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2019-02-20 DOCKET III--FY2018-2019General Applicant Information Applicant Organization: No. of Board Members: Year Founded:Type of Organization: Amount Requested:Recommended Amount: Annual Budget: Brief Narrative description of the organization Organizational strengths: Type of support requested: ___ General Operating ___ Project/Program First Time Applicant Returning Grantee Prev. Award amount: ___ Audit/IRS Form 990 (dated: _____ / ____ / _____ ) ___ Organizational Budget How does the proposal align with the goals of the Fund? governmental landscape: Description of the proposal to which funds would apply Age Range: Gender: Race/Ethnicity: Economic Status: Family Type: Military Status: Sexual Orientation: Other (specify): ___ Proposal Budget Are there any activites planned to acknowledge VCF as a funder of this project/program/organization? What previous projects has the applicant successfully implemented? Date: _____ / ____ / ______Signed: ___________________________________ Fund this proposal? ___ Yes ___ No Recommended Amount: List any forseeable challenges that the applicant may encounter in the implementation of this proposal or in general: 1 / 4 Fill out Application Form Created: 10/18/2018 • Last updated: 10/22/2018 * Name of Organization Family Health Care Centers of Greater Los Angeles, Inc. (FHCCGLA) * Organization Phone 562-776-5014 * Organization Email rvilla@fhccgla.org Organization website address, if any http://www.fhccgla.org/ * Name of Authorized Representative (Last Name, First Name) Villa, Raquel Title of Authorized Representative Chief Executive Officer * Organization Founding Date/Date of Incorporation 04/1926 * Organization Type Community-based (Health/Human Services) Other, please specify...: Community Health Center ORGANIZATIONAL INFORMATION *Indicates required field * Organization Address Street 6513 S. Garfield Ave. City/Town Bell Gardens State California Country United States 2 / 4 * Service Area Bell Boyle Heights Commerce Huntington Park Maywood Vernon What number of non-duplicate individuals directly benefit from your services? More than 200 What amount of the individuals specified above are located in the cities identified by the Vernon CommUNITY Fund? More than 200 What age group(s) benefit the most from your services? Children and Youth (ages 0 -14) Adolescents (ages 15 -17) Teens and Young Adults (ages 15 – 20) Adults (ages 21 – 54) Seniors (ages 55 and up) * Name of Executive Director (Last Name, First Name) Villa, Raquel SERVICE DETAILS STAFF DETAILS List of Executive Staff/Volunteer Leadership (Attachment) Biographies should include a brief description of current employment, community service and current and former board appointments https://jemmottrollinsgroup.fluidreview.com/resp/19829277/85TToEy4fR/ 3 / 4 *Grant Amount: Please specify the amount of grant funds being requested. 28,200 Executive Staff/Volunteer Leadership biographies (Text) You may alternatively choose to type biographies directly instead of attaching a separate document. Please specify titles and organizational involvement. File uploaded List of Board Members (Attachment) Biographies should include a brief description of current employment, community service and current and former board appointments https://jemmottrollinsgroup.fluidreview.com/resp/19829277/fqskNUvQvb/ List of Board Members (Text) You may alternatively choose to type biographies directly instead of attaching a separate document. File uploaded FINANCIAL INFORMATION List of Income Sources (For example: grants, earned income, individual donations) General Support: Patient Revenue, $5,393,262 HRSA - Community Health Center Grant, $2,933,524 Project Support: HRSA-Capital, $32,944 pending ($14,576 will support the Maywood kiosk project, the remaining funds will be for kiosks at our other clinic). * Most recent audit and/or 990. (Please attach) https://jemmottrollinsgroup.fluidreview.com/resp/19829277/nOnxuvHAF5/ * Current organization budget (Please attach) https://jemmottrollinsgroup.fluidreview.com/resp/19829277/8THAFUPkXp/ 4 / 4 * What percentage of your organization budget will the requested funds represent? 0 * Are you requesting funding for a specific project? Yes Name of Financial Institution (No response) Address of Financial Institution (No response) Phone Number of Financial Institution (No response) Name of Fiscal Sponsor (if applicable) (No response) Fiscal Sponsor Address (if applicable) (No response) Fiscal Sponsor Phone (if applicable) (No response) Fiscal Sponsor Email (if applicable) (No response) Fiscal Sponsor Website (if applicable) (No response) Does your organization have a current certificate of general liability insurance? Yes Proposed budget for requested funds How will the organization specifically utilize grant funds? (Please attach) https://jemmottrollinsgroup.fluidreview.com/resp/19829277/GDDLZKJB1h/ FAMILY HEALTH CARE CENTERS OF GREATER LOS ANGELES, INC. FINANCIAL STATEMENTS JUNE 30, 2017 FINAL DRAFT CONTENTS INDEPENDENT AUDITORS’ REPORT 2 - 4 FINANCIAL STATEMENTS Statement of Financial Position 5 Statement of Activities and Changes in Net Assets 6 Statement of Functional Expenses 7 Statement of Cash Flows 8 Notes to Financial Statements 9 - 23 SUPPLEMENTARY INFORMATION Schedule of Expenditures of Federal 24 REPORTS REQUIRED BY THE UNIFORM GUIDANCE Independent Auditors’ Report on Internal Control over Financial Reporting and on Compliance and Other Matters Based on an Audit of Financial Statements Performed In Accordance with Government Auditing Standards 25 –26 Independent Auditors’ Report on Compliance for Each Major Program and On Internal Control Over Compliance Required by The Uniform Guidance 27 –29 Schedule of Findings and Questioned Costs 30 –32 Summary Schedule of Prior Audit Findings 33 Guzman & Gray Certified Public Accountants 4510 East Pacific Coast Highway, Suite 270 Mark Gray, C.P.A. Long Beach, California 90804 Patrick S. Guzman, C.P.A. (562) 498-0997 Fax: (562) 597-7359 INDEPENDENT AUDITORS’ REPORT To the Board of Directors of Family Health Care Centers of Greater Los Angeles, Inc. Report on Financial Statements We have audited the accompanying financial statements of Family Health Care Centers of Greater Los Angeles (a non-profit organization), which comprise the statement of financial position as of June 30, 2017, and the related statements of activities and changes in net assets, statement of functional expenses and cash flows for the year then ended, and the related notes to the financial statements. Management’s Responsibility for the Financial Statements Management is responsible for the preparation and fair presentation of these financial statements in accordance with accounting principles generally accepted in the United States of America; this includes the design, implementation, and maintenance of internal control relevant to the preparation and fair presentation of financial statements that are free from material misstatement, whether due to fraud or error. Auditors’ Responsibility Our responsibility is to express an opinion on these financial statements based on our audit. We conducted our audit in accordance with auditing standards generally accepted in the United States of America. Those standards require that we plan and perform the audit to obtain reasonable assurance about whether the financial statements are free from material misstatement. An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in the financial statements. The procedures selected depend on the auditor’s judgment, including the assessment of the risks of material misstatement of the financial statements, whether due to fraud or error. In making those risk assessments, the auditor considers internal control relevant to the entity’s preparation and fair presentation of the financial statements in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the entity’s internal control. Accordingly, we express no such opinion. An audit also includes evaluating the appropriateness of accounting policies used and the reasonableness of significant accounting estimates made by management, as well as evaluating the overall presentation of the financial statements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our audit opinion. 2 FINAL DRAFT INDEPENDENT AUDITORS’ REPORT (Continued) Opinion In our opinion, the financial statements referred to above present fairly, in all material respects, the financial position of Family Health Care Centers of Greater Los Angeles, Inc. as of June 30, 2017, and the changes in its net assets and its cash flows for the years then ended in accordance with accounting principles generally accepted in the United States of America. Other Matters Other Information Our audit was conducted for the purpose of forming an opinion on the financial statements as a whole. The accompanying schedule of expenditures of federal awards, as required by Title 2 U.S. Code of Federal Regulations Part 200, Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards, is presented for purposes of additional analysis and is not a required part of the financial statements. Such information is the responsibility of management and was derived from and relates directly to the underlying accounting and other records used to prepare the financial statements. The information has been subjected to the auditing procedures applied in the audit of the financial statements and certain additional procedures, including comparing and reconciling such information directly to the underlying accounting and other records used to prepare the financial statements or to the financial statements themselves, and other additional procedures in accordance with auditing standards generally accepted in the United States of America. In our opinion, the information is fairly stated, in all material respects, in relation to the financial statements as a whole. 3 FINAL DRAFT INDEPENDENT AUDITORS’ REPORT (Continued) Other Reporting Required by Government Auditing Standards In accordance with Government Auditing Standards, we have also issued our report dated April 2, 2018, on our consideration of Family Health Care Centers of Greater Los Angeles, Inc.’s internal control over financial reporting and on our tests of its compliance with certain provisions of laws, regulations, contracts, and grant agreements and other matters. The purpose of that report is solely to describe the scope of our testing of internal control over financial reporting and compliance and the results of that testing, and not to provide an opinion on the effectiveness of the Family Health Care Centers of Greater Los Angeles, Inc.’s internal control over financial reporting or on compliance. That report is an integral part of an audit performed in accordance with Government Auditing Standards in considering Family Health Care Centers of Greater Los Angeles, Inc.’s internal control over financial reporting and compliance. GUZMAN & GRAY Long Beach, CA April 2, 2018 4 FINAL DRAFT CURRENT ASSETS Cash and cash equivalents 1,888,571$ Patient accounts receivable, net 507,473 Grants receivable 407,739 Inventory 55,927 Prepaid expenses and deposits 127,540 2,987,250 FIXED ASSETS, net 4,043,223 OTHER ASSETS Loan costs, net 9,853 TOTAL ASSETS 7,040,326$ CURRENT LIABILITIES Accounts payable 78,179$ Accrued expenses 429,189 Accrued payroll and related liabilities 286,895 Deferred income 3,801 Notes payable 278,746 1,076,810 LONG TERM LIABILITIES Notes payable 2,157,356 TOTAL LIABILITIES 3,234,166 NET ASSETS Unrestricted 3,731,160 Temporarily restricted 75,000 TOTAL NET ASSETS 3,806,160 TOTAL LIABILITIES AND NET ASSETS 7,040,326$ 5 FAMILY HEALTH CARE CENTERS OF GREATER LOS ANGELES, INC. STATEMENT OF FINANCIAL POSITION JUNE 30, 2017 ASSETS LIABILITIES AND NET ASSETS See independent auditors' report and notes to financial statements FINAL DRAFT TEMPORARILY UNRESTRICTED RESTRICTED TOTAL 5,310,911$ 5,310,911$ Grants and contributions 2,631,967 75,000$ 2,706,967 Incentive revenue 231,205 231,205 Program facility usage 205,236 205,236 Inkind contributions 78,513 78,513 Other 202,670 202,670 Net assets released from restrictions 300,000 (300,000) TOTAL SUPPORT AND REVENUES 8,960,502 (225,000) 8,735,502 Clinical services 6,236,108 6,236,108 Management and general 1,205,624 1,205,624 Fundraising 32,400 32,400 TOTAL EXPENSES 7,474,132 7,474,132 CHANGE IN NET ASSETS 1,486,370 (225,000) 1,261,370 BEGINNING NET ASSETS 2,244,789 300,000 2,544,790 ENDING NET ASSETS 3,731,159$ 75,000$ 3,806,160$ 6 FAMILY HEALTH CARE CENTERS OF GREATER LOS ANGELES, INC. STATEMENT OF ACTIVITIES AND CHANGE IN NET ASSETS FOR THE YEAR ENDED JUNE 30, 2017 SUPPORT AND REVENUE EXPENSES See independent auditors' report and notes to financial statements contractual allowances and discounts Patient service revenue, net of FINAL DRAFT FUNDRAISING TOTAL EXPENSES Salaries 3,334,639$ 664,671$ 3,999,310$ Payroll taxes 305,236 56,631 361,867 Employee benefits 370,263 63,023 433,286 4,010,138 784,326 4,794,463 Professional fees 267,310 133,658 32,400$ 433,368$ Laboratory 234,704 234,704 Pharmaceuticals 110,644 110,644 Medical supplies 98,309 98,309 Dental supplies 30,212 30,212 Office supplies 87,839 27,871 115,710 Optometry supplies 15,488 15,488 Other supplies 40,317 3,881 44,198 Equipment maintenance, rentals ----and repairs 23,843 3,455 27,298 Software maintenance 155,197 27,795 182,992 Building Repair and maintenance 90,644 1,058 91,702 Education and training 8,791 4,502 13,293 Insurance 74,042 74,042 Rent 168,008 168,008 Utilities 62,375 6,449 68,824 Taxes and licenses 46,560 19,640 66,200 Telephone and communication 129,126 4,367 133,492 Postage, shipping and delivery 31 11,347 11,379 Recruitment and advertising 43,584 449 44,033 Dues and subscriptions 37,030 609 37,639 Printing and publication 7,056 4,845 11,901 Interest 91,142 37,405 128,547 Travel, conference and meetings 8,235 24,534 32,768 Medical waste disposal 44,030 44,030 Bank charges 3,013 3,013 Miscellaneous 42,894 15,083 57,977 Depreciation and amortization 308,559 91,339 399,898 OTHER EXPENSES 2,225,971 421,298 32,400 2,679,669 TOTAL EXPENSES 6,236,108$ 1,205,624$ 32,400$ 7,474,132$ FAMILY HEALTH CARE CENTERS OF GREATER LOS ANGELES, INC. See independent auditors' report and notes to financial statements 7 STATEMENT OF FUNCTIONAL EXPENSES FOR THE YEAR ENDED JUNE 30, 2017 CLINICAL SERVICES GENERAL AND ADMINISTRATIVE FINAL DRAFT CASH FLOWS FROM OPERATING ACTIVITIES Change in Net Assets 1,261,370$ Adjustment to reconcile change in net assets to net cash from operating activities: 399,898 (Increase) decrease Patient accounts receivable, net (238,126) Grants receivable (375,838) Inventory (12,652) Prepaid expenses and deposits 7,620 Increase (decrease) Accounts payable (78,738) Accrued expenses 132,542 Accrued payroll and related liabilities 26,190 1,122,266 CASH FLOWS FROM INVESTING ACTIVITIES Fixed asset purchases (548,872) Net Cash From Investing Activities (548,872) CASH FLOWS FROM FINANCING ACTIVITIES Repayment of note payable (399,399) Net Cash From Financing Activities (399,399) NET INCREASE IN CASH 173,995 CASH AND CASH EQUIVALENTS AT BEGINNING OF YEAR 1,714,576 CASH AND CASH EQUIVALENTS AT END OF YEAR 1,888,571$ SUPPLEMENTAL DISCLOSURE OF CASH FLOW INFORMATION INTEREST PAID 128,547$ TAXES PAID NONE FAMILY HEALTH CARE CENTERS OF GREATER LOS ANGELES, INC. See independent auditors' report and notes to financial statements 8 STATEMENT OF CASH FLOWS FOR THE YEARS ENDED JUNE 30, 2017 Depreciation and amortization Net Cash From Operating Activities FINAL DRAFT FAMILY HEALTH CARE CENTERS OF GREATER LOS ANGELES, INC. NOTES TO FINANCIAL STATEMENTS JUNE 30, 2017 NOTE 1 – ORGANIZATION Family Health Care Centers of Greater Los Angeles, Inc. (the “Organization”) is a non- profit organization established in 1925 under the laws of the State of California. In 2009, it was initially designated as a Federally Qualified Health Center (FQHC). The purpose of the Organization is to establish, maintain and operate family health care centers in the Greater Los Angeles area. The Organization provides comprehensive services in general medicine, women’s health, diabetes, asthma treatment, immunizations, family planning and community outreach. In addition, the Organization provides health and disease prevention education programs, tobacco cessation education, pediatric services, primary care, preventive health care services, dental services, and counseling services. The Organization receives various grants and contracts from federal and municipal governmental agencies to operate community health center throughout the County of Los Angeles. The Organization focuses on providing low-cost primary health care and behavioral health services, receiving more than 43,000 patient visits per year. Patients are predominantly Latino residents of the Organization’s service area, including immigrants. NOTE 2 -- SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES Funding – The Organization receives funding primarily from government grants, private contributions and grants, and patient service revenue. The Organization receives approximately 30% of its total funding from federal government grants. This funding is recognized as support when grant-purpose services are being performed by the Organization. All federal government grants were funded by the Department of Health and Human Services during the year ended June 30, 2017. Basis of Presentation – The accompanying financial statements have been prepared on the accrual basis of accounting in accordance with accounting principles generally accepted in the United States of America. Net assets and revenues, expenses, gains, and losses are classified based on the existence or absence of donor-imposed restrictions. Accordingly, net assets of the Organization and changes therein are classified and reported as follows: Unrestricted net assets – Net assets that are not subject to donor-imposed stipulations. These assets are available to support the Organization’s activities and operations at the discretion of the Board of Directors. 9 FINAL DRAFT FAMILY HEALTH CARE CENTERS OF GREATER LOS ANGELES, INC. NOTES TO FINANCIAL STATEMENTS JUNE 30, 2017 NOTE 2 – SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (Continued) Temporarily restricted net assets – Net assets which are subject to donor-imposed stipulations that will be met either by actions of the donor and or passage of time, and net assets from non-governmental capital campaign-contributions are reflected as temporarily restricted net assets over the estimated useful lives of the assets acquired. Permanently restricted net assets – Net assets subject to donor-imposed stipulations that requires the corpus be maintained permanently by the Organization. The donors of these assets permit the Organization to use all or part of the income or gains earned on related investments for general (unrestricted) or specific purposes (temporarily restricted). The Organization does not have any permanently restricted funds at year end. Revenues are reported as increases in unrestricted net assets unless use of the related assets is limited by donor-imposed restrictions. Expenses are reported as decreases in unrestricted net assets. Expirations of temporary restrictions on net assets are reported as reclassifications between the applicable classes of net assets. Use of Estimates - The preparation of financial statements in conformity with accounting principles generally accepted in the United States of America (GAAP) requires Management to make estimates and assumptions that affect the reported amounts of assets and liabilities and disclosure of contingent assets and liabilities at the date of the financial statements and the reported amounts of revenue and expenses during the reported period. Actual results could differ from those estimates. Contributions – Contributions are recognized at fair value when the donor makes an unconditional promise to give to the Organization. Contributions that are restricted by the donor are reported as increases in unrestricted net assets if the restrictions expire in the fiscal year in which the contributions are recognized. All other donor-restricted contributions are reported as increases in temporarily or permanently restricted net assets depending on the nature of the restrictions. When a restriction expires, temporarily restricted net assets are reclassified to unrestricted net assets. The Organization uses the allowance method to determine uncollectible unconditional promises to give. The allowance is based on prior years’ experience and Management’s analysis of specific promises made. 10 FINAL DRAFT FAMILY HEALTH CARE CENTERS OF GREATER LOS ANGELES, INC. NOTES TO FINANCIAL STATEMENTS JUNE 30, 2017 NOTE 2 – SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (Continued) Fair Value of Financial Instruments – Financial instruments primarily consist of patient accounts receivable, grants receivable, and interest-bearing notes payable. The Organization estimates that the fair value of its financial instruments at June 30, 2017, do not differ materially from its aggregate carrying value recorded in the accompanying statement of financial position. Considerable judgment is required in interpreting market data to develop the estimates of fair value; and accordingly, the estimates are not necessarily indicative of the amounts that the Organization could realize in a current market exchange. Concentration of Credit Risk – The assets that potentially subject the Organization to concentrations of credit risk consist of cash, patient accounts receivable, and grants receivable. Cash and cash equivalents – For the purpose of reporting cash flows, cash, and cash equivalents include operating cash held in banks, money market funds, and investments with an original maturity of three months or less. The Organization maintains its cash balances in financial institutions, the balances of which may, at times, exceed federally insured limits. Patient Accounts Receivable, Allowances for Contractual, and Bad Debt – Patient accounts receivable are reduced by an allowance for doubtful accounts. In evaluating the collectability of accounts receivable, the Organization analyzes its past history and identifies collection trends for each of its major payer sources of revenue to estimate the appropriate allowance for doubtful accounts and provision for bad debts. Management regularly reviews data related to these major payer sources of revenue in evaluating the sufficiency of the allowance for doubtful accounts. For receivables associated with services provided to patients who have third-party coverage, the Organization analyzes contractually due amounts and provides an allowance for doubtful accounts and a provision for bad debts, if necessary (for example, for expected uncollectible deductibles and copayments on accounts for which the third-party payer has not yet paid, or for payers who are known to be having financial difficulties that make the realization of amounts due unlikely). The carrying value of receivables, net of allowances for doubtful accounts, represents the Organization’s estimated net realizable value. 11 FINAL DRAFT FAMILY HEALTH CARE CENTERS OF GREATER LOS ANGELES, INC. NOTES TO FINANCIAL STATEMENTS JUNE 30, 2017 NOTE 2 – SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (Continued) For receivables associated with self-pay patients (which includes both patients without insurance and patients with deductible and copayment balances due for which third- party coverage exists for a portion of the billings), the Organization records a significant provision for bad debts in the period of service on the basis of its past experience, which indicates that many patients are unable or unwilling to pay the portion of their bill for which they are financially responsible. The difference between the standard rates (or the discounted rates, if negotiated) and the amounts actually collected after all reasonable collection efforts have been exhausted is charged off against the allowance for doubtful accounts. Charity Care – The Organization does not have a specific charity care policy, although as a FQHC, it uses a sliding fee discount schedule for patients without insurance based on Federal guidelines for patients under 200% of the Federal Poverty Guidelines (FPG). For patients under 100% FPG, a nominal fee of $30 is charged. Patient Service Revenue – The Organization recognizes patient service revenue associated with services provided to patients who have third-party payer coverage on the basis of contractual rates for the services rendered. Net patient service revenue is reported at the estimated net realizable amounts from patient, third party payers, and others for service rendered. For uninsured patients that do not qualify for charity care, the Organization recognizes revenue on the basis of its standard rates for services provided (or on the basis of discounted rates, if negotiated or provided by policy). On the basis of historical experience, a significant portion of the Organization’s uninsured patients will be unable or unwilling to pay for the services provided. Retroactive adjustments are accrued on an estimated basis in the period the services are rendered and adjusted in the future periods, as final settlements are determined. Differences between the estimated amounts accrued and interim and final settlements are reported in operations in the year of settlement. Estimated third-party payer settlement amounts included in the accompanying statement of financial position approximate fair value. Medi-Cal charges accounted for approximately 44% of net patient service revenue for the year ended June 30, 2017. 12 FINAL DRAFT FAMILY HEALTH CARE CENTERS OF GREATER LOS ANGELES, INC. NOTES TO FINANCIAL STATEMENTS JUNE 30, 2017 NOTE 2 – SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (Continued) Grants Receivable and Revenue – Grants receivable consists of amounts awarded and due from government agencies and other non-profit organizations under contractual agreements. Management reviews the outstanding grants receivable at year-end, as well as historical bad debt write-offs, and establishes an allowance for estimated uncollectible amounts. Management believes that grants receivable are fully collectible at June 30, 2017; and, as such, no allowance for uncollectible amounts have been recorded. Any unexpended funds are reverted to the grantor at the close of the grant period. The Organization charges any unexpended funds to a loss on settlement, which offsets with net assets released from restrictions in the period in which that determination is made. One governmental grant accounted for approximately 91% of total federal grant revenues for the year ended June 30, 2017. Financial awards from federal, state, and local government entities in the form of grants are subject to special audits. Such audits could result in claims against the Organization for disallowed costs or noncompliance with grantor restrictions. A provision has been made for any potential liabilities that may arise from such audits. Property and equipment – Property and equipment are recorded at cost with the exception of donated equipment, which is stated at fair market value at the date of receipt. The Organization capitalizes all expenditures for property and equipment in excess of $5,000. Depreciation is calculated using the straight-line method over the estimated useful lives of the assets as follows: Building 20 years Building improvements 15 – 20 years Leasehold improvements 15 – 20 years Equipment 5 years Software 5 years Furniture 5 years Amortization for leasehold improvements is recorded on a straight-line basis over the shorter of the estimated useful life of the improvements, usually 15 to 20 years, or the term of the lease for the leasehold improvements. 13 FINAL DRAFT FAMILY HEALTH CARE CENTERS OF GREATER LOS ANGELES, INC. NOTES TO FINANCIAL STATEMENTS JUNE 30, 2017 NOTE 2 – SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (Continued) When property and equipment is retired or otherwise disposed of, the cost and related accumulated depreciation are removed from the accounts, and the resulting gain or loss is credited or charged to operations. Normal repairs and maintenance are expensed as incurred. Expenditures which materially increase the value or extend the useful lives of the assets are capitalized. Management of the Organization assesses the recoverability of property and equipment whenever events or changes in the circumstances indicate that the historical cost carrying value of an asset may no longer be appropriate. The evaluation is performed by determining whether the depreciation and amortization of such assets over their remaining lives can be recovered through projected undiscounted cash flows. The amount of impairment, if any, is measured based on fair value and is charged to operations in the period in which such impairment is determined by Management. To date, Management has not identified any impairment of long-lived assets. There can be no assurance, however, that market conditions will not change or demand for the Organization’s products will continue, which could result in impairment of long-lived assets in the future. Contributed Goods and Services – Contributions of services are recognized in the financial statements if the services enhance or create non-financial assets or require specialized skills and are provided by individuals possessing those skills and would typically need to be purchased if not provided by donation. During the year ended June 30, 2017, the Organization rented a facility from the City of Hawaiian Gardens. This facility is rented for $1 per month on a month-to-month basis. Management has estimated that the fair market value of this rent would have been approximately $33,750, which has been reflected as in-kind revenue and in-kind rents in the accompanying statements of activities and functional expenses, respectively. During the year ended June 30, 2017, the Organization rented a facility from the City of Bell Gardens for the primary care clinic at Bell Gardens High School. This facility is rented for $1 per year. Management has estimated that the fair market value of this rent would have been approximately $44,763, which has been reflected as in-kind revenue and in-kind rents in the accompanying statements of activities and functional expenses, respectively. 14 FINAL DRAFT FAMILY HEALTH CARE CENTERS OF GREATER LOS ANGELES, INC. NOTES TO FINANCIAL STATEMENTS JUNE 30, 2017 NOTE 2 – SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (Continued) Income Taxes - The Organization is a tax-exempt organization under Section 501(c)(3) of the Internal Revenue Code and the corresponding provisions of the California Revenue and Taxation Code. Accordingly, no provision for income taxes is included in the accompanying financial statements. The Organization is subject, however, to Federal and California income taxes on unrelated business income as stipulated in the Internal Revenue Code. The Organization recognizes the impact of tax positions in the financial statements if that position is more likely than not of being sustained on audit, based on the technical merits of the position. To date, the Organization has not recorded any uncertain tax positions. The Organization recognizes potential accrued interest and penalties related to uncertain tax positions in income tax expense. During the year ended June 30, 2017, the Organization did not recognize any amount in potential interest and penalties associated with uncertain tax positions. No tax returns are currently being examined by any taxing authorities. Expense Allocations – The costs of providing various programs and other activities have been summarized on a functional basis in the statement of activities and in the statement of functional expenses. Accordingly, certain costs have been allocated among the program services, supporting services, and fundraising based on estimated usage. Usage is calculated using an appropriate methodology such as percentage of staff time. Risks and Uncertainties – Certain services of the Organization are governed by grants and contracts from governmental agencies and private sources. There can be no assurance that the Organization will be able to obtain future grants as deemed necessary by Management, although Management believes that there is no current indication that grants and contracts are in jeopardy. The loss of certain current grants, or the inability to obtain future grants, could have an adverse effect on the Organization’s financial position and results of operations. Failure of the Organization to comply with applicable regulatory requirements can result in, among other things, loss of funding, warning letters, fines, injunctions, and civil penalties. 15 FINAL DRAFT FAMILY HEALTH CARE CENTERS OF GREATER LOS ANGELES, INC. NOTES TO FINANCIAL STATEMENTS JUNE 30, 2017 NOTE 2 – SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (Continued) New Accounting Pronouncements – In May 2014, the Financial Accounting Standards Board (FASB) issued Accounting Standards Update (ASU) 2014-09, Revenue from Contracts with Customers (Topic 606) (ASU 2014-09), requiring an entity to recognize the amount of revenue to which it expects to be entitled for the transfer of promised goods or services to customers. The updated standard will replace most existing revenue recognition guidance in generally accepted accounting principles of the United States when it becomes effective and permits the use of either a full retrospective or retrospective with cumulative effect transition method. In August 2015, the FASB issued ASU 2015-14 which defers the effective date of ASU 2014-09 one year making it effective for annual reporting periods beginning after December 15, 2018. The Organization has not yet selected a transition method and is currently evaluating the effect that the standard will have on the financial statements. In February 2016, the FASB issued ASU 2016-02, Leases (Topic 842) (ASU 2016- 02). The guidance in this ASU supersedes the leasing guidance in Topic 840, Leases. Under the new guidance, lessees are required to recognize lease assets and lease liabilities on the balance sheet for all leases with terms longer than 12 months. Leases will be classified as either finance or operating, with classification affecting the pattern of expense recognition in the income statement. The new standard is effective for fiscal years beginning after December 15, 2019, including interim periods within those fiscal years. The Organization is currently evaluating the impact of the adoption of the new standard on the financial statements. In August 2016, the FASB released ASU 2016-14, Presentation of Financial Statements of Not-for-Profit Entities (Topic 958). The update amends the current reporting model for nonprofit organizations and enhances their required disclosures. The major changes relate to: (a) presentation of classes of net assets, (b) the presentation of underwater endowment funds and related disclosures, (c) recognition of the expirations of restrictions on gifts used to acquire or construct long-lived assets absent explicit donor stipulations otherwise, (d) statement of functional expense, (e) disclosure of quantitative and qualitative information regarding liquidity and availability of resources; and a few smaller items. The ASU is effective for fiscal years beginning after December 15, 2017. The Organization is currently evaluating the impact of the adoption of the new standard on the financial statements. 16 FINAL DRAFT FAMILY HEALTH CARE CENTERS OF GREATER LOS ANGELES, INC. NOTES TO FINANCIAL STATEMENTS JUNE 30, 2017 NOTE 2 – SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (Continued) Subsequent Events – Subsequent events have been evaluated by the Organization through April 2, 2018, which is the date these financial statements were issued, and no subsequent events have arisen, other than those described in these financial statements, that would require disclosure. NOTE 3 – PATIENT ACCOUNTS RECEIVABLE, net Patient accounts receivable as of June 30, 2017, consists of: Patient accounts receivable $ 662,014 Allowances for bad debt ( 154,541) $ 507,473 NOTE 4 – PROPERTY AND EQUIPMENT Property and equipment as of June 30, 2017, consists of: Building and improvements $ 2,845,932 Equipment 152,654 Computer Equipment and technology 482,354 Leasehold improvements 1,107,820 Office furniture 100,288 4,689,048 Less: accumulated depreciation and amortization ( 1,856,029) 2,833,019 Land 1,210,204 $ 4,043,223 Depreciation expense associated with property and equipment for the year ended June 30, 2017, was $398,317 and is included in depreciation and amortization expense in the statement of functional expenses. 