWCA has extensive experience working with families who are homeless, in crisis or experiencing domestic violence. Two of the family advocates that provide services have received their Family Development Credentials after successfully completing 110 hours of training and coursework that focuses on empowering low-income families. 4. Fiscal Evaluation (including appropriate funding sources, cost-effectiveness, realistic expenditure levels) Federal Way % of total budget: 20% Federal Way % of total clients: 100% 2005 Program Revenue Sources Federal Way CDBG $ 0 Federal Way General Fund $ 10,000 Other Federal $ 0 State $ 0 King County $ 0 Other Cities $ 0 United Way of King County $ 0 Fundraising/Grants/other $40,000 TOTAL PROGRAM COST $ 50,000 FUSION is requesting an increase in funding because the overall costs to support their program have grown and to help augment funding lost from King County. In previous years the agency could expect to receive approximately $15,000420,000 from the County but because of the County's budget cuts, those funds are no longer available. The agency is looking to diversify their funding by seeking other foundation and private sector support. Based on the level of services being provided, the expenditure levels are realistic. 5. Use of Volunteers and Community Coordination FUSION is entirely run by volunteers. The volunteers handle the organizational planning, fundraising, education campaigns (i.e. creating awareness about FUSION program to service organizations, churches and businesses), maintenance on the transitional housing units, grant writing, event management and service contracting with the YWCA. Volunteers with a financial background offer free counseling services to the clients to help them learn about budgeting and financial planning. A career counselor recently offered resume writing assistance and interview preparation services to help supplement the job readiness services offered by the YWCA. The YWCA partners with Renton Technical College and Highline Community College to provide students with a learning opportunity while volunteering. Volunteers provide phone reception services 2 Questions and Responses from Applicants 2005/2006 Human Services General Fund Goal #1 — Basic Needs As of May 24, 2004 FWCCN FUSION (TAB 11) Q1. Why are you asking for an additional $8,000? What are your cost increases. The cost per person seems high ($1,000/year). R1. Our request for funds is based on the need to provide for additional housing units since we now have nine to support. Our overall costs for support of this program are dramatically higher because of the additional units and also because funding from King County has "evaporated". When we requested funds from the City of Federal Way in previous years, we could expect to receive approximately $15,000-$20,000 from King County. Those funds are no longer available. Each of our housing units costs us approximately $5000 for contracted case management services through the South King County YWCA per year. For ease of writing this particular grant request, we chose to change the format we have used in previous years and request funding for only two units rather than all nine. Q2. How much do case managers make and what is their cost per person (not per hour)? R2. Case management costs are not determined on an "hourly rate" but are based on a per unit, or family costs per year. I do not know what a case manager's personal income is, however, if that information needs to be forwarded to you, I will request the information from Gina Custer, Director of Transitional Housing for South King County YWCA. We currently have three case managers that provide services to all of our units. Q3. Why are you applying for funds for two units and not all nine units? R3.Only because we felt it would be easier to write the request based on two units rather than all nine. Q4. Using your figures for case management, it would cost $10,000 for case management for two units. This doesn't include maintenance costs. Is this accurate? R4. Absolutely. .4 06/30/2004 Pa ; _ 3 �� 4 or design work to refurbish furniture for use in the shelters. Corporate employee volunteer groups have volunteered and rehabbed housing units and landscaped shelter groups. Civic groups, church organizations or schools have volunteered their time to organize various drives that provide lines/furniture, kitchen supplies for their emergency shelters, which house domestic violence and homeless families. 6. Ability to serve diverse populations Both FUSION and the YWCA have demonstrated their capabilities to serve a diverse population. The YWCA has bi-lingual staff that can provide translations assistance when needed. Other issues/concerns/questions: FUSION is looking to become its own 501©(3). Presently the agency has been serving under the Federal Way Community Caregiving Network. Because of the pending organizational change, FUSION's Board of Director's will need to come up with a strategic plan that will systematically layout how quickly the agency intends to grow, determine if its current program structure will expand or branch out into other services, what revenues will it need to sustain operations, and begin to think about hiring a Director and adding additional paid staff. The agency also needs to come up with a fundraising strategy to diversity its current funding base for the program. STAFF RECOMMENDATION AND RATIONALE Staff recommends that FUSION be considered for funding in the upcoming 2005-2006 funding round. This decision is based on several factors: • The agency has demonstrated a proven track record and excellent reputation in providing transitional housing and other services to the Federal Way community. • The organization continues to meet or exceed their performance goals and outcomes. • FUSION has a long-standing partnership with YWCA and they are working together to provide an array of comprehensive services to low-income families and their children. • Services are provided and located in Federal Way, which allows for convenient access for low- income families and their children to receive services. • The program provides a critical service to Federal Way low-income families and their children. • City dollars are fully invested (100%) in the program. If funding is considered staff would recommend that the award is contingent upon the agency developing a funding strategy and strategic plan, that will explain how the agency will stabilize its funding base, and long-term organizational growth. �� 3 Human Services General Fund Application - Tab 1 2005/2006 CDBG PUBLIC SERVICE/HUMAN SERVICES GENERAL FUND APPLICATION SUMMARY Agency/Program Name: Hearing, Speech & Deafness Center /Audiology Services Program HUMAN SERVICES GENERAL FUND HS Priority/Strategy: Goal 1 (Basic Needs) Proposed Request for 2005: $5,000 Lowest amount if less than request: $5,000 Location where services will be provided: Seattle FW HS Funding History 2003: N/A 2004: N/A (This is HSDC`s first time to submit a funding request to the City). 1. Program Summary The program provides diagnostic and treatment services to clients of all ages. The services include and are not limited to, comprehensive hearing evaluations, hearing aid exams for all ages, sales of hearing aids, community education classes and aural rehabilitation. 2. Demonstrated Need and Effect of Project (including performance and outcome measures) According to the U.S. Census the number of residents in need of services, like those provided by the Hearing Speech & Deafness Center (HSDC), by city are: 8,778 in Auburn, 16,700 in Federal Way, 2,970 in Covington, 10,980 in Renton and 16,842 in Kent. Hearing loss, speech challenge or deafness affects one out of five King County residents. The Hearing Industries Association's Congressional Report indicates, "that the prevalence of hearing loss increases with age — up to one in three for those over age 65. Among seniors, hearing loss is the third most prevalent, but treatable disabling condition, behind arthritis and hypertension." These numbers are expected to increase further as baby boomers reach retirement age. When looking at the effect of hearing loss among children, a 30 year old study from Gallaudet University revealed that half of the children who experience hearing loss graduate from high school with a fourth grade reading level or less. The Hearing Industries Association's congressional report states that "when children are not identified and do not receive early intervention, special education for a child with hearing loss costs schools an additional $420,000 and has a lifetime cost of approximately $1 million per individual." To address this issue, HSDC has created a program which offers five main components: 1) Hearing tests, 2) Hearing Aid evaluations and fittings, 3) Hearing Aid Service Appointments, 4) the Gift Aid Program and 5) the Aural Rehabilitation. The structure of the program is designed to enable Audiologists to assist individual or group clients by helping them optimize their residual hearing and make the most of the assistive technology available to them through the Center. In 2005, HSDC expects to. serve 14 Federal Way residents with all City funding sources and only 3 with Federal Way funding. Staff contacted the agency and asked a follow-up question, "Why would 3 Federal Way residents be served with just City of Federal Way funds?" The agency responded by indicating they understood the question in Worksheet 3 to be asking, "How many Federal Way clients could be served with the money that they are requesting from the City?" The agency came up with the number of 3 clients by calculating the Audiology Services average cost per client and divided the proposed $5,000 request by that number. HSDC further added that in practice any donation to Audiology Services would benefit the entire program, thereby benefiting all Federal Way clients. 3�I The outcomes for this program include helping people with sensory disabilities, increase their independent living skills, increase their client's abilities to perform their daily activities and not become socially isolated. 3. Capacity of Applicant (track record and experience, ability to manage and/or secure long- term operating support) The HSDC is an established agency that has been around for over 65 years providing quality services in King County and throughout the Pacific Northwest. The agency is recognized as one of Washington's top three leaders in the Audiology and communication field. The agency's staff is also highly trained. They hold ASL certifications received from the American Speech -Language -Hearing Association and Master's degrees in the study of hearing, hearing disorders and rehabilitation. The organization also went through internal restructuring to improve their fiscal and business management procedures and hired a Chief Financial Officer to help manage these functions. The agency has established connections in the Federal Way community. HSDC contracts with the Federal Way School District No. 210 to provide Audiology services and contracts with Birth -to -Three to provide specialized client services. In fiscal year 2002-2003, Birth -to -Three's Parent/infant program served 4 clients and is currently serving 7 Federal Way residents. It is expected that 7clients will also be served in 2005. 4. Fiscal Evaluation (including appropriate funding sources, cost-effectiveness, realistic expenditure levels) Federal Way % of total budget: 1 % Federal Way % of total clients: 3% 2005 Program Revenue Sources Federal Way CDBG $ 0 Federal Way General Fund $ 5,000 Other Federal $ 0 State $ 0 King County $ 0 _ Other Cities $ 40,000 United Way of King County $166,003 Fundraising/Grants/other $223,997 Service Fees $465,000 TOTAL PROGRAM COST $ 900,000 The agency appears to have appropriate funding sources to run the program. However, administrative costs for the program are high (24%). The agency explained that operating expenses are at current levels for a variety of reasons: the agency recently completed their capital campaign, which increased their administrative costs, a Chief Executive Officer was hired with property management and for-profit experience to help manage their new facility, the agency also brought their patient services in-house (billing was formerly outsourced). By having this function in-house HSDC can better manage their billings and collections. Increase in training costs, personnel and technology to make their facility, programs and operations more accessible are also contributing factors for why the administrative costs are high. 2 HSDC subsidizes the cost of their services, through its Uncompensated Care Fund, which enables low and moderate -income people to receive their services. Approximately, 35-40% of revenues raised through United Way and other sources are allocated to this fund. 5. Use of Volunteers and Community Coordination HSDC has an active volunteer base. The agency successfully utilizes volunteers for a variety of its programs. The volunteers perform tasks, which range from working with clients during their weekly educational playgroups to assisting with various administrative tasks. Because of client confidentially volunteers are limited in maintaining client archive or current medical files. 6. Ability to serve diverse populations Services are accessible and culturally appropriate for persons of color and non-English speaking persons. Other issues/concerns/questions: Staff calculated that the service unit cost to serve 14 Federal Way residents is $357, which is somewhat below HSDC's projections ($247). To determine how much it will cost to serve 3 clients, specifically with City of Federal Way Human Services dollars that number increases to $1,667 per service unit cost, which is extremely high. Based on the number of Federal Way residents that HSDC proposes to serve with City funds this does not appear to be a very cost effective investment. Federal Way residents will also have to travel to Seattle to receive services now that the agency has moved into their new facility and closed their Renton satellite office. The agency indicated in a follow- up question that many of their South County clients are currently traveling to Seattle even during this recent transition. Of the clients who received care in Renton, most have already scheduled appointments, and made the transition smoothly. Because the transition was so recent the agency explained it is difficult to know the exact percentage of how many South County clients will decide to choose to seek services closer to home. Due to the limited availability of similar services in South King County, (particularly those available to low and moderate -income clients), HSDC expects to retain approximately 80% of their Audiology clients previously seen in Renton. Before the agency closed their Renton office, HSDC consulted with Highline's Community Hospital Audiology Services Department and now HSDC refers clients, who are reluctant to travel to Seattle, over to Highline. While Highline has a significant Audiological Services Department they do not offer the full continuum of care offered by HSDC. HSDC expects that 5%, of their 91 % Federal Way client base, will chose to travel to their facility in Seattle to benefit from their full range of services. However, they expect that 20%, may chose to seek services elsewhere, which leaves 66% either undecided or unsure where they will go for assistance. STAFF RECOMMENDATION AND RATIONALE Staff does not recommend that the HSDC receive funding based on the following factors: • The agency will serve a limited number of Federal Way residents. • Investment in the program does not maximize the use of City funds. • There is no convenient access for Federal Way residents to receive services. • The cost per unit to serve 3 Federal Way residents is extremely high. The agency has not fully demonstrated they are serving an increased number of low-income clients in South King County. 3 ��1�2 Questions and Responses from Applicants 2005/2006 Human Services General Fund Goal #1 — Basic Needs As of May 24, 2004 HEARING, SPEECH & DEAFNESS CENTER (TAB 12) Q1. Why are your administrative costs so high (24%)? R1. Operating expenses are at their current levels as a result of the agency undergoing changes to improve fiscal and business management procedures. Due to a new facility and other agency properties - overhead for common area charges, maintenance, management and oversight have increased. These expenses will be offset in the future by revenues generated from the housing units from which the agency (as the Managing Member of the LLCs which operate them) will receive a portion. The fiscal and business management changes included hiring a Chief Financial Officer with property management and for-profit experience, bringing our patient services in-house (billing was formerly outsourced; by having it on-site we have better controls and more efficient collection), and developing more effective visible management systems. The other increases are due to acquiring training, personnel and technology to make our facility, programs and operations more accessible to our Deaf staff, board members, volunteers and constituents. Q2. You have a higher percentage of clients from Auburn, Kent & Renton than from Federal Way. Why didn't you ask for more funds from those cities? R2. We requested $15,000 in General Funding from both Kent and Renton, because of the significantly higher percentage of clients from those cities. We requested the same $5,000 amount from Federal Way, Auburn and Covington because the percentage of clients served from those cities was approximately the same (3%, 2.5%, and 4.4% respectively). We took notice of the amount of funding each city had available to distribute and tried to make our request both reasonable and competitive. HSDC is a prior recipient of CDBG block grant funding from the several South County Cities (including a $10,000 grant from Federal Way) and will reapply to each of those cities. Q3. Where are you located in South King County? Why do you plan to bring clients from South King County up to your new Seattle office? R3. Due to fiscal considerations, and the increased service capacity and state -of -the art facility in Seattle, we have consolidated our services in our Seattle office. South King County residents were contacted and most have transitioned to receiving services at our larger Seattle office. HSDC still provides a significant amount of direct service in Federal Way and other South County cities through our Outreach and Education Services and Parent -Infant Program. 06/08/2004 Page 1 of 2 &q o3 Questions and Responses from Applicants 2005/2006 Human Services General Fund Goal #1 — Basic Needs As of May 24, 2004 Q4. What is the agency's recruitment strategy in recruiting Federal Way residents to the board? R4. Recruitment is done through existing contacts the Center has through its work on various councils and committees (listed below) and by publicizing in Federal Way communications. In addition, board opportunities are listed on the United Way of King County website. Additionally, HSDC's Board of Directors and its Business Development Coordinator, Larry Verhei, seek to cultivate relationships in through grassroots involvement in South County Human Services. Mr. Verhei works closely with Federal Way Members of South King Council of Human Services; attends numerous meetings, human service trainings, health fairs, and events in Federal Way during the year; has regular contact with Representatives Skip Priest, Mark Miloscia, and Senator Eide; works with Staff members of South King County United Way. Q5. How do you maintain connected to the Federal Way community? What outreach methods or partnerships have you formed with agencies in Federal Way? R5. HSDC is active in the Federal Way community and stays connected to Federal Way families and stakeholders in a variety of ways: HSDC belongs to the South King Council of Human Services- which is open to all non -profits, educational institutions, government department heads and faith community. HSDC's Business Development Coordinator, Larry Verhei, was appointed by Peter Von Reichbauer's King County Council position for the King County Advisory Council on Aging and Disability Services. Mr. Verhei chairs the Health Care Task Force for ADS. Mr. Verhei and/or other Center representatives are: the South King County Representative for the King County Office of Civil Rights ADA/504 Advisory Committee (Public Accommodations); Active members of the South End (King County) Coalition of Long Term Care Providers. (Providers of all services to senior population- elder law, assistive living, retirement homes, Long Term Care Insurance, Financial services etc.); Members of King County Alliance for Human Services Forum; serve as resource agency on Deafness and hard of hearing issues; Represent South King County on Washington State Governor's Committee on Disability Issues and Employment. In addition, HSDC contracts with the Federal Way School District No. 210 to provide Audiology services and services to.children with disabilities. We supply the school district with assistive listening technology and Audiology services to increase the learning potential of students with communication challenges and facilitate communication among employees. HSDC contracts with the Birth — 3 developmental Center in Federal Way for specialized client services. Thank you again for your past partnership in helping us to serve the families of Federal Way we will continue and make a direct and measurable impact. 06/08/2004 Page 2 of 2 Human Services General Fund Application - Tab 13 2005/2006 CDBG PUBLIC SERVICE/HUMAN SERVICES GENERAL FUND APPLICATION SUMMARY Agency/Program Name: Highline Community Hospital/Midwifery Program HUMAN SERVICES GENERAL FUND HS Priority/Strategy: Goal 1 (Basic Services) Proposed Request for 2005: $10,000 Lowest amount if less than request: $7,500 Location for where services will be provided: Burien/White Center FW HS Funding History 2003: N/A 2004: N/A (This is the first time Highline Community Hospital is requesting funding). 1. Program Summary The program provides parenting classes, and comprehensive prenatal and primary care services through home visits or at the hospital. Services are provided regardless of the patient's ability to pay. 2. Demonstrated Need and Effect of Project (including performance and outcome measures) Highline Community Hospital's Midwifery program statistics indicate that 50% of the mothers served through their program are women considered "high-risk" in potentially abusing or neglecting their child. Some characteristics of a mother considered "high-risk" include the following: unwanted pregnancy, social stressAsolation, substance abuse, and lower education/income. In 2005, Highline Community Hospital's Midwifery program expects to serve 154 Federal Way residents with all City funding sources and 85 with Federal Way funding. The outcomes for this program include helping mothers improve self-care/self-sufficiency skills resulting in employment or improved home environment, improved parenting and coping skills, and increased social connectedness in the community. 3. Capacity of Applicant (track record and experience, ability to manage and/or secure long- term operating support) The Midwifery program has successfully provided prenatal, maternity and primary care services to women in Southwest King County for the last 12 years. Staff of the Midwifery program includes certified nurse midwives who also are registered nurse practitioners. The social workers within the program also have Masters Degrees in social work and extensive training and experience working with families. 4. Fiscal Evaluation (including appropriate funding sources, cost-effectiveness, realistic expenditure levels) Federal Way %of total budget: 0.4% Federal Way % of total clients: 4% 0-) o-5 2005 Program Revenue Sources Federal Way CDBG $ 0 Federal Way General Fund $ 10,000 Other Federal $ 0 State $ 122,000 King County $ 200,000 Other Cities $ 67,500 United Way of King County $ 0 Fundraising/Grants/other $2,078,501 TOTAL PROGRAM COST $2,478,001 Highline Community Hospital did not seek funding from Kent because their new director had just come on board and had missed the deadline. The hospital receives funding from the City of Seattle but those funds are dedicated to their Vashon clinic. The Midwifery program does not receive grant support from the City of Seattle at this time. This is the hospital's first request in seeking funding from the South King County cities. The Midwifery program has seen a growing number of women from South King County seeking their services. Funding is also being sought to allow Highline Community Hospital to extend their case management and home visit services to "high risk" mothers and their children up to the child's second birthday. Presently, the state stops case management and home visiting services to "high risk" mothers by their child's first birthday. The hospital would like to build on the success that mothers and their children experience through the first year of the program. The program budget appears to be reasonable and the expenditure levels seem to be realistic. A majority of the funding is received from service fees. To determine the number of people that will be served, specifically with City of Federal Way Human Services dollars the number is $117.64 per service unit cost. This number is more comparable to the $115 service unit cost projected if the hospital serves 154 Federal Way residents with all city funding sources. In re -calculating the total number of residents projected to be served with all city funds, the per unit cost is $64.93, which is significantly below the hospital's projections. 5. Use of Volunteers and Community Coordination The Midwifery program uses volunteers in a clerical capacity. 6. Ability to serve diverse populations The Midwifery program has staff capable in providing culturally competent, safe and individualized obstetrical and gynecologic care in a supportive environment. Other issues/concerns/questions: Highline indicates they maintain connections in the Federal Way community by referring their clients for services in Federal Way. However, the application did not give a clear indication that they in fact have established partnerships/linkages here in Federal Way. They have specified their affiliations with various health providers outside this community, which include and is not limited to, Swedish Medical Center, Seattle King County Public Health Department, City of Seattle and the Washington State Department of Public Health. B--I C)t, 2 The Highline Midwifery program closed their 2003 books at a loss. The net revenue was a negative number of -$163,208. Staff is of the opinion that the agency is seeking funding from Federal Way and other South King County cities to help mitigate future revenue losses. If Highline is unsuccessful in securing all proposed sources of funds the agency explained they would seek funding through other local foundations and other cities. Staff is concerned that the agency does not have a well -thought out strategy to raise additional support. While the agency will raise funds from other local foundations/cities they did not elaborate on their response, which raised several questions: • Which foundations/cities have they applied to for funding? • How much is the funding request? • Are there funding restrictions? • When will a decision be made regarding their proposed grant award? If Highline is unable to secure the support they need this will have an impact on the number of people the agency can serve through the Midwifery program. STAFF RECOMMENDATION AND RATIONALE Funding is not recommended because of the following concerns: • The agency has not fully demonstrated they have a presence in the Federal Way community nor have they formed partnerships with other health care providers (i.e. St. Francis Hospital) that are serving Federal Way residents. • Services are primarily located in Southwest King County, which does not allow convenient access for Federal Way residents to receive services. • If it is determined that the agency receive partial or no funding, there is no clear strategy in place for how Highline will secure other sources of funds. • The City is supporting existing agencies that work towards the prevention of child abuse and neglect and are also serving mothers who are "high risk." (i.e. ACAP APPLE Parenting Program and Institute for Family Development). 3 3=1�� Questions and Responses from Applicants 2005/2006 Human Services General Fund Goal #1 — Basic Needs As of May 24, 2004 HIGHLINE COMMUNITY HOSPITAL MIDWIFERY PROGRAM (TAB 13) Q1. Why didn't you ask for money from Kent & Seattle? How many clients will you serve from Kent & Seattle? R1. We do receive grant money from City of Seattle and King County. They are not, however, part of this application process. Their program applications are separate. The reason we didn't ask for more money from Kent is twofold: I had just assumed the directorship of our grants department and I was unfamiliar with the Roxbury clinic's mission to provide care to all patients regardless of their ability to pay. And we missed the Kent application deadline because I had mistakenly speculated that Midwifery didn't see many patients from Kent. It wasn't until I began running clinical information reports that I discovered we do see clients from not only Kent, but also from other cities such as Federal Way, Tacoma, Olympia, Auburn, etc. We will see 358 from City of Seattle and 76 from Kent. Q2. Why are you asking Federal Way for $10,000 for so few clients? R2. The grant request to the City of Federal Way is due the fact that Highline Midwifery cares for mothers and infants living in Federal Way. Many of these patients are willing to travel to Tukwila because of the limited numbers of health care providers that accept Medicaid and self -pay patients. We used a simple formula of multiplying the clinic cost per patient by the numbers of Federal Way patients seen. ($115 x 38 = $4370). The total request is for $10,000 due to the fact that many low-income Federal Way patients receive not only clinic visits but they also case management and home visits as well. Q3. Please describe the need for your services in Federal Way. R3. Highline Midwifery and Women's Health is located in Tukwila. All of the certified nurse - midwives are also ARNPs (Advanced Registered Nurse Practitioners) specializing in obstetrical health care and certified by the American College of Nurse -Midwives. In addition, the registered dietician, counselors and team of nurses ensure comprehensive maternity care. An on-site medical director is a board-certified OB/GYN who provides comprehensive gynecological care. The Midwifery Clinic is one of Highline's "Community Clinics". It intentionally designed to care for the economically challenged and often under -served population. Sliding fee scales and insurance enrollment assistance are available for those lacking resources. In addition, Highline Midwifery serves people from a variety of different cultures and ethnic backgrounds. As you may be aware, this population is often considered high-risk due to health access issues. Our clinic's goal is to prevent child abuse and neglect as well as avoid adverse health outcomes by improving access to women's care. Due to several recent program losses, it is necessary for our clinic to seek partnerships and funding to continue providing this level of uncompensated care. Your support will ultimately affect the health of many Federal Way disadvantaged families. 06/08/2004 Page 1 of 2 �6 -=1 �� Questions and Responses from Applicants 2005/2006 Human Services General Fund Goal #1 — Basic Needs As of May 24, 2004 Q4. How do you maintain connected to the Federal Way community? What outreach methods or partnerships have you formed with agencies in Federal Way? R4. Our nurses and social workers provide home visits to many low-income families in the Federal Way area. Highline staff often refers to many Federal Way -based social services including rental assistance, utility assistance, counseling. They also assist clients with connections to the South King County Multi -service Center, local churches, food banks, police departments and the Federal Way Community Clinic. Q5. What is the agency's recruitment strategy in recruiting Federal Way residents to the board? R5. Our hospital board has minimal turnover and it does not actively recruit new members. Should our Midwifery Clinic receive City of Federal Way grant dollars, i have been assured by administration that a Federal Way resident would be included in the group of candidates for the next open position. 06/08/2004 Page 2 of 2 Follow-up questions on the Midwifery Program 1. Please resubmit Worksheet 5: Program Revenue. In your response to our question regarding asking funding from Kent/Seattle, we actually are looking at all the sources of funds dedicated for this project. Please include in the Worksheet what you expect to receive from the City of Seattle even if this is an estimated number. My apologies for,the misunderstanding. Highline Hospital does receive City of Seattle grant dollars, but it is only for our Vashon clinic. The Worksheet #5 that was submitted was accurate. Midwifery does not receive City of Seattle grants at this time. 2. How can the service unit costs on Worksheet 3 add up to the same number when you propose to provide services to a different number of clients for each city? If this isn't accurate, please resubmit this worksheet. The service unit cost is the total revenue divided by the number of visits. This number is an average. For clients receiving Medicaid or self -pay clients, the amount received is actually much less or (in some cases) it is written off as "bad debt". 3. What was the net revenue received in 2003? I'm trying to figure out the methodology used to determine the service unit costs rate. The net revenue for 2003 is actually a NEGATIVE number: $463,208. Highline Midwifery actually closed the books in 2003 at a loss. 4. Does the Midwifery Program have bi-lingual staff that work with the "high-risk" mothers? Describe the program's ability to work with a diverse population? Denyel, a social worker, speaks Spanish and English. Dominica, a midwife, speaks Spanish/English. In WIC, two staff members also speak Spanish/English. Chou, clerical support, on the Midwifery side, speaks Cambodian/English. The program is designed to provide culturally competent, safe and individualized obstetrical and gynecologic care in a positive, supportive environment regardless of language ability. 5. Does the Midwifery program use volunteers? If so, in what capacity? Midwifery, has utilized volunteers in a clerical capacity. 6. Given the decrease in funding from WIC and BCHP what is the proposed strategy to fill this gap of funding? Is it through seeking funds from the local municipalities?. And also through other donors? We are currently seeking funding through local foundations as well as other cities. 7. Will services to clients decrease if funding from WIC/BCHP continues to decrease? Due to the current financial situation of the health care environment, there is always the possibility of decreasing services. However, by combining Highline Hospital's commitment to quality, affordable healthcare and support from local cities, all families most likely will be served. 8. What is BCHP? Please spell out. Breast and Cervical Health Plan. This program provides free or low cost women's health exams and mammograms for low-income women over the age of 40. uman Services General Fund Application - Tab 1 2005/2006 CDBG PUBLIC SERVICE/HUMAN SERVICES GENERAL FUND APPLICATION SUMMARY Agency/Program-Name: Highline Community Hospital/Roxbury Family Health Care Clinic HUMAN SERVICES GENERAL FUND HS Priority/Strategy: Goal 1 (Basic Needs) Proposed Request for 2005: $5,000 Lowest amount if less than request: $3,500 Location for where services will be provided: White Center FW HS Funding History 2003: N/A 2004: N/A (This is the first time Highline Community Hospital is requesting funding). 1. Program Summary The program provides an array of health care services, which ranges from providing primary care, health education, obstetric care, interpretive services, social services and insurance enrollment assistance. Services are provided regardless of the patient's ability to pay. 2. Demonstrated Need and Effect of Project (including performance and outcome measures) Highline Community Hospital is addressing the gap in health care for people who are low-income and are unable to pay for their health care costs. Many clinics in Southwest King County have closed (i.e. University of Washington's Westwood Village and several Providence Hospital clinics), which leaves fewer care choices for people who are unable to afford basic healthcare services. Many of the people seen at Highline Community Hospital have delayed their healthcare needs for two years or more because they lack the financial resources and are unable to articulate what are their healthcare needs because of language barriers. In 2005, the Roxbury Family Health Care clinic expects to serve 101 Federal Way residents with all City funding sources and 68 with Federal Way funding. The outcomes for this program include improving access to health care services for uninsured and under insured South King County residents, improve health status to the targeted population and decrease the number of unnecessary emergency room visits. 3. Capacity of Applicant (track record and experience, ability to manage and/or secure long- term operating support) Highline Community Hospital's Roxbury Family Health Care Clinic has been providing services to low and moderate -income people for the last 6 years. The clinic has successfully served a low-income population regardless of their ability to pay and has the ability to accommodate people from diverse backgrounds who require translation services. The Center has trained and licensed medical doctors and a registered nurse practitioner who have the skills and abilities to provide adequate services to their clients. 4. Fiscal Evaluation (including appropriate funding sources, cost-effectiveness, realistic expenditure levels) Federal Way % of total budget: 1 % Federal Way % of total clients: 0.4% 2005 Program Revenue Sources Federal Way CDBG $ 0 Federal Way General Fund $ 5,000 Other Federal $ 0 State $ 0 King County $ 0 Other Cities $ 45,000 United Way of King County $ 0 Fundraising/Grants/other $1,079,338 TOTAL PROGRAM COST $1,129,338 Highline Community Hospital did not seek funding from Kent because their new director had just come on board and had missed the deadline. The hospital receives funding from the City of Seattle but those funds are dedicated to their Vashon clinic. The Roxbury program does not receive grant support from the City of Seattle at this time. The hospital is seeking funding from the City of Federal Way because a large percentage of their patients travel from Federal Way to the Roxbury Family Health Care Clinic in White Center. The program budget appears to be reasonable and the expenditure levels seem to be realistic. A majority of the funding is received from service fees. To determine the number of people that will be served, specifically with City of Federal Way Human Services dollars the number is $73.52 per service unit cost. This number is more comparable to the $71.00 service unit cost projected if the hospital serves 101 Federal Way residents with all city funding sources. In re -calculating the total number of residents projected to be served with all city funds, the per unit cost is $49.50, which is significantly below the hospital's projections. 5. Use of Volunteers and Community Coordination Highline Community Hospital uses approximately 300 teen and adult volunteers in a variety of ways, which include greeting patients, serving as escorts and providing clerical support. 6. Ability to serve diverse populations Highline Community Hospital's Roxbury Family Health Care Clinic has a proven track record in providing services to low and moderate -income people who come from diverse populations. The clinic has licensed bi-lingual physicians, trained bi-lingual medical assistants and registered nurse practitioner who have the ability to serve low-income residents in South King County. Other issues/concerns/questions: Staff concerns are similar to the Midwifery project. Highline indicates they maintain connections in the Federal Way community by referring their clients for services in Federal Way. However, the Roxbury application does not give a clear indication they in fact have established partnerships/linkages here in Federal Way. Like the Midwifery project, Highline specifies their affiliations with various health 2 6_03 providers outside this community, which include and is not limited to, Swedish Medical Center, Seattle King County Public Health Department, City of Seattle and the Washington State Department of Public Health. The Highline Roxbury program closed their 2003 books at a loss. The net revenue was a negative number of -$299,108. Staff is of the opinion that the agency is seeking funding from Federal Way and other South King County cities to help mitigate potential future revenue losses. If Highline is unsuccessful in securing all proposed sources of funds the agency explained they would seek funding through other local foundations and other cities. Staff is concerned that the agency does not have a well -thought out strategy to raise additional support. While the agency will raise funds from other local foundations/cities they did not elaborate on their response, which raised several questions: • Which foundations/cities have they applied to for funding? • How much is the funding request? • Are there funding restrictions? • When will a decision be made regarding their proposed grant award? If Highline is unable to secure the support they need this will have an impact on the number of people the agency can serve through the Roxbury program. STAFF RECOMMENDATION AND RATIONALE Funding is not recommended because of the following concerns: • The agency has not fully demonstrated they have a presence in the Federal Way community nor have they formed partnerships with other health care providers (i.e. St. Francis Hospital) that are serving Federal Way residents. • Services are primarily located in Southwest King County, which does not allow convenient access for Federal Way residents to receive services. • If it is determined that the agency receive partial or no funding, there is no clear strategy in place for how Highline will secure other sources of funds. • The City is supporting Community Health Centers of King County primary medical program, which also works towards providing an array of healthcare services to individuals or families with children regardless of the client's ability to pay. 3 Questions and Responses from Applicants 2005/2006 Human Services General Fund Goal #1 — Basic Needs As of May 24, 2004 HIGHLINE COMMUNITY HOSPITAL ROXBURY FAMILY HEALTH CARE (TAB 14) Q1. Why didn't you ask for money from Kent & Seattle? How many clients will you serve from Kent & Seattle? R1. We do receive grant money from City of Seattle and King County. They are not, however, part of this application process. Their program applications are separate. The reason we didn't ask for more money from Kent is twofold: I had just assumed the directorship of our grants department and I was unfamiliar with the Roxbury clinic's mission to provide care to all patients regardless of their ability to pay. And we missed the Kent application deadline because I had mistakenly speculated that Roxbury didn't see many patients from Kent. It wasn't until I began running clinical information reports that I discovered we do see clients from not only Kent, but also from other cities such as Federal Way, Tacoma, Olympia, Auburn, etc. We will see 5,000 from Seattle and 175 from Kent. Q2. Why are you asking Federal Way for $5,000 for so few clients? R2. We used a simple formula of multiplying the cost per patient by the numbers of patients seen. ($71 x 100 = $7100). The request to the City of Federal Way is for $5,000 because a large percentage of patients traveling from Federal Way to Roxbury Clinic (in White Center) do so because of our sliding scale fee schedule. We often care for these patients without receiving insurance compensation. Q3. Please describe the need for your services in Federal Way. R3 Roxbury Family Health Care clinic is a unique clinic located in the heart of the White Center neighborhood. Our multi-lingual medical staff completed over 14,000 visits in the year 2003. Some of the services available include pediatrics, primary care, health education, interpretation, social services, insurance enrollment assistance, obstetrics, and women's care. The clinic is intentionally designed to care for the economically challenged and often under -served population. Sliding fee scales and insurance enrollment assistance are available for those lacking resources. Roxbury Family Health is affiliated with Highline Community Hospital, a non-profit, community owned facility. This affiliation affords Roxbury patients a large network of services and access to many specialists. In addition, Roxbury serves people from a variety of different cultures and ethnic backgrounds. As you may be aware, this population is often considered high-risk due.to health access issues. Our clinic's goal is to reduce the number of adverse health outcomes by improving access to care and encouraging disease prevention rather than disease management. The mission of Highline Hospital is to provide quality, compassionate, accessible, affordable healthcare for the community. Roxbury clinic serves a distinctive population and fills the medical care gaps that exist within our community. Due to several recent program losses, it is necessary for our clinic to seek partnerships and funding to continue providing this level of uncompensated care. Your support will ultimately affect the health of many Federal Way disadvantaged families. 06/08/2004 Page 1 of 2 Questions and Responses from Applicants 200512006 Human Services General Fund Goal #1 — Basic Needs As of May 24, 2004 Q4. What is the agency's recruitment strategy in recruiting Federal Way residents to the board? R4. Our hospital board has minimal turnover and it does not actively recruit new members. Should our Roxbury receive City of Federal Way grant dollars, I have been assured by administration that a Federal Way resident would be included in the group of candidates for the next open position. 06/08/2004 �Page 2 of 2 `✓�) l Follow-up questions on the Roxbury Family Health Care Clinic Please resubmit Worksheet 5: Program Revenue. In your response to our question regarding why Highline Community Hospital did not ask for money from Kent & Seattle, we actually are looking at all the sources of funds dedicated for this project. Please include in the Worksheet what you expect to receive from the City of Seattle and King County even if these are estimated numbers. My apologies for the misunderstanding. Roxbury Clinic receives King County grant dollars (as seen on worksheet #5). City of Seattle grant dollars are only for our Vashon clinic. The Worksheet #5 that was submitted was accurate. 2. How can the service unit costs on Worksheet 3 add up to the same number when you propose to provide services to a different number of clients for each city? If this isn't accurate, please resubmit this worksheet. The service unit cost is the total revenue divided by the number of visits. This number is an average. For clients receiving Medicaid or self -pay clients, the amount received is actually much less or (in some cases) it is written off as "bad debt". 3. What was the net revenue received from patients in 2003? I'm trying to figure out the methodology used to determine the service unit cost rate. Net revenue for Roxbury for 2003 was actually a NEGATIVE number: $-299,108. This clinic closed the books in 2003 at a loss. 4. You mention that the King County/Allies against Asthma funding ends in 2004. How do you intend to fill this gap of funding? Is it through seeking funds from the local municipalities? Other donors? We currently have funding from the STEPS to a Healthier US grant, which also focuses on asthma. We are also seeking additional large grants and have sent letters to local foundations. 5. With King County Public Health no longer providing services at the clinic, are the numbers of people you intend to serve, in Worksheet 2, based on the number you can actually serve with the existing staff at the clinic or do these figures need to be adjusted? Those numbers are based on actual visits for the first quarter of 2004. These are numbers that can be served with existing staff. 6. When do you plan to include the teen health center at the clinic? If the teen health center is already established at the clinic, how many teens will be served from South King County and specifically from Federal Way? Is this number factored into the 101 /68 you will serve through help program? We have no set date to open the teen health center. We hope to provide this service as early as 2005 as there is shell space in the Roxbury clinic that could be finished and have a separate entrance. Currently, we are researching grants. and other sources of funding. Since Burien Youth Health saw 28 Federal Way youth in the first quarter of 2004, it is possible that some out of town teens would chose the Roxbury for healthcare for easy access and anonymity reasons. These numbers were not factored into the 2004 proposal. Human Services General Fund Application — Tab 1 2005/2006 CDBG PUBLIC SERVICE/HUMAN SERVICES GENERAL FUND APPLICATION SUMMARY Agency/Program Name: Hospitality House/Shelter for Single Homeless Women HUMAN SERVICES GENERAL FUND HS Priority/Strategy: Goal 1 (Basic Needs) Proposed Request for 2005: $5,000 Lowest amount if less than request: $3,000 Location where services will be provided: Lake Burien Presbyterian Church in Burien, WA. FW HS Funding History 2003: N/A 2004: N/A (This is the first time Hospitality House has submitted a funding request to the City). 1. Program Summary The Shelter program provides emergency housing services, food and case management services to single homeless women. 2. Demonstrated Need and Effect of Project (including performance and outcome measures) According to the Safe Harbors Project on inventory for homeless beds in King County, there are only 11 beds annually in South King County Emergency Shelters for single women. The Seattle/King County Coalition for the Homeless estimate that there are about 8,000 people who are homeless in King County and the United Way of King County Community Assessment for 2002- 2004 reported that the population of South King County continues to grow making it the most populated area in the region. The report also recommended that emphasis be placed in the following areas: 1) the need to provide emergency and transitional shelters for single women; 2) case management services for people in emergency shelters; 3) housing for people at risk with mental health, substance abuse or domestic violence and 4) providing training to people to help them look for work, write a resume, etc. In 2005, Hospitality House (HH) expects to serve 4 Federal Way residents with all City funding sources and the same number would be served with Federal Way funding. The primary outcome for this program is to provide emergency shelter and supportive services to single homeless women. HH turns away on average 12 to 14 women per months. These turnaways only occur when the shelter is full and a woman's situation is not compatible with HH's services (i.e. serious medical conditions or abusing drugs). In a situation like this the Case Manager will attempt to find other appropriate resources that these women can turn to for help. 3. Capacity of Applicant (track record and experience, ability to manage and/or secure long- term operating support) Hospitality House has been in operation for 3'h years. The agency has the ability to serve up to 9 women seeking shelter. The shelter is run by a Case Manager who has experience in counseling, case management and networking with other social service agencies. HH also has a nighttime Assistant Site Manager and On -Call Sunday Night Manager both of whom have degrees in social work. 4. Fiscal Evaluation (including appropriate funding sources, cost-effectiveness, realistic expenditure levels) Federal Way % of total budget: 5% Federal Way % of total clients: 6% 2005 Program Revenue Sources Federal Way CDBG $ 0 Federal Way General Fund $ 5,000 Other Federal $ 0 State $ 0 King County $ 0 Other Cities $ 38,000 United Way of King County $ 0 Fundraising/Grants/other $66,267 TOTAL PROGRAM COST $109,267 In 2004, HH had more diverse sources of funds to help pay program expenses for their shelter. These funds will be lost primarily because funds were cut or reduced and contract terms on some grants will end. Their 2005 budget shows the need for alternative funding. The agency does have a long-term funding plan, which focuses on them seeking a broad base of funding from a variety of different sources (i.e. individual donations, fundraising, grants). In addition to Federal Way, HH is seeking funding from the cities of Auburn, Burien, Des Moines, Kent, Renton, SeaTac and Tukwila. At the time this report was written, the City of Kent's Human Service Commission made a final recommendation to fully fund the agency at 10,000. Auburn, Burien, Des Moines, Renton, SeaTac and Tukwila have not made final award recommendations but should complete their process in the next couple of months. 5. Use of Volunteers and Community Coordination HH has a volunteer base of approximately 450 people who serve in a variety of positions: Board of Directors; Volunteer Coordinators; meal preparation, which includes preparing and delivering meals), clerical assistance, computer support, bookkeeping services, on-call staff and overnight volunteers on the weekend. 6. Ability to serve diverse populations The agency has the ability to serve a diverse population. Other issues/concerns/questions: Hospitality House needs to look at diversifying its funding base. Thirty-nine (39%) percent of the proposed revenue sources is expected to come from the South King County cities. The agency does have a long-term funding plan but there was no indication in the application if the strategy has been (or when) it will be implemented. There appears to be minimal connection to the Federal Way community. The agency has conducted fundraising activities in Federal Way (i.e. gift wrapping at SeaTac Mall) where it provides them the opportunity to display literature describing their services. However, there did not appear to be c, 2 6-12-6 networks established with agencies like the Multi -Service Center who also are trying to serve a homeless population through their emergency/shelter program. Because Hospitality House has a nine -bed facility, services are provided when space is available and there is no guarantee that the proposed number of Federal Way single women expecting to be served in 2005 will in fact be assisted. STAFF RECOMMENDATION AND RATIONALE Staff recommends that Hospitality House be considered for funding in the upcoming 2005-2006 funding round but does so with some reservations based on concerns expressed above. This decision is based on several factors: • The agency is the only shelter facility serving single homeless women. • The program provides a critical service to single -homeless women coming from Federal Way or other parts of South King County. If funding is considered staff would recommend that the award is contingent upon: Receiving a copy of their long range funding plan and an explanation that answers the following: 1) What is their targeted fundraising goal? 2) What is the timeline for raising funds? 3) What fundraising events or donors will be targeted? Provide an explanation that indicates how the agency will improve its outreach efforts in the Federal Way community and a timeline to implement their strategy. Describe what other services could be provided to Federal Way residents if they are unable to receive shelter assistance. Questions and Responses from Applicants 2005/2006 Human Services General Fund Goal #1 — Basic Needs As of May 24, 2004 From: City of Federal Way To: Hospitality House Shelter for Single Homeless Women HOSPITALITY HOUSE SHELTER FOR SINGLE HOMELESS WOMEN (TAB 15) Q1. Your cost per person seems high -- $5,000 to serve only 4 Federal Way residents. Why is this so high? Is it based on bed nights?. R1. The requested $5,000.00 is an annual cost estimate for serving 4 women from Federal Way. That annual cost is based on an estimated total. bed nights of 164 for 4 women. This averages out to about $30.49 per bed night which is slightly less than the total cost per unit (bed night) shown in Worksheet 3 of the Grant Application. The $40.47 cost per unit represents the average cost per bednight for all expenses. However, as shown on Worksheet 6, the $5,000.00 requested from the City of Federal Way would be utilized to cover a portion of the shelter's personnel expenses only. Q2. How are you connected to the Federal Way community? How do Federal Way residents find your services? R2. The shelter's case manager interacts with social service agencies to increase awareness of our program and establish contacts within the South King County Community. Specifically, for Federal Way, this includes the King County Mutli-Service Center. In addition, one of our supporting churches, St. Vincent De Paul, operates in and serves the Federal Way Community. The supporting churches also provide contacts and a link to women who can benefit from the shelter's program. Catholic Community Services provides references to our shelter as well. Finally, Hospitality House is listed in the Crisis Clinic directory. As such we are utilized as a reference for calls coming into the Crisis Clinic call center -as inquiries on the Crisis Clinic web -site. Q3. Please provide a more detailed explanation of program costs vs. service units (program costs seem high). R3. Total program costs are estimated at $109,267. A categorized breakdown of these costs is shown in Worksheet 6. Per the data in Worksheet 6, the majority of these costs, 55%, represents personnel expense for our employees. Another 42% of the total expense is attributed to direct program expenses related to serving shelter residents and meeting there needs. The remaining 3% of expenses is associated with overhead/administrative costs. The reason for the low overhead percentage is due to the majority of our administrative operations and work effort being provided through volunteers. Regarding the Service Unit cost, it was based on total bed nights. The total estimated bed nights for 2005 are 2700. This results in an average cost per bed night of $40.47. 07/06/2004 Page 1 of 2 ) 3-122 Questions and Responses from Applicants 2005/2006 Human Services General Fund Goal #1 — Basic Needs As of May 24, 2004 The 2700 bed night estimate includes the bed nights for guests from all jurisdictions in South King County, not just the cities where grants were requested. However, on Worksheet 3 of the Grant Application, the total bed nights associated with the cities listed on the worksheet is only 1,679. The remainder of the bed nights, to equal 2700, represents residents from Seattle, unincorporated areas -of King County and other areas such as other counties or countries. Q4. Are you interested in helping other communities set up this type of service? R4. Our primary focus is to keep Hospitality House operational and serving homeless single women. We are open to opportunities to assist with growing our operation and working with other communities to establish such a shelter. Such opportunities would need to be evaluated in conjunction with the current needs of Hospitality House and the availability of our volunteer support system. 07/06/2004 Page 2 of 2 Vj-12-3 Human Services General Fund Application — Tab 16 2005/2006 CDBG PUBLIC SERVICE/HUMAN SERVICES GENERAL FUND APPLICATION SUMMARY Agency/Program Name: Multi -Service Center/Emergency & Transitional Housing Program HUMAN SERVICES GENERAL FUND HS Priority/Strategy: Goal 1 (Basic Needs) Proposed Request for 2005: $38,000 Lowest amount if less than request: $36,200 Location where services will be provided: Federal Way FW HS Funding History 2003: $36,200 2004: $36,200 1. Program Summary The Emergency & Transitional Housing Program provides temporary housing and comprehensive case management services to homeless families and individuals. 2. Demonstrated Need and Effect of Project (including performance and outcome measures) The issue of homelessness is a regional issue and significantly felt in South King County. New census figures confirm that families are moving south in search of affordable housing. The King County Benchmark Report of 2001 describes that there is a deficit of 23,223 affordable housing units in the County. Recent information was collected by the Distribution of Poverty Workgroup which indicates that 57% of King County's TANF clients reside in South King County; 56% of the school-based free lunch applications came from South King County and 55% of the county's children accessing food stamps live in South King County. The 2000 One Night County Report identified that 6,500 people were reported as homeless and in 2002, that number increased by 8,000, a 23% increase. In addition, the report also indicates that the number of homeless employed people has increased. Ninety-eight (98%) percent of the homeless have incomes under 30% median income The Multi -Service Center (MSC) maintains their own annual statistics which show that in 2002, 39% of families served reported employment related income sources, while in 2003 that number dropped to 31%. The economic downturn of the past 2 years and the current jobless recovery has strained families as they are downsized from their jobs and are competing with other unemployed people with higher skills. In 2005, MSC expects to serve 125 Federal Way residents with all City funding sources and 64 with Federal Way funding. The primary outcomes for this program include: • Increase their client's ability to obtain more stable housing. • Increase their client's ability to seek out and follow though on needed services. • Improve their client's ability to retain and or maintain current housing. • Improve their client's ability to establish and make progress toward personal goals. j3_1 2 -q Historical funding data reveals that the MSC has received continuous support for its Emergency & Transitional Housing Program. The breakdown is as follows: 1997 11999 12000 12001 12002 12003 12004 $29,0001 $30,000 1 $30,000 $35,000 1 $35,000 1 $35,000 1 $36,200 $36,200 At the end of 2003, MSC served 123 unduplicated Federal Way residents, and had to turn away 156 families/individuals. The 2004 first quarter report indicates that at the end of March, 54 unduplicated Federal Way residents have been served, and 38 families/individuals were turned away because there was no space available. MSC further reported that the need for shelter continues to outweigh the supply of shelter space throughout the county. They serve as many individuals as possible but must also turn away far more than they are able to serve. 3. Capacity of Applicant (track record and experience, ability to manage and/or secure long- term operating support) MSC has been providing services to low-income residents living in South King County since 1971. The agency has built its service around community identified needs in an effort to provide, under one roof, a coordinated set of services for participants to have easy access. MSC also works in conjunction with other housing service providers in South King County and was the lead on a coordinated effort to secure THOR Operating and Rental Assistance dollars for South County. The agency has 3 administrative staff that has Housing Development Finance Professional certificates. Dini Duclos, CFO of the MSC, brings over 25 years experience in financial management and works closely with housing staff to meet agency goals. The Director of Family Support Services also has over 25 years of program management experience. All MSC staff providing direct services to clients are trained Family Development Specialists and are required to maintain this certification through their annual training. 4. Fiscal Evaluation (including appropriate funding sources, cost-effectiveness, realistic expenditure levels) Federal Way % of total budget: 7% Federal Way % of total clients: 19% 2005 Program Revenue Sources Federal Way CDBG $ 0 Federal Way General Fund $ 38,000 Other Federal $ 128,904 State $ 26,573 King County $ 82,019 Other Cities $ 68,400 United Way of King County $ 62,642 Fundraising/Grants/other $121,207 TOTAL PROGRAM COST $ 527,745 2 Z -� 2-5 Based on program revenue sources, the budget appears realistic and the agency has the appropriate revenue sources and diversified funding base to effectively run the program. Funding from the South King County cities is $106,400, which is 20% of the total budget. MSC is seeking a modest increase from most cities, which is a. reflection of an increase in their program costs. The agency manages a conservative budget and channels 94% of its revenues directly to programs. At the time this report was written, the City of Kent's Human Service Commission made a final recommendation to fully fund the agency at $40,000. Auburn, Covington, Des Moines, Renton, SeaTac and Tukwila have not made final award recommendations but should complete their process in the next couple of months. 5. Use of Volunteers and Community Coordination Volunteers serve in various capacities with MSC. They support the Energy Assistance Program with application assistance, filing, copg-and data entry. The agency has 15-20 Food Bank volunteers who help with donations, pick-up, sorting and stocking food in the warehouse, computer check-in and record keeping of customers and other special projects. 6. Ability to serve diverse populations MSC has the staff capabilities of serving a diverse population. Other issues/concerns/questions: There are no initial concerns with the program. STAFF RECOMMENDATION AND RATIONALE Staff recommends that MSC be considered for funding in the upcoming 2005-2006 funding round. This decision is based on the following factors: • The agency has the staff expertise to effectively manage the day-to-day operations of its program. • MSC has also demonstrated a successful track record in consistently meeting or exceeding their performance goals and outcomes. • The agency continues to provide a critical and necessary service to the Federal Way community. • Support services are provided in Federal Way allowing convenient access for Federal Way residents to receive assistance. 3 Questions and Responses from Applicants 2005/2006 Human Services General Fund Goal #1 — Basic Needs As of May 24, 2004 MULTI -SERVICE CENTER EMERGENCY & TRANSITIONAL HOUSING (TAB 16) Q1. Why did the number of unduplicated Federal Way clients served go down from 117 in 2004 to 64 in 2005? R1. In reality we will likely serve the same number of Federal Way residents in 2005 as we did in 2004. With all funding sources included, that will be about 123 - 125 people. The next column of Worksheet 2 reflects the�rwnber of people the Federal Way money will serve. That's where the new format this year causes some confusion. This 2005 Application has agencies looking more specifically at unit costs. In reality, in the past the money provided by the Cities "went toward" the services provided for the identified number of people or families. It did not cover the actual cost. Now that we have been asked to identify actual costs, we have a better reflection of actually what the City dollars pay for. (This same premise applies to all Cities and other service areas as well, including the Food & Clothing Bank.) In many cases, the numbers for 2005 will be much smaller than 2004, because they reflect actual cost of service. That does not mean, however, that fewer families or individuals will be served. Since Housing involves both Emergency Shelter and Transitional Housing, both with different unit costs, I had to arbitrarily assume some service in each program. I calculated as follows: 64 people in Emergency Shelter for 1 month @ $281 per family = $16,860 4 households in Transitional Housing @ $5,242 per year = $20,968 That equals $37,828 and we are asking for $38,000. 1 simply rounded upward. There could be an infinite number of combinations that could come up to $38,000 06/30/2004 Page 1 of 1 uman Services General Fund Application — Tab 18 2005/2006 CDBG PUBLIC SERVICE/HUMAN SERVICES GENERAL FUND APPLICATION SUMMARY Agency/Program Name: Refugee Women's Alliance /Family Support Program HUMAN SERVICES GENERAL FUND HS Priority/Strategy: Goal 1 (Basic Needs) Proposed Request for 2005: $10,000 Lowest amount if less than request: $9,000 Location where services will be provided: Sea -Tac FW HS Funding History 2003: N/A 2004: N/A (This is the first time REWA is submitting a request to the City). 1. Program Summary The Family Support Program provides advocacy, domestic violence and employment services to immigrants and refugees in South King County. 2. Demonstrated Need and Effect of Project (including performance and outcome measures) The US Department of Justice, Immigration& Naturalization Service compiled by the U.S. Committee for Refugees, reports that Washington State is the 4th largest refugee settlement in the United States and first for secondary migrant refugees. 