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Originals 2009/2010 Agency Funding Applications Result 8, Tabs 35-37 only Result 9, Tabs 38-43
ORIGINALS 2009/2010 Agency Funding Applications Result 8, Tabs 35 - 37 only Result 9, Tabs 38-43 Result 1 Rated by Rolf, Alicia, Adria, Elizabeth, Margie Result 2 Rated by Rolf, Alicia, Adria, Elizabeth, Margie Result 3 Rated by Rolf, Alicia, Adria, Elizabeth, Margie Result 4 Rated by Charlie, Cheryl, Tony, Robin, Sammi Result 5 Rated by Rolf, Alicia, Adria, Elizabeth, Margie Result 8 Rated by Charlie, Cheryl, Tony, Robin, Sammi Result 9 Rated by Charlie, Cheryl, Tony, Robin, Sammi • 3 5 3E Application Cover Pages (Agency Information and Questions 1 —7) Agency 0.'Information .._v _ __.. .._ Agency Name: Valley Cities Counseling and Consultation - 1 � ORIGINAL _ Applicant Name and Address: Agency D'rector: r /f i,� - Valley Cities Counseling and Consultation Faith Ric, ie,CEO ^ a Name a'nd Title '' N p 923 Powell Ave. S.W. Ste. 100 - ? Renton, WA 98055 253-876 3425'7 - Oi ��u (Area Code)Teleph6ne�;4 yti .,. frichie@valleycities.org 253-735-4111 �, E-mail address (if available) (Area Code)Fax Number Required signatures: By signing below,you certify that the information in this application is accurate to the best of your knowledge and that you have read the application, certifications, and appendixes. (SIGNA S MUST BE IN BLUE INK) 9/010/RiAr 1-a4;t4 12-1-c4a ' t-t- cc Signat of Agency Board President/Date Signature of Agency Director/Date Brian . Wilson Faith Richie Printed Name of Agency Board President Printed Name of Agency Director • Program Information' 1. Program Name Homeless Family Services Contact Person (available to answer specific questions on this application) Rebecca Bennett 253-334-0876 Name (Area Code)Telephone 655 S. Orcas St. Ste. 122 Seattle, WA 98108 Address(if different than above) rbennett@valleycities.org 206-768-0831 E-mail address(if available) - (Area Code)Fax Number 2. Program is New for our agency ❑An Ongoing Program 3. Brief Description of Program (One sentence) The Homeless Family Services Program provides mental health and chemical dependency services to persons who are homeless in the City of Renton. 4. Where are services provided? (If different from agency location) Services are provided in emergency and transitional housing programs within the City of Renton or in other county shelters that serve people who identify the City of Renton as their last permanent address before becoming homeless. - 1 - 5. Total Program Cost: Actual 2007: $14,629 Proposed 2009: $16,545 Projected 2008: $15,519 (- 6. Total City Funds Requested for this Program: City Awarded 2008 Requested 2009* General Fund CDBG Total Requested** Auburn Federal Way Kent Renton $9,696 $14,000 City Awarded 2008 Requested 2009* General Fund General Fund Burien Covington Des Moines Enumclaw • SeaTac Tukwila • • -2- 7. Agency Contact Sheet Provide the following information for the agency and for the program requesting funds. Agency Contacts General Agency Name: Valley Cities Counseling and Consultation Address: 2704 "P" St.N.E. City/State/Zip: Auburn, WA 98002 Phone/Fax: 253-833-7444/206-735-4111 ss Agency Web Address: www.valleycities.org Executive Director Name: Faith Richie Title: Chief Executive Officer Direct Phone: 253-876-3425 E-Mail: frichie@valleycities.org Development Director Name: Beth Goretti (or Grant Writer) Title: Grant Writer Direct Phone: 253-876-3423 E-Mail: egoretti@valleycities.org Finance/Accountant Name: Shekh Ali (person preparing invoices) Title: Chief Financial Officer Direct Phone: 253-876-3468 E-Mail: sali@valleycities.org Program Contact (Staff contact for contracting, reporting and program implementation.) Program Name: Homeless Family Services Staff Name: Rebecca Bennett Title: Families-in-Shelter Manager Direct Phone: 253-334-0876 E-Mail:. rbennett@valleycities.org • ' I -3 - Application Narrative Section (Questions 8— 12) 8. ORGANIZATIONAL EXPERIENCE A. Experience Founded by members of South King County communities in 1965, Valley Cities Counseling and Consultation is a dually-licensed mental health and chemical dependency treatment provider with a mission"to contribute to healthy and secure communities and quality of life in South King County through the development, promotion and delivery of exemplary behavioral healthcare services and related human services." We operate comprehensive behavioral health outpatient clinics in Federal Way, Kent, Auburn and Renton, as well as an outreach office in Seattle. Our top priority is to help families and individuals of all ages by providing treatments and supports that are proven pathways to recovery and that maximize each client's potential and success. Our programs take a strengths-based approach to human development and functioning: rather than focusing on deficits and illnesses, we seek to understand and promote self-righting tendencies in individuals, families, and communities. Listed below is a snapshot of our services and length of time providing those services: • 43 years providing licensed outpatient mental health services to adults, older a , hr , adolescents and families • 12 dults yearsc providing ildenad licensed outpatient chemical dependency services for adults, older adults, children, adolescents and families • 43 years providing domestic violence victim advocacy services • 7 years providing domestic violence perpetrator treatment • 14 years providing outreach counseling at nursing homes throughout King County • 17 years providing school-based outreach counseling • 9 years providing education and employment services • 12 years providing family support centers located in neighborhood housing complexes • 11 years providing street-based and shelter-based outreach services for homeless individuals and families • 6 years providing transitional and permanent supportive housing services for homeless individuals and families • 1 year providing counseling and family support services specialized for veterans and military families Valley Cities has been providing mental health services and working with the mental health system since our founding in 1965. We are an integral part of King County's mental health system and work in active partnership with other service providers in an overall effort to meet the mental health needs of people in our community. -4- Clients of Valley Cities are served in a coordinated system of comprehensive services, often involving multiple programs, designed to assure a continuum of support for recovery. Each client at Valley Cities has the opportunity to receive services in group or individual settings, as well as the opportunity to see Mental Health Professionals, Chemical Dependency Professionals, Vocational Specialists, Community Support Specialists, Psychiatrists, Family Advocates, Special Populations Consultants, Domestic Violence Victim Advocates, Financial Counselors, and Benefits Specialists. Valley Cities is committed to ending homelessness in our communities and has developed an array of programs that address this critical issue. Our Housing Stability Program prevents homelessness by providing one-time rent or mortgage assistance to help stabilize those who are at-risk of becoming homeless. Our Homeless Outreach Program links people who are currently homeless with resources and supports they need. Our transitional and permanent supportive housing programs provide rent subsidies and supportive services that help homeless families and individuals develop resources to secure and maintain suitable, affordable housing. B. Operational Structure Valley Cities operates under the management of a senior leadership team that includes the Chief Executive Officer, Chief Medical Officer, Chief Financial Officer, and Chief Operations Officer. This team provides vision, structure and accountability to all agency programs and provides oversight and expertise to Program Directors, who in turn provide expertise and supervision to staff in each department. Our Chief Executive Officer has been in leadership roles in mental health for over 20 years and brings a strong finance and business background to our agency. Our Chief Medical Officer is a board-certified adult psychiatrist with more than 20 years experience in the field. Our Chief Financial Officer holds an accounting degree and has 25 years experience in accounting and auditing. Our Chief Operations Officer is dually-licensed to provide both mental health and chemical dependency services and has over 20 years of experience. Valley Cities is governed by a 13-member Board of Directors that guides the mission, strategic direction and policies of the agency. The Board is actively involved in budget monitoring, approval of contracts and grant proposals as well as policy making. Board members stay informed about the needs in South King County through their active involvement with Valley Cities and other human service organizations, educational institutions, and human service related committees. The full Board meets once per month with the exception of combined meetings in July/August and November/December, for a total of ten meetings per year. In addition, Board committees for Finance, Internal Affairs, External Affairs and the Executive Committee meet monthly. Our Board of Directors reflects the diversity of those we serve and strives to recruit new members who represent diversity. Board members represent different ethnic backgrounds, ages and genders, and include service consumers and individuals with disabilities. We currently have two consumer/family members on our Board and are actively recruiting for a third consumer representative. -5 - 9. NEED FOR PROGRAM A. Problem Statement Nationally observed trends show that homeless families are the fastest growing subgroup of homeless populations. Research suggests that as many as 10% of families in poverty might end up homeless in a given year (National Coalition for the Homeless, 2008). This pattern holds true in King County and the City of Renton. The Annual One Night Count of people who are homeless in King County, conducted on January 25, 2008 by Seattle/King County Coalition on Homelessness and Operation Nightwatch, counted nearly 8,000 homeless people throughout the county, 48% of which were families with children. The count found 5,680 people using emergency and transitional housing services; of these, more than 2,700 were families with children. Seven hundred of these children were under age six. Significantly, the One Night Count found 44 unsheltered homeless people in Renton. The Renton School District reports that 189 homeless children are currently enrolled in Renton schools. In 2007, Public Health Seattle and King County served 574 homeless or recently homeless people with a Renton zip code as their last place of residence. Domestic violence is the•number one cause of homelessness for women and children in King County (King County Coalition Against Domestic Violence, 2008). The traumatic effects of family violence leave deep emotional scars for each family member who survives; often, the violence also results in medical problems that add to the family's problem of homelessness. Mental health and substance use problems are both a contributing cause and a result of homelessness. The Washington DSHS Mental Health Division estimates that 30%-50% of homeless people have'a mental illness and as many as 65%have an alcohol or drug abuse problem. Many are dually diagnosed with both a mental illness and an addiction disorder. Prevalence of both mental illness and substance abuse problems in the One Night Count of individuals in shelter and transitional housing was over 40%. Homeless families are of necessity mobile and often live in a number of places during I their homelessness. A 2001 study of sheltered homeless families conducted by DSHS Research and Data Analysis Division determined that 50% of the families studied had experienced homelessness previously, 68% of families entering shelter had previous shelter admissions during the preceding twelve months, and at least 26% of the families had been homeless, housed, and again homeless in the preceding year. The chronic uncertainty and protracted disruption experienced by homeless families doesn't help them address the circumstances that led up to their homelessness. Homelessness has a particularly adverse impact on children. Homeless children experience more health problems, developmental delays, increased anxiety, depression, behavioral problems, and lower educational achievement (National Center on Family Homelessness, 2008). Homelessness inhibits the physical, emotional, cognitive, social, r -6- • and behavioral development of children. Compared to other children, they have twice as many ear infections, are four times more likely to be asthmatic, and are six times more likely to have speech and stammering problems. Homeless children are at particularly high risk for foster care, and they experience emotional and behavioral problems and physical and sexual abuse at almost three times the rate of other children. Homeless children are confronted with stressful and traumatic events that they often are too young to understand, and this leads to severe emotional distress. One-quarter of homeless children have witnessed violence in the family. Families living in extreme poverty experience many hardships; homelessness makes these hardships much worse. Homeless people have less access to housing,jobs, health care, and basic needs such as food and clothing. Isolation and lack of social support are well-documented aspects of homelessness, particularly for homeless people living with. mental health or substance abuse disorders. Homeless women and men have been found to have significantly less family support than those who have never been homeless. Disaffiliation from family often limits opportunities for recovery and prevention. B. Target Population Our program's target population is families with children in emergency shelter and transitional housing in the City of Renton. Families served by our program are specifically those with mental health and chemical dependency problems, or other notable or complicated healthcare needs that are not being adequately addressed and are thus impeding the family's ability to establish and maintain stable permanent housing. The families in our program typically suffer from problems due to poor nutrition, exposure to the elements, and fatigue and stress. Many of the families in our program are • fleeing domestic violence. Conditions experienced by our program's target families include, but are not limited to, domestic violence injuries, chronic health conditions such as diabetes, cancer, arthritis, hepatitis and asthma, severe emotional disorders of childhood, mental illness, developmental disabilities, and chemical dependency. Mental health and chemical dependency problems notably compromise the parenting skills of our client families. In addition to the health conditions described above, our target families contend with other issues such as uncertainty about the next night's lodgings, living under an assumed name for safety reasons,and attending to the day-to-day survival needs of their families. Our program's target families frequently experience multiple demands on their time from other service providers. Service data collected over the years indicate that these families are quite diverse in ethnicity and languages spoken. In 2007, our Renton Homeless Family Services team served 20 unique homeless individuals with 53 face-to-face encounters in just 3 quarters, exceeding the program's goal of 16 unique individuals with 28 encounters. First quarter 2008 performance by the team has been strong, with 6 unique individuals served with 20 encounters. -7- 10. PROPOSED PROGRAM/SERVICE A. Program Description Type of services to be provided Our mental health outreach specialists extend Valley Cities' front door by going mobile and bringing our services to the homeless families in emergency shelters and transitional housing programs in Reriton. Close working relationships with outreach nurses at community health centers complement our clinical services and contribute to overall family wellness. Depending on the family's needs, services may include mental health treatment, chemical dependency screening and referral, healthcare education and coordination in close collaboration with primary and specialty care providers, assistance in application for entitlements such as social security, liaison services with educational services, childcare and vocational systems, and advocacy in all systems of care. Methods (including locations) used to serve target population The two primary shelter programs in the City of Renton at which we currently provide services are South King County YWCA (four emergency family units) and Way Back Inn (one transitional family unit). Our program's outreach team provides homeless families with screening and initial ' assessment, follow-up assessment, and ongoing individualized service planning as indicated. Services most commonly provided include individual and family therapy, patient education and support for self-management strategies, case management and advocacy, psychiatric evaluation and medication management. The services we offer are intended to meet the needs that are identified by the family. This may be limited to general emotional support for the immediate stresses of homelessness and shelter life. While it may be evident to those encountering the family that a range of intensive services are clearly needed, we tailor the focus and intensity of our approach to the expressed wishes of the family. In meeting the family on their terms with our services, we often find that they become slowly but keenly aware of additional service needs. In time, and after the development of trust,the family will often request additional assistance. Program planning places a high value on understanding how the clients see their needs, and how their perceptions might differ from those of program clinicians. Clients tend to focus on the end point, such as a job or an apartment, while clinicians tend to focus on the steps needed to be taken before the endpoint can be achieved, such as gaining skills and conquering addictions. Both are important. It isn't often easy for staff and clients to reach a meeting of minds about what needs to be done today and tomorrow in order to reach the client's identified goals. Our service team possesses strong advocacy and networking skills and has extensive experience with child and parenting issues. Our case management services are -8- comprehensive and multifaceted to address the range of needs identified. Service needs that are beyond the expertise or scope of the team's capacity are referred to team colleagues or community providers. Referrals are followed up to assure that needed services actually come into place. When a family has ongoing service needs that extend beyond the period of their allowed housing stay, they discuss with us their preferences for follow-up. It is usually possible for the shelter-based provider team to transfer the services to a different team member whose position includes the flexibility to provide services on a countywide and continual basis. If the client prefers, referrals to other community-based providers are also arranged. Outreach used to reach your target population The program team specializes in highly refined skills of outreach and engagement with homeless individuals and families and has developed a strong rapport with local service providers who encounter homeless families. We make special efforts to reach out to organizations that serve ethnic and cultural minorities. How program relates to need Our program creates conditions in which families are able to address their personal circumstances, obtain the treatment and services they need, and acquire the confidence and stability to discover or reconnect to their own communities of support and care. How the program addresses the language and/or cultural needs of clients Our program is funded by Healthcare for the Homeless Network, and as such is required to meet cultural and linguistic competencies. Our program staff avoids overly individualistic views and explanations of homelessness that do not reflect its multiple causes and effects. Homeless families are diverse and experience homelessness for myriad reasons. Our program staff is aware that clients often feel wary, confused, overwhelmed and indecisive. The team is trained and experienced in modifying standard clinic-based practices in behavioral healthcare to meet the unique needs of the families we serve and to the settings in which we serve them. Collaboration with other programs and/or agencies Our program collaborates with South King County YWCA and Way Back Inn to provide services at their emergency shelters and transitional housing programs in Renton. Close working relationships with outreach nurses at community health centers complement our clinical services and contribute to overall family wellness. Our team actively collaborates with a host of service providers to coordinate overall client needs. Valley Cities • contributes to the region-wide effort to prevent and end homelessness; five Valley Cities staff members actively participate on subcommittees of the Committee to End Homelessness in King County. -9- B. Performance Measures and Outcomes Performance Measure:• 73 encounters that offer and provide mental health and chemical dependency services will be delivered to 20 homeless family members. Outcome: An increased number of homeless families experiencing mental health and substance use disorders get the help they need. Indicator: Program clinicians provide at least 14 encounters per quarter. C. Staffing Plan & Evaluation • Staffing Plan Our Renton program uses 0.22 FTE, which is 4% of the 5.53 FTE assigned for our Families-in-Shelter Program. Program staff consists of a Mental Health Outreach Specialist and Chemical Dependency Outreach Specialist dedicated to providing direct services at emergency shelter and transitional housing sites in Renton. This staffing level also includes oversight and supervision, as well as psychiatry services. The Mental Health Outreach Specialist is a Licensed Mental Health Counselor. The Chemical Dependency Outreach Specialist is certified as a Chemical Dependency Professional. The Program Director is a Licensed Clinical Social Worker and Child Mental Health Specialist. All program staff has extensive experience and highly developed skills in serving homeless populations. Psychiatry services will be provided as clinically needed—typical utilization is 6 hours per month. As a value-added feature, additional staff from our other homeless programs is available when requested by the Renton-based team. For example, a 1.0 FTE Mental Health and Chemical Dependency Cross-systems Specialist, credentialed to provide both types of services is available for clients who need formal co-occurring mental health and chemical dependency treatment services. A team of 2.6 FTE Mental Health Outreach Specialists can provide ongoing mental health services to children and adults through referrals by the Renton-based team. Our Pathways Home team is our mobile interdisciplinary outreach team,to which any homeless, multi-problem family in King County may be referred. This team engages a family for the entire period of their homelessness, no matter where or how many times they may move. The full spectrum of health and social service needs of the family is addressed, and aftercare with assurance of connection to ongoing community supports is provided for six months following attainment of permanent housing. r - 10- i Evaluation Our funding contracts with Health Care for the Homeless Network through Public Health — Seattle & King County require that we accumulate and report detailed service data for every face-to-face encounter. The data are compiled and reported on a monthly basis to monitor program experience across a range of parameters. In addition, service data for City of Renton residents•are recorded in Valley Cities' CMHC client data base. Our Director of Homeless Family Services and our Manager of the Families-in-Shelter Program monitor data and guide program staff to ensure the measurable delivery of outcomes specified in all contracts and grants. Our Homeless Family Services Program defines success as the family's ability to have hope. We are successful when our services provide the essential and motivating message of a better future—that people can and do overcome the barriers and obstacles that confront them. D. Differences in Service Delivery by City Our Homeless Family Services Program is proposed to the City of Renton only. 11. LONG RANGE PLAN Funding for the Families-in-Shelter program has been stable and funding has been added for program expansion, such as the addition of services for co-occurring disorders. There is no indication from the funder, Health Care for the Homeless Network through Public Health—Seattle &King County, that funding reduction or interruption is expected at any time in the future. We anticipate this funding to continue into the foreseeable future. We will monitor and respond to available public and private funding opportunities and trends in order to add clinical capacity to the program and increase the number of housing sites at which we collaboratively offer services. We have been in active discussion with King County Human Services Department and YWCA about the potential for conversion of the Cedar Hills inpatient drug treatment facility to use as a mothers-and-children transitional housing program, including comprehensive on-site clinical and vocational services. As this initiative goes forward through the necessary phases of development, we will be participating in the planning and implementation of the clinical services that will be available there. • 12. BUDGET A. Budget Request Narrative City of Renton funding for this program helps us provide mental health services and chemical dependency services to homeless families in the City of Renton. Requested funds will be used to cover program staffing,preparation and administrative time, supplies, printing, telephone costs, and staff mileage. Operating expenses and supply - 11 - this program compared to the overall budget for the Families-in-Shelter cost center. This program is staffed with 0.22 FTE, representing 4% of the total Families-in-Shelter Program, so 4% of each line item is allocated to this program. Administrative costs are charged at a rate of 10%of total program costs. B. Changes to Budget Changes to the budget for this program reflect increased staff time, increased number of encounters, and a more intensive level of services provided to client families. C. Cost per Service Unit(s) Cost Per Service Unit: $191.78 Explanation of how determined: The service unit is the contact or encounter with each homeless family. We propose that the program will provide 73 encounters in 2009. We determined the cost per service unit by dividing the total cost of the program request by the total number of encounters provided by the program($14,000/73=$191.78). - 12- Agency:Valley Cities Counseling Program: Homeless Family Svcs 13. NUMBER Of INDIVIDUALS/HOUSEHOLDS SERVED BY PROGRAM X Individuals? or Households? (Check which applies and use for reporting all demographics.) Unduplicated *Unduplicated Number of all Clients Served by Clients Served All Funding Sources with Funds • Requested 2007 . 2009 2007 '% of column 1 2008 2009 (City Requested (Actual) clients served (Anticipated) (Projected) by City Funding Only) Auburn Burien II Covington Des Moines Enumclaw Federal Way __ Kent ' Renton 20 100 20 20 20 I _ SeaTac Seattle Tukwila Other 100% Total 20 (This column must 20 20 20 total 100%) Unduplicated means count each client only once per calendar year per program. This number should match the number of clients by city indicated in the top row of Question 15. - 13 - Agency: Valley Cities Counseling 14. Performance Measures (Data Table) Program:Homeless Family Svcs 14a. Service with 2009 Requested Funds Proposed Performance Measures as defined below. A)MH and CD B) C) encounters Auburn Bunten Covington Des MIoines Enumclaw Federal Way Kent • Renton 73 Seal ac Seattle Tukwila 1413.1 Performance Measures,2009 Proposed with funds requested City Funding Only Title: Brief explanation: A) Mental Health and Screening and initial assessment, therapy and other treatments, Chemical Dependency Encounters follow-up assessment, and ongoing individualized service planning. B) C) - 14- Agency: Valley Cities Counseling 14 Performance Measures (Data Table), Cont. Program: Homeless Family Svcs 14c. Average Cost of Service Unduplicated Clients Served with Funds Average Cost of Service Requested 2009 Requested 2009 per Client (Same as last column of (Same as last column of Question 6) Question 13) Column 1 divided by Column 2 Example: $5,000 45 $111.11 Auburn Bur en Covington Des Moines Enumclaw Fed ral Way • Kent Renton 14,000 20 $700.00 SeaTac Seattle I ' Tukwila - 15 - Complete Question 15 with 2007 Actual numbers reported in column 1 of Question 13. Agency: Valley Cities Counseling 15. Demographics (from all funding sources) (Data Table) Program: Homeless Family Svcs o O 3 Client Residence oo to o Ce a),ID ., H 3 H i d U Q W w w. vp v) H Unduplicated '(check one) Individuals o 0 Households N Served in 2007* 30%;of Median or Below 8 8 50%lof Median or Below I 1 80%lof Median or Below Above 80%of Median Unknown 11 11 TOTAL 20 20 Gender . ' ., Male 4 4 Female 16 16 • TOTAL 20 20 Age 1 0-4years 2 2 5- 12 years 1 1 13 - 17 years 1 18-34years 5 5 l 35-54 years 6 6 55-74years 1 1 75+years Unknown 5 5 1 TOTAL 20 20 Ethnicity Asian Black/African American 4 4 Hispanic/Latino(a) Native American/Alaskan - Pacific Islander White/Caucasian 6 6 Other/Multi-Ethnic 10 10 1 TOTAL 20 20 Female Headed 6 6 Household Disabling Condition 2 2 Limited English Speaking . Check Individual or Household,which should be the same as checked in Question 13. Unduplicated means count each client only once per calendar year. This should match the number served by City in the Actual 2007 column of Question 13. The"total"column will be different from Question 13 since the"other"column is not included due to space - limitations. - 16- 16. PROGRAM STAFF (DATA TABLE) In this data table, record the number of full-time equivalent (FTE)paid staff and volunteers for this program. FTE means a 40-hour week throughout the entire year. For example, if you enter"5" in the box for Number of Volunteer FTEs, this would mean that you have, on average, five volunteers assisting your - program at all times (assuming a 40-hour week). If you know only the total number of hours contributed by all volunteers for this program, simply divide that number by 2,080 to find the total FTE number. For example: 5,000 volunteer hours over the course of a year, divided by 2,080 equals 2.4 FTEs. 2007 2008 2009 (Actual) (Budgeted) (Projected) Total Number of Staff(FTEs) 0.22 0.22 0.22 N mber of Volunteer (FTEs) 0 0 0 Actual Number of Volunteers 0 0 0 - 17- I Agency: Valley Cities Counseling 17. PROGRAM REVENUE BUDGET (DATA TABLE) Program: Homeless Family Svcs Revenue Source 2007 2008 2009 (Actual) (Budgeted) (Projected / Requested) City Funding (General Fund & CDBG) . • , • Auburn • Burien • Covington • Des Moines • Enumclaw • Federal Way • Kent • Renton 6,946 6,946 14,000 • SeaTac • Seattle • Tukwila • Other(Specify) • Other (Specify) Other Government Funds • King County • Washington State • Federal Govt: Health Care for the Homeless 2,000 2,000 2,000 ■ ' Other (Specify) Private Sources • • United Way (grants & designated donors) • Foundations and Corporations ■ Contributions (e.g., Events, Mailings) • Program Service Fees (User Fees) ■ Other: Valley Cities Match 5,683 6,573 545 TOTAL PROGRAM BUDGET 14,629 15,519 16,545 - 18- 1 PROGRAM EXPENSE BUDGET, CONT. Agency: Cities Counseling Valley (DATA TABLE) Program: Homeless Family Svcs Expenses 2007 2008 2009 (Actual) (Budgeted) (Projected) Personnel Costs ■ Salaries 8,183 8,756 9,369 • Benefits 1,015 1,086 1,119 • Other: Payroll Taxes 690 738 769 • Total Personnel 9,888 10,580 11,248 Operating and Supplies ■ ' Office/Program Supplies . 65 68 73 ■ Rent and Utilities 1,812 1,866 2,015 ■ i Repair and Maintenance 37 38 41 • ' Insurance 14 15 16 • ' Postage and Shipping 9 9 10 • Printing and Advertising . 16 17 18 • ! Telephone 96 100 107 _ ■ Equipment 430 447 478 - • Conference/Travel/Training/Mileage 509 529 566 • ; Dues and Fees 12 12 13 • Professional Fees/Contracts 404 420 449 • Direct Asst. to Individuals 0 0 0 ■ 1 Administrative Costs 1,330 1,411 1,504 • I Other: Taxes, Licenses and Fees 7 7 7 . I TTAL PROGRAM EXPENSES 14,629 15,519 16,545 Net Profit (Loss) - - - (revenue—expenses)= - 19- Agency: Valley Cities Counseling 18. SUBCONTRACTS (DATA TABLE) Program: Homeless Family Svcs List all the agencies you will be subcontracting with for this program. Provide the agency name in the first ( column, a description of the contract/service in the second column, and the contract amount in the third column. Do not list agencies you coordinate with on a referral only basis. Indicate not applicable if you do not subcontract for any part of this program. Subcontracting Agency Specific Subcontracted Activities Contract in the Operation of Your Program . Amount Not Applicable • -20- i 19. APPLICATION CHECKLIST Applications missing one or more of the following components or not following these directions may not be reviewed. Sign and submit the application checklist with your application. Con ten (Your application should contain each of these items in this order.) Application Cover Pages.The top three pages of your application must be a completed copy of the Agency Information and Questions 1-7. Applicatio Narrative: Question 8 Organizational Experience(2 page maximum) H'Question 9 Need for Your Program (2 page maximum) ' Question 10 Proposed Program/Service (6 page maximum) 1(Question 11 Long Range Plan (1 page maximum) ! 'Question 12 Budget(2 page maximum) Data Tables ice'Question 13 Number of Individuals/Households Served 1 Question 14a-c Performance Measures and Average Cost of Service [' Question 15 Demographics (from all funding sources) ![ t Question 16 Program Staff Question 17 Program Revenue&Expense Budgets IQuestion 18 Subcontracts Required documentation. Supply one copy of the following required documents with the signed original application. See Part II: City Specific Supplemental Information to determine whether additional copies of the application and required documentation need to be submitted. iv Question 19 Required Documentation, including: ■ Proof of non-profit status ■ Organizational Chart • Agency/Organization Mission Statement • Board resolution authorizing submittal of the application (may be submitted up to 60 days after application). ■ List of the current governing board and local board, if applicable, (include name, position/title, city residence, length of time on the Board, and expiration of terms. Note any vacancies.) • Board Meeting Minutes of last three board meetings of governing board and local board as applicable ■ Annual Budget • Financial Audit Cover Letter • Financial Audit Management Letter • Financial Statement • Verification of Non-Discrimination Policy • Program Intake Form • Sliding Fee Scale 6c*-h. /�rQ I lt(4, Name: pplication Check List. (Signed below.) Gi�ah�' �� r �� 1 ity Specific Supplemental Information.Required in Position: art II for applicable City only. Phone#: S� (a ��-{�� E-mail: ejO re-I+I a7'Va I Ifi�Ci-i;S.0►') / ,�nerk J Signature of Person Completing Checklist DO'NOT SUBMIT ANY OTHER MATERIALS WITH THIS APPLICATION Make sure that you carefully check Part II of this application to see what additional attachments each city requires. -21 - City of Renton Application Supplemental Questions Funding Period 2009/10 1. Please select one Renton Result that is the best fit for the program. Identify what strategies and activities will achieve the Result. Valley Cities Counseling and Consultation's (Valley Cities') Homeless Family Services Program contributes to meeting Renton Result#8: End Homelessness in Renton, Strategy B: Assist those who are in the cycle of homelessness to obtain housing. Our program's activities align with Renton's strategy to end homelessness by providing outreach and services to chronically homeless persons in Renton. Our Homeless Family Services Program compassionately and effectively provides outreach services to homeless families in emergency and transitional housing who are experiencing mental health and substance use disorders. Program staff is highly skilled in addressing the unique and often extraordinary healthcare needs of homeless families and the barriers to receiving and sustaining care. Our outreach team places a high-profile focus on efforts to receive referrals and assertively conduct outreach to homeless families in the City of Renton, as well as to families temporarily living elsewhere who had been residents of Renton when they became homeless. Outreach services include mental health services for children and adults and chemical dependency services to youth and adults. Beyond these direct services, our team is expert in collaborating with other community agencies, such as primary healthcare or social service providers,to comprehensively address client needs. 2. Describe how the program outcomes as identified on page 9 of the application narrative will help achieve the selected Result. Our services are designed to improve the day-to-day functional abilities of our clients through remediation of behavioral disorders and access to sustained care. Our program outcome is that an increased number of homeless families who experience mental health and substance use disorders get the help they need. This outcome helps achieve the Renton Result of ending homelessness by improving conditions of families served and increasing their ability to get out and stay out of homelessness. To the extent that families are willing and able to sustain contact and involvement with us,program staff is available to provide ongoing clinical supports for clients throughout their period of homelessness until permanent housing is attained. As this extent of protracted involvement with us is quite unpredictable due to many external factors, it is not proposed as an outcome, yet it is something we can report anecdotally as an outcome on a per-case basis. Other anticipated outcomes for those served in our program include improved health for parents and improved developmental outcomes, emotional stability, and health for children. Internal Revenue Service Department of the Treasury District P.O.Box 2350 Los Angeles,Calif.90053 . Director • Person to Contact: eValley Cities Counseling Gilds Lewis and Consultation Telephone Number: 2704 ''I" Street NE (213)894-2336 Auburn, WA 98002-2411 Refer Reply to: EO041394 Date:1r 13 1994, RE: Valley Cities Counseling and Consultat'iori EIN: 91-6063183 . Gentlemen: This letter is in response to your request for a copy of the determination letter for the above named organization. Our records indicate that this organization was recognized to be exempt from Federal Income Tax in December 1965as described in Internal Revenue Code Section 501(c) (3) .. It is further classified as an organization that is not a private foundation as defined ,in Section 509ca) of the code, because it is an organization described in Section 170 (b) (1).(A) (iii)'. The exempt 'status for the determination letter issued in December 1965continues to be in effect. If you need further assistance, please contact. our office at the above address or telephone number. Sincerely, • Gilds Lewis • Disclosure Assistant • • • Valley Cities Counseling & Consultation . Management Organizational Chart Effective April 2008 • Board of Directors ~ti Faith Richie • Chief Executive Officer Daenene Reed ..mat �� .-41.e: ,: ;:c. Executive Assistant • I I ' \ I \ I \ Stacey Devenney • Chief Operations 4 Marc Avery Shekh Ali z Officer - Chief Medical Officer Chief Financial Officer .. . .. ' .tip:<; : . Program for Scott Swaim Functional Family .Beth Hammonds Lynn Altar Cindi Strong Assertive Communit r FWYFS Therapy Services Adult Services Access&Older Human Resources • Senior Director (FFT) Treatment Adult Services Senior Director (PACT) Senior Director • J ` / \.. J k. / \Senior Director J ` i 1I / \4 \ \ Dawn Cheme 1 / 1 Pegi Moll Tri Hoang • • - non McDougal-Trea., Kate Naeseth • g Information Kali Henderson Housing&Contract Development Quality Assurance Performance Homeless Family Child&Family Management Director 8 Records Director Services Director Services Director Director Director .1 \. .1J / / Sri \ . \ l Nikole Penman.i. Te Tracy Johnson Judy Cobum Child&Family Rebecca Bennett Childra 8 FamilyHooley Adult Services Manager Access Manager Beth Goretti Business Manager Manager Families in Shelters . Manager Kent Grant Writer Federal Way Manager Kent - ...-1J / .1 .1 .` 1 —1 \ I Lora Dear Diana Massucco Alda Vavra 1 Greg Olson Domestic V olence Older Adult Accounting Ella McHenry i Child&Family Manager Services Manager g • Chemical ►1�011-� � Manager i Manager Dependency , Auburn J / / Manager / }�(�i'11��t'75 / 1 Greg Sigrist ram 1 Adult Services Laurie Nicks 1 g Accounts yak'1 t__S Danielle Cartun Federal Way Receivable Veterans Services ,, 1 Wraparound .1 Manager / �r `tea Services Manager J - .1 ', K istalene Pitts-Palmerton • / \ Adult Services 1 Manager Natalie Tolmasoff Auburn Financial Counselor / Family Support ` / J Revised 4/08 -- -:: ''' FA Li' FY '',` , i . i Es ,, .„,..:. ,. ,. ,, counseling & consultation Fly. c To Access Services, , Please Call: 25 3.939.4055 ,0.253.735.3354 • postmaster.'[('val Ieycities.org ‘vNN:;alleyeities.com AGENCY MISSION STATEMENT Administration&Auburn Comprehensive Services • 2704"I"Street NE Valley Cities Counseling and Consultation contributes to healthy and secure communities Auburn,WA 98002 and quality of life in South King County through the development, promotion, and delivery 25 3.833.7444 • I tux 153.833.0480 of exemplary behavioral healthcare services and related human services. SERVICE SITES: Federal Way Comprehensive Services I 253.661.6634 • Federal Way•Youth& Family Services . j 253.835.9975 Homeless Family Services . ' 253.833.7444 • Kent Comprehensive Services ' 253.520.9350 • Renton Services 425-264-2080 ' Faith Richie Chief)F.aecurive Officer • -isOARD OF DIRECTORS Chairman-Brian J.Wilson Vice Chair-Walt Bishop • Treasurer-Susan Streifel Secretary-Chuck Booth ' .lean Asplund Barbara Bell Sharon LaVigne Barbara Muczvnski Senator Pam Roach Ken Seng 1 Pam Taylor Iwen Wang Charles Woode • HONORARY BOARD ' MEMBERS Connie Epperson Stephen Johnson ' Cyril Van Selus Sauce Shimojima ADVISORY MEMBERS • d'Itair,Leila Booth ' Fred Heiser i ' Joanne Seng Roger Thordarson Lois Wood .4 I h iced Way Partner • . i. VALLEY CITIES • counseling & consultation • TolAccess Services, April 28, 2008 Please Call: 253.939.4055 tty 253.735.3354 City of Renton • postmastergval leyciti es.org www.valleycities.com Human Services Division Administ lation&Auburn 1055 S. Grady Way Comprehensive Services Renton, WA 98057 2 04"I"Street NE A burn,WA 98002 253.833.7444 Dear City of Renton, Human Services Division: fax 253.833.0480 SERVICE SITES: As Chief Executive Officer of Valley Cities Counseling and Consultation, I affirm the Federal Way Comprehensive Services submission of this application to the City of Renton for 2009-2010 General Funds and 2009- 253.661.6634 2010 Community Development Block Grant(CDBG) Public Service Funds for the Federal Way Youth& following program: Family Services 253.835.9975 • j • Renton Homeless Family Services - $14,000 Homeless Family Services ' 253.833.7444 The Board of Directors of Valley Cities Counseling and Consultation shall pass a formal Kent Comprehensive Services resolution at its next board meetingon May15, 2008, affirming ValleyCities Counseling and Consultation's request for funding from the City of Renton. The'resolution will be Renton Services 425-264-2080 provided to the Cityof Renton directly following passage of the resolution. I Faith Richie Sincerely, Chief Executive Officer BOARD OF DIRECTORS Chairman-Brian J.Wilson Vice Chair-Walt Bishop Treasurler-Susan Streifel Faith Richie Secretary-Chuck Booth Jean Asplund Chief Executive Officer Barbara Bell Sharon LaVigne Barbara Muczynski Senator Pam Roach Pam Taylor Sauce Shimojima Iwen Wang Charles Woode HONORARY BOARD MEMBERS • Connie Epperson Stephen Johnson Cyril Van Selus Ken Seng ADVISORY MEMBERS Chair,Leila Booth Fred Heiser Joanne Seng Roger Thordarson Lois Wood A United Way Partner rs. 41,72 Valley Cities Counseling&Consultation , ',)ard of Directors-Board Roster - April 2008 Board Me .-- Board Home Address Phone&Email Occupation Work Address EthnicityGender art Term Position p Date Expires Jean Asplund 309"F"St.SE 253-833-8484 Retired_Insurance N/A —White Female 2/27/97 6/2009 Auburn,WA 98002 catspa�n@.comcast.net Agent/Office Manager Barbara Bell 26034 142 Ave SE 253-631-7779 Teacher,Kent School Kentlake High School Kent, WA 98042 Barbara.bellriikentl2.wa.us District 21401 SE 300 ST White Female 1/15/04 6/2010 Kent,WA 98042 Walter Bishop Vice 32525—1 10`h Ave. SE 253-833-8828 Retired Graduate N/A White Male 1/22/98 6/2010 Chair Auburn,WA 98092 jsawfb(;comcast.net Architect Engineer Retired Deputy Charles Booth 305"R"Street NE 253-939-1843 Superintendent of Secretary Auburn,WA 98002 boothclra�comcast.net Auburn School District N/A White Male 2/21/02 6/2008 and Retired Mayor for • City of Auburn - - 253-833-0379(h) Sharon LaVigne 1205 25th ST SE 253-876-1918(w) City of Auburn ( ) Communications 25 W Main Street White Female 5/1/05 7/2008 Auburn,WA 98002 253-288-3132(f) Support Coordinator Auburn,WA 98001 slavi gne(c1.auburnwa.gov Barb Muczynski 108"T"Street NE 253-833-2186 Retired Teacher and Auburn,WA 98002 barmattskinjuno.com Dining Room N/A White Female 4/29/93 6/2008 Management Pam Roach PO Box 650 (253)735-4210(360)786-7660(w) State Senator 202 Newhouse Bldg Female 07/01/06 6/2009 Auburn,WA 98071 pamroach(e aol.com Olympia,WA 98504 Kenneth Seng 33700—135th SE 253-833-1584 Retired from Public 3/22/2007 Auburn,WA 98092 iokenseng2iaol.com Education(teaching and N/A White Male (rejoined) 6/2010 administration) Susan Streifel 13804 233 Way SE 253-925-6845(w) Woodstone Credit Union White/ Treasurer Issaquah,WA 425-392-2438(h) CEO 1825 S 316th Street Arabic Female 1/15/04 6/2010 98027-6412 sstreifel!c�,woodstonecu.org Federal Way,WA 98003 36529 2"d Ave SW 253-835-7678(w) Multi-Service Center Pam Taylor Federal Way,WA 253-874-1091 (h) Development Director 1230 S 336th St,Ste D White Female 3/1/08, 3/1/11 98023 • 253-651-4112(c) Federal Way,WA 98003 • Brian J.Wilson 2421 West Crockett St, 206-283-2075(h) Chief of Police 33325 8th Avenue South Chairman Seattle,WA 98199- 253-835-6711(w) Federal Way Department P.O.Box 9718 White Male 12/03/01 6/2008 4111 Brian.wilsonncityoffederalway.com of Public Safety Federal Way,WA 98063 Charles Woode 3416 SW 333`d Street 253-835-3463 2003 Western Ave.#610 Federal Way,WA charlesw(a�charleswoode.com Attorney Seattle,WA 98121-3133 Black Male 3/21/02 6/2008 98023 (253)835-2510(w) Iwen Wang 5 94th Ave NE 453-5719(h) Assistant City Manager 33325 8th Ave S Bellevue,WA 98004 (425) City of Federal Way Federal Way,WA 98003 Asian Female 1/18/07 6/2O10 Iwen.wang(i ii,cityoffederalway.com The Board of Directors meets the 3`d Thursday of every month. July/August and November/December meetings are combined to make a total of 10 meetings per year. i VALLEY CITIES COUNSELING & CONSULTATION BOARD OF DIRECTORS BOARD MEETING MINUTES % 4 :/.G%Cr%'c%W %/x:^,,/47.%h.74,74J/lr%:% lyAIW%i.^"r:.7.-7/C.'/.C://J//:%:Y/r/c%XM7/!///;C".C;/<Y4C%4W,/Gw/L?/4ZO//V,WV7%::'/.(r/.:.%,/-^,%=+//,X,,/e.W/«%G!%JCr%.:/%!%r'/6•7AFV/%iF% 'frrC.7/s":!!%rG%a DATE: January 17, 2008 PLACE: 2704 I Street NE, Auburn, Washington MEMBERS PRESENT: Brian Wilson, Jean Asplund, Chuck Booth, Sharon LaVigne, Barb Mucyznski, and Charles Woode EXCUSED MEMBERS: Pam Roach, Ken Seng, Sauce Shimojima, Walt Bishop, Barbara Bell, Iwen Wang , and Susan Streifel ABSENT MEMBERS: STAFF PRESENT:. Faith Richie, Shekh Ali, Marc Avery, Daenene Reed, Sarah Eckhart, and Atit Marmer ::J/G%i%.'.:%.if.//J.;<v%.i!il'rf%(T:::/e/.%Y/.%C:%u^//%//,FJ/F.%%G'%%/%6/!i%!%;.'%OY.;J/G%L%if;%L'%!J/FJ%7i!.%G7/,s7/!J/G%47/r5%:'%Ff/G7////!%L'/.1/„r,%.^/%"J/.U/1Y/.:/.'F.%Ll/C%fJ/d1/.w✓L/G:%✓•/':/'/v"/G/!J/J//.3%C.^/G%':%/.%/1%7/!I/iY%/^✓/<:]/nK':.3/LY/� I. CALL TO ORDER AND ANNOUNCEMENTS Chair, Brian Wilson called the meeting to order at 5:10 p.m. Introductions were made. Daenene asked Board Members to "Save the Date" for our annual VCCC Picnic scheduled for 8-8-08 at the Game Farm Park in Auburn. II. STAFF RECOGNITION The Board of Directors recognized: Sarah Eckhart, Front Desk Staff, works at the main site in Auburn. Sarah came to work for VCCC in the spring of 2006. Sarah is always willing to help complete projects, file, make copies, and always makes sure the quality of the project is done right and in a timely manner. Sarah is newly married, 7 months, and is expecting her first child. Faith thanked Sarah for all her hard work. Stephen "Atit" Marmer, Older Adult Services Clinician, joined VCCC in 1991. Atit started in Child and Family Services, before going to Adult Services, and is now a'member of the Older Adult Services. Atit has taken on the role of team leader at two nursing facilities, has been covering CRISTA, and continues to see outpatients as well as serving a total of three facilities. Faith thanked Atit for all his hard work. Brian thanked Sarah and Atit, on behalf of the Board of Directors, for their support and dedication to Valley Cities and our clients. III. APPROVAL OF THE AGENDA Consent agenda was approved. MOTION: Chuck moved that: • THE BOARD OF DIRECTORS APPROVES THE CONSENT AGENDA FOR January 17, 2008. Motion was seconded by Jean Asplund and carried. IV. NOVEMBER MINUTES: November minutes were approved as written with the approval of the consent agenda. V. STAFF REPORT TO THE BOARD' CEO REPORT: Faith reported that VCCC works very closely with Washington Community Mental Health Council (WCMHC), which will be holding their February Board Meeting in Olympia to coincide with the State Legislative visits on February 6tn and 7th. We have scheduled visits with seven legislators from 12:45 — 3:30 on February 6th, which Chuck and Leila Booth will also be attending. Faith handed out the WCMHC Budget and Policy Issues for 2008. They will be discussing the Housing Project, s Veterans Programs, and the WCMHC Budget and Policy Issues for 2008, which was passed out to Board Members. They are planning to ask for increased funding for Non-Medicaid Funding, improved access to care for children, reduction in paperwork, and to offer support for issues relating to the current Registered Counselors credentialing. Auburn's One Night Count is being held on January 25th at 2am, with VCCC being the lead agency in Auburn. We are also doing a count in Renton and Kent. The count will help to show that homelessness is not just a "downtown" issue. The Auburn City Police Department, Mayor, and local food bank are all involved. VCCC's Annual Dinner and Auction will be held on Friday, April 25th, at the Muckleshoot Casino in Auburn, from 6 — 8pm. Tickets will cost $45, with 10 people per table. We will be giving out Community Awards, so please "Save the Date." There are two other main areas that are being worked for this year, including further development of our Renton site and a new program to serve clients with developmental disabilities. Renton is strategically located near a Community Health Center (CHC) and as a result of Marc's long partnership with the CHC, we provide psychiatric consultations in the CHC. In December, a countywide pilot program to provide mental health services to poor unemployed adults ("GAU" clients) began as a collaborative program with CHC's and mental health agencies. This program will be helpful to our Renton site, where we plan to serve GAU clients, as well as build up other outpatient adult services. A big need in our community, and a growing concern of VCCC, is clients who have a mental health . problem and also a co-occurring developmental disability (DD). The State funds individuals to receive care once they have met their eligibility criteria. We are working with the local regional office to develop a targeted program to better meet the needs of these clients. They are interested in having more service options in South King County, and we are in a strong position to offer those because of our historical expertise in•this area, and the return of Dr. Wally Lovell, a DD specialist who is also a Child and Adolescent Psychiatrist. VI. FINANCE COMMITTEE Shekh Ali, CFO, gave an update from the finance committee: November financials: A loss of$41.8k, with YTD loss of$211.5k. There is a continued shortfall in PHP revenue ($38k) and in Third Party revenue ($16.7k). Professional Fees and Occupancy has been higher throughout the year. Losses have eroded cash position. We are projecting that December will have a loss. Contract revenue is for secure funding. Cash Projection: The key for 2008 is to stay on budget and try to restore cash to an acceptable level. Current Long Term Debt: 2010 is the key year with regard to long term debt service. Budget for 2008: Brian reported that the 2008 Budget was conservative, with vacant position being held open and we are delaying Cost of Living Allowances (COLA) until 7-1-08. Staff dropped 12.5% from 2007 to 2008. VCCC will only hire when our volume increases. The proposed 2008 Budget was given out to Board Members. MOTION: Chuck moved that: THE CHIEF EXECUTIVE OFFICER IS AUTHORIZED TO IMPLEMENT AN OPERATING BUDGET FOR 2008 TOTALING APPROXIMATELY $10,971,353 FOR CONTINUING OPERATIONS AS PRESENTED TO THE FINANCE AND EXECUTIVE COMMITTEES ON WEDNESDAY, DECEMBER 12, 2007. Motion was seconded by Charles Woode and carried. • VII. INTERNAL AFFAIRS COMMITTEE Jean Asplund reported that the IA committee had had no formal meeting. However, she has only received five completed CEO Evaluation Reports from other Board Members. Brian will present the draft in Executive Committee in February. The process for the CEO Evaluation is that Internal Affairs tabulates the information, sends to Brian, and he finalizes the information and delivers the evaluation to the CEO. VIII. EXTERNAL AFFAIRS COMMITTEE No meeting was held in January. The next meeting will be in February. IX. EXECUTIVE COMMITTEE • SEIU Update: Faith reported that the first negotiation meeting with SEIU will be held tomorrow afternoon. She, along with three other agencies, have a proposed Partnership Agreement to present at the meeting tomorrow. The Partnership Agreement has to be completed by April 1st because the Sales Tax starts on July 1st. Faith passed out copies of the letter that Brian sent to Councilman Phillips. Faith also relayed to the Board that she has,had meetings at all VCCC sites to discuss SEIU. X. EXECUTIVE SESSION: CEO Evaluation will be presented to Executive Committee at the February 13th meeting. XI. BOARD REMARKS FOR THE GOOD OF THE ORDER Jean commented on the great job that the Recovery Implementation Group is doing. Xl. ADJOURNMENT The meeting was adjourned at 6:40pm. The next meeting will be held on Thursday, February 21, 2008, at 5:00 pm, in Auburn, WA. VALLEY CITIES COUNSELING & CONSULTATION BOARD OF DIRECTORS BOARD MEETING MINUTES DATE: February 21, 2008 PLACE: 2704 I Street NE, Auburn, Washington MEMBERS PRESENT: Brian Wilson (by phone), Jean Asplund, Chuck Booth, Sharon LaVigne, Barb Mucyznski, Susan Streifel, Iwen Wang, Walt Bishop, and Charles Woode EXCUSED MEMBERS: Pam Roach, Ken Seng, Sauce Shimojima, and Barbara Bell. ABSENT MEMBERS: STAFF PRESENT: Faith Richie, Stacey Devenney, Daenene Reed, and Beth Goretti. • .. .... ..,,,•,a.':'.�s::_;:.:r:„•:.rcV,r.✓,,WA:.:e;:wS,/cfle�%'<:: y;g:,i6r%!s:?1e zx:./F.�..YLr�.7F•49Rey:9::./,riz%;,.r,..:z:,;ifa s:�r:Lr.r:r'9E:F.r,':; :z%C.r:<ZS%'^/.^•.SLZ`/,L9.t2c/%<,.:Z1=•a:x::.^; _ .., .... .. I. CALL TO ORDER AND ANNOUNCEMENTS Vice-Chairman, Walt Bishop called the meeting to order at 5:10 p.m. Introductions were made. Stacey announced that we had received feedback from King County on our Recovery Template, with high accolades for our Board involvement. Scott Swaim attended the Senator Patty Murray's Round Table on Veterans issues today. II. STAFF RECOGNITION The Board of Directors recognized: Beth Goretti, Grant Writer, who started with VCCC in the summer of 2006. Beth's detailed hard work and determination have been instrumental in allowing VCCC to start new programs and greatly expand others. Her 70% success rate with grant applications far exceeds the industry benchmark of 25— 50%. Walt and Faith thanked Beth, on behalf of the Board of Directors, for her support and dedication to Valley Cities and our clients. III. APPROVAL OF THE AGENDA Consent agenda was approved. MOTION: Susan moved that: THE BOARD OF DIRECTORS APPROVES THE CONSENT AGENDA;FOR:February21,2.008. 'Motion"was secondedby=Iwen Wang.acid;.carried: IV. NOVEMBER MINUTES: November minutes were approved as written with the approval of the consent agenda. V. STAFF REPORT TO THE BOARD CEO REPORT: Faith reported that Auburn's One Night Count was held on January 25th. VCCC was the lead agency in Auburn. There was also a homeless count in Kent, Renton, Seattle, and Federal Way. Unfortunately, the street count this year when compared to last year increased by 15%, with over 2,000 people out sleeping in parks, encampments, in their cars or riding buses all night. Faith discussed the agency's strategic plan, with an emphasis on five major areas: • Becoming a recovery oriented organization: Our Recovery Implementation Group meets monthly, with specific workgroups meeting in between to move the tasks along. The consumer representatives have been working to design a consumer/client advisory committee that would be charged with representing the voice of consumers with the CEO. • Provide timely, responsive'access into our services: We are focused on making sure that our waiting list does not grow, and that clients are offered an intake appointment within ten days, with the goal of improving this to within five days. We have recently had some problems with phone responsiveness, but the situation is being resolved. • Successfully promote VCCC as a service provider of quality mental health and human services in South King County: We are beginning the work of redesigning our website. We believe that by investing in an improved website we can both more effectively market our services but also improve our marketing to potential employees. • Improve staff retention to meet best standards: The turnover rate for VCCC in 2007 was 27% compared to 28% in 2006. This is not out of line with national data on community mental health, but we know of some mental health centers that are doing better, and we want to really work on this area. • Paperwork reduction: We are working to reduce paperwork so that staff spends more of their time in face-to-face contact with our clients. VI. FINANCE COMMITTEE Susan Streifel, Chair, gave an update from the finance committee: Year End Financials: December loss of ($21,335) compared to a projected loss of$32,000. The loss for the year totaled $232,841, with a cash position of$717,516. Audit Status: We have met with the new auditors—Shannon and Associates, and have requested work papers from Branch and Richards. The field work is scheduled for March, and the auditors will meet with the committee in April to give the results. January Results: We have'a budgeted loss of$27,962, with payroll coming down. We will have one additional management layoff effective 2/29/08. Investment Policy: We are currently working on an investment policy that is designed to accommodate our current situation, with understandable language. Days in A/R: Current days in A/R at 86 days. • VII. INTERNAL AFFAIRS COMMITTEE Jean Asplund reported that the IA committee had met on February 12th. She reminded the Board that we are to review the by-laws annually. Faith suggested that any changes be reviewed by council. Jean mentioned that we need to send a Board packet to Honorary Board Member, Connie Epperson, and that no other packets need to be sent to Sauce Shimojima. The Board discussed moving Sauce to Honorary Board Member status. MOTION: Barb'moved:that: • SAUCE SHIMOJIMA BE MOVED TO HONORARY BOARD MEMBER Motion was secondedby;Jean Asplun.d`and carried:: VIII. EXTERNAL AFFAIRS COMMITTEE Chuck & Leila Booth went with Faith and Pegi to visit with seven legislators in Olympia. Our legislative issues this year are: Increase state only (non-Medicaid) funding by 12.5 million, improve access to children's mental health services, and reduce paperwork burden for clinical staff. IX. EXECUTIVE COMMITTEE New Board Member: Brian introduced Pam Taylor, the Director of Development for the Multi-Service Center. She has been recommended for the Board by both the Internal Affairs Committee and the Executive Committee. In addition to her expertise and leadership in Development, Pam also brings great knowledge of VCCC services as a family member. MOTION: Brian`moved that:: - ' THE BOARD'OF DIRECT ORS.APPROVE PAM.-TAYLORAS A MEMBER;'OF THE BOARD,: FORA. THREE'YEAR TERM, EFFECTIVE;MARCH;20Q8: ,. " `, Motion was seconded by Susan Strdifel,-andcarried: ' • Faith discussed Officer Elections and how the by-laws call for voting for Officers during our Annual meeting in March. Current Officers are willing to continue to serve and they provide great leadership to the organization. MOTION: that: I THE BOARD OF. DIRECTORS APPROVE THAT ALL.OFFICERS.<RETAINu.THEIR,POSITIONS :': OR ANOTHER'TERM:' " ;'`' Motion:was seconded;.b :Barb Mucz .nski,.and carried':-^'. X. EXECUTIVE SESSION: CEO Evaluation will be postponed until the March Board Meeting. Xl. BOARD REMARKS FOR THE GOOD OF THE ORDER Faith asked if any Board Members would be able to attend the Auburn Planning Commission Meeting at Auburn City Hall on 3-4-08 at 6:30. Chuck and Walt stated they would be attending. XI. ADJOURNMENT The meeting was adjourned at 6:45pm. The next meeting will be held on Thursday, March 20, 2008, at 5:00 pm, in Auburn, WA. ' I VALLEY CITIES COUNSELING & CONSULTATION BOARD OF DIRECTORS BOARD MEETING MINUTES .'<:'„s'f•'r;.:/ei'r::"/.'%.!:%t%L//wY/..0/aT/6:%L%6JY6i/a1%-V/L%CY.4%19/A✓/A/[T/61/67/d7/.Y/C.%6'/.4/.ST/6%lY/61/!Y/.fM7/O/.F/174:76"/0%G/L(%!9/®I/.Cr'/.!.%GP/ro/ai%6i%ll/ra'/. :/!3%L€, %%:/C7X%G'/!!"/<%r am TryR!.,";:"!:'.i.i.!a DATE: March 20, 2008 PLACE: 2704 I Street NE, Auburn, Washington MEMBERS PRESENT: Walt Bishop, Jean Asplund, Chuck Booth, Sharon LaVigne, Susan Streifel, Pam Taylor, Ken Seng, Iwen Wang, and Charles Woode EXCISED MEMBERS: Brian Wilson, Barb Muczynski, Pam Roach, and Barbara Bell. ABSENT MEMBERS: STAFF PRESENT: Faith Richie, Stacey Devenney, Shekh Ali, Marc Avery, Daenene Reed, and Richelle Vawter. • CALL TO ORDER AND ANNOUNCEMENTS Vice-Chairman, Walt Bishop called the meeting to order at 5:10 p.m. Introductions were made. Pam announced that the joint grant developed by Multi-Service Center and Valley Cities to work with At-Risk Youth has been approved and should be started by 5-1-08. It was announced that Brian Wilson was recently elected as the 2008 Chair of the King County Police Chiefs Association. II. STAFF RECOGNITION The Board of Directors recognized: Richelle Vawter, with Pathways Home, started with Valley Cities two years ago. She was selected because she sets a great example of peer leadership as the Pathways Home Team put on a strong push to reach their goal of•100 families served in 2007: She speaks out enthusiastically in meetings, and takes on extra cases. She takes the initiative in areas that represent a valuable example of ground level peer leadership, and moves the team towards greater performance in service excellence and the support of team and staff motivation. Richelle thanked the Board for their support and relayed how much she loves working for Valley Cities. She feels that her job is very rewarding and is proud that we are focused on recovery. Walt and Faith thanked Richelle, on behalf of the Board of Directors, for her support and dedication to Valley Cities and our clients. III. APPROVAL OF THE AGENDA Consent agenda was approved. MOTION: Sharon.moved:that:, THE BOARD OF DIRECTORS APPROVE THE.CONSENT AGENDA FOR;March 20,;2008 Motion was seconded'by•Susan_Streifel:and;carried: IV. NOVEMBER MINUTES: February minutes were approved as written with the approval of the consent agenda. V. STAFF REPORT TO THE BOARD .CEO REPORT: Shekh and Faith met with Wells Fargo, and performance contingent, they would be happy to work with us on the financing for a new Federal Way facility., Partnership Agreement: After having weekly meetings with SEIU and two other agencies (Highline and SMH) to work on the Partnership Agreement, it is possible that it will be completed in April, or May at the latest. Faith will bring that to you for your review and approval prior to implementation. Annual Dinner and Auction: VCCC's Annual Dinner&Auction will be held on April 25th, at the Muckleshoot Casino, in Auburn, with tickets costing $45 each. We have received some great donated items for the auction. List of Honorees are: Mike Gregoire, Steven Norman, Debbie Thiele, Linda Cowen, and Betsy Jones. Faith asked the Board if they would like to sponsor a table, which was quickly agreed upon. Pam stated that she would see if the Multi-Service Center would like to sponsor a table, and Iwen will check with Brian to see if they would like to collaborate on a Federal Way table. Faith reported the following budget information from this legislative session: • $6.25 million in additional non-Medicaid funds. With this level of statewide funding, King County should receive about $1.875 million and Valley Cities should receive an additional $165,000 for the period July 1, 2008—June 30, 2009. • Paperwork reduction proviso. This will allow the State to implement a set of recommendations from providers to reduce or eliminate 26 different documentation standards, not required by current WAC or Federal law. • $2.869 million for a Medicaid rate increase. • $160,000 for Mental Health First Aid. This is an evidence-based program developed in Australia and being replicated in several other countries, including the U.S. • Increase of$70 million for the State Housing Trust Fund. • $6.0 million for the Washington Families Fund —which provides long term support for homeless families. • $2.5 million for the THOR program —which provides rental vouchers and case management services for transitional housing clients. Partnering with Cities: We are in the process of re-applying for human services funding from most of our partner cities. This effort occurs every two years, and the South County cities collaborate together to issue a joint funding application. Currently we receive funding from Renton, Kent, Auburn, and Federal Way. Physical Health Issues for Our Clients: Marc Avery, MD, presented data from a study as part of a countywide effort to look at "metabolic syndrome" among patients with a diagnosis of schizophrenia who take an antipsychotic. This study measured physical risk factors, including incidence of obesity, diabetes, hypertension, and hyperlipidemia among our clients. Of the study group of 50, 98% had at least one of these risk factors, and 66% had two. We will be participating in the County's next phase of this program, which will include facilitating access to lab work and additional attention to follow-up. Susan and Pam discussed how low income plays an integral part in how and what people eat. People who are on a low, limited, or fixed budget are not able to purchase vegetables or meals that are healthy, and many will eat at fast food restaurants. Stacey briefly discussed a new pilot program which looks at a more holistic approach called "Journey to Life Wellness." VI. FINANCE COMMITTEE Susan Streifel, Chair, gave an update from the finance committee: January Financials: A small loss of $10.8k for January mainly due to shortfall in PHP revenue •($26k). There was a little savings in Salaries and Wages. Total PHP enrollment for January was 2067 and in February it has gone up by 23. Currently, we carry 110 active 3B tiers cases and 17 are pending awaiting authorization, budgeted for 105 for February—additional $4k - $15k in revenue. PHP revenue in February has a gap of about $36k; however, Susan reported that enrollment is getting better, but the financials reflect a delay in payments for February and March. We should be able to catch-up in April and May. Cash Status: Cash is at 26 days. b New Billing System for Clients: Staff have implemented a new billing system for the agency which incorporates a new financial agreement, a new sliding fee scale and an advance beneficiary notice (ABN), which provides an authorization to bill clients for non-covered services. Federal Way Facility: Discussed the scope, location and potential funding sources (including CDBG funds) for a new Federal Way site, which would replace our current leased facility. VII. INTERNAL AFFAIRS COMMITTEE Jean Asplund reported that the IA committee had not met in March. VIII. EXTERNAL AFFAIRS COMMITTEE Chuck reported that the External Affairs committee had not met in March. IX. EXECUTIVE COMMITTEE Chuck, Walt, and Barb attended the Auburn Planning Commission meeting, along with Faith, Dan, and Scott. The Auburn Planning Commission members unanimously recommended City Council approval of a zoning changing that would open the door to supportive housing for the community's homeless and potentially homeless. Faith thanked all that attended the meeting. X. EXECUTIVE SESSION: CEO Evaluation will be postponed until the April Board Meeting. XI. BOARD REMARKS FOR THE GOOD OF THE ORDER Nothing at this time. XI. ADJOURNMENT The meeting was adjourned at 6:30pm. The next meeting will be held on Thursday, April 17, 2008, at 5:00 pm, in Auburn, WA. • VALLEY CITIES COUNSELING & CONSULTATION 2008 Budget Summary Consolidated . Annual ' 01/08 02/08 03/08 04/08 05/08 06/08 07/08 08/08 09/08 10/08 11/08 12/08 12/08 Prepaid Health Plan 550,131 516,963 560,226 544,449 562,510 544,846 562,047 560,387 544,308 564,475 544,706 561,926 6,616,976 Federal 55,308 55,308 55,308 55,308 55,308 55,308 55,308 55,308 55,308 55,308 55,308 55,308 663,693 State 1,917 1,917 1,917 1,917 1,917 1,917 1,917 1,917 1,917 1,917 1,917 1,917 23,000 County - 132,368 132,368 132,368 149,873 149,873 149,873 149,873 149,873 149,873 149,873 149,873 149,873 1,745,957 . City 15,787 15,787 15,787 15,787 15,787 15,787 15,787 15,787 15,787 15,787 15,787 15,787 189,446 Schools 250 250 250 250 250 250 250 250 250 250 250 250 3,000 United Way 29,295 29,295 29,295 29,295 29,295 29,295 29,295 29,295 29,295 29,295 29,295 29,295 351,539 Other - 31,320 31,320 31,320" 31,320 31,320 31,320 31,320 31,320 31,320 31,320 31,320 3I,320 375,836 Contributions 3,240 3,240 3,240 3,240 3,240 3,240 3,240 3,240 3,240 3,240 3,240 3,240 38,883 • Interest 791 791 791 791 791 791 791 791 791 791 791 791 9,486 Contracts&Other Revenue 820,406 787,237 830,500 832,229 850,290 832,626 849,826 848,166 832,088 852;255 832,486 849,706 10,017,816 Medicaid 19,568 ' 19,568 21,568 21,568 21,568 21,568 21,758 21,758 21,758 21,758 21,758 21,758 255,956 Medicare 26,793 26,793 26,793 26,793 26,793 26,793 26,793 26,793 26,793 26,793 26,793 26,793 321,513 Insurance 18,622 18,622 18,622 18,622 18,622 18,622 18,622 18,622 18,622 18,622 18,622 18,622 - 223,468 Private 16,983 16,983 16,983 16,983 16,983 16,983 16,983 16,983 16,983 16,983 16,983 16,983 203,796 Third Party Revenue 81,966 81,966 83,966 83,966 83,966 83,966 84,156 84,156 84,156 84,156 84,156 84,156 1,004,734 Total Revenue 902,372 869,203 914,467 916,195 934,256 916,592 933,983 932,322 916,244 936,411 916,642 933,862 11,022,550 Salaries 597,390 545,443 549,096 569,113 572,208 546,199 632,200 577,226 604,713 632,200 549,739 632,200 7,007,727 Employee Benefits 62,223 56,812 57,136 59,092 59,383 56,684 65,745 60,028 62,886 65,745 57,169 65,745 728,648 Payroll Taxes 52,347 47,795 48,120 49,878 50,168 47,887 55,460 50,637 53,049 55,460 48,226 55,460 614,487 Total Payroll 711,960 650,050 654,353 678,083 681,759 650,770 753,405 687,891- 720,648 753,405 655,134 753,405 8,350,862 Professional Fees 24,827 24,827 24,827 24,827 24,827 24,827 24,827 24,827 24,827 24,827 24,827 24,827 297,924 Staff Development 7,063 7,063 7,063 7,063 7,063 - 7,063 7,063 7,063 7,063 7,063 7,063 7,063 84,761 Travel&Vehicle 14,761 14,761 14,761 14,761 . 14,761 14,761 14,761 14,761 14,761 14,761 14,761 14,761 177,135 Operating 46,907 46,907 46,907 46,907 46,907 46,907 46,907 46,907 46,907 46,907 46,907 46,907 562,882 Occupancy 92,529 92,529 92,529 92,529 92,529 92,529 92,529 92,529 92,529 92,529 92,529 92,529 1,110,350 _ General 4,958 4,958 4,958 4,958 4,958 4,958 4,958 4,958 4,958 4,958 4,958 4,958 59,499 Printing/Advertising 8,837 8,837 8,837 8,837 8,837 . 8,837 8,837 8,837 8,837 8,837 8,837 8,837 106,048 Client Assistance 18,491 18,491 18,491 18,491 18,491 18,491 18,491 18,491 18,491 18,491 18,491 18,491 221,891 Total Expense w/o Admin 930,334 868,424 872,727 896,457 900,133 869,144 971,779 906,265 939,022 971,779 873,509 971,779 10,971,353 Total Admin 0 0 0 0 0 0 0 0 0 0 0 0 0 Total Expense w/Admiu 930,334 868,424 872,727 896,457 900,133 869,144 971,779 906,265 939,022 971,779 873,509 971,779 10,971,353 Operating Net Change -27,962 779 41,739 19,738 34,123 47,448 -37,796 26,057 -22,778 -35,368 43,134 -37,917 51,197 Extra-Ordinary Item 0 0 0 0 0. 0 0 0 0 0 0 0 0 Total Net Change -27,962 779 41,739 19,738 34,123 47,448 -37,796 26,057 -22,778 -35,368 43,134 -37,917 51,197 Printe,,l-.-- *i 7/2008 it BRANCH, RICHARDS & CO., P.S. Incorporated in 1972 Certified Public Accountants 155 NE 100th St.,Suite 410 Fax•(206)729-3498 - Seattle,WA 98125 Phone•(206)729-0114•(206)624-4723 INDEPENDENT AUDITOR'S UNQUALIFIED OPINION ON FINANCIAL STATEMENTS AND SUPPLEMENTARY SCHEDULE OF EXPENDITURES OF FEDERAL AWARDS • • • Board of Directors Valley Cities Counseling and Consultation • Auburn, Washington • We have audited the accompanying statement of financial position of Valley Cities Counseling and Consultation as of December 31, 2006 and the related statements of activities and cash flows for the year then ended. These financial statements are the responsibility of Valley Cities Counseling and Consultation's management. 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 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 financial statements are free of material misstatement. An audit includes examining, on a test basis, evidence supporting the amounts and disclosures in the financial statements. An audit also includes assessing the accounting principles used and significant estimates made by management, ;as well as evaluating the overall financial statement presentation. We believe that our audit provides a reasonable basis for our opinion. In our opinion, the financial statements referred to above present fairly, in all material respects, the financial position of Valley Cities Counseling and Consultation as of December 31, 2006, and the changes in its net,assets and its cash flows for the year then ended in conformity with generally accepted accounting principles. • The 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 generally accepted accounting principles. Accordingly, such information should be read in conjunction with the organization's financial statements for the Year ended December 31, 2005, from which the summarized information was derived. In accordance with Government Auditing Standards, we have also issued our report dated May 147, 2007 on our consideration of Valley Cities Counseling and Consultation's internal control aver financial reporting and our tests of its compliance with certain provisions of laws, riegulations, contracts and grants. The purpose of that report is 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 internal control over financial reporting or on compliance. That • report is an integral part of an audit performed in accordance with Government Auditing Standards and should be considered in assessing the results of our audit. Our audit was performed for the purpose of forming an opinion on the basic financial statements of Valley Cities Counseling and Consultation taken as a whole. The accompanying schedule of expenditures of federal awards is presented for purposes of additional analysis as required by the United States Office of Management and Budget Circular A-133, Audits of States, Local Governments, and Non-Profit Organizations, and is not a required part of the basic financial statements. Such information has been subjected to the auditing procedures applied in the audit of the basic financial statements and, in our opinion, is fairly stated, in all material respects, in relation to the basic financial statements taken as a whole. Certified Public Accountants May 17, 2007 BRANCH, RICHARDS & CO., P.S. • Incorporated in 1972 Certified Public Accountants 155 NE 100th St.,Suite 410 Fax•(206)729-3498 Seattle,WA 98125 Phone•(206)729.0114•(206)624-4723 May 17, 2007 Board of Directors Valley Cities Counseling and Consultation Auburn, Washington Dear Ladies and Gentlemen: In planning and performing our audit of Valley Cities Counseling and Consultation (VCCC), as of December 31, 2006, we considered the internal control structure in order to determine our auditing procedures for the purpose of expressing our opinion, and not to provide assurance on the internal control structure. However, during our audit, we noted certain matters involving the internal control structure and l other operational matters that are presented for your consideration. This letter does not affect our report dated May 17, 2007, on the financial statements of Valley Cities Counseling and Consultation. FISCAL YEAR 2005 COMMENTS AND UPDATES 'Insurance Contra Accounts Observation: During our audit testing we noted that the balance of the insurance contra account. seemed large in comparison to the total insurance revenue accounts. The contra account is used to write-down insurance revenue to the amount that is estimated to be collected from the insurance companies. In November 2004, VCCC received a new King County contract for 'Chemical Dependency services. This contract was a new funding source and included billings to an intermediary that.operates as insurance. The contra write-down percentage applied to the new chemical dependency contract was consistent with the other insurance contracts. It appears that billings under this new contract were essentially 100% collectible. A large audit adjustment, - '$114,155, was posted to reduce the insurance contra account thus increasing revenue and accounts receivable. Subsequent to fiscal year-end the CFO and accounts receivable billing personnel performed an analysis and concluded that a 25% contra write-down percentage would be appropriate for all insurance revenue and receivables taken as a whole. The CFO has continued to adjust the insurance contra account on a monthly basis in 2006 as part of the month eiid closing process. Recommendation: We recommend that fiscal staff and management continue to review these Ilaccounts on a monthly basis to evaluate the level of write-down percentage of insurance billings to the appropriate level. 2006 Update Based on our audit of revenues and accounts receivable it appears that management has created a process using historical data of collections on revenue sources to calculate an estimated percentage of collectibility. That percentage is applied to revenues when recorded in the general ledger system and a net revenue amount is shown to the revenue category. Each month the A/R manger, CFO and CEO, as part of the month-end closing process reviews this data. The Finance Committee also reviews all financial data. Prepaid Health Plan (PHP)3B Tier Clients Observation: During our testing we noted that PHP 3B tier clients had decreased significantly during the 2005 fiscal year. Tier 3B is paid at the highest level per client of all the PHP tiers, as it requires the highest level of service of all the tier levels. Based on discussions with management it appears that King County increased their level of scrutiny of new 3B clients, which resulted in a much higher level of denial of potential 3B clients. Per review of client count statistics it appears that counts decreased significantly starting in January 2005 and continued to decrease through August 2005 when they began to increase over the prior month but were still significantly below the prior year levels. This monthly increase corresponds to improvements in the PHP intake and oversight process implemented by management but still appears to have resulted in a large under budget variance of revenue for PHP for fiscal year end 2005 totaling ($562,305). Based on correspondence with management these improvements included: 1. Track weekly PHP tier counts and monitor for decrease/slipping numbers. 2. Increase the number of"set" intakes per clinician when the prospective client list rises above 10 for a team. 3.. Sr. Management has approved adding staff to a team when there are .5 FTE cases waiting. Since hiring is a lengthy process, this allows for an almost complete caseload to be waiting when someone is hired. 4. Monitor the "client's not seen in 90 days" report. If this number increases, then there is availability on the current staff's caseloads. 5. Monitor Tier count by tier level report. 6. Review the Staff FTE Report monthly. 7. Monitor the Active Client count. Based on the statistical data of client count, it appears that these and other improvements have helped get 3B tier client count back to a normal level. Our concern is that the information regarding tier count and budget to actual revenue related to PHP was available in monthly management information reports but it does not appear, based on the information we have received, that any sort of analytical tools had been created to monitor the level of PHP client tier counts. If these tools were available, management may have responded more timely and reduced the overall financial effect of the increased 3B denials. This reduction in 3B tier counts during the 2005 fiscal year had a significant effect on the current year loss. These monthly losses also contributed to quarterly debt covenants being out of compliance in June, September, and December 2005 and also March 2006. Recommendation: Based on discussions with management the above improvements along with a Key indicator report has been created to help management identify and respond to potential changes from funding sources. We recommend that management take a proactive approach to potential funding changes in all contract services and how they will effect VCCC and make appropriate contingency plans in case similar situations occur. Policies and procedures should be implemented that will address specific procedural changes that were created when this issue is fully evaluated. Our review of this issue was at a very high level, a more detailed internal review of this issue may provide more significant recommendations. 2006 Update During our testing of revenue and accounts receivable and discussions with management we noted numerous management reports created for analysis of PHP information including current and historical revenues data, current and historical enrollment data, collections data and comparisons of budget to actual for some of these reports. These reports are reviewed and analyzed by appropriate management and discussed in monthly management meetings. FISCAL YEAR 2006 COMMENTS Debt Reconciliation's & Rent Payments During 2006, VCCC purchased two properties financed with the proceeds of mortgage notes and a draw from a Line of Credit(LOC) from a bank. We noted during our testing of mortgage debt and Line of Credit balances that a monthly reconciliation for debt payments had not been prepared. VCCC provided a schedule showing how loan payments were applied to each loan, based on our review of this schedule we noted that loan payments for the new loans were applied incorrectly to interest expense, which was allocated incorrectly to each loan. There was no overall financial statement impact as interest expense for one loan was overstated and interest expense for the other loan was understated. We recommend that a reconciliation of each loan is performed and reviewed monthly and that separate general ledger accounts be used for each loan and LOC. We also noted in the schedule showing how loan payments were applied to each loan that rent payments and a damage deposit from the rental of one of the new properties was recorded as a reduction to interest expense totaling $6,400, which understated interest expense during fiscal year 2006. Two other months rent payments were recorded to a more appropriate account, miscellaneous revenue. We recommend that VCCC create a standard policy and procedures to follow for recording irregular cash receipts such as these payments. Bank Reconciliation's We noted that the accounting staff was not using the accounting systems properly when performing the bank reconciliation. The accounting system was not being used to clear checks resulting in a difference between the bank reconciliation outstanding check amounts and the accounting systems outstanding checks. Each month the bank reconciliation would be completed in an excel format but the outstanding checks were not cleared from the accounting system. This process resulted in accumulated discrepancies of approximately$6,600. An adjusting journal entry was posted at the end of 2006 to bring the Accounting system into agreement with the bank reconciliation. Management is currently using the accounting system to properly reconcile the general ledger balance with the bank balance. Segregation of Duties and Signed Checks It was brought to our attention prior to the start of our audit fieldwork that during fiscal year 2006, the bank reconciliation was being performed by the CFO who also had check signing responsibilities. These duties should be segregated due to potential for fraud. Management has assigned the bank reconciliation duties to the accounting manager and.reconciliations are reviewed by the CFO on a monthly basis. We were also made aware that signed blank checks were kept in a locked file cabinet in the accounting manager's office for emergency purposes. This practice has a significant potential for fraud. The signed checks have since been destroyed. Grant & Contract Revenues During our testing of grant and contract revenues we select certain contracts and agree contract amounts to billings and related records in the general ledger. We noted that certain amounts recorded in the general ledger were not consistent with:the billing amounts. In some cases one twelfth of the contract amount would be recorded at month end but billing amounts were different for that month. Based on review of prior year support, it appears that in the prior year the contracts and billings would be reconciled during the year end closing process and a reconciling journal entry would be posted to correct the general ledger to agree to the billing amounts. We also noted that certain billing had changed due to errors or other reasons but that the original entry in the general ledger had not been updated to the final billing amount. We also noted amounts posted to the wrong general ledger accounts. During the audit we recommended VCCC staff reconcile a number of these contracts that we did not specifically test for propriety. However, we did test the majority of the large dollar contracts and reviewed the work done by VCCC staff. The differences were not material to the financial statements and totaled $1,816 of understated revenues. We recommend that VCCC staff perform quarterly reconciliations of all grant and contract billings with the contract and with revenues recorded in the general ledger. We will review the status of these comments during our next audit engagement. We have already discussed these comments and recommendations with various VCCC personnel and we would be pleased to discuss them in further detail at your convenience and to assist you in implementing the recommendation. Certified Public Accountants Seattle, Washington • VALLEY CITIES COUNSELING AND CONSULTATION AUDITED FINANCIAL STATEMENTS • FOR THE YEAR ENDED DECEMBER 31,2006 . - III • • • • • • I , VALLEY CITIES COUNSELING AND CONSULTATION TABLE OF CONTENTS • Page INDEPENDENT AUDITOR'S REPORT 1 FINANCIAL STATEMENTS FOR THE YEARS ENDED DECEMBER 31, 2006: Statement of Financial Position 3 Statement of Activities and Changes in Net Assets 4 Statement of Cash Flows 5 Statement of Functional Expenses 6 Notes to Financial Statements 7 ADDITIONAL REPORTS & SUPPLEMENTAL INFORMATION: Report on Compliance and Internal Control in Accordance with Government Auditing Standards 15 Report on Compliance with Requirements Applicable to Each Major Program and Internal Control over Compliance in Accordance with OMB Circular A-133 17 Schedule of Expenditures of Federal Awards 19 Notes to the Schedule of Expenditures of Federal Awards 20 Schedule of Findings and Questioned Costs 21 • • • • • • BRANCH, RICHARDS & CO., P.S. Incorporated in 1972 Certified Public Accountants. 