17 FINAL DRAFT FAMILY HEALTH CARE CENTERS OF GREATER LOS ANGELES, INC. NOTES TO FINANCIAL STATEMENTS JUNE 30, 2017 NOTE 6 – NOTES PAYABLE Notes payable consists of the following at June 30, 2017: Note payable to a bank, secured by a deed of trust on the building and related land located in Bell Gardens, California. The outstanding balance on the original note was refinanced on September 19, 2012, for $1,770,000. The note is payable in monthly installments of approximately $13,896, including interest at 4.58%, and matures on September 15, 2027. $ 1,334,681 Note payable to a bank, secured by a deed of trust on a building and related land located in Bell Gardens, California dated December 19, 2012, for the original amount of $880,000. The note is payable in monthly installments of approximately $5,785, including interest at 4.64%, and matures on December 15, 2032. 745,501 Note payable to a non-profit corporation, secured by a second interest on a building and related land located in Bell Gardens, California dated April 28, 2014, for the original amount of $500,000. The note is payable in monthly installments of approximately $9,033, including interest at 3.175%, and matures on October 1, 2019. 250,576 Note payable to the California Department of Health Care Services (“DHCS”) dated May 17, 2014, for the original amount of $183,552. The note is payable in monthly installments of $3,635, including interest at 7%, and matures in April 2019. The original principal represents an overpayment to the Organization calculated from a MediCal reconciliation performed for the fiscal years ended June 30, 2006 through 2010. 79,498 Organization, dated December 19, 2012, for the original amount of $200,000. The note required interest-only monthly payments at 4.5% during the first year, after which the note is payable in monthly installments of principal and interest, amortized over five years, bearing interest at 3.57% in excess of the variable U. S. Treasury securities rate, and matures on January 20, 2019. 25,846 2,436,102 Less Current Position (278,746) $ 2,157,356 18 FINAL DRAFT FAMILY HEALTH CARE CENTERS OF GREATER LOS ANGELES, INC. NOTES TO FINANCIAL STATEMENTS JUNE 30, 2017 NOTE 6 – NOTES PAYABLE (Continued) Future minimum principal payments pursuant to the notes payable for the years ending June 30 are: 2018 $ 278,746 2019 294,723 2020 217,546 2021 182,733 Thereafter 1,462,354 $ 2,436,102 NOTE 7 – LOAN COSTS, net The Organization incurred loan origination costs of $17,108 related to the refinancing of a note payable to a bank, as discussed above. Loan costs as of June 30, 2017, consists of the following: Loan costs $ 17,108 Less: accumulated amortization ( 7,255) $ 9,853 Amortization expense on all capitalized loan origination costs amounted to $1,581 for the year ended June 30, 2017, and it is included in depreciation and amortization expense in the statement of functional expenses. NOTE 8 – LINE OF CREDIT The Organization maintains a $200,000 unsecured, revolving line of credit with a bank that is renewable annually. Outstanding balances under the line are payable monthly, bearing interest at 4.75%. The Organization made no borrowings on the line during the year ended June 30, 2017, and no amount is due as of June 30, 2017. NOTE 9 – TEMPORARILY RESTRICTED NET ASSETS The Organization has $75,000 in temporarily restricted net assets to be used in the subsequent year for program and operations as of June 30, 2017. Total temporarily restricted net assets used for renovations during the year and released from restrictions totaled $300,000. 19 FINAL DRAFT FAMILY HEALTH CARE CENTERS OF GREATER LOS ANGELES, INC. NOTES TO FINANCIAL STATEMENTS JUNE 30, 2017 NOTE 10 – PATIENT SERVICE REVENUE, net (Continued) The Organization has also entered into payment agreements with certain commercial insurance carriers, health maintenance organizations and preferred provider organizations. The basis for payment to the Organization under these agreements included prospectively determined rates and discounts from established charges. Patient service revenue, net of contractual allowances and discounts is recognized from the following major payer sources during the year ended June 30, 2017, is as follows: Third party payers $ 5,082,761 Self-Pay 228,150 $ 5,310,911 NOTE 11 – GOVERNMENT GRANTS The Organization is the recipient of a Consolidated Health Centers (CHC) grant from the U.S. Department of Health and Human Services (HRSA). The general purpose of the grant is to provide expanded health care service delivery for residents of Los Angeles, California, and the surrounding area. Terms of the grant generally provide for funding of the Organization’s operations based on an approved budget. During the year ended June 30, 2017, the Organization recognized $2,333,514 in CHC grant revenue. The Organization’s current grant budget period ending February 28, 2018. Future funding will be determined by the granting agency. In addition to the above grant, the Organization receives additional financial support from federal, state and private sources. NOTE 12 – RETIREMENT PLAN The Organization’s employees participate in a tax-deferred annuity plan qualified under Section 403(b) of the Internal Revenue Code. The plan covers all eligible employees of the Organization. The employees may make contributions to the plan up to the maximum amount allowed by the Internal Revenue Code. The Organization does not make matching contributions to the plan. 21 FINAL DRAFT FAMILY HEALTH CARE CENTERS OF GREATER LOS ANGELES, INC. NOTES TO FINANCIAL STATEMENTS JUNE 30, 2017 NOTE 10 – PATIENT SERVICE REVENUE, net The Organization is approved as a Federally Qualified Health Centers (FQHC) for both Medicare and Medi-Cal reimbursement purposes. The organization has agreements with third-party payers that provide for payments to the Organization at amounts different from its established rates. These payments arrangements include: Medicare. Covered FQHC services rendered to Medicare program beneficiaries are paid based on a cost reimbursement methodology. The Organization is reimbursed for cost reimbursable items at a tentative rate with final settlements determined after submission of an annual cost report by the Organization and audit thereof by the Medicare fiscal intermediary. Services not covered under the FQHC benefit are paid based on established fee schedules. Medi-Cal. Covered FQHC services rendered to Medi-Cal program beneficiaries are paid based on a prospective reimbursement methodology. The Organization is reimbursed a set encounter rate for all services provided. Services not covered under the FQHC benefit are paid based on established fee schedules. The Organization is required to submit an annual Medi-Cal Reconciliation Request Form to the California Department of Health Care Services (the “Department”) for purposed of determining whether it was paid appropriately for certain Medi-Cal visits. These annual reconciliations result in the determination of any underpayment or overpayment by the Medi-Cal program for the affected visits. Amounts are recorded on the statement of financial position as estimated amounts due to/from third-party payers, if any. Following submission of the Medi-Cal Reconciliation Request Form, the Organization will generally receive a tentative settlement from the Medi-Cal program with a final settlement made within three years of the date of submission. Laws and regulations governing the Medicare and Medi-Cal programs are complex and subject to interpretation and change. As a result, it is reasonable and possible that recorded estimates will change materially in the near term. The Organization is a partner in the My Health LA Program with the County of Los Angeles. Covered primary care services, include laboratory, radiology and pharmacy ancillary services, rendered to My Health LA Program beneficiaries are paid by the County of Los Angeles to the extent of the County’s contracted maximum obligation. Future funding will be determined by the County of Los Angeles. Underpayment or overpayments are recognized on the statement of financial position as estimated amounts due to/from third-party payers, if any. 20 FINAL DRAFT FAMILY HEALTH CARE CENTERS OF GREATER LOS ANGELES, INC. NOTES TO FINANCIAL STATEMENTS JUNE 30, 2017 NOTE 13– COMMITMENTS AND CONTINGENCIES Operating Leases Facility leases – The Organization maintains an operating lease agreement for a facility in the City of Downey. The lease required payments of $1,200 per month through August 2016. The lease agreement was renewed in September 2016, requiring monthly payments of $1,456 through August 2018. During April 2014, the Organization signed an operating lease agreement for a facility in the City of Maywood. The lease requires monthly payments of $5,670 through June 2017, with incremental annual increases through January 2019. Future annual minimum payments under all operating leases for the years ending June 30 of each year are: 2018 $ 89,354 2019 46,758 $ 136,112 Total facility rent expense paid was $89,495 for the year ended June 30, 2017. The total in-kind rent amount included in rent expense totaled $78,513. The Organization has lease agreements with third parties for portions of its facilities on a month-to-month basis. Rental revenues from all lease agreements for the year ended June 30, 2017, were $205,236. Government Grants The Organization has received local, state and federal funds for specific purposes that are subject to review and audit by the contracting agencies. Although such audits could generate expenditure disallowances under the terms of the grants and contracts, it is management’s opinion that any required reimbursements will not be material. Medi-Cal and Medicare The Organization has elected to participate in the Federally Qualified Health Center (FQHC) Medi-Cal Prospective Payment System (PPS). Under this payment system, the Organization is required to file a reconciliation report at the end of its fiscal year. The purpose of this report is to reconcile reimbursement for services provided to Managed Medi-Cal patients versus what the Organization would have received if these services were provided to Medi-Cal patients. The reconciliation reports are subject to review and audit by the Audits and Investigations branch of the Department of Health Services. 22 FINAL DRAFT FAMILY HEALTH CARE CENTERS OF GREATER LOS ANGELES, INC. NOTES TO FINANCIAL STATEMENTS JUNE 30, 2017 NOTE 13– COMMITMENTS AND CONTINGENCIES (Continued) Other Grants and Contracts The health care industry is subject to numerous laws and regulations of federal, state, and local governments. Compliance with such laws and regulations can be subject to future government review and interpretation, as well as regulatory actions unknown or unasserted at this time. These laws and regulations include, but are not limited to, accreditation, licensure, State and local government health care program participation requirements, reimbursement for patient services, and Medicare and Medical fraud and abuse. Recently, government activity has increased with respect to investigations and allegations concerning possible violations of fraud and abuse statutes and regulations by health care providers. Violations of these laws and regulations could result in exclusion from government health care program participation, together with the imposition of significant fines and penalties, as well as significant repayment for past reimbursements for patient services received funds received from expense reimbursed type contracts. While the Organization is subject to similar regulatory reviews, there are no reviews currently underway, and management believes that the outcome of any potential regulatory review will not have a material adverse effect on the Organization’s financial position. NOTE 14 – CONCENTRATIONS OF CREDIT RISK The Organization maintains cash in a financial institution which may, at times, exceed federally insured limits. Beginning January 1, 2014, all accounts at an insured depository institution, including all non-interest bearing accounts, are insured by the FDIC up to the standard maximum deposit insurance amount of $250,000. As of June 30, 2017, the uninsured balance totaled $1,679,404. Cash deposited in financial institutions differs from cash presented in the statement of financial position due to timing differences. Management believes the Organization is not exposed to any significant credit risk related to cash and cash equivalents. NOTE 15 – UNCERTAINTY The Organization is currently determining on whether or not the organization owes a refund back to a vendor for expired medication. At this time, management has represented that the amount cannot be reasonably estimated and not probable. Also, the vendor has not estimated an amount due. The financial statements do not include any adjustment that might result from the outcome of this uncertainty at this time. 23 FINAL DRAFT SUPPLEMENTARY INFORMATION FINAL DRAFT Federal CFDA Federal Federal Number Grant Term Awards Expenditures U.S. Department of Health and Human Services Direct Programs: Community Health Centers Program, Section 330 *93.224 03/01/16 - 02/28/17 $1,392,875 1,392,875$ Community Health Centers Program, Section 330 *93.224 03/01/17 - 02/28/18 815,484 815,484 2,208,359 2,208,359 CHC Program, Facility Improvements Program 93.526 09/01/14 - 08/31/16 125,155 125,155 2,333,514 2,333,514 Passed through from the California Family Health Council 93.217 01/01/16-03/31/17 90,028 90,028 $2,423,542 $2,423,542 Federal Grantor/ Program or Cluster Title Total Federal Expenditures (WIC) Supplemental Nutrition Program Title X Family Planning Services FAMILY HEALTH CARE CENTERS OF GREATER LOS ANGELES, INC. NOTES TO SCHEDULE OF EXPENDITURES OF FEDERAL AND STATE AWARDS JUNE 30, 2017 NOTES TO SCHEDULE OF EXPENDITURES OF FEDERAL AND STATE AWARDS NOTE A - BASIS OF PRESENTATION The accompanying Schedule of Expenditures of Federal and State Awards (the Schedule) includes the federal grant activity of Family Health Care Centers of Greater Los Angeles, Inc. under programs of the federal government for the year ended June 30, 2017. The information in this schedule is presented in accordance with the requirements of Title 2 U.S. Code of Federal Regulation (CFR) Part 200, Uniform Administrative Requirements, Cost principles, and Audit Requirements for Federal Awards. Because the Schedule presents only a selected portion of operations of the Organization, it is not intended to and does not present the financial position, changes in net assets, or cash flows of Family Health Care Centers of Greater Los Angeles, Inc. NOTE B - SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES Expenditures reported on the Schedule are reported on the accrual basis of accounting. Such expenditures are recognized following the cost principles contained in Title 2 U.S. Code of Federal Regulation (CFR) Part 200, Uniform Administrative Requirements, wherein certain types of expenditures are not allowable or are limited as to reimbursement. NOTE C – DE MINIMUS 10% INDIRECT COST RATE The Organization has elected to not use the 10% de minimus indirect cost rate allowed under the Uniform Guidance. 24 FINAL DRAFT Guzman & Gray Certified Public Accountants 4510 East Pacific Coast Highway, Suite 270 Mark Gray, CPA Long Beach, California 90804 Patrick S. Guzman, CPA (562) 498-0997 Fax (562) 597-7359 INDEPENDENT AUDITORS’ REPORT ON INTERNAL CONTROL OVER FINANCIAL REPORTING AND ON COMPLIANCE AND OTHER MATTERS BASED ON AN AUDIT OF FINANICAL STATEMENTS PERFORMED IN ACCORDANCE WITH GOVERNMENT AUDITING STANDARDS To the Board of Directors Family Health Care Centers of Greater Los Angeles, Inc. Long Beach, CA We have audited, in accordance with the auditing standards generally accepted in the United States of America and the standards applicable to financial audits contained in Government Auditing Standards issued by the Comptroller General of the United States, the financial statements of Family Health Care Centers of Greater Los Angeles, Inc. (the Organization) which comprise the statement of financial position as of June 30, 2017, and the related statements of activities and changes in net assets, and cash flows for the year ended June 30, 2017, and the related notes to the financial statements, and have issued our report thereon dated April 2, 2018. Internal Control over Financial Reporting In planning and performing our audit of the financial statements, we considered the Organization’s internal control over financial reporting (internal control) to determine the audit procedures that are appropriate in the circumstances for the purpose of expressing our opinion on the financial statements, but not for the purpose of expressing an opinion on the effectiveness of the Organization’s internal control. Accordingly, we do not express an opinion on the effectiveness of the Organization’s internal control. A deficiency in internal control exists when the design or operation of a control does not allow management or employees, in the normal course of performing their assigned functions, to prevent, or detect and correct, misstatements on a timely basis. A material weakness is a deficiency, or a combination of deficiencies, in internal control, such that there is a reasonable possibility that a material misstatement of the entity’s financial statements will not be prevented, or detected and corrected on a timely basis. A significant deficiency is a deficiency, or combination of deficiencies, in internal control that is less severe than a material weakness, yet important enough to merit attention by those charged with governance. 25 FINAL DRAFT INDEPENDENT AUDITORS’ REPORT ON INTERNAL CONTROL OVER FINANCIAL REPORTING AND ON COMPLIANCE AND OTHER MATTERS BASED ON AN AUDIT OF FINANICAL STATEMENTS PERFORMED IN ACCORDANCE WITH GOVERNMENT AUDITING STANDARDS (Continued) Internal Control over Financial Reporting (Continued) Our consideration of the internal control was for the limited purpose described in the first paragraph of this section and was not designed to identify all deficiencies in internal control that might be material weaknesses or significant deficiencies and therefore, material weaknesses or significant deficiencies may exist that have not been identified. We did identify certain deficiencies in internal control, described in the accompanying schedule of findings and questioned costs that we consider to be material-weaknesses. Finding Reference Number: 2017- 001 Compliance and Other Matters As part of obtaining reasonable assurance about whether the Organization’s financial statements are free of material misstatement, we performed tests of its compliance with certain provisions of laws, regulations, contracts, and grant agreements, noncompliance with which could have a direct and material effect on the determination of financial statement amounts. However, providing an opinion on compliance with those provisions was not an objective of our audit, and accordingly, we do not express such an opinion. The results of our tests disclosed no instances of noncompliance or other matters that are required to be reported under Government Auditing Standards. Purpose of Report The purpose of this report is solely to describe the scope of our testing of internal control and compliance and the results of that testing, and not to provide an opinion on the effectiveness of the Organization’s internal control or on compliance. This report is an integral part of an audit performed in accordance with Government Auditing Standards in considering the Organization’s internal control and compliance. Accordingly, this communication is not suitable for any other purpose. Guzman & Gray CPAs Long Beach, CA April 2, 2018 26 FINAL DRAFT Guzman & Gray Certified Public Accountants 4510 East Pacific Coast Highway, Suite 270 Mark Gray, CPA Long Beach, California 90804 Patrick S. Guzman, CPA (562) 498-0997 Fax (562) 597-7359 INDEPENDENT AUDITORS’ REPORT ON COMPLIANCE FOR EACH MAJOR PROGRAM AND ON INTERNAL CONTROL OVER COMPLIANCE REQUIRED BY THE UNIFORM GUIDANCE To the Board of Directors Family Health Care Centers of Greater Los Angeles, Inc. Long Beach, CA Report on Compliance for Each Major Federal Program We have audited Family Health Care Centers of Greater Los Angeles, Inc. (the Organization) compliance with the types of compliance requirements described in the OMB Compliance Supplement that could have a direct and material effect on each of the Organization’s major federal programs for the year ended June 30, 2017. The Organization’s major federal programs are identified in the summary of auditors’ results section of the accompanying schedule of findings and questioned costs. Management’s Responsibility Management is responsible for compliance with the requirements of laws, regulations, contracts and grants applicable to its federal programs. Auditors’ Responsibility Our responsibility is to express an opinion on compliance for each of the Family Health Care Centers of Greater Los Angeles, Inc.’s major federal programs based on our audit of the types of compliance requirements referred to above. We conducted our audits of compliance in accordance with auditing standards generally accepted in the United States of America; the standards applicable to financial audits contained in Government Auditing Standards, issued by the Comptroller General of the United States; and the audit requirements of Title 2 U.S. Code of Federal Regulation (CFR) Part 200, Uniform Administrative Requirements, Cost principles, and Audit Requirements for Federal Awards (Uniform Guidance). Those standards and the Uniform Guidance require that we plan and perform the audits to obtain reasonable assurance about whether noncompliance with the types of compliance requirements referred to above that could have a direct and material effect on a major federal program occurred. An audit includes examining, on a test basis, evidence about the Organization’s compliance with those requirements and performing such other procedures as we considered necessary in the circumstances. We believe that our audits provide a reasonable basis for our opinion on compliance for each major federal program. However, our audits do not provide a legal determination of the Organization’s compliance. 27 FINAL DRAFT INDEPENDENT AUDITORS’ REPORT ON COMPLIANCE FOR EACH MAJOR PROGRAM AND ON INTERNAL CONTROL OVER COMPLIANCE REQUIRED BY THE UNIFORM GUIDANCE (Continued) Opinion on Each Major Federal Program In our opinion, the Organization complied, in all material respects, with the types of compliance requirements referred to above that that could have a direct and material effect on each of its major federal programs for the year ended June 30, 2017. Report on Internal Control over Compliance Management of the Organization is responsible for establishing and maintaining effective internal control over compliance with the types of compliance requirements referred to above. In planning and performing our audits of compliance, we considered the Organization’s internal control over compliance with the types of requirements that could have a direct and material effect on each major federal program to determine the auditing procedures that are appropriate in the circumstances for the purpose of expressing an opinion on compliance for each major federal program and to test and report on internal control over compliance in accordance with the Uniform Guidance, but not for the purpose of expressing an opinion on the effectiveness of internal control over compliance. Accordingly, we do not express an opinion on the effectiveness of the Organization’s internal control over compliance. A deficiency in internal control over compliance exists when the design or operation of a control over compliance does not allow management or employees, in the normal course of performing their assigned functions, to prevent or detect and correct, noncompliance with a type of compliance requirement of a federal program on a timely basis. A material weakness in internal control over compliance is a deficiency, or combination of deficiencies, in internal control over compliance, such that there is a reasonable possibility that material noncompliance with a type of compliance requirement of a federal program will not be prevented, or detected and corrected, on a timely basis. A significant deficiency in internal control over compliance is a deficiency, or combination of deficiencies, in internal control over compliance with a type of compliance requirement of a federal program that is less severe than a material weakness in internal control over compliance, yet important enough to merit attention by those charged with governance. Our consideration of internal control over compliance was for the limited purpose described in the first paragraph of this section and was not designed to identify all deficiencies in internal control that might be material weaknesses or significant deficiencies. We did not identify any deficiencies in internal control over compliance that we consider to be material weaknesses. However, material weaknesses may exist that have not been identified. 28 FINAL DRAFT INDEPENDENT AUDITORS’ REPORT ON COMPLIANCE FOR EACH MAJOR PROGRAM AND ON INTERNAL CONTROL OVER COMPLIANCE REQUIRED BY THE UNIFORM GUIDANCE (Continued) Purpose of Report The purpose of this report on internal control over compliance is solely to describe the scope of our testing of internal control over compliance and the results of that testing based on the requirements of the Uniform Guidance. Accordingly, this report is not suitable for any other purpose. Guzman & Gray CPAs Long Beach, CA April 2, 2018 29 FINAL DRAFT FAMILY HEALTH CARE CENTERS OF GREATER LOS ANGELES, INC. (A California Non-Profit Corporation) SCHEDULE OF FINDINGS AND QUESTIONED COSTS JUNE 30, 2017 SECTION I – SUMMARY OF AUDITORS’ RESULTS Financial Statements Type of auditors’ report issued: Unmodified Internal control over financial reporting: Material weaknesses identified? X yes no Significant deficiency identified that is not considered to be material weaknesses? yes X none reported Noncompliance material to financial statements noted? yes X no Federal Awards Internal control over major programs: Material weakness identified? yes X no Significant deficiency identified that is not considered to be a material weakness? yes X none reported Type of auditors’ report issued on compliance for major programs: Unmodified Any audit findings disclosed that are required to be reported in accordance with 2 CFR section 200.516(a)? yes X no Identification of major programs: CFDA Number Name of Federal Program 93.224 Community Health Centers Program, Section 330 Dollar threshold used to distinguish between type A and type B programs: $750,000 Auditee qualified as low-risk auditee? X yes no 30 FINAL DRAFT FAMILY HEALTH CARE CENTERS OF GREATER LOS ANGELES, INC. (A California Non-Profit Corporation) SCHEDULE OF FINDINGS AND QUESTIONED COSTS JUNE 30, 2017 SECTION II – FINDINGS-FINANCIAL STATEMENT AUDIT Material Weakness 2017-001: Improve internal control processes over medication inventory kept in the dispensary department. Criteria: Policies and procedures should be developed to assist staff in the dispensary department to count medication inventory timely, track expired medication appropriately, dispose of expired medication accordingly and accurately handle the returns of expired medications to vendors. Condition: It was noted that there were no written policies and procedures to guide and monitor dispensary personnel over the handling of medication inventory on hand, expired medication inventory, and returns to vendors. Effect: Inappropriate controls over medication inventory could result in inaccuracies over inventory balances and refunds, which increases the risk of financial reporting misstatements. Cause: During the audit, executive management represented that staff in the dispensary department had limited understanding over policies and procedures related to the handling of expired medication, proper disposal of expired medication, and returns of the expired medication to vendors. Executive management also represented that upon review of the expired medication logs and other supporting documentation used to obtain refunds, various expired 340b medications and donated medications returned were not logged in accordingly, which resulted in an overpayment of approximately $249,716 from vendors. Recommendation: The Organization should develop and implement policies and procedures to better manage medication inventory in the dispensary department. Also, the Organization should have supervisory personnel periodically perform and formally document internal reviews to make sure policies and procedures are followed accordingly by dispensary personnel. Views of Responsible Officials and Planned Corrective Actions: Management agrees with this finding and has formally developed and presented the following policies to assist personnel in the dispensary department to better manage medication inventory:  Controls over the handling and documenting of medication inventory;  Controls over the handling and documenting of expired medication and disposals;  Controls over reverse distribution (returns) to vendor/s. Name of Contact Persons: Raquel R. Villa, Chief Executive Officer, and Dr. Sophia Chun, Chief Medical Officer. Corrective Action: In January 2018, management has represented that they have developed, presented and implemented policies and procedures to correct the audit deficiency. Proposed Completion Date: Management has represented that the policies and procedures have been reviewed, approved, and implemented by the Organization as of January 2018. 31 FINAL DRAFT FAMILY HEALTH CARE CENTERS OF GREATER LOS ANGELES, INC. (A California Non-Profit Corporation) SCHEDULE OF FINDINGS AND QUESTIONED COSTS JUNE 30, 2017 SECTION III – FEDERAL AWARD FINDINGS AND QUESTIONED COSTS There are no major federal award program findings required to be reported by 2 CFR section 200.516(a). 32 FINAL DRAFT FAMILY HEALTH CARE CENTERS OF GREATER LOS ANGELES, INC. (A California Non-Profit Corporation) SUMMARY SCHEDULE OF PRIOR AUDIT FINDINGS JUNE 30, 2017 There were no prior year audit findings or questioned costs relative to federal awards. 33 FINAL DRAFT 1 / 5 Fill out Application Narrative Form Created: 10/18/2018 • Last updated: 10/22/2018 * What dollar amount are you requesting from the Vernon CommUNITY Fund? 28200 * Will you be requesting general operating support? No If no: What is your annual operating budget?$9,567,400 What is your organization’s mission? (250 words, maximum) Founded in 1925 as "The Mother's Clinic," Family Health Care Centers of Greater Los Angeles (FHCCGLA) has been providing uninterrupted healthcare services for low income and marginalized residents of its service area for more than 90 years. In 2009, FHCCGLA received Federally Qualified Health Center (FQHC) designation in recognition of its organizational efficacy and its comprehensive approach to primary and preventive care for indigent and medically uninsured residents. FHCCGLA remains committed to offering linguistically and culturally appropriate healthcare service to diverse and marginalized populations of Los Angeles County. FHCCGLA provides comprehensive primary and preventive medical care for men, women, adolescents, and children from five sites: Bell Gardens Family Medical Center, Hawaiian Gardens Health Center, Downey Family Medical Center, Maywood Family Medical Center, and our School-Based Health Center located on the campus of Bell Gardens High School. In 2017, FHCCGLA provided health care services to 13,882 patients in 52,088 visits, driven by its mission “to enhance the quality of life for men, women, and children in the Greater Los Angeles area through the provision of high quality, accessible, and affordable health care services.” FHCCGLA is governed by a board of directors composed of a patient majority and who represent the community in terms of race, ethnicity, sex, and other demographic factors. FHCCGLA is run on a budget that includes below-average administrative overhead, making efficient use of resources among its staff and management in order to provide high- quality, low-cost or no-cost health care services. Who is the target demographic for your services, if any? FHCCGLA’s target population includes service-area residents who live at or below 200% of the Federal Poverty Guidelines 2 / 5 (FPG), the vast majority (93.7%) of whom are Latino, with many being immigrants from Mexico and Central America. Nearly two-thirds (60.4%) of the service area population live at or below 200% of the FPG; these impoverished residents comprise our target population. While FHCCGLA is dedicated to meeting the needs of our vulnerable target population, we also serve any and all other residents within the service area, regardless of ability to pay. Please briefly describe your proposed project. (250 words, maximum) FHCCGLA is requesting capital funding from the Vernon CommUNITY Fund (VCF) to support the purchase of equipment for our Maywood Family Medical Center site, which is located in the heart of the VCF’s communities of focus. Specifically, FHCCGLA is requesting $28,200 to purchase a patient portal kiosk and an Ultrasound machine for the Maywood clinic. The electronic patient kiosk will stream-line the check-in process and improve patient flow and capacity, as well as check patient health plan status and eligibility. The addition of the Ultrasound machine will enable FHCCGLA to provide more thorough perinatal care services for pregnant patients of the Maywood Family Medical Center, instead of them having to travel to another FHCCGLA clinic to receive these services. This request is to add equipment to the Maywood Family Medical Center, which will increase patient flow and capacity, and expand available perinatal services. What is the goal of the proposed project? (500 words, maximum) As FHCCGLA has grown, the range of services has expanded to close gaps in unmet health care needs. FHCCGLA provides comprehensive medical care for adults and children; preventative and restorative oral health services, behavioral health services; and enabling services, including case management, health education, chronic disease management, and short-term supportive services. This request is to add equipment to the Maywood Family Medical Center, which will increase patient capacity and expand available perinatal services. The electronic patient kiosk in the waiting room will stream- line the check-in process and improve patient flow and capacity, as well as check patient health plan status and eligibility. Patients can also register for the patient portal via the kiosk, which supports FHCCGLA’s meaningful use initiatives. This infrastructure improvement will save time and increase efficiency. If funded, FHCCGLA will be able to increase the number of patients seen annually, thereby increasing access to patients with unmet medical needs, as well as mental health, oral health and other social service needs. By adding an ultrasound machine, FHCCGLA will be able to provide more thorough perinatal services to the patients of the Maywood Family Medical Center. FHCCGLA participates in the state’s Comprehensive Perinatal Services Program 3 / 5 (CPSP), which provides a wide range of culturally competent services to Medi-Cal pregnant women, from conception through 60 days postpartum. In addition to standard obstetric services, women receive enhanced services in the areas of nutrition, psychosocial and health education. Pregnancy and birth outcomes improve when pregnant women receive CPSP-enhanced services. Case coordination is provided to CPSP clients to ensure enhanced services are appropriate for their needs and delivered in an efficient manner. This approach allows the client to receive integrated care addressing her total needs and promoting her involvement in her health care. Currently, FHCCGLA provides these CPSP services at its Bell Gardens Family Medical Center only; this request is to expand the CPSP program to our Maywood clinic as well. Please attach the proposed budget for your project https://jemmottrollinsgroup.fluidreview.com/resp/19832939/vTWNTquu9L/ Please provide a detailed description of the proposed project (attachment): https://jemmottrollinsgroup.fluidreview.com/resp/19832939/MnxPUAdJSl/ Describe your organization’s history, listing significant achievements, accomplishments and recognition: (250 words, maximum) Founded in 1925 as "The Mother's Clinic," FHCCGLA has been providing uninterrupted healthcare services for low income and marginalized residents of its service area for more than 90 years. Recognizing the need for greater access to primary care services, in 2002 the organization officially became FHCCGLA and expanded its scope of services to include primary care for men, women, and children. In 2004, our main facility in Bell Gardens received designation as a Federally Qualified Health Center (FQHC) Look-Alike, and in 2009, full FQHC designation was received, underscoring our clinical quality comprehensiveness and organizational efficacy. Since then, FHCCGLA has been awarded numerous supplemental federal awards, including grants to open a School-Based Health Center, integrate behavioral health services, and expand access to dental care and behavioral health care. Today, services are delivered from five sites: Bell Gardens Family Medical Center, Hawaiian Gardens Health Center, Downey Family Medical Center, Maywood Family Medical Center, and our School-Based Health Center located on the campus of Bell Gardens High School. Throughout its long service history, FHCCGLA has provided services targeted to the specific needs of the community, has grown and evolved as an organization in response to the changes in the healthcare system, and remains committed to ensuring access to quality healthcare. FHCCGLA has stayed committed to offering linguistically and culturally appropriate healthcare service to diverse and marginalized populations of Los Angeles County. 