HUMAN SERVICES GRANTS PROGRAM (HSGP) FY MID-YEAR PROGRAM STATUS REPORT

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FY 2020-21 Human Services Grants Program

HUMAN SERVICES GRANTS PROGRAM (HSGP)

FY 2020-21 MID-YEAR PROGRAM STATUS REPORT

Agency: WISE & Healthy Aging

Program: Care Management

FY 2020-21 SUBMISSION CALENDAR

Instructions:

♦ This document should be used by HSGP grantees to report on mid-year and year-end outcomes and accomplishments.

♦ All reports submitted to the City are considered public record. Please note that staff will use the information provided in the mid-year and year-end reports to provide Council and the public with summary reports of agency performance highlighting key outcomes, successes, findings and concerns.

♦ Some programs or agencies may be subject to additional or different reporting requirements per the program’s Exhibit A, Special Funding Conditions, of your executed Grant Agreement with the City.

♦ It is important, when preparing this report, to be familiar with the program’s Exhibit B, Program Plan, of your executed Grant Agreement with the City.

♦ Please insert responses in the spaces provided for Sections I-VII for both the Mid-Year and Year-End Program Status Reports.

♦ A separate Program Status Report must be prepared for each Program Plan specified in your contract.

♦

To submit your completed report to the City, upload the file to your agency’s SharePoint folder. A link to your agency’s SharePoint folder as well as instructions on how to use the site will be emailed to your staff separately.

REPORTS

PERIOD

DEADLINE

Mid-Year Program and Fiscal

Status Reports December 31, 2020July 1, 2020 - Monday, February 1, 2021 Year-End Program and Fiscal

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FY 2020-21 Human Services Grants Program

SECTION I: PROGRAM ACCOMPLISHMENTS, CHALLENGES, AND CHANGES Provide a brief summary of your program accomplishments, challenges, and changes that occurred during the reporting period. Please also provide information or observations related to population or service trends.

Accomplishments –

• The Care Management Program provided comprehensive case management services to a total of 245 Santa Monica older adult and adults with disabilities. The vast majority (84%) were low-income residents who lacked significant support from friends or family and needed assistance connecting with resources and benefits to promote their safety and independence in the community. Common resources included Medi-Cal, In-Home

Supportive Services, CalFresh, housing subsidies such as the HOME Program, Section 8, and POD, deep cleaning and decluttering services, transportation services, Meals on Wheels referrals, private caregiving, mental health services, and medical oversight and coordination. The Care Management Program successfully provided continuation of all services telephonically during the COVID-19 stay at home order and continues to provide comprehensive services in the context of current restrictions imposed by the pandemic.

• The Care Management Department engaged by phone with 585 callers from Santa Monica and elsewhere in Los Angeles County to provide them with information and referrals related to resources, benefits, and programs available to older adults.

• The Senior Housing Task Force (SHTF), in collaboration with City of Santa Monica Housing Authority, Code Enforcement, Rent Control, City Attorney’s office and Legal Aid, has had a profound impact on helping seniors who are at risk of eviction remain in their homes. These clients are the most resistant to traditional case management and require intensive collaborative services to address their complex needs. Since July 1, 2020, WISE & Healthy Aging has provided services to a total of 15 older adult and adults with

disabilities experiencing issues related to cluttering, mental health, and other issues putting them at imminent risk of eviction. Of those, 11 clients accepted wraparound case

management services and participated in our comprehensive assessment and care planning process.

• The Critical Response Service (CRS) collaboration with the Santa Monica Police

Department continues to expand outreach to high risk seniors in the community. During the program period, Care Management outreached to 16 CRS individuals, 8 of whom were open to receiving referrals and resources from our Care Management Department.

• There continues to be excellent cross-communication between the Care Management Program and other WISE & Healthy Aging programs and services, including the Adult Day Service Center (ADSC), Peer Counseling, transportation services, Oasis and WISE Diner.

• WISE HomeCare, a collaboration with 24Hr HomeCare, provides clients and other residents of the community with quality coordination and oversight of individual caregiving at home. The Managing Director of 24Hr HomeCare is in frequent communication with the Care Management staff to coordinate new referrals and address any barriers to service or concerns regarding the client.

Challenges/Changes –

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FY 2020-21 Human Services Grants Program

the Care Management program provided services to clients during the program period. The agency implemented policies to safely see clients in a socially-distanced manner without entering their homes for the purpose of coordinating services that could not take place by phone and ensuring the wellbeing of our most at-risk clients. The Care Coordinators continue to do the vast majority of the work by phone, which can be challenging, especially for clients who are hard of hearing and are experiencing cognitive decline. Clients have expressed increased anxiety, loneliness, and isolation due to restrictions imposed by the pandemic – Care Coordinators continue to connect people with remote mental health services and social call programs. Obtaining food and prescriptions is an ongoing challenge to many of our clients and we continue to provide grocery shopping, donated food drop-offs, and prescription pick-ups on a weekly basis.

• As rent and cost of living increases in Santa Monica, more and more older adult residents present to Care Management Services with financial insecurity, including unmanageable rent increases. Collaboration with the SHTF, Rent Control Board, Housing Authority, Legal Aid Foundation, and City Attorney’s Office has been crucial to addressing these concerns as have Monica’s HOME Voucher and POD Program. Emergency Flex Funds provided by the City of Santa Monica have also proved vital in paying overdue rent and keeping seniors housed while WISE & Healthy Aging pursues long-term, sustainable solutions.