155 NE 100th St.,Suite 410 Fax•(206)729.3498 Seattle,WA 98125 Phone•(206)729.0114•(206)624-4723 INDEPENDENT AUDITOR'S UNQUALIFIED OPINION ON FINANCIAL STATEMENTS AND SUPPLEMENTARY SCHEDULE OF EXPENDITURES OF FEDERAL AWARDS Board of Directors Valley Cities Counseling and Consultation Auburn, Washington We have audited the accompanying statement of financial position of Valley Cities Counseling and Consultation as of December 31, 2006 and the related statements of activities and cash flows for the year then ended. These financial statements are the responsibility of Valley Cities Counseling and Consultation's management. 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 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 financial statements are free of material misstatement. An audit includes examining, on a test basis, evidence supporting the amounts and disclosures in the financial statements. An audit also includes assessing the accounting principles used and significant estimates made by management, as well as evaluating the overall financial statement presentation. We believe that our audit provides a reasonable basis for our opinion. In our opinion, the financial statements referred to above present fairly, in all material respects, the financial position of Valley Cities Counseling and Consultation as of December 31, 2006, and the changes in its net assets and its cash flows for the year then ended in conformity with generally accepted accounting principles. The 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 generally accepted accounting principles. Accordingly, such information should be read in conjunction with the organization's financial statements for the year ended December 31, 2005, from which the summarized information was derived. In accordance with Government Auditing Standards, we have also issued our report dated May 1,7, 2007 on our consideration of Valley Cities Counseling and Consultation's internal control over financial reporting and our tests of its compliance with certain provisions of laws, regulations, contracts and grants. The purpose of that report is 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 internal control over financial reporting or on compliance. That report is an integral part of an audit performed in accordance with Government Auditing Standards and should be considered in assessing the results of our audit. • Our audit was performed for the purpose of forming an opinion on the basic financial statements of Valley Cities Counseling and Consultation taken as a whole, The accompanying schedule of expenditures of federal awards is presented for purposes of additional analysis as required by the United States Office of Management and Budget Circular A-133, Audits of States, Local Governments, and Non-Profit Organizations, and is not a required part of the basic financial statements. Such information has been subjected to the auditing procedures applied in the audit of the basic financial statements and, in our opinion, is fairly stated, in all material respects, in relation to the basic financial statements taken as a whole. p. s . Certified Public Accountants May 17, 2007 • VALLEY CITIES COUNSELING AND CONSULTATION STATEMENT OF FINANCIAL POSITION . DECEMBER 31, 2006 AND 2005 j ASSETS 2006 2005 Cash &Cash Equivalents $ 869,084 $ 785,679 Accounts and Grants Receivable, net of allowance for doubtful accounts of$15,000 in 2006 and 2005 569,197 658,436 Prepaid Expenses and Deposits 103,879 106,798 Land, Building and Equipment(Note 2) 5,630,531 4,979,160 Accumulated Depreciation (1,472,010) (1,263,577) ,Land, Building and Equipment, net 4,158,521 3,715,583 TOTAL ASSETS $ 5,700,681 $ 5,266,496 LIABILITIES AND NET ASSETS LIABILITIES Accounts Payable and Accrued Liabilities • $ 88,944 $ 105,995 Accrued Compensation and Related Payables 588,711 563,387 Deferred Revenue 62,388 • 51,329 Line of Credit (Note 4) 41,512 Notes Payable (Note 3) 3,131,216 2,783,061 TOTAL LIABILITIES 3,912,771 3,503,772 NET ASSETS Unrestricted 1,115,194 .1,111,288 Unrestricted, Board Designated (Note 8): Program Development 100,000 • 100,000 Facilities Development 100,000 100,000 Risk Reserve 150,000 150,000 Total Unrestricted 1,465,194 1,461,288 Temporarily Restricted (Note 9) 322,716 301,436 TOTAL NET ASSETS 1,787,910 1,762,724 TOTAL LIABILITIES AND NET ASSETS $ 5,700,681 $ 5,266,496 See notes to financial statements. 3 • VALLEY CITIES COUNSELING AND CONSULTATION STATEMENT OF ACTIVITIES AND CHANGES IN NET ASSETS FOR THE YEAR ENDED DECEMBER 31,2006 WITH COMPARATIVE TOTALS FOR THE YEAR ENDED DECEMBER 31,2005(NOTE 1) Temporarily • Unrestricted Restricted 2006 2005 Unrestricted Net Assets: Public Support and Revenues: Public Support • United Way $ 244,787 $ -- $ 244,787 $ 297,356 Capital Campaign - 7,332 7,332 6,482 Contributions 23,748 -- 23,748 63,192 268,535 7,332 275,867 367,030 Revenues • Net Client and Third Party Revenues(Note 7) 9,496,227 -- 9,496,227 9,342,443 Interest 7,584 13,948 21,532 16,557 Other • 37,744 -- 37,744 18,209 9,541,555 13,948 9,555,503 9,377,209 Total Support 9,810,090 21,280 9,831,370 9,744,239 Net Assets Released from Restrictions -- -- -- -- Total Public Support and Revenues 9,810,090 21,280 9,831,370 9,744,239 Expenses: Program Services . Child and Adolescent Services ' 2,513,049 -- 2,513,049 2,398,833 Adult Services 837,456 -- 837,456 802,793 Older Adult Services 706,149 -- 706,149 681,794 Support Services 1,753,419 -- 1,753,419 1,808,347 Medical Services 1,031,779 -- 1,031,779 1,112,065 Intensive Services 1,049,439 -- 1,049,439 1,219,890 • Total Program Services 7,891,292 -- 7,891,292 8,023,722 Supporting Services Management and General 1,785,225 -- 1;785,225 1,776,629 Program Development/Compliance 129,667 -- 129,667 130,572 Total Supporting Services 1,914,892 - 1,914,892 1,907,201 Total Expenses 9,806,184 -- 9,806,184 9,930,923 Change in Net Assets 3,906 21,280 25,186 (186,684) Net Assets, Beginning of Year 1,461,288 301,436 1,762,724 1,949,408 Net Assets, End of Year $ 1,465,194 $ 322,716 $ 1,787,910 $ 1,762,724 I See notes to financial statements. • • 4 • !VALLEY CITIES COUNSELING AND CONSULTATION STATEMENT OF CASH FLOWS JECEMBER 31,2006 &2005 2006 2005 Cash Flows From Operating Activities: Change in Net Assets $ 25,186 $ (186,684) Adjustments to reconcile decrease in net assets to net cash used by operations: Depreciation 208,433 192,624 Cash provided(used) by changes in operating assets and liabilities: Accounts and Grants Receivable 89,239 (174,782) Prepaid Expenses and Deposits 2,919 (249) Accounts Payable and Accrued Liabilities (17,051) (67,972) Accrued Compensation and Related Payables 25,324 (3,603) Deferred Revenue 11,059 (3,084) • Net Cash Provided/(Used)by Operating Activities 345,109 (243,750) • Cash Flows From Investing Activities: Purchase of Land, Building and Equipment (651,371) (107,069) Net Cash Used by Investing,Activities (651,371) (107,069) Cash Flows From Financing Activities: Proceeds from Notes Payable 447,950 -- Proceeds from Line of Credit 44,818 -- Payments on Loans Payable&Line of Credit (103,101) (75,670) Net Cash Provided/(Used)by Financing Activities 389,667 (75,670) • Net Increase in Cash& Cash Equivalents 83,405 (426,489) (Cash& Cash Equivalents at Beginning of Year 785,679 1,212,168 Cash&Cash Equivalents at End of Year $ 869,084 $ 785,679 Supplementary Disclosure: Cash paid during the year for interest $ ' 163,830 $ 150,680 Cash paid during the year for Taxes $ 9,747 $ 12,974 See notes to financial statements. 5 VALLEY CITIES COUNSELING AND CONSULTATION • STATEMENT OF FUNCTIONAL EXPENSES FOR THE YEAR ENDED DECEMBER 31,2006 WITH COMPARATIVE TOTALS FOR THE YEAR ENDED DECEMBER 31,2005(NOTE 1) . Program Services Child and Clinical Adolescent Adult Older Adult Support Medical Services Services Services Services Services Salaries $ 1,380,912 $ 489,957 $ 399,207 $ 1,220,474 $ 788,135 Employee Benefits 160,284 44,388 36,215 130,369 32,245 Payroll Taxes 125,350 45,048 40,492 105,680 55,199 ' 1,666,545 579,393 475,914 1,456,523 875,579 Building Rental&Maintenance 189,726 68,873 22,440 9,505 • 27,747 Professional Fees 68,385 22,052 12,442 53,929 89,669 Depreciation 52,045 12,972 20,136 44,925 6,742 Interest 38;700 6,390 21,528 36,498 3,660 Telephone 44,333 . 11,448 12,080 26,782 5,143 Staff Travel • 94,231 6,918 8,933 6,370 ,700 Specific Assistance 144,750 36,000 -- -- -- Supplies 27,054 7,074 3,925 14,391 2,189 Insurance 37,354 11,491 10,055 , 30,138 5,745 Equipment Rental&Maintenance 22,944 5,709 7,475 12,797 2,623 Utilities 18,876 3,816 6,828 10,433 1,834 Miscellaneous 14,087 3,745 3,351 8,797 1,856 Bad Debt 15,158 43,174 79,321 885 -- Dues and Memberships 13,273 3,399 3,097 4,387 1,811 Printing 1,960 1,277 594 2,087 1,753 Janitorial 22,213 5,341 6,084 8,131 2,371 Conferences&Meetings. 6,398 626 1,007 9,378 1,178 Advertising 32,058 6,888 10,109 15,099 742 Postage&Shipping 2,960 870 828 2,368 439 Unrealized Loss on Investment -- -- -- -- -- Total Expenses $ 2,513,049 $ 837,456 $ 706,149 $ 1,753,419 $ 1,031,779 • See notes to financial statements. • • Supporting Services Program Intensive Total Management Development/ Total Total I Services Program Serv. &General Compliance Total 2006 2005 $ I 653,259 $ 4,931,943 $ 1,302,066 $ 72,908 $ 1,374,973 $ 6,306,917 ' $ 6,564,129 74,302 477,802 120,497 10,204 130,701 608,503 572,849 62,916 434,685 106,857 6,544 113,402 548,087 588,707 • 790,476 5,844,430 1,529,420 89,656 1,619,076 7,463,506 7,725,685 69,942 388,233 13,676 1,219 14,896 403,129 392,786 22,648 269,125 22,065 2,849 24,914 294,039 271,364 27,001 163,821 41,165 3,447 44,612 208,433 192,624 18,982 125,758 33,962 4,110 38,072 163,830 150,680 16,830 116,616 16,876 1,838 18,713 135,329 139,790 11,571 128,723 7,125 1,571 8,695 137,418 152,508 (53) 180,697 -- 1,141 1,141 181,838 103,304 7,612 62,245 15,701 4,556 20,257 82,502 111,260 20,110 114,893 27,262 1,435 28,697 143,590 130,912 9,819 61,366 11,843 1,225 13,068 74,434 75,776 6,246 48,033 9,588 1,189 10,777 58,810 62,698 6,568 38,403 9,644 2,186 11,831 50,234 82,333 10,979 149,517 -- -- -- 149,517 135,33] 6,443 32,409 • 3,688 1,880 5,568 37,977 41,149 • 1,535 .9,207 2,017 4,277 6,295 15,502 17,797 7,328 51,467 7,392 • 945 8,337 59,804 48,424 1,331 19,919 23,109 3,828 26,937 46,856 40,964 12,521 77,416 8,306 1,716 10,022 87,438 39,106 1,550 9,014 2,385 600 2,985 12,000 .16,274 -- -- -- -- -- -- 158 $ 1,049;439 $ 7,891,292 $ 1,785,225 $ 129,667 $ 1,914,892 $ 9,806,184 $ 9,930,923 . 6 • • VALLEY CITIES COUNSELING AND CONSULTATION NOTES TO FINANCIAL STATEMENTS DECEMBER 31, 2006 NOTE 1 — CENTER PURPOSE AND SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES PURPOSE AND PROGRAMS Valley Cities Counseling and Consultation (Valley Cities), a not-for-profit community mental health center, initiated services in 1965 and has been a United Way member agency since 1967. Since 1997, Valley Cities has been accredited by the Joint Commission on the Accreditation of Healthcare Organizations (JCAHO). Valley Cities provides mental health and chemical dependency outpatient services, domestic violence treatment, services for homeless individuals, family support programs and intensive outpatient services to King County residents. A Development Department carries out fundraising, marketing, public relations, grant writing, and public policy advocacy responsibilities. Human Resources Department oversees personnel, staff training, student intern, and volunteer functions. Administration and Finance Department oversees all information management systems, support staff, accounting and payroll operations. Various public and private funding sources and individual client fees are used to support services. A sliding fee scale is available to help individuals gain access to services. Services were provided to individuals and families including 5,432 formally enrolled clients in 2006. Valley Cities' programs consist of: Child and Adolescent Services Child and Adolescent Services (CAS) programs are designed to meet the needs of children and families in crisis, victims of trauma or family violence, and mentally ill and emotionally disturbed children. CAS services consist of individual and family counseling, in-home family support, school based services, crisis intervention, case management, psychiatric assessment, case coordination with other children's services, medication management, parenting skills training and support groups, homeless outreach services, and community consultation and education. Many services are school and community site-based. Adult crisis appointments, homeless outreach for families, and co-occuring-disorder mental health and substance abuse services are also under the supervision of the Chief Operations Officer, Homeless Family Services Homeless Family Services is a specialized, federally funded branch service that includes Pathways Home and Families in Shelter for Families and City of Kent homeless outreach services. • Older Adult Services Older Adult Services provides behavioral healthcare to meet the special needs of seniors. An interdisciplinary team provides psychiatric evaluation, individual, family and group therapies to nursing home residents, and consultation services to primary care physicians and nursing home staff. Outpatient, senior center and some in-home services are also provided. Clinical Support Services Clinical Support Services includes Information Systems, Access to Care, After Hours Crisis Team, Front Desk Support, Medical Records and Quality Management Services. These programs directly support all clinical programs by providing either client assistance and/or data collection and reporting in order to manage client care. Medical Services Medical Services comprises all staff psychiatrists and nurse practitioners. All expenses related to these staff are captured in this program. This separate program was created in fiscal year 2006 to isolate the medical expenses rather than having them embedded in the expenses of the programs they served, as in previous years. Therefore, comparative balances for prior years are not available. Intensive Services Intensive Services consist of adult case management and intensive outpatient programs designed for clients who require a higher level of care than offered through an outpatient program. Other services include homeless outreach, and an adult addictive disorder program providing intensive outpatient and specialized relapse prevention services. Adult Services Adult Services assists adults and their families with mental illness and varying needs from serious mental illness to stress associated with relationship difficulties, work place or career concerns, blended families and single parenting. Specialized services are also available to those who have experienced sexual abuse or domestic violence. Services are designed to assist with recovery and stop intergenerational patterns of abuse and family violence. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES Basis of Accounting The financial statements of Valley Cities have been prepared on the accrual basis of accounting and accordingly reflect all significant receivables, payables and other liabilities. • Basis of Presentation Valley Cities presents its financial statements in accordance with Statement of Financial Accounting Standards (SFAS) No. 117 Financial Statements of Not-for-Profit Organizations. Under SFAS No. 117, Valley Cities is required to report information 8 regarding its financial position and activities according to three classes of net assets: unrestricted, temporarily restricted, and permanently restricted. Comparative Totals The 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 generally accepted accounting principles. Accordingly, such information should be read in conjunction with the organization's financial statements for the year ended December 31, 2005, from which the summarized information was derived. Net Client and Third Party Revenues Net Client and Third Party Revenues are reported at the estimated net realizable amount from clients, third party payors, and others for services rendered, including estimated contractual allowances under agreements with third party payors. Public Support To ensure observance of limitations and restrictions placed on the use of resources available to Valley Cities, their accounts are maintained in accordance with the Statement of Financial Accounting Standards (SFAS) No. 116 Accounting for Contributions Received and Contributions Made. As such, contributions are recognized as revenue when they are received or unconditionally pledged. Valley Cities records contributions as unrestricted, temporarily restricted, or permanently restricted support, depending on the existence and/or nature of any donor restrictions. When a donor restriction expires, (that is, when a stipulated time restriction ends or purpose restriction is accomplished), temporarily restricted net assets are reclassified to unrestricted net assets and reported in the Statement of Activities as net assets released from restrictions. Donor restricted contributions whose restrictions are met in the same reporting period are reported as unrestricted support. Functional Expense Classification and Allocation Expenses are classified in the accompanying Statement of Functional Expenses according to whether they relate to a specific program or supporting services. Expenses have been allocated among program and supporting service classifications on the basis of time records and estimates made by Valley Cities management. Management and,General expenses include ,those expenses that are not directly identifiable with any specific program but provide for the overall support and direction of Valley Cities. Program Development/Compliance expenses are those associated with developing new services and programs, marketing and community education, and contracts administration of new and renewing contracts. • _ Property and Equipment Property and equipment are stated at cost. Depreciation is recorded on a straight-line basis over the assets' estimated useful lives, ranging from 3 to 40 years. All purchases with an estimated useful life exceeding one year and costing$500 or more are capitalized. Donated Services Donated services, if deemed material in amount are recorded at their estimated values. The estimated values of donated services are reported as both support and expenses in the accompanying Statement of Activities. Valley Cities did not receive a material amount of donated services in 2006 or 2005. Donated Property and Equipment Contributions of property and equipment are recorded as support at their estimated fair value at the date of donation. Such contributions are reported as unrestricted support unless the donor has restricted the donated asset to a specific purpose. Assets donated with explicit restrictions regarding their use and contributions of cash that must be used to acquire property and equipment are reported as restricted support. Absent donor stipulations regarding how long those donated assets must be maintained, Valley Cities reports expirations of donor restrictions when the donated or acquired assets are placed in service as instructed by the donor. Valley Cities reclassifies temporarily restricted net assets to unrestricted net assets at that time. Cash and Cash Equivalents For purposes of the Statement of Cash Flows, Valley Cities considers all unrestricted highly liquid investments with an initial maturity of three months or less to be cash equivalents. Accounting Estimates The preparation of financial statements in conformity with generally accepted accounting principles 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 revenues and expenses during the reporting period. Actual results could differ from those estimates. Income Tax Status Valley Cities is a not-for-profit corporation under the provisions of Section 501(c)(3) of the Internal Revenue Code and, as such, is subject to income taxes only to the extent of taxable unrelated business income. During 2006 and 2005, Valley Cities did not generate any taxable income and therefore no provision for federal income tax is necessary. In addition, Valley Cities qualifies for the charitable contribution deduction under Section • 170(b)(1)(A) and has been classified as an organization that is not a private foundation under Section 509(a)(2). • 10 NOTE 2—LAND, BUILDING AND EQUIPMENT As of December 31, 2006 and 2005, land, building and equipment consisted of the following: Useful Cost Basis Accumulated Depr. Asset Type Life 2006 2005 2006 2005 Land - $ 642,828 $ 370,583 $ -- $ -- Land &Building Improv. 5 to 40 yrs 3,543,339 3,247,518 488,891 408,745 Office Equip.& Software 3 to 10 yrs 1,427,381 1,344,076 966,136 837,849 Vehicles s 7 to 10 yrs 16,983 16,983 16,983 16,983 Total $5,630,531 $4,979,160 $1,472,010 $1,263,577 NOTE 3 —NOTES PAYABLE Notes Payable consists of the following: 2006 2005 Note Payable to Wells Fargo bank, due November 2010 $ 2,702,532 $ 2,783,061 in monthly installments of$18,789, including interest at 5.2%, secured by Auburn administrative building. Note Payable to Bank of America, due February 2016 196,342 -- in monthly installments of$2,496, including interest at 7.25% secured by property. Note Payable to Bank of America, due May 2013 232,342 -- in monthly installments of$1,852, including interest at 7.08% secured by property. Less Current Portion (98,313) (70,346) Long Term Portion $ 3,032,903 $ 2,712,715 The Note Payable to Wells Fargo contains restrictive covenants which, among other things, require a maximum debt to tangible net worth ratio requirement. At December 31,2006, Valley Cities was not in compliance with financial ratios. The Lender has waived compliance with these covenants at December 31, 2006. During 2006, Valley Cities purchased land and a building located in Auburn, WA for $284,715. The purchase was made with a partial cash payment and financed with a promissory note dated May 5, 2006,totaling $235,450 due May 2013. During 2006, Valley Cities purchased another piece of land and building located in Auburn, WA for $259,995. The purchase was made with a partial cash payment financed through a draw on a Line of Credit of$44,818, see Note 4, and financed with,a promissory note dated January 2006, totaling$212,500 and due February 2016. i1 • Maturities of long term obligations for the next five years and thereafter are as follows: Year Ending December 31, 2007 $ 98,313 2008 • 113,375 2009 120,379 . 2010 2,469,796 2011 29,622 Thereafter 299,731 - $ 3,131,216 NOTE 4—LINE OF CREDIT In May 2006, Valley Cities drew $44,818 on a Line of Credit with a bank to finance part of the purchase of property in Auburn, discussed in Note 3. The interest rate on the Line of Credit is a variable rate, totaling 9,25% at December 31, 2006. The line of credit carries no special restrictions, is unsecured and has a borrowing limit of$50,000. NOTE 5 —LEASES Valley Cities has entered into various agreements to lease operating facilities and copiers under noncancelable operating leases with terms through June 2013. Certain facilities lease agreements require Valley Cities to pay common area maintenance charges and some of the leases are subject to escalation clauses. • Required future minimum payments under noncancelable leases are as follows: Year Ending December 31, Total Copiers Facilities 2007 504,364 36,048 468,316 2008 504,364 36,048 468,316 2009 484,106 36,048 448,058 2010 189,401 36,048 153,353 2011 115,150 24,032 91,118 Thereafter 182,236 -- 182,236 $ 1,979,621 $ 168,224 $ 1,811,397 NOTE 6—PENSION PLAN Valley Cities maintains a tax sheltered annuity plan for which employees are eligible to receive employer contributions after completing one year of service. Employer contributions to the plan are based on compensation and years of service, and are immediately vested through annuity contracts. No unfunded past service liability exists. Employer contributions to the plan totaled $201,116 in 2006 and totaled $178,529 in 2005, and are reflected in employee benefits on the accompanying Statement of Functional Expenses. 12 NOTE 7—CLIENT AND THIRD PARTY REVENUES Client and Third Party Revenues for the years ended December 31, 2006 and 2005 were as follows: 2006 '2005 Prepaid Health Plan $ 6,372,128 $ 6,016,388 King County 1,579,843 1,558,180 Client and Third Party 536,723 617,369 Local 366,773 343,169 Medicare 401,351 480,463 Medicaid 173,796 224,444 State of Washington 65,614 102,430 $ 9,496,227 $ 9,342,443 NOTE 8 —ASSETS WHOSE USE IS LIMITED The Board of Directors has set aside cash resources for funding of the following: Program Development Fund: Consists of short-term investments designated by the Board as available for development of Valley Cities programs. The Program Development Fund must be maintained at $100,000 and disbursements from the Fund may only be made with Board approval. Facilities Development Fund: Consists of short-term investments designated by the Board as available for development of Valley Cities physical facilities. The Facilities Development Fund must be maintained at $100,000 and disbursements from the Fund may only be made with Board approval. Risk Reserve Fund: Consists of short-term investments designated by the Board as available for managing financial risk under case rate and capitated contracts. The Risk Reserve Fund must be maintained at $1 50,000 and disbursements from the Fund may only be made with Board approval. NOTE 9—COMMITMENTS Temporarily Restricted Net Assets Temporarily restricted net assets at December 31, 2006 and 2005 consist of Capital Campaign contributions restricted for construction, furnishing and maintenance of a new building in • Auburn. NOTE 10—CONCENTRATION OF RISK Cash Valley Cities maintains several cash accounts in two financial institutions, which, at times, exceed federally insured limits. Valley Cities has not experienced any losses in such accounts. Revenues During the years ended December 31, 2006 and 2005, King County funding accounted for 84% and 81%, respectively, of Valley Cities' Client and Third Party Revenues. 13 • NOTE 11 —SUBSEQUENT EVENT In March 2007, VCCC entered into an agreement to replace the existing network infrastructure with new hardware and directory services hosted on a Microsoft Exchange environment totaling $475,000. The agreement will be financed over 3 years with monthly payments of principal and interest of$15,542. 14 BRANCH,RICHARDS & CO., P.S. Incorporated in 1972 Certified Public Accountants 155 NE 100th St.,Suite 410 Fax•(206)729.3498 Seattle,WA 98125 Phone•(206)729-0114•(206)624-4723 • INDEPENDENT AUDITOR'S REPORT ON COMPLIANCE AND ON INTERNAL CONTROL OVER FINANCIAL REPORTING BASED ON AN AUDIT OF FINANCIAL STATEMENTS PERFORMED IN ACCORDANCE WITH GOVERNMENT AUDITING STANDARDS Board of Directors Valley Cities Counseling and Consultation Seattle, Washington We have audited the financial statements of Valley Cities Counseling and Consultation as of and for the year ended December 31, 2006, and have issued our report thereon dated May 17, 2007. 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. Compliance As part of obtaining reasonable assurance about whether Valley Cities Counseling and Consultation's financial statements are free of material misstatement, we performed tests of its compliance with certain provisions of laws, regulations, contracts and grants, 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 riot express such an opinion. The results of our tests disclosed no instances of noncompliance that are required to be reported under Government Auditing Standards. Internal Control Over Financial Reporting In planning and performing our audit, we considered Valley Cities Counseling and Consultation's internal control over financial reporting as a basis for designing our auditing procedures for the purpose of expressing our opinion on the financial statements, but not for the purpose of expressing an Opinion on the effectiveness of Valley Cities Counseling and Consultation's internal control over financial reporting. Accordingly, we do not express an opinion on the effectiveness of the Organization's internal control over financial reporting. A control deficiency 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 misstatements on a timely basis. A significant deficiency is a control deficiency, or combination of control deficiencies, that adversely affects the organization's ability to initiate, authorize, record, process, or report financial data reliably in accordance with generally accepted accounting principles, such that there is more than a remote likelihood that a misstatement of the organization's financial statements that is more than inconsequential will not be prevented or detected by the organization's internal control. • 15 A material weakness is a significant deficiency, or combination of significant deficiencies, that results in more than a remote likelihood that a material misstatement of the financial statements will not be prevented or detected by the organization's internal control. Our consideration of internal control over financial reporting was for the limited purpose described in the first paragraph of this section and would not necessarily identify all deficiencies in internal control that might be significant deficiencies or material weaknesses, We did not identify any deficiencies in internal control over financial reporting that we consider to be material weaknesses, as defined above. This report is intended for the information of the audit committee, management and federal awarding agencies and pass-through entities. However, this report is a matter of public record and its distribution is not limited. • Certified Public Accountants May 17, 2007 • • • • • • • • 16 BRANCH, RICHARDS & CO., P.S. Incorporated in 1972 Certified Public Accountants 155 NE 100th St.,Suite 410 Fax•(206)729.3498 Seattle,WA 98125 Phone•(206)729-0114•(206)624-4723 INDEPENDENT AUDITOR'S REPORT ON COMPLIANCE WITH REQUIREMENTS APPLICABLE TO EACH MAJOR PROGRAM AND INTERNAL CONTROL OVER COMPLIANCE IN ACCORDANCE WITH OMB CIRCULAR A-133 Board of Directors Valley Cities Counseling and Consultation Auburn, Washington • Compliance We have audited the compliance of Valley Cities Counseling and Consultation with the types of compliance requirements described in the U. S. Office of Management and Budget (OMB) Circular A-133 Compliance Supplement that are applicable to each of its major,federal programs for the year ended December 31, 2006. Valley Cities Counseling and Consultation's major federal program is identified in the accompanying schedule of Findings and Questioned Costs. Compliance with the requirements of laws, regulations, contracts and grants applicable to each of its major federal programs is the responsibility of Valley Cities Counseling and Consultation's management. Our responsibility is to express an opinion on Valley Cities Counseling and Consultation's compliance based on our audit. We conducted our audit 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 OMB Circular A-133, Audits of States, Local Governments, and Non-Profit Organizations. Those standards and OMB Circular A-133 require that we plan and perform the audit 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 Valley Cities Counseling and Consultation's compliance with those requirements and performing such other procedures.as we considered necessary in the circumstances. We believe that our audit provides a reasonable basis for our opinion. Our audit does not provide a legal determination on Valley Cities Counseling and Consultation's compliance with those requirements. In our opinion, Valley Cities Counseling and Consultation complied, in all material respects, with the requirements referred to above that are applicable to each of its major federal programs for the year ended December 31,2006. • Internal Control Over Compliance • The management of Valley Cities Counseling and Consultation is responsible for establishing and maintaining effective internal control over compliance with requirements of laws, regulations, contracts and grants applicable to federal programs. In planning and performing our audit, we considered Valley Cities Counseling and Consultation's internal control over 17 compliance with requirements that could have a direct and material effect on each of its major federal programs in order to determine our auditing procedures for the purpose of expressing our opinion on compliance and to test and report on internal control over compliance in accordance with OMB Circular A-133. Our consideration of the internal control over compliance would not necessarily disclose all matters in the internal control that might be material weaknesses. A material weakness is a condition in which the design or operation of one or more of the internal control components does, not reduce to a relatively low level the risk that noncompliance with applicable requirements of laws, regulations, contracts and grants that would be material in relation to a major federal program being audited may occur and not be detected within a timely period by employees in the normal course of performing their assigned functions. We noted no matters involving the internal control over compliance and its operation that we consider to be material weaknesses. This report is intended for the information of the audit committee, management and federal awarding agencies and pass-through entities. However, this report is a matter of public record and its distribution is not limited. t S Certified Public Accountants May 17, 2007 • • • 18 VALLEY CITIES COUNSELING AND CONSULTATION SCHEDULE OF EXPENDITURES OF FEDERAL AWARDS FOR THE YEAR ENDED DECEMBER 31, 2006 Federal 2006 Federal Grantor/Pass-through Grantor/ CFDA Federal Program Title Number Expenditures MAJOR PROGRAMS U.S. Department of Health and Human Services Pass-through from King County Mental Health and•Chemical Abuse &Dependency Services Division Family Treatment Court Wraparound 16.585 $ 60,000 Alcohol and Other Drug Prevention 93.959 26,000 . U.S. Department of Health alid Human Services Pass-through from Seattle-King County Department of Public Health Health Care for the Homeless 93.778 28,944 Health Care for the Homeless 93.224* 196,360 U.S. Department of Housing and Urban Development Pass-through from Seattle-King County Department of Public Health Supplemental Housing Grant Health Care for the Homeless 14.235* 368,628 U.S. Department of Agriculture Pass-through from Washington State Office of Superintendent of Public Instruction Summer food program for Children 10.559 7,373 • TOTAL FEDERAL AWARDS $ 687,305 • See notes to financial statements, 19 VALLEY CITIES COUNSELING AND CONSULTATION NOTES TO SCHEDULE OF EXPENDITURES OF FEDERAL AWARDS DECEMBER 31, 2006 NOTE 1 -BASIS OF ACCOUNTING The Schedule of Expenditures of Federal Awards is prepared on the same basis of accounting as Valley Cities Counseling and Consultation's (Valley Cities) financial statements. Valley Cities uses the accrual basis of accounting. NOTE 2 - MAJOR PROGRAMS The asterisk(*) to the right of a CFDA number identifies the grant as a major federal program as defined by OMB Circular A-133. NOTE 3 - PROGRAM COSTS • The amounts shown as current year expenditures represent only the federal portion of the program costs. Actual program costs may be more than shown. • • • • • • 20 VALLEY CITIES COUNSELING AND CONSULTATION SCHEDULE OF FINDINGS AND QUESTIONED COSTS DECEMBER 31,2006 Section I-Summary of Auditors Results Financial Statements Type of auditor's report issued: Unqualified Internal control over financial reporting Material weaknesses) identified? No Reportable condition(s) identified not considered to be a material weakness? None reported Noncompliance material to financial statements noted? No Federal Awards Internal control over financial reporting Material weakness(es) identified? No Reportable condition(s) identified not considered to be a material weakness? None reported Type of auditor's report on compliance for major programs: Unqualified Any audit findings disclosed that are required to be reported in accordance with Circular A-133, Section .510(a)? No Identification of major programs: CFDA Number 14.235 Health Care for the Homeless CFDA Number 93.224 Health Care for the Homeless Dollar threshold used to distinguish between Type A and Type B programs: 300,000 Auditee qualified as low-risk auditee? Yes Section II-Financial Statement Findings No matters were reported. Section III-Federal Award Findings and Questioned Costs No matters were reported. 21 1 I r / rVALLEY '.. . $y-p ., C T E is r counseling & consults tl®Y1 To Access Services, Please Call: 253.939.4055 to 253 735.3354 To Whom It 14isv Concern: posnnaster(izr,alteycities org wWw.vallcycities.cont Administration&Auburn Comprehensive Srrroicws .T., Susan Str'eifel, in my capacity as the Treasurer ofate Board of Directors and Chair of 2704`I"Street NF the Finance Committee,have reviewed and accepted the 2006 .Audited Financial Auburn.WA 98002 Statement for Valley Cities Counseling& Consultation on behalf of the Valley Cities 253.833.7444 far 253.833.0480 Board of Directors. wit VICE SITES: Federal Way Comprehensive Services I • • 2s3.661.61i34 Sincerely Federal Way Youth 4C. Family Services 253.835.9975 (tameless Family Services ',.e; ! • 2.3.8333.7444 Susan Streifel Kent Comprehensive Treasurer-- Board o f Directors Services 253.520.9350 i Faith Richie i BOARD OF DIRECTORS Chairman-Briar;J.Wilson N'Icc Chair-Walt Bishop TreasnrerSusan Streifel 1 Secretary-(;huek Booth .lean Asplund Barbara Bell 1 Him Stephen L.Johnson ; Sharon I aVigne ; Barbara Muczynski Senator Pam Roach Sauce Shimojinta Charles Woode ]wen Wang IIHONORARY BOARD MEMBERS , Dee Lorenz 1 Gary Morgan Ken 5eng 1 Cyril Van Selus i AD IrISO[tY MEMBERS I Chair.Leila Booth I bred Heiser i Debbie Luce I Joanne Song Kathy Stretch • Roger Thordarson l ois Wood • 71 (.!riled Way Partner • t>^� tit- Ijfi +s2s POLICIES AND PROCEDURES Type: Rights/Responsibilities/Ethics Title: Service access: non-discrimination VALLEY CITIES Distribution: Senior Management counseling & consultation Officer Signature: Date: . Title: Purpose: To assure that non-discriminatory services reach a broad scope of populations in need of behavioral health services. Policy: Services are made available to the public and are accessible in a non-discriminatory manner which facilitates consumer utilization of services. The provider shall deliver services in an accessible and non-discriminatory manner and at times and locations that assist consumer use. Services to priority populations shall include alternative locations for service delivery, including home visits, school visits, or visits to other community agencies. Services to clients shall be accessible and meet the needs of clients of differing: age, marital status or living.arrangement, political affiliation, educational attainment, socio-economic status, ethnicity, national origin, race, religion, gender, sexual orientation, disability or handicap. a. The provider shall eliminate or substantially reduce physical, communication and socio-cultural barriers to utilization of services. b. The provider shall assure access to TTY and certified interpreters for hearing impaired consumers. c. Services shall be compatible with the culture and language abilities of the client. d. In-home services shall be available to homebound consumers where possible. { " e. Alternative service delivery models shall be provided, where possible, to enhance utilization by these underserved groups. f. Program materials, publications, and audio-visual materials shall be culturally sensitive and non- discriminatory. Services shall be provided regularly on some evenings and/or weekends as determined by consumer needs. Procedure: Responsible Party Action Agency Leadership 1. Service delivery and general operating procedures provide access to and meet special needs of acutely and chronically mentally ill and serious disturbed persons of differing: age, marital status or living arrangement, political affiliation, educational attainment, socio- economic status, ethnicity, national origin, race, religion, gender, sexual orientation,disability or handicap. a) Service locations are selected and • strategically located to maximize availability and accessibility to potential clients for whom transportation is a problem. ,b) Service locations areas barrier-free as possible in physical accessibility and socioeconomic accessibility. c) Fee structures and waiver of fees are set to meet low-income realities whenever financially possible. PP-A093-08/24/04 Page 1 of 2 Section 2.4.5 POLICIES AND PROCEDURES d) Alternative service delivery models are provided where possible and appropriate to enhance utilization by the underserved populations. e) When underserved populations are provided direct mental health services, consultation from appropriate Mental Health Specialists is obtained. This includes the following special populations: (1)children, (2)elderly, (3)ethnic minorities, including American Indian, Alaska Native, Asian, Pacific Islander, Black, Hispanic, (4) Developmentally Disabled, and (5) Deaf/Hearing Impaired. 2. Determines hours of operation of all agency facilities by need and adjusted accessibility by the client populations using each facility. 3. If the agency does not offer a particular service that a client is requesting or needing, every effort is made to refer the client to an appropriate provider. The screener or an appropriate staff person assists in this referral process. a) The center maintains a list of available referrals and alternative resources to help meet the referral needs of those persons whom the agency is unable to serve. b) Whenever possible,the consumer is provided with three alternative resources. 4. Has a TTY/TDD device, located at 2704"I" Street N.E. Designated personnel are trained in its use. Interpreters are accessed and scheduled as needed. PP-A093--08/24/04 Page 2 of 2 Section 2.4.5 • 41.141 VALLEY CITIES counseling &consultation APPLICATION FOR SERVICES Tor Office Use Only r intake Clinician ID# Intake Date IMedical Record Home ❑ 01 Auburn ❑ 05 Kent ❑ 03 Federal Way ❑ 09 Seattle Welcome to Valley Cities Counseling and Consultation! We appreciate your choosing us as your provider for mental health services. Before you meet with your clinician,please take a moment to read and complete this form. This information helps us to open a clinical record in order to begin services. If you have any questions please ask the receptionist, or your clinician for assistance. CLIENT INFORMATION Client Last Name First Name Middle Name Birth Date Social Security Number Legal Guardian Relationship Ad d resS Street Address City State Zip Code(Required) Nursing Home? Indicate Nursing Home facility name ❑ Yes 1 ❑ No Phone Numbers Home(include area code) Work/Business(include area code) ( ) ( ) M9bile/Cell(include area code) Message(include area code) ( ) ( ) _ nancially ❑ Self (skip to next section) ❑ Parent/Guardian ❑ Other Responsible Party . Name Telephone Number(include area code) ( ) Street Address City State Zip Employer Company Telephone Number(include area code) ( ) County Of Residence ❑ 17 King ❑ 31 Snohomish ❑ 27 Pierce ❑ Other: Marital Status ❑ 1 Single ❑ 4 Divorced/Separated ❑ 2 Partnered ❑ 5 Widowed ❑ 3 Married Interpreter Required ❑ 1 No ❑ 2 Yes Emergency Contact Name Relationship Telephone(include area code) ( ) Medication allergies Other Allergies Allergies ❑None reported Bee sting allergy? ❑ Yes ❑No -render ❑ 1 Female ❑ 2 Male CLI0001-7/3/07 Page 1 of 7 Client Name/ID: Left side-Top Sexual Orientation ❑ 1 Heterosexual ❑ 08 Not asked or not identified Status ❑ 2 Gay, Lesbian or Bisexual Language n 0• 0 Unknown ❑ 20 Polish ;identifies the language ❑ 0• 1 Japanese ❑ 21 Greek in which a person prefers ❑ 0• 2 Korean ❑ 22 Tigrigna o receive services) ❑ 03 Spanish ❑ 23 Amharic • ❑ 04 Vietnamese ❑ 24 Finnish n 0• 5 Laotian ❑ 25 Farsi ❑ 06 Cambodian ❑ 26 Czech n 07 Mandarin ❑ 27 Mien n 08 Hmong n 28 Yakima n 0• 9 Samoan ❑ 29 Salish n 10 Ilocano ❑ 30 Puyallup •❑ 11 Tagalog n 3• 1 Thai n 12 French ❑ 32 Portuguese ❑ 13 English ❑ 60 Italian n 1• 4 German ❑ 8• 1 Other African ❑ 15 American Sign Language ❑ 8• 2 Other Native American ❑ 16 Cantonese ❑ 83 Other Filipino Dialect ❑ 17 Hungarian n 8• 5 Other Asian ❑ 18 Russian ❑ 87 Other Communication Method n 19 Romanian n 99 Other Hispanic Origin ❑ 7• 09 Cuban n 799 Other Spanish Hispanic ❑ 722 Mexican/Chicano/Mexican American ❑ 998 Not Spanish/Hispanic n 7• 27 Puerto Rican Ethnicity ❑ 800 White/Caucasian ❑ 608 Filipino (Check all that apply) ❑ 5• 97 American Indian n 6• 11 Japanese ❑ 600 Asian Indian ❑ 612 Korean n 6• 58 Native Hawaiian n 6• 13 Laotian ❑ 033 Other Pacific Islanders n 6• 18 Thai n 034 Other Asian n 619 Vietnamese ❑ 870 Black, African American ❑ 660 Guamanian or Chamorro ❑ 799 Other Race ❑ 695 Samoan ❑ 604 Cambodian ❑ 995 Alaska Native ❑ 605 Chinese ❑ 996 Hispanic Family Size (the actual number of related individuals living in the household who are dependent on the household income) Annual Household $ Not monthly Income Female Head of . no Yes ❑ No ❑ Unknown Household Is your,treatment court ordered? ❑ Yes ❑ No Is your treatment ordered by the department of corrections (DOC)? ❑ Yes ❑ No Are you under the supervision of the department of corrections (DOC)? ❑ Yes ❑ No If"yes", please provide us with the name and phone#, so we are able to notify them that you have applied for services DOC Worker's Name Telephone Number(include area code) ( ) CLI0001-7/3/07 Page 2 of 7 Client Name/ID: Left side Top Are you a Veteran or currently serving in the US Military,including National Guard or ❑ Yes ❑ No Reserves? Is your spouse a Veteran or currently serving in the US Military,including National Guard ❑ Yes ❑ No or Reserves? --1 Is your parent or guardian a Veteran or currently serving in the US Military,including ❑ Yes ❑ No 'National Guard or Reserves? 1f'you answered Yes, to any of the above questions please indicate: (if known) • Branch of Service: ❑ 1 Air Force ❑ 5 Navy ❑ 2 Army ❑ 6 Reserves ❑ 3 Coast Guard ❑ 7 National Guard ❑ 4 Marines • Discharge Type ❑ 1 Honorable ❑ 4 Bad Conduct Date: ❑ 2 Medical n 5• Dishonorable ❑ 3 General ❑ 9 Unknown ❑ 8 Other: • Period of Service ❑ I WWII ❑ 5 GWOT ❑ 2 Korea ❑ 6• OEF • ❑ 3 Vietnam ❑ 7• OIF ❑ 4 Persian Gulf CLI000] 7/3/07 Page 3 of 7 Client Name/ID: Left side-Top QUESTIONNAIRE • If you are 13 or older, please complete this section r The folowing questions are about common psychological, behavioral or personal problems. These problems are considered significant when you have them for two or more weeks,when they keep coming back, when they keep you ''rommeeting your responsibilities, or when they make you feel like you can't go on. Please answer the next questions • using yes or No. 1. Duking the past 12 months, have you had significant problems... IDScr a. with feeling very trapped, lonely, sad, blue, depressed, or hopeless about the future? ❑ Yes ❑No b. with sleep trouble, such as bad dreams, sleeping restlessly or falling asleep during the day? ❑ Yes ❑No c. with feeling very anxious, nervous,tense, scared, panicked or like something bad was going to happen? ❑ Yes ❑No d. when something reminded you of the past, you became very distressed and upset? ❑ Yes ❑No e. with thinking about ending your life or committing suicide? ❑ Yes ❑No 2. During the past 12 months,did you do the following things two or more times? EDScr a. Lie or con to get things you wanted or to avoid having to do something? ❑ Yes ❑No b. Have a hard time paying attention at school, work or home? ❑ Yes ❑No c. Have a hard time listening to instructions at school,work or home? ❑ Yes ❑No d. Been a bully or threatened other people? ❑ Yes ❑No e. Start fights with other people? ❑ Yes ElNo 3. During the past 12 months,did... SDScr a. you use alcohol or drugs weekly? • ❑ Yes ❑No • b. you spend a lot of time either getting alcohol or drugs,using alcohol or drugs, or feeling the effects of alcohol or drugs(high, sick)? ❑ Yes ❑No c. you keep using alcohol or drugs even though it was causing social problems, leading to fights,or getting you into trouble with other people? •❑Yes n No d. your use of alcohol or drugs cause you to give up, reduce or have problems at important activities at work, school, home or social events9 ❑ Yes ❑No e. You have withdrawal problems from alcohol or drugs like shaking hands, throwing up, having trouble sitting still or sleeping, or use any alcohol or drugs to stop being sick or avoid withdrawal problems? ❑ Yes ❑No • CLI0001 7/3/07 Page 4 of 7 Client Name/ID: Left side-Top RECIEIPT OF DOCUMENTS By Signing below, I certify the following: [ have received the Valley Cities' Client Handbook, a Therapist Disclosure Statement, VCCC Notice of Privacy Practices, King County Notice of•Privacy Practices, and the Washington State Publication Client tnd Counselor Responsibilities and Rights. By signing this I also acknowledge that I have read and understand my client rights. Client Signature: Date: CONENT FOR TREATMENT The information in this application and consent form is complete and accurate to the best of my knowledge. I give'my permission to contact my Emergency Contact in the event of an emergency. I request and authorize the staff at Valley Cities Counseling & Consultation to evaluate, treat or provide consultation to myself or to the individual named below of whom I am the parent or legally constituted guardian. Client Signature: Date: • x Parent/Gul rdian Signature: Printed Name: Relationship to client: Date: • • di vol ntary clients must sign that they consent (13 years of age and older) • • • • • • • • STOP HERE 'STOP You have completed STOP p ted the client portion of this form. Please return this form to the receptionist. • • • CLI0001 7/3/07 Page 5 of 7 Client Name/ID: Left side-Top ADDITIONAL CLIENT DATA Substance Abuse ❑ 1 Drug ❑ 6 Client denies (clinician suspects) (within past year) ❑ 2 Alcohol ❑ 7 In remission for a year or more r 1 ❑ 3 Drug and alcohol ❑ 8 None Impairment Kind I. 2. 3. (enter up to three, enter 10 No disability 34 Other communication difficulties the code that has the 23 Developmental disability—Physical 43 Medically compromised homebound greatest impact on 24 Developmental.disability—Mental 44 Medical or physical disabilities clients functioning first, 31 Visual disability 45 Neurological disabilities and subsequent codes in 32 Deaf • 80 Other disabilities not listed above order of impact) 33 Hard of hearing Employment Status ❑ 11 Employed full time(35 hrs or more/wk) ❑ 06 Volunteer work ❑ 31 Employed part time(less than 35 hrs/wk) n 07 Retired ❑ 04 Supported employment ❑ 96 Not employed ❑ 05 Employed sheltered workshops EducOion Status: ❑ 21 Full time education n 9• 7 Not in education activities ❑ 41 Part time education Other'Activity ❑ 71 Other normal for age or culture ❑ 98 No normative activity Code: Grade;Level: ❑ 00 Preschool/kindergarten n 1• 4 2-year degree(AA, AS) ❑ 01-12 List specific grade completed: ❑ 16 4-year degree(BA,BS) ❑ 13 Some college or technical training 17 1• 8 Post-graduate education I Priority Code ❑ 4 Acutely mentally ill n 5• Chronically mentally ill adult ❑ 2 Seriously disturbed person ❑ 6 Severely emotionally disturbed child 2esidential ❑ 10 Independent housing, alone or w/others ❑ 3• 0 Long-term adaptive services :arrangement ❑ 20 Supported housing-supervised by ❑ 4• 1 Congregate care facility mental health staff ❑ 46 Group care(children) start date ❑ 22 Adult family home— licensed as such El50 Long-term rehabilitative services (LTR) by DSHS ❑ 61 Jail/juvenile correctional facility ❑ 25 Residential Drug/Alcohol treatment n 6• 2 Psychiatric inpatient facility (90 days or more) ❑ 82 Homeless ❑ 26 Foster care(children) ❑ 83 Temporary housing I Nursing Home ❑ BV Avalon Healthcare FKA Beverly n AC Lifecare Center of Auburn 1 ❑ BB Bailey Boushay n NA North Auburn Rehabilitation ❑ CH Canterbury Rehabilitation Center ❑ MB St. Ann Nursing Home ❑ CS Crista Nursing Center ❑ WI Weatherly Inn ❑ EV Evergreen Enumclaw Healthcare ❑ NN No Nursing Home ❑ JP Judson Park CL10001-7/3/07 Page 6 of 7 Client Name/ID: Left side,-Top DIAGNOSIS • Code Description (No abbreviations) AXIS I Primary Diagnosis: • AXIS II ❑ No Diagnosis ❑ Axis II Diagnosis Deferred AXIIS III • ❑ None AXIS IV - ❑ Mild ❑ Moderate ❑ Severe AXIS V ❑GAF ❑CGAS ❑PIR-GAS toco3) The box Below is for the use of the CD Program ONLY Target CD Diagnosis Adults and NON-Pregnant/Post-partum Women Youth and Pregnant/Post-partum Women (Please)check one box only) 0 303.9 Alcohol Dependency ❑ 305.0 Alcohol Abuse ❑ 304.9 Unspecified Substance Dependency ❑ 305.9 Unspecified Substance Abuse The boxe below are only needed for clients who are 13 years old or older Questionnaire Scores • (Score o-S Section 1: Section 2: Section 3: or 8, 9 for each section Internalizing Disorders Screen Externalizing Disorders Screen Substance Disorders Screen refu$ed 9= unable to complete) ,quadrant Score • f Quadrant 1 ❑ Quadrant 2 ❑ Quadrant 3 n Quadrant 4 ❑No Quadrant °lease check one box only) Lo MH/Lo CD Hi MH/Lo CD Lo MH/Hi CD Hi MH/Hi•CD No Dual Dx (9) n TIER REQUEST Form is included with this packet because this should be a PHP client. ❑ Financial Information, page 6 (to be completed by clinician if this form did not originate in Access). ❑ PROGRAM ENROLLMENT form completed and included with application. Client�igned that he/she received the VCCC Notice of Privacy Practices dated April 14, 2003. ❑ Yes ❑No (document reason in Progress Note if client does not sign) Client received the King County Notice of Privacy Practices dated April 14, 2003. ❑ Yes ❑No Special Population Consultation: ❑ Required ❑ Not Required To the best of my knowledge,every question on this form has been answered, and the answers are accurate. Clinician Signature Date • Supervisor Signature Date Route to data entry immediately after signing. have cl mpleted entry of this form into the Valley Cities information system. I verified its completeness and accuracy. "ata Entry Signature Date • CLI000i-7/3/07 Page 7 of 7 Client Name/ID: • I.eft cirle-Tan `v VALLEY CITIES counseling&consultation FEE SCHEDULE • Client Name: ID#: Effective: January 1st, 2008 Discount Adjusted Monthly Income Flat Rate Hourly Rate Doet6isNI' c:� ;`Individual `yf� 4,ti tk ii; p .,. t' ' l a k.,+ .�,.e t ..,, ' Dery c =• x.�M`a a ement Scale % From To '`Tn{ake '.Services ,� �«.'u4Services ,' �Services.'�,�ti�*=�;`� A 1 0% 3,471 and up 150.00 187.50 115.00 125.00 _ 45.00 90.00 B ; 10% 1 3,180 3,470 135.00 168.75 103.50 112.50 40.50 • 81.00 C 1 20% 2,889 3,179 120.00 150.00 92.00 100.00 36.00 72.00 D 30% 2,598 2,888 105.00 131.25 80.50 87.50 31.50 63.00 E 40% 2,307 2,597 90.00 112.50 69.00 75.00 27.00 54.00 F 150% 2,016 2,306 75.00 93.75 57.50 62.50 22.50 45.00 G ; 60% 1,725 2,015 60.00 75.00 46.00 50.00 18.00 36.00 H 70% 1,434 1,724 45.00 56.25 34.50 37.50 13.50 27.00 I 80% 1,143 1,433 30.00 37.50 23.00 25.00 9.00 18.00 J 90% 852 1,142 15.00 18.75 11.50 12.50 4.50 9.00 K 100% 0** 851 - - - - - - 1 ******************************************************* Adjusted Monthly Income is calculated as the household gross Income less $290.00 per any additional person in the household ******************************************************* Consumer is responsible for all co-insurance or co-payments at the time of service ******************************************************* Third Party Insurance is always billed at VCCC established full fee ******************************************************* **Inkeeping with Washington State administrative code, we offer a special$0.00 fee for consumers eligible for services who have incomes below the grant standards for the general assistance program. 1 ******************************************************* 1 Adjusted Monthly Income & Sliding Scale calculation: Gross Monthly Income: (a) #of Dependents: (b) Arnount to be Adjusted: (c) (b)*$290.00 Adjusted Monthly Income: (d) (a)-(c) Scle: (refer to scale above) i Discount: (refer to scale above) % Estimated Copay or Coinsurance for covered services Psychiatric Evaluation • Medication Management Intake Assessment • Individual Therapy Family Therapy Group Therapy Other • Client Signature: Date: FIN0002-2/26/08 Page 1 of 1 Client Name/ID: Data Base White-A/R Yellow-Chart Pink--Client RECE ‘ ,w ,,,, - APR 2 8 2008 Application Cover Pages (Agency Informs 'on OVIVInregigkuf614 7) j HUMAN SERVICES Agency Informatio Agency Name: Applicant Name and Address: Agency Director: Way Back Inn Della Shane, Development Director Post Office Box 621 Name and Title Renton, WA 98057-0621 425-432-6766 (Area Code)Telephone Dellashane@msn.com 425-432-6766 (call first) E-mail address(if available) (Area Code)Fax Number Required signatures: By signing below,you certify that the information in this application is accurate to the besyour knowledge and that qi have read the application, certifications, and appendixes. (SI ATU ES MU T BE INK) Si ature of Agency B and esident/Date /1/' Signature Agency Director/Date Dorothy Francis,President Della Shane,Development Director Printed Name of Agency Board President Printed Name of Agency Director I i _- --- --_- -- --Program Information -- _ -- 1. Program Name Transitional Housing for Homeless Families with Young Children Contact Person(available to answer specific questions on this application) Tonya Ward 425-432-6766 Name (Area Code)Telephone Same as above Address(if different than above) Ward.tonya@comcast.net 425-432-6766 (call first) E-mail address(if available) (Area Code)Fax Number 2. Program is New for our agency ❑An Ongoing Program /1 3. Brief Description of Program(One sentence), Way Back Inn provides 90-day transitional housing for homeless families with young children. 4. Where are services provided? (If different from agency location) Services are provided in homes or apartments located in the community— Kent, Tukwila, and Renton. - 1 - 5. Total Program Cost: Actual 2007: $126,497 Proposed 2009: $ 189,111 Projected 2008: $172,010 6. Total City Funds Requested for this Program: City Awarded 2008 Requested 2009* General Fund CDBG Total Requested** Auburn 0 0 0 Federal Way 0 0 0 Kent 0 0 5,000 Renton 15,000 0 17,000 City Awarded 2008 Requested 2009* General Fund General Fund Burien 0 0 Covington 0 0 Des Moines 0 0 Enumclaw 0 0 SeaTac 0 0 Tukwila 6,000.00 7,000 *Cities on a two year funding cycle will renew 2009 awards to 2010 based upon performance and availability of funds. See Part II for city specific information. **Include your total request for Auburn,Federal Way Kent and Renton. The source of funding will be determined by staff. -2- 7. Agency Contact Sheet Provide the following information for the agency and for the program requesting funds. Agency Contacts General Agency Name: Way Back Inn Address: Post Office Box 621 City/State/Zip: Renton, WA 98057-0621 Phone/Fax:-- 425-432-6766/fax same as phone call first Agency Web Address: www.way-back-inn.org Executive Director Name: Dorothy Francis Title: President [we don't have exe directorl Direct Phone: 425-228-0217 E-Mail: francis219@comcast.net Development Director Name: Della Shane (or Grant Writer) Title: Development Director Direct Phone: 425-235-5170 E-Mail: DellashaneAmsn.com Finance/Accountant Name: Tonya Ward or Della Shane (person preparing invoices) Title: Family Support Lead or Dev Director Direct Phone: 425-432-6766 or 425-235-5170 E-Mail: Dellashane@msn.com Program Contact (Staff contact for contracting, reporting and program implementation.) Program Name: Transitional Housing for Homeless Families with Young Children Staff Name: Tonya Ward Title: Family Support Lead Direct Phone: 425-432-6766 E-Mail: Ward.tonyaAcomcast.net -3 - Application Narrative Section (Questions 8— 12) The maximum number of pages is listed after each major section. You are not required to submit the maximum number of pages for each section, but you may not exceed this limit. 8. ORGANIZATIONAL EXPERIENCE (2 page maximum) A. Experience. Way Back Inn (WBI) opened our doors in late 1991, when money was raised in a Boeing fabrication shop by fines imposed for those heard cussing —the famous "swear jar". In 1991, we started serving homeless people by providing food baskets, then we rented apartments, and eventually, we located a home in Renton that needed a major overhaul. Over the past 17 years, we expanded our services to leasing single family or duplex units; and providing rental assistance to prevent homeless. Over the years, we learned about the special needs of homeless children, how to work with families, how to recruit and keep volunteers, and how to be good stewards with our limited resources. WBI offers the most affordable transitional housing program for homeless families in South King County. We do not charge our guest families rent; we pay lease fees, all utility bills and we cover all maintenance costs of the unit. This allows the families to focus all of their energy and resources towards working on their self-sufficiency plan and saving money to move into permanent housing. B. Operational Structure. Way Back Inn has a very active, connected board of directors. Our board governs the agency, makes policy decisions, and develops strategy. Board officers, roles and responsibilities are: • President— represents group to community • Vice President— backs up president • Treasurer—manages the money • Secretary—takes meeting minutes • 'Development Director—manages the fund development programs • Board Members —make business decisions, set policy WBI has directors and officers insurance and fiduciary insurance for our treasurer. The board is comprised of five officers and eight directors. The board and staff meet every 1st, 3rd and 5th Thursdays of the month. Attendance stays around 90 percent throughout the year. All of our board members are volunteers; some were homeless. Ages range from 20;s to 70+. All of our board members reside locally. We have some people who are employed, some retired. Most importantly, all of us have a passion for helping homeless children. One of the board members is assigned to supervise the paid staff and to bring personnel issues to the board's attention. All of our board members are passionate about helping homeless children. - 4- • We have 1.5 FTE Family Support ort Staff. Our staff members are empowered to make decisions with regards to who resides in our units and day-to-day operating decisions. ' Of our staff one was homeless, both have experience working with people, and, again, most important they have the passion to help homeless families. Staff responsibilities include: • Screen and place families into the units • Help families build a successful self-sufficiency plan and monitor the plans to ensure that milestones are being met • Select families for the rental assistance program • Recruit volunteers to provide individual family/ home support services 'We have a volunteer base, which includes our board. Some of our volunteers have been homeless. Volunteers perform a variety of tasks to support homeless families and to operate transitional housing units, which include the following: • Paying bills • Performing repairs at the units • Providing family support • Preparing the newsletter for distribution • • Maintaining our web page • Attending community meetings • Getting the word out about homelessness and our services We stay on top of the cities' needs by having our president attend the South King County 10-Year Plan to End Homeless meetings. Our staff attends meetings with the cities and other community based organizations. A current org chart is included with our supporting documentation. -5- 9. NEED FOR YOUR PROGRAM(2 page maximum) A. Problem Statement. Describe the problem faced by your target population that will be addressed by your proposed program including any research or data that supports the need and/or gap in services. Do not describe how your program will address this problem. Homelessness is a major issue across the country. It encompasses every county of every state. Men, women, children and families are experiencing life without shelter every night. We live in such a rich country with vast resources, yet people go without this very basic need each and every night. In King County alone, there are an estimated 7,800 people experiencing homelessness on any given night. A one night count survey conducted in areas of King County found 5,680 people in shelters and transitional programs; and 2,159 people surviving outside without shelter. Of the 5,680 people found in shelters or transitional housing programs, 1,687 were children under age 18. [Reference: www.cehkc.org— 8/15/2007] "King County covers more than 2,100 square miles, includes Seattle, other cities and large areas of unincorporated suburban and rural areas. The data shows that homelessness is a significant, countywide problem that is not limited to Seattle's urban core. Low wages coupled with high rent keep the vast majority of families unable to afford the typical King County rent. In King County, the Fair Market Rent(FMR) for a two-bedroom apartment is$854. In order to afford this level of rent and utilities, without paying more than 30% of income on housing, a household must earn $34,160 annually. Assuming a 40-hour week, 52 weeks per year, this level of income translates into a housing wage of$16.42. In King County, a minimum wage worker earns an hourly wage of$7.63. In order to afford the FMR for a two-bedroom apartment, a minimum wage earner must work 86 hours per week, 52 weeks per year. Or, a household must include 2.2 minimum wage earners working 40 hours per week year-round in order to make the two bedroom FMR affordable. In King County, the estimated mean (average) wage for a renter is$15.94 an hour. In order to afford the FMR for a two-bedroom apartment at this wage, a renter must work 41 hours per week, 52 weeks per year. Or, working 40 hours per week year-round, a household must include 1.0 worker earning the mean renter wage in order to make the two-bedroom FMR affordable."(Reference: National Low Income Housing Coalition http://www.nlihc.org/oor2005/data.php?getstate=on&state%58%5D=WA] With high rent and low wages there are thousands of families that cannot maintain adequate housing and end up becoming homeless and in need of the type of services that Way Back Inn provides. In 2007, we had to turn away 1,095 families due to "no room at the inn". Because we are a small program, with only 12 units, we are not able to serve all the applicants. -,6- During the first quarter of 2008, we served 31 families consisting of 114 individuals and 62 were children. Also, during this quarter, we turned away 229 families consisting of 774 individuals; and 453 of these people were children. One can see from the numbers of homeless people who contact Way Back Inn and from the one-night count that homelessness continues to be a major problem in our area. B.Target Population. Identify and describe the population to be served by your program—both demographically and geographically. In order to keep some children from living on the streets, Way Back Inn provides homes and apartments for homeless families with young kids. Our units give families a warm, safe, and comfortable home and sense of stability. Children, who have suffered from dire living conditions, are provided with a safe place to sleep at night, a yard in which to play, and a nearby school to attend. The 90-day period gives the parents time to locate employment if they aren't already working, apply for long-term housing, and save money to cover basic costs. When families are ready to leave Way Back Inn we invite them to our furniture storage to choose home furnishings to set up their new homes. c I _7_ 10. PROPOSED PROGRAM/SERVICE (See page maximums to each part of this Question below.) This section should describe the program/service proposed for funding, with specific information on what you expect to accomplish and the major activities for achieving the proposed outcomes. Best practices may be cited. A. Program Description. (2 page maximum) Way Back Inn's mission is to return dignity to people by providing 90-day transitional housing for homeless families with at least one child 14-years-of-age or younger. Our service allows the parents time to locate employment if they are not already working and apply for long-term transitional or locate permanent housing. Families reside in our units on a "rent-free/ utility paid" basis. This gives the families a chance to save first ;and last months' rent and necessary deposits required when moving into permanent housing. Moving in to an apartment usually requires first and last months rent and a cleaning/damage deposit. With lower paying jobs, as most of our guests have, there is often not enough money at the end of each month to realistically save money. Everything earned usually goes towards basic needs of food, housing, and basic personal needs. Having three months to save towards move-in costs is invaluable to low-wage working families. To be eligible for our transitional housing program or rental assistance services, families must be homeless and have at least one child who is 14-years old or younger (families may have older teens as well). Way Back Inn is interested in a long-term solution for homeless families and requires that successful applicants have a self-sufficiency plan and be willing to work towards accomplishing that plan with a case manager. Our three- month program is not intended for individuals who choose to continue leading a homeless lifestyle. The families must have clearly defined goals and be willing to work towards achieving them. Below are addresses of our units. Due to domestic violence being one the primary reasons for families being homeless, we insist that these addresses be kept strictly confidential. DO NOT post these on a web site or public location. Program Location(s) AddissesSLIGTJi1Y!CO IIJNIIJiil, ,1 At this time, we currently have 12 units in South King County. Two of the units, Index Duplex, have very short-term leases. Campus Park [single-family]: 9815 South 252nd Street, Kent 98030 [lease expires 8/3/2008] Gregor House: [single-family]:14239 42nd Avenue South, Tukwila, WA 98168 [lease expires 12/19/2008] Hartnett Manor [duplex]: 14688 Macadam Road South, Tukwila 98168 [lease expires 10/1/2008] Highland Inn [duplex]: 2905 and 2907 NE 7th Street, Renton 98056 [Way Back Inn owns] Kennedy's Cottage [single-family]: 15421 42nd Avenue South, Tukwila 98188 [lease expires 10/1/2008] Rainier Vista [duplex]: 308 SW 4th Place, Renton 98055 [lease expires 1/1/2013] La Abodalita [single-family]: 3412 NE Sunset Blvd, Renton, WA 98056 [lease expires 3/14/2010] Index Duplex [duplex]: 1709/1711 Index Ave NE Renton, WA 98056 [lease expires 7/1/08 & 8/1/08] TBD Apartments [families requesting rental or utility assistance] Of the Way Back Inn applicants who do not speak English, Spanish has been the other 'predominant first language. When applicants come to us speaking a language other than English, we make every attempt to locate a translator. The Journey Home case- management program has one case manager who is fluent in Spanish. St Anthony's has large Vietnamese and Filipino communities; we contact one of them or another resource to assist with translating. We may also ask the referring agency to help us locate someone who will be able to continue working with the family if the family is accepted into our program. We make every effort to assure that each family has adequate assistance and resources to increase their self-sufficiency and make their transition successful. To locate families for our program, our Family Support Staff work with community-based organizations such as shelters, long-term housing agencies, school counselors, and case-management agencies. Our board acknowledges that it is best if we can give a helping hand to a family in preventing homelessness. We do this through a rental or utility assistance program, if we have available funding. We assist with a majority of the rent costs, but the families must pay the refundable deposits. Way Back Inn's board established a maximum dollar amount for rental assistance. Our Treasurer makes checks payable to the landlord or a utility company directly. No money is paid to directly to a guest family. -9- I B. Performance Measures and Outcomes (i page maximum) These performance measures, outcomes, and indicators will be used to develop the contract if the program is funded. Performance Measure 1: Number of homeless individuals served. Outcome: Homeless children have a safe home to sleep in at night. Indicator: Family Support Staff screens applicants and places families. Measure: 250 individuals will be served in a Way Back Inn unit or through our rental assistance program. See Question 14 to see the number of individuals we plan to serve in each city. I Performance Measure 2: Number of homeless families who successfully transition to stable housing. "Stable housing" is permanent housing or long-term, i.e., 12 to 24- month transitional housing. Outcome: Increase the ability of guest families to transition to long-term/permanent housing. Indicator: Family Support Staff work closely with the family to build a self-sufficiency plan, monitors progress of each plan to ensure that milestones are being met, assists with housing applications, assists with other reasons that lead to homelessness, and reports results to the Way Back Inn board. Measure: 85-90% of families successfully transition to long-term housing. This will be a stretch goal because in 2007, we had 83% success rate. Performance Measure 3: Prepare program for expansion by increasing the number of volunteers. Matches family needs with volunteer talents. Outcome: Increased volunteer support. Indicator: Family Support Staff develops volunteer program to its full potential. Measure: Increase volunteer base by 16%. Performance Measure 4: Build program strategy to end homelessness in the region. Outcome: Long term housing for all children —connecting people to services in the ' region. Indicators: (a) Board member attends South King County Committee to End Homelessness—and reports strategic planning to the Way Back Inn board; (b) Board uses recommendations from Leadership Tomorrow to build Transition In Place Program and uses recommendations from SKC Committee to End Homelessness when planning Way Back Inn's program services. Measure: Strategic plan will be documented. - io- C. Staffing Plan & Evaluation. (1 page maximum) i. Staffing Plan. We have 1.5 FTE Family Support Staff. Their duties to include: • Provide family support, i.e. screen guest families for placement into the program. • Liaison with referral agencies. • Match each family with the appropriate local resources. • Collect measurements. • Attend City provider meetings. • Attend WBI board meetings. • Educate the community about homeless families' needs. • Coordinate /organize support services for each family. Staff Qualifications: Tonya Ward — 1 FTE - Lead Family Support Staff has been with WBI for five years. She has a BA degree from the University of Washington. She's worked in human services for since 2000. Tonya has proven to be a very capable, independent, staff member. Lydia Long -- .5 FTE - Family Support Staff began working for WBI on April 1, 2008. Although she is new to our agency, she has many years of experience working in human services. In addition, Lydia was a homeless mom and understands the indignities some people push onto homeless people and how to survive through this experience. She comes highly recommended. ii. Evaluation. WBI's board defines our annual goals, we monitor and measure the progress to each goal and objective on a quarterly basis. Here's an example: Goal: All families must participate with case management services. Measure: 100% compliance Monitor: Each month the Family Support Staff provides an occupancy report to the board and one of the data points is the name of the case management service provider. The Family Support Staff and each family define the family's self-sufficiency plan and set milestones. These milestones are evaluated on a regular basis. When a family does not successfully complete a milestone, staff work with the family to assess the goal and either redefine it or determine if Way Back Inn is still a good fit for the family. Lessons learned are gathered and reported back to the board to improve our program services. As far as evaluations for our staff, each staff member defines performance goals and receives annual performance evaluations. Annual goals are defined early in the year, measurements are gathered throughout the year, and year-end performance appraisals are conducted with the supervising director. - 11 - D. Differences in Service Delivery by City (2 page maximum) Explain any differences in service delivery for this program among the cities that you are submitting this in the average cost of service per application to for funding. Explain any differencesg client relative to funds requested by city as shown in the last column of Question 14c. Following are the differences between Kent, Renton, and Tukwila. Program Services Kent Renton Tukwila Number of WBI One Five Four Homes Campus Park Highland Inn — Gregor House duplex Hartnett Manor— LaAbodalita duplex Rainier Vista— Kennedy's Cottage duplex Explanation We lease one unit The city does not The city of Tukwila from the city of own any of these owns these three Kent. We are in the units. properties. market to expand We lease from two services, but have property owners not located another and WBI owns one property owner. duplex. Funding Requested $5,000 $17,000 $7,000 Explanation The cost of The cost of The cost of operating one home operating five operating four is much higher than homes is much homes is much the amount being higher than the higher than the requested. amount being amount being requested. requested. The value of leasing Using the FMR of a Renton helps by $854 * 4 units * 12 one house 2-bed room reimbursing some of months = $40,992 apartment = $854 the operating costs = $10,248/year - 12- 11. LONG RANGE PLAN (1 page maximum) Future service delivery Way Back Inn will continue to provide temporary, 90-day transitional housing for homeless families with young children. Our passion is to provide support for homeless young children. Of course, extensions are requested; and the board dispositions each request based on each family's circumstances. Although Way Back Inn's board believes we have found a successful model for temporary transitional housing, we are exploring the possibility of Transition In Place where a homeless family might start in one of our 90-day units and transition to a permanent home with WBI's assistance. Our board believes this strategy would be in concert with South King County's 10-Year Plan to End Homelessness. We have engaged the services of a Leadership Tomorrow from Seattle to assist us in designing this program. By the time we engage with the Cities, we will know more about how we want to do Transition in Place. Collaboration We will continue to nurture our on-going partnerships with property owners, case management service providers and vendors, local companies, churches, service organizations, foundations, etc. Other sources of funding The majority of our income comes from private resources, i.e., individuals, businesses, and foundations. About 10 percent comes from grants with the cities; the remaining 90 percent comes from private resources. We have small fund raising opportunities. In early 2008, we collaborated with HOME / ARISE for a Dine Out for Homeless. We hope to make this an annual event. It's premature to be specific who will fund our 2009-2010 program. - 13- 12. BUDGET(2 page maximum) The budget section of your application pertains to the information provided in Question 17 of your application. A. Budget Request Narrative. In this section of the application narrative, provide a short paragraph explaining how your requested funds in Question 17 will be used. City funds will be to operate units each of the cities' boundaries. Total costs to operate all of our units include personnel costs, operating and supplies —see section 17. Program Expenses Budget (Data Table). Private funds, from individuals, foundations, businesses, etc. are used to pay the majority of operating and all admin costs. B. Changes to Budget. Explain any significant changes between 2008, 2009 and 2010 expenses or revenues as noted in Question 17. Are there any known or anticipated changes to the program's 2008 Budget since adopted? Changes from 2008 to 2009-10 budget are: Revenue Source changes: • In prior years, our requests to the City of Kent have been denied — perhaps because Way Back Inn's service is 'small'. This year, we are submitting a request to the City of Kent. The Kent Rotary likes partnering with Way Back Inn and wants to help fund 'tangible items' such as major repairs, appliances, etc. We do not have a guarantee that the Rotary will continue to fund our requests, but we have a history and wonderful relationship with that service organization. •The amounts requested from Renton and Tukwila have small increases because of the increase in costs to provide services. • In 2007, there was a special program [emergency planning] in King County, we participated in and received some financial incentive— part of those funds were received in 2008. That special program was a one-time opportunity and we do not anticipate another special program for 2009-10. •Small increases in each of the private sources are planned. Expense changes: • For the majority of the expense categories, we added 10% increases. Exceptions— we left volunteer appreciation projected for 2009 the same as budgeted for 2008. - 14- I C. Cost per Service Unit(s). You should provide an estimate of your cost per service unit provided by the program you propose. Explain how your cost per service unit was determined. These should be based on the total cost of the program and the total number of clients served, not just the funds requested. You have the option of providing a cost per service unit for each separate service provided within the program. Cost Per Service Unit: $ $756.84 Cost/ individual Explanation of how cost was determined: Definitions: Service unit = One homeless individual Explanation: For 2009 and 2010, we estimate that we will serve 250 individuals each year. We based our estimate by dividing the total program costs divided by the number of individuals we plan to serve. The number of individuals was based on the number of people [270] we served in 2007 less 20. The reason we reduced the number of individuals is we believe implementing a transition in place program may reduce the number of individuals we can serve—given the numbers of units we have. We are also sharing how much it costs to serve an average family and how much it costs for us to operate a house. 15- ' _ 1 Data Table Requirements (Questions 13 — 18) Agency:Way Back Inn Program: Transitional Housing 13. NUMBER Of INDIVIDUALS/HOUSEHOLDS SERVED BY PROGRAM 0 Individuals? or 0 Households? (Check which applies and use for reporting all demographics.) Unduplicated *Unduplicated Number of all Clients Served by Clients Served All Funding Sources with Funds Requested 2007 2009 2007 %of column 1 2008 2009 (Actual) clients served (Anticipated) (Projected) (City Requested ' by City Funding Only) Auburn 3 1% 0 0 0 Burien 0 0% 0 0 0 Covington 0 0% 0 0 0 Des Moines 11 4% 0 0 0 'Enumclaw 0 0% 0 0 0 Federal Way 0 0% 0 0 0 Kent 33 12% 40 40 16 Renton 100 37% 110 110 86 SeaTac 6 2% 0 0 0 Seattle 12 4% 0 0 0 Tukwila 108 39% 100 100 48 Other 0 0% 0 0 100% Total 273 (this column 250 250 150 must total 100%) 1 *Unduplicated means count each client only once per calendar year per program. This number should match the number of clients by city indicated in the top row of Question 15. - 16- Agency:Way Back Inn Program:Transitional Housing 14. Performance Measures & Average Cost of Service (Data Tables) 'This information will be used by each City to develop 2009-10 contracts with funded agencies. 