41% of refugees that were resettled in Washington State were settled in King County. According to the 2000 U.S. Census there are 27,241 or 19.7% of the total population of immigrants/refugees lives in South King County In 2005, the Refugee Women's Alliance (REWA) expects to serve 60 Federal Way residents with all City funding sources and 40 with Federal Way funding. The outcomes for this program are: • To increase self-sufficiency of clients by accessing services. • Increase client knowledge of social services and other community resources, which will allow them to access services on their own. _ • Increase self-sufficiency through unsubsidized employment. • Increase the safety of Domestic Violence victims served by developing an oral or written .safety plan. - 3. Capacity of Applicantltrack record and experience, ability to manage and/or secure long- term operating support) REWA is considered a leader in the refugee and immigrant community and has received a number of awards for outstanding service. The agency also has a diverse staff that can provide translation and cultural sensitive assistance to their clients. REWA has established Federal Way partnerships with the DSHS office in Federal Way, Tyee High School and the Worksource office. The agency also has relationships with other human service providers receiving funding from the City. Some of these agencies include: DAWN, King County Sexual Assault Resource Center, YWCA, Korean Women's Center and Multi Service Center. 4. Fiscal Evaluation (including appropriate funding sources, cost-effectiveness, realistic expenditure levels) Federal Way % of total budget: 2% Federal Way % of total clients: 7% 2005 Program Revenue Sources Federal Way CDBG $ 0 Federal Way General Fund $ 10,000 Other Federal $398,750 State $ 77,900 King County $ 0 Other Cities $ 52,000 United Way of King County ,$ 10,740 Fundraising/Grants/other 19,620 TOTAL PROGRAM COST $ 569,010 Based on program revenue sources, the budget appears realistic and the agency has the appropriate revenue sources to effectively run the program. Funding from the South King County cities is $62,000, which is 11 % of the total budget. REWA is seeking funding from Federal Way, Des Moines, Renton, Sea -Tac and Tukwila. Des Moines, Renton, Sea -Tac and Tukwila have not made final award recommendations but should complete their process in the next couple of months. A majority of REWA's funding is from the federal government. The agency does intend to implement a funding strategy that would allow them to raise unrestricted or flexible funding from individuals, corporate or philanthropic donors. 5. Use of Volunteers and Community Coordination REWA has more than 100 volunteers who volunteer 2-4 hours per week to help support REWA's programs. Many of the volunteers come from South King County to provide assistance at- REWA's satellite offices as well as their main office. REWA's future goals are to recruit volunteers from the financial institutions to help with financial literacy and financial management. 6. Ability to serve diverse populations REWA has the staff capabilities to serve a diverse immigrant and refugee population. 13-)zC11 2 Other issues/concerns/questions: Eighty-four (84%) percent of the agencies program revenue sources comes from state and federal funds. When factoring in the proposed South King County city support this number increases to 95%. The Family Support Program mainly relies on public sector funding. The agency has indicated they intend to implement a funding strategy to diversify its funding base. However, no timeline was offered to explain when this strategy will be implemented. STAFF RECOMMENDATION AND RATIONALE Staff recommends that REWA be considered for funding in the upcoming 2005-2006 funding round. This decision is based on several factors: • The agency has demonstrated linkages/partnerships in the Federal Way community. • The program provides a critical service to Federal Way low-income immigrants and refugees. • The agency has the organizational capacity to effectively manage their services. If funding is considered staff would recommend that the award is contingent upon: • Receiving a copy of their long range funding plan and an explanation that answers the following: 1) What is their targeted fundraising goal? 2) What is the timeline for raising funds? 3) What fundraising events or donors will be targeted? 3 Questions and Responses from Applicants 2005/2006 Human Services General Fund Goal #1 — Basic Needs As of May 24, 2004 REFUGEE WOMEN'S ALLIANCE FAMILY SUPPORT PROGRAM (TAB 18) Q1. Whereis your South King County site located? R1. ReWA's office in South King County is located at 15245 Pacific Highway South;. Sea -Tac WA 98188 Q2. Why are you asking for almost the same amount of money from Federal Way as you are from other cities (e.g. Tukwila) when Federal Way will have fewer clients served through your program? R2. Although the number of unduplicated residents served with "all funding sources" from the cities of Renton, Sea -Tac, and Tukwila are more than the Federal Way residents, the number of unduplicated "city clients from the requested funds" are very close. In our experience, once we establish a presence in a City (e.g. Tukwila) we get a lot of clients coming for our services. So far we have been turning away Federal Way clients who do not qualify under our other funding sources. The data we provided for the City of Federal Way only captures the clients referred from DSHS. These clients are TANF recipients and we can leverage our state funds to provide services. There are many refugees and immigrants residing in the City of Federal Way who are low income but are not on TANF. These clients are still in need of culturally and linguistically appropriate services. The funding from the City of Federal Way enables us to provide services to the City residents regardless of their INS status (refugee vs. immigrants). ReWA has already established an effective model in the City of Tukwila since it received funding two years ago. Q3. Do you plan to open an office further south? Do you use the Federal Way DSHS office? R3. Yes, expanding services further s_ outh is.one of our strategic planning goals. Once funded, we are planning to co -locate with other service providers or to rent a space to provide services to the Federal Way residents. We currently use -the DSHS office. Q4. What type of training and workshops do you offer? What is your success rate in placing people in a job? R4. Currently ReWA offers the following classes/workshops: Job readiness and work behavior classes ESL classes Acculturation/ resettlement workshops 06/30/2004 Page 1 of 2 5 -1,51 Questions and Responses from Applicants 2005/2006 Human Services General Fund Goal #1 — Basic Needs As of May 24, 2004 Housing (section8) workshops Driver's license attainment workshops Citizenship classes Domestic violence and sexual assault workshops Parent education workshops Our job placement success rate is %80 06/30/2004 Page 2 of 2 Human Services General Fund Application — Tab 1 2005/2006 CDBG PUBLIC SERVICE/HUMAN SERVICES GENERAL FUND APPLICATION SUMMARY Agency/Program Name: Multi -Service Center/Food & Clothing Bank Program HUMAN SERVICES GENERAL FUND HS Priority/Strategy: Goal 1 (Basic Needs) Proposed Request for 2005: $33,000 Lowest amount if less than request: $31,000 Location where services will be provided: Federal Way FW HS Funding History 2003: $31,000 2004: $66,000' 1. Program Summary Food and clothes are distributed to low-income income families and individuals living in Federal Way. 2. Demonstrated Need and Effect of Project (including performance and outcome measures) Traditionally, food banks were once used largely to handle emergency food needs. Over time and with the changes to our economy, families now rely on food banks for an ongoing resource to help supplement their food needs. The Funding Resources Committee of the Seattle/King County Coalition for the Homeless did a recent analysis on the distribution of poverty in King County and the study showed that 56% of King County's poverty is located in South King County. The Multi -Service Center (MSC) reports that the number of clients served by their food bank has increased by over 20% in the last 4 years. In 2002, the number of families served increased by 9%, and the number of family visits per month increased by 16%, indicating that families were visiting more frequently each month. Also that same year the number of families visiting the Food Bank each day increased to 32%, from 120 families a day to 158 families. Last year the agency experienced a 4% increase in the number of families coming_to the Food Bank. MSC anticipates that this number will once again increase this year. The number of families using the Clothing Bank was 13% in 2002. By 2003, 11 % or 704 families a month visited the. Clothing Bank. In 2005, MSC expects to serve 9,957 Federal Way residents with all City funding sources and 188 with Federal Way funding. The primary outcome for this program is to ensure that low-income people are able to meet their nutritional/clothing needs. Historical funding data for the last 8 years indicates that the MSC has received continuous support for its Food & Clothing Bank Program. The breakdown is as follows: I This includes the $35,000 one-time funding award that was recommend by the HSC and approved by Council on May 18, 2004.] - 1997 11998 11999 12000 12001 12002 12003 12004 $24,000 1$29,000 1 $29,633 1 $30,000 $30,000 1$30,000 1 $31,000 1 $66,000 At the end of 2003, MSC served 9,957 unduplicated Federal Way residents, provided over 1.2 million pounds of food and 6,515 households received clothing. The 2004 first quarter report indicates that at the end of March, 5,238 unduplicated Federal Way residents have been served, 295,584 pounds of food have been distributed and 2,048 household received clothing. 3. Capacity of Applicant (track record and experience, ability to manage and/or secure long- term operating support) MSC has been providing services to low-income residents living in South King County since 1971. The agency has built its service around community identified needs in an effort to provide, under one roof, a coordinated set of services for participants to have easy access. Dini Duclos, CFO of the MSC brings over 25 years experience in financial management and works closely with housing staff to meet agency goals. The Director of Family Support Services also has .over 25 years of program management experience. All MSC staff providing direct services to clients are trained Family Development Specialists and are required to maintain this certification through their annual training. 4. Fiscal Evaluation (including appropriate funding sources, cost-effectiveness, realistic expenditure levels) Federal Way % of total budget: 7% Federal Way % of total clients: 77% 2005 Program Revenue Sources Federal Way CDBG $ 0 Federal Way General Fund $ 33,000 Other Federal $ 340,518 State $ 0 King County $ 73,526 Other Cities $ 0 United Way of King County $ 102,736 Fundraising/Grants/other $2,055,303 TOTAL PROGRAM COST $2,531,557 Based on program revenue sources, the budget appears realistic and the agency has the appropriate revenue sources and diversified funding base to effectively run the program. The City of Federal Way is the only South King County municipality funding the Food & Clothing Program. In 2004, MSC was awarded a one-time funding award of $35,000. The agency intends to use these funds to help defray cost not covered when the agency is serving Federal Way residents. The funding will also allow MSC to purchase items they often have to pass up because they do not have "extra" s Includes the one-time funding award of $35,000 2 6-� 3y dollars available to purchase items like fresh vegetables. The agency is also interested in stocking up on some items, which they often run low on (i.e. baby formula, dried food, diapers). Because of the number of people MSC intends to serve (9,957) the agency is able to leverage the proposed City funds with other program revenue sources. 5. Use of Volunteers and Community Coordination Volunteers serve in various capacities with MSC. They support the Energy Assistance Program with application assistance, filing, copying and data entry. The agency has 15-20 Food Bank volunteers. help with donations, pick-up, sorting and stocking food in the warehouse, computer check-in and record keeping of customers and other special projects. 6. Ability to serve diverse populations MSC has the staff capabilities of serving a diverse population. Other issues/concerns/questions: There are no initial concerns with the program. STAFF RECOMMENDATION AND RATIONALE Staff recommends that MSC be considered for funding in the upcoming 2005-2006 funding round. This decision is based on the following factors: • The agency has the staff expertise to effectively manage the day-to-day operations of its program. • MSC has demonstrated a successful track record in consistently exceeding their performance goals and outcomes. • The agency continues to provide a critical and necessary service to the Federal Way community. • MSC is able to successfully leverage City funds with other financial resources. 3 Questions and Responses from Applicants 2005/2006 Human Services General Fund Goal #1 — Basic Needs As of May 24, 2004 MULTI -SERVICE CENTER FOOD & CLOTHING BANK (TAB 17) Q1. What are your new 2004 service units/unduplicated clients served when you factor in the $35,000 one-time funding for 2004? R1. The additional $35,000 means that The City of Federal Way will be able to pay for services for 1400 unduplicated people (per 2004 contract measures.) We will distribute 150,000 pounds of food and 900 households will receive services at the Clothing Bank. -Q2. How will you use the $35,000 in one-time funding so it doesn't negatively impact your services in 2005 (i.e. you won't have the extra $35,000 in 2005)? R2. Because -the $35,000 does not cover the cost of service to all the Federal Way residents served by the Food and Clothing Bank, the additional $35,000 will help defray the cost not covered. During the year there are opportunities which arise for special purchases which we often pass up as we do not have "extra" dollars available. These are often items rich in protein or fresh vegetables. We will also consider stocking up on some items in which we are often low, such as baby items, formula, dried food, diapers. We generally only purchase those items when we have sufficient funds. We will use some of those funds to purchase food certificates (in lieu of providing Turkeys or other meat) at holiday time. Typically we use additional donated dollars, if available, to cover that cost. We could also use some of that funding for additional items we might need in support of Christmas House, also supported by additional donated dollars, if available. We would not be implementing any new initiative with the $35,000 that would need to be sustained in future years. Q3. Do people from other, cities come to the Federal Way Food Bank? If so, why aren't you asking for funding from those cities? R3. It is established through the South County Food Coalition that.people in south county access Food Banks according to the zip code in which they live. This gives residents in each area an identified Food -Bank, and helps Food Banks plan volume services. When people come to any of the Food Banks from outside the service area of that Food -Bank, they are served on that day. No-one is turned away who is hungry or in crisis. They are then directed -to the appropriate Food Bank for future visits. M,SC's Food Bank serves the zip -codes -covered by the Federal Way School District. While we may serve some residents on a one time basis from other cities, other Food Banks, in turn, serve some Federal Way residents on a one time basis. It would not be expedient to apply fora small and unpredictable amount of money from other cities, and have other Food Banks ask for a small and unpredictable amount of money from Federal Way. It is far more efficient and cost effective to reciprocate services. No jurisdiction can provide the amount of money needed to serve their constituents, so each jurisdiction can rest assured that their funds are going to serve only people within their own city. 06/30/2004 Page 1 of 2 Questions and Responses from Applicants 2005/2006 Human Services General Fund Goal #1 — Basic Needs As of May 24, 2004 Q4. When do you expect a 23% cut in federal funding? The 2005 projections does not reflect this. R4. MSC budgets only on known dollars, so the possible cut in Federal dollars is not reflected in the budget. Internally we are looking at how we might respond to a reduction, but since it is unknown we have not reflected it in the upcoming budget. Should a .serious reduction occur, we would do a major budget revision._ Q5. What is your strategy to make up for the funding loss you expect over the next few years? R5. MSC will continue to look at ways to streamline services and operations. And we will continue to advocate appropriately on the Federal and local level to mitigate potential funding losses. Some MSC services can operate on year-to-year grant funding. Other services, such as Housing, need an ongoing stream of funding. Any service that needs comprehensive case management needs ongoing funding. MSC can replace some dollars lost through,grants or through seeking alternate sources of ongoing funding. Beyond that, we will look agency wide and make hard choices about what programming we can maintain and still remain financially responsible. The potential funding loss is in our flexible dollars which we use to shore up programs that need it during a given year. Some programs may be in a position in a given point of time to secure additional funding (such as the Employment Program) and "free up" flexible dollars. In the case of the Food & Clothing Bank, we can appeal to the community for a greater level of giving of food and dollars to support the program. The Food & Clothing Bank has a high level of fixed costs and few paid staff, so trimming that budget is difficult without using dollars available for food to support fixed costs, such as operation of the vans and truck with which we collect food to distribute. 06/30/2004 Page 2 of 2 �3-)3- uman Services General Fund Application — Tab 19 2005/2006 CDBG PUBLIC SERVICE/HUMAN SERVICES GENERAL FUND APPLICATION SUMMARY Agency/Program Name: Senior Services of Seattle King County/Congregate Meals Program HUMAN SERVICES GENERAL FUND HS Priority/Strategy: Goal 1 (Basic Needs) Proposed Request for 2005: $5,000 Lowest amount if less than request: $3,000 Location where services will be provided: Klahanee Lake Community Center — Federal Way FW HS Funding History 2003: $3,000 2004: $3,000 1. Program Summary The Congregate Meal program provides a nutritious meal to seniors age 60 and up. In addition, nutrition education is provided through written materials during lunch and class. 2. Demonstrated Need and Effect of Project (including performance and outcome measures) According to a report from King County Public Health, the impact of socioeconomic status on health can be shown in the association between neighborhood poverty level and life expectancy. The need for an affordable and available nutritious meal as well as the importance of adequate nutrition to the maintenance of health and independence is common. Currently, 11% of King County residents are age 65 and over. With the population aging, it is estimated that in the next 10 years this number will double and there will be an increased demand for elderly nutrition services. Seniors age 75 and up are at nutritional risk and increased risk of hospitalization and institutionalization. A report by the Urban Institute indicate that many factors, such as loss of income, poor dental health, chronic illness, social isolation, limited mobility and the use of multiple medications " make older people a target for illness and disease, and poor nutritional status. In 2005, Senior Services expects to serve 200 Federal Way residents with all City funding sources and 250 with Federal Way funding. The outcomes for this program are: Clients will increase their social contacts as a result of their participation in the program. • Increase consumption by clients in fruits and vegetables. Since 1999, Senior Services has received funding from the City of Federal Way in support of its Congregate Meal program. The breakdown is as follows: 1997 11998 1999" 12000 12001 12002 12003 12004 $0 Iso 1 $1,500 11,500 11,650 11,650 1 $3,000 J$3,000 At the end of 2003, Senior Services served 152 unduplicated Federal Way residents and served 3,238 meals. By the first quarter of 2004, 65 unduplicated Federal Way residents had been assisted and 664 meals were served. 3. Capacity of Applicant (track record and experience, ability to manage and/or secure long- term operating support) Senior Services has been providing nutrition services since the early 1970's. The Congregate Meal program has been providing services throughout King County since 1974 and specifically in South King County area for the last decades. The program started with 10 nutrition sites and has expanded over the years to 34 sites. The program has enjoyed the same staff leadership since the inception of the program. 4. Fiscal Evaluation (including appropriate funding sources, cost-effectiveness, realistic expenditure levels) Federal Way % of total budget: 0.03% Federal Way % of total clients: 2% 2005 Program Revenue Sources Federal Way CDBG $ 0. Federal Way General Fund $ 5,000 Other Federal $1,012,466 State $ 0 King County $ 7,000 Other Cities $ 20,100 United Way of King County $ 0 Fundraising/Grants/other $ 479,105 TOTAL PROGRAM COST $1,523,671 Based on program revenue sources, the budget appears realistic and the agency has the appropriate revenue sources to effectively run the program. Senior Services is seeking funding from Auburn, Burien, Des Monies, Renton and Sea -Tac. Neither of these cities has made final award recommendations but should complete their process in the next couple of months. Senior Services intends to leverage their federal funds to raise funding from United Way, Aging and Disability Services and other civic organizations. If successful in receiving funding from Aging and Disability Services, this will require a local funding match. 5. Use of Volunteers and Community Coordination - Senior Services uses over 5,000 volunteers who serve in a variety of capacities (i.e. receptionists, cooks, health mentors). In addition the Meals on Wheels Program uses over 200 volunteers as drivers, office workers and coordinators to ensure that meals are provided throughout the County. 6. Ability to serve diverse populations The agency has the ability to serve a diverse population. 2 Other issues/concerns/questions: There are no initial concerns with the program. STAFF RECOMMENDATION .AND RATIONALE Staff recommends that Senior Services be considered for funding in the upcoming 2005-2006 funding round. This decision is based on several factors: • The Congregate Meals Program provides a critical nutrition service to low-income seniors. • The agency provides, and services are located in Federal Way allowing easy access for seniors to receive a nutritious meal. • Senior Services has the organizational capacity to effectively manage this program. • The agency has demonstrated a proven track record in consistently exceeding or meeting their performance goals and outcomes. • The agency has demonstrated they will leverage City support with existing program funds. 11d 3 Questions and Responses from Applicants 2005/2006 Human Services General Fund Goal #1 — Basic Needs As of May 24, 2004 SENIOR SERVICES OF SEATTLE -KING COUNTY CONGREGATE MEALS (TAB 19) Q1. Page B-2 states that you had to close sites in 2002-2004 and there is the possibility that you will have to close additional sites or increase the suggested donations of your meals. If you should close existing sites will you have to close the Federal Way site? R1. Over the last few weeks our 2004 budget was completed and it reflected a deficit for the two nutrition programs combined (Meals on Wheels and Congregate) in an amount greater than $100,000. In order to. achieve a balanced budget, both programs have been thoroughly analyzed for areas in which we can either increase revenue or decrease our costs. Our board of directors concluded that the majority of any necessary cuts would be made from the Congregate program as the need for Meals on Wheels throughout King County currently outweighs the demonstrated need of Congregate Meals. The perceived need is demonstrated and measured by the Congregate Meals and Meals on Wheels participation rates over the last several years. In the last two days Senior Services has rolled out the first layer of anticipated cuts to the Congregate Meal program. These cuts include closures of 4 lunch sites; Westwood Heights, Kawabe House, Northridge Housing Facility, and Council House. Additional cuts were made to staff hours throughout the agency. It is expected that further cuts to sites and/or staff hours will made in the upcoming months. At this time the lunch program at Klahanee Lake Community Center is not being closed and would not be a likely candidate for closure due to the support that is provided by the City of Federal Way and the Klahanee Lake Community Center staff. Not only has the City of Federal Way provided grant funding but the Parks and Recreation Department pays for the cook at the lunch site. Q2. On page B -5A, Worksheet 2, there is a discrepancy between unduplicated clients for total funds (200) and City funds (250). Should these be reversed? If so, please resubmit the Worksheet. R2. While it appears to be a discrepancy, the numbers were reported as is, intentionally. The 200 unduplicated Federal Way clients that we plan to serve using total funds is an estimate based on the, number of unduplicated Federal Way clients"that we served in 2003 from all funds:. The 250 unduplicated Federal Way clients reported to be served from city funds only was calculated and not estimated from prior years. The calculation is based on the following: determined an average meal number that represents how many meals each person consumes program wide. The average number of meals per person for the year is 20. (219,716 eligible meals divided by 10,990 unduplicated clients). I then took the fund amount that is being requested ($5000) and divided that by 20. By those calculations we would be able to serve 250 unduplicated clients with the $5600 requested. This demonstrates that while the full $5000 would be put to use in the Congregate Meal program we do not need the full amount to serve Federal Way residents alone. The numbers of unduplicated clients and meal counts from the Klahanee Lake lunch site do not support a $5000 need, -however, Congregate Meals is a regional program and the funds would be used to offset total program costs. 06/30/2004 Page 1 of 3 erIgI Questions and Responses from Applicants 2005/2006 Human Services General Fund Goal #1 — Basic Needs As of May 24, 2004 Q3. What is your strategy for improving your budget shortfall/deficit in the future so you can continue to provide services? Do you have any other funding sources? R3. Our current strategy to balance our budget is to reduce service areas while still maintaining appropriate service coverage throughout King County, increase revenue by providing information and requesting increased donations from lunch participants, and by cutting back on any extraneous costs. For future budget considerations we will continue to apply for -funding from all cities in which we operate a lunch program. Additional funding sources are continually being sought and applied for whenever appropriate. We currently receive funding from Federal, State, and local agencies, including the following cities in addition to Federal Way; Auburn, Shoreline, and Issaquah. Q4. How do you stay connected to Federal Way and outreach to FW residents? R4.Congregate program staff maintain monthly visits to the Klahanee Lake Community Center lunch site. In addition, Congregate staff works with the program coordinator and cook at the lunch site to help promote special lunches and to recruit volunteers. Fliers are placed in the local libraries, outreach is done in local area retirement communities through fliers, and ads about the lunches and volunteer needs are sent to the editor of the Federal Way Mirror for publication. Staff is encouraged to participate, when able, in local community forums or meetings that address human services needs in Federal Way in addition to health fairs that may be occurring throughout the year such as the fair for retired workers that Weyerhaeuser puts on. Q5. What is your strategy for recruiting Board members from Federal Way? R5. Senior Services does not currently have a strategy for recruiting board members from Federal Way, or any other city. We would certainly be open to any nominations of candidates from the Federal Way area. Our board bylaws indicate that our board must consist of 25-37 members. We currently have 32 members. When recruiting or reviewing nominations we strive to select individuals who have experience in areas we require, diversity, and will bring geographical representation. Q6. Did you save money by eliminating the contractor caterer and doing your own cooking? R6.The benefits of eliminating our prior contract caterer and starting our own food service operation have been many. -While we did initially realize a cost savings we have reinvested those savings to enhance the quality of our food. We have chosen to provide more "from scratch" menu items and fresher, local produce which were not options through our contract caterer. Additionally, we are now able to exercise more control not only over the menu but our costs as well. By making this change we have also met our other goals; increasing lunch participation and increasing participant donation levels. Congregate Meal lunch participation rates are slowing increasing for the first time in many years and the donation level is up as well compared to last year. 06/30/2004 Page 2 of 3 - ��yZ. Questions and Responses from Applicants 2005/2006 Human Services General Fund Goal #1 — Basic Needs As of May 24, 2004 Q7. Regarding your partnership with Pike Place, will Pike Place provide services? R7. The service that Pike Place Market provides is that of a broker or facilitator between Senior Services and local Washington farmers. It takes time to establish relationships and build rapport with farmers so that both our and their needs can be met. Pike Place Market already has established positive relationships with the farmers and understands their needs. In addition, Pike Place Market and the farmers already have systems in place regarding product delivery, pricing negotiations, and technical assistance. Our contact at Pike Place Market assists with all of the above in addition to having a wealth of needed information regarding product knowledge such as crop availability and farming. She is participating in this project with no financial compensation for her time. 06/30/2004 Page 3 of 3 Y3-iq3 -- 2005 Human Services Application (General Funds & CDBG) Worksheet 2: Program Outputs (Quantity of Service) Agency: Senior Services of Seattle/King County Program: Congregate Meal/Hot Lunch Program Outputs: Complete one Worksheet for each program requesting funds. Numbers should reflect clients served by program requesting funds. 12. Persons to be Assisted: Complete the following table with unduplicated clients to be served by this program. (Column (3) will calculate automatically.) All Jurisdictions (1)Unduplicated Cfty Clients from —All Funding Sources (2)Unduplicated City Clients from Requested Funds (3)% Unduplicated City Residents Served with Requested Funds (Auto Calc) 2004 2005 2004 2005 2004 2005 Algona 0 0 0 0 #DIV/0! #DIV/0! Auburn 650 650 225 225 35% 35% Black Diamond 200 200 0 0 0% 0% Burien 900 900 180 180 20% 20% Covin ton 0 0 0 0 #MV10! #DIV 0! Des Moines 350 350 150 150 43% 43% Enumclaw 490 490 0 0 0% 0% Federal Way 200 200 250 250 125% 125% Kent 0 0 01 0 #DW 0! #DIV 0! Maple Valley 281 281 0 0 0% 0% Milton 0 0 0 0 #DIV 0! #DIV 0! Normandy Park 0 0 0 0 #DIV 0! #DW 0! Pacific 200 200 0 0 0% 0% Renton 900 900 300 300 33% 33% SeaTac 350 350 1501 150 43% 43% Seattle 3800 3800 01 0 0% 0% Tukwila 0 0 0 0 #DIV 0! #DIV 0! Unincorp.IGng County 0 0 0 0 #DIV/0! #DW/0! , Other: 2650 2650 0 0 0% 0% #DIV 0! #DIV 0! #DIV 0! #DIV 0! #DIV 0! #DW 0! Unknown #DIV/0! #DIV/0! Total 10971 10971 1255 (Insert hard copy of completed Worksheet 2 as page B -5a of application. Submit electronic copy of all worksheets with application.) ��l yL1 uman Services General Fund Application — Tab 20 2005/2006 CDBG PUBLIC SERVICE/HUMAN SERVICES GENERAL FUND APPLICATION SUMMARY Agency/Program Name: Senior Services of Seattle King County/Meals on Wheels Program HUMAN SERVICES GENERAL FUND HS Priority/Strategy: Goal 1 (Basic Needs) Proposed Request for 2005: $10,000 Lowest amount if less than request: $9,500 Location where services will be provided: Klahanee Lake Community Center — Federal Way FW HS Funding History 2003: $9,500 2004: $9,500 1. Program Summary The Meals on Wheels program provides a nutritious meal to seniors .age 60 and up. In addition, nutrition education is provided through written materials during lunch and class. 2. Demonstrated Need and Effect of Project (including performance and outcome measures) According to the Health of King County report, the impact of socioeconomic status on health can be shown in the association between neighborhood poverty level and life expectancy. The need for an affordable and available nutritious meal as well as the importance of adequate nutrition to the maintenance of health and independence is common. Currently, 11 % of King County residents are age 65 and over. With the population aging, it is estimated that in the next 10 years this number will double and there will be an increased demand for elderly nutrition services. Seniors age 75 and up are at nutritional risk and increased risk of hospitalization and institutionalization. A report by the Urban Institute indicate that many factors, such as loss of income, poor dental health, chronic illness, social isolation, limited mobility and the -ase of multiple medications make older people a target for illness and disease, and poor nutritional status. In 2005, Senior Services expects to serve 135 Federal Way residents with all City funding sources and 35 with Federal Way funding. The outcomes for this program include: • Increase the number of seniors to participate in the Meals on Wheels Program in order to obtain nutritious food. • Increase the ability of seniors participating in the Meals on Wheels Program to remain independent. • Improve or maintain the health of seniors participating in the Meals on Wheels Program. Since 1997, Senior Services has received funding from the City of Federal Way in support of its Meals on Wheels Program. The breakdown is as follows: 1997 11998 11999 12000 12001 12002 12003 2004 $8,000 J$8,000 1 $8,000 $8,000 J$8,000 J$8,000 1$9,500 $9,500 At the end of 2003, Senior Services served 148 unduplicated Federal Way residents and 18,673 home meals were delivered. By the first quarter of 2004, 88 unduplicated Federal Way residents had been served and 5,105 home meals delivered. G-lgko 3. Capacity of Applicant (track record and experience, ability to manage and/or secure long- term operating support) Senior Services has been providing nutrition services since the early 1970's. The Meals on Wheels Program has grown over this time from 29,000 meals per year to over 450,000 meals per year. The Meals on Wheels Program is considered to be a national model by the U.S. Administration on Aging and is among the most cost effective in the nation. Staff for the program has extensive experience in the nutrition/dietitian field. 4. Fiscal Evaluation (including appropriate funding sources, cost-effectiveness, realistic expenditure levels) Federal Way % of total budget: 0.01 % Federal Way % of total clients: 4% 2005 Program Revenue Sources Federal Way CDBG $ 0 Federal Way General Fund $ 10,000 Other Federal $ 747,053 State $ 190,400 King County $ 0 Other Cities $ 72,391 United Way of King County $ 0 Fundraising/Grants/other $ 837,830 TOTAL PROGRAM COST $1,877,674 Based on program revenue sources, the budget appears realistic and the agency has the appropriate revenue sources to effectively run the program. In addition to the City of Federal Way,. Senior Services is seeking funding;from Auburn, Burien, Covington, Des Monies, Kent, Renton, Sea -Tac and Tukwila. At the time this report,was written, the City of Kent Human Services Commission made a final recommendation to not fund the Meals on Wheels Program. Their funding request to Kent wasFfor $9,000. Auburn, Burien, Covington, Des Moines, Renton, SeaTac and Tukwila have not made final award recommendations but should complete their process in the next couple of months. 5. Use of Volunteers and Community Coordination Senior Services uses over 5,000 volunteers who serve in a variety of capacities (i.e. receptionists, cooks, health mentors). In addition, the Meals on Wheels Program use over 200 volunteers as drivers, office workers and coordinators to ensure that meals are provided throughout the County. 6. Ability to serve diverse populations The agency has the ability to serve a diverse population. ._ 2 Other issues/concerns/questions: There are no initial concerns with the program. STAFF RECOMMENDATION AND RATIONALE Staff recommends that the Senior Services Meal on Wheels Program be considered for funding in the upcoming 2005-2006 funding round. This decision is based on several factors: • The program provides a critical nutrition service to low-income seniors. • The agency provides services in Federal Way allowing easy access for seniors, who are home bound, the opportunity to receive nutritious meals in their homes. • Senior Services has the organizational capacity to effectively manage this program. • Tfie agency has demonstrated a proven track record in consistently exceeding or meeting their performance goals and outcomes. 3 Questions and Responses from Applicants 2005/2006 Human Services General Fund Goal #1 — Basic Needs As of May 24, 2004 SENIOR SERVICES OF SEATTLE -KING COUNTY MEALS ON WHEELS (TAB 20) Q1. What is your cost per meal? Is it $3.93? Has the cost come down, from two years ago ($5.75), as a result of you now doing your own cooking? R1. I believe that the Congregate Meal Program and Meals on Wheels are being confused. The Congregate program is doing it's own cooking, the Meals on Wheels program contracts its foodservice out. The unit cost of Meals on Wheels (all expenses divided by all meals) has never been as high as $5.75. For the past several years, the unit cost has been in the neighborhood of $3.65-$3.90. Q2. Why is Federal Way paying $10,000 to serve 35 people, and Renton is paying $9,000 to serve 45 people, Auburn is paying $8,000 to serve 23, and SeaTac is paying $9,000 to serve 13? Please explain the difference. R2. This is the most confusing thing to explain. Basically, each city has different meal usage patterns, meaning that in any given city, the average number of meals consumed/ordered by a client can vary tremendously. Frankly, it's an arbitrary measure because some participants are on the program for weeks until they recover from illness or surgery, some are on for life, some order 14 meals per week, some order 7 once a month. It depends on their individual situation and the level of service they need. These are unduplicated'participant counts, with each person getting counted only once in the calendar year, at the time they receive their first delivery: However, because of this question, we have to determine some basis of quantifying the number of people that the "city only" money serves. The cost however isn't tied to an individual, rather it's tied to the actual meals the unit of service. The program relies on a regional system of funding which includes many sources, including fundraising -so answering this question often raises more questions than it answers. Without the entire fabric of funding from all sources, the regional system would be impossible. Our goal is, and ways has been, to seek support from all suburban cities in the amount of $1.00 per meal. Some are able to come closer to that amount than others -some actually exceed that level. To calculate the number of people that are served.with the city -only dollars, we take the total unit cost of the meal and divide it into the funding level -that we are seeking from any given city. That gives us the number of "unsubsidized" meals that would theoretically be provided in the city. From there, we divide the average number of meals that were provided in the city per participant in the previous year (again, an arbitrary figure but the only usage pattern we have) into the unsubsidized meal figure to the participant number. 06/30/2004 Page 1 of 2 Questions and Responses from Applicants 2005/2006 Human Services General Fund Goal #1 — Basic Needs As of May 24, 2004 As was discussed at the proposer's conference in Renton, many providers feel that this question is a difficult one to answer when there are multiple funding sources and it can be confusing to explain -and may not really represent the true impact of the critical funding from the cities. To make things even more confusing, for Meals on Wheels, the actual service levels for meals and participants far exceeds the contracted goals when the city decides to set targets based on the city $-only levels for participants and meals. We don't simply stop service once those very low goals are met. Often times, performance goals are exceeded before mid year when the contracts are written this way. Q3. What will you do to increase your outreach efforts to Federal Way clients? R3. The following outreach efforts will be implemented and/or maintained in Federal Way: -The Meals on Wheels Site Coordinator will ensure that all senior housing facilities in the Fed Way area have information and applications for the Program, -Staff and volunteers will attend local health fairs to distribute materials and answer questions about the program, -Staff will provide information about the MOW Program for inclusion in the Senior Center Newsletter that is distributed to Federal Way households, -Staff will send quarterly announcements about Meals on Wheels to the Federal Way News f3 -15o x- 06/30/2004 Page 2 of 2 Human Services General Fund Application — Tab 2 2005/2006 CDBG PUBLIC SERVICE/HUMAN SERVICES GENERAL FUND APPLICATION SUMMARY Agency/Program Name: Valley Cities Counseling & Consultation/Homeless Family Services Program HUMAN SERVICES GENERAL FUND HS Priority/Strategy: Goal 1 (Basic Needs) Proposed Request for 2005: $10,000 Lowest amount if less than request: $6,000 Location where services will be provided: Predominantly in Kent but also provides services at a site in Federal Way. FW HS Funding History 2003: N/A 2004: N/A (This is the first time that Valley Cities has submitted a funding request, for this program, to the City). 1. Program Summary The Homeless Family Services program provides mental health, chemical dependency and case management services, in close collaboration with housing programs and primary healthcare providers. 2. Demonstrated Need and Effect of Project (including performance and outcome measures) The 2003 Annual One Night Count reports that nationally homeless families are the fastest growing subgroup of homeless populations and this pattern holds true for King County. The last permanent address given to the One Night County surveyors indicated that there were a number of homeless individuals who originally resided in South King County. Fourteen (14%) percent of the people surveyed reported that their last permanent address was in South King County. This is an increase from 10%, which was reported in 2001. Another study from the Department of Social and Health Services reported that in 2001 50% of sheltered homeless families had previous experiences of homelessness, 68% of families who entered a shelter had previous shelter admissions during the preceding 12 months and at least 26% of the families had been homeless, housed and again homeless in the preceding year. In 2005, Valley Cities Counseling & Consultation (VCCC) expects to serve 133 Federal Way residents with all City furTding sources and will serve the same number with Federal Way funding. The outcomes for this program are: • To reduce the distress and impacts of homelessness, mental health and chemical dependency problems through direct care and/or supported referral to community-based services. • Enhance skills learned (i.e. parenting, coping with stress, personal safety, etc). • Homeless families are engaged and available healthcare related services are explained and offered. • Community supports self-sufficiency and quality of life have improved for this population. y3=151 3. Capacity of Applicant (track record and experience, ability to manage and/or secure long- term operating support) Valley Cities Counseling & Consultation (VCCC) has been a leading organization in providing mental health and related social services in South King County since 1965. In recent years the size of the agency has grown significantly, with the addition of new programs and services, opening new sites and serving any more clients. The program staff for the agency has provided the services described since 1997. The team, along with other closely related homeless family services was acquired by VCCC in 2002 with no break in ongoing services. All of the program staff are credentialed in their fields (i.e. hold Masters degrees, cross trained in chemical dependency issues). 4. Fiscal Evaluation (including appropriate funding sources, cost-effectiveness, realistic expenditure levels) Federal Way % of total budget: 5% Federal Way % of total clients: 25% 2005 Program Revenue Sources Federal Way CDBG $ 0 Federal Way General Fund $ 10,000 Other Federal $ 0 State $ 0 King County $142,583 Other Cities $ 30,000 United Way of King County $ 0 Fundraising/Grants/other $ 0 TOTAL PROGRAM COST $182,583 The program revenues rely significantly on King County public funding. This represents 78% of the budget. In addition to Federal Way, funding is being sought from the cities of Auburn, Covington and Renton. These cities are going through their funding review process and should complete their process in the next couple of months. Because the agency does not have a diversified funding base they do intend to seek foundation support for this program. 5. Use of Volunteers.and Community Coordination VCCC utilizes volunteers in a variety of ways. The agency has a volunteer Board of Directors who represent many different communities. These individuals provide an average of 8 hours of service to the agency, on a monthly basis. VCCC's Resource Development Committee is also comprised of board members and other community volunteers. VCCC also recruits graduate volunteers from the local colleges/universities and will place them in the field to provide counseling services to their clients. These volunteers are closely supervised and are able to assist VCCC in providing services to individuals who are unable, because of family income, to pay full fee. 2 B -15Z 6. Ability to serve diverse populations VCCC has the ability to serve a diverse population of low-income individuals/families. Other issues/concerns/questions: The agency is significantly dependent upon public funding. Seventy-eight (78%) percent of the current budget is relying on King County funding. Because King County will have to cut funding significantly this year, there is a concern that VCCC's funding could potentially be reduced as well, and cause the agency to modify the number of homeless families/individuals being served through the program. VCCC is unable to determine the number of people that have been served in Federal Way. This is a concern because the agency is targeting specific jurisdictions and this is a common question that is being asked by other jurisdictions. If the agency does not have the data available how can they demonstrate that there is a need for their program? STAFF RECOMMENDATION AND RATIONALE Staff does not recommend that VCCC's Homeless Family Services Program be considered for funding in the upcoming 2005-2006 funding round. This decision is based on several factors: • This is a program that has not previously received support from Federal Way and minimal information was provided to determine if the program is successfully serving Federal Way residents. • The budget is relying 100% on public funding (i.e. King County/South King County cities) and there is no clear indication how soon the agency proposes to raise funds from the private or philanthropic sectors. i 153 Kj Questions and Responses from Applicants 2005/2006 Human Services General Fund Goal #1 — Basic Needs As of May 24, 2004 VALLEY CITIES COUNSELING & CONSULTATION HOMELESS FAMILY SVCS (TAB 22) Q1. Where are the shelter & transitional housing facilities located in South King County? R1. The shelter and transitional housing facilities in Which we currently are contracted to provide services are predominantly in Kent, operated by YWCA, Multi -Service Center, and Catholic Community Services. A small number of sites are located in Renton and Auburn, and the YWCA operates some transitional housing units in Federal Way (<10). Q2. How many of your 639 contacts were from Federal Way? R2. It is impossible for us to give an answer to this. Homeless families are, by necessity, highly mobile and thus may reside temporarily in a series of locales before obtaining permanent housing. Until now, the manner by which we collected client service data did not indicate the hometown or last permanent address of our clients. This has been so for both the VCCC and the Public Health databases. As of this month, we are adding this information to the data set that we obtain for all clients served, so that in the future we can provide this information to those who request it. Q3. How can services be delivered on an outreach basis, yet your services are provided by appointment from 8 — 5 pm? R3. Our team receives referrals from housing case managers or directly from client residents. We arrange to meet with the client at their housing unit or some other mutually agreeable place. By outreach we mean that we extend ourselves to meet with the client and do not require the client to obtain transportation and come to our office at an appointed time. We do, though, schedule appointments with clients who seek them. In some shelters; it has been the arrangement for team members to call on all new residents directly, to introduce themselves and explain the availability of services. Overall, few of our contacts with clients are unscheduled. Q4. Please go into more detail in the Feasibility section, page B-8, of the application. R4. The team, which provides these outreach services, has been in existence in its current form since 1997. In August 2002 the team (along with colleagues providing other outreach services to homeless families in King County) moved intact from its previous organization to Valley Cities. Prior to 1997, these services were provided by staff based in a variety of organizations. Key members of the team and their qualifications and background: o Mental Health Outreach Specialist _ currently staffed as two half-time positions o Sherrie Holmes, MA Psychology (PhD candidate, Seattle Pacific University), team member since September 2000 06/30/2004 Page 1 of 3 —15� Questions and Responses from Applicants 2005/2006 Human Services General Fund Goal #1 — Basic Needs As of May 24, 2004 o Becca Bennett, MSW. Licensed Clinical Social Worker. 1993-97 provided mental health outreach services to these housing programs while employed by Community Health Centers of King County. 1997-2002 Mental Health Outreach Specialist with Pathways Home team (another Homeless Family Services unit at VCCC). 2003 Client Services Coordinator, King County Mental Health, Chemical Abuse and Dependency Services Division. 2004 — Mental Health Outreach Specialist South King County. Ms. Bennett also carries duties as clinical supervisor for the members of this team and its Seattle shelter outreach counterparts. o [vacant] The Chemical Dependency Outreach Specialist position is currently vacant. Required qualifications include: Chemical Dependency Professional, familiarity with family homelessness, domestic violence, and mental health. o Dan McDougall-Treacy, MSW, Licensed Clinical Social Worker. Program Manager for Homeless Family Services, since 1998.23 years experience in child/family therapy, community mental health, outreach services. The members of this team, along with other colleagues, participated in more than fifty hours of in-service training in 2002 on the topic of Co-occurring Disorders of mental health and chemical dependency. Q5. Explain what's happening in Federal Way with your program and services. R5. We have provided services, over time, at the transitional housing units operated by YWCA in Federal Way. Clients temporarily housed at sites in other municipalities, who obtain permanent housing in Federal Way are eligible for, and have received, our follow-up and continuing services. We not currently contracted to provide services in any of the other emergency family shelters or transitional housing programs in Federal Way. Q6. Explain a typical experience for a Federal Way resident. How are services provided? Give some examples that are specific to Federal Way. R6. This is a typical scenario, which may apply as well to a family from another municipality. A family of three flees domestic violence and finds shelter for victims of domestic violence in Kent. We offer mental health and/or chemical dependency supports, coordinate with the nurse who also visits that site and with the health care access advocate who assists with medical coupons, etc. The trauma of violence have left each family member with notable psychological difficulties; in addition mother is need of dental care, one of the children has a developmental disability requiring a special program at school. Arrangements are made for the children to continue in their Federal Way school placements; an order forbidding the father from coming to the schools is obtained. After 30 days the family must leave and they obtain shelter in a YWCA site in Renton. At this location, the family may stay up to 90 days. We continue to provide the services that had been established at the previous shelter site, including post -DV parenting s,,<:iI.s. Our psychiatrist provides a prescription for anti -depressant medication to mother, and coordinates the ongoing care with her primary care provider. With our assistance, mother locates a 12 -step meeting that she feels is supportive. The family 06/30/2004 Page 2 of 3 155 Questions and Responses from Applicants 2005/2006 Human Services General Fund Goal #1 — Basic Needs As of May 24, 2004 applies for transitional housing programs, as well as low-income housing opportunities with King County Housing Authority. Ultimately they are accepted in a transitional program and move to Auburn. The children's emotional difficulties have not abated, and at this time it is agreed by mother and our team that they would benefit from enrollment in community mental health services. After seven months in transitional housing the family receives a section 8 voucher and seeks permanent housing in Auburn. The team continues supportive services while the family establishes firmer connections to community-based services. The children begin the new school year in Auburn; the family continues to go to Federal Way for primary health care services, to visit one grandparent, and to worship. Q7. How can you successfully follow up with the homeless? R7. Our primary role is to address the needs of families who enter the housing programs where we are assigned. At the same time, our contract states that a client is eligible for follow-up services for up to one year after obtaining permanent housing. The team has a limited amount of time for follow-up, and devotes this to clients who actively request it and who would not be able to gain access to needed services in their new location. Most clients, focused on basic survival issues such as housing and food, do not find the energy to prioritize the continuation of our services during these transitions. In other instances, follow up occurs because clients have moved to a different site where the team also provides services, or to a Seattle site, where a similarly functioning team is also based. - Q8. Why aren't you seeking other foundation or United Way support? Are the funds you receive from Seattle Public Health restricted? R8. The modest administrative costs to VCCC that are associated with this program are not allowable: under the Public Health funding contract. To address this gap, a team of colleagues provides Medicaid funded mental health services to other eligible clients. The small margin generated by that team is used partly to support the Families in Shelters team. VCCC is. a recipient of United Way support and has a long-standing approach to the way that it allocates the funds received. This does not include allocation of these funds to any particular program. We will seek foundation support for the efforts of our Homeless Family Services, of which the services described here is a portion. These foundation requests are usually conceptualized from the perspective of the integrated countywide services that this unit provides. Q9. If Seattle Public Health funds are subject to reduction, how do you plan to cover that funding gap? R9. Financial support for this team is a pool of four different funds organized and managed by Public Health. It is expected that if future funding is reduced, the contract will be modified accordingly. 06/30/2004 Page 3 o 3 Q-b� Human Services General Fund Application — Tab 21 2005/2006 CDBG PUBLIC SERVICE/HUMAN SERVICES GENERAL FUND APPLICATION SUMMARY Agency/Program Name: Senior Services of Seattle King County/Volunteer Transportation Program HUMAN SERVICES GENERAL FUND HS Priority/Strategy: Goal 1 (Basic Needs) Proposed Request for 2005: $7,050 Lowest amount if less than request: $7,050 Location where services will be provided: Federal Way FW HS Funding History 2003: $5,700 2004: $5,700 1. Program Summary The Volunteer Transportation Program meets the transportation needs of low-income seniors in Federal Way and throughout King County. 2. Demonstrated Need and Effect of Project (including performance and outcome measures) The 2000 U.S. Census shows that the growth rate of the senior population is increasing significantly in King County and that the fastest growing segment of the senior population is the over 75 age group. This age group tends to be the frailest, the most vulnerable medically and financially, and the most likely to need assisted transportation services. In 2003, 73% of Senior Services clients were in this age group. The United Way of King County Health and Human Services Community Assessment for 2002-2004 identified that transportation to .services continues to be the most frequently mentioned barrier to accessing services for residents in South King County. It also noted that most people affected by transportation problems are those who have limited mobility, specifically low-income people in general, seniors, people with disabilities and people living in rural areas. In 2005, Senior Services expects to serve 74 Federal Way residents with all City funding sources and 37 with Federal Way funding. The outcomes for this program are: • Increase the ability of seniors to meet their medical needs. • Increase the ability of seniors to remain independent. What distinguishes the Volunteer Transportation Program from a bus, taxi or an ACCESS van is that the volunteer drivers escort seniors and wait with tem at their appointments. Since 1997, Senior Services has received funding from the City of Federal Way in support of its Volunteer Transportation Program. The breakdown is as follows: 1997 11998 11999 12000 12001 12002 12003 12004 $3,277 J$3,297 J$3,690 1 $3,690 J$4,500 1 $5,500 J$5,700 J$5,700 At the end of 2003, Senior Services served 73 unduplicated Federal Way residents, total miles driven was 19,032 and the agency provided 1,188 one-way trips for seniors. By the first quarter of 2004, 32 0=151 unduplicated Federal Way residents have been served, 3,196 miles have been driven and 178 one - trips were provided. 3. Capacity of Applicant (track record and experience, ability to manage and/or secure long- term operating support) Senior Services has been providing transportation services since 1975 and is known as the largest provider of volunteer transportation services in the County. Staff for the program has extensive experience in managing the program. 4. Fiscal Evaluation (including appropriate funding sources, cost-effectiveness, realistic expenditure levels) Federal Way % of total budget: 4% Federal Way % of total clients: 1% 2005 Program Revenue Sources Federal Way CDBG $ 0 Federal Way General Fund $ 7,050 Other Federal $ 7,335 State $ 589,697 King County $ 443,368 Other Cities $ 61,882 United Way of King County $ 0 Fundraising/Grants/other $ 94,342 TOTAL PROGRAM COST $1,196,339 Based on program revenue sources, the budget appears realistic and the agency has the appropriate revenue sources to effectively run the program. In addition to the City of Federal Way, Senior Services is seeking,funding from Auburn, Des Monies, Kent, Renton, Sea -Tac, Tukwila, Bellevue, Kirkland and Redmond. At the time this report was written, the City of Kent Human Services Commission made a final recommendation to fund the Volunteer Transportation Program at $7,500 (the agency's funding request was for $13,160). The other cities mentioned, have not made final award recommendations but should complete their process in the next couple of months. 5. Use of Volunteers and Community Coordination Senior Services uses over 5,000 volunteers who serve in a variety of capacities (i.e. receptionists, cooks, health mentors). In addition, Volunteer Transportation relies on 350 volunteer drivers who live throughout King County providing transportation assistance to low-income seniors. 6. Ability to serve diverse populations The agency has the ability to serve a diverse population. 2 Other issues/concerns/questions: There are no initial concerns with the program. STAFF RECOMMENDATION AND RATIONALE Staff recommends that the Senior Services Volunteer Transportation Program be considered for funding in the upcoming 2005-2006 funding round. This decision is based on several factors: • The program provides a critical service to low-income seniors. • The agency provides services in Federal Way allowing easy access for seniors, who have limited transportation capabilities to receive personalized care. • Senior Services has the organizational capacity to effectively manage this program. • The agency has demonstrated a proven track record in consistently exceeding or meeting their performance goals and outcomes. 3 Questions and Responses from Applicants 2005/2006 Human Services General Fund Goal #1 — Basic Needs As of May 24, 2004 SENIOR SERVICES OF SEATTLE -KING COUNTY VOLUNTEER TRANS. (TAB 21) Q1. Will you accept less than your requested amount? How much less? R1. We- will accept $5,700, which represents the current funding level for the Volunteer Transportation program. However, our requested amount is based on the actual miles we expect to provide to Federal Way seniors in 2005. If we receive less than the requested sum, every effort will be made to secure additional funds so that the demand for our specialized transportation services can be m -et. If adequate funds are not secured, we will have to assess the situation and decide if a waiting list is necessary, and how it would be implemented. Suffice it to say that the Volunteer Transportation Program is the highest priority for Senior Services. All efforts to prevent this scenario would be made first. Q2. Page 13-5A shows that number of unduplicated clients dropped from 45 to 37 for City funds, yet you're asking for an increase in funding. Why? R2. Our funding request is tied to the number of volunteer transportation miles we provide, as indicated in Question 16C of the grant application, not the number of clients served. For example, we could transport one client 15,000 miles in a year's time, or we could transport 100 clients 15,000 miles in a year's time, and the cost of providing our service would be the same. In 2005 we expect to provide 15,000 volunteer transportation miles to Federal Way seniors; in 2004 we are contracted to provide only 12,700 miles. This is why we are asking for an increase in funding. do want to' make clear, however, that the actual number of Federal Way seniors served in 2003 was 73. We project that we will serve at least 74 Federal Way seniors in 2005. The number of clients we are serving has not dropped. The problem is that it really is impossible to isolate city funds to specific clients. Many providers feel that coming up with the number of clients served only with city funding is frankly an arbitrary measure and that it can be confusing to explain how we arrived at that number. Our Total Unit Cost per Volunteer Transportation Mile in 2005 is $0.94/mile and includes personnel expenses for the program manager and three transportation coordinators, office/operating expenses, rent, communications (including telephone, printing, postage, shipping and advertising), travel/training, driver mileage and parking reimbursement, insurance and administrative costs. The major line item expenditure is Mileage Reimbursement. 64% of the funding received from the City of Federal Way will be used to reimburse volunteer drivers at $ .30 per mile when they transport Federal Way seniors 15,000 miles to medical and other essential appointments. If the funding we receive from the City of Federal Way was our sole funding source, the $7,050 we are requesting from the City for 2005 would support only 7,500 volunteer transportation miles. ($7,050 _ $0.94 = 7,500). However, we project that we will provide 15,000 volunteer transportation miles to Federal Way seniors in 2005. We understand that 06/30/2004 Page 1 of 3 Questions and Responses from Applicants 2005/2006 Human Services General Fund Goal #1 — Basic Needs As of May 24, 2004 no funding source can pay for all costs of delivering services to our clients. We are asking the City of Federal Way to subsidize only half of the cost of providing service. We will leverage funds from other sources to make up the difference. Because we are required to specify the number of clients we serve with City funding only, we have tried to determine some basis of quantifying the number of people that the "city only" money serves:- Since City funding pays for half of the miles we provide, we have arbitrarily decided to use a number which is half of the actual total clients we expect -to serve as well. As I pointed out, however, our total unit cost is not tied to an individual; rather it's tied to the actual number of volunteer transportation miles we have transported that individual. We don't simply stop providing service once 37 or 45 Federal Way seniors are served. Often times, the city funded performance goals for clients, miles and one-way trips are exceeded before mid year. The Volunteer Transportation program relies on a regional system of funding which includes many funding sources. Without the entire fabric of funding from all sources, the regional system would be impossible. Funding from all the suburban cities is critical in order for us to continue successfully providing our unique service throughout King County. Q3. Why aren't you looking for other funding sources such as United Way and other foundations? R3. Senior Services is a United Way agency and receives Safety Net Funds as well as gifts from individuals through payroll deductions through the United Way campaign. The United Way funding is allocated to specific agency programs through our Resource Development Department. Additionally, the Resource Development department raises $1.9 million annually from corporations, foundations and individuals to support all of the agency programs. Volunteer Transportation is a beneficiary of these efforts, and the funding is reflected in the Senior Services allocation of $50,342 for 2004 and 2005 as indicated in Worksheets 5 and 6. Senior Services' is committed to the financial health of all of its programs, and has included program long term financial goals as part of its Strategic Planning process. In addition, the Volunteer Transportation program director is always looking for other funding sources to support the Transportation program. The $318,474 we received from the Washington State Department of Transportation represents a new funding source, as does the funds from the King County Aging Program. Each year when we write grants to the Suburban Cities throughout King County we hope to add new cities to our list of those who currently provide funding support to our program. When I first started with the program in 1992, our budget was $230,243; now it's over $1,000,000. We are actively exploring new and innovative ways to effectively respond to the transportation problems facing King County seniors. Working with King County Metro and Aging and Disability Services, we started our first Senior Shuttle operation in 1997. By the end of 2003 we had 14 Senior Shuttles on the road and have the option of adding at least three more vans in 2004 or 2005. We are working with King County Metro on the Hyde Shuttle/Ride Options Demonstration project and 06/30/2004 Page 2 of 3 f Questions and Responses from Applicants 2005/2006 Human Services General Fund Goal #1 — Basic Needs As of May 24, 2004 received a grant from the Washington State Department of Transportation to expand Senior Shuttle operations over the next two years. We also provide Nutrition Transportation Coordination, helping seniors access hot lunch programs throughout the County. We are excited about this wonderful expansion of our program, and the new transportation options we can offer to King County seniors. However, we are still committed to the transportation service we have successfully provided for years with volunteer drivers in their own vehicles, and are always looking for additional funding sources to support it. Q4. In Worksheet 5, Program Revenue, when do you anticipate knowing what funding you'll receive from the State and County and "Senior Services." Are the Senior Services fees earned? If not what is it? R4. Contracts with the State and County are not written until the end of this year for 2005. However, we have successfully contracted with these funders for years, and there is no question that we will continue to receive funding from them in 2005. While the actual funding amount from each of them will not be known until the end of this year, normally the amount does not fall below what we have received in previous years. As indicated in Question 3 above, Senior Services' allocation is from the Resource Development Department and includes funding from United Way, foundations, corporations, and other fundraising efforts. While these funds are not guaranteed, the agency has been very successful in its fund raising efforts, especially. through new contacts made from our successful Capital campaign, and will continue to aggressively seek out funding from the community to support all of its programs and services. 