• Assisting clients with affordable caregiving in the home has posed a significant challenge recently. When a client is on Medi-Cal or close to being Medi-Cal eligible, we will work with them to apply for and navigate the bureaucracy of the In-Home Supportive Services

program (IHSS). Even once they are on IHSS, it is often difficult for our clients to find reliable caregivers willing to work for them. Many of our clients are low-income yet not eligible for Medi-Cal and hiring a caregiver that they can afford on an ongoing basis is often an impossible task. Funding provided by the County of LA and Providence St. John’s has provided opportunities to help in short-term payment of caregiving services or equipment for clients necessary for their safety. That being said, the funding is limited and Care

Management has to be selective in administering funds to ensure that the program can continue to assist clients in urgent situations throughout the year. Care Management staff will continue to become well-versed in new program and benefit opportunities for clients to ensure all possible resources are leveraged.

• Clients present to the Care Management program in crisis and with a complex web of needs, many that take a long time to address. As a result, it can be difficult to close client cases in the Care Management program. Simultaneously, the Department continues to receive many referrals that necessitate care management involvement – we have received 55 new referrals in this project period. The Care Management Department triages all referrals in order to prioritize those most in need. As a result, those who may not be in imminent crisis have to wait to be enrolled, slowing the Department’s ability to put in

preventative measures to keep clients from reaching the point of crisis. We expect this trend to grow as more and more baby boomers age and reach the point of needing Care

Management services.

SECTION II: ASSESSMENT, EVALUATION AND PARTICIPANT INVOLVEMENT

Briefly describe or list any program assessment or evaluation efforts during the reporting period and summarize the results achieved. Specifically highlight any program participant involvement in these efforts.

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The Care Management Program has a well-developed evaluation practice in place. The Clinical Supervisor conducts internal program evaluation utilizing several methods including: weekly one-on-one supervision meetings with each Care Coordinator and Social Work intern, direct observation of program activities on a daily basis, weekly review of client assessments and care plans, and weekly team supervision meetings. Audits of randomly selected client files and case notes, staff productivity evaluations and annual staff performance appraisals are other ways the agency evaluates the delivery and effectiveness of services provided. Currently, the Vice President, Community-Based Services regularly reviews progress of contract requirements.

The City of Santa Monica Human Services Division conducted a Program Site Visit on October 24, 2019, and no significant findings were found. Los Angeles County WDACS (Workforce Development, Aging and Community Services) engaged in a desk audit of charts on June 11, 2020 and reported no findings.

Clients provide satisfaction feedback by telephone and mail in a formal client survey done annually as well as on an as-needed basis.

Please highlight any new efforts to collaborate with other service providers and/or leverage services. Please include the agency name(s) and service(s) provided.

The Care Management Program continues to collaborate effectively with local agencies serving older adults and adults with disabilities, including Legal Aid Foundation, CCSM, Meals on

Wheels, UCLA Medical Center, and Providence St. John’s. Care Management has formed close working relationships with the Salvation Army and St. Joseph Center to connect clients with weekly deliveries of donated food boxes. Care Coordinators have submitted multiple grant applications to MAPS Charities COVID-19 Emergency Fund, all of which have been approved and enable our clients to meet their essential needs, such as rent, utilities, and food. Beginning in January 2019, Providence St. John’s Health Center began holding a CalFresh enrollment service every Thursday at WISE & Healthy Aging. Since the COVID-19 pandemic, this service has continued to be available remotely for older adults in need. The Care Management Program received an in-service from Bet Tzedek Legal Services in June 2020 with the purpose of

increasing staff’s ability to effectively connect clients with IHSS and Medi-Cal and the Program has continued to partner with them on challenging IHSS/Medi-Cal cases.

SECTION III: BOARD INVOLVEMENT Please indicate:

• Number of Board meetings conducted during the reporting period: 3 • Average Board member attendance: 19

• Board development activities conducted during the reporting period: Continued Board education related to WISE & Heathy Aging’s programs and issues facing older adults, especially the organization and other community resources available for seniors during the pandemic.

• Significant policy directions or actions taken by the Board during the reporting period: The Board approved a full 12-month FY2020-21 operational budget in fall 2020 (a preliminary 4-month FY2020-21 operational budget had been approved in May 2020); an independent financial audit was contracted for, conducted and completed by SingerLewak in the fall with no findings

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FY 2020-21 Human Services Grants Program

• Number of board members who reside and/or work in Santa Monica: 9

• Board vacancies and plans to fill those vacancies, if applicable: No vacancies; 2021 slate of officers were approved at the Board’s December 2020 Board meeting with Paul Watkins as Chair, Iao Katagiri as 1st_{Vice Chair, Michelle Meisels as 2}nd_{Vice Chair,} Kathy Fergan as Treasurer, and Scott Kaiser as Secretary. Iao Katagiri and Barbara Browning were elected to return to the Board. Linda Procci completed her 9 consecutive years on the Board, as did Paul Kanan (though he will take a hiatus year in 2021 and return in 2022). Cathy Repola completed her one-year Community Director term (will take a hiatus year and return in 2022). Ida Danzey, Janie Yuguchi Gates, and Nat Trives were elected for their second consecutive one-year terms as Community Directors.