14. Performance Measures (Data Table) 14a. Service with 2009 Requested Funds Proposed Performance Measures as defined below. A) Family Mtgs.w/Staff B) C) Auburn Burien Covington Des Moines Enumclaw Federal Way Kent 24 Renton 168 SeaTac Seattle Tukwila 96 14b. Performance Measures 2009 Proposed with funds requested City Funding Only Title: Brief explanation: A)Required Face-to-Face The Family Support Staff plans to meet with each family in person a meetings with staff minimum of once every two weeks. B) C) - 17- Agency:Way Back Inn 14 Performance Measures (Data Table), Cont. Program:Transitional Housing 14c. Average Cost of Service Unduplicated Clients Served with Funds Average Cost of Requested 2009 Requested 2009 Service per Client (Same as last column of (Same as last column of Column 1 divided by Question 6) Question 13) Column 2 Auburn Burien Covington Des Moines Enumclaw Federal Way Kent $5,000 16 $312.50 Renton $17,000 86 $196.67 SeaTac Seattle Tukwila $7,000 48 $148.83 - 18- Complete Question 15 with 2007 Actual numbers reported in column 1 of Question 13. Agency:Way Back Inn 115. Demographics (from all funding sources) (Data Table) Program:Transitional Housing cu Client Residence o o •5 +, t, t O cd U A w w w v/ Unduplicated (check one) ®Individuals cn o o o o M o o N 0 Households Served in 2007* Sorry—we tried best to get this data table on one page. We couldn't figure out how to `unlock' the problem. - 19- i Household Income Level ',._ 30%of Median or Below 1 0 0 3 0 0 8 22 4 24 62 50%of Median or Below 2 7 1 1 5 16 80%of Median or Below 0 2 2 Above 80%of Median Unknown TOTAL 1 0 0 3 0 0 ' 10 31 1 5 29 80 Gender Male 1 6 13 37 2 3 51 113 Female 2 5 20 63 4 9 57 160 TOTAL 3 11 33 100 6 12 108 273 Age 0-4 years 1 6 19 4 33 63 5- 12 years 2 2 10 27 3 1 22 67 13-17 years 3 4 15 2 8 32 18-34 years 1 3 8 24 1 4 21 62 1 35-54 years 2 4 14 2 1 24 47 55-74 years 1 1 2 75+years Unknown I TOTAL 3 11 33 100 6 12 108 273 Ethnicity 1 Asian Black/African American 3 10 45 8 33 66 Hispanic/Latino(a) 8 9 5 27 49 Native 5 5 American/Alaskan Pacific Islander White/Caucasian 3 14 52 6 4 38 117 Other/Multi-Ethnic 5 5 TOTAL 3 11 33 100 6 12 108 273 Female Headed 2 6 20 0 5 13 46 Household Disabling Condition 2 1 1 3 7 Limited English 2 1 6 9 Speaking 1 *Check Individual or Household,which should be the same as checked in Question 13. Unduplicated means count each client only once per calendar year. This should match the number served by City in the Actual 2007 column of Question 13. The"total"column will be different from Question 13 since the"other"column is not included due to space limitations. { -20- 16. PROGRAM STAFF (DATA TABLE) In this data table,record the number of full-time equivalent(FTE)paid staff and volunteers for this program. FTE means a 40-hour week throughout the entire year. For example, if you enter "5"in the box for Number of Volunteer FTEs,this would mean that you have, on average,five volunteers assisting your program at all times(assuming a 40-hour week). If you know only the total number of hours contributed by all volunteers for this program, simply divide that number by 2,080 to find the total FTE number. For example: 5,000 volunteer hours over the course of a year, divided by 2,080 equals 2.4 FTEs. 2007 2008 2009 (Actual) (Budgeted) (Projected) Total Number of Staff(FTEs) 1.0 1.5 1.5 Number of Volunteer(FTEs) 1.5 2.0 2.5 Actual Number of Volunteers 35 50 65 r � -21 - 17. PROGRAM REVENUE & EXPENSE BUDGETS (DATA TABLE) Program Budget: All columns should include total program operating revenue and expenses. Complete the following data tables with figures indicating the source of program operating funds for 2007 (actual), 2008 (budgeted) and 2009 (projected). Budget amounts should match ' funding requested(Question 14c) and Question 5. Include an explanation of any significant differences between the revenues and expenses by year in Question 12B of your application. Agency:Way Back Inn 17. PROGRAM REVENUE BUDGET (DATA TABLE) Program:Transitional Housing Revenue Source 2007 2008 2009 (Actual) (Budgeted) (Projected) City Funding (General Fund & CDBG) • tl ❑ Auburn 0 0 0 ❑ Burien 0 0 0 ❑ Covington 0 0 0 ❑ Des Moines 0 0 0 ❑ Enumclaw 0 0 0 ❑ Federal Way 0 0 0 ❑ Kent 0 0 5,000 0 Renton 13,163 15,000 17,000 ❑ SeaTac 0 0 0 ❑ Seattle 0 0 0 ❑ Tukwila 5,196 6,000 7,000 ❑ Other(Specify) ❑ Other(Specify) Other Government Funds ❑ King County 1,696 804 0 ❑ Washington State 0 0 0 ❑ Federal Government (Specify) 0 0 0 ❑ Other(Specify) Private Sources ❑ United Way (grants &designated donors) 0 0 0 ❑ Foundations and Corporations 99,090 138,863 143,900 ❑ Contributions (e.g., Events, Mailings) 2,245 4,000 5,000 ❑ Program Service Fees (User Fees) 0 0 0 ❑ Other(Specify) Individual Donors 14,287 8,000 8,800 Service groups, e.g., Rotary 8,495 1,500 1,650 Interest 1,086 1,500 1,650 'Forfeited cleaning deposit 3,050 0 0 TOTAL PROGRAM BUDGET 148,308 175,667 190,000 -22- 17. PROGRAM EXPENSE BUDGET, CONT. Agency:Way Back Inn (DATA TABLE) Program:Transitional Housing Expenses 2007 2008 2009 (Actual) (Budgeted) (Projected) Personnel Costs ❑ Salaries 34,898 55,440 60,9.84 ❑ Benefits ' 1,200 3,500 3,850 ❑ Other- Payroll Taxes 2,670 4,435 4,879 ❑ Total Personnel 38,768 63,375 69,713 Operating and Supplies r_ ❑ Office/Program Supplies 685 1,550 1,705 ❑ Rent and Utilities 56,380 61,600 67,760 ❑ Repair and Maintenance 17,109 20,300 22,330 ❑ Insurance 4,218 5,600 6,160 ❑ Postage and Shipping 822 1,170 1,287 ❑ Printing and Advertising 620 1,025 1,128 ❑ Telephone 1,153 2,600 2,860 I ❑ Equipment 38 300 330 ❑ Conference/Travel/Training/Mileage 2,101 3,800 4,180 ❑ Dues and Fees 0 0 0 ❑ Professional Fees/Contracts 1,162 1,700 1,870 li ❑ Direct Asst. to Individuals 0 0 0 ❑ Administrative Costs 536 560 616 ❑ Other(specify) - Bank fees 15 0 0 Appliances for Units 0 1,200 1,320 Property Tax 739 730 803 Special Service Projects for Families 1,158 5,000 5,500 Fund Raising Events 389 500 550 Volunteer Appreciation 449 1,000 1,000 Counseling service for families 3,000 0 0 TOTAL PROGRAM EXPENSES 126,342 172,010 189,111 Net Profit (Loss) 21,966 3,657 889 (revenue-expenses) = -23- Agency:Way Back Inn 18. SUBCONTRACTS (DATA TABLE) Program:Transitional Housing List all the agencies you will be subcontracting with for this program. Provide the agency name in the first column, a description of the contract/service in the second column, and the contract amount in the third column.Do not list agencies you coordinate with on a referral only basis. Indicate not applicable if you do not subcontract for any part of this program. Subcontracting Agency Specific Subcontracted Activities Contract in the Operation of Your Program Amount Eagle Gardening Provide basic yard maintenance at $6,360/year units We do not subcontract—but we do lease all of,our units, except [which the duplex that we 'own]. We are dependent on leases with property owners. ;Campus Park— in Kent—City Single family unit for homeless families 0 of Kent Gregor House in Tukwila — City Single family unit for homeless families 0 of Tukwila Hartnett Manor in Tukwila— Two units for homeless families 0 City of Tukwila Highland Inn Duplex in Renton Two units for homeless families WBI owns and mortgage is paid in full 1lKennedy's Cottage in Tukwila Single family unit for homeless families 0 !— City of Tukwila La Abodalita— Renton [unit Single family unit for homeless families 0 used to be named Sunset House] Rainier Vista Duplex— in Two units for homeless families -- $400 $9,600/year Renton— Private individual / unit* 12 months. We do not subcontract our work parties, however, we have built partnerships with the following groups. We are not dependent on these sources for volunteers. Kennedy High School Students work one Saturday/month 0 during the school year. ABODA Employees paint and refurbish one to 0 two units per year. We do not subcontract nor do we have MOUs with case management service providers. Following are a couple of agencies that we partner with. We are not dependent on these two agencies for case management services. Journey Home Case management for homeless 0 families Transitional Assistance Case management for homeless 0 Program families -24- 19. APPLICATION CHECKLIST Applications missing one or more of the following components or not following these directions may not be reviewed. Sign and submit the application checklist with your application. Contents (Your application should contain each of these items in this order.) Er Application Cover Pages.The top three pages of your application must be a completed copy of the Agency Information and Questions 1-7. Application Narrative: Question 8 Organizational Experience(2 page maximum) Er Question 9 Need for Your Program(2 page maximum) Question 10 Proposed Program/Service(6 page maximum) uestion 11 Long Range Plan(1 page maximum) -Question 12 Budget(2 page maximum) Data Tables [t "Question 13 Number of Individuals/Households Served [ Question 14a-c Performance Measures and Average Cost of Service []'Question 15 Demographics(from all funding sources) [[Question 16 Program Staff I Question 17 Program Revenue&Expense Budgets [Question 18 Subcontracts E Required documentation. Supply one copy of the following required documents with the signed original application. See Part II: City Specific Supplemental Information to determine whether additional copies of the application and required documentation need to be submitted. ❑ Question 19 Required Documentation,including: arm Proof of non-profit status Organizational Chart 1�Agency/Organization Mission Statement Board resolution authorizing submittal of the application(may be submitted up to 60 days after application). y List of the current governing board and local board,if applicable,(include name, position/title,city residence,length of time on the Board, and expiration of terms. Note any vacancies.) t/Ir'' Board Meeting Minutes of last three board meetings of governing board and local board as applicable yr Annual Budget Financial Audit Cover Letter ■ Financial Audit Management Letter . Financial Statement rr' Verification of Non-Discrimination Policy v✓ Program Intake Form friAr" Sliding Fee Scale ®'Application Check List.(Signed below.) [ 1-City Specific Supplemental Information.Required in Name: _Della Shane Part II for applicable City only. Position:_Development Director Phone#:_425.235-5170 E-mail:_dellashane(4msn.com Signature of Person Completing Checklist DO NOT SUBMIT ANY OTHER MATERIALS WITH THIS APPLICATION Make sure that you carefully check Part II of this application to see what additional attachments each city requires. '-25- Agency: Way Back Inn Program: Transitional Housing APPLICATION SUPPLEMENTAL QUESTIONS PLEASE LIMIT RESPONSES TO ONE PAGE PER QUESTION. 1. For programs that did not complete a pre-application: Please select ONE Result that is the best fit for the program. Identify what strategies and activities will achieve the Result. You can choose from strategies and activities that Renton has already identified or you can identify your own. If you use your own, you must cite best practices or research as to why you think they will work. Renton's Results, strategies and activities are found at www.rentonwa.gov. Way Back Inn's program identifies with the following strategy: #8 - End Homelessness in Renton - Strategy A: Provide services to prevent families and individuals from being homeless. Strategy B: Assist those who are in the cycle of homeless to obtain housing. Services will include: a furnished, operating home, and basic household furnishings; supportive services including bus tickets, food gift certificates, and connecting families to case management services; and self-sufficiency plan monitoring to attain milestone goals on a regular basis. Case management services will assist with locating housing and addressing reasons that lead to being homeless. 2. For all programs: Describe how the program outcomes as identified on page 9 of the application narrative will help achieve the selected Result. There are suggested outcomes and indicators for each Renton Result at www.rentonwa.gov. Our program outcome to achieve#8 will be measured by the number of contacts our Family Support Staff will meet with each family. These meetings will be used to monitor families in meeting their milestones defined in their self-sufficiency plan. Our staff will (meet with each family in person a minimum of once every two weeks. This would be 168 visits for our Renton guest families. - I � I INTERNAL REVENUE SERVICE DEPARTMENT OF THE TREASURY DISTRICT DIRECTOR P. O. BOX 2508 C NCINNATI, OH 45201 Employer Identification Number: D te: 91-1548418 APR J 8 199/ DLN: 317106715 W4Y BACK INN FOUNDATION Contact Person: PO BOX 621 TYRONE THOMAS RENTON, WA 98057-0621 Contact Telephone Number: (213) 894-2289 Our Letter Dated: April 17, 1992 Addendum Applies: No Dear Applicant: This modifies our letter of the above date in which we stated that you would be treated as an organization that is not a private foundation until the e iration of your advance ruling period. Your exempt status under section 501 (a) of the Internal Revenue Code as an organization described in section 501 (c) (3) is still in effect. Based on the information you submitted, we have determined that you are not a private foundation within the meaning of section 509 (a) of. the Code because you are an organization of the type described in section 509 (a) (1) and 170 (b) (1) (A) (vi) . Grantors and contributors may rely on this determination unless the Internal Revenue Service publishes notice to the contrary. However, if you lode your section 509 (a) (1) status, a grantor or contributor may not rely on thJsdetermination if he or she was in part responsible for, or was aware of, • the act or failure to act, or the substantial or material change on the part of the organization that resulted in your loss of such status, or if he or she acquired knowledge that the Internal Revenue Service had given notice that you would no longer be classified- as a section 509 (a) (1) organization. As of January 1, 1984, you are liable for taxes under the Federal Ins�rance Contributions Act (social security taxes) on remuneration of $100 or ore you pay to each of your employees during a calendar year. You are not liable for the tax imposed under the Federal Unemployment Tax Act (FUTA) . • You are required to file Form 990 only if your gross receipts each year are normally more than $25, 000. For guidance in determining whether your gross rec?ipts are "normally" more than $25,000, see the instructions for Form 990. If a return is required, it must be filed by the 15th day of the fifth month after the end of your annual accounting period. A penalty of $10 a day is charged when a return is filed late, unless there is reasonable cause for the delay. However, the maximum penalty charged cannot exceed $5, 000 or 5 percent of }our gross receipts for the year, whichever is less. This penalty may also be dharged if a return is not complete, so please be sure your return_is complete before you file it. If we have indicated in the heading of this letter that an addendum applies, the addendum enclosed is an integral part of this letter. Letter 1050 (DO/CG) r • -2- • WAY BACK INN FOUNDATION Because this, letter could help resolve any' questions about your private foundation status, please keep it in your permanent records. If you have any questions, please contact the person whose name and telephone number are shown above. Si cerely yours, e/ele/P ,,,/21: ' (6°.°...."---- . . . District Direc\ • • • • • (r Letter 1050 (DO/CG) Way Back Inn Telephone(206) 682-7382 Web address: www.way-back-inn.org Post Office Box 621 Renton,WA 98057-0621 Organization Chart Officers and Board of Directors President—represents group to community Vice President—backs up president Treasurer—manages the money Secretary—takes meeting minutes Development Director—manages the fund development programs Directors—make business decisions, set policy Staff Supervisor,Director on Board • Supervises staff reports personnel concerns to board Family Support Staff Places families into the units _ Monitors families self-sufficiency plans Selects families for the rental assistance program Recruits&develops volunteers to provide individual family/unit support services Volunteers Perform tasks to support homeless families and to operate transitional housing units 4/3/2008 Approved revision at board meeting: Jack Bausch Dorothy Francis Della Shane Paula Borhauer Debbie Hudson Rosalee Steele April Delgado Dorothy Francis Robert Steele Revision History Block 11/7/02 Reviewed and approved by the board. 4/29/04 Revised by board;combined Family Screener and Volunteer Coordinator roles 4/3/05 Added Development Director as officer of board 4/3/08 Revised Family Support Staff responsibilities Review when change occurs Della\\C:\Documents and Settings\Owner\My Documents\Way Back Inn\2009_Grants\SupportingDocs\WBI_org_chart-4.doc n Way Back Inn Telephone(206)682-7382 Web address: www.way-back-inn.org rost Office Box 621 :enton,WA 98057-0621 Mission Statement. Way Back Inn's mission is to return dignity to people by providing 90-day transitional housing for homeless families with children 14 years of age or younger. • Notes: Larry Kennedy originated the mission statement on 2/19/92. Vote on at the Annual Business Meeting on 3/12/98. The board reviewed and revised mission statement at 4/18/2002 board meeting. The board reviewed and approved the statement as written at the 9/16/04 meeting.Copy sent to Dorothy for back-up, Jack for posting on the web,Tonya for publication in the newsletter on 9/25/2005. Next review:March 2009 • \\Della\Wbi\corporation stuff\Mission rev091604 Minutes: 4/3/08 Attending: April, Jack, Bob, Rosalee, Dorothy, Tonya, Debbie, Lydia, Paula, Della Our new part-time supportive services coordinator, Lydia Long, was introduced. She will be handling volunteer recruitment/coordination, marketing/PR, as well as some guest family support. Her position is 20 hours per week. Treasurers Report was given Minutes approved from previous meeting. Board Resolution: "Board of Directors authorizes the development team to apply to the cities of Kent, Renton, and Tukwila, for general service funds for 2009-10. The funding will be used to operate transitional homes for homeless families in respective cities." Motion was made and seconded that we accept the resolution. Voted on, resolution passed. Della passed out Organizational Chart Della passed out stoplight chart Della passed out 2008 Goals reviewed status. Jack passed out General Family Stats for 1st Quarter. Jack emailed out a Technology Survey to all board members. Reminder to please fill out and return to him. Board discussed issue of private section of the WBI webpage loading slowly. Some people are having trouble others are not. Tonya passed out the Occupancy Report. Reported on new family at La Abodalita. Mom with three children (12g, 7g, and 2b) Mom will be working on English and Citizenship classes and looking for a job in the shopping area new the house. Mom is from East Africa. The May Creek ward of the LDS Church will be painting Index house on April 12th. Tonya and Lydia reported on how her orientation is going. She has met with Tonya twice so far to ask/answer questions and gain background information. They also toured units before the board meeting. Tonya reported that we were not in the top three finalists in the Business Excellence Awards run by the Renton Chamber of Commerce as we were last year. Dorothy reported on the large mattress donation we were given. Of the 90+ sets available we took 10 twins, and 6 queen sets and arranged for various other agencies to pick up some of the others. Putting a working lock on the garage at Abodalita was suggested. Board discussed where the costs for Index House should come from in the budget. The line item for capacity expansion was the likely choice. Naomi Cotton, who previously leased a house to Way Back Inn, joined the meeting part way through. She wanted to discuss a family she new that was experiencing hard times. She met with Tonya after the meeting. Meeting Adjourned at 7:50 W_ay Back-Inn I# • Post Office Box 621 Telephone: (206)682-7382 Renton,WA 98057-0621 - Web address:www.way-back-inn.org Board of Directors: 2008-09 Name Board Length of Home Address Email Affiliation Term Position Time on Board Phone Expires Dorothy President 6 Years (425)228-0217 2524 Jones Ave NE March rancis FC: HI-A,WH Renton,WA 98056 2009 Bob Vice President 9 years PO Box 425 Retired, March Steele MC: CP (253)859-2366 Kent, WA 98035 francis219@comcast.net The Salvation Association 2009 Rosalee Treasurer 9 years PO Box 425 Retired, Bookkeeper March Steele (253)859-2366 Kent,WA 98035 rasrjs@earthlink.net 2009 ^,onnie Secretary 5 years (206)772-4709 12424 74th Lane S.#12 cjinnovations@hotmail.com March iyman Seattle,WA 98178 2009 Della Development Director 15 years 2314 NE 11m Court Boeing Company March Shane (425)235-5170 Renton,WA 98056 dellashane@msn.com 2009 Jack Board Member 7 years • 24205 138'SE Retired 3aush Web Master (253)631-0866 Kent,WA 98042 jmbaush@comcast.net Daula Board Member 2 year (253)630-4568 24048 146m PI. SE pborhauer@msn.com Starbucks 3orhauer Kent,WA 98042 April Board Member 8 months (425)914-0253 5025 Davis Place S.#E aprildelgado@comcast.net Harborview Medical Center Delgado Renton, WA 98055 Jem Board Member 6 years 2524 Jones Ave NE Retired, =rancis MC: HI-A, B (425)228-0217 Renton,WA 98056 francis219@comcast.net The Boeing Company Shane Board Member 3 months 4739 Burnett Ct. S, Retired =uller FC: SH (425)228-8160 Isfuller810@yahoo.com WA 98055 @yahoo.com Debbie Board Member 7 years (425)432-4806 21936 234m Ave SE hudsonfive@comcast.net Fore Inc. -ludson Fundraising Maple Valley,WA 98038 Scott Board Member 2 months (206)243-4725 4226 South 146m St. sblabel@msn.com )eb Board Member 2 years (206)384-1292 Kent,WA 98032 debstormy@comcast.net FAA Nilson FC: SH 03-0•-2008 WBT Minutes Attendees:Tonya,Della,Vern,Jack, Connie,Rosalee,Bob,Deb,Dorothy and Paula Minutes approved. Rosalee gave the Treasurer's report.Donations of$975 came in for the HI roof project. Della reported on the new duplex,to be called Index House.The first family will be housed from 4/1 to 7/1. Motion made and seconded to house one family: Della and Tonya will attend a workshop for cities in South King County 2009-2010 Common Application Workshop for funds.Della also passed out the 2008 HUD Guidelines for Moderate to Very Low Income according to family size. We received$1000 from the ill Jackson Foundation. Jack's volunteer hours reporting email links is up and running.Also,he received a notice about Value Village paying charities for donations. Vern reported on maintenance:RVA window replaced and plumbing repairs,unit ready for occupancy. RVB is repaired and ready for occupancy. The Sunset House"Green Pickle Project"by ABODA is on schedule.ABODA presented four possible names for SH.Board voted to accept the name,La ABODAlita. They will also be bringing their own"press",dropping food and supplies on Friday(14th). Gregor House- Triple AAA did a pest inspection and gave us a report,at no cost. Paula reported on the Profit/Loss and Balance sheet reports. Old Business Dorothy attended the South Seattle Homeless Coalition meeting. Dorothy,Vern and Connie attended the United Way Spirit of Caring event. New Business Election of Officers: President-Dorothy Francis;Vice-President-Bob Steele;Secretary-Connie Hyman;Treasurer-Rosalee Steele and Development Director-Della Shane. Della will not be at the next meeting. Meeting adjourned. Emily,from the Renton Reporter,came after the meeting to gather information about WBI mission and activities. 3/20/2008 WBI Minutes Attendees:Rosalee,Bob,Deb,Dorothy,Tonya,Debbie Vern,Connie and Jack. Special guest:Kelly Carroll, R.Place of Refuge. Minutes approved. Rosalee gave the Treasurer's report.We received more donations toward the roof for a total of$1125.Eagle Gardening sent a bill for$381.23 for several units. Paula sent the financial reports be email. Tonya passed out the occupancy report. Jack reported on the website"Green Pickle Project"pictures. Vern reported on ABODA and maintenance projects.La ABODAlita is waiting for a second coat of paint on the outside when the weather permits.Refinishing of the floors starts the 24s'.No one is allowed in the house until the 271.On the 28th the molding will be replaced and ABODA will send furniture and a cleaning crew. Trevor Sawyer volunteered to clean up the yard and brush around Index House.He will also clean up brush by the driveway at La ABODAlita. Old Business One person was interviewed for the part time position with another person to be interviewed next week. Sound Families Initiative breakfast was attended by Dorothy and Vern.Presentation was to thank participants and review lessons learned from the project. Jack checked on the Value Village mailing. They want clothing for resale,so this is not an option for WBI. New Business Project Cool has started.We donated$120 towards funding. Approximately 92 sets of mattresses in various sizes will be available to WBI on March 29th.Work on the logistics of transportation,distribution and storage is still in process. Kelly Carroll,Director of R.Place of Refuge,gave a talk on the volunteer group.They provide support services to families,including crisis such as the flooding in Chehalis.They also work with the Red Cross, YWCA, etc. Meeting was adjourned. Minutes: 4/3/08 Attending: April, Jack, Bob, Rosalee, Dorothy, Tonya, Debbie, Lydia, Paula, Della Our new part-time supportive services coordinator, Lydia Long,was introduced. She will be handling volunteer recruitment/coordination, marketing/PR, as well as some guest family support. Her position is 20 hours per week. Treasurers Report was given • Minutes approved from previous meeting. Board Resolution: "Board of Directors authorizes the development team to apply to the cities of Kent, Renton, and Tukwila,for general service funds for 2009-10. The funding will be used to operate transitional homes for homeless families in respective cities." Motion was made and seconded that we accept the resolution. Voted on, resolution passed., 'Della passed out Organizational Chart 'Della passed out stoplight chart Della passed out 2008 Goals reviewed status. Jack passed out General Family Stats for 1st Quarter. 'Jack emailed out a Technology Survey to all board members. Reminder to please fill out and return to him. Board discussed issue of private section of the WBI webpage loading slowly. Some people are having trouble others are not. Tonya passed out the Occupancy Report. Reported on new family at La Abodelita. Mom with three children(12g, 7g, and 2b) Mom will be working on English and Citizenship classes and looking for a job in the shopping area new the house. Mom is from East Africa. The May Creek ward of the LDS Church will be painting Index house on April 12th. Tonya and Lydia reported on how her orientation is going. She has met with Tonya twice so far to ask/answer questions and gain background information. They also toured units before the board meeting. Tonya reported that we were not in the top three finalists in the Business Excellence Awards run by the Renton Chamber of Commerce as we were last year. Dorothy reported on the large mattress donation we were given. Of the 90+sets available we took 10 twins, and 6 queen sets and arranged for various other agencies to pick up some of the others. Putting a working lock on the garage at Abodelita was suggested. Board discussed where the costs for Index House should come from in the budget.The line item for capacity expansion was the likely choice. Naomi Cotton, who previously leased a house to Way Back Inn,joined the meeting part way through. She wanted to discuss a family she new that was experiencing hard times. She met with Tonya after the meeting. Meeting Adjourned at 7:50 AIBICtDIEI F IRI S I T IV - 1 Way Back Inn 2 Budget-income&Expenses • Approved 2121/2008 3 2008 Budget Adjustments 4 2008 5 Description/Quickbooks Accounts -— Annual Budget — 8 Ordinary Income/Expense 7 Income 8 4•Contributed support 9 4010•Individual Donors 8,000 5% 10 4015•Business donors 2,000 1%,,':. 11 4230•Foundation/trust grants 136,863 78%'''.', 12 4250•Service groups donors 1,500 1%.``;• 13 4410•Donor Designated 0%'., 14 4540•Local government grants 15 4541•City of Renton 15,000 9%;. 16 4542•City of Tukwila 6,000 3% 17 Total 4540•Local government grants 21,000 12% 18 Total 4•Contributed support 169,363 97% 19 5•Earned revenues • 20 5310•Interest-savings/checking , 1,500 1% ;' 21 5490•Forfeited cleaning deposits . • 0% 22 Total 5•Earned revenues 1,500 1% ;.;, 23 5600•Special events 24 5840•Special events-other 4,000 2% ; 25 Total 5800•Special events 4,000 2%;, 26 Total Income 174,863 100% '. 27 Expense 28 7200•Salaries&related expenses 29 7220•Salaries&wages-other 55,440 32%,. 30 7240•Emp.benefits-Insurance reimb. 3,500 2%: 31 7250•Payroll taxes 4,435 3%:., 32 8310•Travel-mileage 3,500 2% 33 8540•Staff development-training 300 0%• 34 Total 7200•Salaries&related expenses 67,175 39%:•:, 35 7800•Unit&other program expenses 36 7610•Lease-Rainier Vista 9,600 6% ;, • 37 7620•Gas&electric 22,000 13% ;•.' 38 7830•Garbage,water,sewer 10,000 6%.:• 39 7835•Sewer fee 0% 40 7640•Telephone 4 2,400 1% i:' 41 7650•Telephone-message line 200 0%'11... 42 7680•Appliances :,••' 1,200 1%`:;; 43 7670•Equipment 300 0%• 44 7680•General maintenance 17,300 10%...- 45 7680•Major repair 3,000 2% 46 7710•Counseling service 0% 47 7720•Unit insurance 4,000 2%:•.. 48 7730•Property tax 30 0%i; 49 7740•Property tax exemption fee - 0%-' 50 Total 7600•Unit&other program expenses ''''; 70,030 41%',•• 51 7900-Assistance 52 7910•Rental&energy assistance 20,000 12%,;, 53 7930•Special service projects 5,000 3%' • 54 Total 7900•Assistance 25,000 15% 55 8000•Fundraising&publicity 56 8010•Advertisement&publicity 125 0W',, 57 8020•Event expenses 500 0% : 58 8030•Newietter printing .. 750 0% ',.,, 59 8040•Newietter postage 545 0%.:„ 60 8050•Postage permit fee 175 0% .': Page 7 of 3 trit• Way•Back Inn Post Office Box 621 Telephone (206) 682-7382 Renton,WA 98057-0621 Website:www.way-back-inn.org Financial Audit Cover Letter and Management Letter" Way Back Inn does not have a financial audit. However, we do file an annual 990 with IRS, and we would be happy to make that available to anyone requesting a copy. If this board decision impacts the City's decision to approval our request for funding, please call the Development Director @ 425.235.5170 or send an email 'dellashane@msn.com Sincerely yours, 4E14 Della Shane, Development Director 3/31/2008 Thank you for helping to provide homes for young children. Way Back Inn 9:22 AM Statement of Activity - Income & Expenses 03/04/2008 February 2008 Accrual Basis Feb 08 Jan-Feb 08 Annual Budget s INIIIIIIIMINIMIMIIMIIMMINI Ordinary Income/Expense Income 4•Contributed support 4010•Individual Donors 1,875.00 1,985.00 8,000.00 4015•Business donors 0.00 2,018.36 2,000.00 4230•Foundation/trust grants 0.00 5,500.00 136,863.00 4250•Service groups donors 0.00 0.00 1,500.00 4410•Donor Designated 2,445.83 2,445.83 4540•Local government grants 4541 •City of Renton 0.00 4,777.74 15,000.00 4542•City of Tukwila 0.00 r 0.00 6,000.00 4540•Local government grants-Other 0.00 803.71 Total 4540•Local government grants 0.00 5,581.45 21,000.00 Total 4•Contributed support 4,320.83 17,530.64 169,363.00 5•Earned revenues 5310•Interest-savings/checking 45.92 79.79 1,500.00 5490•Forfeited cleaning deposits 1,600.00 1,600.00 Total 5•Earned revenues 1,645.92 1,679.79 1,500.00 i 5800•Special events 5840•Special events-other 0.00 0.00 4,000.00 5850•Fundraising-Dine Out Day 471.50 471.50 5860•Fundraising-Scrip Cards 144.00 154.50 Total 5800•Special events 615.50 626.00 4,000.00 Total Income 6,582.25 19,836.43 174,863.00 Expense 7200•Salaries&related expenses 7220•Salaries&wages-other 2,884.50 , 7,132.50 55,440.00 7240•Emp.benefits-insurance reimb. 100.00 200.00 3,500.00 ' 7250•Payroll taxes 220.66 545.64 4,435.00 8310•Travel-mileage 164.90 311.38 3,500.00 8540•Staff development-training 0.00 0.00 300.00 Total 7200•Salaries&related expenses 3,370.06 8,189.52 67,175.00 7600•Unit&other program expenses 7610•Lease-Rainier Vista 800.00 1,600.00 9,600.00 7620•Gas&electric 1,651.82 3,845.85 22,000.00 7630•Garbage,water,sewer 873.66 1,772.71 10,000.00 7640•Telephone 79.68 160.34 2,400.00 7650•Telephone-message line 16.11 32.22 200.00 7660•Appliances 0.00 0.00 1,200.00 7670•Equipment 0.00 0.00 300.00 7680•General maintenance 2,730.72 3,650.88 17,300.00 7690•Major repair 0.00 0.00 3,000.00 7720•Unit insurance 0.00 0.00 4,000.00 7730•Property tax 0.00 0.00 30.00 7740•Property tax exemption fee 0.00 0.00 0.00 Total 7600•Unit&other program expenses 6,151.99 11,062.00 70,030.00 7900•Assistance 7910•Rental&energy assistance 825.00 3,865.23 20,000.00 7930•Special service projects 2,543.45 2,709.89 5,000.00 Feb 08 Jan-Feb 08 Annual Budget Total 7900•Assistance 3,368.45 6,575.12 25,000.00 8000•Fundraising&publicity 8010•Advertisement&publicity 0.00 0.00 125.00 8020•Event expenses 0.00 0.00 500.00 8030•Newletter printing 152.90 244.05 750.00 8040•Newletter postage 116.49 116.49 545.00 8050•Postage permit fee 0.00 0.00 175.00 8060•Volunteer appreciation 0.00 0.00 1,000.00 Total 8000•Fundraising&publicity 269.39 360.54 3,095.00 8100•Management and general 7530•Legal fees 0.00 0.00 200.00 8110•Supplies 0.00 96.54 1,500.00 8140•Postage,shipping,delivery 0.00 41.00 450.00 8150•P.O.box renewal 0.00 56.00 50.00 8170•Printing©ing 0.00 0.00 150.00 8520•Board insurance 0.00 0.00 1,300.00 8590.Other expenses 0.00 0.00 300.00 8670.Organizational&admin fees 0.00 10.00 560.00 I Total 8100•Management and general 0.00 203.54 4,510.00 8200•Issaquah Bluff Expenses 8210.Other expenses 0.00 0.00 1,500.00 8230•Real estate taxes 0.00 0.00 700.00 Total 8200-Issaquah Bluff Expenses 0.00 0.00 2,200.00 ' Total Expense 13,159.89 26,390.72 172,010.00 Net Ordinary Income -6,577,64 -6,554.29 2,853.00 • Net Income -6,577.64 -6,554.29 2,853.00 Net assets-beginning of period(excluding HI assets) 118,063 118,039 118,039 Net assets-end of period(excluding HI assets) j 111,485 111,485 120,892 Classification of net assets-beginning of period: Temp.restricted funds for future use 27,481 27,481 27,481 Board designated/restricted funds for contingency and expan 19,000 19,000 19,000 II Board goal to ensure funds for next 6 mo.op expenses 63,251 63,251 63,251 Unrestricted funds carried over from prior period 8,331 8,308 8,308 Net assets-beginning of period 118,063 118,039 118,039 Classification of net assets-end of period: Temp.restricted funds for future use 20,949 20,000 Board designated/restricted funds for contingency and expan 33,000 33,000 Board goal to ensure funds for next 6 mo.op expenses 63,251 63,251 Unrestricted funds carrying over to next period (5,715) 4,642 Net assets-end of period 111,485 120,892 Unrestricted Cash 1 Net Assets: Cash-Bank 115,662 126,892 Less Payables (4,177) (6,000) Less Temp Restricted (20,949) (20,000) Board goal to ensure funds for next 6 mo.op expenses (63,251) (63,251) Less Board Designated (33,000) (33,000) Unrestricted Cash=Unrestricted Net Assets (5,715) 4,642 Way Back Inn Post Office Box 621 Telephone (206) 682-7382 Renton,WA 98057-0621 Website:www.way-back-inn.org Non-Discrimination Policy Way Back Inn offers temporary,transitional housing to homeless families with at least one child 14 years of age or younger. WBI is an equal opportunity service provider. Families are selected without regard to race,color, religion,creed, gender, sexual orientation, disability, marital status, political ideology,ancestry, national origin or veteran status. Cultural Sensitivity WBI recognizes that culture shapes how people view the world and structures their family life. Therefore, our Board of Directors felt it important to address the issue of cultural sensitivity. WBI recognizes that homelessness is not restricted to specific ethnic groups. To demonstrate our sensitivity to and understanding of cultural differences,we: * Acknowledge homelessness may cause people to shape their behaviors and values. * Acknowledge and accept that differences between people and family groups exist and have an impact on family life. * Believe and appreciate that diversity within societies is important. * Respect unique family needs. * Recognize the concept of"family"is different for various cultures. Accepted by the WBI Board of Directors on March 31,1994 Revised by the WBI Board of Directors on July 19,1997 Reviewed and reapproved by the WBI Board of Directors with no changes on 9/21/2000 Reviewed and approved with changes by the WBI Board of Directors on 11/6/03 Reviewed and approved with changes by the WBI Board of Directors on 6/1/06 Next review will be scheduled in 3 years,2009 Della/Non-Discrimination-Cultural Sensitivity PolicyNersion Date 6-1-06 Way Back Inn HOUSE Post Office Box 621 Move in date Move out date Renton,WA 98057-0621 Cleaning Deposit Paid Paid by: Help restore dignify to people! Cleaning Deposit Returned&Mailed Date /initialed Date: Name: , Husband's/Wife's Name: Phone: Dad's age Mom's age Any other adult Disability? Ethnicity? Referral Source: Ph.# Case management _Yes _No Number of Children: Ages: /b/g /b/g /b/g /b/g /b/g /b/g Do you have childcare for your children? Dad's pace of Employment? Mom's place of Employment? When was last job? When was last job? Type o£I employment searching for. Type of employment searching for: II vad's Income: Mom's Income: Child Support going out: Child Support: Food Stamps: Joint yearly income: Do you have any pets? [ ] yes [ ] no Additional info: Will there be anyone else living with your family? [ ]yes [ ]no How long have you been homeless ?First time? How did your family become homeless? What other sources have you contacted for a home? Applications submitted(please list): What is your plan to reach self-sufficiency? References: Name Relationship Phone number 2. 3. n Way Back Inn Post Office Box 621 Telephone (206) 682-7382 (Renton, WA 98057-0621 Website:www.way-back-inn.org Sliding Fee Scale Statement Way Back Inn does not charge families to reside in our units. However, we do I require a $250.00 damage deposit that is fully refundable. Attached is a copy of our Guest Agreement, see#5. I . r'-- i :14 Way Back Inn Post Office Box 621 Telephone (206) 682-7382 Renton, WA 98057-0621 Website: www.way-back-inn.org GUEST AGREEMENT We the undersigned understand that, since we are not paying any rent nor any other costs for the operation of this Way Back Inn housing unit, we are considered Way Back Inn quests instead of tenants; therefore, the Landlord/Tenant Act does not apply to us or to Way Back Inn. We agree to abide by the following Way Back Inn Guest Expectations and understand that if, in the judgement of Way Back Inn, we fail to follow one or more of these requirements, we may be evicted before our normal 90 day stay is complete. If Way Back Inn decides to evict us for any reason, we agree to leave immediately upon request of the President of Way Back Inn. We agree to release and hold Way Back Inn and the City of Renton, Tukwila or Kent and their respective employees and agents (as applicable) harmless for any and all reasonable actions taken in this regard. GUEST EXPECTATIONS 1. Families with at least one child 14 years old or younger are allowed to stay for 90 days. 2. You are to contact the Family Screener(Tonya) by phone on Monday of each week. Her number is 425-432-6766. The purpose of this call is to detail your accomplishments for the week and to let her know if there is anything you need help with or have questions about. 3. Working toward self-sufficiency is one of the criteria to get into our program. You are expected to work on obtaining long term housing, obtaining employment as necessary and to address any other issues that may be preventing you from becoming financially self sufficient. You are required to work closely and responsively with your case worker who will assist you with issues related to self-sufficiency. You are to advise your Way Back Inn Family Contact Volunteer or the Family Screener of your accomplishments in this regard prior to vacating Way Back Inn. 4. You are expected to maintain the home and grounds in good condition at all times. We furnish a vacuum cleaner, cleaning supplies and a yard maintenance service for this purpose. In order for the yard service to sufficiently do their job, you are required to keep the yard free of any debris or garbage. You are not allowed to make any modifications to our housing unit including such things as changing door locks. Garbage must be taken out on the days specified. No food may be left lying around unwrapped. Do not leave discarded clothing or furniture or other items on the premises, in the garages, or the yard. We expect normal standards of cleanliness and responsible, adult behavior while living in a Way Back Inn home. Notify your Family Contact or Maintenance Volunteer of any maintenance problems immediately so the problems can be fixed. 5. A $250.00 refundable cleaning/damage deposit will be collected prior to moving into the unit. Upon your departure, if the unit is found to be in the same condition as when you moved in and no costs have been incurred on the part of Way Back Inn due to a guest failing to follow any of these expectations, a refund check will be mailed to you. Otherwise, all or part of the deposit will be retained by Way Back Inn to cover costs incurred. You must provide a forwarding address when you leave, if you are due a refund. Failure to provide a forwarding address with in 60 days of moving out will result in forfeiture of deposit. 6. We will bill you and press charges against you if there is any evidence of vandalism. You will be held responsible for all costs related to damage and court costs. 7. We may inspect our unit at any time. You are expected to cooperate with any inspection. Way Back Inn representative(s) may enter the house when you are not there. If and when this occurs, a note with that person's name and phone number will be left for your information. 8. Illegal drug use or alcohol abuse, disturbing the peace or other questionable activity by you or any of your visitors will not be accepted under any circumstances. 9. We do not allow any pets. Also, we expect you to inform your visitors not to bring their pets to our homes. Please DO NOT feed non-domesticated animals or strays. 10. Visitors should not be at the home unless you are there with them. Visitors staying over night require permission from Way Back Inn. Call your family contact person if you need to have a visitor stay over night.You may not sublease or invite anyone else to stay or live in our home. 11. While you are guests of the Way Back Inn, any form of child abuse or neglect will not be tolerated. Children's Protective Service (CPS) and the police will be contacted. All children under 18 years old need to be adequately supervised, but all children 12 years old and younger must be supervised by an older individual at all times. 12. Though they are initially provided, you are expected to replace household supplies(vacuum cleaner bags, light bulbs, etc.)when they run out, while you are living at Way Back Inn. 13. Fireplaces must not be used. 14. You are responsible for your own health/accident insurance while guests of Way Back Inn. 15. We expect our guests to obey all laws of the community. 16. Do not remove anything, other than your personal belongings,when you move out. When you locate a permanent home, you may be invited to our storage barn to select anything you need for your new home. 17. You are to provide us with your forwarding address and phone number before you move out. 18. Since we do not provide phone service, you may arrange to have phone service installed in your name only and Way Back Inn will not be responsible for any unpaid bills. Upon moving in please provide a phone number(cell or regular)where you can be reached. 19. Do not give the name or telephone number of any Way Back Inn volunteer to anyone else. 20. Do not remove or disconnect the smoke or carbon monoxide detectors. If you have a smoke or carbon monoxide detector that is not operating properly, you must contact your Family Contact or Maintenance Volunteer as soon as possible. 21. Smoking is not allowed inside the unit. If you must smoke, do it outside, away from doors and Windows, so the smoke does not travel inside the unit. 22. Conserve on utilities as much as possible. Limit the thermostat setting to a maximum of 70 degrees; turn it down to a maximum of 60 degrees at night and when you are out of the unit. '23. You must advise your Family Contact or the Family Screener when you vacate the unit and leave the filled out Guest Questionnaire on the kitchen table. All adults that will be residing in the home must sign this document thereby agreeing to the preceding items las stated. Signature Date Signature Date 3 7 37 ` i � Application Cover Pages (Agency Information and Questions 1 — 7) 7 Agency Information____ Agency Name: YWCA of Seattle-King-Snohomish County Applicant Name and Address: gency=Director: YWCA Sue Sherbrooke;CEO ,; ; -I! ;) 1118 Sd'Ave. Name and Title Seattle,WA. 98101 �� 2008 (206)461-4851 (Area,Code)Telephone PC G :11 g 9VHQI www.ywcaworks.org (20-6)'-°46'1=4860 ,-:r E-mail address(if available) (Area Code)Fax Numbef Required signatures: By signing below,you certify that the information in t ' application accurate to the best of your knowledge and that you have read the application, certificaf on ,a pe s (SI ATURES U T BE IN BLUE INK) #7/ Signature of Agency Board President/Date Signature of Agency Director/Date Susan Mask Susan Sherbrooke Printed Name of Agency Board President Printed Name of Agency Director Program Information - 1. Program Name Emergency Housing Program Contact Person(available to answer specific questions on this application) June Wiley (425)226-1266 x1002 Name (Area Code)Telephone 1010 S. 2nd Street Renton,WA. 98057 Address(if different than above) jwiley@ywcaworks.org (425)226-2995 E-mail address(if available) (Area Code)Fax Number 2. Program is New for our agency ❑An Ongoing Program-® 3. Brief Description of Program(One sentence) The YWCA Emergency Housing program provides emergency shelter and case management services to families with children for up to 90 days. 4. Where are services provided? (If different from agency location) The YWCA Emergency Housing shelter units are provided in Auburn(2 units)Kent(8 units),Renton(4 units) Its 1 Page 1 5. Total Program Cost: Actual 2007: $244,207 Proposed 2009: $284,460 Projected 2008: $226,693 6. Total City Funds Requested for this Program: City Awarded 2008 Requested 2009* General Fund CDBG Total Requested** Auburn 3,600 5,000 Federal Way 0 5,000 Kent 0 5,000 Renton 7,560 7,560 City Awarded 2008 Requested 2009* General Fund General Fund Burien 0 5,000 Covington 0 5,000 Des Moines 0 5,000 Enumclaw SeaTac Tukwila 0 5,000 *Cities on a two year funding cycle will renew 2009 awards to 2010 based upon performance and availability of funds. See Part II for city specific information. **Include your total request for Auburn,Federal Way Kent and Renton. The source of funding will be determined by staff. Page 2 7. Agency Contact Sheet Provide the following information for the agency and for the program requesting funds. Agency Contacts General Agency Name: YWCA of Seattle-King-Snohomish County Address: 1118 5th Ave. City/State/Zip: Seattle,WA. 98101 Phone/Fax: (206)461-4854/(206)461-4860 Agency Web Address: www.ywcaworks.org Executive Director Name: Sue Sherbrooke Title: Chief Executive Officer Direct Phone: (206)461-4851 E-Mail: ssherb@ywcaworks.org Development Director Name: Gina Custer (or Grant Writer) Title: Director of Emergency and Transitional Housing Direct Phone: (425)226-1266 x1032 E-Mail: gcuster@ywcaworks.org Finance/Accountant Name: Storm Wilder (person preparing invoices) Title: Administrative Analyst Direct Phone: (425)226-1266 x1012 E-Mail: swilder@ywcaworks.org Program Contact (Staff contact for contracting, reporting and program implementation.) Program Name: YWCA Emergency Housing Program Staff Name: June Wiley Title: Regional Director Direct Phone: (425)226-1266 x1002 E-Mail: jwiley@ywcaworks.org Page 3 YWCA Emergency Housing Program Application 2009 8. Organizational Experience (2 page maximum) A. Experience (Description of program/services,length of time, experience with target population.) The South King County branch of the YWCA has been providing human services since the 1960's. South King County(SKC) is a region of the YWCA of Seattle—King County—Snohomish County, established in Seattle in 1894. The Seattle Region is the location for all centralized services of the organization: financial management and payroll, human resources, community relations and development. In addition Seattle is the primary location for Employment services, Youth services and African American community services. Services in SKC began with Emergency Housing for homeless families in Renton, Kent and Auburn. Throughout the 1980's SKC YWCA added Transitional Housing Units with funds from HUD McKinney Supportive Housing grants. In 1993, SKC YWCA opened Anita Vista; the first transitional housing program for victims of domestic violence in South King County. In 2002, at the request of local cities in South King County, the YWCA began providing Advocacy Based Counseling to victims of domestic violence and their children. South King County YWCA has 14 units of Emergency Housing, 27 units of Transitional Housing, plus 10 more units of Transitional Housing through partnerships with FUSION (the YWCA operates 9 units of Transitional Housing for the FUSION organization); and Southminster Housing Association(1 Transitional Housing unit) in Renton. The following three goals capture the services and purpose of SKC YWCA: • Ending Homelessness: Our goal is to meet the basic survival needs of homeless and low-income women, children and families, and enable them to achieve housing stability. • Providing Safe Havens: Our goal is to prevent violence through education and advocacy. When domestic violence has occurred, we help families recover and rebuild their lives. • Building Self-sufficiency: Our goal is to help low-income adults and families become increasingly independent through employment and life skills training. As an organization, the YWCA believes that individuals can best fulfill their lives when they have the personal, economic, and life skills needed to take care of themselves and their families. We place a high value on collaboration, and work with a wide range of government,business, civic, and non-profit organizations. B. Operational Structure: (Discuss how your organization is operationally organized and the roles responsibilities and expertise of management and staff) [Please see the YWCA Organization Chart as an attachment to question 19] The YWCA of Seattle—King County—Snohomish County is governed by a policy and governing Board from the Seattle, King County and Snohomish County area. The Board of Directors meets monthly, with the work of the Board carried out in a variety of committees. Responsibility for the operation of YWCA programs is delegated to the Chief Executive Officer, Sue Sherbrooke who in turn delegates responsibility through the YWCA Emergency Housing Program Application 2009 Senior Directors and the Regions. The Board of Directors is made up of community professionals from the private sector including banking, legal,business, education, construction and media(54%). 12% of the Board is from the non-profit sector and 34% are Community Volunteers and from the private sector. Ninety nine percent of members are women. The Board is ethnically diverse with 24% of Board members being people of color. Two YWCA board members are from South King County. The long range development and strategic planning function is directed by our President of Strategic Initiatives. The day to day planning and implementation is directed by our Chief Executive Officer. The Service and Administrative areas of the YWCA are directed by 8 Senior Directors for the following divisions: Human Resources, Finance and Administration, Development; Children, Youth and Families; Housing Development, School's Out, Snohomish County Operations and Employment and Regional Services. The SKC Region is under the Employment and Regional Services division, which includes Domestic Violence Services. The SKC Regional Director guides the work of the SKC Administrative Analyst, Community Resource Coordinator, Director of Emergency and Transitional Housing and the Director of Domestic Violence Services. The SKC Region has 18 employees, 17 full-time and 1 part-time. The Board of Directors stays connected and informed about the needs of South King County through the Senior Managers (Associate and Regional Directors for South King County and Homeless Initiatives) through their participation in various local Human Services planning committees. Linda Rasmussen, Associate Director of Homeless Initiatives for the YWCA was a member of the original Steering Committee for the 10 Year Plan to End Homelessness in King County. She has also served on the SKC Response to Homelessness task force and serves on the Board of the South King Council for Human Services. The YWCA's Chief Executive Officer, Sue Sherbrooke also is currently a member of the Interagency Council that is leading the County's 10-Year Plan to End Homelessness. The Senior Director of Employment and Regional Services has over 10 years experience as a Director of programs for an At Risk population with 4 years directing YWCA Employment and Regional Services. The newly hired Regional Director has nearly 20 years experience in program management, specifically in domestic violence advocacy, education and housing/homeless services. The Director of Emergency and Transitional Housing has over 20 years in the field of Social Work with 16 years supervising programs for At Risk populations. Family Advocates (Case Managers): All of the Family Advocates have extensive experience and on-going training working with homeless families in crisis. Staff has been with the YWCA from 3 to 6 years and in the field of Social Work for up to 10 years. if YWCA Emergency Housing Program Application 2009 9. Need For Your Program(2 page maximum) A. Problem Statement: (Describe the problem faced by target population proposed to serve) The 2007 the King County One Night Count of Homeless Persons estimates the number of homeless persons in King County on any given night to be over 7,839 persons. Seventy nine percent of the homeless population surveyed in shelters the night of the One Night Count reported their last permanent address as King County with 11%reporting there last permanent address as South King County. Sixty five percent of those counted in shelter were families with children. In 2007 the YWCA turned away: • 478 unduplicated adults and children from the City of Renton for emergency shelter. • 952 unduplicated adults and children from the City of Kent for emergency shelter. • 689 unduplicated adults and children from the City of Auburn for emergency shelter. According to the Consolidated Housing and Community Development Plan, (2005-2009) by the King County Department of Housing and Community Development, "Poverty in the Consortium is concentrated primarily in the South Urban Area....at or below 30% AMI." The plan also states "The population with the greatest need for affordable housing are very low income households. The biggest deficit in housing units in the Consortium is units affordable to very low income households." In addition the plan states the barriers to meeting housing and community development needs include: "Lack of supportive services for homeless households outside of the City of Seattle and an inadequate amount of homeless housing for single men with children and families with two parents (regardless of marital status)." The publication Communities Count 2005 reports "The structural factors (decreasing supply of affordable housing for low-income families and singles,poverty, lack of health care access, decreasing employment opportunities for people with high school education or less, low wages....) set the stage for homelessness." "The individual factors that make people more vulnerable to losing their housing include domestic violence, child abuse and neglect,mental illness, alcohol and/or drug abuse, low levels of education,poor or no work history, and early child bearing." According to the Kent Human Services Consolidated Plan(2008-2012), "The City of Kent is experiencing increasing numbers of homeless individuals."The plan also states "Those turned away at Kent shelters reflect an increasing demand for their services and housing." and"Often,persons seeking assistance stop trying to access Kent shelters because they are known to be full or do not offer housing to a particular homeless population, such as active substance abusers, families with men, and unaccompanied male youth."The Kent Human Services Consolidated Plan identifies the following service gaps: "In spite of the many services and housing options available in the community, there remain a number of critical gaps in services and housing." k YWCA Emergency Housing Program Application 2009 9.B. Target Population (Describe target population both demographically& geographically) The YWCA Emergency Housing Program target population is homeless families with children(at least one adult and one dependent child) who meet the HUD McKinney definition of homelessness; who are from South King County, although the YWCA does not exclude homeless families who are from other areas. Families with children include single mothers, single fathers and couples regardless of marital status or gender and children(male or female 0-18 years). Overall 99% of households entering the Emergency Housing Program in 2007 were at or below 30% of median income, 78% were female head of household, 11% spoke English as a second language and 10%had a disability. The Emergency Housing Program in 2007 served 16 Renton residents, 20 Auburn residents and 24 Kent residents. 7 YWCA Emergency Housing Program Application 2009 10. Proposed Program/Service (2 page maximum) A. Program Description: (type of services, methods/locations, outreach to target population,need, cultural competency,program changes, collaborations) The Emergency Housing Program provides culturally relevant, safe, decent emergency housing for homeless families with children for up to 3 months and is intended to be the first step in the progress of the family toward long term financial and housing stability. To access YWCA Emergency Housing, families must call daily and leave a voice mail. Calls are logged according to date received. When there is a vacancy in any of the YWCA's 14 units of emergency housing, staff attempt to call back families in the order their call was received on the Emergency Housing voice mail log. The YWCA does not maintain a waiting list for emergency housing. When the potential participants are reached, the YWCA Intake Coordinator completes a phone screen to verify eligibility for the program. Once a unit is available the Intake Coordinator completes an in-person intake with the participant either at the Renton YWCA office or at the housing unit, when necessary, (to accommodate transportation hardship). Once the family is enrolled, supportive services are delivered to the family in their shelter unit. Each family receives case management services for the purpose of assisting them in obtaining and maintaining more stable housing(namely transitional or permanent housing). The purpose of services provided by the Family Advocates (case managers) is to address both the immediate emergency needs of the family including food, clothing and healthcare (either through direct assistance or referrals) and the long term stabilization of the family. This involves discussing with the family members the circumstances that led to their becoming homeless and how to overcome those barriers in the future. This includes helping homeless families to become aware of the resources in the community available to them to meet their basic needs. (This information can also help to prevent future homelessness once families leave the YWCA's services.) The family develops an individualized self-sufficiency plan with goals in areas of housing, education, employment, financial, legal, mental health, chemical dependency, domestic violence and parenting. Once participants have set their goals the Family Advocate functions as a source of information and encouragement to help each family attain their goals. The Family Advocate also monitors the health and safety conditions of the housing units. The YWCA Emergency Shelters are located in: Renton(4 units); Kent(8 units); Auburn(2 units). The YWCA uses the following outreach to reach its target population: Website: www.ywcaworks.org provides specific information about the entire organization including South King County. The YWCA Housing and Domestic Violence services are listed in the"Where to Turn"books published by the Seattle/King County Crisis Clinic and listed with the Crisis Information Line. The YWCA also publishes the Renton Regional Office phone number and the 24-hour phone number at YWCA in Seattle in the South King County telephone directories. Community Activities: The YWCA participates in Community Resource Fairs in South King County cities. The YWCA participates in the annual United Way campaign and speaks to many businesses/clubs about our services. YWCA Emergency Housing Program Application 2009 The YWCA Emergency Shelter Program addresses the Problem Statement by ` providing emergency shelter for up to 90 days for families; and providing services and resources that allow homeless families to achieve greater self-sufficiency and housing stability. Basic needs such as food, clothing and healthcare are priorities. The YWCA employs two bilingual staff and contracts with Language Link for phone and in-person interpreters when needed. Staff receives on-going training on cultural and ethnic diversity throughout the year. The YWCA recently hired an Associate Director of Social Justice Initiatives to further its work on anti-racism and other social justice issues. The YWCA Emergency Housing Programs will not be making any significant changes during the 2009-2010 funding cycle. The YWCA works in collaboration with the Renton Housing Authority(RHA) and King County Housing Authority(KCHA)who own the housing leased by the program. RHA and KCHA are responsible for major maintenance of the units and the YWCA performs general maintenance, grounds keeping at one site(Kent) and furnishes the housing units. All of the families who are served by the YWCA emergency housing programs need many other community resources. To help families meet their needs,YWCA staff have an in depth knowledge of community resources. Staff refers clients to many service providers in King County including health clinics, mental health and substance abuse treatment facilities, day care centers, Head Start programs, food and clothing banks, etc. The YWCA also works closely with housing providers including public housing agencies and non-profit housing providers. l.. The Emergency Housing programs collaborate with the following in-house YWCA programs through a direct referral and/or application to the appropriate service. Health Care Access Advocate who provides advocacy to obtain Medicaid and needed health services. Community Domestic Violence Advocates provide victim support groups and specialized services for African American women who are victims of domestic violence. Domestic Violence Legal Advocate for legal and court advocacy. Children's Domestic Violence Services to counteract the potential harmful effects of domestic violence on children who have witnessed intimate partner violence. Transition Into Permanent Program (TIPP). The Transition Into Permanent Program provides move-in assistance and up to 6 months of case management to families who have exited transitional housing to help stabilize the family in permanent housing; providing cash assistance as well as coaching in areas of financial management and landlord tenant responsibilities. Homeless Intervention Project which has developed employment case management strategies specifically for homeless persons assists transitional housing residents with continuing education and job training. Employment Services (Work Source, Renton)provides employment counseling,job readiness training, educational and vocational training,job search assistance and job placement and retention services. The Emergency Housing programs also collaborate with outside programs/agencies including: Heath Care for the Homeless Network (HCHN). HCHN provides nursing staff, mental health and chemical dependency counselors who come on-site to meet individually with families and when necessary facilitates referrals to appropriate heath,mental health and chemical dependency services including in-patient treatment services. J� Q YWCA Emergency Housing Program Application 2009 10. B. Program Measures and Outcomes (1 page maximum) Performance Measure: Number of bednights provided Outcome: Increase the percentage of homeless families in South King County who are able to improve their housing stability by moving to transitional or permanent housing. Indicator: 50% of families will move to more stable housing at exit. i to YWCA Emergency Housing Program Application 2009 10. C. Staffmg Plan& Evaluation (1 page maximum) i. Staffmg Plan (Explain staffmg plan, number of FTE's,What do they do, credentials The Emergency Housing program staffing consists of 2.5 FTE's. The Family Advocates provide screening, intakes, information,referral, and assessment to assist participants with an individualized self-sufficiency plan. Once families have set their goals; the Family Advocate functions as a source of information,referral and encouragement to help each family attain their goals. They also create and maintain client case files and provide demographic and outcome information for the client database. Two of the Family Advocates are BSW level Social Workers, two have B.A. and two have some college. All of the Family Advocates have extensive experience working with homeless families in crisis. All current YWCA staff has completed 32 hours of cultural competency training and receive on-going training pertinent to serving the homeless, victims of domestic violence and case management techniques/strategies. One staff member is bilingual in Spanish and one staff member is bilingual in Arabic. The Director of Housing, who provides direct supervision of the emergency housing programs and staff,has a B.A. degree and over 20 years experience in the field of Social Work. South King County Regional Director provides direct supervision of the Director of Housing and has nearly 20 years experience in program management specifically domestic violence education, and housing/homeless services. ii. Evaluation (Describe program evaluation,Board & client involvement, how evaluation used to improve client services) The program outcomes are documented through a client database. Family Advocates report client demographics, services needed/provided and current housing status at entry into the program and again at exit. Data is compiled and analyzed to determine whether outcome objectives have been met. Clients complete a survey upon exit from the program regarding services provided throughout their stay. The Board of Directors receives a summary of all goals and outcomes of YWCA programs across King & Snohomish counties. Specific program evaluation occurs at the Regional level where evaluation results are reviewed. Any changes and/or program improvements are driven by the SKC Regional Director with input from the SKC Director of Emergency and Transitional Housing. 8/ II YWCA Emergency Housing Program Application 2009 10.D. Differences in Service Delivery by City (2 page maximum) _ (Explain any differences in service delivery by city and differences in average cost of service unit) There is no difference in service delivery by city; each family receives the same services regardless of city funding. The base rate for the cost of services does not vary by city, the average cost of service per client varies by city due to the number of residents that the emergency shelter program can serve in one year and the amount requested from each city. Consequently the greater number of residents served the less the cost of service per client. The YWCA does not ask for compensation for all city residents served by the emergency housing program. Example: • In 2007 the YWCA provided shelter for 24 Kent residents but only asked for money to support serving 4 city of Kent residents. • In 2007 the YWCA provided shelter for 20 Auburn residents but only asked for money to support serving 4 city of Auburn residents. • In 2007 the YWCA provided shelter for 9 Burien residents but only asked for money to support serving 4 city of Burien residents. • In 2007 the YWCA provided shelter for 14 Des Moines residents but only asked for money to support serving 4 city of Des Moines residents. • In 2007 the YWCA provided shelter for 14 Federal Way residents but only asked for money to support serving 4 city of Federal Way residents. • In 2007 the YWCA provided shelter for 16 Renton residents but only asked for money to support serving 6 city of Renton residents. • In 2007 the YWCA provided shelter for 3 Covington and Tukwila residents and has averaged 3 residents per year but has never asked for funding. Actual cost of serving 32 clients in emergency housing is $47,392 the YWCA is requesting$42,560 or 90% of the cost of the actual service. The YWCA does not ask for full compensation for all city residents served by the emergency housing program. The reason for this is the YWCA receives revenue from other funding sources (state & federal) that are able to cover the costs of service not covered by the city and to serve additional residents. As funding becomes more competitive and grant awards are reduced, it may not be possible to continue doing business this way. 0 la YWCA Emergency Housing Program Application 2009 11. LONG RANGE PLAN (1 page maximum) The YWCA is committed to making changes in our Emergency Housing program that will lead to fewer homeless families, shorter time spent in a homeless condition and improved opportunities for long term housing stability upon exit from the program. Economic conditions that have driven housing prices up have increased the amount of time needed for homeless families to prepare for and acquire the resources to access transitional or permanent housing. The YWCA plans to maintain a 90 day limit on the length of stay for Emergency Housing at this time since most families are able to increase housing stability within that time period. A potential next-step to reduce the time spent in a homeless condition would be to allow families to transition in place so that the family, once settled, could remain in place without the double disruption of moving from Emergency to Transitional and Transitional to Permanent. In order to move to this model, the YWCA will need to acquire its own permanent housing in sufficient quantity to meet the demand in South King County; and/or to partner with the owner of subsidized housing, such as King County Housing Authority, who could offer a large number of affordable housing units. Funding for Emergency Housing has been cut recently as CDBG (Community Development Block Grant) and EFSP (Emergency Food and Shelter Program)have been cut back. The YWCA has continued to seek out new public and private sources to maintain exiting units with appropriate staffing levels. It is anticipated that CDBG will continue to diminish, or be eliminated. The State of Washington has established several new initiatives with regard to ending homelessness and they may prove to be a source of financial support. Funding from local cities and King County has remained flat or diminished,resulting in inadequate resources for staffing and operation of existing Emergency Housing units. The YWCA is an active participant in the 10 Year Plan to End Homelessness in King County. Emergency Housing is an element in the continuum of services that is under review regarding its place in the plan to end homelessness. The YWCA is interested in piloting new models for Emergency Housing services as they are identified. The YWCA as a whole has ambitious goals to reach a$25 million endowment by 2010 and a$3 million Annual Fund goal for 2010. (the Annual Fund goal for 2006 was $1.3 million and was achieved.) The YWCA will increasingly need to contract for services at a level that covers the cost of providing the service. In past years the YWCA has been able to subsidize government and private contracts with funds raised from the community,but increasingly the YWCA needs to seek compensation in the manner of any prudent business, to meet the bottom line. - I 1,6 l .5 YWCA Emergency Housing Program Application 2009 12. BUDGET (2 page maximum) A. Budget Narrative The funds requested will be used primarily to provide partial support of the cost of providing Family Advocates/Case Managers to work with families in Emergency Housing. Some of the operational, non-compensation, expenses are covered through existing housing contracts. More funding is being requested for 2009 in light of increasing wages, (3% annual wage increment), vastly increasing benefit expenses, especially healthcare premiums (YWCA staff pay for a portion of the healthcare premium according to their compensation level.) The YWCA is also experiencing much higher occupancy costs than anticipated due to increasing energy costs. The real cost of providing services in South King County is not(and has not been) ever passed on to local cities by the YWCA. The SKC YWCA office relies on YWCA centralized services for the following: processing all accounts payable and accounts receivable for a budget of approximately 1 million; processing payroll and paychecks; human resources services such as benefits management,personnel files and job recruitment as well as staff training; financial services including the annual audit, grants compliance, communications to the community through the Annual Report, newsletters and web-based communication, fundraising from the community, and centralized volunteer and in-kind donation planning and management as well as pursuing social justice goals through support of a senior management position. None of these essential services are included in the annual operating budget for South King County YWCA services even though we could not function without these supports. B. Changes to the Budget The most significant budget change for 2008-2010 is the rising cost of utilities (electric, water, sewer, garbage) and maintenance costs to operate the 14 units of emergency housing. The rising cost of healthcare benefits continue to steadily increase and have an impact on the budget year to year. The amount of cash donations has drastically decreased over the past year that we can only attribute to the declining economy and the rising cost of living. Although the YWCA did not increase its funding request for this funding cycle the number of residents for most cities has remained the same. For the city of Renton the YWCA is asking for the same amount of funding but decreasing the number of residents served to reflect more closely the actual cost of services. C. Cost per Client/Contact You should provide an estimate of your cost per service unit provided by the program you propose. Explain how your cost per service unit was determined. These should be based on the total cost of the program and the total number of clients served, not just the funds requested. You have the option of providing a cost per service unit for each separate service provided within the program. Dividing the annual operating cost for 14 Emergency housing units ($284,460)by the number of persons to be served in 2009 (192 per year) =$1,481 per person or$4,443 for a family of 3 (the average family size). Dividing the total cost by 365 days and dividing again by 14 units indicates a cost of$55.66 per unit household,per night, 1A iLi YWCA Emergency Housing Program Application 2009 That includes the housing and all basic supplies and furniture, cleaning, maintenance and leasing as well as the salaries for the direct service staff and the Housing Director. No overhead costs are included in this application budget. Cost Per Service Unit: $ 55.66 per night • .aZ" 15 Agency:YWCA Program:Emergency Housing 13. NUMBER Of INDIVIDUALS/HOUSEHOLDS SERVED BY PROGRAM a Individuals? or Households? (Check which applies and use for reporting all demographics.) Unduplicated *Unduplicated Number of all Clients Served by Clients Served All Funding Sources with Funds Requested 2007 2009 2007 %of column 1 2008 2009 (Actual) clients served (Anticipated) (Projected) (City Requested by City Funding Only) Auburn 20 10 24 24 4 Buren 9 5 2 2 4 Codington 3 2 2 2 4 Des Moines 14 7 10 10 4 Enumclaw 2 2 Federal Way 14 7 15 15 4 Kent 24 13 25 25 4 Renton 16 8 18 18 6 SeaTac 4 4 Seattle 19 10 16 16 Tukwila 3 2 2 2 4 Other 70 36 75 100% Total 192 (This column must 195 195 34 total 100%) *Unduplicated means count each client only once per calendar year per program. This number should match the number of clients by city indicated in the top row of Question 15. Pag Agency:YWCA 14. Performance Measures (Data Table) Program: Emergency Housing 14a. Service with 2009 Requested Funds Proposed Performance Measures as defined below. A)Number of Bednights B) C) Auburn 360 Burien 360 Covington 360 Des1 Moines 360 Enumclaw Federal Way 360 Kent 360 Renton 540 Seal ac Seattle Tukwila 360 14b. Performance Measures 2009 Proposed with funds requested.City Funding Only Title: Brief explanation: A) lednights Number of bednights provided to each family member B) ' C) Pagel 4 1 Agency:YWCA 14 Performance Measures (Data Table), Cont. Program:Emergency Housing 14c. Average Cost of Service Unduplicated Clients Served with Funds Average Cost of Service Requested 2009 Requested 2009 per Client (Same as last column of (Same as last column of Question 6) Question 13) Column 1 divided by Column 2 Example: $5,000 45 $111.11 Auburn $5,000 4 $1,250 Burden $5,000 4 $1,250 Covington $5,000 4 $1,250 Des Moines $5,000 4 Enumclaw Federal Way $5,000 4 $1,250 Kent $5,000 4 $1,250 Renton $7,560 6 $1,260 SeaTac Seattle Tukwila $5,000 4 $1,250 Page$ I Complete Question 15 with 2007 Actual numbers reported in column 1 of Question 13. Agency:YWCA 15. Demographics (from all funding sources) (Data Table) Program:Emergency Housing 0 a) as Client Residence o�n o 73 . 0 o �a.) a 0 � o cs al U Q W w ram) v) v) H ' , Unduplicated 1 (check one) Ch CV Cl N an N m 0 Households Served in 2007* Household Income Level" • . .. 30%of Median or Below 18 9 3 14 14 24 16 19 3 120 50%of Median or Below 2 _ 2 80%of Median or Below _ Above 80%of Median Unknown TOTAL 20 9 3 14 14 24 16 19 3 122 Geuder Male 5 2 1 7 5 10 6 8 1 45 Female 15 7 2 7 9 14 10 11 2 77 TOTAL 20 9 3 14 14 24 16 19 3 122 0-4 years 2 1 1 ' 5 2 2 3 2 18 5- 12 years 6 2 3 1 7 5 7 31 13- 17 years 2 2 1 4 1 6 1 2 19 18-34 years _ 7 1 1 1 4 2 2 4 1 23 35-54 years 3 3 1 3 3 7 5 3 28 55-74years 2 1 3 75+years Unknown _ TOTAL 20 9 3 14 14 24 16 19 3 122 Ethnicity .. . .. Asian 1 1 Black/African American 4 2 3 4 4 17 Hispanic/Latino(a) 4 3 1 8 3 2 21 Native 3 3 American/Alaskan Pacific Islander 1 3 3 2 3 12 White/Caucasian 9 4 3 9 10 5 5 8 1 54 Other/Multi-Ethnic 2 1 1 7 2 1 14 TOTAL 20 9 3 14 14 24 16 19 3 122 Female Headed • • Household• •• 2 4 1 1 3 7 4 6 1 29 Disabling Condition 1 1 1 2 1 3 2 11 'Limited English • 4 1 1 3 9 Speaking . *Check Individual or Household,which should be the same as checked in Question 13. Unduplicated means count each client only once per calendar year. This should match the number served by City in the Actual 2007 column of Question 13. The "total"column will be different from Question 13 since the"other"column is not included due to space limitations. Page 7 (l 16,. PROGRAM STAFF (DATA TABLE) In this data table, record the number of full-time equivalent(FTE)paid staff and volunteers for this program. FTE means a 40-hour week throughout the entire year. For example, if you enter"5" in the box for Number of Volunteer FTEs, this would mean that you have, on average, five volunteers assisting your program at all times (assuming a 40-hour week). If you know only the total number of hours contributed by all volunteers for this program, simply divide that number by 2,080 to find the total FTE number. For example: 5,000 volunteer hours over the course of a year, divided by 2,080 equals 2.4 FTEs. 2007 2008 2009 (Actual) (Budgeted) (Projected) Total Number of Staff(FTEs) 2.5 2.5 2.5 N'[umber of Volunteer(FTEs) 05 .05 .05 Actual Number of Volunteers 24 24 24 17. PROGRAM REVENUE & EXPENSE BUDGETS (DATA TABLE) Program Budget: All columns should include total program operating revenue and expenses. Complete the following data tables with figures indicating the source of program operating funds for 2007 (actual), 2008 (budgeted) and 2009 (projected). Budget amounts should match funding requested (Question 14c) and Question 5. Include an explanation of any significant differences between the revenues and expenses by year in Question 12B of your application. Page I Agency:YWCA 17. PROGRAM REVENUE BUDGET (DATA TABLE) Program:Emergency Housing Revenue Source 2007 2008 2009 (Actual) (Budgeted) (Projected/ Requested) C�ity Funding (General Fund & CDBG) • Auburn 3,780 3,600 5,000 • Burien 5,000 • Covington 5,000 • Des Moines 5,000 • Enumclaw • Federal Way 5,000 • Kent 5,000 • Renton 7,560 7,560 7,560 • SeaTac • Seattle • Tukwila 5,000 • Other(Specify) • Other(Specify) Other Government Funds , ■ King County 86,801 86,800 86,800 • Washington State 102,012 43,749 98,997 • Federal Government(Specify) FEMA 16,360 15,537 16,360 • Other(Specify) Private Sources ,. . fa s' ;y � `'' +��_ ,w • United Way(grants &designated donors) • Foundations and Corporations • Contributions (e.g., Events, Mailings) 120 0 0 • Program Service Fees (User Fees) • Other(Specify)YWCA General Funds 27,574 69,447 39,743 TjDTAL PROGRAM BUDGET 244,207 226,693 284,460 Page k a 17. PROGRAM EXPENSE BUDGET, CONT. Agency:YWCA (DATA TABLE) Program:Emergency Housing Expenses 2007 2008 2009 (Actual) (Budgeted) (Projected) Personnel Costs ,°',' a a t;. ■ Salaries 96,955 80,896 107,010 ■ Benefits 26,840 23,045 20,809 • Other 10,689 11,091 13,204 • Total Personnel 134,484 115,032 141,023 Olperating and Supplies :;4: ! ap ' ` . ;i' f ,,, = {i 1c r • Office/Program Supplies 13,284 10,615 16,827 • Rent and Utilities 36,047 29,876 40,997 • Repair and Maintenance 7,168 7,117 6,771 • Insurance 1,716 1,716 896 ■ Postage and Shipping 238 180 278 • Printing and Advertising 683 426 703 • I Telephone 8,017 6,856 9,063 • Equipment 196 50 330 • Conference/Travel/Training/Mileage 3,153 3,976 3,956 • Dues and Fees 362 754 986 • Professional Fees/Contracts 12,210 9,176 15,961 ■ Direct Asst. to Individuals 1,131 1,373 1,803 • Administrative Costs 17,924 24,573 25,311 • Other(specify) Occupancy 0 8.972 8,641 • MIS 3,667 3,121 6,881 • 1 Sr. Program Director Allocation 3,927 2,880 4,033 TOTAL PROGRAM EXPENSES 244,207 226,693 284,460 Net Profit(Loss) 0 0 0 (revenue-expenses) = Page ifif aa Agency:YWCA 18. SUBCONTRACTS (DATA TABLE) Program:Emergency Housing List all the agencies you will be subcontracting with for this program. Provide the agency name in the first column, a description of the contract/service in the second column, and the contract amount in the third column. Do not list agencies you coordinate with on a referral only basis. Indicate not applicable if you do not subcontract for any part of this program. Subcontracting Agency Specific Subcontracted Activities Contract in the Operation of Your Program Amount None None None Page 1r p93 19. APPLICATION CHECKLIST Applications missing one or more of the following components or not following these directions may not be reviewed. Sign and submit the application checklist with your application. { Contents (Your application should contain each of these items in this order.) 1$ Application Cover Pages.The top three pages of your application must be a completed copy of the l Agency Information and Questions 1-7. Application Narrative: Question 8 Organizational Experience(2 page maximum) Question 9 Need for Your Program(2 page maximum) Question 10 Proposed Program/Service(6 page maximum) Question 11 Long Range Plan(1 page maximum) 4 Question 12 Budget(2 page maximum) Data Tables 10. Question 13 Number of Individuals/Households Served !i Question 14a-c Performance Measures and Average Cost of Service E1 Question 15 Demographics (from all funding sources) :i Question 16 Program Staff Question 17 Program Revenue&Expense Budgets Question 18 Subcontracts F.• Required documentation. Supply one copy of the following required documents with the signed original application. See Part II: City Specific Supplemental Information to determine whether additional copies of the application and required documentation need to be submitted. Question 19 Required Documentation, including: • Proof of non-profit status 1 ■ Organizational Chart • Agency/Organization Mission Statement • Board resolution authorizing submittal of the application(may be submitted up to 60 days after application). • List of the current governing board and local board, if applicable, (include name,position/title, city residence, length of time on the Board, and expiration of terms. Note any vacancies.) • Board Meeting Minutes of last three board meetings of governing board and local board as applicable • Annual Budget • Financial Audit Cover Letter • Financial Audit Management Letter • Financial Statement • Verification of Non-Discrimination Policy • Program Intake Form • Sliding Fee Scale • Application Check List. (Signed below.) City Specific Supplemental Information.Required in Name: Carolyn Pollreis Part II for applicable City only. Position: Office Manager Phone#: 425-226-1266 X 1014 E-mail: cpollrei@ywcaworks.org _UN_.\_,4„Lyn7)(-4)&)- 4.0n Signature of Person Completing Checklist g P g DO NOT SUBMIT ANY OTHER MATERIALS WITH THIS APPLICATION Make sure that you carefully check Part II of this application to see what additional attachments each city requires. Page/ A V RENTON SUPPLEMENTAL 1. The Renton Result that the YWCA Emergency Housing Program best fits in is: Renton Result#2: Individuals have adequate clothing, food,housing and healthcare Strategies and activities that will achieve the Result: Strategy B: Increase the capacity of programs that provide food, clothing,housing and healthcare, and residents' access to them. Activities: 1. Provide Emergency housing for homeless families with children 2. Provide case management and services to increase the ability of the homeless to find stable housing and become self-sufficient 2. Describe how the program outcomes will help achieve the selected Result. The YWCA Emergency Housing program outcome of increasing the percentage of homeless families moving to transitional or permanent housing achieves Renton Result#2 by providing adequate housing in the form of shelter for up to 90 days. . The Emergency Housing program also achieves Renton Result#2 by providing direct client assistance with emergency food bags and referrals to local food banks and clothing banks. Access to healthcare (nurse's visits,mental health and substance abuse counseling)is provided on site in the clients housing units which also supports the intended Result. Case management services are provided to assist the family to identify and overcome barriers to stable housing and improve self-sufficiency so they are more likely to maintain stable housing and have adequate food, clothing and healthcare in the future. PR • 501 (c) (3) Determination Letter .;•"��,' ' U.S: TREASURY DEPARTMEF4T INTERNAL REVENUE SERYIC!