06/30/2004 Page 3 of 3 GOAL 2 (PUBLIC SAFETY) fb-K03 Human Services General Fund Application — Tab 1 2005/2006 CDBG PUBLIC SERVICE/HUMAN SERVICES GENERAL FUND APPLICATION SUMMARY Agency/Program Name: ACAP Child & Family Services/APPLE Parenting Program HUMAN SERVICES GENERAL FUND HS Priority/Strategy: Goal 2 (Public Safety) Proposed Request for 2005: $10,000 Lowest amount if less than request: $5,000 Location where services will be provided: Auburn FW HS Funding History 1. Program Summary 2003: $5,000 2004: $5,000 The APPLE Parenting Program provides parenting classes for families with children. 2. Demonstrated Need and Effect of Project (including performance and outcome measures) The Public Health and Safety Network has identified child abuse, neglect and youth violence_ as a widespread concern in South King County. The APPLE Parenting Program is the only court approved parenting program in South King County that can be accessed by a parent or guardian regardless of their ability to pay. The program helps reduce the risk of child abuse and neglect by providing parenting classes that enable families to improve their behavior towards each other and helps create a healthier home environment. In 2005, ACAP Child &Family Services expects to serve 85 Federal Way residents with all City " . funding sources and 57 with Federal Way funding. The primary outcome for this program is to enable parents and/or guardians to improve their progress in reaching their parenting goals. Since 1997, CHCKC has received funding from the City of Federal Way in support of its APPLE Parenting Program. The breakdown is as follows: 1997 11998 11999 2000 12001 12002 12003 - 12004 $4,500 1 $10,000 J$4,244 J$5,000 1 $5,000 J$5,000 J$5,000 $51000 At the end of 2003, ACAP served 87 unduplicated Federal Way residents, held 37 classes and provided 1,574 instructional classroom hours. The 2004 first quarter report indicated at the end of March 13 unduplicated Federal Way residents had been served, 16 classes were held and 400 instructional classroom hours had been provided. 3. Capacity of Applicant (track record and experience, ability to manage and/or secure long- term operating support) ACAP Child and Family Services have been providing affordable and subsidized childcare services in South King County for over 34 years. The agency has been running the APPLE Parenting Program r"�-)e9 for the last 24 years. Annually, the APPLE Parenting Program serves over 600 participants from South King County. The agency.has the staff expertise to effectively manage the program and provide services to a diverse low-income population. 4. Fiscal Evaluation (including appropriate funding sources, cost-effectiveness, realistic expenditure levels) Federal Way % of total budget: 9% Federal Way % of total clients: 13% 2005 Program Revenue Sources Federal Way CDBG $ 0 Federal Way General Fund $ 10,000 Other Federal $ 0 State $ 0 King County $ 0 Other Cities $ 30,000 United Way of King County $ 62,000 Fundraising/Grants/other 9,000 TOTAL PROGRAM COST $111,000 Funding -from the South King County cities is $40,000 or 36% of the_total budget. Existing revenue sources are appropriate although funding is somewhat limited. Fifty-six (56%) percent of the budget is funded through United Way and limited support is received through service fees. In addition to the City of Federal Way, ACAP has applied to Auburn, Kent and Renton. At the time this report was written, the City of Kent Human Services Commission final recommendation was to fully fund the APPLE Parenting Program. Auburn and Renton are going through their application review process and have not made any final award decisions. It is anticipated that these cities will complete their process in the next couple of months. 5. Use of Volunteers and Community Coordination ACAP's Board of Directors and Steering Committee- members are community'volunteers. In addition, - the agency utilizes volunteers in a variety of capacities that include, and is not limited to, updating ACAP's brochure and website, fixing minor repairs -at -their main Auburn facility, reading to the children and planning a work party, installation of cable and Telephones in the classrooms to improve communication, which allows for quicker accessto emergency services. 6. Ability to serve diverse populations The agency has the ability to serve a diverse population. 2 Other issues/concerns/questions: ACAP needs to look at diversifying its funding base. Fifty-eight (58%) percent of the agency's proposed revenue sources comes from United Way and 36% is from the South King County cities. There was no indication in the application if the agency has a long-term funding plan and when it will be implemented. STAFF RECOMMENDATION AND RATIONALE Staff recommends that ACAP Child & Family Services be considered for funding in the upcoming 2005-2006 funding round. This decision is based on several factors: • The APPLE Parenting Program is the only court approved parenting program in South King County that can be accessed by a parent or guardian regardless of their ability to pay. • The program provides a critical service to families to help them improve their social and behavior skills, which helps to create a stable home environment. • The agency has the staff expertise to effectively manage the day-to-day operations of the program. • ACAP Child & Family Services has demonstrated a successful track record in consistently meeting or exceeding their performance goals and outcomes. If funding is considered staff would recommend that the award is contingent upon: .Receiving a copy of the agency's long range funding plan and an explanation that answers the following: 1) What is their targeted fundraising goal? 2) What is the timeline for raising funds? 3) What fundraising events or donors will be targeted? 3 Questions and Responses from Applicants 2005/2006 Human Services General Fund Goal #2 — Public Safety As of May 24, 2004 ACAP CHILD & FAMILY SERVICES APPLE PARENTING (TAB 1) Q1. What are your increased curriculum costs and other expenses to run the APPLE program? R1. Increased expenses to run the APPLE program include: . • 10% increase in the STEP (Systematic Training for Effective Parenting) parent handbooks that we give to each participant • Printing expenses for additional handouts that we find are necessary and helpful to our clients (specifically our Community Service Directory and the Healthy Beginnings handbook) • Parent education training for new instructors • Additional classes with child care • Fees for language translation • Increased overhead expenses including a 3% salary increase for the coordinator 07/07/2004 Page 1 of 1 �-1�� uman Services General Fund Application - Tab 2005/2006 CDBG PUBLIC SERVICE/HUMAN SERVICES GENERAL FUND APPLICATION SUMMARY Agency/Program Name: Asian American Chemical Dependency Treatment Services/Substance Abuse Treatment Program HUMAN SERVICES GENEKAL I-UNIJ HS Priority/Strategy: Goal 2 (Public Safety) Proposed Request for 2005: $30,000 Lowest amount if less than request: $15,000 Location where services will be provided: Kent FW HS Funding History 2003: N/A 2004: N/A (This is the first time AACDTS is seeking funding from the City). 1. Program Summary Asian Chemical Dependency Treatment Services (ACDTS) provides an alcohol and drug counseling program, education/prevention program and a domestic violence/perpetrator treatment program to low-income Asian Americans living in South King County. 2. Demonstrated Need and Effect of Project (including performance and outcome measures) According to the Directory of Certified Chemical Dependency Treatment Services only four treatment agencies serve Asian Americans, out of 480 agencies, and none of these agencies are in South King County. ACDTS statistics indicate that the issue of drug and alcohol abuse among Asian Americans living in South King County is related to a variety. of reasons: cultural shock, misunderstandings and lack of knowledge about America culture and values. As a result these people begin to experience depression and other forms of mental stress while living in a new country. In 2005, ACDTS expects to serve 40 Federal Way clients with all City funding and 32 will be served with Federal Way funding. The outcomes for the program include helping to change their clients attitudes and traditions about substance abuse, increase the number of individuals recovering from drug/alcohol addiction, promote family safety and a healthy school environment, and decrease the number.of crime/violent acts in the Asian -American communities. 3. Capacity of Applicant (track record and experience, ability to manage and/or secure long- term operating support) ACDTS mission is to build a stronger and more diverse community relationship and work with substance abuse issues in the State of Washington. Established in 2003, this new agency is becoming known for its culturally sensitive and in-depth treatment programs and expertise. ACDTS staff has extensive experience in mental health, domestic violence and chemical dependency and have significant experience working with diverse Asian cultures. 4. Fiscal Evaluation (including appropriate funding sources, cost-effectiveness, realistic expenditure levels) Federal Way % of total budget: 10% Federal Way % of total clients: 20% 2005 Program Revenue Sources Federal Way CDBG $ 0 Federal Way General Fund $ 30,000 Other Federal $ 5,000 State $ 40,000 King County $ 0 Other Cities $130,000 United Way of King County $ 20,000 Fundraising/Grants/other 80,000 TOTAL PROGRAM COST $ 305,000 In 2003, client payments (through health insurance coverage or private means) have been the agency's only source of revenue. ACDTS expects this to continue in 2004. The budget in 2005 increases significantly because staff will receive salaries and benefits. Since 2003, staff has worked as volunteers. The source of anticipated revenue is heavily dependent on public funding from Federal Way and the other South King County cities ($160,000). To date $65,000 has been secured through service fees and a small federal grant ($5,000). The agency's board recognizes the agency needs to improve its fundraising efforts and is in the process of developing a fundraising plan to help them secure additional financial support. 5. Use of Volunteers and Community Coordination ACDTS has recruited volunteers from local community colleges to serve as interns and work on their practicum training. After a student completes their practicum training, ACDTS will consider hiring these students and train them to become certified chemical dependency counselors. 6. Ability to serve diverse populations ACDTS services are accessible and culturally appropriate for the Asian American community. The agency is also able to provide translation services when needed. Other issues/concerns/questions: Fifty-two percent (52%) of the program budget relies on ACDTS successfully receiving funds from Federal Way and the other South King County cities, which is a concern because no strategy was mentioned in the application as to how the agency will make up the funding gap if they receive partial or no funding. The agency appears to have experienced some organizational capacity challenges in the past. For example, ACDTS staff was unable to successfully manage their student intern schedules, which had a direct impact on providing services to their clients. As a result, many of their patients were not effectively served and the student interns were eventually released from their positions. While ACDTS has modified their program to ensure this'd ' 6'6s not happen again in the future, changes to the program were recently implemented and it is to early in the process to determine if the agency has successfully improved in these areas. The agency has not fully demonstrated the problem or need they .are trying to address in Federal Way and it is unclear what percentage of their clients actually being served come from Federal Way. STAFF RECOMMENDATION AND RATIONALE Staff does not recommend that the ACDTS receive funding based on the following factors: • The agency does not have the organizational capacity to effectively manage their program. • Investment in the program does not maximize the use of City. funds. • There is no convenient access for Federal Way residents to receive services. • If it is determined that the agency receive partial or no funding, there is no strategy in place to secure other sources of funds.. • The agency has not fully demonstrated they have a presence in the Federal Way community nor have they formed partnerships with other mental health agencies (i.e. Federal Way Youth and Family Services) that are serving Federal Way residents. Questions and Responses from Applicants 2005/2006 Human Services General Fund Goal #2 — Public Safety As of May 24, 2004 ASIAN AMERICAN CHEMICAL DEPENDENCY TREATMENT (TAB 2) Q1. What were the actual program costs in 2003? R1. ACTS Expense( Feb/2003-Dec/2003) Advertisement: $1,566.52 Bank Service Charges: $56.00 Licenses and Permits: $1,700.00 Dues and Subscriptions: $165.60 Equipment: $6,304.01 Interest Expense (Business Loan): $1,617.70 Miscellaneous: $239.04 Office Supplies: $2,443.63 Postage and Delivery: $618.95 Printing and Reproduction: $1,145.00 Professional Fees: $3,600.00 Payrolls: $8,579.46 Rent: $19,598.68 Telephone: $3,270.27 Travel & Entertainment: $2,232.59 Guardian Security: $228.00 Utilities: $11208.74 Community Education: $79.69 Automobile Expenses (mileage): $3,941.56 Provide for open house: $394.17 Donation: $145.00- Taxes: $1,234.11 `Total $60,368.72 Q2. Why is there an increase in program costs? R2. ACTS initially began its chemical dependency treatment program with limited staff members due to lack of qualified volunteers. However, our mission is designed for ethnic minority populations in Washington State including: Chinese, Korean, Vietnamese, Cambodian, Japanese, and many others by providing language specific counseling. In fact, many of cities in King County suffer from the lack of accessibility to treatment programs for the Asian community. Since ACTS begun its program on February 01, 2003, there has been an increase in the case load from the Asian community for drug/alcohol problems, and we have desperately looked for grant money to pay for chemical dependency counselors and/or intern students. However, we have not spent any money on salaries for staff members, -and all of us have been working for this agency as volunteers until this year due to lack of actual funding. The reason for the increase in program costs is that we plan to pay the full amount of salaries to our current staff members. 06/08/2004 Page 1 of 3 _ Questions and Responses from Applicants 2005/2006 Human Services General Fund Goal #2 — Public Safety As of May 24, 2004 Q3.. What percent of your services is offered to Federal Way residents? R3. Due to adjacency of the city of Federal Way, ACTS can provide good accessibility to Federal Way residents for their treatment needs. With the requested funds, ACTS will be able treat approximately 40 patients in a one year chemical dependency treatment program, which would be almost 20% of our total projected patients for the year 2005. Q4. What methods or outreach strategies does your agency use to target Federal Way residents? R4. ACTS has been actively advertising its programs to the residents in Washington State, especially via Korean radio broadcasting company, Radio Hankook that is a Federal Way based Korean language station. Also we are making an ad contract with a Japanese newspaper to introduce our program to its community. ACTS also keeps a close relationship with a one of the major Vietnamese local newspaper companies. Q5._ How do you link, or partner with, other agencies here in Federal Way providing services to the Asian population? R5. ACTS has been working with Federal Way Municipal Court and King County District Court for DUI and alcohol related defendants' treatment programs, so the courts and probation officers are well aware of our excellent programs. ACTS has been actively contacting with many other Federal Way based treatment agencies to introduce our Asian cultural/language specific programs so we can get many referrals from them. Also ACTS will. share our knowledge and expertise with them in return for their better understanding in treatment- programs. ACTS has a strong relationship with the Korean Women's Association in Federal Way for cooperative work for substance abuse related family issues. Q6. Describe to us the specific type of services you are providing here in Federal Way. R6. Federal,Way is well known for the cultural diversity populations in Washington State. ACTS has been designed for direct counseling methodology between counselor and. counselee with the cultural oriented and language specific programs. The main goal for this agency is to develop manpower as a non-profit social agency. In fact, we are expecting the new era where the cultural oriented counseling program is essential for immigrant people in the United States, so people can get harmonized with one another as a cultural melting pot. Q7. How long has your agency been in existence? What is your track record? R7. ACTS has been established on February 01, 2003 as a community basis non-profit organization. Since the beginning of our agency a year and a half ago, ACTS is becoming well known for our culturally sensitive and in-depth treatment programs and expertise. Patients have shown high levels of satisfaction in terms of receiving knowledge about chemical dependency, their new cultural lifestyles, and setting personal goals. They report 06/08/2004 Page 2 of 3 &)1Z Questions and Responses from Applicants 2005/2006 Human Services General Fund Goal #2 — Public Safety As of May 24, 2004 having a purpose in life and having better family relationships in their client satisfaction survey during the treatment, at the discharge interview, and post treatment questionnaires. Q8. Explain how many unduplicated City clients you will potentially serve in 2004 and 2005. Refer to Worksheet 2 on page B -5a. R8. According to our database, in 2003, we have received 2-5 referrals per month from the Federal Way Municipal Court and District Court for their DUI charges. That means we did assessments for about 30 clients in Federal Way. Out of 30, we estimate 60% of total assessments would be 18 clients that were regular patients for their drugs/alcohol problems. Based on our work plan with available staffs in 2004 and 2005, we could serve at least 20% of our total project client numbers, which would be 40 in the one year substance abuse treatment program each year. With requested fund from the city of Federal Way, we could provide treatment programs for up to 28 residents who are in a low or very low income category. 06/08/2004 Page 3 of ? , el� Follow up questions to Asian American Chemical Dependency Treatment Services Worksheet 2 - Question 12, Program Outputs, was not completely filled in. Refer to Column 2 (Unduplicated City Clients from Requested Fund). Please resubmit Worksheet 2 with this section filled in. - I filled those information in the Column 2. According to our data, at the maximum, almost 80% of our Federal Way clients are low and very low income population in Chemical Dependency. 2. In Part II - Program Information, Question 6, the total program costs is projected at $167,598. However, in Worksheet 5, Program Revenue, the agency projects $63,000. Because of this discrepancy, please explain what will be the program costs in 2004. If Part II - Program Information, Question 6 is incorrect, please resubmit this page. In fact, our information in worksheet S, approved budget in 2004 is incorrect. The projected budget we have set up for year 2004 is $147,058. The detail information for the budget that we need for this agency in 2004 is following; Total Salaries (salaries & Benefits): $77,180 Office Operating Expenses: $43,946 Communication: $4,932 Equipment: $13,000 Professional Fees: $3,000 Overhead Costs: $5,000 3. How can the service unit costs in Worksheet 3 add up to the same number when you propose to provide services to a different number of clients for each city? If this isn't accurate, please resubmit this worksheet. I am honestly sorry for making you confused by mistake. I corrected the Worksheet 3 by changing definition and the number of units as well as the unit cost Please find an attached worksheet. 4. In Question 18, it mentions that your agency will work with more qualified counselors to meet the clinical needs of your clients. Please explain what -is the staff capacity of the organization to effectively provide services to the population that you're serving. At this time, in ACTS there are two full time counselors, who speak English and Korean. In addition that, we have two Korean part-timers, one English part- timer, and one Vietnamese part-timer. ACTS wants to expand its program with at least five full time counselors and 5 part-time counselors for year 2005 in order to provide counseling services with Korean, Vietnamese, Cambodian, English, Japanese and Chinese languages. 5. Will all the staff, presently working as volunteers, receive salaries and benefits? Do you intend to hire additional staff in 2005? Since we began our work on February 01, 2003, all the staff members, including the executive director has not received any salaries. However, we hope to make salaries from our program fees and any funding opportunities in 2004 and 2005. We need to hire additional staffs, including a Chinese, Cambodian, and Japanese Counselors or Interns. 6. What systems have you put in place to ensure that students you have serving as interns will have the ability to gain the necessary experience in the mental health field? ACTS has developed a cooperative relationship with Highline Community College in Chemical Dependency Department for their Human Services Student' practicum training. ACTS uses the internship training guideline provided by WAC 388-805-240 and the school's requirements. 7. Question 18 mentioned that ACTS could not provide patients with organized group schedules and as results clients were not fully served. Because your agency remains a volunteer organization, what systems have you put in place to ensure this doesn't happen again in the future? As we grow with the extended system with grant opportunities, ACTS will work with many volunteer students from many of community colleges by providing excellent supervision. By doing this cooperative relationship with schools, ACTS and schools will be benefit mutually. 8. If your agency is unsuccessful in securing all the proposed funding sources for next year how will your agency cover this funding gap? ACTS will go out for outreach donation programs and work with our board members for connecting with many other community resources. 2005 Human Services Application (General Funds & CDBG) Worksheet 2: Program Outputs (Quantity of Service) Agency: Asian -American Chemical Dependency Treatment Services Program: Substance Abuse Treatment Program Program Outputs: Complete one Worksheet for each program requesting funds. Numbers should reflect clients served by program requesting funds. 12. Persons to be Assisted: Complete the following table with unduplicated clients to be served by this program. (Column (3) will calculate automatically.) All Jurisdictions (1)Unduplicated Ci_yt Clients from All Funding Sources (2)Unduplicated Ci r Clients from Requested Funds (3)% Unduplicated City Residents Served with Requested Funds (Auto Calc) 2004 -2005 2004 2005 2004 2005 Algona #DN/0! #DIV/0! Auburn 10 20 0 16 0% 80% Black Diamond #DIV 0! #DIV0! Burien 10 20 0 16 0% 80% Covington #DIV0! #DIV0! Des Moines 15 15 0 12 0% 80% Enumclaw #DIV 0! #DIV 0! Federal Way 20 40 0 32 0% 80% Kent 15 25 0 20 0% 80% Maple Valle #DIV 0! #DIV0! Milton #DIV 0! #DIV0! Non-nandv Park #DIV 0! #DIV0! Pacific #DIV 0! #DIV0! Renton 15 25 0 20 0% 80% SeaTac 10 20 0 16 0% 80% Seattle 20 30 0 24 0% 80% Tukwila 20 30 0 24 0% 80% Unincorp.10ng County #DIV/0! #DN/0! Other: #DIV 0! #DIV 0! #DIV 0! #DIV0! #DIV 0! #DIV 0! #DIV 0! #DIV 0! Unknown #DN/0! #DN/0! Total 1401 225 —0[— 180 j (Insert hard copy of completed Worksheet 2 as page B -5a of application. Submit electronic copy of all worksheets with application.) 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Program Summary 2003: $15,000 2004: $0' The AYR Outreach Team Program provides case management services to homeless and runaway youth along Highway 99 from Tukwila to Federal Way. 2. Demonstrated Need and Effect of Project (including performance and outcome measures) The City of Seattle's "Background on Homeless Youth in Seattle and King County" reports that there are up to 2,000 homeless youth in King County on any given night. In 1999, eight King County homeless shelters served 673 youth under the age of 18. Runaway and homeless youth are disconnected from community life, from their parents, schools, churches and other support systems. Living without supervision and the nurturing care of adults these youth are. at high risk of school failure, long-term homelessness, delinquent activities, drug dependence, unwanted pregnancy, AIDS and unemployment. A large number of youth are also ordered out of their homes by parents or leave home with the mutual consent of their parents because of family conflict.. Auburn Youth Resources (AYR) began to provide outreach services to homeless and runaway youth in Tukwila, Des Moines, SeaTac and Federal Way. This particular corridor has been identified as a high-risk area for homeless and sexually exploited youth. AYR is the only agency that has an outreach program in all of South King County that specifically targets runaway youth and homeless teens. In 2005, AYR expects to serve 55 Federal Way youth with all City funding sources and 35 with Federal Way funding. The primary outcomes for this program are: • To increase youth and family access to, and use of, area support services. • Decrease the number of homeless, runaway and at -risk youth in Federal Way. • Increase the permanent and temporary housing for homeless youth. Historical financial data indicates that AYR received monetary support originally for its Teen Drop -In Center program. . a breakdown is as follows: I Funding was de -obligated during the mid -biennium review process because of poor performance. 1997 11998 11999 12000 12001 12002 20032004 $10,000 $0 $0 $0 $10,000 $10,000 $15,000 $0 At the end of 2003, AYR through its Teen Drop -In Center program served 13 unduplicated Federal Way youth, provided 30 hours of case management services and 42 skill -building hours. There are no statistics from the first quarter of 2004 because during the 2003 mid -biennium review process, information was presented which led the Human Services Commission to recommend de -obligating future funding because of the agency's diminished_ contract performance and being unable to significantly meet their performance outcomes. City Council approved the Human Services Commission recommendation on November 18, 2003. In December 2003, AYR restructured its Outreach program. The agency closed its Teen Drop -In Center in order to focus staff's attention more on the runaway and homeless youth in South King County. Services now are either provided on the streets or at AYR's office in Auburn. Since that time, in January 2004 AYR formed a Strategic Planning Committee to provide strategic direction for the agency regarding what are the social service needs in Federal Way. Through the committee's efforts a social service needs assessment for youth and families was developed. This document was developed through personal interviews and surveys with professionals from the healthcare, human services, legal and educational fields here in Federal Way. In addition, local city government and concerned Federal Way citizens provided input into the assessment as well. Based on the interviews several themes emerged that include and is not limited to the following: • ESL Services/seivices to immigrant populations; The need for services for homeless teens -and a teen shelter in Federal Way; • Anger management groups for youth; • Pregnancy prevention and teen health services; and Greater after school activities available both academic and recreational programs located in neighborhoods. 3. Capacity of Applicant (track record and experience, ability to manage and/or secure long- term operating support) AYR has been providing services to -homeless and runaway youth in Federal Way, Tukwila, Des Moines and SeaTac for the last 11 years. In 2003, the agency assisted a combined total of 183 youth from Federal Way, Des Moines, SeaTac and Tukwila and helped them find housing, food and medical assistance. The proposed Outreach program is partially funded by AYR and grants from Des Moines, Youth Care, United Way and the City of Seattle. Staff for the program hold bachelor's degrees in human. services and have 25 years of-ezperience working with at risk -youth. The Program Director holds a doctoral degree in Counseling Psychology and a mental health license, and has worked with at -risk populations for 13 years. 4. Fiscal Evaluation (including appropriate funding sources, cost-effectiveness,. realistic expenditure levels) Federal Way % of total budget: 4% Federal Way % of total clients: 25% �_ 2 2005 Program Revenue Sources Federal Way CDBG $ 0 Federal Way General Fund $ 5,000 Other Federal $ 0 State $ 0 King County $ 0 Other Cities $109,5952 United Way of King County $ 4,320 Fundraising/Grants/other 8,251 - TOTAL PROGRAM COST $127,166 Based on proposed program revenues, the budget appears realistic, however, the diversity of the agency's funding base is limited. The City of Seattle funding represents 82% of the budget and limited funds is coming from other revenue streams. United Way has reduced its funding commitments to all agencies by 10% this year and AYR's proposed 2005 revenues from United Way is based on the 10% reduction experienced in 2004. Proposed City of Federal Way funds will be used to assist AYR in meeting the needs of at -risk youth here in Federal Way and helping these youth transition from the streets into safe, stable housing. Federal Way youth makeup 24% of the total youth served by the Outreach Team. In addition to Federal Way, AYR is seeking support from the cities of Des Moines and Tukwila. Both cities are currently conducting their funding review process and have not made any final award recommendations. It is anticipated that these cities will complete their process in the next couple of months. 5. Use of Volunteers and Community Coordination AYR's Board of Directors is comprised of volunteers who are very active in providing administrative support, strategic.direction and financial oversight of the agency. AYR also routinely host volunteer group projects and volunteers are actively involved in the agency's residential programs, providing tutoring, landscaping, clerical work and a variety of other activities. 6. Ability to serve diverse populations AYR has the ability to serve runaway and homeless teens that come from diverse backgrounds. 2 City of Seattle is providing $104,095 in support of the Outreach Program 3 � 1�D Other issues/concerns/questions: The agency budget is primarily dependent on public funding. This raises concerns because AYR should consider maintaining a diversified funding base as a way to stabilize its program revenues. Because local governments at all levels are experiencing a budget crisis if AYR's funding were to be reduced or discontinued the agency would have to reduce its services to the at -risk youth they are trying to serve. Because of poor contract performance AYR did not receive funds in 2004. If funds are awarded for next year, AYR will need to provide some assurances or set up a mechanism to guarantee that the agency will not repeat the same contract performance errors in 2003. STAFF RECOMMENDATION AND RATIONALE Staff recommends that AYR be considered for funding in the upcoming 2005-2006 funding round. This decision is based on the following factors: • The agency will provide critical services to at -risk youth in Federal Way who have runaway from home or our homeless. • AYR is the only agency that has an outreach program in all of South King County that specifically targets -runaway youths and homeless teens. • Case management services are provided in Federal Way allowing convenient access for Federal Way youth to receive assistance. Because staff is concerned with AYR's budget and future financial stability, I would recommend that the award is contingent upon: • Receiving a copy, if the agency has one, of their long range funding plan and an explanation that answers the following: 1) What is their targeted fundraising goal? 2) What is the timeline for raising funds? 3) What fundraising events or donors will be targeted? If the agency does not have a long range funding plan in place, the agency would be asked to develop a plan by a specific time frame. AYR will also be required to explain what systems have been put in place to ensure that the agency is capable of meeting its proposed performance goals and outcomes. 06/07/2004 07:49 2533512397 AYR PAGE 02 Questions and Responses from Applicants 2005/2006 Human Services General Fund Goal #2 — Public Safety As of May 24, 2004 AUBURN YOUTH RESOURCES STREET OUTREACH TEAM (TAB 3) 01 What measurable impact will funding have on youth outreach? R1. The impact funding will have on our youth outreach will be based on the numbers youth and the type of youth we are able to serve. Our funding for Case Management Services, at this time, is solely based on HUD's definition of "homeless." Many Federal ' ay youth, although actually homeless, do not qualify. Having a drop-in center and/or office - space in the community added considerably to the numbers of youth and community members we were able to reach_ This allowed them an opportunity to seek us out independently, which also contributed to their success in finding resources. Q2. Define what it means to provide "case management services"? R2. Providing Case Management Services to youth means to support and advocate for particular youth based on his/her desire and need for assistance acquiring or connectin community services. These services can include, but are not limited to, transportation, assistance, drug and alcohol assessments, mental health, education, employment, hou and health referrals. Depending on the client's abilities, services may also include train and education in social skills, street safety, problem solving and conflict resolution skills 03. What is your outreach strategy in the Federal Way community (i.e. how do you ma your services known to the teens and others in this community)? R3. The youth and community are noted of the services we offer through our contacts de during street outreach where we pass out food packs, hygiene kits and referral bags dir ly to youth in need throughout the South King County region. We also establish and main contact with the schools, goys' and Girls' Clubs, the health department, churches and o r community centers. We also make an effort to notify local business of our services on t Pacific Highway corridor where teens are know or have been seen loitering_ We have advertised in the Federal Way school paper in the past and have distributed approved fi . rs throughout the schools during the school year. Q4. What partnerships have you established with other Federal Way agencies to ass with your outreach/case management efforts? R.4 In the past eight years or more, we have been serving Federal Way. We have partnerships with the health department, Westway Community Center, the police depart nt, Truman HS, Americorp Volunteers, the FW YMCA, St. Vincent DePaul, Federal Way Y and Family Services and various private counselors and specific teachers throughout s ral of the Federal Way schools. We also maintained a presence on the Youth Action Com ee from when it originated for years, and our peer leaders have spent time volunteering wit Boys' and Girls' Clubs. 06/07/2004 Page 1 of 2 6- N 06/07/2004 07:49 2533512397 AYR PAGE 03 Questions and Responses from Applicants 2005/2006 Human Services General Fund Goal 42 — Public Safety As of May 24, 2004 Q5. The application indicates that the Outreach team is serving 24% of the Federal W youth. Where are these teens coming from? R5. These youth are coming from the streets, parks, schools and business districts withthe Federal Way area. Many Federal Way homeless teens are not visible, as they couch suq between friends and extended family member's homes, or they are transients in and out f the area. Q6. Because the lease for the drop-in center will be up in the fall, where do you proposo provide services to Federal Way teens? R6. For two years prior to opening. the Drop -In Center, our services were provided thro street outreach services only, with limited Case Management or office space. Our wort were required to spend the majority of their time on the streets and working out of their During this time however, we were still capable of providing services within the commu through outreach and meeting teens in parking lots, parks, etc. The advantage of the c space is that it allowed teens a safe and drug-free empowering place to seek services independently, to assist other teens in need, and to receive support as they required it. Hence, having this space available allowed us to work with and reach more teens than possible through just the outreach function. Q7. How do you intend to reach your goal? What will you do differently with this pro R7_ Without the Drop-in Center or Federal Way office space, we will be required to rety to providing more street outreach and less Case Management services_ We intend to re our goals through continuing to provide outreach to at -risk youth, but with decreased fundi we will be compelled to offer fewer than desired Case Management services to homeless w th in the South King County region. Q8. How do you recruit for Federal Way board members? R8. Several of our present board members have associates in Federal Way and will contacting them individually about participating in AYR activities. Q9. Explain why you are not applying to Sea -Tac to help with your program costs. R9. We intend to apply for the next funding cycle. We are presently continuing to cone ct a needs assessment for the area to assist us in planning and funding requests. 06/07/2004 �P1age 2 of '�.J V Q�1) Needlbr the Program 10. 10. Describe the need or problem the program is designed to meet in each City to which an application is being submitted. What is the problem/need the program is addressing? Quantify this need, using local or regional data which confirm or describe the problem or need. How much of the need is currently being served? Address these questions for every City to which an application is being submitted. One additional page can be added in response to Question 10 if needed. According to the 2001 City of Seattle Background on Homeless Youth in Seattle and King County report, it is currently estimated that there are between 500-1000 homeless youth on the streets of Seattle and up to 2000 homeless youth in King County on any given night. In 1999 the eight King County Homeless shelters served 673 youth under the 18. These figures suggest that the vast majority of homeless children in King County are not being served by the social service safety net in King County. According to King County statistics there was an estimated 5,000 youth that were reported by their parents as having run away from home in 1999.. A large number of youth are also ordered out of their homes by parents or leave home with the mutual consent of their parents over family conflict. These individuals (some as young as 10 years old) are not typically reported as runaways. Many homeless youth go without assistance and find themselves living on the streets, eating out of dumpsters, living in abandoned -buildings or under highway viaducts and relying on the care and support of gangs of older youth or adults who further abuse or exploit them. Runaway and homeless youth are disconnected from community life, from their parents, schools, churches and other support systems. Living without supervision and the nurturing care of adults these youth are at high risk of- school failure, long-term homelessness, delinquent activities, drug dependence, unwanted pregnancy, AIDS and unemployment. Many of the homeless and runaway youth that AYR serves are in need of emergent medical and dental care. They often suffer from malnutrition, exposure to the elements, poor hygiene, drug use and violence. Frequently these youth must engage in illegal activities such as prostitution, shoplifting, or the illegal drug trade to survive while living on the streets. The Outreach Team's goal is to help these youth find safe and healthy alternatives to life on the streets and to reconnect them with the social systems that offer them hope for a brighter future. In 1993 AYR began providing outreach services for homeless and runaway youth in Tukwila, Des Moines, SeaTac and Federal Way. The target population for the AYR Outreach Team is homeless and runaway youth along the Highway 99 corridor from Federal Way to Tukwila. This corridor has been identified as a high-risk area for homeless and sexually exploited youth. The AYR Outreach Team program continues to be the only outreach program in all of South King County that specifically targets this runaway and homeless population. Many of the youth we serve in South King County have runaway from abusive and/or neglectful homes. Many of the youth who runaway have faced multiple overlapping problems within their families. Contributing factors include sexual/physical abuse, unemployment and poverty, substance abuse, and severe family conflict. Many of the homeless and runaway youth that reside in South King County are youth that we can prevent from becoming chronically homeless. Frequently youth runaway as a result of a crisis with their parent(s) and survive by "couch surfing" at friend's, homes. These young people tend to stay in their own communities and some even continue to attend school. These are not the prototypical chronic street youth that live openly on the streets. These youth are very difficult to identify as homeless. These are also the same youth that are frequently the easiest to transition back into their family's home before they become immersed in life on the streets or involved with crime or drugs. It is through our contacts with schools and other social service providers that we are able to identify these youth and provide needed services. Social Service Needs Assessment for the City of Federal Way June 2004 f5-1`65 Preface In January of 2004 a Strategic Planning Committee was formed to provide a strategic plan for Auburn Youth Resources' (AYR) potential future services in the City of Federal Way. That committee consists of Bob Karnofski (AYR Board President), Chuck Booth (AYR Board Vice President), Lisa Simonson (AYR Board Treasurer), Jim Blanchard (AYR Executive Director), Dr. Terry Rodman (AYR Residential Director), and Jim Calderhead (AYR Development Director). To assist the committee we asked Angelina Allen-Mpyisi, the Human Services Manager from the City of Federal Way to assist us in our mission. Our first decision as a committee was to discover what the social service needs of Federal Way are. This document is the result of that work. This document was developed by personal interviews and surveys with professionals from the healthcare, human services, legal, and educational fields as well as the city government and concerned local citizens. This needs assessment is not intended to be an exhaustive evaluation of all youth and family social service needs in the Federal Way area. A more comprehensive needs assessment might include: financial; housing; health care; children's services; educational services; vocational services; legal services; transportation; and recreation services. Our primary intent in producing this assessment is to find out what, if any, services Auburn Youth Resources could provide in the Federal Way area. In addition, we believe that the results of this assessment could also be helpful to the Human Services Commission as an indicator of some of the contemporary social services deficits that may exist. We would like to thank all of the individuals who volunteered to be interviewed for this project. Your input is what made this project possible. Hopefully we can all learn from your collective experience and wisdom. (3_l<�lD Social Service Needs Assessment Results Purpose: To obtain a social service needs assessment for at -risk youth and families in greater Federal Way towards developing a strategic plan for potential AYR services in the Federal Way area. Method: Interview professionals from the healthcare, human services, legal, and educational fields as well as the city government and concerned local citizens. Overview: The City of Federal Way has a population of 83,500* making it the largest city in South King County. The city is highly ethnically and culturally diverse with up to one-third of the city's residents being Asian -American, African-American or Hispanic -American*. The Federal Way area is also home to a large immigrant population, many from Eastern Europe, Asia, and Latin America. The residents of Federal Way enjoy the highest average household income and the highest level of education attained among South County Cities*. With approximately 57,000 working -age residents and only 22,485 people employed within the city limits*, Federal Way serves as a "bedroom community" with many of it's residents working elsewhere, most notably in Seattle or Tacoma. Approximately 83% of the employment in Federal Way is in the low-paying retail and service sector*. Federal Way became an incorporated city in February of 1990. Although there have been vast improvements made since that time, the city lacks a fundamental infrastructure. Without a historical heritage and developed infrastructure, the city lacks a unified quality. Although there does seem to be some cohesion in selective neighborhoods throughout Federal Way, the city as a whole lacks a sense of identity and cohesiveness. With the construction of Celebration Park, the new City Hall, and the 2006 Celebration Park Recreation Center the City of Federal Way is attempting to create an infrastructure and a sense of community. Not unlike other cities in the Puget Sound region, traffic congestion is problematic in Federal Way. With few north -south roadways, much of the traffic must utilize Highway 99 and 1St Avenue. There are no city bus services available although the King County Metro buses traverse the cities main arterial roads. The magnitude of gridlock during high traffic times adds a barrier to residents seeking services and utilizing recreational sites. The Federal Way School District encompasses an area much larger then the City of Federal Way. The School District serves many families who live in unincorporated King County. The City of Federal Way is currently considering annexing most of these areas (please see map). The Camelot and Star Lake areas (population of 11,700*) are made up * City of Federal Way Website: http://www.ci.federal-way.wa.us/ V) VI of pockets of low-income housing and larger apartment buildings. In addition, a sizeable immigrant population inhabits these areas. Several of the interviewees commented that social service providers in Federal Way underserved the Camelot and Star Lake areas. These areas are heavily residential with few services provided to their inhabitants. Given the traffic congestion problems along Highway 99 and Military Road, it is difficult for many of these residents to obtain services in Federal Way. This distance and traffic congestion also precludes many of these residents to utilize after-school recreational programs located within the city limits of Federal Way. Interviews: Federal Way Public School Contacts: Trise Moore, FWSD Parent Mediator Chris Willis, Secondary Special Education Pam Morris Stendal, Principal, Truman High School Eric Priebe, Assistant Principal, Thomas Jefferson High School John Harpel, School Counselor, Sacajewea Middle School Gene Cash, Principal, Sacajawea Middle School Tom Leacy, Principal, Decatur High School Trude Perez, School Counselor, Decatur High School Tim,Mackey, Principal, Saghalie School Thanh Nguyen, Dean of Students, Saghalie Middle School Anna Marie Fern, FWPS School Counselor's leadership team Aaron Rea -Smith, FWPS School Counselor's leadership team Lynne Thorndycraft, FWPS School Counselor's leadership team Susan Fish, FWPS School Counselor's leadership team Patty Eagle Cruz, FWPS School Counselor's leadership team Mary Weis, FWPS School Counselor's leadership team Joan Wrigley, Communities in Schools. Out of the eleven Federal Way middle schools and high schools that were contacted for this project, five responded to a request for an interview. I was fortunate enough to meet with Mr. Willis, the FWPS leadership team, and Joan Wrigley from Communities in Schools. All of the school contacts reported a need for greater family based counseling services. Much of this need centered on the reluctance of families to seek services as opposed to a general lack of service providers. Some of the complaints about the providers in Federal Way included long waiting lists, the distance to providers, the need for ESL counseling services and the costs of services even with the availability of a sliding fee scale. The school contacts nearly unanimously described a need for after-school programs. Many of the contacts reported having to disburse students from their campuses after school hours because the students lacked anywhere to go and anything to do. These are the students who do not participate in traditional after-school activities (e.g. sports, band, etc.). The schools contacts suggested that services should be tailored to also meet the needs of this population (drop-in type of environment with an adult presence). Some 2 BAA _ suggestions made by school personnel included; dancing, skating, a computer lab, and tutorial services. Many of the school contacts reported that the construction of centrally located recreational centers (Boy's & Girl's Club, Celebration Park Community Center) would have little impact on their students. They believed that these services should be located in the neighborhoods where children and families feel safer and don't have to worry about transportation. The distance to the recreational centers was described as problematic for the students in the Camelot and Star Lake areas. There are over eighty languages spoken by students in the Federal Way Public Schools. Many of the school contacts reported a -need for ESL counseling and case management services; for students and .their families. The greatest needs were reported to be with Hispanic, Eastern European, Asian, and Pacific Islander populations. The school contacts report that ESL service providers have been unreliable. Many of the school contacts reported a need for anger management groups to be provided in the schools. These services should be on-site, reliable, affordable and accessible. Several of the school counselors reported that they would welcome partnerships in schools where teachers and therapists could co -lead groups. Several of the school contacts reported a significant need for services for homeless students. They reported a need for a homeless teen shelter in Federal Way staffed with trained counselors and therapists. They felt that because the city doesn't offer a teen shelter locally, it precluded many of their homeless students from seeking residential services elsewhere. A few of the school contacts suggested that case management services for students and families should be provided either at the school sites or a store front office. This would be especially helpful for ESL students and families. The operation could also be staffed with therapists and crisis workers to help meet the needs of families more efficiently. Another recognized challenge reported by many of the school contacts was the need to get families more involved in the schools. Some suggestions for improving relations between parents and the schools were: opening up school computer labs for families, ESL Family Nights, and school open houses in the evenings. Legal Contacts: Brian Wilson, Deputy Chief of Police, Federal Way Police Department Shirley Noble, Partnership For Youth Justice Area Manager Melissa Cathcart, Juvenile Probation Shirley Noble, Partnerships For Youth Justice Area Manager, reported that the largest percentage of referrals to the Federal Way Diversion Court were for shoplifting. The King County Diversion Court utilizes a study -at-home program for shoplifting offenders from New York because there are no providers in King County that offer these services. The second largest numbers of referrals to the Federal Way Diversion Court were for violent crimes (i.e. assault and domestic violence). '��1�� 3 Brian Wilson, Deputy Chief of Police, reported that his first concern was the coordination of existing services in Federal Way. He discussed the significant need for services based on cultural diversity and the need for ESL services with immigrant populations. He commented that drug use, especially methamphetamine and ecstasy and the petty crime associated with it seem to be the biggest criminal problems with youth in Federal Way. The greatest needs for service that he saw were mentorship, parenting help, and domestic violence services. All three, he felt, need services that are culturally sensitive to meet the diverse populations in Federal Way. City of Federal Way: Mayor Dean McColgan, City of Federal Way Mayor Jim Ferrell, City of Federal Way Council Member Linda Kochmar, City of Federal Way Deputy Mayor Jeanne Burbidge, City of Federal Way Council Member Jim Ferrell, City of Federal Way Council Member Mike Park, City of Federal Way Council Member Eric Faison, City of Federal Way Council Member Jack Dovey, City of Federal Way Council Member Rick Agnew, Chairman of the Human Services Commission Kevin King, Vice Chair of the Human Services Commission Richard Bye, Human Services Commission Vicki Bunker, Human Services Commission Julie Grant, Human Services Commission Stephn McNeal, Human Services Commission Keri Newport, Human Services Commission Ronald Secreto, Human Services Commission Russ Williams, Human Services Commission Roger Freeman, Alternate Human Services Commission Deanna Heinrich, Alternate Human Services Commission Nancy Robertson, Alternate Human Services Commission Out of the twenty questionnaires sent to the Federal Way City Council members and Human Services Commission members, two were received back. One survey indicated a need for increased individual and family counseling, case management services, and educational support services. The greatest concern for Federal Way area youth were: 1. Mental health problems 2. Family discord 3. Juvenile substance abuse 4. Crisis intervention for suicidal youth and homeless and runaway youth. The other . survey indicated a need for teenage pregnancy prevention and domestic violence and date rape prevention in the schools. There is a need for an emergency shelter and housing for youth 18-22 years old and a need for safe, structured after-school programs. The greatest concern for Federal Way area youth were: 1. Juvenile runaways and subsequent violence. 4 2. School dropouts. 3. Increase of domestic violence education and teen sex education needed. Social Service Providers: Ted Swuartz, Valley Cities Counseling & Consultation (VCCC) Susan Mowrey, Federal Way Youth & Family (FWYFS) Jay Thomas, YMCA Kari Kesler, Health Department Dini Duclos, Multi -Service Center Notes from 2004 City of Federal Way Human Services Forum Mr. Ted Swuartz (Valley Cities Counseling & Consultation) and Ms. Susan Mowrey (Federal Way Youth & Family Services) emphasized the need' for greater services for the Latino and Eastern European immigrant populations. They reported the difficulty in providing these services is funding. Most of the work is not Medicaid reimbursed and programs must rely upon substantial grant funding and private agencies subsidizing these services. FWYFS is currently providing mental health counseling in several elementary schools in Federal Way. VCCC is currently providing services to middle school and high school students through the Merit Program. These programs are specialized in that they provide services for behaviorally disordered classrooms. Mr. Jay Thomas, Executive Director of the Federal Way Norman Center YMCA, stressed a need for greater infrastructure and collaboration with other providers in Federal Way. There is a need for social service providers to build tighter bonds and a need for a vehicle for them to do so. Mr. Thomas thought that the City's Human Services Forum in February was a good start for providers to get together and coordinate services. Mr. Thomas agreed that schools need enhanced after-school activities. The YMCA has had some preliminary discussions about possible programs. He also commented on the need for a teen shelter and greater youth mentoring services in Federal Way. Ms. Kari Kesler, Family Planning Health Educator with the Federal Way Health Department described the biggest problem that she hears from teens is the lack of recreational activities in Federal Way. _ Many of the teens in Federal Way spend their time in Seattle or Tacoma. Ms. Kesler felt there was a significant need for pregnancy prevention programs and teen heath services within the school district. Ms. Kesler also discussed the fragmented nature of the city and the difficulty that she has had in finding "entry points" into the mix of social service providers. Ms. Dini Duclos, Executive Director of the Federal Way Multi -Service Center described the need for structured after-school activities for youth. In addition, she reported a need for culturally competent counseling services and more therapists who speak Spanish and Russian. Ms. Duclos also described the transient population problem in Federal Way where Families will move from apartment complex to apartment complex to take advantage of move -in specials. Ms. Duclos reported that this activity is particularly problematic for schools as children change address and enroll in new schools. 6'1 1 5 Notes from 2004 Human Services Forum Notes: Most of the discussions focused on social service providers bringing forth their own interests and agendas. Many of the topics revolved around meeting the needs of Latino and Eastern European families. Specifically addressed were: 1) Chemical dependency 2) Domestic violence 3) Case management and family advocacy 4) Parenting classes 5) Health care accessibility 6) Job training 7) Translation services These subjects were only briefly touched upon and there were no substantive discussions of the depth of needs. The top three areas of need for human services were defined as: 1) Emergency services: food, medical, shelter, multiple languages 2) Volunteer coordination 3) Prevention Services: At another table that discussed "Affordable Housing" there was a discussion about transitional housing for homeless teens. This was the first item addressed in their summary. The spokesperson said there was a strong need for placement for homeless youth who "couch surf' and are "too old for the state system". Another table that discussed "Neighborhood Improvement" also addressed this subject. They cited a need for "shelters for youth and half -way houses". There does seem to be an earnest interest in providing these types of services in Federal Way. Concerned Citizens: Kathleen Parks, Federal Way Care Giving Network Ron Walker Ron Gintz Caitlin Johnson, a Senior at Federal Way High School and a member of the City of Federal Way's Youth Commission. Mr. Walker reported that the greatest social service need in Federal Way was for services for fatherless youth. He believed that increased mentoring services and recreational opportunities for these youth were needed. He also commented that there have been some improvements in services to the West Way community but that more mentoring and services are needed. Kathleen Parks, member of the Federal Way Care Giving Network reported that she is a member of a group working with the Episcopalian Church to open a shelter for homeless f�-Jj 2- 6 girls in Federal Way. She commented that providers needed to have round table meetings with other stakeholders in the community to coordinate and develop service plans. In addition, transportation is a major difficulty in the Federal Way area and that greater bus services are needed. Caitlin Johnson, a senior at Federal Way High School and a member of the City of Federal Way's Youth Commission reported that the greatest challenge to Federal Way students was boredom. Youth need drug free, safe places to hangout after school. She believed that this boredom often leads to crime and substance abuse. She commented that there is a substantial need for substance abuse prevention and treatment, and mentoring services. Ms. Johnson also commented about the problems associated with racial and ethnic tensions in the schools, particularly between Russian and American students. Ron Gintz, former Mayor of Federal Way reported that he saw waste in the duplication of services by social service providers in Federal Way. He feels that better coordination among providers may eliminate some of this duplication. Mr. Gintz also feels that too often social service providers stress recreational activities at the expense of academic pursuits. He believes that there is a need for greater mentoring and tutoring programs for Federal Way young people. Mr. Gintz also believes that social service providers must stress accountability for the youth and parents/guardians that they serve. Conclusions: The city of Federal Way is a community in transition. According to the 2000 City of Federal Way Market Analysis, it is expected that the population of the city will grow by about 20,000 people in the next twenty years. The community can also expect its commercial sector to grow by about 8,200 jobs during that same time period. According to the 2003 City of Federal Way Potential Annexation Area Annexation Feasibility Study Final Report the seven potentially annexed areas will have a projected population in 2020 of over 26,000 residents. When added these numbers project an estimated population for the City of Federal Way of 129,500 in the year 2020. In conducting the research for this assessment there was one overarching theme that emerged. Many of the individuals interviewed for this project described a lack of connection within the community. A lack of connection in the community between parents and schools, schools and social service providers, and between social service providers themselves. Several interviewees described their experiences working in other communities where the schools, the city, and social service providers worked in concert with one another in meeting the needs of the community. Below is a supposition based on the interviews conducted for this project as to the potential reasons that this sense of a disconnect exists The City of Federal Way is the home of a genuinely diverse population base that includes many recently arrived immigrants from many diverse lands. Given its youth as an incorporated city and its history of sprawling growth, the city seems to be struggling to define an integrated identity and a cohesiveness of its citizenry. Perhaps contributory 7 factors that reduce this lack of identity and cohesion are the large number of commuters in the area, the congestion of traffic, and the lack of an incorporated civic history. The sense that one gathers from looking at the statistical data on local employment is that a great many of the residents of Federal Way are employed elsewhere and must spend a considerable amount of time commuting to and from their places of employment. One premise might suggest that with the time demands that many of the residents face with commuting there is a lack of time to attend to other matters (e.g. getting involved with schools, civic matters, seeking social services). This "commuter fatigue" also takes a toll on a community's ability to coalesce and meet its own needs through community involvement projects and volunteerism. Another deleterious effect of the high rate of commuters in a community is the lack of adult supervision for children in the afternoon and early evening. This can be especially problematic for many single parent households. A seemingly related subject is the traffic congestion problem combined with a lack of comprehensive bus services throughout the greater Federal Way area. With few north - south roadways that traverse the city traffic congestion is a problem that limits the mobility of the citizenry. These barriers could also be a limiting factor for children and families to seek social services and recreational opportunities that are available to them. The Federal Way City Council has recognized these problems and has attempted to reduce traffic congestion in the city (e.g. Pacific Highway South Phase I & II). It is unknown how the impending Federal Way Transit Center (320th Street) may impact the ridership of intra -city bus travel. The traffic congestion problem and lack of public transportation will likely be long-term problems for the city and the region. Federal Way became an incorporated city in February of 1990. This lack of a civic legacy and a historical heritage seem to be contributing factors to the muted sense of identity and cohesion that the community possesses. In fourteen short years, the City of Federal Way has taken major steps in improving the infrastructure and the cohesiveness of the community (Celebration Park, the new City Hall, and the 2006 Celebration Park Community Center). It would seem that a civic identity and community cohesiveness is one that is germinated through time and familiarity. As one of the individuals interviewed for this project described it, "Federal Way is a teenager, it is experiencing some growing pains and trying to discover who it is". The city does seem to have great potential but lacks some maturity and identity. The greatest challenge for Federal Way seems to be in forming a cohesive community identity that is inclusive of and representative of all of its citizenry. A needed step in this process seems to be the formation of a social service providers network that works with the stakeholders in the community (i.e. city, schools, etc.) to coordinate and collaborate their services together. With any luck, this document may serve as a catalyst for this tighter coordination of services 8 In analyzing the interviews conducted for this project, several themes emerged. Below are a listing of needs identified by this process. Needs • ESL Services/services to immigrant populations • Greater family based counseling and case management services • Greater after school activities available. Both academic and recreational programs located in neighborhoods • Need for services for homeless teens/Need for a teen shelter in Federal Way • Need for coordination among social service providers and other stakeholders, such as the schools and the city. • Pockets of poverty exist inside and outside the city limits of Federal Way that are in need of comprehensive social services. • Anger management groups for youth. • Domestic violence services for victims • Pregnancy prevention and teen health services Suggested Actions: • Greater coordination between social service providers, community members and stakeholders, such as the schools and the city. This may be best accomplished by a definition of problem areas/needs and developing smaller task forces of social service providers and community members that our willing to work toward resolving these problems. The City Human Services Manager and the Human Services Commission are perhaps the best organizers of these groups given their broad mission. An example is a group tasked with providing after school activities for youth. Federal Way will soon have two modern recreational centers (The Boys & Girls Club, Celebration Park Community Center). School personnel interviewed for this project do not believe that their students will fully utilize these sites because of proximity, transportation, and concerns for safety. A group tasked with this problem might consist of the Human Services Manager, members from the recreational providers community (the City of Federal Way Teen Services Coordinator, YMCA, Boys & Girls Club), school principals, transportation specialists, members of the youth commission and concerned community members. • ESL counseling and case management services should be vastly enhanced. Perhaps organizations that specialize in these services could be invited into the area to provide services. Perhaps collaborations with area universities with programs focused on Latino and Eastern European study could be sought to help with translating and case management services. • There seems to be a clear need and a community desire to provide a teen shelter and increase the services to homeless and runaway youth in the city of Federal Way. There has been a series of failed attempts in the past to provide such a shelter. Potential providers should meet and discuss options and needs and eliminate the potential duplication of services. • Many of the individuals interviewed for this project saw a need for greater educational resources/opportunities for young people in Federal Way. After - 9 school tutorial programs, homework clubs and literacy programs were the most frequently suggested activities. • In interviewing school personnel, it became clear that many of them express similar concerns (e.g. racial/ethnic tensions, need for after-school programs for students). Several of the schools were experiencing some success with problems that other schools were struggling with. It seems that it would be beneficial for school staff to begin sharing their strategies, strengths and successes with one another. Although I recognize that each school, student body, and neighborhood has it's own unique identity and it's own unique set of problems, it seems that a dialogue around the successes that individual schools are having could promote success within the entire district. 