SECTION IV: STAFFING PATTERN

Have there been any staffing changes during the reporting period (i.e., staff vacancies, staff recruitment, changes in FTE)? Please describe. If staff vacancies exist, please provide an anticipated hiring date and explain how caseloads and work have been distributed to ensure service levels are maintained.

In mid-September, 2020, the Care Management Department Manager resigned from WISE & Healthy Aging. Her departure allowed the organization the opportunity to evaluate the structure of the program and establish a different staffing pattern to better support the social worker staff (Care Coordinators) and Care Management clients. Instead of recruiting for one professional to head Care Management, two positions were created – a part-time Clinical Supervisor and a full-time Director of Quality and Contracts Administration.

The prior co-director of the agency’s Peer Counseling program accepted the Clinical Supervisor position in November, 2020. Ms. Klee has over 20 years of clinical experience. The Director of Quality and Contracts Administration was posted and potential candidates are being screened at this time. Until the position is filled, the Vice President of Community-Based Services is completing the job duties relative to the Care Management Program.

Please indicate how volunteers or paid or unpaid interns were used during the reporting period. Provide the total number of volunteers or interns and hours provided. If interns were used, please indicate their program level (e.g. undergraduate, masters).

During the first six months of the current funding cycle, 5 social work students (4 MSW candidates and 1 BSW candidate) held internship positions in the Care Management

Department. In addition, a volunteer RN assisted in providing Zoom-based caregiver education classes and telephone caregiver counseling. Finally, a volunteer driver assisted with food box and grocery deliveries. Together, these individuals contributed 1,156 hours of volunteer activity.

SECTION V: SPECIAL FUNDING CONDITIONS

Provide a status report on how the agency is meeting its funding conditions listed in Exhibit A of your Grant Agreement, clearly addressing each individual funding condition in bullet point format.

1) Participate in the City’s efforts to develop an outcomes measurement system to better track human services program demographics and outcomes. Participation may include, but is not limited to: meeting with City staff, consultants, and; providing information regarding current data systems, technology infrastructure, policies and procedures, needs, opportunities, and concerns; incorporating the City into existing consent for release of information forms; signing and adhering to the City’s data management

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FY 2020-21 Human Services Grants Program

Agency Agreement; and contributing data to a centralized data management system. Aggregated or de-identified information may be requested for the purposes of analyzing data being collected.

WISE & Healthy Aging has and continues to participate as needed with this effort.

2) Detail steps taken to provide services in adherence to the safety protocols related to the COVID-19 pandemic, including modifications to service delivery, physical infrastructure and safety equipment and protocols to protect participants and staff.

WISE & Healthy Aging follows local and state public health and CDC guidelines on proper safety measures; e.g., wearing of face covering/shields, wearing of gloves when needed, maintaining of distancing of at least 6 ft, and promoting hand washing as often as possible. For those who are working at the main office, PPEs are provided for all staff. In addition, specific designation of walking flow (direction) to minimize contact with others as well as propping open of all interior doors facilitate ease of getting around. Additional wall-mounted air purification machines have been strategically installed throughout the work place, as well as installation of sanitizing wipes (dispensers) and sanitizing liquid dispensers in support of staff. Restrooms have been designated for specific use by staff. Regular office work space cleaning continues. The Ken Edwards Center remains closed to the public until it is safe to reopen.

When staff interact with clients, it is either virtually (phone call, Facetime or Zoom) or when in-person, staff do not enter into client’s residences. When in-person interaction occurs, staff maintains the proper distancing, wearing the proper PPE items (also have face mask and shield and glove for clients to use if needed).

3) Describe how your organization operationalizes racial equity, diversity, and cultural competency. Discuss how your City-funded program may be reflecting these values through personnel practices, staff and board training, program design and/or outreach and engagement strategies. Provide aggregate demographics of board members

(agency-wide), executive management (agency-wide), and supervisory staff (City-funded programs) including race, ethnicity and gender.

WISE & Healthy Aging is an equal opportunity employer, and its recruitment process looks to maintain an employee base and Board that are diverse and competent. At the Board level, of the 21 Board Directors, 10 are women. There are five (5) Asians, two (2) African-Americans, with 12 Board Directors aged 60 or older. Nine (9) work in healthcare, five (5) are retired, and the remaining are professionals in finance, senior services and business (law).

At the executive management level, the CEO is Asian and a woman. The CFO is African-American. The three (3) vice presidents are woman (one over the age of 60, and one under the age of 40). One of the vice presidents is partial Native American.

At the supervisory level for the Care Management Program, the two positions are held by women, both over the age of 60.

4) Agency will assist eligible participants in submitting applications to applicable Santa Monica Housing programs, including but not limited to: Section 8 and Below Market Housing (BMH) Waitlists, Preserving Our Diversity (POD), and Continuum of Care (CoC) programs.

Those seniors who may be eligible are screened through the Care Management Program. And if eligible, assistance is provided in completion and submission of applications.

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FY 2020-21 Human Services Grants Program

SECTION VI: DEMOGRAPHICS

The following tables track data on program participant needs and the inter-agency relationships utilized to address them. Please provide this information as completely and accurately as possible for participants entering your program.