• 144 tam we to Janus.., 13, 1965 7ORX ».0328 414.:1 141. .Young WOmenis Christian Assoc. of Seattle ]1.8• i`L ftth Avenue Seattle, ::asking on In re: Our letter dated October 27, 1964 In further reference to the matters cited in cur letter .speci.lied above, based on the information provided for your organization, ve have made the following determination: Your organization is exempt under sub—section 501 (c) (3) of the Internal Revenue Code. t ' You do not currently have exempt- status under section 501(a) or 521 of the Internal Revenue Code. Attached is an application for •exemption which you may complete and return to this office should you.desire to apply for such exemption. 0 If you are in doubt as to your filing requirements in view of the above determination, please contact this office. Very truly yours, � , . :.. • District Director • post n-a318 (8-64) a� C6 YWCA of Seattle-King County-Snohomish County Organizational Structure rev01/08 Board of Directors , I d CEO President ' e . , Sue Sherbrooke Rita Ryder Executive Assistant Sandra Roddy , I I ' Human Resources , Finance& ' ' Development& ' ' Children, I Youth ' ' Employment& ' 'Housing Development ' ' ` Administration Community Affairs &Families Regional Services &Operations Snohomish County School's Out WA ` Matthew •Bullock ` Kris Lambright Sherry Dawley Patricia Hayden gMatt KingMary Anne Dillon Mari Offenbecher Linda Hall ••' • ` • Accounting Community Affairs ` Central Area Seattle Employment Services Downtown Housing Cliff Griffin CathyMacCaul / Jeanice Hardy Network Director . , ` Mike Schwartz • &Operations Janet Frieling • • i • Leslie Leber Facilities Youth Programs , • SeaTac Airport , I Nik Walker Volunteer Services Jennifer Martin Professional Development Lost&Found p Lisa CameVeta Hernandez Jacqueline r 1 • i / 1 s• i Jainga Hyllseth Information Homeless School • Systems • , Age Services& e • &Client Data Annual Giving Licensed Childcare Dress for Success Ed Apostol J ` TBD •` Gina DeCampo Mandy Refugee Impact Grant • / Mullens-Williams Pang Chang ` J • - , , , Payroll Donor Services Angeline's Center ' Ali Peters East King County 1 Imelda Bonilla Liz Mills I Elizabeth Westburg WRAP ` • ` / Krista Galloway e `,! Major Gifts ` ' 1 • l ` • Grant Compliance Corinne O'Connell 0 Social Justice Mimi Cheung ' • South King County • , June Wiley • i Homeless Initiatives Linda Rasumussen Health Care Access . , ' Scott Pinegar 4 Children's Services . i TBD • 1 ' ' / Greenbridge CDC Mina Amin . , _.,/ -_-' Our Mission • The mission of the YWCA of Seattle • King r t1. County • Snohomish County is to advance the • quality of life for women of all ages, races, arid , } ., " , faiths, and their families. In support of this r ''A►,, 1' �: �' 0K' mission, the YWCA provides services to meet �, °, ' , °;�. critical needs, promote self-sufficiency, reduce } •r ' .r violence, and achieve equal opportunities for all ;I ...,.. Tor � ' people. 4 Our Vision We believe that, working together, we can create a community where: • All women and families have a safe, stable place to live. • All adults have the opportunity to earn a livable wage and achieve self- sufficiency. • All children and youth can develop the skills they need to succeed in life. • All people can live in dignity—free from violence, racism and discrimination. ace • YWCA of Seattle •King County •Snohomish County Board of Directors January 22, 2008 GRANT APPLICATION AUTHORIZATION The YWCA receives nearly 50%of its operating funds from 130+public sector funding sources. Many of the applications for these grants and contracts require Board authorization. Each year, we request formal Board authorization for staff to prepare and submit applications for these funds. REQUESTED ACTION: That the Board authorize senior program staff to prepare applications for funding to support YWCA programs and submit these applications to Federal,State, County and Municipal funding sources. CERTIFICATE I certify as a YWCA of Seattle•King County•Snohomish County Board Officer the foregoing board action was adopted at the YWCA Board of Directors Meeting on Januar 22, 2008. )1•. Otait/i124"-t" ( Y WK:A Board Officer YWCA SEATTLE•KING COUNTY•SNOHOMISH COUNTY BOARD OF DIRECTORS, 2007-2008 BOARD CHAIR SUSAN MASK BOARD CHAIR-ELECT MARYANN CRISSEY . IMMEDIATE PAST BOARD CHAIR BARBARA FAHEY SECRETARY ELLEN CONEDERA DIAL V.C. FINANCE/TREASURER MARY SNAPP V.C. FACILITIES/SPECIAL PROJECTS BETSY MOSELEY V.C. PUBLIC RELATIONS SHARON ROWLEY V.C. INVESTMENTS SHARON ROWLEY V.C. VOLUNTEER LEADERSHIP JEANNIE NORDSTROM V.C. MAJOR GIFTS CHARLENE BLETHEN V.C. HOUSING DEVELOPMENT CYNTHIA PARKER V.C. HUMAN RESOURCES DEBORAH HARRIS V.C. PLANNED GIVING/ENDOWMENT N. ELIZABETH MCCAW ALUMNAE REPRESENTATIVE JEAN ENERSEN V.C. BENEFIT LUNCHEONS LESLIE JONES JAN SINEGAL V.C. PUBLIC POLICY NINA ODELL OFFICERS OF THE BOARD &AT-LARGE, JONELLE M.C. JOHNSON EXECUTIVE COMMITTEE MEMBER MOLLY HANLON BARBARA MORGAN MARY ANNE ENG BOARD MEMBER POSITION/TITLE RESIDENCE YR. TERM* Charlene Blethen Community Volunteer Mercer Island 08(2) Martha Mayes Boes Independent Consultant Bellevue 08(1) Bo be Bridge Center for Children &Youth Justice Seattle 08 President Sonya Campion The Campion Foundation Seattle 10(1) Trustee Cheryl Chow Girl Scouts Totem Council Seattle 08(2) Director Marianna Conner Community Volunteer Everett SNOH CO REP* Maryann P. Crissey Banner Bank Seattle 08 Vice President& Client Manager Ellen Conedera Dial Perkins Coie Seattle 08(1) Partner BobDrewel Puget Sound Regional Council Arlington 10(2) Executive Director Jear Enersen KING 5 TV Seattle ALUM REP Anchor Mary Anne Eng Community Volunteer Mercer Island 09 Barbara Fahey Community Volunteer Edmonds IPC Mimi Gardner Gates Seattle Art Museum Seattle 09 ', Director Molly Hanlon Educator and Community Volunteer Seattle 09 YWCA SEATTLE-KING COUNTY-SNOHOMISH COUNTY BOARD OF DIRECTORS, 2007-2008 pact BOARD MEMBER POSITION/TITLE RESIDENCE YR. TERM* Pamela J. Harkins Starbucks Coffee Company Edmonds 10(1) VP Partner Resources/Supply Chain `, Coffee Operations-Human Rels. D borah Harris Community Volunteer Medina 08(2) Kandace Holley Community Volunteer Bellevue 08(1) Christal Jenkins T9 Communications, AOL/ Seattle 09(1) Time Warner Associate Product Manager Jonelle M.C. Johnson KeyBank Tukwila 09 SVP &Western Reg'l Mgr., Global Treasury Mgmt. Leslie D. Jones Sound Transit Seattle 10 Sr. Level Manager, Diversity Progs. Marlaina Kiner-McIver Community Volunteer/CPD Seattle E. CHERRY REP* and Associates President Kaycee W. Krysty Laird Norton Tyee Seattle 09(1) President and CEO S dra Madrid, Ph.D. UofW School of Law Bothell 09(2) Asst. Dean, Students and Comm. Dev. Susan Mask Washington Mutual Seattle 08(2) First VP and Sr. Counsel, Legal Dept. N. Elizabeth McCaw Stokes Lawrence, P.S. Seattle 08(1) Attorney& Shareholder Charles Mitchell, Ph.D. Seattle Community College District Seattle 10(2) Chancellor Barbara S. Morgan Washington CEO Magazine Bellevue 09 Executive Editor Betsy Moseley International Media Partners, Inc. Bellevue VC FAC/SPEC Executive Vice President PROJECTS Jeanie Nordstrom Community Volunteer Seattle VC VOL LEAD Nina Odell Puget Sound Energy Edmonds 08 Dir., Federal Government Relations Cynthia Parker Seattle-Northwest Securities Corp. Seattle 09(2) - - - --- -- - ----VP;-Affordable Hsg-and Real Estate —Sharon Rowley Community Volunteer Seattle VC INVESTS Jill S. Ruckelshaus Costco Wholesale Corp. Medina 10(1) Jan inegal Community Volunteer Bellevue 10(2) Mary E. Snapp Microsoft Corporation Seattle 09(2) Law& Corporate Affairs Corp VP and Deputy Gen. Counsel Phyllis Stark Community Volunteer Redmond ESB REP* John Valaas Community Volunteer Medina 10(2) Wende Wahl Community Volunteer Renton 10(1) YWCA SEATTLE-KING COUNTY-SNOHOMISH COUNTY BOARD OF DIRECTORS, 2007-2008 e2ir,y EX-OFFICIO BOARD MEMBERS Sue Sherbrooke YWCA Seattle-King County- Seattle 4 Snohomish County `\, Chief Executive Officer Rita Ryder YWCA Seattle-King-County- Seattle 29 Snohomish County President—Strategic Initiatives TOTAL 41 STATUS El cted (up to 42 total) 34 Nominating (at least 25) 29 Executive: Regular(up to 15) 4 Executive: Young Leaders (at least 2) 1 Annual Board Appointment(1: Alumnae 1 Rep) E Officio (up to 7: IPC, CEO, PSI, 6 East, Central, Snohomish, South King) BOARD INVOLVEMENT— in years Range <1 —25 Average 7 Median 5 QUORUM (1/3) 14 SUPER-MAJORITY (2/3) 27 PLEASE NOTE INFORMATION IN BYLAWS OF THE YOUNG WOMEN'S CHRISTIAN ASSOCIATION SEATTLE-KING COUNTY-SNOHOMISH COUNTY UNDER ARTICLE 6: BOARD OF DIRECTORS: Section 6 d. Terms of Office. The election of Board members will be reported at the Annual Meeting and the term of office will be three (3) years. The-terms-of office of-the Board of-Directors-will begin on May 1 - of each year. Board members can serve additional 3 year terms. The retiring Board Chair will automatically serve one additional year on the Board with vote. As of April 2008 'i, YWCA SEATTLE-KING COUNTY-SNOHOMISH COUNTY BOARD OF DIRECTORS, 2007-2008 30 YWCA BOARD PROFILE 2007-2008 TOTAL 41 AGE Under 30 1 2% 30-50 11 27% Over 50 29 71% ETHNICITY African American 6 15% Asian 3 7% Caucasian 31 76% Latina/Latino 1 2% Native American 0 0% REGION East King 10 24% Seattle 24 59% Snohomish 5 12% South King 2 5% PROFESSIONAL EXPERTISE Banking/Finance/Investments 7 17% = Community Volunteer 13 32% Human Resources 2 5% Development/Construction 2 5% Education 2 5% General Business 2 5% Legal 5 12% Media 2 5% Non-Profit 5 12% Public Sector 1 2% BOARD INVOLVEMENT- in years Range <1 -25 Average 7 Median 5 STATUS Elected (up to 42 total) 34 Nominating (at least 25) 29 Executive: Regular(up to 15) 4 Executive: Young Leaders (at least 2) 1 Annual Board Appointment(1: Alumnae Rep) 1 Ex Officio (up to 7: IPC, CEO, PSI, 6 East, Central, Snohomish, South King) ( QUORUM (1/3) 14 SUPER-MAJORITY(2/3) 27 Z` YWCA BOARD MEETING &HOLIDAY PARTY P. 1 DECEMBER 11,2007 YWCA OF SEATTLE-KING COUNTY-SNOHOMISH COUNTY BOARD OF DIRECTORS MEETING&HOLIDAY PARTY DECEMBER 1i, 2007 @ 5:3o P.M.AT KANDY&RICK HOLLEY'S HOME PRESIDING: Susan Mask, Board Chair Present: Blethen, Campion, Crissey, Eng, Fahey, Holley,Jones, Madrid, Mask, McCaw,Morgan, Moseley, Rowley, Ruckelshaus, Stark,Wahl. EX-OFFICIO: Ryder. A quorum was present. EXCUSED: Boes, Bridge, Chow, Conner, Dial, Drewel, Enersen, Gates, Hanlon, Harkins, Harris,Jenkins, Johnson, Kiner-McIver, Krysty, Mitchell,Nordstrom, Odell, Parker,Sandstrom, Sinegal, Snapp,Valaas. EX-OFFICIO: Sherbrooke. STAFF: Bullock, Dawley, Hall, Kettman, Lambright, MacCaul, Mills, O'Connell, Rasmussen, Roddy, Westburg. GUESTS: Board Alumnaes—Rhoda Altom, Maureen Frisch, Joni Henry; University of Washington MBA Board Fellow—Julianne Lamsek. WELCOME - Susan Mask • Susan Mask welcomed everyone to our board holiday party. Board Alumnaes--Rhoda Altom, Maureen Frisch, and Joni Henry were introduced. Thank you so much Kandy Holley for inviting us to your festive, beautiful home and for hosting tonight's board party! • Cynthia Parker and Sue Sherbrooke could not be with us because they are in New York City marketing our Affordable Housing Fund to several foundations and banks. They return to Seattle on the 12th. • Board members were requested to read Committee Updates on pink handout. MWUTES - Susan Mask Su an Mask motioned November 27, 2007 Board Minutes be approved, as presented. Crissey, Rowley, MSP. C EFS'FEST - Susan Mask Su an thanked Phyllis Stark and Wende Wahl, 2007Chefs'Fest Co-Chairs,for outstanding work with Oc ober's event. Phyllis hadn't been present at November's board meeting. Thank you Phyllis! DESIGNATION OF UNRESTRICTED BEQUESTS (ACTION) - Beth McCaw Beth McCaw presented the board action item that members received with December iith's board mailing. • A motion was made that the board approve designating all unrestricted bequests received in 2007 to the general endowment fund(currently$15,090). Ruckelshaus, Fahey, MSP. DEVELOPMENT REPORT - Charlene Blethen and Leslie Jones Charlene Blethen presented a snapshot of 2007 fundraising efforts. The September report indicated $300,000 remained to be raised. We received $340,000 in major gifts toward Annual Fund goal,which does not include gift amounts under$1,000. Thanks board members! Thank you Corinne O'Connell, Stewardship Manager,for personal cultivation with major donors. Yearend.Direct_Mail-Appeal was sent the first week of December. Thank you for helping make calls. Please provide updates to Corinne O'Connell. Board Campaign for 2008. Thank you board for the good job and participation with 2oa7's Board Campaign. We are seeking your continued support with t00%participation towards 2008 Board Campaign. 2oo8's Campaign Team members are: Barb Fahey, Ellen Dial, Sonya Campion, Kandy Holley, Christal Jenkins, and Charlene Blethen. Board members will receive an appeal in January 2008 and requested to return by March 1st. Thanks Campaign Team for agreeing to serve. Thanks Sherry Dawley, Development and Community Affairs Director, Corinne O'Connell, Charlene Murray and entire Development Team. 2008 BENEFIT LUNCHEONS UPDATE - Leslie Jones Leslie Jones presented the 2008 Benefit Luncheons update. Three months remain before Luncheons begin! An appeal was made for Luncheon Sponsors. At present$217,000 (65%)has been received towards $325,00o Sponsorship goal. A number of renewals and new requests are pending. Table Captains. We are on pace with recruitment. As of December 3rd, 190 table captains are signed up with 39 expected to renew .J9`' Y CA BOARD MEETING &HOLIDAY PARTY P.2 DECEMBER 11,2007 their commitment for the Eastside Luncheon by January 3ist. We appreciate and thank board members for sigaing up as a table captain for 2008 Luncheons. Please let Sherry know if you still need to sign up and/or ca assist with pending recruitments. E:ereU Bene fit Luncheon. The Committee made the decision to continue using current space (miaximum seating 800)at Convention Center and not go on ice rink in 2008 to conserve costs. The decision will be revisited in 2009. SENIOR LEADERSHIP CHANGE Board members were referenced to YWCA Leadership Team and Other Updates handouts for additional information about the decision to refill the Senior Program Director position. GREENBRIDGE UPDATE - Maryann Crissey Maryann Crissey presented highlights on the Greenbridge Project. The construction kick-off event was held November 28th in White Center and partners--King County Housing Authority and City of Seattle as well contractors,Walsh Construction and architects, Stickney Murphy Romine were on-hand to celebrate with us. The concrete has been laid, and New Markets Tax Credits are set to close by December 31st, 2007. • Kris Lambright, Chief Financial Officer, and Sue Sherbrooke have done a wonderful job with lease negotiations with City of Seattle versus annexation(King County Library System). OTHER ANNOUNCEMENTS Sherry Dawley introduced Cathy MacCaul,newest team member of Development&Community Affairs. Cathy is Community Affairs Associate Director. She starts work on January end. Welcome Cathy! Board members were requested to review January 2008 calendar and Other Updates handouts referencing A9ordable Housing Fund. ADJOURNED The Board Meeting adjourned at 6:34 p.m.for Holiday Party festivities. Thanks Kandy for hosting! Respectfully Submitted, Susan Mask, Board Secretary Pro Tem i,,_ 33 YWCA BOARD MEETING P. 1 JANUARY 22,2008 YWCA OF SEATTLE-KING COUNTY-SNOHOMISH COUNTY BOARD OF DIRECTORS MEETING JANUARY 22, 2008 @ 12:00 P.M.AT OPPORTUNITY PLACE P SIDING: Maryann Crissey, Chair-Elect for Susan Mask, Board Chair Present: Blethen, Boes, Bridge, Campion, Chow, Conner, Crissey, Dial, Eng, Hanlon, Harkins, Madrid, Moseley, Odell, Rowley, Ruckelshaus, Sinegal, Stark,Wahl. EX-OFFICIO: Sherbrooke, Ryder. A quorum was present. EXCUSED: Drewel, Enersen, Fahey, Gates, Harris, Holley, Jenkins,Johnson,Jones, Kiner-McIver, Krysty, Mask, McCaw, Mitchell,Morgan,Nordstrom, Parker,Sandstrom,Snapp,Valaas. STAFF: Bullock, Caissie, Dawley, Hall, Hardy, Hayden, Lambright, MacCaul, Mills, Roddy. GUESTS: University of Washington MBA Board Fellows—Julianne Lamsek and Nicole Pargoff; University of Washington MSW and MPA—Melanie Lyons. WELCOME - Maryann Crissey • Maryann Crissey welcomed everyone to the first board meeting of 2008. Board Chair Susan Mask is traveling the Caribbean to see her daughter off for school semester at sea. • Three greeting cards were circulated to Board members Alice Sandstrom and Kaycee Krysty and Board Emeritus Ty Scheumann who are all recovering from health issues. • Itita Ryder introduced Melanie Lyons, University of Washington second year MSW and MPA student. Melanie is interning with Rita until the end of May. • Board members were invited to the senior staffs Social Justice Initiatives presentation with Dr. Kimberley Richards on Wednesday, February 13th from 12:00 to 1:3o p.m. More details to be emailed. • Board members were requested to read handouts,Committee Updates on pink and Strategic Initiatives Report on yellow. MINUTES - Ellen Dial • Ellen Dial moved that the December 11, 2007 Board Holiday Party minutes be approved, as presented. Larkins, MSP. DEVELOPMENT REPORT - Jan Sinegal Jan Sinegal presented an update on 2008 Benefit Luncheons. At present,a total of$300,00o has been raised towa our Sponsorship goal of$325,000. We still have a need for underwriters. Please let Jan or Sherry Daw dey, Development&Community Affairs Director,know if you have tips or can make phone calls. • Table Captains Recruitment. Currently,we have recruited 275 table captains. An additional ioo+table captains are needed to meet our goal of 385. Our Eastside Benefits Luncheon is on Tuesday, March 11th at the Meydenbauer Center. Please ask your friends to host a table even if you are unable to be at the Luncheon. A surprise will be presented at the close of 2o08 Luncheons to the board member who had the Most guests and/or hosted most tables. Table Captain sign-up cards were circulated. • Centerpiece Work Parties. Two work parties are scheduled on Saturday,February 23rd and March ist from 9 a.m.to 3 p.m. at the Fifth&Seneca Building. Volunteers are needed. Junior high school students are welcomed. A sign-up sheet was circulated. • Please feel free to take Luncheon posters of our three featured Guest Speakers--Erin Gruwell for Eastside Luncheon at Meydenbauer Center;Susan L. Taylor, in Seattle on Thursday March 27th at Vashington State Convention&Trade Center; and Patty Duke for Snohomish County on Tuesday April 15th at Everett Events Center. 2007 YEAREND HIGHLIGHTS - Charlene Blethen Charlene Blethen presented highlights of the 2007 yearend fundraising report, elaborating on the report __ given at December 11th's Board Holiday Meeting. Molly Hanlon gave a wonderfully illustrated example of a donor who since 2005 had attended our Benefit Luncheons and became a major donor in 2007. This was the result of personal touches, inviting to major donor briefings, and making thank-you calls. A full fundraising report will be made at the February 26th Board Meeting. Than you, Board members for strong support. Thanks Sherry Dawley, Development&Community Affairs Director, and Corinne O'Connell, Stewardship Manager, for invaluable work. YWCA BOARD MEETING P.2 JANUARY 22,2008 BELLEVUE ROTARY AUCTION - Charlene Blethen for Kandy Holley Charlene Blethen,filling in for Kandy Holley, presented the Bellevue Rotary Auction update. Please mark your calendars for Saturday, May loth for the Bellevue Rotary Auction at the Meydenbauer Center. It is a great opportunity for us to raise awareness about YWCA Eastside. We will receive 25%of proceeds from evert and i00%of the funds raised from `Raise The Paddle'.These proceeds will help secure a permanent home for our Eastside Women's Center. Two handouts referenced--a sample Procurement Form and flyer that identified secured items sought. Please let Kandy or Charlene know if can assist with auction items. ■ Nina Odell said that Puget Sound Energy is a sponsor,paddle contributor, and table host. Please let Nina know if you want a seat reserved at the Puget Sound Energy table. FINANCE - Maryann Crissey for Mary Snapp Marann Crissey presented the Finance Committee report on behalf of Mary Snapp. Board members were referenced to three action items received with January 22nd's board mailing: Grant Application Authorization,Audit Committee Appointment, and Amended Signing Authority 2007/2008. • motion was made that the board authorize senior program staff to prepare applications for funding to s pport YWCA programs and submit these applications to Federal, State, County and Municipal funding sources. Bridge, Rowley,MSP. • A motion was made that the board appoint the following members to serve as the YWCA Audit Committee for 2008: Barb Fahey, Mary Snapp, Maryann Crissey,Marianna Conner, John Currie,Joan Albee, and Jen Steele. Boes, Moseley, MSP. • motion was made that the board adopt the following resolution of signing authority: BE IT RESOLVED that the Board Chair, Susan Mask; Board Chair Elect,Maryann Crissey; Treasurer/Vice President, Mary Snapp; Chief Executive Officer, Susan D. Sherbrooke; President Strategic Initiatives, Rita Ryder; and Director of Finance&Administration/CFO, Kris Lambright,be and they hereby are fully authorized and empowered to transfer, convert, endorse,sell,assign,set over and deliver any and all shares of stocks,or other securities now registered or hereafter registered in the name of this corporation, or in the name of any affiliated organization,including but not limited to t the Family Village Limited Partnership,Angeline's LLC, Summerfield Housing LLC,Young Women's Service Association of Seattle-King County,YWCA Greenbridge LLC,YW AHF Lynnwood LLC,YW AHF Everett LLC,YW AHF Mountlake Terrace LLC, Passage Point Housing LP,and YW Home Now LLC. BE IT RESOLVED that the Board Chair, Susan Mask; Board Chair Elect, Maryann Crissey Treasurer/Vice President,Mary Snapp; Chief Executive Officer, Susan D. Sherbrooke; President Strategic Initiatives, Rita Ryder; and Director of Finance&Administration/CFO, Kris Lambright,be and they hereby are authorized to sign checks,transfer and withdraw funds in the name of this corporation,or in the name of any affiliated organization,including but not limited to the Family Village Limited Partnership,Angeline's LLC, Summerfield Housing LLC,Young Women's Service Association of Seattle-King County,YWCA Greenbridge LLC,YW AHF Lynnwood LLC,YW AHF Everett LLC,YW AHF Mountlake Terrace LLC, Passage Point Housing LP, and YW Home Now LLC from the financial institutions selected by this corporation. BE IT FURTHER RESOLVED that one signature only shall by required for checks under$io,000.00. Two signatures shall be required for all checks of$io,000.00 or more and for all withdrawals from savings institutions or investment accounts. AND BE IT FURTHER RESOLVED that the above named officers be authorized to complete the documentation required by financial institutions in order to implement this authorization. Rowley, Bridge,MSP. OFF CERS NOMINATING COMMITTEE(Action) - Maryann Crissey Maryann Crissey presented the fourth action item, 2008-2009 Officers Nominating Committee. A notion was made that the board elect Susan Mask, Barb Fahey, Nina Odell, Barbara Morgan, Jean Enersen, Mary Anne Eng,Jonelle Johnson,Jeannie Nordstrom, and Sharon Rowley to serve as the Officers Nominating Committee for 2008/2009. Bridge, Hanlon, MSP. YWCA BOARD MEETING P.3 JANUARY 22,2008 GREENBRIDGE PROJECT UPDATE - Maryann Crissey Maiiyann Crissey presented the Greenbridge Project update. The New Markets Tax Credit Financing for Greenbridge Facility closed on December 27, 2o07 and the funding on December 28th for a net $2.6mi11ion for completion of Seneca Renovation and Greenbridge Project. We also signed an Intent to Lease agreement with King County Library System. We are also very close to an agreement with the City of Seattle to transfer the library to the City if the White Center area is annexed.The construction is going very well. The foundation slab is scheduled to be poured on February 8th. Greenbridge Committee meetings occur weekly with Walsh Contractors, Stickney Murphy Romine architects, and YWCA staff. The Project Committee continues to meet every 4-6 weeks. The interior colors are the next scheduled agenda project. Greenbridge Leaning Center is scheduled to open its doors in November 2008. OUR YWCA&THE COMMUNITY'S io-YEAR PLAN TO END HOMELESSNESS Sue Sherbrooke presented a PowerPoint slide show on Our YWCA&The Community's io-Year Plan to End Homelessness--"making homelessness rare and temporary." Our community's io-year plan to end homelessness effort is part of a nation-wide effort. Today was the first in a 3-month program series. Slides included: io-Year Plans Timeline; Key Strategies In Common;What's Changed;YWCA's Unique Position; and YWCA Homeless Services. Today's topic—Single Homeless Women; February 26th's Full Board meeting—Homeless Families,Youth; March 2oth's Full Board—Prevention Efforts. Homeless Single Women topic presented by Liz Mills, Opportunity Place Director,was on the women atter ding our Angeline's Day Center. Angeline's is a behavior-based program serving 23o different women daily, ranging in age 18 and older. Current age range of women served at Angeline's is 35 and older. Overall highlights included challenges, opportunities, consequences, and violence prevention. The success story of Debra, a 47-year old former Angeline's client,who for the past six months has been residing at Seneca Housing was presented. ADJOURNED The Board Meeting adjourned at 1:21 p.m. Respectfully Submitted, Elle Dial, Board Secretary .3LQ YWCA BOARD MEETING P. 1 FEBRUARY 26,2008 YWCA OF SEATTLE-KING COUNTY-SNOHOMISH COUNTY BOARD OF DIRECTORS MEETING FEBRUARY 26, 2008 @ 12:00 P.M.AT OPPORTUNITY PLACE PRESIDING: Maryann Crissey, Chair-Elect for Susan Mask, Board Chair Present: Blethen, Bridge, Campion, Conner, Crissey, Dial, Enersen, Eng, Fahey, Harkins, Holley, Madrid, McCaw, Moseley, Rowley, Sinegal, Snapp,Wahl. EX-OFFICIO: Sherbrooke, Ryder. A quorum was present. EXCUSED: Boes, Chow, Drewel, Gates, Hanlon, Harris,Jenkins,Johnson,Jones, Kiner-McIver, Krysty, Mask, Mitchell, Morgan, Nordstrom, Odell, Parker, Ruckelshaus, Sandstrom, Stark,Valaas. STAFF: Bullock, Caissie, Dawley, Dillon-Bryant, Hall, King, Lambright, Leber, O'Connell, Roddy,Westburg. GUESTS: University of Washington MBA Board Fellows—Nicole Pargoff; University of Washington MSW and MPA—Melanie Lyons. WELCOME &ANNOUNCEMENTS - Maryann Crissey • Maryann Crissey welcomed everyone to the February board meeting. Board Chair Susan Mask is traveling in Cape Town this month visiting her daughter. • Board members,please read Committee Updates pink and Strategic Initiatives Report yellow handouts. • GirlsFirst Summer Internships. Board members were referenced to GirlsFirst Program Overview and Summer Internships handouts for GirlsFirst Program's request. Board members and companies thanked for past participation were: Ellen Dial&Perkins Coie,Kandy(and Rick)Holley&Plum Creek Timber,and Mimi Gates&Seattle Art Museum. REPORT FROM OFFICERS NOMINATING COMMITTEE - Maryann Crissey Maryann presented a preliminary report on slate of 2008-2009 Board Officers. Charlene Blethen has agreed to serve as the Chair-Elect. The full report will be presented at March 25th Full Board Meeting. MINUTES - Ellen Dial • Ellen Dial moved that the January 22, 2008 Board minutes be approved, as presented. Fahey,MSP. DEVELOPMENT REPORT - Jan Sinegal Jan Sinegal presented the 2008 Benefit Luncheons update. Sponsorship Goal, a total of$346,00o in sponsorships has been raised surpassing the $325,00o goal by an increased$40,000. The goal for all three Luncheons is $1.544 million. • Table Captains Recruitment Needs. Board members were requested to consider hosting a second table for the Seattle Luncheon. There is an additional 20+table captains needed. Seattle's guest lists are due arch 3rd. Please remember to turn in your Eastside Luncheon's guest lists, now. • Volunteers. Please consider various volunteer opportunities in the counting room on Luncheon day, March 1st Centerpiece Work Party, or set-up the evening before. A sign-up sheet was circulated. • iZeception for Seattle Guest Speaker Susan L.Taylor. Board members are invited to March 26th evening k'eception hosted by Jonelle Johnson and Board Alumni Wanda Herndon__Invitations_will_be mailed. BELLEVUE ROTARY AUCTION - Kandy Holley Kandy Holley presented the Bellevue Rotary Auction update for Saturday,May loth at the Meydenbauer Center. Board members were referenced to'save the date'postcard. Today's discussion focused on procuring 12- 15 items for the live auction. A list was presented on several procured items already received. Please let Kandy know if you have items and/or ideas to present by March 15 deadline. Proceeds will help benefit our Eastside Women's Center with securing a permanent home. • Table Captain Recruitments. We are responsible to host 10-12 tables. Please sign up to be a table aptain through Corinne O'Connell, Stewardship Manager. ;" BOARD CAMPAIGN - Charlene Blethen Charlene Blethen presented the 2008 Board Campaign report. Seventeen gifts totaling $210,000+ has been received to-date. Board colleagues serving on the Committee with Charlene include: Maryann Crissey, Ellen Dial,, Barb Fahey, Kandy Holley, Christal Jenkins, and Sonya Campion. A reminder of the Campaign goal of 100%board participation was given. Board members were thanked for supporting the Board Campaign. YWCA BOARD MEETING P.2 FEBRUARY 26,2008 FUNDRAISING REPORT - Charlene Blethen ' Charlene presented the 2007 fundraising report. Board members were referenced to the green legal handout. We're in the midst of a five-year plan to grow Annual Fund by io%yearly,and reach targeted goal of$3 million by 2010. Thank you board for another outstanding fundraiser year! Sherry Dawley and Corinne O'Connell were thanked for marshalling support and help with strengthening fundraiser efforts. FINANCE - Mary Snapp Miry Snapp presented the 2007 Yearend Projections report. Board members were referenced to blue handout. The key column noted for focusing on was Variance category on right side and the positive nu#nbers inside parentheses. Highlights were presented on programs'budgets, United Way, co tingency/depreciation, and board restrictive funds. Overall, a very good year. The Finance Committee an asking the board at its March Board Meeting to set aside surplus board restrictive funds to help fund future projects. And to include the agenda for May's Board Retreat, a discussion on formal plan for use of surplus funds. Also as a heads up,for discussing at the Board Retreat for the year 2020 reviewing more "fabulous"opportunities and complex issues under development. Thanks Kris Lambright, Chief Financial Officer,for extensive legwork. ENDOWMENT PERFORMANCE - Sharon Rowley Sharon Rowley presented the 2007 Investment Report. Board members were referenced to goldenrod handout. Total endowment funds,benchmark comparisons, and goals were reviewed. This is the first year of reporting a 7-year return. The endowment goal for year 2010 is $25 million. Endowment Committee members serving with Sharon include: Betsy Moseley, Shari Burns, and Mary Pugh. ■ CFO of the Year Nominee. Maryann announced Kris Lambright is a non-profit finalist for the Puget Sound Business Journal's event CFO of the Year for non-profit organizations. Our auditors, Clark Nuber, nominated her. PROPERTY NAMING PROPOSAL(ACTION) - Sharon Rowley Sh ron Rowley presented the Property Naming Proposal action item. Board members received handouts with March 4th board mailing. ■ motion was made that the Board adopt the attached property naming plan presented by the Public Relations Committee. Bridge, Eng. ■ Discussion. Marianna Conner is mixed on YWCA Snohomish County regional office...loves that name and wants to talk about implication will be. Sharon Rowley said there is some precedent for naming a YW branch after a women of historic merit--e.g.YWCA East Cherry was formerly known as Phyllis Wheatley until it relocated in 1964; there are YWs in other parts of the country still using that name today. Sherry Dawley said the idea behind naming options was to find historical women that are elevant and known by the local community. Rita Ryder said geographic names might be best for regional offices and historic women most relevant for Seattle locations. Jean asked is there a compromise for prominently displaying names inside the building. Sonya Campion gave an example of '''lanned Parenthood's board going to neighborhood-based site names to build local support and ownership. Sharon said she would bring all these comments related to naming regional centers back to the Public Relations Committee for re-evaluation. ▪ - A motion-was-made-that the-Board-adopt the-attached-property naming plan presented-by the Public Relations Committee with the Bridge amendment that the Committee bring back a plan related to branch office names in the future. Crissey, Eng, MSP. ISSAQUAH HIGHLANDS: FUNDRAISING FEASIBILITY PLAN - Rita Ryder Rita Ryder presented the Issaquah Highlands Fundraising Feasibility Plan. Board members were referenced to Strategic Initiatives Report on yellow double-sided handout. The Committee is gearing up for a two month process to"test the waters"and refine case for a potential fund raising effort for the non- residential components of Issaquah Highlands project. The project's estimates cost of$5o million with a funding gap ranging$8- $io million. The Committee's goal is to present to the Board at May 20 Retreat. OUR YWCA&THE COMMUNITY'S io-YEAR PLAN TO END HOMELESSNESS — PART II FAMILIES - Sue Sherbrooke, Mary Anne Dillon Sue Sherbrooke circulated a list of Seattle City Council members and requested board to indicate those they know and would be willing to contact in coming months. .J13 YWCA BOARD MEETING P. 3 FEBRUARY 26,2008 A Power Point slide show was presented on Part II— Families&Homeless Families. Board members were referred to the handout. Sue provided an overview and highlights from Part I of the three-part series begun at January's Board Meeting then gave detailed information noted on the Homeless Families slide's three _ main focuses--rapid re-housing,family reunification, and homelessness prevention. Mary Anne Dillon, Snohomish County Region Director,distributed a couple copies of io-Year Plan in Snohomish County,published in 2006. Snohomish County as a whole is not able to provide day shelter and adequate size cold weather shelters. Our YWCA plays a major role in helping the county meet its goals related to affordable housing and ending homelessness. In addition to preserving 220 affordable housing units,YWCA programming provides a comprehensive and unique service delivery package including rapid re-housing,mental health services, and domestic violence services. New federal earmarked funds will expand domestic violence services for children as well. Thank you Maryann and wonderful Snohomish County Staff' CEO REPORT - Sue Sherbrooke Sue said Mary Anne's program at Edmonds Highlands was featured as one of three at the National Alliance to End Homelessness Conference. Suei thanked board members for their help with email correspondence on HB 2449 and our efforts to be exempted from provisions requiring collective bargaining for childcare workers in programs that accept government subsidy payments. They Baby Corner meeting follows adjournment of our Board meeting. Board members were requested to review March board calendar on terra green handout. We'll see you at Eastside Luncheon on March lath! ADJOURNED The Board Meeting adjourned at 1:29 p.m. Respectfully Submitted, Ellen Dial, Board Secretary YWCA of Seattle - King County - Snohomish County 2008 Board Approved Operating Budget Support/Revenue Contributions 5,446,849 20% United Way 1,775,500 6% Government Fees& Grants 12,882,173 47% Program Service Fees 6,806,755 25% Investment Income 767,000 3% Total Public Support& Revenue 27,678,277 100% Expense Salaries 11,999,099 43% Employee Benefits 2,154,130 8% Payroll Taxes 1,382,271 5% Professional Fees&Contracts 987,615 4% Supplies 874,122 3% Telephone 235,298 1% Postage/Delivery 94,977 0% Occupancy 2,674,871 10% Equipment Rental/Maintenance Contracts 225,879 1 Printing &Advertising 247,912 1% Program Travel 249,941 1% Training/Conferences 106,286 0% Specific Assistance to Individuals 2,746,140 10% Dues 59,466 0% Grants to Other Agencies 974,166 4% Insurance 457,258 2% Miscellaneous 150,274 1 Interest and Required Debt Service Coverage 1,788,572 6% Depreciation/Capital Purchases 250,000 1% Payment to YWCA NW Coalition 20,000 0% Total Expenses 27,678,277 100% Excess (Deficiency) of Public Support& Revenues Over Expenses - Certified Public Accountants &Consultants '9?OCn'.I.4...Srreez Sere 1MO Nj j�ER �r.1,,,..,.V ,9,4:04 Indepen ent u dorsrReporr T: :5:44«I F:•1:S-•.. .70 RCO`04,:i7e: ►tlar k n u be r.0 r ' Board of Directors ;,k,.;,.;.r Young Women's Christian Association of Seattle-King County-Snohomish County and Affiliates Seattle, Washington We have audited the accompanying consolidated statement of financial position of Young Women's Christian Association of Seattle-King County-Snohomish County and Affiliates (the "Organization") as of December 31,2004, and the related consolidated statements of activities, functional expenses and cash flows for the year then ended. These financial statements are the responsibility of the Organization's management. Our responsibility is to express an opinion on these financial statements based on our audit. The prior year summarized comparative information has been derived from the Organization's 2003 consolidated financial statements, which were audited by other auditors and whose report dated May 5, 2004, expressed an unqualified opinion on those financial statements. 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 financial statements are free of material misstatement. An audit includes examining, on a test basis, evidence supporting the amounts and disclosures in the financial statements. An audit also includes assessing the accounting principles used and significant estimates made by management, as well as evaluating the overall financial statement presentation. We believe that our audit provides a reasonable basis for our opinion. In our opinion, the financial statements referred to above present fairly, in all material respects, the financial position of Young Women's Christian Association of Seattle-King County-Snohomish County and Affiliates as of December 31, 2004, and the changes in its net assets and its cash flows for the year then ended, in conformity with accounting principles generally accepted in the United States of America. In accordance with Government Auditing Standards, we have also issued our report dated April 18, 2005, on our consideration of Young Women's Christian Association of Seattle-King County-Snohomish County and Affiliates' 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 to describe the scope of our testing of internal control over financial reporting and compliance and the results of that testing, and not to provided an opinion on the internal control over financial reporting or on compliance. That report is an integral part of an audit performed in accordance with Government Auditing Standards and should be considered in assessing the results of our audits._ _ .. Our audit was made for the purpose of forming an opinion on the basic financial statements of the Organization taken as a whole. The supplemental schedule presented on page 19 for the year ended December 31, 2004 is presented for additional analysis and is not a required part of the basic financial statements. Such information has been subjected to the auditing procedures applied in the audit of the basic financial statements and, in our opinion, is fairly stated in all material respects in relation to the basic financial statements taken as a whole. Certified Public Accountants April 18,2005 Certified Public Accountants &Consultants ,Pr00 NI.a^ CLARK NUBER t I:`y' ,,'��No lW1'rr;i y', F:a;i :.,h 0 8005C,75:4i Board of Directors Young Women's Christian Association of Seattle-King County-Snohomish County and Subsidiaries Seattle, Washington In planning and performing our audit of the financial statements of Young Women's Christian Association of Seattle-King County-Snohomish County and Subsidiaries (collectively, the "Organization") as of and for the year ended December 31, 2006, in accordance with auditing standards generally accepted in the United States of America, we considered the Organization's internal control over financial reporting (internal control) as a basis for designing our auditing procedures 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. Our consideration of internal control was for the limited purpose described in the preceding paragraph and would not necessarily identify all deficiencies in internal control that might be significant deficiencies or material weaknesses. However, as discussed on the following pages, we identified a certain deficiency in internal control that we consider to be a significant deficiency. A control deficiency 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 misstatements on a timely basis. A significant deficiency is a control deficiency, or combination of control deficiencies, that adversely affects the entity's ability to initiate, authorize, record, process, or report financial data reliably in accordance with generally accepted accounting principles such that there is more than a remote likelihood that a misstatement of the entity's financial statements that is more than inconsequential will not be prevented or detected by the entity's internal control. This communication is intended solely for the information and use of management, the board of directors, and others within the Organization and is not intended to be and should not be used by anyone other than these specified parties. The Organization's written response to the significant deficiency identified in our audit is included in this document but has not been subjected to the auditing procedures applied in the audit of the financial statements and, accordingly, we express no opinion on it. 00.4k. -6.441E/L Certified Public Accountants May 1,2007 qa YOUNG WOMEN'S CHRISTIAN ASSOCIATION OF SEATTLE-KING COUNTY-SNOHOMISH COUNTY AND SUBSIDIARIES Consolidated Statement Of Financial Position December 31,2006 (With Comparative Totals For 2005) 2005 Restated 2006 (Note 2) Assets Current Assets: Cash and cash equivalents $ 2,751,776 $ 2,870,210 Accounts receivable, net 2,594,609 2,184,884 Current portion of pledges receivable,net 899,900 744,868 Prepaid expenses and other current assets 454,136 352,162 Total Current Assets 6,700,421 6,152,124 Pledges receivable,net 2,922,194 3,312,633 Investments 26,683,528 25,060,245 Restricted cash 795,773 726,671 Land,buildings and equipment, net 48,648,955 46,809,532 Deposits and other assets 580,646 191,154 ( Total Assets $86,331,517 $82,252,359 Liabilities And Net Assets Current Liabilities: Accounts payable, accrued expenses,and other current liabilities $ 2,622,333 $ 1,974,752 Current portion of long-term debt 170,306 81,828 Total Current Liabilities 2,792,639 2,056,580 Long-term debt, net of current portion 18,230,006 18,092,904 Total Liabilities 21,022,645 20,149,484 Minority interest in consolidated subsidiaries 4,133,327 4,634,437 Net Assets: Unrestricted- Board designated reserves 12,869,680 11,363,863 Undesignated 32,784,294 28,929,562 Total unrestricted 45,653,974 40,293,425 Temporarily restricted 10,382,930 12,249,632 Permanently restricted 5,138,641 4,925,381 Total Net Assets 61,175,545 57,468,438 Total Liabilities and Net Assets $86,331,517 $82,252,359 The accompanying notes are an integral part of the.financial statements -3- SECTION B: COMMITMENT TO DIVERSITY The YWCA has a long and proud history of commitment to diversity in the communities we serve and the staff we employ. We believe that a diverse work force adds greatly to the strength and effectiveness of our organization. EQUAL EMPLOYMENT OPPORTUNITY The YWCA is an equal opportunity employer and is pledged to carry out the spirit and letter of applicable federal, state and local laws and regulations prohibiting unlawful discrimination in employment on the basis of age, ancestry, color, creed, gender, marital status, national origin, political ideology, race, religion, sexual orientation, veteran status or the presence of a physical, mental or sensory disability. Further, it is the intent of the YWCA to insure that the principle of equal opportunity will be carried out in all employment practices, including, but not limited to: recruitment, selection and placement, compensation, promotion and transfer, disciplinary measures, demotions, layoffs and terminations, training, daily working conditions, awards and benefits and all other terms and conditions of employment. NONDISCRIMINATION ON BASIS OF DISABILITIES The YWCA will fully comply with all requirements of the Americans with Disabilities Act, Section 504 of the Rehabilitation Act and all other applicable laws and regulations prohibiting discriminatory practices against individuals with disabilities. No qualified individual will be discriminated against because of a physical or mental disability in connection with recruitment, selection and placement, compensation, promotion and transfer, disciplinary measures, demotions, layoffs and terminations, training, daily working conditions, awards and benefits, any other term or condition of employment or any other aspect of employment. The YWCA will make reasonable accommodations for the known physical and mental disabilities of qualified applicants or staff persons to enable them to perform essential job duties, unless such accommodation would impose an undue hardship.Staff persons.with --- a disability who are requesting an accommodation to perform the essential functions of their job need to contact the Human Resources Department. Upon receipt of a request for an accommodation, the Human Resources Department will meet with the staff person to identify the precise limitations resulting from the disability and potential accommodations that the YWCA might make to overcome those limitations. The staff person may be required to provide written verification of the disability and resulting limitations from an appropriate licensed treatment provider. kA YWCA HOUSING INTAKE FORM Client Name: I (First, Middle, Last) • (enter last 4 digits only) R=Refused,U=Unknown D2___f Birth: Age at intake: MD/DD/YYYY Ethnicity: ❑Hispanic ❑Non-Hispanic Race (check one or more): ❑American Indian/Alaska Native ❑Asian ❑Black/African American CI Native Hawaiian/Other-Pacific Islander ❑White ❑Other/Unknown Gender: ❑Male ❑Female Sexual Orientation: ❑Heterosexual ❑Gay ❑Lesbian ❑Don't know ❑Refused ❑Bisexual ❑Unknown ❑Refused Transgender: ❑Check if yes Family Type: ❑Single Parent ❑Two Parent Household ❑Single Person ❑Two Adults/No kids ❑Other Relationshipli to Head of Household: (see list) Limited English: ❑No-fluent ❑Yes-interpreter needed ❑Yes-No Interpreter needed ❑Don't know ❑Refused Immigrant Status: ❑Not an immigrant/refugee ❑Immigrant/refugee ❑Don't know ❑Refused Information Release-did client consent to send identified data to Safe Harbors: ❑Yes ❑No (applies to whole family) Intake Date: Program Code: Advocate: (Equals Assessment date) Is the client homeless? ❑Yes ❑No If yes, primary reason for homelessness? Date became!homelessness (if known): (see list) Veteran? ,❑Yes ❑No ❑Don't know ❑Refused (Note-if yes, also fill out Veteran Assessment form) Disabling conldition: ❑Yes El No ❑Don't know ❑Refused (Note-specifics entered later in intake) Prior Residence: Length of stay: (w'-- - ,lient slept the prior night-example:Emergency Housing- see list for other options) For last stable residence of at least 90 days,if known: Street Address: City: State: Zip Code: Address within city limits? ❑Yes ❑No Address in unincorporated area of county? ❑Yes ❑No ❑Don't Know El Refused ❑Don't Know ❑Refused Developmental Domestic Mental Physical Criminal Barriers: Alcohol Abuse Disability Violence Drug Abuse AIDS/HIV Illness Disability Histo • ry Other: !circle all that apply to client) Chronic Barrier?(check if yes) ❑Yes ❑Yes ❑Yes Treatments/Services Provided: (circle if yes) Developmentally disabled Alcoholism Drugs 'f experienced Domestic Violence,when did it occur? chronically Homeless assessment: Jnaccompanietl individual: ❑Yes ❑No (Note-system defaults to'Yes'since no other family members have been entered yet) continuously homeless for a year or more: ❑Yes ❑No ❑N/A 4 episodes of homelessness in the past 3 years: ❑Yes ❑No ❑N/A ncome source/amount: ❑Employment$ ❑Unemployment$ ❑SSI$ ❑SSDI$ ❑TANF$ ❑GAU$ ❑Child Support$ ❑Other: $ Jon-Cash assistance: ❑Food Stamps ❑Medicaid(medical coupons) ❑Medicare ❑WIC ❑Other leaIth_��sues: ien� -lealth: ❑Excellent ❑Very Good ❑Good ❑Fair ❑Poor ❑Don't know 'regnant: ❑Yes ❑No ❑N/A Is yes, when is due date? ;mployment status: Employed? ❑Yes ❑No ❑Don't know ❑Refused If yes, number of hours worked in past week?(if known) i—i_ revised 4/5/2006 I YWCA HOUSING INTAKE FORM If no, is client looking for work? ❑Yes ❑No If yes, status of employment(if known): ❑Perm ❑Temp ❑Seasonal Education status: Currently in school? ❑Yes ❑No ❑Don't know ❑Refused Received Vocational Training/Apprenticeship? ❑Yes ❑No Highest grade completed: Information)Source(referred by): Spouse/Partner Name: (First, Middle,Last) SSN: (enter last 4 digits only) R=Refused,U=Unknown Date of Birth: Age at intake: MD/DD/YYYY Ethnicity: 1111 Hispanic ❑Non-Hispanic Race(check one or more): ❑American Indian/Alaska Native ❑Asian ❑Black/African American ❑Native Hawaiian/Other-Pacific Islander ❑White ❑Other/Unknown Gender: ❑Male ❑Female Sexual Orientation: ❑Heterosexual ❑Gay ❑Lesbian ❑Don't know ❑Refused ❑Bisexual ❑Unknown ❑Refused Transgender: ❑Check if yes Relationship to Head of Household: (see list) Limited English: ❑No-fluent ❑Yes-interpreter needed ❑Yes-No interpreter needed ❑Don't know ❑Refused Immigrant S>{atus: ❑Not an immigrant/refugee ❑Immigrant/refugee ❑Don't know ❑Refused Veteran? ❑Yes ❑No ❑Don't know ❑Refused (Note-if yes,also fill out Veteran Assessment form) Disabling condition: ❑Yes ❑No ❑Don't know ❑Refused (Note-specifics entered later in intake) Developmental Domestic Mental Physical Criminal Barriers: 1 Disability Violence Drug Abuse AIDS/HIV Illness Disability History (circle all that apply to client) Chronic Barrier?(check if yes) ❑Yes ❑Yes ❑Yes Tr ents/S'ervices Provided:(circle if yes) Developmentally disabled Alcoholism Drugs If AF,.rienced Domestic Violence,when did it occur? Income source/amount: ❑Employment$ ❑Unemployment$ ❑SSI$ ❑SSDI$ ❑TANF$ ❑GAU$ ❑Child Support$ Non-Cash assistance: ❑Food Stamps ❑Medicaid(medical coupons) ❑Medicare ❑WIC ❑Other Health Issues: General Health: ❑Excellent ❑Very Good ❑Good ❑Fair ❑Poor ❑Don't know Pregnant: ❑Yes ❑No ❑N/A Is yes,when is due date? Employment status: Employed? ❑Yes ❑No ❑Don't know ❑Refused If yes, number of hours worked in past week?(if known) If no, is client looking for work? ❑Yes ❑No If yes, status of employment(if known): ❑Perm ❑Temp ❑Seasonal Education status: Currently in school? ❑Yes ❑No ❑Don't know ❑Refused Received Vocational Training/Apprenticeship? ❑Yes ❑No Highest grade completed: Children #1 #2 #3 #4 \lame: Name: Name: Name: DOB: DOB: DOB: DOB: 3SN: 1 SSN: SSN: SSN: 3eri'__" LI Male ❑Female Gender: ❑Male ❑Female Gender: ❑Male ❑Female Gender: ❑Male ❑Female FAN', _ Ethnicity: Ethnicity: Ethnicity: Race: Race: Race: Race: )isability/Barriers: Disability/Barriers: Disability/Barriers: Disability/Barriers: use a 2nd page if more than 4 children) revised 4/5/2006 NO SLIDING FEE SCALE 9 9 __ � 3 (,_ 31 Application Cover Pages (Agency Information and Questions 1 —7) Agency Information ' - - Agency Name: g Y, Applicait Name and Address: Agency Director: • Child Care Resources Nina Auerbach, CEO 1225 South Weller, Suite 300 Name and Title Seattle, WA 98144 206-329-1011, x208 (Area Code)Telephone 206-461-3726 E-mail address(if available) (Area Code)Fax Number Required signatures: By signing below,you certify that the information in this application is accurate to the best of your knowledge and that you have read the application, certifications, and appendixes. (SIG ATURES MUST BE IN BLUE INK) . G:L -� (/0 Signature of Age c :•. d President/Date Signature of Agency Director/Date EM 1 Ly H. 4 A/Tt ry ,,,e,„ Al</2 ,14Zf1` Pr' ted Nam e of Agency Board Pr sident Printed Name of Agency Director - � Program:-Information- 1. Program Name Child Care Resource and Referral Contact Person (available to answer specific questions on this application) Deeann Puffert, Chief Program Officer 206-329-1011,x220 Name (Area Code)Telephone Address(if different than above) puffert@childcare.org 206-461-3726 E-mail address (if available) (Area Code)Fax Number 2. Program is New for our agency ❑An Ongoing Program El 3. 1rief Description of Program (One sentence) Information and referral to help families find appropriate child care; training and technical assistance for child care providers; community education regarding child care issues. 4. Where are services provided? (If different from agency location) King County I . — I Page 5 5. Total Program Cost: Actual 2007: $1,691,787 Proposed 2009: $1,865,964 Projected 2008: $1,745,427 6. Total City Funds Requested for this Program: City Awarded 2008 Requested 2009* General Fund CDBG Total Requested** Auburn $0 $0 $7,000 Federal Way $0 $0 $10,000 Kent $0 $0 '$14,900 Renton $7,800 $0 $14,800 City Awarded 2008 Requested 2009* General Fund General Fund Burien $4000 $8160 Covington $2340 $3360 Des 1V,Ioines $0 $2560 Enumclaw $0 0 Seafac $2000 $4140 Tukwila $5000 $6880 *Cities on a two year funding cycle will renew 2009 awards to 2010 based upon performance and availability of funds. See Part II for city specific information. **Include your total request for Auburn,Federal Way Kent and Renton. The source of funding will be determined by staff. • Page 2 7. Agency Contact Sheet g Y Provide the following information for the agency and for the program requesting funds. Agency Contacts General Agency Name: Child Care Resources Address: 1225 South Weller, Suite 300 City/State/Zip: Seattle, WA 98144 Phone/Fax: 206-329-1011, 206-461-3726 Agency Web Address: www.childcare.org Executive Director Name: Nina Auerbach Title: Chief Executive Officer Direct Phone: 206-329-1011, x208 E-Mail: Auerbach@childcare.org Development Director Name: Tom Slattery (or Grant'Writer) Title: Chief Development Officer Direct Phone: 206-329-1011, x207 E-Mail: slattery@childcare.org Finance/Accountant Name: Kathryn Flores (person preparing invoices) Title: Chief Financial Officer Direct Phone: 206-329-1011, x224 E-Mail: flores@childcare.org Program Contact (Staff contact for contracting, reporting and program implementation.) Program Nante: Child Care Resource and Referral Staff Name: Deeann Puffert Title: Chief Program Officer Direct Phone: 206-329-1011, x220 E-Mail: puffert@childcare.org Page 3 -CRIED GA-EREES"OURCES ' " - _ _ _SoutILKing Coy untGThera1 d7 DBGProposal_,J__ 8. !ORGANIZATIONAL EXPERIENCE Experience Child Care Resources (CCR) leads efforts to promote equity for children, community stability, and school readiness by: helping families access and choose high quality child and after school care; partnering with providers and caregivers to offer excellent care; and advocating for child care solutions that strengthen communities. CCR was founded in 1990 to ensure that every family in King County can find safe, quality and affordable child care that meets their unique needs and honors their children. This is accomplished in partnership with families, child care providers, business and government in order to: •i Empower parents with information to find, select and retain quality child care. To date, CCR has helped over 110,000 families with an emphasis on children with special needs, low-income families, j and families with unique language or transportation needs. •1 Support child care providers to ensure that the care they provide is high quality and prepares children to thrive-in school and in life. CCR offers training, technical assistance and mentorship to more I than 1,200 child care providers annually. Leverage resources within the community to improve the quality of care. • Educate and advocate across the sectors and region on the importance and impact of quality early learning and our respective roles in ensuring that every child has a great start in school and in life. Child Care Resources is the only agency in King County whose mission is to specifically and Comprehensively serve the child care community. We have developed strong working relationships with child care centers and family child care homes, and our training workshops, resources, and technical lassistance have been developed in response to their expressed needs. Additionally, Child Care Resources is the only agency in King County that provides public child care information and referral to parents and the (first non-profit resource and referral agency in the county to offer child care search information over the /Internet. CCR's programs are designed to ensure that every family in King County can find quality and affordable child care that meets their children's developmental needs: • CCR's Family, Friend and Neighbor(FFN) Program builds community awareness of the importance of FFN care, and develops a network of stakeholders. Family members, friends and neighbors have long been informal child care providers but, until recently, have received very little recognition or resources to support them in the important work they do. We have developed a collaborative partnership with a wide range of organizations, providing technical assistance to help them adapt, enhance, or develop new programs and services to support FFN caregivers. As a local, regional and national leader in this emerging field, we are advocating with policymakers-to increase awareness of and resources for caregivers, We have offered this program since 2004. • CCR's Child Care Careers Program provides training for women moving out of welfare, not only helping them develop skills to establish a career in the child care field but also increasing the number of quality child care slots available in King County. We work mostly in refugee/immigrant communities, creating meaningful careers and additional child care slots that serve specific cultural communities. The program is comprehensive, with elements in place to ensure the greatest opportunities for long-term success, benefiting both the participants of the program and the children for whom they will provide care. We have offered this program since 1999. 1 i • . To bolster the child care field and help children achieve school readiness, CCR has established a strong Accreditation Program to work with child care centers and family child care providers to help them navigate the complex and involved national certification process. Research has shown that achievement of national accreditation not only instills infrastructure and process that ensures the long-term stability of the center itself, but also raises the quality of care provided, Our work is to provide a mentor, some help with accreditation fees and support to go througle increasingly challenging process of getting accredited. We have offered this program since 2004. • CCR serves leadership roles in local and regional initiatives and collaborations that advocate for greater resources for and visibility of early childhood education. Recent work includes integral participation in the development of the Washington State Quality Rating and Improvement System (QRIS), which will both provide support and incentives to child care providers to strengthen their programs, and help parents better understand what quality care looks like and how they can make informed decisions in selecting the appropriate child care setting and provider to meet their child's early learning needs. We have been involved in this work since 2006, CCR remains the only agency in King County whose mission is to specifically and comprehensively serve the child care community. We have built our work thoughtfully and have extensive experience working with our diverse constituencies of child care providers, parents, policymakers and the broad community Operational Structure.Child Care Resources' organizational structure is based on functional teams; Family Services, Provider Services and Support. The Executive Leadership Team—comprised of the Chief Executive Officer, Chief Program Officer, Chief Financial Officer, Chief Development Officer, Directors of Family and Provider Services, and Director of Diversity/Inclusion—oversees all service and administrative functions. Key staff have the following qualifications: • Nina Auerbach, Chief Executive Officer, has an MBA/ACSW and 29 years of experience in human services management. • Deeann Burtch Puffed, Chief Program Officer, has an MPA and 27 years of experience in child care and human services management. • Kathryn Flores, Chief Financial Officer, has an MBA and 22 years of experience in finance and MIS. • Marty Jacobs, Director of Family Services, has an MSW and 29 years of experience in human services. • Faye Melton, Director of Provider Services, has an MSW and 17 years of program experience. • Resource Specialists—We have staff in each of the Family and Provider Services teams who predominantly have Bachelors degrees and have expertise in child care or child care-related issues. These staff works directly with parents or child care providers. CCR is governed by a volunteer, policymaking board of directors which supports the agency to achieve its mission by establishing outcomes, setting strategic direction, developing board policies, and evaluating and supporting the chief executive officer. It meets a minimum of six times yearly, including an all-day planning retreat each Fall. Functional committees include board development, fund development, personnel, finance, and ad hoc committees as needed. The current Board has 19 members who reflect the following: three South King County residents, a medical professional working in Kent; 12 European-Americans,four African-Americans and three mixed race; a family child care provider and a child care center administrator; and fourteen women and five men. The agency.and the board development committee are committed to and actively increasing the diversity of the board in all areas. 2 9! NEED FOR PROGRAM Problem Statement For many children, hurdles they must mount in order to be successful in school and in life are established long before they set foot in kindergarten. School readiness activities in the early years of children's lives build important pre-academic skills, such as pre-literacy and numeracy, as well as social/emotional skills, Such as the ability to get along with others, to regulate emotions and behavior, and to sustain attention for learning. An alarming number of children in Washington State are un-equipped with these skills upon entering kindergarten.A statewide survey administered in 2005 by the Washington State Office of the Superintendent of Public Instruction found that less than 50% of children entering kindergarten classrooms were ready for school in all areas. For low-income children of color, the number prepared to succeed in kindergarten was an even more disturbing 25%. While the K-12 educational system struggles with a significant achievement gap once children are attending school, it is becoming'increasingly apparent that these same children suffer first from a preparation gap. Investing in Children:An Early Learning Strategy, a 2005 report by the Bill & Melinda Gates Foundation, states that, in Washington State, over 100,000 children—23% of all children ages birth through five—have two or more risk factors for school failure. Some of these include: living in poverty; single or no parent in the household; no parent employed full time; no parents fluent in English; and mother with no high school diploma. Further compounding these children's situations is the poor quality of the early learning environments that many of them are exposed to in their various out-of-home care settings. Research confirms that child care and early learning experiences deeply impact a child's future success. Longitudinal studies such as the Perry Preschool Study and the Abecedarian Study have shown that children in high quality early learning environments have more advanced language development and social skills in elementary school. And, these achievements continue to develop throughout these children's lives. Early Learning, Later Success: The Abecedarian Study(2000) reveals that young adults who receive early educational intervention have significantly higher mental test scores, from toddlerhood through age 21, than those who did not. The High/Scope Perry Preschool Study Through Age 40(2004) demonstrates that"high- quality preschool programs for young children living in poverty contribute to their intellectual and social development in childhood and their school success, economic performance, and reduced commission of crime in adulthood." Conversely, poor quality care damages a child's prospects for realizing such successes. Children in poor quality early learning environments are delayed in language and reading skills and have a higher propensity for showing aggression towards others. While this gap does not always break down over socio- 1 economic lines, children from low-income families—burdened by stressors such as housing or food needs, domestic violence or substance abuse—are most susceptible to the impact of low-quality care. (Moon and Burbank. The Significance of High-Quality Learning and Care, Early Childhood Education Career and Wage Ladder:A Model for Improving Quality in Early Learning and Care Programs, 2004) Quality child care programs can address three important social needs that impact a child's potential to succeed in life: school readiness; economic development and economic stability; and equity for children. Fortunately, over the last two years in Washington State, many exciting developments have arisen that promise to positively impact opportunities for children. We are at a crossroads where investments from the private sector and changes in public policy are intersecting to bring about a new world in early learning. 3 Over the next ten years, we can expect to see a changed Washington, with a significant increase in the number of children entering school with the skills they need to succeed in school and in life. Target Population. In 2007, we served nearly 9,300 clients, a 4.7% increase over the previous year's service delivery. Information about our current client population follows: • 49% of children served are under the age of three, 23% are three to five years, 14% are six and older, and 13% are age unknown; • 69% of children are in full-time care; • 92% of families participating in subsidy programs receive support from DSHS; • parents equally requested center-based and family child care options for their children; • 53% of callers are between the ages of 25-and 44-years-old; • 40% of families are single-adult households and 48% have two or more adults; • 82% of callers are female; • 12% of families are very low income, 29% low income, 17% moderate, 9% above moderate and 33% unknown; • 34% live in Seattle, 40% in South King County, 18% in East King County, 3% in North King County and 5% other; • 32% are Caucasian or European American, 10%African American, 8% Latino/Hispanic, 4%Asian, 1% Pacific Islander, 1% American Indian or Alaska Native and 44% unknown or other; and • 2% identify as disabled and the disability status of 39% of clients are unknown. Through our Provider Services, we served 1,500 in 2007. Information about our current provider population follows: • 32% are licensed child care centers and 67% are family child care homes; • 23% of all programs are located in East King County, 31% are in Seattle, 5% in North King County and 41% are in South King County, • 5% of all programs in the county are nationally accredited; • 76% of all licensed facilities list a willingness to accept DSHS subsidies; • special services provided include behavior supervision and support, eating assistance, health monitoring, medication monitoring, mobility assistance, nursing care and physical therapy; • 19% of the child care programs have a Spanish speaker on staff and 9% have a Somali speaker; and • other languages available include American Sign Language,Amharic,Arabic, Cambodian, Chinese, Farsi, French, German, Japanese, Korean, Punjabi, Russian, Tagalog and Vietnamese. 10. PROPOSED PROGRAM/SERVICE Program Description Child Care Resources programs address the critical needs that our families have: 1. School Readiness. Through our training and technical assistance programs, we improve the quality of early learning environments and help providers increase the pre-literacy, pre-academic, social and emotional skills that children need to enter school ready to learn. 2. Economic Development/Community Stability. Parents need safe, affordable child care for their children so that they can work. Our Information and Referral Services and Financial Assistance 4 Program help ensure that parents have safe, affordable options for their children. CCR also provides targeted recruitment and training of new child care providers in order to increase the supply of care. 3. Equity for Children.All children deserve a fair start in life, but low income families do not have equal access to high quality child care programs. The majority of our services are targeted to low-income families and the providers that serve them. We put our strongest efforts where they are most needed. Funding is requested for child care resource and referral, a program of combined services, the overall goal Of which is to improve the access to and quality of child care so that children have the best developmental opportunities possible for success in life. This goal will be achieved through the following work: Support for families. CCR has three toll-free phone numbers to support parents in their search for child Ore. These operate in King County from 9am-3pm Monday through Thursday, and from 9am-1 pm on Fridays. Topics covered on phone line calls can include: quality care for various ages of children; licensing standards of child care centers; accreditation of centers; information about nannies; and family, friend and neighbor care. CCR counselors will often engage parents in conversations about related issues (separation anxiety, etc.) and will not only offer resources to address those specific concerns, but also coach parents on how to talk to providers about these issues so that they can get appropriate care for their children. Our telephone child care referral service is free, although callers are asked for a voluntary contribution. CCR also has a website with information in Amharic, English, Russian, Spanish, Somali and Vietnamese to assist parents in their choice of care for their children. The site offers descriptions of different types of care —including licensed care options, nanny care, and family, friend and neighbor care—with information about advantages and disadvantages of each. Parents can also learn about: tips for choosing a provider; licensing rules;ways to determine a providers' licensing complaint history; how to make complaints; average child care costs in King County; and financial assistance resources. Our Internet referral service is free to low-income families and those receiving child care subsidy. Moderate and high income families are charged a nominal $40 fee for six months of service. Currently, we have 1,972 providers listed in our online directory; these provider records are updated annually. Because our relationship with providers is strong, they will call us if they have openings. This knowledge about availability helps us better serve parents. After initial contact, all parents receive packets of materials with parent education and resource information (including child care financial assistance, tips for finding child care and guidelines for assessing provider quality). Information on how to support children to get ready for school is provided to parents of young children, Other resources we provide to parents include the Getting School Ready booklet (which has a checklist about what comprises good child care) as well as a recently-established monthly electronic parent education newsletter with articles and information about community resources. Outreach to families occurs through: phone book advertising (both printed and web listings); advertising in publications, including Colors Northwest, The Jewish Transcript, Parent Map, NW Baby, NW Parent, etc.; and posters with tear-off pads in pediatricians', obstetricians' and hospitals' waiting rooms as well as in all DSHS offices. CCR has outreach pamphlets in Chinese, Spanish, Somali, Russian and Vietnamese. To support non-English speaking clients, we have three staff who answer phone line calls who speak Spanish. In our broader staff of 45, six speak Spanish, two speak Chinese, one speaks Burmese, one speaks Japanese, and one speaks Greek. To help us assist callers who speak other non-English languages, we contract with Pacific Interpreters, a service that specializes in medical and human services live interpretation. Our staff is trained to work both with limited-English proficient clients,and with interpreters. • 5 Support for child care providers. CCR has provided technical assistance and training for nearly 20 years to strengthen the child care community. All services we offer are consistently available throughout our service area in King County. Our technical assistance is delivered over the phone, through email, through the CCR on Wheels van, through site visits to child care programs and in person through walk-in visits at our three offices: our main office in Seattle and two satellite offices in Redmond and Kent. In 2007, we offered technical assistance to 1,500 providers. We have recruited over 50 early childhood consultants to meet our community's diverse needs by providing coaching and mentoring to licensed child care providers. These consultants can provide technical assistance in Cantonese, Mandarin Russian, Somali, Spanish and Vietnamese; other non-English languages are supported through our interpreter service. CCR also offers trainings that focus on the unique needs of family child care providers, center-based teachers and directors. We offer single classes, series of multiple classes, and day-long conferences. Examples of topics include: first aid and CPR; HIV; supporting social and emotional development in young children; working with autistic children; curriculum development; working with school-age children; and best practices in management and leadership. Additionally, we offer a training series specifically for directors and a mini-series for mentors. Because the majority of our provider population is located in South King County, most of our trainings are held there. We are interested, however, in expanding geographically, and are offering in Spring 2008 a directors training series in the Eastside, where we know such support is lacking. Our trainers are contracted consultants who are current or past child care providers. Collectively, they have capacity to deliver non-English trainings in Cantonese, Mandarin, Somali and Spanish and to offer language assistance in Russian and Vietnamese. In 2007, we delivered 300 trainings.At each of our conferences, we offer at least one class, if not a full tract of classes, in a non-English language. To date, these classes have been offered in Spanish; we hope to expand soon to also include.Somali. In addition to our strong base of work to support providers and directors in centers, CCR is also increasingly looked upon as a leader in the Family, Friend and Neighbor(FFN) child care sector. We offer targeted training and technical assistance to support organizations that serve FFN providers as well as coordinate the Play & Learn Network, made up of 60 groups that support culturally-diverse populations around the county. CCR is leading work to expand this successful model to other regions of the state. Child Care Resources works in close collaboration with a variety of King County organizations serving children and families. We have very active relationships with many public agencies: the local and state offices of the Department of Early Learning; the Washington Department of Health; the Department of Social and Health Services' Community Service Offices; the City of Seattle; Seattle/King County Public Health; Seattle Human Services; and Cities of Bellevue, Kent, Redmond and others around King County. We also have active programmatic partnerships with community and four-year colleges around the area. We participate in many coalitions: Schools Out Washington; Seattle and King County Housing Authorities; SOAR; South King Council of Human Services; United Way advisory councils; White Center Early Learning Initiative; several homeless coalitions; various advisory committees; and many culturally-specific child care task forces. This broad base of partnerships will continue to inform the quality work that CCR delivers. Performance Measures and Outcomes Performance Measure: Number of families served Outcome: Families will increase their knowledge of quality child care and how to find it. - . Indicator: At least 50% of families are able to find regularly scheduled, consistent child care because of the referral from CCR. 6 Performance Measure: Number of training hours Outcome: Increase provider's knowledge of the workshop. Indicator: At least 80% of child care providers trained in CCR-sponsored workshops will report increased knowledge of the workshop topic.95% of clients will set service plan goals to increase/mantain self- sufficiency. Staffing Plan & Evaluation Staffing Plan All of our services are provided by paid staff who, predominantly, have Bachelors degrees and expertise in child care or child care related issues. CCR currently employs 10 FTE staff in Information and Referral services to: • provide parent counseling on the information and referral phone lines; • assess family needs for child care; • provide education on choosing child care; • provide referrals to appropriate providers using the NACCRRAware software information system; • collate and send parent information (ex. parent packets, requested materials and referral lists); • problem solve and quickly determine the best way to respond to client requests; • prepare statistical compilations as requested by the community regarding the number of people calling for childcare, the childcare provider community, etc.; and • call childcare providers to update their provider file, to assess available openings and to provide general technical assistance as requested; CCR currently employs 12 FTE staff in training and technical assistance to: • provide technical assistance in-person and on the phone, in a culturally-relevant and inclusive way, to child care providers and other community members throughout King County; • provide assistance to persons visiting site libraries and resource rooms and ensures that provider materials are current, relevant, inclusive, orderly and reflect providers' needs; • develop and maintain positive relationships with child care providers, agencies and organizations concerned with children and child care issues; • connect providers with resources and provide technical assistance related to working with children in child care settings; • track the number of providers assisted and develop plans to meet requirements of grants; and • regularly reassess strategies and goals for improving the skill set of providers caring for children. Evaluation CCR has institutionalized evaluation as a core part of our programmatic and administrative work.All parents who use our services receive evaluations and feedback is used to redesign the way services are provided. Providers who attend trainings complete evaluations to give feedback on the trainer's skills, training content, and how they will apply the new learning. This informs us of the quality of trainings and of the topics that are of interest to providers. For programs affected by this grant proposal, an evaluation will be offered after each service: • Every child care provider who completes CCR-sponsored workshops will be asked to complete an evaluation, The evaluation is a ranked response to questions about the quality of and value to the participant of workshop content as well as the skills of the trainer. e Parents using the telephone information and referral service will be asked, at the end of the call, if they have enough information to proceed with a child care search. Internet users are asked to complete an on-line evaluation. In addition, we mail and email a more extensive evaluation form to every parent to learn about whether the referrals and information provided met their needs, whether they have found child care and their satisfaction with their choice of child care provider. e Every child care provider who receives an onsite consultation will be asked to complete an evaluation form. The evaluation is a ranked response to questions about the quality of and value to the participant of the consultation and the how well the CCR staff person met their stated needs. Differences in Service Delivery by City We provide the same service delivery throughout the county. There is no difference in the cost structure of the services as all services are the same not matter the recipients residence. 11. LONG RANGE PLAN CCR's current strategic plan, which will take us through the end of 2008, contains strategies designed to help us continue advancing our resource and referral services. Programmatic plans follow: Family Services Strategies (service area Information & Referral for families) Long Range Plan Outcome: Family members will have increased access to comprehensive, accurate information and guidance to make informed choices about child care for their children. • Increase CCR's visibility in all of King County's communities so that more families have access to services. • Make information more available by using a variety of service deliver methods that are fee of barriers (e.g. hours, language, ability to pay, ability to read and location). • Develop and maintain licensed, preschool and out of school time databases and technological capacity with emphasis on current, accurate information, including vacancy information. • Ensure that CCR staff and materials are professional, culturally relevant, linguistically appropriate, and family focused. Provider Services Team (service area Technical Assistance and Training) Long Range Plan Outcome 1: Increase the number of providers/caregivers who meet the highest quality standards so that children will be prepared to succeed in school and in life. • Prepare providers to meet increased professional development standards attached to Quality Rating Systems and other initiatives. • Develop and implement new and improved training and technical assistance models and content to meet the needs of child care providers. • Collaborate with community organizations to develop and maintain a sustainable, supportive infrastructure for high quality FFN care. • Maintain and develop ways to ensure that agency services are accessible to providers. Outcome 2: Expand availability and access to high quality child care for families with specific and special needs. • Build the supply of specialized, high quality care that meets diverse needs. 8 • Emphasize working with providers who serve specific or underserved populations. ® Work with families, with special attention to underserved populations, to increase their access specialized high quality care that meets specific needs. The comprehensive way we deliver our resource and referral services—by working concurrently with providers, families and the community—fully supports our organizational values to empower families to make informed decisions about child care and establish a strong environment for young children to become school-ready. We are able to balance delivery of services to these various constituencies because we thoughtfully establish a road-map and build strategic partnerships that help us attain the greatest successes possible. In coming years, we will ensure the continuation of this work by increasing our pool of diversified funding from both private and public sources. To accomplish this, we will seek contracts, apply for grants, cultivate _.- individual donors and conduct special events. Our strategic plan has a detailed goal with strategies for expanding our private funding, including plans to build stronger communications materials and marketing systems to emphasize CCR's expertise, impact and unique role in the community. 12. BUDGET Budget Request Narrative This funding will be used to pay for the personnel needed to provide assistance to residents of the funding city who are seeking appropriate care for their children while they work or gain education and for training and technical assistance for licensed child care providers. Changes to Budget Our budget reflects a few small increases to reflect the increased cost of providing staffing,space and other fixed costs of providing the service; salary and benefit increases (approximately 15%-25%per year for benefits and 4-5% salary increases). We are also continuing to engage new partners in this project so the budget does reflect these new amounts Cost per Service Unit(s). Service unit costs are based on program costs incurred, including personnel, occupancy, communications, supplies, travel, meetings, staff development, information systems, indirect and administration. Service unit cost increases may be needed in future years based on salary and benefit increases. Our current cost for servicing one Information and Referral call is $60, which includes the direct and indirect costs for the staff person who talks directly with the parent, inputs information into the computer and collates and mails a packet-of customized information based on the parents needs.We average about 20- 30 minutes for each call, Our cost for providing technical assistance includes the direct and indirect costs for the staff person who works directly with the provider. There is a difference in cost based on how the service is delivered. The cost to deliver technical assistance on the phone is$80 per hour; onsite consultation is $80 per hour (based on 1.5 hours of preparation and driving time for every one hour of contact time). Our training cost 9 averages $80 for one hour for all participants (usually 10—15) in the class. The average CCR class runs two hours, • • • • • 10 Agency: Child Care Resources Program:I&R/Training/TA 13. NUMBER of INDIVIDUALS/HOUSEHOLDS SERVED BY PROGRAM DI Individuals? or ri Households? (Check which applies and use for reporting all demographics.) Unduplicated *Unduplicated Number of all Clients Served by Clients Served All Funding Sources with Funds Requested. 