10 Human Services General Fund Application — Tab 2005/2006 CDBG PUBLIC SERVICE/HUMAN SERVICES GENERAL FUND APPLICATION SUMMARY Agency/Program Name: Birth to Three Developmental Center/Family Services Program HUMAN SERVICES GENERAL FUND HS Priority/Strategy: Goal 2 (Public Safety) Proposed Request for 2005: $23,100 Lowest amount if less than request: $21,000 Location where services will be provided: Federal Way FW HS Funding History 2003: $21,000 2004: $21,000 1. Program Summary The Family Services program provides support, information and referral services to parents of young children with developmental disabilities in South King County. 2. Demonstrated Need and Effect of Project (including performance and outcome measures) According to the United Way Community Assessment South King County has the largest number of children between the ages of 0-17. Demand for family support services, childcare and specialized care for children with physical and developmental disabilities is highest in areas of the county where families with children live. Early intervention before age 3 allows children with developmental disabilities, a critical boost in being able to learn. Studies indicate that for every dollar spent on intervention before age 3, seven dollars is saved before the child attends school. In 2005, Birth to Three expects to serve 146 Federal Way families with all City funding sources and 44 with Federal Way funding. The outcomes for this program are: • To increase caregivers confidence in their ability to advocate for their child. • Increase caregiver's knowledge of coping and skills for their child's disability. Since 1997, Birth to Three has received funding from the City of Federal Way in support of its program. The breakdown is as follows: 1997 11998 11999 12000 12001 12002 12003 12004 $19,000 1 $19,000 J$20,000 J$19,000 1 $19,000 J$19,000 J$21,000 ---] 1 $21,000 At the end of 2003, Birth to Three served 133 unduplicated Federal Way residents and the 2004 first quarter report indicated that at the end of March, 75 unduplicated Federal Way residents have been served. 3. Capacity of Applicant (track record and experience, ability to manage and/or secure long- term operating support) Birth to Three has been serving children with developmentally disabled conditions since 1966 and has graduated well over a 1,000 children through their programs. Children who have gone through Birth to Three's program have an easier time adjusting to school, life and home. To ensure quality services are being provided, Birth to Three has formed close partnerships with the University of Washington School of Education and School of Occupational Therapy, Public Health Departments, School Districts, United Way of King County, Children's Home Society of Washington Early Head Start Program and others. Staff for the agency has several years experience working with special needs children and have been trained in Infant Toddler Early Intervention. The Executive Director has more than 19 years experience working with children with special needs and holds a Master's Degree in Education. 4. Fiscal Evaluation (including appropriate funding sources, cost-effectiveness, realistic expenditure levels) Federal Way % of total budget: 22% Federal Way % of total clients: 73% 2005 Program Revenue Sources Federal Way CDBG $ 0 Federal Way General Fund $ 23,100 Other Federal $ 75,100 State $ 0 King County $ 0 Other Cities $ 0 United Way of King County $ 5,100 Fundraising/Grants/other $ 0 TOTAL PROGRAM COST $103,300 Based on proposed program revenues, the budget appears realistic, however, the diversity of the agency's funding streams is limited. The City of Federal Way is the only local municipality supporting this program. Birth to Three has not applied to other South King County cities for support. 5. Use of Volunteers and Community Coordination. Birth to Three's Board of Directors are all volunteers who help define the mission, set policies and the strategic direction for the agency. The agency also was a recipient of two Boy Scout Eagle projects that helped improve the grounds around the center. A number of Master student interns work with the therapists and children to help increase the level of services -offered to families. 6. Ability to serve diverse populations Birth the Three has the staff capabilities to serve a diverse population. Other issues/concerns/questions: Ninety-five (95%) percent of the agency budget is primarily dependent on public funding. This raises concerns because Birth to Three should consider maintaining a diversified funding base as a way to stabilize its program revenues. Because government funding at all levels are experiencing a budget crisis if Birth to Three's funding were to be reduced or discontinued, the agency would have to decrease the level of services offered to families. STAFF RECOMMENDATION AND RATIONALE Staff recommends that Birth to Three be considered for funding in the upcoming 2005-2006 funding round. This decision is based on the following factors: • The agency has the staff expertise to effectively manage its day-to-day operations and programs. • Birth to Three has demonstrated a successful track record in consistently meeting or exceeding their performance goals and outcomes. • The agency continues to provide a critical and necessary service to the Federal Way community. • Support services are provided in Federal Way allowing convenient access for Federal Way families to receive assistance. Because staff is concerned with Birth to Three's budget and future financial stability, I would recommend that the award is contingent upon: • Receiving a copy, if the agency has one, of their long range funding plan and an explanation that answers the following: 1) What is their targeted fundraising goal? 2) What is the timeline for raising funds? 3) What fundraising events or donors will be targeted? If the agency does not have a long range funding plan in place, the agency would be asked to develop a plan by a specific time frame. 3 Questions and Responses from Applicants 2005/2006 Human Services General Fund Goal #2 — Public Safety As of May 24, 2004 BIRTH TO THREE (TAB 4) Q1. Be more specific in how you derived at your Service Unit Cost? R1. Service Unit Cost Birth to Three Developmental Center Family Services Program Two full time Child and Family Services Coordinators provide services. Their duties are to provide case management and transition services to families. Transition services include the process of assessment, placement, exiting program and placement in outside services. Personnel, operating expenses and overhead costs are added to obtain the total budget for the Family Services Program. Based on time studies, it is estimated that 1300 hours of transition services and 1900 hours of case management are provided during a year by the two Child and Family Services Coordinators. This total 3200 hours of direct service per year. Their other hours are spent in training, travel and general administration. The total budget for the Family Services Program was divided by the total number of direct service hours provided to obtain the Service Unit Cost. 07/09/2004 Page 1 of 1 uman Services General Fund Application — Tab 5 2005/2006 CDBG PUBLIC SERVICE/HUMAN SERVICES GENERAL FUND APPLICATION SUMMARY Agency/Program Name: Catholic Community Services/Low-income Counseling Services Program HUMAN SERVICES GENERAL FUND HS Priority/Strategy: Goal 2 (Public Safety) Proposed Request for 2005: $25,000 Lowest amount if less than request: $15,000 Location where.servifts will be provided: Auburn, Kent and Renton FW HS Funding History 2003: N/A 2004: N/A (This is the first time CCS has submitted a funding request for this program to the City). 1. Program Summary The program provides counseling services and offers self -development classes and workshops on various topics that include anger management, parenting and effective communication. 2. Demonstrated Need and Effect of Project (including performance and outcome measures) According to the United Way Community Assessment, South King County has experienced growth in the number of minorities, particularly Hispanic, African American and Asian communities that have moved in the area. Over 18% of the South County population has family incomes less than 50% of the median income. The report further stated that the need for human services significantly exceeds the service capacity and suggests increased collaboration between nonprofit organizations. In 2005, CCS expects to serve 126 Federal Way residents with all City funding sources and 121 with Federal Way funding. The primary outcomes for this program are: • To improve the mental health of low-income individuals and families in South King County. • Decrease negative symptoms and behavior including stress, anxiety, depression and isolation. • Improve or restore family, school and work relationships. • Improve general functioning as measured by pre -and post-treatment GAF scores. In 2003, CCS provided individual and group services to 312 unduplicated clients, 112 of which lived in South King County. Of the total clients served, 61 % were very low-income and 16% were low- income. In addition, approximately 250 individuals attended self -development workshops. 3. Capacity of Applicant (track record and experience, ability to manage and/or secure long- term operating support) CCS has been providing low-income counseling services for a number of years. The agency has the staff capabilities and technical skills to effectively manage the program. The Counseling Supervisor holds an M.A. and the counselors providing services all hold 4 -year or Master's degrees. Masters/PH.D). �3��1 4. Fiscal Evaluation (including appropriate funding sources, cost-effectiveness, realistic expenditure levels) Federal Way % of total budget: 5% Federal Way % of total clients: 19% 2005 Program Revenue Sources Federal Way CDBG $ 0 Federal Way General Fund $ 25,000 Other Federal $ 0 State ` $ 0 King County $ 0 Other Cities $2401000 - United Way of King County $ 96,748 Fundraising/Grants/other $135,650 TOTAL PROGRAM COST $497,398 Fifty-three (53%) percent of the budget is mainly comprised of public funding. The agency has limited resources from foundations and United Way to help support the program. In addition to Federal Way, CCS is seeking support from the cities of Auburn, Kent, Renton, SeaTac, Tukwila and other cities in King County. At the time this report was written the City of Kent Human Services Commission made a final recommendation -to not fund the low-income counseling services program. The remaining cities, where CCS is seeking support, are currently conducting their funding review process and have not made any final award recommendations. It is anticipated that these cities will complete their process in the next couple of months. Proposed funding will mainly help support personnel costs, office operating expenses, travel, communications, equipment and overhead expenses. 5. Use of Volunteers and Community Coordination CCS uses over 200 volunteers who provide year around assistance to their transitional housing and shelter projects and assist with transportation, in-kind donations, clerical work, budgeting advice to clients, housing repair and parenting skills. 6. Ability to serve diverse populations CCS has the staff capabilities of providing culturally competent assistance to low-income Federal Way families who come from diverse backgrounds. Other issues/concerns/questions: Services will initially be funded from CCS's Kent office or from Auburn. The agency is waiting to know if they will receive funding from the City of Federal Way before they attempt to locate possible donated space to accommodate the needs of the Federal Way community. This raises a concern because the agency should have begun to establish relationships with Federal Way agencies or local area churches in order to demonstrate their commitment to having services located in Federal Way. The agency did not fully demonstrate that they are different from Federal Way Youth and Family Services. Both agencies provide a variety of services to low-income people. While Federal Way 2 (3- 2- Youth and Family may not provide housing, the agency has a good referral system and can refer their clients to agencies like the Multi -Service Center, which is also located in Federal Way. The agencies revenues streams are mainly relying on public funding. This raises concerns because CCS should consider maintaining a diversified funding base as.a way to stabilize its program revenues. If the agency does not successfully raise the requested amount from the South King County cities, the organization will need to reduce its services to the low-income families they propose to serve. STAFF RECOMMENDATION AND RATIONALE Staff does not recommend that CCS's low-income counseling program be considered for funding in the upcoming 2005-2006 funding round. This decision is based on several factors: • The agency has not fully demonstrated their program is not similar to Federal Way Youth and Family Services. • The agency does not have a_local presence in Federal Way. CCS is waiting to know if they are awarded funding before they look at establishing relationships with local nonprofit agencies or area churches for donated office space to serve the Federal Way community. • The agency is relying significantly on public funding and did not indicate in their application how they intend to diversity their current funding base. This is a concern because if CCS is not successful in receiving support from other South King County cities, the agency will have to consider reducing the number of people they intend to serve through their program. • The proposed expansion of the counseling program does not appear to be well thought out. There are still a number of unknowns (i.e. timeline for implementing the program, number of dedicated staff that would serve in Federal Way, hours of operation, etc.) that have not been answered completely in the application. C3 -2n3 3 Questions and Responses from Applicants 2005/2006 Human Services General Fund Goal #2 — Public Safety As of May 24, 2004 CCS LOW-INCOME COUNSELING (TAB 5) Q1. How will the increase in number served be accomplished? How were the numbers arrived at? R1. Catholic community Services will provide increased outreach activities to make the Federal Way Community aware of the availability of counseling and life -skills educational services specifically for very low and low-income individuals, couples and families. The agency counseling program currently has an extensive referral base, receiving referrals from the Department of Social & Health Services; the court system, both municipal court and superior court; medical facilities including King County Public Health, public and private hospitals, clinics and' individual physicians; the Crisis Clinic; public and private schools; community- based churches of various denominations; other social service agencies; current and former clients and family members; and because of the agency's 80 year history serving King County, individuals self refer. Should Catholic Community Services receive Human Services funding from Federal Way, we would notify those individuals and organizations that refer to our services of our increased capacity to serve the very low and low-income. The projected service numbers were a conservative estimate based on the percentage of very low and low-income individuals, couples and families living in South King County and our history with referral sources. In year 2003, Catholic Community Service's Counseling program was only able to serve 54% of the very low and low-income clients referred. The number of individuals projected to be served represents an average of 2.5 new individuals per week throughout the year. Considering that some will be couples and families of three or more, the projected client goals are quite achievable. Q2. Why are you applying to Federal Way now? R2. Catholic Community Services has a long history of serving the Federal Way Community. Unfortunately, services were primarily provided from our Seattle headquarters office and more recently from our South King County branch office in Kent. For a number of years, Catholic Community Services operated a busy counseling office in Federal Way. A reduction of funding capacity to support services to the very low and low-income caused a reduction in our capacity to maintain that presence. Catholic Community Services has utilized Human Service and CDBG funding for a number of years from cities of Bellevue, Kirkland, Woodinville, Kent and Sea Tac and look to utilize the same funding support to increase services to the very low and low-income residents of Federal Way. The offer of a rent-free counseling space in Auburn has given new energy to expanding the agency's presence and service capacity in the southernmost communities of South King County. 07/09/2004 Page 1 of 5 Questions and Responses from Applicants 2005/2006 Human Services General Fund Goal #2 — Public Safety As of May 24, 2004 Q4. What is your basis for asserting in Worksheet 2, question 12, that 126 people will need services and how will they be served in Federal Way? If services are not provided in Federal Way, where will they be served? R4. Part 1 of this question is answered above in the response to Q1, paragraph 2. That response is repeated here. The projected service numbers were a conservative estimate based on the percentage of very low and low-income individuals, couples and families living in South King County and our history with referral sources. In year 2003, Catholic Community Service's Counseling program was only able to serve 54% of the very low and low-income clients referred. The number of individuals projected to be served represents an average of 2.5 new individuals per week throughout the year. Considering that some will be couples and families of three or more, the projected client goals are quite achievable. Part 2 of this question is answered above in the response to Q3, paragraph 2. That response is repeated here. Initially, services funded through this grant will be provided from Catholic Community Service's office in Kent which all of South King County or our newly donated Auburn office. Group Counseling, support groups and educational classes and seminars will also be provided at those two sites and at various sites throughout the Federal Way community, utilizing public meeting space and school and church facilities to the community. With Human Service and C Catholic Community Services would begin the space within the City of Federal Way. The a program costs remain as low as possible a services to the greatest extent possible. accommodate the needs of DBG funding from the City of Federal Way, process of attempting to locate donated office gency relies of donated space to insure that nd that funds available are utilized for direct Those staff providing one-on-one, couples or family counseling may split time among offices to insure that a number of clinical staff with varied cultural and service expertise are available to provide services in Federal Way. Q5. In addition, tell us how many unduplicated City clients, in question 12, do you anticipate serving this year. R5. 4 My understanding, from a call for clarification, is that the question relates to a hypothetical case - Assume you did get Human Services funding from Federal Way for year 2004. How many of the unduplicated City clients you served in 2004 would have been served through 07/09/2004 Page 3 of 5 (3-20-5 Questions and Responses from Applicants 2005/2006 Human Services General Fund Goal #2 —Public Safety As of May 24, 2004 Q3. How will this program be structured for Federal Way? What is unique about your program? How are personnel used to implement activities here in Federal Way? R3. Initially, services funded through this grant will be provided from Catholic Community Service's office in Kent, which serves all of South King County, or our newly donated Auburn office. Group Counseling, support groups and educational classes and seminars will also be provided at those two sites and at various sites throughout the Federal Way Community, utilizing public meeting space and school and church facilities to accommodate the needs of -the community. With Human Service and CDBG funding from the City of Federal Way, Catholic Community Services would begin the process of attempting to locate donated office space within the City of Federal Way. The agency relies of donated space to insure that program costs remain as low as possible and that funds available are utilized for direct services to the greatest extent possible. Services will be administered centrally, supervision will be provided regionally and services will be provided locally, partially based on the specific needs of those presenting for services. We believe this model controls administrative and program costs and maximizes the use of resources to meet the direct needs of the client. One of the unique features of this proposal relates to the unique nature of the organization, Catholic Community Services. CCS is a large, multi -service agency, which has as a core mission serving those most in need in the community, including those with little financial resource. The array of services sponsored by Catholic Community Services enables staff to address client needs more holistically. Staff can easily refer clients to other services provided by the agency, from emergency assistance to emergency shelter, from counseling to case management, from in-home support to the frail elderly to in-home intensive family preservation services, from respite care of children to temporary foster care placement in time of emergency. Catholic Community provides some 26 distinct services aimed at meeting the needs of individuals from crisis pregnancy to in-home support for the elderly. Those staff providing one-on-one, couples or family counseling may split time among offices to insure that a number of clinical staff with varied cultural and service expertise are available to provide services in Federal Way. Staff will work with community organizations and institutions to tailor presentations and seminars to particular populations. One example might be working with an adult shelter provider in Federal Way to develop and present a series of seminars designed to assist individuals living in shelter. Topics might include anger management, self-esteem, positive self -talk, and communication skills. Etc. Another example might be working with a PTSA to develop presentations on positive discipline, building positive self-image in young children, communicating with the angry adolescent, etc. 07/09/2004 Page 2 of 5 - 13�2jd%P Questions and Responses from Applicants 2005/2006 Human Services General Fund Goal #2 — Public Safety As of May 24, 2004 this funding? Checking our database for Counseling Services, three of the four clients were 30% below median for income and the fourth client was 50% below median for income. All four of the clients would have qualified for services funded by the City of Federal Way. Had we received Human Services funding from Federal Way for 2004, Catholic Community Services would have provided services to far more very low and low-income Federal Way residents. Limited dollars to support Counseling to very low and low-income clients has kept agency focus on communities where we currently have a presence and has kept*the agency from expanding those services. Q6. How is your program similar or different from Federal Way Youth & Family Services? R6. This question is partially answered above in R3, paragraph 3. Catholic Community Services is a large, multi -service agency that provides services, through affiliated agencies, throughout all of Western Washington. The extent of services provided by the agency allows a counselor to connect a client to an array of additional supportive services. This enables the counselor to provide services in a holistic way rather than in a fragmented way. While Federal Way Youth and Family Services primarily serves children and adolescents and their families, Catholic Community Services provides services to all ages. CCS is a licensed Children's Mental Health agency. It is a licensed Child Placing agency, providing Foster Care and Adoption. It sponsors several programs for women of any age in a crisis pregnancy, offering services from counseling to housing, from assistance with material needs like maternity clothes and baby furniture to assistance with the process of placement of the child for adoption. The agency provides legal assistance for those with landlord -tenant difficulties, emergency shelter for the homeless, transitional housing, limited emergency financial assistance, intensive in-home family preservation services, volunteer chore services for the elderly and handicapped unable to qualify or afford paid in-home services, etc. Staff can address the multiple needs of an individual or family in a more coordinated way. Through the agency's affiliation with churches and schools and community institutions, the agency can leverage additional resources on behalf of a client with few resources, but with great need. Q7. What outreach or partnership strategies have you implemented to maintain a connection to the Federal Way community? R7. Specific to this funding proposal, Catholic Community Services has taken no action. Without additional funding, the agency will not be looking to expand services to the very low and low- income households of Federal Way. When Catholic Community Services is notified of a 07/09/2004 Pr ge 4 of 5 Questions and Responses from Applicants 2005/2006 Human Services General Fund Goal #2 — Public Safety As of May 24, 2004 funding allocation for the next year, the agency will begin a process of communication and collaboration with Federal Way agencies and organizations. Catholic Community Services has membership in a large number of collaborations and networks specific to the professional services it provides. Those collaborations and networks link CCs to most service -providing agencies in Federal Way. The agency is also linked through its affiliation to the Catholic Churches and schools in Federal Way — specifically Saint Vincent de Paul Parish and school and St. Teresa Parish. 07/09/2004 Page 5 of 5 '6'20% Human Services General Fund Application — Tab 6 2005/2006 CDBG PUBLIC SERVICE/HUMAN SERVICES GENERAL FUND APPLICATION SUMMARY Agency/Program Name: Children's Home Society of WA/Strengthening Families Program HUMAN SERVICES GENERAL FUND HS PriorIty/Strategy: Goal 2 (Public Safety) Proposed Request for 2005: $10,000 Lowest amount if less than request: $5,000 Location where services will be provided: In families homes and in full-day child development centers FW HS Funding History 1. Program Summary 2003: $5,000 2004: $5,000 The Strengthening Families program provides intensive family stabilization and early childhood education services to parents and their children. 2. Demonstrated Need and Effect of Project (including performance and outcome measures) A survey of South King County families indicated that only 14% of families with young children are able to find reliable childcare, which reveals an unmet need. Affordable childcare is a problem with a majority of low-income working families in South King County. The population of South King County is approximately 600,000 of which 44,000 are children under age 6. It is home to 30% of the county's children, but only 33% of the population as a whole. As the population in South King County has grown, the number of minority residents has also increased. Over the past 10 years the number of miniority students in South King County has increased by over 50%. South King County also has the lowest per capita income in the county, and the number of children who are living in poverty is growing faster than the population as a whole. In 1999, 44% of the TANF/AFDC recipients came from South King County, which is the highest number than any other region of the county. In 2005, Children's Home Society expects to serve 50 Federal Way residents with all City funding sources and 12 with Federal Way funding. The primary outcomes for this program are: • To increase long-term self-sufficiency and capability of parents. • Improve the healthy development of children. Historical financial data indicates that Children's Home Society began to receive monetary support during the 2003-2004 funding round in the amount of $5,000. At the end of 2003, Children's Home Society served 51 unduplicated Federal Way residents, and provided 145 home visits. At the end of the 2004 first quarter, 45 unduplicated Federal Way residents had been served, and 69 home visits had occurred. 3. Capacity of Applicant (track record and experience, ability to manage and/or secure long- term operating support) Children's Home Society has a long history of successfully providing high-quality early childhood, family support and education services to families. Nationally recognized for establishing large federally funded projects, the agency also providers leadership for a number of small local initiatives. In the fall of 2002, the agency went through an extensive federal performance audit and was cited as exemplary in several areas. Recently Children's Home Society completed the self -study needed for accreditation of the Green River Child Development Center by the National Association for the Education of Young Children. Key staff responsible for the Strengthening Families program are the NW Regional Director who has over 26 yea.rs_expenence working with children and,family programs, and two Program Managers who have significant years of experience working in the field of�iuman services and serving children/families. 4. Fiscal Evaluation (including appropriate funding sources, cost-effectiveness, realistic expenditure levels) Federal Way % of total budget: 0.4% Federal Way % of total clients: 9% 2005 Program Revenue Sources Federal Way CDBG $ 0 Federal Way General Fund $ 10,000 Other Federal $1,776,614 State $ 242,864 King County $ 0 Other Cities $ 50,400 United Way of King County $ 156,528 Fundraising/Grants/other $ 38,200 TOTAL PROGRAM COST $ 2,274,606 Based on program revenue sources, the budget appears realistic and the agency has the appropriate revenue sources and diversified funding base to effectively run the program. In addition to Federal Way, Children's Home Society is seeking support from the cities of Covington, Kent, and Renton. Funds received from these cities will help the agency leverage federal funds. For every $1 the agency receives from the cities, they are able to leverage $3 in federal funds. Support from the cities will also help the agency leverage private sector funding. Often time's private foundations are interested in seeing if there is local commitment for the program. At the time this report was written, the City of Kent Human Services Commission made a final recommendation to not fund Children's Home Society. The remaining cities, where the agency is seeking support, are currently conducting their funding review process and have not made any final award recommendations. It is anticipated that these cities will complete their process in the next couple of months. K Questions and Responses from Applicants 2005/2006 Human Services General Fund Goal #2 — Public Safety As of May 24, 2004 CHILDREN'S HOME SOCIETY STRENGTHENING FAMILIES (TAB 6) Q1: If your United Way application is decreased or denied, how will the funds be augmented? Will you be able to provide services at the current level or will services be reduced? R1. The United Way funds shown in the budget of the application for Strengthening Families are shown at an increase for 2005. We have shifted more of our current funding (July 1, 2004 to June 30, 2005) from United Way into the Strengthening Families program, which is allowable under our contract with United Way as we are still meeting the centracted outcomes. This amount of funding does already include the 10% reduction in funding to partner agencies for the fiscal year noted above. We have made this shift due to decreasing revenues from service fees, as well as increasing costs for the program. All of the low-income families we serve in the full day childcare centers in this program are eligible to receive childcare subsidies from the State of Washington. Due to changes at the State, there have been substantial delays in families receiving the subsidies and as the co -pays have increased, we have needed to provide more revenue to the centers and scholarships to families to help them pay the cost of the full day childcare. The budget is built on the assumption that when we apply for funding from United Way in the spring of 2005, we will receive the same amount of funding (with the current 10% decrease). If the funding is further reduced or eliminated from United Way, it will be a problem, as this funding is needed to leverage the federal funding, which is the major funding source for this program. We have a strong commitment to this program, and would likely shift United Way or other private funding from another program, rather than reduce this program. Other resource development strategies we are pursuing include: a. Setting a goal of doubling our private funding during the next four years. b. Advocating for increased childcare subsidies and improvements in the system for families at the state level. c. Working closely with United --Way and others on collaborative partnerships that serve low- income families with young children. Cathy Garland, Regional Director for CHSW, serves on the Governing Council and Coordinating Committee of SOAR — the new combined initiative of United Way and Project Lift -Off. Q2. What are your efforts to recruit Board members from Federal Way? One of the successful resource development strategies of CHSW has been to develop "Corporate Partners for Kids". This partnerships with local companies provide co -branding opportunities for the companies and increased revenue and visibility for the services we 07/11/2004 Page 1 of 2 It is not anticipated that the program budget will be used to pay administration costs. 5. Use of Volunteers and Community Coordination Children's Home Society uses more than 300 volunteers, who assist with the agency's five annual family events, read to children, perform clerical duties or assist with repair work. The agency also has volunteers that hold leadership and decision making roles (i.e. serving on the Regional Board, Family Council, Early Head Start Policy Council). 6. Ability to serve diverse populations The agency has the staff capabilities to serve a diverse population. Other issues/concerns/questions: There are no initial concerns with the program. STAFF RECOMMENDATION AND RATIONALE Staff recommends that Children's Home Society be considered for funding in the upcoming 2005- 2006 funding round. This decision is based on the following factors: • The agency has the organizational capacity to effectively manage the Strengthening Families program. • Children's Home Society has demonstrated a successful track record in consistently meeting or exceeding their performance goals and outcomes. • The agency continues to provide a critical and necessary service to the Federal Way community. • Support services are provided to Federal Way families in their homes, which allows for convenient access to receive assistance. 3 6-2 Questions and Responses from Applicants 2005/2006 Human Services General Fund Goal #2 — Public Safety As of May 24, 2004 provide to children and families. The Board Development Committee is recruiting new Board members from the companies who participate in "Corporate Partners for Kids." Several of these companies have locations in Federal Way. For example, one of our new Corporate Partners is Wild Waves and Enchanted Village, A Six Flags Theme Park. We will work to find a partner from the Federal Way area to serve on our Board. 07/11/2004 Page 2 )of�2`r Human Services General Fund Application —Tab 7 CHILDREN'S THERAPY CENTER WITHDREW THEIR EARLY INTERVENTION APPLICATION ON JUNE 4TH AND IS NOTBEING PUT FORTH THROUGH THE NEXT PHASE OF THE FUNDING REVIEW PROCESS. f-6- -2-1 Li a_� Human Services General Fund Application — Tab 8 2005/2006 CDBG PUBLIC SERVICE/HUMAN SERVICES GENERAL FUND APPLICATION SUMMARY Agency/Program Name: Consejo Counseling & Referral Services/DV Community Advocacy Program HUMAN SERVICES GENERAL FUND HS Priority/Strategy: Goal 2 (Public Safety) Proposed Request for 2005: $10,000 Lowest amount if less than request: $7,000 Location where services will be provided: Federal Way and Kent FW HS Funding History 2003: N/A 2004: N/A (This is the first time Consejo has submitted a funding request for this program to the City). 1. Program Summary The Domestic Violence Advocacy program provides advocacy services for Latino victims of domestic violence and their children in King County: 2. Demonstrated Need and Effect of Project (including performance and outcome measures) Statistics reported from the 2002 U.S. Census indicate that Latinos/Hispanics total 7.5% of the Washington State population. The.Latino/Hispanic population is one of the fastest growing communities in the U.S. and has reached a total of 441,509 here in Washington State. Information from the Washington State Coalition Against Domestic Violence shows that a' total of 209 people were murdered between 1997-2002 in domestic violence related incidents. In 2000; local police departments responded to 51,550 domestic violence calls and in 2001 various state domestic violence programs served 25,031 adults and children. The Washington State Coalition Against Domestic Violence also reports that Latino/Hispanic women ,are 12 times more likely to experience domestic violence. This risk can be -attributed to a variety of factors, which includes, and is not limited to, cultural/language barriers, fear that their partner may retaliate by - reporting illegal immigration status and take away their children or causing problems for family left behind in the victim's own country. - Consejo has long been an advocate.for the Latino/Hispanic community in the areas of domestic violence. Their program provides culturally competent services to Latino/Hispanic women who are domestic violence victims. Last year 125 women accessed Consejo's services. These women were.either low- income or had no income and limited or no English skills. 25 % became homeless as a result of domestic violence. Fifteen (15%) percent of these women who received services from Consejo were from Federal Way. In 2005, Consejo expects to serve 13 Federal Way families with all City funding sources and the same number with Federal Way funding. The outcomes for this program are: • To help their clients gain an understanding of the domestic violence cycle. • To prepare an individual safety plan for their cliegts and their children. g�Zl� • To increase their clients understanding regarding their legal options and access to the criminal justice system. 3. Capacity of Applicant (track record and experience, ability to manage and/or secure long-term operating support) Consejo has been providing services to the Latino/Hispanic community for the last 25 years. For 15 years the agency has been providing domestic violence case management services to Latino/Hispanic victims. In addition to case management services the agency can provide community, legal and family advocacy, sexual assault, parenting, perpetrators treatment and dating/sexual violence education for youth. Staff for the program has experience working in the field of domestic violence and family advocacy programs. 4. Fiscal Evaluation (including appropriate funding sources, cost-effectiveness, realistic expenditure levels) Federal Way % of total budget: 8% Federal Way % of total clients: 20% 2005 Program Revenue Sources Federal Way CDBG $ 0 Federal Way General,Fund $ 10,000 Other Federal $ 0 State $ 0 King County $ 0 Other Cities $ 45,000 United Way of King County $ 60,416 Fundraising/Grants/other _ 6,000 TOTAL PROGRAM COST $121,416 Funding from the South King County cities is $55,000 or 45% of the total budget. Existing revenue sources are appropriate however the diversity of the funding streams is very limited. -Fifty percent of the budget is funded through United Way and limited support is received through the agency's small fundraising efforts. In addition to the City of Federal Way, Consejo has applied to Burien, Kent and Renton. At the time this report was written, the City of Kent Human Services Commission final recommendation was to not fund the Domestic Violence program. Burien and Renton are going through their application review process and have not made any final award recommendations. It is anticipated that these cities will complete their process in the next couple of months. 5. Use of Volunteers and Community Coordination Consejo°uses volunteers to astith direct services and administrative support. Volunteers are trained as peer educators to conduct community outreach and prevention efforts. These peer educators also are able to assist clients in dealing with their domestic violence situation. During special events, volunteers assist with the planning and execution of an event. The agency also has an AmeriCorps volunteer who serves as a volunteer advocate and assists clients who have been victims of domestic violence. 2 6. Ability to serve diverse populations The agency primarily serves the Latino/Hispanic community. Based on the community they are serving, the Consejo has the staff capabilities to serve this population. Other issues/concerns/questions: Consejo needs to look at diversifying its funding base. Forty-five percent of the agency's proposed revenue sources are expected to come from the South King County cities and 50% comes from United Way. The agency identified in their application that they have a strategy to diversify its funding base. However, the agency has not specifically explained what approach will be used (i.e. will the Board be involved, has a resource/fundraising committee been formed) and the timeline for when funds will be raised. Financial leverage of the proposed Federal Way grant is minimal primarily because the agency has limited, diverse resources. The agency proposes to serve 13 families, which seems to be low considering the growth of the Latino/Hispanic community in the Federal Way area. This could be attributed to the fact that the agency's satellite office has limited office hours and their clients are seeking assistance elsewhere. STAFF RECOMMENDATION AND RATIONALE The Domestic Violence Community Advocacy program is a worthwhile program that is clearly serving the needs of the Latino/Hispanic community. However, staff does not recommend that Consejo be considered for funding in the upcoming 2005-2006 funding round. This decision is based on the following factors: • Similar services are provided_ by other agencies (i.e. Federal Way Youth and Family Services, YWCA, KCSARC) that have an established presence and track record in serving Federal Way residents. • ` The agency is relying on.South King County city support to cover all program expenses. Consejo has not indicated in their application if they are unsuccessful in securing this support what is their alternative strategy in continuing to cover program costs to operate the program. • The satellite office in, Federal Way has limited office hours and if client's are trying to access services after working hours they have to seek assistance elsewhere. • There would be a limited return on the City's financial investment. Financial leverage of the city's support would also be minimal mainly because the agency does not have a welkestablished diverse funding base. Questions and Responses from Applicants 2005/2006 Human Services General Fund Goal #2 — Public Safety As of May 24, 2004 CONSEJO COUNSELING & REFERRAL DV COMMUNITY ADVOCACY (TAB 8) Q1. What are your statistics for South King County & Federal Way regarding domestic violence? Demonstrate what is the need in Federal Way. R1. Currently 60% or our domestic violence clientele comes from south King Co. and out of this 60%, 15% are from Federal Way. Currently we are assisting our Mental Health personnel in Federal Way with domestic violence cases. There have been requests from the Federal Way community to provide domestic violence services in Federal Way or south King Co. Q2. How many days a week are you in your Federal Way office? Where is your Federal Way office located? R2. Only our Mental Health staff work five day a week. Currently domestic violence only goes to Federal Way when is needed. Q3. If you're in Federal Way less than five days a week, how effective are you? How many people can you see? R3. Currently we are assisting our mental,health staff in Federal Way with domestic violence cases, however: most of the time clients are referred to the main office and services are provided. Our goal with this grant is to be able to enhance our program in South King Co. and provide services from our Federal Way office. Q4. How did you calculate the cost per person because the per unit cost is high? How many clients & ,hours do you serve? R4. The cost per unit is per family. This includes emergency voucher assistance such as hotel, transportation, food and/or re -location. The support groups also include, materials, food and child care. - Q5. Why didn't you include advocacy hours and outreach hours as a service unit performance goal considering this is a major service being provided by your agency? R5. If funding is granted, Consejo will hire a staff to be an advocate and also do outreach. The reason why we did not do it by hours is because that we limit the work we'll do with clients and in domestic violence you cannot have time limits. Q6. How did you come up with the figure that 15% of the women -served were from Federal Way? R6. During the year 2003 the Domestic Violence department served 125 women and their children and 60% (75 women) were from South King Co. and out of this 60%, 15%(12 07/11/2004 Page 1 of 2 Questions and Responses from Applicants 2005/2006 Human Services General Fund Goal #2 — Public Safety As of May 24, 2004 woman) were from the city of Federal Way. We increase the number to 13 women based on the Latino Community increase of 10% in South King Co. Q7. What is your strategy to recruit Board members from Federal Way? R7. We are always looking for board members from all over King Co. however non of our current board members are from Federal Way. Q8. Are you planning to serve the same number of clients in 2004 as you are proposing to serve in 2005? R8. No, we plan to serve 13 or more. Q9. How do you measure client's served — e.g. individual women, women plus children, etc? R9. Women and if they have children we also served their children, however we only report them as a household. R9. What is your strategy to diversify your funding base? What partnerships do you have in place? R9.Currently Consejo is planning 4 fund raising events and we are currently looking at private -funding to enhance our services in Federal Way. In addition, Consejo is applying-rfor funding to open a domestic violence transitional housing program in Federal Way. Consejo has a . _partnership with the Federal Way School District and King County. Public Health.x`_ Q10. Why don't you partner with the Federal Way School District? R10. Our Children Mental. Health works with the Federal Way School District 07/11/2004 Page 2 of 2 & Ip� R-4—man Services General Fund Application — Tab 9 2005/2006 CDBG PUBLIC SERVICE/HUMAN SERVICES GENERAL FUND APPLICATION SUMMARY Agency/Program Name: Crisis Clinic/Teen Link Program HUMAN SERVICES GENERAL FUND HS Priority/Strategy: Goal 2 (Public Safety) Proposed Request for 2005: $5,000 Lowest amount if less than request: $5,000 Location where services will be provided: Help line calls are answered at the Crisis Clinic's office in Seattle. However, the youth suicide prevention training occurs in cities throughout King County. FW HS Funding History 1 2003: $3,000 2004: $3,000 1. Program Summary The Teen Link program operates a teen -answered help line during the evenings between the hours of 6 —10:00 p.m. The help line offers teens a confidential way to discuss a variety of issues/concerns and puts them in touch with youth friendly resources. The program also conducts a youth suicide prevention education in schools throughout King County. 2. Demonstrated Need and Effect of Project (including performance and outcome measures) The Washington Research Council put out a special report in 2002 where it explained that South King County cities have higher levels of poverty than the average city in King County. Federal Way, along with Burien, SeaTac, Renton, Kent, Tukwila and Auburn have poverty rates, which exceed 70% of the median income. - Teens living in poverty with their families and having to cope with other teen social -stresses often need someone to talk to as a way to cope with all these various pressures. Youth suicide is a serious health issue and the eighth leading cause of death in King County among youth. In 2002, there were 9 suicides in King County among youth 19 years and younger. In the State of Washington suicide is the second leading cause of death among young adults between the ages of 15-24. In 2002, 92 youth committed suicide in Washington State. The Teen Link program focuses exclusively on King County youth suicide prevention and intervention. The program uses the peer education model to educate youth about -the warning signs and to know how to effectively seek help for themselves and their friends. The curriculum also focuses on helping teens understand the stresses in their daily lives and to identify positive and negative coping mechanisms. The help line enables teens to have a confidential way to talk about the variety of issues they are facing, which helps them to vent their anger, express their fears and anxieties and seek comfort and support. In 2005, the Crisis Clinic expects to serve 300 Federal Way residents with all City funding sources and 200 with Federal Way funding. The primary outcomes for this program are: • To help teens experiencing emotional distress/crisis are able to regain and or maintain stability. • To help teens, who are receiving youth suicide prevention training, an increased awareness of the topic of suicide._ prevention and its importance to their lives. Historical financial data indicates that the Crisis Clinic began to receive monetary support during the 2003-2004 funding round in the amount of $3,000. At the end of 2003, Crisis Clinic served 38 unduplicated Federal Way clients, and provided 4,445 hours of youth suicide prevention training. By the end of the 2004 first quarter, 11 unduplicated. Federal Way clients had been served, and no youth suicide prevention training had occurred. However, in April 3 classes were held at Federal Way High School and these training hours will be reflected in the second quarter report. 3. Capacity of Applicant (track record and experience, ability to manage and/or secure long-term operating support) Crisis Clinic has been around since 1964 and has been running the Teen Link program since 1996. The agency is licensed by the State as a community mental health provider and accredited by the American Association of Suicidology. The agency operates the nation's second oldest crisis line and has 30+ years experience in operating telephone information and referral service. Staff for the program has significant experience working with teens and providing case management and other support services to this population. 4. Fiscal Evaluation (including appropriate funding sources, cost-effectiveness, realistic expenditure levels) Federal Way % of total budget: 3% Federal Way % of total clients: 5% 2005 Program Revenue Sources Federal Way CDBG $ 0 Federal Way General Fund $ 5,000 Other Federal $ 0 State $ 0 King County $ 34,629 Other Cities $ 79,334 United Way of King County .$19,917 Fundraising/Grants/other $20,504 TOTAL PROGRAM COST $159,384 Crisis Clinic is requesting an increase in funding from the City of Federal Way to better respond to the issue of teen suicide and to add part-time staff to help supervise the help line three evenings a week. Funding from the King County cities is $84,334 or 53% of the total budget. Existing revenue sources are appropriate however the diversity of the funding streams is very limited. 22% of the budget is funded through King County, 12% of the funding comes from United Way and the remaining 12% is supported through foundation grants and administrative overhead. K r3-2.2-1 In addition to the City of Federal Way, Crisis Clinic has applied to Auburn, Burien, Covington, Des Moines, Kent, Renton, Sea Tac, Seattle, Tukwila and various east/north county cities. At the time this report was written, the City of Kent Human Services Commission final recommendation was not to fund the Teen Link program. The other cities are going through their application review process and have not made any final award recommendations. It is anticipated that these cities will complete their process in the next couple of months. 5. Use of Volunteers and Community Coordination The Crisis Clinic uses volunteers to operate its 24-hour Crisis Line and Teen Link volunteers assist with the youth suicide prevention presentations, which are held at various schools throughout King County. 6. Ability to serve diverse populations The agency has the staff capabilities to serve a diverse population. Other issues/concerns/questions: The agency does not have a diverse funding base. A majority of their program budget relies on public funding and there was no indication in the application if the agency has a long-term funding plan to address this issue. STAFF RECOMMENDATION AND RATIONALE Staff recommends that the Crisis Clinic be considered for funding in the upcoming 2005-2006 funding round. This decision is based on several factors: • The Teen Link program is the only program exclusively in King County focused on youth suicide prevention and intervention. The program provides a critical service to families to help them improve their social and behavior skills, which helps to create a stable home environment. • The agency has the staff expertise and volunteer base to effectively manage the program. • The Crisis Clinic has demonstrated a successful track record in consistently meeting or exceeding their performance goals and outcomes. • The agency has strong connections/linkages in the Federal Way community through its efforts in providing youth suicide prevention training to Federal Way area schools. If funding is considered staff would recommend that the award is contingent upon: • Receiving a copy, if the agency has one, of their long range funding plan and an explanation that answers the following: 1) What -is their targeted fundraising goal? 2) What is the timeline for raising funds? 3) What fundraising events or donors will be targeted? If the agency does not have a long range funding plan in place, the agency would be asked to develop a plan by a specific time frame. Questions and Responses from Applicants 2005/2006 Human Services General Fund Goal #2 — Public Safety As of May 24, 2004 CRISIS CLINIC — TEEN LINK (TAB 9) Q1. Do you have any statistics reflecting what's happening in South King County & Federal Way? R1. According to the Special Report published by the Washington Research Council in September 2002, South King County cities have higher levels of poverty than the average city -in King County. Of the four cities with the greatest poverty rates, three are located in the South County region. Auburn had the county's worst poverty rate, followed by Tukwila and Kent. Of the nine suburban cities whose poverty rates exceed 70 percent of the median rate, seven are located in the South County region: Federal Way, Burien, Renton, SeaTac, Kent, Tukwila and Auburn. Most teens live with their families; therefore, living in poverty, added to the everyday stressors teens face, cause a myriad of problems for youth living in South King County. In 2003, Teen Link volunteers answered 973 calls from teens seeking a safe and confidential place to discuss their fears and concerns, find support, or get help in locating community resources; 312 of these calls were from South King County youths. Burien, SeaTac, Kent, Federal Way, Renton and Tukwila list as a funding priority, "Programs that are preventative in nature" and/or "promote self-sufficiency (or self -dependence)." According to the United Way of Kinq County, Health & Human Services Community Assessment for 2002-2004, growth in the demand for prevention -oriented social services is outpacing public service funding. Teen Link staff and volunteers sent the message that "suicide is preventable and help is available" in their Youth Suicide Prevention presentations attended by 5,375 teens last year (1,848 to South County teens). Teen volunteers are trained to empower callers to make their own decisions through helpful exploration of resources and options. Awareness and insights learned when someone is in crisis often serve to educate the individual in coping skills that can be drawn upon in the future, thus helping to promote self. -sufficiency. Q2. Be more specific about your methodology for determining the rate for your service unit cost. For example, what are your agencies administrative overhead costs and what was the estimated number of calls taken in 2003? R2. In 2004, Teen Link's total budget is estimated to be $153,041 ($131,755 plus $21,286 in administrative overhead). Each program's share of the administrative overhead is determined by its percentage of the total program costs. Teen Link's expenses are 7% of the total program costs; therefore, their share is 7% of the administrative overhead. The total number of Teen Link contacts (calls and training hours) in 2003 was 6,098 (973 calls and 5,125 training hours). $153,041.:divided by 6,098 equals $25.10. (Your- question led me to find an error on our 2004 Crisis Clinic Budget that is attached to the South Cities Application. We repeat the Administrative total to ensure that the programs' Administrative Overheads adds up to $304,082. In fact, on this copy, it added up to $308,792 - and the problem was in the Teen Link total (7% of $131,755 is not $25,996; it's $21,286). Add that to the $131,755 in total Teen Link expenses, and we get the correct total — and the one I had 07/11/2004 Pagel of 2 Questions and Responses from Applicants 2005/2006 Human Services General Fund Goal 92 — Public Safety As of May 24, 2004 been working with throughout this process — $153,041. I've attached a corrected version of our 2004 budget and highlighted the areas I'm discussing in yellow.) 03. Have you thought about partnering with other agencies such as Auburn Youth Resources? R3. We work closely with many South King County youth -serving agencies, including Auburn Youth Resources, by making referrals to them whenever a need is presented by a teen in that area, offering them Youth Suicide Prevention presentations, and by providing them with Where to Turn for Teens resource guides. Q4. Do you set up any follow-up appointments for teens who call in? R4. Our teen line is open between 6-10 pm when most agencies are not open to accept appointments, so we provide phone numbers, hours of service and other information to our callers. However, if a teen calls with an emergency mental health issue, we involve the 24 - Hour Crisis Line supervisor and are able to arrange for an immediate home evaluation by King County Crisis and Commitment Services, or the Children's Crisis Response Team. We are also able to schedule a next -day appointment at a South King County mental health agency so the teen can be evaluated. Q5. What is your strategy for recruiting Board members from Federal Way? R5. We recruit broadly across the county. Our Board openings are posted on the United Way, Leadership Tomorrow and Volunteer Match websites. The Board has a specific strategy to recruit members from South and East King County and they are making personal contacts with individuals they know who work/live in these areas. A past Board member contacted David Moseley about being on the Board. We are open to any assistance the City can give us by posting our announcements on their website or in their offices. Q6. Why does the number of clients served from the requested funds increase from 120 in 2004 to 200 in 2005? R.6. Please refer to Worksheet 2: Program Outputs, question 12. Federal Way gave us $3,000 in 2004 which, when divided by cost per contact ($25.09), equals 120. As you can see from the first column (2004), the actual number of clients we estimate serving in 2004 is 330. In 2005, we are requesting $5,000 which, when divided by the cost per contact ($25.34), equals 197 (1 rounded it up to 200). Again, the actual number of clients we estimate serving in 2005 (first column, 2005) is 300. 07/11/2004 Page 2 of 2 -2- 2y -IDS -1 (nom 5 w;uoo-i>mmom-i ±Ocnwom w jcu(/)m -i D-1 N--i-U-U O 0 Q O O py C N O C O 0) m O C (D O 7 O < -+ O l/1 (D �(D n C "+ C (D U � 0 cr N X (D � 0) X 0 •�+� CL O •-�. O O (p � O . 0 7 0 (D _ _ 7 0 7 .-« a O rn -^ 7 y 7 _C 0 C (D A' O. (D_'h � W �. < � ._: (D 7_ < rn 2. "i O_CD 70; �90 7 (D O N O � fn 'CD , _ _ cD C (D (D X X O d O m .`O. 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CD I( CA Oo N cn O O O O CO(O 0 Co0 0 0 0 0 0 0 0 0 A 0 0 0 O' W -t-- J W A W O O 0 0 0 0 0 0 0 I r N A l N A ch ' i I A N• w N V A Z, -• co I co cn AcnUi to W A W -• OOaDJOoN cn W N O O I Ul N V CA to N Ut N O A Cn aD N Co W A O O O I N I V l N (A W N (n U) O A cD N O 00 A (n Cn) Cn m Co (D (D O N w 00 W (n Co 0 0 J O (n W O O Cn cn W W J N O O Jco O CO cn W 00 J -• -CD W N (D O O O O O J (n N O O O O U) O O 0 0 0 O O CD CD O O 0 0 0 W— O cn CD 0000(n0000000000000CD J A (D A U) cn 00000--• A O uman Services General Fund Application — Tab 10 2005/2006 CDBG PUBLIC SERVICEIHUMAN SERVICES GENERAL FUND APPLICATION SUMMARY Agency/Program Name: DAWN/Crisis Line Services Program HUMAN SERVICES GENERAL FUND HS Priority/Strategy: Goal 1 (Public Safety) Proposed Request for 2005: $5,000 Lowest amount if less than request: $4,500 Location where services will be provided: Calls are answered by a shelter advocate at the shelter located in South King County. FW HS Funding History 2003: N/A 2004: N/A (This is the first time that DAWN has submitted a funding request for this program to the City). 1. Program Summary DAWN's Crisis Line serves victims of domestic violence on a 24 hours basis 7 days a week. The Crisis Line provides a confidential service where people can get information about domestic violence and victims can receive help. 2. Demonstrated Need and Effect of Project (including performance and outcome measures) In the Building Health and Human Services in South King County 2003-2005 business plan, domestic violence continues to be a priority need. Data from this plan reported that calls to the King County Sheriff's Department continue to increase beyond the system's ability to respond adequately. In the Communities Count 2000 report, it is noted that the prevalence of domestic violence varies within the County. The highest percentage (20%) was found in South King County. The needs assessment survey for the 2003 South King County Regional Domestic Violence System Plan featured comments from 7 service providers who describe the unmet service need for immigrant/refugee women stemming from language and cultural isolation because these areas may trap them in abusive relationships. Addressing these needs will require strong partnerships between domestic violence and immigrant/refugee social service agencies. DAWN's experience in 2003 revealed there remains an unmet demand for domestic violence services. Based on the volume of calls the agency received through its crisis line (9,409), DAWN handled nearly twice as many referrals as other Domestic Violence providers in the county. Here in Federal Way statistics indicate that in 2001, 744 calls came from Federal Way residents. In 2002, 707 calls were received and in 2003, 554 came from Federal Way residents. The agency also reported that during the first quarter of 2004, 178 calls have been received from Federal Way residents. Because DAWN provides a confidential service, the agency does not ask callers if they have called before and therefore have estimated the number of unduplicated clients that come from Federal Way: 558 for 2001; 530 for 2002; 408 for 2003; and 133 in the first quarter of 2004. f3-22.10 In 2005, DAWN expects to serve 555 Federal Way residents with all City funding sources and 250 with Federal Way funding. The primary outcomes for this program are: • To reduce immediate emotional distress of callers. • To diffuse crisis for callers. 3. Capacity of Applicant (track record and experience, ability to manage and/or secure long- term operating support) DAWN has been providing domestic violence services in King County for over 20 years. The agency was founded in 1980 with the establishment of a peer -based crisis line. Through the years this line has been providing services to those in need. Staff for the agency and who manage the program has extensive experience working in the domestic violence field and providing advocacy services to victims. 4. Fiscal Evaluation (including appropriate funding sources, cost-effectiveness, realistic expenditure levels) Federal Way % of total budget: 4% Federal Way % of total clients: 6% 2005 Program Revenue Sources Federal Way CDBQ $ 0 Federal Way General Fund $ 5,000 Other Federal $ 0 State $ 0 King County $ 46,500 Other Cities $ 19,689. United Way of King County $ 26,548 Fundraising/Grants/other $21,173 TOTAL PROGRAM COST $118,910 - This is the first time DAWN is seeking funds for the Crisis Service program. Based on program revenue sources, the budget appears realistic and the agency has the appropriate revenue sources and diversified funding base to effectively run the program. In addition to Federal Way, DAWN has applied to the cities of Auburn, Burien, Des Moines, Kent, Renton and SeaTac. Proposed South King County city support represents 21 % of the budget. At the time this report was written, the City of Kent Human Services Commission final recommendation was to fully fund the agency. The other cities mentioned are currently conducting their application review process and have not made any final award recommendations. It is anticipated that these cities will complete their process in the next couple of months. The proposed United Way funding for.next year represents a 10% decrease in funding. United Way has reduced their funding to all agencies by 10% in 2004. DAWN intends to apply for other foundation/private sector support to reduce this funding gap. Support from the South King County cities is crucial because foundations and other potential corporate sponsors would like to see there is a commitment from the local municipalities for this program. DAWN's administrative costs are high (22%). The agency explained that for a small staff of 18, their administrative costs are not considered high. DAWN's only administrative positions are: the 2 Executive Director, Controller and the Development Director. The Executive Director has a portion of her costs allocated to overhead and a percentage to programs. The remaining 15 employees deliver program services and are paid through the program budgets. It is the agency's experience that the administrative rate is higher for small agencies and funders like United Way or nonprofit auditors such as Jacob and Jarvis become concerned when an agency's administrative costs exceed 25%. 5. Use of Volunteers and Community Coordination DAWN utilizes volunteers to help staff their crisis line. These volunteers account for about 50% of their staffing needs. In addition, the agency uses interns very effectively. In 2003, three interns performed a variety of services including therapy sessions for shelter clients. DAWN also has volunteers who handle ad hoc office projects in their administrative office, and volunteers also help with maintenance and upkeep of the shelter facilities and grounds. 