ASSESSMENT OF ADDITIONAL SERVICE NEEDS (Santa Monica Participants)

FY2020-21 Number Responding “Yes” at Mid-year FY2020-21 Number Responding “Yes” at Year-end 1. “Do you or anyone in your household have unmet

employment needs?” 12

2. ”Have you missed or been late on a home rental or

mortgage payment within the last 12 months?” 19 3. “Do you or anyone in your household have an

unmet childcare/afterschool need?” 0

INCOMING PARTICIPANT REFERRALS (Santa Monica Participants)

FY 20-21 Number at Mid-year FY 20-21 Number at Year-end Participants referred by another agency

Please list the top 3 referring agencies 1) City of Santa Monica (Housing and

Human Services Division) 25

2) Providence St. John’s 7

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FY 2020-21 Human Services Grants Program

SECTION VII: PROGRAM SERVICES AND OUTCOMES

Provide a status report on the program activity levels and outcomes for Santa Monica program participants as indicated in Section III of your Program Plan. Examples have been provided for your reference; please insert rows as needed to align with your Program Plan. For outcome achievement not documented in a report, please provide narrative explanation and/or documentation of how outcome data is captured.

OUTPUTS AS SHOWN IN PROGRAM PLAN

OUTPUT STATUS REPORT

(Actual number of unduplicated persons who received/participated in the output during the reporting

period)

OUTCOMES AS SHOWN IN PROGRAM PLAN

OUTCOME STATUS REPORT

(Actual number and percentage of unduplicated participants who achieved the outcome during the

reporting period)

Care Management Services 280 unduplicated

Santa Monica residents at year-end will have received Care Management services (including Senior Issues Task Force-referred clients)

(A client is defined as having completed an

assessment that determines the client’s care management needs, unless otherwise noted)

Mid-Year: 245 unduplicated Santa Monica Residents received Care

Management services

Outcome 1: At mid-year, 150 out of 200 (75%) Santa Monica clients will have received a minimum of 3 contacts with a care coordinator;

At year-end, 210 out of 280 (75%) Santa Monica clients will have

received a minimum of 6 contacts with a care coordinator

Outcome 1: At mid-year, 171 out of 245 (70%) Santa Monica clients had a minimum of 3 contacts with a care coordinator.

Outcome 2: At mid-year, 120 out of 200 (60%) Santa Monica residents will be connected to a community

resource agency program, or public benefit they did not have prior to care management intervention;

At year-end, 168 out of 280 (60%) Santa Monica residents will

be connected to a community

resource or agency program they did not have prior to care management intervention

Outcome 2: At mid-year, 156 out of 245 (64%) Santa Monica residents were connected to a community resource agency program, or a public benefit they did not have prior to care

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FY 2020-21 Human Services Grants Program

OUTPUTS AS SHOWN IN PROGRAM PLAN OUTPUT STATUS REPORT (Actual number of unduplicated persons who received/participated in the output during the reporting

period)

OUTCOMES AS SHOWN IN PROGRAM PLAN

OUTCOME STATUS REPORT

(Actual number and percentage of unduplicated participants who achieved the outcome during the

reporting period)

Critical Response Services (CRS)

30 unduplicated Santa Monica residents will be assisted through phone consultation, home visit and/or in person by the CRS team; 14 at mid-year.

(Not counted elsewhere in report)

Midyear: 16 unduplicated Santa Monica clients were assisted.

Outcome 3:

At mid-year, 7 out of 14

(50%) CRS referrals declining in-home assessments will agree to be connected to a needed service via phone linkage/coordination by the CRS;

At year-end, 15 out of 30 (50%) CRS referrals declining in-home

assessments will agree to be

connected to a needed City of Santa Monica Fiscal Year 2020-21 Human Services Grants Program

Exhibit B – Program Plan Page 7 CRS team; 14 at mid-year

service via phone linkage/coordination by the CRS

Outcome 3: At mid-year, 8 out of 16 (50%) CRS referrals declined in-home assessments, and agreed to be connected to a needed service via phone linkage/coordination by the CRS (2 of the 16 are still in process of completing the connection process).

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FY 2020-21 Human Services Grants Program

VARIANCE REPORT:

Mid-year: Please identify specific outputs or outcomes not on track for being met by year-end. Provide an explanation of the barriers the program is experiencing and the steps the staff is taking to mitigate the situation.

It is customary at mid-year to have a higher number of clients/participants (245 actual instead of 140 (half) of the 280 projected by year-end). This is due to clients who, at June 30, 2020, still have ongoing active Care Management needs that did not warrant closure in the prior fiscal year. The “carry-over” of these client cases accounts for the larger number. In the second half of the fiscal year, some of the 245 clients will have their needs met, and thus their case/care plan will be closed, and there will be new clients who will be serviced. It is likely that the projected number served will be on track by year-end.

Year-end: Please provide an explanation for each output or outcome for which achievement is above or below 10% of the projected target.

SECTION VII: PROPERTY MANAGEMENT

If this program has entered into a lease agreement with the City of Santa Monica, please provide a status report of facility improvements and routine maintenance performed during the reporting period.

WISE & Healthy Aging leases the second and third floor space in the Ken Edwards Center. Routine carpet cleaning and weekday custodial services are maintained. Space used on the first floor to run the City- funded programs of LA Oasis, WISE Diner and Transportation & Mobility Services are handled via permit approvals as set up by the City of Santa Monica. The KEC was closed to the public starting in mid-March 2020 due to COVID-19, and remained closed at December 31, 2020, the end of this reporting period.