2007 2009 2007 % of column 1 2008 2009 (Actual) clients served (Anticipated) (Projected) (City Requested by City Funding Only) Auburn 276 4% 276 276 50 Burien 122 2% 122 122 40 Covington 54 1% ° 54 54 16 I ' D i s Moines 98 1.5% 98 98 20 E i umclaw 26 .4% 26. 26 0 Federal Way 322 5% 322 322 60 Kent 574 8.6% 574 574 115 Renton 492 7.5% 492 492 100 Si aTac 99 1.5% 99 99 25 SI attle 2504 38% 2504 2504 I Tukwila 97 1.5% 97 97 48 I Other 1901 29% 1901 1901 I I 100% Total 6603 (This column must 6603 6603 474 total 100%) *Unduplicated means count each client only once per calendar year per program. This number should match the number of clients by city indicated in the top row of Question 15. c I Page 13 i Agency: Child Care Resources 114. Performance Measures (Data Table) Program:I&R/Training/TA 14a. Service with 2009 Requested Funds Proposed Performance Measures as defined below. A) B) C) A(burn 50 40 10 Burien 40 60 12 Covington 16 20 10 Dells Moines 20 12 5 E oumclaw 0 0 0 Federal Way 60 70 10 Kent 115 80 20 Rei ton 100 80 30 Seal Tac 25 18 15 SeaIttle Tukwila 48 32 18 141)1. Performance Measures 2009 Proposed with funds requested City Funding Only Title: Brief explanation: Families seeking child care referrals, via phone with an I&R A) specialist or self-conducted search via the internet. Hours of STARS-approved training for child care providers; B) trainings are developed and conducted by CCR staff or contracted to STARS-approved trainers. Hours of one-to-one or group technical support or assistance to child C) care providers or the community. Page 15 Agency: Child Care Resources 14 Performance Measures (Data Table), Cont. Program:I&R/Training/TA 14c. Average Cost of Service Unduplicated Clients Served with Funds Average Cost of Service Requested 2009 Requested 2009 per Client (Same as last column of (Same as last column of Question 6) Question 13) Column 1 divided by Column 2 Example: $5,000 45 $111.11 Auburn $7,000 50 I&R, 50 hrs TA/TR $60/client I&R, $80/hr TA/TR Burien $8,160 40 I&R, 72 hrs TA/TR $60/client I&R, $80/hr TA/TR Covington $3,360 16 I&R, 30 hrs TA/TR $60/client I&R, $80/hr TA/TR I es Moines $2,560 20 I&R, 17 hrs TA/TR $60/client I&R, $80/hr TA/TR Enumclaw Federal Way $10,000 60 I&R, 80 hrs TA/TR $60/client I&R, $80/hr TA/TR I Kent $14,900 115 I&R, 100 hrs TA/TR $60/client I&R, $80/hr TA/TR Renton $14,800 100 I&R, 110 hrs TA/TR $60/client I&R, $80/hr TA/TR SeaTac $4,140 25 I&R, 33 hrs TA/TR $60/client I&R, $80/hr TA/TR Seattle Tukwila $6,880 48 I&R, 50 hrs TA/TR $60/client I&R, $80/hr TA/TR Page 16 Complete Question 15 with 2007 Actual numbers reported in column 1 of Question 13. Agency: Child Care Resources 15. Demographics (from all funding sources) (Data Table) Program:I&R/Training/TA CI Client Residence E o -50o VI 0 at F .� F i. > 0 -� 0 . 0 0 0 a.) 0 a) a) a) a) a) 0 O d = U Q W w P4 rn v, E--1 F Unduplicated (check one) El Individuals N rl N N � CT CT 'I' ❑Households N Served in 2007* Household Income Level 30%of Median or Below 42 21 2 16 4 45 69 50 8 286 18 561 50%of Median or Below 122 64 16 47 5 153 294 211 64 875 54 1905 80%of Median or Below 57 9 14 10 10 55 92 106 8 312 8 681 Above 80%of Median 6 4 1 0 1 13 11 13 3 107 3 162 Unknown 49 24 21 25 6 56 108 112 16 924 14 1355 TOTAL 276 122 54 98 26 322 574 492 99 2504 97 4664 Gender8 88Male 16 7 2 4 25 13 ' 503 33 4 216 8 831 Fe96ma1e 250 104 43 81 1 288 37 428 91 1969 88 3380 TOTAL 266 111 45 85 26 301 540 461 95 2185 96 4211 Age 0-4 years 5- 12 years 13 - 17 years 3 2 2 4 3 2 15 1 32 18-34 years 172 70 21 56 12 198 337 292 60 1253 56 2527 35-54 years 33 12 12 8 5 46 96 73 13 483 13 794 55-74 years 4 1 2 7 3 1 23 1 42 75+years Unknown 64 38 20 32 9 72 131 124 23 730 26 1269 TOTAL 276 122 54 98 26 322 574 492 99 2504 97 4664 Ethnicity Asian 6 7 1 2 0 14 18 28 8 108 10 202 Black/African American 35 23 2 17 0 55 98 72 16 347 18 683 Hispanic/Latino(a) 28 13 1 13 1 37 69 52 16 209 20 459 Native 5 1 0 2 0 9 6 6 1 31 2 63 American/Alaskan Pacific Islander 3 1 0 3 0 5 10 4 1 17 2 46 White/Caucasian 118 38 24 19 17 111 203 150 25 642 17 1364 Other/Multi-Ethnic 13 10 4 7 1 9 37 21 9 157 28 296 TOTAL 208 93 32 63 19 240 441 333 76 1511 97 3113 Female Headed 142 65 14 59 9 192 310 245 62 1069 57 2224 Household Disabling Condition 3 1 0 0 0 7 8 7 1 82 2 111 Limited English 7 3 1 3 0 10 13 9 8 29 2 85 Speaking *Check Individual or Household,which should be the same as checked in Question 13. Unduplicated means count each client only once per calendar year. This should match the number served by City in the Actual 2007 column of Question 13. The "total"column will be different from Question 13 since the"other"column is not included due to space limitations. Page 17 6. PROGRAM STAFF (DATA TABLE) In this data table,record the number of full-time equivalent(FIE)paid staff and volunteers for this program. Fib means a 40-hour week throughout the entire year. For example, if you enter "5" in the box for Number of Volunteer Fibs,this would mean that you have, on average, five volunteers assisting your program at all times (assuming a 40-hour week). If you know only the total number of hours contributed by all volunteers for this program, simply divide that number by 2,080 to find the total Fib number. For example: 5,000 volunteer hours over the course of a year, divided by 2,080 equals 2.4 F 1'Es. 2007 2008 2009 (Actual) (Budgeted) (Projected) Total Number of Staff(F1'Es) 15.1 15.5 16 Number of Volunteer(Fibs) 0 0 0 Actual Number of Volunteers 17. PROGRAM REVENUE &EXPENSE BUDGETS (DATA TABLE) PI rogram Budget:.All columns should include total program operating revenue and expenses. Complete the following data tables with figures indicating the source of program operating funds for 2007 ( ctual), 2008 (budgeted) and 2009 (projected). Budget amounts should match funding requested (Question 14c) and Question 5. Include an explanation of any significant differences between the revenues and expenses by year in Question 12B of your application. Page 18 Agency: Child Care Resources 17. PROGRAM REVENUE BUDGET (DATA TABLE) Program:I&R/rraining/TA Revenue Source 2007 2008 2009 (Actual) (Budgeted) (Projected/ Requested) City Funding (General Fund & CDBG) • Auburn 0 0 $7000 • Burien $4000 $4000 $8160 1 • Covington $2340 $2340 $3360 • Des Moines 0 0 $2560 • Enumclaw 0 0 0 • Federal Way 0 0 $10,000 • • Kent 0 0 $14,900 • Renton $7800 $7800 $14,800 • SeaTac $2000 $2000 $4140 • Seattle $429,800 $336,459 $346,500 • Tukwila $5000 $5000 $6880 • . Other (Specify) East Suburban $80,224 $81,628 $112,000 • Other (Specify) 0 0 0 Other Government Funds 0 0 0 • King County $202,198 $202,948 $202,948 • Washington State $575,264 $601,186 $660,000 • Federal Government (Specify) 0 0 0 • Other (Specify) 0 0 0 Private Sources 0 0 0 ■ United Way (grants &designated donors) $120,348 $243,178 $243,178 • Foundations and Corporations $38,200 0 0 • Contributions (e.g.,Events, Mailings) 0 $133,985 $88,777 ® Program Service Fees (User Fees) $182,889 $124,903 $140,761 • Other(Specify) In-Kind $41,724 0 0 TOTAL PROGRAM BUDGET $1,691,787 $1,745,427. $1,865,964. 1 1 I Page 19 - I f 17. PROGRAM EXPENSE BUDGET, CONT. Agency: Child Care Resources DATA TABLE) Program:I&R/Training/TA Expenses 2007 2008 2009 (Actual) (Budgeted) (Projected) Personnel Costs • Salaries $648,883 $732,048 $775,971 • Benefits $82,380 $115,580 $132,917 • Other- Payroll Taxes $58,063 $62,056 $66,632 • Total Personnel $789,326 $909,684 $975,520 Operating and Supplies • Office/Program Supplies $35,266 $13,651 $13,924 ▪ Rent and Utilities $84,512 $100,289 $102,295 • Repair and Maintenance $10,041 $11,480 $11,709 ■ Insurance $17,231 $15,053 $15,354 • Postage and Shipping $14,656 $8,221 $8,385 • Printing and Advertising/Publications $46,499 $39,084 $39,866 • Telephone/Communications $18,925 $20,885 $21,303 ■ Equipment/Depreciation $16,338 $18,293 $18,658 • Conference/Travel/Training/Mileage $46,777 $43,870 $44,747 • Dues and Fees/Subscriptions $10,244 $4,110 $4,193 • Professional Fees/Contracts $79,798 $80,187 $81,791 • Individuals/Scholarship/Parent&Provider $189,695 $231,835 $236,472 • Administrative Costs $226,464 $212,715 $223,351 • Other(specify) -MIS $28,420 $64,939 $68,186 ■ In-Kind $41,724 0 0 ■ Business Tax 0 $206 $210 • • TOTAL PROGRAM EXPENSES $1,655,916.00 $1,774,502 $1,865,964 Net Profit(Loss) $35,871 ($29,076) 0 (revenue-expenses) = Page 20 Agency:Child Care Resources 18. SUBCONTRACTS (DATA TABLE) Program:I&R/Training/TA List all the agencies you will be subcontracting with for this program. Provide the agency name in the first column, a description of the contract/service in the second column, and the contract amount in the third column.Do not list agencies you coordinate with on a referral only basis. Indicate not applicable if you do not subcontract for any part of this program. Subcontracting Agency Specific Subcontracted Activities Contract in the Operation of Your Program Amount NONE Page 21 19. APPLICATION CHECKLLIST Applications missing one or more of the following components or not following these directions may not be'reviewed. Sign and submit the application checklist with your application. Contents (Your application should contain each of these items in this order.) ❑ Application Cover Pages.The top three pages of your application must be a completed copy of the Agency Information and Questions 1-7. Application Narrative: ❑ Question 8 Organizational Experience(2 page maximum) ❑ Question 9 Need for Your Program(2 page maximum) ❑ Question 10 Proposed Program/Service(6 page maximum) ❑ Question 11 Long Range Plan(1 page maximum) ❑ Question 12 Budget(2 page maximum) Data Tables ❑ Question 13 Number of Individuals/Households Served ❑ Question 14a-c Performance Measures and Average Cost of Service ❑ Question 15 Demographics (from all funding sources) ❑ Question 16 Program Staff ❑ Question 17 Program Revenue&Expense Budgets ❑ Question 18 Subcontracts ❑ Required documentation. Supply one copy of the following required documents with the signed original application. See Part II: City Specific Supplemental Information to determine whether additional copies of the application and required documentation need to be submitted. ❑ Question 19 Required Documentation, including: ■ Proof of non-profit status ■ Organizational Chart ■ Agency/Organization Mission Statement ■ Board resolution authorizing submittal of the application(may be submitted up to 60 days after application). • List of the current governing board and local board, if applicable, (include name,position/title, city residence, length of time on the Board, and expiration of terms. Note any vacancies.) • Board Meeting Minutes of last three board meetings of governing board and local board as applicable • Annual Budget • Financial Audit Cover Letter • Financial Audit Management Letter • Financial Statement • Verification of Non-Discrimination Policy • Program Intake Form • Sliding Fee Scale ❑Application Check List. (Signed below.) ❑City Specific Supplemental Information.Required in Name: Deeann Puffert Part II for applicable City only. Position: Chief Program Officer • } Phone#: 206-329-1011,x220 E-mail: puffert@childcare.org I /V Signature of Person Completing Checklist DO NOT SUBMIT ANY OTHER MATERIALS WITH THIS APPLICATION Make sure that you carefully check Part II of this application to see what additional attachments each city requires. Page 22 CITY OF RENTON SUPPLEMENTAL QUESTIONS CHILD CARE RESOURCE AND REFERRAL 1. Result#9 Connect People to Services • Increase the ability of Renton residents to access services. Affordable,high-quality child care is central to families with young children's success today given that most parents need to work to meet their family's financial needs. Scientific research has shown that the vast majority of brain development occurs during the first 3 years of life and is very dependent on the environment that surrounds the child,both at home, and in child care and early learning programs. What they have discovered is that the kinds of activities, the interactions between the caretaker and even the kind of music that is playing in the background all have an impact on the development of the neurons in the brain, impacting cognition, language and social/emotional development. This program empowers parents to connect with child care providers so that they can find and keep quality childcare, assists providers to improve care by connecting them with appropriate assistance in the community and insures that the community understands the importance of child care for families and children that live in their community. Quality Child Care Supports: • Healthy Communities Quality childcare is central to healthy communities. Child care supports both the child and parents through an important partnership between parents and their child care provider. Child care programs create natural helping networks by bringing parents together through their children. The result of these relationships might include trading child care after hours, assistance and networking to find a job, doing small home repairs, etc. All are things that "neighbors"provide in a healthy community. • Self Reliance Quality childcare allows parents to be able to focus on performing at work; not having to worry about the welfare of their children. Secure childcare also reduces the number of absences a parent needs to have from work due to provider issues. In addition, the partnership between parent and provider can result in increased confidence in parenting skills. • Connections with other services Child care supports employment for families,provides needed skills to children for successful transition to school and creates a place where early identification • of special needs can occur. CCR sees its work as interdependent with many 1 other services;job training,higher education, the public schools, mental health, physical health, special needs identification and early intervention providers. Child Care Resources recruits child care providers, provides scholarships, and connects potentially eligible families to assistance paying for child care (DSHS, CCR's scholarship program, or Region IV enhanced services). We improve the quality of care through technical assistance and training which increased the provider's skill and understanding. CCR focuses on insuring that providers have an understanding of how to support children's development of the skills required to succeed in school, and assisting parent's understanding of getting their children ready to enter Kindergarten ready. • Equal Access CCR works to increase quality for all children through training and technical assistance. We encourage and support families and providers ability to maintain their cultural values in the context of child care. CCR also provides services in families and providers first language to insure full understanding of the issues and questions that are raised. 2 1994 ( INTERNAL REVENUE SERVICE DISTRICT DIRECTOR 2 CUPANIA CIRCLE MONTEREY PARK,CA 91755-7406 Data: CHILD CARE RESOURCES Ci0 FINANCE AND SYSTEMS MANAGER 15015 MAIN ST STE 206 BELLEVUE,WA 98007-5229 Dear Applicant: DEPARTMENT OF THE TREASURY Employer Identification Number 91-1465046 Case Number : 954084061 Contact Person: JULIE y .CBAN Contact Telephone Number: {213) 725-6619 Our Letter Dated: March 2, 1990 Addendum Applies : no This modifies our letter of the above date in which we stated that you would be treated as an organization that is not a private foundation until the expiration of your advance ruling period. Your exempt status under section 501 (a) of the Internal Revenue Code as an organization described in section 501(c) (3) is still in effect. Based on the information you submitted, we have determined that you are not a private foundation within the meaning of section 509 (a) of the Code because you are an organization of the type described in section 509 (a) (1) and 170 (b) (1) (A) (vi) Grantors and contributors may rely on this determination unless the Internal Revenue Service publishes notice to the contrary. However, if you lose your section S09 (a) (1) status, a grantor or contributor may not rely on this determination if he or she was in part responsible for, or was aware of, the act or failure to act, or the substantial or material change on the part of the organization that resulted in your loss of such status, or if he or she acquired knowledge that the Internal Revenue Service had given notice that you would no longer be classified as a section S09 (a) (1) organization. You- are required to file Form 990 only if your gross receipts each year are normally more than $25,000. For guidance in determining whether your gross receipts are "normally" more than $25,000, see the instructions for Form 990. If a return is required, it must be filed by the 15th day of the fifth month after the end of your annual accounting period. A penalty of $10 a day is charged when a return is filed late, unless there is reasonable cause for the delay. However, the maximum penalty charged cannot exceed $5,000 or 5 percent of your gross receipts for the year, whichever is less. This penalty may also be charged if a return is not complete, so please be sure your return is complete before you file it. If we have indicated in the heading of this letter that an addendum applies, the addendum enclosed is an integral part of this letter. Because'this letter could help resolve any questions about your private foundation status, please keep it in your permanent records. Letter 1050 (DO/CG) ( -2- CHILD CARE RESOURCES If you have any questions, please contact the person whose name and telephone number are shown above . Si . � . ly yours - 47 x,$ Richard R. Orosco District Director • Letter 1050 (DO/CG) • ORGANIZATIONAL CHART-March 2008 Ih./Child Care RESOURCES Parent Services Team Information&Referral DIRECTOR OF — COMMUNITY RESOURCE COORDINATOR — Amy Donnelly,Barbara Miller, PARENT SERVICES _ Loretta Kennedy Heidi Prochnow,Lesley Sanderson, 1225 S Weller,Suite 300 Marty JacobsRESOURCE Lilian.Gax ofa-Cue po,Oriana Estrada, Seattle,WA 98144 ENHANCED SERVICES COORDINATOR _ SPECIALISTS --I. Reinese Arase,Terrie Yaffe Angelica Alvarez Tina Ferguson,Kathy Schinnan Carolyn Brennan DIRECTOR OF SEATTLE EARLY READING CHIEF PROGRAM PROVIDER SERVICES FIRST(SERF)PROJECT MANAGER OFFICER Faye Melton PROVIDER SERVICES COORDINATOR Tilman Smith Deeann Burtch Pufert Sarah weir Prodeei IRESOURCE ProfessionalvirS Develorvces pment, Team SPECIALISTSTechnical Assistance, PROVIDER SERVICES COORDINATOR I— 1 ---► Adrienne Wingo, Mike Kasprzak Kris Lowe, ELN PROJECT MANAGER ELN PROJECT ASSISTANT/ I Laura Brosas,Deadru Hilliard Meenoo Yesher Danette Davis Hiroko Unto I WCELI PROJECT MANAGER WCELI COORDINATOR Caroline Shelton Adie Fatur DIRECTOR OF FFN PROJECT MANAGER PLAY&LEARN DIVERSITYANCLUSION Paula Steinke NETWORK MANAGER Theresa.Lenear Lisa Conley CHIEF I OPERATIONS MANAGER EXECUTIVE ASSISTANT EXECUTIVE Amy Vasquez Lotion Person — OFFICER Nina Auerbach PROGRAM ASSISTANT _ Kelly DeForreat Support Team DIRECTOR OF DONOR RELATIONS&COMM. —� Officers,Director DiversiryMclusion, — Elizabeth Benedict DEVELOPMENT ASSISTANT I Senior Accountant.Staff Accountant, CHIEF DEVELOPMENT Emily O'Neil Assistant,MIS Manager OFFICER Development Assistant,Controller Tom Slattery MISl e r MIS MANAGER IKris We Melissa Waters CHIEF FINANCIAL OFFICER — Kathryn floes — CONTROLLER I STAFF ACCOUNTANT Li Bernstein Fado Khan SENIOR ACCOUNTANT Ellie Young 3/27/2008 I I \ 4 Child Care Resources Strategic Plan 2005-2008 Vision Every child has a great start in school and in life. Mission Child Care Resources leads efforts to promote equity for children, community stability, ' and school readiness by: • Helping families access and choose high quality child and after school care. • Partnering with providers and caregivers to offer excellent care. • Advocating for child care solutions that strengthen communities. Goals and Strategies #1. Increase families' abilities to make informed child care choices and access high quality child care • Support the development and implementation of a quality rating system for child care programs that will provide information to aid families' child care choices. • Improve the value of the information and data we give to families. • Provide families with information that will increase their awareness of the connection between all types of child care and early learning/school success. • Continue to develop CCR's capacity to offer enhanced I &R services #2. Increase the number of providers/caregivers who meet the highest quality standards so that children will be prepared to succeed in school and in life. • Prepare providers to meet increased professional development standards attached to Quality Rating Systems and other initiatives. • Develop and implement new and improved training and technical assistance models and content to meet the needs of child care providers. • Collaborate w/community organizations to develop and maintain a sustainable, supportive infrastructure for high quality Family Friend and Neighbor care. • Maintain and develop ways to ensure that agency services are accessible to providers. #3. Expand availability and access to high quality child care for families with specific and special needs • Build the supply of specialized,high quality child care that meets diverse needs. • Emphasize working with providers who serve specific or underserved populations. • Work with families,with special attention to underserved populations, to increase their access to specialized,high quality care that meets specific needs.. #4. Increase advocacy, awareness, collaboration and public will within the community regarding child care and early learning issues ® Educate community partners,policy makers, and the public on the need for a quality rating/tiered reimbursement system. • Continue efforts to educate policy makers,businesses and other community members on the need to increase investment in the child care system. ® Increase community involvement with kindergarten readiness. • Increase awareness and educate community on role of FFN care. #5. Achieve and maintain financial stability for the agency and grow its capacity to serve the community.. r Continue to develop CCR's administrative and financial infrastructure. • Build strong communications and marketing systems and infrastructure to emphasize CCR's impact, expertise and unique role in the community. • Build strong fundraising systems and infrastructure to ensure continued growth in private (individual & foundation) donations to CCR. • Leverage the passions, interests and skills of our supporters in order to further the work of our organization and build a culture of giving. Chid Care RESOURCES Giving every child a great start Board of Directors January 2008 Board Office EMILY ANTHONY President Child Advocate 253-399-7215 Fax H:735 18th Ave.E.Seattle,WA 98112 206-322-0278 H H email: emiy@maymudes.net Board member since 05/03,elected 2003,2006 Term expires 2009 Immediate NANCY GREER Past Chief Financial Officer,Cascadia Capital 206-436-2510 W President W:701 5th Ave,Suite 2600,Seattle,WA 98104 206-435-2511 Fax W email:ngreer@cascadiacapital.com 206-232-5709 H H:4534 Ferncroft Road,Mercer Island,WA 98040 Board member since 11/02,elected 2003,2006 Term expires 2009 Vice TRISH DAVIS - President Community Volunteer 253-946-0181 H H:27203 7th Place South, Des Moines,WA 98198 253-217-1422 Cell H email:jimtrish247@yahoo.com Board member since 04/04,elected 2004,2007 Term expires 2010 Secretary MICHELLE TERRY Pediatrician, UW Medicine 206-870-8880 W W: 23213 Pacific Highway S,Kent,WA 98032 206-270-9788 H W email: mterry@u.washington.edu H: 1 816 4th Ave N, Seattle,WA 98109 Board member since 6/05 Term expires 2008 Treasurer PETER KLINE Vice President, Merrill Lynch 425-462-5625 W W:601 108th Ave NE Suite 2100,Bellevue WA 98004 425-885-7031 H • W email:Peter_Kline@ml.com H: 13630 NE 40th ST,Bellevue,WA 98005 Board member since 11/06 Term expires 2010 GRACE ALAMS Director, Grace's Kiddie Corner 206-440-1537 W H: 14328 22nd Avenue,Seattle WA 98125 206-440-9923 Fax H email:anyikire@gmail.com 206-364-2109 H Board member since 4/01,elected 2001,2004,2007 Term expires 2010 BRETT BURRIS H/W:PO Box 2530,Redmond,WA 98073 425-497-1033 W H/W email: brett@peremgmt.com 425-885-9685 H Board Member since 6/07 Term expires 2010 DEBBIE BROWN • 425-576-5333 W VP,Northwest Development,Bright Horizons 425-576-5303 Fax W email:dbrown@brighthorizons.com 425-576-1995 H H:137 Lake Avenue W,Kirkland WA 98033 425-830-8368 Cell Board member since 11/99,elected 2000,2003,2006 Term expires 2009 MARK ENGLIZIAN Director of Global Compensation,Amazon.com 206-266-2097 W W: 1200 12th Ave S,Suite 1200,Seattle,WA 98144 425-806-0989 H W email:marke@amazon.com 425-283-2231 Cell H:13217,NE 154th Drive,Woodinville,WA 98072 Board member since 02/04,elected 2004,2007 Term expires 2010 NATALIE GENDLER H:1301 Spring Street#29J,Seattle,WA 98104 206-328-9680 H H email:natirv@aol.com Board member since 9/07, elected 2007 Term expires 2010 • DORIS HILL-Board Development Chair King County(retired) 206-236-2738 H H:7239 SE 24th Street,Mercer Island WA 98040 H email:dorisjhill@conic st net Board member since 3/02,elected 2002,2005 Term expires 2008 JANET LEVINGER Child Advocate 425-861-7029 Fax H:4050 134th Avenue NE, Bellevue WA 98005 425-861-7039 H H email:janetl@jl.com 425-443-0233 Cell Board member since 12/96, elected 1997,2000,2003,2006 Term expires 2009 LAURA MIDGLEY-Fund Development Chair,Stewardship Committee Chair Child Advocate 206-324-8994 Fax H:2215 39th Avenue E,Seattle WA 98112 206-329-9461 H H email:Imidgley@comcast.net 206-551-0177 Cell Board member since 3/02,elected 2002,2005 Term expires 2008 DIANNA PETERSON HR Director,The Boeing Company 425-865-7596 W W:PO Box 3707 Mailcode 7A-38,Seattle WA 98124 425-401-6363 H W email: Dianna.l.peterson@boeing.com H: 15273 SE 58th ST,Bellevue WA 98006 H email:DIp303@aol.com Board member since 11/06,elected 2007 Term expires 2010 CAROL RYAN Service Marketing Manager, Microsoft IT 425-706-1546 W W:One Microsoft Way, Redmond WA 98052 425-398-1384 H W email:cryan@microsoft.com H: 19621 65th Avenue NE,Kenmore WA 98028 • Board member since 6/06,elected 2006 - Term expires 2009 JULE SUGARMAN H: 1140 Alki Ave SW#505,Seattle,WA 98116 206-938-7508 H H email:jute@comcast.net • Board member since 4/07,elected 2007 Term expires 2010 • RASHELLE C.TANNER Vice President and General Counsel,CRISTA 206-546-7570 W W:19303 Fremont Ave N.,Seattle,WA 98133 • W email:rtanner@crista.net H:23920 101st PI.W,Edmonds,WA 98020 Board member since 9/04,elected 2004,2007 Term expires 2010 SANDY TEUFEL Vice President,Pacific Market International' 206-256-1276 W W:2401 Elliott Ave,4th floor,Seattle,WA 98121 206-232-9690 H W email: Sandy.Teufel@PMI-worldwide.com H: 6905 SE 34th St.,Mercer Island,WA 98040 H email: Steufel784@aol.com Board member since 12/05,elected 2006 Term expires 2009 MARK USDANE WA State Advocacy Representative 206-440-7970 H H:10531 Ravenna Ave NE,Seattle,WA 98125 206-910-7898 W • H email:markusdane@comcast.net Board member since 4/07,elected 2007 Term expires 2010 Child Care Resources Board of Directors October 4, 2007 Minutes Call to Order The October Board meeting was held at the 2100 Building in Seattle, WA. The meeting was called to order by Emily Anthony at 12:15 pm on October 4, 2007. Board members present: Emily Anthony, Trish Davis, Grace Alams, Hilary Buckley Domeika, Janet Levinger, Laura Midgley, Michelle Terry, Sandy Teufel, Carol Ryan, Mark Usdane, and Jule Sugarman. Board members absent: Nancy Greer, Debbie Brown, Bret Burris, Mark Englizian, Natalie Gendler, Doris Hill, Rashelle Tanner, Peter Kline, and Dianna Peterson Staff and guests attending: Nina Auerbach, Tom Slattery, Deeann Puffert, Kathryn Flores, Elizabeth Benedict, and Lorina Person. Approval of September Minutes Carol Ryan moved to accept the September minutes and Jule Sugarman seconded the motion. The vote was unanimous, with Janet and Hilary abstaining. Luncheon The luncheon is just 4 weeks away. There are currently 77 table captains and 362 registered guests. We have also received a total of$7,000 from 38 guests who declined our invitation to attend, but generously donated anyway. We have $110,500 from 48 sponsors, 2 of which are new. This includes $55,500 for the Challenge Fund. Michelle Terry informed everyone that Tom should expect a call from someone at Verizbn about sponsorship. The program for the Luncheon includes an opening and closing from Emily Anthony and her daughter Sophia, a 2 minute welcome from Governor Christine Gregoire, stories from both a parent and a provider, a 10 minute video on quality child care, and the ask(who will be doing the ask is still being determined). There will not be a keynote speaker this year as we decided to focus on the stories that paint a picture of what CCR does instead. Stewardship Committee The Stewardship Initiative activity for the month is table captain outreach. Next month Board members will know who they will foster a relationship with. Elizabeth offered to work with board members on messaging for recruiting guests for the luncheon tables or other conversations. She also encouraged members to read the recent Donor newsletter that has great stories and facts to share. Emily and Elizabeth role played how to approach the subject of the luncheon in casual settings (grocery store, Starbucks, etc.). Suggestion from the board included: • Making it personal—relate it to the person you are talking to ("The reason I thought of you....") • Explain why you care about CCR and our mission("I joined the board because.....") • Share your excitement • Explain why our Luncheon is different from the others they are invited to • Offer to RSVP for them • Follow up after you invite them with either a phone call or email. CCR's Anti-Racist Work Nina gave a brief explanation of the folio that was completed by staff members. She also explained the difference between being culturally competent and anti-racist. CCR would like to move beyond being culturally competent(having bi-lingual staff, offering our brochures and website in multiple languages, etc.)to being anti-racist,(analyze and understand racism as it relates to our agency's work and strive to undo it by actively involving the people we serve in decision making,policy development, strategic planning, etc.). After completing the Folio, staff met in different work groups and racial groups as well as at the All Staff Meeting,to discuss what stuck out the most and what we should do next. What stuck out was the very different understanding of agency policy and procedures between staff and leadership as well as the lack of familiarity with the Board and its role. Emily Anthony wrote a letter to the staff after the last board meeting. Nina received good feedback from the staff in regards to the letter. Staff indicated they would really like to see a Board member become part of the DAT team. As far as next steps, staff members felt CCR should have an anti-racist policy and that a more detailed explanation of CCR's policies and procedures should be implemented during the orientation process for new staff members. The Leadership team also needs to work on communicating with staff so the gap in understanding can be diminished. This is especially important as we continue to grow as an agency. Nina passed out the Continuum on Becoming an Anti-Racist Multicultural Institution. Becoming an Anti-Racist Multicultural Institution is a process and CCR staff feel the agency is currently an Awakening Institution(desire to eliminate discriminatory practices and inherent advantage; sensitive to differences; racism awareness training; but decision- makers still conform to norms and practices derived from the dominant group's world view). As an agency, we are limited by our funders and time constraints. We would like i I i I to keep moving to understand how racism impacts us and the communities we serve and explore what we can do to mitigate racism. Nina asked the board if anyone is interested in becoming part of the DAT team. The team meets once a month with representatives from the different teams within CCR. The DAT team plays,a coordinating role in the agency and develops trainings, surveys, etc. around diversity and cultural competency. The team will steer the process for CCR to become an anti-racist organization. Jule asked what percentage of staff care about becoming an anti-racist agency. Deeann and Elizabeth felt that most staff would like to move in this direction as there is good representation at voluntary meetings. We are approaching the topic proactively and at least talking about the issue, not just addressing issues as they occur. Mark Usdane suggested that a facilitator should come in and talk to the board about the topic. Some members of the board expressed a lack of knowledge and training in the subject and having a facilitator could help. Jule offered to attend a DAT meeting as an observer to understand more about the team. Board Development The annual board evaluation to gather feedback on what does/doesn't work for Board members will be coming soon. A date for the retreat needs to be set for a Saturday in March or April. Board members will receive an email to pick possible dates. Finance Committee If the WCELI grant comes through as proposed ($1.8 million), CCR will experience a 54%increase in the budget for 2008. Approximately 10 new staff will be added including 4 for WCELI (White Center Early Learning Initiative) and 1 for SERF (Seattle Early Reading First). This increase will result in a decrease in the percentage of government funding in our budget from 65%-50%. It will also involve a large amount of new pass thru money ($1.3 million) which will increase our admin and program costs. The program staff members will determine if the pass through money is in line with the contract before it is sent to accounting. 0 Overall,there will be a revenue increase of 12% in Parent Services, 98/o in Provider Services, and 46% in Admin and Operations. The 2008 personnel costs will increase 36%. Salary adjustments may need to occur now that certain positions aren't as equal as they used to be. We may need to differentiate some of them and create a new compensation structure.Non-personnel costs will increase due to the need for more office space for the additional staff and pass thru funds will increase 85%. • The budget includes an 8% increase for Fund Development. Kathryn asked if the increase seemed reasonable to the board. Tom explained that he felt it would be reasonable. The 2007 budget included a 12% increase and it will be achieved by the end of the year. The budget assumes an increase in the number of major donors and next year's 2nd Special Event will target them. There is more competition for funding, but there are also a lot more opportunities available. PTO Carryover Deeann asked the board to approve an increase in PTO carryover hours from 64 hours for full-time staff to 120. According to the new Wage and Salary Study, the average PTO policy allows 22 days of carryover, compared to our current 8. Increasing the number of carry-over hours will increase the agency's liability, however many of our grants are now multi-year so it is not as large of an issue. Our current Maternity leave policy allows staff to take a leave of absence for up to 3 months during which they can use both PTO hours and EIB (Extended Illness Bank). The topic was discussed with Mark Englizian and Rashelle Tanner(both HR representatives)previously and they both offered their support for the change. Laura motioned to accept the increase in PTO carryover to 120 hours for full-time staff members, and Mark Usdane seconded. The vote was unanimous. CCR Lease Deeann is negotiating a new lease for the Seattle space. The lease will include the main area, the North annex and an additional 1300 square feet adjacent to the small conference room for new staff. We will maintain our Early out Clause for the North annex in the event that the WCELI grant is smaller or that other grants aren't renewed. We are negotiating early to receive a better rate. The current rate for the neighborhood is $22-26 per square foot. Our rate will be $18.75/sf for 2008 with an increase to a maximum of $21/sf. In 2009,the annual rent for the 9400 sf will be $174,000. No new parking spaces will be added,however a commuter benefit will begin November 1st Executive Session An Executive Session was held. Adjourn Grace Alams moved to adjourn the meeting, Trish Davis seconded the motion. The meeting was adjourned at 2:15pm. Recorded by Lorina Person Respectfully submitted, Michelle Terry, Board Secretary Child Care Resources Board of Directors December 6,2007 Minutes Call to Order The December Board meeting was held at the 2100 Building in Seattle, WA. The meeting was called to order by Emily Anthony at 12:15 pm on December 6, 2007. Board members present: Emily Anthony, Trish Davis, Bret Burris, Mark Englizian, Natalie Gendler, Doris Hill, Peter Kline, Janet Levinger, Laura Midgley, Carol Ryan, Rashelle Tanner, and Jule Sugarman. Board members absent: Grace Alams,Nancy Greer, Debbie Brown, Michelle Terry, Sandy Teufel, Dianna Peterson, and Mark Usdane, Staff and guests attending:Nina Auerbach, Tom Slattery, Deeann Puffert, Kathryn Flores, Elizabeth Benedict, and Lorina Person. Introductions &News Introductions were made for the newest board member,Natalie Gendler. Hilary Buckley Domeika will be moving to China and has submitted her resignation. Carol Ryan moved to accept her resignation and Brett Burris seconded the motion. , Mark Usdane has agreed to be Chair for our Strategic Planning Efforts. The current plan expires in 2008. Tom provided an update on the luncheon. We had 857 pre-registered guests, 114 no- shows, and 13 walk-ins. The estimated income for the event is $258,000. As of November 30t',there were 99 major donors who contributed over$72,000. We will continue to use the luncheon video to raise awareness about quality child care. Nina presented each board member with a thank you gift. Approval of October Minutes Janet Levinger moved to accept the October minutes and Trish Davis seconded the motion. The vote was unanimous. Executive Session • An Executive Session was held to discuss Nina's review and compensation Finance Committee Kathryn reviewed the 2008 budget. Revenues will increase 58% in 2008 to almost$7.6 million. The official letter for the $1.8 million WCELI grant should arrive soon. Government Grants have increased and include $110k from DEL for FFN (Family, Friend, and Neighbor care), $52k in King County Levy funds, and $52k from DEL for QRIS planning. Overall, revenues are up almost 60%. There are 11 new positions,raises of 3-6%, and medical and dental premium increases included in the budget. Support Services budget will increase 87% due to the additional pass-thru money from WCELI and other grants. Provider Services budget will increase 105% due in large part to WCELI. Overall, we will have a slightly positive ($+30k) bottom line. Mark Englizian questioned the included 16%premium increase for health care. Deeann explained that in previous years we have experienced an increase of 10-12%. We use a conservative estimate since our renewal dates are in March(medical) and August (dental). Trish moved to pass the budget as proposed, Brett seconded the motion. The vote was unanimous. Kathryn presented the new Contract Signing Authority Policy. The policy authorizes the Chief Program Officer (CPO), Chief Financial Officer (CFO), or the Chief Development Officer (CDO) to sign contracts in the Chief Executive Officer's (CEO) absence. The signing authority would be conveyed via email and would specify which contract could be signed. Doris Hill moved to approve the policy as presented, Trish Davis seconded the motion. The vote was unanimous. • Kathryn presented a revised Investment Policy which states financial institutions must be approved by the board. Investment accounts no longer have to be FDIC insured (the board approved the use of money market accounts). The new policy also specifies that we must maintain a line of credit equal to "at least fifty percent of one month of expenses". Trish Davis moved to approve the new policy, Carol Ryan seconded the motion. The vote was unanimous. Kathryn requested the board's approval to increase CCR's current line of credit from $400,000 to $650,000 to reflect the growth in the 2008 budget. Janet Levinger moved to approval the Line of Credit increase, Carol Ryan seconded the motion. Stewardship Initiative In June 2007,the Board of Directors agreed to implement a donor-centered communications program. Under this model,board members are matched up with CCR's top investors and begin to communicate directly with those donors on a personal level and in an authentic way. Our primary goal is to build meaningful relationships. We know that donors want to know that: 1)we notice and appreciate them, 2)that their financial investment was well spent how it was intended, and 3)the impact of their contribution is important for the community. Elizabeth distributed individual lists to each board member with information on the investors with whom they will be in contact. Board members have between 2-4 investors to reach out to each month in 2008. Elizabeth will provide the infrastructure for this communication (i.e. emails to forward,news and messages to share). Board members will see the schedule of ideas after the Stewardship Committee reviews it. A sub-committee of the Stewardship Committee carefully selected investors based on past and"potential" giving and interest in CCR and early learning. Board members were placed with like- minded investors. CCR's Anti-Racism Work Jule Sugarman attended two DAT (Diversity Action Team) meetings with CCR staff. He felt the meetings were positive and accommodating. The team discussed the communities of color that may not be getting served by CCR and how we can reach them to serve them and to hear what their needs are. He noted that mostly executive staff did the talking and that he would like to hear from more non-executive staff to ensure the board is hearing from everyone. There is definitely a desire among staff to have more interaction with the board and he suggested having a few board members meet at least once a year with staff of each of the teams at CCR. Nina indicated that the agency wants to ensure that the people we serve have meaningful input and are involved in the decision making process of the agency. The strategic planning process that will begin next year will jump start the process,but we need to find a way to keep the community involved on an on-going basis. Jule moved to approve the recommendations with a change in name to DAT, Laura Midgley seconded the motion. The vote was unanimous. Structure and Opportunities Committee Due to time constraints,the Structure and Opportunities Committee update will be postponed until the next meeting. • Adjourn Brett Burris moved to adjourn the meeting, Trish Davis seconded the motion. The meeting was adjourned at 2:11pm. Recorded by Lorina Person Respectfully submitted, Michelle Terry, Board Secretary Child Care Resources Board of Directors February 7, 2008 Minutes Call to Order The February Board meeting was held at the 2100 Building in Seattle, WA. The meeting was called to order by Emily Anthony at 12:22 pm on February 7, 2008. Board members present: Emily Anthony, Trish Davis, Peter Kline, Michelle Terry, Bret Burris,Natalie Gendler, Doris Hill, Janet Levinger, Laura Midgley, Rashelle Tanner, Carol Ryan, Jule Sugarman, and Mark Usdane. Board members absent: Grace Alams,Nancy Greer, Debbie Brown, Mark Englizian, Sandy Teufel, and Dianna Peterson. Staff and guests attending: Nina Auerbach, Tom Slattery, Kathryn Flores, Elizabeth Benedict, Marty Jacobs, and Lorina Person. News & Celebrations Nina presented Janet Levinger with a clock to honor her 10+years as a board member. Approval of December Minutes Doris Hill moved to accept the December minutes and Natalie Gendler seconded the motion. The vote was unanimous. Leave of Absence Nancy Greer has requested a Leave of Absence until the end of April. Carol Ryan moved to approve the leave, Janet Levinger seconded the motion. The vote was unanimous. Staff Program Update For the past 5 years, staff members on the Homeless program have participated in the One Night Count. For the last 2 years, Marty Jacobs has organized the Seattle teams for the event. This year it was held on January 25t'. Volunteers count the number of Homeless people they see without shelter as well as those in shelters and transitional housing. There was a 15% increase in the number of Homeless people counted, despite the increased efforts to end homelessness. Those people who end up "couch surfing", staying with friends, etc. aren't counted so the actual number of homeless people is even greater than recorded. Finance Committee 42%of the agency's total assets are in Cash and Investments with a 4 month reserve. Promises to Give compose 40% of the agency's assets, with 60% of that from to the WCELI grant. The agency has about 40 Restricted Funds. There is a bottom line of$54K. For the first time in agency history, Unrestricted Revenue exceeded $5 million in 2007. Government grants account for 64% of our Unrestricted Revenue with the City of Seattle being the largest. Personnel expenses were under budget due to open positions, Client Direct Support is slightly under due to timing, and Non Personnel was over budget due to Professional fees, Supplies, Staff Development& Travel, etc. Fundraising expenses were also over budget due to the software conversion and the continued support from Amy Vasquez. Temporarily Restricted Funds show an excess of$1.5 million due to timing and restrictions. The agency will not be able to invest the excess because WCELI will only pay 15%up front. The remainder of the funds will be paid quarterly. The Finance Committee recommends the agency purchase Internet Liability Insurance. It is combined with Workplace Violence and would cost an additional $749. The committee does not recommend purchasing Earthquake Insurance now that Philadelphia no longer covers is. CCR is continuing to prepare for the upcoming audit. We are documenting the major processes and putting detective/protective controls in place. The Auditors will arrive on March 10t'. The committee will soon begin the process of looking at new auditors and requesting bids—it has been 3 years since the last bids were received. Stewardship Committee The Committee will be launching the Board Giving Campaign for 2008. The campaign is a time to gather Board members' thoughts, get an idea of what members need or want from CCR, and ask them to renew their financial commitment to the agency. Elizabeth asked Board members to sign-up for a time to meet. The goal is to complete the campaign before March 31. There will be 2 ask events for major donors in May. One will be directed towards Women Business Leaders and the other towards affluent mothers who "stay at home" with their child(ren). The committee is currently looking for speakers for the events with the goal of trying to get people more engaged in CCR and to raise $30,000 in unrestricted funds. The committee asked for feedback on the Stewardship Initiative and the process of connecting to their contacts. The goal is to eventually have each contact meet with Nina, however it is not a requirement and does not have to happen immediately. Board members have the freedom to choose which approach or idea works the best for their individual contacts. It's important to close the loop with Elizabeth so she knows what contact has been made with our top investors. Board members would like to have a menu of ideas that could be used to start the conversations as well as easy, authentic and specific things that they can do, or ask, of their contacts. Board Development The Board Development Committee introduced the Board contract and welcome letter. The contract outlines the responsibilities and expectations for new board members in regards to attendance, committee participation, and leadership roles. The document will be presented to new members at the Board Orientation on February 13th. In the future, board buddies will go over the contract and have new members sign it. Mark Usdane expressed his desire to have the committee add what CCR can do for the board members to the contract so it is reciprocal. The signature is meant to indicate that the new members understand what the expectations are and to show their commitment to the agency. Luncheon Committee The 2007 Luncheon raised$258,000 and the goal for 2008 is $280,000. The luncheon will be Friday October 31 St at the Westin. Michelle encouraged the board members to let the committee know if they or someone they know would be interested in participating in the planning process. CEO Report The 2008 Legislative session is currently underway. There is a bill in both the House and Senate that would allow 2 unions to do collective bargaining with child care centers. Previously the SEIU bargained with the state for family child care providers and was able to get an increase in subsidy rates. Now they want to do a similar thing for centers. Directors and employees would be in the agreement together and the bill would only allow them to bargain for a limited amount of things. The Senate version of the bill excludes the large chains.Nina feels CCR should take a neutral stand on the issue. Mark Usdane expressed his concern that the money available for improving quality goes to marginal increases in wages for workers which does not have a real impact on the quality of care. Nina shared the Finance Committee's concern about the lack of a contract for WCELI from either Thrive by Five or the Gates Foundation, despite the limited commitment we are allocating to the project. Since the Finance Committee meeting last week, the Gates portion of the money has been approved and Thrive by Five informed Nina that a contract should arrive within days. There will be an announcement to the press on February 19th about the Project. Executive Session The discussion on the CEO Bonus/Compensation Plan was placed on hold due time constraints. Adjourn Laura Midgley moved to adjourn the meeting,Rashelle Tanner seconded the motion. The meeting was adjourned at 2:18pm. Recorded by Lorina Person Respectfully submitted, Michelle Terry, Board Secretary 2008 CHILD CARE RESOURCES BUDGET % of AG NBC i BUDGET FINAL Total Revenue &Support Contributions Individuals 124,200 1.6% Foundations & Corporations 291,600 3.9% Private Grants FFN 40,415 0.5% Special Events 280,000 3.7% Sub-Total Contributions $ 736,215 9.7% White Center Early Initiative Grant 1,809,115 23.9% Released from Restrictions 620,013 8.2% United Way of King County 321,664 4.2% Governmental Grants_ -.__-._------_-3,-7_7.6,488___49...9% =--.-- Earned Income & Fees 306,272 4.0% Total Revenue $ 7,569,767 100.0% EXPENSES FTE's 46 Salaries 2,579,545 34.1% Benefits 342,572 4.5% Payroll Taxes 206,957 2.7% Personnel $ 3,129,074 41.3% Professional Fees 478,533 6.3% Occupancy 338,708 4.5% Supplies 149,850 2.0% • Advertising, Dues, Printing & Publication 100,124 1.3% Communications 97,828 1.3% Travel, Meetings& Staff Development 147,617 2.0% Taxes, Insurance, Depreciation and Misc 110,195 1.5% Direct Client Support Services 2,988,036 39.5% Total Expenses $ 7,539,965 99.6% Net Excess/(Deficit) $ 29,802 0.4% 2/13/2008 • CHILD CARE RESOURCES Statement of Revenues and Expenditures-Revenue Expense Report From 1/1/2005 Through 12/31/2007 1-Unrestricted • 2005 2006 2007 Support and Revenues Contributions&Support Individuals 94,152 83,134 63,241 Foundations&Corporations 214,132 274,351 250,551 Special Event-Spring Art Sale 0 0 26,866 Special Events-Luncheon 701,122 256,405 254,248 United Way Community Safety Net 114,353 154,537 119,640 In-kind Contributions 40,054 53,64: 144.798 Release Restricted Funds 281,350 442,454 616,742 Total Contributions&Support 945,164 1,264,527 1,476,087 Governmental Grants 2,278,497 2,726,820 3,236,586 ' Earned Income&Fees 183,317 217,900 335,911 Total Support and Revenues 3,406,978 4,209,247 5,048,584 Operating Expense • Personnel Costs Salaries&Wages 1,443,052 1,646,986 1,833,746 _ __ Benefits 169,409 191,707 241,541 Payroll Taxes 113,812 125,082 147,947 Total Personnel Costs 1,726273 1,963,775 2,223,234 Non-personnel costs • Professional Fees 152,874 305,182 397,899 Occupancy 159,310 171,520 208,770 Communications • 94,564 87,721 116,692 Supplies 88,011 126,510 134,315 Travel&Meetings 36,270 41,484 53,827 Staff Development 23,053 25,877 45,718 Printing&Publications 33,389 38,820 65,804 Depreciation - 45,519 44,900 48,601 In-Kind 23,179 53,645 124,812 MIS/Ins/Other 28,918, 35,442 39,210 Total Non-personnel costs 685,087 931,101 1,235,646 Support Services-Pass Thru Materials&Tr-Provider 128,388 198,340 289,287 Tuition Coaching Books-Early Learning 700 282,547 508,692 Subsidy&Scholarships 768,186 710,467 671,703 Transportation 46,940 48,684 54,077 Total Support Se-vices-Pass Thru 944,215 1,240,037 1,523,760 Total Operating Expenses 3,355,575 4,134,913 4,982,641 Excess(deficit) 51,403 74,334 65,943 Date: Page: • CHILD CARE RESOURCES FINANCIAL STATEMENTS With Independent Auditor's Report • YEARS ENDED DECEMBER 31, 2006 AND 2005 OMB A-133 SUPPLEMENTAL FINANCIAL REPORTS YEAR ENDED DECEMBER 31, 2006 • • • I � . I CHILD CARE RESOURCES FINANCIAL STATEMENTS YEARS ENDED DECEMBER 31, 2006 AND 2005 TABLE OF CONTENTS INDEPENDENT AUDITOR'S REPORT 2 STATEMENTS OF FINANCIAL POSITION December 31, 2006 and 2005 4 STATEMENTS OF UNRESTRICTED ACTIVITY Years ended December 31, 2006 and 2005 5 STATEMENTS OF CHANGES IN NET ASSETS Years ended December 31, 2006 and 2005 6 STATEMENTS OF FUNCTIONAL EXPENSES Years ended December 31, 2006 and 2005 7 STATEMENTS OF CASH FLOWS Years ended December 31, 2006 and 2005 8 - 9 NOTES TO FINANCIAL STATEMENTS 10 - 15 SUPPLEMENTARY INFORMATION Schedule of Expenditures of Federal Awards Year ended December 31, 2006 17 Report on Compliance and on Internal Control Over Financial Reporting Based on an Audit of Financial Statements Performed in Accordance with Government Auditing Standards 18 Report on Compliance with Requirements Applicable to Each Major Program and on Internal Control Over Compliance in Accordance with OMB Circular A-133 20 Schedule of Findings and Questioned Costs 22 Independent Auditor's Report on Schedule of Non-Federal Governmental Awards 23 Schedule of Expenditures of Non-Federal Governmental Awards Year ended December 31, 2006 24- 25 1 • • 'JACOBSON JARVIS &_ CO, PLLC • INDEPENDENT AUDITOR'S REPORT • April 23, 2007 _ Board of Directors Child Care Resources Seattle, Washington We have audited the accompanying statements of financial position of Child Care Resources, a nonprofit corporation, as of December 31, 2006 and 2005, and the related statements of unrestricted activity, changes in net assets, functional expenses, .and cash flows for the years then ended. These financial statements are the responsibility of Child Care Resources' management. Our responsibility is to express an opinion on these financial statements based on our audits. We conducted our audits in accordance with auditing standards generally accepted in the United States of America, Government Auditing Standards, issued by the Comptroller General of the United States; and the provisions of Office of Management and Budget (OMB) Circular A-133, Audits of States, Local Governments, and Non-profit Organizations. Those standards and OMB Circular A-133 require that we plan and perform the audit to obtain reasonable assurance about whether the financial statements are free of material misstatement. An audit includes examining, on a test basis, evidence supporting the amounts and disclosures in the financial statements. An audit also includes assessing the accounting principles used and significant estimates made by management, as well as evaluating the overall financial statement presentation. We believe that our audits provide a reasonable basis for our opinion. In our opinion, the financial statements referred to above present fairly, in all material respects, the financial position of Child Care Resources as of December 31, 2006 and 2005, and the changes in its net assets and its cash flows for the years then ended in conformity with accounting principles generally accepted in the United States of America. In accordance with Government Auditing Standards, we have also issued our report dated April 23, 2007 on our consideration of Child Care Resources' internal control over financial reporting and on our tests of its compliance with certain provisions of laws, regulations, contracts and grants. This report is an integral part of an audit performed in accordance with Government Auditing Standards and should be read in conjunction with this report in considering the results of our audit. 2 • .\ai,..' I il.!'! i\£' ei i:Ei; _..,.'C:,.s.� .tti: :.4i ., >t,i••..�e�. :i::"li ,. :)i ,.F .�t • � I The accompanying schedule of expenditures of federal awards is presented for purposes of additional analysis as required by U.S. Office of Management and Budget Circular A-133, Audits of States, Local Governments, and Non-Profit Organizations, and is not a required part of the basic financial statements. Such information has been subjected to the auditing procedures applied in the audit of the basic financial statements and, in our opinion, is fairly stated in all material respects in relation to the basic financial statements taken as a whole. Jacobson Jarvis &Co, PLLC 3 JACOBSON JARVIS &CO, PLLC it CHILD CARE RESOURCES STATEMENTS OF FINANCIAL POSITION DECEMBER 31, 2006 AND 2005 ASSETS 2006 2005 Current Assets Cash and cash equivalents $ 1,210,531 $ 459,374 Certificates of deposit 129,457 675,695 Accounts receivable 432,805 360,583 Promises to give 358,492 406,688 Prepaid expenses 109,656 86,948 Total Current Assets 2,240,941 1,989,288 Equipment, net of accumulated depreciation of $273,770 and$228,870 94,038 96,123 Promises to Give- long-term - 70,000 $ 2,334,979 $ 2,155,411 LIABILITIES AND NET ASSETS Current Liabilities Accounts payable .$ 173,629 $ 117,283 Accrued liabilities 121,859 117,232 Deferred revenue 13,792 - Cash held for others 10,319 14,652 ' ' Total Current Liabilities 319,599 249,167 Net Assets Unrestricted 1,275,547 1,201,219 Temporarily restricted 739,833 705,025 Total Net Assets 2,015,380 1,906,244 $ 2,334,979 $ 2,155,411 ' See notes to financial statements. 4 CHILD CARE RESOURCES STATEMENTS OF UNRESTRICTED ACTIVITY YEARS ENDED DECEMBER 31, 2006 AND 2005 2006 2005 Unrestricted Public Support and Revenue Unrestricted Public Support Government contracts and grants $ 2,726,820 $ 2,278,497 United Way of King County 102,046 132,346 Contributions and private grants 525,470 376,505 In-kind contributions 53,645 40,054 Total Unrestricted Public Support _ 3,407,981 2,827,402 Revenue Employer fees 18,240 21,670 Program services fees 137,324 121,634 Investment income 51,053 22,314 Other income 11,284 17,699 Total Revenue 217,901 183,317 Net Assets Released from Restrictions Satisfaction of purpose restrictions 356,319 276,486 Satisfaction of time restrictions 227,046 119,770 Total Unrestricted Public Support, Revenue, and Other Support 4,209,247 _ 3,406,975 Expenses Program services 3,314,975 2,720,102 Management and general 449,950 363,298 Fundraising 369,994 272,175 Total Expenses 4,134,919 3,355,575 Change in Unrestricted Net Assets $ 74,328 $ 51,400 See notes to financial statements. 5 CHILD CARE RESOURCES STATEMENTS OF CHANGES IN NET ASSETS YEARS ENDED DECEMBER 31,2006 AND 2005 • 2006 2005 Temporarily Temporarily Unrestricted Restricted T to Unrestricted Restricted Total Public Support,Revenue,and Other Support Unrestricted public support and revenue $ 3,625,882 $ 3,625,882 $ 3,010,719 $ 3,010,719 Restricted public support Contributions $ 343,126 343,126 $ 696,530 696,530 United Way of King'County 275,047 275,047 102,047 102,047 Net assets released from restrictions 583,365 (583,365) - 396,256 (396,256)Total Public Support,Revenue,and Other Support 4,209,247 34,808 4,244,055 3,406,975 402,321 3,809,296 Expenses 4,134,919 4,134,919 3,355,575 3,355,575 Change in Net Assets 74,328 34,808 109,136 51,400 402,321 453,721 Net Assets-beginning of year 1,201,219 705,025 1,906,244 1,149,819 302,704 1,452,523 Net Assets-end of year $ 1,275,547 $ 739,833 $ 2,015,380 $ 1,201,219 $ 705,025 $ 1,906,244 • • See notes to financial statements. 6 CHILD CARE RESOURCES STATEMENTS OF FUNCTIONAL EXPENSES YEARS ENDED DECEMBER 31,2006 AND 2005 2006 2005 PROGRAM SERVICES PROGRAM SERVICES Provider Provider Services and Total Management Services and Total Management Capacity Parent Program and Total Capacity Parent Program and Total Building Services Services General Fundraising Expenses Buildinc Services Services General Fundraising Expenses Salaries and wages $ 655,047 $ 493,067 $ 1,148,114 $ 275,182 $ 182,210 $ 1,605,506 $ 502,941 $ 494,510 $ 997,451 $ 235,290 $ 150,144 $ 1,382,885 Employee benefits 77,116 64,930 142,046 22,823 20,539 185,408 61,374 65,507 126,881 22,964 11,915 161,760 Payroll taxes 51,358 37,450 88,808 20,802 12,882 122,492 39,017 42,009 81,026 17,788 10,953 109,767 Total Salaries and Related Expenses 783,521 595,447 1,378,968 318,807 215,631 1,913,406 603,332 602,026 1,205,358 276,042 173,012 1,654,412 Parent and provider assistance 479,720 760,320 1,240,040 - - 1,240,040 127,668 816,547 944,215 - - 944,215 Professional fees 180,580 23,497 204,077 45,865 47,736 297,678 67,494 24,862 92,356 31,132 20,875 144,363 Occupancy 72,128 36,150 108,278 18,791 11,188 138,257 58,581 46,416 104,997 16,047 12,567 133,611 Supplies 42,501 16,852 59,353 18,052 39,770 117,175 25,571 12,690 38,261 10,710 27,718 76,689 MIS expense 42,036 38,890 80,926 - - 80,926 49,573 52,712 102,285 - - 102,285 In-kind expenses 12,093 21,004 33,097 5,624 14,924 53,645 5,586 6,890 12,476 - 10,703 23,179 Depreciation 17,661 17,785 35,446 6,970 2,484 44,900 19,704 16,503 36,207 6,464 2,848 45,519 Staff development,training,and meetings 18,389 5,405 23,794 15,270 3,676 42,740 22,598 7,289 29,887 6,396 3,130 39,413 _ Communication 19,943 13,994 33,937 3,705 2,544 40,186 17,423 15,204 32,627 2,975 2,279 37,881 Printing and publications 14,635 11,563 26,198 2,374 9,981 38,553 16,166 11,065 27,231 1,229 4,589 33,049 Dues,subscriptions,and advertising 7,867 10,218 18,085 4,193 3,289 25,567 11,426 14,594 26,020 2,032 2,908 30,960 Equipment rent and repair 12,432 2,685 15,117 1,923 6,678 23,718 11,859 2,264 14,123 2,123 3,689 19,935 -Travel,lodging,and meals 13,498 6,693 20,191 1,374 1,351 22,916 9,463 7,445 16,908, 1,168 842 18,918 Other expenses 8,226 - 4,008 12,234 1,084 7,044 20,362 4,936 4,325 9,261 1,080 3,479 13,820 Postage and shipping 6,567 8,839 15,406 1,781 2,890 20,077 8,818 9,385 18,203 1,916 2,717 22,836 Insurance 6,471 3,357 9,828 4,137 808 14,773 6,083 3,604 9,687 3,984 819 14,490 Total Expenses $ 1,738,268 $ 1,576,707 $ 3,314,975 $ 449,950 $ 369,994 $ 4,134,919 $ 1,066,281 $ 1,653,821 $ 2,720,102 $ 363,298 $ 272,175 $ 3,355,575 See notes to financial statements. 7 i CHILD CARE RESOURCES STATEMENTS OF CASH FLOWS YEARS ENDED DECEMBER 31, 2006 AND 2005 2006 2005 Cash Flows from Operating Activities Cash received from: Government agencies $ 2,661,834 $ 2,168,817 Donors 1,355,271 947,511 Program participants .. 144,306 126,500 Employers 18,240 21,670 Investment income 41,393 20,854 Other income 10,858 16,143 Cash paid to: Employees (1,968,989) (1,721,879) Vendors (2,029,120) (1,534,729) Net Cash Provided by Operating Activities 233,793 44,887 Cash Flows from Investing Activities • Maturities of certificates of deposit and sales of investments 660,179 398,623 Purchases of certificates of deposit (100,000) (587,871) Purchases of equipment (42,815) (20,409) Net Cash Provided (Used)by Investing Activities 517,364 (209,657) Change in Cash and Cash Equivalents 751,157 (164,770) Cash and Cash Equivalents - beginning of year 459,374 624,144 Cash and Cash Equivalents - end of year $ 1,210,531 $ 459,374 See notes to financial statements. 8 CHILD CARE RESOURCES STATEMENTS OF CASH FLOWS YEARS ENDED DECEMBER 31, 2006 AND 2005 2006 2005 Reconciliation of Change in Net Assets to Net Cash Flows from Operating Activities: Change in net assets $ 109,136 $ 453,721 Adjustments to reconcile change in net assets to net cash provided by operating activities Depreciation 44,900 45,519 (Gain) loss on investments (7,530) 2,605 Reinvested investment earnings (2,130) (4,065) Donated investments (4,281) (27,162) Donated equipment - (16,875) (Increase) decrease in Accounts receivable (72,222) (106,370) Promises to give 118,196 (334,496) Prepaid expenses (22,708) (15,534) Decrease (increase) in Accounts payable 56,346 32,952 Accrued liabilities 4,627 12,851 Deferred revenue 13,792 - Cash held for others (4,333) 1,741 Net Cash Provided by Operating Activities $ 233,793 $ 44,887 See notes to financial statements. 9 I � CHILD CARE RESOURCES NOTES TO FINANCIAL STATEMENTS YEARS ENDED DECEMBER 31, 2006 AND 2005 NOTE A— ORGANIZATION AND SIGNIFICANT ACCOUNTING POLICIES Child Care Resources (the Agency), a not-for-profit agency, was incorporated on November 1, 1989 as the result of a broad, community-based planning effort to coordinate child care resource and referral services. During 1991, the Agency changed its name from Child and Family Resource and Referral to Child Care Resources. Design of this agency involved over 75 members of the community, including employers, child care providers, parents, government staff, and United Way. The Agency combined and expanded services that were formerly offered by the Crisis Clinic's Daycare Referral Service and Family Services Child and Family Resource Center. The Agency offers services in King County from their office located in Seattle, Washington. The Agency provides child care referral and related services to parents, employers, and employees. It provides training and technical assistance to child care providers and offers coordination for the community in addressing major child care policy issues. The Agency provides services through the following programs: Provider Services and Capacity Building Recruitment & Capacity Building - Increases new and existing child care programs focusing on infants, children with special needs, families needing non-standard hour care, and before- and after-school options. Increases the quality and availability of child care that is culturally and linguistically compatible with the needs of the child, predominantly in informal provider settings. Technical Assistance - Offers walk-in assistance, telephone assistance, and site visits to child care providers and the general community. Helps family and center based child care providers throughout King County, Washington, with the accreditation process and seeks to improve quality and accessibility of child care to underserved populations, including communities of color, rural communities, families with children with special needs, and low-income families; and provides leadership in child care issues, including adequacy of supply of child care facilities and the quality of services. A workroom, library, and conference room are available at each location. Training - Provides workshops to licensed child care providers at each of the Agency's sites and in the community on a variety of topics designed to increase the quality of care. Family Friend and Neighbor Program (FFN) - Builds a delivery system of resources for FFN caregivers. The purpose of this project is to improve the school readiness and school success of children in FFN care by providing targeted, age appropriate resources to FFN caregivers through the community based organizations that serve them. CCR facilitates the development of educational Play &Learn groups for FFN caregivers and the children in their care. CCR provides training and technical assistance to community based organizations to facilitate their start-up and operation of Play &Learn groups. 10 CHILD CARE RESOURCES NOTES TO FINANCIAL STATEMENTS YEARS ENDED DECEMBER 31, 2006 AND 2005 NOTE A - ORGANIZATION AND SIGNIFICANT ACCOUNTING POLICIES (Continued) Early Learning Network - Provides professional development advising, tuition/books payment for community and 4-year colleges, and coaching to assist teachers working in designated child care programs located in southeast and southwest Seattle with applying their coursework to insure the children in their classrooms are ready for school. Parent Services Information and Referral - Provides child care referral information to parents in King County, Washington using a computerized database and is offered via telephone and Internet. Enhanced Public Referral Services - Provides specified populations with enhanced child care search and referral, including site visits to assist with child care selection. Employer Contracts - Provides child care referrals and parent consultation on related issues to employees, by conducting seminars for the employees at the work site on child development and child care issues, and by providing employers with information and technical assistance on child care options. Homeless Child Care Project - Provides child care subsidy, transportation services, gas vouchers, and bus tickets to homeless families with children. Services are provided so that families can work towards finding stable housing. Child Care Financial Assistance Program - Administers a child care scholarship fund to assist eligible families. Use of estimates The preparation of financial statements in conformity with generally accepted accounting principles requires management to make estimates and assumptions that affect the reported amounts of assets and liabilities and disclosures of contingent assets and liabilities at the date of the financial statements and the reported amounts of revenues and expenses during the reporting period. Actual results could differ from those estimates. Basis of presentation Financial statement presentation follows the recommendations of the Financial Accounting Standards Board in its Statement of Financial Accounting Standards (SFAS) No. 117, Financial Statements of Not-for-Profit Organizations. Under SFAS No. 117, the Agency is required to report information regarding its financial position and activities according to three classes of net assets: unrestricted net assets, temporarily restricted net assets, and permanently restricted net assets. The net assets of the Agency are classified as follows: Unrestricted net assets are available without restriction for support of the Agency's operations. 11 CHILD CARE RESOURCES NOTES TO FINANCIAL STATEMENTS YEARS ENDED DECEMBER 31, 2006 AND 2005 NOTE A — ORGANIZATION AND SIGNIFICANT ACCOUNTING POLICIES (Continued) Temporarily restricted net assets are restricted by the donor to be used for certain purposes or future periods. Temporarily restricted net assets are available as follows as of December 31: 2006 2005 SOAR/Family Friend&Neighbor $ 249,864 $ 227,244 For use in subsequent year • 150,000 224,999 Accreditation 126,286 84,964 United Way- for use in subsequent year 102,047 102,047 Homeless Child Care Project 50,000 40,354 . Communications 37,500 - Child Care Careers 15,000 10,000 Information Referral and Technical Assistance and Training 9,136 14,317 Anti-racist work - 1,100 Total temporarily restricted net assets $ 739,833 $ 705,025 Permanently restricted net assets are endowment gifts given with the intent that the principal will be maintained intact in perpetuity. The Agency had no permanently restricted net assets at December 31, 2006 and 2005. Cash and cash equivalents Cash and cash equivalents consist of checking, savings, and money market accounts. Cash deposits in excess of insured limits The Agency maintains its cash and cash equivalents in bank accounts that may exceed federally insured limits at times during the year. The Agency has not experienced any losses in these accounts, and management does not believe it is exposed to any significant credit risk. Certificates of deposit Certificates of deposit bear interest ranging from 3.15% to 4.6% and have maturities ranging from one to three years, with penalties for early withdrawal. Any penalties for early withdrawal would not have a material effect on the financial statements. Government contracts and grants and related receivables A substantial portion of public support is derived from contracts and grants administered by federal, state, and local government agencies. Revenue from these contracts and grants is subject to audits, which could result in adjustments. The adjustments are recorded at the time that such amounts can first be reasonably determined, normally upon notification by the government agency. 12 • CHILD CARE RESOURCES NOTES TO FINANCIAL STATEMENTS YEARS ENDED DECEMBER 31, 2006 AND 2005 NOTE A — ORGANIZATION AND SIGNIFICANT ACCOUNTING POLICIES (Continued) During the years ended December 31, 2006 and 2005, no such adjustments were made. Approximately 66% and 61% of total public support and revenue in 2006 and 2005, respectively, was received from three public grantors. Approximately 67% and 63% of accounts receivable at December 31, 2006 and 2005, respectively, consisted of amounts due from these grantors. Promises to give Unconditional promises to give are recognized as revenues or gains in the period received and as assets, decreases of liabilities, or expenses depending on the form of the benefits received. Conditional promises to give are recognized when the conditions on which they depend are substantially met. The Agency had no conditional promises to give as of December 31, 2006. Equipment Equipment is stated at cost, or if donated, at market value at date of donation. The Agency capitalizes all expenditures for property and equipment in excess of $1,000. Depreciation is provided using the straight-line method over the estimated useful lives of the assets, principally three to five years. Functional allocation of expenses The costs of providing the various programs and other activities have been summarized on a functional basis in the statements of unrestricted activity and of functional expenses. Accordingly, certain costs have been allocated among the program and supporting services benefited. Restricted and unrestricted support Support that is restricted by the donor is reported as an increase in unrestricted net assets if the restriction expires in the period in which the support is recognized. All other donor-restricted support is reported as an increase in temporarily or permanently restricted net assets, depending on the nature of the restriction. When restrictions expire (that is, when a stipulated time restriction ends or purpose restriction is accomplished), temporarily restricted net assets are reclassified to unrestricted net assets and reported as net assets released from restrictions. Gifts of equipment are reported as unrestricted support unless explicit donor stipulations specify how the donated assets must be used. Gifts of long-lived assets with explicit restrictions that specify how the assets are to be used and gifts of cash or other assets that must be used to acquire long-lived assets are reported as restricted support. Absent explicit donor stipulations about how long those assets must be maintained, expirations of donor restrictions are reported when the donated or acquired long-lived assets are placed in service. 13 CHILD CARE RESOURCES NOTES TO FINANCIAL STATEMENTS YEARS ENDED DECEMBER 31, 2006 AND 2005 NOTE A — ORGANIZATION AND SIGNIFICANT ACCOUNTING POLICIES (Continued) In-kind goods and services Contributed goods and services have been recorded on the basis of rates that otherwise would have been paid for similar goods and services. Donated services are recorded as in-kind contributions and are recognized as revenue at estimated values at the date of receipt if they (a) create or enhance non-financial assets, or (b) require specialized skills and would need to be purchased if not provided by donation: Corresponding expenses are recognized as the assets and services are utilized by the Agency. Many people volunteered their time by serving on advisory and task force committees that meet the matching requirements of various grants. However, as the service on these committees does _ not meet the above criteria, the value of the volunteer time is not reflected in these financial statements. Federal income taxes The Internal Revenue Service has recognized Child Care Resources as exempt from federal income taxes under provision of Section 501(a) of the Internal Revenue Code as an entity described in Section 501(c)(3) and not as a private foundation. Therefore, no provision for federal income taxes has been made in the financial statements. NOTE B - OPERATING RESERVES It is the policy of the Agency to maintain a three-month operating reserve and the Agency continues to work toward developing the reserve. Increases in unrestricted net assets are applied to achieving this operating reserve policy. NOTE C - COMMITMENTS The Agency leases their office space under two operating leases that expire in November 2008 and 2011. Rent expense related to these leases was $129,974 and $116,624 for the years ended December 31, 2006 and 2005. Future minimum lease payments under these leases are as follows: 2007 $ 141,580 2008 136,016 2009 15,591 2010 16,189 2011 15,342 $ 324,718 14 CHILD CARE RESOURCES NOTES TO FINANCIAL STATEMENTS YEARS ENDED DECEMBER 31, 2006 AND 2005 NOTE E - RETIREMENT PLAN The Agency sponsors a 401(k) defined contribution plan (the Plan), as defined by the Internal Revenue Code. The Plan is for the benefit of all qualifying employees and permits voluntary contributions by employees to the maximum allowable as determined by the Internal Revenue Service. The Agency has a matching program, whereby it contributes fifty cents for each dollar a participant contributes on the first 3% of the participant's earnings. Total employer contributions for the years ended December 31, 2006 and 2005 were $18,385 and$17,150, respectively. 15 I . • SUPPLEMENTARY INFORMATION CHILD CARE RESOURCES SCHEDULE OF EXPENDITURES OF FEDERAL AWARDS YEAR ENDED DECEMBER 31, 2006 Federal Grantor Pass-through Grantor Contract CFDA Federal "Program Title" Number Number Expenditures Department of Housing and Urban Development "Supportive Housing Program" WA01B200063 14.235* $ 49,542 "Supportive Housing Program" WA01B500052 14.235* 482,303 531,845 Hopelink "Community Development Block Grants" none 14.218 78,522 City of Renton "Community Development Block Grants" none 14.218 8,898 Total Expenditures of Federal Awards $ 619,265 * Denotes the major program. NOTE A - BASIS OF PRESENTATION The accompanying schedule of expenditures of federal awards includes the federal grant activity of Child Care Resources and is presented on the accrual basis of accounting. The information in this schedule is presented in accordance with the requirements of OMB Circular A-133, Audits of States, Local Governments, and Non-Profit Organizations. Therefore, some amounts presented in this schedule may differ from amounts presented in, or used in the preparation of, the basic financial statements. 17 JACOBSON JARVIS &. CO PLLC REPORT ON COMPLIANCE AND ON INTERNAL CONTROL OVER FINANCIAL REPORTING BASED ON AN AUDIT OF FINANCIAL STATEMENTS PERFORMED IN ACCORDANCE WITH GOVERNMENT AUDITING STANDARDS ( April 23, 2007 Board of Directors Child Care Resources • Seattle, Washington We have audited'the financial statements of Child Care Resources as of and for the year ended December 31, 2006, and have issued our report thereon dated April 23, 2007. 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. Compliance As part of obtaining reasonable assurance about whether Child Care Resources' financial statements are free of material misstatement, we performed tests of its compliance with certain provisions of laws, regulations, contracts and grants, 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 that are required to be reported under Government Auditing Standards. Internal Control Over Financial Reporting In planning and performing our audit, we considered Child Care'Resources' internal control over financial reporting in order to determine our auditing procedures for the purpose of expressing our opinion on the financial statements and not to provide assurance on the internal control over financial reporting. Our consideration of the internal control over financial reporting would not necessarily disclose all matters in the internal control over financial reporting that might be material weaknesses. A material weakness is a condition in which the design or operation of one or more of the internal control components does not reduce to a relatively low level the risk that misstatements in amounts that would be material in relation to the financial statements being audited may occur and not be • detected within a timely period by employees in the normal course of performing their assigned functions. We noted no matters involving the internal control over financial reporting and its operation that we consider to be material weaknesses. 18 ::{C".•+.: 7"s✓5'i,"C t:i! s?: t:f i:!i':!; ......;C'ACC t';i..,'i.d`.:'ii AND 01 CI R':II!!'r. i'I;I. IC I.t\" ; This report is intended for the information of the Board of Directors, management, federal awarding agencies, and pass-through entities and is not intended to be and should not be used by anyone other than these specified parties. _19ezzein.v de2, Jacobson Jarvis & Co, PLLC 19 JACOBSON JARVIS &CO. PLLC 'JACOBSON JAR.VIS & CO, PL•LC REPORT ON COMPLIANCE WITH REQUIREMENTS APPLICABLE TO EACH MAJOR PROGRAM AND ON INTERNAL CONTROL OVER COMPLIANCE IN ACCORDANCE WITH OMB CIRCULAR A-133 April 23, 2007 Board of Directors Child Care Resources Seattle, Washington Compliance We have audited the compliance of Child Care Resources with the types of compliance requirements described in the U. S. Office of Management and Budget (OMB) Circular A-133 Compliance Supplement that are applicable to each of its major federal programs for the year ended December 31, 2006. Child Care Resources' major federal programs are identified in the summary of auditor's results section of the accompanying schedule of findings and questioned costs. Compliance with the requirements of laws, regulations, contracts, and grants applicable to each of its major federal • programs is the responsibility of Child Care Resources' management. Our responsibility is to express an opinion on Child Care Resources' compliance based on our audit. We conducted our audit 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 OMB Circular A- 133, Audits of States, Local Governments, and Non-Profit Organizations. Those standards and OMB Circular A-133 require that we plan and perform the audit 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 Child Care Resources' compliance with those requirements and performing such other procedures as we considered necessary in the circumstances. We believe that our audit provides a reasonable basis for our opinion. Our audit does not provide a legal determination on Child Care Resources' compliance with those requirements. In our opinion, Child Care Resources complied, in all material respects, with the requirements referred to above that are applicable to each of its major federal programs for the year ended December 31, 2006. 20 ^( 1li 't' :.•.t;:t: ,!; :,.:G'f'11't1S! sv!' Ci!:!i�.:7` {^,tL!:�.ACi.�,.is'�1A•.'I t. :':i? ,(p."11 P, n: ...�R!'ti itl� rui,i R.. r Internal Control Over Compliance The management of Child Care Resources is responsible for establishing and maintaining effective internal control over compliance with requirements of laws, regulations, contracts and grants applicable to federal programs. In planning and- performing our audit, we considered Child Care Resources' internal control over compliance with requirements that could have a direct and material _ effect on a major federal program in order to determine our auditing procedures for the purpose of expressing our opinion on compliance and to test and report on internal control over compliance in accordance with OMB Circular A-133. Our consideration of the internal control over compliance would not necessarily disclose all matters in the internal control that might be material weaknesses. A material weakness is a condition in which the design or operation of one or more of the internal control components does not reduce to a relatively low level the risk that noncompliance with applicable requirements of laws, regulations, contracts and grants that would be material in relation to a major federal program being,audited may occur and not be detected within a timely period by employees in the normal course of performing their assigned functions. We noted no matters involving the internal control over compliance and its operation that we consider to be material weaknesses. This report is intended for the information of the Board of Directors, management, federal awarding agencies, and pass-through entities and is not intended to be and should not be used by anyone other than these specified parties. i: ciezz.01;avve,97,44,47,00 le doi AL C Jacobson Jarvis &Co, PLLC 21 JACOBSON JARVIS &..CO. PUG C! , ti7 t t i ,i : (C hc: ic)U r. .:.NlS it CHILD CARE RESOURCES SCHEDULE OF FINDINGS AND QUESTIONED COSTS YEAR ENDED DECEMBER 31, 2006 A. SUMMARY OF AUDIT RESULTS 1. The auditor's report expresses an unqualified opinion on the financial statements of Child Care Resources. - 2. No reportable conditions relating to the financial statements are reported in the "Report on Compliance and on Internal Control Over Financial Reporting Based on an Audit of Financial Statements Performed in Accordance with Government Auditing Standards." 3. No instances of noncompliance material to the financial statements of Child Care Resources were disclosed during the audit. 