4 / 5 * Describe how your organization and/or project will improve the community of Vernon and/or its surrounding areas: (500 words, maximum) FHCCGLA’s community-oriented primary care approach is deeply grounded in its mission, “to enhance the quality of life for men, women and children in the Greater Los Angeles area through the provision of high quality, accessible, and affordable health care services.” Accordingly, FHCCGLA works to ensure access to health care services for all families, children and adults within the service area, regardless of their ability to pay. Services are also provided without regard to race, group affiliation, age, or gender, with emphasis placed on those unable to afford health care services. Because the service area is comprised of diverse populations (93.7% Hispanic/Latino), and is predominately composed of people of color (97.8% non-white), FHCCGLA ensures that all services are provided in a culturally and linguistically appropriate manner. Accordingly, FHCCGLA provides brochures, signage, and materials in English (11% of the service area residents speak English as a primary language) and in Spanish (87.5% of the service area residents speak Spanish as a primary language). Additionally, many providers and staff are bilingual in English and Spanish. FHCCGLA serves a large number of patients who experience barriers to healthcare. We are dedicated to developing programs and services to reduce these barriers for our patients. For geography and transportation barriers, for example, we offer transportation assistance through referrals. We also provide a comprehensive plan for emergency and after hour care for those patients who seek/require care outside our regular operating hours. For those with insurance barriers (uninsured or underinsured), we accept most insurances, including Medi-Cal (Medicaid), and we also accept patients with no insurance. It is our mission to provide quality healthcare to all, regardless of ability to pay. For those with no insurance, there are many programs available to assist patients. Patients who do not have insurance may qualify for our discount sliding-fee program, which is based on household income and family size. Moreover, individuals with a lower socioeconomic status, including those with low-income, high poverty levels, high unemployment rates, and lower educational attainment are more likely to experience poor health status and higher rates of chronic conditions such as hypertension, obesity and diabetes. To counter these barriers, FHCCGLA conducts extensive outreach and patient education, conducts needs assessments, has a highly trained staff, provides culturally and linguistically responsive services, and provides care regardless of ability to pay. FHCCGLA provides other enabling services to assist patients, improve access, and to reduce barriers to care; these services include case management, eligibility assistance, health education, and outreach. Additionally, for patients who experience mental health or substance abuse issues that hinder access to care and/or act as a barrier to care, FHCCGLA offers both mental health and substance abuse services to our patients. Finally, our staff is well-versed in a wide- range of community resources available to assist people, and we work hard to disperse this information to patients in need. 5 / 5 If selected for award, how might your organization promote its Vernon CommUNITY Fund Grant? We would be honored to report the VDF’s generosity on our organization's webpage (http://www.fhccgla.org ) and on printed patient information materials. Additionally, we will send a news release to local media upon the receipt of funding, apprising them of VCF’s generosity and detailing the new equipment and perinatal services available at the Maywood Family Medical Center. Family Health Care Centers of Greater LA, Inc. (FHCCGLA) is requesting capital funding from the Vernon CommUNITY Fund (VCF) to support the purchase of equipment for our Maywood Family Medical Center site, which is located in the heart of the VCF’s communities of focus. Specifically, FHCCGLA is requesting $28,200 to purchase a patient portal kiosk and an Ultrasound machine for the Maywood clinic. The electronic patient kiosk will stream-line the check-in process and improve patient flow and capacity, as well as check patient health plan status and eligibility. The addition of the Ultrasound machine will enable FHCCGLA to provide more thorough perinatal care services for pregnant patients of the Maywood Family Medical Center, instead of them having to travel to another FHCCGLA clinic to receive these services. This request is to add equipment to the Maywood Family Medical Center, which will increase patient flow and capacity, and expand available perinatal services. Community Need/ Target Population: The following table shows current FHCCGLA patients (and their insurance status) that reside in the VCF’s Service Area communities of Bell, Boyle Heights, Commerce, Huntington Park, Maywood and Vernon. As you can see, FHCCGLA serves 7,136 patients that live in these communities, with a staggering 48.5% of them being uninsured. Moreover, providers in Los Angeles County often accept only limited numbers of Medi-Cal enrollees in their practice due to low reimbursement rates. Consequently, many Medi-Cal patients report difficulty finding a provider who is willing to accept new Medi-Cal patients. Though being covered by Medi-Cal is better than being uninsured, Medi-Cal patients can still have difficulty accessing healthcare. As an FQHC, FHCCGLA is mandated to accept all patients, regardless of their ability to pay for services. ZIP Code None/ Uninsured Medicaid/ CHIP/Other Public Medicare Private Insurance Total 90001 50 39 4 5 98 90022 63 55 0 5 123 90023 26 21 2 7 56 90058 22 18 2 0 42 90096 18 9 2 0 29 90201 2,432 2,544 124 160 5,260 90240 161 125 9 13 308 90255 328 159 24 10 521 90270 358 294 27 20 699 Grand Total 3,458 (48.5%) 3,264 (45.7%) 194 (2.7%) 220 (3.1%) 7,136 (100%) These communities are characterized by high population density, poverty, poor housing conditions, overcrowded schools, high drop-out rates, high rates of crime and gang-related disturbances, limited parks and public recreational areas, and few health care resources. FHCCGLA’s target population includes service-area residents who live at or below 200% of the Federal Poverty Guidelines (FPG), the vast majority (93.7%) of whom are Latino, with many being immigrants from Mexico and Central America. Nearly two-thirds (60.4%) of the service area population live at or below 200% of the FPG; these impoverished residents comprise our target population. FHCCGLA administers a proven comprehensive community health center system in which the majority of clinical and front-office staff are bilingual in English and Spanish, and services are provided that are tailored to the many community needs1. While FHCCGLA is dedicated to meeting the needs of our vulnerable target population, we also serve any and all other residents within the service area, regardless of ability to pay. Description of the purpose for which an award would be used: As FHCCGLA has grown, the range of services has expanded to close gaps in unmet health care needs. FHCCGLA provides comprehensive medical care for adults and children; preventative and restorative oral health services, behavioral health services; and enabling services, including case management, health education, chronic disease management, and short-term supportive services. This request is to add equipment to the Maywood Family Medical Center, which will increase patient capacity and expand available perinatal services. The electronic patient kiosk in the waiting room will stream-line the check-in process and improve patient flow and capacity, as well as check patient health plan status and eligibility. Patients can also register for the patient portal via the 1 Data referenced in this section is from the U.S. Census Bureau, 2012-2016 American Community Survey 5-Year Estimates kiosk, which supports FHCCGLA’s meaningful use initiatives. This infrastructure improvement will save time and increase efficiency. If funded, FHCCGLA will be able to increase the number of patients seen annually, thereby increasing access to patients with unmet medical needs, as well as mental health, oral health and other social service needs. By adding an ultrasound machine, FHCCGLA will be able to provide more thorough perinatal services to the patients of the Maywood Family Medical Center. FHCCGLA participates in the state’s Comprehensive Perinatal Services Program (CPSP), which provides a wide range of culturally competent services to Medi-Cal pregnant women, from conception through 60 days postpartum. In addition to standard obstetric services, women receive enhanced services in the areas of nutrition, psychosocial and health education. Pregnancy and birth outcomes improve when pregnant women receive CPSP-enhanced services. Case coordination is provided to CPSP clients to ensure enhanced services are appropriate for their needs and delivered in an efficient manner. This approach allows the client to receive integrated care addressing her total needs and promoting her involvement in her health care. Currently, FHCCGLA provides these CPSP services at its Bell Gardens Medical Center only; this request is to expand the CPSP program to our Maywood clinic as well. Estimated Costs of the total project and expected project timeline: The total cost of these equipment enhancements is $28,200 ($2,200 for the Curago Care Kiosk Stand w/ Apple Ipad 9.7 Pro with Secure Enclosure; and $26,000 for an ultrasound machine). Since FHCCGLA’s request is for one-time purchases of moveable equipment, the implementation and completion of this project will be relatively simple. In month 1 and 2 (July & August 2019) of the project, FHCCGLA will purchase equipment. In months 3 and 4 (September & October 2019), FHCGLA will oversee installation and testing of equipment, and tailoring of program and forms, attend one 2-hour remote training session provided by Med Tech Solutions, train staff and providers on the use of the equipment, and begin using equipment with patients. In month 5 (November 2019) of the project period, FHCCGLA will survey/interview providers and patients to evaluate the equipment for changes that may be needed. In months 6 (December 2019) and on-going, FHCCGLA will work with Med Tech Solutions to make any needed adjustments to the equipment. The increased capacity and services will result in more billable patient visits and patient revenue to support the on-going costs, e.g. annual platform subscription. More budget details can be found in the project budget that was uploaded with this application. Site Readiness: FHCCGLA’s Maywood Family Medical Center is located at 4943 Slauson Avenue in Maywood, CA which is 3.8 miles from Vernon. This building is 6,000 square feet standalone, class C builing. Currently, FHCCGLA have a 5-year lease, and have requested to renew another 5-year lease. Since this request is for moveable equipment, the equipment will stay with FHCCGLA and continue to be used to provide health care to service area residents. The project team has successfully demonstrated their competence working on projects that are much more complex and multifaceted than this capital grant to purchase equipment. Our IT Administrator is amply qualified to operate and maintain the new equipment, to train staff/providers in its use, and to trouble shoot any issue that may arise with the equipment. The expertise of the IT administrator will be critical for this project, as the new equipment is installed, tested, and begins to be used by providers. In conjunction with the CEO, the IT Administrator will serve as the project manager for this proposal. Also, technical assistance is included in the contract with Med-Tech Solutions. FHCCGLA assures the Vernon CommUNITY Fund that we have the appropriate resources and capabilities to implement this proposed project. On behalf of the FHCCGLA Board of Directors, we authorize the presentation of this request for a grant of $28,200 in capital support for our Maywood Family Medical Center from the City Of Vernon CommUNITY Fund. The request represents a prime need and is consistent with our organization’s strategic plan and policies, as developed by the Board. 10/15/2018 Mayra Majano Raquel R. Villa Date Board Chair Chief Executive Officer 1 / 3 Final Report Created: 05/23/2017 • Last updated: 05/26/2017 Use this form to provide details regarding the services this organization has provided in the period after receiving financial support from the Vernon CommUNITY Fund (VCF). * Were you able to achieve the objectives of the grant from the VCF? Please explain. Funding was requested to support the expansion of services at the Maywood Family Medical Center (MFMC) through the increased hours of a medical provider and medical assistant. The provider and medical assistant were already working part time, and with the assistance of the City of Vernon CommUNITY Fund increased their hours so the MFMC’s hours of operation would go from 20 hours/week to 40 hours/week. We are pleased to let you know that the community clinic licensing was completed for the Maywood site on May 5, 2015, and the part time provider/MA increased their hours to full time after. * What challenges has the organization experienced during the term of the grant and how were they addressed? How have these challenges affected the work supported by the VCF? As discussed in the original proposal, competition for hiring providers in Southern California is intense, and hiring for this position has been no different. We are grateful that this grant allowed the part time Provider and Medical Assistant to increase their hours to full time. FHCCGLA addresses the challenges of hiring culturally and linguistically competent providers by providing competitive compensation, vacation and sick leave benefits; continuing education and training opportunities, and clearly defined job descriptions with annual performance reviews. 2 / 3 * Have all of the funds provided by VCF been expended? Yes * Were there any additional unexpected expenses that were not mentioned in the Interim Report? No * How many times has the Board of Directors convened in the past year? 12 * How many residents from the Vernon-area (Vernon, Bell, Boyle Heights, Commerce, Huntington Park, Maywood, Unincorporated East Los Angeles) have you served during the grant term? 1,081 * What are any organizational successes from the past year which you would like to highlight? We are pleased to report the last phase of renovations at Bell Gardens Family Medical Center (BGFMC) was completed in December 2016. This renovation project focused on the interior renovation and expansion of BGFMC including the following: 1) Increase by nine (9) the number of examination rooms at FHCCGLA’s Bell Gardens site, for a total of 28 examination rooms; 2) Increased the size and accessibility of BGFMC’s general waiting area; 3) Increased the size and improve the workflow of Bell Gardens’ reception area; 4) Created a pediatrics area with its own medical assistant station and vitals area, and separate exam rooms; 5) Optimized the care team station and created work stations for entering information into the electronic health records system; 6) Created a new staff area, with a restroom for staff use; and 7) Created a new suite of provider offices. Also, FHCCGLA in response to the critical needs of its patients began offering Behavioral Health services as of December 2014 and Oral Health services on April 11th, 2016. In 2016, FHCCGLA has served 710 behavioral health patients and 481 dental patients. Please attach an expense report for the grant for the past year. https://jemmottrollinsgroup.fluidreview.com/resp/10248185/n58u76IdKh/ 3 / 3 * Do you expect to reapply for funding from VCF next year? No * Signature By typing your full name in the space provided below, you attest that the information provided is true and accurate to the best of your knowledge. Raquel R. Villa * What metrics did you use to determine this? During the period of Jan 1, 2016 – May 24, 2017, MFMC has served 1,081 unduplicated patients in 3,243 visits. The breakdown of patients by city of origin follows. Bell: 186 total patients Male: 81 Female: 105 Age: 0-17: 31 18-24: 34 25-29: 13 30-39: 22 40-49: 39 50-59: 16 60+: 13 Ethnicity: Hispanic: 178 White (non-Hispanic): 8 Commerce: 105 total patients Male: 47 Female: 58 Age: 0-17: 37 18-24: 16 25-29: 12 30-39: 13 40-49: 14 50-59: 8 60+: 5 Ethnicity: Hispanic: 102 White (non-Hispanic): 3 Huntington Park: 222 total patients Male: 84 Female: 138 Age: 0-17: 31 18-24: 17 25-29: 23 30-39: 53 40-49: 56 50-59: 22 60+: 15 Ethnicity: Hispanic: 214 White (non-Hispanic): 3 Black: 3 Other: 2 Maywood: 380 total patients Male: 141 Female: 239 Age: 0-17: 85 18-24: 43 25-29: 31 30-39: 70 40-49: 76 50-59: 39 60+: 32 Ethnicity: Hispanic: 236 White (non-Hispanic): 1 Black: 10 Other: 133 Vernon: 201 total patients Male: 13 Female: 188 Age: 0-17: 20 18-24: 23 25-29: 38 30-39: 22 40-49: 33 50-59: 25 60+: 40 Ethnicity: Hispanic: 190 White (non-Hispanic): 8 Black: 1 Other: 1 General Applicant Information Applicant Organization: No. of Board Members: Year Founded:Type of Organization: Amount Requested:Recommended Amount: Annual Budget: Brief Narrative description of the organization Organizational strengths: Type of support requested: ___ General Operating ___ Project/Program First Time Applicant Returning Grantee Prev. Award amount: ___ Audit/IRS Form 990 (dated: _____ / ____ / _____ ) ___ Organizational Budget How does the proposal align with the goals of the Fund? governmental landscape: Description of the proposal to which funds would apply Age Range: Gender: Race/Ethnicity: Economic Status: Family Type: Military Status: Sexual Orientation: Other (specify): ___ Proposal Budget Are there any activites planned to acknowledge VCF as a funder of this project/program/organization? What previous projects has the applicant successfully implemented? Date: _____ / ____ / ______Signed: ___________________________________ Fund this proposal? ___ Yes ___ No Recommended Amount: List any forseeable challenges that the applicant may encounter in the implementation of this proposal or in general: 1 / 6 Fill out Application Form Created: 12/11/2017 • Last updated: 07/09/2018 * Name of Organization Helpline Youth Counseling, Inc. * Organization Phone (562) 273-0722 * Organization Email abolton@hycinc.org Organization website address, if any www.hycinc.org * Name of Authorized Representative (Last Name, First Name) Farber, Jeff Title of Authorized Representative Executive Director * Organization Founding Date/Date of Incorporation 08/1971 * Organization Type Community-based (Health/Human Services) ORGANIZATIONAL INFORMATION *Indicates required field * Organization Address Street 14181 Telegraph Road City/Town Whittier State California Country United States 2 / 6 * Service Area Bell Commerce Huntington Park Maywood Unincorporated East Los Angeles (specify community) Vernon What number of non-duplicate individuals directly benefit from your services? More than 200 What age group(s) benefit the most from your services? Children and Youth (ages 0 -14) Adolescents (ages 15 -17) Teens and Young Adults (ages 15 – 20) Adults (ages 21 – 54) * Name of Executive Director (Last Name, First Name) Farber, Jeff SERVICE DETAILS STAFF DETAILS List of Executive Staff/Volunteer Leadership (Attachment) Biographies should include a brief description of current employment, community service and current and former board appointments https://jemmottrollinsgroup.fluidreview.com/resp/12650213/85TToEy4fR/ Executive Staff/Volunteer Leadership biographies (Text) You may alternatively choose to type biographies directly instead of attaching a separate document. Please specify titles and organizational involvement. Please see the attached brief biographies of HYC executive and management team staff. 3 / 6 List of Board Members (Attachment) Biographies should include a brief description of current employment, community service and current and former board appointments (No response) 4 / 6 List of Board Members (Text) You may alternatively choose to type biographies directly instead of attaching a separate document. Helpline Youth Counseling, Inc. Fiscal Year 2018-19 Board of Directors Officers: Deepak Nanda, Board Chair: Retired Director of Transmission and Distribution for Southern California Edison (SCE) who now serves as a T&D Consultant to SCE. Jacques Welche, C.P.A., Treasurer: Active in the South Bay and Orange County communities. He serves as Chair of HYC’s Finance Committee. Pam Van Alstyne, Secretary: Community leader and long term resident of the South Bay. Directors: Henry Bouchot, Director: Executive Director and Founder of The Service Connection, which empowers veterans to handle their own disability claims. Scott J. Kalagian, CFA, Director: Director, Advisory Services - Mortgage and Consumer Lending Practice, KPMG LLP. Jose Luevano, Director: Assistant Vice President and Branch Manager for California Credit Union in Carson. Pastor Arthur McKibben, Director: Pastor McKibben is an Ordained Elder of the Church of the Nazarene. Becky Shultz, Director: After School Coordinator for the Whittier City School District, a key community in the HYC service area. Douglas Staine, Ed.D., Director: Assistant Superintendent for Personnel Services for the East Whittier City School District. Jeff Farber, Executive Director, Helpline Youth Counseling. FINANCIAL INFORMATION 5 / 6 *Grant Amount: Please specify the amount of grant funds being requested. $80,000 * What percentage of your organization budget will the requested funds represent? 1 * Are you requesting funding for a specific project? Yes Name of Financial Institution Farmers & Merchants Bank Address of Financial Institution 302 Pine Avenue, Long Beach, CA 90802 List of Income Sources (For example: grants, earned income, individual donations) Government funding (includes federal and state funds, contracts with Los Angeles County departments and local cities): 92% Foundation and corporate grants: 6% Special events: 1% Individual donations: 1% * Most recent audit and/or 990. (Please attach) https://jemmottrollinsgroup.fluidreview.com/resp/12650213/nOnxuvHAF5/ * Current organization budget (Please attach) https://jemmottrollinsgroup.fluidreview.com/resp/12650213/8THAFUPkXp/ Proposed budget for requested funds How will the organization specifically utilize grant funds? (Please attach) https://jemmottrollinsgroup.fluidreview.com/resp/12650213/GDDLZKJB1h/ 6 / 6 Phone Number of Financial Institution (562) 437-0011 Name of Fiscal Sponsor (if applicable) (No response) Fiscal Sponsor Address (if applicable) (No response) Fiscal Sponsor Phone (if applicable) (No response) Fiscal Sponsor Email (if applicable) (No response) Fiscal Sponsor Website (if applicable) (No response) Does your organization have a current certificate of general liability insurance? Yes Helpline Youth Counseling, Inc. Brief Biographies of Executive Leadership Jeff Farber, MSW, Executive Director, is responsible for the overall accountability of all HYC programs and services. Mr. Farber has served as Executive Director for Helpline Youth Counseling since 2004. He oversees an annual operating budget of $7 million and manages a staff of approximately 100 at six locations throughout Southeast Los Angeles County and Long Beach. Mr. Farber's academic credentials include a Bachelor of Arts degree from the University of California at Berkeley and a Master in Social Work from the University of Southern California. His nearly 30 years of executive nonprofit management experience includes strategic planning, organizational development, program management, policy, fundraising and community relations, team and coalition building, program evaluation and public speaking. Rocio Herrera, LMFT, Director of Programs, holds a Master of Science degree in Marriage, Family and Child Counseling and is a Licensed Marriage and Family Therapist. She has an extensive background in mental health, child, adolescent and adult counseling, crisis intervention and child welfare services. Ms. Herrera is responsible for oversight, program development, planning, implementation and evaluation of all HYC programs encompassing the agency’s Family Services, Community Services and Clinical Services departments. She has worked for HYC since 2011 and as Director of Programs since 2016. Jane Wu, Controller, has worked with HYC since 2014 and has 16 years of overall experience managing accounting staff and implementing finance department systems and processes in both nonprofit and for- profit environments. Angela Bolton, MPA, Director of Development, joined HYC in 2011 and has more than 25 years of fund development experience with Los Angeles area nonprofit youth/family service and health organizations. She holds a Master of Public Administration degree from California State University, Los Angeles. Salim Campos, Director of Human Resources, has worked with HYC since 2010, first as Human Resources Consultant and then as Director of Human Resources from 2011 until the present. Prior to HYC, Mr. Campos worked as a Senior Human Resources Manager with CRC Health Group and as Senior Business Partner at Latham & Watkins. Gabriella Dheming, Community Partnership Manager, has a background in Public Relations, Communications and Marketing. Prior to HYC, Ms. Dheming previously worked in public relations at Kelley Blue Book. She holds a Bachelor of Science in Communications with an emphasis in Public Relations from California Polytechnic State University, Pomona. Nicole Santamaria, Manager of Quality Assurance, is responsible for quality assurance and monthly program audits. Ms. Santamaria joined HYC in 2016 and is a Licensed Marriage and Family Therapist. Paula Tapanes, Director of Administration and Facilities, attended Warren High School in Downey. In her professional career, Paula has worked in numerous departments of the Downey Unified School District, experience that led her to Helpline Youth Counseling. In her 21 years of service to HYC, Paula has been an integral part of the growth of the agency. She oversees day-to-day operations of the administrative team at HYC and is the point person for facility needs at HYC office locations. Cristina Ramirez, Homeless Services Manager, has more than 10 years of professional experience in developing and managing programs serving homeless and at-risk clients. She holds a Bachelor of Arts degree in Psychology from the University of California, Riverside. Ms. Ramirez joined HYC as Homeless Services Manager in 2017. She is bilingual in English and Spanish. DRAFTHelpline Youth Counseling Income Expense Summary Budget 7/1/18 to 6/30/19 DRAFT INCOME:EXPENSES: Government: Personnel: Youth Service Bureau 196,738$ Salaries 4,858,852$ CARE/CAPIT 98,442$ Fringe Benefits 893,797$ Family Pres - SFS 399,924$ Total Personnel Expenses 5,752,649$ Family Pres - Belvedere 549,708$ SAPC-APS 105,578$ SAPC-AOD 288,208$ Drug Medi-Cal 461,750$ Whittier GAP 68,500$ Facility VLC- Visions Learning 59,400$ Repair & Maintenance 132,400$ VLC-LACOE 19,920$ Rent (all facilities)168,600$ DV / CalWorks 157,412$ Permit & Fee 5,600$ Wraparound-SPA7 907,800$ Copier (all facilities 21,900$ Wraparound-SPA8 756,500$ Telephone (all facilities)61,700$ DMH 726,384$ Utilities & Security 105,800$ Homeless Services - PATH 709,202$ Total Facility Expenses 496,000$ Preventive & Aftercare 50,000$ RSS 5,843$ Gang Intervention SA 1 150,000$ Gang Intervention SA 2 150,000$ Advertising/Marketing -$ Gender Specific 100,000$ Recruiting 6,000$ JJCPA 75,000$ Audit 16,600$ CSBG 105,000$ Board/Executive -$ Cal OES 228,570$ Consultants 160,500$ LA County - Liberty Plaza 276,000 Drug Testing 4,400$ Equipment 46,900$ Fundraising Expenses 12,500$ Furniture Purchase 9,700$ Total Government 6,645,879$ Interest/Bank Charges 2,500$ Mileage 63,100$ Private Office Supplies 42,800$ Foundations & Corporations 410,000$ Payroll Services 11,800$ Client Fees 1,500$ Postage 5,400$ Fundraising letter 2,000$ Printing 1,100$ Donations 3,000$ Program Exp 391,200$ Fundraising Events 25,000$ Subs/Dues 4,100$ Board Contribution 5,000$ Training 65,200$ LCP Room Rental 65,900$ Veh.Maint/Repair 3,600$ Vehicle Gas 15,900$ Interest Total Operating Expenses 863,300$ Total Private 512,400$ Cities Insurance G.L./Auto 59,200$ Cerritos 7,200$ Total Insurance Expense 59,200$ La Mirada 2,000$ Norwalk 10,000$ Paramount 5,000$ Pico Rivera 1,000$ South Gate 5,500$ Total Cities 30,700$ Total Non-Personnel Expenses 1,418,500$ Total Expenses 7,171,149$ Total Income 7,188,979$ Excess / Deficit:$17,829 Depreciation:8,700$ Excess / Deficit:9,129$ Operating Reserve: Excess / Deficit:9,129$ 7/5/2018 4:08 PM Helpline Youth Counseling Homeless Services Program Budget - FY 2018-19 PERSONNEL Program Staffing Position Annual Salary FTE Request from Vernon CommUNITY Fund Other Sources of Funding Total Program Manager 55,000 100%55,000 55,000 Community Engagement Specialist 50,000 100%50,000 50,000 Outreach/Housing Navigator/Case Manager 40,000 100%40,000 - 40,000 Housing Navigator 37,440 100%37,440 37,440 Outreach/Housing 37,440 100%37,440 37,440 Outreach/Housing 37,440 100%37,440 37,440 Outreach/Housing 37,440 100%37,440 37,440 Rapid Rehousing Navigator 37,440 100%37,440 37,440 Executive Director 141,000 18%25,380 25,380 Coordinator Administrator 28,080 50%14,040 14,040 Contracts and Grants Manager 75,000 3%1,875 1,875 Quality Assurance Manager 65,000 4%2,600 2,600 Quality Assurance Coordinator 18,720 50%13,000 - 13,000 Subtotal - Program Staffing 53,000 336,095 389,095 9,662 68,562 78,224 PROGRAM EXPENSE 538 1,448 1,986 440 440 1,034 1,034 1,000 1,015 2,015 1,000 2,172 3,172 15,360 15,360 1,200 5,324 6,524 6,819 6,819 400 400 1,176 1,176 1,600 1,600 800 1,200 2,000 1,125 1,125 800 3,450 4,250 Subtotal - Program Expense 5,338 42,563 47,901 78,113 78,113 12,000 84,393 96,393 10,840 10,840 Subtotal - Client Financial Assistance 12,000 173,346 185,346 0 51,663 51,663 TOTAL 80,000 672,229 752,229 Fringe Benefits at 18.23% Advertising Office Supplies Postage/Printing Telephone Local Travel (Mileage) Vehicle Gas (including Maintenance/Repair) Program Space/Occupancy Cost Consultant (IT) Insurance (GenLib/Auto/Crime/Directors/Umbrella) Small Equipment (Computers/Printers) Program Expense Building Maintenance Training Utilities Financial Assistance (Non-Rent) Rental Assistance (Rent only) Client Flex Funds Indirect/Admin Costs CLIENT FINANCIAL ASSISTANCE 1 / 6 Fill out Application Narrative Form Created: 12/11/2017 • Last updated: 07/10/2018 * What dollar amount are you requesting from the Vernon CommUNITY Fund? 80,000 * Will you be requesting general operating support? No If no: What is your annual operating budget?$7,171,149 What is your organization’s mission? (250 words, maximum) The mission of Helpline Youth Counseling (HYC) is to serve youth and their families by promoting the development of strong individuals and families in their community. Our mission is accomplished through education, therapeutic approaches, advocacy, and the utilization of community resources. Who is the target demographic for your services, if any? At-risk, low-income children, youth and families residing in Southeast Los Angeles County communities. Please briefly describe your proposed project. (250 words, maximum) HYC’s Homeless Services Program provides outreach and housing assistance services for more than 300 unduplicated persons each year who are living on the streets in the City of Vernon and the surrounding communities of Bell, Bell Gardens, Commerce, Cudahy, Huntington Park, Maywood, South Gate and Unincorporated East Los Angeles. In the 2017‐18 fiscal year through May 31, 2018, of the 398 homeless individuals and families we served, 42 (11%) were chronically homeless (reduced from 33% chronically homeless the year immediately prior); 354 (89%) Latino, African American or mixed ethnicity; 244 (61%) single adult males; 131 (33%) alcohol or drug addicted; 77 (19%) with one or more physical health conditions; 75 (19%) with mental health issues; and 10 (3%) were Veterans. The goal of our Homeless Services Program is to serve persons who are homeless or at risk for homelessness with coordinated housing and service interventions to achieve permanent housing stability. The life skills our clients gain and practice through participation in our program help ensure that after placement in permanent, affordable rental housing, clients will successfully remain in housing and build a solid foundation for ongoing self-sufficiency. Services include bilingual English/Spanish outreach to persons living 2 / 6 on the streets; intake and basic needs assessment; provision of blankets, clothing, hygiene and personal care items; coordinated entry services; case management; assistance in obtaining crisis and interim shelter including motel vouchers; housing plan development; permanent housing search assistance and placement; assistance in obtaining benefits; and comprehensive housing stabilization services. What is the goal of the proposed project? (500 words, maximum) HYC is respectfully requesting funding in the amount of $80,000 from the Vernon CommUNITY Fund, which will specifically be utilized to provide street outreach, client assessment and intake, individualized case management, housing placement, supportive services and housing stabilization services to homeless individuals and families in cities served by our program including Vernon and the surrounding Vernon CommUNITY Fund communities of Bell, Commerce, Huntington Park, Maywood, and Unincorporated East Los Angeles. The goal of our Homeless Services Program is to serve homeless individuals and families and those at risk for homelessness with coordinated housing and service interventions to achieve permanent housing stability. Services are provided by a bilingual Spanish/English program staff with extensive experience with every obstacle faced by homeless persons, including chronically homeless individuals. Our staff provides direct referrals to our own HYC programs or to the many nonprofit and community organizations in Southeast Los Angeles County with which we work collaboratively to meet client needs. With a grant award from the Vernon CommUNITY Fund, HYC will continue and expand upon our eight years of successful implementation of our Homeless Services Program in the City of Vernon and surrounding cities. The requested grant funds will support essential costs for program quality assurance that are not covered by HYC’s existing public contracts for the programs despite a mandate for homeless program quality assurance from public funding sources. A portion of the requested funding will also be applied toward direct staff and program expense to deliver street outreach, individualized case management, housing navigation, client linkage to supportive services, and housing stabilization services in Vernon area communities. Specifically, funding by the Vernon CommUNITY Fund will be applied toward a 1.0 FTE Case Manager/Outreach/Housing Navigator position providing direct services to homeless program clients; a 0.35 FTE Quality Assurance Coordinator; and a portion of program expenses. Specific annual program objectives include: • The HYC Homeless Services Program will serve a minimum of 300 unduplicated homeless persons living on the streets 3 / 6 of the City of Vernon and surrounding cities with comprehensive, individualized services designed to assist clients in attaining self‐sufficiency. Services will be provided in Spanish and English. • The HYC Homeless Services Program will place a minimum of 75 homeless persons served in Vernon and surrounding cities into secure, stable, permanent rental housing. HYC has placed an average of 85 clients annually into permanent rental housing since 2012. • The HYC Homeless Services Program will make supportive services available to 100% of the homeless clients served in Vernon and surrounding cities. Based on client needs, services provided may include transportation assistance to needed medical, mental health and/or benefits appointments; assistance in accessing affordable health insurance coverage; information and referral to community resources assisting low‐income individuals and families; and a wide range of other supportive services. • The HYC Homeless Services Program will make housing stabilization services available to 100% of the clients from Vernon and surrounding cities who are placed into permanent rental housing for a period of one year after housing placement. Please attach the proposed budget for your project https://jemmottrollinsgroup.fluidreview.com/resp/12650313/vTWNTquu9L/ Please provide a detailed description of the proposed project (attachment): https://jemmottrollinsgroup.fluidreview.com/resp/12650313/MnxPUAdJSl/ 4 / 6 Describe your organization’s history, listing significant achievements, accomplishments and recognition: (250 words, maximum) Since its incorporation in 1971, HYC has worked to fulfill our agency mission of promoting the development of strong individuals and families in the community by providing integrated programs and services including mental health counseling utilizing evidence-based practices; educational and life skills development programs for children, youth and adults; a range of family support and economic development services to build family stability for clients; and permanent housing placement assistance and case management services for homeless individuals. HYC is one of the largest youth and family service providers serving Southeast Los Angeles County and Long Beach. All 14 communities in the HYC primary service area have been deemed vulnerable communities by the Los Angeles County Department of Mental Health. Poverty, intergenerational family and community violence, youth delinquency, low educational attainment and chronic health conditions impact the daily lives of residents. HYC serves more than 5,000 clients annually, including 89% persons of color and 95% low income. Please see the attached “Agency Leadership in Human Services” listing of leadership involvement and recognition received by HYC. Working with entities such as People Assisting the Homeless and the Gateway Cities Council of Governments (COG), we will successfully continue to provide outreach, individualized case management, housing navigation, client linkages to supportive services, and housing stabilization services in Vernon and surrounding communities. This will include outreach and intervention services to curb the rapid rise in the number of RVs parked on the streets in Vernon area communities currently being rented and utilized as insufficient shelters. 