By submitting this report to the Housing and Human Services Division, I certify that this report is true, complete and accurate to the best of my knowledge and that all disbursements have been made in compliance with the conditions of the Grantee Agreement and for the purposes indicated.

Electronically submitted/uploaded by Grace Cheng Braun, President and CEO of WISE & Healthy Aging on January 28, 2021

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REPORTS REPORT PERIOD REPORT DEADLINE

Mid-Year Program and Fiscal

Status Reports 7/1/2020 – 12/31/2020 Monday, February 1, 2021

Year-End Program and Fiscal

Status Reports 1/1/2021 – 6/30/2021 Monday, August 2, 2021

Please note that all reports and supporting documents submitted to the City are considered public record and are subject to disclosure under the Public Records Act. Further note that staff may use the information herein to provide Council and the public with reports of agency performance, including demographics, outcomes, successes, findings, and concerns.

FY 2020-21 INSTRUCTIONS

Program Budget and Participant Demographics

Overview

Beginning in FY 2020-21, HSGP grantees will use this document as a single tool to: 1) Establish your Program Budget

2) Submit your Mid-Year Report (Fiscal Results and Participant Demographics)

3) Submit your Year-End Report (Fiscal Results, Participant Demographics, and Cash Match)

For organizations granted funding for more than one program, a separate Exhibit C (Program Budget and Participant Demographics) and corresponding Exhibit B (Program Plan and Outcomes) is required for each program.

PROGRAM BUDGET & FISCAL REPORT TAB:

Provide line-item detail as specified in each section of the template and verify all calculations. Program Budgets will not be accepted if any of the required information is incomplete or if the calculations are incorrect.

Completed sections will be locked for editing once approved by City staff. Any subsequent updates required due to approved Budget Modifications will be incorporated by City staff.

You may only input data into the shaded cells, as described in the instructions below. All other cells are locked for editing. Cells containing formulas will automatically calculate. Please report any issues to

[email protected]

SECTION I: BUDGET SUMMARY

The Budget Summary block contains locked cells and will automatically populate subtotals as you fill out the Line Item Detail in Section II.

Agency Name/Program Name: Enter the name of your Agency and Program. Please ensure consistency of

naming across all Exhibits

Reporting Period: Use the drop-down box to select the appropriate reporting period (Program Budget,

Mid-Year, or Year-End).

Total City Funds Received/Expended to Date, Cash Balance: Enter the amount and balance of City funds

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SECTION II: LINE ITEM DETAIL

For each line item, enter information into the appropriate shaded cells, as follows:

Program Budget: Complete columns A-I with program budget detail (Pale Green) Mid-Year Report: Complete column J with year-to-date expenditures (Light Grey)

Year-End Report: Complete column K, Update Column N with year-end expenditures (Light Grey)

INSERTING ROWS: When inserting additional rows, please do so at least one line below the first row or above the last row in that section or the totals will not calculate correctlty.

Note: Column J "SM 1st PERIOD EXPEND" and Column K "SM 2nd PERIOD EXPEND" should be completed for SM grant funding only. Column N "TOTAL PROGRAM EXPEND includes all funding sources.

For Mid-Year and Year-End Reports only: Provide a brief explanation for any significant variances to

budget in the appropriate Agency Variance Report column O, or enter N/A if no significant variance.

A significant variance is one that will modify the Program Budget by 10% or more and by not less than $500 in any of the following categories:

- Any individual staff position budgeted in 1A.Staff Salaries;

- The subtotal of any line item category other than 1A.Staff Salaries; - Any subcontract with an organization providing direct client services; or

- Any subsidy, stipend, grant, or award to program participants or direct service providers.

If the above criteria are met, your agency should request a budget modification in order to reallocate funds for optimal service delivery.

SECTION III: CASH MATCH DETAIL

Provide a brief description of cash match receipts in column B (Description). For Government Grants, indicate the type of funding source (Federal, State, or County/Local). Enter the Projected/Actual cash match amounts as appropriate in Columns I-K.

Year-End Only: The "Year-End Actual Match Amount" total (Column L, Line 7) should be identical to the

“Agency Cash Match to SMPP” total on the CASH MATCH tab (Column E, Row 18). If not, an error will populate in the “Year-End Cash Match Variance" cell (Column N, Line 7) and you will need to correct the discrepancy.

DEMOGRAPHICS TAB:

Complete the Projected Total column when establishing your Program Budget. You will update columns for Mid-Year and Mid-Year-End Actuals with actual numbers served in the appropriate reporting period.

CASH MATCH TAB:

Data automatically calculates based on data entered in the other reporting tabs. Once the Program Budget is established, this tab will display Budgeted Cash Match. The tab will automatically update with Actual Cash Match once your Year-End Report is completed.

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CITY OF SANTA MONICA

FY 2020-21 PROGRAM BUDGET & FISCAL REPORTING

SECTION I: BUDGET SUMMARY

TOTAL PROGRAM BUDGET SM GRANT BUDGET NON-CITY PROGRAM BUDGET SM 1st PERIOD EXPEND. SM 2nd PERIOD EXPEND. SM TOTAL EXPEND. SM PERCENT EXPENDED YEAR-END TOTAL PROGRAM EXPEND.