4. No reportable conditions relating to the audit of the major federal award programs are reported in the "Report on Compliance with Requirements Applicable to each Major Program and on Internal Control Over Compliance in Accordance with OMB Circular A-133." 5. The auditor's report on compliance for the major federal award programs for Child Care Resources expresses an unqualified opinion. 6. Audit findings relative to the major federal award programs for Child Care Resources are reported in Part C of this Schedule. 7. The program tested as major was "Supportive Housing Program," CFDA No. 14.235. 8. The threshold for distinguishing Type A and B programs was $300,000. 9. Child Care Resources was determined to be a low-risk auditee. B. FINDINGS -FINANCIAL STATEMENT AUDIT None C. FINDINGS AND QUESTIONED COSTS - MAJOR FEDERAL AWARD PROGRAM AUDIT None 22 9S;9 < yJARVIS `& CCU,: PLLC INDEPENDENT AUDITOR'S REPORT ON SCHEDULE OF NON-FEDERAL GOVERNMENTAL AWARDS April 23, 2007 • Board of Directors Child Care Resources Seattle, Washington Our audit was conducted for the purpose of forming an opinion on the financial statements of Child . Care Resources taken as a whole. The information on pages 24 and 25 is presented for the purpose of additional analysis and is not a required part of the financial statements. The information has been subjected to the same auditing procedures applied in the audit of the financial statements and, in our opinion, is fairly stated in all material respects in relation to the financial statements taken as a whole. • Jacobson Jarvis &Co, PLLC • • • 23 .:.,Ti I: f,iJP;:(., .., iC); iA'.I` nNi' ..,.��,; ...:,; ::1�•:iPr ?S t:t.,i f,l , ti.1 i • CHILD CARE RESOURCES SCHEDULE OF NON-FEDERAL GOVERNMENTAL AWARDS • YEAR ENDED DECEMBER 31,2006 Total Grantor Contract Award Total Award 1/1/2006- "Program Title" Number Period Amount 12/31/2006 City of Seattle "Information and Referral" DA2006-5013 1/1/06-12/31/06 $ 46,804 $ 46,803 "Seattle Jobs Initiative Child Care Broker and Referral" 2505-06 1/1/06-12/31/06 18,100 18,100 "CCCP Professional Development Program" DAOG-1435 Amendment#1 09/1/06-12/31/07 391,136 171,004 "Seattle Early Learning Networks(SELN)Professional Development" DA05-1315 Amendment#1 10/1/05-8/31/07 1,116,128 530,549 City of Seattle Sub-Total 1,572,168 766,456 State of Washington DSHS "DSHS Child Care Resource&Referral Services-Block Grant" 0512-83634 Amendment#1 10/1/05-06/30/06 302,064 212,598 "DSHS Child Care Resource&Referral Services-Block Grant" 0612-01013 07/01/06-06/30/07 513,520 257,028 ' "DSHS Client Services Contract:Work First:Region IV" 0512-52813 Amendment#2 7/1/06-6/30/07 - 70,250 "DSHS Client Services Contract:Work First:Region IV" 0512-84215 10/1/05-6/30/06 - 33,650 "Homeless Child Care Subsidy Program" 0512-76365 Amendment#1 10/1/05-6/30/06 198,138 140,441 "Homeless Child Care Subsidy Program" 0612-98279 Amendment N 1 7/1/06-6/30/07 265,000 114,016 ' • State of Washington Sub-Total 1,278,722 827,983 King County "WA State Child Care Resource&Referral Network:Child Care Resource&Referral" D34722D Amendment#1 1/20/06-06/30/06 66,908 68,258 - "Child Care Information and Referral" D35724D 1/01/06-12/31/06 187,204 187,204 "King County-DDD Developmental Disabilities" D35972D 04/15/06-9/30/06 11,250 11,250 "Seattle-King County Department of Public Health:Family,Friends& &Neighbors Community Leadership Project" DA2006-1431 07/01/06-12/31/06 15,000 15,000 "Seattle-King County Children&Family Commission:Family,Friends &Neighbors Collaborative Evaluation" 1,400 1,400 ' King County Sub-Total 281,762 283,112 • 24 CHILD CARE RESOURCES SCHEDULE OF NON-FEDERAL GOVERNMENTAL AWARDS(Continued) YEAR ENDED DECEMBER 31,2006 Total Grantor Contract Award Total Award. 1/1/2006- "Program Title" Number Period Amount 12/31/2006 Suburban Cities "City of Bellevue Comprehensive Child Care Resource&Referral" GF200-06 1/1/06-12/31/06 34,241 34,241 "City of Bellevue Subsidized Childcare" 037134-06 1/1/06-12/31/06 84,854 84,854 "City of Buries Contract for Human Services" 1/1/06-12/31/06 4,000 4,000 "City of Covington Contract for Human Services" 1/1/06-12/31/06 2,500 2,500 "City of Des Moines Agreement for Child Care Referral" 1/1/06-12/31/06 1,550 1,550 "City of Issaquah Agreement for Human/Community Services" GF200-06 1/1/06-12/31/06 4,500 4,500 "City of Kenmore Contract for Services" 1/1/06-12/31/06 5,410 5,410 "City of Kent Contract for Services:Scholarships" 1/1/06-12/31/06 12,675 12,675 "City of Kirkland Contract for Human Services" GF200-06 1/1/06-12/31/06 7,985 7,985 "City of Redmond Contract for Social Services:Scholarships" 4810 Amendment#1 1/1/06-12/31/06 31,897 31,850 "City of Redmond Contract for Scholarship Program" GF200-06 1/1/06-12/31/06 14,581 14,581 "City of Renton Contract for Social Services" 1/1/06-12/31/06 7,500 7,500 "City of Sammamish Contract for Human Services" 1/1/06-12/31/06 5,000 5,000 "City of SeaTac Contract for Human Services" 1/1/06-12/31/06 1,900 1,900 "City of Shoreline Contract for Social Services" GF200-06 1/1/06-12/31/06 4,958 4,958 "City of Tukwila Contract for Social Services" 1/1/06-12/31/06 5,000 5,000 "City of Woodinville Contract for Social Services" GF200-06 1/1/06-12/31/06 1,500 1,500 Suburban Cities Sub-Total 230,051 230,004 Total Non-Federal Governmental Awards $ 3,362,703 $ 2,107,555 • 25 iv 144-T Ap c Gov ( yet:, I At,. 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OS Overnight past 3.00 r NS Weekend(Sat.or Sun.or i"Operation Child Care Participant am Both) Sponsor Relation • r Employee r Spouse' r Other Elementary School 'Transportation • , SE Adams Transpoitatico Provided SE AhicanAmericartAcademy Weki90stance to School SE Aiki Near Fabric Trenspoitation SE Arta Height On School Bus Route • SE Bayley • Tienspoitation to Hare SE Beacon W7 SE Blaine Comments . J • A.tZ t"I(Cf I. VF.04 •i I RI CNi • —fli;,l,CaaFrtl Kl 0' • . • (1111111111111111T117111151111111111111 11111111111IllIllIlulll I 11111111111111111111111111111111111111111 1111111 - - Copyri0ht 1049.2007 NACCRRA An rights re carl ad. MACCResarars V..alosi 3.0.1 ' i plasm contact of at hnledel[ltnacnrra,ocg if you ancountor any diffimloos, Dates Nov 14,2007 Release Nate, � Oahe .I s . . 1-1 I !_, Irate net. .. ._........... it start f s rh >i 7 g s ekrusof,..•- ,0 P yrrd fn,.. ' 4 M ttasnt...- z timerf°,.:3 2[Meier—- Lr Raobr cues...) .I a. 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Serd to. )Set Clant,DZbIkElgt1"-St b-aitits Client ID:31959 Name: a Mirk Ali PageS 1Statistics General Client's Age _ 2j Relation to Children 1 StatistIrs Employment Status I Z-1 Income Category Family Size =1 Client Gender Adults I , A Subsidy Eligibility DO NOT SELECT•INFO ONLY wwwl.thhx.wagov/EWTECI DSHS Famiy Size 2 max 12.282 OSHS Ferdy Size 3 mu.3.2.ea DOHS FarcAySize 4 max,13,442 OSHS Family Size 5 reaR.$4.0M • DSHS FamiyVes 6 mag,44,602 Child Health . , 17 Did Not want Info On C Child.Fully Immunized IT Send Immunization Info r Has Health Care Provider for r- r No Insurance,Not Aware of Has Health Insurance for Child Child options r Referred to Hotline-877-PlOs- r Referred to Mental Health r Referred to Nursing NOW Consultation Consultation • r Referred to Special Needs r Dental contact r Dental Referral consultation wn0 ii!]Starti LL.7.1) t:j.3 Mxriasof....d ttiPbyttil fro tA 4 Wunsch..-I Fjj 3 Ttoosol....-11;5 2 Interne— 4.3 FkroixWor.,..j Ur) Et 2:SS PM • • • 2001 INCOME-GUIDELINES Family Very Low Low Moderate Above Moderate Size Year: $0 - 19,500 Year: $19,501 - . Year: $32,550 - Year: $49,200 + 2 Month: $0 - 1625 32,549 49,199 Month: $4100 + Month: $1626 - Month: $2713 - 4099 2712 Year: $0 - 21,950 Year: $21,951 - Year: $36,650 - Year: $55,350 + 3 Month: $0 - 1829 36,649 55,349 Month: $4613 + Month: $1830 - Month: $3055 -4612 3054 Year: $0 - 24,400 Year: $24,401 - Year: $40,700 - Year: $61,500 + 4 Month: $0 - 2033 40,699 61,449 Month: $5122 + Month: $2034 - Month: $3393 - 5121 3392 Year: $0 -26,350 Year: $26,351 - Year: $43,950 - Year: $66,400 + 5 Month: $0-2196 43,949 66,399 Month: $5534 + Month: $2197 - Month: $3663 - 5533 3662 Year: $0 -28,300 Year: $28,301 - Year: $47,200 - Year: $71,350 + 6 Month: $0 - 2358 47,199 71,349 Month: $5947 + Month: $2359 - Month: $3934 - 5946 3933 Year: $0 - 30,250 Year: $30,251 - Year: $50,450 - Year: $76,250 + 7 Month: $0 - 2521 50,449 76,249 Month: $6355 + Month: $2522 - Month: $4205 - 6354 4204 Year: $0 — 32,200 Year: $32,201 — Year: $53,700 — Year: $81,200 8 Month: $0 - 2683 53,699 81,199 Month: $6768 + Month: $2684 - Month: $4476 - 6767 4475 Internet No Charge No Charge $40 (reduce or waive $40 (reduce or Service due to extenuating waive due to Charge circumstances) extenuating circumstances) HUD \\Sea-sbs\drvd\Parent Services\Financial Assistance Program\Guidelines EQUAL EMPLOYMENT OPPORTUNITY STATEMENT Child Care Resources has a firm commitment to the principle of granting equal employment opportunity to all its employees and applicants for employment. Our objective is to recruit, hire, train, and promote in all job levels without regard to race, creed, color, religion, sex, national origin, sexual orientation, age, or handicap except as otherwise provided by law. It is the policy of this agency to treat AIDS and HIV infection as a disability in accordance with federal law. It also is the policy of this agency to provide a workplace for all employees free from discrimination. It is the policy of this agency to provide equal employment opportunity for all qualified individuals, including those with disabilities. The agency will provide whatever accommodations it deems reasonable to enable such qualified individuals to perform the essential functions of their jobs. This policy is applicable to terms and conditions of employment, rates of compensation, benefits, training,participation in our programs, and opportunities for advancement except as required because of a bona fide occupational qualification or a statutory requirement. As used in these policies the term"Protected Class"has the meaning given it by applicable law governing equal employment opportunity. POLICIES Recruiting of New Employees Child Care Resources actively seeks out qualified persons of color and persons from other protected classes as applicants for job openings with the agency. The means used to accomplish this end include but are not limited to the following: • developing and maintaining contacts with organizations active in securing equal employment opportunity; • notification of employment referral agencies active in securing equal employment opportunity; • notification of other sources of qualified applicants of which staff and board are aware. Employment and Selection Because of the high degree of public contact and skill requirements for many of the employees of Child Care Resources, applicants for job openings are carefully screened for necessary skill requirements. Applicants selected for employment are selected because of job related qualifications. At least annually, selection procedures used in hiring will be reviewed to ensure that job related qualifications are used in making employment decisions. Placement, Training, and Advancement Child Care Resources is a new agency with a new work force, some of whose members have held positions very similar to their current ones in other agencies. It is unknown how stable the workforce will be and how many promotional opportunities may occur. It is hoped,however, that the workforce will be stable with low turnover. If this proves to be the case,promotional opportunities for current employees will be limited. Managers are directed to encourage all qualified employees in their work groups to apply for those openings, which do occur and are instructed especially to encourage qualified members of protected classes to so apply. All training is on-the-job and is provided to all employees as necessary. Child Care Resources provides on-the-job training opportunities in computer skills necessary to use the equipment and software available to provide referrals to the public and to develop word processing skills. As funds and opportunity are available, staff will all be encouraged to attend workshops and seminars sponsored by Child Care Resources and other agencies in areas that can be expected to increase job skills. No job categories are closed to individuals because they belong to a protected class except as may be required with regard to physical or mental ability to handle a job. At least annually, Child Care Resources will review the progress of protected class employees to determine whether advancement opportunities have been made available to and applied for by them. General •All Child Care Resources-sponsored activities,programs and benefits are available to all employees. All work areas, lounges, and recreation areas will be maintained on a non- segregated basis. Procedures - Our goal is to encourage existing employees who are members of protected classes to apply for promotions and to refer other individuals to us for employment. All vacancies will be announced to all employees, and referrals will be encouraged for employment positions. However, Child Care Resources will consider any area of under representation compared to the available work force with required skills in its minority recruiting efforts. When vacancies occur, Child Care Resources will attempt to recruit qualified protected class applicants as openings develop. Those recruitment efforts will include but not be limited to listing with the State Employment Service, community colleges, and business colleges. Child Care Resources will endeavor to maintain relationships with those agencies providing training in the skills required by jobs at Child Care Resources so that qualified applicants in protected classes can be quickly located and actively recruited. Child Care Resources will make its needs known at minority job fairs and similar recruiting events in the state. Advertising for positions will generally be regional,with efforts made to identify those publications that have a wide distribution among protected classes. Employees in protected classes qualified to apply for promotional opportunities within the ' agency will be encouraged to do so. Because there is no basis from which to predict turnover and hiring needs, it is not feasible to establish specific hiring goals and timetables. Those positions that become vacant will be filled after reasonable efforts at recruiting for persons in protected classes have been done. Board of Directors It is the Board's policy to actively seek out persons of color and others from protected classes to become members of the Board of Directors. The Board of Directors shall follow the same policies and procedures for recruitment. The membership of the Board of Directors will be reviewed annually to determine how many members are in protected classes. At-Will Employment and Corrective Action Your continued employment with Child Care Resources is at-will, based on mutual consent. You have the right to end your employment relationship with Child Care Resources at any time and for any reason. Similarly, the employment of any employee can be terminated at the sole discretion of Child Care Resources for any reason, at any time. Where employee misconduct occurs, Child Care Resources reserves the right to take what it deems to be appropriate corrective action in its sole discretion. This action may involve oral and written warnings, and termination of employment. ( , 3 31 1 Application Cover Pages (Agency Information and Questions 1 — 7) t:/11(i Agency Information Agency Name: Chinese Information and Service Center //�/ )7 if .,IL� n ` Appli(cant Name and Address: gency Director.,,, �-`� ` Alaric Bien Alaric Bien4/Executive Director 611 S. Lane Street, Name Title " 2008 Seattle WA 98104 2062°45,633 x ';1:0:�a.� (Area COereY T6le:plion�eG.� alaricb@cisc-seattle.org 206-624-5634 E-mail address(if available) (Area Code)Fax Number Required signatures: By signing below,you certify that the information in this application is accurate to the best of your knowledge and that you have read the application, certifications, and appendixes. (S GN TURES MUST BE IN BLUE INK) A/(`G i1 o' q )- 0o Signature of� ncy Board President/Date Signature of Agency Director/Date Mary Hsu Alaric Bien Printed Name of Agency Board President Printed Name of Agency Director 1 Program Information r 1. Program Name Cultural Navigator Program _ Contact Person (available to answer specific questions on this application) da Lam 206-624-5633 x.4103 dame (Area Code)Telephone 611 S.Lane Street, Seattle, WA 98104 Address(if different than above) idal@cisc-seattle.org 206-624-5634 E-mail address(if available) (Area Code)Fax Number 2. Program is New for our agency illAn Ongoing Program IZI 3. Brief Description of Program (One sentence) Cultural navigation for limited and non-English speaking immigrants and refugees to help access appropriate resources and services. -JI 4. Where are services provided? (If different from agency location) ISC Intentional Family Center located in Kent, inside the Great Wall Shopping Mall. Page 5 N 5. Total Program Cost: Actua12007: $ Proposed 2009: $152,912 Projected 2008: $ 6. Tiytal City Funds Requested for this Program_ : City Awarded 2008 Requested 2009* General Fund CDBG Total Requested** Auburn Federal Way Kent $73,747 _ Renton $49,165 City Awarded 2008 Requested 2009* General Fund General Fund Burien Covington Des Moines Enumclaw SeaTac Tukwila *Cities on a two year funding cycle will renew 2009 awards to 2010 based upon performance and availability of funds. See Part II for city specific information. **Include your total request for Auburn,Federal Way Kent and Renton. The source of funding will be determined by staff. Page 6 7. Agency Contact Sheet Provide the following information for the agency and for the program requesting funds. Agency Contacts General Agency Name: Chinese Information and Service Center Address: 611 S Lane St City/State/Zip: Seattle, WA 98104 Phone/Fax: 206-624-5633 Agency Web Address: www.cisc-seattle.org Executive Director Name: Alaric Bien Title: Executive Director Direct Phone: 206-624-5633 x 4101 E-Mail: alaricb@cisc-seattle.org Development Director Name: Alaric Bien (or Grant Writer) Title: Executive Director Direct Phone: 206-624-5633 x 4101 E-Mail: alaricb@cisc-seattle.org Finance/Accountant Name: Shan Whiteside (person preparing invoices) Title: Finance Director Direct Phone: 206-624-5633 x 4118 E-Mail: accounting@cisc-seattle.org Program Contact (Staff contact for contracting, reporting and program implementation.) Program Name: Cultural Navigator Program Staff Name: Ida Lam Title: Family and Youth Program Director Direct Phone: 206-624-5633 x 4103 E-Mail: idal@cisc-seattle.org Page 7 I } Q y ,� Chinese Information 611 S Lane St T 206.624.5633 Nay and Service Center Seattle WA 98104 F 206.624.5634 f ^ l cisc-seattle.org Application Narrative 8. Organization Experience A. Experience CISC's mission is to bridge cultures, communities and generations. CISC helps Chinese and other Asian immigrants achieve success in their new community by providing information, referral, advocacy, social and support services. Major services include early learning, bilingual pre-K, youth programming, parenting, family . counseling, employment, small business development, crime victims' services, English as a Second Language, computer technology training, senior activities, elderly case management, caregiver support, information and assistance. CISC has successfully operated an International Family Center in Seattle since 2004.. The target population for this center is immigrants and refugees primarily in Chinatown/ID and Beacon Hill, but also city-wide. This is the busiest center of all city funded family centers, serving over 800 families in its first 10 months of operation alone. This is 25-50% more families served in comparison to other centers that have been in operation for years. In our first full year of operation, we served close to 1,200 unduplicated immigrant and refugee families. With the ' success of the International Family Center-Seattle, a second International Family Center was launched in Kent in 2007: CISC has experience providing cultural navigation services through its family support workers, information and assistance workers, and case management staff. We have a firm grounding in family support principles, and immigrant/refugee acculturation issues. In addition, we have a history and culture of working collaboratively with other community organizations and funders to create opportunities for immigrant/refugee success in their new community. Our reputation for providing high quality, culturally competent and linguistically accessible services in the community over the past 36 years has been excellent. Finally, our sound fiscal management is a factor that will contribute to the success of this project. We are regularly cited for our excellent stewardship of donor and funder investments in programs. B. Operational Structure CISC is governed by a volunteer board of directors. The management staff consists of an Executive Director, Program Directors overseeing our clinical, elderly and family and youth departments, and Program Coordinators, such as the staff for the Cultural Navigator Program. Our 49 staff have capacity in eight different Chinese dialects, Vietnamese, Malay, Spanish, Russian, Hindi, Gujarati, and English. All i _ ' staff are bilingual and bicultural. 1CISC-Application Narrative 2 of 7 This program will be overseen by the Program Coordinator, who will train and supervise the Cultural Navigator staff. They will be responsible for data collection, and day to day program management. The Family and Youth Program Director will be responsible for contract compliance, reporting of data, and other administrative duties as necessary. The Executive Director will have responsibility for the overall functioning of the program. Each of the individuals in these positions has already been successfully overseeing the program in East and South King County. The governing Board of Directors stays connected and informed about the needs in South King County through regular updates from the staff, primarily the Executive Director. CISC is an active member of the South King Council of Human Services and also participates in other countywide groups, such as the Minority Executive Directors Coalition and Executive Alliance. Through these activities, board members are informed about the needs and changes within the South King County communities. CISC has also participated extensively in the planning work that was done to bring cultural navigation services to the Somali, Russian, and Latino communities in South County. Because our expertise is with Asian immigrant groups, it was decided that we would support, but would not participate in these efforts as they came closer to fruition. We do recognize the need for specialized services for these communities and have lent our expertise and experience in helping to create these services. The Board of Directors is responsible and accountable for all functions of the agency. Board members are legally liable, fiscally responsible and ethically obligated for the oversight and evaluation of agency operations. Within this broad responsibility, the board is responsible for the functions of the agency, including policy administration, finance, public relations, personnel, and evaluation. The full CISC Board of Directors meets on a monthly basis, normally on the 4th Wednesday of the month. Committees such as Finance, Board Development, Fundraising, Executive, Bylaws, and other ad hoc committees meet outside the regular board meeting times. Our board of directors reflects the diversity of the clients we serve with ethnic Chinese from Mainland China, Taiwan, Hong Kong, Guam, Papua New Guinea and the US. We also have Vietnamese, Latino, Native American, Caucasian, and other Asian American representation on the board. The board is 43% male and 57% female. Their ages are fairly evenly distributed, with 7% in their 20's, 21% in their 30's, 29% in their 40's, 29% in their 50's, and 14% in their 60's. While most of our board members either work and/or live in Seattle and the Eastside, we do have close relations with South County interests, including the owners of the Great Wall Shopping Mall. By soliciting feedback from program participants, volunteers, and other community members at the International Family Center-Kent, we are able to keep current with the needs of the community and convey this information to the Board of Directors. CISC- Application Narrative 3of7 9. Need for the Program A. Problem Statement The population in the Kent/Renton area has changed dramatically in the last 15 years. We have seen large increases in the immigrant population with some of the greatest growth among the Asian communities. Between 1990 and 2006, the number of Asians residing in the city of Kent grew by 800%. The Chinese population increased more than ten-fold and Vietnamese increased by over 700%. Similar growth was experienced in the Latino community in Kent between 1990 and 2000 with a 442% increase (undoubtedly underestimated due to cultural and legal issues). The community grew further still between 2000 and 2006, resulting in a 636% increase over 15 years. We have also seen the South Asian community, particularly those speaking Punjabi, make the Kent area the hub of their community. It is estimated that the majority of South Asians in King County now live in the Kent/Renton/SeaTac area. It is well documented that many immigrant communities, Asian in particular, experience great shame and stigma when accessing help. Others fear official institutions because of legal issues or negative experiences in their home countries. Currently, there are few culturally appropriate, linguistically accessible resources for the targeted groups in South King County. The needs of the Asian immigrant communities is different from those of other immigrant and refugee groups, so it is critical that specialized services be provided for the Chinese, Vietnamese, and East Indian populations. We have included services in Spanish because we have seen that this community is severely underserved and frequent the Great Wall Mall and our Family Center already. B. Target Population While there are a number of other immigrant groups in the South King County area, we wish to focus on four in particular. They are those speaking Chinese (Mandarin and Cantonese), Spanish, Vietnamese, and Punjabi who primarily reside in Renton and Kent. No one, however, will be denied services based on their native language, race, ethnicity, race, color, sex, marital status, sexual orientation, political ideology, age, creed, religion, ancestry, national origin or the presence of any sensory, mental, or physical handicap. The CISC's International Family-Kent (IFC-Kent) is located inside the Great Wall Shopping Mall. Based on our experience at the IFC-Kent, and reports from mall management, it is clear that the targeted population frequent the shops and restaurants on a regular basis. 10!. Proposed Program CISC-Application Narrative 4 of 7 A. Program Description The program will be comprised of cultural navigation services in four languages. Cultural navigation entails assisting limited and non-English speaking individuals and families in accessing appropriate services and navigating through those service systems. This may include referral information, reference materials, completing application forms, limited interpretation and follow up, and family support services. The site, Great Wall Shopping Mall, was chosen because the location is at which these populations already congregate or pass through, thereby decreasing the stigma often associated with seeking out services. By providing services in natural community settings that families access during their normal day to day routines, we can mitigate some of this culturally based reluctance to request help. We can also create community gathering places where people go, not because they have to, but because they want to - for support and connection to the broader community. All Navigators will equip with a cellular phone for those who cannot or do not wish to come in person for information. Cultural navigation services will be offered at CISC International Family Center-Kent and in four languages,.Spanish, East Indian, Vietnamese and Chinese (both Mandarin and Cantonese). There will be a minimum of 15 drop in hours per language per week. Time outside of the drop in hours will be spent on outreach to the target communities, workshops, and other activities. A Play and Learn group will also be offered in conjunction with the cultural navigator program. It is an enhancement of the cultural navigation services offered, focusing on early learning and school readiness for children of immigrant/refugee families. We will outreach to the target communities using tried and true methods. Word of mouth is the primary means of outreach in immigrant/refugee communities. If clients are satisfied with services, and develop a trusting relationship with the providers, they are likely to recommend these services to friends, neighbors, and family members. It has been our experience over 36 years working in the Chinese and Vietnamese communities that this is a key means of outreach. In addition to word of mouth, we will outreach through other avenues that have proven successful in the past. This includes flyers posted in the community, use of the ethnic media, and working with other social service agencies, schools, retail outlets and the like. The entire basis of this program is to provide culturally competent, linguistically accessible services. All staff are bi- or multilingual and bi- or multicultural. Training will include monthly in-service trainings and information/resource sharing between program staff. Cultural Navigators and the Program Coordinator will also provide cultural training to other service providers and partners. CISC-Application Narrative 5of7 We also have an already established track record of working with other community based providers that have cultural or linguistic expertise of other population. By working with other community based providers collaboratively, we can provide greater service to our community. B. Performance Measures and Outcomes Performance Measure: 2340 Cultural Navigation contacts Outcome: People develop/strengthen skills in accessing community resources Indicator: 80% of clients show increasing knowledge on community resources, ability on where and how to access services, and gain awareness in community events/activities/classes Performance Measure: 623 outreach contacts Outcome: People gain awareness of culturally appropriated services/resources in the community Indicator: 75% of respondents show increasing knowledge on where and how to access services and/or making culturally appropriated referral C. Staffing Plan and Evaluation Staffing Plan-Project staff will include a full time coordinator who has a minimum of a Bachelor's degree, and experience in the social service field and the cultural navigation program. The coordinator will be responsible for program and budget oversight, training and supervision of cultural navigators, coordinating with host agencies and host sites, coordinating with play and learn group facilitator(s), and evaluation. Cultural navigators will work directly with individuals and families that come to them for assistance. They will provide cultural navigation in accessing and navigating appropriate services and systems. The navigators will provide referral information and reference materials; assist in completing application forms, provide interpretation, follow up, and family support services. Evaluation- To evaluate services, we will solicit ongoing feedback from our clients and other community member about what works and what doesn't and acting upon feedback. We will also host focus groups to identify interests and needs. Focus groups are held two times a year to evaluate services. Overall surveys and individual workshop/activity surveys are completed by participants of the service. The design of the focus groups and surveys will reflect the outcome indicators. Each cultural navigation contact in the office or in workshops will be recorded by the Cultural Navigators along with referral source information, type of service provided, and demographic information, if available. It is likely that some users of CISC- Application Narrative 6 of 7 this program will initially not be comfortable disclosing certain information, but they will not be denied service based on this. Each outreach contact with other service providers will also be tracked. This may include consultation with mainstream service provider, presentation to a church or other community, group, or staff in-service training about working with clients from these target communities. D. Differences in Service Delivery by City We do not anticipate any differences in Service Delivery for this program among the cities that we are submitting this application to for funding. There will not be differences in the average cost of service per client relative to funds requested by city as shown in the last column of Question 14c. 11. Long Range Plan • This program addresses the issue of gaps in service for immigrants and refugees residing in South King County. The need for increased culturally and linguistically human services continues to grow. Assistance for limited and non- English speaking client is critical for self-sufficiency in the community. This program is the first step systematically in addressing this need. — ' Similarly, the need for cultural competency within service provider agencies has been identified as one of two key focus areas for the United Way of King County System Support Impact Council. The need is especially great in South King County where the recent change in demographics has been relatively sudden and quite dramatic. This program both works with existing resources to increase cultural capacity and also provides much needed direct service to the target populations. Other funding sources that we anticipate for the program in the next three to five years will come from United Way of King County and funding from private foundations. 12. Budget A. Budget Request Narrative Personnel Key Staff for Cultural Navigator Program: 4 positions will be funded by the grant. Positions include Program Coordinator/Chinese Navigator (1 FTE), • Vietnamese (.5 FTE), Spanish (.5 FTE) and East Indian(.2 FTE) Cultural Navigators. Equipment and Supplies Includes computers, cellular phones and office supplies. CISC-Application Narrative 7 of 7 Administrative Costs Indirect costs: An indirect cost rate of 19% is charged to grant. B. Changes to Budget We do not expect any major changes in program expenses and/or revenues in 2009. r B. Changes to Budget. Explain any significant changes between 2008, 2009 and 2010 expenses or revenues as noted in Question 17. Are there any known or anticipated changes to the program's 2008 Budget since adopted? C. Cost per Service Unit(s). You should provide an estimate of your cost per service unit provided by the program you propose. Explain how your cost per service unit was determined. These should be based on the total cost of the program and the total number of clients served, not just the funds requested. You have the option of providing a cost per service unit for each separate service provided within the program. Cost Per Service Unit: $ 51.60 E planation of how determined: Total cost of the program divided by number of clients/participants served. s Page 11 Agency: Chinese Info&Service Center Program: Cultural Navigator Program 13. NUMBER Of INDIVIDUALS/HOUSEHOLDS SERVED BY PROGRAM XQ Individuals? or Households? (Check which applies and use for reporting all demographics.) Unduplicated *Unduplicated Number of all Clients Served by Clients Served All Funding Sources with Funds Requested 2007 2009 2007 % of column 1 2008 2009 (Actual) clients served (Anticipated) (Projected) (City Requested by City Funding Only) Auburn Bui ien Covington Des Moines ,, Enumclaw Federal Way Kent 1778 1778 Renton 1185 1185 SeaTac Seattle Tukwila Other 100% Total (This column must 2963 2963 total 100%) *Unduplicated means count each client only once per calendar year per program. This number should match the number of clients by city indicated in the top row of Question 15. Page 13 Agency: Chinese Info&Service Center 14. Performance Measures (Data Table) Program: Cultural Navigator Program 14a. Service with 2009 Requested Funds Proposed Performance Measures as defined below. A) Cultural Navigation B) Outreach Contacts C) contacts Auburn Buien Co I ington Desl Moines Enumclaw I . Federal Way Kent 1404 374 Renton 936 249 I • 'Sea(Tac Seattle Tull wila 14bI. Performance Measures 2009 Proposed with funds requested City Funding Only Title: Brief explanation: A) Cultural Navigation Information and Assistance, Interpretation/Translation,Advocacy, and Case contacts Management. Amount of client contact may vary from as little as 10 minutes to as much as 2 hours. To acquaint potential clients and referral sources with services available through B) Outreach contacts this program. Most of the outreach contacts will be done in a group setting with an average of 10 participants. C) Page 15 Agency: Chinese Info&Service Center 14 Performance Measures (Data Table), Cont. Program: Cultural Navigator Program 14c. Average Cost of Service Unduplicated Clients Served with Funds Average Cost of Service Requested 2009 Requested 2009 per Client (Same as last column of (Same as last column of Question 6) Question 13) Column 1 divided by Column 2 Example: $5,000 45 $111.11 Auburn Burien Coington Des Moines Enumclaw I Fedl,�eral Way I Kent $73,747 1778 $41.48 Renton $49,165 1185 $41.48 SeaTac Seattle Tukwila Page 16 Complete Question 15 with 2007 Actual numbers reported in column 1 of Question 13. Agency: Chinese Info&Service Center 15. Demographics (from all funding sources) (Data Table) Program: Cultural Navigator Program 1 ' al Client Residenceo ocda ., H [�+ W L) czt w w rz4 vD vi H E� Unduplicated (check one) ❑Individuals ❑Households Served in 2007* Household Income Level 30%of Median or Below 50%of Median or Below I "'s 80%of Median or Below `d _ Above 80%of Median eN 7 Unknown TOTAL A Gender 1 Male `` I Female a � ;� TOTAL 6.I Age 0-4 years '',7, / . I 5- 12 years , a 13 - 17 years ,, I 1 34 years -::\Ait 5 -yam.. ,... N. , 75 i s :�. :. ,,. , \?; ,ter Unkno ' � TOTAL ,. Ethnicity Asian B lack/African American ' I • I Hispanic/Latino(a) Native American/Alaskan I Pacific Islander /`,i` • White/Caucasian Other/Multi-Ethnic TOTAL Female Headed Household Disabling Condition Li9iited English Speaking Page 17 * Check Individual or Household,which should be the same as checked in Question 13. Unduplicated means count each client only once per calendar year. This should match the number served by City in the Actual 2007 column of Question 13. The "total"column will be different from Question 13 since the"other"column is not included due to space limitations. 16. PROGRAM STAFF (DATA TABLE) In this data table, record the number of full-time equivalent (FTE)paid staff and volunteers for this program. FTE means a 40-hour week throughout the entire year. For example, if you enter"5" in the box for Number of Volunteer FTEs,this would mean that you have, on average, five volunteers assisting your program at all times (assuming a 40-hour week). If you know only the total number of hours contributed by all volunteers for this program, simply divide that number by 2,080 to find the total FTE number. For example: 5,000 volunteer hours over the course of a gear, divided by 2,080 equals 2.4 FTEs. 2007 2008 2009 (Actual) (Budgeted) (Projected) Total Number of Staff(FTEs) 2 FTE 2.25 FTE Number of Volunteer (FTEs) Actual Number of Volunteers 17. PROGRAM REVENUE & EXPENSE BUDGETS (DATA TABLE) Program Budget: All columns should include total program operating revenue and expenses. Complete the following data tables with figures indicating the source of program operating funds for 2007 (actual), 2008 (budgeted) and 2009 (projected). Budget amounts should match funding requested (Question 14c) and Question 5. Include an explanation of any significant differences between the revenues and expenses by year in Question 12B of your application. Page 18 Agency: Chinese Info&Service Center 17. PROGRAM REVENUE BUDGET (DATA TABLE) Program: Cultural Navigator Program Revenue Source 2007 2008 2009 (Actual) (Budgeted) (Projected/ Requested) City Funding(General Fund & CDBG) • Auburn • Burien • Covington • Des Moines • Enumclaw • Federal Way • Kent $73,747 • Renton $49,165 • SeaTac • Seattle • Tukwila • Other(Specify) • Other(Specify) Other Government Funds • King County • Washington State •I Federal Government (Specify) ■ Other (Specify) Private Sources • United Way (grants & designated donors) • Foundations and Corporations $30,000 • Contributions (e.g., Events, Mailings) •11 Program Service Fees (User Fees) ■' Other(Specify) TOTAL PROGRAM BUDGET $152,912 Page 19 17. PROGRAM EXPENSE BUDGET, CONT. Agency: Chinese Info&Service Center (DATA TABLE) Program: Cultural Navigator Program Expenses 2007 2008 2009 (Actual) (Budgeted) (Projected) Personnel Costs ■ Salaries $74,360 • Benefits $5,303 • Other • Total Personnel $79,663 Operating and Supplies • Office/Program Supplies $650 ■ Rent and Utilities $43,500 • Repair and Maintenance • Insurance • Postage and Shipping • Printing and Advertising $500 • Telephone $1,500 ■ Equipment $1,700 • Conference/Travel/Training/Mileage $1,000 • Dues and Fees • Professional Fees/ Contracts ■ Direct Asst. to Individuals • Administrative Costs $24,399 • Other(specify) ■I ■• ■ TOTAL PROGRAM EXPENSES $152,912 Net Profit(Loss) (revenue—expenses) = Page 20 17. PROGRAM EXPENSE BUDGET, CONT. Agency: Chinese Info&Service Center �; (DATA TABLE) Program: Cultural Navigator Program Expenses 2007 2008 2009 (Actual) (Budgeted) (Projected) Personnel Costs • Salaries $74,360 in Benefits $5,303 • Other • Total Personnel $79,663 Operating and Supplies ■1 Office/Program Supplies $650 • Rent and Utilities $43,500 ■ Repair and Maintenance • Insurance • Postage and Shipping • Printing and Advertising $500 • Telephone $1,500 ■ Equipment $1,700 • Conference/Travel/Training/Mileage $1,000 • Dues and Fees • Professional Fees/Contracts ■ Direct Asst. to Individuals • Administrative Costs $24,399 • Other(specify) ■I • • • T1OTAL PROGRAM EXPENSES $152,912 Net Profit (Loss) — (revenue—expenses) = Page 20 19. APPLICATION CHECKLIST Ap lications missing one or more of the following components or not following these directions may not be eviewed. Sign and submit the application checklist with your application: C ntents (Your application should contain each of these items in this order.) Application Cover Pages.The top three pages of your application must be a completed copy of the Agency Information and Questions 1-7. Application Narrative: ® Question 8 Organizational Experience(2 page maximum) IN Question 9 Need for Your Program(2 page maximum) jEQuestion 10 Proposed Program/Service(6 page maximum) Question 11 Long Range Plan(1 page maximum) 2, Question 12 Budget(2 page maximum) Data Tables Question 13 Number of Individuals/Households Served ,© Question 14a-c Performance Measures and Average Cost of Service ® Question 15 Demographics(from all funding sources) SC Question 16 Program Staff rX Question 17 Program Revenue&Expense Budgets ❑ Question 18 Subcontracts RI Required documentation. Supply one copy of the following required documents with the signed original" application. See Part II: City Specific Supplemental Information to determine whether additional copies of the application and required documentation need to be submitted. Question 19 Required Documentation, including: • Proof of non-profit status • Organizational Chart • Agency/Organization Mission Statement • Board resolution authorizing submittal of the application(may be submitted up to 60 days after application). • List of the current governing board and local board, if applicable, (include name, position/title, city residence, length of time on the Board, and expiration of terms. Note any vacancies.) • Board Meeting Minutes of last three board meetings of governing board and local board as applicable • Annual Budget ' • Financial Audit Cover Letter • Financial Audit Management Letter • Financial Statement • Verification of Non-Discrimination Policy • Program Intake Form • Sliding Fee Scale .Application Check List. (Signed below.) .City Specific Supplemental Information.Required in Name: Ida Lam Part II for applicable City only. Position: Family& Youth Program Director Phone#: 206-624-5633 x 4103 E-mail: idal@cisc-seattle.org Signature of Person Completing Checklist DO NOT SUBMIT ANY OTHER MATERIALS WITH THIS APPLICATION Make sure that you carefully check Part II of this application Page 22 to see what additional attachments each city requires. fy 11=- > M Chinese Information 611 S Lane St T 206.624.563 ��. 3 i � and Service Center Seattle WA 98104 F 206.624.5634 0 ;, cisc-seattle.org Supplemental Question #2 The goals of the Cultural Navigator Program are to empower individuals, promote self- sufficiency and self-reliance. The program focuses on building the clients' capacity to access resources and navigate systems. The objective of the program is for the residents to have increased knowledge and better ability to access and/or navigate systems. Two outcomes are being measured: 1- People develop/strengthen skills in accessing community resources. 2- People gain awareness of culturally appropriated services/resources in the community. In the last 15 years, South King County has experienced tremendous growth in diversity. Many immigrants and refugees face the challenge of accessing services in their local organizations. The local organizations are at different stages in their ability to provide accessible services to people of different cultures. The model of CISC's Cultural Navigator Program is to utilize bilingual/bicultural staff as liaisons between immigrants and resources. The main thrust of the Cultural Navigator Program is to improve access to services for immigrants and refugees in the South King County. 'The cultural navigators will help clients access services through information and assistance. Cultural navigation entails assisting limited and non-English speaking individuals and families in accessing appropriate services and navigating through those service systems. This may include referral information, reference materials, completing application forms, limited interpretation and follow up, and family support services. They will also work with staff at referral agencies to enhance the level of cultural competency. We currently partner with Catholic Community Services (Russian), and the Indian Association of Western Washington (Hindi, Gujarati, Punjabi) to provide direct services. We also collaborate with local fire departments to provide emergency management workshops for individuals and families. For overall health education for the whole family, we work in partnership with the NW Kidney Center, UW nutrition education program, and Within Reach. The site of the program will provide Play and Learn group for children and parents to enhance healthy parent-child relationships. The Cultural Navigation Program will provide advocacy and support to refugees and immigrants to understand and navigate through the public school systems, health services, housing, and job markets. Cultural and language barriers affect all aspects of life for immigrants/refugees. They will need to learn English and acquire job-related skills in order to become self-sufficient and able to support their families. Our program will connect them to appropriate resources and other service providers so that they can become self reliant. To increase the service accessibility, the cultural navigation service is located inside a shopping mall where people already gather, shop, and play. Services are available from Monday to Saturday and the hours of operations are designed to meet most working families' schedules. 4. J. •v• uvp c.�.c.LT, ucu�.L.1c, Wfl 70111 Address any reply to: DO D o rfIg atUR Of} ¶(n�O TreE@ate CONTACT: . . Mercedes Sison TELEPHONE: (206) 442-5110 DOOPrIgR DnPQORoP • Internal Revenue Service Date: ail 1 1977 I In reply refer to:EP/EO:EOI:WLf ,7 I L-178, Ou; SEA:Eo:77-604 D Chinese Information and Service Center 410 - 7th So. Seattle, WA 98104 r ID Z _7 5T5Z7 Dear Applicant: Based on information supplied, and assuming your operations will be as stated in your application for recognition of exemption, we have determined you"are exempt .from Federal income tax..under section 501(c) (3) of'the' InternairRevenue Code: We have further determined you are not a private foundation within the meaning of section 509(a) of the Code, because you are an organization described in section 170((bl(1)(A)(vi) and 509(a)(1) . You are not liable for social security (FICA) taxes unless you file a waiver of exemption certificate as provided in the Federal Insurance Contributions Act. You are not liable for the taxes imposed under the Federal Unemployment Tax Act (FUTA) . Since you are not a private foundation, you are not subject to the excise taxes under Chapter 42 of the Code. However, you are not automatically exempt from other Federal excise taxes. If you have any questions about excise; employment, or other Federal taxes, please let us know. • Donors may deduct contributions to you as provided in section 170 of the Code. Bequests, legacies, devises, transfers, or gifts to you or for your use are deductible for Federal estate and gift tax purposes if they meet the applicable provisions of sections 2055, 2106, and 2522 of the Code. If your purposes, character, or method of operation is changed, please let us know so we can consider the effect of the change on your exempt status. Also, you should inform us of all changes in your name or address. (Over) Form L-178 (Rev.8-73) If your gross receipts each year are normally more than $5,000, you are. required to file Form 990, Return of Organization Exempt From Income Tax, ,by the. 15th day' of the fifth month after the end of your. .annual .acgounting period. The law imposes apenalty of $10 a day, up to a maximum of $5;000, for failure to file a return on time. You are not required to, file'Federal income tax returns unless you are subject to the tax on unrelated business income under section • '511 of the Code.. .If you are subject to this tax, you must file an income 1 tax return' on Form 990-T. In this letter we are not determining' wheth'er any of your present'or proposed activities are unrelated .trade or. business 'as defined in section 513 of the Code. . :You need an employer identification"number.even if .you have no employees. If an employer identification number was not entered_on your application; a 'number:will be •assigned to you and you, will be • advised .of it. Please use. that number on all returns you:.file' and in • all correspondence with, the Internal Revenue Service. Please 11eep this determination letter in your permanent records. . • ' . Sincerely yours, . - Michael Sassi • • District Director This supersedes our prior 'determination letter..dated March 24, 1975. . • • • Form L-178 (Rev.8-73) Internal Revenue Service Department of the Treasury District 915 Second Ave.,Seattle,Wash.98174 Director Date of Exemption: March 11, 1977 D. Chinese Information and Internal Revenue Code Section: Service Center , 501(c) (3) 409 Maynard Avenue, South Refer Reply to: Second Floor EP/E0:E0-3:MS 540 Seattle, Washington 98104 Date: Attn: Rachel Wong OCT 2 81988 • Dear Gentlemen: Thank you' for submitting the information shown below. We have made it a part of your file. The changes indicated do not adversely affect your exempt status, and the exemption letter issued to you continues in effect. Please let us know about any future change in the character, purpose, method of operation, name or address bf your organization. This is a requirement for retaining your exempt status. Thank you for your cooperation. Sincerely, • 111404C•46)14.404) District Director Item Changed From To Organization Address 410 Seventh Avenue Above Seattle, Washington 98104 . P. 0. Box 21347, Seattle, Washington 98174 Letter 976(D0) (7-77) ORIGINAL Board of Directors' ♦ Alaric Bien Eiecutive Director I 1 ' , Shan Whiteside . Nelson Tang Stephen Lam, Huelling Chan Ida Lam Alan Lai Finance Director Office Manager/HR Specialist Elderly Program Director - Clinical Director Family&Youth Program Director Crime Microns Project Director • ♦ ' tuna Wong , � Sau Lai Chan Mean Yu Kevin Chan International Community • Vivian Chan ESL Program Coordinator , Communications Coordinator Technology Center Coordinator Case Manager Case Manager • Sarah Ngai Hao Du Unite Wang ' Theresa Fellows —. June Grove ` Administrative Secretary lr Program Assistant Case Manager Case Manager ESL Teacher , Sandy Tse , Andes Kong Ricky Tong Peishih Kao ,mw==. Peter Chan Receptionist Sunshine Garden Lead Worker Case Manager , , "Pre-K Teacher ESL Teacher ♦ 111 Min Chuen Lau ♦ Catherine Wang Eastsideoo Dock Wah Leong ( Sue Jiang ,�� Kevin Pham , l g Custodian Case Manager Play and Learn Facilitator ESLTeacher CElderdiOutreachor Tsui Lan Lee Debbie Ho —^ Thao Le , ... Jennifer Jan ♦ Program Assistant Case Manager/Respite Coordinator ( Play and Learn Facilitator After School Program Coordinator Gilbert Kwok Jenny Wong Leanne Do Family Caregiver Program Youth Program Specialist , Coordinator Case Managerll 8 A Worker • Boliver Choi Michelle Y Theresa Lam L J( P L International Family Center-Seattle SHIBA Coordinator J I Nurse Consultant J Coordinator v ` ' Ephrem Cheung - Mabel Kw I&A Worker Family Supportt Worker Ray Tsang L Family Support Worker 18 A Worker J • r���\\\TTT��ft171 ` , . Chor Phen Ng Christiana Shiu Workforce Development Specialist I&A Worker Eastside Cultural Navigator Coordinator• , 100. Julianna So H Irina shnyuk Organizational Chart I&A Worker Culturalural Navigator 4/1/08 • Irma Sayan Cultural Navigator J Gilbert Leow Internationall Family Center-Kent r Coordinator Renmo Ma Program Assistant • AAChinese Information 611 S Lane St T 206.624.5633 t, ' and Service Center Seattle WA 98104 F 206.624.5634 -1. . it, , ' 7, cisc-seattle.org .. 7, ,,, ..„.._ CISC Mission Statement: • • Bridging cultures, communities and generations Creating opportunities for Chinese immigrants and their families to succeed . Board of Directors CISC helps Chinese and other Asian immigrants throughout King County achieve success in their new community by providing information, referral, MayFLug advocacy, social, and Support services.- n�nnKo�c�� Y, p p Matin arg P ,t CatIZrythrk • AdorChagi day Brnnkg nNva Ten War;T er Mas klauali iiviziiiGrzzp •woiCa! Publk,. try vzavChnr • Mransoft . T.cm1Jce OBrineat idirdc&ice . KietLy Urvsecseny4Washigcn SC'lePr7(e . TerrrrPrr rty Arzdjh6 . Arne. grnJ . Bcci g • Dap'aieTa I CanniaityL �' Ire Uag . GelisyUlinn AGFcdteatk GerevbeY Convrzretyl.cxhr Chinese Information 611 S Lane St T 206.624.5633 � . and Service Center Seattle WA 98104 F 206.624.5634 �j cisc-seattle.org . CISC Board of Directors 4/1/08 Name, Position Residence Time on Board Term Expires Mary Hsu, President Seattle 8 years 12/08 Martin Liang, Vice-President Bellevue 2 years 12/09 Board ofiDirectors y Arlene Cheng, Secretary Bellevue 2 years 12/09 roKigTa , Tina Wang, Treasurer Seattle 2 years 12/09 Msiii Lica.V -Pi Wei Cai Bellevue 7 years 12/09 h rj Seavtcny • Bctic(fAnelioa 1 Norman Chin Seattle 1 year 12/09 Tnxa Wang?framer Ma' diia G„p Russell Joe Issaquah 3 years 12/08 WeiCda '°Pu&rbmy Chji Kiet Ly Seattle 1 year 12/09 Steve Price Seattle 8 years 12/08 lassellJce OBria ntasWieck&Jce Anne Suyama Bellevue 1 year 12/08 Kiel Ly Ue/ tfy Wass igtaz Daphne Tang Seattle 19 years 12/09 Sete Bice TaraH t Arobti s • Janet Ung Seattle 1 year 12/09 Bceing Geoff Urbina Seattle 3 years 12/08 CO=Tag • Cann, + Genevieve Yee Seattle 6 years 12/08 Geofeytibha AGEaii nds zeL CeortleY& Camino* • Chinese Information 611 S Lane St T 206.624.5633 �t ' -fiA ! I • and Service Center Seattle WA 98104 F 206.624.5634 E , : 3 ;! E cisc-seattle.org Board of Directors FEBRUARY BOARD MEETING MINUTES Wednesday, February 27, 2008 CISC Conference Room Bridging cultures, communities and generations Creating opportunities for Chinese immigrants and their families to succeed CISC helps Chinese and other Asian immigrants throughout King County achieve success in their new community by providing information, referral, advocacy, social, and support services. Board Present: Wei Cai, Mary Hsu, Martin Liang, Anne Suyama, Tina Wang, Daphne Tang, Kiet Ly Absent with Apologies: Geoff Urbina, Genevieve Yee, Arlene Cheng, Russell Joe, Norman Chin, Steve Price, Janet Ung Guest: Amy Lu Staff Members present: Alaric Bien, Kevin Chan Meeting called to order at 5:45pm I. Consent Agenda Anne moved to approve all items on the consent agenda. Martin seconded. Daphne abstained. The motion passed. II. Committee Reports — Finance Report— by Tina Wang The committee met by conference call yesterday. We have a total $262K in cash and investments as of January 31, 2008. All contracts have been signed. We are in a good cash position, but still need to build up our reserves. Cash flow is good and there is nothing to cause alarm. As a backup, we will look into establishing a line of credit in July. Martin moved to approve the financial reports. Tina seconded. The motion passed unanimously. Fundraising Report— by Daphne Tang We are moving forwards with the Friendship Dinner preparation. All the procurement letters and corporate letters have been sent out. The design of the program and invitations is almost finalized. We need live auction items. Daphne is working on a roundtrip air ticket from Vancouver to Hong Kong. She will also look for centerpieces when she visits China in March. We will engage John Pai again to I work on our fund-a-need video. Our Chinese New Year Luncheon on 2/15 was good except for the sound system. Kiet has a good source for sound systems and we can check with him next time. Board Development Report— by Wei Cai Discussion of article: Networking with Donors (page 5 of March Nonprofit Board Report) In order to network with donors, we need to be clear of what CISC is doing and understand different programs of the agency. One idea is to have staff spend 10 to 15 minutes to talk about their programs at board meetings. The most voted on training topics were "Becoming a Strategic Thinking Board", "Fundraising 201", and "Community Engagement". We will organize these trainings in coming board meetings. III. ED Report Please refer to the ED Report for details. IV. Old Business Principles for Good Governance and Ethical Practice — by Alaric Bien After reviewing, we need to do several things before we can adopt the principles. We are practicing most of the things but just don't have written polices on them. We need to work on a written on code of ethics, policy on how we protect and preserve documents and records, and policy on not providing loans. We also need to review our mission regularly. Alaric will work on those policies. If any board members have sample on codes of ethics, please email to Alaric. V. Ne w Business Board Nomination by Wei Cai Wei moved to accept Kiet Ly and Janet Ung to the board. Daphne seconded. The motion passed unanimously. CISC FAQ— by Alaric Bien Alaric has prepared a CISC FAQ sheet which lists answers to all commonly asked questions of CISC. This is helpful when you are doing outreach for CISC. Work Plan Review— by Alaric Bien • We submitted a grant application to the Seattle Foundation for operation funding and will know the result in March. • Ida is following up on collaborating with the massage school and business to provide training and job opportunities for our clients. • Alaric is working with the Taproot Foundation to enhance the marketing efforts of CISC. • Donor profiles are ready. • Mary will get a succession plan sample for Alaric. Meeting adjourned at 7:30pm. The next Board Meetingwill be held on Wednesday, 3/26 at 5:30 at Bank of America in Bellevue. "' " `;--,# ,::,.'" , „T Chinese Information 611 S Lane St T 206.624.5633 `,W '. ;" "':� and Service Center Seattle WA 98104 F 206.624.5634 Tr;i `\,`3 cisc-seattle.org Board of Directors JANUARY BOARD MEETING MINUTES • Wednesday, January 23, 2008 Bank of America Building Bridging cultures, communities and generations Creating opportunities for Chinese immigrants and their families to succeed CISC helps Chinese and other Asian immigrants throughout King County achieve success in their new community by providing information, referral, advocacy, social, and support services. Board Present: Russell Joe, Wei Cai, Steve Price, Mary Hsu, Arlene Cheng, Martin Liang, Anne Suyama, Norman Chin, Absent with Apologies: Geoff Urbina, Genevieve Yee, Tina Wang, Daphne Tang Guest: Janet Ung, Kiet Ly Staff Members present: Alaric Bien, Kevin Chan Meeting called to order at 6:00pm I. Consent Agenda Russell moved to approve all items on the consent agenda. Wei seconded. The motion passed. II. ED Report Please refer to the ED Report for details. III. Committee Report— Financial Report— by Martin Liang As of December 2007, we had $250K cash on hand but we should have had more according to the financial report. This may due to the ways we booked our 8 months free rent. Shan will figure out the reason after he finishes reconciling all the statements. All program contracts have been signed for 2008. Program managers are paying close attention to invoicing and cash flow. The finance committee will meet as soon as the revised financial reports are completed (by next Tuesday) and will alert the board if there is anything amiss. We are confident that the difference is explainable. Board Development Report— by Wei Cai Article: Celebrating Donors (page 2 of February nonprofit board report) Donors want responsibility rather than to be treated as innocent bystanders. We need to tell donors what they can do to help us. We can build relationships with donors and make them feel more a part of us. One good example is the donor cultivation event we have every year. We will take an electronic vote on the training topics for the board in 2008. IV. Old Business Board Calendar— by Alaric Bien The 2008 Board Calendar is attached in the package. If you have any questions, please let Alaric know. Chamber Dinner— by Alaric Bien The Chamber dinner is on 2/12 at the New Hong Kong restaurant. Part of their proceeds will go to CISC. Please let Alaric know if you can attend. We have already purchased a full table. V. Ne w Business Hong Kong Association of Washington Dinner by Alaric Bien The Hong Kong Association of Washington is holding their gala event at the Seattle Sheraton Hotel on 2/2. Alaric has some free tickets. Please let Alaric know if you can join us. Board Nominations — by Mary Hsu Martin moved to renew Daphne Tang's term. The terms will run through December 2009. Steve seconded. The motion passed unanimously. Principles for Good Governance and Ethical Practice — by Alaric Bien This guide was developed by the American non-profit community showing what non- profits should do and all organizations are encouraged to follow. After reviewing, the board had some questions on points 2,16,19,23, and 24. We will continue discussion at the next meeting. Board Orientation by Alaric Bien Alaric will email the board to decide a date for board orientation. Board Committees — Fundraising - Daphne (Chair), Norman, Genevieve, Geoff Board Development—Wei (Chair), Russell Finance— Martin (Chair), Arlene, Tina Bylaws — Russell, Anne Marketing — Russell (Chair), Steve, Anne Meeting adjourned at 7:30pm. The next Board Meeting will be held on Wednesday, 2/27 at 5:30 at CISC Conference Room. Chinese Information 611 S Lane St T 206.624.5633 and Service Center Seattle WA 98104 F 206.624.5634 cisc-seattle.org Board of Directors DECEMBER BOARD MEETING MINUTES Wednesday, December 19, 2007 CISC Conference Room Bridging cultures, communities and generations Creating opportunities for Chinese immigrants and their families to succeed CISC helps Chinese and other Asian immigrants throughout King County achieve success in their new community by providing information, referral, advocacy, social, and support services. Board Present: Sharon Lucas, Russell Joe, Wei Cai, Daphne Tang, Steve Price, Mary Hsu, Arlene Cheng, Martin Liang Absent with Apologies: Geoff Urbina, Genevieve Yee, Anne Suyama, Norman Chin, Tina Wang Staff Members present: Alaric Bien, Kevin Chan Meeting called to order at 5:40pm I. Consent Agenda Sharon moved to approve all items on the consent agenda. Mary seconded. The motion passed. II. ED Report Please refer to the ED Report for details. III. Committee Reports — Fundraising Committee — by Alaric Bien The year end appeal letter was sent out on 11/21 and generated donations of about $1800. We also received a $1500 donation for our Chinese New Year Party and 3 pledges of$2760 recently. Alaric is updating the donor profiles and will prepare the board pledge form. Our Chinese New Year Party is on 2/15/08 at New Hong Kong restaurant. Seattle Chinese Chamber also has one on 2/12/08 at the same place. Part of their proceeds will donate to CISC. We will send out Chinese New Year greeting card on 1/21/08 We will also send out the auction item procurement form by the end of this year. We still need someone to chair the friendship dinner. Board Development Report— by Wei Cai • Article: Getting their commitment in writing (page 2 of January nonprofit board report) i . Each board member has responsibilities. It will be helpful to have the pledges and board meeting dates in writing. We have recruited 4 new board members in 2007 which fulfilled our goal this year. Steve will contact Kiet Ly, potential board member, to follow up. IV. New Business Budget— by Martin Liang We got all contracts except 1 signed. Our cash flow is good for now and January. Managers will be watching the cash flow closely. The finance committee will work on a backup plan to keep us well prepared. Our 2008 budget is not a deficit budget for the first time in the past 6 years. We have eliminated 1 position in November to lower expenses. Sharon moved to accept the 2008 budget as presented by the finance committee. Steve seconded. The motion passed unanimously. Oppenheimer Account— by Alaric Bien We have $68K in the Oppenheimer account. The account limitation is that we can only cash out the money at certain times of the year. The next available date is on 12/24. This does not give us enough flexibility. Martin moved that we close the Oppenheimer account and put the money in another investment vehicle. Russell seconded. The motion passed unanimously. Nominations - by Mary Hsu Sharon presented the slate of board members to have their terms renewed. Terms will run from January 2008 through December 2009. They are Arlene Cheng, Martin Liang, Wei Cai, and Tina Wang. Daphne seconded. The motion passed unanimously. Board Calendar— by Alaric Bien The board calendar is attached in the package. Please refer to it for meeting dates and events in 2008. The holiday party is on this Friday, 12/21, 12pm. All are welcome to join. We will have 5 different meats from Jones's Barbecue. Meeting adjourned at 6:30pm. The next Board Meeting will be held on Wednesday, 1/23 at 5:30 in Bellevue. iI Board Approved 12/19/2007 CISC 2008 Budget Total Income 4010 Donations- Individual 197,321 4030 Corporation Donation 75,000 4045 Chinese New Year Donation 1,000 4060 Program Activity Donation 40,000 4090 Volunteer Services Donation 0 4091 In-Kind Donation 0 4750 United Way-Agency Support 93,954 4800 Foundation 97,016 5100 Grant 1,605,965 5200 Work Study 2,600 6311 Translation Fee 0 6330 Naturalization Book/Tape Fee 3,000 6340 Class Fee 4,000 6350 SDC Membership Fee 2,000 6355 Program Fee 15,000 6362 N-400 Application Fee 0 6370 Other Services Fee 0 6500 Interest Income 5,000 6999 Release of Restriction 0 Total Income 2,141,856 Expense 7000 Salary Expense 1,300,024 7010 Vacation Leave Earned Adjustment 0 7030 Health Insurance Premium 150,015 7040 Subsidize employee transportation 20,040 7050 FICA Expense 90,820 7051 Medicare Expense 19,461 7055 Labor and Industrial Insurance Exper 10,379 total personnel 1,590,740 8010 Audit Fee 10,000 8020 H-1 Status/INS Fee 400 8030 Consulting Fee 57,200 8035 Computer Support and Service 1,250 8040 Translation Fee 1,000 8100 Contractual Service 53,136 8110 Contractual Service-Client Specific 0 8200 General Supplies 8,900 8210 Program Supplies 22,640 8211 Book 0 8212 Maintenance - Facilities 5,472 8220 Small Equipment 2,000 8230 Toner& Cartridge 5,000 8231 Computer Supplies 2,500 8305 Program Activity 34,500 8310 Chinese New Year Party 6,000 Board Approved 12/19/2007 8320 Food 10,000 8330 PR/Outreach/Community Relations 4,000 8380 Specific Client Reimbursement 9,960 8385 Client Reimbursement 9,375 8400 Telephone 8,100 8410 Cell Phone 2,880 8480 Internet 2,079 8500 Postage 5,500 8600 Rent and Utility 212,007 Utilities 4,619 8650 Facilities/New Bldg 0 8700 Copier Lease 7,875 8709 Printing Outside 5,000 8710 Printing Business Card 500 8720 Annual Report 500 8800 Mileage Reimbursement 12,000 8810 Staff Outreach Transportation 500 8820 Client Transportaion 2,000 8830 Volunteer Transportation 1,500 8850 Travel 500 8900 Meetings (other than staff/board mtg: 0 8905 Staff Meeting 900 8909 Board Meeting/Retreat 250 8915 CISANI Conference 2,000 8916 Education/Training/Prof Membership: 9,456 • 8925 Staff Retreat 1,330 8930 Volunteer Appreciation 1,500 8935 Volunteer Training • 0 8950 Staff Appreciation 1,720 9000 General Liabilities Insurance 11,000 9010 Director and Officer Insurance 2,000 9150 Bank Fees 1,500 9200 SEP Adm Fee 3,500 9250 Classified Ads/Job Postings 500 9300 CISC Dues/Memberships 3,100 9310 Subscriptions/Publication 2,000 9400 Volunter Services 0 • 9410 IN-KIND DONATION ITEMS 0 9990 Miscellaneous Expense 0 9995 Depreciation Expense 0 9999 Overhead Budget Allocation based o 0 Total Expense 2,140,389 NET INCOME 1,467 2950 NORTH UP WAY,surrE 200 Shute I3ELLEVUE,WAS!IINGTON 98004-1406 -0�0 Shu e P © BELI_EVUE(425)527-5755 SF.A'1TLE(206)284-5001 CERTIFIED PUBLIC ACCOUNTANTS/CONSULTANTS FAX(425)827-322 www.johnsonandshntc.com May 30, 2007 Board of Directors Chinese Information and Service Center Seattle, Washington In planning and performing our audit of the financial statements of Chinese Information and Service Center for the year ended December 31, 2006, we considered the organization's internal control • to determine our auditing procedures for the purpose of expressing an opinion on the financial statements and not to provide assurance on the internal control structure. However, during our audit, we became aware of several matters that are opportunities for strengthening operating efficiency. The memorandum that accompanies this letter summarizes our comments and suggestions regarding those matters as well as observations and proposed adjustments which we noted during the performance of our audit. This letter does not affect our report dated May 30, 2007, on the financial statements of Chinese Information and Service Center. We will review the status of these comments during our next audit engagement. We have already discussed many of these comments and suggestions with the organization's personnel, and we• will be pleased to discuss them in further detail at your convenience, to perform any additional study of these matters, or to assist you in implementing the recommendations. This memorandum is intended solely for the information and use of the Board of Directors, management, others within the organization and federal awarding agencies and pass-through entities and is not intended to be and should not be used by anyone other than the specified parties. • /74.1 Aje,/-4714677ebe", Certified Public Accountants • MEMBERS.AMERICAN INSTITUTE OF CPA'S.PRIVATE COMPANIES PRACTICE SECTION CENTER FOR PUBLIC COMPANY AUNT FIRMS^ WAStIINGTON SOCIETY OF CPA'S • Ju Shute,�S. Chinese Information & Service Center CASH MANAGEMENT We noted that the cash balances held at Washington First National Bank,Pacifica Bank, Regal Bank and Bank of America each exceeded the Federal Deposit Insurance Corporation's (F.D.I.C.) $100,000 per institution insurance limit. We recommend that management evaluate the risk of loss created by exceeding the insurance limit and consider managing its cash accounts to avoid exceeding the insurance limits. We noted during the course of our fieldwork that there are instances in which the receptionist is the individual who receives cash donations from donors, issues the receipt to the donor, and also makes the bank deposit containing the donation. This is contrary to the organization's internal control policy as it relates to cash receipts and segregation of duties. We strongly recommend that management emphasize to the staff the requirement that the receipt of and deposit of funds is handled by different employees to ensure an appropriate level of segregation of duties. We noted that former board members were still listed as authorized signers on certain bank accounts. We recommend that management contact all the banks you have funds on deposit with and review and update the authorized signers on all the accounts to include only appropriate signers. INVENTORY CONTROL OF FIXED ASSETS We noted during the course of our fieldwork that the Organization does not keep an updated inventory of fixed assets in its possession. This was discussed with management as it related to the moving of offices and the procedures in place to ensure there was not a misappropriation of assets. We recommend that the organization take an inventory on a regular basis, but no less than annually. Furthermore, that inventory should be reconciled against the fixed asset listing and trial balance and any discrepancies should be investigated. UNRELATED BUSINESS INCOME TAX We noted in our review of the minutes of the meetings of the Board of Director that the possibility of opening a business to generate revenue and provide training was being considered. We recommend that prior to commencing any commercial enterprise that you seek appropriate professional advice regarding potential exposure to unrelated business income tax and other issues. r. Ju®p Shute P.S. - - Chinese Information & Service Center Page Two CONTRIBUTIONS We noted in the course of our fieldwork instances where support such as acknowledgements related to corporation donations were unavailable. We recommend that management keep complete records related to donations including copies of acknowledgements it sends. We also noted instances in which the Organization had not properly recorded the receipt of pledges, in-kind contributions of services and donated items. We recommend that management consult the provisions of Statement on Financial Accounting Standards #116 and strengthen its control procedures to better identify the receipt of such contributions for recording in the accounting records. PRIOR YEAR'S RECOMMENDATIONS We noted that the organization had addressed the recommendations contained in the auditor's letter dated May 12, 2006. However, the recommendations contained in this letter regarding the cash balances in excess of Federal Deposit Insurance limits, segregation of duties and authorized.signers on bank accounts are repeat recommendations. t f t;'L[[NESE.INFORMATION• &"SERVICE CENTER .. SEATTLE;:WASHINGTON ;N IA C .STATEMENTS AND ADDITIONAL INFORMAT'IONr YI+,ARS ENDED DECEMBER 31;.2006:and"2005: ° j M: -. - _ - • • jollllson&Shute,P.S. 411111111111 C1'10'II IFr PUBLIC:i\CCNU NIA NTS/CONSULTANTS I � Johnson Sh>ute,P.a • • sf St iI CONTENTS • PAGE • .IINANCI.AL STATEMENTS: EMENTS: •.I 1 •i iii�:I 1 ti,l+ i Auditor's report fitrtl i.0-0( or IlJHU]cial position 2 IIipiN i rtl fil{Uotivities 3 1Jlfiliaiiielil or I'ulictional expenses • 4 I.ltft 0ii0ill uftc,lh flows 5 IN-10(i tO Iliuincinl statements 6 t CC( M I'ANYING INFORMATION TO FINANCIAL STATEMENTS: 4:'iimli(inoue report 12 • n I11)I'I'Z O N A L INFORMATION: Intlrpcndent auditor's report on additional information 15 tielicdule of revenues and expenses by city contract 16 Ii ,3 it 2950 NOltl'I IUI'WAY,SUI'i'F.200 •I JohnsonShute,PS. BI:LLIiVLIC,1NA51 IING1'ON 9500d-1�106 IlI:LLI:VUC 125)827-5755 tiliA'I`I'Lli(200 28.1-5001 • CERTIPIED PUBLIC ACCOUNTANTS/CONSULTANTS „,,,;x�,;,;5);i�27-332cum May 30, 2007 INDEPENDENT AUDITOR'S REPORT COVER LETTER t=i;t1-1=1 Ili f tii€„,!i°'J ;' {=1`+ i4sa4 tilt ltiltl.iii+++ �� `j(:+'Vice Center tr ,It:l,ilt:; .0 ltiji1:00 t ; 114+4-t3 1iiiiIite(l the accompanying statements of financial position of Chinese Information & it , of 4•i 0 t )•61. (t+ ilollprol it organization) as of December 31, 2006 and 2005, and the related statements 4Ii ai ltlia ; ll9_+tz•iluitnl expenses and cash flows for the years then ended. These financial statements are II{ +'h `iaiiliflilllts 'il'Ihu Oi anization's management. Our responsibility is to express an opinion on these • i ll I': 1tit *lab:1000h batted on our audits. • • ii l i)9uti.ti10(1 our audits in accordance with auditing standards generally accepted in the United ill }f`Aiit+fit i!'it tttiil the standards applicable to financial audits contained in Government Auditing I ,E�3I rt�5llit`sl , 044111_ 1 by the Comptroller General of the United States. Those standards require that we plan ` €iiisl j+lat`I';iftii thi, Frtttlit to obtain reasonable assurance about whether the financial statements are free of �tit((r ip�I iill45t neut. An audit includes examining, on a test basis, evidence supporting the amounts and illlat'Iii N+ix') hi the financial statements. An audit also includes assessing the accounting principles used t;tt+lrjligtirlit'ati1 (Mtinites made by management, as well as evaluating the overall financial statement IiI+? (41(41lhiii, We believe that our audits•provide a reasonable basis for our opinion. In o+ut opinion, the financial statements referred to above present fairly, in all material respects, ' tliii fiihtii+jlnl position of Chinese Information& Service Center as of December 31, 2006 and 2005, and till,r"Itiitigetl in its net assets and its cash flows for the years then ended in conformity with accounting j titiollile+ri generally accepted in the United States of America. In accordance with Government Auditing Standards,we have also issued a report dated May 30, ;.+.t)t)'), +nl our consideration of Chinese Information &Service Center's internal control over financial report into, and our tests of its compliance with certain provisions of laws,regulations, contracts and grant agreement ti and other matters. The purpose of that report is 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 i()pillion on the internal control over financial reporting or compliance. That report is an integral part of an audit performed in accordance with Government Auditing Standards and should be considered in lssessing the results of our audit. • 441077siu eavo PS Certified Public Accountants u rani R', •\1,II II II AN INSTITUTE()I CI'A'S•PRIVATE COMPANIES PRACTICE SECTION•WASHINGTON SOCIETY OF CPA'S g A CHINESE INFORMATION & SERVICE CENTER STATEMENT OF FINANCIAL POSITION December 31, 2006 2005 ASSETS CURRENT ASSETS: Cash and cash equivalents (Note D) $ 230,324 $ 225,899 Accounts receivable 213,337 186,571 Unconditional promises to give, less long-term portion(Note E) 17,452 Prepaid expenses and other current assets 35,112 75,391 ( Certificates of deposit 309,758 Unemployment compensation trust 44,049 43,472 ; TOTAL CURRENT ASSETS 540,274 841,091 LONG-TERM PORTION OF UNCONDITIONAL PROMISES TO GIVE 27,829 1 PROPERTY AND EQUIPMENT,at cost: 14,788 f ) Office furniture 118,33643,788 Office equipment 48,374 937 ' '1 , ,' Computer software 129,805 117,709 Computer hardware 97,835 67,060 y 281,147 192,210. Leasehold improvements _. . 675,497 435,704 t Less accumulated depreciation (398,845) (353,978) '', 276,652 81,726 1. CERTIFICATES OF DEPOSIT (Note D) 230,830 10,304 `,; 65,976 61,422 MARKETABLE EQUITY SECURITIES (Note F) l f J TOTAL ASSETS $ 1,141,561 $ 994,543 +i ?, John Shute,P.S. i ® t� 1; i December 31, 2006 2005 r LIABILITIES AND NET ASSETS . 1 i-'1Ultl4LN`F LIABILITIES: 1 - Agookiu 0 ;anytible $ 89,936 $ 4,958 .. < t},,,_a i x }ent;es 102,021 124,112 + uj i erj cot 7,752 199,709 129,070 . ' 'r 0`1't 11 t [11411tENT LIABILITIES i_110t91" lil jir+.f [t;sets: i.-)jii( jtf€iii:il 131,920 339,883 i`►1,��lotitti?+I by the board for program investment ti�f,I ft;iiiIlities 300,000 300,000 litlitl operations 431,920 639,883 j jlt0li«f`ty tinil equipment 276,652 81,726 l'titttl unrestricted net assets 708,572 721,609 `' `I'Of1Eht=3t�ttrily restricted net assets 233,280 143,864 TOTAL NET ASSETS 941,852 865,473 } :hii`1'AI LIABILITIES AND NET ASSETS $ 1,141,561 $ 994,543 See notes to financial statements. i 2 a 6 �� • • - -- - -- -- - - - - -- _ CHINESE INFORMATION&SERVICE CENTER STATEMENT OF ACTIVITIES Year Ended December 31,2006 Year Ended December 31,2005' Unrestricted Unrestricted Property and Temporarily Property and Temporarily Operations Equipment Total Restricted Total Operations Equipment. Total Restricted Total 'ERATING SUPPORT AND REVENUE: Support:- Fees and grants from government agencies(Note L) $ - $ - $ - $ 1,351,912 S 1,351,912 S - S - S - $ 1,184,170 S 1,184,170 Contributions from United Wny of King County(Note M) 104,902 104,902 104,902 96,589 • 96,589 96,589 Membership fees and contributions from the general public 106,317 106,317 106,317 90,059 90,059 4,443 94,502 Contributions from businesses and foundations(Note N) 32,856 32,856 •52,755 85,611 84,058 84,058 216,596 300,654 • In-kind contributions(Note 0) 42,779 2,325 45,104 45,104 34,024 7,400 41,424 41,424 Total Operating Support 286,854 2,325 289,179 ' 1,404,667 1,693,846 304,730 7,400 312,130 1,405,209 1,717,339 Revenue: Special events(Note I) 111,185 111,185 7,500 118,685 58,034 58,034 58,034 Program service fees 29,033 29,033 29,033 39,920 39,920 39,920 Interest and dividends 12,574 12,574 12,574 13,382 13,382 13,382 Miscellaneous 2,203 2,203 2,203 679 679 679 Total Operating Revenue 154,995 154,995 7,500 162,495 112,015 112,015 112,015 Net assets released from restrictions: Satisfaction of usage restrictions 1,444,185 1,444,185 (1,444,185) 1,322,967 1,322,967 (1,322,967) TOTAL OPERATING SUPPORT AND REVENUE 1,886,034 2,325 1,888,359 (32,018) 1,856,341 1,739,712 7,400 1,747,112 82,242 1,829,354 'ERATING EXPENSES: Program Services: Family&Youth 523,900 15,241 539,141 539,141 400,024 8,773 408,797 408,797 Elderly Information and Assistance/ Case Management 805,405 14,916 820,321 820,321 726,617 12,164 738,781 738,781 Employment 83,665 1,116 84,781 84,781 82,759 1,322 84,081 84,081 Small Business Development 36,621 224 36,845 36,845 42,769 529 43,298 43,298 Computer 38,947 4,575 43,522 43,522 34,070 264 34,334 34,334 Literacy 82,430 907 83,337 83,337 67,561 793 68,354 68,354 Crime Victims Assistance 92,598 1,732 94,330 94,330 109,325 1,322 110,647 110,647 TOTAL PROGRAM SERVICES 1,663,566 38,711 1,702,277 1,702,277 1,463,125 25,167 1,488,292 1,488,292 -- •.(311NESE INFORMATION&SERVICE CENTER -- STATEMENT OF FUNCTIONAL EXPENSES • - Year Ended December 31,2006• - NinnO Crime Total Total Yout h & IbitInexs Victims Program Management oh Elderly Employment U9't'r.lopmcnt Computer Literacy Assistance Expenses &General Fundraising Expense ,320,267 Salaries $ 322,620 S 558,630 S 60,616 t ,' 19,330 $ 16,323 $ 61,370 5 58,826 S 1,01 97,315 5 S 171,146 $ 51,806 5 1 120 167 33,827 65,994 8,225 .2,256 1,143 5,241 4. Employee benefits662 1,308 5,021 4,915 92,814 14,566 4,373 111,753 26,778 47,897 5,233 Payroll taxes TOTAL SALARIES AND RELATED EXPENSES 383,225 672,521 74,074 ^4,248 18,774 71,632 68,202 1,312,676 218,096 63,439 1,594,211 53,168 53,476 4,102 1,~' 112A 15,634 3,267 6,198 136,669 19,770 3,610 160,049 Occupancy Professional equipment and cot rental W 111,179 81 5,161 1,514 77,975 23,645 657 102,277 upplis fees and contractual employment 49,802 7,747 3,053 - 579 26,601 1,101 32,378 60,080 ev. 169 930 985 Supplies 15,807 7,747 384 a 2,033 2,033 Donated items 2,033 4,186 14,122 148 . = 59 29 89 148 18,781 384 743 19,908 Specific assistance m individuals 218 SU; 3,182 167 431 12,938 2,571 242 15,751 Local race and training 16,762 2,502 1,762 7,473 214 • -• =- 105 23 155 1,233 11,055 1,100 414 12569 Local ncnsponation .ey Insurance 2,621 5,027 568 -.`�;�c,_-113 114 341 570 9,354 2,422 455 12,231 Telephone and intemet 2,715 3,980 543 258 _- 129 51 153 406 7,692 640 244 8,576 -_ 40 _ '.20 8 116 86 1,930 121 4,930 6,981 Printing = -- 12,620 34,296 6,450 40,746 21,676 788 1,458 0,746 Volunteersarxdsubscriptions 150 -`-- 60 30 90 150 2,839 Dues and subscriptions 629 1,730 385 _- - 222 2,119 5,049 998 1,397 96 39 19 . 58 101 2,708 Postage - _ ^<_ 11C, 72 216 360 6,019 1,937 418 8,374 1,512 3,393 360' Miscellaneous .. -- "'•� TOTAL EXPENSES BEFORE DEPRECIATION - 523,900 805,405 83,665 •,- _.16,621 38,947 82,430 92,598 1,663,566 272,797 117,857 2,054,220 Depreciation 15,241 14,916 1,116 t-` 2 4 4,575 907 1,732 38,711 5,399 756 44,866 Jr '; . TOTAL EXPENSES S 539.141 $ 820,321 $ 84,781 - 1-`l/R $ 43,522 $ 83,337 $ 94,330 $ 1,702,277 $ 278,196 $ 118,613 $ 2,099 086 • • • • 3 .\ A 1 JohnsonR,Shute,P,S. i. I, t . i•i• Year Ended December 31,2006 • Year Ended December 31,2005. Unrestricted " i Unrestricted 11, Property and Temporarily . Property and Temporarily li Operations Equipment Total Restricted Total .- ' Operations Equipment Total Restricted Total 17 Supporting services: EN Management and general $ 272,797 $ 5,399 $ 278,196 $ $ 278,190- ' $ 234,730 $ 3,438 $ 238,168 $ $ 238,168 Fund raising(Note I) 117,857 756 118,613 118,613 121,506 1,058 122,564 122,564 iz i TOTAL SUPPORTING SERVICES 390,654 6,155 396,809 396,80'Im. 356,236 4,496 360,732 360,732 TOTAL OPERATING EXPENSES 2,054,220 44,866 2,099,086 2,099,085 • - 1,819,361 29,663 1,849,024 1,849,024 EXCESS(DEFICIT)OF OPERATING REVENUES OVER EXPENSES (168,186) (42,541) (210,727) (32,018) (242,7411) (79,649) (22,263) (101,912) " 82,242 (19,670) NON-OPERATING ACTIVITIES: Capital campaign contributions 353,189 353,I119: Capital campaign expenses(Note I) (34,833) (34,833) (34,833) ' Net realized and unrealized gains on marketable equity securities(Note F) 768 768 76I1-- 52 52 52 ' Not assets released from restrictions: - . ' Satisfaction of usage restrictions 231,755 231,755 (231,755) - ' :ems,•^ INCREASE(DECREASE)IN ',NET ASSETS 29,504 (42,541) (13,037) 89,416 76,371 (79,597) (22,263) (101,860) 82,242 (19,618) OTHER CHANGES IN NET ASSETS:, • • Transfer from operating net assets to - property and equipment net assets for acquisition of fixed assets (237,467) 237,467 (23,752) 23,752 NET ASSETS,BEGINNING OF YEAR 639,883 81,726 721,609 143,864 865;171 743,232 80,237 823,469 61,622 885,091 Nicr ASSETS,END OF YEAR $ 431.920 $ 276,652 $ 708,572 $ 233.280 $ 941(p2,• • $ 639.883 $ 81.726 $ 721,609 $ 143.864 $ 865.473 •Reclassified to conform to current year presetllnllutt. See notes to financial statements. ' 3 pt ,', 3 Johnson hute,P.S, Y k Year ended Dc:cm ber 31,2005. Small Crime Total Family& Business Victims Program Management Total Youth Elderly Employment Development Computer Literacy Assistance Expenses &General Fundraising Expense i s Salaries $ 230,487 $ 473,795 $ 55,957 $ 18,166 $ 13,721 $ 37,251 $ 69,629 $ 899,006 $ 138,701 5 49,863 $ 1,087,570 Employee benefits 36,940 77,305 9,582 3,855 1,168 6,330 10,560 145,740 25,300 8,739 179,779 Payroll taxes 19 999 41,159 4,933 1,585 1,195 ' 3,277 5,888 78,036 10,249 4,269 92.554 TOTAL SALARIES AND RELATED EXPENSES 287,426 592,259 70,472 23,606 16,084 46,858 86,077 1,122,782 174,250 62,871 1,359,903 r Occupancy&equipment rental 51,793 56,252 4,030 854 17,021 . .3,134 6,376 139,460 12,088 3,593 155,141 Professional fees and contractual employment 31,592 17,617 5,892 17,250 84 = 15,065 7,276 94,776 39,806 1,282 135,864 Supplies 9,085. 