5 / 6 * Describe how your organization and/or project will improve the community of Vernon and/or its surrounding areas: (500 words, maximum) As a result of our longstanding work in the Vernon area and because of the location of our East Los Angeles office, HYC is continually aware of trends affecting the targeted communities. A grant in 2018-19 from the Vernon CommUNITY Fund will assist HYC in implementing local solutions as challenges emerge. In the past six months, we have seen a dramatic increase in the number of people living in recreational vehicles (RVs) in communities served by the HYC Homeless Services Program, with Commerce, Bell Gardens and Unincorporated East Los Angeles currently most affected. The RVs are listed on Craigslist and are being rented at an average of $500 per month to homeless persons due to the lack of alternative temporary and affordable housing in the community. This is problematic as the RVs are not habitable permanent housing and pose a health risk to the people inhabiting them as well as the community due to not having sufficient sewage capability, electricity, heating, cooling, or adequate living space. This issue could soon impact adjacent cities including Vernon. As noted earlier, HYC is actively working with civic leaders in Commerce, Bell Gardens and Unincorporated East Los Angeles to provide greater outreach, housing navigation, and case management in order to assist people with securing stable housing, including addressing the RV issue. The HYC Homeless Services Program street outreach team is currently intensifying targeted outreach to occupants of recreational vehicles parked in these communities, and as a result of this outreach and the experience of our team with homelessness intervention, we expect to make a measurable impact in the prevalence of RVs being utilized as unhealthful shelters in Vernon area communities. This issue is expected to increase in the coming months, and Vernon CommUNITY Funds will support HYC’s targeted efforts and partnership with civic leaders in affected communities to reduce the incidence of individuals living in RVs on the streets and the associated health risks. In the past year, there has been an overall increase in visibly homeless persons in Vernon area communities and most are low-income individuals who are newly homeless. The driver behind this is the steep cost of rental housing which is affecting people who would never have dreamed they would become homeless. Often, they find they cannot rely on even close family and friends for help. The unfortunate reality is that family members and friends are on the edge of a financial cliff of their own every day as they spend half or more of their family income on the cost of housing. Our program staff are serving more seniors who have lost their housing, and the time they are spending on the streets is dangerous and heartbreaking. The HYC Homeless Services program has successfully placed clients like Eva, a 65-year-old senior who was sleeping in parks in the city of Huntington Park, into permanent housing which is the foundation for a life of dignity, safety and stability. Eva’s story is on page 7 of our attached detailed program description. 6 / 6 If selected for award, how might your organization promote its Vernon CommUNITY Fund Grant? HYC would be proud to promote a grant award from the Vernon CommUNITY Fund in multiple ways, including in our agency Annual Report distributed to funders, supporters, community members and local civic leaders; on our web site at www.hycinc.org; on our social media platforms including Facebook, Twitter, and Instagram; in our quarterly HYC E-Newsletter providing updates regarding agency news and programs; among participants in our Annual Golf Tournament, a well-established signature event which will be held for its 14th consecutive year in Spring 2019; and at other community-based events held by HYC throughout the year, including during our Holiday Drive when we recognize our partners and supporters via social media and communication and outreach to past, present and potential individual agency supporters. We will be happy to discuss ways in which the Vernon CommUNITY Fund might prefer to be recognized for a grant award for our Homeless Services Program in Vernon and surrounding communities. 1 Helpline Youth Counseling, Inc. Homeless Services Program Agency Overview Since its inception in 1971, HYC has fulfilled the mission of promoting the development of strong individuals and families in their community through integrated programs and services including individual, group and family mental health counseling utilizing evidence‐based practices and trauma‐informed care; intensive case management; educational and life skills development programs for children, youth and adults; an on‐site therapeutic day treatment school for youth who are on probation; gang intervention and induction prevention; a range of family support and economic development services building family stability for clients; and housing placement assistance and case management services for homeless individuals. HYC provides direct services to more than 5,000 at‐risk, low‐income children, youth and their families annually with programs designed to reinforce protective factors within families, empower individuals and families to change their lives in sustainable ways by developing their skills, support networks and access to resources, and in turn increase overall community health and well‐being. Services are administered in client homes, on 94 elementary, middle and high school campuses in 20 school districts, at our six office locations throughout Southeast Los Angeles County, East Los Angeles, and Long Beach and at various community sites. HYC is a Los Angeles County Department of Mental Health contract agency providing mental health prevention and intervention services in Service Planning Area (SPA) 7 in Southeast Los Angeles County. Our agency employs a wide array of evidence‐based and promising practices in agency programs, including Managing and Adapting Practice (MAP), Nurturing Parenting™, Parent Project©, Positive Parenting Program (Triple P), Seeking Safety, Aggression Replacement Training (ART), and Trauma Focused Cognitive Behavioral Therapy (TF‐CBT), among others. HYC Homeless Services Program Description The HYC Homeless Services Program provides comprehensive homelessness outreach and housing assistance services for adult men and women and families with children who are living on the streets in the City of Vernon and the surrounding cities of Bell, Bell Gardens, Commerce, Cudahy, Huntington Park, Maywood and South Gate. The goal of our Homeless Services Program is to serve homeless individuals and families and those at risk for homelessness with coordinated housing and service interventions in order to permanently achieve housing stability. Our agency works collaboratively with other nonprofit and community organizations through our established network of relationships in Southeast Los Angeles County to provide more than 300 clients annually in Vernon and surrounding cities with intensive, one‐on‐one street outreach, case management and supportive services. HYC has been providing services to the homeless population in these communities since 2010, initially through the Homeless Prevention and Rapid Re‐Housing program and then since 2012 as a partner in the Gateway Connections initiative of the Gateway Council of Governments (Gateway COG). The Gateway COG secured funding for the Gateway Connections initiative from the County of Los Angeles. The Gateway Connections Initiative expanded in 2014 to include the Coordinated Entry System described in this proposal through initial funding from the United Way and Kaiser Permanente, and now with support from the Los Angeles Homeless Services Authority. 2 HYC is one of four providers delivering direct services under the leadership of People Assisting the Homeless (PATH). HYC currently serves as the Coordinated Entry System Co‐Lead agency in Service Planning Area 7 for the target communities of Bell, Bell Gardens, Commerce, Cudahy, Huntington Park, Maywood, South Gate, Vernon, and Unincorporated East Los Angeles. In this role, HYC provides street outreach, individualized case management, housing navigation, client linkages to supportive services, and housing stabilization services to homeless individuals as well as families that are unable to access homeless family services. The comprehensive scope of services provided by the HYC Homeless Services Program includes: • Outreach to individuals and families living on the streets • Intake and basic needs assessment for homeless clients • Provision of blankets, clothing, hygiene and personal care items • Coordinated entry services • Case management • Assistance in obtaining crisis and interim shelter including motel vouchers, as appropriate • Housing plan development • Housing search assistance and placement into affordable permanent housing, including rapid re‐ housing services • Through a partnership with the Pfaffinger Foundation, direct financial assistance to clients moving into permanent housing with rental application fees, first and last month rent, security deposit, establishment of utility services and basic furnishings • Assistance in obtaining housing vouchers, if vouchers are available • Transportation assistance to help clients attend needed appointments, for example, health care appointments and meetings to secure benefits • Assistance in obtaining affordable health insurance coverage • Liaison with school districts to arrange school enrollment for children and adolescents • Supportive services for transition age youth (ages 16‐24) • After placement in permanent housing, our program provides housing stabilization services for a period of up to one year, including information and referral to community resources assisting low‐income individuals and families and access to life skills training regarding how to be responsible tenants in rental housing • Referral to legal and mediation services if needed • Assistance with establishing a bank account, credit repair and basic money management and financial literacy training • Bilingual Spanish/English and culturally sensitive services 3 The life skills our clients gain and practice through participation in our program help ensure that after placement in permanent, affordable rental housing, clients will successfully remain in housing for the long term, participate in their communities, and build a solid foundation for ongoing self‐sufficiency. In addition to providing direct services, HYC, as a partner in the Gateway Connections initiative, is a leader in advocating for greater resources for homelessness prevention, intervention and affordable housing in the area. Our agency staff has assisted with the homeless count in several Southeast communities including South Gate, Huntington Park and Maywood, as well as taking leadership for the homeless count in East Los Angeles. The Count is an important determinant in directing federal and local funding toward homeless services. With regard to Service Planning Area 7 specifically, SPA 7 reported 4,581 homeless people in the recently concluded 2018 Homeless Count, which is an increase of approximately 1% compared with 2017. Of this number, more than 3,500 were unsheltered. Even with the increased resources now being allocated by the County of Los Angeles to address homelessness, this is still one of the most pressing – if not the most pressing – public health emergencies in the communities HYC serves, including Vernon and surrounding communities. Since the inception of our Homeless Services Program, HYC has assisted a total of 423 homeless individuals to transition to permanent, stable and independent housing, including 119 Veterans. Ninety‐five percent (95%) of the persons in our program attaining permanent housing have remained successfully housed after one year. Our experience and successful track record in delivering a comprehensive continuum of services to assist homeless people to move permanently from the streets to self‐sufficiency has led to recognition of the history and work of HYC in the homeless arena among local SPA 7 cities and County leadership. For example, we are currently working with civic leaders in Commerce, Bell Gardens, and Unincorporated East Los Angeles to identify potential private financial and in‐kind resources to support our work in these Vernon Area cities to provide greater levels of outreach, housing navigation, and case management and assist homeless people with securing stable housing. In Spring 2018, the Los Angeles County Department of Health Services requested that HYC respond to the Request For Services for Integrated Case Management Services (ICMS) for homeless individuals, as well as those individuals in the re‐entry system, to expand our homeless services in SPA 7. After serving Gateway Cities communities including Vernon for eight years since 2010 with our Homeless Services Program, in July 2017 HYC opened an East Los Angeles satellite office at 4055 E. Olympic Boulevard to ensure an even stronger connection in the area. Organization‐wide, HYC has prioritized responding to homelessness in the communities we serve and has doubled our overall Homeless Services budget in the last two years from approximately $350,000 to more than $700,000 in the current 2018‐19 fiscal year. The HYC Homeless Services Program funding is from LAHSA and the Gateway Communities Council of Government. Securing funding from the Department of Health Services for the ICMS program in this current fiscal year will provide diversity of funding streams for the HYC Homeless Services program. This is forward‐thinking, as in the last month the United Way has announced that it will not provide additional funding to the Gateway Connections collaborative in the current 2018‐19 fiscal year which began July 1, 2018. This reduction will directly impact HYC’s work in partnership with PATH in Vernon, Bell, Bell Gardens, Commerce, Cudahy, Huntington Park, Maywood and South Gate. 4 As we move into the 2018‐19 year, HYC is committed to continue to diversify the public and private funding streams for our Homeless Services Program as we strategically grow the program into an ever more potent force to combat homelessness in SPA 7, with a focus on Vernon and surrounding communities. In addition to the current and potential fluctuation or reduction in public funding, the public contracts from the County and LAHSA have extensive requirements for documentation, auditing and ongoing program administration which will require HYC to augment these contracts with private funding. Such administrative infrastructure is not fully funded by these public contracts, despite the mandate for homeless program administration and quality assurance. Request to the Vernon CommUNITY Fund With a grant award from the Vernon CommUNITY Fund, HYC will continue and expand upon our eight years of successful implementation of our Homeless Services Program in the City of Vernon and the surrounding cities of Bell, Bell Gardens, Commerce, Cudahy, Huntington Park, Maywood and South Gate. With this application, our organization is respectfully requesting funding in the amount of $80,000 toward the operation of our Homeless Services Program in these Vernon area communities in the current 2018‐19 fiscal year. The requested grant funds will support essential costs for quality assurance that are not covered by HYC’s existing public contracts for the program, as well as a portion of direct staff and program expense to deliver street outreach, individualized case management, housing navigation, client linkage to supportive services, and housing stabilization services for homeless individuals and families in Vernon area communities. Specifically, funding from the Vernon CommUNITY Fund will be applied toward a 1.0 FTE Case Manager/Outreach/Housing Navigator position providing direct services to homeless program clients; a 0.35 FTE Quality Assurance Coordinator; and a portion of program expenses. Please refer to the attached Homeless Services Program budget for a line item breakdown of the requested funding. As a result of our longstanding work in communities in the Vernon area and because of the location of our East Los Angeles office, HYC is continually aware of trends affecting the targeted communities. A grant from the Vernon CommUNITY Fund will assist HYC in implementing local solutions as challenges emerge. In the past six months, we have seen a dramatic increase in the number of people living in recreational vehicles (RVs) in communities served by the HYC Homeless Services Program, with Commerce, Bell Gardens and Unincorporated East Los Angeles currently most affected by this trend. The RVs are listed on Craigslist and alarmingly are being rented at an average of $500 per month to homeless persons due to the lack of alternative temporary and affordable housing in the community for them to access. This is problematic as the RVs are not habitable permanent housing and pose a health risk to the people inhabiting them as well as the community due to not having sufficient sewage capability, electricity, heating, cooling, or adequate living space. This issue could soon impact adjacent cities including Vernon. As noted earlier, HYC is actively working with civic leaders in Commerce, Bell Gardens and Unincorporated East Los Angeles to provide greater levels of outreach, housing navigation, and case management in order to assist people with securing stable housing, including addressing the RV issue. The HYC Homeless Services Program street outreach team is currently intensifying targeted outreach to occupants of recreational vehicles parked in these communities, and as a result of this outreach and the experience of our team with homelessness intervention, we expect to make a measurable impact in the prevalence of RVs being utilized as unhealthful shelters in Vernon area communities. 5 Our HYC Homeless Services Program staff reports that in the past year, there has been an overall increase in visibly homeless persons on the streets of Vernon area communities and that most are low‐income individuals who have become newly homeless. The steep cost of rental housing is driving people onto the streets and they often find they cannot rely on help from even close family and friends. The unfortunate reality is that family members and friends are on the edge of a financial cliff of their own every day as they spend half or more of their family income on the cost of housing. Our program staff report they are serving more seniors who have lost their housing and that the time they are spending on the streets is dangerous and heartbreaking. The HYC Homeless Services program has successfully placed clients like Eva, a 65‐year‐old senior who was sleeping in parks in the city of Huntington Park, into permanent housing which is the foundation for a life of dignity, safety and stability. Eva’s story is on page 7. Target Population and Program Objectives The HYC Homeless Services Program serves a target population of homeless adult men and women and families with children who are living on the streets in the City of Vernon and the surrounding cities of Bell, Bell Gardens, Commerce, Cudahy, Huntington Park, Maywood and South Gate. In the 2017‐18 fiscal year through May 31, 2018, of the 398 homeless individuals and families we served, 42 (11%) were chronically homeless (reduced from 33% chronically homeless the year immediately prior); 354 (89%) Latino, African American or mixed ethnicity; 244 (61%) single adult males; 131 (33%) alcohol or drug addicted; 77 (19%) with one or more physical health conditions; 75 (19%) with mental health issues; and 10 (3%) Veterans. Clients served experience multiple challenging barriers to self‐sufficiency including severe poverty and food insecurity, lack of basic needs being met, poor physical and mental health, lack of health insurance, substance use and abuse, limited education and work history, immigration status, language and cultural barriers to accessing social services, and lack of personal support networks. As a leading mental health counseling agency in Southeast Los Angeles County, HYC's inclusion of homeless services as one of our core programs reflects our commitment to stabilizing the lives of a target population often in dire need of mental health care. As many as one‐third of all homeless people have mental health issues that need to be faced and treated in order to build stable lives. In addition, our Homeless Services Program team regularly encounters homeless people with medical needs that have been neglected for years. With specialized expertise in mental health counseling and substance abuse education and treatment, and a strong network of partnerships we have built with other organizations in Southeast cities over more than 45 years, HYC is able to offer rapid intervention to these clients to help them leave the streets, stabilize their lives, secure permanent housing, and attain self‐sufficiency. In the current 2018‐19 fiscal year beginning July 1, 2018 and ending June 30, 2019, HYC anticipates achieving the following Homeless Services Program objectives by fiscal year end on June 30, 2019: • The HYC Homeless Services Program will serve a minimum of 300 unduplicated homeless persons living on the streets of the City of Vernon and the surrounding cities of Bell, Bell Gardens, Commerce, Cudahy, Huntington Park, Maywood and South Gate with comprehensive, individualized services designed to assist clients in attaining self‐sufficiency. Services will be provided in Spanish and English. 6 • The HYC Homeless Services Program will place a minimum of 75 homeless persons served in Vernon and surrounding cities into secure, stable, permanent rental housing. HYC has placed an average of 85 clients annually into permanent rental housing since 2012. • The HYC Homeless Services Program will make supportive services available to 100% of the homeless clients served in Vernon and surrounding cities. Based on client needs, services provided may include transportation assistance to needed medical, mental health and/or benefits appointments; assistance in accessing affordable health insurance coverage; information and referral to community resources assisting low‐income individuals and families; and a wide range of other supportive services. • The HYC Homeless Services Program will make housing stabilization services available to 100% of the clients from Vernon and surrounding cities who are placed into permanent rental housing for a period of one year after housing placement. Program Evaluation and Coordinated Entry System The HYC Homeless Services Program is evaluated internally by agency program and executive leadership through monthly program reports submitted to the HYC Board of Directors and externally by program funding sources including People Assisting the Homeless (for which HYC serves as a program subcontractor) and the United Way, which provides funding toward HYC's participation in the Coordinated Entry System in Southeast Los Angeles County. The computerized Coordinated Entry System (CES) that HYC uses in the program is regionally based, helps ensure our strong and continuing relationships with local landlords of affordable rental housing, and helps us assist clients with minimum disruption to their lives. Because we prioritize placing clients into rental housing with local landlords, we can assist families with children who attended local schools before becoming homeless to remain in the same schools whenever possible. The CES database matches clients and their individual and family needs with the most viable properties available. This system promotes efficiency and reduces duplicative efforts among organizations working together to meet the multiple needs of homeless clients. Service data collected in the program includes homeless client demographic information (age, gender, ethnicity); the city in which contact is made by the street team with the homeless individual or family; issues faced by the client (for example, chronic homelessness, mental and physical health conditions, alcohol and drug addiction) and housing placement outcome data (the city in which client is placed in permanent rental housing). Collected service data is analyzed on a monthly basis by HYC, PATH and the Los Angeles Homeless Services Authority (LAHSA) to monitor trends in homelessness in Southeast cities and the effectiveness of program interventions. Homeless Services Program Staffing The HYC Homeless Services Program has an extensive history and experience in conducting in‐person outreach to homeless clients and successfully linking homeless individuals and families with resources 7 meeting their needs including housing, healthcare, mental health services and monetary benefits including Veteran benefits. Our team has a deep understanding of how challenging it is for clients to re‐establish their lives. We have experience with every obstacle faced by homeless clients and can assist through direct service in our own agency programs or through referral to community organizations, including commonly encountered issues of years of neglect of physical health, mental health challenges, substance abuse issues, lack of documentation, or overcoming mistrust of people or the system. Our team takes a compassionate and common‐sense approach to helping our clients address their challenges step‐by‐step. Homeless Services Program Manager (funding not requested from Vernon CommUNITY Fund): The HYC Homeless Services Program Manager, Cristina Ramirez, joined HYC in 2017 with more than 10 years of professional experience in developing and managing programs serving homeless and at‐risk clients, including street outreach, individual and family needs assessment and case management, and placement into affordable permanent housing. Cristina maintains strong relationships with a network of local landlords who rent to HYC clients. Cristina leads a team of Homeless Program outreach staff experienced in interacting one‐on‐one with homeless persons living on the streets to help begin the process of their rebuilding stable and self‐sufficient lives. She holds a Bachelor of Arts degree in Psychology from the University of California, Riverside. Cristina is bilingual in English and Spanish. Outreach/Housing Navigator/Case Manager (to be hired; 1.0 FTE requested from Vernon CommUNITY Fund): This full‐time, 40‐hour‐per‐week position will provide individualized supportive services to homeless clients and assist clients in addressing barriers to self‐sufficiency, with the goal of securing and maintaining permanent housing. Case Management services include identifying the areas in which clients will need assistance to accomplish the outlined goals and objectives. Provides referrals for mental health, substance abuse, and other services as deemed necessary (e.g., food banks, employment, credit repair, etc.). Assists clients with housing search and completion of necessary paperwork including rental applications, including helping with the application process. Ensures all HYC Homeless Services Program data is accurate and entered into the appropriate program documentation system at HYC as contractually required. Quality Assurance Coordinator (to be hired; 0.35 FTE requested from Vernon CommUNITY Fund): This part‐ time, 20‐hour‐per week position will maintain documentation and quality assurance standards set forth by HYC Homeless Services Program contracts, including participation in monthly internal HYC file audits and regular external audits by contractors, maintaining program compliance with HIPPA policies and practices, oversight of staff data entry into the HMIS system, collaboration with the HYC finance department on financial monitoring processes related to the program, and staff training on new systems and processes. Homeless Services Program Client Success Story Eva (name changed) is a 65‐year‐old Hispanic single female who was homeless in the city of Huntington Park. Her homelessness began while she was renting a studio apartment in Huntington Park. One Saturday afternoon, her 25‐year‐old son came to visit her and got into an altercation with the security guard. Because of this incident, Eva was served with a three‐day notice to vacate. Having nowhere to go, she turned to the streets. She slept in parks in Huntington Park while searching for a place to rent. Due to her limited SSI income, she found it extremely difficult to find a decent place. HYC Homeless Services Program staff encountered Eva during street outreach in Huntington Park. She was receptive to receiving services. HYC 8 staff made a referral to Bell Shelter and she was accepted. Due to her chronic health conditions, HYC staff was able to complete and submit a Continuum of Care application and Eva was approved for a one‐bedroom housing voucher. Eva was able to move into a one‐bedroom apartment in Los Angeles. HYC assisted her with the security deposit and basic household necessities including a new mattress. Eva is very grateful to HYC for assisting her in securing permanent housing. She looks forward to enjoying her life in her new apartment and managing her health without worrying where she is going to find safety and shelter each night. Helpline Youth Counseling Homeless Services Program Budget - FY 2018-19 PERSONNEL Program Staffing Position Annual Salary FTE Request from Vernon CommUNITY Fund Other Sources of Funding Total Program Manager 55,000 100%55,000 55,000 Community Engagement Specialist 50,000 100%50,000 50,000 Outreach/Housing Navigator/Case Manager 40,000 100%40,000 - 40,000 Housing Navigator 37,440 100%37,440 37,440 Outreach/Housing 37,440 100%37,440 37,440 Outreach/Housing 37,440 100%37,440 37,440 Outreach/Housing 37,440 100%37,440 37,440 Rapid Rehousing Navigator 37,440 100%37,440 37,440 Executive Director 141,000 18%25,380 25,380 Coordinator Administrator 28,080 50%14,040 14,040 Contracts and Grants Manager 75,000 3%1,875 1,875 Quality Assurance Manager 65,000 4%2,600 2,600 Quality Assurance Coordinator 18,720 50%13,000 - 13,000 Subtotal - Program Staffing 53,000 336,095 389,095 9,662 68,562 78,224 PROGRAM EXPENSE 538 1,448 1,986 440 440 1,034 1,034 1,000 1,015 2,015 1,000 2,172 3,172 15,360 15,360 1,200 5,324 6,524 6,819 6,819 400 400 1,176 1,176 1,600 1,600 800 1,200 2,000 1,125 1,125 800 3,450 4,250 Subtotal - Program Expense 5,338 42,563 47,901 78,113 78,113 12,000 84,393 96,393 10,840 10,840 Subtotal - Client Financial Assistance 12,000 173,346 185,346 0 51,663 51,663 TOTAL 80,000 672,229 752,229 Fringe Benefits at 18.23% Advertising Office Supplies Postage/Printing Telephone Local Travel (Mileage) Vehicle Gas (including Maintenance/Repair) Program Space/Occupancy Cost Consultant (IT) Insurance (GenLib/Auto/Crime/Directors/Umbrella) Small Equipment (Computers/Printers) Program Expense Building Maintenance Training Utilities Financial Assistance (Non-Rent) Rental Assistance (Rent only) Client Flex Funds Indirect/Admin Costs CLIENT FINANCIAL ASSISTANCE Helpline Youth Counseling (HYC) Agency Leadership in Human Services PARTNERSHIP IN COLLABORATIVE SERVICE DELIVERY MODEL INCREASING COMMUNITY EQUITY Grand Opening of HYC Agency Headquarters at Liberty Community Plaza in Unincorporated South Whittier, 2015 AGENCY AWARDS AND COMMENDATIONS Long Beach City Prosecutor’s Office Impact Award for Leadership in Combating Human Trafficking, 2016 County of Los Angeles Department of Children and Family Services (DCFS), Deputy Director Award Presented to HYC for Exceptional Support to DCFS During Latino Heritage Event, 2015 Service Planning Area (SPA) 7 Community Partnership, Certificate of Appreciation, 2012 California State Assembly, Certificate of Recognition from Assemblymember Tony Mendoza for HYC’s Support of the McKinney-Vento Program at the Norwalk/La Mirada Unified School District, 2010 Long Beach Sixth District Councilman Dee Andrews, Certificate of Recognition for HYC’s Be Strong Female Youth Empowerment Program, 2010 Al Borde, Certificate of Participation in the Al Borde Lounge Project, 2007 County of Los Angeles, Commendation for HYC’s Participation on the Safe Schools, Healthy Students Program Community Resource Team, 2007 Los Angeles County Office of Education, Dedicated Service to Parents and Youth at North Long Beach Community Day School, 2007 California State Assembly, Certificate of Recognition from Assemblymember Rudy Burmudez, 2006 County of Los Angeles Board of Supervisors, Commendation for HYC’s 35th Anniversary, 2006 Citibank Community Stars Awards, 2005 and 2006 County of Los Angeles Board of Supervisors, Commendation for HYC’s After-School Tutoring for Youth through Operation READ, 2004 County of Los Angeles, Office of Fourth District Supervisor Don Knabe, Commendation for HYC’s “Our Place” Drop-In Center for Youth, 2001 Norwalk-La Mirada Unified School District, McKinney - Vento Program, Annual Commendation County of Los Angeles, Commendation from 4th District Supervisor Deane Dana Whittier City School District, Reach for the Stars 10th Anniversary Award LEADERSHIP IN COMMUNITY COALITIONS PROTECTING CHILDREN AND YOUTH Human Trafficking Portals Summit, Los Angeles Trade Technical College, 2017 Long Beach YWCA, Domestic Violence Sexual Assault Response Team, 2017 Long Beach Human Trafficking Task Force, Co-Founding Agency, 2014 - Current Long Beach Building Healthy Communities, Neighborhood Work Group, Co-Founding Agency, 2012 - Current Partnership with People Assisting the Homeless (PATH) and Gateway Cities Council of Governments (COG) to Provide Outreach, Housing and Case Management to Children, Adults and Families in the Gateway Cities, 2012 - Current ABC Unified School District Community Resource Team and Policy Subcommittee, Agency Member, 2010 - Current Children First Collaborative, Co-Founding Agency, 2012 - Current (Child Abuse/Neglect Prevention) Long Beach Gang Reduction, Intervention and Prevention (LB GRIP) Advisory Board, 2010 - Current MEDIA COVERAGE “Program Seeks to Limit Alcohol Sales to Minors,” Los Angeles Wave, September 2016 “Norwalk Businesses Commit to Helping Stop Underage Drinking,” The Norwalk Patriot, August 2016 “Silence is Lifesaving,” Easy Reader News, January 2015 Senior Noelle Medbery Volunteers at Community Helpline,” Mira Costa High School La Vista, December 2013 “A Helpline for Youth in Long Beach,” California Health Report, August 2012 “Two Sisters Come Home With Greater Respect,” Los Angeles Times, August 2011 RECOGNITION OF HYC LEADERSHIP Long Beach Nonprofit Partnership, Nonprofit Leadership Institute, Certificate of Distinction for Executive Director Jeff Farber, 2013 California State Assembly, Certificate of Recognition for Executive Director Jeff Farber, Nonprofit Leadership Institute Graduate, 2013 1 / 6 Final Report Created: 01/28/2017 Last updated: 01/31/2017 Use this form to provide details regarding the services this organization has provided in the period after receiving financial support from the Vernon CommUNITY Fund (VCF). Page 1 * Were you able to achieve the objectives of the grant from the VCF? Please explain. Yes, we successfully achieved the grant objectives. In the period between November 18, 2015 (date of grant award) through December 31, 2016, the Helpline Youth Counseling (HYC) Homeless Services Program assisted 269 unduplicated homeless persons from the Vernon area with intensive case management and supportive services designed to assist clients in transitioning from the streets to attaining self-sufficiency. Of these, 146 clients were served in the City of Bell, 25 in Commerce, 42 in Huntington Park, 15 in Maywood, 20 in Vernon and 21 in Unincorporated East Los Angeles. During the grant period, HYC placed 144 of the unduplicated homeless persons served from these communities into permanent, stable rental housing (123 from Bell, three from Commerce, 12 from Huntington Park, one from Vernon, and six from Unincorporated East Los Angeles). All clients who were placed into permanent housing will be provided with housing stabilization services for a one- year period after housing placement. HYC staff conducted Coordinated Entry System (CES) Assessment Surveys of homeless individuals and created Individualized Service Plans for 100% of program participants. Staff assisted all participants with case management services including obtaining California State identification cards, applying for mainstream benefits to increase income, and connecting to supportive services (health care, mental health care, substance abuse treatment and legal assistance). DMH staff continuously joined with HYC staff to link clients to mental health services in the field. Participants were provided with motel vouchers and/or other temporary/immediate/crisis housing solutions such as the Bell Shelter program and also utilized CES crisis beds while stable housing was pending. 