AGENCY NAME: WISE & Healthy Aging 1A. Staff Salaries $ 358,207 $ 172,500 $ 185,707 $ 92,738 $ - $ 92,738 54% $ 171,032

PROGRAM NAME: Care Mangement 1B. Staff Fringe Benefits $ 65,739 $ 31,482 $ 34,257 $ 15,516 $ - $ 15,516 49% $ 39,131 1C. Consultant Services $ 8,400 $ 5,533 $ 2,867 $ 2,241 $ - $ 2,241 40% $ 22,180 2. Space/Facilities $ 15,256 $ 10,222 $ 5,034 $ 4,774 $ - $ 4,774 47% $ 6,817

REPORTING PERIOD: FY 2020-21 Program Budget: 7/1/20-6/30/21 3. Equipment Purchase $ - $ - $ - $ - $ - $ - N/A $ -4. Travel/Training $ 1,029 $ 100 $ 929 $ 7 $ - $ 7 7% $ 65 5. Insurance $ 4,787 $ 2,169 $ 2,618 $ 1,167 $ - $ 1,167 54% $ 2,684 A. Total City Funds Received to Date: $ 138,498.00 6. Operating Expenses $ 22,894 $ 16,233 $ 6,661 $ 5,574 $ - $ 5,574 34% $ 38,937 B. Total City Funds Expended to Date: $ 141,306.95 7. Scholarships/Stipends $ - $ - $ - $ - $ - $ - N/A $ -C. Cash Balance (Line A - Line B): $ (2,808.95) 8. Other $ - $ - $ - $ - $ - $ - N/A $

-9. Indirect Administrative Costs $ 80,930 $ 38,757 $ 42,173 $ 19,290 $ - $ 19,290 50% $ 45,852

10. TOTAL BUDGET $ 557,242 $ 276,996 $ 280,246 $ 141,307 $ - $ 141,307 51% $ 326,697 SECTION II: LINE ITEM DETAIL

1A. Staff Salaries

List all paid program and administrative positions (both City and non-City funded) and complete all fields below. Total Program Budget for each staff position should equal FTE * Monthly Salary x Months x % FTE to Program.

POSITION CLASSIFICATION FTE TO PROGRAM TOTAL PROGRAM BUDGET SM GRANT BUDGET NON-CITY PROGRAM BUDGET SM 1st PERIOD EXPEND. SM 2nd PERIOD EXPEND. SM TOTAL EXPEND. SM PERCENT EXPENDED YEAR-END TOTAL PROGRAM EXPEND.

Mid-year Agency Variance Report

Senior/Executive Management

1.25 $ 52,115 $ 17,654 $ 34,461 $ 4,862 $ - $ 4,862 28% $ 4,862

Includes a new position that was hired at the beginning of the 4th quarter.

Administrative Support 0.50 $ 27,789 $ 17,500 $ 10,289 $ 8,754 $ - $ 8,754 50% $ 15,954 Direct Service Provision/Program Staff 8.60 $ 278,303 $ 137,346 $ 140,957 $ 79,122 $ - $ 79,122 58% $ 150,216

-$ $ - $ - $ - $ - $ - N/A $

-1A. Staff Salaries TOTAL 10.35 $ 358,207 $ 172,500 $ 185,707 $ 92,738 $ - $ 92,738 54% $ 171,032 1B. Staff Fringe Benefits

List each fringe benefit as a percentage of total staff salaries listed above (FICA, SUI, Workers’ Compensation, Medical Insurance, Retirement, etc.).

Description TOTAL PROGRAM BUDGET SM GRANT BUDGET NON-CITY PROGRAM BUDGET SM 1st PERIOD EXPEND. SM 2nd PERIOD EXPEND. SM TOTAL EXPEND. SM PERCENT EXPENDED YEAR-END TOTAL PROGRAM EXPEND.

FICA -7.65% of Gross Salary $ 27,556.00 $ 13,196.00 $ 14,360 $ 6,419 $ - $ 6,419 49% $ 14,824.92 Worker's Compensation - 1.10% of Gross Salary $ 3,963.00 $ 1,898.00 $ 2,065 $ 1,219 $ - $ 1,219 64% $ 2,991.00 SUI - 2% based on direct charges $ 7,204.00 $ 3,450.00 $ 3,754 $ 654 $ - $ 654 19% $ 1,475.95 Health Benefits - 7% of Gross Salary $ 25,214.00 $ 12,075.00 $ 13,139 $ 6,070 $ - $ 6,070 50% $ 16,712.80 Retirement Benefits - .5% of Gross Salary $ 1,802.00 $ 863.00 $ 939 $ 1,154 $ - $ 1,154 134% $ 3,126.05

-$ $ - $ - $ - $ - $ - N/A $

-1B. Staff Fringe Benefits TOTAL $ 65,739 $ 31,482 $ 34,257 $ 15,516 $ - $ 15,516 49% $ 39,131 1C. Consultant Services

Consultant services are those contract services performed by individuals or groups for the organization. Please provide each type of consultant to be funded, specific services rendered, total proposed fee, and any additional information to justify the use of consultants as opposed to staff or volunteers.