6. Ability to serve diverse populations DAWN has the capabilities to serve domestic violence victims who come from diverse backgrounds/populations. Other issues/concerns/questions: There are not critical issues or concerns. STAFF RECOMMENDATION AND RATIONALE Staff recommends that DAWN's Crisis Line be considered for funding in the upcoming 2005-2006 funding round. This decision is based on the following factors: • The agency has the organizational capacity to effectively manage agency operations and their Crisis Line program. • DAWN has provided information, which demonstrates a successful track record in serving the needs of Federal Way residents who are victims of domestic violence. • The agency continues to provide a critical and necessary service to the Federal Way community. • Support services are provided confidentially to allow Federal Way residents to get information about domestic violence and allow victims to receive help. 3 Questions and Responses from Applicants 2005/2006 Human Services General Fund Goal #2 — Public Safety As of May 24, 2004 DAWN — CRISIS LINE SERVICES (TAB 10) 01. Why aren't you partnering with other agencies, such as the Crisis Clinic, for your crisis line? If you serve a different purpose than Crisis Clinic, please elaborate. R9. DAWN partners closely with other providers who operate crisis lines. We have a written agreement with the Crisis Clinic to respond to calls referred to our line from theirs. It is Crisis Clinic policy to refer domestic violence calls to the domestic violence hotline which operates in the area where the caller lives. Last year the Crisis Clinic referred nearly 900 calls to DAWN = about twice the number of calls referred to other local DV hotlines. This is a direct reflection of the number of DV calls from South King County residents. The state domestic violence hotline transfers callers to the hotline operating in the area where the caller lives. The philosophy is that local hotlines are better equipped to refer local callers to local services. DAWN's volunteers and advocates who answer the hotline receive at least 35 to 40 hours of initial domestic violence training, and then additional training each year. DAWN's staff and volunteers have a high level of expertise in the area of domestic violence. Responding to domestic violence calls requires specialized knowledge, skill, and training. It is more responsive and efficient for the Crisis Clinic to refer its domestic violence calls to domestic violence providers, rather than to invest in the training and updating required for responsible response to victims and survivors, some of whom are in extremely dangerous situations. Q2. In Worksheet #2 (first page), there are no numbers filled in for Column 2 (Unduplicated City Clients From Requested Funds in 2004). Please fill out this column. R2. We did not request funds for the crisis line from any other cities in 2004, except for Covington, which we failed to include on our form (the number of calls from Covington would be 73). Please note that these are not really unduplicated calls, they are total calls. We have no way of determining if a caller has called before, other than to ask, and it is our experience that this presents a barrier to service. If we had received funding from other cities the column would look identical to the 2005 column (for more information about this, please see Q and RIO). Q3. In the second Worksheet #2, please fill out Columns 2, 3 and 4 (% of Clients Served by Program Very Low, Low, or Moderate Income). R3. The income information is unknown. We do not request income information from people calling our crisis line. It is very difficult to obtain income information from people who present in person, let alone over the telephone. Our primary objective is to provide service, and any real or perceived barriers to service are difficult to justify. 04. In Worksheet #3, please fill out the 2004 Service Unit column. R4. No cities other than Covington funded the DAWN crisis line in 2004. The instructions state, "the numbers should reflect clients served by programs requesting funds only': 07/11/2004 Page 1 of 5 Questions and Responses from Applicants 2005/2006 Human Services General Fund Goal #2 — Public Safety As of May 24, 2004 Q5. In Question #17, please give us the preliminary analysis of your data. Explain why haven't you been collecting outcome results? What have you been measuring in the past? R5. We've just initiated an outcome assessment process, modeled on the Crisis Clinic. We have not collected outcomes in the past, since no funders have requested outcomes, until this year (Covington recently made this request). The 2004 crisis line funders are King County ($24,500) and the city of Covington ($6,000) for a total support of $30,500. The cost to operate the line is over $100,000 annually. Like the Crisis Clinic, DAWN measures caller distress reduction and caller problem -solving engagement with the Crisis Call Outcome Rating Scale (CCORS; Bonneson & Hartsough, 1987), a tool developed and validated at the Boys Town National Hotline. The original scale consisted of 26 statements and a rating continuum. The continuum had five choices: (SA) Strongly Agree, (A) Agree, (NA) Not Applicable or Neither Agree or Disagree, (D) Disagree, and (SD) Strongly Disagree. There were three categories of statements: "Caller Distress Relief, "Caller Problem -Solving Engagement'; and "Caller Appreciation" The latter referred to the caller's appreciation of the crisis line advocate and the information received during the call. Examples of statements include, "The caller talked about irrelevant tangents'; "The caller stated a specific plan of action'; and "The caller said s/he felt some relief from distress". The statements were listed in random order and raters were to indicate their opinion of each statement during or immediately after completing a crisis call. DAWN modified the original scale, removing statements in the "Caller Appreciation" category because a validation study of the scale (conducted by Boys Town) was not able to demonstrate reliability or validity for this category of statements. The electronic statistical calculator was changed accordingly. The streamlined scale consists of 21 statements measuring caller distress relief and caller problem -solving engagement. Once per quarter, each DAWN Crisis Line Volunteer is given approximately 25 scales and instructed to fill out one scale during or immediately after each crisis line call they receive. Although some calls will not be appropriate for rating (too short, caller is a professional seeking information, etc.), volunteers are asked to complete a scale for each call for the sake of efficiency. The volunteers are asked to send in their completed scales within one week of their shift. The Crisis Line Advocate collects the completed scales and discards those with 50% or more ratings of "not applicable". This is to ensure that outcomes are measured against calls where the statements truly apply. When the Crisis Line Advocate has collected 100 completed scales where 50% or more of the statements are applicable, she enters the data into the CCORS statistical calculator. The calculator generates the percentage of calls where the rater agreed or strongly agreed with evidence of distress reduction or problem -solving engagement. 07/11/2004 Page 2 of 5 6`2,�30 . _ Questions and Responses from Applicants 2005/2006 Human Services General Fund Goal #2 – Public Safety As of May 24, 2004 For the second quarter of 2004, 85% of the crisis calls to DAWN's crisis line showed evidence of distress reduction and 89% showed evidence of problem -solving engagement. There is no baseline for comparison to past performance, as this is the first quarter that DAWN has used this measurement tool. Q6. In Question #18 you state, "DAWN is the only crisis line in King County and possibly the State to analyze calls in this manner." Please explain how you came to this conclusion. R6. We know this because we work closely with other providers of crisis line services. We checked with the State hot line and the other two domestic violence hotlines in King County when we were developing our procedures for quality monitoring of the crisis line. They all said they do. not contract with their phone system providers to obtain call reports, and so do not have access to call report data. The State and King County providers are generally the leaders in state-wide efforts, and so we have made the assumption that others outside of King County are not monitoring their lines in the manner that we are. Q7. Why is your administrative budget so high (22%)? R7. It is not high for a small agency. There are certain fixed administrative costs that all agencies have whether staffed at 18 full time employees (as is DAWN) or 100: DAWN's only administrative positions are: Executive Director (a portion of her costs are allocated to overhead, and a portion to programs), Controller, and the Development Director. The other 15 staff deliver program services. Funders such as United Way, and non-profit auditors such as Jacobs and Jarvis, become concerned when administrative costs exceed 25%. These funders and auditors understand that the administrative rate is higher for small agencies. Q8. Do you get male callers? Can you measure what services are needed for male domestic violence victims? R8. Yes, but the vast majority of the calls are from women. We do not collect demographic data on crisis line calls because confidentiality is critical to people having trust in the crisis line. The men who call fall into three groups: 1) men who are victims of abuse. For these callers we handle the call the same as we do for women callers—listen supportively, take information, provide information and support, and refer for appropriate services. 2) .men who are abusers and.looking for their partners and spouses. These callers are reminded that DAWN's services are confidential and that no information will be shared. And 3) family and friends of women who are being abused. We provide information as we would for any other caller. Q9. Do you have any statistics for Federal Way specifically? R9. For 2001, 8.2% (744) of calls came from Federal Way residents. For 2002, 8.4% (707), and for 2003, 5.9% (554) came from Federal Way residents. Through the first quarter of 2004, 7% (178) calls are from Federal Way residents. 07/11/2004 Page 3 of 5 Questions and Responses from Applicants 2005/2006 Human Services General Fund Goal #2 — Public Safety As of May 24, 2004 Q10. What is the total number of unduplicated clients from Federal Way? R.10 We do not ask callers if they have called before. Prior experience indicates that this is a barrier to. service since callers may hide the fact that they have called previously, and may think that we will ask them not to call back. It is our estimate, based on our experience, which has been corroborated by an informal study done several years ago by the Center for Battered. Women in Snohomish County, that about 25% of calls are from repeat callers. Using this rate, we can estimate the number of unduplicated Federal Way resident callers as 558 for 2001; 530 for 2002, 408 for 2003, and 133 for the first quarter of 2004. Q11. Explain further how you operate with only one line. R11. First, we have found one line to be the most cost effective way to operate the 24-hour crisis line, and have found that, with careful training and monitoring, it is very efficient. Here is how it works. A DAWN staff member schedules volunteers and staff to cover the line for three or four hour shifts (depending on the time of day). The crisis line rings at the shelter. The call is immediately forwarded to the DAWN office, if a staff member is taking the call, or to the home of the volunteer on duty, if the volunteer is scheduled to take the shift. The shelter is responsible for forwarding the call. In most cases the volunteer will call the shelter minutes before her shift begins to confirm that she is ready to go on duty. If the volunteer does not call the shelter, the shelter will call the volunteer's home to make sure she is there. If for some reason she is not there the shelter staff will take the shift or a paid relief worker will take the shift. The shelter staff take the calls from 11 pm until 7 am each day. Every weekday moming the DAWN crisis line coordinator checks the QWEST automated call report for the previous day and night. This is an automated, online system provided by the phone carrier. The system reports the number of busy signals, hang-ups, or calls that go unanswered and the length of time devoted to each call. Volunteers are encouraged to have "call waiting" on their home phones and DAWN pays to have it installed (but won't pay monthly charges). The daily monitoring by DAWN staff reveals problems quickly and permits staff to intervene with the volunteer to improve performance. DAWN's self-imposed operating target is to keep busy AND unanswered calls below 10 to 11 % and we are successful in achieving this goal. In 2003, we answered 9,409 calls. The average call is 3 minutes in duration. In addition, we routinely conduct "quality control checks" of our volunteers and staff. We ask a staff person or intern to make a crisis line call. The call is evaluated based on a number of criteria. The Crisis Line Advocate then contacts the volunteer or staff person who was on shift, and goes over any concerns related to the call. 07/11/2004 Page 4 of 5 3 Z_ Questions and Responses from Applicants 2005/2006 Human Services General Fund Goal #2 — Public Safety As of May 24, 2004 Q12. Are you recruiting any Board members from Federal Way? R12.We are always recruiting good Board members. Please let us know if you have candidates for consideration. Q13. Why is the funding requested from Federal Way out of proportion to what is requested of other. cities based on the number of clients served? R13. We initially requested $3,125 for the 500 calls we estimate from Federal Way residents. We also initially requested $1,800 for our community advocacy program. After we submitted our application, we were asked by Federal Way staff to meet a minimum request of $5, 000 per program. For the sake of simplicity, and to preclude re -doing our application, we retracted the community advocacy application and bumped up the crisis line request to meet your minimum of $5, 000. 07/11/2004 Page 5 of 5 uman Services General Fund Application — Tab 11 2005/2006 CDBG PUBLIC SERVICE/HUMAN SERVICES GENERAL FUND APPLICATION SUMMARY Agency/Program Name: DAWN/Shelter-based Domestic Violence Services HUMAN SERVICES GENERAL FUND HS Priority/Strategy: Goal 1 (Public Safety) Proposed Request for 2005: $22,000 Lowest amount if less than request: $19,800 Location where services will be provided: Confidential shelter located in South King County. FW HS Funding History 1. Program Summary 2003: $17,000 2004: $17,000 Through the Shelter -based Domestic Violence (DV) program, DAWN provides shelter services (up to 90 days), motel vouchers, domestic violence education/advocacy, meals, mental health services and an array of other supportive services for victims and their children who have experienced domestic violence. 2. Demonstrated Need and Effect of Project (including performance and outcome measures) In the Building Health and Human Services in South King County 2003-2005 business plan, domestic -violence continues to be a priority need. Data from this plan reported that calls to the King County Sheriff's Department continue to increase beyond the system's ability to respond adequately. In the Communities Count 2000 report, it is noted that the prevalence of domestic violence varies within the County. The highest percentage (20%) was found in South King County. The needs assessment survey for the 2003 South King County Regional Domestic Violence System Plan featured comments from 7 service providers who describe the unmet service need for immigrant/refugee women stemming from language and cultural isolation because these areas may trap them in abusive relationships. Addressing these needs will require strong partnerships between domestic violence and immigrant/refugee social service agencies. DAWN's experience in 2003 revealed there continues to be an unmet demand for shelter services. The turn -away rate at the confidential shelter increased by 15% from the previous year with a ratio of 14 requests turned away for every person. DAWN has also seen an increase in the number of women who are immigrants or refugees who stay at the shelter. The average length of stay for these women was 34 days compared to 23 days for other women. In 2003, DAWN received an increase in funding for their motel vouchers and the agency exhausted its supply within the first 5 Y2 months of the year. Calls to their crisis line were also up by 12%. In 2005, DAWN expects to serve 42 Federal Way residents with all City funding sources and 12 with Federal Way funding. DAWN's goal to serve 42 residents is based on these clients receiving three different types of services from their Shelter -based DV programs (shelter services, shelter for up to 90 days and/or a motel voucher). The goal set is based on a 3 -year average of these services provided to Federal Way residents. The primary outcomes for this program are:. • To assist children who are victims of domestic violence develop and/or strengthen coping skills. • People are educated about violence, abuse and neglect. • Adult victims of violence and abuse are able to meet their safety needs. Since 1997, DAWN has received funding from the City of Federal Way in support of its program. The breakdown is as follows: 1997 11998 11999 12000 12001 TOTAL PROGRAM COST 12002 2003 2004 $30,000 $0 Iso Iso 1 $15,000 1$15,000 $17,000 $17,000 At the end of 2003, DAWN served 17 unduplicated Federal Way residents, provided 523 shelter bed nights, 1,569 meals served at the shelter and answered 554 crisis calls. By the end of the first quarter in 2004, 8 unduplicated Federal Way residents had been served, 213 shelter bed nights provided, 639 meals served at the shelter and answered 178 crisis calls. The cost to serve 8 Federal Way clients in the first quarter for 213 bed nights represents a value of $19,170 at $90/bednight. 3. Capacity of Applicant (track record and experience, ability to manage and/or secure long- term operating support) DAWN has been providing domestic violence services in King County for over 20 years. The agency owns its confidential shelter and 15% of its operation budget is in an unrestricted reserve account. DAWN also operates a community advocacy program in addition to the services provided at the shelter. Staff for the agency and who manage the program has extensive experience working in the domestic violence field and providing advocacy services to victims. 4. Fiscal Evaluation (including appropriate funding sources, cost-effectiveness, realistic expenditure levels) Federal Way % of total budget: 3% Federal Way % of total clients: 7% 2005 Program Revenue Sources Federal Way CDBG $ 0 Federal Way General Fund $ 22,000 Other Federal $ 90,800 State $175,339 King County $ 70,000 Other Cities $ 98,600 United Way of King County $143,000 Fundraising/Grants/other 86,674 TOTAL PROGRAM COST $686,413 Based on program revenue sources, the budget appears realistic and the agency has the appropriate revenue sources and diversified funding base to effectively run the program. 2 �3-a 35 DAWN is seeking an increase in funding to try and cover the actual cost of providing services to South King County residents. In 2003 South King County residents used 46% of shelter bed nights, which was a total cost of $281,154. South King County city support was $71,564 or 25% of the actual costs). In addition to Federal Way, DAWN has applied to the cities of Auburn, Burien, Covington, Des Moines, Kent, Renton, SeaTac and Tukwila. Proposed South King County city support represents 18% of the budget. At the time this report was written, the City of Kent Human Services Commission final recommendation was to fully fund the agency. The other cities mentioned are currently conducting their application review process and have not made any final award recommendations. It is anticipated that these cities will complete their process in the next couple of months. The proposed United Way funding for next year represents a 10% decrease in funding. United Way has reduced their funding to all agencies by 10% in 2004. DAWN intends to -apply for other foundation/private sector support to reduce this funding gap. Support from the South King County cities is crucial because foundations and other potential corporate sponsors would like to see there is a commitment from the local municipalities for this program. DAWN's administrative costs are high (22%). The agency explained that for a small staff of 18, their administrative costs are not considered high. DAWN's only administrative positions are: Executive Director, Controller and the Development Director. The Executive Director has a portion of her costs allocated to overhead and a percentage to programs. The remaining 15 employees deliver program services and are paid through the program budgets. It is the agency's experience that the administrative rate is higher for small agencies and funders like United Way or nonprofit auditors such as Jacob and Jarvis become concerned when an agency's administrative costs exceed 25%. 5. Use of Volunteers and Community Coordination DAWN utilizes volunteers to help staff their crisis line. These volunteers account for about 50% of their staffing needs. In addition, the agency uses interns very effectively. In 2003, three interns performed a variety of services including therapy sessions for shelter clients. DAWN also has volunteers who handle ad hoc office projects in their administrative office, and volunteers also help with maintenance and upkeep of the shelter facilities and grounds. 6. Ability to serve diverse populations DAWN has the capabilities to serve domestic violence victims who come from diverse backgrounds/populations. 3 Other issues/concerns/questions: There are not critical issues or concerns. STAFF RECOMMENDATION AND RATIONALE Staff recommends that DAWN's Shelter -based Domestic Violence program be considered for funding in the upcoming 2005-2006 funding round. This decision is based on the following factors: • The -agency has the organizational capacity to effectively manage agency operations and their programs. • DAWN has demonstrated .a successful track record in consistently meeting or exceeding their performance goals and outcomes. • City of Federal Way's proposed invested would be leveraged with other local, county, state and federal resources. • DAWN has provided information, which demonstrates a successful track record in serving the needs of Federal Way residents who are victims of domestic violence. • The agency continues to provide a critical and necessary service to the Federal Way community. • Support services are provided confidentially to allow Federal Way residents to get the assistance they need to break out of thedomesticviolence cycle. 4 �Pa�� Questions and Responses from Applicants 2005/2006 Human Services General Fund Goal #2 — Public Safety As of May 24, 2004 DAWN — SHELTER SERVICES (TAB 11) Q1. Worksheet #2 states that the number of unduplicated clients from Federal Way for all funding sources is 42. Yet in your 1St Quarter 2004 report it states that 14 were served in the first quarter. Is 42 a realistic goal? R1. This goal may not be realistic. Column 1 in Worksheet # 2 includes the number of clients served by three programs at DAWN: those receiving shelter services, those receiving up to 90 days in our extended stay unit(s), and those receiving motels vouchers. The goal is based on a 3 -year average of these services to Federal Way residents, but each year is different. The goal is our best guess estimate. To date, we have only reported the number of clients receiving shelter bednights, and not motel or extended stay bednights, since we have not contracted for this service with Federal Way, even though these services have been provided to Federal Way residents. Regarding shelter bednights only, the 14 clients served during the first quarter of 2004 at our shelter received a total of 438 bednights, at a cost of approximately $35,040. Our request for $22,000 in 2005 for the shelter program is based on our track record of providing bednights to Federal Way city residents. For example, in 2001 we provided 386 bednights to 16 clients (cost of approximately $30,880); 403 bednights to 14 clients in 2002 (cost of approximately $32,240) and 523 bednights to 17 clients in 2003 (cost of approximately $41,840). The total cost for these bednights over the last three years was $104,960. The amount received from the City of Federal Way was approximately $47,000. We mayor may not achieve 41 clients, but our track record shows we will spend at least $30,000 on these services. Note that our goal for the number of clients served is based on the fact that the average client spent 25 nights in the shelter in 2003. Q2. Were there no clients served in cities that are left blank in Worksheet #2? If so, please write zero in the column. However, if clients were served, please provide this information. R2. No clients served in those cities where blanks appear. Q3. On the second Worksheet #2, why are the percentages of very low, low, and moderate income identical for all cities? R3. The percentages were based on the total clients served, and applied uniformly to all cities. The majority of our clients report no to very low income. In 2003, for Federal Way clients, 82%, or 14 clients reported "Very Low" and 18%, or 3 clients reported "Low" income. Q4. Why are the number of bednights less than half in 2005 than in 2004? R4. Beginning in 2005 we are applying a formula to generate the number of clients served, in order to uniformly set goals for each city. This was explained in the application under Part 11 07/11/2004 Pass " of Questions and Responses from Applicants 2005/2006 Human Services General Fund Goal #2 -- Public Safety As of May 24, 2004 of Question 8. It states: "Note that starting with the 2005 and 2006 applications, we are calculating individuals served by dividing total bednights by the 2003 average of 25 bednights per individual. For the City of Federal Way, the bednights will likely be much larger than the goal, as already indicated for 2004 (see response to Q1). Q5. In Worksheet #4, are Federal Way residents really 21% of the total number of clients served in 2004 & 2005? Because (42 is 21% of 203). R5. No. Federal Way residents are projected to be 21% of the recipients from the South County cites listed on the form. The balance of our clients reside in either unincorporated or other areas of King County (including Seattle), of out of state,`or other counties in WA. Q6. How many Federal Way clients did you have to turn away in 2003? R6. We turned away 195 requests for shelter from Federal Way residents in 2003. We have no way of knowing how many of these requests were from repeat callers. Therefore, this is not an unduplicated count. 07/11/2004 Page 2,,2L2 Human Services General Fund Application - Tab ll 2005/2006 CDBG PUBLIC SERVICE/HUMAN SERVICES GENERAL FUND APPLICATION SUMMARY Agency/Program Name: Girl Scouts — Totem Council/Girls Scouts Beyond Bars Program HUMAN SERVICES GENERAL FUND HS Priority/Strategy: Goal 2 (Public Safety) Proposed Request for 2005: $12,929 Lowest amount if less than request: $10,000 Location where services will be provided: Renton FW HS Funding History 2003: N/A 2004: N/A (This is the first time the Girls Scouts has submitted a funding request to the City) 1. Program Summary The Girl Scouts Beyond Bars programs helps to strengthen the relationship between incarcerated mothers and their daughters, assists in connecting girls to their community and supports girls in breaking the intergenerational cycle of crime. 2. Demonstrated Need and Effect of Project (including performance and outcome measures) According to the State Governor's Juvenile Justice Advisory Committee (GJJAC), the arrest rate for girls has risen 13% in the last decade — mirroring the significant increase in arrest rates for women. State arrest rates for girls committing violent crimes, and drug and alcohol related crimes have also increased significantly more than for boys. The United Way of King County Community Assessment for 2002-2004 also reports that youth drug and alcohol arrests rose almost 30% between 1995 .and 1999. This statistic raises growing concerns because staff at the Washington Corrections center for Women report that at least 85% of the women in prison are there because of drug-related crimes. In 2005, Girl Scouts — Totem Council expects to serve 8 Federal Way residents with all City funding sources and 6.4 with Federal Way funding. This figure was derived by dividing 80% (funding requested for each girl) into the total number of girls served. The outcomes for this program include girls are able to increase emotionally supported relationships with adults outside of their family and the girls improve peer relationships. 3. Capacity of Applicant (track record and experience, ability to manage and/or secure long- term operating support) The Girl Scouts — Totem Council has operated the Girl Scouts Beyond Bars (GSBB) for the past 5 years. The program was developed in partnership with the Washington Correction Center for Women and has been a model program for the state's "Family Friendly" policy. The program has also been recognized by the State Department of Corrections as a worthy and innovative collaboration. The GSBB program has experienced staff running the program. The Program Manager has 12 years experience working with youth offenders in juvenile detention facilities, as well as in substance abuse and teen pregnancy prevention. Other GSBB staff is trained in Therapeutic Crisis Intervention and First Aid. 4. Fiscal Evaluation (including appropriate funding sources, cost-effectiveness, realistic expenditure levels) Federal Way % of total budget: 11 % Federal Way % of total clients: 16% 2005 Program Revenue Sources Federal Way CDBG $ 0 Federal Way General Fund $ 12,929 Other Federal $ 0 State - $ 0 King County $ 0 Other Cities $ 12,929 United Way of King County $ 1,111 Fundraising/Grants/other $88,381 TOTAL PROGRAM COST $115,350 In 2004, the GSBB program will receive state funding but because this money is from a discretionary account that has been allocated on a competitive basis to social service programs, this fund may not be available for any projects in 2005. In order to diversity its funding base, the Girl Scouts — Totem Council's board of directors approved a 10 year sustainability plan for GSBB and other programs serving at -risk girls. The plan proposes to increase annual individual contributions through the identification of new donors as part of its first capital campaign, which will be completed by the end of this year. The campaign proposes that $800,000 will be designated to program expansion for 3 programs serving at -risk girls, which includes GSBB. Financial support is also being sought by local government investment and through the enhancement of their annual cookie sale program. Local government support, through Federal Way and Kent, represents 22% of the budget. 5. Use of Volunteers and Community Coordination Volunteers assist transporting girls to Girl Scout activities, assisting at troop meetings or serve as mentors to the girls. Volunteers also design and deliver a weeklong summer day camp for girls participating in the GSBB program. 6. Ability to serve diverse populations The GSBB program serves girls and their mothers who are low and moderate -income and come from diverse populations. Other issues/concerns/questions: The GSBB program will serve a limited number of girls from the Federal Way community with City funds, which does not represent a very cost effective investment. -13-;��) 2 There is also a concern in the Girl Scouts — Totem Council being able to stabilize its funding base. The agency has demonstrated their board has developed a sound fundraising strategy, however, the agency needs to successfully raise an additional $26,000 in order to operate without any cutbacks. This figure almost represents the amount that Girl Scouts — Totem Council is applying from Federal Way and Kent ($25,858). If partial or no funding is received from either one of these cities Girl Scouts — Totem Council will have to either consider reducing the number of girls that could be served through the program or apply to other donors for support. STAFF RECOMMENDATION AND RATIONALE Funding is not recommended based on the following factors: • The agency will serve a limited number of Federal Way residents. • Investment in the program does not maximize the use of City funds.` • If it is determined that the agency receive partial or no funding the program could experience cutbacks and the number of girls that could be served through the program will decrease. 3 Questions and Responses from Applicants 2005/2006 Human Services General Fund Goal #2 — Public Safety As of May 24, 2004 GIRL SCOUTS TOTEM COUNCIL — GIRL SCOUTS BEYOND BARS (TAB 12) Q1. Why doesn't the State Department of Corrections fund this program or coordinate the services? R1. The Department of Corrections (DOC) provides ongoing support to Girl Scouts Beyond Bars (GSBB) in the following ways: ■ A DOC staff counselor at the Washington Correction Center for Women and the Tacoma Pre -Release Facility serve as liaison to GSBB and provide on-site coordination for Girl Scout activities at each facility ■ The liaison procures meeting space; handles security clearances for all girls, staff, and volunteers attending Girl Scout meetings at the prison; provides basic meeting supplies which cannot be brought in from the outside (such as scissors); and arranges for some food during each mother/daughter meeting. • The liaison arranges for GSBB staff to participate in weekly prison orientations so that mothers can hear about the program and apply to participate if their daughter lives within the service area. ■ The liaison screens all inmate applicants to the program to ensure their history would not disqualify their participation in the program (for example, women with a child abuse conviction would not be allowed to participate). While the GSBB program has.received some DOC funding in the past, this money is from a discretionary account that has been allocated on a competitive basis to social service programs operating at DOC facilities throughout the state. In 2004, the program did not receive the amount staff at the Washington Correction Center for Women initially estimated would be available to support the program. We have been informed that this discretionary fund might not be available for any projects in 2005. The Assistant Secretary of DOC has recognized GSBB with an Excellence Through Collaboration Award in 2001 and written . letters of support for the program to other funders; however, the Department has not had the resources for a line -item to defray costs of this program.' Q2. ;What is your strategy to -stabilize your existing funding base? R2. GSBB was initiated with violence prevention grant funds from the Governor's Juvenile Justice Advisory Committee, whose support continued throughout four years of eligibility and ended in July 2003. At that time, Girl Scouts - Totem Council's board of directors approved a 10 -year sustainability plan for GSBB and other programs serving at -risk girls. This plan includes increasing annual individual contributions through the identification of new donors taking place as part of our first ever capital campaign, which will be completed by the end of 2005. The campaign includes $800,000 designated to program expansion for three programs serving girls who are the most difficult to reach: GSBB, Fostering a Future, and Skills for Life. We are also seeking to build local government investment in the program where GSBB girls live. Finally, the council will enhance operational support from anticipated growth in the annual cookie sale program. 06/20/2004 Page 1 of 5 13 3 Questions and Responses from Applicants 2005/2006 Human Services General Fund Goal #2 — Public Safety As of May 24, 2004 Q3. Why won't you receive funding from the Girl Scouts of America in 2005? R3. Girl Scouts of the U.S.A. (GSUSA) has previously received pass-through funding from the federal government to support GSBB programs across the nation, and we have successfully competed for these limited funds for three years. Staff at GSUSA cannot confirm that funds will again be available in 2005 given current federal priorities; thus, we have structured the GSBB budget without including U.S. Department of Justice dollars. Q4. What are you currently doing in Federal Way? R4. Four of the girls from Federal Way participating in GSBB are dealing with the instability of their mothers' return. They sometimes live with mom and sometimes with the relatives who served as their guardian while mom was incarcerated. Most of the mothers also live in Federal Way. GSBB is providing activities to keep these girls focused on staying connected to healthy communities and adult role models to help the girls navigate the living transitions that too easily lead to destructive behavior. These girls are staying in school and participating in GSBB meetings and community service projects. By addressing the girls' needs at this critical time and helping them see their ability to contribute positively to the Federal Way community, GSBB supports the city's well-being. Q5. Why is the.cost per client so high? R5. The major cost for Girl Scouts Beyond Bars is for professional staff. While most Girl Scout programs are led by volunteers, the unique emotional and behavioral issues faced by girls whose mothers are incarcerated require the expertise of trained staff who understand the dynamics of families impacted by incarceration as well as the specific needs of at -risk girls. Staff have regular contact with the girls and their guardians; manage the logistics of transportation and program administration; recruit, train and manage GSBB volunteers, and design and deliver programs to meet the specific needs of the girls. Transportation is also a significant expense to support the clients in GSBB. Staff and volunteers transport each girl roundtrip from home to each meeting/activity. For girls living in South King County, community meetings are held at the Girl Scout office in Renton, and field trips might take them overnight to our camp along Hood Canal. In addition, each girl is funded to receive approximately $200 to participate in Girl Scout program activities — such as rock climbing, a science workshop, and a summer camp program — each year. Girls are also provided Girl Scout uniforms, programs supplies and a nutritious meal at each GSBB meeting. Q6. What is the funding gap that you still need to raise money in order for the program to be successful? 06/20/2004 Page 2 of 5 Questions and Responses from Applicants 2005/2006 Human Services General Fund Goal #2 — Public Safety As of May 24, 2004 R6. Given the significant contribution from the Albers Foundation, GSBB could successfully operate without any cutbacks if an additional $26,000 is raised. Q7. Are you recruiting volunteers to support and implement this program? R7. Volunteers are integral to the success of the program — transporting girls to Girl Scout activities, assisting at troop meetings, and serving as mentors to the girls. Each girl in the program who lives in Federal Way is transported by a volunteer to GSBB meetings. GSBB girls also participate in a week-long summer day camp that is designed and delivered by volunteers. In addition, a Girl Scout troop from Federal Way has volunteered to help out at the annual GSBB overnight campout by leading the evening campfire songs. Ongoing .volunteer recruitment takes place through announcements on the council website, King County United Way's website, and publications where girls are served. Staff are taking a more active role in contacting local service organizations to open the doors for volunteers and other resources. Q8. What is the cost of being a Girl Scout per year? R8. The annual fee for participating in Girls Scouts is $10 for girls and adults. Financial assistance is available to defer this fee upon request. Membership includes basic insurance for Girl Scout activities, publications from Girl Scouts - Totem Council and GSUSA, opportunities to participate in Girl Scout programs, financial assistance to participate in programs, and staff for technical assistance. We estimate that a girl who qualifies for financial assistance will receive between $80 to $1200 annually depending on the girls' age and choice of program activities. Girl Scouts - Totem Council offers an extensive array of local program opportunities for girls at all levels in science, sports, arts, community service, leadership development, and outdoor adventures. Some of these programs are offered in collaboration with local providers; others are designed and delivered by council staff. Summer day and overnight camps are also available. Adults have opportunities to gain group facilitation, first aid, outdoor.camping, and leadership skills through regularly scheduled trainings and weekend events. The large majority of programs offered are subsidized at least 50% by Totem Council. Q9. How do you determine success.in this program? How long do the girls stay in the program? What is your strategy for recruiting more girls into the program? R9. Success is determined in both short and long term outcomes, with an annual evaluation designed and implemented by a contracted professional. Short term success for each girl is defined as the following: a) no involvement in the juvenile justice system; b) increased ability to resolve conflict peacefully; c) improved peer relationship skills; d) attachment to positive non -parental adult role models; and e) strengthened mother/daughter bond. Long term success would mean breaking the intergenerational cycle of incarceration by the girls' not becoming involved in the criminal justice system during their lifetime. 06/20/2004 Page 3 of 5 Questions and Responses from Applicants 2005/2006 Human Services General Fund Goal #2 — Public Safety As of May 24, 2004 Girls may stay in the program until they turn 18, at which point they become adults within the Girl Scout structure. At that time, they may become a GSBB volunteer. Because we provide transportation to the girls and serve a stabilizing role in their lives, most girls remain with the program until they turn 18 or move outside the 10 -county jurisdiction of our council: Girls are recruited into the program through their mothers, who are recruited during weekly orientations at the Washington Correction Center for Women. Corrections staff also help identify women who may not have been ready to participate in GSBB when they entered the facility, but have daughters and would now benefit from the program. Q10. What do you hope to change in a girl's life by her participation in the program? What are you trying to accomplish? R10. As previously stated, the ultimate goal of GSBB is to ensure that girls break the intergenerational cycle of incarceration and become productive members of their community. Research shows the high risk this population of girls face, and the tremendous burden they too easily can become on government resources. By using research -based methods of intervention — promoting continued mother/daughter bonding, building a network of supportive adults, and developing stronger self-esteem and interpersonal skills — these girls will not only overcome the challenges of their past, they will become the leaders of our future. One day, a GSBB girl might even sit on the City's Human Services Commission to give back to others an opportunity to succeed that she once received. Q11. What foundations will you receive $50,000 from in 2005 (see Worksheet #5)? R11. We have received a $50,000 grant to GSBB from the Albers Foundation, which will be used in our 2005 membership year. Q12. Can you break down your outcome results for girls served in Federal Way? R12. We have not historically broken out outcome results for girls in particular jurisdictions; however, we have the capacity to do so and would be willing to include that in the contract with our evaluator for 2005. Q13. What is the demographic information for the persons to be assisted? R13. The girls served in GSBB are either living with grandmothers or aunts, or move between living with their released mothers and these same relatives. Each of the girls comes from a large family with five or more children in the household, and resources for extracurricular activities are minimal to non-existent. Staff believe that all the girls from Federal Way in GSBB qualify for free or reduced -price school lunch. Q14. What kinds of support mechanisms do you have once the mother is released from prison? How do you support the girl and her family? 06/20/2004 Dage 4 of 5 Questions and Responses from Applicants 2005/2006 Human Services General Fund Goal #2 — Public Safety As of May 24, 2004 R14. Through participation in GSBB while in prison, mothers gain parental skills and bonding opportunities with their daughters. Upon release, mothers are invited to continue participating in GSBB activities. While GSBB staff do not provide case management services per se, the activities of the Transitions troop, which investigates careers, practices interviewing and resume writing, and works on healthy communication, benefits mothers as well. The council also encourages mothers to expand involvement in Girl Scouts. While most potential volunteers with criminal records have difficulty volunteering for organizations that serve children, the council's long-term involvement with these mothers enables us to welcome them into our organization and to seek out volunteer roles appropriate to their skill level if they are interested. Girls whose mothers are released are best supported through continuous participation in GSBB, where they have a continuing peer group and adults who understand the difficulties of reunification and can serve a healthy outlet and stabilizing force. The program continues to offer transportation to girls once their mothers are released to promote ongoing participation in the program. GSBB also provides a safe place to address any issues of recidivism that arise. Q15. How do you calculate the number of girls served in Federal Way (6.4 girls — how do you get A?) Refer to Worksheet 2 — page B -5a. R15. We anticipate that we will serve 8 girls from Federal Way in 2005, and have requested funding for each girl at 80%. By dividing 80% into the total number of girls served, we reached the 6.4 clients served. Q16. How did this program evolve? Did the Girl Scouts approach the prison system or did the prison system approach the Girl Scouts? R16. A community volunteer completing her master's thesis on the children of incarcerated parents learned about other Girl Scouts Beyond. Bars programs operating across the country and approached our council about initiating a similar program. The volunteer introduced Girl Scout staff to the superintendent at the Washington Correction Center for Women, who became interested in the collaboration. Girl Scout staff worked with the correction center to design the local program and protocols for participation, and then Girl Scout staff sought the financing and volunteer resources to pilot the program. Q17. What is your strategy for recruiting Board members from Federal Way? R17. The council's nominating committee is currently seeking recommendations for board openings, and would welcome nominations from the Federal Way community. The committee is particularly interested in diverse candidates with expertise in health care and finance/banking. The council has not previously published board openings, but is discussing whether such announcements would help expand the pool of candidates from Federal Way. 06/20/2004 Page 5 of 5 uman Services General Fund Application -13 2005/2006 CDBG PUBLIC SERVICE/HUMAN SERVICES GENERAL FUND APPLICATION SUMMARY Agency/Program Name: Institute for Family Development/PACT (Parents and Children Together) CDBG PUBLIC SERVICES Category/Eligible Activity: Public Service Local Strategy: #3: Address human services needs, which focus upon self-support systems that empower families and communities to make contributions to their own well-being and enhance the quality of life. National Objective: Low/Mod Income Benefit - Limited Clientele - Agency Maintains Proof ESA: Exempt Proposed Request for 2005: $13,800 FW CDBG PS Funding History 2003: $12,031 HUMAN SERVICES GENERAL FUND 2004: $9,527 HS Priority/Strategy: Goal #2 (Public Safety) Proposed Request for 2005: $6,900' Location where services will be provided: Services are provided in clients homes and in the community. -FW HS Funding History 2003: $3,000 2004: $13,0002 1_ Program Summary: _ PACT provides in-home counseling, skill building, and support to high-risk, low income families not engaged in or benefiting from other community services,and experiencing problems such as family conflict/violence, abuse/neglect, child/teen behavioral problems, and mental health disorders. The primary goals of the program_ are to: strengthen families "and improve outcomes for children by improving family functioning and parenting skills, improving children's behavior at home -and school by helping families access ongoing informal and formal community supports. Services are highly accessible, flexible, skills -oriented and individually tailored to meet the unique needs and situations of each family. PACT provides. an average of 40 total hours of service for up to 90 days for each family. 2. Demonstrated Need and Effect of Project (including performance and outcome measures) The applicant notes that South King County continues to have the highest referral rates in the state to Child Protective Services (CPS). CPS workers report working with more.families with'multiple needs such as mental health, substance abuse, family violence, child behavior problems and social isolation. The DSHS Facing the Future Report (2003) states that these families are at the highest -risk for abuse and neglect, family conflict and violence, school problems, delinquency and other social and behavioral problems. PACT is an in-home family counseling, skill building and social support development program designed to work with multi -problem children and families who are considered "falling through the cracks" of public and community services systems. The agency notes the studies indicating early intervention in preventing the level of violence from escalating and the increased ' The PACT program must be funded at the 2004 funding level to be considered for CDBG funding. 2 This includes the $10,000 one-time funding award --ommended by the HSC and approved by Council on May 18, 2004. prevalence of youth who are maltreated during childhood displaying a variety of problem behaviors such as serious violent delinquency, teen pregnancy, drug use, low academic achievement, and mental health problems. Institute for Family Development cites the Prevention Pays, 2002 report that indicates that every $1 invested in long-term intensive home visiting saves $3 in costs for government assistance and criminal justice costs. The Institute for Family Development continues to see a high demand for the PACT program in the Federal Way community in excess of the funds available. The Institute for Family Development has been successful in having over 80% of families served by similar programs remain safely together. A follow-up study of the PCT clients is being done to evaluate longer-term outcomes for families. The study will not be completed until June 30, 2004, but it is showing very positive outcomes for families 6-9 months after completing PACT. The application indicates that if the PACT program were fully funded by CDBG and the Human Services General Fund, 33 Federal Way clients would be served with city funds at a cost of $627 per client. It appears that the service units/number of unduplicated patients may need to be refined if the project is fully funded. With an adjustment, the requested amount of funds would account for a small percentage of Federal Way patients served by the PACT program. The outcomes for the PACT program are: Children do not exhibit signs or symptoms of abuse/neglect. There are no incidences of abuse or neglect reported. Children live in a safe, functional home. Since 2001, the Institute for Family Development has received funding from the City of Federal Way in support of its PACT program. The breakdown is as follows: 1997 1998 1999 2000 2001 2002 2003 2004 $0 $0 $0 $0 $3,000 $3,000 $3,000 $13,000 At the end of 2003, the Institute for Family Development served 2 families or 7 unduplicated Federal Way residents and provided 59 hours of in-home counseling/skill building support. The 2004 first quarter report indicated that at the end of March, 2 families or 8 unduplicated Federal Way residents have been served and 34 hours of in-home counseling/skill building support had been provided. 3. Capacity of Applicant (track record and experience, ability to manage and/or secure long- term operating support) The agency has over 18 years of experience offering in-home services to high-risk and at -risk children, youth, and families. The U.S. Office of Juvenile Justice and Delinquency Prevention and the Center for Substance Abuse Prevention have recognized their programs as national models. The applicant states that increased funding and expansion of services has allowed the hiring and training of additional staff to provide services to more children and families. Additional support has been requested from South King County cities. If unsuccessful, the Institute for Family Development will seek additional grant opportunities targeted toward preventative services. The Institute for Family Development is expected to continue to be successful in receiving long-term operating support from United Way and other funding sources. 3 This includes the one-time funding award of $10,000 that was recommended by the HSC and approved by City Council on May 18, 2004. 2 13-,;� �I 4. Fiscal Evaluation (including appropriate funding sources, cost-effectiveness, realistic expenditure levels) Federal Way % of total budget: 12.8% (8.5% CDBG & 4.3% GF) Federal Way % of total clients: 26% 2005 Program Revenue Sources Federal Way CDBG $ 13,800 Federal Way General Fund $ 6,900 Auburn $ 13,800 Des Moines $ 6,900 Renton $ 13,800 SeaTac $ 13,800 Tukwila $ 20,700 Kenmore $ 14,400 Other Federal $ 0 State $ 0 King County $ 0 United Way of King County $ 52,160 IFD Family Crisis Fund 6,000 TOTAL PROGRAM COST $162,260 The agency is seeking additional funding to replace foundation funding that is sun setting. The Institute for Family Development has been successful in obtaining funding from South King County cities and is seeking to increase support of the program. The agency has over 18 years of experience offering in-home services to high-risk and at -risk children, youth, and families. The U.S. Office of Juvenile Justice and Delinquency Prevention and the Center for Substance Abuse Prevention have recognized their programs as national models. The applicant states that increased funding and expansion of services has allowed the hiring and training of additional staff to provide services to more children and families. The agency is expected to continue to be successful in receiving long- term operating support from United Way and other funders. The expenditures appear to be reasonable and the program is cost effective on a per client basis for the number of ours of service received. 5. Use of Volunteers and Community Coordination The Institute for Family Development utilizes volunteers for fundraising; legal services, management consultation and training, office work and other activities that build agency capacity. The agency has worked with volunteers from Social Venture Partners over the past 5 years to improve and increase the agency's technology capacity and improve the client information system as well as developing printed materials and tools for families and professionals. The Board of Trustees is also made up of volunteers. In King County, the agency works with King County Public Health Department, Children's Hospital, the Department of Social and Health Services, the Federal Way School District, other community health/mental health agencies, and local community organizations. The agency works with these agencies on referrals and to develop goals and coordinate services for the high-risk families they refer to PACT. 6. Ability to serve diverse populations Services are accessible and culturally appropriate for persons of color and non-English speaking persons and accessible to physically disabled persons. Other issues/concerns/questions: The Institute for Family Development must be funded by Human Services General Fund at the 2004 baseline level of $3,000 to receive CDBG funding. Service units and units of service may be adjusted based upon the amount of funding and refinement of the program service and unit costs definitions. STAFF RECOMMENDATION AND RATIONALE Staff recommends that the Institute for Family Development be considered for funding in the upcoming 2005-2006 funding round. This -decision is based on several factors: • The agency has demonstrated a proven track record in consistently meeting or exceeding their performance goals and outcomes. • The agency provides in-home counseling services to Federal Way residents in the city and is able to offer services that are highly accessible, flexible, skills orientated and individually tailored to meet the unique needs and situations of each family. • This program provides a critical service to the Federal Way community. Questions and Responses from Applicants 2005/2006 Human Services General Fund Goal #2 — Public Safety As of May 24, 2004 INSTITUTE FOR FAMILY DEVELOPMENT PACT (TAB 13) Q1. Why don't you have a Board member from Federal Way? What is your strategy for recruiting one? R1. The Institute for Family Development (IFD) is very interested in recruiting Board members from Federal Way. IFD is a statewide agency, with 7 offices in Washington State and our headquarters is in Federal Way, in an office building we purchased in 2002. One of our long-term board members was a Federal Way resident until she moved out of state and left our board. Our board recruitment strategy involves identifying needs (related to areas of expertise and experience) and using board members and other community organizations (such as United Way of King County) to help identify potential new board members. We recently had an inquiry (regarding board membership) from a Federal Way resident who was referred to us through United Way's "Project Lead", a project designed to increase minority board membership in non profit organizations. We hope to be meeting with this potential board member this month. We would also welcome other suggestions for recruiting board members from Federal Way. Q2. Please update your number of clients served in both Worksheet #2's and revise the 2004 number of service units and cost per unit in Worksheet 3 to include the $10,000 one-time funding you will receive from the City for 2004. R2. Revisions of Worksheet #2 and # are attached. 07/07/2004 Page 1 of 1 13 2005 Human Services Application (General Funds & CDBG) Worksheet 2: Program Outputs (Quantity of Service) Agency: Institute for Family Development Program: PACT (Parents and Children Together) Program Outputs: Complete one Worksheet for each program requesting funds. Numbers should reflect clients served by program requesting funds. 12. Persons to be Assisted: Complete the following table with unduplicated clients to be served by this program. (Column (3) will calculate automatically.) All Jurisdictions (1)Unduplicated C[ty Clients from All Funding Sources (2)Unduplicated City Clients from Requested Funds (3)% Unduplicated City Residents Served with Requested Funds (Auto Calc) 2004 2005 2004 2005 2004 2005 Algona 0 0 0 0 0% 0% Auburn 16 22 0 22 0% 100% Black Diamond 0 0 0 0 0% 0% Burien 0 0 01 0 0% 0% Covington 0 0 0 0 0% 0% Des Moines 8 12 4 11 50% 92% Enumclaw 0 0 0 0 0% 0% Federal Way 75 65 36 33 48% 51% Kent 16 12 01 0 0% 0% Maple Valle 0 0 0 0 0% 0% Milton 0 0 0 0 0% 0% Normandy Park 0 0 0 0 0% 0% Pacific 0 0 0 0 0% 0% Renton 18 22 0 22 0% 100% SeaTac 18 22 17 22 94% 100% Seattle 16 1 0 0 0% 0% Tukwila 60 60 29 33 48% 55% Unincorp. King Countv 0 0 0 0 0% 0% Other: 0 0 0 0 0% b% Kenmore 24 24 24 24 100% 100% 0% 0% 0% 0% Unknown 0% 0% Total 2511 253 86 143 (Insert hard copy of completed Worksheet 2 as page B -5a of application. Submit electronic copy of all worksheets with application.) 3 , -3 T 2005 Human Services Application (General Funds & CDBG) Worksheet 2: Program Outputs (Quantity of Service) Agency: Institute for Family Development Program: PACT (Parents and Children Together) 13. Projected Low -Moderate Income Benefit: What percent of your program clients served by this program are very low -/low -/moderate -income? Note: See Appendix A for current income guidelines. (Use pool of clients reported in column (1) of Question 12 above.)(Column (5) will calculate automatically. Enter percentages in columns 2, 3 & 4 as decimals - .25. Participating City (1) Unduplicated City Clients from All Funding Sources (Column (1) of Question 12. above) (2)% of Clients Served by Program Very Low Income (0%-30%.Median) (3) % of Clients Served by Program Low Income (31%- 50% Median) 1 (4) % of Clients Served by Program Moderate Income (51%-80% Median) (5) % of Clients that are Very Low/Low/Moderate Income (Auto Calc) 2004 2005 2004 2005 2004 2005 2004 2005 2004 2005 Auburn 16 22 20% 20% 80% 70% 0% 10% 100% 100% Bunen 0 0 0% 0% Covington 0 0 0% 0% Des Moines 8 12 0% 0% 50% 50% 50% 50% 100% 100% Enumclaw 0 0 0% 0% Federal Way 75 65 0% 10% 65% 55% 35% 35% 100% 100% Kent 16 12 20% 20% 55% 55% 25% 25% 100% 100% Renton 18 22 25% 25% 50% 50% 25% 25% 100% 100% SeaTac 18 22 25% 25% 75% 75% 0% 0% 100% 100% Seattle 16 14 0% 0% 40% 40% 60% 60% 100% 100% Tukwila 60 60 10% 10% 80% 80% 10% 10% 100% 100% Unincorp. King Coun 0 0 0% 0% Other: 0 0 0% 0% Kenmore 24 24 0% 0% 10% 10% 80% 80% 90% 90% 0 0% 0% Unknown 1 0 0 1 0%1 0 ° 2.51 253 .. ,•`: (Insert hard copy of completed Worksheet 2 as page B -5a of application with application.) '3 X54 Submit electronic copy of all worksheets J lY- m o c U O � U V LL (o i O 0 0 � CY V Q. .CL Q0 N � L V O Cl) M _ E N � Y O N C d m 0 U a E V L C � O O L ¢a Alri 1 C 0 W '0 O) C cr O U .Q Q. c>s L .3 N N N U) O Y 3 (0 0 Q. 0 v v O U N N .Q Q) C O cu U Q Q. cu O m d1 CD M Q_ rn m M aW W cn Y 0- E E 0 U O Q. O U ca U) L Q.� M 41 NO �O C U O w O fo 0 C V d N "-- O 4r N V •� ,+0 O C O 4; d) Z IA >CL _ N C O a S L C1 NOS C n 4v 0 [t U Q O C .O O to IQ 12 l O O C O N O H t2 O Z O L V O Q O O 0 0 0 0 Co .0 N N un j Lon Ln ton Lon Ln ton uii C O O o - N w 0,`ao O 00000 � 0 �[ O W N � n ,NA N N� M .O N � Z [V W -0 7 _ _ U a C (U Q Ql V O1 [r D1 cr m V d1 D1 Ol t vim-. v 49 : pt n � Ln Ln to Lo to En Ln Ln to Ln to Ln to D F° o a et U .t_, 0 o N w d+ O vo kD O 00 M tCD C) Opt C) 00 (�j z 00 N N 1.0N 'u E C O Q) O O 0 0 0 0 0 0 c 4- +� NO :DtkD w ko %D to ko %D�- G1 C ++ 0 U <A fR Vf EPr Vi- EPr tV� OL '�O � O N a� V w Ni N V •� O Z N . i kD .Ln N t0D N N N to aL� 0 0 0 0 0 0 0 L Q C dI M M M M OO tD tD co tD tD to co tD %D H 0 s - o - U vt• 40- J& efr 4b'r jfr Vi- 0 � N N `� w o V 0) °' C E C N 7 c Z o Ln I� UD .-i 00 . 00 O t0 N C O Q. U w= - Vii1 O N O Cl ,N-1 O kLn DD -I N N lOD .�1 41 - 0) 41 V 0 U► cn 41 N ,V O a, c 3 �,, 0 CY p ^ QI 3 ^ 0 1�00 O O 00 O ^ tD 00 00 N r-4 t00 N VI V M U t_ v' 0) 0 Al- .,l ;.. L O O CY i 0 t0 41 C v tp L L N V H .d U U v U Q m O to C J (n O C U W W ~ U) f ani V) ani Vl ani to °- U-1 I O U .Q Q. c>s L .3 N N N U) O Y 3 (0 0 Q. 0 v v O U N N .Q Q) C O cu U Q Q. cu O m d1 CD M Q_ rn m M aW W cn Y 0- E E 0 U O Q. O U ca U) Human Services General Fund Application Tab 1 2005/2006 CDBG PUBLIC SERVICE/HUMAN SERVICES GENERAL FUND APPLICATION SUMMARY Agency/Program Name: Kent Youth & Family Services/Relatives as Parents Project (RAPP) HUMAN SERVICES GENERAL FUND HS Priority/Strategy: Goal 2 (Public Safety) Proposed Request for 2005: $5,000 Lowest amount if less than request: $5,000 Location where services will be provided: Kent FW HS Funding History 2003: N/A 2004: N/A (This is the first time that KY&FS has submitted a funding request to the City) 1. Program Summary This program provides support services to grandparents raising their grandchildren or other relatives raising their kin. Support through the program includes monthly meetings for adults, a children's therapy group, family activities, telephone information and referral, advocacy services, and a bi- monthly newsletter. 2. Demonstrated Need and Effect of Project (including performance and outcome measures) Current statistics, derived from the 2000 Census, indicates that in Federal Way, there are 440 children being raised by their grandparents. This statistic does not include other relatives as caregivers (i.e. siblings, aunts, etc). The Kinship Care in Washington State report explains that relatives or their grandparents usually care for children as a result of their parent's alcohol or drug abuse, physical abuse, neglect or a combination of all three. The report goes on to say that only 11 % of the children are in formal care (supported by the Division of Children & Family Services (DCFS)) and the other 89% are in informal arrangements with no child welfare services. In 2005, Kent Youth & Family Services (KY&FS) expects to serve 6 Federal Way residents with all City funding sources and will serve that same number with Federal Way funding. The outcomes for this program include providing referral services for available resources, reduce isolation among adults and children, empower kinship caregivers to advocate for children and enable children to develop social skills necessary for success in their endeavors. 3. Capacity of Applicant (track record and experience, ability to manage and/or secure long- term operating support) Kent Youth and Family Services (KY&FS) have been running this program for than 2'% years. The RAPP Program was originally a program of the DCFS's Community Family Partnership. Staff for the program includes the RAPP Program Coordinator who earned credentials in Family Support and was awarded the 2003 Kinship caregiver Advocate Award. She also serves on the Governor's Legislative Kinship Care Oversight Committee. The Children's Group facilitator is a licensed children's mental health provider. 13 ~2,!5 �q --` 4. Fiscal Evaluation (including appropriate funding sources, cost-effectiveness, realistic expenditure levels) Federal Way % of total budget: 25% Federal Way % of total clients: 7% 2005 Program Revenue Sources Federal Way CDBG $ 0 Federal Way General Fund $ 5,000 Other Federal $ 0 State $ 0 King County $ 0 Other Cities $15,000 United Way of King County $ Fundraising/Grants/other $ 0. TOTAL PROGRAM COST $20,000 KY&FS 2005 budget has experienced an increased in program costs as a direct result of recent legislative interest in the rise in numbers of grandparents and other relatives raising their kin in South King County. Funds are being requested from Federal Way, Auburn, Burien and SeaTac for the first time because caregivers from those cities have recently been identified as using RAPP's services. The program budget is solely relying on South King County city support, which is not a cost effective approach and there was no indication in the application that the agency intends to seek other public or private support. 5. Use of Volunteers and Community Coordination Volunteers are used on multiple KY&FS programs. Volunteers provide a range of services, which include and is not limited to, counseling, teaching, dispute mediation, technical and electronic expertise and a wide variety of vocational expertise or avocation skills. 6. Ability to serve diverse populations KY&FS serves individuals and families who are low and moderate -income and come from diverse populations. Other issues/concerns/questions: Kent Youth & Family Services (KY&FS) is relying on South King County city support as its sole source of funding, which is not practical and a concern because no strategy was mentioned in the application as to how the agency will make up the funding gap if they receive partial or no funding. To determine how much it will cost to serve 6 clients, specifically with City of Federal Way Human Services dollars the number is $833 per service unit cost, which is extremely high. Based on the number of Federal Way residents that KY&FS proposes to serve with City funds this does not appear to be a very cost effective investment. STAFF RECOMMENDATION AND RATIONALE Staff does not recommend that the ACTDS receive funding based on the following factors: • The agency will serve a limited number of Federal Way residents. • Investment in the program does not maximize the use of City funds. • If it is determined that the agency receive partial or no funding, there is no strategy in place to secure other sources of funds. Questions and Responses from Applicants 2005/2006 Human Services General Fund Goal #2 — Public Safety As of May 24, 2004 KENT YOUTH & FAMILY SERVICES (TAB 14) Q1. Why are you not applying for funds from Kent? Why are you applying to Federal Way? R1. Kent already supports this project through funding the Child and Family Counseling Program which supplies the children's mental health therapists working with the grandchildren whose kin (typically grandparent) is receiving support services in the RAPP project. Q2. What are your strategies for recruiting Board members from Federal Way? R2. A number of current KYFS Board members are well known throughout South King County. Should Federal Way funds be secured I could suggest to the Board that these individuals look for potential candidates with ties to Federal Way and Kent. Q3. What is the need for your services in Federal Way? Why are you the best agency to provide it? R3. We have "relatives as parents" (kinship caregivers) who are Federal Way residents receiving support services in the RAPP project. Currently KYFS is the only agency that has stepped up to begin providing supportive services to this growing population. Given that no other agency has specifically identified this population for tailored support, KYFS is providing this service to kinship caregivers throughout all of South King County. Q4. How are you connected to Federal Way? Do you have any partnerships? R4. KYFS's companion Youth and Family Services agency in Federal Way is Federal Way Youth and Family Services, a division of Valley Cities Counseling and Consultation. We have collaborated with FWYFS in coordination of services, referrals, etc. of children, youth and families in need of substance abuse treatment and mental health counseling. KYFS sees a number of clients who are Federal Way residents in these programs. We have collaborated with Multiservice Center in a coalition that secured funding for transitional housing of homeless families in South King County. We contract with VCCC for the weekly services of an ARNP, who also services FWYFS, to provide psychiatric evaluation, medication and medication monitoring. Q5. In Question #10 you do not show any numbers from Federal Way. What is the number of households in Federal Way that have grandparents parenting their grandchildren? R5. Current statistics — derived from the 2000 census results -- indicate that, in Federal Way, 440 children are being raised by their grandparents. This does not take into account other relative caregivers (siblings, aunts, uncles, etc.) Due to the process used by census takers, not all households are given the opportunity to complete the appropriate form for reporting kinship care statistics. Our numbers, therefore, could be much higher than those reported here. Q6. How successful are your outreach efforts if you only plan to serve 3 Federal Way clients in 2005 and 6 Federal Way residents in 2006? 