2 / 6 HYC housing navigation staff completed a housing plan with each participant and worked with participants toward moving into permanent housing. HYC has partnerships with PATH, the VA, DMH, and the LA County Department of Health Services to leverage housing resources and the supportive services available to participants. HYC staff assisted participants to secure the necessary documents to apply for subsidized tenant assistance programs in order to secure affordable housing. All participants were provided with housing location and supportive services and assisted in identifying stable, affordable housing. HYC staff worked closely with landlords to facilitate client placement in housing and secure rental subsidies. Once housing was secured for clients, move-in assistance was provided such as security deposit, first month rent, utility deposit, rental application fee, furniture (refrigerator, stove, bed, dresser or dinette set). HYC program staff provides ongoing supportive services for a period of one year after housing placement to ensure long-term housing stability. The following is demographic information regarding program participants assisted during the one- year grant period: Age Range Under 5: 9 5-12: 10 13-17: 8 18-24: 17 25-34: 37 35-44: 37 45-54: 55 55-61: 39 62+: 28 Don't Know/Refused: 29 Ethnicity/Race White: 26 Hispanic/Latino: 172 3 / 6 Black/African American: 57 Native American: 4 Asian: 2 Hawaiian/Pacific Islander: 0 Multiple Races: 6 Don't Know/Refused: 2 Gender Male: 173 adults; 15 children Female: 68 adults; 13 children Transgender: 0 adults; 0 children Special Needs Categories Veteran: 25 Families with Children: 19 Mental Illness: 74 Alcohol Abuse: 82 Drug Abuse: 72 Chronic Health Condition: 107 HIV/AIDS or related: 1 Disabled: 75 Victim of Domestic Violence: 16 * What challenges has the organization experienced during the term of the grant and how were they addressed? How have these challenges affected the work supported by the VCF? The overall challenge for our Homeless Services Program continues to be that the homeless service system, even with the infusion of new Los Angeles County and City funds, provides limited financial support for homeless prevention services for adults. Homeless prevention funds in the form of eviction prevention, payment of rental arrears, payment of utility arrears, and staffing costs would provide HYC with the opportunity to keep people housed thus preventing them from having to experience the trauma of homelessness. Ongoing support of staff for case management and housing retention services would ensure stability for program clients and prevent them from 4 / 6 becoming homeless. From the perspective of our agency Homeless Services program operations, our major challenge is that we have limited funds for housing retention services resulting in us lacking in staff to ensure that participants maintain their housing, are stable and are able to build community supports. We work to address these challenges by partnering with other organizations providing homeless services in order to leverage program resources to assist clients and by identifying and approaching potential sources of program and agency general operating support. The grant awarded to HYC by the Vernon CommUNITY Fund provided HYC with the opportunity to enhance the staff and housing assistance resources in our Homeless Services program. * What are any organizational successes from the past year which you would like to highlight? Vernon CommUNITY Fund funding made possible successful and ongoing collaborative Homeless Services Program outreach in the Vernon community area of SPA 7 (Bell, Commerce, Huntington Park, Maywood, Vernon, and Unincorporated East Los Angeles) conducted by HYC Homeless Services staff in collaboration with the following agencies: People Assisting the Homeless (PATH) Outreach Response Team, local City law enforcement agencies, Los Angeles County Sheriff Department, Los Angeles County Department of Mental Health Outreach Team (DMH), Long Beach Veterans Administration staff, and the Los Angeles Homeless Services Authority Emergency Response Team. Together, outreach was provided at parks, hospitals, riverbeds, encampments, freeway exits/entrances, shopping centers within the communities, streets, alleys, parking lots of fast food restaurants, and behind businesses. Each month, PATH and HYC staff went to the Downey Courthouse and met with individuals who are frequent utilizers of the court/ jail system. Funding provided HYC with the ability to enhance its financial assistance resources for housing placement and essential staff support for outreach, case management, housing location assistance, and housing retention services. Thanks to Vernon CommUNITY Fund support, we were able to place a total of 144 homeless persons from the Vernon area in the past year into stable, affordable permanent housing. In addition to the quantitative and demographic service data we collect in our Homeless Services Program, HYC program directors obtain firsthand client stories on an ongoing basis which are included as part of their monthly program reports and also are often shared in agency publications with names changed to protect the confidentiality of our clients. The stories of our clients bring to life their determination and hard work to improve their lives and the dedicated work of our Homeless Services program staff. 5 / 6 The following recent client story from the last six months of the grant exemplifies the services and client successes of the HYC Homeless Services Program staff in the Vernon CommUNITY Fund areas: Ms. McN, a 66-year-old African-American female, and her fiancé Mr. M, a 57-year-old African American male, were chronically homeless in the city of Huntington Park. They were sharing an apartment with her sister, but had become homeless due to the sister's untimely death and their very limited income, which did not cover the rent. Without family members in California, they turned to the streets. They slept in their car, in parking lots, and in parks in Huntington Park while they searched for a place they could afford without success. Our HYC Homelessness Services Program staff encountered the couple during outreach in the city of Huntington Park. HYC assisted them in securing affordable housing in a senior housing complex. Ms. McN and Mr. M were happy and relieved to finally have a place to call home, including cooking dinners and taking showers. They are grateful to HYC for successfully placing them in permanent, stable housing. * Have all of the funds provided by VCF been expended? Yes Please attach an expense report for the grant for the past year. https://jemmottrollinsgroup.fluidreview.com/media/assets/survey-uploads/70719/8503019- n58u76IdKh/Vernon%20CommUNITY%20Fund%20Final%20Financial%20Report.xlsx * Were there any additional unexpected expenses that were not mentioned in the Interim Report? No * How many times has the Board of Directors convened in the past year? 10 6 / 6 Page 2 * How many residents from the Vernon-area (Vernon, Bell, Boyle Heights, Commerce, Huntington Park, Maywood, Unincorporated East Los Angeles) have you served during the grant term? 269 * What metrics did you use to determine this? HYC utilizes the CES survey tool to collect client demographic and social information including age, gender, race, ethnicity, current living situation, length of homelessness, physical health challenges, mental health challenges, substance use, employment history, source of income, family supports, etc. as well as assess client acuity and vulnerability levels. * Do you expect to reapply for funding from VCF next year? Yes * Signature By typing your full name in the space provided below, you attest that the information provided is true and accurate to the best of your knowledge. Jeff Farber, Executive Director GRANT RECOMMENDATION FORM General Applicant Information Applicant Organization: No. of Board Members: Year Founded:Type of Organization: Amount Requested:Recommended Amount: Annual Budget: Brief Narrative description of the organization Organizational strengths: Type of support requested: ___ General Operating ___ Project/Program First Time Applicant Returning Grantee Prev. Award amount: Human Services Association Community-based 1940 18,500,000 8 $65,000 $30,000 ✔✔ Strong leadership team that has worked together in various capacities for over 15 years; Proven track record of developing and implementing a broad range of culturally-competent services; Steady increase in public funding levels to pilot and expand successful programs; Successful, long-term relationships with service providers, operators and agencies in SPA 7/Southeast Los Angeles. Founded in 1940, Human Services Association (HSA) is the largest community, multiservice nonprofit organization in Southeast Los Angeles. HSA's mission is to provide families with comprehensive and compassionate care to promote wellness and build strong communities in fulfillment of their vision of safe, healthy, happy and thriving families. Their services focus on four core ares which include Early Childhood Education, Family, Community & Senior Services. Annually the organization serves over 20,000 children, adults & seniors at 43 different locations & congregate sites across Southeast Los Angeles. FY2015-2016 DII $35,000 6WDႇ$QDO\VLV 3URSRVDO'HWDLOV 'RFXPHQWVUHYLHZHG ___ Audit/IRS Form 990 (dated: _____ / ____ / _____ ) ___ Organizational Budget How does the proposal align with the goals of the Fund? &RVW%HQH¿W %HQH¿FLDULHVDQGRUSRWHQWLDO LPSDFWRQWKHQRQSUR¿W governmental landscape: Description of the proposal to which funds would apply LIQRSDUWLFXODUSURMHFWLVVSHFL¿HGSOHDVHQRWH*HQHUDO2SHUDWLQJ6XSSRUWLQWKLVDUHD 6SHFL¿FSRSXODWLRQVWDUJHWHGE\JUDQWUHTXHVWLIDSSOLFDEOH Age Range: Gender: Race/Ethnicity: Economic Status: Family Type: Military Status: Sexual Orientation: Other (specify): ___ Proposal Budget Are there any activites planned to acknowledge VCF as a funder of this project/program/organization? Seniors (Age 55+)ALL ALL n/a ALL n/a low-income If awarded, funds would be applied towards HSA's Care Management Supportive Services, assisting seniors in obtaining necessary services & allowing them to remain at home safely. Services include ongoing care management, an individual client assessment and care plan, client advocacy (medical, dental, financial and other needs), service coordination, referrals & resources. 139 seniors can be served at one time/$30,000 recommended award = ~$216 per client. Senior citizens who are home bound and require assistance in Vernon/surrounding areas. ✔✔06 30 2017 ✔ Goals: - To encourage an inspire positive social development in Vernon and neighboring communities; - To promote positive social development of children, youth, families and senior residents in Vernon and surrounding areas. Eligibility: - Promote the health, safety and welfare of persons residing or working within the designated geographic areas; - Demonstrate capacity by the applicant organization to ably manage and achieve intended results in an effective and efficient manner; If awarded, Human Services Association will acknowledge the City of Vernon on their organization's website, social media accounts (including Facebook, Twitter & Instagram) and Community Newsletters/Newspapers. 1 / 8 Fill out Application Form Created: 06/25/2014 • Last updated: 08/07/2018 * Name of Organization Human Services Association * Organization Phone 562-806-5400 * Organization Email darren.dunaway@hsala.org Organization website address, if any www.hsala.org * Name of Authorized Representative (Last Name, First Name) Dunaway, Darren Title of Authorized Representative Associate Director * Organization Founding Date/Date of Incorporation 01/1940 * Organization Type Community-based (Community Service) ORGANIZATIONAL INFORMATION *Indicates required field * Organization Address Street 6800 Florence Avenue City/Town Bell Gardens State California Country United States 2 / 8 * Service Area Bell Boyle Heights Commerce Huntington Park Maywood Unincorporated East Los Angeles (specify community): Southeast Los Angeles Vernon What number of non-duplicate individuals directly benefit from your services? More than 200 What amount of the individuals specified above are located in the cities identified by the Vernon CommUNITY Fund? More than 100 What age group(s) benefit the most from your services? Seniors (ages 55 and up) * Name of Executive Director (Last Name, First Name) Chacon, Leticia SERVICE DETAILS STAFF DETAILS List of Executive Staff/Volunteer Leadership (Attachment) Biographies should include a brief description of current employment, community service and current and former board appointments https://jemmottrollinsgroup.fluidreview.com/resp/1422198/85TToEy4fR/ Executive Staff/Volunteer Leadership biographies (Text) You may alternatively choose to type biographies directly instead of attaching a separate document. Please specify titles and organizational involvement. 3 / 8 LEADERSHIP TEAM Chief Executive Officer, Leticia Chacon, LCSW - Ms. Chacon is the Chief Executive Officer of Human Services Association. She graduated from UCLA with a Master of Social Welfare in 1974 and received her License in Clinical Social Work in 1979, giving her 37 years of experience working in the field of social work and committed to ending multigenerational cycles of child abuse and family violence. Ms. Chacon previously served as Director of Social Services in the Los Angeles County Health Department, Maternity and Infant Project as well as Family Preservation Director, at Human Services Association, prior to her role as CEO. She brought her expertise and knowledge implementing program procedures, hired and trained bilingual/bicultural, professional /paraprofessional staff in an effort to insure that children were safe and families were achieving the goals set for them. Chief Operating Officer/Chief Financial Officer Ricardo Mota, CPA - Mr. Mota is a Certified Public Accountant (CPA) with over 20 years of experience in the nonprofit sector. Mr. Mota began employment at Human Services Association in February 1994 and was appointed in July 2011 as the Chief Financial Officer of Human Services Association. Mr. Mota was promoted to Chief Operating Officer on September 19, 2016 to oversee the daily business operations of the organization. Under Mr. Mota’s leadership and direction, organizational reserves have increased from $20,000 to over $4 million and has strengthen the overall financial health of Human Services Association. Senior Services Director, Darren Dunaway - Mr. Dunaway has been the Senior Services Director at Human Services Association (HSA) since 1994. As Senior Services Director Darren oversees all senior services programs. Currently HSA provides a range of senior services including, congregate meals (1500/day @ 17 sites in 10 cities), home delivered meals (525/day), Alzheimer’s day care resource center (ADCRC), home based care, family caregiver programs (IIIE), multipurpose senior services program (MSSP), care management (IIIB) (CSBG), and Linkages (District 1). Darren maintains all governmental relationships and department grants and manages long term funding strategies at HSA. Currently HSA senior services department manages funding from 18 funding sources. Darren oversees over 50 employees who are all dedicated to providing top quality care in order to keep seniors safely at home for as long as possible. Family & Community Services Director, Celia Marquez, LCSW - Ms. Marquez is a licensed clinical social worker with over 18 years of experience working with families and children in the non-profit sector in both the Los Angeles and Orange County area. Ms. Marquez began employment at Human Services Association in 2001 as a Program Manager and in 2013, was promoted to Director of Family Services where she oversees Family Preservation (FP), Select Home Visitation (SHV), Domestic Violence (DV), Child Abuse Prevention and Intervention Treatment (CAPIT), Victim Advocacy and Outreach and Domestic Violence Housing programs. Ms. Marquez also over sees the Community Services programs, Low Income Fare is Easy (LIFE) and Children’s Health, Outreach, Enrollment, Utilization, and Retention Services (CHOEUR). 4 / 8 “Pasitos” Early Childhood Education Director, Dr. Rosie Ramos, MSW, Ed.D - Dr. Ramos has served as HSA's Director of the “Pasitos” Early Childhood Education Program for more than 15 years! Rosie was born in East Los Angeles. She is Puerto Rican/Mexican and embraces both cultures “con todo corazon.” Rosie received a B.A. in Theater Arts, and has worked with notable writers and directors, including Luis Valdez (writer/director of Zoot Suit, Corridos, and La Bamba). She has also appeared in many off Broadway performances in New York. When Rosie returned to Los Angeles, she began to write and perform in educational plays that addressed issues such as child abuse, drugs, and teen relationships in Latino communities where there was a need to educate through theater. She received a Masters Degree in Social Work from USC. As a social worker, Rosie realized she could combine her social work and theater experience to write and direct plays around issues that affect women and families. Rosie has worked with the National Latina Health Network for the past seven years as a resident Theatrical Educational Writer/Director. As Director of the “Pasitos” Program, Rosie is responsible for more than half of all HSA employees and manages four major early education programs. She is recognized by HSA's CEO as the “spirit and motivator” of her Department. Rosie expressed, “It is the managers and staff that bring quality services with HEART and a SMILE to our families. For this reason, I know I am the most blessed Director to have such exemplary staff." Ms. Ramos received her Doctorate in Educational Leadership in May 2018. Human Resources Director, Lisa Moss Lisa Moss has been the Human Resources Director at Human Services Association (HSA) since 2015. Information Technology Director, Manuel Maiztegui - Manuel Maiztegui has been in charge of the IT Department at Human Services Association (HSA) since 2004. Manuel has overseen the transformation of technology at HSA from a simple network with a few computers in 2004 to an advanced MPLS network using fiber optics connections and the latest networking equipment in order to connect multiple facilities together. Manuel and the HSA IT department have upgraded every single computer, printer, server, router, switch, and firewall at HSA in the last 10 years in order to keep HSA up-to-date with the latest technologies. List of Board Members (Attachment) Biographies should include a brief description of current employment, community service and current and former board appointments https://jemmottrollinsgroup.fluidreview.com/resp/1422198/fqskNUvQvb/ List of Board Members (Text) You may alternatively choose to type biographies directly instead of attaching a separate document. BOARD OF DIRECTORS 5 / 8 Cesar Zaldivar-Motts, Board Chair - Cesar Zaldivar-Motts is the Executive Director of the Southeast Community Development Corporation. Mr. Zaldivar-Motts currently serves as Chair of the Board of Directors at Human Services Association. He also serves on the Boards of the Southeast Rio Vista YMCA, Southeast Salvation Army, Rio Hondo Boys and Girls Club, and the Huntington Park Police Activity League. He graduated from the University of Missouri, Kansas City with a Masters of Public Administration and has 15 years of non-profit management experience. Robert Perez, Board Treasurer - Robert Perez is the Senior Grants Manager at AltaMed who currently serves as Treasurer of the Board at Human Services Association. Mr. Perez is a former Accounting Manager at Human Services Association and has served on the Board since April 2018. More notably, Mr. Perez is a veteran of the United States Marine Corps. Olga Sarabia, Board Secretary - Olga Sarabia currently serves as Secretary of the Board at Human Services Association. Mrs. Sarabia holds a Master’s degree in Social Work from the Loyola University School of Social Work in Chicago. She is retired after a wonderful 34 year career that she considered a ministry. That included community organizing work in a housing project in East Los Angeles, CA and Medical Social Work in Public Health as well as in County Hospitals. Mrs. Sarabia has been Chair of the Arts & Culture Committee in Alhambra; Chair of the Eastern Los Angeles Regional Center. Currently she is serving on the National Board of the National Association of Social Workers and the Los Angeles County Commission on Older Adults. Ronald V. Garcia, Past Board Chair - Ronald V. Garcia worked for Southern California Edison for over 44 years and retired as a Regional Public Affairs Manager. He lives in both Santa Paula and Catalina Island but has worked in the Southeast Los Angeles Area for many years. Mr. Garcia is active in civic, social, service, and youth activities. He has been president of the following organizations: Bell Chamber of Commerce; Bell Gardens Chamber of Commerce; Bell Gardens Association of Merchants and Commerce; three-times president of the Cudahy Chamber of Commerce (Businessman of the Year in 1993, 1996, and 1997); the Greater Huntington Park Chamber of Commerce (where he was named Businessman of the Year in 2002); two-time president of the Maywood Chamber of Commerce (Businessman of the Year in 1993); South Gate Chamber of Commerce; Friends of Bell Foundation; West San Gabriel Valley Consortium; JTPA Career Partners; Huntington Park Police Athletic League (PAL); San Antonio Mental Health; Kiwanis of Bell/Cudahy/Maywood; Rio Hondo Boys and Girls Club (where he was Man of the Year for 2001-02); Los Angeles County/Hawaii Region Boys and Girls Club of America (where he was Volunteer of the Year in 2002); Southeast Community Development Corporation; Saticoy Little League; Santa Paula Toastmasters (winner of 1983 California-Nevada Speech Contest); Ventura County United Way Alumni Association of Loaned Executives, and the Southeast Los Angeles Corps Salvation Army. He has also been three-time president of Human Services Association. President Ronald Reagan appointed Ronald to the City of Ventura Selective Service Draft Board #83. Ronald is a veteran having served in the United States Marine Corp. 6 / 8 Ronald has served on the following boards and committees within the Los Angeles area: Los Angeles County Metro Region United Way; Commerce Industrial Council, Gardena Chamber of Commerce, Maywood Sister Cities; Southeast Rio Vista YMCA; El Portal Latino Alzheimer’s Project; United Way Hispanic Planning Council; Southeast Planning Commission; Oldtimers Foundation; Cudahy Redevelopment Planning Advisory Committee; and the Huntington Park Boxing Club. Mr. Garcia has served on the Human Services Association Board of Directors since February, 1991. Nancy Sariñana, Attorney & Early Education Specialist - Nancy Sariñana is an attorney at Children’s Law Center of California (CLCCA), which represents children under the jurisdiction of the Los Angeles County Dependency Courts. At CLCCA Nancy has been a voice and an advocate for children affected by abuse and neglect. Mrs. Sariñana served on the Human Services Board from 2003 to 2017 and was again installed in June 2018. Brenda Ortega, Parent Policy Council Liaison - Brenda Ortega is the Parent Policy Council Liaison. Ms. Ortega has served on the Human Services Association Board of Directors since February, 2015. Lupita Garza - Lupita Garza is the Senior Major Gifts Officer at Adventist Health White Memorial Charitable Foundation. Ms. Garza has served on the Human Services Association Board of Directors since April, 2016. Connie Arellano - Connie Arellano is a Psychologist and ERICS Specialist at Montebello Unified School District. Ms. Arellano has served on the Human Services Association Board of Directors since April, 2018. FINANCIAL INFORMATION 7 / 8 *Grant Amount: Please specify the amount of grant funds being requested. $65,000 List of Income Sources (For example: grants, earned income, individual donations) Los Angeles County Metropolitan Transportation Authority (MTA) $200,000 First 5 LA $510,398 County of Los Angeles Department of Public Health $300,000 County of Los Angeles Department of Children & Family Services $366,667 Spiritt Family Services $60,000 County of Los Angeles Department of Public Social Services $448,153 County of Los Angeles Department of Children & Family Services $92,784 California Department of Education $2,316,545 California Department of Education Nutrition Services Division Child and Adult Care Food Program $275,000 County of Los Angeles Department of Community & Senior Services $1,556,320 County of Los Angeles Department of Community & Senior Services $1,523,067 County of Los Angeles Department of Community & Senior Services $405,578 County of Los Angeles Department of Community & Senior Services $1,423,000 County of Los Angeles Department of Community & Senior Services $1,031,474 County of Los Angeles Department of Community & Senior Services $145.000 State of California Department of Aging $587,045 State of California Department of Emergency Services $257,239 County of Los Angeles Public Health $315,000 State of California Department of Emergency Services $250,000 Administration for Administration for Children and Families $1,697,276 Administration for Administration for Children and Families $4,093,855 * Most recent audit and/or 990. (Please attach) https://jemmottrollinsgroup.fluidreview.com/resp/1422198/nOnxuvHAF5/ * Current organization budget (Please attach) https://jemmottrollinsgroup.fluidreview.com/resp/1422198/8THAFUPkXp/ 8 / 8 * What percentage of your organization budget will the requested funds represent? 1 * Are you requesting funding for a specific project? Yes Name of Financial Institution Bank of the West Address of Financial Institution 10230 Paramount Blvd., Downey, CA 90241 Phone Number of Financial Institution 562-928-3361 Name of Fiscal Sponsor (if applicable) N/A Fiscal Sponsor Address (if applicable) N/A Fiscal Sponsor Phone (if applicable) N/A Fiscal Sponsor Email (if applicable) N/A Fiscal Sponsor Website (if applicable) N/A Does your organization have a current certificate of general liability insurance? Yes Proposed budget for requested funds How will the organization specifically utilize grant funds? (Please attach) https://jemmottrollinsgroup.fluidreview.com/resp/1422198/GDDLZKJB1h/ Leadership Team Leticia D. Chacon, LCSW Chief Executive Officer Ricardo Mota, CPA Chief Operating Officer/Chief Financial Officer Darren Dunaway Director, Senior Services Department Celia Marquez, LCSW Director, Family and Community Services Department Dr. Rosie Ramos, MSW, Ed.D Director, “Pasitos” Early Childhood Education Department Manuel Maiztegui Director, Information Technology Department Human Services Association EXPENSES Budget - 2017-2018 JULY 1, 2017 THROUGH JUNE 30, 2018 5 10 12 13 36 37 38 39 40 41 43 46 49 58 59 60 61 62 64 65 66 68 74 76 80 81 82 83 90 91 92 93 94 95 96 TOTAL INDIRECT GENERAL MTA SERV FEE SHV CHOUER F/P F/P F/P RESOURCE DV CHILD ABUSE CPRE CACFP CONG HDM IIIIB CONG HDM IIIE LINKAGES MSSP CAL OES CHAMPIONS EHS - OPS EHS - Adm T&TA T&TA - Admin HS - OPS HS - Adm T&TA T&TA - Admin Duration - Start Duration - OPS Duration - ADMIN BUDGET SALARIES 833,763 - 123,739 32,240 304,907 198,016 236,714 - 25,092 43,921 304,357 37,700 1,127,412 - 455,847 448,098 303,784 402,454 297,030 81,632 97,608 317,115 128,170 177,990 912,533 66,664 - - 1,694,710 247,000 - - - 92,329 - 8,990,824 EMPLOYEE BENEFITS 233,454 - 29,697 7,738 73,178 47,524 56,811 - 6,022 10,541 66,958 8,294 302,991 - 105,075 103,292 70,559 92,764 68,317 18,775 20,498 70,565 32,042 40,938 228,133 15,999 - - 457,572 55,598 - - - 18,466 - 2,241,802 TOTAL PERSONNEL 1,067,217 - 153,437 39,978 378,085 245,540 293,526 - 31,113 54,462 371,316 45,995 1,430,402 - 560,922 551,391 374,342 495,219 365,347 100,406 118,105 387,680 160,212 218,927 1,140,666 82,663 - - 2,152,282 302,598 - - - 110,795 - 11,232,626 60.45% OTHER COSTS 62400 INDIRECT COSTS - - 20,000 83,698 46,768 19,802 40,531 - 3,800 6,800 44,815 6,186 151,785 - 133,120 137,743 44,375 142,300 103,147 11,927 14,500 58,153 22,400 33,284 - 145,537 - - - 234,866 - - - - 16,583 1,522,120 62410 LEGAL COSTS 12,000 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 12,000 62430 AUDIT FEE 9,655 - 2,000 - - 3,000 4,000 - - - 2,241 - - - 2,216 2,129 1,395 2,466 2,148 - - - 1,750 - - 5,000 - - - 10,000 - - - - - 48,000 62440 SUBCONTRACTORS - - - - - - 22,320 - - - - - 69,800 - - - - - - - - 12,456 - - - 75,000 - - - - 9,000 - 188,576 62450 SERVICE BUREAU/BKKP 83,000 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 83,000 62490 CONSULTANTS 10,014 29,000 - - - - - - - - - - - - - - - - - - - - - - 41,280 - - - 103,680 - - - - - - 183,974 62510 OFFICE SUPPLIES 20,154 - 980 - 3,280 3,585 1,287 - 1,187 2,736 2,173 980 10,961 - 8,801 893 1,085 4,360 881 317 591 1,175 1,199 786 14,630 1,104 - - 23,891 - - - - - - 107,036 62511 PURCHASE OF SERVICES - - - - - - - - - - - - - - - 1,780 - - 2,040 4,625 117,409 - - - - - - - - - - - - - 125,854 62512 DISCRETIONARY FUNDS - - - - - - 9,258 - - - - - - - - - - - - - - - 21,665 - - - - - - - - - - - - 30,923 62515 COPIER SUPPL/MAIN.6,873 - 1,816 - 2,514 3,229 2,011 - - 335 2,179 335 3,014 - - - 1,897 2,495 1,782 446 535 1,782 1,006 980 3,295 330 - - 17,751 989 - - - - - 55,594 62516 COMPUTER SUPPLIES/MAINTENANCE 26,492 - - - - - 1,425 - - - - - 4,296 1,530 697 483 - 697 483 - - 4,624 - - 6,922 - - - 15,088 - - - - - - 62,737 62520 BUILDING GROUND SUPPLIES 13,945 - 400 - 711 400 800 - - 150 800 182 28,446 - 2,894 2,543 1,099 5,094 2,843 200 200 600 500 400 13,200 - - - 53,200 - - - - - - 128,607 62600 TELEPHONE 10,954 - 1,371 - 5,274 2,468 4,114 - - 274 3,565 548 12,383 - - - 2,086 4,792 1,340 357 447 1,429 1,371 2,194 6,867 387 - - 15,704 1,160 - - - 8,400 - 87,486 62610 CELLULAR PHONE - - - - - - - - - - - - 1,320 - - - - - - - - - - - - - - - 456 - - - - - - 1,776 62620 TELEPHONE MAINTENANCE/SUPPLIES 1,200 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 1,200 62700 POSTAGE/SHIPPING 2,990 - 2,000 - 294 - - - - - 2,000 2,000 - - - - 1,000 1,000 - - - - 250 101 - - - - - - - - - - - 11,635 62830 UTILITIES 13,104 - 1,920 - 5,760 3,456 - - - 384 4,992 768 6,954 - - - 3,168 2,880 2,112 576 672 2,112 1,920 3,072 11,760 756 - - 42,138 2,268 - - - - - 110,772 62840 MAINT. BLDG/GROUNDS 25,734 10,000 603 - 2,254 861 2,254 - - 410 2,459 410 38,524 - 10,000 - 1,322 1,101 197 46 70 232 500 151 13,172 39 - - 100,430 104 - - - 1,985 - 212,858 62861 OFFICE RENT 19,782 - 2,864 - 1,680 5,092 - - - - - - 159,853 - - - 1,363 4,430 2,897 682 1,022 3,408 - 2,215 59,812 4,608 - - 397,339 12,289 - - - - - 679,337 62870 PROPERTY INSURANCE 25,325 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 25,325 62880 PROPERTY TAX 6,018 7,000 247 - - 495 - - - - - - - - - - 297 223 198 173 223 322 - 297 - - - - 5,334 - - - - - - 20,826 62890 LIABILITY INSURANCE 74,311 - - - - - - - - - - - 6,927 - 7,998 - 832 6,314 - - - - - - 2,517 - - - 7,932 - - - - - - 106,831 62900 PROMOTIONAL/MARKETING 2,500 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 2,500 62910 PROGRAM EVENTS - - - 5,234 - - 876 - - - - 1,006 6,614 - - - - 678 - - - - - 4,566 5,400 - - - 31,000 - - - - 1,500 - 56,874 62920 SOCIAL COMMITTEE - 12,194 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 12,194 62930 STAFF RECOGNITION - 2,707 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 2,707 62940 CONGREGATE SITE EVENTS - - - - - - - - - - - - - - 3,000 - - 2,400 - - - - - - - - - - - - - - - - - 5,400 62950 PROGRAM SUPPLIES 1,710 500 4,979 6,677 2,200 2,000 1,875 - 1,900 1,457 1,431 1,431 79,089 - 32,876 31,147 1,984 17,840 14,024 - - - - 22,869 31,085 - - - 111,043 - - - - 9,013 - 377,130 62960 INCENTIVES - - 1,600 - 6,000 2,000 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 9,600 62970 PARENT SERVICES - - - - 1,000 - - - - - - - - - - - - - - - - - - - 6,000 - - - 8,000 - - - - 1,000 - 16,000 63100 PRINTING ART/OUTSIDE 5,855 - 952 - 300 1,000 700 - - - 800 271 20,056 - 2,756 1,819 300 2,756 1,819 254 824 200 500 810 23,217 - - - 30,547 - - - - 1,165 - 96,901 63220 STAFF MILEAGE 3,578 - 3,400 - 8,159 5,572 6,970 - - 992 800 600 3,418 - 5,047 1,695 3,477 4,047 695 1,459 2,481 3,023 5,025 4,796 20,000 385 - - 35,587 1,082 - - - - - 122,288 63221 TRAVEL 28,689 6,000 - - 3,350 - 1,600 - - - - 7,000 1,800 - - - - - - - 2,121 - 4,552 - - 19,000 3,350 - - 15,000 2,500 - - - 94,962 63224 TRANSPORTATION VOUCHERS - - - - 2,400 - 4,065 - - - 6,505 - - - - - - - - - - - - - 872 - - - - - - - - - - 13,842 63225 VOLUNTEER MILEAGE - - - - - - - - - - - 200 - - - - 158 100 - - - - - - - - - - 200 - - - - - - 658 63250 VEHICLE GAS 3,500 - - - - - 900 - - - - - - - - 58,025 - - 31,183 - - - - - - - - - - - - - - - - 93,608 63254 VEHICLE REGISTRATION 204 - - - - - 104 - - - - - - - - - - - 1,333 - - - - - - - - - - - - - - - - 1,641 63255 VEHICLE MAINTENANCE 2,900 - - - - - 1,896 - - - - - - - - 47,057 - - 18,241 - - - - - - - - - - - - - - - - 70,094 63280 VEHICLE INSURANCE 2,835 - - - - 3,104 - - - - - - - - 65,650 - - 33,099 - - - - - - - - - - - - - - - - 104,688 63310 STAFF TRAINING/DEVELOPMENT 13,021 - 1,430 - 4,946 1,500 1,418 - - - 1,700 944 3,105 500 400 650 713 400 650 303 606 953 750 - - - 15,859 1,575 - - 12,600 2,368 5,000 6,000 - 77,391 63315 MEETINGS 2,063 5,008 - - 2,400 - - - - - - - - - 509 400 100 509 400 - 100 400 - - - - - - - - - - - - - 11,889 63320 ANNUAL MEETING - 60,000 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 60,000 63400 BOOKS & SUBSCRIPTIONS 1,610 - - - - - - - - - - - - - - - - - - - - - - - 800 - - - - - - - - - - 2,410 63410 MAGAZINES - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 63525 EMERGENCY FOOD - - - - - - - - - - - - - - - - - - 1,378 - - - - - - - - - - - - - - - - 1,378 63571 CATERED FOOD - PRESCHOOLS - - - - - - - - - - - - 271,170 - - - - - - - - - - - - - - - - - - - - - 271,170 63572 CATERED FOOD - - - 539,237 - - - - - - - - - - 785,082 621,441 - 719,623 444,624 - - - - - - - - - - - - - - - - 3,110,008 63573 FOOD SERVICE SUPPLIES - - - - - - - - - - - - - - - - - 480 - - - - - - - - - - - - - - - - - 480 64100 DUES/FEES 9,586 1,500 - 2,155 2,710 - 277 - - - 376 - 5,145 - - - 972 796 654 81 - 1,422 - - 2,713 19 - - 7,605 - - - - 384 - 36,394 64150 OTHER AGENCIES - 11,000 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 11,000 64200 FUNDRAISING - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 64310 AGENCY VEHICLES - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 64320 OFFICE EQUIPMENT/FURNITURE - - - - - - - - - - - - - - - - - - - - - - 1,720 - - - - - - - - - - - - 1,720 64321 COMPUTER EQUIPMENT - - - - 1,000 - - - - - - - - - - - - - - - - - 3,232 - - - - - - - - - - - - 4,232 64323 VIDEO EQUIPMENT - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 64330 BLDG EQUIPT/FURNITURE - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 50,000 - - 50,000 64340 EXPENDABLE EQUIPMENT - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 64380 FOOD SERVICE EQUIPMENT PURCH.- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 64391 CONSTRUCTION COSTS - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 41,000 - - 41,000 64910 STAFF RECRUITMENT 1,205 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 1,205 64929 MORTGAGE INTEREST - 29,341 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 29,341 64930 MISCELLANEOUS - - - - 29,313 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 29,313 64961 BANK CHARGES 12,796 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 12,796 64962 CREDIT CARD CHARGES 1,300 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 1,300 64963 INTEREST EXPENSE - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 64964 LATE FEES - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 64965 DEPRECIATION EXPENSE - 30,750 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 30,750 INDIRECT COSTS PAID BY CONTRACTS (1,522,120) - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - (1,522,120) - TOTAL (1,067,217) 205,000 46,563 637,001 132,313 54,460 111,786 - 6,887 13,538 76,837 15,861 618,689 275,000 995,396 971,676 69,403 927,781 666,128 18,861 26,895 199,365 63,788 81,073 275,999 158,164 34,859 4,925 1,081,925 262,757 27,600 4,868 96,000 38,447 16,583 7,149,211 GRAND TOTAL - 205,000 200,000 676,979 510,398 300,000 405,311 - 38,000 68,000 448,153 61,856 2,049,091 275,000 1,556,319 1,523,067 443,745 1,423,000 1,031,475 119,267 145,000 587,045 224,000 300,000 1,416,665 240,827 34,859 4,925 3,234,207 565,355 27,600 4,868 96,000 149,242 16,583 18,381,837 BUDGET - 245,000 200,000 836,979 510,398 300,000 405,311 - 38,000 68,000 448,153 61,856 2,049,091 275,000 1,556,319 1,523,067 443,745 1,423,000 1,031,475 119,267 145,000 587,045 224,000 300,000 1,416,665 240,827 34,859 4,925 3,234,207 565,355 27,600 4,868 96,000 149,242 16,583 18,581,837 DIFFERENCE - 40,000 - 160,000 - - - - 0 - - - - - - - - - - - - - - - - - - - - - - - - - - 200,000 1 CHAIR 6 ATTORNEY & EARLY EDUCATION SPECIALIST Cesar Zaldivar-Motts Nancy Sariñana Southeast Community Development Corp.11624 Susan Avenue 6423 E. Florence Place #103 Downey, CA 90241 Bell Gardens, CA 90201 Cell: (562) 242-4536 Cell: (323) 314-4209 nsarinana@icloud.com mottscz@scdcorp.org Date appointed: 06/2018 Date appointed: 10/2008 2 SECRETARY 7 Lupita Garza Olga Velez Sarabia Adventist Health White Memorial Charitable Foundation 775 East Union Street, #318 1720 Cesar Chavez Avenue Pasadena, CA 91101 Los Angeles, CA 90033 Cell: (626) 278-1037 Ph: (323) 260-5739 ext 1 osarabia2000@yahoo.com Cell: (909) 610-0424 Date appointed: 02/2014 lupita.garza@ah.org Date appointed: 04/2016 3 TREASURER 8 Connie Arellano Robert Perez Montebello Unified School District Altamed 123 S. Montebello Boulevard 2040 Camfield Avenue Montebello, CA 90640 Los Angeles, CA 90040 Cell: (323) 496-9912 Cell: (562) 381-5310 arellano_connie@montebello.k12.ca.us robperez9214@yahoo.com Date appointed: 04/2018 Date appointed: 04/2018 4 PAST CHAIR CHIEF EXECUTIVE OFFICER Ronald V. Garcia Leticia D. Chacon, LCSW 817 Loma Vista Place Human Services Association Santa Paula, CA 93060 6800 Florence Avenue Cell: (626) 827-9399 Bell Gardens, CA 90201 rvgsceusmc@gmail.com Office: (562) 806-5400 ext.119 Date appointed: 02/1991 Cell: (626) 644-4429 leticia.chacon@hsala.org 5 PARENT POLICY COUNCIL LIAISON Brenda Ortega 9633 Dorothy Avenue South Gate, CA 90280 Cell: (323) 371-4598 brendao6111@gmail.com Date appointed: 02/2015 HUMAN SERVICES ASSOCIATION 2018-2019 BOARD OF DIRECTORS ROSTER LA Rev. 6/19/18 HUMAN SERVICES ASSOCIATION AND SUBSIDIARY CONSOLIDATED FINANCIAL STATEMENTS JUNE 30, 2017 C O N T E N T S Independent Auditors’ Report 1-2 Consolidated Statement of Financial Position 3 Consolidated Statement of Activities 4 Consolidated Statement of Functional Expenses 5 Consolidated Statement of Cash Flows 6 Notes to Consolidated to Financial Statements 7-15 INDEPENDENT AUDITORS’ REPORT To the Board of Directors Human Services Association and Subsidiary Report on the Consolidated Financial Statements We have audited the accompanying consolidated financial statements of Human Services Association (a nonprofit organization) and Subsidiary, which comprise the Consolidated Statement of Financial Position as of June 30, 2017, and the related Consolidated Statements of Activities, Functional Expenses, and Cash Flows for the year then ended, and the related notes to the consolidated financial statements. Management’s Responsibility for the Consolidated Financial Statements Management is responsible for the preparation and fair presentation of these consolidated financial statements in accordance with accounting principles generally accepted in the United States of America; this includes the design, implementation, and maintenance of internal control relevant to the preparation and fair presentation of consolidated financial statements that are free from material misstatement, whether due to fraud or error. Auditors’ Responsibility Our responsibility is to express an opinion on these consolidated financial statements based on our audit. We conducted our audit in accordance with auditing standards generally accepted in the United States of America and the standards applicable to financial audits contained in Government Auditing Standards, issued by the Comptroller General of the United States. Those standards require that we plan and perform the audit to obtain reasonable assurance about whether the consolidated financial statements are free from material misstatement. An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in the consolidated financial statements. The procedures selected depend on the auditors’ judgment, including the assessment of the risks of material misstatement of the consolidated financial statements, whether due to fraud or error. In making those risk assessments, the auditor considers internal controls relevant to the entity’s preparation and fair presentation of the consolidated financial statements in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the entity’s internal control. Accordingly, we express no such opinion. An audit also includes evaluating the appropriateness of accounting policies used and the reasonableness of significant accounting estimates made by management, as well as evaluating the overall presentation of the consolidated financial statements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our audit opinion. Opinion In our opinion, the consolidated financial statements referred to above present fairly, in all material respects, the financial position of Human Services Association and Subsidiary as of June 30, 2017, and the changes in its net assets and its consolidated cash flows for the year then ended in accordance with accounting principles generally accepted in the United States of America. INDEPENDENT AUDITORS’ REPORT continued Other Matter Report on Summarized Comparative Information We have previously audited Human Services Association and Subsidiary’s 2016 financial statements, and we expressed an unmodified audit opinion on those audited financial statements in our report dated October 12, 2016. In our opinion, the summarized comparative information presented herein as of and for the year ended June 30, 2016, is consistent, in all material respects, with the audited financial statements from which it has been derived. Other Reporting Required by Government Auditing Standards In accordance with Government Auditing Standards, we have also issued our report dated November 15, 2017, on our consideration of Human Services Association and Subsidiary’s internal control over financial reporting and on our tests of its compliance with certain provisions of laws, regulations, contracts, and grant agreements, and other matters. The purpose of that report is solely to describe the scope of our testing of internal control over financial reporting and compliance and the results of that testing, and not to provide an opinion on the effectiveness of Human Services Association and Subsidiary’s internal control over financial reporting or on compliance. That report is an integral part of an audit performed in accordance with Government Auditing Standards in considering Human Services Association and Subsidiary’s internal control over financial reporting and compliance. Pasadena, California November 15, 2017 Temporarily Unrestricted Restricted 2017 2016 ASSETS Cash and cash equivalents 2,449,702$ 47,280$ 2,496,982$ 2,588,162$ Accounts receivable 1,178,813 1,178,813 1,517,752 Prepaid expenses and deposits 117,120 117,120 75,236 Investments (Note 3) 996,967 996,967 846,959 457(b) deferred compensation plan (Note 12) 628,666 628,666 527,069 Property and equipment (Note 5) 1,952,318 1,952,318 2,039,583 TOTAL ASSETS 7,323,586$ 47,280$ 7,370,866$ 7,594,761$ LIABILITIES AND NET ASSETS LIABILITIES Accounts payable 54,385$ -$ 54,385$ 36,922$ Accrued payroll 118,676 118,676 409,716 Accrued personal time off (Note 6) 299,573 299,573 273,169 Accrued taxes and insurance 84,642 84,642 81,653 Grants payable 21,688 21,688 43,706 Government owned assets (Note 5) 79,230 79,230 139,583 457(b) deferred compensation plan (Note 12) 628,666 628,666 527,069 Note payable (Note 8) 735,057 735,057 750,000 TOTAL LIABILITIES 2,021,917 - 2,021,917 2,261,818 NET ASSETS Unrestricted (Note 2) 5,301,669 5,301,669 4,957,696 Temporarily restricted (Note 10) 47,280 47,280 375,247 TOTAL NET ASSETS 5,301,669 47,280 5,348,949 5,332,943 TOTAL LIABILITIES AND NET ASSETS 7,323,586$ 47,280$ 7,370,866$ 7,594,761$ 3 The accompanying notes are an integral part of these consolidated financial statements. HUMAN SERVICES ASSOCIATION CONSOLIDATED STATEMENT OF FINANCIAL POSITION June 30, 2017 With comparative totals at June 30, 2016 AND SUBSIDIARY Temporarily Unrestricted Restricted 2017 2016 REVENUE AND SUPPORT Fees and contracts from government agencies (Note 11) 15,309,454$ 47,280$ 15,356,734$ 15,573,751$ Donated goods and services (Note 2) 3,359,927 3,359,927 3,008,439 Contributions 168,114 168,114 121,773 Investment income 155,446 155,446 37,185 Other income 140,587 140,587 134,346 Net assets released from restrictions 375,247 (375,247) - - TOTAL REVENUE AND SUPPORT 19,508,775 (327,967) 19,180,808 18,875,494 EXPENSES Program services 17,546,900 17,546,900 17,351,964 Management and general 1,563,292 1,563,292 1,391,452 Fundraising 54,610 54,610 56,841 TOTAL EXPENSES 19,164,802 - 19,164,802 18,800,257 CHANGE IN NET ASSETS 343,973 (327,967) 16,006 75,237 NET ASSETS, BEGINNING OF YEAR 4,957,696 375,247 5,332,943 5,257,706 NET ASSETS, END OF YEAR 5,301,669$ 47,280$ 5,348,949$ 5,332,943$ The accompanying notes are an integral part of these consolidated financial statements. 4 HUMAN SERVICES ASSOCIATION CONSOLIDATED STATEMENT OF ACTIVITIES For the year ended June 30, 2017 With comparative totals for the year ended June 30, 2016 AND SUBSIDIARY Early Senior Family Total ManagementEducation Services Services Program Services and General Fundraising 20172016Salaries 3,917,919$ 1,693,293$ 1,609,711$ 7,220,923$ 694,410$ -$ 7,915,333$ 7,955,163$ Employee benefits 1,181,758 471,108 354,599 2,007,465 190,549 - 2,198,014 1,993,464Total personnel costs 5,099,677 2,164,401 1,964,310 9,228,388 884,959 - 10,113,3479,948,627Donated goods and services 1,594,971 1,738,128 26,828 3,359,927 - - 3,359,927 3,008,439Client food 310,818 1,799,143 - 2,109,961 5,714 - 2,115,675 1,855,932Occupancy 658,111 19,113 10,720 687,944 69,059 - 757,003 747,283Consultants and subcontractors 438,723 18,286 52,095 509,104 55,405 - 564,509 654,670Program supplies 231,799 33,047 53,431 318,277 23,259 - 341,536 444,845Travel and meetings 124,438 22,870 93,355 240,663 79,790 - 320,453 357,378Repairs and maintenance 136,886 43,693 10,006 190,585 87,990 - 278,575 276,623Office expenses 93,610 40,776 45,171 179,557 45,179 - 224,736 299,868Purchase of services and discretionary funds - 159,713 21,384 181,097 238 - 181,335 188,470Equipment - 149,776 1,472 151,248 5,519 - 156,767 260,560Miscellaneous expenses 13,459 14,274 5,816 33,549 112,624 - 146,173 134,111Insurance 14,402 7,146 50 21,598 74,753 - 96,351 106,213Utilities 51,874 9,479 21,114 82,467 11,364 - 93,831 99,427Vehicles - 79,946 5,290 85,236 7,820 - 93,056 102,045Telephone 40,932 12,211 19,127 72,270 13,618 - 85,888 98,832Printing 55,441 3,953 2,635 62,029 14,322 - 76,351 109,290Agency meetings - - - - - 54,61054,610 56,031Professional fees 15,000 8,355 9,645 33,000 14,587 - 47,587 50,803Interest expenses - - - - 30,180 - 30,180 - Depreciation expenses - - - - 26,912 - 26,912 - Public relations and marketing - - - - - - - 810TOTAL 2017 FUNCTIONAL EXPENSES 8,880,141$ 6,324,310$ 2,342,449$ 17,546,900$ 1,563,292$ 54,610$ 19,164,802$ TOTAL 2016 FUNCTIONAL EXPENSES 8,884,155$ 6,026,047$ 2,441,762$ 17,351,964$ 1,391,452$ 56,841$ 18,800,257$ 5The accompanying notes are an integral part of these consolidated financial statements.With comparative totals for the year ended June 30, 2016HUMAN SERVICES ASSOCIATIONCONSOLIDATED STATEMENT OF ACTIVITIESFor the year ended June 30, 2017Total ExpensesProgram ServicesAND SUBSIDIARY 2017 2016 CASH FLOWS TO OPERATING: Change in net assets 16,006$ 75,237$ Adjustments to reconcile change in net assets to net cash (used) by operating activities: Depreciation 26,912 - (Gain) on investments (150,008) (32,215) (Increase) decrease in operating assets: Accounts receivable 338,939 (206,655) Prepaid expenses (41,884) (20,095) Other assets - - Increase (decrease) in operating liabilities: Accounts payable 17,463 (19,392) Accrued payroll (291,040) 138,666 Accrued paid time off 26,404 (3,109) Accrued taxes and insurance 2,989 (56,572) Other liabilities (82,371) 14,203 NET CASH (USED) BY OPERATING ACTIVITIES (136,590) (109,932) CASH FLOWS FROM (TO) INVESTING ACTIVITIES: Proceeds from sale of property and equipment 60,353 - Purchase of property and equipment - (1,150,000) NET CASH PROVIDED (USED) IN INVESTING ACTIVITIES 60,353 (1,150,000) CASH FLOWS TO FINANCING ACTIVITIES: Principal payments on notes payable (14,943) - NET CASH (USED) IN INVESTING ACTIVITIES (14,943) - NET (DECREASE) IN CASH (91,180) (1,259,932) CASH AND CASH EQUIVALENTS, BEGINNING OF YEAR 2,588,162 3,848,094 CASH AND CASH EQUIVALENTS, END OF YEAR 2,496,982$ 2,588,162$ SUPPLEMENTAL DISCLOSURE: Investing and financing activity: Operating activities reflects interest paid of:30,180$ -$ Purchase of property with a note payable -$ 750,000$ The accompanying notes are an integral part of these consolidated financial statements. 6 HUMAN SERVICES ASSOCIATION CONSOLIDATED STATEMENT OF CASH FLOWS For the year ended June 30, 2017 With comparative totals for the year ended June 30, 2016 AND SUBSIDIARY HUMAN SERVICES ASSOCIATION AND SUBSIDIARY NOTES TO CONSOLIDATED FINANCIAL STATEMENTS continued 7 1. Organization The principal mission of Human Services Association and Subsidiary is to provide families with compassionate and comprehensive care to promote wellness and build strong communities. Our vision is that families are safe, healthy, happy, and thriving in their communities. The consolidated financial statements are presented on an activity level basis. The general activity includes the administration and program services segments. The Block Grants activity includes support services for low-income senior citizens, outreach, advocacy, and counseling. The cities activity includes home delivered meals, congregate meals, and senior services. The Senior Services activity includes senior congregate meals, senior home delivered meals, care management services, including Alzheimer's day care resource center, homemaking, registry, and telephone reassurance. The Family Services activity includes outreach, case management and counseling for families and their children. The Early Education Services activity includes Head Start, Early Head Start, LAUP, Child and Adult Care Food Program and State Preschool. Pasitos, Limited Liability Corporation In May of 2017, Pasitos, LLC (“Pasitos”) was formed for the purposes of receiving and managing, for charitable purposes properties to support Human Services Association. Human Services Association is Pasitos’ sole member. 2. Summary of Significant Accounting Policies A summary of the significant accounting policies applied in the preparation of the accompanying consolidated financial statements is as follows: Principles of Consolidation The consolidated financial statements include the accounts of Human Services Association and Subsidiary. The subsidiary is consolidated, since Human Services Association has both an economic interest and control of the governing board. No activity by Pasitos was conducted during the fiscal year ended June 30, 2017. The two organizations together are collectively referred to as Human Services Association and Subsidiary (“HSA”). Basis of Presentation The accompanying consolidated financial statements have been prepared on the accrual basis of accounting. Accounting To ensure observance of certain constraints and restrictions placed on the use of resources, the accounts of HSA are maintained in accordance with the principles of net asset accounting. This is the procedure by which resources for various purposes are classified for accounting and reporting purposes into net asset classes that are in accordance with specified activities or objectives. Accordingly, all financial transactions have been recorded and reported by net asset class as follows: HUMAN SERVICES ASSOCIATION AND SUBSIDIARY NOTES TO CONSOLIDATED FINANCIAL STATEMENTS continued 8 2. Summary of Significant Accounting Policies, continued Unrestricted. These generally result from revenues generated by receiving unrestricted contributions, providing services, and receiving interest from investments less expenses incurred in providing program-related services, raising contributions, and performing administrative functions. Temporarily Restricted. HSA reports gifts of cash and other assets as temporarily restricted support if they are received with donor stipulations that limit the use of the donated assets. When a donor restriction expires, that is, when a stipulated time restriction ends or the purpose of the restriction is accomplished, temporarily restricted net assets are reclassified to unrestricted net assets and reported in the Consolidated Statement of Activities as net assets released from program or capital restrictions. Permanently Restricted. These net assets are restricted by donors who stipulate that resources are to be maintained permanently, but permit HSA to expend all of the income (or other economic benefits) derived from the donated assets. HSA has no permanently restricted net assets at June 30, 2017. Cash and Cash Equivalents HSA has defined cash and cash equivalents as highly-liquid investments with maturities of three months or less when purchased, and not held for investment purposes. Accounts Receivable Accounts receivable are mainly receivables from governmental agencies. Therefore, no allowance for doubtful accounts has been provided. Investments HSA values its investments at fair value based on quoted market price. Realized and unrealized gains and losses are reflected in the Consolidated Statement of Activities. Investment income and gains and losses on investments are reported as increases or decreases in unrestricted net assets unless their use is restricted by explicit donor stipulation. Concentration of Credit Risks HSA places its temporary cash investments with high-credit, quality financial institutions. At times, such investments may be in excess of the Federal Deposit Insurance Corporation (“FDIC”) insurance limit. HSA has not incurred losses related to these investments. The primary receivable balance outstanding at June 30, 2017 consists of government contract receivables due from county, state, and federal granting agencies. Concentration of credit risks with respect to trade receivables are limited, as the majority of HSA’s receivables consist of earned fees from contract programs granted by governmental agencies. HUMAN SERVICES ASSOCIATION AND SUBSIDIARY NOTES TO CONSOLIDATED FINANCIAL STATEMENTS continued 9 2. Summary of Significant Accounting Policies, continued Approximately 29% and 19% of total revenue and support generated by HSA during the year ended June 30, 2017 were derived from the Head-Start program and Senior Services, respectively. Property and Equipment Property and equipment are recorded at cost if purchased or at fair value at the date of donation if donated. Depreciation is computed on the straight-line basis over the estimated useful lives of the related assets. Maintenance and repair costs are charged to expense as incurred. Property and equipment are capitalized if the cost of an asset is greater than or equal to five thousand dollars and the useful life is greater than one year. HSA receives vehicles purchased by the County of Los Angeles for use by the organization. The contracts state that the vehicles be recorded separately in the consolidated statement of financial position in the assets section, as well as a corresponding entry in the liabilities section. The vehicles are property of the County of Los Angeles and are to be returned at a later date per provisions of the contracts. Donated Goods and Services Contributions of donated non-cash assets are measured on a non-recurring basis and recorded at fair value in the period received. Contributions of donated services that create or enhance non-financial assets or that require specialized skills, are provided by individuals possessing those skills, and would typically need to be purchased if not provided by donation, are recorded at fair value in the period received. For the year ended June 30, 2017, HSA received $2,355,121, $868,061 and $136,745 of donated services, rent, and goods, respectively, that satisfy the criteria for recognition. Fair Value Measurements Generally accepted accounting principles provide guidance on how fair value should be determined when consolidated financial statement elements are required to be measured at fair value. Valuation techniques are ranked in three levels depending on the degree of objectivity of the inputs used with each level: Level 1 inputs - quoted prices in active markets for identical assets Level 2 inputs - quoted prices in active or inactive markets for the same or similar assets Level 3 inputs - estimates using the best information available when there is little or no market HSA is required to measure certain investments and donated goods and services at fair value. The specific technique used to measure fair value for these consolidated financial statement elements are described in the notes below that relate to each element. HUMAN SERVICES ASSOCIATION AND SUBSIDIARY NOTES TO CONSOLIDATED FINANCIAL STATEMENTS continued 10 2. Summary of Significant Accounting Policies, continued Income Taxes HSA is exempt from taxation under Internal Revenue Code Section 501(c)(3) and California Revenue and Taxation Code Section 23701d. Generally accepted accounting principles provide accounting and disclosure guidance about positions taken by an organization in its tax returns that might be uncertain. Management has considered its tax positions and believes that all of the positions taken by HSA in its federal and state exempt organization tax returns are more likely than not to be sustained upon examination. HSA’s returns are subject to examination by federal and state taxing authorities, generally for three and four years, respectively, after they are filed. Pasitos, a for-profit subsidiary, accounts for income taxes in accordance with generally accepted accounting principles. These principles require an assets and liability approach to the recognition of deferred tax assets and liabilities for the expected future tax consequences of events that have been included in the consolidated financial statements or tax returns. Under this method deferred tax liabilities and assets are determined based on the difference between the consolidated financial statements carrying amounts and the tax basis of assets and liabilities using enacted laws and rates currently in effect. For the year ended June 30, 2017, Pasitos has not recorded any tax liability or asset in its consolidated financial statements because the limited liability company was created near fiscal year end and did not have any activities. Functional Allocation of Expenses Costs of providing HSA’s programs and other activities have been presented in the Consolidated Statement of Functional Expenses. During the year, such costs are accumulated into separate groupings as either direct or indirect. Indirect or shared costs are allocated among program and support services by a method that best measures the relative degree of benefit. HSA uses salaries allocations to allocate indirect costs. Use of Estimates The preparation of consolidated financial statements in conformity with accounting principles generally accepted in the United States of America requires management to make estimates and assumptions that affect reported amounts of assets, liabilities, revenues, and expenses as of the date and for the period presented. Actual results could differ from those estimates. Comparative Totals The consolidated financial statements include certain prior-year summarized comparative information in total but not by net asset class. Such information does not include sufficient detail to constitute a presentation in conformity with accounting principles generally accepted in the United States of America. Accordingly, such information should be read in conjunction with HSA’s consolidated financial statements for the year ended June 30, 2016, from which the summarized information was derived. HUMAN SERVICES ASSOCIATION AND SUBSIDIARY NOTES TO CONSOLIDATED FINANCIAL STATEMENTS continued 11 3. Investments Investments are stated at fair value and consist of the following at June 30, 2017: Equity index fund $996,967 4. Fair Value Measurements The table below presents assets and transactions measured at fair value on a recurring and non- recurring basis during the year ended June 30, 2017: Level 1 Level 2 Level 3 Total Investments $996,967 $ - $ - $ 996,967 Donated services, rent, and materials 3,359,927 3,359,927 $996,967 $3,359,927 $ - $4,356,894 The fair value of investments have been measured on a recurring basis using quoted prices for identical assets in active markets (Level 1 input). The fair value of donated services, rent, and materials have been measured on a non-recurring basis using quoted prices for similar assets in inactive markets (Level 2 inputs). 5. Property and Equipment Property and equipment at June 30, 2017 consist of the following: Government Agency Owned Owned Total Building $1,230,000 $ - $1,230,000 Land 670,000 - 670,000 Vehicles __ - 79,230 __79,230 1,900,000 79,230 1,979,230 Less: accumulated depreciation (26,912) (-) (26,912) $1,873,088 $79,230 $1,952,318 Depreciation expenses for the year ended June 30, 2017 was $26,912. On August 28 2017, HSA transferred the land and building to Pasitos (see Note 13). HUMAN SERVICES ASSOCIATION AND SUBSIDIARY NOTES TO CONSOLIDATED FINANCIAL STATEMENTS continued 12 6. Accrued Personal Time Off HSA has set-up an accrual for Personal Time Off (“PTO”). This represents the total amount due to all employees which has been accumulated from a build-up of earned but unpaid PTO. The accrued personal time off as of June 30, 2017 is $299,573. 7. Line of Credit HSA has a line of credit with a bank, in the amount of $1,500,000, due April 2018, with a variable interest rate calculated at the bank’s prime rate plus 0.25%, secured by real property. There was no outstanding amount as of June 30, 2017. 8. Note Payable HSA has a secured note payable with a bank. The note requires monthly payments of $3,984, including interest at 3.98%, due July 2023. The outstanding balance at June 30, 2017 is $735,057. Maturities for notes payable are as follows: Year ended June 30, 2018 $ 18,468 2019 19,023 2020 19,969 2021 20,834 2022 21,690 Thereafter 635,073 $735,057 HUMAN SERVICES ASSOCIATION AND SUBSIDIARY NOTES TO CONSOLIDATED FINANCIAL STATEMENTS continued 13 9. Commitments and Contingencies Contracts HSA’s grants and contracts are subject to inspection and audit by the appropriate governmental funding agency. The purpose is to determine whether program funds were used in accordance with their respective guidelines and regulations. The potential exists for disallowance of previously funded program costs. The ultimate liability, if any, which may result from these governmental audits cannot be reasonably estimated and, accordingly, HSA has no provisions for the possible disallowance of program costs on its consolidated financial statements. Obligations Under Operating Leases HSA leases various facilities and equipment under operating leases with various terms. Future minimum payments, by year, and in the aggregate, under these leases with initial or remaining terms of one year or more consist of the following: Year ended June 30, 2018 $641,315 2019 345,222 $986,537 Rent expense under operating leases, including month-to-month and long-term leases, were $757,003 for the year ended June 30, 2017. 10. Temporarily Restricted Net Assets Temporarily restricted net assets at June 30, 2017 consist of $47,280 restricted for program purposes. For the year ended June 30, 2017, net assets released from purpose restrictions were $375,247, which were released for program restrictions. HUMAN SERVICES ASSOCIATION AND SUBSIDIARY NOTES TO CONSOLIDATED FINANCIAL STATEMENTS continued 14 11. Fees and Contracts from Government Agencies Fees from government agencies for the year ended June 30, 2017 consist of the following: Head Start $ 5,548,607 Senior Services 3,923,429 State Preschool 1,909,103 Other programs 866,189 Family Preservation 827,312 Public Health 478,912 Select Home Visitation 462,557 Domestic Violence 425,747 Child & Adult Care Food Program 328,746 Metropolitan Transportation Authority 200,000 Partnerships for Families 150,000 Victims of Crime 132,134 LAUP 56,000 Child Abuse 47,998 $15,356,734 12. Employee Benefit Plans HSA established a 457(b) tax-deferred compensation plan, which became effective in the fiscal year ended June 30, 2008. Participation in the plan is limited to top management and approved by the Board of Directors. The Board of Directors also determine the corporate contribution amounts for each of the participants. The 457(b) plan has Trust assets and liabilities of $628,666 at June 30, 2017. Employer contributions under this plan for the year ended June 30, 2017 were $36,000. HSA has a 401(k) plan available to all employees, and they become fully vested upon enrolling in the 401(k) plan. Employees may contribute any whole percentage of their annual compensation provided that it does not exceed maximum amounts as permitted by law. HSA makes matching contributions dollar to dollar up to 6% of eligible employees’ annual salaries. Employer contributions under this plan for the year ended June 30, 2017 were $220,237. HUMAN SERVICES ASSOCIATION AND SUBSIDIARY NOTES TO CONSOLIDATED FINANCIAL STATEMENTS 15 13. Subsequent Events On July 1, 2017, HSA obtained a contract from the County of Los Angeles Workforce Development, Aging and Community Services (“WDACS”) to provide congregate, home-delivered meals, and telephone reassurance services to older adults (ages 60 and over) who reside in Los Angeles County. As a result, total revenue and support is expected to increase substantially in fiscal year ending June 30, 2018. On August 28, 2017, HSA transferred land and building to Pasitos (see Note 5). Management has evaluated subsequent events through November 15, 2017, the date which the consolidated financial statements were available for issue. 1 / 5 Fill out Application Narrative Form Created: 06/25/2014 • Last updated: 08/07/2018 * What dollar amount are you requesting from the Vernon CommUNITY Fund? 65000 * Will you be requesting general operating support? No If no: What is your annual operating budget?