Audit Fees - $348.50 /month (rate 69.91 X 5.50 FTE =384.50) X 12 months =4,614annuually $ 4,614.00 $ 2,680 $ 1,934 $ 1,294 $ - $ 1,294 48% $ 2,744.68 Payroll - $122.375/month (rate 22.25 X 5.50 FTE =122.375) X 12 months = $1,469 annually $ 1,469.00 $ 853 $ 616 $ 506 $ - $ 506 59% $ 914.60 Contractors General - Contracted IT services to support the program. $2,317/year ($193.08/month x 12 months) $ 2,317.00 $ 2,000 $ 317 $ 441 $ - $ 441 22% $ 18,521.13

-$ $ - $ - $ - $ - $ - N/A $

-1C. Consultant Services TOTAL $ 8,400 $ 5,533 $ 2,867 $ 2,241 $ - $ 2,241 40% $ 22,180

This will be expended by year end. More IT services will be charged in the second half of the year.

2. Space/Facilities

List any rental costs, utilities, janitorial costs, and any other facility costs.

Rent - $10,174.00/month X 9.63% X 12 months (% based on square footage) $ 11,757 $ 7,877 $ 3,880 $ 3,739 $ - $ 3,739 47% $ 5,580.50 Security - $1,078.25/month X 9.63% X 12 months (% based on square footage) $ 1,246 $ 835 $ 411 $ 484 $ - $ 484 58% $ 558.70 Janitorial - $1,950/month X 9.63%, X 12 months (% based on square footage) $ 2,253 $ 1,510 $ 743 $ 551 $ - $ 551 37% $ 677.41

-$ $ - $ - $ - $ - $ - N/A $

-2. Space/Facilities TOTAL $ 15,256 $ 10,222 $ 5,034 $ 4,774 $ - $ 4,774 47% $ 6,817 3. Equipment Purchase

Equipment is defined as non-expendable personal property having a useful life of more than one year and a unit cost of $1,000 or more. List each item to be leased, rented or purchased.

-$ $ - $ - $ - $ - $ - N/A $

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-4. Travel/Training

List any trainings/seminars/conferences to be attended and include any amounts for travel, per diem, lodging, etc. For mileage, include mileage reimbursement rate in calculation.

Local Travel - based on mileage reimbursement (1,774 miles @ .58 per mile = 1,029) $ 1,029 $ 100 $ 929 $ 7 $ - $ 7 7% $ 64.98

-$ $ - $ - $ - $ - $ - N/A $

-4. Travel/Training TOTAL $ 1,029 $ 100 $ 929 $ 7 $ - $ 7 7% $ 65

Mileage running behind due to COVID-19 and minimal in-person visits wiht clients

5. Insurance

Insurance coverage should align with City contract provisions.

Insurance - $232.265 /month (rate $42.23 X 5.50 FTE= $232.265) X 12 months = $2,787annually $ 4,787 $ 2,169 $ 2,618 $ 1,167 $ - $ 1,167 54% $ 2,683.70

-$ $ - $ - $ - $ - $ - N/A $

-5. Insurance TOTAL $ 4,787 $ 2,169 $ 2,618 $ 1,167 $ - $ 1,167 54% $ 2,684

General Liability Insurance was higher than projected so completed Budget

Modification to reallocate funds.

6. Operating Expenses

List all operating expenses [e.g., telephone, utilities, office supplies, printing, annual agency financial audit (required by the contract), etc.] included in the Total Program Budget.

Purchase of Service (Medical supplies, property clean up, in home care ) - $13,078 Year ($1,089.83 /Month X 12 months) $ 13,078 $ 10,000 $ 3,078 $ - $ - $ - 0% $ 29,557.45 Office Supplies - $1,355/Year ($112.92/Month x 12 months) $ 855 $ 605 $ 250 $ 490 $ - $ 490 81% $ 711.33 Program Supplies $ 500 $ 500 $ - $ 230 $ - $ 230 46% $ 423.15 Telephone -$293.65/Month (rate $53.39 X 5.50 FTE = $293.65) X 12 months = $3,524 annually $ 3,524 $ 2,047 $ 1,477 $ 2,559 $ - $ 2,559 125% $ 4,064.44 Postage & Shipping - $300/Year ($25/ Month x 12 months) $ 300 $ 50 $ 250 $ 31 $ - $ 31 63% $ 96.29 Copier Costs - $300/Year ($25/Month x 12 months) $ 300 $ 300 $ - $ 1,004 $ - $ 1,004 335% $ 1,104.39 Printing Cost - $732/Year ($61.00 Month x 12 months) $ 732 $ 500 $ 232 $ 160 $ - $ 160 32% $ 159.86 Advertising - $1,830/Year ($152.50/Month x 12 months) $ 1,830 $ 1,000 $ 830 $ - $ - $ - 0% $ -Membership Dues - annual renewal $575 $ 575 $ 575 $ - $ - $ - $ - 0% $ -License Fees $ - $ - $ - $ - $ - $ - N/A $ -Hiring Fees - $200/Year ($16.67/Month x 12 months) $ 200 $ 200 $ - $ 1,099 $ - $ 1,099 549% $ 2,820.14 Staff Recognition - $ 500/Year ($41.67/Month x 12) $ 500 $ - $ 500 $ - $ - $ - N/A $ -Conference Registration $ - $ - $ - $ - $ - $ - N/A $ -Meeting Costs - $500/Year ($41.67/Month x 12 months) $ 500 $ 456 $ 44 $ - $ - $ - 0% $

-$ $ - $ - $ - $ - $ - N/A $

-6. Operating Expenses TOTAL $ 22,894 $ 16,233 $ 6,661 $ 5,574 $ - $ 5,574 34% $ 38,937

The funds in this category will be exhuasted in the 2nd half of the fiscal year.