06/18/2004 Page 1 of 2 3 a Questions and Responses from Applicants 2005/2006 Human Services General Fund Goal #2 — Public Safety As of May 24, 2004 R6. The successes of our RAPP efforts are measured one client at a time. Our current statistics are derived from census information, governmental agency demographics, and our program outreach results. Additionally, the RAPP program continually strives to broaden our client base through outreach efforts. While the numbers shown are conservative, the availability of CDBG/Human Services funding will allow us to expand our services in the Federal Way community. We anticipate that the clients served in Federal Way will grow beyond those shown on the worksheets. Additionally, it is difficult for us to monitor the information referral clients who gain access to our services via our website. It is our intent to continue to advertise our RAPP program through presentations at local service clubs, civic organizations, faith -based newsletters, etc., thereby growing our Federal Way client base. 06/18/2004 Page 2 of 2 E --Z. (-e e Human Services General Fund A lication — Tab 1 2005/2006 CDBG PUBLIC SERVICE/HUMAN SERVICES GENERAL FUND APPLICATION SUMMARY Agency/Program Name: King County Sexual Assault Resource Center/Sexual Assault Services HUMAN StKVILA:5 UhNtKAL FUNU HS Priority/Strategy: Goal 2 (Public Safety) Proposed Request for 2005: $36,050 Lowest amount if less -than request: $35,000 Location where services will be provided: King Co. Health Dept. in Federal Way, clients homes or via telephone and meetings. FW HS Funding History 2003: $35,000 2004: $35,000 1. Program Summary: The Sexual Assault program helps sexual assault victims in all phases of recovery and also educates people about sexual assault and prevention. 2. Demonstrated Need and Effect of Project (including performance and outcome measures) The State of Washington, Office of Crime Victims Advocacy 2001 report indicates that sexual assault impacts approximately 25% of all children and youth, while at the same time remains significantly under reported, with only 15% of all assaults reported to law enforcement. Sexual assault happens in every community and cuts across social and economic boundaries. Sixty-three (63%) percent of adults consider Sexual Assault a "very significant" issue in King County according to a February 2004 KING -5 poll. A most recent study of incidences of sexual assault in Washington State noted that approximately 37% of Washington women have, over their lifetime, experienced rape or other forms of abuse. Last year, King County Sexual Assault Resource Center (KCSARC) provided services to 3,340 victims (this does not include secondary victims who were also helped, such as family members and significant others. This represents a 50% increase in services in the last 5 years. Because so many victims still do not seek assistance, this type of increase should be viewed as a positive sign. However, when victims come forward, it is essential that KCSARC has a planned and professional response, which can meet the victims, needs, help them recover, and ultimately help reduce more assaults and increasing community safety. In 2005, KCSARC expects to serve 235 Federal Way residents with all City funding sources and 70 with Federal Way funding. The primary outcomes for this program are: • To help victims increase their ability to cope with the effects of sexual assault/abuse. • Victims will feel supported throughout their healing process. Since 1997, KCSARC has received funding from the City of Federal Way in support of its program. The breakdown is as follows: 1997 11998 11999 12000 12001 12002 12003 12004 $28,000 J$28,000 J$29,120 J$29,098 $30,000 $30,000 J$35,000 J$35,000 At the end of 2003, KCSARC served 179 unduplicated Federal Way residents, provided 1,205 legal advocacy hours to victims, 32 hours of education in the Federal Way community and provided 100 hours of assistance through their information/referral resource line. By the end of the 2004 first quarter, 93 unduplicated Federal Way residents had been served, 152, hours of legal advocacy hours were provided to victims, 13 hours of education was provided in the Federal Way community and 39 hours of assistance was provided through their information/referral resource line. 3. Capacity of Applicant (track record and experience, ability to manage and/or secure long- term operating support) KCSARC has been providing services to South King County residents for over 27 years. The agency has experienced a steady and consistent demand for their services over the years and has strategically grown to meet this demand. KCSARC maintains a stable, consistent funding base and provides services in a cost-effective manner. The agency has a skilled and dedicated staff that is committed in providing the best possible service to the community. All staff are licensed and accredited by the state and have been with the agency for several years. 4. Fiscal Evaluation (including appropriate funding sources, cost-effectiveness, realistic expenditure levels) Federal Way % of total budget: 2% Federal. Way % of total clients: 2% 2005 Program Revenue Sources Federal Way CDBG $ 0 Federal Way General Fund $ 36,050 Other Federal $ 0 State $393,084 King County $445,935 Other Cities $316,751 United Way of King County $ 84,994 Fundraising/Grants/other 820,229 TOTAL PROGRAM COST $2,097,043 Based on program revenue sources, the budget appears realistic and the agency has the appropriate revenue sources and diversified funding base to effectively run the program. KCSARC is seeking a 3% increase in funding to enable the agency to keep pace with their increased costs of providing services to their clients. The agency's caseload has increased by 50% over the past 5 years, from 2,232 in 1999 to .3,340 in 2003, with a majority of their clients coming from South King County. The agency is able to successfully leverage other public and private sector funding in order to meet the needs and demands here in Federal Way. At the time this report was written, the City of Kent Human Services Commission final recommendation was to fully fund the agency. In addition to Federal Way, KCSARC has applied to a number of South King County cities and they are currently conducting their application review process 2 and have not made any final award recommendations. It is anticipated that these cities will complete their process in the next couple of months. 5. Use of Volunteers and Community Coordination KCSARC's board is comprised of volunteers. These members help establish the agency's strategic direction, make policy decisions and are involved in various fundraising events sponsored by the organization. Office volunteers are used for mailings, bookkeeping and general office duties, and student interns are used in client services and in education the community. 6. Ability to serve diverse populations The agency has the staff capabilities to serve a diverse population. Other issues/concerns/questions: There are no initial concerns with the program. STAFF RECOMMENDATION AND RATIONALE Staff recommends that KCSARC be considered for funding in the upcoming 2005-2006 funding round. This decision is based on the following factors: • The agency has the staff expertise to effectively manage its day-to-day operations and programs. • KCSARC has demonstrated a successful track record in consistently meeting or exceeding their performance goals and outcomes. • The agency continues to provide a critical and necessary service to the Federal Way community. • Support services are provided in Federal Way allowing convenient access for Federal Way residents to receive assistance. k King County J'' ,, Wf Sexual Assault Resource Center Fact Sheet Overview Founded in 1976, King County Sexual Assault Resource Center (KCSARC) a private non-profit organization serves more than 3,200 sexual assault victims and family members each year. KCSARC has 35 employees and is governed by a volunteer Board of Trustees. The agency's 2004 budget, derived from public and private sources, is 1.9 million. The agency has received numerous awards, including: Washington CEO magazine Best Companies to Work For (2000, 2001, 2002) the Kent Chamber of Commerce Business Award for Innovation (2000) and the Renton Chamber of Commerce Business Excellence Award (2001) and Best Non -Profit (2004). The agency is part of a statewide network of accredited Community Sexual Assault Programs (CSAPs). Accreditation by the Office of Crime Victims Advocacy in the Department Trade and Economic Development ensures that sexual assault victims, their families and the community receive a consistent level of services. KCSARC works closely with non-CSAP agencies, including Consejo Counseling and Referral Service, Refugee Women's Alliance, Seattle Counseling Services for Sexual Minorities, Asian Counseling and Referral Services, and Asian Pacific Islander Family Safety Center, to insure a system of sexual assault services in a culturally relevant and sensitive framework. Services King County Sexual Assault Resource Center provides the following range of free integrated services: • 24 -Hour Resource and Information Line (888.99.VOICE) • Legal Advocacy • Medical Advocacy • Therapy and Parent Education • Prevention Education and Training 2004 Revenue -- $1,923,787 Suburban Cities - $183,213 Seattle - $126 King County Prosecutor: Office -$39,398 King County - $406, 537 Federal Way - $35,000 State Funding - $393,084 (Office Crime. Victim Advocacy/DTED) Private contributions - $801,994 d workshop - $13,000 24-hour Sexual Assault Resource Line Post Office Box 300 tel 425.226.5062 1.800.825.7273 Renton, WA 98057 fax 425.235.7422 Toll-free in Western WA only W W W.kcsarc.org King County Sexual Assault Resource Center Services to Federal Way Residents 2003-2004 Primary Victims Served in 2003 Cost to provide Services Contract Amount 179 people, 1,205 hrs $80,941 $35,000 Primary Victims Served in 2004 First Quarter 93 primary victims 337 hours This includes: $35,000 • 132hrs legal advocacy (contracted amount for year 150 hrs) • 39 crisis/information and referral calls (contracted amount for the year 70 calls) • 20 hrs of medical advocacy/Health Department (contracted amount for the year 12 hrs) Outcomes (from 2003) include 85% of clients said-KCSARC • Provided information that helped support the victim • Provided assistance that increased knowledge about the criminal justice process and kept them informed of their case •' And that the 24hr resource line is extremely valuable Leveraging For every dollar of support from the city of Federal Way, KCSARC is able to leverage $1.25 in additional funds from King County, Washington state and the private sector. 24-hour Sexual Assault Resource Line Post Office Box 300 tel 425.226.5062 1.800.825.7273 Renton, WA 98057 fax 425.235.7422 Toll-free in Western WA only www.kcsarc.org KING COUNTY SEXUAL ASSAULT RESOURCE CENTER. SUMMARY OF SERVICES TO SEXUAL ASSAULT VICTIMS 2003 TOTAL CLIENTS IN 2003-3340 Age of Victim 1393 or 42% Children 581 or 17% Teens 1376 or 41% Adults Race and Ethnicity • 196 or 7% African American • 96 or 3% Asian/Pacific Islander * 2272 or 81% Caucasian * 157 or 6% Hispanic/Latino • 48 or 2% Native American/Alaskan Native • 23 or I% Other RESIDENCE Relationship of Victim to Offender • 9% - Offender was stranger - * 47% - Offender was family -member or acting as family member • 44% - Offender was acquaintance or known to victim (Tender of Victims 2810 or 84% Females 540 or 16% Males Amount of lapsed time before contacting KKC SARC • 7% - contact within 72 hours post assault • 53% - contact between 3 days and 6 months post assault * 21% - contact between 6 months and 5 years post assault * 19% - contact 5 years or more post assault Human Services General Fund Application — Tab 16 2005/2006 CDBG PUBLIC SERVICE/HUMAN SERVICES GENERAL FUND APPLICATION SUMMARY Agency/Program Name: Korean Women's Association/We are Family Program HUMAN SERVICES GENERAL FUND HS Priority/Strategy: Goal 2 (Public Safety) Proposed Request for 2005: $13,800 Lowest amount if less than request: $12,000 Location where services will be provided: Federal Way FW HS Funding History 1. Program Summary: 2003: $7,000 2004: $7,000 The We Are Family program provides legal and community based advocacy for Korean's and Asian Pacific Islanders who are victims of domestic violence. 2. Demonstrated Need and Effect of Project (including performance and outcome measures) The Communities Count 2002 Biennial Report indicated that in 2002, there were almost 3,000 violations of protection or no contact orders in King County and the highest number were in the South County region. Domestic violence has received increased attention locally as a result of several high profile incidents. Crime statistics locally and nationally reflect a problem of violence among partners and spouses. In King County, approximately, 30-50% of the homeless women with children are victims of domestic violence. The Korean Women Association (KWA) reports that their client based has grown significantly every year. In 2001 the agency served 28 clients, 37 were served in 2002, and 40 clients received assistance in 2003. - In 2005, the KWA expects to serve 40 Federal Way residents with all City funding sources and the same number with Federal Way funding. The primary outcomes for this program are: To reduce domestic violence in the Korean and Asian Pacific Islander community. To improve personal safety. To increase the use of community resources. Since 1997, KWA has received funding from the City of Federal Way in support of its program. The breakdown is as follows: 1997 1998 1999 12000 12001 12002 2003 2004 $4,500 J$4,500 1 $4,500 J$4,500 1 $5,000 J$8,000 1 $7,000 J$7,000 At the end of 2003, KWA served 40 unduplicated Federal Way residents and at the end of May 2004 the agency has served 20 unduplicated Federal Way residents. 3. Capacity of Applicant (track record and experience, ability to manage and/or secure long- term operating support) KWA has been providing domestic violence services in the Asian -Pacific Island community for over 32 years. In 2005, the agency intends to expand its services in the Samoan community. The agency staff is all bi-lingual and the Program Manager is a registered state counselor and certified supervisor for domestic Violence treatment and has been -with the agency for the past 10 years. The Executive Director is also certified in the filed of domestic violence and remaining staff have gone through the YWCA and State Certification training workshops. 4. Fiscal Evaluation -(including appropriate funding sources, cost-effectiveness, realistic expenditure levels) Federal Way % of total budget: 15% Federal Way % of total clients: 75% 2005 Program Revenue Sources Federal Way CDBG $ 0 Federal Way General Fund $ 13,800 Other Federal $43,090 State $ 9,746 King County $ 0 Other Cities $ 26,000 United Way of King County $ 0 Fundraising/Grants/other $ 0 TOTAL PROGRAM COST $ 92,636 The proposed revenue sources of the budget appear to be realistic, however, KWA's budget is solely comprised of public funding, which indicates that the agency does not have a diversified funding base. KWA's is seeking funding specifically from the City of Federal Way to support its We are Family program. 5. Use of Volunteers and Community Coordination KWA's office receptionist is a volunteer who answers the telephone and refer clients to appropriate staff. The Federal Way ESL teacher is also a volunteer who provides English Second Language education. Because KWA also provides services throughout. King and Pierce County, the agency uses volunteers to serve in different capacities at these locations. 6. Ability to.serve diverse populations The agency has staff that is bi-lingual and is able to provide culturally sensitive and translation assistance to a diverse population. 4 Other issues/concerns/questions: KWA's is fully dependent on public funding. This raises concerns because the agency should consider maintaining a diversified funding base as a way to stabilize its program revenues. Because municipalities at the local, state and federal level are all experiencing a budget crisis if KWA's funding were to be reduced or discontinued the agency would have to reduce its services to its clients. STAFF -RECOMMENDATION AND RATIONALE Staff recommends that KWA be considered for funding in the upcoming 2005-2006 funding round. This decision is based on several factors: • Services are located and provided in Federal Way allowing convenient access for the Federal Way residents to receive assistance. • The We Are Family program provides a critical service to the Asian -Pacific Islander community who need case management, advocacy and other assistance as a result of experiencing domestic violence. • City dollars are fully invested and leveraged with other state/federal funds. • KWA has demonstrated a successful track record in consistently meeting or exceeding their performance goals and outcomes. • The agency continues to provide a critical and necessary service to the Federal Way community. Because staff is concerned with KWA's budget and future stability, I would recommend that the award is contingent. upon: • Receiving a copy, if the agency has one, of their long range funding plan and an explanation that answers the following: 1) What is their targeted fundraising goal? 2) What is the timeline for raising funds? 3) What fundraising events or donors will be targeted? If the agency does not have a long range funding plan in place, the agency would be asked to develop a plan by a specific time frame. 3 Questions and Responses from Applicants 2005/2006 Human Services General Fund Goal #2 — Public Safety As of May 24, 2004 KOREAN WOMEN'S ASSOCIATION WE ARE FAMILY (TAB 16) Q1. Why aren't you asking for funding from other cities such as Covington or Kent? R1. Just like Federal Way City, we did not start asking for funding until we had a great demand like at least 10-15 clients. KWA tries its best to serve on a volunteer basis at first until it gets to a point of too much costs then, the KWA starts asking for support. Thus far Covington and Kent have not had much for clients for DV. We will be applying to South King United Way to cover South King residents rather than applying to several cities for small change of monies. Q2. Do you have people who can speak and serve the Samoan community? What are your outreach efforts in this community and explain growing need in Federal Way? R2. Lilian Filimaua is a Samoan and she is in presently in training for domestic violence and has been for the past 3 months. She will start working this coming July. She is doing internship at YWCA now. She will outreach to the Samoan community in South King as well. There is a great demand for Samoan clients that we have not yet reached and we are already working on it starting this year. We had Samoan clients all along at different times, but starting this year we are seriously looking into the Samoan community, that is why we are hiring Lilian Filimaua. Also, our Executive Director is Samoan and is well known in the Samoan community. Lua Pritchard has extensive experience and is highly respected in the Samoan Community statewide especially in Pierce and King counties. Both Lilian Filimaua and Lua Pritchard speak Samoan. Also, KWA has many other Samoan employees and volunteers. 03. What was your total program budget for 2003? What were your actual costs for 2003? R3. Total Budget: $134,800 Actual Cost:$137,654 Q4. What were your demographics for the 4th quarter 2003? Did you serve other cities besides Federal Wav? R4. In 2004 we served 40 Federal Way City clients, which was sixty six (66%) percent more than what we projected as our goal. We did not have any clients from the city of federal way for the 4" quarter. For 4th Quarter, we served the cities of Auburn —1 client, Covington — 3 clients, Kent — 8 clients; Renton — 2 clients, and Tukwila -3 clients. However, for 2004 since January to end of May 2004, we served twenty (20) clients thus far for the City of Federal Way only. 07/07/2004 fPage 1 of 71 uman Services General Fund Application — Tab 1 2005/2006 CDBG PUBLIC SERVICE/HUMAN SERVICES GENERAL FUND APPLICATION SUMMARY Agency/Program Name: Lutheran Community Services Northwest/Mental Health Services Program HUMAN SERVICES GENERAL FUND HS Priority/Strategy: Goal 2 (Public Safety) Proposed Request for 2005: $15,000 Lowest amount if less than request: $9,000 Location where services will be provided: Auburn and 9 other sites in King County FW HS Funding History 2003: N/A 2004: N/A (This is the first time that Lutheran Community Services NW has applied to the City for funding). 1. Program Summary: The Mental Health Services Program provides a variety of case management and counseling services to refugees and immigrants in South King County. 2. Demonstrated Need and Effect of Project (including performance -and outcome measures) Since. 1979, more than 100,000 refugees -have entered Washington State, with more than 50% settling in King County. King County is home to 100,000 refugees and immigrants. The Office of Refugee Resettlement data indicates that East African (Somalia, Ethiopia, Eritrea) refugees comprise as much as 14% of the immigrant population in the county, and another 21 % come from the former Soviet Union, Bosnia, and other Eastern European countries. According to the Office of Refugee and Immigrant Assistance (ORIA), immigrants from these areas will make up the majority of new arrivals in the foreseeable future. Fifty percent (50%) of King County's public assistance recipients live in South King County. The population of South King County is currently over 630,000, and has grown 55% in the past twenty years (far exceeding the 34% growth rate for the County as a whole.) South King County has a high percentage of low-income families. Over 7% of families and 10% of children live below 30% of median income. The United Way of King County need sassessment for 2002-2004 states, "South King County is the number one destination for [secondary migration] in the country."_ South King County will likely continue to see large in -migration of immigrant and refugee families from East Africa, Asia, and Eastern Europe. With this in -immigration, language has become a significant service issue. -For' example, school districts report a large increase in non-English speaking students. Kent School District students speak 76 languages. Understanding and delivering appropriate services to diverse cultural and ethnic groups is a priority for the health and human services community in South King County. In 2005, the Lutheran Community Services Northwest (LCSNW) proposes to serve 73 Federal Way residents with all City funding sources and 35 with Federal Way funding. The primary outcomes for this program are: • To improve their clients ability to cope with life stressors. • To improve prevention of mental health problems in refugee and immigrant populations due to the stresses of resettlement, isolation and cultural/social adjustment issues. 3. Capacity of Applicant (track record and experience, ability to manage and/or secure long- term operating support) LCSNW is nonprofit human services agency created as a result of a 2001 merger of the Lutheran Social Services of Washington and Idaho and the Lutheran Family Services of Oregon. The mission of the agency is: "To partner with individuals, families and communities for health, justice and hope." As a three -state organization the agency is certified in 13 areas of service under the National Council on Accreditation of Services for Families and Children. Staff provides quality mental health services to residents of Seattle and King County. The agency is looking to increase and expand its services in South King County once it completes its new Community Services Building in 2006. 4. Fiscal Evaluation (including appropriate funding sources, cost-effectiveness, realistic expenditure levels) Federal Way % of total budget: 1 % Federal Way % of total clients: 7% 2005 Program Revenue Sources Federal Way CDBG $ 0 Federal Way General Furtd $ 15,000 Other Federal $902,757 State $ 0 King County $ 0 Other Cities $ 87,100 United Way of King County $ 86,368 Fundraising/Grants/other $322,111 TOTAL PROGRAM COST $1,413,336 Based on program revenue sources, the budget appears realistic and the agency has. the appropriate revenue sources and diversified funding base to effectively run the program. The agency's administrative cost is high (19%) to manage the program. LCSNW explained that funds from the program help to pay for administrative costs incurred to run the program.:. In addition to seeking funds from the City of Federal Way, LCSNW is also applying to the cities of Des Moines, Kent, Renton, SeaTac and Tukwila. At the time this report was written, the City of Kent Human Services Commission did not recommend funding for this programa The other South King County cities are conducting their funding review -process and may have preliminary recommendations available in the next couple of months. LCSNW funding from Title 19 (Medicaid) will allow the agency to increase their services to residents in South King County and in Federal Way. Because the agency has the flexibility in using these funds the City's proposed investment could be leveraged and possibly more clients would be served. 5. Use of Volunteers and Community Coordination LCSNW actively uses volunteers to help clients and provide oversight for agency operations. Volunteer positions include Board and Area Council members, mentors for teens in the LCSNW Refugee and Immigrant Children's Program, citizenship coaches, clerical assistants, language and ESL teacher, support group facilitators, parents working with children's programs, and interns and externs. The agency also has a strong social advocacy and training program that works with church volunteers and around social justice and service needs. 6. Ability to serve diverse populations. The agency has a diverse staff that is capable of providing translation and culturally sensitive assistance to a diverse immigrant and refugee community and the general public. Other issues/concerns/questions: There are no initial concerns with the program. STAFF RECOMMENDATION AND RATIONALE The Mental Health program is a worthwhile program that is serving the needs of a variety of South King County residents. However, staff does not recommend that LCSNW be considered for funding in the upcoming 2005-2006 funding round. This decision is based on the following factors: • Similar services are provided by agencies (i.e. Federal Way Youth and Family Services) that . have an established presence and track record in Federal Way. • The administrative costs to manage the program are high_. • ` The agency does not have a site located in Federal Way. 3 Tab 17 Questions from the City of Federal Way (6/03/04) and Responses from Lutheran Community Services Northwest ((6/09/04) 2005/2006 Human Services Funds 1. Explain how you are connected in the Federal Way community. Do you have partnerships with other agencies in this area? What outreach efforts have you undertaken for people to know about your services in Federal Way? As a part of our case management services Lutheran Community Services Northwest (LCSNW) works with and refers to a number of agencies in Federal Way, including the Federal Way Family Center and the Federal Way Food Bank. LCSNW was an organizer of the Conference on [South King County] Regionalism held on May 20, 2004. We are also involved with a number of other organizations whose focus is the South King — North Pierce area, including Federal Way. Two of these are: South King County Council of Human Services and the King County Refugee Forum. We are currently coordinating a task force to plan a cross-cultural training event focusing on providing services to refugee and immigrant children and youth. Partners include DSHS, schools, public health, refugee resettlement agencies, and ethnic. organizations. Outreach efforts to residents of Federal Way include monthly distribution of information and notices in local church bulletins; our agency -wide and area newsletters are received by 143 Federal Way residents, yellow pages advertising, and our web site www.LCSNW.org. Within the immigrant and refugee communities word of mouth in their own languages is often the most effective mode of marketing. We are also frequent [vendor] participants in local health fairs and other community events where we distribute multilingual publicity. 2. Who are your "immigrant and refugee community" clients? Be more specific? The majority of our immigrant and refugee clients are from Russia and other Eastern European countries, including The Ukraine, Estonia, Armenia, and Azerbaijan. The second largest group is from East Africa, including Somalia, Ethiopia, and Eritrea. We also serve Southeast Asian clients who speak Khmer and we have recently hired a bilingual bicultural staff member who will work in the Hispanic and Latino community. Tab 17 3. Is one of your twelve sites located in Federal Way? Are you affiliated with Lutheran Churches in Federal Way? While we do not currently have a site located in Federal Way, we do have counseling offices in Auburn and Tacoma. Should we be successful in this request, we will approach one of the churches in Federal Way to secure space in which to provide our services. It should be noted that services to the immigrant and refugee population are often rendered -in their homes. Also, in order to better serve the residents of South King County, we are currently conducting a capital campaign to complete a resource for the entire South King -North Pierce County area, the Village at Angle Lake (VAL), a two - building intergenerational campus located in the City of SeaTac. The first building, 80 units of affordable senior housing opened in May 2004. The second building, the LCSNW Community Services Building (CSB), slated for completion in the summer 2006, will house an expansion of our mental health and refugee and immigrant services as well as an extended hours child care center, a family support center, and a community health center. St. Luke's Lutheran Church is an annual financial supporter of LCSNW. We also receive support from the church assemblies (synods) of the following churches: Federal Way Korean -Lutheran Church, Light of Christ Lutheran Church, Calvary Lutheran Church, All Saints Lutheran Church, and Christ Lutheran Church. 4. In Worksheet #7 you say that counselors will provide 2 hours per week of counseling and case management services. Why so few hours? Do the counselors work -more than 2 hours per week? Worksheet #7 is'in error. The worksheet mistakenly calls for 2 counselors to each work 2 hours per week. For the funds requested from Federal Way it should read 2 counselors at 8 hours per week each for a total of 16 hours per week. This is based on 37.5 hr. week. 5. What is your strategy for recruiting Board -members from FederaUWay? We are always seeking dedicated volunteers who are residents in the communities we serve. In particular, we are currently seeking members for our Area Council and would welcome recommendations of persons who are residents of Federal Way. 6. Please explain the figure that 48% of unduplicated Federal Way residents are served with requested funds (Worksheet #2) During 2004 we serve 66 Federal Way residents. For 2005 we expect that number to increase by 10% to 73. 48% of 73 is 35, the number of Federal Way residents we propose to serve with the funds requested. uman Services General Fund Application -- Tab 18 2005/2006 CDBG PUBLIC SERVICE/HUMAN SERVICES GENERAL FUND APPLICATION SUMMARY Agency/Program Name: Valley Cities Counseling & Consultation/Domestic Violence Advocacy HUMAN SERVICES GENERAL FUND HS Priority/Strategy: Goal 2 (Public Safety) Proposed Request for 2005: $30,000 Lowest amount if less than request: $24,000 Location where services will be provided: Federal Way FW HS Funding History 1. Program Summary: 2003: $30,000 2004: $30,000 This program will provide direct services to victims of domestic violence and advocacy -based counseling. Services will also include providing information and referrals, crisis intervention, and community education and outreach. 2. Demonstrated Need and Effect of Project (including performance and outcome measures) According to the 2002 Communities Count report, over 12,000 domestic violence offenses occurred in King County. Family violence and the generational cycle it creates is still of great concern. The report goes on to say that, "early identification of victims of child abuse and domestic violence may prevent the level of violence from escalating and thereby disrupt the generational cycle of abuse". The report also describes the need to increase community advocacy and education on domestic violence issues in South County, especially among the refugee/immigrant communities. Domestic violence among the older adult population is also becoming a growing concern. Trends identified in 2003 by the King County Superior Courts, indicated domestic violence continues to be a growing problem in South Seattle, South King County, and the rural eastside. Additionally, domestic violence arrests are the second most frequent cause of recidivism in our county -jail population. Current studies indicate that a destructive intimate relationship affects future partner selection. Survivors of domestic violence, more than the general population, are destined to be head of single parent households and have significantly lower family incomes. Left untreated, they continually struggle with economic survival, family equilibrium, and the nagging sense of victimization and fear. Valley Cities Counseling & Consultation provides a full range of behavioral healthcare services to individuals of all ages. Their Domestic Violence Advocacy program is the only community-based program left in South King County. While there are others, -they are court.or DSHS Community Service Organization (CSO) based and will only assess the client's needs and refers them on to other providers. In 2005, Valley Cities Counseling & Consultation (VCCC) expects to serve 200 Federal Way residents with all City funding sources and the same number with Federal Way funding. The primary outcomes for this program are: To improve family functioning. • Improve client's self-esteem. • Increase the use of positive problem -solving skills. • To ensure survivors receiving assistance or case management have a safety plan in place. • Increase community awareness of domestic violence issues. • Clients are able to identify and refer other victims for services. Since 2001, VCCC has received funding from the City of Federal Way in support of its program. The breakdown is as follows: 1997'- 11998 11999 12000 12001 12002 12003 12004 $0 Iso Iso Iso 1$27,000 1$32,000 1$30,000 $30,000 At the end of 2003, VCCC had served 96 unduplicated Federal Way clients, provided over 960 hours of advocacy hours and 55 community education hours. By the end of the 2004 first quarter report, 21 unduplicated Federal Way clients had been served, 240 advocacy'and 18 community education hours had been provided. 3. Capacity of Applicant (track record and experience, ability to manage and/or secure long- term operating support) VCCC has been serving residents of South King County since 1965. The agency has a strong missiota: and long standing history of providing high quality services to residents living in South King County. Theagency has a dedicated and committed staff with extensive experience working with victims of abusechemical dependency or mental illness. 4. -Ht, aI Evaluation (including appropriate funding sources, cost-effectiveness, realistic expenditure levels) - - Fedefal Way % of total budget: 67% Federal Way % of total clients: 67% 2005 Program Revenue Sources Federal Way CDBG $ 0 Federal Way General Fund $ 30,000 Other::Federal $ 0 State $ 0 King County $ 0 Other Cities $ 15,000 United Way of King County $ 0 Fundraising/Grants/other $ 0 TOTAL PROGRAM COST $ 45,000 Proposed program revenues are solely reliant on receiving public support from the City of Federal Way and City of Auburn. VCCC is not requesting an increase in Federal Way support but it is their first time applying to the City of Auburn. Administrative costs to run the program are high (18%). VCCC explained this cost was based on their 2002 audited financial statements. After the submittal of their application, the 2003 audit revealed that administrative cost were at 15%, which is lower than what was previously reported. 2 5. Use of Volunteers and Community Coordination VCCC has a voluntary Board of Directors who represent many different communities. These individuals provide an average of 8 hours of service to the agency on a monthly basis. In addition to actively attending and participating in monthly board meetings, each member is active on at least one subcommittee of the board. The Board of Directors is responsible for the oversight and strategic direction on agency services and policies. VCCC also utilizes volunteers by working with local colleges/universities to provide field placements' and supervise graduate student interns that provide counseling services to their clients. Interns are closely supervised and assist staff in their ability to provide efficient service to individuals who are unable, because of family income, to pay full fee. The agency's Family Support program utilizes volunteers to help with the after-school and out-of- school enrichment programs such as computer learning centers, homework club, reading to children, etc. 6. Ability to'serve diverse populations The agency has the ability to serve a diverse population. Other issues/concernslquestions: There are no initial issues or concerns with this program. STAFF RECOMMENDATION AND RATIONALE Staff recommends that VCCC's DV Advocacy program be considered for funding in the upcoming 2005-2006 funding round. This decision is based on the following factors: • The agency has the organizational capacity to effectively manage this program. • VCCC has demonstrated a successful track record in consistently meeting or exceeding their performance goals and outcomes. • The agency continues to provide a critical and necessary service to the Federal Way community. • Support services are provided in Federal Way allowing convenient access for Federal Way residents to receive assistance. 3 Questions and Responses from Applicants 2005/2006 Human Services General Fund Goal #2 — Public Safety As of May 24, 2004 VALLEY CITIES COUNSELING & CONSULTATION DV ADVOCACY (TAB 18) Q1. Is this the same as the DV Community Advocacy Program? R1. Yes. The Community part of the name was left off this year. Q2. Why are the administrative costs so high (18%)? R2. The 18% for administrative costs was based on our 2002 audited financial statements. Since we submitted our application, we have received our 2003 audited financial statements, which show our administrative costs at 15%. All programs bear some administrative costs as their program would share in the expenses for the following: Human Resources, Payroll, Billing and Building. Q3. What are your strategies for meeting or exceeding your goals for 2004/05 when you didn't quite meet your 2003 goals? R3. The Advocacy program will,attempt to serve any and all victims we learn about that live in or were victimized in the City of Federal Way. We have become, during the last quarter of 2003 into the first quarter of 2004, more intimately involved with all provider, civic, and service organizations in Federal Way. The number of domestic violence (DV) incidents is slightly down comparing the first five months of 2003 and 2004. The Court advocate, Kathy Williams, uses our advocate exclusively in referring victims for services. If acceptable, having our advocate meet City victims directly after they have been interviewed by Ms. Williams would solve the problems associated with victims not following through when referred outside of the criminal justice system. Last year, upon a thorough retrospective recount of all City victims served, within the larger DV program, our victim count was almost compliant. Our treatment program is larger this year in Federal Way, hence, we will have opportunities to work with program victims in addition to those referred from the community. Exploring the option of providing follow-up care for those City victims in shelter care will occur. We are otherwise following the plan developed last. Fall to serve additional victims. Q4. Why is the number of unduplicated clients for the 1St quarter 2004 so low? Why are your advocacy hours for the 1St quarter 2004 so high when compared to the number of clients served? R4. We will check to ensure that our unduplicated 2004 victim count service hours are what we report on. There is some chance that active cases that began in 2003 have contaminated the first quarter 2004 service hour count. Our advocate includes face-to-face hours from group work co -facilitation with victims in the count, as well. 07/07/2004 Page 1 of 1 Human Services General Fund Ap plication —Tab 19 2005/2006 CDBG PUBLIC SERVICEIHUMAN SERVICES GENERAL FUND APPLICATION SUMMARY Agency/Program Name: Valley Cities Counseling & Consultation/Federal Way Youth & Family Support Program HUMAN SERVICES GENERAL FUND HS Priority/Strategy: Goal 2 (Public Safety) Proposed Request for 2005: $10,000 Lowest amount if less than request: $7,000 Location where services will be provided: Federal Way and Kent FW HS Funding Histo 1. Program Summary: 2003:$6,911 2004: $16,960' The Family Support Program has empowered and supported youth and families since 1996. The agency operates two community-based Family Support Centers (FSC), which are located in Federal Way and Kent. 46% of the participants served were immigrants or refugees. 2. Demonstrated Need and Effect of Project (including performance and outcome measures) South King County is the number one destination for refugees and immigrants coming to Washington with over 3,000 relocating to South King County.every year. South King County will continue to see a large in -migration of refugee families from Eastern Europe, Africa, and Asia. With this in -migration, access to needed resources, understanding of American culture and laws, finding jobs, and learning English are significant service issues. United Way's Community Assessment Report stated that over the past ten years, South King County .underwent more of a dramatic shift in racial makeup than any other part of the Puget Sound region. Federal Way now has a higher percentage of non-white residents than does Seattle. The cities in South King County have a combined Hispanic population of over 34,000 residents. Kent leads South King County cities with over 6000 Latino residents, which is more than a 300% increase over the past decade. Many immigrant families come to the Federal Way and West Hill areas of Kent with enormous economic and interpersonal challenges. According to the State of Washington's Children Report, in the summer of 2002 immigrant families will face their most difficult time financially in their first 5 years living in the United States. This statistic is supported by our demographic date collected in 2003. 83% of Valley Cities Counseling & Consultation (VCCC's) Russian/Ukrainian clients are extremely low-income per HUD guidelines. During 2003, 46% of those served by the Family Support Centers were immigrants or refugees. In 2005, VCCC expects to serve 670 Federal Way residents with all City funding sources and 50 with Federal Way funding. The primary outcomes for this program are: • To increase and or maintain youth involvement in safe pro -social community activities. • Increase and or maintain family protective factors, levees of support, positive communication, parenting, and family management skills. This includes the $10,049 one-time funding award. 13-2610 Since 2001, VCCC has received funding from the City of Federal Way in support of the Family Support program. The breakdown is as follows: 1997 11998 1999 12000 12001 12002 2003 12004 $0 Iso $0 I $0 1 $10,000 $10,000 $6,911 $6,911 At the end of 2003, VCCC served 400 unduplicated Federal Way residents, provided 315 tutoring hours to youths during the after school program and 869 advocacy hours. By the end of the 2004 first quarter, 138 unduplicated Federal Way residents had been served, 349 tutoring and 311 advocacy hours were provided. 3. Capacity of Applicant (track record and experience, ability to manage and/or secure long- term operating support) VCCC has been serving residents of South King County since 1965. The agency has a strong mission and long standing history of providing high quality services to residents living in South King County. The Family Support program has served an average of 1,000 children and families each year since 1996. The agency has a dedicated staff committed in developing and implementing a comprehensive set of services tailored to meet the needs of the community. 4. Fiscal Evaluation (including appropriate funding sources, cost-effectiveness, realistic expenditure levels) Federal Way % of total budget: 4% Federal Way % of total clients: 59% 2005 Program Revenue Sources Federal Way CDBG $ 0 Federal Way General Fund $ 10,000 Other Federal $ 0 State $ 0 King County $ 84,156 Other Cities $ 10,000 United Way of King County $ 60,000 Fundraising/Grants/other $100,535 TOTAL PROGRAM COST $264,691 Based on program revenue sources, the budget appears realistic and the agency has the appropriate revenue sources and diversified funding base to effectively run the program. At the time this report was written, the City of Kent Human Services Commission final recommendation was to fully fund the agency. This is good news because this is the first time that VCCC has submitted a funding request to the City of Kent. 2 One-time funding award of $10,049 was recommended by the HSC and approved by Council on May 18, 2004. -' 2 5. Use of Volunteers and Community Coordination VCCC has a voluntary Board of Directors who represent many different communities. These individuals provide an average of 8 hours of service to the agency on a monthly basis. In addition to actively attending and participating in monthly board meetings, each member is active on at least one subcommittee of the board. The Board of Directors is responsible for the oversight and strategic direction on agency services and policies. VCCC also utilizes volunteers by working with local colleges/universities to provide field placements and supervise graduate student interns that provide counseling services to their clients. Interns are closely supervised and assist staff in their ability to provide efficient service to individuals who are unable, because of family income, to pay full fee. The agency's Family Support program utilizes volunteers to help with the after-school and out-of- school enrichment programs such as computer learning centers, homework club, reading to children, etc. 6. Ability to serve diverse populations The agency has the ability to serve a diverse population. Other issues/concerns/questions: There are no initial issues or concerns with this program. STAFF RECOMMENDATION AND RATIONALE Staff recommends that VCCC's Family Support program be considered for funding in the upcoming 2005-2006 funding round. This decision is based on the following factors: • The agency has the organizational capacity to effectively manage this program. • VCCC has demonstrated a successful track record in consistently meeting or exceeding their performance goals and outcomes. • VCCC has the ability to maximize the City's investment because funding will be leveraged through United Way funding and other public/private sector resources. • The agency continues to provide a critical and necessary service to the Federal Way community. • Support services are provided in Federal Way allowing convenient access for Federal Way residents to receive assistance. 0� 2, S,-), 3 Questions and Responses from Applicants 2005/2006 Human Services General Fund Goad #2 — Public Safety As of May 24, 2004 VALLEY CITIES COUNSELING & CONSULTATION FWY&FS FAMILY SUPPORT SVCS (TAB 19) Q1. Please change your unduplicated Federal Way client's served/service units figures for 2004 to reflect the $10,049 one-time funding you will receive from the City in 2004. Refer to Worksheets 2, Worksheet 3, and Worksheet 4. R.1. 07/07/2004 Page 1 of 1 Angelina AIIenM yisi - U dated Cityof FW Human Services A lication Worksheets b Page 1 From: "Christi Hnat" <chnat@valleycities.org> To: "Angelina AIIenMpyisi" <Angelina.AllenMpyisi@cityoffederalway.com> Date: 6/9/2004 4:31:16 PM Subject: Updated City of FW Human Services Application Worksheets Hi Angelina! Thanks again for taking a few minutes to answer my questions after the Brown Bag Lunch this afternoon. It was very helpful for me. I apologize for sending all the worksheets but I am a bit of a novice with excel and wasn't sure how to separately attach Worksheets 2 and 3. I've only made changes to these worksheets since, as we agreed today, Worksheet 4 would not change as a result of the one time funding award of 2004. 1 tried to include a footnote on Worksheet 2 to explain the one time funding award and how we proportionately increased our unduplicated number served in 2004. 1 hope it comes through clearly. Just in case, this is what I typed: Unduplicated City Clients from requested funds for 2004 reflects a one-time funding award of $10,049 in addition to the contracted award of $6,911 resulting in total 2004 funding of $16,960, therefore allowing us to serve a higher percentage of unduplicated clients with city funds. I was not able to type in an explanation for the changes in Worksheet 3 so I Will just include it here. The service units on Worksheet 3 are a result of dividing the total award in half. In 2004 half of $16,950 would be $8,475 and in 2005 half of $10,000 would be $5,000. Each half was then divided by the cost per service unit total. The quotient was then used as the number of service units to be provided with city funds. I also took the liberty of correcting a mistake I made on Worksheet 3. 1 accidentally included 2004 service units for the City of Kent. Currently the Family Support Program is not funded by the City of Kent but we submitted an application in April for'05/'06 funding therefore only service units for 2005 should be reflected in the worksheet. Also, our service units in 2004 do not increase as much as one might expect with the one time award because when I originally calculated this number I was basing it on a $10,000 award for both 2004 and 2005 which was incorrect. hope -I've provided information that is helpful. Please let me know if there is anything else I can do to help the Commission with this veryarduous process. Thanks, Christi Hnat Family Support Program Manager Federal Way Youth & Family Services (253) 839-1546 office (253) 335-3798 cell ;r3—� �u 1 2005 Human Services Application (General Funds & CDBG) j Worksheet 2: Program Outputs (Quantity of Service) 6 Agency: Valley Cities Counseling &Consultation Program: Federal Way Youth & Family Services/Family Support Program Program Outputs: Complete one Worksheet for each program requesting funds. Numbers should reflect clients served by program requesting funds. 12. Persons to be Assisted: Complete the following table with unduplicated clients to be served by this program. (Column (3) will calculate automatically.) All Jurisdictions (1)Unduplicated Ci Clients from All Funding Sources (2)Unduplicated Cwt Clients from Requested Funds (3)% Unduplicated City Residents Served with Requested Funds (Auto Calc) 2004 2005 2004 2005 2004 2005 Algona #DIV/0! #DIV/0! Auburn 11 11 0% 0% Black Diamond #DIV 0! #DIV 0! Burien 0 #DIV 0! #DIV 0! Covington #DIV 0! #DIV 0! Des Moines #DIV 0! #DIV 0! Enumclaw #DIV 0! . #DIV 0! Federal Way 638 670 125 50 20% 7% Kent 418 439 0 50 0% 11% Maple Valle #DIV 0! #DIV 0! Milton #DIV 0! #DIV 0! Normandy Park #DIV 0! #DIV 0! Pacific #DIV 0! #DIV 0! Renton 11 12 1 0% 0% SeaTac #DIV 0! #DIV0! Seattle #DIV 0! #DIV 0! Tukwila #DIV0! #DIV 0! Unincorp. King Countv #DN/0! #DIV/0! Other: #DIV 0! #DIV0! #DIV 0! #DIV 0! #DIV 0! #DIV 0! #DIV O! #DIV 0! Unknown #DIV/0! #DIV/0! Total 1132 125 1001. Unduplicated City Clients from requested funds for 2004 reflects a one-time funding award of $10,049 in addition to the contracted award of $6,911 resulting in total 2004 funding of $16,960 therefore allowing us to serve a higher percentage of (Insert hard copy of completed Worksheet 2 as page B -5a of application. Submit electronic copy of all worksheets with application.) Agency: Program: 2005 Human Services Application (General Funds & CDBG) l�f� Worksheet 2: Program Outputs (Quantity %J Service) Valley Cities Counseling & Consultation Federal Way Youth & Family Services/Family Support Program 13. Projected Low -Moderate Income Benefit: What percent of your program clients served by this program are very low -/low -/moderate -income? Note: See Appendix A for current income guidelines. (Use pool of clients reported in column (1) of Question 12 above.)(Column (5) will calculate automatically. Enter percentages in columns 2, 3 & 4 as decimals - .25. Participating City (1) Unduplicated Cil Clients from All Funding Sources (Column (1) of Question 12. above) (2) % of Clients Served by Program Very Low Income (0%-30% Median) (3) % of Clients Served by Program Low Income (31%- 50% Median) (4) % of Clients Served by Program Moderate Income (51%-80% Median) (5) % of Clients that are Very Low/Low/Moderate Income (Auto Calc) 2004 2005 2004 2005 2004 2005 2004 2005 2004 2005 Auburn 11 11 99% 99% 1% 1% 100% 100% Bunen 0 0 0% 0% Covington 0 0 0% 0% Des Moines 0 0 0% 00 Enumclaw 0 0 0% 0% Federal Way 638 670 26% 35% 26% 35% 47% 30% 99% 100% Kent 418 439 44% 46% 10% 12% 0% 0% 54% 58% Renton 11 12 0%1 58% SeaTac 0 0 0% 0% Seattle 0 0 0% 0% Tukwila 0 0 0% 0% Unincorp. King County 0 0 0% 0% Other: 0 0 0% 0% Tacoma 2 2 100%q 100% 100% 100% 0 0 0% 0% Unknown 0 0 _ 0% 0% 1,080 1,134 srx E't a:lrx,1 pa* (Insert hard copy of completed Worksheet 2 as , -,Age B -5a of application. 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O Am G) � O `C Cn -n (D = m (OD N 90 00 rt J,o)1,) a) r6, uman Services General Fund Application — Tab 2 2005/2006 CDBG PUBLIC SERVICE/HUMAN SERVICES GENERAL FUND APPLICATION SUMMARY Agency/Program Name: Valley Cities Counseling & Consultation/FWYFS' Mental Health Counseling Program HUMAN SERVICES GENERAL FUND HS Priority/Strategy: Goal 2 (Public Safety) Proposed Request for 2005: $40,000 Lowest amount if less than request: $27,000 Location where services will be provided: Federal Way FW HS Fundi 1. Program Summary 2003: $45,000 2004: $45,000 The Mental Health Counseling program builds a strong community by supporting children and families to enrich their lives. Services provided include outpatient individual and family counseling, case management, crisis intervention, group therapy, and psychiatric services. 2. Demonstrated Need and Effect of Project (including performance and outcome measures) There is a greater need for services than is currently being served, particularly for immigrants and refugees who settle in Federal Way. The United Way of King County Community Assessment 2002- 2004 Funding Distribution Report states that the state of Washington is the number one destination in the U.S. for secondary migration, which occurs when a family moves from their original country to the U.S. and than again to a new community. South King County is the number one destination for these families in Washington with over 3,000 locating to South King County every year. According to the 2000 U.S. Census Demographics, 6,266 Latinos resided in Federal Way. Currently the Federal Economic Development website indicates that approximately 8,400 Hispanics reside in the Federal Way community, which is a 25% increase since 2000. The U.S. Census also stated that in 2000, 2,354 Russian/Ukrainians resided in Federal Way and the population continues to grow in Federal Way. As a result of this growth there is a strong need for bi- linguai/bi-cultural mental health counseling service providers. Vivian Stevenson, FW Public Health Clinic Manager, states that Consejo Counseling contracts with them to provide one Spanish-speaking counselor for the Latino population, but the demand for services far exceeds their staffing resources. In 2005, Valley Cities Counseling & Consultation (VCCC) expects to serve 259 Federal Way residents with all City funding sources and 75 with Federal Way funding. The primary outcome for this program is to help clients improve their behavioral and emotional functioning. Examples of improvement can are increased life skills and decision-making; reduction/elimination of depression and isolation; improvement in self-control and anger -management, and decreased destructive/aggressive behavior. Since 2001, VCCC has received funding from the City of Federal Way in support of its program. The breakdown is as follows: 1997 11998 11999 12000 12001 12002 2003 2004 $58,000 1 $65,000 1 $73,000 1 $65,000 $58,000 $58,000 $45,000 $45,000 At the end of 2003, VCCC had served 208 unduplicated Federal Way clients, provided over 1,165 counseling hours and the 2004 first quarter report indicated at the end of March, 205 unduplicated Federal Way clients had been served and 1,202 counseling hours had been provided. VCCC has already exceeded their program goals for the year. 3. Capacity of Applicant (track record and experience, ability to manage and/or secure long- term operating support) VCCC has been serving residents of South King County since 1965. The agency has a strong mission and long standing history of providing high quality services to residents living in South King County. The agency has a dedicated and committed staff with extensive experience working with victims of abuse, chemical dependency or mental illness. 4. Fiscal Evaluation (including appropriate funding sources, cost-effectiveness, realistic expenditure levels) Federal Way % of total budget: 6% Federal Way % of total clients: 68% 2005 Program Revenue Sources Federal Way CDBG $ 0 Federal Way General Fund $ 40,000 Other Federal $ 0 State $ 0 King County $ 0 Other Cities $ 0 United Way of King County $ 12,000 Fundraising/Grants/other $609,600 TOTAL PROGRAM COST $661,600 Based on program revenue sources, the budget appears realistic and the agency has the appropriate revenue sources to effectively run the program VCCC's Mental Health Counseling program only source of public funding is through the City of Federal Way. In 2005, funds from King County are being allocated to support the Family Support program. Service fees earned by VCCC support 92% of the budget. Service fees are comprised of King County's Pre -Paid Health Plan (PHP), other medical insurance, private pay revenue as well as private pay discounts. Based on the program funding streams VCCC will have the ability to leverage the City's investment with money earned from their service fees and United Way funding. VCCC is not requesting an increase in funding and actually submitted a request lower than what they are currently receiving from the City. The agency indicates in their application that they could operate the program with a minimum of $27,000 from City funding because it has other funding sources to support the program and maintain services in the community. However, if funding were reduced to this level, the agency would be unable to serve the proposed number of people they've indicated in their application. 011 t3 —;?<Ke'1 5. Use of Volunteers and Community Coordination VCCC has a voluntary Board of Directors who represent many different communities. These individuals provide an average of 8 hours of service to the agency on a monthly basis. In addition to actively attending and participating in monthly board meetings, each member is active on at least one subcommittee of the board. The Board of Directors is responsible for the oversight and strategic direction on agency services and policies. VCCC also utilizes volunteers by working with local colleges/universities to provide field placements and supervise graduate student interns that provide counseling services to their clients. Interns are closely supervised and assist staff in their ability to provide efficient service to individuals who are unable, because of family income, to pay full fee. The agency's Family Support program utilizes volunteers to help with the after-school and out-of- school enrichment programs such as computer learning centers,:- homework club, reading to children, etc. 6. Ability to serve diverse populations The agency has the ability to serve a diverse population. Other issues/concerns/questions: There are no initial issues or concerns with this program. STAFF RECOMMENDATION AND RATIONALE Staff recommends that VCCC's Mental Health Counseling program be considered for funding in the upcoming 2005-2006 funding round. This decision is based on the following factors: • The agency has the organizational capacity to effectively manage this program. • VCCC has demonstrated a successful track record in consistently meeting or exceeding their performance goals and outcomes. • VCCC has the ability to maximize the City's investment because funding will be leveraged through service fees and United Way funding. • The agency continues to provide a critical and necessary service to the Federal Way community. • Support services are provided in Federal Way allowing convenient access for Federal Way residents to receive assistance. 3 Questions and Responses from Applicants 2005/2006 Human Services General Fund Goal #2 — Public Safety As of May 24, 2004 VALLEY CITIES COUNSELING & CONSULTATION MENTAL HEALTH COUNSELING (TAB 20) Q1. Of the 259 Federal Way clients served in 2003 how many were children? Adults? R1. _ In 2003, 145 children and 114 adults were served. -__ Q2. In Question #17 you state that "Of the 40 children and 40 adults who received treatment, 50% of the children and adults showed improvement in behavioral and emotional functioning. However, 259 Federal Way clients were served. Did the remaining number of these clients not show successful improvement in their behavior? R2. 40 children and 40 adults received treatment and also "exited" treatment services in 2003. The remaining 179 clients remained in services during 2003 and did not exit services. We can only determine the progress of "exited" clients because we have to rate their global assessment of functioning at exit to determine if they improved through treatment. There are a multitude of reasons why only 50% of these clients showed improvement. For example, they may have improved by 4 points, meaning they improved just slightly, but we only count them as making "progress" when they have improved by 5 points or more. Also, many clients do not return to treatment for a number of reasons, like moving away, loss of resources like transportation, or other events occur in their lives that make it difficult to engage in treatment. Q2. Why are your administrative, costs so high (17.4%)? R2. VCCC and FWYFS are committed to providing the best possible service. s to our clients. In order to do. so, VCCC currently is investing additional resources in administrative iiilfrastructure for example, we have hired additional information systems staff over the last several years to help us move forward in our information technology. Q3. -Why do you no longer receive funding from KCCHS? R3. In 2005, the FWYFS Mental Health Program will no longer receive funding from KCCHS because we have chosen to channel all the money from the County to the Family Support Program. The County has allowed us to allocate their funding based on where we see the greatest needs, and it is clear that the Family Support Program is 'in greater need of this funding than the Mental Health Program. Q4. Why do you need grant money when you charge a fee for service — why can't you charge more to offset serving the low-income population? Does DSHS or private insurance pick up part of the cost? 07/07/2004 Page 1 of 2 = — 13—,2q) Questions and Responses from Applicants 2005/2006 Human Services General Fund Goal #2 — Public Safety As of May 24, 2004 R4. We primarily receive funding from the King County Prepaid Health Plan to support our services. That is, most of our clients pay for services with a Medical Coupon. The County does not pay us the full cost of providing services to these clients, and the tier payment rates were actually dropped many years ago because they expected us to be able to find additional funding sources to pay for the full cost of the services. We cannot charge more for certain populations. We have a consistent and reasonable fee schedule for services. If we increased it, it would prevent many more clients from accessing services. DSHS does not pick up part of the cost as far as I am aware. We do receive some insurance payments for services, but most of our clients are Medicaid. 07/07/2004 Page 2 of 2 8 -.)CIS Human Services General Fund Application - Tab 21 REPORT REVISED 7/12/04 2005/2006 CDBG PUBLIC SERVICE/HUMAN SERVICES GENERAL FUND APPLICATION SUMMARY Agency/Program Name: YWCA/Services for DV Victims HUMAN SERVICES GENERAL FUND HS Priority/Strategy: Goal 2 (Public Safety) Proposed Request for 2005: $50,000 Lowest amount if less than request: $25,000 Location where service will be provided: DSHS Community Service Office in Federal Way FW HS Funding History 2003: $1,500 2004: $2,000 1. Program Summary The Domestic Violence program provides advocacy based counseling to adults, teens and children whose lives have been affected by domestic violence. The program also provides legal advocacy, children services, motel vouchers and assistance in finding safe, decent emergency housing. 2. Demonstrated Need and Effect of Project (including performance and outcome measures) The Communities Count 2002 Biennial Report indicated at in 2002, there were almost 3,000 violations of protection or no contact orders in King County and the highest number were in the South County region. Domestic violence has received increase attention locally as a result of several high profile incidents. Crime statistics locally and nationally reflect a problem of violence among partners and - spouses. In King County, approximately, 30-50% of the homeless women with children are victims of domestic violence. In 2005, the YWCA expects to serve 350 Federal Way residents with all City funding sources and will serve 3 with Federal Way funding. The outcomes for this program include increase safety opportunities for victims of domestic violence, increase the ability of victims to access appropriate resources, increase understanding of domestic violence, decrease feelings of responsibility for domestic violence in victims and their children, and increase the ability of children to make a safety plan for themselves and to take action on their own behalf to be safe. 3. Capacity of Applicant (track record and experience, ability to manage and/or secure long- term operating support) YWCA's Domestic Violence Victim Services program was established 3 years ago, however, the YWCA has always supported victims of domestic violence through their Emergency Housing Program, which has been in operation for over 20 years. The agency also has a transitional housing program that has been providing assistance to low and moderate -income families for over 15 years. The YWCA has a diverse staff that is able to serve people who come from different cultures and require translation assistance. 6. Ability to serve diverse populations The YWCA has a diverse staff that is able to serve people who come from different cultures and require translation assistance. Other issues/concerns/questions: The YWCA's funding request is extremely high and when looking at the total funds being requested from the South King County cities it represents 52% of the budget. STAFF RECOMMENDATION AND RATIONALE Staff recommends that the YWCA's Domestic Violence program be considered for funding in the upcoming 2005-2006 funding round. This decision is based on the following factors: • The agency will leverage Federal Way's investment to serve a significant number of unduplicated Federal Way DV clients. • The location where services will be provided is in Federal Way. • The YWCA will provide services beyond case management, which includes legal advocacy, motel vouchers, referrals to find safe emergency housing and public education about DV to community groups. If funding is considered staff would recommend that the award is contingent upon: • Receiving a copy, if the agency has one, of their long range funding plan and an explanation that answers the following: 1) What is their targeted fundraising goal? 2) What is the timeline for raising funds? 