9,698 454 200 82 -.916 347 20,382 1,194 28,930 50,506 I oasted items 2,679 .. 2,679 2,679 Specific assistance to individuals 1,082 16,941 238 62 72 95 159 18,649 745 565 19,959 Conference and training 3,888 1,754 170 147 42 571 145 6,717 817 750 8,284 I oval transportation 1,670 4,972 200 135 4 143 1,241 8,365 838 208 9,411 hy,arrance 2,736 5,595 622 124 124 ';373 622 10,196 1,741 498 12,435 'Irlcphone and intemet 2,588 2,941 264 126 51 • 154 271 6,395 960 • 247 7,602 Printing - 741 1,533 72 43 13 -M- 1'/7 164 2,743 501 5,776 9,020 Volunteer services 5,070 9,325 - "• 6,230 20,625 10,720 31,345 Ihtcs and subscriptions 3`;' y� 655 2,030 120 48 324 " "k'or r 72. 180 3,429 653 1,030 5,112 Voltage 959 1,644 86 31 141 - ""q . $0• 97 3,008 279 3,306 6,593 Miscellaneous 739 1,377 139 143 28 "< -63 140 2,919 858 1,730 5,507 'TOTAL EXPENSES BEFORE . DEPRECIATION 400,024 726,617 82,759 42,769 34,070 - 07,561 109,325 1,463,125 234,730 121,506 1,819,361 z . Ilrprcciation 8.773 12,164 1,322 529 264 • ,. '(')3. 1,322 25,167 3,438 1,058 29,663 TOTAL EXPENSES $ 408,797. $ 738,781 $ 84,081 $ 43,298 $ 34,334 _. $ 110,647 $ 1,488,292 $ 238,168 $ 122,564 $ 1,849,024 Wit', AY. 3 -s •Reclassified to confomt 10 L4ti3i')",till presentation _ See notes to finanrIol 53 yilir4nta. 10I ll1StIIl&SIllhIe,1S, CHINESE INFORMATION& SERVICE CENTER - j, STATEMENT OF CASH FLOWS i, 'I Year Ended December 31, v 2006 2005 S• t! ' I I II A/WS FROM OPERATING ACTIVITIES: .''' lc1c:r(.nni: (decrease) in net assets $ 76,379 $ (19,618) A(ijt►twi►netils to reconcile change in net assets to net cash piuvidc:d by (used in)operating activities: Itoprec:intion 44,866 29,663 •, N[imh contribution of assets (3,585) (7,695) •,r; . 1±.rii(Ilxed and unrealized gain on marketable securities (768) (52) OIinngea in assets and liabilities providing(using) cash: ,1, • Accounts receivable (26,766) (31,687) 1 Uncunclitional promises to give (45,281) 1 I'ri paid expenses and other current assets 40,279 (34,861) 1 t I_Incncployment compensation trust (577) (7,963) i$, !1rcolints payable 84,978 242 .A'corur.cl expenses (22,091) 37,371 l I)0'rr'0(1 rent 7,752 . f, - t411 (slink provided by (used in) operating activities 155,186 (34,600) i‘•• . 1 } _,:1 1?(II Ir I,l1WS FROM INVESTING ACTIVITIES: . I;` 1'rttl of ly and equipment purchases (237,467) (23,752) i ; f to i..141 0(Ir) from maturity of certificate of deposit • 100,000 -. f tliliIi(m i lu certificates of deposit (10,768) (5,087) 1' ._ •.P .t-itilivii OI'marketable securities (4,018) (2,438) ,�ip : r1f+ rr'1'(In from sale of marketable securities 1,492 317 / Ni?{ (5tal► tried in investing activities (150,761) (30,960) '' ki, ' INI 'It1!;ASE (DECREASE)IN • • ril I A ND CASH EQUIVALENTS 4,425 (65,560) t .l'it! ANI) CASH EQUIVALENTS AT • , 'I 1 I I-IIINNIN(; OIL YEAR 225,899 291,459 1, '' l 1*AND AND CASH EQUIVALENTS AT END OF YEAR $ 230,324 $ 225,899 f, . ; r . . See notes to financial statements. '1 5 1I .. �ululst�l�&511u1c,r.5. 1 CH NESE INFORMATION& SERVICE CENTER NOTES TO FINANCIAL STATEMENTS YEARS ENDED DECEMBER 31, 2006 and 2005 'ii, ' NI YI'l A- SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES: 1. 11!Ma nization- Chinese Information &Service Center's (The Center)mission is to bridge cultures, communities soul generations; to create opportunities for Chinese immigrants and their families to succeed. The i 'enter helps Chinese and other Asian immigrants throughout King County achieve success in their new t'oil urnrnity by providing information,referral, advocacy, social, and support services. The Center has been providing linguistically and culturally appropriate social services to the I 'liinc:se community for over 30 years. The Center provides basic information and assistance to j i i i ii i i i grants, employment services;ESL classes, services to seniors,after school and summer youth •ilnvclopment programs,parenting workshops, computer classes,and specialized services to victims of ,a. tl+,nic:,tic violence and other crimes. i The Center's philosophy is to use an holistic approach with bilingual/bicultural staff to provide ilr;velopmentally appropriate services to individuals, families, and groups within our community. The fools is first on stabilizing,then strengthening our clients through strength-based skill building. The ' ,``` i ill i italic goal is to assist each client to reach their maximum potential and encourage them to become i=itiilrilmting members of the community in whatever way they are able. The Center's support and revenue comes primarily from sources in the Seattle/King County, t - 4� h t:a€; ington geographic area. ,' The Center maintains its accounts on the accrual basis of accounting in accordance with U.S. 1',. oiiarnl ly accepted accounting principles. The accompanying financial statements have been prepared on 11 lz: . .Iia nuaruul basis of accounting. ;1 .f ; 'ti iht It i cash equivalents- 1 Cash and cash equivalents include all cash and short-term debt instruments, including certificates i • iii'ilf'poilit, purchased with an original maturity of three months or less. " ' �t�i�' : , :E iilt-R,l;�ruccivable- Accounts receivable consist primarily of trade receivables not held for sale and are reported at i ' Iiiiinluntling principal amounts. In management's opinion,no allowance for doubtful accounts is r - ti'ool,ksni y In December 31,2006 and 2005. 4 r. E. 4 6 • l lll c►wt&Shule,, ...S.. .! 1 NIYI•EA—CONTINUED: i Property,equipment and depreciation- F . Property and equipment are stated at cost or at the estimated fair market value as of the date of 'n•ucilpt. Depreciation is being provided using the straight-line method over the estimated useful lives of Mr it assets that range from three to fifteen years. Under various grant or contract agreements, the Center i+iny acquire property and equipment in which title vests with the grantor. Although the Center includes shelf assets in its financial statements,these assets are specifically identified and tagged as grantor-owned by the Center. The Center's policy is to capitalize the acquisition of assets that have a cost or estimated fait market value greater than$500. Contributions- Contributions received are recorded as unrestricted,temporarily restricted, or permanently restricted support, depending on the existence and/or nature of any donor restrictions. ;i 1 All contributions are considered to be available for unrestricted use unless specifically restricted ,;#' ! by the donor. Amounts received that are designated for future periods or restricted by the donor for 1 ul ice i tic purposes are reported as temporarily restricted or permanently restricted support that increases 1 k- . .`those net asset classes. a, Temporarily restricted net assets consist of amounts received from donors,the use of which is 1 • :' t Untrteted to support particular activities or restricted as to the time the amounts received can be used to .._; .tvl+l+urt operating activities. - Contributed property and equipment is recorded at fair value at the date of donation. If donors hilpti late how long the assets must be used,the contributions are recorded as restricted support. In the , ` Asia toe of such stipulation,contributions of property and equipment are recorded as unrestricted support. "J'- t+'tot_ctional expenses- ; Expenses are charged to each program based on direct expenditures incurred. Any program += tucntlitures not directly chargeable and support costs are allocated to a program on a percentage basis as t I . • i dOcrinined by management. Management uses estimates and assumptions in preparing financial statements in accordance With I I,S. generally accepted accounting principles. Those estimates and assumptions affect the reported ., :. . i•• fin annnntn of assets and liabilities,the disclosure of contingent assets and liabilities, and the reported p?vi+nues and expenses. Actual results could vary from the estimates that were used. • t •i _►'UP; It- FEDERAL INCOME TAXES: . ,. ,.,. - Chinese Information& Service Center is a charitable organization as defined by Suction t.. • Fitt I(+,)('t) of the I.nternal Revenue Code and,accordingly,is exempt from Federal income taxes uialer the jtiiVinlonn of Section 501(a) of the code. The Center has also been classified as an entity that is not it }! iii Ivata iron►dation within the meaning of Section 509(a) of the Internal Revenue Code. 1. i i JOiI l I oM)I I&Shale,P.S. NiI YI'H; C-CONTINGENCIES AND COMMITMENTS: 1 A substantial portion of the public revenue and expenses of the Center is derived from grants and rnnIracts administered by various federal, state and local governmental agencies. Revenue from these u ink and contracts is subject to audits which could result in adjustments to revenue. The adjustments '` , tar accorded at the time that such amounts can first be reasonably determined, normally upon notification Ipy lie government center. During the years ended December 31, 2006 and 2005, no such adjustments ';; were made. .6 .a 1 '; ', Ni Y I'1? I)- CASH AND CASH EQUIVALENTS: The Center maintains the majority of its cash accounts and certificates of deposit in four financial institutions located in Seattle. These deposits are secured by the Federal Deposit Insurance 1 'at poration (FDIC)up to $100,000 per bank. At December 31, 2006, the balances in these institutions 'nulled $460,646. i; In accordance with management's intent to utilize the certificates of deposit for long-term f ';' I. pia loses, the certificates of deposit are shown as non-current assets in the accompanying 2006 statement .itf financial position. ;JJI '• Ni!'I'U; E-UNCONDITIONAL PROMISES TO GIVE: Unconditional promises to give(Note I)are as follows: December 31, 2006 Receivable in less than one year $ 17,452 Receivable in one to five years 27,829 Total unconditional promises to give $ 45,281 - f`ii 1I'I!; I1-MARKETABLE EQUITY SECURITIES: F Marketable equity securities held as of December 31, 2006 and 2005 consist of mutual funds and ttieeli s and are carried at their fair market value of$65,976 and$61,422,respectively. The cost basis of { ►,t'''t 1 acc► cities was$65,230 and$61,508 at December 31,2006 and 2005,respectively. Net unrealized ii!tin of$746 and$58 in 2006 and 2005,respectively, are included in the accompanying financial . Iii±iliiiriats relating to these securities. ' i.1 ,'''.,'I- In accordance with management's intent to utilize the marketable equity securities for long-term i3 lliiiPl ri, the marketable equity securities are shown as non-current assets in the accompanying statement 1 ' I' l'!nun wild position. .11 u . .i l, ., 8 4 Jflhllls nl S!!lte,�'S. NOTE G -IN-KIND CONTRIBUTIONS AND EXPENSES: In-kind contributions and expenses consisted of the following: Year Ended December 31, 2006 2005 1 Supplies and equipment $ 4,358 $ 10,079 Services 40,746 31,345 $ 45,104 $ 41,424 NOTE H-LEASE COMMITMENT: P The Center leases its current main office facilities under a ten-year non-cancelable operating lease, expiring December 31,2016. The basic rent charge per month is$11,535 subject to an annual increase of 2.5%. The Center received eight months free rent on the lease of its main office facilities. The lease stipulates that the Center will also be responsible for common area charges. The Center is currently in the process of negotiating a release from its former lease. Management estimates that there will be no cost to obtaining the release. The Center is obligated under its former lease to payments of$8,043 per month until December 31,2009 or such time as it obtains the landlord's release. Management estimates that they will receive a release from this obligation in July 2007. The i . future minimum lease payments listed below assume payments on this lease through July 2007. 1 The Center leases a copier at its administrative office under a five-year non-cancelable operating lease,beginning July 30,2002. The minimum monthly lease payment for the year ended December 31, `' '2006 was$506. Rent and utilities expense for the years ended December 31, 2006 and 2005 was$142,653 and ,G 1,17,150,respectively. 1~� I'he future minimum lease payments are as follows: 1- ,. Year Ending December 31, • 2007 $ 152,348 2008 182,049 nil 2009 186,800 2010 191,676 2011 196,680 ' f:- Thereafter 1,053,765 '.i ' $ 1,963,318 1 9 t.; I F, jt)1111sU11&Still t. NOTE I-SPECIAL EVENTS AND FUNDRAISING: The Center conducted a fundraising dinner during both of the years ended December 31, 2006 and 2005. These events also included raffles,book sales and auctions. Auction items valued at$52,157 and $47,337 were donated to the Center in 2006 and 2005,respectively. During 2006,the Center launched a capital campaign to fund the renovation and move to new office space in the Chinatown/International District. The new space would allow the Center to consolidate its broad range of programs and services and administration together under one roof and serve the community more effectively. The renovation and move were completed in early 2007. The Center raised$353,189 during the campaign,which is reported as temporarily restricted contributions on the statement of activities for the year ended December 31, 2006. Of that total, $121,721 was received from private foundations, $80,601 was received from corporations or corporate s : foundations and$150,867 was received from individuals. The Center incurred$34,833 of expenses in 2006 related to the capital campaign that funded certain costs associated with its obtaining new office 1! space. Such expenses included moving,supplies,professional services and other costs. These non- operating expenses have not been included in the accompanying statement of functional expenses. -1 I g " As of December 31,2006,the Center had$45,281 (Note E) of pledges receivable restricted for the capital campaign. Total fundraising expenses, including approximately$3,000 related to the capital campaign, were { $121,613 and$122,564 in 2006 and 2005,respectively. ,,t '' NOTE J-PENSION PLANS: t', The Center has a Tax Sheltered Annuity(TSA)Plan under Internal Revenue Code Section _: i.. •' 403(b)and a Simplified Employee Pension(SEP)Plan. The Center offers substantially all employees the ; . . opportunity to participate in both plans. Employer contributions to the TSA and SEP Plan, if any, are determined at the discretion of the Center's board of directors. There were no employer contributions to `` the TSA or SEP Plan during the year ended December 31,2006. The board of directors approved a • matching contribution to the TSA plan not to exceed two percent of employee compensation for the year s • ending December 31,2005,which resulted in an employer contribution of$14,506 for 2005. No such . contribution was declared for 2006. 'f ! NOTE K- CONDITIONAL PROMISES TO GIVE: ;, ! During the year ended December 31,2006,the Center received a conditional promise to give, totaling$104,902,payable in monthly installments of$8,742 of which $43,709 was received in 2006, During the year ended December 31,2005,the Center received two conditional promise;: to give, The first,totaling$104,902,was payable in monthly installments of$8,742 of which $61,193 and $43,709 was received in 2006 and 2005,respectively. The second, totaling$144,950 is payable hi 1.-... . multiple installments. The first installment of$95,396 was received in 2005, the rernaiiting Iwo installments are contingent upon review of the Center's activities and other factors, - 10 :f ;i, T !, • Johnson Shute P.S. l 4I 1 i• • " NOTE L-GOVERNMENT FEES AND GRANTS: During the years ended December 31,2006 and 2005,the Center received a total of$1,351,912 and$1,184,170,respectively, in funding from government agencies. Of that total, during the years ended December 31,2006 and 2005,respectively, $492,670 and$590,029 in Federal funds was received through City of Seattle and Washington State Agencies; $91,474 and$124,265 was received originating ;; from Washington State funding sources; $737,207 and$450,045 was received directly from City of Seattle funding sources; and$30,561 and$19,831 was received from other public agencies. ' NOTE M-UNITED WAY CONTRIBUTIONS: ' During the years ended December 31,2006 and 2005,the Center received a total of$104,902 11.c:•' and$96,589,respectively, in direct support from United Way of King County and$8,664 and$20,525, f.•>.; respectively,in donations from individuals who contributed to the Center through United Way ,' t-.. ,; campaigns. The donations from individuals are included as contributions from the general public in the ;�, `>>;, accompanying=' financial statements. 1 NOTE N-BUSINESS AND FOUNDATION GIVING: During the years ended December 31,2006 and 2005,the Center received a total of$85,611 and 1$300,654,respectively,in donations from corporations and private foundations, excluding contributions "'' to the Center's capital campaign. Of that total,$81,200 and$201,596,respectively,was received from private foundations and$4,411 and$99,058,respectively,was received from corporations or corporate foundations. „••1 . NOTE O-CHANGE IN ACCOUNTING ESTIMATE: During 2006,management decreased its estimate of the useful life of certain leasehold Improvements. This change in accounting estimate resulted in an increase in depreciation expense and n :`.'° decrease in unrestricted net assets of$20,562 in 2006. • ;`'=:. , ✓.L` A T 1 y.. 3 'ice ,< 6.' , ' { , ' .a n` 11 2)5O NI1)1)1IUI'WAY,5U1'IT.200 Johnson � . huts P.S. III:LLI'.VUI:,l4\till(Nl;;il)N 98004-1 406 III'.I.I.IEVUE ,125 827.5755 - SI:ATrl.r(206)284.5001 CERTIFIED PUBLIC ACCOUNTANTS/CONSULTANTS FAX(.125)827-3322 ww w.joh n eormulA u t c.a nn May 30, 2007 INDEPENDENT AUDITOR'S 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 Board of Directors Chinese Information&Service Center Seattle,Washington We have audited the financial statements of Chinese Information&Service Center(a nonprofit F, organization) as of and for the year ended December 31, 2006, and have.issued our report thereon dated , "" May 30,2007. 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. • Internal Control Over Financial Reporting In planning and performing our audit,we considered Chinese Information&Service Center's internal control over financial reporting as a basis for designing our auditing procedures for the purpose of expressing our opinion on the financial statements,but not for the purpose of expressing an opinion on the effectiveness of Chinese Information&Service Center's internal control over financial reporting. Accordingly,we do not express an opinion on the effectiveness of the organization's internal control over financial reporting. . A control deficiency 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 misstatements on a timely basis. A significant deficiency is a control deficiency,or combination of • control deficiencies,that adversely affects the organization's ability to initiate, authorize,record,process, or report financial data reliably in accordance with generally accepted accounting principles, such that • there is more than a remote likelihood that a misstatement of the organization's financial statements that is more than inconsequential will not be prevented or detected by the organization's internal control, • A material weakness is a significant deficiency, or combination of significant delieietiel ktliiit • results in more than a remote likelihood that a material misstatement of the financial sttiteinenitj will Wit be prevented or detected by the organization's internal control. • Our consideration of the internal control over financial reporting was for ili0 Iltitit(d iittiV(ilte . • described in the first paragraph of this section and would not necessarily id.lentlfy.mill 4110100100 y f internal control that might be significant deficiencies or material wetikticit70,8.. We:tlld'iitti hl444 ' deficiencies in internal control over financial reporting that we consider to,he►ttitt illttl;wnttli t M= defined above. • • • Compliance and Other Matters • As part of obtaining reasonable assurance iibijuit `vliollj%+!'•(:'lilutgiit " (toy financial statements are free of material niiytitCitntileft, r n i'i'('iifi itR'l IiM( bill mop provisions of laws, regulations, contracts and 'I'[irit at m ium nii i,rit;'+i +01.1iVi. 1&( hi j;i0p kr? ::t I• direct and material effect on the detei'niltiililt?ti t)i<'lliQ ialigt 441.4 j an opinion on compliance with those IirOVIti(Uii i t4'ft it►)i ttit,il ltl(�It i3i tirtj' t�rtll t;,i t( i ) 13 i�-t.a71i1 MEMIIERS:AMI:I(I('AN IN::)•fl'UII;()(1 I`A'tt r I+0IV7SI{ !t!RI1 IJI )11dtaf'1{I I I.s=i c3t7<tv'3+({)0 t?t`!(e t ii f� :4 :: ' I ,. • _'F Johanson Shute PS. Chinese Information& Service Center Page Two 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. We noted certain matters that we reported to management of Chinese Information & Service Center in a separate letter dated May 30,2007. This report is intended solely for the information and use of the board of directors,management, others within the organization and federal awarding agencies and pass-through entities and is not intended to be and should not be used by anyone other than these specified parties. 017424074/0-11Xd PAS' Certified Public Accountants Bellevue, Washington • I • 3c t • s.- 1 it \ . mson&S U 2� IIII ., . \ : . . . /, t \ [ \ I \ I ri „ j\ ¥2«2/ a ~ ADDITIONAL O\AL INFORMATION endpednamm/a report) t /\ w . ¥\ . / - K� $a \ \ A -4 r \ « \' \ . � / ' , .\ } . 7\ � 2 \ iii \ 2950 NoRTI-IUP WAY,SUITE 200 BELLEVUE,WASIIINGTON 140GJohnson Shute P.S. RELFVUf(4 25)827-5755 SEAEFLIE(206)28-I-5001 • CERTIFIED PUBLIC ACCOUNTANTS/CONSULTANTS FAX(425)827-3322 www.johnsonandshutcrnm May 30,2007 Board of Directors Chinese Information & Service Center Seattle,Washington Independent Auditor's Report on Additional Information Our report on our audits of the basic financial statements of Chinese Information& Service Center for the years ended December 31, 2006 and 2005 appears on page 1. These audits were conducted for the purpose of forming an opinion on the basic financial statements taken as a whole. The Schedule of Revenue and Expenses by City Contract on page 16 is presented for purposes of additional analysis and is not a required part of the basic financial statements. Such i>iiformation has not been subjected to the auditing procedures applied in the audit of the basic financial statements, and, accordingly,we express no opinion on it. ,41/44'd Ps Certified Public Accountants • • • MEMBERS:AMERICAN INSTITUTE OF CPA S•PRIVATE COMPANIES PRACTICE SECTION CENTER FOR PUBLIC COMPANY AUDIT FIRMS• WASHINGTON SOCIETY OF CPAS Johnson Shute,P.S. CHINESE INFORMATION& SERVICE CENTER SCHEDULE OF REVENUES AND EXPENSES BY CITY CONTRACT YEAR ENDED DECEMBER 31,2006 (unaudited -see independent auditor's report) Funds Contract Name Contract number Expended Contracts on which tests of compliance were performed during the financial statement audit Chinese Special Case Managagement Program DA05-5160 $ 182,982 Chinese Special Case Managagement Program DA06-5160 167,547 350,529 Chinese Elderly Information &Assistance DA06-1015 207,586 International Family Center DA06-1026 155,735 713,850 Other City of Seattle Contracts Title V Senior Community Service Employment Program DA05-5160 7,256 Title V Senior Community Service Employment Program DA06-5160 5,725 12,981 Multilingual Access Project DA05-1223 69,541 New Citizen Initiative DA06-1166 67,150 Eastside One-Stop Model for Chinese Elderly DA06-5157 45,927 After School Program DA05-1250 45,000 Family Caregiver Support Program DA06-7316 41,000 Sunshine Garden Senior Day Services DA06-3422 38,335 Refugee & Immigrant Family Support Program DA06-1319 34,000 SI-IA Case Management DA06-5163 19,707 Seattle Early Learning Network Pre-K DA06-1422 16,424 FFN Caregiver Training Program DA06-1434 8,350 The Puget Sound ABC Coalition DA05-1122 7,059 Client Specific Program DA06-5132 4,263 Chinese Information and Service Early Learning Network Planning Grant DA05-1298 2,500 412,237 Total City of Seattle Contracts $ 1,126,087 16 Q y : ' * , Chinese Information 611 S Lane St T 206.624.5633 N� . . and Service Center Seattle WA 98104 F 206.624.5634 cisc-seattLe.org J Verification of Non-Discrimination Policy • Chinese Information and Service Center does affirm that it has a policy Board of Directors and procedure of non-discrimination as it applies to hiring, membership and provision of services in regard to race, color, sex, marital status, Mcnyi `Custle sexual orientation, political ideology, religion, ancestry, �,, �, age, creed, national origin or the presence of any sensory, mental, or physical Menl:7,g rVK-Prima CatirlyBank handicap. AneneClerg aekay Ba k.Pn&iu TanWcagTiermaer Attest: MasAhmalForaraalGrao April 3, 2008 welCaa••Pub6cli&my Alaric Bien Date a,c Executive Director hin titer &mice O'Brian&atarW k&Ice KietLy • U Atl* Waylwgtas S epia? TenaPirpetyA,nlytrcs Arae*am DephiETang Ccromaaulyteri ✓arKhg Sgfico GealfeyUbiv AG&Mraris Gootle Yee c:a ninetyLgrbr y �r CISC Cultural Navigator Program g g Intake Form New Client: ❑ Yes ❑ No Service Location: ❑ FRC ❑ Peter Kirk ❑ Crossroads ❑ Hopelink I - CISCi Client ID# : Intake Date: Ethnicity: Name: Last First Middle Address: City State Zip Code Gender: Male 0 Female ❑ Language: English Speaking 0 Limited English Speaking: 0 Non English Speaking 0 Others: Immigration Information: Alien Card#: A - - US Citizenship Acquired: Date of Admission: / / Emergency Contact: Phone#: Last First Middle Information/Services provided: ❑ Housing ❑ Food Stamp 0 Transportation ❑ Nutrition ❑ Case Management ❑ Employment ❑ Economic Security(SSI/SSA/GAU/Others ) ❑ Legal ❑ Health(Medical/Medicaid/Medicare/Insurance) ❑ Immigration ❑ Referral ❑ Follow Up 0 Interpretation ❑ Translation El Clerical ❑ Counseling ❑ Education ❑ Others Income: 0 Very low ❑ Low ❑ Med Disable ❑ Yes El No Homeless: 0 Yes ❑ No II 4( . P .fr Application Cover Pages (Agency Information and Questions 1 — 7) Agency Information1111 Aency Name: CRISIS CLINIC &� 4plicant Name and Address: A i ncy Director: NN Crisis Clinic athlegn,$outhwick,Executive Director �r 1515 Dexter Ave.N.,#300 am°e> d n � 8 ,fi t° � Seattle,WA 98109 . 206 461-32.1A•exti+-_6 15Fr) (Area Code)Telepho°ne0k aS ksouthwick(acrisisclinic.org (206)461-8368 E-mail address (if available) (Area Code)Fax Number Required signatures: By signing below,you certify that the information in this application is accurate to the best of your knowledge and that you have read the application, certifications, and appendixes. (S GNA S MUST B V BLUE INI ko614/÷6...,--d-YCA Signature of Agency Board President/Date Signature of Agency Director/Date Katie Heinrich Kathleen Southwick Printed Name of Agency Board President Printed Name of Agency Director Program Information 110 1. Program Name 2-1-1 COMMUNITY INFORMATION LINE Contact Person(available to answer specific questions on this application) Coral Letnes _(206)461-3210 ext. 613 Name (Area Code)Telephone Address (if different than above) cletnes@crisisclinic.org (206)461-8368 E-mail address (if available) (Area Code)Fax Number 2. Program is New for our agency I I An Ongoing Program 3. Brief Description of Program(One sentence) 2-1-1 Community Information Line I&R Specialists provide information&referral services to all King County residents by coaching callers on how best to present their problem,explaining how the social service system works, and empowering callers to find solutions when there are no resources 4. Where are services provided? (If different from agency location) ip Page 1 5. Total Program Cost: Actual 2007: $ 1,374,052 Proposed 2009: $ 1,386,227 Projected 2008: $ 1,372,642 6. Total City Funds Requested for this Program: City Awarded 2008 Requested 2009* General Fund CDBG Total Requested** Auburn $1,000 0 $3,000 Federal Way 5,500 0 $5,500 Kent 2,500 0 $6,000 Renton 2,550 0 $5,500 City Awarded 2008 Requested 2009* General Fund General Fund Burien $ 0 $4,000 • Covington 1,500 1,800 Des Moines 0 $4,000 Enumclaw 0 0 SeaTac 4,000 $4,000 Tukwila 1,500 $4,000 *Cities on a two year funding cycle will'renew 2009 awards to 2010 based upon performance and availability of funds. See Part II for city specific information. **Enclude your total request for Auburn,Federal Way Kent and Renton. The source of funding will be determined by staff. Page 2 7. Agency Contact Sheet Provide the following information for the agency and for the program requesting funds. Agency Contacts General Agency Name: Crisis Clinic Address: 1515 Dexter Ave.N.,#300 City/State/Zip: Seattle,WA 98109 Phone/Fax: (206)461-3210 (206)461-8368 Agency Web Address: www.crisisclinic.org Ex,cutive Director Name: Kathleen Southwick Title: Executive Director Direct Phone: (206)461-3210 ext. 615 E-Mail: ksouthwick@crisisclinic.org De elopment Director Name: Karin Hedlund (or (Grant Writer) Title: Manager of Development&Community Relations Direct Phone: (206)461-3210 ext. 605 E-Mail: khedlund@crisisclinic.org Finance/Accountant Name: Coral Letnes (person preparing invoices) Title: Business Manager Direct Phone: (206)461-3210 ext. 613 E-Mail: cletnes@crisisclinic.org Program Contact (Staff contact for contracting, reporting and program implementation) Pr gram Name: 2-1-1 COMMUNITY INFORMATION LINE Staff Name: Susan Gemmel Title: Director of 2-1-1 Direct Phone: (206)461-3210 ext. 601 E-Mail: sgemmel(acrisisclinic.org Page 3 8. ORGANIZATIONAL EXPERIENCE A. Experience In 1963, a distraught postal worker brutally stabbed a young girl after he tried repeat- edly to get help,but found none. Out of that tragic experience, community members banded together to create a place where those in crisis could find immediate help. Thus, in 1964 Crisis Clinic was founded. Crisis Clinic is one of the nation's oldest crisis intervention agencies. We strive to provide crisis intervention and information and referral services efficiently, effec- tively and with compassion to all residents of King County. Our basic programs are the 24-Hour Crisis Line, 2-1-1 Community Information Line and Teen Link. Our 2-1-1 Community Information Line (CIL)has been operating since 1970. In 2007,we handled 106,000 calls from people needing help locating community resources. Over 60% of those callers needed help with basic needs—food, shelter, clothing,utilities, and financial assistance. 96% of callers had incomes below the poverty line and more than 60%were persons of color. In 2006, we enhanced the program by using the dialing code"2-1-1"to enable people to reach us more easily. We also expanded the hours of service. This program is now one of eight 2-1-1 call centers in Washington State, and its official name is King County 2-1-1. However,we continue to use the Community Information Line name along with"2-1-1"to help callers know they are still reaching the Community Infor- mation Line. For this application, we will refer to the program as 2-1-1. Because the maintenance of resource information is integral to 2-1-1, we have incor- porated all our community resource maintenance functions into the 2-1-1 program. As part of a statewide system, all call centers now use the same software for the state- wide community resources database. We still maintain all King County-specific information with more than 6,000 services. The statewide database is a benefit for residents as one can now locate resources anywhere in the state, searching by ZIP Code, city or problem/need code. The database is available at www.crisisclinic.org or www.WA211.org. The 2-1-1 Community Information Line meets the highest national standards and was formally accredited by the Alliance of Information and Referral Systems in May 2006. It was cited for several best practices related to staff training and call center operations during the accreditation process. B. Operational Structure Crisis Clinic has six departments, each of which has its own Director/Manager. They include Crisis Services, Volunteer Services, 2-1-1 Community Information Line, Teen Link, Business Management and Technology. Each Director/Manager reports to the Executive Director and is responsible for the operation of his/her program, including meeting all contractual requirements. The Executive Director, Kathleen Southwick,has a Master's degree and more than 21 years of experience in non-profit management. Susan Gemmel, the 2-1-1 Director,has a Master's degree in Organiza- 8-1 tional Development and many years of call center and non-profit experience. There are 25.24 FTE 2-1-1 staff members that include the Information and Referral Spe- cialists I&R Specialists) and Resource Center Specialists. All 2-1-1 staff must have call center, human services or database experience. Staff members also include the Legal Services, Housing, Disability and Caregiver Specialists. Crisis Clinic has a Board of Trustees that has delegated operations to the Executive Director. The Board meets bi-monthly(six times a year), focusing on 1) addressing strategic issues facing the organization, 2) maintaining linkages with the community, and 3) assuring operational effectiveness. In 2007, the Board engaged in a strategic planning process, which included an evaluation of each program and its ability to meet community needs, including geographic needs.Now they are examining how effective Crisis Clinic is in maintaining relationships with the communities we serve, including our funding cities. All Board members attend an orientation program and a listening shift on the 24-Hour Crisis Line and 2-1-1 Line. At each Board meeting, there is a program update. The Board recruits individuals who reflect the diversity of the community we serve and with the skills and experience to assist the Board in fulfilling its work plan. We have 18 members, which we consider a full complement of members, although our By-Laws allow up to 30 members. One of our specific recruitment goals is to enlist several more people who live and/or work in South King County. We currently have Board members who live in Renton,Auburn, Puyallup and Fall City. Ages range from the late 20's to 60. There are eight women and ten men, and three individuals are persons of color. Two members have experience as a Board or staff member of a "basic needs"human services provider. 8-2 9. NEED FOR YOUR PROGRAM B. Problem Statement More than any area in our county, the residents of South King County are in dire need of access to the services that can help them improve the quality of their lives. The following statistics are provided by the South King Council of Human Services' 2006-2008 "Building Healthy Communities"report. 1) South King County has the largest share of King County's population; 36% of county residents live there. 2) Forty-one percent of households in South King County live below 80% of median income and 9,538 families live below the poverty line. 3) A single parent heads more than 33% of the households in King County. 4) More South King County residents are on food stamps and in the state's Tempo- rary Aid to Needy Families program than in any other part of the county. 5) South King County residents are at high risk of homelessness; 40% of renters and 27% of homeowners pay more than 30% of their income for housing. The 2004-07 Area Plan on Aging, prepared by the Seattle Human Services Depart- ment,Aging and Disability Services, reports that rural elders face difficult transpor- tation challenges. The number of older adults living in the South Rural region, including Enumclaw, Black Diamond, and Maple Valley, has a 60+population of 5,959— 12% of the total population of 49,337. Some of the low-income older people in these areas have no telephone, and others have no automobile. The absence of these tools may further increase a person's isolation and vulnerability to emergencies. Furthermore, housing developers seldom consider rural areas for cost-effective pro- jects, further limiting affordable and safe housing. There is limited public transporta- tion in the rural areas. Many rural elders face difficulties getting to medical appointments or to outpatient clinics. Linking older people with goods, services, and activities in the community will become a greater challenge as people outlive their ability to drive. However, the report states that accessing human services will become more streamlined for King County residents when the 2-1-1 phone line is launched locally, and that older adults will benefit from the behind-the-scenes coordi- nation of resource listings and web sites, which will result in an efficient, seamless referral source. According to United Way of King County's Community Assessment 2007, food banks reported more than 240,000 people using their services during the year. Another report indicated that 12.5% of South King County individuals surveyed said "their food just didn't last the week and we didn't have money for more." South King County families experience food shortages, especially children. Over 40% of children in school receive free or reduced-cost lunches. Based on the One Night Count and other surveys, there are more than 23,500 people homeless during the course of a year. From the 2007 One Night Count, it was estimated that 10% of the homeless population was in South King County. 9-3 C. Target Population 2-1-1 Community Information Line is available to anyone in King County needing help finding community resources. Because we are part of the national and statewide 2-1-1 system, we refer callers from outside King County to their local 2-1-1 provider for information and referral. In 2007, we handled 106,000 calls; over 33,000 calls were from South King County residents (32% of all calls). Ninety-seven percent of South King County callers were low-income, 64%were people of color, and 83% were women. Sixty percent were living in households with children, 11%were disabled and 16%were homeless. Six percent identified that English was not their first language and/or they were a refugee/immigrant. Thus, we are serving those most in need as identified by the "Building Healthy Communities"reports. 2-1-1 is often characterized as the number to "Get Help" or"Give Help," so not only do we provide information on local services,but we can also help people who want to volunteer to find the agency that can use their assistance. 2-1-1 also provides infor- mation to working and middle-class families, not just low-income families, with information about childcare, recreational opportunities and health care. 2-1-1 is • available to anyone who needs resource assistance. Because 2-1-1 is an easy-to- remember number, we are often the"first" call made by women needing domestic violence or sexual assault services, and we assess for their safety and directly connect them to the specialized agencies. 9-4 10. PROPOSED PROGRAM/SERVICE A. Program Description 1. Type of Services: 2-1-1 Community Information Line provides information and referral services to people in King County needing assistance accessing commu- nity resources. Service is available Monday—Friday, 7:30 am - 7:30 pm and Saturday, 9:30 am-2:30 pm. 2. Methods to Serve Target Population: All calls are handled by trained Informa- tion and Referral Specialists from our Seattle office. They do more than just give out referral information—they coach callers on the best way to present their problem when calling an agency, explain how the social service system works, and empower callers to find solutions when no resources are available. Each Specialist undergoes approximately 140 hours of training, which includes listen- ing and communication skills, local resource knowledge, database search, and referral and logging training, prior to handling calls independently. 3. Outreach to Target Population: 2-1-1 Community Information Line responds mainly to callers from King County,but can refer callers from other locations to their nearest 2-1-1 or information and referral agency. We have a TDD for the hearing impaired and use the Teleinterpreter Language Service for callers who do not speak English. We also have Spanish-speaking Specialists. All calls are anonymous and confidential. Our phone numbers are listed in all phone books. We distribute telephone cards and fact sheets in English, Spanish, Russian, Somali, Mandarin, and Vietnamese, and coordinate with other agencies to have our phone numbers printed on their materials. We have downloadable fact sheets on our web site. We work through many of the other social service providers to distribute our information. We also contact the social service and government providers in King County to update their information for our database. Resource information is also available on the web at www.crisisclinic.org or www.WA211.org. We are active with community and provider social service groups/coalitions and make presentations to various businesses and social service providers. In 2007 we also ran 60 exterior bus signs to advertise 2-1-1. 4. How Program Addresses Problem Statement: • South King County Residents Benefit from 2-1-1. 13% of South King County residents (more than 62,000 people) received the benefit of 2-1-1 to link them to needed community resources. • We serve the most vulnerable in South King County. 97% of callers had incomes below the poverty level (22,000 callers—more than twice the number of poverty households in South King County!), 64% were persons of color, and 4% were ESL. • We help people find housing. 18% of our South King County callers needed mortgage, rent or move-in assistance and 15% were homeless. Each weekday we contact 12 women and family shelters to determine bed availability in order to provide our callers with up-to-date information. We screen callers for rental 10-1 assistance and set up appointments with agencies that provide this assistance. We maintain listings of agencies serving the homeless that accept clothing and household items and provide that information to callers. • We support financial literacy. 2-1-1 is the EITC tax preparation entry point and we helped over 1,200 South King County callers find the EITC center able to assist them in filing their tax return. Also 2-1-1 is now the entry point for free and low-cost civil legal assistance, and our Legal Specialist helps families with legal/financial concerns. • We help families with children. 60% of callers were families with children and 26% of callers needed access to basic needs services such as food, cloth- ing, and household goods. • We help those with disabilities and residents caring for an older adult. 11% of South King County callers were disabled and our Disability Specialist was able to provide more assistance and advocacy for their needs. Our Care- giver Specialist can provide more in-depth assistance to family members car- ing for a loved one. We also can arrange for, and fund, emergency respite for caregivers. 5. How Program Addresses Language/Cultural Needs: All Specialists attend the Crisis Line training that includes non judgmental communication skills in addi- tion to their specific 2-1-1 communication skills training. Staff are trained to ask if a caller needs a culturally specific service or needs services with mobility assistance. We also inform callers of agencies that might better address their ser- vice needs, such as Chinese Information Service. We use the Teleinterpreters Language Service for callers for whom English is not their first language. 6. Significant Changes in 2009-10: Since we began using the 2-1-1 dialing code in 2006, we have seen a tremendous increase in calls—from 86,000 in 2006 to 106,000 in 2007, and we expect at least another 10,000 this year. We are very concerned that our funding is not keeping pace with the demand for our services. In 2007, the state significantly reduced 2-1-1 funding and our share dropped by over$300,000. Since we are not in the continuing budget, we are concerned that in the 2009-11 legislative session the state may not choose to fund 2-1-1, which would have a significant negative effect on our ability to handle the projected volume of calls in a timely manner. 7. How Program Works with Other Programs/Agencies: We work with all com- munity and government service providers by making referrals to them. We also work on major system improvement programs such as housing/homeless coali- tions, Earned Income Tax Credit Program, Coordinated Assistance Network (CAN), Interagency Council on Homelessness, etc. We have formal Memoran- dums of Understanding with other specialized I&Rs and emergency management responders that define our mutual referral relationship. We do not have any joint collaborations with other providers. In 2009, we will not subcontract out any part of our program. 10-2 B. Performance Measures and Outcomes Performance Measures: 1) Number of Incoming Calls Handled 2) Number of Follow-up and Advocacy Calls Made 3) Number of Referrals Made Outcome: "People have access to services and/or support." Indicators: 1) At least 90% of callers receive new information 2) At least 90% of callers intend to follow-up with information given them 3) At least 90% of callers found staff and the information helpful. 10-3 C. Staffing Plan & Evaluation Staffing Plan: There is a total of 25.24 FTEs in 2-1-1, which includes the Commu- nity Information Line and Resource Center departments. The call center includes 1 FTE 2-1-1 Director, 1 FTE 2-1-1 Manager, 2 FTE Supervisors, 1 FTE Training Coor- dinator, 1 FTE Disability Specialist, 1 FTE Caregiver Specialist, 1 FTE Legal Spe- cialist and 1 FTE Housing Specialist and 10.24 FTE Information and Referral Specialists. The Director has a Master's degree and many years of call management experience. The Manager has call center experience serving as our Disability Specialist and Supervisor. The Supervisors have experience in social services and call center work. Information and Referral Specialists need to have a B.A. or equivalent experience and call center and/or human services experience. They are responsible for responding to 2-1-1 calls. Each Program Specialist has call center experience,plus experience in working with their specialty population. They are able to provide more in-depth assistance to callers with these needs. The Resource Center has 1 FTE Supervisor and 4 FTE Resource Specialists who are responsible for maintaining the community resources database and producing our resource directories. Resource Specialists are required to have a B.A. or equivalent experience and a background in journalism, editing and/or human services. They also have 1 FTE providing database and directory support. Evaluation: 2-1-1 Community Information Line practices "continuous quality improvement"to assure our service meets contractual requirements, professional standards and best practices. Feedback is given to staff on performance measures and the information is continually reviewed to make adjustments in the service delivery model. Many of our policies were cited as "best industry practices"by AIRS, our accrediting organization. I&R Specialists enter all demographic and need information into our computerized data collection program. The information is reviewed by the Supervisor to assure that the referral correlates with the stated need. This data is compiled into reports, which are regularly reviewed by the 2-1-1 Director and Executive Director to note changes or new trends. These are "output"reports and the information is provided quarterly to each funder. Two percent of callers are asked if we can follow-up with them to determine if they were able to secure help from the referrals given. Also, each quarter we sample our callers to ask them the three questions that correspond to our outcome. This informa- tion is tabulated and reported to our funders. We also monitor telephone access rates to assure callers can reach us without an undue wait. Each quarter, the Board reviews a"dashboard"report of key indicators and outcomes to ensure the program is meeting its targets. A formal evaluation report is prepared annually and reviewed by the Board and mailed to all funders. The report shows the ten-year trend for all the key measures and outcomes for the 2-1-1 Community Information Line, including demographic, need and referral trends, and outcome measures. 10-4 D. Differences in Service Delivery by City There are no differences in service delivery to any of the cities. The average cost of service per client is the same regardless where the caller lives. 10-5 11. LONG-RANGE PLAN In 2007, the Board conducted a strategic analysis of Crisis Clinic and its key programs. As a result of that analysis they concluded that the programs were operating efficiently and effectively and meeting community needs that were identified as significant by fun- ders. As a follow-up, they are examining our relationships with the many communities we interact with to determine if those relationships need to be strengthened or renewed. One of those relationships is with the cities that fund us. They may be assigning a Board member as a liaison to each city to strengthen the relationship between that city and Crisis Clinic. The Board also conducted a strategic analysis of our space and identified that we would need approximately 3,000 more square feet to accommodate our pending growth. At the conclusion of our present lease in early 2010 they determined that we should seek another, • lease option, rather than purchase a building. The driving force beyond the need for addi- tional space is the growth of 2-1-1. With regard to 2-1-1, the Board is committed to the expansion of the program to meet the increasing demand for services. It is important that 2-1-1 be able to respond in a timely manner to callers, which requires additional staffing. We anticipate that 2-1-1 will become the"front door" for new services since it is an easy-to-remember number. In 2007, we secured a new contract with the NW Justice Project to use 2-1-1 as the entry point and screener.for referrals to agencies that provide free or low-cost civil legal ser- vices. As part of the statewide 2-1-1 system, we are the front door for referrals to EITC sites in King County. We also provide screening and appointment setting for rental assistance under the expanded program funded by the Veterans and Human Services Plan. We may have an expanded role in coordinated entry for the housing/homelessness plan. We expect to have a role in system-wide projects as they are developed. We antici- pate one of our most important collaborations to be with the emergency service/disaster response agencies/governments. 2-1-1 is viewed as an integral part of the relief and recovery component of disaster response and there are increasing demands for us to be sufficiently robust to operate during and immediately after a disaster. With regard to funding, over the past two years we have been in an expansion mode with new contracts and state funding. However, we are very concerned the coming economic recession will decrease funding for human services and that funding for 2-1-1 may be severely limited or end. On April 9th, the county budget office announced that human service agencies should plan for a 33% reduction in funding for 2009 and receive no funding by 2011. In 2007-09, the state significantly reduced state 2-1-1 funding and our program experienced a$300,000 loss in funding. In this session, the governor just vetoed an additional $750,000 for 2-1-1 because of her desire to build the"rainy day" fund. Without state funding in 2009-11, the statewide 2-1-1 network will cease to exist and each call center will need to function independently. This will significantly increase our costs at a time when the demand for human services escalates as the economy heads into a recession. Thus, we need to rely on our existing fenders to continue to support 2-1-1 so we can respond to the needs of their residents. We also have an active fundraising pro- gram that directs funds to 2-1-1. 11-1 12. BUDGET B. Budget Request Narrative The funds requested from the South King County cities—$37,800—will be used to support I&R and Resource Specialists' salary and benefits. We have a total of 10.24 I&R Specialists and 4 Resource Specialists whose salaries range from $26,325 to $29,250 annually. C. Changes to Budget Revenue Variations: Other: Solid Ground. This is for the expansion of the Housing Stability Program (rental screening) to include all municipalities: Washington State: This is our share of the reduction in state funding of 2-1-1 from $2.5 million in 2006-07 to only $1 million each year for 07-09. Although the state funding ends in June 2009, hopefully the legislature will continue funding 2-1-1, thus we have continued the 2008 level of funding into 2009. Program Services Fees: In 2007, we started a new contract with NW Justice Project to do legal screening for people needing access to free, low cost civil legal assistance. Expense Variations: Professional Fees/Contracts: We entered into contracts for remote telephone back- up in case of a disaster, and staff scheduling software. Repair and Maintenance: In 2007, we remodeled our 2-1-1 space to increase capacity. It is not an ongoing expense. D. Cost per Client/Contact Cost Per Service Unit: $13.62 Explanation of how determined: Our cost per client is based on estimated 2-1-1 Community Information Line and Resource Center expenses in 2008 divided by the number of calls we estimate receiving in 2008. We have a total expense budget of $1,372,642; divided by 100,781 incoming calls equals $13.62 per call. 12-1 Agency: Crisis Clinic Program: 2-1-1 CIL 13. NUMBER of INDIVIDUALS/IIOUSEHOLDS SERVED BY PROGRAM iIndividuals? or Households? (Check which applies and use for reporting all demographics.) I Unduplicated *Unduplicated Number of all Clients Served by Clients Served All Funding Sources with Funds Requested 2007 2009 2007 %of column 1 2008 2009 (Actual) clients served (Anticipated) (Projected) (City Requested by City Funding Only) 1 Auburn 4,595 4.57% 4,600 4,800 220 Burien 4,003 3.98% 4,005 4,205 294 Co vington 437 .43% 440 640 132 Des Moines 2,239 2.23% 2,240 2,440 294 Enumclaw Federal Way 5,754 5.72% 5,755 5,955 404 Kent 8,642 8.59% 8,645 8,845 441 Renton 5,353 5.32% 5,355 5,555 404 SeaTac 2,210 2.20% 2,215 2,415 294 Seattle 48,141 47.85% 48,145 52,815 3,152 I Tuiwila 2,257 2.24% 2,260 2,460 294 Other 16,969 16.87% 17,121 20,651 100.00% Total 100,600 (This column 100,781 110,781 8,767 must total 100%) j *Unduplicated means count each client only once per calendar year per program. This number should match the number of clients by city indicated in the top row of Question 15. I Page 4 14. Performance Measures (Data Table) Agency: cr Program: 2-1--1-s 1 CIL Clinic 14a. Service with 2009 Requested Funds Proposed Performance Measures as defined below. A)INCOMING CALLS B) OUTGOING CALLS C)REFERRALS Auburn 220 11 605 Burien 294 15 806 Covington 132 7 363 Des Moines 294 15 806 Enumclaw Federal Way 404 20 1,108 Kent 441 20 1,108 Renton 404 20 1,108 SeaTac 294 13 704 Seattle 3,152 176 9,694 Tukwila 294 15 806 14b. Performance Measures 2009 Proposed,with funds requested City Funding Only Title: Brief explanation: A) Incoming Calls All incoming calls to 2-1-1 CIL B) Outgoing Calls Advocacy/Follow-up calls made for clients/callers C).Referrals Number of agencies/programs callers were referred to Page 5 11 Agency: Crisis Clinic 14 Performance Measures (Data Table), Cont. Program: 2-1-1 CIL 14c. Average Cost of Service I Unduplicated Clients Served with Funds Average Cost of Service Requested 2009 Requested 2009 per Client I (Same as last column of (Same as last column of Question 6) Question 13) Column 1 divided by Column 2 ' Example: $5,000 45 $111.11 Auburn $3,000 220 $ 13.62 Burien 4,000 294 $ 13.62 Covington 1,800 132 $ 13.62 Deis Moines 4,000 294 $ 13.62 Enumclaw 0 0 0 Federal Way 5,500 404 $ 13.62 Kent 6,000 441 $ 13.62 R4iton 5,500 404 $ 13.62 SeaTac 4,000 294 $ 13.62 Seattle 42,932 3,152 $ 13.62 Tukwila 4,000 294 $ 13.62 Page 6 Complete Question 15 with 2007 Actual numbers reported in column 1 of Question 13. Agency: Crisis Clinic 15. Demographics (from all funding sources) (Data Table) Program: 2-1-1 CIL I vs 0 o as 14 Client Residence o .. s-, o 0 -� os 64 , Fi 0 0 o a g a) a) a) o 0 G d P1 U Q .1 w r� cn cn H H Unduplicated (check one) en ® Individuals o NIn m o N O ❑ Households ' c\ kn oo � N C N oo Served in 2007* Household Income Level 30/0 of Median or Below 3,392 2,936 296 1,652 I 4,378 6,429 3,936 1,639 33,181 1,781 59,620 50%of Median or Below 101 77 11 59 146 197 137 40 835 46 1,649 80%of Median or Below 10 10 3 3 15 7 16 5 62 5 136 Above 80%of Median 6 4 1 3 3 5 7 4 86 2 121 Unknown 1,086 976 126. 522 1,212 2,004 1,257 522 13,977 423 22,105 TOTAL 4,595 4,003 437 2,239 5,754 8,642 5,353 2,210 48,141 2,257 83,631 Gender I Male 833 699 66 300 847 1,370 943 438 11,612 412 17,520 1 Female 3,547 3,118 305 1,780 4,481 6,828 4,148 1,640 33,355 1,750 , 60,952 ' TOTAL 4,380 3,817 371 2,080 5,328 8,198 5,091 2,078 44,967 2.162 76,312 Age 0-4 years 13 12 2 4 10 24 9 3 68 6 151 I 5- 12 years 16 28 6 5 15 38 29 8 128 7 280 I 13 - 17 years 56 30 6 11 47 75 44 16 341 13 639 18-34 years 1,083 891 78 571 1,530 2,138 1,294 529 7,933 592 16,639 35-54 years 1,098 943 116 555 1,392 1,907 1,276 _ 557 9,776 _ 602 18,222 55-74 years 153 124 10 45 174 219 161 64 1,378 48 2,376 I 75+years 34 29 7 9 38 32 48 4 295 12 508 I Unknown 2,142 1,946 212 1,039 2,548 4,209 2,492 1,029 28,222 977 44,816 I TOTAL 4,595 4,003 437 2,239 5,754' 8,642 5,353 2,210 48,141 2,257 83,631 Ethnicity 1 Asian 28 50 4 26 71 84 72 22 464 35 856 B1ack/African American 448 511 28 346 917 1,274 860 359 5,688 464 10,895 Hispanic/Latino(a) 169 296 10 110 289 403 230 127 1,265 127 3,026 Native 64 47 1 19 45 74 31 24 37.8 17 700 American/Alaskan Pacific Islander 46 30 1 42 96 75 33 47 180 35 585 White/Caucasian 861 483 92 278 790 1,104 671 242 5,090 234 9,845 'Other/Multi-Ethnic 2,979 2,586 301 1,418 3,546 5,628 3,456 1,389 35,076 1,345 57,724 1 TOTAL 4,595 4,003 437 2,239 5,754 8,642 5,353 2,210 48,141 2,257 83,631 Female Headed UK UK UK UK UK UK UK UK UK UK UK Household Disabling Condition 414 342 37 181 467 632 425 179 2,990 220 5,887 Limited English 104 192 6 65 170 246 161 87 900 102 2,033 Speaking * Check Individual or Household,which should be the same as checked in Question 13. Unduplicated means count each client only'once per calendar year. This should match the number served by City in the Actual 2007 column of Question 13. The { ' "total"column will be different from Question 13 since the"other"column is not included due to space limitations. Page g 7 I 16. PROGRAM STAFF (DATA TABLE) In this data table, record the number of full-time equivalent (FTE)paid staff and volunteers for this program. FTE means a 40-hour week throughout the entire year. For example, if you enter"5" in the box for Number of Volunteer FTEs, this would mean that you have, on average, five volunteers assisting your program at all times (assuming a 40-hour week). Ifl you know only the total number of hours contributed by all volunteers for this program, simply divide that number by 2,080 to find the total FTE number. For example: 5,000 volunteer hours over the course of a year, divided by 2,080 equals 2.4 FTEs. 2007 2008 2009 (Actual) (Budgeted) (Projected) i Total Number of Staff(FTEs) 24.95 25.24 25.24 Number of Volunteer(FTEs) 0 0 0 Actual Number of Volunteers 0 0 0 17. PROGRAM REVENUE & EXPENSE BUDGETS (DATA TABLE) Program Budget: All columns should include total program operating revenue and expenses. Complete the following data tables with figures indicating the source of program operating funds for 2007 (actual), 2008 (budgeted) and 2009 (projected). Budget amounts should match funding requested (Question 14c) and Question 5. Include an explanation of any significant differences between the revenues and expenses by year in Question 12B of your application. it Page 8 Agency: Crisis Clinic 17. PROGRAM REVENUE BUDGET (DATA TABLE) Program: 2-1-1 CIL Revenue Source 2007 2008 2009 (Actual) (Budgeted) (Projected/ Requested) City Funding (General Fund & CDBG) • Auburn $ 1,000 $ 1,000 $ 3,000 • Burien 0. 0 4,000 • Covington 1,500 1,500 1,800 • Des Moines 0 0 4,000 • Enumclaw • Federal Way 5,500 5,500 5,500 • Kent 2,500 2,500 6,000 • Renton 2,550 2,550 5,500 • SeaTac 4,000 4,000 4,000 • Seattle 311,803 328,176 330,000 • Tukwila 1,500 1,500 4,000 1 • Other(Specify)North-East Cities 37,094 37,654 38,000 • Other(Specify) Kenmore 5,513 5,788 5,800 Other Government Funds ■I King County 102,000 127,000 127,000 - ■I Washington State 341,607 79,600 80,000 • Federal Government(Specify) ■ Other(Specify) Solid Ground 43,400 93,400 100,000 Private Sources • United Way(grants &designated donors) 337,750 337,750 337,750 li Foundations and Corporations 28,656 49,380 39,800 • Contributions (e.g., Events, Mailings) ■ Program Service Fees (User Fees) 188,022 281,600 280,000 Other(Specify) TOTAL PROGRAM BUDGET . $ 1,414,395 $ 1,358,898 $ 1,376,150 I Page 9 17. PROGRAM EXPENSE BUDGET, CONT. Agency: Crisis Clinic (DATA TABLE) Program: 2-1-1 CIL Expenses 2007 2008 2009 (Actual) (Budgeted) (Projected) Personnel Costs • Salaries $ 771,553 $ 782,047 $ 789,868 ■ Benefits 63,815 84,850 85,698 ■ 1 Other 71,629 77,513 78,288 • Total Personnel $ 906,997 $ 944,410 $ 953,854 Operating and Supplies • ' Office/Program Supplies $ 32,120 $ 14,800 $ 14,948 ■ I Rent and Utilities 68,008 68,800 69,488 • , Repair and Maintenance 14,490 2,900 2,929 ■ ' Insurance 7,076 8,354 8,438 ■ I Postage and Shipping 3,957 6,000 6,060 •i Printing and Advertising 34,251 23,500 23,735 • Telephone 41,187 33,200 33,532 ■ Equipment • Conference/Travel/Training/Mileage 14,477 13,600 13,736 • Dues and Fees 2,175 2,000 2,020 ■ Professional Fees/Contracts 626 5,800 5,858 • Direct Asst. to Individuals/Caregiver Exp. 21,391 20,400 20,604 ■' Administrative Costs 200,323 199,878 201,955 • Other(specify)Vol./Staff Recognition 1,246 1,000 1,010 ■1 Want Ads 3,223 4,000 4,040 ■ Bank Fees/Miscellaneous 2,422 2,000 2,020 • Depreciation 20,083 22,000 22,000 TOTAL PROGRAM EXPENSES $ 1,374,052 $ 1,372,642 $ 1,386,227 Net Profit(Loss) 40,343 (13,744) (10,077) (revenue-expenses) = Page 10 Agency: Crisis Clinic 18. SUBCONTRACTS (DATA TABLE) Program: 2-1-1 CIL List all the agencies you will be subcontracting with for this program. Provide the agency name in the first column, a description of the contract/service in the second column, and the contract amount in the third column. Do not list agencies you coordinate with on a referral only basis. Indicate not applicable if you do not subcontract for any part of this program. Subcontracting Agency Specific Subcontracted Activities Contract in the Operation of Your Program Amount N/A N/A N/A • I . Page 11 19. APPLICATION CHECKLIST Applications missing one or more of the following components or not following these directions may not be reviewed. Sign and submit the application checklist with your application. Contents (Your application should contain each of these items in this order.) 0 Application Cover Pages.The top three pages of your application must be a completed copy of the Agency Information and Questions 1-7. Application Narrative: 0 Question 8 Organizational Experience(2 page maximum) O Question 9 Need for Your Program(2 page maximum) 0 Question 10 Proposed Program/Service(6 page maximum) 0 Question 11 Long Range Plan(1 page maximum) O Question 12 Budget(2 page maximum) Data Tables O Question 13 Number of Individuals/Households Served 0 Question 14a-c Performance Measures and Average Cost of Service O Question 15 Demographics (from all funding sources) O Question 16 Program Staff 0 Question 17 Program Revenue&Expense Budgets O Question 18 Subcontracts ❑X Required documentation. Supply one copy of the following required documents with the signed original application. See Part II: City Specific Supplemental Information to determine whether additional copies of the application and required documentation need to be submitted. O Question 19 Required Documentation, including: ■ Proof of non-profit status ■ Organizational Chart ■ Agency/Organization Mission Statement ■ Board resolution authorizing submittal of the application(may be submitted up to 60 days after application). • List of the current governing board and local board, if applicable, (include name,position/title, city residence, length of time on the Board, and expiration of terms. Note any vacancies.) ■ Board Meeting Minutes of last three board meetings of governing board and local board as applicable ■ Annual Budget • Financial Audit Cover Letter ■ Financial Audit Management Letter ■ Financial Statement • Verification of Non-Discrimination Policy ■ Program Intake Form—N/A • Sliding Fee Scale—N/A 0 Application Check List. (Signed below.) 0 City Specific Supplemental Information. Required in Name: Coral Letnes Part II for applicable City only. Position: Business Manager Phone#: (206)461-3210 ext. 613 E-mail: cletnes@crisisclinic.or. Signature of Person Completing Chec ist DO NOT SUBMIT ANY OTHER MATERIALS WITH THIS APPLICATION Make sure that you carefully check Part II of this application to see what additional attachments each city requires. Page 12 2-1-1 COMMUNITY INFORMATION LINE Supplement to City of Renton 2009-10 Funding Application Result#9: Connect People to Services Strategy: Increase the ability of Renton residents to access services. Activities: Provide crisis lines or referral systems that increase access to services. 2-1-1 Community Information Line (CIL) provides information and referral services to people in King County needing assistance accessing community resources. 2-1-1 CIL's performance measures are 1) the number of incoming calls handled, 2) the number of follow-up and advocacy calls made, and 3)the number of referrals made. Last year, 2-1-1 CIL responded to 5,353 calls from Renton residents and made 272 follow-up and advocacy calls to/for them. Renton callers were referred to 14,042 programs and services in King County. Our outcome is "People have access to services and/or support" and we measure that by the percent of callers who 1) received new information, 2) intend to follow up, and 3) found the call helpful. In 2007, 96% of callers got new information, 99% intended to follow-up and 99% found the call helpful. 2-1-1 provides referrals to agencies that can best help Renton callers meet their basic needs. In 2007, we helped 1,441 Renton callers connect to basic needs services such • as shelter (550 callers), transitional housing (150), permanent housing (178), food (185) and transportation (90). We helped them build economic self-sufficiency providing refer- rals for heat/light assistance (843), water/sewer(135), move-in assistance (234), rental assistance (670) and tax preparation (267). We connected 161 Renton residents to physical health services. Our l&R Specialists do so much more than just refer callers. They help the caller focus on the exact nature of their problem and oftentimes, because of the lack of services available, Specialists must help the caller figure out a way to handle the problem on their own. If the caller is eligible for services through another agency, the Specialist will coach them on how to best present their situation. They also explain the maze of the social service system. Many times services aren't available to meet the caller's need; this is especially true for utility and rental assistance. An important role that 2-1-1 CIL is developing is the capacity to help Renton residents respond after a disaster by identifying those agencies able to provide help. We are working closely with Renton human service providers as part of the system-wide effort to increase the disaster response ability of human service providers. • I:IAdministrativelSupport ServiceslMunicipals1200912009 APPLICATIONSISOUTH COUNTY APPLICATIONSIRENTON 2-1-1 CIL SUPP 09.doc • •• t • .� U, 3. I I(L/\ Ult• f IJLi'/�IZ I /rtL lV.l i�� �!� } I I INTERNAL REVENUE SERVICE DISTAta DM(CTCt' SIKTH ANO LENORA BUILDIH0 !CATTLE, YAlHINOTON NI11 April 14i i964 IN r,r,rrrrrn .7 Form 2051 Code 414 : 1rll SEA: EO: 64-6', Crisis Clinic, Inc, runrolc • Box 186 , University Station • Seattle, Washington 98105 Charitable vonH 117A nrournr_o • Ye! f7 Ho ACCOVHTII,o ren,00 ♦ma• IRO Gentlemen! 31 • Based upon lhe.evidrnce submitted, it Is held that you are exempt from Federal income tax os an organization described in Etctlon 501(c)(31 of the Internal Revenue Code, as It is shown that you ore organized and operated exclusively-foc tin purpoise shorn, above. Any questions concerning taxes levied under other subtitles of the Cods should be:submitted to us. • You ore not required to file Federal income tax returns so to 1 as you ore subject to the tax on unrelated business.lncorrrn( as you retain on exempt thetas, un- e and are required to Illy Form 990-T for the u imposed by section S1 l,of lFr. Code ling a requ in your chocorm purpose of reporting unrelated business taxable inco!ne, purports or method of operation should be reported immediately to this office for consideration of their effect upon your exempt status. You should also report any change In your name or address. Your-liabfllty.for'filing the annual information return, Form 990h, Is Eel forth above. That return, If required, midst be filed after the close of your annual accounting period Indicated above. Contributions made to you are deductible by donors as provided in section 170 of the Code. Be- guests, legacies, devises, transfers or gifts to or for your Lae arc deductible !or Federal estate and gift lax purposes under the provisions of seclIon 2055, 2106 ant 2522 of the Cade, You are not lIvble for the taxes Imposed under the Federal Insurance Contributions Act (serial security taxes) unless you file a waiver of exemption cer lficnte os provided in such Acl, You are not liable for the tax imposed tinder the Federal Unemployment Tax Act. inquiries about the waiver of exemption certificate for social secrxIty taxes should be addressed to this office. I1h11 Is a de( rmination letter. Very truly yours, Heal S. tlnrren District Director Any chdnges in your operations from those set forth in your application Inay have an adverse affect an your axe-Rpt status ( i ) BOARD OF TRUSTEES 2008 ORGANIZATIONAL CHART I EXECUTIVE DIRECTOR " IMILINII, 1=111LIMMININ ,IIMINM1=111, I MANAGER, DIRECTOR, MANAGER, MANAGER, BUSINESS VOLUNTEER CLINICAL YOUTH INFORMATION DIRECTOR, 2-1-1 MANAGER SERVICES SERVICES SERVICES SERVICES QA/ -I HA Lead I CIL • Volunteer Crisis Line Care Program - Computer Resource j Manager -Graphic - Specialist Coordinator Manager Specialists Support Center Designer Specialist Supervisor CIL Vohunteers Crisis - Outreach Et Supervisor Accountant Supervisors - Inpatient Education Authorizers Specialists Development and Community Resource Information Crisis Relations Specialists Et Referral Admin • InterventionHA Teen Link Volunteers - g Mana er Specialists -Assistant Specialists -Administrative Assistant Crisis Legal Phone - Specialist Workers Crisis (Clinic Disability Helping Lives On the Line S.O.S. �, Specialist . Facilitator `A. Mission Statement Housing Our passion is caring and listening- Specialist empowering people to make positive life changes. We do this through connections between people and critical resources. Caregiver Specialist I:/Admin/Support Services/Fronr Office/2008 Organizational Chart NOTE: This is page one of the January Board minutes,which contain the resolution authorizing submittal of this application. The complete January minutes are attached as part of the "minutes of the last three Board meetings" requirement. Board of Trustees Meeting Minutes Wednesday,January 16,2008 6:00-8:30 PM Crisis Clinic Training Room Present: Katie Heinrich, Greg Beams,Nathan Brown, Dave Daniels, Eric Holdeman,Vimala Koushik,Nick MacPhee, Maureen Mitchell, Joelle Nole, Corinne O'Connell, Maggie Pheasant, Scott Renschler, Jim Schmidt, Steve Shelton, Jay Wellington, Diane Zytniak Excused Absent: Melissa Allison, Guests: Rob Neilsen, Laurel Nelson Staff: Kathleen Southwick, Executive Director; Coral Letnes, Business Manager; Mike Maloy, IT Manager; Karin Hedlund, Development Officer I. Call to Order and Welcome: Katie Heinrich Katie called the meeting to order at 6:00 pm. She welcomed two guests: Lauren Nelson and Rob Neilsen, who are observing tonight and are considering joining the Board. II. Disclosure of Conflict of Interest Members introduced themselves, stated their affiliations and disclosed any conflicts of interest. Each member also read, signed and turned in a copy of the Disclosure of Affiliations and Associations Statement for 2008. III. Board Development Committee Report: Joelle Nole Joelle reported on the activities of the Board Development Committee. She announced that the second orientation for new Board members would be held next week—January 24th at 6:00 p.m. She encouraged everyone to attend, especially Committee Chairs, noting that it was a good opportunity for members to get to know each other, look at how we do things and see if we should do things differently. IV. Consent Agenda Motion 1: To adopt the Consent Agenda: Approved 16-0-0 • To approve the minutes of November 14,2007 as mailed. • To elect Joelle Nole to a one-year term as Vice President. • To elect Steve Shelton to a one-year term as Secretary. • To elect Greg Beams to a one-year term as Treasurer. _± • To authorize the Executive Director to apply for or renew any human service ♦_ contracts for 2008/2009 from the following municipalities: Auburn,Bellevue, Bothell, Burien, Covington,Redmond, Kirkland, Shoreline, Issaquah, Woodinville,Kenmore, Kent, SeaTac, Des Moines, Federal Way, Renton, Tukwila, Seattle or King County,United Way and/or any private foundation or corporate grant requests in keeping with the objectives of the organization. 1:1Administrative\SupportServiceslMunicipalsI200912009APPLICATIONSIATTACHMENTSIBoardResolution 1-16-08.doc CRISIS CLINIC BOARD OF TRUSTEES as of 4/15/2008 Katie Heinrich, President I. David Daniels Program Operations Officer Fire Chief/Emergency Mgmt. Dir. MEDINA FOUNDATION CITY OF RENTON City of Residence: Seattle, WA Renton, WA Term: 3/06-09 3/07-10 Joelle Nole, Vice President Eric Holdeman Director, Delivery Services Principal VML ICF INTERNATIONAL Seattle, WA ► Puyallup, WA 1/06-09 07/05-08 Steve Shelton, Secretary Vimala Koushik Consultant ! Prepress Specialist Barclay Shelton &Associates 1 SAFECO Seattle, WA Edmonds, WA 98020 i 07/07-10 6/04-10 Greg Beams, Treasurer Nick MacPhee, Partner Program Officer ERNST &YOUNG Laird Norton Family Fdn. Fall City, WA Seattle, WA 11/06-09 11/06-09 Melissa Allison Maureen Mitchell Journalist I Attorney Seattle WA Summit Law Group 5/07-10 Seattle, WA 98101 10/06-09 Nathan Brown Rob Nielsen Project Program Manager Real Estate Advisor KING CO. DEPT. OF NATURAL THE STAUBACH GROUP RESOURCES Seattle, WA 98121 Auburn, WA 01/08-11 8/06-09 1 CRISIS CLINIC BOARD OF TRUSTEES as of 4/15/2008 Corinne M. O'Connell Jim Schmidt Stewardship Manager Director, Accounting Policy YWCA of SEATTLE, KING CO, Farmers New World Life SNOHOMISH CO. Redmond, WA Seattle, WA 98101 5/07-10 3/07-10 I Maggie Pheasant Jay Wellington, MSW Consultant Harborview Medical Center Seattle, WA Seattle, WA 1/06-09 9/07-10 I i Scott Renschler Diane Zytniak Clinical Psychologist I Human Resources Manager Seattle, WA j MediaPro 11/07-10 j Seattle, WA 8/06-09 No formal vacancies I:IAdministrativelSupport ServiceslMunicipals1200912009 APPLICATIONSIBOARD ROSTER FOR MUNI APPS 09.doc 2 1 Board of Trustees Meeting Minutes Wednesday, January 16, 2008 6:00-8:30 PM Crisis Clinic Training Room Mission: Our passion is caring and listening, helping people to make positive life changes. We do this through connections between people and critical resources. Present: Katie Heinrich, Greg Beams, Nathan Brown, Dave Daniels, Eric Holdeman, Vimala Koushik, Nick MacPhee, Maureen Mitchell, Joelle Nole, Corinne O'Connell, Maggie Pheasant, Scott Renschler, Jim Schmidt, Steve Shelton, Jay Wellington, Diane Zytniak Excused Absent: Melissa Allison, Guests: Rob Neilsen, Laurel Nelson Staff: Kathleen Southwick, Executive Director; Coral Letnes, Business Manager; Mike Maloy, IT Manager; Karin Hedlund, Development Officer I. Call to Order and Welcome: Katie Heinrich Katie called the meeting to order at 6:00 pm. She welcomed two guests: Lauren Nelson and Rob Neilsen, who are observing tonight and are considering joining the Board. II. Disclosure of Conflict of Interest Members introduced themselves, stated their affiliations and disclosed any conflicts of interest. Each member also read, signed and turned in a copy of the Disclosure of Affiliations and Associations Statement for 2008. III. Board Development Committee Report: Joelle Nole Joelle reported on the activities of the Board Development Committee. She announced that the second orientation for new Board members would be held next week—January 24th at 6:00 p.m. She encouraged everyone to attend, especially Committee Chairs, noting that it was a good opportunity for members to get to know each other, look at how we do things and see if we should do things differently. r IV. Consent Agenda Motion 1: To adopt the Consent Agenda: Approved 16-0-0 • To approve the minutes of November 14,2007 as mailed. • To elect Joelle Nole to a one-year term as Vice President. • To elect Steve Shelton to a one-year term as Secretary. • To elect Greg Beams to a one-year term as Treasurer. • To authorize the Executive Director to apply for or renew any human service contracts for 2008/2009 from the following municipalities: Auburn, Bellevue, Bothell, Burien Covington,Redmond, Kirkland, Shoreline, Issaquah, Woodinville, Kenmore, Kent, SeaTac, Des Moines, Federal Way, Renton, 2 Tukwila, Seattle or King County, United Way and/or any private foundation or corporate grant requests in keeping with the objectives of the organization. V. Executive Director's Report: Kathleen Southwick • Year-End Financial Performance. Kathleen reported that we had a$239,000 operating gain as opposed to a planned gain of$47,000. Nick noted that this was a remarkable performance, especially considering the money we lost for 2-1-1. He said that every organization should have a cushion for cash flow and unexpected large expenditures, and that this money can be used for moving expenses in the future. Kathleen reported that we have close to five months' of unrestricted operating funds. • Dashboards: Kathleen explained how the Dashboards were used to show the Board how each of our three major programs are doing, then reviewed each one with the Board. • State 2-1-1 Funding: As reported, 2-1-1 was not included in the State supplemental budget; however, we are looking at getting some of the disaster response allocation. There was discussion about being sure we ask the State for money whenever we help them out. Kathleen spoke about how the Clinic is planning on being more robust in a disaster, and that the leadership is working on a full-scale disaster preparation plan. The Business Continuity Plan is being developed, and there will be an agency-wide disaster training the end of February. • Volunteer Training: Kathleen asked Board members to review the Crisis Line Training Schedules that were sent in the packet, and to feel free to choose any of the trainings they would like to attend. She asked them to call Mildred Smith, our Vol- unteer Manager, to let her know when you'd like to attend. • Thanking Donors: Kathleen asked Board members to make some thank-you calls to our donors. Karin distributed lists of donors and a fact sheet about the Clinic for the members to use when calling them. • Crisis Access Rate: Nick asked why the Crisis Line Access Rate had gone from 90% at the beginning of the year to 83% in the fourth quarter. Kathleen explained that the lack of volunteers was the main cause; however, we expect to see an upturn in the first and second quarters of 2008 because we have spent about $16,000 on radio ads for volunteers. She said we already have seen a response to our ads, and that the current training class was full. Regarding 2-1-1 CIL, Kathleen reported one of our goals for 2008 was to allow some I&R Specialists to answer.calls from home. They are looking at it as a benefit for staff that meet certain performance measures. • Financial Reports: Katie announced that the Board will continue to receive financial reports, but will not be voting on whether to accept them or not because we don't review the detailed reports or have enough knowledge of the financial situation to approve or disapprove of the reports. The board will continue to vote to accept the findings of the year end audit. 3 VI. Committee Reports • Facilities Committee: Nick reported that our current space will not work for us in - I the future, and that we had decided not to purchase a new building, but to find a new space to lease. Kathleen will be looking at space to lease, and the Facilities Commit- tee will assist her in the negotiations and transaction phases. • Finance/Audit Committee: Motion 2: To adopt the 2008 budget: Approved: 16-0-0 Kathleen noted that the assumptions related to revenue and expenses were included in the budget packet. She noted the allocation of fundraising revenue to programs, which will help board members understand how we apply fundraising for our programs as questions may come up related to the small events. Small event revenue is allocated to Admin/FR, but it will also be used for program support. Nick noted that it is Kathleen's job to develop a budget that works, and the Board's job is to provide oversight and to ensure the policies are being followed. Greg distributed a Revenue and Expenses report that illustrates different ways in which they are divided up. The first chart, Revenue Sources, showed the share of each revenue source; e.g., Government Fees &Grants make up the vast majority of our revenue (67%). This is a good mix because they are a very stable source of reve- nue and, Kathleen noted, there are 25-30 grantees that make up Government Fees & Grants so if one stopped funding us, we could rely on the others. Greg explained each chart to the Board, and they thanked him for all his work on this report. • Community Engagement Committee: Steve Shelton discussed the origins of this Committee, which came from the Strategic Background documents and discussions at the board retreat. Steve strongly encouraged everyone to read those reports. The Committee's goal is to identify the major"communities" that we are engaged with in some capacity, and to assess each relationship to determine, the board's role, if any and it that relationship needs to be strengthened. Steve read the Community Engagement Charter and asked members to contact him if they would like a copy, and noting is was in the November board packet. • Resource Development Committee: Corinne O'Connell reported that the Commit- tee met in October and worked on a Charter for the full Board with regards to fundraising: 1) Work on culture of philanthropy; 2) Strategic thinking around fundraising; and 3)Provide leadership around fundraising. Corinne noted that the Board had decided on having house parties instead of a big event this year. The purpose of the parties would be to 1) make friends, and 2) raise funds. Nick and Meghan MacPhee will be hosting the first house party on February 8th at 7:00 pm at Nick's house. Nick asked members to email him if they will be attending. The Committee has contacted each member to discuss his or her plan for a party and an estimate of how much they plan to raise. The plan will be finalized in January so staff can begin working with individual members. 