7. Scholarships/Stipends

List any scholarships or stipends, and include: number of recipients, maximum amount per recipient, and basis for computation.

-$ $ - $ - $ - $ - $ - N/A $

-7. Scholarships/Stipends TOTAL $ - $ - $ - $ - $ - $ - N/A $ -8. Other

List any program expense not appropriate for any of the above line items and provide justification.

-$ $ - $ - $ - $ - $ - N/A $

-8. Other TOTAL $ - $ - $ - $ - $ - $ - N/A $ -9. Indirect Administrative Costs

Santa Monica Grant budgets may include Indirect Administrative Costs as follows:

Rates 10% or less of total SM grant: Shall be considered de minimis and will be accepted without further supporting documentation Rates above 10% of total SM grant: Must be accompanied by documentation of the agency’s federally-negotiated indirect cost rate.

Indirect Administrative Costs $ 80,930.00 $ 38,757.00 $ 42,173 $ 19,290 $ 19,290 50% $ 45,852.00

Rate: 13.992% $ - $ - $ - $ - N/A $

-9. Indirect Administrative Costs TOTAL $ 80,930 $ 38,757 $ 42,173 $ 19,290 $ - $ 19,290 50% $ 45,852 10. TOTAL BUDGET $ 557,242 $ 276,996 $ 280,246 $ 141,307 $ - $ 141,307 51% $ 326,697

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SECTION III: CASH MATCH DETAIL Source Description PROJECTED MATCH AMOUNT 1st PERIOD ACTUAL MATCH AMOUNT 2nd PERIOD ACTUAL MATCH AMOUNT YEAR-END ACTUAL MATCH AMOUNT YEAR-END CASH MATCH CHECK YEAR-END CASH MATCH VARIANCE

1. Government Grants County of Los Angeles (WDACS) $ 139,078 $ 69,539 $ - $ 69,539 2. Private/Corporate Grants $ - $ - $ - $ -3. Individual Donations $ - $ - $ - $ -4. Fundraising Events $ - $ - $ - $ -5. Fees for Service $ - $ - $ - $ -6. Other $ - $ - $ - $

-7. TOTAL TOTAL CASH MATCH $ 139,078 $ 69,539 $ - $ 69,539 N/A N/A

By submitting this report to the Human Services Division, I certify that this report is true, complete and accurate to the best of my knowledge and that all disbursements have been made in compliance with the conditions of the Grantee Agreement and for the purposes indicated.

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CITY OF SANTA MONICA

FY 2020-21 Program Participants and Demographics

INDIVIDUALS RECEIVING CONTRACTED SERVICES

(Number of Participants) Projected Total Mid-Year Actuals Year-End Actuals

Total Unduplicated PP 375 310

Total SMPP 280 245

Low-Income SMPP 196 206

Homeless SMPP 0 0

w/ Disabilities SMPP 182 179

Served in Military N/A 18

Pico Neighborhood SMPP 56 54

Primary Language not English SMPP 42 39

RACE AND ETHNICITY

African-American 14 26

Asian or Pacific Islander 8 7

Latino 56 22 White 188 181 Multiple Race/Ethnicity 0 3 Other 14 3 Refuse to State 0 3 Total 280 245 0 ZIP CODE

90401 N/A 56

90402 N/A 5

90403 N/A 60

90404 N/A 54

90405 N/A 70

Other Zip Code N/A 0

Total 0 245 0

Mid-Year Actuals Mid-Year Actuals Mid-Year Actuals Year-End Actuals Year-End Actuals Year-End Actuals AGE AND GENDER

(Number of Participants) Male Female Transgender Male Female Transgender

0-5 6-11 12-17 18-24 25-34 35-44 45-54 1 1 55-64 14 13 65-74 28 62 75-84 31 53 85+ 6 36 Total 80 165 0 0 0 0

COST PER PARTICIPANT

(Total Program Budget / Total Unduplicated Participants) Projected Total Year-End Actual $ 1,485.98 N/A

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Cash Match Calculation

CITY OF SANTA MONICA

FY 2020-21 CASH MATCH CALCULATOR

AGENCY NAME: WISE & Healthy Aging

PROGRAM NAME: Care Mangement

PROGRAM STATUS REPORT

FY 2020-21 Annual Target

FY 2020-21 Year-End Actual

Total Program Participants 375 0

Total Santa Monica Program Participants (SMPP) 280 0

Level of Service to SMPP (%) 74.7% N/A

FISCAL STATUS REPORT

FY 2020-21 Total Program Budget FY 2020-21 SM Grant Budget FY 2020-21 Total Program Expend. FY 2020-21 SM Grant Budget Expend. Program Expenditures $ 557,242 $ 276,996 $ 326,697 $ 141,307

CASH MATCH CALCULATOR

Level of Service to SMPP: $ 416,074 74.7% N/A N/A

SM Grant Funding to SMPP: $ 276,996 66.6% $ 141,307 N/A

Agency Cash Match to SMPP: $ 139,078 33.4% N/A N/A

Cash match must be least 30%

Cash match must be least 30% Based on Program Plan and Budget Based on Actual Data and Expenditures