$18,500,000 What is your organization’s mission? (250 words, maximum) Our mission is to provide families with compassionate and comprehensive care to promote wellness and build strong communities. Our vision is that families are safe, healthy, happy, and thriving in their communities. We are individually and collectively responsible for upholding the following values: Accountability: We demonstrate accountability when we acknowledge and accept personal and corporate responsibility for actions, decisions, policies, values, etc. It is expected that we will adhere to high standards. Transparency: We demonstrate a commitment to transparency when we do all we can to maintain a high level of visibility, clarity, accountability, openness and communication. Integrity: We demonstrate a commitment to act with integrity when we follow through with commitments by “walking our talk” and following a “deep” code and commitment to honesty, respect, and doing the right thing. Excellence: We demonstrate excellence when we work to achieve a high level of professionalism in our actions and behaviors. We achieve excellence when we use knowledge, skills, understanding and practical ability to deliver superb services to the individuals and families we serve. Leadership: We demonstrate leadership by striving to lead by example, guide, and provide clear/concise decision- making/directives, have confidence, have clear vision, and 2 / 5 know our roles and expectations. Who is the target demographic for your services, if any?seniors Please briefly describe your proposed project. (250 words, maximum) HSA proposes to provide Care Management Supportive Services that will assist the frail older adult obtain needed services which would enable them to remain at home safely, with a measure of independence and dignity. To be considered eligible clients must be: • 60 years or older • Have difficulty with daily living activities • Homebound • Willingness to participate in Care Management Service include: • Ongoing Care Management • Assessment of client needs and care plan that is mutually agreed upon by both the care manager and the client • Client Advocacy for unmet needs that include but are not limited to medical, dental, financial • Service Coordination • Referrals and Resources All our care managers have their Bachelor degrees in Social Work and vast experience in linking clients up with much needed services so they may remain as independent as possible in their own homes. HSA also has resources within our agency that clients can be connected to that include Adult Day Care, Home Delivered Meals, Congregate Meal Sites, and Home Chore Services. What is the goal of the proposed project? (500 words, maximum) Human Services Association’s goal in providing care management services within the City of Vernon and surrounding areas will be to ensure the safety and wellbeing of the most vulnerable population, our frail elderly seniors. Seniors have a great wish to remain at home as independent as possible. HSA prides itself in being a “one stop shop” where seniors can call or come by and get the services or information they need to live an independent life as much as possible. Our staff is bilingual and will be able to communicate and assist seniors who are in need. Care Management aides the client in obtaining needed information and services from medical professionals, health plans, government benefits, community resources, and many other issues that come up in daily living. If a senior is homebound we can refer to Home Delivered Meals, Friendly Visitor Programs, Home Chore Assistance, Home Repair Services, Transportation options and other issues that may arise while trying to navigate their limitations and their 3 / 5 ability to live independently. Senior also deal with significant loss, possibly outliving family and friends. Having a Care Manager does not fill that void but offers comfort knowing someone cares and is concerned for their welfare. The care manager is someone who can be counted on and the agency as a whole will embrace the senior as part of the HSA family. Our motto is “Where caring becomes doing” and we strive for excellence in being a community partner. Please attach the proposed budget for your project https://jemmottrollinsgroup.fluidreview.com/resp/1422197/vTWNTquu9L/ Please provide a detailed description of the proposed project (attachment): https://jemmottrollinsgroup.fluidreview.com/resp/1422197/MnxPUAdJSl/ Describe your organization’s history, listing significant achievements, accomplishments and recognition: (250 words, maximum) Since 1940 Human Services Association (HSA) has been providing services for families in the southeast area of Los Angeles County. In 1940 we were established as a Mission Outreach of the Presbyterian Church; in 1947 we incorporated as Bell Gardens Community Center; in 1977 we were awarded contracts by Los Angeles County for Older American’s Act Services; in 1980 we changed our name to Human Services Association. HSA has been providing direct quality caring services for residents of Los Angeles County through operating Older Adult Programs since 1977. We directly provide services for seniors and their families in Care Management, Home Based Care, Alzheimer’s Day Care Resource Center, MSSP Care Management, Congregate Meals, and Home Delivered Meals. HSA embodies the philosophy of an integrated model of providing comprehensive services to older adults. By providing each client and their families with an array of options and direct services by our staff, we truly prevent institutionalization, minimize caregiver burden, and maximize each caregiver’s ability to assist their loved one to live safely with dignity in a loving supportive home. Since 1940, HSA's purpose has been the enhancement, growth, and welfare of all clients. We are an organization dedicated to helping residents recognize and resolve individual, family, and community problems that inhibit their personal growth. As our motto says, “Where Caring Becomes Doing” at HSA. * Describe how your organization and/or project will improve the community of Vernon and/or its surrounding areas: (500 words, maximum) Human Services Association provides comprehensive senior services for residents 60 years or older and 4 / 5 their caregivers in the Southeast area of Los Angeles County. In order to maintain our current level of service for this underserved population, we are requesting support from Vernon Community Fund in the amount of $65,000 to keep our programs strong. HSA also operates a full range of senior services to prevent or delay premature institutional care for older adults. Services include the following: • Alzheimer’s Day Care Resource Center (ADCRC) • Respite In-Home Personal Care • Caregiver Services Registry • Care/Case Management • Congregate Meal Sites • Home Delivered Meal Routes Alzheimer’s Day Care Resource Center (ADCRC): Respite Out-of-Home Day HSA’s Alzheimer’s Day Care Resource Center prevents or delays institutional care for clients with dementia. This allows the caregiver a well-deserved time-off. Our goal is to maintain current functioning level, increase self-esteem, increase self-image, increase verbal skills, improve muscle tone/stamina, reduce depression and behavioral problems and provide information and support to families. We operate Tuesday – Friday from 8:00 A.M. to 3:00 P.M. Respite In-Home Personal Care - HSA directly employs workers that provide supervision, homemaking services, respite, and personal care services such as bathing, dressing, toileting, grooming, feeding, prepare meals, change bed linen, laundry and companionship. An assessment will be done in order to qualify for this program and space is limited. Our goal is to provide a four hour block of time two times a month for qualified clients to assist and lessen the caregiver burden. Caregiver Services Registry - The registry program screens potential in-home workers that will be matched for potential hire by caregivers. Through orientation, reference check, security check, and work history, HSA maintains a safe pool of potential workers for hire by clients. Each client will be given appropriate paperwork on how to hire with any reporting requirements. Currently HSA has approximately 200 workers on its registry and provides this service throughout the region. Care/Case Management - Potential clients will first be prescreened by clinical manager for appropriateness utilizing intake, supporting documents and direct contact to determine need. Case management will consist of an initial home visit to assess the client in their home environment and complete a comprehensive psychosocial assessment. The care manager will develop a care plan based on problems/concerns that is mutually agreed upon by the client. We provide a minimum of a monthly telephone call or as needed to determine effectiveness of interventions. Quarterly visits and monitoring 5 / 5 will follow for the continuum of care and support. Congregate Meals – Hot lunches for seniors 60 or older are served at various locations throughout the region Monday through Friday. There are social activities at all sites. Home Delivered Meals – A hot lunch is delivered to frail homebound seniors age 60 or older Monday through Friday. . An assessment will be done in order to qualify for this program. If selected for award, how might your organization promote its Vernon CommUNITY Fund Grant? 1. Our website 2. Facebook 3. Twitter 4. Instagram 5. Community Newsletters/Newspapers 1 / 2 Final Report Last updated: 07/14/2017 * Have all of the funds provided by VCF been expended? Yes * Were there any additional unexpected expenses that were not mentioned in the Interim Report? No * How many times has the Board of Directors convened in the past year? 3 Use this form to provide details regarding the services this organization has provided in the period after receiving financial support from the Vernon CommUNITY Fund (VCF). * Were you able to achieve the objectives of the grant from the VCF? Please explain. Yes, HSA was able to achieve all the objectives outline in the grant from VCF. HSA successfully provided parenting classes to 180 parents. * What challenges has the organization experienced during the term of the grant and how were they addressed? How have these challenges affected the work supported by the VCF? HSA coordinated with City Hall and setup 3 workshops in the city of Vernon. During the first workshop only 1 parent showed up. The second and third workshops had no participants. Successful workshops were conducted in the other cities served by VCF. * What are any organizational successes from the past year which you would like to highlight? Parents are requesting ongoing classes in their cities. Unfortunately, with the funds coming to an end we will not be able to continue providing all the additional parenting workshops. Please attach an expense report for the grant for the past year. https://jemmottrollinsgroup.fluidreview.com/resp/10866601/n58u76IdKh/ 2 / 2 * How many residents from the Vernon-area (Vernon, Bell, Boyle Heights, Commerce, Huntington Park, Maywood, Unincorporated East Los Angeles) have you served during the grant term? 180 * Do you expect to reapply for funding from VCF next year? Yes * Signature By typing your full name in the space provided below, you attest that the information provided is true and accurate to the best of your knowledge. Bre Onna Mathis * What metrics did you use to determine this? internal database GRANT RECOMMENDATION FORM General Applicant Information Applicant Organization: No. of Board Members: Year Founded:Type of Organization: Amount Requested:Recommended Amount: Annual Budget: Brief Narrative description of the organization Organizational strengths: Type of support requested: ___ General Operating ___ Project/Program First Time Applicant Returning Grantee Prev. Award amount: The Whole Child Community-based (Health/Human Services)1957 $10,776,563 12 $10,000 $10,000 ✔✔ Strong leadership at the board and professional staff levels; Community Partnerships with local schools/cities; Funding agencies & donors comprised of prominent community support organizations, including First 5 LA and Los Angeles Homeless Services Authority; Organization metrics and financials easily accessible and well organized. The Whole Child is a 60 year old organization successfully providing comprehensive services to low-income, at-risk, homeless children and families throughout Southeastern Los Angeles County. Services include housing/mental health services, parent enrichment & nutrition education programs. TWC's program structure affords them the unique ability to cross-refer their clients while addressing key areas designed to stabilize low-income, minority & single-parent families. The overall goal is to empower families to create nurturing environments where children can thrive in every aspect, thus caring for 'The Whole Child'. 6WDႇ$QDO\VLV 3URSRVDO'HWDLOV 'RFXPHQWVUHYLHZHG ___ Audit/IRS Form 990 (dated: _____ / ____ / _____ ) ___ Organizational Budget How does the proposal align with the goals of the Fund? &RVW%HQH¿W %HQH¿FLDULHVDQGRUSRWHQWLDO LPSDFWRQWKHQRQSUR¿W governmental landscape: Description of the proposal to which funds would apply LIQRSDUWLFXODUSURMHFWLVVSHFL¿HGSOHDVHQRWH*HQHUDO2SHUDWLQJ6XSSRUWLQWKLVDUHD 6SHFL¿FSRSXODWLRQVWDUJHWHGE\JUDQWUHTXHVWLIDSSOLFDEOH Age Range: Gender: Race/Ethnicity: Economic Status: Family Type: Military Status: Sexual Orientation: Other (specify): ___ Proposal Budget Are there any activites planned to acknowledge VCF as a funder of this project/program/organization? Children, Youth, Adolescents (0-17)low-income, at-risk, & homeless families ALL n/a ALL n/a Low-income, at-risk children Funding from the City of Vernon would be applied towards general operating support to cover less than 1% of their total operating budget. The Whole Child is 90% government funded and the remaining 10% sourced from outside funders allows TWC flexibility to assist children/families beyond the constraints of government contracting. It costs $2,700 to provide 20 hours of parent/child therapy; a $10,000 award would fully fund 3 families and partially fund a 4th. Low-income, at-risk/homeless children and families in the Southeast Los Angeles area. ✔05 18 2018 ✔ Goals: To strengthen and support non-profit organizations that benefit residents and neighborhoods; To encourage and inspire positive social development in Vernon and neighboring communities; To promote positive social development of children, youth, families and senior residents in Vernon and surrounding areas; Eligibility: Promote the health, safety and welfare of persons residing or working within the designated geographic areas; Demonstrate capacity by the applicant organization to ably manage and achieve intended results in an effective and efficient manner; If awarded, The Whole Child will send a special email blast and post across their social media accounts (Instagram, Facebook, LinkedIn, Twitter) an announcement thanking the City of Vernon for their generous donation to their cause. They will also recognize funding in their 2019-2020 Annual Report which is posted for public viewing on their website. 1 / 8 Fill out Application Form Last updated: 10/31/2018 * Name of Organization The Whole Child * Organization Phone 562-692-0383 * Organization Email info@thewholechild.info Organization website address, if any www.thewholechild.info * Name of Authorized Representative (Last Name, First Name) Evans, Brittany Title of Authorized Representative Fund Development Coordinator * Organization Founding Date/Date of Incorporation 01/1957 * Organization Type Community-based (Health/Human Services) ORGANIZATIONAL INFORMATION *Indicates required field * Organization Address Street 10155 Colima Road City/Town Whittier State California Country United States 2 / 8 * Service Area Bell Commerce Huntington Park Maywood Unincorporated East Los Angeles (specify community): All of East Los Angeles Vernon What number of non-duplicate individuals directly benefit from your services? More than 100 What amount of the individuals specified above are located in the cities identified by the Vernon CommUNITY Fund? More than 100 What age group(s) benefit the most from your services? Children and Youth (ages 0 -14) Adolescents (ages 15 -17) * Name of Executive Director (Last Name, First Name) Pachon, Constanza SERVICE DETAILS STAFF DETAILS List of Executive Staff/Volunteer Leadership (Attachment) Biographies should include a brief description of current employment, community service and current and former board appointments (No response) Executive Staff/Volunteer Leadership biographies (Text) You may alternatively choose to type biographies directly instead of attaching a separate document. Please specify titles and organizational involvement. 1. Constanza Pachon, MBA 3 / 8 Chief Executive Officer Constanza Pachon is the Chief Executive Officer of The Whole Child. She joined the organization in January of 2018 to build upon its 60-year legacy of service excellence, and further expand its societal impact. Constanza oversees all matters of strategic planning, financial and operational management, fundraising, and communications. She also serves as the organization’s spokesperson and chief liaison with the community, partners, donors and funding agencies. Constanza is a strong advocate for social inclusion and equity and focuses on The Whole Child’s role in the advancement of these causes. Constanza has over 15 years of experience growing mission-driven organizations. She is a highly regarded champion for numerous social and economic development initiatives both domestically and internationally. Prior to joining the Whole Child, Constanza was the President and COO of Larta Institute, a renowned non-profit accelerator with the mission of vastly improving the transition of science-based technologies into the market, where they dramatically improve people’s lives. During her tenure at Larta, she led a nearly threefold increase in its revenues, reserves, programs, and staff; improved programs’ reach and impact; and positioned the organization as a thought leader in its field. Constanza has also served as senior consultant for the InterAmerican Development Bank on matters of social innovation management, where she assisted the Bank in the design of instruments for the development of thriving entrepreneurial ecosystems in Latin America. Additionally, Constanza has collaborated with other multilateral organizations such as the World Bank and the United Nations in the design of initiatives that create economic opportunities for violence-displaced communities. Constanza holds an MBA from The Anderson School of Management at the UCLA, and Master’s and Bachelor’s degrees in Economics from Javeriana University in her native country, Colombia. Constanza is an avid traveler and loves the outdoors; has visited 35 countries always looking for the less traveled path. She lives with her husband and two daughters in Orange County, California. 2. Franz F. Jordan, Ph.D., LMFT Chief Operating Officer Dr. Franz Jordan is the Chief Operating Officer of The Whole Child. He joined the organization in 2017 and oversees the design and delivery of its mental health and family housing services. Dr. Jordan focuses on the continuous improvement of The Whole Child’s evidence-based, trauma-informed approach to care. He also manages the professional development of the agency’s dedicated team of clinical and social service experts. As a member of the leadership team, Dr. Jordan is a steward of programmatic efficiency, fiscal accountability, thought leadership, and community impact. 4 / 8 Dr. Jordan is a recognized authority in the field of child and family welfare. He has dedicated the last 20 years of his career to the advancement of initiatives that reverse the negative impact of mental illness and poverty on families. Prior to joining the Whole Child, Dr. Jordan was the Director of Mental Health for the Children’s Bureau, one of Southern California’s most respected child services agencies. During his 16- year tenure at the Bureau, he led a dramatic increase in their mental health programs’ revenues, reach and impact. Dr. Jordan’s overall experience in the health care industry spans over 38 years; he has been a successful practitioner and executive. He has also been a professor at the California School of Professional Psychology. He advocates for the improvement of our system of care and is continuously involved in state and local calls for change. Dr. Jordan holds Master’s and Ph.D. degrees in Clinical Psychology, from the California School of Professional Psychology. His Ph.D. dissertation focused on Parental Acceptance and Rejection Theory. He also received a Certification in Non-Profit Management from the California State University, Northridge. He completed his undergraduate studies at the California State University, Fullerton with a double major in Psychology and Anthropology. Additionally, Dr. Jordan is a Licensed Marriage and Family Therapist (LMFT). Dr. Jordan is married and the father of two, and the grandfather of two little ones. He is an avid reader of history and various cultures. He was born, raised and continues to reside in Los Angeles County. 3. Stacy Enomoto Chief Financial Officer senomoto@thewholechild.info Stacy Enomoto is the Chief Financial Officer of The Whole Child. She joined the organization in 2012 and has been an integral part of the team that has led the organization through substantial growth in recent years. Stacy oversees budgeting and reporting for internal and external stakeholders; financial internal controls and audits; contract and grant compliance; and is a steward of the organization’s overall financial health. Shortly after joining The Whole Child, she revamped the budgeting and reporting systems and brought a new level of sophistication to the organization’s fiscal management. Stacy brings over 30 years of financial management excellence to the Whole Child. Her experience cuts across the non-profit, manufacturing, distribution, and service industries. She strongly believes that strong fiscal administration is one of the pillars of sustainability for any kind of organization. She found a calling 20 years ago in the social services industry; particularly in the support of organizations that serve at-risk children. Prior to joining The Whole Child, she was the Director of Finance and Administration for Canyon Acres Children and Family Services, where she developed systems to monitor the financial 5 / 8 position of mental health programs in 11 different counties. She also played a key role in that agency’s successful merger and acquisition processes by integrating financial and reporting systems. Stacy holds a Bachelor’s Degree in Accounting from California State University, Fullerton. She continuously participates in training sessions and seminars to stay abreast of changes in federal, state, and local policies that may impact The Whole Child. Stacy was born and raised in Los Angeles and currently resides in Orange County with her family. 4. Denise Clavesilla Senior Human Resources Manager dclavesilla@thewholechild.info In her role, she is responsible for overseeing the planning, development, implementation, and administration of the agency’s Human Resources programs and strategies, including performance management, succession planning, compensation and benefits, Worker’s Compensation, the sourcing and development of current and future managers, HRIS, and employee relations. She leads Human Resources campaigns and strategies aligned with agency goals and determines the practices that drive the culture of the agency to enhanced quality and service to the client base. She comes with over 20 years of Human Resources leadership experience in from small to large, multi-faceted organizations in a wide variety of industries including, public administration, global forwarding, manufacturing, executive staffing, technology and fashion. 5. Vanessa Sedano Director of Housing Services vsedano@thewholechild.info Vanessa Sedano joined the administrative team in 2011 and brings over 16 years of housing experience to The Whole Child. She oversees the Housing Department ensuring compliance with County, State, and Federal contract requirements as well as private foundations grants for homeless families. She is responsible for outreach “homeless” services in high-risk communities, the screening and assessment of potential applicants, and intensive case management services. She has an extensive history working with “high risk” vulnerable populations in the areas of domestic violence, substance abuse, and the chronically homeless, i.e., children, families, adults, and transitional aged youth (TAY), in the Southeast Region of Los Angeles County. Vanessa serves as the Vice Chair for the SPA 7 Homeless Coalition and is collaborating with service providers in Southeast Los Angeles Region to leverage resources at the State and Federal level to assist homeless families. Additionally, she serves as a board member for Golden Rule 6 / 8 Community Development Corporation, a non-profit organization that provides financial support to agencies that develop low-income housing. Vanessa is committed to being the voice for homeless families. She is passionate about providing quality services to homeless families and believes that every child deserves a stable and safe home in order to thrive and be successful. 6. Sara Gertler Director of Development and Donor Relations sgertler@thewholechild.info Sara Gertler joined The Whole Child in June, 2017 as the Director of Development and Donor Relations. She comes with experience in financial resource development, event planning and communications. Starting her career in the fashion industry, but searching for a professional life in the non-profit world, Sara found a home at The Jewish Agency for Israel. She spent the last six years as part of the North American fundraising team creating their event based fundraising programs, working to implement an international speaker’s bureau and establishing a prospect research database while cultivating relationships. Sara is very excited to join The Whole Child and honored to work for another agency dedicated to ensuring the success of future generations. List of Board Members (Attachment) Biographies should include a brief description of current employment, community service and current and former board appointments https://jemmottrollinsgroup.fluidreview.com/resp/20269632/fqskNUvQvb/ List of Board Members (Text) You may alternatively choose to type biographies directly instead of attaching a separate document. (No response) FINANCIAL INFORMATION List of Income Sources (For example: grants, earned income, individual donations) (No response) * Most recent audit and/or 990. (Please attach) https://jemmottrollinsgroup.fluidreview.com/resp/20269632/nOnxuvHAF5/ 7 / 8 *Grant Amount: Please specify the amount of grant funds being requested. 10,000 * What percentage of your organization budget will the requested funds represent? 1 * Are you requesting funding for a specific project? No Name of Financial Institution (No response) Address of Financial Institution (No response) Phone Number of Financial Institution (No response) Name of Fiscal Sponsor (if applicable) (No response) Fiscal Sponsor Address (if applicable) (No response) Fiscal Sponsor Phone (if applicable) (No response) Fiscal Sponsor Email (if applicable) (No response) * Current organization budget (Please attach) https://jemmottrollinsgroup.fluidreview.com/resp/20269632/8THAFUPkXp/ Proposed budget for requested funds How will the organization specifically utilize grant funds? (Please attach) (No response) 8 / 8 Fiscal Sponsor Website (if applicable) (No response) Does your organization have a current certificate of general liability insurance? No Board of Directors Lyonel Alexandre, Chairman of the Board SVP/Regional Vice President Citizens Business Bank Lyonel.alexandre@gmail.com (626)419-4721 Monica Welling, Vice Chair CEO Trethera Corporation monica@athelnbiomed.com (310)500-0650 Gary Martinez, Treasurer Commercial Real Estate Agent Ashwill Associates gary@ashwillassociates.com (714)931-6639 Janice Roodzant, Secretary President Details Business Organizers jrdetails@roadrunner.com (714)267-6939 Thedora Nickel Chief Administrative Officer The Capital Corps Nickel.teddy@gmail.com (714)271-2190 Robert J. Quist Retired-Deputy Court Administrator Los Angeles Municipal Court rjquist@hotmail.com (562)715-6570 Bonnie Bilitch Chief Nursing Officer LA County Department of Health Services bbilitch@aol.com (562)201-45 Alex Moisa, Esq. Alex Moisa Law Offices amoisa@aol.com (562)322-3517 Corrine Munoz Retired-Los Nietos School District Corinne1294@gmail.com (562)508-9414 Alphonsie Nelson, Esq. Bassett, Discoe, McMains, & Kargozer Law Offices Alphonsie.nelson@bdmklaw.com (714)469-0686 Danelle Thomsen SVP Controller Opus Bank dathomsen@opusbank.com (562)544-7683 Monique Lopez Vice President of Sales Administration Rose Hills Memorial and Mortuary monique.lopez@rosehills.com (626)802-0287 1 / 3 Fill out Application Narrative Form Last updated: 10/31/2018 * What dollar amount are you requesting from the Vernon CommUNITY Fund? 10,000 * Will you be requesting general operating support? Yes If yes: What is your annual operating budget?$10,776,563 What is your organization’s mission? (250 words, maximum)The Whole Child (TWC) is a social service non-profit organization established in 1957. To date, The Whole Child has become one of the premier agencies serving vulnerable children and families in Los Angeles County. Our mission is to help at-risk children to be emotionally and physically healthy and have a place to call home. We envision a society that embraces children as its most precious resource and that is actively committed to their safety, emotional well-being and ability to thrive at home, school and play. Through our mental health, family housing, nutrition and parent enrichment programs, we empower families to create nurturing environments where children can thrive. What is the target demographic for your services?Low-income children, at-risk children, homeless families What period of time are the requested funds expected to cover?FY19-20 Please attach the proposed budget for your project (No response) 2 / 3 Describe your organization’s history, listing significant achievements, accomplishments and recognition: (250 words, maximum) As an established 60-year old agency, The Whole Child serves over 9,000 children and their families annually at six locations throughout southeastern Los Angeles County. We focus on low-income families in high-risk, underserved communities. We use our influence and resources to advocate for social inclusion and equity for all children and families in southern California. Our practice has evolved over the years to address additional areas critical to child development besides, yet interwoven with, mental health. Today, we have an integrated approach with both preventative and stabilizing mechanisms to help families facing issues ranging from child behavioral disorders and homelessness, to parental neglect/abuse and child obesity. We believe that not only does every child matter, but every aspect of the child matters – the whole child. To date, The Whole Child is recognized as one of Los Angeles County's most widely known non-profits providing mental health and housing services. In 2016, TWC received the City of Whittier's "Best of the Best" award for our counseling services. Each year, we continue to expand our programs and funding sources, while successfully meeting and exceeding the goals of our contracts. * Describe how your organization and/or project will improve the community of Vernon and/or its surrounding areas: (500 words, maximum) TWC offers services in Los Angeles County's Service Planning Area (SPA) 7, which includes the cities of Bell, Commerce, East Los Angeles, Huntington Park, Maywood, Vernon, Whittier, and others. Populations throughout SPA 7 are 73% Latino, 14% Caucasian, 9% Asian, and 3% African-American. Approximately one-third of residents are living in poverty (at or below 200% of the federal poverty level). One-third of adults have less than a high-school diploma and only half report English as their primary language. While 26% of children in LA County come from single-parent households, 90% of the homeless children TWC serves have single-parent families. Throughout our 60-year history, TWC has delivered a comprehensive array of services to nearly 9,000 Los Angeles County community members per year. We focus on low-income families in high-risk communities. Approximately 98% of families served at TWC are low or extreme low-income, 71% of families are single-parent households, and 79% of families are of Hispanic ethnicity. TWC focuses on some of LA County’s most underserved communities, with high rates of poverty, crime, homelessness, low income and educational attainment. TWC’s programs address the following community issues: • Child Behavior and Trauma: TWC’s mental health services include family, individual and group psychotherapy, crisis intervention, psychological testing, medication management, and case management. As part of this practice, we also have specialized birth-to-five services focusing on infant/toddler cognitive and emotional development assessment and management. Annually, we deliver close to 50,000 hours of healing therapy to children ages 0-18. 3 / 3 • Family Homelessness: TWC’s housing services include access to community-based crisis and bridge housing, employment services, child care, money management and life skills training, case management, and family mentoring. Annually, we work with over 900 homeless families and we are able to successfully place close to 250 new families in permanent housing every cycle year. Our 98% rate of permanency attests to the fact that the methods of this program are extremely successful in helping newly housed families to avoid falling into homeless again. • Parental Neglect and Abuse: TWC’s parent enrichment services include home visiting, parenting groups, baby safety classes, and the facilitation of access to other community-based services for parents. Our home visiting program includes baby-parent attachment, lactation consultation, infant massage, baby care and early detection postpartum depression. On an annual basis, we provide assistance to nearly 200 hundred new parents facing parenthood for the first time and facilitate over 50 baby safety classes. • Child Obesity: TWC’s nutrition services include interactive workshops for parents and kids on topics ranging from shopping healthy on a budget and cooking nutritious meals kids will eat, to how to get kids off the couch and moving. We also partner with schools to redesign the school lunchroom environment and experience. We help school officials develop healthy menus for their students and strategically design the placement of available items for kids to encourage the selection of healthier items. We conduct close to 300 nutrition workshops and work with more than 20 different schools annually. If selected for award, how might your organization promote its Vernon CommUNITY Fund Grant? The Whole Child staff continue to work diligently on expanding our social media presence. If awarded funding, The Whole Child will send a special email blast and post on individual networking sites (Instagram, Facebook, LinkedIn, Twitter) thanking the Vernon CommUNITY Fund for their generous donation to our cause. We will also recognize funding in our 2019-2020 Annual Report, which can be found on our website. 1 / 1 Conflict of Interest Form Last updated: 10/31/2018 * Does your organization conduct any lobbying activity? No * Is your organization specifically for religious purposes and benefits only your congregation in its spiritual practice? No * Does your organization charge membership fees or dues? No * Signature By clicking the check box below, I confirm that the information provided is truthful and accurate, and that my staff and board members have no past or present affiliation with current or former members of the Vernon City Council or other administrators from the City of Vernon. I further agree that, if funded, my organization will use the CommUNITY grant funds solely for charitable purposes and will not conduct any lobbying activities. Full Name Brittany Evans Four-Year Operating Budget FY 2014-15 FY2015-16 FY2016-17 FY2017-18 Revenue Fees and Grants from Government Agencies $7,265,138 $8,392,241 $8,572,423 $10,073,696 Contributions $290,555 $558,048 $966,265 $564,168 Client Fees $53,260 $52,661 $50,000 $19,099 Other Income $62,140 $1,358 $50,000 $119,600 Total Revenue $7,671,093 $9,004,308 $9,638,688 $10,776,563 Expenses Program Services $6,970,417 $7,784,271 $8,332,442 $9,425,177 Management and General $511,624 $891,861 $942,231 $1,142,088 Fundraising $178,488 $201,104 $185,224 $190,742 Total Expenses $7,660,529 $8,877,236 $9,459,897 $10,758,007 Net Income (Loss)$10,564 $127,072 $178,791 $18,556 General Applicant Information Applicant Organization: No. of Board Members: Year Founded:Type of Organization: Amount Requested:Recommended Amount: Annual Budget: Brief Narrative description of the organization Organizational strengths: Type of support requested: ___ General Operating ___ Project/Program First Time Applicant Returning Grantee Prev. Award amount: ___ Audit/IRS Form 990 (dated: _____ / ____ / _____ ) ___ Organizational Budget How does the proposal align with the goals of the Fund? governmental landscape: Description of the proposal to which funds would apply Age Range: Gender: Race/Ethnicity: Economic Status: Family Type: Military Status: Sexual Orientation: Other (specify): ___ Proposal Budget Are there any activites planned to acknowledge VCF as a funder of this project/program/organization? What previous projects has the applicant successfully implemented? Date: _____ / ____ / ______Signed: ___________________________________ Fund this proposal? ___ Yes ___ No Recommended Amount: List any forseeable challenges that the applicant may encounter in the implementation of this proposal or in general: 1 / 5 Fill out Application Form Created: 12/15/2017 • Last updated: 01/06/2018 * Name of Organization Woodcraft Rangers * Organization Phone (213) 249-9293 * Organization Email woodcraft@woodcraftrangers.org Organization website address, if any www.woodcraftrangers.org * Name of Authorized Representative (Last Name, First Name) Salinas, Celina Title of Authorized Representative Chief Operating Officer * Organization Founding Date/Date of Incorporation 01/1922 * Organization Type Community-based (Community Service) * Service Area Huntington Park Vernon ORGANIZATIONAL INFORMATION *Indicates required field * Organization Address Street 340 E. 2nd Street, 2nd Floor City/Town Los Angeles State California Country United States 2 / 5 What number of non-duplicate individuals directly benefit from your services? More than 200 What age group(s) benefit the most from your services? Children and Youth (ages 0 -14) * Name of Executive Director (Last Name, First Name) Schauweker, John SERVICE DETAILS STAFF DETAILS List of Executive Staff/Volunteer Leadership (Attachment) Biographies should include a brief description of current employment, community service and current and former board appointments (No response) Executive Staff/Volunteer Leadership biographies (Text) You may alternatively choose to type biographies directly instead of attaching a separate document. Please specify titles and organizational involvement. John Schauweker (Interim CEO) A graduate of California State University, Long Beach, John has partnered across southern California for over 30 years to deliver servant leadership and social responsibility programs. He’s pursued a social change mission to provide educational services that transform lives by connecting people with necessary resources to generate momentum, find dignity and worth, and achieve a life of meaning and purpose and therefore significance in society. Inclusiveness, cultural sensitivity, and compassion are common themes found in the programs John has delivered. His previous private sector job roles include management positions with top-ranked industry leaders Toyota North America and Sprint. Celina Salinas (Chief Operating Officer) Director of Program Operations since 2014, Celina was previously Deputy Director of Program Operations 3 / 5 in 2013 following her promotion from Manager of Program Operations, a position she held in 2012. Celina’s previous positions with the Organization date back to 2009 and include Data Manager, Site Coordinator, Club Leader, and Camp Counselor job roles. Prior to Woodcraft Rangers, Celina held customer service and sales representative positions with brands in the fitness and retail industries. She is currently completing requirements to earn a bachelor of science degree in business administration, management, from California State University, Los Angeles, and completed two years of undergraduate courses in the education program at Arizona State University. Celina’s servant leadership role with an organization delivering a social responsibility mission includes her service as a Board of Directors member with the nonprofit agency We Want to Dance. Darlington Ahaiwe (Chief Financial Officer) Director of Finance since 2014, Darlington was previously Finance Supervisor beginning in 2012 and was hired into the Organization as an Accountant in 2010. Prior to Woodcraft Rangers, Darlington held the position of Tax Accountant for the CPA firm Bartlett, Pringle, and Wolfe. He earned a master of business administration degree in finance from Pepperdine University’s Graziadio School of Business and Management, and a bachelor of arts degree in economics and accounting from the University of California, Santa Barbara. Darlington’s servant leadership roles with organizations delivering a social responsibility mission include his service as a Board of Directors member and Treasurer for three nonprofit agencies: Riordan Programs, South Central Gifted Scholars, and Giving Back Corporation. List of Board Members (Attachment) Biographies should include a brief description of current employment, community service and current and former board appointments https://jemmottrollinsgroup.fluidreview.com/resp/12727549/fqskNUvQvb/ List of Board Members (Text) You may alternatively choose to type biographies directly instead of attaching a separate document. (No response) FINANCIAL INFORMATION 4 / 5 *Grant Amount: Please specify the amount of grant funds being requested. $40,000 * What percentage of your organization budget will the requested funds represent? 