3) What fundraising events or donors will be targeted? If the agency does not have a long range funding plan in place, the agency would be asked to - develop a plan by a specific time frame. 3 4. Fiscal Evaluation (including appropriate funding sources, cost-effectiveness, realistic expenditure levels) Federal Way % of total budget: 11 % Federal Way % of total clients: 25% 2005 Program Revenue Sources Federal Way CDBG $ 0 Federal Way General Fund $ 50,000 Other Federal $ 0 State $ 87,120 King County $100,000 Other Cities $188,841 United Way of King County $ 0 Fundraising/Grants/other 35,000 TOTAL PROGRAM COST $ 460,961 In 2003, the YWCA assumed the Domestic Violence Children's Program, initiated by Catholic Community Services. The agency is under contract for $2,000 to provide services to 3 unduplicated Federal Way children. The 2004 first quarter report indicated that the agency has already served 9 children, thereby exceeding the goal set for this year. The YWCA is requesting an increase in funding to help respond to the demand in the Federal Way community. While the proposed funding sources are appropriate, funding being requested from the South King County cities totals $238,841, which represents 52% of the budget. Because the agency experienced a 32% reduction in compensation last year and could experience some changes with their DSHS contract for next year, the request of increased funding is to help augment.any further (or possible) funding losses. —At the time this report was written, the City of Kent Human Services Commission final _recommendation was to fund the YWCA at $30,000 (their original request was for $75,000). In addition to Federal Way, the YWCA has applied to a number of South King County cities and they are currently conducting their application review process and have not made any final award recommendations. It is anticipated that these cities will complete their process in the next couple of months. 5. Use of Volunteers and Community Coordination The YWCA partners with Renton Technical College and Highline Community College to provide students with a learning opportunity while volunteering. Volunteers provide phone reception services or design work to refurbish furniture for use in the shelters. Corporate employee volunteer groups have volunteered and rehabbed housing units and landscaped shelter groups. Civic groups, church organizations or schools have volunteered their time to organize various drives that provide lines/furniture, kitchen supplies for their emergency shelters, which house domestic violence and homeless families. YWCA also has an established partnership with FUSION to provide case management for women with children located in FUSION's scattered site condominium units. �� 5 Questions and Responses from Applicants 2005/2006 Human Services General Fund Goal #2 — Public Safety As of May 24, 2004 YWCA CHILDREN'S DV SERVICES FOR VICTIMS OF DOMESTIC VIOLENCE (TAB 21) Q1. Why are you asking for $50,000 from Federal Way for 3 Federal Way residents? R1.My error! The number 3 is an error for 2005. Should be 350 for 2005. In 2004 we are under contract (for $2,000) with Federal Way to serve 3 Federal Way children in our Children's DV services. In 2005, we want to continue the Children's DV services, and we want to add $48,000 to serve 350 adult victims of domestic violence through our Community Advocacy program. Q2. On the first page of Worksheet #2 you state that you will serve 152 unduplicated Federal Way clients in 2004 and 152 unduplicated Federal Way clients in 2005, but. on the second page of Worksheet #2 you state that you will serve 152 unduplicated Federal Way clients in 2004 and 350 unduplicated Federal Way clients in 2005. Which figure is correct? And resubmit the corrected Worksheet. R2. The second page is of Worksheet #2 is correct. I have corrected page 1. Q3. What is your strategy for recruiting Board members from Federal Way? R3. I am working with our Board of Directors to pursue the creation of a revitalized YWCA Committee for South King County and I am currently seeking women who are community leaders from every major city, including Federal Way. We are open to suggestions. (This new committee would meet on a semi-annual basis, in South King County.) Q4. What is your outreach and connection to Federal Way? R4. The YWCA currently provides case management and operation of 8 Transitional Housing units in Federal Way in partnership with FUSION. We have been partnering with FUSION to create and operate Transitional Housing in Federal Way since 1995. The YWCA has been providing Community Advocacy Domestic Violence Services to Federal Way residents since 2001, utilizing some of the funds we receive from the King County Women's Program. In 2003, the YWCA began to provide DV victim services at the Federal Way Community Service Office for 20 hours a week. The YWCA provides a DV support group in Federal Way. The YWCA has two staff members who are residents of Federal Way. Donna Williams, our Intake Coordinator and Case Manager has served as a member of the Federal Way Human Services Commission (appointed to a term 1999 to 2002). Our Community Resource Coordinator, Renee Timothy is also a Federal Way resident. Q5. Question 16 mentions that the cost per person/session is hard to factor. However, the explanation does not give us any indication on how you came up with your cost per unit figure. Explain what is your cost per person and how did you derive at this figure? 07/12/2004 Page 1 of 2I _Z �P Questions and Responses from Applicants 2005/2006 Human Services General Fund Goal #2 — Public Safety As of May 24, 2004 R5. Delivering effective service to a victim may require as little as 15 minutes of an Advocate's time; or as much as 60 hours over the course of 12 months. One could just divide the contracted amount, $48,000, by 350 and get $137.14 per person. This would not necessarily reflect the true cost of the individual service, but would be one way to arrive at a cost per person. - Some intended information was missing from the Federal Way line on Worksheet #3. The number of hours of direct victim service is estimated to be 1,040 hours of a full time position. This represents approximately 50% of an Advocate's work time. The remaining 50% of the Advocate's time is spent attending meetings, such as the DV task force, training for staff in DV related subjects; planning providing outreach and community education on domestic violence, completing reports and forms required for data gathering on services, and travel time. The cost per hour for direct service, then, is projected to be $48.53 per hour in 2005. The cost per hour for direct victims' services includes a portion of the cost of supervision of the Advocate by the DV Director and the Legal Advocate. It also includes the cost of the Community Advocate's office space, cell phone and necessary supplies to perform the Advocacy work, the mileage reimbursement and printing the brochure that is distributed in Federal Way and throughout South King County. The cost of providing the Children's DV services to one or more children from the same family is $850. If Federal Way wanted the YWCA to serve more children, the number of Adults served could be adjusted. A 2/2004 Page 2 of 2 A-�-fq c A GOAL 3 (SELF-SUFFICIENCY/ INDEPENDENCE) 3-a� � Human Services General Fund Application - Tab 2005/2006 CDBG PUBLIC SERVICE/HUMAN SERVICES GENERAL FUND APPLICATION SUMMARY Agency/Program Name: Center for Career Alternatives/Low Tech, High Wage Initiative Program HUMAN SERVICES GENERAL FUND HS Priority/Strategy: Goal 3 (Self Sufficiency & Independence) Proposed Request for 2005: $10,000 Lowest amount if less than request: $10,000 Location where services will be provided: Kent & White Center FW HS Funding History 2003: N/A 2004: N/A (Agency submitted a request for funding but was not awarded funds). 1. Program Summary The Low Tech, High Wage Initiative provides employment readiness training, placement assistance and retention services for low-income residents living in South King County. 2. Demonstrated Need and Effect of Project (including performance and outcome measures) With the influx of immigrants, refugees and high unemployment rates in Washington State, the job market represents a huge disadvantage to people who are low-income and have minimal education. The Center for Career Alternatives (CCA) reports that refuges and immigrants coming from different countries to South King County lack English proficiency, transferable working skills, transportation, are often unclear about the "system" and feel culturally isolated. In 2005, CCA expects to serve 12 Federal Way residents with all City funding sources will serve the same number of people with Federal Way funding. The outcomes for this program include improving the participant's employability and job readiness, reduce participants barriers to employment and increase the participants access to employment and other human services. 3. Capacity of Applicant (track record and experience, ability to manage and/or secure long- term operating support) For over 24 years, CCA has operated more than 200 programs and have provided services to over 19,000 clients. The staff for the agency currently has the capacity to provide services in 19 languages. 4. Fiscal Evaluation (including appropriate funding sources, cost-effectiveness, realistic expenditure levels) Federal Way % of total budget: 18% Federal Way % of total clients: 24% 2005 Program Revenue Sources Federal Way CDBG $ 0 Federal Way General Fund $ 10,000 Other Federal $ 0 State $ 0 �I& I-) <1 King County $ 0 Other Cities $ 30,000 United Way of King County $ 8,750 Fundraising/Grants/other 6,039 TOTAL PROGRAM COST $ 54,789 The agency does not have a diversified funding base and is relying on proposed funding from Federal Way, Burien, Des Moines, Renton, SeaTac and Tukwila to fund their program. Seventy-three percent (73%) of the budget is made up of South King County city funding. The proposed funding requests to these South King County cities is not realistic because there are a number of human service agencies competing for these funds. 5. Use of Volunteers and Community Coordination CCA uses their volunteers in many different capacities, which range from tutors to assist youth in various educational programs to trainers, mentors or computer technicians. The board of directors is made up of all volunteers who help oversee the agency's operation. 6. Ability to serve diverse populations CCA has a proven track record in providing services to low and moderate -income people who come from diverse populations. The staff has the ability to provide services in 19 different languages. Other issues/concerns/questions: The agency is heavily reliant on South King County city funding, which represents 73% of the total budget. No strategy was mentioned in the application as to how the agency will make up their funding gap if they receive partial or no funding. CCA maintains they have connections in the Federal Way community through partnerships with employers located in Federal Way (i.e. Winco, Costco) and community-based agencies. However, because their services are provided in Kent and White Center, the formal relationships they have established are with agencies located in those areas. The Multi -Service Center (MSC) is providing a similar service through their Employee Development Services Program, which is located in Federal Way. CCA has not contacted MSC to form any type of collaborative effort in order to improve program efficiencies and services to Federal Way residents. STAFF RECOMMENDATION AND RATIONALE Funding is not recommended because of the following concerns: • Services are primarily located in Kent and White Center, which does not allow convenient access for Federal Way residents to receive services. • If it is determined that the agency receive partial or no funding from the South King County cities, there is no clear strategy in place for how CCA will secure other sources of funds. • The City is supporting the MSC's Employee Development Services Program, which provides a similar service to CCA's Low Tech, High Wage Initiative Program. 13_,�0- 2 Questions and Responses from Applicants 2005/2006 Human Services General Fund Goal #3 — Self -Sufficiency & Independence As of May 24, 2004 CENTER FOR CAREER ALTERNATIVES (TAB 3) Q1. Where are your services provided? R1. When a person calls one of our offices in Kent, White Center or Seattle, our case mangers will set a meeting with the individual at a public place such as local libraries, churches, mosques or community places in an apartment complex where the person lives. Q2. What partnerships or networks have you established with other agencies here in Federal Way? R2. Over the years we have established partnerships with several employers located in Federal Way, including Costco, Winco, Orion Industries, and community-based organizations, including Federal Way Youth & Family Services, Friends of Seniors in providing services to our clients. Q3. How have you conducted outreach efforts in Federal Way to make your services known to the Federal Way community? Q3. Our case managers have conducted extensive outreach activities in various churches, local food banks and businesses. In addition, the fact that we have several staff and a board member reside in the City of Federal Way has let people from the city contact the agency to inquire for services. Q4. What were your program costs for 2003? What are your projected costs for 2004? R4. For 2003 and 2004 the Center for Career Alternatives has not had a program that mandates the agency to serve residents of Federal Way; however, we are fortunate to receive unrestricted funds of $15,000 from a foundation for the period from October 2003 to September 2004 to serve non public housing residents in South King County. The funds allowed the agency to serve a few clients from Federal Way out of the Springwood Career Development Center in Kent. Q5. What specifically are "low tech/high wage jobs"? R5. The Low Tech, High Wage Initiative is a new program that target unskilled jobseekers having multiple barriers to employment. The program will provide two-week intensive employment readiness training, placement assistance into jobs that pay livable wage with benefits. Clients will also receive retention services after placement for up to 12 months. 06/21/2004 Pagel of 1 uman Services General Fund Application - Tab 2005/2006 CDBG PUBLIC SERVICE/HUMAN SERVICES GENERAL FUND APPLICATION SUMMARY Agency/Program Name: Girl Scouts —Totem Council/Fostering a Future Program HUMAN SERVICES GENERAL FUND HS Priority/Strategy: Goal (Self -Sufficiency & Independence) Proposed Request for 2005: $21,428 Lowest amount if less than request: $7,500 Location where services will be provided: 2451304 th St Federal Way, WA. 98003 FW HS Funding History 2003: N/A 2004: N/A (This is the first time the Girl Scouts has submitted a funding request to the City) 1. Program Summary The Girl Scouts Fostering a Future program is designed to help girl's ages 5-17 who are in foster care as a result of abuse and neglect and are helping these girls to overcome their history of violence and achieve personal success by promoting continuity of friendships, meaningful adult support and self- confidence. 2. Demonstrated Need and Effect of Project (including performance.and outcome measures) The Washington State Institute for Public Policy has found that the majority of children in the foster care system have trouble getting along at home, at school and in the community. Twice as many foster care youth repeat a grade, change schools or enroll in special education programs than other youth. Girls in foster care are at the greatest risk. Research by the Child Welfare League of America has found that girls are at extremely high risk of engaging in early, unprotected sexual activity and are at risk of experimenting with alcohol and other drugs, which can further exacerbate their risk for unwanted pregnancies. In 2005, Girl Scouts — Totem Council expects to serve 8 Federal Way residents with all City funding sources and serve 6.4 with Federal Way funding. This figure was derived by dividing 80% (funding requested for each girl) into the total number of girls served. The outcomes for this program includes increasing pro -social skills development in girls living in foster care, increase the girl's resistance skills and improve their school attachment. 3. Capacity of Applicant (track record and experience, ability to manage and/or secure long- term operating support) The Girl Scouts — Totem Council has operated the Girls Scouts Fostering a Future (GSFF) program for the past 2 years. The program was developed in partnership with the Washington State Division of Children and Family Services (DCFS) office in Kent. The program has been recognized by state legislators and DCFS for its ability to make a difference in the lives of girls living in foster care. The GSFF program has experienced staff running the program. The Program Manager has experience working as a residential counselor at Ruth Dykeman Children's Center and in a therapeutic daycare for children with behavior disorders. Both the Program Manager and Program Assistant are trained in Therapeutic Crisis Intervention and First Aid. 4. Fiscal Evaluation (including appropriate funding sources, cost-effectiveness, realistic expenditure levels) Federal Way % of total budget: 19% Federal Way % of total clients: 27% 2005 Program Revenue Sources Federal Way CDBG $ 0 Federal Way General Fund $ 21,428 Other Federal $ 0 State $ 0 King County $ 14,130 Other Cities $ 58,936 United Way of King County $ 0 Fundraising/Grants/other $18,003 TOTAL PROGRAM COST $112,497 In 2004, the GSFF program received funds from United Way through their one-time Venture Grant program to expand the number of girls served through the program. Funds in 2005 are not reflected in the budget because United Way supports various Girl Scout programs, which are accessed by the girls served through the GSFF program. Proposed financial support from Federal Way, Kent and Auburn is $80,364 or 71 % of the budget. 5. Use of Volunteers and Community Coordination Volunteers assist transporting girls to Girl Scout activities, troop meetings or serve as mentors to the girls. 6. Ability to serve diverse populations The GSFF program serves girls in foster care who are low and moderate -income and come from diverse populations. - Other issues/concerns/questions: The GSFF program will serve a limited number of girls from the Federal Way community with City funds, which does not represent a very cost effective investment. The expenditures levels in the program budget are not realistic because the agency proposes to raise funds from 3 South King County cities, which represents 71 % of their overall budget. The agency has demonstrated their board has developed a sound fundraising strategy, however, if the agency receives partial or no funding from Federal Way, Auburn or Kent, the agency will have to decrease the number of girls they could serve through the program and identify other private/public sector support. STAFF RECOMMENDATION AND. RATIONALE • The agency will serve a limited number of Federal Way residents. • Investment in the program does not maximize the use of City funds. 2 _� —,-563 • If it is determined that the agency receive partial or no funding the program could experience cutbacks and the number of girls that are expected to be served through the program could decrease and the agency will have to seek out other means of private/public sector support. Questions and Responses from Applicants 2005/2006 Human Services General Fund Goal #3 — Self -Sufficiency & Independence As of May 24, 2004 GIRL SCOUTS TOTEM COUNCIL — GIRL SCOUTS FOSTERING A FUTURE (TAB 4) Q1. In Question #21 you have the wrong 2005 funding request for Federal Way and Kent. Please change this and resubmit Question #21. R.1. The incorrect numbers are on Part I Question 3, and Part II Questions 7 and 9 rather than Question 21. Girl Scouts -Totem Council is requesting $21,428 from the City of Federal Way for 2005. The corrections have been made on attachments sent in a separate file. Q2. Why did your funding from the Girl Scout Council drop to $42,000? Why aren't you receiving funding from United Way or other foundations? R2. Girl Scouts - Totem Council seeks to diversify support for the Girl Scouts Fostering a Future (GSFF) program. The council will continue to operate the program and will use grant opportunities and operational resources to supplement any -shortfall from our requests to the South County cities, leveraging the city dollars to maximize our requests to other funders. The 2004 United Way funds designated to GSFF were a one-time Venture Grant from the South Community Council dedicated to expanding the number of girls served in the program. King County United Way also provides an annual allocation to Girl Scouts - Totem Council that supports and subsidizes programming for all of the 13,000 girls and 7,000 volunteers throughout King County (including over 900 girls and 500 adults living in Federal Way). The council staff, volunteer training and support, neighborhood programs, and council -wide events supported by these United Way dollars are also accessed by girls and volunteers in GSFF as they participate in programs and receive services available to all Girl Scouts. These costs are not included in the submitted GSFF program budget, which is dedicated specifically to administer and deliver this more intensive program for girls in foster care. Foundation funds from 2004 were from the Northwest Children's Fund. We are in process to receive our third and final year of eligible grant funding from Northwest Children's Fund. These dollars will be expended prior to January 2005. Q3. Do you have any partnerships in Federal Way or any plans to seek them out? R3. Current partnerships in Federal Way are with individuals from the community who volunteer for the program, including one whose home is used for weekly meetings where girls can practice basic cooking and household skills as well as table manners. This year, GSFF girls also selected the Federal Way Multi -Service Center food bank to receive their Gift of Caring cookie sale proceeds. GSFF staff are seeking additional opportunities to partner with businesses and agencies in Federal Way. One focus area for partnerships is introducing girls to career options and providing opportunities f~ _ skills through service learning opportunities, on-site visits, and mini -workshops at zAi - E.....Fngs. Staff also plan to focus this October's Girl Scout 06/20/2004 Page 1 of 2 Questions and Responses from Applicants 2005/2006 Human Services General Fund Goal #3 — Self -Sufficiency & Independence As of May 24, 2004 Save Our Waves environmental service project to support Federal Way, either through city parks department projects or local conservation efforts. Q4. How do you spend the $1,000 per girl? Please break down the costs. R4. If Girl Scouts - Totem Council received $1,000 per girl served in GSFF, staff estimate that the costs would be allocated as follows: Personnel ............................. $550.00 Office Expenses .....................$50.00 Travel ................................... $130.00 Girl Program.........................$200.00 Overhead ...............................$70.00 These allocations are approximate and may be altered should the Human Services Commission have specific priorities they would like to fund within the program. 06/20/2004 (�Page 2 of 2 _f ' r Agency: Girl Scouts - Totem Council Program: See Below 67 Z� . © Attach a separate Part 11 for each program for which the agency is G/< requesting funds © B-1 13-3`1 `- ,part SII,:. Pro ram ..Information 1. Agency Name Girl Scouts — Totem Council Contact Person (available to answer questions April — September 2004) Jody Rosentswieg/Melisa Cull (206) 826-2201/(206) 267-1834 Name (Area Code) Telephone isr(cD-girlscoutstotem.org melisamh@girlscoutstotem.org E-mail address (if available) (Area Code) Fax Number 2. Program Name Girl Scouts Fostering a Future 3. Program is New for our agency ❑ An Ongoing Program 4. Brief Description of Program Fostering a Future is designed to help girls ages 5-17 in foster care due to abuse and neglect overcome their history of violence and achieve personal success by promoting continuity of friendships, meaningful adult support, and self-confidence — all within a supportive Girl Scout setting. 5. Where are services provided? (If. Different From Agency Location) Services are provided at three locations: • Girl Scouts - Totem Council Service Center, 256 SW 43rd St, Renton, WA 98055 • 2451 304th St, Federal Way, WA 98003 • 27020 48th PIS Kent WA 98032 6. Total Program Cost: Actual 2003: $104,020 Proposed 2005: $112,497 Projected 2004: $102,796 7. Total City Funds Requested for this Program: Participating Awarded 2003 Awarded 2004 Requested 2005 city Gen Fund CDBG Gen Fund CDBG Gen Fund CDBG Auburn $32,142 Burien Covin ton Des Moines Enumclaw Federal Way $21,428 Kent $26,784 Renton SeaTac Tukwila B-1 13-3`1 `- Agency: Girl Scouts - Totem Council Program: See Below Program ,Inf Cont. 8. Please explain the reasons for any request for increased funding. The Fostering a Future program began in 2002 with start-up anti -violence funds from the federal government administered by the Corporation of National Services and Girl Scouts of the U.S.A. Since then, the program has been funded by a series of foundation grants, several which have caps on requests, and general council funds. As we seek to maintain our level of service to girls who have no other resources in the community, and because we now have outcomes evaluation data that validates this program's benefit, we are inviting the cities where girls and their families are being served to support Fostering a Future. Local funding will further leverage our ability to secure the remaining support needed for the program. 9. State the lowest amount of City funding the program would require to operate if the program received less than the requested sum. Participating Total Requested — City ! 2005 Auburn i $32,142 Burien Covington Des Moines j i Enumclaw Federal Way Kent Renton I SeaTac Tukwila $21,428 !;7.6,784 Lowest Amount u .. for 2005 $12,500 r r --_- y r ,.;8,500 i r B-2 v Human Services General Fund A lication - Tab 2005/2006 CDBG PUBLIC SERVICE/HUMAN SERVICES GENERAL FUND APPLICATION SUMMARY Agency/Program Name: Jewish Family Services/Immigrant & Refugee Employment & ESL HUMAN SERVICES GENERAL FUND HS Priority/Strategy: Goal 3 (Self-sufficiency & Independence) Proposed Request for 2005: $9,500 Lowest amount if less than request: $8,550 Location where services will be provided: Kent FW HS Funding History 2003: N/A 2004: N/A (This is the first time that Jewish Family Services is applying for City funding). 1. Program Summary The Immigrant/Refugee Employment and ESL Programs provide job training, counseling, job placement/retention services, ESL language training and a variety of other services to assist low- income refugees and immigrants. 2. Demonstrated Need and Effect of Project (including performance and outcome measures) The 2000 Census indicates that the number of foreign -born residents is rising throughout South King County. According to the Kent CSO, which serves Auburn and Kent, there are currently over 500 active refugee family cases, of which 90% are Russian/Ukrainian speakers and 10% Somali speakers. The Federal Way CSO reports the same populations in its refugee caseload with slightly lower numbers. The referral history from the Federal Way CSO shows that 12% of Jewish Family Services referrals are residents from Federal Way. Their ESL classes are full with a waiting list and area community colleges are unable to offer on-going enrollment for new arrivals who often have to wait for several weeks to enter into the ESL program. In 2005, Jewish Family Services expects to serve 58 Federal Way residents with all City funding sources and 16 with Federal Way funding. The outcomes for this program include increasing the employability and financial self-sufficiency for immigrants and refugee residents living in Kent, Auburn and Federal Way. 3. Capacity of Applicant (track record and experience, ability to manage and/or secure long- term operating support) Jewish Family Services (JFS) has many years of experience in serving the refugee and immigrant communities in Seattle and Greater King county community. The agency was founded to assist refugees and immigrants from Eastern Europe back,in the 1800s and early 1900s. Its most recent project has been in the resettling of refugees from the former Soviet Union. This program has been funded for over a decade by the U.S. State Department. To date, the agency has resettled over 3,000 refugees. 4. Fiscal Evaluation (including appropriate funding sources, cost-effectiveness, realistic expenditure levels) Federal Way % of total budget: 3% Federal Way % of total clients: 12% G 2005 Program Revenue Sources Federal Way CDBG $ 0 Federal Way General Fund $ 9,500 Other Federal $ 0 State $242,500 King County $ 0 Other Cities $ 25,500 United Way of King County $ 42,500 Fundraising/Grants/other $ 0 TOTAL PROGRAM COST $320,000 5. Use of Volunteers and Community Coordination JFS uses volunteers for individual tutoring and class assistance in the ESL instruction, which supports the employment services provided by the program. 6. Ability to serve diverse populations Staff is highly skilled and trained and has successfully served the refugee and immigrant community for a number of years. Other issues/concerns/questions: Two other agencies Center for Career Alternatives (CCA) and World Relief (WR) have the same type of employment program like JFS. All three agencies are located in Kent; they are serving a refugee/ immigrant community, and providing other supportive services (i.e. placement assistance, job preparation training) to help assist this population. Staff is concerned that the services all appear to be duplicative of each other and there are no distinguishing characteristics that differentiate JFS from CCA or WR. Furthermore, staff is concerned about the lack of communication among the three agencies because they all are providing the same level of services and yet none of them indicated in their application that they collaborate or partner with each other. There is also a concern that JFS is not as connected in the Federal Way community because if they were the agency would know that the Multi -Service Center (MSC) has an Employee Development Services Program here in Federal Way and rather than have Federal Way residents travel to Kent for their services, JFS could have explored the possibility of forming a partnership with MSC in order to enhance the level of employment services offered in this community. STAFF RECOMMENDATION AND RATIONALE Funding is not recommended based on the following factors: • Services are primarily located in Kent, which does not allow convenient access for Federal Way residents to receive services. • There is a lack of communication among JFS, CCA and WR because they all are located in Kent and provide the same level of services but no partnership efforts were explored. • JFS does not appear to be as connected in the Federal Way community because if they were they would know that the MSC has an employee program and could have explored the option. of forming a partnership, which would have allowed both agencies to enhance their delivery of services to low-income families living in Federal Way. Questions and Responses from Applicants 2005/2006 Human Services General Fund Goal #3 — Self -Sufficiency & Independence As of May 24, 2004 JEWISH FAMILY SVCS — IMMIGRANT & REFUGEE EMPLOYMENT & ESL (TAB 5) Q1 In 2003, how did you serve the Federal Way community? What do you plan to do in 2004 (numbers served, etc.)? R1. Note: the numbers in the grant application refer to 2004 and 2005. We keep statistics on a fiscal year rather than a calendar year. In fiscal year 2003 (July 1,2002 —June 30t, 2003) we served 20 clients from Federal Way. In fiscal year 2004 (July 1, 2003 — June 30"', 2004) we will have served 39 clients from Federal Way. In 2005 we expect to serve 58. Q2. What is your strategy to recruit a Board member from Federal Way? R2. The Jewish Family Service Multi -Ethnic Service Center Advisory Committee is comprised of community members and stakeholders who represent the diverse population we serve. Due to our success of the past two years in South King County, we will be adding a representative from that area. We will be seeking nominations from our partners and funders. Q3. What partnerships or networks have you established with other agencies here in Federal Way? R3. We work closely with the Episcopal Migration Ministries in South King County. We collaborate with a non-profit "With Grace" and exchange referrals with local community,colleges in South King County. We are also the host agency for the Washington State Human Rights Commissioner. Q4. How have you conducted outreach efforts in Federal Way to make your services known to the Federal Way community? R4. We publicize our services through a variety of community publications (e.g. King County Where to Tum Directory), our web site (www.ifsseattle.org), local newspapers, participation in conferences and professional trade fairs, collaboration with other service providers, and, most importantly, through word-of-mouth recommendations from the clients we have served. In fact, it is through such positive word-of-mouth recommendations that our number of Federal Way clients has increased. Our services are also made available through referrals from the Department of Social and Health Services, as well as from other non -profits in the communities we serve. Q4. What are your plans for raising foundation or other private donor support? R4. Jewish Family Service has a long and successful history of obtaining private foundation funding, individual donors, grants and government funding. 06/23/2004 Page 1 of 1 -- Human Services General Fund Application — Tab 6 2005/2006 CDBG PUBLIC SERVICE/HUMAN SERVICES GENERAL FUND APPLICATION SUMMARY Agency/Program Name: Multi -Service Center/Adult Literacy Program HUMAN SERVICES GENERAL FUND HS Prio)fty/Strategy: Goal 3 (Public Safety} - Proposed Request for 2005: $14,000 Lowest amount if less than request: $12,,000 Location where services will be provided: Federal Way FW HS Funding History 2003: $12,000 2004:-$12,000 1. Program Summary: The Adult Literacy program provides individuals, and small group tutoring and instruction to help native and limited English speakers increase their reading, writing, basic math & English speaking skills, which will help them improve their self-confidence and economic security. 2. Demonstrated Need and Effect of Project (including performance and outcome measures) The 2000 Census indicates that 7% of Federal Way residents (5,561) over the age of 18 did not complete high school. This is considered a low estimate because people with lower literacy skills often do not participate in census activities. In King County, 13% of the adult population is estimated to be reading at or below 8tn grade reading level. A majority of adult students _between the ages of 18 - 54 -who participate in the Multi -Service Center's (MSC) reside in Federal Way and report they are working. to improve their skills in order to obtain a living wage job. The United Way's Community Assessment report emphasizes the need4o offer programming to help family wage earners qualify for higher wage jobs by increasing literacy skills. 30% of South King County families face rent disparities by earning less than 50% of median income. Lower wage jobs or the inability to obtain and keep a job contribute to cyclical unemployment and overall family instability. Adult learners are more likely to deny their literacy deficiencies and find creative ways to "adapt." Many have hidden their problem from family members for years. Immigrants struggle with language barriers and prior culture experiences that promote_ an imbalance of power and feelings of inferiority when asking for help from authority figures. MSC's nurturing, open ended, student -centered tutoring fosters an increase in student motivation and self-esteem. At the end of 2003, the Literacy Program had a waiting list of 132 students. Of these 114, were ESL students, 18 were ABE students and two were GED students. In 2005, the Multi -Service Center (MSC) expects to serve 130 Federal Way residents with all City funding sources and 20 with Federal Way funding. The primary outcomes for this program include: • Increase participant's ability to acquire or improve their English language, literacy and/or mathematical skills. • Increase adults and children's ability to acquire or improve their access to literacy materials and opportunities_ Historical funding data reveals that the MSC has received continuous support for its Adult Literacy program. The breakdown is as follows: 1997 1998 1999 2000 2001 2002 2003 2004 $14,000 $12,273 $12,000 $12,000 $12,000 $12,000 $12,000 $12,000 At the end of 2003, MSC served 130 unduplicated Federal Way residents and provided 1,608 tutoring hours. The 2004 first quarter report indicates that at the end of March, 66. unduplicated .Federal Way residents have been served -and 378 tutoring hours were provided. It is important to clarify that the MSC is requesting grant -funds in support of its Adult -Literacy program With the re -design of the application the agency also provided information on their HEART Family Literacy program, which is supported by the City of Kent. The MSC is not asking for funds -for the HEART program. However, Federal Way residents have benefited from the program by virtue of the fact that MSC's Family Emergency Shelter is a regional service and not just a shelter for City of Kent residents. In 2002 and in 2003, 111 Federal Way residents stayed at"the Shelter and received assistance through the HEART program: 3. Capacity of Applicant (track_ record and experience, ability to manage and/or secure long- term operating support) MSC has been providing service's _-to low-income residents living in South King County since 1971.. The_agency has built its service around community identified needs in an effort to provide, under one roof, -a coordinated set of services -for participants to have easy -access. = Since 1986 MSC has been the adult and family literacy providerin South King County. As one of 6 accredited ProLiteracy Affiliates in -Washington State, MSC uses -volunteer resources to serve: community educational goals. Literacy staff is trained in'the Family_Developmentmodel and are certified Family Development Specialists. They maintain their -accreditation by taking additional training every year Literacy staff have BA degrees and substanfill experience -in teaching,; volunteer recruitment and management_ 4." fiscal Evaluation (including -appropriate funding sources',_ cost-effectiveness,. realistic expenditure levels) Federal Way % of total budget 8% - Federal Way % of total clients:- 36% 2005 Program .Revenue Sources Federal Way CDBG - _ $ 0 Federal Way General Fund $ 14,000 Other Federal $ 47,600 State $ 31,900 King County $ 0 Other Cities $ 10,000 United Way of King County $ 42,600 Fundraising/Grants/other $31,850 TOTAL PROGRAM COST $177,950 2 u-3`1,3 Questions and Responses from Applicants 2005/2006 Human Services General Fund Goal #3 — Self -Sufficiency & Independence As of May 24, 2004 MULTI -SERVICE CENTER ADULT LITERACY & HEART FAMILY LITERACY (TAB 6) Q1. Has this program always been called HEART Family Literacy? R1. The program is the Adult Family Literacy program, which has been a part of the Multi - Service Center since the early 1990's. In the early 1990's after the MSC developed our homeless.family Emergency Shelter located in Kent, we -determined that it would be appropriate to offer some literacy based services to children staying at MSC's Emergency. Shelter., (This Shelter offers a -regional service to -anyone in- South King County -although it is located- in the City of Kent.) HEART is not a stand-alone program and is part of the array of Literacy service offered by MSC. MSC has recently been focusing on promoting our Literacy services -throughout south King County and in so doing decided to call the program Access Literacy. This was a public relations move and did not change the services provided. HEART (Homeless Education to Achieve Readiness for Tomorrow) is. -still a part of MSC's Literacy Services. One of the confusing elements which has arisen out of there -design of the application process for 2005 is that MSC was required to present it's Literacy services in one application, rather than two separate applications. MSC has always requested funding from the City of Federal Way for our Adult Literacy Services and reported information about GED, ESL and ABE. We did not report on services provided at the Shelter. The funding provided by the City of Federal Way supported Literacy services to the adult population. We have also been funded for many_years by the City 'of Kent, but,their funds have been directed toward the HEART program at the Shelter. The City of --Kent is aware that families from cities throughout south King County use the Shelter services, but it was their opinion that the children at the Shelter could be well served by MSC's Literacy program. (See question #4 for why Literacy services areprovided at the Shelter:) _ In reading the --application, then, it will make more sense for`Federal-Way to focus on sections marked General Literacy Services, while the City of Kent fill best focus on HEART sections. Each question was answered for each of the two areas.'(Also, on Worksheet #3 you - will note that no HEART service is reported for Federal Way.) 02. How long can participants be in the program? 6 months? One year? Do -they get a certificate after they complete the program? R2_ F6r14e General Literacy services, participants will stay in the program as-long,as they are -making progress and have more to learn. There is no time limit. The longer people stay in the program the more gains they make. The uniqueness of MSC's "open classes" affords a comfortable setting for participants who are intimidated by more formal settings such as the 'Community Colleges. Students are measured against themselves in terms of progress. For GED they must pass certain exams and those are more quantifiable. The time limit for a participant to pass the exams is different for each participant. Since there is no time limited "program" there is not a certificate per se. We do have a "graduation" celebration each year t which celebrates the progress participants have made during the year. Those who completed 07/14/2004 Page 1 of 3 Based on program revenue sources, the budget appears realistic and the agency has the appropriate revenue sources and diversified funding base to effectively run the program. MSC is seeking a modest increase from the Federal Way and the City of Kent, which is a reflection of an increase in their program costs. The agency manages a conservative budget and channels 94% of its revenues directly to programs. Costs associated with doing business including healthcare expenses have increased and staff receive modest wage increases. The agency has also sustained a 10% reduction, like most agencies, from United Way and anticipates further reductions could occur again next year. At the time this report was written, the City of Kent's Human Service Commission made a final recommendation to fully fund the HEART program at $9,000. 5- Use of.VolunteeM and Community Coordination- Volunteers oordination Volunteers serve in various capacities with MSC. They,support-the Energy Assistance Program with application assistance, filing, copying and data entry. The agency has 15-20 Food Bank -volunteers who. help with donations, pick-up, sorting and stocking food in the warehouse, computer. check-in and record keeping of customers and other special projects Through its Adult Literacy program, _MSC utilizes adult tutors who icommit to at least 6 months of _ tutoring and are trained prior to being_matched with a student. AmedCorps volunteers assist the` agency jn,recruiting and managing the volunteers. 6. Ability to serve diverse populations- The opulationsThe agency has the ability to serve a -diverse population. V Other issues/concerns/questions: There are not issues or concerns with the:'program. STAFF RECOMMENDATION AND RATIONALE Staff recommends that MSC's Adult Literacy program be considered #br funding in the upcoming```- -_- 2005-2006 ` -2005=2006 funding round. This decision -is based on the following f r -s: • The agency has the staff expertise to effectively manage the.day-to-day operations of the agency and program. • _ _ MSC has demonstrated a successful track record in consistently meeting or exceeding their performance goals and outcomes. • The MSC has the ability to -maximize the City's investment with other private/public_sector resources. -- - • - The City of Federal -Way and Kent help to support MSC's -overall Literacy Service programs. • The agency continues to provide a critical and necessary service to the Federal Way community. • Support services are provided in Federal Way allowing convenient access for Federal Way residents to receive assistance. 3 Questions and Responses from Applicants 2005/2006 Human Services General Fund Goal #3 — Self -Sufficiency & Independence As of May 24, 2004 all the standardized tests to obtain their GED are recognized, as well all others who have made progress in their learning throughout the year. MSC's program is a very supportive, nurturing program. For the HEART program, children and their parents are encouraged to take advantage of HEART activities throughout their stay at the Shelter, which can range from 30 — 90 -days. We do not offer certificates for HEART participation as the program is voluntary and unstructured. Children often have something to take home from their activities during the day as a sign of achievement. 03. There was a waiting list of 132 people at the end of 20(13. What -happened to them and were.they referred to another program?- ' - R3. MSC always has a waiting list for thAiieracy classes,"_as we. are -always striving to recruit more Literacy volunteers. As participants -are on the waiting list, we -I et_ them know of other resources, such as the -Community Colleges and the Library's. Talk Time. Many participants simply prefer'to wait for a smaller, more supportive MSC class. At this time we have about 80 or fewer participants waiting as we have been able to recruit more volunteer tutors. All have been informed. -of other resources -for. learning. Q4. Why is there a focus on literacy in an emergency shelter? - - R4. Children who -are homeless fall behind in school for a number of reasons. Their mobility throughout the community disrupts their school schedule. Children from homeless families are typically behind their peers in terms of scholastic achievement and grade level. _ Homelessness also impacts health and nutntibn,.both of which directly, impact ability to learn. - Homeless brings with--it-an abundance of other -problems which families must address, and often attention to school issues falls behind in priorities. Families struggling --with finding a roof over their head or, food for their children, not to mention medical issues, often find little time at the end of the day b- read with their children or -help them with homework: Homeless family adults are not always good role models in -promoting literacy concepts and activities. It was for these reasons,-arrmong many others, that MSC developed the HEARTprogram. Providing _ - literacy based after_ chool activities and some tutoring helps fill the scholastic gap created =- when families are homeless. Children receive the extra boost they sorely need and parents learn ways to promote the positive aspects of literacy and academic achievement to their children. Even though families are at the Shelter for 30 days, the continuity provided through HEART is important. Also, MSC has started offering some families the option to stay at the Shelter. for up t,&,-90 days, thus increasing the benefits, both social and academic, which can be gained from"participatio n in HEART,activities. Q5. Why should Federal Way fund HEART when services are provided in the Kent shelter? R5. We are not asking Federal Way to fund HEART services , only general Adult Literacy services, just as you have in the past. See Question #1. Nevertheless, Federal Way residents do benefit from HEART services as they make use of the Shelter services. See Question # 7. 07/14/2004 Page 2 of 3 i3.3)(a - Questions and Responses from Applicants 2005/2006 Human Services General Fund Goal #3 — Self -Sufficiency & Independence As of May 24, 2004 06. Are you seeking funding for both Adult Literacy and HEART, or just Adult Literacy? R6. As stated in Question #1, we are asking the City of Federal Way to provide funding only for the Adult_ Literacy portion of our Literacy services, and are asking the City of Kent to fund the HEART portion. 07. How many Federal Way -residents do you plan to serve in HEART in 2004/2005? R7. While we are not :asking the City of Federal Way to help fund the HEART services, by virtue of the fact that the Family Emergency Shelter is a regional service, and not just a Shelter for City of Kent residents, children of Federal Way families to use the Shelter services may participate in HEART activities. In 2002-2003, 111 Federal Way residents stayed at the Shelter, or 15% of the total individuals served. In calendar 2003, the percent of Federal Way residents served at the Shelter was also 15% of the total. Again, we are not,asking Federal Way to support HEART services. MSC is projecting to serve 125 Federal Way residents through its Emergency Shelter and Transitional Housing program for 2005. Q8. In Worksheet #3,, why is the Cost Per Unit the same for all cities regardless of the number served? R8. The cost per unit reflects the cost to provide services, be they Adult Literacy or the sub- set of HEART services. That cost is the same, -irrespective of the city in which the -participants in Adult_ Literacy reside, or the city in which Shelter families lived when they become homeless. Asking providers to be more deliberate this year about identifying unit cost affords providers art opportunity to carefully think through actual service unit costs. This provides the cities an opportunity to see the actual -impact in value of the dollars they provide. In many instances, the number of people receiving services through the dollars provided is lower than it has been in_ the past. This reflects the_actual cost of service. In reality, the same number of residents will likely be served for each city as in the past. Only the number paid for - by City funding changes.... - " Q9. What is the total cost of providing services for this program? R9. Worksheet #6 identifies the total Literacy budget as $177,950 for 2005. Again, HEART is not separated out into its own cost center but is a function of the overall Literacy program. 07/14/2004 Page 3 of 3 Human Services General Fund Application —Tab 7 2005/2006 CDBG PUBLIC SERVICE/HUMAN SERVICES GENERAL FUND APPLICATION SUMMARY Agency/Program Name: Pregnancy Aid of South King County/Pregnancy Aid HUMAN SERVICES GENERAL FUND HS Priority/Strategy: Goal 3 (Public Safety) Proposed Request for 2005: $5,000 Lowest amount if less than request: $3,000 Location where services, will be provided: Des Moines FW HS Funding History 1. Program Summary: 2003: $1,500 2004: $1,500 The program provides a service to low-income families who need assistance, especially the children, by providing clothing for children ages 0-6 and other needed household items for children. 2. Demonstrated Need and Effect of Project (including performance and outcome measures) The high cost of quality childcare, insufficient public transportation, increased health care costs and lack of sufficient affordable housing in South King County make family and community stability more precarious. In 2003, a majority of new Russian refugees are living in Federal Way and the Burien community has experienced growth among the Serbo-Croatian and Somali populations. South King County School Districts report that the number of English Language Learners (ELL) has grown dramatically. For example, the Federal Way School District has over 2,200 E_LL,and 52 languages. _ In 2003, Pregnancy Aid served 1,194 families who resided in South King County. Pregnancy Aid expects to serve 204 Federal Way residents with all City funding sources and the same number of unduplicated clients with Federal Way funding in 2005. The primary outcomes for this program include: • To continue to provide support services to low-income families. • To expand outreach. and community involvement in understanding the needs of the poor and come up with workable solutions. • Increase the agency's ability to recruit additional volunteers to provide services to low- income families. - • To continue filing a need of unduplicated services with no cost to the public. • To recycle clothing, infant and/or toddler equipment to allow other low-income families the opportunity to use it. Pregnancy Aid was successful to receive funding in the 2003-2004 funding round. This is the first time that the agency has been funded by the City. At the end of 2003, Pregnancy Aid served 191 unduplicated Federal Way residents, provided 23 layettes and 2,745 articles of clothing to women and children. The 2004 first quarter report indicates that at the end of March, 159 unduplicated Federal Way residents have been served, 8 layettes were provided and 356 articles of clothing was given to mothers or their children. 3. Capacity of Applicant (track record and experience, ability to manage and/or secure long- term operating support) Pregnancy Aid has a 30+ year history working in South King County. The agency has a volunteer staff that administers services to low-income families. The volunteers for the agency have a variety of skills and educational backgrounds with degrees in Education, Special Education, Early Childhood Education, Business, Psychology, Social Services and Nursing. 4. Fiscal Evaluation (including appropriate funding sources, cost-effectiveness, realistic expenditure levels) Federal Way % of total budget: 23% Federal Way % of total clients: 20% 2005 Program Revenue Sources Federal Way CDBG $ 0 Federal Way General Fund $ 5,000 Other Federal $ 0 State $ 0 King County $ 0 Other Cities $ 12,600 United Way of King County $ 0 Fundraising/Grants/other 4,000 TOTAL PROGRAM COST $ 21,600 Proposed funding from the South King County cities is $17,600 or 81 % of the total budget. Pregnancy Aid is a small nonprofit agency that is mainly reliant on public funding. The agency does not have a diverse funding stream to support its program. In addition to the City of Federal Way, Pregnancy Aid has applied to BuFien, Des. Moines and SeaTac. These cities are currently conducting their review process and have not made any final award decisions. It is anticipated that these .cities will complete their process in the next couple of months. Pregnancy Aid is requesting an increase in funding to help the agency improve its advertising and outreach efforts in the Federal Way community. 5. Use of Volunteers and Community Coordination Pregnancy Aid is entirely run by volunteers. The Board of Directors is volunteer driven and is. responsible for making and setting policy decisions, fundraising and ensuring that the agency fulfills its mission and strategic direction. Other volunteers wash the donated clothes, prepare the layettes, purchase children and office supplies, prepare quarterly reports to the cities and write grant requests. 6. Ability to serve diverse populations The agency has the ability to serve people from diverse populations. 2 Other issues/concerns/questions: Pregnancy Aid needs to come up with a fundraising strategy to diversify its current funding base for its program. 81% of the agency's proposed revenue sources are expected to come from the South King County cities. If is important for the agency to diversify its funding base and secure support from the private and philanthropic sectors. There appears to be minimal connection to the Federal Way community. The agency has attended human service events sponsored by the City. However, the agency admits they could improve their outreach efforts and establish relationships with agencies here in Federal Way (i.e. the Multi -Service Center, Institute for Family Development). If the agency were to improve its presence in Federal Way, more residents could be served through its program. STAFF RECOMMENDATION AND RATIONALE Staff recommends that Pregnancy Aid be considered for funding in the upcoming 2005-2006 funding round. This decision is based on several factors: • The program provides a critical service to Federal Way low-income mothers and their children needing clothing, layettes or other supplies. • The agency has demonstrated a proven track record and excellent reputation in providing services to the Federal Way community. • The organization continues to meet or exceed their performance goals and outcomes. • City dollars are fully invested (100%) in the program If funding is considered staff would recommend that the award is contingent upon: V, Receiving a copy, if the agency has one, of their long range -funding plan and an explanation that answers the following: 1) What is their targeted fundraising goal? 2) What is the timeline for raising funds? 3) What fundraising events or donors will be targeted? Provide an explanation that indicates how the agency will improve its outreach efforts in the Federal Way community and a timeline to implement their strategy. Questions and Responses from Applicants 200512006 Human Services General Fund Goal #3 — Self -Sufficiency & Independence As of May 24, 2004 PREGNANCY AID OF SOUTH KING COUNTY (TAB 7) Q1. What are vour clans for increasing_ your outreach -efforts in Federal Way_ ? What connections do vou -have here? R1 Affcanel 14rn'nan Can/ira m6acitinnc in fhA area fn nnewar of saefinnc and grim! dnf" -J_.-.1:� 0. ....6....._.. «1.r..= .. ..+. ..a I:L..._��.. ._t %At-Lc-� /'1..� 17,_ -I --F AA1— &71vQ�+VGIUJI}ilrt Qc VtiG11QPG V111LGJ. ...�J��� 11 .t . WPI/ICaiVV/1J c7UG VVIUI Jt/crlal ftVlf c;;Z 1us"r VVCC V t(cirk Ipcm Uta l/to pl ltt N11 4lr7`1 VI IAC tv 4tJv,`0V1 KI 02. Are vou being conservative in vour outreach efforts because vou have received a small amount of funding from Federal Wav in the past? R7 Wo havcczx nn hnl inr ffaricac nannranhir-al ffnanniiA arta cnt-;Al ralinini }c nnnca (1} it nnhf «a :. 41.,_.4 ..r_..tr —1- a- n---- A:.-1 .r:a- .rraL...:...L..r.r._:«.. Aa aL.:,r a:«,_ IG�ci it Giiiv:ii. ice. =_s_ r_ °_•.. -_::� 1yv LV vc/G 1 IGyI/QItLa i'l:L• c,... v, oiivii ir__�-z.-. _e 54�-_ -_c i__v _c::- , ..t .10nn 4AII vrc Obi vG q111/�1V_Jt I vvV 8dll l/nG.l is %J4 g aJJVI tGtJ ua11G.7, /tluf. 4,111 Ip111/ta:;0 W/ {fG 111 cGTvl► fit to l v\.It ii icji Call if X"ey need io or C.` hose it%_i tai Iniji, ii�c ail st;aii-ed 'iii do Yoo much mom Tor Tear of a greater quantity then we can hanaie. Vve nave a long crib list so we must constantly watch for cribs at garage sales_ Our supply of used car seats comes in large waves out ine large sizes quickly disappear, as do the booster seats. The layettes are the most appreciated item as it has enough to help a new mom qet started. We have lust begun to work with a high school to provide service oroieas for their students which will include some of them coming_ in to do certain thinas but also collecting diaaers. stuffed animals and children's books. We haven't maccivo ctnranca char -m lfamc nffan mntica tha �iav t,ur� r►lar'c� Cham n� Itt If wa ha/i mnm vnl. intoorC %uca P'n1 dri ar_ivartic A rnnrc� n7rN - atn ..-.. � . tL. & AAQ/ i.,---- - s. --A- -_- ... I—.:«.....«._ to/L-4 t.{'��--- rl. tJf l V V VI AJ/ IG -t aL y Vu JQy t11QC " /v Vf y vt" tihsrl ll.7 Cu %-- VG1 y "VV si n- /1 l /C. V V l oat u fVV4 11C iev��s are iiia miter v! Numan Services General Fund A lication — Tab 8 2005/2006 CDBG PUBLIC SERVICE/HUMAN SERVICES GENERAL FUND APPLICATION SUMMARY Agency/Program Name: Washington Women's Employment & Education/REACH Plus (Reaching Employability & Achieving Career Habits) HUMAN SERVICES GENERAL FUND HS Priority/Strategy: Goal 3 (Public Safety) Proposed Request for 2005: $25,000 Location where services will be provided: Kent FW HS Funding History 1. Program Summary: Lowest amount if less than request: $20,000 2003: $25,000 2004: $25,000' REACH Plus is a five-week job readiness and computer training class designed to upgrade the skills, work habits, attitudes, computer knowledge, and overall employability of welfare recipients and other low-income individuals. 2. Demonstrated Need and Effect of Project (including performance and outcome measures) The need for employment training is far greater in South King County than in the rest of the county. According to the US Bureau of Labor Statistics, the 2003 unemployment rate in King County was 6.4%. In contrast, the employment rate for South King County was 6.9%.. Since welfare reform in -1997, the focus of the Work First program has shifted to emphasize immediate employment for the majority of welfare recipients, without regard to whether the job provides an adequate wage and benefits to support a family. Of the 2,939 individuals who responded to the Work Force program's 2003 Human Services Assessment Survey, 35.1 % said that "Help with Finding a Job" was among their top 10 needs and 26.5% indicated that "Help with Job Training" was their second priority. The WWEE program specifically addresses each of these needs by enabling low-income residents of South King County to move beyond minimum wage employment through education and skills training. - The REACH Plus program is a merger of WWEE's two most successful programs (REACH and CACD). This comprehensive five-week program provides: • Learning job -readiness skills (i.e. how to write a resume, cover letter); • Developing critical computer skills; • The ability for clients to create a portfolio of their work to demonstrate their skills to potential employers; and • Help clients gain vital self-esteem and confidence in themselves and their abilities. In 2005, WWEE expects to serve 30 Federal Way residents with all City funding sources and 14 with Federal Way funding. The primary outcomes for this program include: • Increase the confidence of their clients in their ability to attain employment. I The 2003-2004 total includes combined funding from the REACH and Computer Application in Career Development (CACD) programs. The breakdown in funding is as follows: 2003 - $19,000 (REACH); $6,000 (CACD) and 2004 - $19,000 (REACH); $6,000 (CACD). 3 32z • Increase job specific skills. Since 1997, WWEE has received funding from the City of Federal Way in support of its Job Readiness and Computer Application programs. The breakdown is as follows: Job Readiness Training (REACH) 1997 1998 12000 12001 12002 12003 2004 $15,000 $17,500 1$17,500 1 $17,500 1 $17,500 1 $17,500 1 $19,000 $19,000 Computer Applications (CACD) 1997 1998 1999 2000. 2001 2002 2003 2004 $0 $5,000 $6,000 $6,000 - $6,000 $6,000 $6,000 $6,000 At the end of 2003, WWEE served through its REACH program, 21 unduplicated Federal Way residents and the 2004 first quarter report indicated 2 unduplicated Federal Way residents had been served. Through the CACD program, 37 unduplicated Federal Way residents were served in 2003 and WWEE's 2004 first quarter report stated two unduplicated Federal Way residents had been assisted. 3. Capacity of Applicant (track record and experience, ability to manage and/or secure long- term operating support) WWEE has successfully been providing assistance to low-income individuals for the last 21 years. The agency's services are designed to assist low-income persons to break down the barriers to education and training, and help them obtain the necessary work experience to successfully gain employment that is sufficient to meet their needs and the needs of their family. Staff for the agency has the necessary skills and expertise to successfully manage and implement the REACH Plus program. 4. Fiscal Evaluation (including appropriate funding sources, cost-effectiveness, realistic expenditure levels) Federal Way % of total budget: 10% Federal Way % of total clients: 22% 2005 Program Revenue Sources Federal Way CDBG ' $ 0 Federal Way General Fund $ 25,000 Other Federal $ 0 State $ 40,000 King County $ 0 Other Cities $ 79,000 United Way of King County $ 37,175 Fundraising/Grants/other6$ 1,000 TOTAL PROGRAM COST $242,175 Based on program revenue sources, the budget appears realistic and the agency has the appropriate revenue sources and diversified funding base to effectively run the program. 2 3-'5923 Funding from the South King County cities represents 43% of the total budget. In addition to Federal Way, the agency has requested funding from the cities of Auburn, Des Moines, Kent, Renton and SeaTac. At the time this report was written the City of Kent Human Services Commission final recommendation was to fully fund the REACH Plus program. The other cities are currently going through their application review process and have not made any final award decisions. It is anticipated that these cities will complete their process in the next couple of months. In 2005, the REACH Plus program will experience a reduction in funding primarily as a result of the merger between the REACH and CACD programs. The agency was able to successfully reduce its program costs by merging the two programs together. WWEE is not requesting an increase in funding but. would -like to have their grant maintained at the current level. - - 5. Use of Volunteers and Community Coordination WWEF,.utilizes volunteers recruited from the business community and from a pool of successful WWEE graduates to help the participants in a variety of ways. In fact, over 80 volunteers currently play key roles in the success of WWEE's clients. Some of the duties volunteers perform are assisting clients in selecting business and interview attire from WWEE's on-site clothing closet, helping clients improve their interview skills, assisting as a classroom aid and serving as a job search advisor. All volunteers are thoroughly trained in the skills and knowledge needed for there volunteer position. 6. Ability to serve diverse populations The agency has the ability to serve a diverse population. Other issues/concerns/questions: The Program Manager who managed the REACH Plus program left to pursue other interests but from time to time returns to the agency to volunteer. Staff was concerned that the REACH Plus program would be affected because of the Program Manager leaving the agency. However, it appears that the program is running smoothly and there have been no breaks in service delivery. Deborah Howell, Director of Programs now manages the REACH Plus program and a contract analyst assists with all the reporting and monitors the contract to ensure. the agency is on track in meeting its performance goals and outcomes. In addition, another WWEE employee who is working on another project will join the team in September to assist with outreach and the employment placement process. STAFF RECOMMENDATION AND RATIONALE Staff recommends that WWEE be considered for funding in the upcoming 2005-2006 funding round. This decision is based on the following factors: While the agency has experienced staff transition, the agency has put together a team that will continue to effectively manage the program operations. WWEE has demonstrated a successful track record in consistently meeting or exceeding their performance goals and outcomes. The agency continues to provide a critical and necessary service to Federal Way low-income individuals. —5;;?� 3 Questions and Responses from Applicants 2005/2006 Human Services General Fund Goal #3 - Self -Sufficiency & Independence As of May 24, 2004 WWEE REACH PLUS (REACHING EMPLOYABILITY & CAREER HABITS) (TAB 8) Q1. How will merging your two programs affect your ability to serve unduplicated clients in Federal Way? R1. Merging REACH and CACD into REACH Plus will result in slightly less total unduplicated clients, but this will not dramatically reduce the number of clients WWEE serves in Federal Way. WWEE.will still meet our contracted amount of Federal Way clients. In fact, WWEE typically serves more clients -to ensure that we .are -able to meet our contracted outcomes_ There are slight fluctuations from year to year in the- number of clients WWEE serves from a particular area, but overall we have been and will continue to maintain a relatively stable number of clients from Federal Way. Any reduction of unduplicated clients is targeted to take place in areas where WWEE does not maintain contracts and not from the City of Federal Way. Q2. Where do men go for this service? Have you served men in the past and are. you serving them now? R2. WWEE serves both men and women in our programs. Even though our typical.client is a female (97%) who supports herself and an average of two dependents, men routinely graduate from the WWEE program. The target population of WWEE's King County REACH Plus program is the low-income parents (usually single) who are working to achieve self-sufficiency for themselves -and their family in south King County. The majority of our clients end up being female because our agency focuses its services on assisting low-income single parents, of whom the majority happen to be female. Q3. Why is there a $20,478 drop in funding from individuals, foundations, and the United Way? R3. The $20,478 decrease in funding from individuals, foundations, and the United Way is based on the projected funding need for WWEE's King County REACH Plus program in fiscal year 2005. As is explained in Question 4, the drop is not a result of an anticipated loss of funding but rather a decrease in expenditures for the REACH Plus program. The figures used in the budget supplied to the City of Federal Way represent WWEE's best estimate of the funding necessary from individuals,- foundations, and the United Way. As before, though, WWEE will continue to pursue these funding sources to, fullest potential in order to ensure that the REACH Plus program is fully funded. Q4. What services will be cut in response to the expected $41,000 drop in funding in 2005? R4. No services will be cut in response to the expected $41,000 decrease in expenditures for the REACH Plus program. The $41,000 figure was not determined because WWEE anticipated losing that amount of funding but rather because WWEE has- refined the REACH Plus program to run more effectively and efficiently. The quality of service offered by WWEE to our clients will not diminish as a result of this constant refinement. 