1 * Are you requesting funding for a specific project? Yes Name of Financial Institution Bank of the West Address of Financial Institution 10230 S. Paramount Blvd. Downey, Ca. 90241 List of Income Sources (For example: grants, earned income, individual donations) Found Restricted $350,000 Foundations NON Restricted $350,000 Special Events $35,000 Federal Funding $719,004 State Funding $6,487,494 Program Service Fees $482,100 * Most recent audit and/or 990. (Please attach) https://jemmottrollinsgroup.fluidreview.com/resp/12727549/nOnxuvHAF5/ * Current organization budget (Please attach) https://jemmottrollinsgroup.fluidreview.com/resp/12727549/8THAFUPkXp/ Proposed budget for requested funds How will the organization specifically utilize grant funds? (Please attach) https://jemmottrollinsgroup.fluidreview.com/resp/12727549/GDDLZKJB1h/ 5 / 5 Phone Number of Financial Institution T: (562) 658-2041| Name of Fiscal Sponsor (if applicable) (No response) Fiscal Sponsor Address (if applicable) (No response) Fiscal Sponsor Phone (if applicable) (No response) Fiscal Sponsor Email (if applicable) (No response) Fiscal Sponsor Website (if applicable) (No response) Does your organization have a current certificate of general liability insurance? Yes Woodcraft Rangers ANNUAL BUDGET COMPARASION 2017-2018 2016-2017 Actual Budget Variance Revenue: Found Restrict 350,000.00 300,000.00 50,000.00 Foundations NON Restricted 350,000.00 300,000.00 50,000.00 Spec Events 35,000.00 35,000.00 0.00 Federal Funding 719,004.00 704,004.00 15,000.00 State Funding 6,487,494.00 6,091,290.00 396,204.00 Prog. Svc. Fees 482,100.00 509,600.00 (27,500.00) Total Revenue 8,423,598.00 7,939,894.00 483,704.00 Operating Expenses Full Time/Office Personnel 1,937,109.44 1,872,550.72 64,558.72 Field Staff 3,822,014.40 3,681,672.45 140,341.94 Major Med Ins 383,424.00 302,304.52 81,119.48 Retire Plan 50,818.47 51,681.76 (863.29) Payroll Taxes ER 453,344.27 427,485.61 25,858.66 Workers Comp 134,096.06 139,179.29 (5,083.23) Accounting Fees 30,500.00 30,500.00 0.00 Outside Services 287,304.40 310,829.70 (23,525.30) Office Supplies 20,000.00 20,000.00 0.00 Program Supplies 294,942.94 273,065.33 21,877.61 Bulk Program Supplies 67,489.38 62,239.79 5,249.59 Bank Service Charges 5,000.00 4,800.00 200.00 Telephone 55,600.00 55,600.00 0.00 Postage 10,000.00 10,000.00 0.00 Building Rental 412,550.40 342,032.04 70,518.36 Maintenance & Repairs 9,560.00 9,560.00 0.00 Property Taxes & Permits 2,150.00 4,150.00 (2,000.00) Other Rental Expense 0.00 5,000.00 (5,000.00) Printing 57,400.00 57,400.00 0.00 Advertising and Marketing 6,000.00 19,500.00 (13,500.00) Auto Expense 29,136.21 25,605.41 3,530.80 Transportation 29,575.00 35,975.01 (6,400.01) Conferences/Training 24,980.00 22,979.74 2,000.26 Meetings 15,950.00 8,450.00 7,500.00 Food 11,000.00 11,000.00 0.00 Program Events 21,000.00 28,800.00 (7,800.00) Scholarships 2,000.00 2,000.00 0.00 Member Dues 2,625.00 5,625.00 (3,000.00) Liab Insurance 65,132.00 65,132.00 0.00 Recruiting Exp. 3,000.00 3,200.00 (200.00) Interest/Finance Charge 1,000.00 1,000.00 0.00 Depreciation 20,000.00 5,000.00 15,000.00 Total Direct Costs 8,264,701.96 7,894,318.37 370,383.59 Earnings (loss) from operations 158,896.04 45,575.63 113,320.41 Page 1 PROGRAM NAMEResidential CampWCR PROGRAM NUMBER2007PROGRAM START DATE1-Jul-18 PROGRAM END DATE1-Aug-18NO CHILDREN SERVED (PER WEEK)140NO. OF PROGRAM WEEKS - FULL SUMMER3COST PERTOTAL CHILD/WEEKPROGRAM EXPENDITURES (NON-SHARED)Camp Staff Compensation34,440 82.00Payroll Tax2,635 6.27Worker's Compensation706 1.68Outside/Rental Services109,118 259.81Office Supplies 0 0.00Medical Supplies0 0.00Program Supplies4,000 9.52Shared Program Supplies0 0.00Telephone200 0.48Postage0 0.00Rental Expense0 0.00Printing 300 0.71Advertising / Marketing0 0.00Auto Expense0 0.00Transportation13,500 32.14Training 80 0.19Meetings0 0.00Food0 0.00Program Events1,000 2.38Camping Events0 0.00Memberships1,125 2.68Insurance0 0.00Recruiting0 0.00PROGRAM EXPENDITURES (SHARED)Program Administration25,066 59.68Subtotal Direct Costs192,170 457.55Net Earnings (loss) for period192,170 457.55(192,170) WOODCRAFT RANGERSSUMMER 2018PROGRAM BUDGET SUMMARY SCHEDULE OF CAMP STAFF COMPENSATION/CAMP STAFF COMPENSATIONDailyNo. ofHrs/Days/ Total(5)(5)(5)(5)Position Rate Staff DayWeek Wage Jul-11 Aug-11 Sep-11 Oct-11 Nov-11 Dec-11 Jan-12 Feb-12 Mar-12 Apr-12 May-12 Jun-120Camp Leader for arrival time75.00 1.00 1.00 12.03,6002.0 2.0Nurse 55.00 1.00 1.00 12.02,6402.0 2.00Helen Preparation1,500.00 1 1.00 1.06,0002.0 2.0Natalie Preparation1,000.00 1 1.00 1.04,0002.0 2.00Camp Leader (3 Weeks + Training)65 1 1.00 7.01,8202.0 2.0Camp Leader (3 Weeks + Training)65 1 1.00 7.01,8202.0 2.0Camp Leader (3 Weeks + Training)65 1 1.00 7.01,8202.0 2.0Camp Leader (3 Weeks + Training)65 1 1.00 7.01,8202.0 2.0Camp Leader (3 Weeks + Training)65 1 1.00 7.01,8202.0 2.0Camp Leader (3 Weeks + Training)65 1 1.00 7.01,8202.0 2.0Camp Leader (3 Weeks + Training)65 1 1.0 7.01,8202.0 2.0Camp Leader (3 Weeks + Training)65 1 1.0 7.01,8202.0 2.0Camp Leader (3 Weeks + Training)65 1 1.0 7.01,8202.0 2.0Camp Leader (3 Weeks + Training)65 1 1.0 7.01,8202.0 2.0000000000000Flat No. ofPosition Rate Staff Jul-11 Aug-11 Sep-11 Oct-11 Nov-11 Dec-11 Jan-12 Feb-12 Mar-12 Apr-12 May-12 Jun-1200Total 34,440 12,670 17,220 0 00000 0000SCHEDULE OF YOUTH STAFF - PAYROLL TAXELIGBLTOTALBENEFIT TYPE RATE COMP BENEFITSOCIAL SECURITY7.650% 34,440 2,635 1,117 1,518 0 00000 0000UNEMPLOYMENT 0.000% 32,620 0 0 0 0 00000 0000WORKERS COMPENSATION2.050% 34,440 706 299 407 0 00000 00009.700% 3,341HOURLY POSITIONSHOURLY POSITIONS - WEEKS PER MONTHFLAT RATE (PER DAY) POSITIONSFLAT RATE POSITIONS - DAYS PER MONTH EstimatedProviderService DescriptionCostJul-11 Aug-11 Sep-11 Oct-11 Nov-11 Dec-11 Jan-12 Feb-12 Mar-12 Apr-12 May-12 Jun-12Rental of Facility ($36,372 per week for 3 wks)109,118 54,559 54,559Total 109,118 54,559 54,559 0 00000 0000EstimatedProviderSupply DescriptionCostJul-11 Aug-11 Sep-11 Oct-11 Nov-11 Dec-11 Jan-12 Feb-12 Mar-12 Apr-12 May-12 Jun-12Total 0 0 0 0 00000 0000EstimatedProviderSupply DescriptionCostJul-11 Aug-11 Sep-11 Oct-11 Nov-11 Dec-11 Jan-12 Feb-12 Mar-12 Apr-12 May-12 Jun-12supplies $750(each week)2,250 1,125 1,125misc. supplies ($400/wk)Staff, etc 1,200 600 600first aide550 275 275Total 4,000 2,000 2,000 0 00000 0000SCHEDULE OF PROGRAM SUPPLIESSCHEDULED USE OF FUNDSSCHEDULE OF OUTSIDE SERVICE CONSULTANTSSCHEDULED USE OF FUNDSSCHEDULE OF MEDICAL SUPPLIESSCHEDULED USE OF FUNDS EstimatedProviderSupply DescriptionCostJul-11 Aug-11 Sep-11 Oct-11 Nov-11 Dec-11 Jan-12 Feb-12 Mar-12 Apr-12 May-12 Jun-120 0 0 000000 0000Total00 0 000000 0000EstimatedPurpose of ExpenseCostJul-11 Aug-11 Sep-11 Oct-11 Nov-11 Dec-11 Jan-12 Feb-12 Mar-12 Apr-12 May-12 Jun-12Marketing Postage200 200Total200200 0 000000 0000EstimatedPurpose of ExpenseCostJul-11 Aug-11 Sep-11 Oct-11 Nov-11 Dec-11 Jan-12 Feb-12 Mar-12 Apr-12 May-12 Jun-12Total00 0 000000 0000EstimatedProviderEquipment DescriptionCostJul-11 Aug-11 Sep-11 Oct-11 Nov-11 Dec-11 Jan-12 Feb-12 Mar-12 Apr-12 May-12 Jun-12Total00 0 000000 0000EstimatedProviderPurpose of ExpenseCostJul-11 Aug-11 Sep-11 Oct-11 Nov-11 Dec-11 Jan-12 Feb-12 Mar-12 Apr-12 May-12 Jun-12Brouchure 300 300Total300300 0 000000 0000EstimatedProviderType of ExpenseCostJul-11 Aug-11 Sep-11 Oct-11 Nov-11 Dec-11 Jan-12 Feb-12 Mar-12 Apr-12 May-12 Jun-12Total00 0 000000 0000ADVRTISING AND MARKETING EXPENSESCHEDULED USE OF FUNDSSCHEDULE OF POSTAGE EXPENSESCHEDULED USE OF FUNDSSCHEDULE OF EQUIPMENT RENTAL EXPENSESCHEDULED USE OF FUNDSSCHEDULE OF OUTSIDE PRINTING EXPENSESCHEDULED USE OF FUNDSSCHEDULE OF SHARED PROGRAM SUPPLIESSCHEDULED USE OF FUNDSSCHEDULE OF TELEPHONE EXPENSESCHEDULED USE OF FUNDS EstimatedProviderMileageRateCostJul-11 Aug-11 Sep-11 Oct-11 Nov-11 Dec-11 Jan-12 Feb-12 Mar-12 Apr-12 May-12 Jun-120.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000Total00 0 000000 0000EstimatedProviderDestination# of Rnd TrpsCostJul-11 Aug-11 Sep-11 Oct-11 Nov-11 Dec-11 Jan-12 Feb-12 Mar-12 Apr-12 May-12 Jun-12A&E Charter13,500.00 6,750.000 6,750.00Total13,5006,750 6,750 0 00000 0000EstimatedProviderPurposeCostJul-11 Aug-11 Sep-11 Oct-11 Nov-11 Dec-11 Jan-12 Feb-12 Mar-12 Apr-12 May-12 Jun-12Archery Tranining(4pp @ $95)Health Module(1pp @ 110)Red Cross80.000 80.000Total8080 0 000000 0000EstimatedMeeting LocationPurposeCostJul-11 Aug-11 Sep-11 Oct-11 Nov-11 Dec-11 Jan-12 Feb-12 Mar-12 Apr-12 May-12 Jun-12Total 0 0 0 0 00000 0000EstimatedEventPurposeCostJul-11 Aug-11 Sep-11 Oct-11 Nov-11 Dec-11 Jan-12 Feb-12 Mar-12 Apr-12 May-12 Jun-12Total00 0 000000 0000SCHEDULE OF TRAINING EXPENSESCHEDULED USE OF FUNDSSCHEDULE OF MEETINGS EXPENSESCHEDULED USE OF FUNDSSCHEDULE OF FOOD EXPENSESCHEDULED USE OF FUNDSSCHEDULE OF AUTO EXPENSESCHEDULED USE OF FUNDSSCHEDULE OF TRANSPORTATION EXPENSESCHEDULED USE OF FUNDS EstimatedEventDescriptionCostJul-01 Aug-01 Sep-01 Oct-01 Nov-01 Dec-01 Jan-02 Feb-02 Mar-02 Apr-02 May-02 Jun-02Program Events1,000 1,000Total1,0000 1,000 0 00000 0000EstimatedType of CampNo. of Childrenr Child/Day CostCostJul-01 Aug-01 Sep-01 Oct-01 Nov-01 Dec-01 Jan-02 Feb-02 Mar-02 Apr-02 May-02 Jun-020Annual Show00Total00 0 000000 0000EstimatedType of CampNo. of Childrenr Child/Day CostCostJul-01 Aug-01 Sep-01 Oct-01 Nov-01 Dec-01 Jan-02 Feb-02 Mar-02 Apr-02 May-02 Jun-02American Camp Association1,1251,125000Total1,1250 0 0 0 0 0 0 1,1250000SCHEDULE OF PROGRAM EVENTS EXPENSESCHEDULED USE OF FUNDSSCHEDULE OF CAMPING EVENTSSCHEDULED USE OF FUNDSSCHEDULE OF MEMBERSHIPSCHEDULED USE OF FUNDS 1 / 5 Fill out Application Narrative Form Created: 01/05/2018 • Last updated: 01/06/2018 * What dollar amount are you requesting from the Vernon CommUNITY Fund? 40,000 * Will you be requesting general operating support? No If no: What is your annual operating budget?$9,541,154 What is your organization’s mission? (250 words, maximum) A first-of-its-kind, nonprofit brand born in Los Angeles in 1922, Woodcraft Rangers lives its mission daily to guide young people as they explore pathways to purposeful lives. Developing diverse and inclusive communities of educated and engaged youth across greater Los Angeles, we provide expanded learning programs in 73 locations and for nearly 15,000 youth annually. Our programs develop the academic/social/emotional/physical needs and interests of youth through hands-on, engaging educational experiences during the academic year and in residential summer camps. Our organization has consistently grown its educational services and the number of academic year programs, which now total 96 diverse offerings. Among our science/technology/ engineering/math (STEM) programs, specifically our technology-related curriculum, the robotics program is the most popular. The 40 programs related to visual/media/performing arts comprise 39.6 percent of our total programs offered. Our residential summer camps are uniquely planned to offer youth first-ever experiences and outdoor adventures in a safe environment featuring creativity and enrichment. Youth receive myriad benefits in a distinct learning community designed to develop life skills, including: confidence; resiliency; independence; decision-making; conflict resolution; communication; teamwork; and connectedness to others and nature. Who is the target demographic for your services, if any? Woodcraft Rangers currently provides services in under- served communities across Greater Los Angeles County. 2 / 5 Youth served by Woodcraft Rangers’ Nvision Expanded Learning Programs come from low-income families, and attend Title I schools with diverse student populations and low State academic performance rankings. Please briefly describe your proposed project. (250 words, maximum) On behalf of Woodcraft Rangers and the families we serve, we respectfully request a $40,000 program grant to support our 2018 Woodcraft Ranger Summer Camp which will allow up to 100 children from Vernon Elementary and students from Vernon, Huntington Park, Maywood, Bell, Commerce and parts of East Los Angeles to attend overnight camp in our local mountains for a week. Funds will support counselor salaries and fees for attending Woodcraft Ranger Summer Camp including transportation, room & board, and all camp activities (e.g., an outdoor science curriculum). The ratio of campers to counselors is as low as 6:1 for the youngest campers, and as high as 10:1 for the oldest. The average ratio for all ages is 8:1. This annual camping trip is just 90 minutes from home but a world away to these “city kids”. Taking a bus high up in the San Bernardino Mountains allows Woodcraft Rangers to provide its campers with beautiful trails, dramatic views, and an unforgettable experience they can carry with them for a lifetime. Woodcraft Ranger Camp offers students a home away from the crowded inner city neighborhoods where they live and attend school, and allows them to experience a new way of learning that taps into their five senses of taste, touch, smell, sound, and sight. These urban children rarely get to enjoy the natural resources of Southern California. Camp is a source of respite- -giving children time away from the everyday challenges of their neighborhood environment. What is the goal of the proposed project? (500 words, maximum) This grant will support our 2018 residential summer camps, which are uniquely planned to offer myriad benefits related to youth development needs. In the scenic beauty of Big Bear Lake, and in a learning community designed just for them, youth will develop life skills, including: confidence; resiliency; independence; decision-making; conflict resolution; communication; teamwork; and connectedness to others and nature. Youth will experience new adventures in a safe environment featuring creativity and enrichment, and while in the care of positive adult role models. 3 / 5 The objectives of the proposed project are aligned to Woodcraft Ranger's goals of preventing summer learning loss, promoting academic performance and reinforcing related skills. Our staff will create academic opportunities to help our youth prepare for the upcoming school year. Campers will spend approximately 5-6 hours per day, or 30 hours per week, on academic activities, including biology, astronomy, math, chemistry, ecology, and literacy. Although they are in the mountains, creating lifelong memories, they are also learning. They are able to communicate complex ideas in creative and innovative ways. The skills gained Woodcraft Rangers Camp prepare students for a future of immense possibilities. Summer programs provide the consistent involvement in educational activities that is crucial to retaining information. In addition, summer is an ideal time to fine-tune or improve skills. The hustle and bustle that accompanies the school year can be a great source of stress for many students who must juggle homework, activities, work and more. Without the pressure of typical school-year obligations, many students are better able to reap the benefits of continued education during the summer months. Goals for Summer Camp are to enhance children's learning, social skills and physical fitness through fun, project-based learning outdoor activities. By the end of the week, it is anticipated that 80% of campers will: a) Try new activities that help expand vocabulary & school year activity interests; b) Increase how much they like learning about nature, science, and other STEM areas; c) Increase knowledge about natural sciences; and, d) Learn how to work with others in a team, which includes improving social skills and problem-solving skills. Please attach the proposed budget for your project https://jemmottrollinsgroup.fluidreview.com/resp/13031747/vTWNTquu9L/ Please provide a detailed description of the proposed project (attachment): https://jemmottrollinsgroup.fluidreview.com/resp/13031747/MnxPUAdJSl/ 4 / 5 Describe your organization’s history, listing significant achievements, accomplishments and recognition: (250 words, maximum) Woodcraft Rangers was founded nationally in 1902 by author and naturalist Ernest Thompson Seton to provide constructive alternative activities for delinquent juveniles. Its youth group model was the forerunner for other well-known programs, such as the Boy Scouts and Campfire. The Los Angeles Woodcraft Rangers was founded in 1915 and incorporated as a 501(c) 3 nonprofit organization in 1922. Woodcraft Rangers has been widely acclaimed, by local (United Way's Outstanding Agency Award) and national level (Barbara Boxer, 2013) stakeholders, featured by major academic and policy groups (Harvard Graduate School of Education, Family Research Project) and has received commendations from the State of California, and the County and City of Los Angeles. In 2015 we were honored by the Latino Business Association as non-profit of the year. * Describe how your organization and/or project will improve the community of Vernon and/or its surrounding areas: (500 words, maximum) The $40,000 awarded by the Vernon CommUNITY Fund two years ago to the Woodcraft Ranger Summer Camp allowed our staff to provide the campers with beautiful trails, dramatic views, and an unforgettable experience they can carry with them for a lifetime. This grant request for the 2018 Summer Camp program will offers students a home away from the crowded inner-city neighborhoods where they live and attend school, and allows them to experience a new way of learning. Camp is an experience that stays with a child forever. New Adventures/Opportunities: For many of our parents, this is the first time they have ever allowed their child to go somewhere alone, much less a week in the mountains. However, these are the type of experiences and opportunities that we want the boys and girls in our program to encounter. We know that camp is the perfect place for kids to practice making decisions for themselves without parents and teachers guiding their every move. Managing their daily choices in the safe, caring environment of camp kids develop who they are. Camp helps conquer fears. As the students board the bus, many also realize they are about to leave their parents, siblings and neighborhoods to go somewhere they have never been to. It can be a little scary. But camp helps children build self-confidence and self-esteem. The kind of encouragement and nurture kids receive at camp makes it a great environment to endure setbacks, try new (and thereby maybe a little frightening) things, and see that improvement comes when you give something another try. Although nervous and anxious, that quickly turns to fun and joy as the staff leads the bus in songs as they make the 90-minute drive to Big Bear Lake. 5 / 5 Creating a Sense of Community: Coming to camp means joining a close-knit community where everyone must agree to cooperate and respect each other. The students live in a cabin with others, they share chores, resolve disagreements, and see firsthand the importance of sincere communication. Camp builds teamwork. Parents can provide their child with a summer vacation The families we serve are good, hard working people. Many do not have the additional income needed to provide for a vacation as they are too busy trying to make ends meet. Parents have stated how they feel relieved knowing their child is enjoying a fun vacation and learning and participating in fun activities under professionally screened and supported Woodcraft Rangers staff. Prevent Summer Learning Loss Data shows children lose up to three months of progress over the summer, and those from low-income families suffer most (Cooper, 2004). "But camp IS an educational activity, and so it not only enhances a child's social education but also prevents the median loss of two to three months of grade equivalency" (The Experiential Classroom--Camp, Marla Coleman, Camping Magazine, March/April 2010). PROGRAM NAMEResidential CampWCR PROGRAM NUMBER2007PROGRAM START DATE1-Jul-18 PROGRAM END DATE1-Aug-18NO CHILDREN SERVED (PER WEEK)140NO. OF PROGRAM WEEKS - FULL SUMMER3COST PERTOTAL CHILD/WEEKPROGRAM EXPENDITURES (NON-SHARED)Camp Staff Compensation34,440 82.00Payroll Tax2,635 6.27Worker's Compensation706 1.68Outside/Rental Services109,118 259.81Office Supplies 0 0.00Medical Supplies0 0.00Program Supplies4,000 9.52Shared Program Supplies0 0.00Telephone200 0.48Postage0 0.00Rental Expense0 0.00Printing 300 0.71Advertising / Marketing0 0.00Auto Expense0 0.00Transportation13,500 32.14Training 80 0.19Meetings0 0.00Food0 0.00Program Events1,000 2.38Camping Events0 0.00Memberships1,125 2.68Insurance0 0.00Recruiting0 0.00PROGRAM EXPENDITURES (SHARED)Program Administration25,066 59.68Subtotal Direct Costs192,170 457.55Net Earnings (loss) for period192,170 457.55(192,170) WOODCRAFT RANGERSSUMMER 2018PROGRAM BUDGET SUMMARY SCHEDULE OF CAMP STAFF COMPENSATION/CAMP STAFF COMPENSATIONDailyNo. ofHrs/Days/ Total(5)(5)(5)(5)Position Rate Staff DayWeek Wage Jul-11 Aug-11 Sep-11 Oct-11 Nov-11 Dec-11 Jan-12 Feb-12 Mar-12 Apr-12 May-12 Jun-120Camp Leader for arrival time75.00 1.00 1.00 12.03,6002.0 2.0Nurse 55.00 1.00 1.00 12.02,6402.0 2.00Helen Preparation1,500.00 1 1.00 1.06,0002.0 2.0Natalie Preparation1,000.00 1 1.00 1.04,0002.0 2.00Camp Leader (3 Weeks + Training)65 1 1.00 7.01,8202.0 2.0Camp Leader (3 Weeks + Training)65 1 1.00 7.01,8202.0 2.0Camp Leader (3 Weeks + Training)65 1 1.00 7.01,8202.0 2.0Camp Leader (3 Weeks + Training)65 1 1.00 7.01,8202.0 2.0Camp Leader (3 Weeks + Training)65 1 1.00 7.01,8202.0 2.0Camp Leader (3 Weeks + Training)65 1 1.00 7.01,8202.0 2.0Camp Leader (3 Weeks + Training)65 1 1.0 7.01,8202.0 2.0Camp Leader (3 Weeks + Training)65 1 1.0 7.01,8202.0 2.0Camp Leader (3 Weeks + Training)65 1 1.0 7.01,8202.0 2.0Camp Leader (3 Weeks + Training)65 1 1.0 7.01,8202.0 2.0000000000000Flat No. ofPosition Rate Staff Jul-11 Aug-11 Sep-11 Oct-11 Nov-11 Dec-11 Jan-12 Feb-12 Mar-12 Apr-12 May-12 Jun-1200Total 34,440 12,670 17,220 0 00000 0000SCHEDULE OF YOUTH STAFF - PAYROLL TAXELIGBLTOTALBENEFIT TYPE RATE COMP BENEFITSOCIAL SECURITY7.650% 34,440 2,635 1,117 1,518 0 00000 0000UNEMPLOYMENT 0.000% 32,620 0 0 0 0 00000 0000WORKERS COMPENSATION2.050% 34,440 706 299 407 0 00000 00009.700% 3,341HOURLY POSITIONSHOURLY POSITIONS - WEEKS PER MONTHFLAT RATE (PER DAY) POSITIONSFLAT RATE POSITIONS - DAYS PER MONTH EstimatedProviderService DescriptionCostJul-11 Aug-11 Sep-11 Oct-11 Nov-11 Dec-11 Jan-12 Feb-12 Mar-12 Apr-12 May-12 Jun-12Rental of Facility ($36,372 per week for 3 wks)109,118 54,559 54,559Total 109,118 54,559 54,559 0 00000 0000EstimatedProviderSupply DescriptionCostJul-11 Aug-11 Sep-11 Oct-11 Nov-11 Dec-11 Jan-12 Feb-12 Mar-12 Apr-12 May-12 Jun-12Total 0 0 0 0 00000 0000EstimatedProviderSupply DescriptionCostJul-11 Aug-11 Sep-11 Oct-11 Nov-11 Dec-11 Jan-12 Feb-12 Mar-12 Apr-12 May-12 Jun-12supplies $750(each week)2,250 1,125 1,125misc. supplies ($400/wk)Staff, etc 1,200 600 600first aide550 275 275Total 4,000 2,000 2,000 0 00000 0000SCHEDULE OF PROGRAM SUPPLIESSCHEDULED USE OF FUNDSSCHEDULE OF OUTSIDE SERVICE CONSULTANTSSCHEDULED USE OF FUNDSSCHEDULE OF MEDICAL SUPPLIESSCHEDULED USE OF FUNDS EstimatedProviderSupply DescriptionCostJul-11 Aug-11 Sep-11 Oct-11 Nov-11 Dec-11 Jan-12 Feb-12 Mar-12 Apr-12 May-12 Jun-120 0 0 000000 0000Total00 0 000000 0000EstimatedPurpose of ExpenseCostJul-11 Aug-11 Sep-11 Oct-11 Nov-11 Dec-11 Jan-12 Feb-12 Mar-12 Apr-12 May-12 Jun-12Marketing Postage200 200Total200200 0 000000 0000EstimatedPurpose of ExpenseCostJul-11 Aug-11 Sep-11 Oct-11 Nov-11 Dec-11 Jan-12 Feb-12 Mar-12 Apr-12 May-12 Jun-12Total00 0 000000 0000EstimatedProviderEquipment DescriptionCostJul-11 Aug-11 Sep-11 Oct-11 Nov-11 Dec-11 Jan-12 Feb-12 Mar-12 Apr-12 May-12 Jun-12Total00 0 000000 0000EstimatedProviderPurpose of ExpenseCostJul-11 Aug-11 Sep-11 Oct-11 Nov-11 Dec-11 Jan-12 Feb-12 Mar-12 Apr-12 May-12 Jun-12Brouchure 300 300Total300300 0 000000 0000EstimatedProviderType of ExpenseCostJul-11 Aug-11 Sep-11 Oct-11 Nov-11 Dec-11 Jan-12 Feb-12 Mar-12 Apr-12 May-12 Jun-12Total00 0 000000 0000ADVRTISING AND MARKETING EXPENSESCHEDULED USE OF FUNDSSCHEDULE OF POSTAGE EXPENSESCHEDULED USE OF FUNDSSCHEDULE OF EQUIPMENT RENTAL EXPENSESCHEDULED USE OF FUNDSSCHEDULE OF OUTSIDE PRINTING EXPENSESCHEDULED USE OF FUNDSSCHEDULE OF SHARED PROGRAM SUPPLIESSCHEDULED USE OF FUNDSSCHEDULE OF TELEPHONE EXPENSESCHEDULED USE OF FUNDS EstimatedProviderMileageRateCostJul-11 Aug-11 Sep-11 Oct-11 Nov-11 Dec-11 Jan-12 Feb-12 Mar-12 Apr-12 May-12 Jun-120.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000Total00 0 000000 0000EstimatedProviderDestination# of Rnd TrpsCostJul-11 Aug-11 Sep-11 Oct-11 Nov-11 Dec-11 Jan-12 Feb-12 Mar-12 Apr-12 May-12 Jun-12A&E Charter13,500.00 6,750.000 6,750.00Total13,5006,750 6,750 0 00000 0000EstimatedProviderPurposeCostJul-11 Aug-11 Sep-11 Oct-11 Nov-11 Dec-11 Jan-12 Feb-12 Mar-12 Apr-12 May-12 Jun-12Archery Tranining(4pp @ $95)Health Module(1pp @ 110)Red Cross80.000 80.000Total8080 0 000000 0000EstimatedMeeting LocationPurposeCostJul-11 Aug-11 Sep-11 Oct-11 Nov-11 Dec-11 Jan-12 Feb-12 Mar-12 Apr-12 May-12 Jun-12Total 0 0 0 0 00000 0000EstimatedEventPurposeCostJul-11 Aug-11 Sep-11 Oct-11 Nov-11 Dec-11 Jan-12 Feb-12 Mar-12 Apr-12 May-12 Jun-12Total00 0 000000 0000SCHEDULE OF TRAINING EXPENSESCHEDULED USE OF FUNDSSCHEDULE OF MEETINGS EXPENSESCHEDULED USE OF FUNDSSCHEDULE OF FOOD EXPENSESCHEDULED USE OF FUNDSSCHEDULE OF AUTO EXPENSESCHEDULED USE OF FUNDSSCHEDULE OF TRANSPORTATION EXPENSESCHEDULED USE OF FUNDS EstimatedEventDescriptionCostJul-01 Aug-01 Sep-01 Oct-01 Nov-01 Dec-01 Jan-02 Feb-02 Mar-02 Apr-02 May-02 Jun-02Program Events1,000 1,000Total1,0000 1,000 0 00000 0000EstimatedType of CampNo. of Childrenr Child/Day CostCostJul-01 Aug-01 Sep-01 Oct-01 Nov-01 Dec-01 Jan-02 Feb-02 Mar-02 Apr-02 May-02 Jun-020Annual Show00Total00 0 000000 0000EstimatedType of CampNo. of Childrenr Child/Day CostCostJul-01 Aug-01 Sep-01 Oct-01 Nov-01 Dec-01 Jan-02 Feb-02 Mar-02 Apr-02 May-02 Jun-02American Camp Association1,1251,125000Total1,1250 0 0 0 0 0 0 1,1250000SCHEDULE OF PROGRAM EVENTS EXPENSESCHEDULED USE OF FUNDSSCHEDULE OF CAMPING EVENTSSCHEDULED USE OF FUNDSSCHEDULE OF MEMBERSHIPSCHEDULED USE OF FUNDS School Expands Horizon for Children of Vernon Workers http://egpnews.com/2015/02/school-expands-horizon-for-children-of-vernon- workers/ 1 / 5 Final Report Created: 01/26/2017 Last updated: 01/30/2017 Use this form to provide details regarding the services this organization has provided in the period after receiving financial support from the Vernon CommUNITY Fund (VCF). Page 1 * Were you able to achieve the objectives of the grant from the VCF? Please explain. Yes, because of the generous $40,000 grant from the Vernon Community Fund, we were able to select 100 youth (from Vernon City Elementary School & some from Huntington Park schools) to receive funding towards a week at camp in Big Bear last Summer (2016). For many of our parents, this is the first time they have ever allowed their child to go somewhere alone, much less a week in the mountains. As the students boarded the bus, many also realize they are about to leave their parents, siblings and neighborhoods to go somewhere they have never been to. Experiencing life at camp yourself as a child has a profound positive effects that still matter to them as adults. Camp helps children build self-confidence and self-esteem. The kids had "Camp Nicknames" that helped create new friendships and led to positive interaction. We feel that the Camp helped the youth learn about teamwork and for some, leadership. Our goals and objectives were to prevent summer learning loss, promote academic performance and reinforce related skills. We practiced " Project-based learning" at our camp, and engaged campers in fun activities that promoted mastery of concepts related to California content standards in Science, Math and Literacy & Language Arts. The average camper spent 5-6 hours per day (up to 30 hours per week) on academics integrated into daily camp activities. 2 / 5 The 6-day/5-night camp also provided many opportunities for youth to practice skills that equip them for academic pursuits back home, such as risk taking in a safe environment, critical thinking, problem solving and teamwork. We feel that having the students work as teams raised the level of involvement and the students really felt engaged. From the students who filled out end of camp surveys, 71% felt they learned something new. Additionally, these urban children rarely get to enjoy the natural resources of Southern California. Camp is a source of respite--giving children time away from the everyday challenges of their neighborhood environment. * What challenges has the organization experienced during the term of the grant and how were they addressed? How have these challenges affected the work supported by the VCF? We did not experience any challenges that affected our work or results. However, the biggest issue was not having enough funding to cover the number of youth that wanted to attend, Before the school year ended, we had to turn families away. But because the Residential Summer Camp program is a huge success, our Development department is going to increase our fundraising efforts so we can send more youth to camp and change more lives in a positive way. This summer (2017) we are adding a 3rd week of residential camp so that we can try and meet the demand from our families. The personal interaction, guidance and caring children experience at Woodcraft Rangers' residential summer camp compensates for families who, stretched to the limit by survival demands, cannot always meet children's academic and emotional needs. Parents have told us that the week at camp is the ONLY vacation or trip the children would be having. Our families work very hard, many at 2 or more jobs just to make the rent and pay the bills. Parents and guardians (Grandparents, another relative, Foster parents) are grateful that during the summer time their children are able to look forward to and experience a vacation in a safe and fun environment while they work. The parents comment how they feel relieved knowing their child is getting help with academics, meeting new friends and then learning and participating in fun activities (hiking, swimming, zip-ling) under professionally screened and supported Woodcraft Rangers staff. 3 / 5 Next summer, children and youth will have far fewer positive ways to spend their time, increasing the risk that they will make dangerous choices (e.g., joining gangs, using drugs and/or engaging in early sexual activity). Public funding for summer camp programs has been cut, and without crucial support from private sources such as the Vernon CommUNITY Fund, over the next several years these important camping programs may disappear altogether. * What are any organizational successes from the past year which you would like to highlight? Testimonials - Below are three students from Vernon City Elementary School and their experiences with camp. 1) Atzin Carreon (Age 11, 6th Grade). Her camp name was "Baby Winter" " It was my first time traveling to Big Bear. I really enjoyed playing with other people. We all participated in archery, rock climbing, and going down a Zip Line, which at first, was pretty scary. We played lots of games. At night, we saw stars as we sat around a campfire." 2) Victor Sanchez (Age 11,6th Grade) His camp nickname was "Bam Bam" " It was my first time going to Big Bear. We slept in bunk beds and sang camp songs. I had fun on the water slide. The first night I was homesick but now I want to go camping again. My parents asked me how it was and what I did. They were excited I could go." 3) Diana Isaac (Age 8, 3rd Grade). Her camp nickname was "Dee Dee" . " The first day I was so homesick I almost cried. But I would go camping again, a lot of times. I cried the last day because I missed my family and was going to miss my summer camp. Woodcraft Rangers takes us places that help us learn new things we've never experienced before." The majority of the youth who attended Residential Summer Camp, also attended our after-school programs. Our data shows that youth who participate in our after-school programs do better in school, stay out of trouble and have better relationships with their peers. * Have all of the funds provided by VCF been expended? Yes 4 / 5 Please attach an expense report for the grant for the past year. https://jemmottrollinsgroup.fluidreview.com/media/assets/survey-uploads/70719/8472439- n58u76IdKh/Vernon%20Summer%20Program%20Budget.pdf * Were there any additional unexpected expenses that were not mentioned in the Interim Report? No * How many times has the Board of Directors convened in the past year? 6 Page 2 * How many residents from the Vernon-area (Vernon, Bell, Boyle Heights, Commerce, Huntington Park, Maywood, Unincorporated East Los Angeles) have you served during the grant term? 2,500 * What metrics did you use to determine this? Attendance records and Woodcraft Rangers end of year surveys required by the Los Angeles Unified School District are the metrics used to determine our numbers. We have a long and proud history serving the people in the Vernon area. For over 25 years we have provided successful afterschool programs and have developed a strong relationship with the cities of Huntington Park, Vernon, Cudahy, South Gate,and Walnut Park. Working in partnership with the Los Angeles Unified School District, we currently provide after- school programs at 11 schools in the Vernon-area (Vernon 1site, Huntington Park 9 sites and unincorporated East Los Angeles has 1 site reaching nearly 2,500 students daily from elementary (8) , middle ( 2 ) and Huntington Park High School. 5 / 5 Woodcraft Rangers also offers physical activity programs at three parks in the City of Cudahy and 7-week summer programs at Salt Lake Park in Huntington Park. Several of the youth who attend the 7 week summer program in HP have parents or family members who work in Vernon. * Do you expect to reapply for funding from VCF next year? Yes * Signature By typing your full name in the space provided below, you attest that the information provided is true and accurate to the best of your knowledge. Ruben Longoria Jr.