07/14/2004 Page 1 of 3 Questions and Responses from Applicants 2005/2006 Human Services General Fund Goal #3 — Self -Sufficiency & Independence As of May 24, 2004 As a healthy non-profit agency, WWEE must continually refine its programs to ensure that we are offering the best possible services to our clients in the most cost-effective manner possible. The decrease in our budget is a result of this exploration_ Q5.You say that you served 305 clients with a 74% completion rate. What percent of clients are from Federal Way? What don't you have a 100% completion rate? Why are people not able to complete the program? R5. WWEE's low-income clients have significant barriers that have stood in the way.. of employment success. In some cases, these barriers are as straightforward as a lack of job -readiness or technical skills. The program content of REACH Plus directly addresses these sorts of barriers. The majority of WWEE's clients have additional barriers like limited work history, lack of education, drug or alcohol addiction, domestic violence, homelessness and/or a criminal history. Upon entering the REACH Plus program, WWEE works diligently with all of our clients to assist them in overcoming these barriers to self-sufficiency. Unfortunately, we find that some of our clients are not yet ready to adequately address these employment barriers or that the reduction of the barriers interferes with their ability to satisfactorily complete the REACH Plus class. WWEE's dedicated staff works with our clients during and outside of class to assist them in reducing their employment barriers, but, due to the severity of some people's barriers, this work is not always accomplished fast enough for the client to complete the REACH Plus program. Those individuals who are determined to overcome their barriers but are unable to do so during the current class are encouraged to attend to the following class in order to finish the REACH Plus program. In addition, the REACH Plus class is structured like the employment environment with the same strict guidelines that are expected of an employee in the workplace. Some of WWEE's customers leave the program because they cannot adhere to these guidelines such as committing to being in the class for its duration, showing up to class on time, interacting diplomatically with their co-workers/classmates and completing their class work on time. We have these guidelines in place because it mirrors what are our clients will experience in the workforce. We will not graduate a. client from the REACH Plus program if they are not ready to succeed in unsubsidized employment. 84% of WWEE's Federal Way clients completed one of WWEE's programs in fiscal year 2003. This means that approximately 19% of WWEE's King County graduates in the 2003 fiscal year were residents of Federal Way. Q6. What are your referral resources and associated services (e.g. child care)? R6. WWEE maintains numerous direct and referral partnerships in south King County to ensure that our services are as comprehensive as possible for our clients. The agency is very active, forming alliances with school districts, churches, other community-based organizations, government agencies and service clubs. Specific examples of collaboration include partnering with: Catholic Community Services to provide work - experience internship opportunities as well as basic needs and parenting assistance; Children's Home Society to provide job -readiness classes for the Early Head Start and 07/14/2004 Page 2 of 3 13-32� Questions and Responses from Applicants 2005/2006 Human Services General Fund Goal #3 — Self-Sufficiency & Independence As of May 24, 2004 Healthy Families programs; Community Health to provide work-experience internships for qualified WWEE graduates; Seattle Housing Authority to provide Section 8 housing assistance to our qualified clients; YWCA to provide assistance to domestic violence victims and basic needs; DAWN to provide assistance and education to domestic violence victims; Best Beginnings to work with pregnant young women and prepare them for self-sufficiency; Kent Police Department to prepare women in jail for life after incarceration; Regional Justice Center to provide -work-experience internships for qualified WWEE graduates; United': Way. King County as- a part of the Out of the Rain -initiative; and community colleges (Highline and Green River) to provide further educational opportunities for WWEE clients> W1NEE receives referrals for our services from the above organizations in addition to ,our other partners and 'govw.nment agencies like DSHS- Also, we accept walk-in solicitations for- our services providing that the individual meets the criteria for acceptance into WWEE's program. As a part of the program, WWEE clients receive up to two years of follow-up -support that includes access to assistance for transportation, childcare and food. Transportation assistance takes the form of bus tickets or gas vouchers (at contracted gas stations). For those receiving childcare assistance, the client will find a childcare provider and WWEE will enter into an agreement with the provider with WWEE paying for the childcare services while the client is in the WWEE program. Food assistance is provided both through our partnerships with food banks as well as in the form of vouchers with local grocery stores like Fred Meyer. 07/14/2004 Page 3 of 3 uman Services General Fund Application -Tab 9 2005/2006 CDBG PUBLIC SERVICE/HUMAN SERVICES GENERAL FUND APPLICATION SUMMARY Agency/Program Name: World Relief/Federal Way Job Development Program HUMAN SERVICES GENERAL FUND HS Priority/Strategy: Goal 3 (Self-sufficiency & Independence) Proposed Request for 2005: $50,000 Lowest amount if less than request: $23,000 _Location of where services will be provided: Kent FW HS Funding History 2003: N/A 2004: N/A (This is World Reliefs first time to apply to the City of Federal Way) 1. Program Summary The Job Development Program provides legal immigrants assistance in overcoming barriers to employment through job preparation training, employer development and job placement services. 2. Demonstrated Need and Effect of Project (including performance and outcome measures) The Yearbook of Immigration Statistics, published by the US Citizenship and Immigration Services, indicated that 1,063,732 immigrants entered the United States in 2002 and of those immigrants 25,704 entered Washington State. King.County Employment Security reports that the three largest groups, which claimed unemployment benefits last year, were Spanish, Vietnamese and Russian. In addition, the unemployment rate in King County was at 6.8% and unemployment for people of color was twice as high. In 2005, World Relief expects to serve 40 Federal Way residents with all City funding sources and serve the same number with Federal Way funding. The outcomes for this program include ensuring that full enrollment occurs in the Job Preparation classes and that clients are placed in jobs earning an average of $8.76 per hour with employer provided benefits. 3. Capacity of Applicant (track record and experience, ability to manage and/or secure long- term operating support) World Relief has over 20 years experience working with and providing employment training to the refugee and immigrant community. Many of its staff members are former refugees, which allows clients the ability to access culturally relevant services and assistance in their native languages. The agency has also served clients in South King County for over 8 years. 4. Fiscal Evaluation (including appropriate funding sources, cost-effectiveness, realistic expenditure levels) Federal Way % of total budget: 33% Federal Way % of total clients: (Worksheet 2 was not accurately filled in for staff to calculate this percentage. At the time this report was sent, staff was still waiting for this information). 3-3z8 2005 Program Revenue Sources Federal Way CDBG $ 0 Federal Way General Fund $ 50,000 _ Other Federal $ 0 State $ 0 King County $ 0 Other Cities $100,000 United Way of King County $ 0 Fundraising/Grants/other $ 0 TOTAL PROGRAM COST $150,000 World Relief proposes to expand its existing Job Development program to Federal Way, Auburn and Kent and is relying 100% on these cities to pay for the start-up costs to implement and expand the program in South King County. The proposed funding request is not realistic and no other funding sources are being considered. 5. Use of Volunteers and Community Coordination World Relief recruits and trains volunteer teams from churches to sponsor families in the refugee/immigrant community. The agency also uses interns who assist the families as well. 6. Ability to serve diverse populations World Relief has over 20 years experience working with the refugee and immigrant community. Many of its staff members are former refugees enabling clients to receive culturally relevant services and assistance in their native Languages. Other issues/concerns/questions: The proposed funding requests are not in proportion to the budget because World Relief is relying on Federal Way, Auburn and Kent to pay for all the start-up costs to expand their program in South King County. This raises concerns because the agency did not indicate in their application if they would diversity its funding base and seek other private/public sector support in order to make up their funding gap if they receive partial or no funding. World Relief does not have a proven track record in Federal Way (i.e. they could not provide statistical data to explain the number of people needing services in Federal Way) nor have they tried to form any partnerships with the Multi Service Center. The Multi -Service Center (MSC) is providing a similar service through their Employee Development Services Program, which is already located in Federal Way. When staff met with World Relief, prior to the application process, they were encouraged to meet with MSC to propose creating a partnership together and submitting a joint application. STAFF RECOMMENDATION AND RATIONALE Funding is not recommended because of the following concerns: • The proposed budget is fully relying on the agency successfully receiving funding from Federal Way, Auburn and Kent to expand its program in South King County, which is not realistic. I& 4� - 2 • If it is determined that the agency receive partial or no funding from the South King County cities, there is no clear strategy in place for how World Relief will secure other sources of funds. • The City is supporting the MSC's Employee Development Services "Program, which is located in Federal Way and is providing similar services to World Relief's Employment Program. Questions and Responses from Applicants 2005/2006 Human Services General Fund Goal #3 — Self -Sufficiency & Independence As of May 24, 2004 WORLD RELIEF SEATTLE FEDERAL WAY JOB DEVELOPMENT (TAB 9) Q1. Please resubmit Worksheets #2 because they are not filled out correctly. R1. Please see attached Excel file. Q2. What are your program costs for 2003/2004? R2. The program has not yet been implemented in Federal Way. Q3. What are your statistics for Federal Way? R3. The program has not yet been implemented in Federal Way. Q4. Why do you not have recent outcome results data for Federal Way? While this may be a new program for Federal Way explain what type of outcome results have occurred since the program was implemented in Federal Way. R4. The program has not yet been implemented in Federal Way and will begin if the grant is awarded to World Relief. Q5 What partnerships or networks have you established with other agencies -here in Federal Way? R5. In addition to the Slavic Gospel Church, World Relief has relationships with the following Federal Way employers: Bon -Macy's, Jasmine Bakery, Pinkerton Security, Unico and Value Village. Q6. How have you conducted outreach efforts in Federal Way to make your services known to the Federal Way community? R6. World Relief networks closely with immigrant communities in the greater Puget Sound region, including the City of Federal Way. We have regular communication with leaders of these communities who publicize the services which World Relief offers. Services are publicized through verbal and printed announcements in places of worship and community meetings. World Relief will also reach potential clients in Federal Way by word of mouth through former refugee clients with whom we have continuing relationships. Q7. Where are the classes held? Are the classes held for 4 weeks? 6 weeks? Once a participant completes the class do they receive a certificate? R7. Classes will be held at the Slavic Gospel Church in Federal Way. Four job preparation classes will be held for two weeks each and one follow-up class will be held for four weeks. Participants will receive certificates for completed classes. 06/21/2004 Page 1 of 1 2005 Human Services Application (General Funds & CDBG) Worksheet 2: Program Outputs (Quantity of Service) Agency: World Relief Seattle Program: Federal Way Job Development Program Outputs: Complete -one Worksheet for each program requesting funds. Numbers should Teflect clients served by program requesting funds. 12. Persons to be Assisted: Complete the following table with unduplicated clients to be served by this program. (Column (3) will calculate automatically.) All Jurisdictions (i)Unduplicated (2)Unduplicated C_yt Clients frCm Cwt Clients from All Funding Requested Sources Funds (3)% Unduplicated City Residents Served with Requested Funds (Auto Calc) 2004 2005 2004 2005 2004 2005 Algona #VALUE! #VALUE! Auburn #VALUE! #VALUE! Black Diamond #VALUE! #VALUE! Burien #VALUE! #VALUE! Covington #VALUE! #VALUE! Des Moines #VALUE! #VALUE! Enumclaw #VALUE! #VALUE! Federal Way 0 40 0 40 #DN 0! 100% Kent #VALUE! #VALUE! Maple Valley #VALUE! #VALUE! Milton #VALUE! #VALUE! Normandv Park #VALUE! #VALUE! Pacific #VALUE! #VALUE! Renton #VALUE! #VALUE! SeaTac #VALUE! #VALUE! Seattle #VALUE! #VALUE! Tukwila #VALUE! #VALUE! Unhoorp.IGng County #VALUE! #VALUE! Other: #VALUE! #VALUE! #DN 0! #DN 0! #DN 0! #DIV 0! #DN 0! #DN 0! Unknown #DN/0! #DN/0! Total 40 01 40 N�.,� = Z..Aft (Insert hard copy of completed Worksheet 2 as page B -5a of application. Submit electronic copy of all worksheets with application.) GOAL 4 (COMMUNITY-BASED COLLBORATIONS & STRONG NEIGHBHROODS) t�-333 Human Services General Fund Application — Tab 1 2005/2006 CDBG PUBLIC SERVICE/HUMAN SERVICES GENERAL FUND APPLICATION SUMMARY Agency/Program Name: Crisis Clinic/Telephone Services HUMAN SERVICES GENERAL FUND HS Priority/Strategy: Goal 4 (Public Safety) Proposed Request for 2005: $13,364 Lowest amount if less than request: $13,364 Location where services will be provided: Calls are answered from Crisis Clinic's Seattle office. FW HS Funding Histo 2003: $10,000 2004: $10,000 1. Program Summary: The Telephone Services program provides information and referral, crisis intervention and short-term phone counseling to King County residents. 2. Demonstrated Need and Effect of Project (including performance and outcome measures) The Washington Research Council put out a special report in 2002where it explained that South.King County cities have higher levels of poverty than the average city-in'King County. Federal Way,,along with Burien, SeaTac, Renton, Kent, Tukwila and Auburn have poveiy rates, which exceed 70%' -of the median income. - United -Way's King County Community 2001 Assessment report indicates that the declining general economy is causing increased temporary housing needs, and that -`housing costs out-pace.individuat and family wages. It also notes that the Multi -Service Cen_ter,re_ ported that for every family the agency was abte-to -shelter, they1�ad to turn away 11 families. Last year, Crisis Clinic received nearly -11,300 calls from homeless people needing emergency . housing,''2,160 were from South County cities. The Community Information Linereceived 10,181 calls from King Cod-nty residents seeking financial help with their rent or mortgage. Of these calls, 5,077 were from South King County residents. Crisis Clinic's Information & Referral Specialist helps callers find' other options when shelters are full, e.g.,,motel vouchers and other creative ways of staying off the streets, and they work closely with shelter providers and others to link homeless persons to key services. Each weekday; the agency calls 1-5 shelters to determine space- availability in order to give callers accurate information Youth suicide is -also -considered a serious health issue and the eighth leading cause of death in King County among youth. In 2002, there were 9 suicides in King County among youth -19 years and younger. In the State of Washington suicide is the second leading cause of death among young adults between the ages of 15-24. In 2002, 92 youth committed suicide in Washington State. In 2003, over 5,000 of Crisis Line's callers indicated that they were considering suicide, 682 of them were from South King County. B — -5-,!?L1 In 2005, the Crisis Clinic expects to serve 6,817 Federal Way residents with all City funding sources and 1,595 with Federal Way funding. The primary outcomes for this program are: • To assist people experiencing emotional distress/crisis and help them to regain and or maintain stability. • To increase people's access'to community services and activities. Since 1997, -the Crisis Clinic has received funding from the City of Federal Way in support of its Telephone Services program. The breakdown is as follows: 1997 11998 11999 12000 1200 12002 1 2003__ 2004 $.3,000 1 $3,090 $3.;060 1 $3,060 -- 1 $4,000 1 $4,000 $10,000- 1 $10,000 At the end of 2003, Crisis Clinic served 6,817 unduplicated Federal -Way clients; the agency handled 335 advocacy calls and provided 8,050 referrals to clients needing assistance. By the end of the 2004 first quarter, 906 unduplicated Federal Way clients had been served; the agency handled 27 advocacy calls and provided 23 referrals to clients needing assistance. 3. Capacity of Applicant (track record and experience, ability to manage and/or secure long- term operating support) Crisis Clinic has been around since 1964 providing emer9ency assistance to persons in emotional crisis in King County. The Crisis Line is the second oldest, 24-hour telephone crisis intervention service in the nation and remains the only crisis intervention center in the State of Washington - accredited by the AmericanAssociationof Suicidology. The agency's two primary telephone services — the 24-hour. Crisis Line and Comm unity.lpformatf n. -Line responded to 144,46��s in. 2003. Phone workers assisting clients have immediate access. -to the agency's computerizec_t'- database of over 7,800 social, -health and welfare services in King County. Staff for the program have years of experience in the" heal th and human service fields. A licensed mental health provider directs the Crisis Line on every shift. _Volunteers provide the bulk-pf the staff and paid phone workers are utilized during the graveyard shifts and during daytime flours. x 4;. Fiscal Evaluation (including appropriate funding sources, cost-effectiveness, realistic expenditure levels) Federal Way % of total budget: 1% Federal Way % of total clients: 5% 2005 Program Revenue Sources _ Federal Way CDBG $ 0 Federal Way General Fund $ 13,634 - Other Federal $ 0 State $ 0 King County $ 424,334 Other Cities $ 347,800 United Way of King County $ 357,938 Fundraising/Grants/other $117,036 TOTAL PROGRAM COST $1,260,742 r� 2 Based on program revenue sources, the budget appears realistic and the agency has the appropriate revenue sources and diversified funding base to effectively run the program. Crisis Clinic is seeking significant support from a number of municipalities in King County. Funding has been secured from the City of Kent in the amount of $5,000, which is slightly below the agency's request of $8,750. The remaining King County cities are conducting their application review process and have not made any final award recommendations., It is anticipated that these cities will complete their process in the next couple of months. Crisis Clinic calculates that it costs $8.55 per call when Federal Way residents seek assistance through the 24-hour Crisis Line or Community Information Line. The agency estimates that they will receive 6,817- calls from Federal Way, which will cost them $58,285 to respond to these callers. The agency does not expect the City to pay for the full cost ($58,285) but would like to see the City of Federal Way, and all municipalities, pay approximately $2.00 per call, which -is less than 25% of the full cost. Presently it costs the City of Federal Way and other municipalities between 0.41 cents to $1.37 per call 5. Use of Volunteers and Community Coordination The Crisis Clinic uses volunteers to operate its 24-hour Crisis Line and Community Information Line. The agency also uses volunteers for its Teen Link program. These volunteers go out to various schools throughout King County and give youth suicide prevention presentations. 6. Ability to serve diverse populations The agency has the -.ability to serve a diverse population. Other issues/concerns/questions: There are no initial.issues or concerns with the program. STAFF RECOMMENDATION AND RATIONALE Staff recommends that the Crisis Clinic's Telephone Services program be considered for funding in the upcoming 2005-2006 funding round. This decision is based on several factors: • The Crisis Line is the second oldest, 24-hour telephone crisis -intervention service in the nation and remains the only crisis intervention center in the State of Washington. • The agency has the staff expertise and volunteer base to effectively manage the program. • The Crisis Clinic�has demonstrated a successful track record in meeting or exceeding their performance goals and outcomes. • The agency continues to provide a critical and necessary service to the Federal Way community. 3 3 Questions and Responses from Applicants 2005/2006 Human Services General Fund Goal #4 — Community -Based Collaborations & Strong Neighborhoods As of May 24; 2004 CRISIS CLINIC TELEPHONE SERVICES (TAB 1) Q1. Are you asking for an increase in funding because phone costs have gone up? If not, then why? R1. Telephone Services expenses have not gone up significantly, nor do we expect them to, until we expand the Community -Information Line to a 2-1-1 :service. The expansion should occur some time in late 2005 or -early 2006. - The reason we are requesting an increase is because Federal Way -is not paying for all the calls we are taking from its residents — nor are any of the other South County municipalities. This .year, the cost of responding to one, call .on.the 24 -Hour Crisis Line or Community Information Line is $8.55. We estimate that Telephone Services will receive 6,817 calls from Federal Way residents; at $8.55 per call, it costs us $58,285 to respond to those callers. We know it's not feasible for the city to pay that much money for our services, and are only requesting they pay a fair share of the cost of serving their residents — $2.00 per call (less than 25% of the full cost) or $13,634 — for their neighbors in need. 07/15/2004 Page 1 of 1 B Human Services General Fund Application - Tab 2005/2006 CDBG PUBLIC SERVICE/HUMAN SERVICES GENERAL FUND APPLICATION SUMMARY Agency/Program Name: Ukrainian Community Center/Community Advocacy Project HUMAN SERVICES GENERAL FUND HS Priority/Strategy: Goal 4 (Community-based Collaborations & Strong Neighborhoods) Proposed Request for 2005: $7,500 Lowest amount if less than request: $5,000 Location for where services will be provided: Kent. However the agency is willing to provide services in locations that are accessible & convenient to their clients. This could mean providing assistance at a client's home, library, etc. Therefore, services could be provided in Federal Way. FW HS Funding History 2003: N/A 2004: N/A (Agency applied during the last funding round and was not awarded funding). 1. Program Summary The Community Advocacy program assists refugee families from Russia, Ukraine and other Eastern European countries to overcome barriers to self-sufficiency by providing case management and advocacy services. 2. Demonstrated Need and Effect of Project (including performance and outcome measures) According to the Washington State Department of Social and Health Services, 84% of all refugees from the former USSR live in South King County. Ukrainian refugees face a wide range of socio/cultural challenges such as acquiring English, adjusting to new family dynamics and community norms, enrolling in school, finding employment and identifying service providers who can assist them with a complex range of Health and Human Services issues. In 2005, the Ukrainian Community Center (UCC) expects to serve 100 Federal Way residents with all City funding sources and 50 with Federal Way funding. The outcomes for this program include increasing awareness of community resources, increasing their client's ability to become self-sufficient and increase the knowledge of their clients to access various health, human, and educational resources. 3. Capacity of Applicant (track record and experience, ability to manage and/or secure long- term operating support) UCC has been providing services to the Russian/Ukrainian community since 1998. In 2003, the agency served 637 unduplicated clients in South King County. Out of the 673 clients served, 51 % are from Kent, 14% are from Federal Way, 14% are from Auburn and 21 % were from Renton. Staff involved in the advocacy program is highly skilled and trained, and have successfully served the Russian/Ukrainian community. 4. Fiscal Evaluation (including appropriate funding sources, cost-effectiveness, realistic expenditure levels) Federal Way % of total budget: 6% Federal Way % of total clients: 12% 2005 Program Revenue Sources Federal Way CDBG $ 0 Federal Way General Fund $ 7,500 Other Federal $ 59,840 State $ 25,000 King County $ 0 Other Cities $ 33,000 United Way of King County $ 0 Fundraising/Grants/other 2,400 TOTAL PROGRAM COST $127,740 The agency appears to have appropriate funding sources to run the program. However, the South King County city funding represents 33% of the total budget. No strategy was mentioned in the application as to how the agency will make up their funding gap if they receive partial or no funding. The agency did explain they are building relationships with private businesses that serve the Russian/Ukrainian population and envision these businesses providing some level of financial support in the near future. The agency also identified their biggest funding gap is the federal dollars are restricted to specifically serve refugees because their immigrant caseload has increased in recent years. 5. Use of Volunteers and Community Coordination UCC has 10 bicultural/bilingual volunteers who provide computer support, translation services, teach ESL and naturalization classes and organizes support groups for seniors and parent as needed. UCC also uses youth volunteers who provide tutoring to children at the Saturday Native Language School. 6. Ability to serve diverse populations Staff is highly skilled and trained and has successfully served the Russian/Ukrainian community. In addition UCC has 10 bicultural/bilingual volunteers who can provide a variety of assistance to the Russian/Ukrainian community. 2 Other issues/concerns/questions: UCC is relying on South King County city support and raises concerns because it indicates that the agency has not formed a comprehensive funding strategy that would allow them to diversify its funding base. This Community Advocacy Program is very similar to Federal Way Youth & Family Services Family Support Program, which is providing the same type of services to the Russian/Ukrainian community at Laurelwood Gardens. STAFF RECOMMENDATION AND RATIONALE The proposed budget relies on the agency successfully receiving full funding'from Federal Way, Auburn, Kent and Renton, which is not realistic. If it is determined that the agency receive partial or no funding from the South King County cities, there is no clear strategy in place for how UCC will secure other sources of funds. The City is supporting Federal Way Youth & Family Services Family Support Program who is also serving the Russian/Ukrainian community and is providing the same type of services. 3 Questions and Responses from Applicants 2005/2006 Human Services General Fund Goal #4 -- Community -Based Collaborations & Strong Neighborhoods As of May 24, 2004 UKRAINIAN COMMUNITY CENTER OF WASHINGTON (TAB 2) Q1. Does 100 unduplicated Federal Way client mean 100 families? R1. No, in some cases a husband and a wife could both be a client. Q2. Your application indicates that you have partnerships with the First Ukrainian Baptist Church and the Slavic Gospel Church? Do you receive referrals from them? R2. Yes, we. receive referrals from those churches and many more. We have a strong relationship -with local Russian/Ukrainian church pastors and in collaboration in providing services to their church members. Q3. What outreach methods do you use to find your clients? R3. We have done advertisement, publications, and announcement in target areas (often we make presentation in churches, ESL or Job readiness classes, etc.) However, due to our exceptional services we receive very many referrals from word of mouth. Since Former Soviet families are regionally and socially connected word of mouth if very effective tool. Q3. When you conduct your cultural sensitivity workshops who are the service providers receiving training? Are these the same agencies that you partner with to provide services? R3. As of today we have provide cultural sensitivity workshop to wide variety of service providers — school teachers and support staff, students at the UW law school, medical personal at the different clinic, YWCA staff, apartment management staff, Salvation Army staff, Police Department staff, etc., including agencies that we are collaborating with. Q4. What fundraising strategies have you developed to get funding from private donations? How do you intend to diversify your funding base? R4.. In addition to grant writing to the private foundations, we are building. relationship with private businesses that are providing services to Russian/Ukrainian clients. Some of churches and businesses already are providing small financial support. Q5. Are there gaps in the services you are providing that you cannot meet? What are these. gaps and how do you intend to narrow the gap in services? R5. The biggest gap is that federal dollars that we received are limited to refugees only, because non -refugee (immigrants or parolee) case load in the recent years has increased dramatically. One of the strategies to narrow down this gap is getting more private and state funding. As it was outlined above, we are having some success in involving local businesses and churches into supporting Community Center. 06/21/2004 Page 1 of 2 6 --t)LI Questions and Responses from Applicants 2005/2006 Human Services General Fund Goal #4 — Community -Based Collaborations & Strong Neighborhoods As of May 24, 2004 Q6. Do you have a waiting list of people who need to receive services? R6. No, because our community advocates and volunteers are very productive and offer work additional hours we currently do not have a waiting list. Q7. Do you get referrals from the waiting lists of other agencies? R7. Yes we accept referrals without limitation. 06/21/2004 Page 2 of 2 B-34 2.. Human Services General Fund Application — Tab 1 2005/2006 CDBG PUBLIC SERVICE/HUMAN SERVICES GENERAL FUND APPLICATION SUMMARY Agency/Program Name: ACAP Child and Family Services/Child Care Subsidies HUMAN SERVICES GENERAL FUND HS Priority/Strategy: Goal 3 (Public Safety) Proposed Request for 2005: $10,000 Lowest amount if less than request: $10,000 Location where services will be provided: Auburn FW HS Funding History 1. Program Summary: 2003: $10,000 2004: $10,000 The subsidized childcare program provides childcare assistance for low and moderate -income families in South King County. 2. Demonstrated Need and Effect of Project (including performance and outcome measures) According to the Facing the Future publication, developed by the Department of Health and Human Services, the average number of children in childcare each month in Washington State increased from approximately 20,000 in 1991 to 80,000 in 2001. Protecting and nurturing children is a primary duty in our society. Without appropriate childcare parents are unable to work and to move their family up..and out of poverty. ACAP Child and Family Services helps parents to be able to work, finish high school, attend college or vocational training. The=childcare service provided by the agency is not just a baby-sitting service. ACAP's teachers assess each child's developmental level, using the Developmental Profile (a national research based assessment tool) and plan classroom activities in order to encourage appropriate developmental growth. ACAP also has a full-day Head Start program and a Special Needs Child Care program. 27% of the children served at ACAP have special needs and. cannot be served in a regular childcare center. -in 2005, ACAP Child & Family .Services expects to serve 10 Federal Way residents with all City funding sources and the same number with Federal Way funding. The primary outcome for this program is to increase positive child development. Since 1998, ACAP has received funding from the City pf Federal Way in support of its Childcare Subsidizes program. The breakdown is as follows: 1997 11998 11999 12000 12001 12002 12003 2004 $0 1 $8,000 J$8,000 1 $8,000 1 $8,000 J$8,000 J $10,000 $10,000 At the end of 2003, ACAP served 8 unduplicated Federal Way residents and provided 4,036 hours of childcare. 13-3�­3 The 2004 first quarter report indicated at the end of March, 8 unduplicated Federal Way residents had been served and 1,441 hours of childcare was provided. 3. Capacity of Applicant (track record and experience, ability to manage and/or secure long- term operating support) ACAP Child and Family Services have been providing affordable and subsidized childcare services in South King County for over 34 years. The agency has been running the APPLE Parenting Program for the last 24 years and also added a Therapeutic Child Development program, which is now called the Special Needs. Childcare program. _ The agency has the staff expertise to effectively manage the variety of childcare programs offered to low and moderate -income families. Staff have experience working in s-ocial services and in the early childhood development field. 4. Fiscal Evaluation (including appropriate funding sources, cost-effectiveness, realistic expenditure levels) Federal Way % of total budget: 1% Federal Way % of total clients: 6% 2005 Program Revenue Sources Federal Way CDBG $ 0 Federal Way General Fund $ 10,000 Other Federal $167,000 State $475,000 King County $ 0 Other Cities $ 31,000 United Way of King County $170,000 Fundraising/Grants/other 70,000 TOTAL PROGRAM COST $923,000 Based on program revenue sources, the budget appears -realistic and the agency has the appropriate revenue sources and diversified funding base to effectively run the program. In addition to the City of Federal Way, ACAP is seeking support from the cities of Auburn and Kent. At the time this report was written, the City of Kent Human Services Commission final recommendation was to not fund the Childcare Subsidies program. Auburn has not completed their application review process but it is anticipated that a funding decision should be made in the next couple of months. - 5. Use of Volunteers and Community Coordination ACAP's Board of Directors and Steering Committee members are community volunteers. In addition, the agency utilizes volunteers in a variety of capacities that include, and is not limited to, updating ACAP's brochure and website, fixing minor repairs at their main Auburn facility, reading to the children and planning a work party, and installation of cable and telephones in the classrooms to improve communication, which allows for quicker access to emergency services. 2 6. Ability to serve diverse populations The agency has the ability to serve a diverse population. Other issues/concerns/questions: Linda DiRinizo, Executive Director with ACAP left the agency last month to accept a management position with Providence Health Care Foundation in Centralia, Washington. Staff was concerned that the overall agency operations and management of programs would be affected because of the loss of the Executive- Director's leadership. However, the day-to-day operations and programs continue to run smoothly and there have been no,breaks in service delivery. Kandiss Torza has been serving as the Interim Executive Director and the board has interviewed 5 applicants out of 35+ resumes and they are now in the final stages of making -a decision. STAFF RECOMMENDATION AND RATIONALE Staff recommends that ACAP's Child & Family Services program be considered for funding in the upcoming 2005-2006 funding round. This decision is based on several factors: • The Childcare Subsidies program allows families to receive quality, affordable childcare for their children, which enables them to work or complete their education. • The program provides more than just childcare assistance (i.e. teachers assess a child's development level and planned activities are designed based on the child's learning behaviors). • Through the Childcare Subsidies program the agency can serve special needs children, who cannot be served in a regular childcare center. • The agency has the staff expertise to effectively manage the day-to-day operations of the program. • ACAP Child & Family Services hasdemonstrateda successful track record in consistently meeting or exceeding their performance goals and outcomes. - Questions and Responses from Applicants 2005/2006 Human Services General Fund Goal #3 - Self -Sufficiency & Independence As of May 24, 2004 ACAP CHILDCARE SUBSIDIES (TAB 1) Q1. Do you feel you can meet your goals when there is still a lot of unemployment that prevents people from using your services, especially since you've increased your goal for unduplicated Federal Way clients to 10? R1. Yes, we believe we can meet our, goal of 10 unduplicated Federal Way clients for 2005. In the first half of 2004 we have already served 9 children from the City of Federal Way meeting our annual goal of 9 children. We anticipate enrolling -additional children, which will then exceed our goal. We are experiencing a current increase in enrollment and if this trend continues we will also exceed the goal of 10 proposed for 2005. 07/14/2004 Page 1 of 1 Human Services General Fund Application — Tab 2005/2006 CDBG PUBLIC SERVICE/HUMAN SERVICES GENERAL FUND APPLICATION SUMMARY Agency/Program Name: Catholic Community Services/Volunteer Chore Services HUMAN SERVICES GENERAL FUND HS Priority/Strategy: Goal 3 (Public Safety) Proposed Request for 2005: $5,000 Lowest amount if less than request: $5,000 Location where services will be provided: Chore services are provided at recipient's homes throughout King County. FW HS Funding History 1. Program Summary: 2003: $3,000 2004: $3,000 Volunteer Chore Services provides assistance to elders and adults with disabilities to help them live independently. Volunteers provide various services, which includes housework, transportation, yard work, respite, and home repair at no cost to recipients who meet eligibility guidelines. 2. Demonstrated Need and Effect of Project (including performance and outcome measures) The Area Plan and Aging Update for 2002-2003 projects that by 2020 the number of people 60 and older will represent 22% of the King County population. The ability to develop resources that can meet the needs of this growing population will help to avoid a shortage of resources in the future. The study also notes that the rate of growth in disabling conditions for younger individuals is increasing. These individuals have many service. needs in common with older adults. There are fewer programs serving individuals under age 60. Volunteer Chore Service (VCS) is one of the programs able to serve this population. Last year nearly a third of those served by VCS were under age 60. Many of the existing programs in the community provide opportunities for socialization and activities outside the home. There is a lack of services to support individuals who are homebound who do not have the resources, either financially or through family/friends, to obtain in-home assistance. Without the necessary household help residences can become unsafe and neighborhoods look unsightly. ' The availability of accessible transportation is also decreasing for these individuals. Lack of accessible transportation can make it difficult to obtain necessary medicine and food or get to medical appointments. _ In 2005, Catholic Community Services (CCS) expects to serve 22 Federal Way residents with all City funding sources and 17 with Federal Way funding. The outcomes for this program include: • Maintaining or increasing the ability for clients to live independently. • Strengthen supportive relationships within neighborhoods for the elderly and disabled_ Since 2001, CCS has received financial support from the City of Federal Way in the amount of $3,000 for the Volunteer Chore Services- program. At the end of 2003, CCS served 14 unduplicated Federal Way residents and provided 579 volunteer chore service hours and by the first quarter of 2004, 9 unduplicated Federal Way residents had been served and 138 volunteer chore service hours were provided. Volunteer Chore Service hours in the first quarter are slightly low because the hours very seasonally. During the winter months it is traditionally slower. CCS anticipates their volunteer chore hours increasing during the spring and summer months. 3. Capacity of Applicant (track record and experience, ability to manage and/or secure long- term operating support) Catholic Community Services has administrative oversight of the Volunteer Chore Services (VCS) program in all but 4 Washington state counties. This program has been providing chore services for over 23 years and there is no other program like it in the area. _ The VCS program has strong community connections among the faith -based groups, service organizations and other providers. Staff for the program has significant experience working in human services, advocacy and other social/health service fields. 4. Fiscal Evaluation (including appropriate funding sources, cost-effectiveness, realistic expenditure levels) Federal Way % of total- budget: 1 Federal Way % of total clients: 3% 2005 Program Revenue Sources Federal Way CDBG $ 0 Federal Way General Fund $ 5,000 Other Federal $ 0 State $227,727 King County $ 25,714 Other Cities $ 36,000_ = United'Way of Kin -'County . $ 16,200 Fundraising/Grants/other 74,000 = TOTAL PROGRAM COST $ 384,641: Based on program revenue sources, the budget appears realistic and the -agency has the appropriate revenue sources and diversified funding base to effectively run the program: Catholic. Community Services. (CCS) -is requesting a 3% increase in funding -to enable the agency -to keep pace. with the increase in salaryand health care costs for their employees. In addition, the = Volunteer Coordinator position became a full-time position earlier this year. Increasing the "hours of this position ensures better management and implementation of the program. In addition to the City of Federal Way, CCS is seeking support from the cities of Auburn, -Burien, Kent, Renton, SeaTac and Tukwila. At the time this report was written, the City of Kent Human Services Commission final recommendation was to fully fund the Volunteer Chore Services program. The other cities mentioned are currently conducting their application review process and have not made any final award recommendations. It anticipated that these cities will complete their process in the next couple of months. B-54 8 2 5. Use of Volunteers and Community Coordination CCS uses over 200 volunteers who provide year around assistance to their transitional housing and shelter projects and assist with transportation, in-kind donations, clerical work, budgeting advice to clients, housing repair and parenting skills. In addition, CCS works with volunteers from AmeriCorps VISTA, Washington Reading Corps and Quest to assist with program development and building capacity within the Volunteer Chore Services program. 6. Ability to serve diverse populations The agency has .the -ability to service a diverse population. Other issues/concerns/questions: There are no issues or concerns with this program. STAFF RECOMMENDATION AND RATIONALE Staff recommends that CCS be considered for funding in the upcoming 2005-2006 funding round. This decision is based on several factors: • The Volunteer Chore Services program has an established track record in the community and there is no other program like it among other human service agencies. • The program provides assistance to a client in their home allowing accessible access to receive chore services. • The agency -has the staff expertise to effectively manage the day-to-day operations of the program. • CCS has demonstrated a successful track record in consistently meeting or exceeding their performance goals and outcomes. 0 ,(_ CITY OF FEDERAL WAY CITY COUNCIL PARKS, RECREATION, HUMAN SERVICES, AND PUBLIC SAFETY COMMITTEE Date: September 3, 2004 From: Kelli O'Don ell C BG CoordinatorG� Via: David Mo ty anager Subject: Cancellation f 2004 CDBG Award to Federal Way Community Caregiving Network (FW CN) for Improvements to FUSION Transitional Housing Units and Reallocation of Funds per the 2004 Contingency Plan Background: The City received notification from FUSION that they are not able to utilize their 2004 Community Development Block Grant (CDBG) award of $24,640 for the rehabilitation of transitional housing units. The attached memorandum to the Human Services Commission includes background information and a copy of the 2004 CDBG Contingency Plan that was adopted on September 16, 2003. Funds from the cancellation of the FUSION project are proposed to be reallocated per the 2004 CDBG Contingency Plan. Capital funds would be allocated to the King County Housing & Community Development Federal Way Housing Repair Program ($17,625); and, the Children's Therapy Center for the Bridge to the Brighter Future Project ($7,015) as outlined in the 2004 CDBG Contingency Plan. The second project is nearing completion. If Children's Therapy Center is not able to utilize any portion of this award, remaining funds would also be allocated to the Federal Way Housing Repair Program. Public Notice has been given of the proposed cancellation of the 2004 CDBG project and the reallocation of CDBG funds. As required by the King County Consortium, a public hearing is scheduled to be held at the September 21, 2004 City Council meeting prior to Council consideration of any action on this matter. Commission Recommendation: At the April 16, 2004, Human Services Commission meeting the Commission recommended that the City Council cancel the 2004 allocation to the Federal Way Community Caregiving Network FUSION Rehab project, CDBG Project #C04129 in the amount of $24,640, and further recommended that these funds be reallocated, per the 2004 CDBG Contingency Plan, to the King County Housing and Community Development Federal Way Housing Repair Program (C03633 & C03519) in the amount of $17,625; and, the Children's Therapy Center for the Bridge to a Brighter Future Project (CO2783) in the amount of $7,015. Should the Children's Therapy Center project be unable to utilize the full $7,015, remaining funds will be allocated to the King County Housing and Community Development Federal Way Housing Repair Program (C03633 & C03519). Committee Recommendation: r ., I move to recommend the cancellation of the 2004 CDBG allocation to the Federal Way Community Caregiving Network FUSION Rehab project, in the amount of $24,640, and further recommend that these funds be reallocated per the 2004 CDBG Contingency Plan. This recommendation is be considered by the full City Council at the September 21, 2004, meeting following a public hearing on the matter. APPROVAL OF COMMITTEE REPORT: Committee Chair Committee Member Committee Member L d CITY of Federal Way MEMORANDUM DATE: August 9, 2004 TO: Human Services Commission FROM: Kelli O'Donnell, CDBG Coordinat SUBJECT: Cancellation of 2004 CDBG Award to Federal Way Community Caregiving Network (FWCCN) for Improvements to FUSION Transitional Housing Units and Reallocation of Funds per the 2004 Contingency Plan The City of Federal Way allocated $24,640 to the Federal Way Community Caregiving Network (FWCCN) for Improvements to FUSION Transitional Housing Units as part of Federal Way's 2004 CDBG Program. The applicant has cancelled the project due to the extensive federal requirements that would be triggered by the project (Attachment 1). Staff recommends reallocating the $24,640 of CDBG capital funds in accordance with the 2004 Contingency Plan (Attachment 2). The first $17,625 would be allocated to King County Housing and Community Development for the Federal Way Housing Repair Program and the remaining $7,015 would be allocated to the Children's Therapy Center for the Bridge to a Brighter Future Project. The Children's Therapy Center project is in its final stages and the applicant expects to be able to utilize the funds to complete the project. If Children's Therapy Center were not able to utilize the entire $7,015, any remaining funds would be allocated to King County Housing and Community Development for the Federal Way Housing Repair Program. Transferring CDBG funds requires official action by the City of Federal Way including a public hearing and a 14 -day public comment period. Proposed Motion: I move that the Human Services Commission recommend that the City Council cancel the 2004 allocation to the Federal Way Community Caregiving Network FUSION Rehab project, CDBG Project #C04129 in the amount of $24,640, and further recommends that these funds be reallocated per the 2004 CDBG Contingency Plan to the King County Housing and Community Development Federal Way Housing Repair Program (C03633 & C03519) in the amount of $17,625 and the Children's Therapy Center for the Bridge to a Brighter Future Project (CO2783) in the amount of $7,015. Should the Children's Therapy Center project be unable to utilize the full $7,015, remaining funds will be allocated to the King County Housing and Community Development Federal Way Housing Repair Program (C03633 & C03519). Please contact me at (253) 661-4153 or,kellio@fedway.org if you have any questions regarding the above item. Page 1 of 1 Kelli ODonnell - FUSION, CDBG grant — Attachment 1 From: "Beverly L Kim" <beverlylkim@hotmail.com> To: <kelli.odonnell@ci.federal-way.wa.us>, <Mary.Burki@metrokc.gov> Date: 7/20/2004 5:48 PM Subject: FUSION, CDBG grant CC: "Schuler, Rose" <roseschuler@comcast.net>, "Adams, Ruth" <ruthanna@harbornet.com>, "Anderson, Dail" <peteandersonl@msn.com>, "Barsness, Kristin (Tacoma)" <kristinbarsness@chi west. com>, "Berlin, Laura" <Ilberlin@comcast.net>, "Branlund, Sandy" <branlund2@comcast.net>, "Buhler, Anne" <buhlera@comcast.net>, "Castellar, Evelyn" <EvelynC@Intellipass.com>, "Fuller, Carol" <fullers5@hotmail.com>, "Goetz, Debbie" <debbie.goetz@federalwayfire.org>, "Halbmaier, Patti" <halbyl@comeast.net>, "Huff, Betty" <bbhuff@comcast.net>, "Kim, Beverly" <beverlylkim@hotmail.com>, "LaPorte, Peggy & Dennis" <laporte2@ix.netcom.com>, "Mason, Candyce" <masraw@uswest.net>, "Short, Donna" <DShort5761@aol.com>, "Sowell, Judy" <judysowell@hotmail.com>, "Storrar J Gerry" <gstorrar@juno.com> b .• Dear Kelli and Mary, On behalf of the FUSION Board of Directors, please accept our sincere thanks for your efforts. After long consideration of your encouragement and advice, I am writing to advise you that we have decided to withdraw from the CDBG funding process. Although we are approved for funding for $26,000+ for 2004, we have found the process to be much more complicated and cumbersome than we ever expected. And, we are concerned about the process which results in our housing units being closed for such a long period of time. In a nutshell, we have struggled to fulfill the administrative requirements and discovered that we are just not a "good fit." We apologize for any inconvenience and extra time involved thus far. We've always appreciated the support from King county and the City of Federal Way and thank you again for your attempts to help FUSION. Sincerely, Beverly Kim, President FUSION Board of Directors file://C:\Documents%20and%20Settings\default\Local%20Settings\Temp\GW)00002.HTM 8/10/2004 Adopted 09/16/03 is CITY OF FEDERAL WAY Attachment 2 — 2004 CDBG CONTINGENCY PLAN .ie allocation process for 2004 Community Development Block Grant (CDBG) funds is based upon an estimate of Federal Way's 2004 CDBG funds. The City will not know its exact grant amount until after Congress passes the HUD Appropriation Bill. This is expected to occur by December 2003. For this reason, the allocation process includes a contingency plan. The plan allows for adjustment up or down based upon the final grant amount. SHOULD THE GRANT AMOUNT INCREASE OR ADDITIONAL FUNDS BECOME AVAILABLE: Capital Projects -- The City will apply the increase in the amount of CDBG capital funds as follows: 1. Additional capital funds available, up to $17,625, will be allocated to the King County Housing & Community Development Federal Way Housing Repair Program; and 2. Additional capital funds available, up to $10,000, will be allocated to the Children's Therapy Center for the Bridge to a Brighter Future Project; and 3. Additional capital funds available, up to $1,104, will be allocated to Federal Way Community Caregiving Network for the FUSION Transitional Housing Program for Women & Their Children; and 4. Additional capital funds available, up to $100,000, will be allocated to King County Housing and Community Development for the Federal Way Housing Repair Program; and 5. If additional capital funds are received, funds will be carried over to the 2005 CDBG program year unless the Human Services Commission requests new applications for funds and/or additional Council action is taken to allocate funds. Public Service Programs - The City will apply the increase in the amount of CDBG public service funds as follows - 1. The first $5,000 of additional funds available will be allocated to Federal Way Youth and Family Services, Family Support Program to increase the Russian Family Advocate services; and 2. The second $5,000 of additional funds available will be allocated to Big Brothers Big Sisters of King and Pierce Counties, Federal Way Mentoring Program; and 3. Any additional public service funds received will be allocated proportionately to the public service programs recommended for funding in 2004 up to their requested level of funding. These programs are: Big Brothers Big Sisters of King and Pierce Counties, Federal Way Mentoring Program; Catholic Community Services, Katherine's House Transitional Housing for Homeless -Single Women in Recovery; Elder -Health Northwest, Connection Adult Health Care; Federal Way Norman Center YMCA, CARES Program; Institute for Family Development, PACT; MultiCare Health System, Adult Day Health Auburn; and 4. If additional public service funds are received, funds will be carried over to the 2005 CDBG program year unless Human Services Commission requests new applications for funds and/or additional Council action is taken to allocate funds. 464 Page 1 of 2 L _q 09/16/03 CITY OF FEDERAL WAY 2004 CDBG CONTINGENCY PLAN Planning and Administration - The City will apply the increase in the amount of CDBG planning and administration funds as follows: 1. Any additional funds for planning and administration activities will be allocated to Planning and Administration to cover administrative costs for Federal Way's CDBG program; and 2. Additional funds not needed for administration of Federal Way's CDBG program will be applied toward the costs of additional planning activities consistent with the King County Consortium Consolidated Housing and Community Development Plan; and 3. Additional funds received not needed for planning and administration activities will be allocated to capital projects in accordance with the priority order listed above. SHOULD THE GRANT AMOUNT DECREASE: Capital Projects - The City will decrease the amount of CDBG funds allocated for capital projects as follows: 1. Any unallocated capital funds available will be decreased before reductions are made to specific projects. 2. Decreases will be made to 2004 CDBG Capital Projects in proportion to the percentage decrease in grant funds except for the Boys and Girls Club of King County Federal Way Youth Development Center Project; the Boys and Girls Club of King County Federal Way Boys and Girls Club Outdoor Playground Construction; and, Multi -Service Center Employee Development Services Project. The following projects will be reduced proportionately: Abused Deaf Women's Advocacy Services (ADWAS) A PI, of Our Own Project; Birth to Three Development Center Acquisition of Parent and Program Support Services Building Project; Children's Therapy Center The Bridge to a Brighter Future Project; Federal Way Community Caregiving Network FUSION Transitional Housing Program for Women and Children Project; King County Housing and Community Development Federal Way Housing Repair Program; and, Multi -Service Center Garden Park Apartments. Public Service Programs -- The City will decrease the amount of CDBG funds allocated for public service programs as follows: Decreases will be made to all public service programs in proportion to the percentage decrease in grant funds until they reach the $5,000 minimum funding level. These programs are: Big Brothers Big Sisters of King and Pierce Counties, Federal Way Mentoring Program; Catholic Community Services, Katherine's House Transitional Housing for Homeless Single Women in Recovery; Community Health Centers of King County, Federal Way Dental Access; Elder -Health Northwest, Connection Adult Health Care; Emergency Feeding Program, Federal Way Emergency Feeding Program; Federal Way Norman Center YMCA, CARES Program; Federal Way Senior Center, Adult Day Cagre; Mstitute for Family Development, PACT; MultiCare Health System, Adult Day Health -Auburn. Planning and Administration -- The City will decrease the amount of CDBG funds allocated for CDBG planning and administration as follows: 1. Funds for additional planning activities will be reduced first; then 2. Funding for CDBG administrative activities will be decreased. i Page 2 of 2 L-5 #4 City of Federal Way CITY COUNCIL PARKS, RECREATION, HUMAN SERVICES, AND PUBLIC SAFETY To: Parks, Recreation, Human Services & Public Safety Council Committee From: Anne Kirkpatrick, Chief of Police Via: David Mos ny nager Date: September 13, 2004 Subject: 2004 Local Law Enforcement Block Grant (LLEBG) Background: Since our commencement in October 1996, The Department of Public Safety has had the good fortune to benefit from several Local Law Enforcement Block Grant (LLEBG) awards administered by the Bureau of Justice Assistance (BJA). In 2004, the BJA announced they appropriated $115 million in grant funding to local law enforcement agencies. The City of Federal Way Department of Public Safety was identified as being eligible for $25,916. The application period for the 2004 LLEBG opened June 28, 2004 and closed July 23, 2004. On June 30, 2004, the Department of Public Safety submitted an application for the 2004 LLEBG. On July 9, 2004, the Bureau of Justice Assistance approved our 2004 LLEBG application. On July 20, 2004 the BJA approved the Department's 2004 LLEBG award: Federal Award $23,324 Local Match $ 2,592 2004 LLEBG Award Total $25,916 On July 27, 2004, the Finance, Economic Development, and Regional Affairs Committee accepted the 2004 LLEBG and forwarded the grant to full City Council for consideration. A public hearing was held during the August 3, 2004 City Council meeting in regards to the proposed use of 2004 LLEBG funds. At this time, the specificity of equipment and technology directly related to law enforcement was not identified due to the inability to gather a citizen advisory board prior to the hearing. During this same meeting, City Council approved the resolution and authorized acceptance of the 2004 LLEBG. A citizen advisory board made up of members from various organizations met on August 16, 2004, and discussed and recommended the following use of 2004 LLEBG funds: Laptop computers (4) - 5 laptop computers were purchased with 1996 LLEBG monies. Technological advances have made these laptop computers obsolete. The new laptop computers will be utilized in Administrative Services, Criminal Investigations Section, and Training. o Estimated cost - $1,500 / each = $6,000 Projector —To be utilized with above laptops for training / presentations. o Estimated cost - $2,000 • Tasers X-26 (10) —New generation Tasers o Estimated cost - $800 /each =$8,000 • Laptop computer with CAD, projector, audio/video/DVD system in Patrol Briefing Room and the conference room in CIS o Estimated cost - $4,000 / each = $8,000 Estimated Sub Total Equipment Purchase = $24,000 Estimated Tax @ .08 $ 1,920 Estimated Total $25,920 Maintenance and Operation Estimate: Replacement Reserve on (4) laptops ($6,000), Projector ($2,000), and systems in Patrol and CIS ($8,000) = $18,000. Five-year replacement schedule = $3,600 / year. M&O and licensing — one additional laptop ($1,000 / year) Total M&O $1,000 + Replacement Reserves ($3,600) = $4,600 / year. Recommend associated costs be covered by current replacement reserves for equipment identified in budget ($49,000). In 1996, the Department of Public Safety utilized monies from a LLEBG to purchase laptop computers. At the time, no replacement schedule had been established. In 2004, the Department of Public Safety is still utilizing 1996 technology and these laptop computers have very limited e. use. The new generation X-26 Tasers will assist the department in its quest to outfit every commissioned and PSO with a Taser. The department was -able to benefit with the purchase of 10 X-26 Tasers from the 2003 LLEBG. The laptop computer with CAD, projector and other audio/video/DVD equipment would not only expand the number of available training / presentation rooms within the department, it would also allow real time monitoring of incidents occurring within the City. The Department of Public Safety's objective is to provide additional community safety by continuing to incorporate technology in an effort to gain the greatest advantage for law enforcement. The 2004 LLEBG award will continue provide the means needed to equip Federal Way Police Officers with an innovative resource COMMITTEE ACTION: Motion to approve the purchase of identified equipment/technology recommended by the 2004 LLEBG citizen advisory board, and forward to full Council on September 21, 2004, for consideration. APPROVAL BY COMMITTEE: Committee Chair Committee Member Committee Member -C)—Z 5.G-7 CITY OF FEDERAL WAY PARKS, RECREATION AND CULTURAL SERVICES MEMORANDUM Date: September 8, 2004 To: PRHSPS Council Committee From: Kurt Reuter, Rark O�Zanager ations Superintendent Via: David 14ele i Subject: King County ark Maintenance Proposal Background: The City received the attached draft proposal from King County for the City to take over title to five local County parks in the City's PAA. The proposed parks are Bingamon Pond, Camelot Park, Five Mile Lake Park, Lake Geneva Park, and South King County Ballfields. In exchange for taking on permanent ownership and maintenance responsibility over these five parks, King County would provide $312,271 for one year's operations. While the Parks Commission recognized the long-term benefit for taking control of open space, their concerns focused on the financial liability of taking over maintenance of property outside the City limits paid for by the citizens of Federal Way with no assurance that the property would be annexed. Commission Recommendation: The Parks and Recreation Commission reviewed the proposal at its September 2, 2004 meeting. They voted to reject this proposal in its current form and ask that it be placed on the September 13, 2004 PRHSPS Council Committee meeting agenda with a recommendation to reject the proposal. They also requested staff continue to have dialogue with King County on this subject. Committee Recommendation: Motion to accept the Parks Commission recommendation for City Council to reject the proposal by King County to assume maintenance and operation responsibilities for the five King County Park facilities located in the Federal Way Potential Annexation Area, and to place this item on the September 21, 2004 Regular Council Meeting Consent Agenda. APPROVAL OF COMMITTEE REPORT: Committee Chair Committee Member_ Committee Member F -i .,r- ki-T U'*=UUP maren Keed 206-932-6830 P•2 VIA FACSIMILE August 2, 2004 David Moseley City Manager City of Federal Way 33530 First Way 2 Federal Way WA, 98003 RE: Proposal to City for Cash in Exchange for City taking Title to Five Local County Parks Dear David: Thank you for your email today regarding this idea. Please give me a call at your convenience; as noted, I am in town through Wednesday of this week, back again Friday the 13`x. In sum, the DRAFT PROPOSAL from the County to the City is that in exchange for the City taking title to all five of the local County parks in the City's PAA, specifically: • Bingamon Pond Camelot Park + Five Mile Lake Park • Lake Geneva Park • South King County Ballfields the County will pay the City a lump sum of $312,271, calculated based on the following: Item Amount lump sum equivalent to one year's direct $204,000 County o eratin cost no overhead Cost of purchasing equipment County uses $23,850 care for these sites(less rolling stock) Small equipment replacement and rolling $44,421 stock contribution and office space cost (office at park) that County would pay to support these facilities for one year Cost of adding a lifeguard to 5 Mile Park $40,000 for one year TOTAL $312,271 1 P-2 Aug 02 04 04:08p Karen Reed 206-932-6830 p,3 In addition, the County would provide transitional assistance for six months from the date of transfer in form of an employee familiar with the operations of these five parks, a cost to the County of approximately $38,000. Other basic terms and conditions of the transfer would be similar to the pool transfer interlocal agreements. Thank you for your consideration. Siny, Karen Reed Attachment: cost and revenue data from County Parks Division 2 Rug 02 04 04:08p Karen Reed 206-932-6830 p.4 Parks Department Direct Operating Costs, Recorded on Financial Reports' Purchase Value Additional Associated 2004 Costs' Bingatnon Pond 3,879 8,251 800 4,281 4,848 ,ATV Gator i SUMn Cost$ (included - _ 10,421 _ _ $ 250 Camelot Park 6,833 5,975 6,007 2,295 400 SuMoxt Costs (includ - - 1,183 400 Five Mile Lake Park 102,620 • 115,501 78,790 96,996 Total Costsincl 12,282 19,572 1,821 - Lake Geneva Park 45,170 25;142 26,074 60,192 SUPpCWt Costs included 5,9241 2.2341 1,562 - South King County Ballfields 125,351 71,5431 90,020 138,667 6,,,.,h.r i-- r.., t. a OM I 29ill 10.674 - 1 Grand Totals $283.8531$ 226,412 1 $205,1721 $302,9981 Equipment for Sites2 Purchase Value Additional Associated 2004 Costs' ,Power Washer 1 $ 800 office $ 13,000 ,ATV Gator i $ 12,000 Small Egaip Rplcmnt $ 10,421 14" Chainsaw 1 $ 250 Rolling sto& RntVRpr $ 21,000 Weedeater 2 $ 400 Backpack blower 2 $ 400 Field Groomer 1 $ 10,000 Total $ 23,850 Total $ 44,421 Federal Way UGA Parks Revenues 2002 Actual 2003 Actual 2004 Anticipated 5 Mile Park $ 13,035 $ 15,667 $ 17,014 So ling County Ballfields $ 5,773 $ 11,061 $ 11,204 Lake Geneva $ 1,879 $ 3,072 $ 3,428 Totals $ 20,687 $ 29,800 $ 31,646 MOTES 1 These figures do not include direct costs that are not recorded in the financial reports on a facility basis, nor indirect costs (administrative overhead). 2 These are estimates of equipment that is used and kept at these five facilities, and might need to be purchased by an entity maintaining the facilities. 3 Estimates of annual costs associated with the office at 5 Mile Park, small equipment replacement and vehicles. 4 Estimates do not reflect division savings associated with facilities (this requires a separate analysis)_ 5 Support costs include ad hoc emergency or unplanned maintenance billed to the site 6 Costs vary from year to year according to both planned maintenance activites that happen periodically, as well as unplanned, emergency/preventative maintenance needs. 7 2004 Planned costs are estimates based on Jan -May actuals and assessment of pending work orders and site management plans, per 2004 adopted budget.