4 Corinne brought everyone's attention to the Board Giving Plan for 2008 that was in the Board packet. She said it is an expectation that all Board members participate in giving to the agency. Board members were to either turn in their pledge at the meeting, or by January 31 at the latest. VII. Sharepoint Demonstration: Eric Adler Eric Adler, a colleague of Joelle's who is volunteering his time, presented and discussed the Sharepoint website he had been working on for the Board. The site will provide a centralized place for Board information, minutes, rosters, etc., that all members would be able to access. He noted that the site was easy to use and very flexible, and that it should be ready to use before long. Eric and Mike Maloy, IT Manager, projected the site on the wall and showed everyone how it worked. Staff will be sending out login and password information so members can go to the site and begin seeing how it works. There is only a limited amount of information on the site now, but more will be coming! VIII. Executive Session: Motion 3: To elect Rob Neilsen to a first three year term on the board IX. Adjournment The meeting was adjourned at 8:30 PM. Recorded by Coral Letnes Business Manager. ______JA._, • Bo d Officer Date l:\Administrative\.Support Services\Boardh2008 documents\Minutes 1 Jan 2008.doc Board of Trustees Meeting Minutes Wednesday,November 14, 2007 6:00-8:30 PM Crisis Clinic Training Room Mission: Our passion is caring and listening, helping people to make positive life changes. We do this through connections between people and critical resources. Present: Katie Heinrich, Nick MacPhee, Joelle Nole, Jim Schmidt, Maureen Mitchell, Melissa Allison, Steve Shelton, Corinne O'Connell Excused Absent: Greg Beams, Nathan Brown, Dave Daniels, Eric Holdeman, Vimala Koushik, Maggie Pheasant, Jay Wellington,Diane Zytniak Guests: Scott Renschler Staff: Kathleen Southwick, Executive Director; Coral Letnes, Business Manager; Susan Gemmel, 2-1-1 Director; Karin Hedlund, Development Officer I. Call to Order and Welcome: Katie Heinrich Katie called the meeting to order at 6:00 pm. She asked everyone to introduce themselves for our guest and potential Board member, Scott Renschler. Scott is a clinical psychologist and former volunteer whose membership on the Board will be voted on tonight. Katie announced that the discussion regarding the Board website was tabled until the January meeting, as was Greg Beam's educational presentation on Clinic financial matters. II. Consent Agenda Motion I: To adopt the Consent Agenda: Approved 4-0-2 • To approve the minutes of September 19,2007 as mailed. • To accept the financial report. III. Executive Director's Report: Kathleen Southwick Kathleen gave an update to the report that was mailed to Board members: • The King County Council has allocated Teen Link$15,000 to hire two new staff members and we are busy with recruitment activities. There is some confusion regarding the $60,000 the Council was to allocate for these staff members in 2008, but that should be resolved in the next couple of days. • There has been a slow decrease in the number of active volunteers on the Crisis Line in the past two years. Kathleen spoke about our efforts to recruit more volunteers, and how staff is analyzing the effectiveness of our methods. We have a couple of radio ads running on KUOW and KPLU. Board members discussed ways of getting people involved in volunteering, and Kathleen asked them to contact her if they know of any groups that might want a speaker so we could talk to them about volunteer opportunities. • Nick expressed concern re some of the data on the 3rd Quarter Program Dashboard. He noted that on the Crisis Call Outcome Rating Scale, it looked as though Problem Solving outcomes had gone down continually since 4cn quarter 2006. Kathleen explained how the data was gathered (Crisis phone workers score each caller's verbal cues and statements during and after a call) and how the score can reflect the phone worker's state of mind as well as the caller's. She said she would check into this and report back. IV. Committee Reports • Executive Committee: Katie asked everyone to schedule the 2008 Board meetings on their calendars. She also asked Board members to pay attention to the Board Calendar and what's going on throughout the year. • Board Development: Joelle Nole announced the committee has been work- ing on a new charter that will be finalized by the end of November. She said they would like to have the orientation in January. • Facilities Committee: Nick MacPhee reported on the Facilities Committee's recommendations that:l. We must move as we are using our currently space intensively and we expect to grow. 2. We should plan and evaluate lease options based on approximately11,000 square feet. 3. We should lease, and drop the"own" consideration. He stated that the bottom line was that ownership of a building for an agency this size would be very risky. There was discussion on owning versus leasing. Currently, we have about 7,000 square feet and have met our capacity. Motion 2: To adopt the recommendations as currently written on the Facilities Report of 11/6/07 (and listed above): 7-0-0. The Board thanked both Kathleen and the committee members for all their hard work on this important issue. • Community Engagement: Steve Shelton gave an overview of the committee's work to date noting that at their first meeting they wanted to focus on making 2-1-1 a household name. At their second meeting, Katie and Kathleen joined them to discuss a different strategy for how Crisis Clinic and the board can engage the community. As the chart shows, there are several "communities" the organization engages with and the committee wants to collect more information to determine which of those would provide the greatest leverage for the organization. Their first focus is on system changers—Homelessness and Disaster Response. They noted that their role, on behalf of the board, is 1) to insure that Crisis Clinic is providing relevant and effective service to the community and 2) insure we are providing service in the most cost effective and efficient manner. Board members acknowledged that this assignment is one of the most difficult since it was not explicit what the charge from the board was and because it would be easy for board members to begin to develop operational plans, which is the responsibility of management. The members encouraged the committee to take their time to ask the questions and collect information upon which they can develop their recommendations. • Resource Development: Corinne reported that the committee met to discuss the house party approach but they needed to collect more information from members, thus in December a committee member will be calling members: 1) To ask what type of event they plan to organize, 2) Whether or not they want to do it individually or be grouped with other board members 3) What month they plan to conduct the event, 4) An estimate of what amount they plan to raise, and 5) What type of assistance they might need. Based on this information, the committee will develop a revenue goal and an event calendar. Members will be responsible for inviting guests, refreshments, etc. and Crisis Clinic will work with the member to determine the program. Staff can provide volunteers from the Crisis Line and Teen Link to speak, staff to talk about 211 and/or use the agency DVD, etc. Karin Hedlund distributed draft 2008 Board Giving forms to everyone, noting that the commitment for a small event is included in the plan. V. Executive Session: Motion 2: To elect Scott Renschler to a first, three-year term as a Trustee for Crisis Clinic. Approved 7-0-0. VI. Adjournment The meeting was adjourned at 8:00 pm. Recorded by Coral Letnes, Business Manager. .1(\[.. ' ' 2-0690 t ' Board Officer Date !:'Administrative'Support Services\Board\2007 documentsWinutes 6 November 14 2007.doc Board of Trustees Meeting Minutes Wednesday, September 19, 2007 6:00-8:30 PM Crisis Clinic Training Room • Mission: Our passion is caring and listening, helping people to make positive life changes. We do this through connections between people and critical resources. Present: Katie Heinrich, Nick MacPhee, Joelle Nole, Maggie Pheasant, Maureen Mitchell, Melissa Allison, Corinne O'Connell, Steve Shelton,Diane Zytniak, Dave Daniels Excused Absent: Jim Schmidt, Eric Holdeman, Vimala Koushik Absent:. Greg Beams, Nathan Brown Guests: Jay Wellington Staff: Kathleen Southwick, Executive Director; Coral Letnes, Business Manager; Susan Gemmel, 2-1-1 Director; Mike Maloy, IT Manager; Karin Hedlund, Development Officer I. Call to Order and Welcome: Katie Heinrich Katie called the meeting to order at 6:04 pm. She welcomed Jay Wellington, candidate for the Board. Katie thanked Kathleen and her staff for the work they did on the annual celebration. She said that of special note was the way in which Kathleen honored the staff and volunteers with personal stories about each of them. II. Consent Agenda Motion I: To adopt the Consent Agenda: Approved 9-0-0 • To approve the minutes of July 18,2007 as amended (adding Melissa Allison as present). • To accept the financial report. • To accept the policy revision in the Board Governance Policies,Board Expecta- tions of the Executive Director, under Financial Condition and Planning related to employee bonuses: Seek prior board authorization to award bonuses that exceed 60% of projected operating gain or are greater than$60,000. III. Follow-up to Board Retreat: Katie Heinrich and Nick MacPhee • Open Discussion: Katie solicited comments/questions members had about the retreat. Joelle Nole noted that the Board Development Committee needed to do some re-thinking about their role. Katie suggested that each Committee recheck their charter, as it's been a year since they were done. Diane Zytniak said she thought the retreat was well directed and ran well. Steve Shelton noted that it was very important that all members be aware of how the Clinic works and the direction of its programs. • Board Development Committee: Joelle reported that, after much work, the Committee had found Jay Wellington, who was up for election to the Board tonight. • Facilities Committee: Nick reported that the Committee met in July, and that a representative from NBBJ had come in and met with Kathleen and Pam. Kathleen will be meeting with Grubb&Ellis related to financial capacity . • Follow-up on New Committees: The Board agreed to form two new committees: a Community Engagement Committee and a Fundraising Committee. Members signed up for at least one committee each as follows: Board Development: Joelle Nole, Diane Zytniak, Nathan Brown, Maggie Pheasant, Vimala Koushik, Corinne O'Connell Facilities Committee: Nick MacPhee, Jim Schmidt, Maureen Mitchell, Jay Wellington Fund Raising Committee: Eric Holdeman, Nick MacPhee, Maureen Mitchell, Greg Beams, Corinne O'Connell • Community Engagement Committee: Melissa Allison, Dave Daniels, Steve Shelton, Maggie Pheasant • All the Committee members gathered together, before they left, to coordinate their schedules and set up meeting times. IV. Executive Director's Report: Kathleen Southwick Kathleen reported on 2-1-1 activities. Karin Hedlund distributed small Crisis Line and 2-1-1 posters to the Board members and asked them to post them at work, in their community, etc. Board members gave Kathleen ideas on places to distribute the posters. • Kathleen said that King County Human Services Division is requiring organizations to write proposals to get their usual allocations from the County. We will know by the end of the month if they will simply negotiate a contract with us as opposed to having to respond to an RFP. • Kathleen and Daemond Arrindell, Youth Services Manager, met with King County Council members Jane Hague and Bob Ferguson, who both felt they could find additional funds for Teen Link in '07 and '08. • Kathleen reported on Crisis Line activities—the most important being recruiting addi- tional phone volunteers due to a shortage. We have begun putting out PSA's on KUOW and KPLU, sending out press releases, posting interior signs on METRO buses, and re-contacting former volunteers to see if they'll come back and take a shift. It appears that other organizations are also reporting difficulty in securing volunteers. V. 2008 Special Event Discussion: Kathleen Southwick and Karin Hedlund • Kathleen explained that the reason for having special events is to build our donor database, and that tonight we needed to decide which we would rather do—have one large special event or several small events, perhaps dinners. Karin distributed background information on previous events (what type of event was held each year, how many table captains were involved, cost of each event, and net raised). After much discussion, the Board decided they wanted to do several Board organized events instead of one, large special event. The Fund-Raising Committee will meet to develop the specific requirements for this approach. Before going into Executive Session, the Board expressed their best wishes to Kathleen on her upcoming nuptials. VI. Executive Session: Motion 2: To elect Jay Wellington to a first, three-year term as a Trustee for Crisis Clinic. Approved 9-0-0 VII. Adjournment The meeting was adjourned at 8:25 PM. Recorded by Coral Letnes, Business Manager. / 1 j ^ '0°1 Bo d Officer Date C:\CORAL'S DOCS\CLINIC DOCUMENTS\2007 DOCUMENTSVYfinutes 19 Sept 2007.doc - " 5/2008 Crisis Clinic 2008 Budget-Cost per Call Crisis Subtotal Hospital Sub-total Fund Services Volunteer Crisis Author. 211 Teenlink Programs Admin Raising Total Revenue&Support Contribution 40,000 0 40,000 0 35,000 35,000 110,000 0 40,000 150,000 United Way 200,000 0 200,000 0 337,750 29,115 566,865 0 0 566,865 Govt Fees&Grants 484,220 0 484,220 693,668 690,168 117,700 1,985,756 0 0 1,985,756 Private Contract 62,400 0 62,400 17,520 222,380 0 302,300 0 0 302,300 Products 0 1,500 1,500 0 73,600 0 75,100 0 0 75,100 Training/Other 6,800 0 6,800 0 0 0 6,800 0 0 6,800 Interest Income 0 0 0 0 0 0 28,000 0 28,000 Release-Temp.Restricted Funds 0 0 0 0 0 55,000 55,000 0 0 55,000 Total 793,420 1,500 794,920 711,188 1,358,898 236,815 3,101,821 28,000 40,000 3,169,821 Expenses • 0 Salaries&Wages 405,683 83,441 489,123 361,585 782,047 146,250 1,779,006 271,928 37,050 2,087,983 Benefits 28,119 8,446 36,565 32,432 84,850 21,115 174,961 24,184 4,223 203,368 Taxes 39,971 8,107 48,077 35,222 77,513 14,562 175,374 26,226 3,626 205,226 Sub-total Personnel 473,772 99,993 573,765 429,239 944,410 181,927 2,129,341 322,338 44,899 2,496,577 Professional Fees/Accreditation 5,800 5,800 9,500 0 15,300 Respite Direct Expenses 20,400 20,400 20,400 Subcontractors 1,800 1,800 71,360 73,160 73,160 Office Supplies 5,000 2,000 7,000 3,000 14,800 3,500 28,300 5,000 2,500 35,800 Telephone/Internet 21,000 1,200 22,200 5,000 33,200 2,000 62,400 4,000 600 67,000 Postage&Mailings 500 200 700 100 6,000 1,000 7,800 1,200 3,000 12,000 Occupancy* 36,800 6,400 43,200 9,600 68,800 8,000 129,600 28,800 1,600 160,000 Copier Expense 2,500 1,000 3,500 800 2,900 1,800 9,000 1,500 500 11,000 Printing/Publications/Subscriptions 1,000 100 1,100 500 18,500 10,500 30,600 2,500 3,000 36,100 Advertising/Promotions 20,000 20,000 0 5,000 1,000 26,000 0 0 26,000 Transportation 250 300 550 250 3,600 3,600 8,000 1,000 250 9,250 Conf.&Training 3,500 200 3,700 500 10,000 500 14,700 700 500 15,900 Dues 1,000 0 1,000 2,000 3,000 200 300 3,500 Recognition 700 2,500 3,200 1,000 • 1,200 5,400 500 100 6,000 Board Expenses 0 0 0 0 0 0 3,000_ 0 3,000 Insurance* 5,848 557 6,405 3,899 8,354 1,392 20,050 1,671 278 21,999 - Want Ads 2,500 0 2,500 500 4,000 0 7,000 0 0 7,000 Misc 2,000 500 2,500 2,000 2,000 500 7,000 2,000 500 9,500 Sub-tot.Operating Exp 104,398 14,957 119,355 97,509 206,354 34,992 458,210 61,571 13,128 532,909 Total Expenses 578,170 114,950 693,120 526,748 1,150,764 216,919 2,587,551 383,909 58,027 3,029,486 Fund Depreciation 7,184 991 8,175 7,000 22,000 2,000 39,175 5,000 2,500 46,675 Total w/Depreciation 585,354 115,941 701,295 533,748 1,172,764 218,919 2,626,726 388,909 60,527:,=,"',...3,076,161 _ %of Program Expense 22.28% 4.41% 26.70% 20.32% 44.65% 8.33% 100.00%: 449,436 Share ofAdmin/FR 100,155 19,838 118,533 94,023 199,878 37,002 449,436, Total;Cost"wlAdmin/FR Share ,„``, ;-T' 685,508 135,779 819,828 627,771 1,372,642 255,921 , 3,076;162: 2008 Incoming Calls/Contacts 84,225 84,225 100,781 7,400 2008 Cost per Call/Contact $9.73 $13.62 $34.58 Excess/Deficit (24,908) 83,417 (13,744) (19,106) 25,659 - 3 'Y %a2."-- - .'WryF 4':' a'fr:C`.,44�' e q>•!-€"e'Cs — ^M1"t.3" v..Y..�i, :h:avf.:-a �g:`Y4 fir,: J'2 *.,,,,`de"Y,, .,w1_ - r.�• .. �A. 2itf.. jj '�'r'�+8'Fl"3S'^ ,'S:J�i` _ .''y4'P..`�i, ���t6�N. _-.`Y�� ,:.iy.� E:� - -al.v.'nx, G.a '�` �i`. - ':Ykf1wS"*". $.,� .n"�: ':'^', :�k�f �' =t.u.d, pE3� i%'f.`> l*?�'%x'r�Y-. `GNU'"� - t':}�..u: >� .s�`,ti. :� �•�-,: ic`" ,.;.,.;,". ,�,Ss �..- x.f� '= .n, `�...-.o-, r-1t.7? �x. .�:�'� ,�az�;-."� ,:^;�,..�'���,_'�F,r;1ek:� _^.tii,-�'; tN o,i `ri i',,a �_ -ms;: 7%YS :',' f- c{;r-�,u-. e,r + `'fPP e`,iU'i :,y: 7�.fts,jai. 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UNION STREET, SUITE 2300 SEATTLE, WASHINGTON 98101 • INDEPENDENT AUDITORS' REPORT To the Board of Trustees Crisis Clinic • Battle, Washington We have audited the accompanying statements of financial position of Crisis Clinic as of December 31, 2006 and 2005, and the related statements of activities, functional expenses, and Cash flows for the years then ended. These financial statements are the responsibility of the Crisis Clinic's management. Our responsibility is to express an opinion on these financial Statements based on our audits. We conducted our audits in accordance with auditing standards generally accepted in the United States. Those standards require that we plan and perform the audit to obtain reasonable assurance about whether the financial statements are free of material misstatement. An audit includes examining, on a test basis, evidence supporting the amounts and disclosures in the financial statements. An audit also includes assessing the accounting principles used and • significant estimates made by management, as well as evaluating the overall financial statement plresentation. We believe that our audits provide a reasonable basis for our opinion. In our opinion, the financial statements referred to above present fairly, in all material respects, the financial position of Crisis Clinic as of December 31, 2006 and 2005, and the changes in its net assets and its cash flows for the years then ended in conformity with accounting principles generally accepted in the United States. April 19, 2007 i 1 Tel 206.382.7777 • Ern. 206:382.7700 • www.pscpa.com ni �b,yy,,yr ,•�:a p �.�z� �� ;a�1 w¢ ;.ri �� C �< 5r���� '•r ?o. ,i`+`�,•o�'"v,=4�_�.�n:���a,�-":';`,;:�P�;.�, �,,,N ...:.,u xi��-4�:;,� :t '•.1 '•err ''wr ;hi Bpi s Yti "a ,`'r £int ra:2 .r,SS"'"4—t. ,w:„{ir €tw,, rc..• „r;,t,xnq 3',,,;1•f a,A. n.. }`� �'� ;r. �r .t"'i`,.,� t,� � .�, "T�v°^ ; ys��Ss��„F":�='= ->;i�s.�,;�•''%`:`fk��'•''�''r r�, ��,°':+,yet 5,� �dr' t- � tea. 5 r>t.,�,,;n„ i^,��.•y,•-s" ; �'� ..mi .. ,..z: -S.c" ' ''4 ,, k ��z,��r "+.'.'.' F :,' ,t' ,yisy3-. -sey4•-�.`1, - .k.�, 410,1 '� �Tl�d �rf.' �ar t„}, �.. x"_ x u-�` r >~.�vya��,„. -,�,=`•����. �r�. „c ""�.j� a�+'',i� ?'��k:k'yy 2�j .rr.. .4-Y�3n ,g cY:�. as�;7.F h';','p}:•.,? _'� .gyp;t ':,,� �;.��S�S�. jN< ,. .� p'� "�:.x't+�- 1"��,�°_�.��,,,��,.�.,� "'{�'���i,';�;r,�, :f-y�. w�'µ�� .'�' �:F,^�v�v��, >�, '!iw.� �' f,,, k ., .el: SL.tT •e'f; ; K ;4 ' .;Z,§:.Ac k' S�f' 'W- '.t4 '��" xnd',' :� '. 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Y4j' a ' {,r a ,}„ >F ',, rs, x te rts ` . :r"� _ ` 6 vµ++ -f ;� ?�C ."4'g 7 y,; .,, r,A�:.` «. ,•4.',t..4 cr',§+>'a A1P: .� .fib a3 ::��Si`r;-"s.:+?HA1.`r.M� - *;` ' -�.�?�,.. .?�'...�.� :�.���� .. �' '� 1_^ '� PETERSON SULLIVAN PLLC MIRED PUOLK ACCOUNTANTS • ..1 UNION STREET, SUITE 2300 SEATTLE, WASHINGTON 98101 • April 19, 2007 • To the Board of Trustees • ,Crisis Clinic ISeattle, Washington In planning and performing our audit of the financial statements of Crisis Clinic ("the Organization") as of and for the year ended December 31, 2006, we considered the Organization's internal control over financial reporting as a basis for designing our auditing procedures 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. •Our consideration of internal control in connection with our audit would not necessarily disclose all matters in internal control that might be material weaknesses under standards established by the American Institute of Certified Public Accountants. A material weakness is a significant deficiency, or combination of significant deficiencies, that results in more than a remote likelihood that a material misstatement of the financial statements Will not be prevented or detected by the entity's internal control. However, we noted no matters involving internal control and its operation that we consider to be material weaknesses as defined above. This communication is intended solely for the information and internal use of management, the Board of Trustees, and the Finance Committee and is not intended to be and should not be used by anyone other than these specified parties. • • • Te9 206.382;7777 • :.a 206.382.7700 • www.pscpa.com 4/15/2008 CRISIS CLINIC Financial Statement -Year to Date March-08 Year to Year to Variance 2008 Date Date Favorable Approved Actual Budget (Unfavorable) Budget Support& Revenue Contributions-General 80,000 43,073 31,237 11,836 Contribution-Teenlink 35,000 0 0 0 Contribution-211 35,000 0 0 0 Contribution- Crisis 0 0 0 United Way 566,865 141,717 141,716 1 Govt. Fees/Grants 1,985,756 504,299 496,439 7,860 Private Contracts 302,300 73,055 75,575 (2,520) Products 75,100 41,100 18,775 22,325 Training/SOS/Misc. 6,800 496 1,700 (1,204) Interest Income 28,000 10,423 7,000 3,423 Transfer from Teenlink 55,000 0 0 0 Total Revenue 3,169,821 814,163 772,442 41,721 Expenses Salaries&Wages 2,087,983 496,665 521,996 25,331 Benefits 203,368 47,563 50,842 3,279 Taxes 205,226 43,042 51,307 8,265 Sub-total Personnel 2,496,577 587,270 624,145 36,875 SubContractors 73,160 21,940 18,290 -3,650 Caregiver 20,400 4,164 5,100 936 Professional Fees 15,300 275 1,450 1,175 Supplies 35,800 11,820 12,850 1,030 . Telephone 67,000 20,351 16,750 -3,601 Postage 12,000 3,697 3,000 -697 Occupancy 160,000 37,597 40,000 2,403 Copier Expense 11,000 2,652 2,750 98 Printing& Publications 36,100 17,218 16,525 -693 Advertising 26,000 3,850 6,500 2,650 Transportation 9,250 3,087 2,312 -775 Conf. &Meetings 15,900 857 1,600 743 Dues 3,500 2,540 3,000 460 Vol. Recognition 6,000 323 1,500 1,177 Board Expenses 3,000 256 750 494 Insurance 22,000 4,455 5,500 1,045 Want Ads 7,000 2,684 1,750 -934 Misc./bank fees 9,500 1,979 2,375 396 Operating Expenses 532,910 139,745 142,002 2,257 Total Expenses 3,029,487 727,015 766,147 39,132 Operating Excess (Deficit) 140,334 87,148 6,295 80,853 Fund Depreciation (46,675) (8,932) (11,669) 2,737 Net 34,834 78,216 (23,674) 101,890 1 Crisis Clinic Policy and Procedures Section: Personnel Index Location: Title: Non-Discrimination Authorized Reviewer: Executive Director Date of Last Review/Initialed: 7/10/06 Also Reference: X.I. CIL Client Grievance Procedures VIII. Crisis Services Complaints & Ombuds VIII. Crisis Services Client Grievance Procedures Policy: No person shall be subjected to discrimination or harassment by Crisis Clinic or any of its subcontractors, either directly or through contractual or other arrangements, on the grounds of race, color, national origin, gender, sexual orienta- tion, age, religion, creed, marital status, disabled or Vietnam Era Veteran status, physical, mental or sensory handicap (which includes persons known to have HIV/AIDS virus) or any other class of persons protected by local, state or federal law. Crisis Clinic ("Clinic") welcomes applications from people with disabilities and does not discriminate against them in any way. No otherwise qualified handicapped indi- vidual shall, solely by reason of his/her handicap or disability, be excluded from the participation in, be denied the benefits of, or be subjected to discrimination under any program or activity provided by or through Crisis Clinic. This policy is designed to ensure equal access and treatment for all employees, clients, subcontractors, suppliers, and the public, and covers employment practices, delivery of agency ser- vices, and every aspect of the Clinic's programs, practices, policies, and activities. If necessary, Crisis Clinic will make reasonable accommodation to ensure services or employment are not denied to any person solely on the basis of a handicap. Crisis Clinic will not: 1. discriminate against any person in services provision, service accessibility, recruitment, hiring, training, compensation, benefits, promotion, transfer, termi- nation, lay off, reduction in force, or in any terms or conditions of employment; 2. harass or make any comments, display or distribute any materials which are derogatory; 3. aid or perpetuate discrimination against a person by providing assistance to any agency, organization or person that discriminates; 4. deny a person any services, financial aid, or other program benefits; 5. provide access which does not afford equal participation or benefit to that afforded others; 6. utilize criteria or methods which have the effect of defeating or impairing accom- plishments or objectives of the Clinic's policies and plans; 7. determine and select the site or location of facilities, program, or activities that will have the effect of excluding or denying persons from benefits or subject per- sons to discrimination. IIA1 NonDiscrimination.doc Page 1 of 4 Updated on 04/15/08 Crisis Clinic will not discriminate against any employee or applicant because of a disability unless the lack of such disability is a bona-fide occupational qualification (BFOQ). All other qualifications being equal, an employee or applicant will not be rejected for employment, transfer, promotion or other employment status, if reason- able accommodation can be provided to allow for their disability. Information con- cerning the medical condition or history of an employee or applicant will be kept separate from personnel records and will be shared only in the following ways: • Supervisors and managers may be informed of restrictions on the work or duties of the individual with a disability and informed of necessary accommodations. • Government officials investigating compliance with federal or state regulations may be provided relevant information on request. Crisis Clinic complies with Title VII of the Civil Rights Act of 1964, Equal Pay Act of 1963, Section 504 of the 1974 Rehabilitation Act, Age Discrimination in Employment Act of 1.967, Americans with Disabilities Act of 1990, Vietnam-Era Veterans Read- justment Act of 1974, and other federal, state, and local laws and regulations. Procedure(s): 1. Communications and Alternate Format Documents: Persons with hearing impair- ments or deafness may require access to TDDs or sign language interpreters. Crisis Clinic's Crisis Line and Community Information Line have TDDs for callers. Crisis Clinic will make every attempt to obtain sign language interpreters for our public meetings/events if requested in advance. The cost of such services will be paid by the Clinic. For events not conducted at the Clinic, barrier-free facilities will be sought. If requests are received for alternate format documents, these requests will be reviewed to determine what type of alternate format would be most appropriate. Such alternate formats may include audiotape, Braille, computer disks or large print. Such requests should be submitted to the ADA/Section 504 Coordinator: the Executive Director. The ADA/Section 504 Coordinator will ensure prompt follow-up and response to the request for alternate format documents.. 2. Requests for Accommodation: All requests for accommodation should be sub- mitted to the ADA/Section 504 Coordinator. Crisis Clinic's Coordinator is the Executive Director. The ADA/Section 504 Coordinator will review the request and follow up with the individual requesting accommodation. The requested accommodation will be given primary consideration; however, the Clinic reserves the right to choose a less expensive or other reasonable accommodation, which is easier to provide. If the requested accommodation would fundamentally alter the nature of the program or would present undue financial and administrative burdens, the ADA/Section 504 Coordinator may pur- sue other accommodations, which do not present such a burden. If no other accommodations are available, a written statement of the reason(s) for deter- mining the requested accommodation is an undue burden will be placed in the Clinic's files and maintained and reviewed at each subsequent self-evaluation. IIA1 NonDiscrimination.doc Page 2 of 4 Updated on 04/15/08 3. Self-Evaluation: At least once annually, the Clinic conducts a self-evaluation to ensure it complies with the ADA and other non-discrimination regulations. During this self-evaluation, the Clinic will review its non-discrimination policy and actions, and ensure its facilities, services, and employment are accessible to all persons. If the Clinic has determined any requested accommodations would cause undue financial and/or administrative burden or would fundamentally alter the nature of the program(s) provided, the written statement of such a decision will be reviewed at the self-evaluation to determine whether the decision made continues to be relevant. If updates or changes are necessary as a result of the self-evaluation process, an action plan will be developed which will include time-specific deadlines. Completed self-evaluations will be maintained on file for no less than five years. 4. Notification: Notices of this policy will be made on a continuing through throu h brochures, job announcements, public event announcements, and other notices deemed appropriate by Crisis Clinic. Public comments regarding availability of services and non-discrimination are encouraged, and reviewed by the Clinic's ADA/Section 504 Coordinator, who will take action if appropriate. At each annual self-evaluation, all such comments will be reviewed as part of the Clinic's over-all review and further action taken if appropriate. 5. Recruitment and Employment Practices: All recruiting employment practices and activities are conducted on a basis that does not discriminate because of race, color, national origin, gender, age, religion, creed, marital status, sexual orienta- tion, disabled or Vietnam Era Veteran status, physical, mental or sensory handicap (which includes persons known to have HIV/AIDS virus) or other class of persons protected by local, state or federal law. To ensure that employment interviews conform to federal, state and local employment laws, all staff conducting interviews must be familiar with the "Pre-Employment Inquiries" document that is attached. Crisis Clinic will not discriminate against persons with disabilities when making promotion, demotion, transfer, layoff, termination, rehire, pay changes, rates of pay, job assignment, training or benefit decisions. Employees or potential employees who wish to request special accommodation to known physical, sensory or mental limitations should refer to the section on Requests for Accommodation above. 6. Vendors, Contractors and Consultants: Crisis Clinic will not purchase goods or services from any contractors, consultants or vendors who discriminate illegally based on race, color, national origin, gender, age, religion, creed, marital status, sexual orientation, disabled or Vietnam Era Veteran status, or due to any physical, mental or sensory handicap (which includes persons known to have HIV/AIDS virus). In considering offers from and doing business with consultants and/or suppliers, Crisis Clinic will not discriminate against any person on the basis of race, color, religion, sex, age, national origin, marital status, sexual orientation, the presence of any mental or physical disability in an otherwise qualified disabled person, or any other classification prohibited by local, state or federal law. I/A1 NonDiscrimination.doc Page 3 of 4 Updated on 04/15/08 II 7. Complaints: Crisis Clinic will promptly and thoroughly investigate all claims of dis- crimination from callers, staff members, volunteers, and any member of the community. Complaints of discrimination will be handled with sensitivity, discretion and confidentiality to the extent allowed by the circumstances and the law. Generally this means that allegations of discrimination are shared with those who have a need to know so that the Crisis Clinic can conduct an effective investigation. Each employee is responsible for supporting and adhering to this policy. Employees should never tolerate discriminatory behavior. They should make their feelings known to the offending employee. But if they are not comfortable doing this, then they must promptly report any offending behavior, whether such behavior is directed towards them personally or to other employees of the Clinic, to their supervisor, manager or Executive Director. Employees shall report concerns about discrimination before behaviors become severe or pervasive, as the Crisis Clinic prefers to stop discrimination before it rises to the level of a violation of the anti-discrimination laws. Supervisors and managers who know or receive reports of offending behavior or complaints from callers or any other member of the community must promptly notify the Executive Director so that appropriate action can be taken. The complainant is usually requested to provide as many details as possible, such as the date(s), location(s), name(s) of witnesses, or information about the alleged discriminator(s). Persons with relevant information will be interviewed. During the investigation of complaints, steps may be taken to minimize contact between the complainant and the alleged discriminator. After the investigation is completed, Crisis Clinic will share its findings with the complainant, the alleged discriminator and, if appropriate, other people directly concerned with the incident. If Clinic concludes that improper discrimination occurred, prompt and effective remedial actions will be taken. This may include discipline and/or other actions to remedy the effects of the discrimination and prevent further discrimination. No retaliatory action will be taken against any employee who in good faith files a complaint or assists in the investigation of such a complaint. Employees who believe they have been retaliated against for having reported an incident of discrimination or participated in an investigation of a complaint are urged to promptly notify their manager or the Executive Director so their concerns can be investigated. Appropriate corrective measures will be taken if allegations of retaliation are substantiated. \Questions regarding the plan or any practice that appears to be inconsistent with its goals should be directed to the Executive Director. Prepared by: Business Manager, 7/10/06 IIA1 NonDiscrimination.doc Page 4 of 4 Updated on 04/15/08 1 I � 1 4 Zbel Application Cover Pages (Agency Information and Questions 1 — 7) Agency Information g Y Agency Name: CRISIS CLINIC11 Applicant Name and Address: Agency Director: P� odths icl�Crisis Clinic Kathleeni ,PAF,wtive Dir;ctor 1515 Dexter Ave.N. #300 Namealn-dOTPe Seattle,WA 98109 (2=6)46`1i32'b0_ex:.6159Ov (Area CodeTTTeleplidnOCS ksouthwick@crisisclinic.org (206)461-8368 E-mail address (if available) (Area Code)Fax Number I Required signatures: By signing below,you certify that the information in this application is accurate to the best of your knowledge and that you have read the application, certifications, and appendixes. ( IG S MUS E IN-BL K) Signature of Agency Board President/Date Signature of Agency Director/Date Katie Heinrich Kathleen Southwick Printed Name of Agency Board President Printed Name of Agency Director Program Information 1. Program Name 24-HOUR CRISIS LINE Contact Person(available to answer specific questions on this application) Coral Letnes (206)461-3210 ext. 613 Name (Area Code)Telephone Address (if different than above) cletnes@crisisclinic.org (206)461-8368 E-mail address(if available) (Area Code)Fax Number 2: Program is New for our agency ❑An Ongoing Program 3. Brief Description of Program(One sentence) The 24-Hour Crisis Line's trained and supervised volunteers provide emergency telephone intervention for all King County residents in crisis or emotional distress every day of the year,listening and providing feedback and referrals to other agencies or direct linkage to emergency mental health services as needed. 4. Where are services provided? (If different from agency location) Page 1 , 5. Total Program Cost: Actual 2007: $ 805,654 Proposed 2009: $ 827,692 Projected 2008: $ 819,828 6., Total City Funds Requested for this Program: City Awarded 2008 Requested 2009* General Fund CDBG Total Requested** , Auburn $ 1,000 $2,500 Federal Way 5,500 5,500 Kent 2,500 5,000 Renton 2,500 5,000 City Awarded 2008 Requested 2009* General Fund General Fund Burien $ 0 $2,000 Covington 2,000 2,000 Des Moines 1,000 1,500 Enumclaw 0 0 SeaTac 2,000 2,000 Tukwila 1,302 1,500 *Cities on a two year funding cycle will renew 2009 awards to 2010 based upon performance and availability of funds. See Part II for city specific information. **Include your total request for Auburn,Federal Way Kent and Renton. The source of funding will be determined by staff. _ I Page 2 -_, 7. Agency Contact Sheet Provide the following information for the agency and for the program requesting funds. Agency Contacts General Agency Name: Crisis Clinic Address: 1515 Dexter Ave.N.,#300 City/State/Zip: Seattle,WA 98109 Phone/Fax: (206)461-3210 (206)461-8368 Agency Web Address: www.crisisclinic.org Executive Director Name: Kathleen Southwick Title: Executive Director Direct Phone: (206)461-3210 ext. 615 E-Mail: ksouthwick@crisisclinic.org Development Director Name: Karin Hedlund (or (Grant Writer) Title: Manager of Development&Community Relations Direct Phone: (206)461-3210 ext. 605 E-Mail: khedlund@crisisclinic.org Finance/Accountant Name: Coral Letnes (person preparing invoices) Title: Business Manager Direct Phone: (206)461-3210 ext. 613 E-Mail: cletnes@crisisclinic.org Program Contact (Staff contact for contracting, reporting and program implementation.) Program Name: 24-HOUR CRISIS LINE Staff Name: Don Kuch Title: Director of Clinical Services Direct Phone: (206)461-3210 ext.623 E-Mail: dkuch@crisisclinic.org Page 3 it 8. ORGANIZATIONAL EXPERIENCE • A. Experience In 1963, a distraught postal worker brutally stabbed a young girl after he tried repeat- edly to get help,but found none. Out of that tragic experience, community members banded together to create a place where those in crisis could find immediate help. Thus, in 1964, Crisis Clinic was founded. Crisis Clinic is one of the nation's oldest crisis intervention agencies. We strive to provide crisis intervention and information and referral services efficiently, effec- tively and with compassion to all residents of King County. Our basic programs are the 24-Hour Crisis Line, 2-1-1 Community Information Line and Teen Link. The 24-Hour Crisis Line uses trained volunteers and staff to answer calls from people in emotional distress and crisis. The Crisis Line is supervised at all times by a Crisis Supervisor, who is an experienced mental health professional. The 24-Hour Crisis Line is an integral part of the King County Mental Health System. In 2007, the 24-Hour Crisis Line handled more than 90,500 calls. The majority of the calls were about emotional and mental health issues. Eleven percent of calls were about suicide, homicide or abuse/assault issues, and more than 4,400 calls dealt with suicide ideation. Many callers have a serious and persistent mental illness. In fact, we screened approximately 25% of all callers for the need for emergency mental health services such as a next-day mental health appointment or an adult or child in- home assessment. More than 4,500 callers were linked with these emergency services. Because anyone can experience a crisis or be in emotional distress, the 24-Hour Crisis Line is a resource for everyone in the community regardless of age, ethnicity, income or place of residence. We are also a resource for family members who are unsure about the behavior of a loved one. We can help them determine the seriousness of the situation and link them with resources. Our Crisis Supervisors also provide profes- sional consultation to educators and health, mental health and public safety officials. The 24-Hour Crisis Line meets the highest national standards and is accredited by CONTACT USA. B. Operational Structure Crisis Clinic has six departments, each of which has its own Director/Manager. They include Crisis Services, Volunteer Services, 2-1-1 Community Information Line, Teen Link, Business Management and Technology. Each Director/Manager reports to the Executive Director and is responsible for the operation of his/her program, including meeting all contractual requirements. The Executive Director, Kathleen Southwick, has a Master's degree and more than 21 years of experience in non-profit management. Don Kuch, the Clinical Director, is a Mental Health Professional,with 8-1 a Master's in Psychology and has been accredited at the Master's level with the National Association of Forensic Counselors as a Certified Clinical Criminal Justice Specialist(#16946). He has worked for Crisis Clinic since 1998, first as a Crisis Supervisor and, since February 2001, as Clinical Director. Crisis Clinic has a Board of Trustees who has delegated operations to the Executive Director. The Board meets bi-monthly(six times a year), focusing on 1) addressing strategic issues facing the organization, 2)maintaining linkages with the community, and 3) assuring operational effectiveness. In 2007, the Board engaged in a strategic program evaluation and as a result is now engaged in evaluating how effectively we are engaged with the diverse communities we serve, including our funding cities. All Board members attend an orientation program and complete a listening shift on the 24-Hour Crisis Line. The Board recruits members who reflect the community we serve and individuals with the skills and experience to assist the Board in fulfilling its work plan. There are 18 trustees, which we consider a full complement of members although the bylaws allow up to 30 members. We continue to focus recruitment on people who live and/or work in South King County. We currently have Board members who live in Renton, Auburn, Fall City and Puyallup. Ages range from late 20's to 60. There are eight women and ten men. Three individuals are persons of color. Two members are for- mer Crisis Line volunteers and one person had a family member who committed sui- - cide. One member has a child living with a serious mental illness and one member is a therapist in private practice. 8-2 9. NEED FOR YOUR PROGRAM A. Problem Statement Anyone can find him or herself in a crisis. It might the loss of a job, a relationship, a health concern or a family problem. Often,people call us because they have no one else to talk with about their situation. We also are a resource for many people with a mental illness and for some, we are their only treatment option. Public safety offi- cials, educators, counselors,health care workers and other professionals depend on the expertise of the 24-Hour Crisis Line to help them navigate the confusing world of mental health and social services on behalf of their clients. Mental illness is the second leading cause of disability and premature death and accounts for over 15%of the burden of diseases in the U.S. It is intricately related to physical health, according to the U.S. Dept. of Health and Human Services. It is estimated that 1 in 5 Americans will experience a mental illness during his or her lifetime. For many people, their illness is never diagnosed or treated, leading to problems sustaining employment or constructive relationships. Untreated depression is the leading cause of suicide. According to the Surgeon General's "National Strategy for Suicide Prevention," suicide is the eighth leading cause of death. More than 30,000 Americans die from suicide each year. Suicide is the third leading cause • of death among youth ages 10-24 and the second leading cause of death for people ages 25-34. The economic impact of suicide is staggering. One economic analysis estimated the total economic cost to be$111.3 billion including medical expenses,work-related losses and quality of life losses; this excludes the anguish families experience. Most recent estimates for King County(2006) show that there were 227 suicides, with 20%of those being individuals age 60+. Unfortunately, there was an increase in suicides for youth 19 and under to 11 from 8 the year before. The five year average suicide rate in King County is 11.1/100,000 population,but several south areas have higher rates including Upper Snoqualmie (14.6), southeast ((12.8), Burien (12.7), Covington/Maple Valley(12.5), Federal Way(12.4) and Kent(12.3). (Public Health, Community Indicators, 2005) According to the 2006 Health of King County report, 9.3% of King County's popula- tion(130,000)reported they experienced frequent mental distress, which is charac- terized as having 14 or more days per year when their mental health was not good. King County ranked 8th out of 15 major metropolitan counties for the rate of frequent mental distress experienced by its residents. Even higher rates were seen in South King County(10.6%). This was more frequent in people of lower income or African/ American or Hispanic/Latino persons. 9-3 B. Target Population Our service is available to anyone who needs assistance in dealing with life's crises. While the 24-Hour Crisis Line responds to people considering suicide and living with a mental illness, it is also a resource for people who find themselves in stressful situations due to family conflicts, alcohol/drug use,relationship violence, grief and loss and many other issues. No one is immune to a crisis. We are a listening presence for people who don't want to discuss their fears and con- cerns with family, co-workers or friends. These concerns can impact anyone, at any- time. While we focus on responding to the needs of King County residents, we receive calls from individuals throughout the U.S. and are able to address their immediate crisis and refer them to their local crisis line. In 2007, the 24-Hour Crisis Line handled 90,500 calls; 30% of those callers lived in South King County. Of South King County callers, 84%had incomes below poverty, 54%were male, 19% were persons of color and 38%were disabled. Twenty percent were living in households with children. Seventy-three percent identified that they are living with a serious or chronic mental illness,but 32%had no treatment provider at all. More than 700 people called seriously considering suicide but after talking with a Phone Worker, 80% agreed to keep themselves safe until we could find help for them. 9-4 10. PROPOSED PROGRAM/SERVICE A. Program Description 1. Type of Services: The 24-Hour Crisis Line provides emergency telephone inter- vention for people in crisis or emotional distress. We focus on empathetic listen- ing, feedback and helping the caller to focus on options. We also provide referrals to other agencies and a direct linkage for emergency mental health services. The 24-Hour Crisis Line is a foundational component of the human services sys- tem because it offers immediate support to people in distress due to a wide range of problems that the human services system works to address: poverty, abuse/ assault, lack of health/mental health care, unemployment, etc. 2. Methods to Serve Target Population: Calls are handled by professionally trained and supervised volunteer Phone Workers; staff members are used on the midnight to 8AM shift. There are almost 200 volunteers who answer calls and assist in training other volunteers. Each volunteer is carefully screened and receives more than 50+hours of training. Each volunteer serves on one, 4-%hour shift every week for at least one year. A Crisis Supervisor, who is an experienced Mental Health Professional, directs all activities on the 24-Hour Crisis Line. Additionally, there is a Crisis Intervention Specialist to support the volunteers. All calls are handled at our Seattle office. 3. Outreach to Target Population: The 24-Hour Crisis Line responds mainly to callers from King County, but can refer callers from other locations to the nearest crisis line. We have local and toll-free phone numbers. We have a TDD for the hearing impaired and use the TeleInterpreter Language Service for callers who do not speak English. All calls are anonymous and confidential. We log only demo- graphic and need information on our callers unless they want to be linked to a specific mental health treatment provider. Our phone numbers are listed on the emergency pages of phone books and on the phone voice message of many governmental and social service agencies that may have people in crisis calling them after hours. Also, most therapists in private practice have our phone number on their voice mail. We distribute English and Spanish telephone cards and coordinate with other agencies to have our phone numbers printed on their materials. We are often featured on radio programs or in print articles about mental health/crisis situations. TV stations often broadcast our phone number following a story with suicide or crisis content. We make presen- tations to companies and attend community fairs and other events to publicize the 24-Hour Crisis Line. In 2007, we ran 463 interior bus signs to publicize the avail- ability of the 24-Hour Crisis Line, and also run announcements on KUOW and KPLU about five times a year. 4. How Program Addresses Problem Statement: The 24-Hour Crisis Line is able to respond to callers in all types of distress and help them sort through their 10-1 options, as well as link them directly to other social service agencies that can help them. We help callers navigate the confusing world of mental health and social services. We also have these special services to address the needs of our callers: a. Professional Consultation. Our crisis supervisors offer direct consultations to other professionals who may be dealing with a mentally ill client. b. After-Hours Contracts. We handle the after-hours calls from the clients of 12 mental health agencies. We maintain a copy of the client's crisis plan and can address their immediate need/emotional distress in conformance with their treatment plan. This provides a fast and appropriate response to those clients. c. Children's Crisis Outreach Service. We assess the need for an in-home evaluation of families with a child in crisis and dispatch the YMCA's team. d. Next-Day Mental Health Appointments. We schedule assessment appoint- ments for individuals who have an urgent mental health need. The only way to get this service is through the 24-Hour Crisis Line. e. Linkage to King County Crisis and Commitment Services. We make direct referrals to the outreach team who can assess an individual for volun- tary or involuntary hospitalization. f. Private Practice Therapists. We maintain listings of those therapists who often have a sliding fee scale for low-income clients. Many callers are not eligible for state-funded services and also cannot afford market rates for therapy. g. Survivors of Suicide. We offer bereavement support on the 24-Hour Crisis Line for family and friends who have lost a loved one to suicide, and invite callers to attend our drop-in Survivors of Suicide support groups. 5. How Program Addresses Language/Cultural Needs: Volunteers are trained in non-judgmental communication. We train them to ask open-ended questions and not to make assumptions about a caller's motivation, values or behaviors. We use the Teleinterpreters Service for callers who do not speak English, and make refer- rals to specific mental health or social service agencies serving specific ethnic or cultural populations. 6. Significant Changes in 2009-10: 24-Hour Crisis Line may have additional responsibilities on behalf of the entire mental health system as a result of the Mental Health Sales Tax Plan programs being developed. 7. How Program Works with Other Programs/Agencies: We coordinate with many social service and mental health providers through direct linkages and community referrals. We have collaborations/contracts with 12 organizations whereby we answer calls from their clients after they are closed. We do not subcontract our services. 10-2 B. Performance Measures and Outcomes Performance Measures: 1. Number of Incoming Calls 2. Number of Outgoing/Linkage Calls 3. Number of Referrals Outcome: "People experiencing emotional distress/crisis regain and/or maintain stability." Indicators: 1. At least 58% of callers experience distress reduction 2. At least 73% of callers engage in problem solving 3. At least 90% of callers express appreciation 10-3 C. Staffing Plan & Evaluation Staffing Plan: Don Kuch, Clinical Director of the 24-Hour Crisis Line (.5 FTE) and Hospital Authorization program (.5 FTE), is a Master's prepared Mental Health Profes- sional with more than 16 years of clinical experience. He is responsible for developing, monitoring and assuring adherence to operational policies and procedures and provides appropriate direct support and leadership to the Crisis Line team. Terran Campbell is the Crisis Line Coordinator(.4 FTE). She is a Master's level clinician who has been with the Clinic since 1992 and has responsibility for the daily operation of the 24-Hour Crisis Line. Mildred Smith, Volunteer Services Manager(1 FTE), has a Bachelor's in Social Work and a Master's in Organizational Development, and has been managing our almost 200 volunteers for three years. A 1 FTE Volunteer Specialist assists her. There are 3.85 FTE Crisis Supervisors who are Mental Health Professionals (as defined by WAC 388-865-0150) with considerable experience in crisis intervention. Their duties include: clinical responsibility for content of all calls, determination of appropriate inter- ventions, supervising Phone Workers and CIS staff, developing and implementing case plans for persons in crisis or regular callers with their clients. They are assisted by 4 FTE Crisis Intervention Specialists (CIS). The 24-Hour Crisis Line is answered by 197 trained volunteer Phone Workers (14.5 FTE). Twenty-two percent live in South King County. During the night shift, we use paid staff as Phone Workers (3.40 FTE). The duties of all Phone Workers include telephone crisis intervention and referral. They are supervised closely by the Crisis Supervisor and are under continual supervision throughout every shift. Evaluation: The 24-Hour Crisis Line has a formal quality assurance policy to ensure our service meets contractual and professional standards and best practices. Feedback is given to staff and volunteers on performance measures. Data Collection: Phone Workers enter caller data into our computerized data collection program. Each call record is reviewed twice: once by a Crisis Intervention Specialist then by the Crisis Supervisor. This ensures that the needs were properly documented and the interventions and referrals to other agencies appropriate to the need. Data are tabu- lated daily and regularly reviewed by the Clinical Director and Executive Director to note changes or new trends. Outcome information is compiled quarterly and reported to our contracted funders. Each quarter the Board reviews a"dashboard"report of key outputs and outcomes to assure the program is operating effectively. An annual evaluation report is prepared and reviewed by the Board. It is mailed to all funders. The report shows the ten-year trend for all the key measures and outcomes for the 24-Hour Crisis Line. This includes demo- graphics, need and referral trends, outcome measures, and assessments/linkages for emergency mental health services. 10-4 D. Differences in Service Delivery by City There are no differences in service delivery to any of the cities. The average cost of service per client is the same regardless where the caller lives. 10-5 11. LONG RANGE PLAN In 2007, the Board conducted a strategic analysis of Crisis Clinic and its key programs. As a result of that analysis they concluded that the programs were operating efficiently and effectively and meeting community needs that were identified as significant by fun- ders. As a follow-up, they are examining our relationships with the many communities we interact with to determine if those relationships need to be strengthened or renewed. One of those relationships is with the cities that fund us. They maybe assigning a Board member as a liaison to each city to strengthen the relationship between that city and Crisis Clinic. The Board also conducted a strategic analysis of our space and identified that we would need approximately 3,000 more square feet to accommodate our pending growth. At the conclusion of our present lease in early 2010 they determined that we should seek another lease option,rather than purchase a building. A longer-range focus is to maintain our high quality of service and to explore additional functions we could assume on behalf of the mental health system. For example, in 2005 the Mental Health Division redesigned the Children's Crisis Outreach Response Service and defined a central role for the 24-Hour Crisis Line as the program to assess the emer- gency needs of families with children in crisis and to dispatch the outreach team, which is operated by the YMCA. Currently, we are in conversations with the King County Mental Health, Chemical Abuse and Dependency Services Department as they develop the many plans to use the Mental Health Sales Tax funds. They have indicated that many of the new programs will likely impact the 24-Hour Crisis Line and they see us as having an expanded role in the crisis system. We expect that our role will be more developed in 2009. We will continue to build a diversified funding base with support from suburban cities, King County,private contracts and fundraising. We will ask funders to increase their support to cover a greater percentage of the cost of services we deliver to their residents. 11-1 12. BUDGET A. Budget Request Narrative The funds requested from the South King County cities—$27,000—will be used to support a Crisis Supervisor's salary and benefits: We have a total of 3.58 FTE Crisis Supervisors and On-Call Relief Supervisors whose salaries range from$31,687 to $39,683 annually. B. Changes to Budget We don't anticipate significant changes in our budget from 2008 to 2010. C. Cost per Client/Contact Cost Per Service Unit: $9.73 Explanation of how determined: Our cost per client is based on Crisis and Volun- teer Services expenses in 2008 divided by the number of calls we plan on receiving in 2008. We estimate a total Crisis/Volunteer expense budget of$819,828; divided by 84,225 incoming calls, the cost is $9.73 per call. i . 12-1 Agency: Crisis Clinic Program: 24-HOUR CRISIS LINE 13. NUMBER of INDIVIDUALS/HOUSEHOLDS SERVED BY PROGRAM X{ Individuals? or Households? (Check which applies and use for reporting all demographics.) Unduplicated *Unduplicated Number of all Clients Served by Clients Served All Funding Sources with Funds Requested 2007 2009 2007 %of column 1 2008 2009 (Actual) clients served (Anticipated) (Projected) (City Requested by City Funding Only) Auburn 2,301 2.73% 2,305 2,305 257 Bu ien 1,643 1.95% 1,645 1,645 • 206 Coi7ington 433 .51% 435 435 206 De Moines 1,464 1.74% 1,465 1,465 154 Enumclaw 0 Federal Way 3,044 3.62% 3,045 3,045 565 Kent 3,940 4.68% 3,945 3,945 514 Renton 4,359 5.18% 4,360 4,360 514 SeaTac 1,086 1.29% 1,090 1,090 206 Seattle 38,686 45.95% 38,690 38,690 0 Tukwila 754 .90% 755 755 154 Other 26,486 31.46% 26,490 26,500 100% Total 84,196 (This column must 84,225 84,235 2,776 total 100%) *Unduplicated means count each client only once per calendar year per program. This number should match the number of clients by city indicated in the top row of Question 15. Page 4 Agency: Crisis Clinic 14: Performance Measures (Data Table) Program: 24-HOUR CRISIS LINE 14a. Service with 2009 Requested Funds Proposed Performance Measures as defined below. A)INCOMING CALLS B) OUTGOING CALLS C)REFERRALS Auburn 257 16 120 Burien 206 14 89 Covington 206 23 67 Des Moines 154 11 49 Enumclaw Federal Way 565 56 153 Kent 514 38 187 Renton 514 21 142 SeaTac 206 13 50 Seattle • Tu4wila 154 13 46 14b. Performance Measures 2009 Proposed with funds requested City Funding Only Tithe: Brief explanation: A) Incoming Calls All incoming calls to the 24-Hour Crisis Line B) Outgoing Calls Advocacy/Linkage calls made for clients C) Referrals Number of agencies/programs callers were referred to Page 5 Agency: Crisis Clinic 14 Performance Measures (Data Table), Cont. Program: 24-HOUR CRISIS LINE 14c. Average Cost of Service Unduplicated Clients Served with Funds Average Cost of Service Requested 2009 Requested 2009 per Client (Same as last column of (Same as last column of Question 6) Question 13) Column 1 divided by Column 2 Example: $5,000 45 $111.11 Auburn $ 2,500 257 $ 9.73 Buiien 2,000 206 $ 9.73 Covington 2,000 206 $ 9.73 Des Moines 1,500 154 $ 9.73 En mclaw ' Federal Way 5,500 565 $ 9.73 Kent 5,000 514 $ 9.73 Renton 5,000 514 $ 9.73 SeaTac 2,000 206 $ 9.73 Seattle Tukwila 1,500 154 $ 9.73 Page 6 Complete Question 15 with 2007 Actual numbers reported in column 1 of Question 13. Agency: Crisis Clinic 1 . Demographics (from all funding sources) (Data Table) Program: 24-HOUR CRISIS LINE cia cd Client Residenceo o °' o i 4' ° H H 0 0 0 4 cu a) 0 0 a1 U Q W w cz v) c H E-+ Unduplicated (check one) _o ®Individualscn cMn o can o `O ❑_Households cv d cn m °O N N M Served in 2007* Household Income Level 30%of Median or Below 428 349 33 309 428 837 2,354 259 11,242 192 16,431 50%of Median or Below 39 47 5 41 76 75 78 18 1,677 11 2,067 80%of Median or Below 32 23 0 110 11 183 16 6 662 4 1,047 Above 80%of Median 206 14 6 45 76 25 33 3 309 5 722 Unknown 1,596 1,210 389 959 2,453 2,820 1,878 800 24,796 542 37,443 TOTAL 2,301 1,643 433 1,464 3,044 3,940 4,359 1,086 38,686 754 57,710 Gender Male 418 621 73 480 211 1,236 2,551 149 10,903 214 16,856 Female 921 254 34 288 855 806 597 312 14,059 125 18,251 TOTAL 1,339 875 107 768 1,066 2,042 3,148 461 24,962 339 35,107 Age 0-4 years 5 1 1 1 3 7 2 0 38 1 59 5- 12 years 42 14 8 9 26 90 40 10 292 9 540 13- 17 years 73 40 12 35 65 94 74 10 480 5 888 ' 18-34 years 156 102 15 66 134 258 172 66 2,358 39 3,366 35-54 years 524 403 21 474 484 1,038 2,395 226 11,659 180 17,404 55-74 years 113 31 5 5 18 26 35 6 1,429 1 1,669 75+years 6 5 0 5 9 5 13 2 270 1 316 Unknown 1,382 1,047 371 869 2,305 2,422 1,628 766 22,160 518 33,468 TOTAL 2,301 1,643 433 1,464 3,044 3,940 4,359 r 1,086 38,686 754 57,710 Ethnicity Asian 230 12 1 6 90 21 20 1 473 3 857 Bhack/African American 35 38 4 18 40 262 55 15 2,920 24 3,411 Hispanic/Latino(a) 33 20 1 12 33 56 29 11 449 5 649 Native 9 8 1 3 6 10 3 0 252 3 295 American/Alaskan _ Pacific Islander 3 3 0 3 1 6 3 0 43 0 62 White/Caucasian 352 342 23 449 352 827 2,332 214 9,557 156 14,604 Other/Multi-Ethnic 1,639 1,220 403 973 2,522 2,758 1,917 845 24,992 563 37,832 TOTAL 2,301 1,643 433 1,464 3,044 3,940 4,359 1,086 38,686 754 57,710 Female Headed UK UK UK UK UK UK UK UK UK UK UK Household Disabling Condition 239 119 6 176 205 475 2,114 64 4,708 145 8,251 Limited English 219 17 3 9 80 26 17 9 478 7 865 Speaking *Check Individual or Household,which should be the same as checked in Question 13. Unduplicated means count each client only once per calendar year. This should match the number served by City in the Actual 2007 column of Question 13. The "total"column will be different from Question 13 since the"other"column is not included due to space limitations. Page 7 16. PROGRAM STAFF (DATA TABLE) In 1 is data table,record the number of full-time equivalent (FTE)paid staff and volunteers for this program. FTE means a 40-hour week throughout the entire year. For example, if you enter"5"in the box for Number of Volunteer FTEs, this would mean that you have, on average, five volunteers assisting your program at all times (assuming a 40-hour week). If you know only the total number of hours contributed by all volunteers for this program, simply divide that number by 2,080 to find the total FTE number. For example: 5,000 volunteer hours over the course of a year, divided by 2,080 equals 2.4 FTEs. 2007 2008 2009 (Actual) (Budgeted) (Projected) Total Number of Staff(FTEs) 12.27 12.08 12.08 Number of Volunteer(FTEs) 13.85 12.63 13.78 Actual Number of Volunteers 216 197 215 17. PROGRAM REVENUE & EXPENSE BUDGETS (DATA TABLE) Program Budget: All columns should include total program operating revenue and expenses. Complete the;following data tables with figures indicating the source of program operating funds for 2007 (actual), 2008 (budgeted) and 2009 (projected). Budget amounts should match funding requested (Question 14c) and Question 5. Include an explanation of any significant differences between the revenues and expenses by year in Question 12B of your application. Page 8 1 . PROGRAM EXPENSE BUDGET, CONT. Agency: Crisis Clinic (DATA TABLE) Program: 24-HOUR CRISIS LINE Expenses 2007 2008 2009 (Actual) (Budgeted) (Projected) Personnel Costs • Salaries $ 489,041 $ 489,123 $ 494,014 • Benefits 36,621 36,565 36,930 • Other 43,097 48,077 48,558 • Total Personnel $ 568,759 $ 573,765 $ 579,502 Operating and Supplies • Office/Program Supplies $ 7,983 $ 7,000 $ 7,070 • Rent and Utilities 41,733 43,200 43,632 • Repair and Maintenance 3,014 3,500 3,535 • Insurance 6,149 6,405 6,469 • Postage and Shipping 459 700 707 • Printing and Advertising 18,360 21,100 21,311 • Telephone 21,488 22,200 22,422 • Equipment • Conference/Travel/Training/Mileage 4,420 4,250 4,293 • Dues and Fees 1,308 1,000 1,010 • Professional Fees/ Contracts 106 • Direct Asst. to Individuals • Administrative Costs 117,456 118,533 119,716 • Other(specify) Vol/Staff Recognition 2,320 3,200 3,232 • Want Ads 1,324 2,500 2,525 • Bank Fees, Miscellaneous 2,600 2,500 2,525 • Depreciation 8,175 8,175 8,175 • Subcontractors 1,800 1,818 TOTAL PROGRAM EXPENSES $ 805,654 $ 819,828 $ 827,942 NI et Profit (Loss) (38,650) (24,908) (24,692) (revenue-expenses) = Page 10 ' Agency: Crisis Clinic 18. SUBCONTRACTS (DATA TABLE) Program: 24-HOUR CRISIS LINE List all the agencies you will be subcontracting with for this program. Provide the agency name in the first coluumn, a description of the contract/service in the second column, and the contract amount in the third coluImn. Do not list agencies you coordinate with on a referral only basis. Indicate not applicable if yoi�do not subcontract for any part of this program. Subcontracting Agency Specific Subcontracted Activities Contract in the Operation of Your Program Amount N/A N/A N/A • f � Page 11 19. APPLICATION CHECKLIST Applications missing one or more of the following components or not following these directions may not be reviewed. Sign and submit the application checklist with your application. Contents (Your application should contain each of these items in this order.) O Application Cover Pages.The top three pages of your application must be a completed copy of the Agency Information and Questions 1-7. Application Narrative: ❑x Question 8 Organizational Experience(2 page maximum) ❑x Question 9 Need for Your Program(2 page maximum) ❑x Question 10 Proposed Program/Service(6 page maximum) N Question 11 Long Range Plan(1 page maximum) ❑x Question 12 Budget(2 page maximum) Data Tables O Question 13 Number of Individuals/Households Served ❑x Question 14a-c Performance Measures and Average Cost of Service El Question 15 Demographics (from all funding sources) x❑ Question 16 Program Staff Question 17 Program Revenue&Expense Budgets El Question 18 Subcontracts O Required documentation. Supply one copy of the following required documents with the signed original application. See Part II: City Specific Supplemental Information to determine whether additional copies of the application and required documentation need to be submitted. ❑x Question 19 Required Documentation, including: • Proof of non-profit status • Organizational Chart • Agency/Organization Mission Statement • Board resolution authorizing submittal of the application(may be submitted up to 60 days after application). • List of the current governing board and local board, if applicable, (include name,position/title, city residence, length of time on the Board, and expiration of terms. Note any vacancies.) • Board Meeting Minutes of last three board meetings of governing board and local board as applicable • Annual Budget • Financial Audit Cover Letter • Financial Audit Management Letter • Financial Statement • Verification of Non-Discrimination Policy • Program Intake Form—N/A • Sliding Fee Scale—N/A El Application Check List. (Signed below.) Name: Coral Letnes 0 City Specific Supplemental Information. Required in Part II for applicable City only. Position: Business Manager Phone#: (206)461-3210 ext. 613 E-mail: cletnes@crisisclinic.org Signature of Person Completing Checklist DO NOT SUBMIT ANY OTHER MATERIALS WITH THIS APPLICATION Make sure that you carefully check Part Hof this application to see what additional attachments each city requires. Page 12 24-HOUR CRISIS LINE Supplement to City of Renton 2009-10 Funding Application Result#9: Connect People to Services Strategy: Increase the ability of Renton residents to access services. Activities: Provide crisis lines or referral systems that increase access to services. The 24-Hour Crisis Line is able to respond to callers in emotional distress and crisis and help them decrease that distress, as well as link them directly to other social service agencies that can help them. We help callers navigate the confusing world of mental health and social services. In 2007, we responded to 4,359 calls from Renton resi- dents, and made 1,218 referrals to programs and services in King County. We have been successfully providing this service for more than 44 years. We use best practices in the crisis intervention field as evidenced by our 100% accreditation score by CONTACT USA. We successfully meet our program outcome: "People experiencing emotional distress/ crisis regain and/or maintain stability." In 2007, 63% of callers experienced a decrease in their emotional distress, 70% engaged in problem-solving and 87% expressed appre- ciation for the help they received. We provide access and linkage to specialized mental health services: a. Professional Consultation. Our crisis supervisors offer direct consultations to pub- lic safety, education, mental health and other professionals who may be dealing with a mentally ill client. We provided 778 consultations to Renton professionals. b. After-Hours Contracts. We handle the after-hours calls from the clients of 12 men- tal health agencies. We maintain a copy of the client's crisis plan and can address their immediate need/emotional distress in conformance with their treatment plan. We provided this service to 108 Renton residents. c. Children's Crisis Outreach Response Service. We assessed the need for 93 Renton families with a child in crisis to have an in-home assessment by CCORS . d. Next-Day Mental Health Appointments. We schedule assessment appointments for individuals who have an urgent mental health need. We screened 108 Renton callers for a next day appointment. e. Linkage to King County Crisis and Commitment Services. We make direct referrals to the outreach team who can assess an individual for voluntary or invol- untary hospitalization. We assessed 320 Renton adults and youth for this need. f. Private Practice Therapists. We maintain listings of those therapists who often have a sliding fee scale for low-income clients. Many callers are not eligible for state-funded services and also cannot afford market rates for therapy. g. Survivors of Suicide Support Groups. We offer bereavement support for family { and friends who have lost a loved one to suicide through these drop-in groups. I:IAdministrativelSupport ServiceslMunicipals1200912009 APPLICATIONSISOUTH COUNTY APPLICATIONSIRENTON CRISIS SUPP 09.doc U. I i(LA\�Utc f liLI nitIhil:Iv1 • (.1-1!` 1 I INTERNAL REVENUE SERVICE y1• sA ` DISIAKI DtrrClCt IIKTH AHD L(NORA ■UILOIkO ICATTL(, VAIH(NOTOH NIL) April 14# 1964 'N err rrrrr .� Form 2051 Code (i14 : 1l11 SEA: ED: 64_6'c Crisis Clinic , Inc. • runrorc . Box 186 , University Station • Seattle, Washington 98105 Charitable rOnH 119A ncourn►o • 0 HO ACCOUNTI140 r(n100 r.4 rNa December 31 Gentleaent • Based upon lhe.evidenee submitted, it Is held that you are exempt from Federal income tox as an or cruitation described In section SO1(c)(3) of the Internal Revenue Code, as It is shown that you are orgenited and operated exclusively foe the purpose shorn, above. Any questions concerning taxes levied under other subtitles of the Cods should be,submitted to us. • You ere not required to file Federal income tax returns so long as you retain on exempt status, un- less you are subject to the tax on unr toted business Income Imposed by section 511.of the Code and are required to file Form 990-T for the purpose of reporting unrelated business taxable income. Any chon7es In your character, purposes or method of operation should be reported Immediately to this effica for consideration of their effect upon your exempt status. You should also report any dirge in your nine or 'address. Youf llablllty for tiling the annual information return, Form 990A, is Et firth above. That return, if required, must be filed after the close of your annual occounting period Indicated above. Contributions made to you are deductible by donors as provided In section 170 of the Code. Be- quests, legacies, a d gift faxpurpo es Iundertthe provisions rasfers or f lofs tsection 2055, 2106 orri 2522 of the Cody,o or for your me cme deductible for estate You art not liable for (he taxes !moaned under the Federal Insuronco Contributions Act (srriel • -ecurIly taxes) unless you file a waiver of exemption certificate os provided in such Act, You ore not liable for the tax imposed wider (he Federol Unemployment Tax Act. Inquiries ol,.,ui the waiver of exemption certificate for social security taxes should be addressed to this office. +Dili 1s a deldrminatlon lrtlrr, Very truly yours, • Neel S. Hrrrren District Director Any ehdnges in your operations frost those Piet forth in your applicntion Insy have in 'driers. effect cm your sxescpt status, BOARD OF_TRULTEES 2008 ORGANIZATIONAL CHART I EXECUTIVE DIRECTOR 1 _1 _L._ ____L__ __L__. , MANAGER, DIRECTOR, MANAGER, MANAGER, VOLUNTEER CLINICAL YOUTH INFORMATION DIRECTOR, 2-1-1 BUSINESS MANAGER SERVICES SERVICES SERVICES SERVICES II CIL Volunteer Crisis Line Care ead program _ Computer Resource J Manager -Graphic - Specialist Coordinator Manager Specialists Support Center Designer Specialist Supervisor CIL _1 Volunteers Crisis - Outreach £t - Supervisor - Accountant Supervisors - Inpatient Education Authorizers Specialists Development and Community Resource Information Crisis Relations Specialists Et Referral Admin • Intervention HA Teen Link _ Manager Specialists -Assistant Volunteers Specialists -Administrative • Assistant Legal Crisis _1 Phone Specialist Workers • Crisis 1/4,k Clinic Disability Helping Lives On the Line S.O.S. , Specialist Facilitator ` • Mission Statement Housing Our passion is caring and listening- Specialist empowering people to make positive life changes. We do this through connections between people and critical resources. Caregiver Specialist • I:/Admin/Support Services/Front Office/2008 Organizational Chart NOTE: This is page one of the January Board minutes, which contain the resolution authorizing submittal of this application. The complete January minutes are attached as part of the "minutes of the last three Board meetings" requirement. Board of Trustees Meeting Minutes Wednesday, January 16,2008 6:00-8:30 PM Crisis Clinic Training Room Present: Katie Heinrich, Greg Beams,Nathan Brown, Dave Daniels, Eric Holdeman, Vimala Koushik,Nick MacPhee, Maureen Mitchell, Joelle Nole, Corinne O'Connell, Maggie Pheasant, Scott Renschler, Jim Schmidt, Steve Shelton, Jay Wellington, Diane Zytniak Excused Absent: Melissa Allison, Guests: Rob Neilsen, Laurel Nelson Staff: Kathleen Southwick, Executive Director; Coral Lefties, Business Manager; Mike Maloy, IT Manager; Karin Hedlund, Development Officer I. Call to Order and Welcome: Katie Heinrich Katie called the meeting to order at 6:00 pm. She welcomed two guests: Lauren Nelson and Rob Neilsen, who are observing tonight and are considering joining the Board. II. Disclosure of Conflict of Interest Members introduced themselves, stated their affiliations and disclosed any conflicts of . interest. Each member also read, signed and turned in a copy of the Disclosure of Affiliations and Associations Statement for 2008. III. Board Development Committee Report: Joelle Nole Joelle reported on the activities of the Board Development Committee. She announced that the second orientation for new Board members would be held next week—January 24t" at 6:00 p.m. She encouraged everyone to attend, especially Committee Chairs, noting that it was a good opportunity for members to get to know each other, look at how we do things and see if we should do things differently. IV. Consent Agenda • Motion 1: To adopt the Consent Agenda: Approved 16-0-0 • To approve the minutes of November 14,2007 as mailed. • To elect Joelle Nole to a one-year term as Vice President. • To elect Steve Shelton to a one-year term as Secretary. • To elect Greg Beams to a one-year term as Treasurer. • To authorize the Executive Director to apply for or renew any human service contracts for 2008/2009 from the following municipalities: Auburn,Bellevue, Bothell,Burien, Covington, Redmond, Kirkland, Shoreline, Issaquah, Woodinville,Kenmore, Kent, SeaTac, Des Moines,Federal Way, Renton, Tukwila, Seattle or King County, United Way and/or any private foundation or corporate grant requests in keeping with the objectives of the organization. 1:IAdministrativelSupportServiceslMunicipals1200912009APPLICATIONSIATTACHMENTSIBoardResolution 1-16-08.doc • CRISIS CLINIC BOARD OF TRUSTEES as of 4/15/2008 Katie Heinrich, President I. David Daniels 1 Program Operations Officer I Fire Chief/Emergency Mgmt. Dir. MEDINA FOUNDATION I CITY OF RENTON I City of Residence: Seattle, WA I Renton, WA I Term: 3/06-09 3/07-10 1 1 1 Joelle Nole, Vice President i Eric Holdeman 1 Director, Delivery Services I Principal VML j ICF INTERNATIONAL I Seattle, WA Puyallup, WA • 1/06-09 07/05-08 I ! ! I ! Steve Shelton, Secretary I Vimala Koushik 1 Consultant I Prepress Specialist I Barclay Shelton &Associates ` SAFECO Seattle, WA Edmonds, WA 98020 07/07-10 16/04-10 Greg Beams, Treasurer Nick MacPhee, 1 Partner Program Officer ERNST & YOUNG Laird Norton Family Fdn. Fall City, WA Seattle, WA 11/06-09 111/06-09 Melissa Allison Maureen Mitchell Journalist Attorney Seattle WA Summit Law Group 15/07-10 Seattle, WA 98101 10/06-09 Nathan Brown Rob Nielsen I Project Program Manager Real Estate Advisor KING CO. DEPT. OF NATURAL THE STAUBACH GROUP j RESOURCES Seattle, WA 98121 Auburn, WA 01/08-11 8/06-09 1 CRISIS CLINIC BOARD OF TRUSTEES as of 4/15/2008 Corinne M. O'Connell Jim Schmidt Stewardship Manager Director, Accounting Policy YWCA of SEATTLE, KING CO, Farmers New World Life SNOHOMISH CO. i Redmond, WA Seattle, WA 98101 5/07-10 3/07-10 Maggie Pheasant Jay Wellington, MSW Consultant Harborview Medical Center Seattle, WA Seattle, WA 1/06-09 9/07-10 Scott Renschler Diane Zytniak Clinical Psychologist Human Resources Manager Seattle, WA MediaPro 11/07-10 Seattle, WA 8/06-09 • No formal vacancies I:IAdministrativelSupport ServiceslMunicipals1200912009 APPLICATIONSIBOARD ROSTER FOR MUNI APPS 09.doc 2 1 Board of Trustees Meeting Minutes Wednesday, January 16, 2008 6:00-8:30 PM Crisis Clinic Training Room Mission: Our passion is caring and listening, helping people to make positive life changes. We do this through connections between people and critical resources. Present: Katie.Heinrich, Greg Beams,Nathan Brown, Dave Daniels, Eric Holdeman, Vimala Koushik, Nick MacPhee, Maureen Mitchell, Joelle Nole, Corinne O'Connell, Maggie Pheasant, Scott Renschler,Jim Schmidt, Steve Shelton, Jay Wellington, Diane Zytniak Excused Absent: Melissa Allison, Guests: Rob Neilsen, Laurel Nelson Staff: Kathleen Southwick, Executive Director; Coral Letnes, Business Manager; Mike Maloy, IT Manager; Karin Hedlund, Development Officer I. Call to Order and Welcome: Katie Heinrich Katie called the meeting to order at 6:00 pm. She welcomed two guests: Lauren Nelson and Rob Neilsen, who are observing tonight and are considering joining the Board. II. Disclosure of Conflict of Interest Members introduced themselves, stated their affiliations and disclosed any conflicts of interest. Each member also read, signed and turned in a copy of the Disclosure of Affiliations and Associations Statement for 2008. III. Board Development Committee Report: Joelle Nole Joelle reported on the activities of the Board Development Committee. She announced that the second orientation for new Board members would be held next week—January 24th at 6:00 p.m. She encouraged everyone to attend, especially Committee Chairs, noting that it was a good opportunity for members to get to know each other, look at how we do things and see if we should do things differently. r IV. Consent Agenda Motion 1: To adopt the Consent Agenda: Approved 16-0-0 • To approve the minutes of November 14,2007 as mailed. • To elect Joelle Nole to a one-year term as Vice President. • To elect Steve Shelton to a one-year term:as Secretary. • To elect Greg Beams to a one-year term as Treasurer. • To authorize the Executive Director to apply for or renew any human service contracts for 2008/2009 from the following municipalities: Auburn, Bellevue, Bothell, Burien Covington, Redmond, Kirkland, Shoreline, Issaquah, Woodinville, Kenmore, Kent, SeaTac, Des Moines,Federal Way, Renton, 2 Tukwila, Seattle or King County, United Way and/or any private foundation or corporate grant requests in keeping with the objectives of the organization. V. Executive Director's Report: Kathleen Southwick • Year-End Financial Performance. Kathleen reported that we had a$239,000 operating gain as opposed to a planned gain of$47,000. Nick noted that this was a remarkable performance, especially considering the money we lost for 2-1-1. He said that every organization should have a cushion for cash flow and unexpected large expenditures, and that this money can be used for moving expenses in the future. Kathleen reported that we have close to five months' of unrestricted operating funds. • Dashboards: Kathleen explained how the Dashboards were used to show the Board how each of our three major programs are doing, then reviewed each one with the Board. • State 2-1-1 Funding: As reported, 2-1-1 was not included in the State supplemental budget; however, we are looking at getting some of the disaster response allocation. There was discussion about being sure we ask the State for money whenever we help them out. Kathleen spoke about how the Clinic is planning on being more robust in a disaster, and that the leadership is working on a full-scale disaster preparation plan. The Business Continuity Plan is being developed, and there will be an agency-wide disaster training the end of February. • Volunteer Training: Kathleen asked Board members to review the Crisis Line Training Schedules that were sent in the packet, and to feel free to choose any of the trainings they would like to attend. She asked them to call Mildred Smith, our Vol- unteer Manager, to let her know when you'd like to attend. • Thanking Donors: Kathleen asked Board members to make some thank-you calls to our donors. Karin distributed lists of donors and a fact sheet about the Clinic for the members to use when calling them. • Crisis Access Rate: Nick asked why the Crisis Line Access Rate had gone from 90% at the beginning of the year to 83% in the fourth quarter. Kathleen explained that the lack of volunteers was the main cause; however, we expect to see an upturn in the first and second quarters of 2008 because we have spent about$16,000 on radio ads for volunteers. She said we already have seen a response to our ads, and that the current training class was full. Regarding 2-1-1 CIL, Kathleen reported one of our goals for 2008 was to allow some I&R Specialists to answer calls from home. They are looking at it as a benefit for staff that meet certain performance measures. • Financial Reports: Katie announced that the Board will continue to receive financial reports, but will not be voting on whether to accept them or not because we don't review the detailed reports or have enough knowledge of the financial situation to approve or disapprove of the reports. The board will continue to vote to accept the findings of the year end audit. 3 VI. Committee Reports • Facilities Committee: Nick reported that our current space will not work for us in the future, and that we had decided not to purchase a new building, but to find a new space to lease. Kathleen will be looking at space to lease, and the Facilities Commit- tee will assist her in the negotiations and transaction phases. • Finance/Audit Committee: Motion 2: To adopt the 2008 budget: Approved: 16-0-0 Kathleen noted that the assumptions related to revenue and expenses were included in the budget packet. She noted the allocation of fundraising revenue to programs, which will help board members understand how we apply fundraising for our programs as questions may come up related to the small events. Small event revenue is allocated to Admin/FR, but it will also be used for program support. Nick noted that it is Kathleen's job to develop a budget that works, and the Board's job is to provide oversight and to ensure the policies are being followed. Greg distributed a Revenue and Expenses report that illustrates different ways in which they are divided up. The first chart, Revenue Sources, showed the share of each revenue source; e.g., Government Fees &Grants make up the vast majority of our revenue (67%). This is a good mix because they are a very stable source of reve- nue and, Kathleen noted, there are 25-30 grantees that make up Government Fees & Grants so if one stopped funding us, we could rely on the others. Greg explained each chart to the Board, and they thanked him for all his work on this report. • Community Engagement Committee: Steve Shelton discussed the origins of this Committee, which came from the Strategic Background documents and discussions at the board retreat. Steve strongly encouraged everyone to read those reports. The Committee's goal is to identify the major"communities" that we are engaged with in some capacity, and to assess each relationship to determine, the board's role, if any and it that relationship needs to be strengthened. Steve read the Community Engagement Charter and asked members to contact him if they would like a copy, and noting is was in the November board packet. • Resource Development Committee: Corinne O'Connell reported that the Commit- , tee met in October and worked on a Charter for the full Board with regards to fundraising: 1) Work on culture of philanthropy; 2) Strategic thinking around fundraising; and 3)Provide leadership around fundraising. Corinne noted that the Board had decided on having house parties instead of a big event this year. The purpose of the parties would be to 1) make friends, and 2) raise funds. Nick and Meghan MacPhee will be hosting the first house party on February 8th at 7:00 pm at Nick's house. Nick asked members to email him if they will be attending. The Committee has contacted each member to discuss his or her plan for a party and an estimate of how much they plan to raise. The plan will be finalized in January so staff can begin working with individual members. • Corinne brought everyone's attention to the Board Giving Plan for 2008 that was in the Board packet. She said it is an expectation that all Board members participate in giving to the agency. Board members were to either turn in their pledge at the meeting, or by January 31 at the latest. VII. Sharepoint Demonstration: Eric Adler Eric Adler, a colleague of Joelle's who is volunteering his time, presented and discussed the Sharepoint website he had been working on for the Board. The site will provide a centralized place for Board information, minutes,rosters, etc., that all members would be able to access. He noted that the site was easy to use and very flexible, and that it should be ready to use before long. Eric and Mike Maloy, IT Manager, projected the site on the wall and showed everyone how it worked. Staff will be sending out login and password information so members can go to the site and begin seeing how it works. There is only a limited amount of information on the site now, but more will be coming! VIII. Executive Session: Motion 3: To elect Rob Neilsen to a first three year term on the board IX. Adjournment The meeting was adjourned at 8:30 PM. Recorded by Coral Letnes Business Manager. Bo rd Officer Date IMdministrative\Support Services\Board22008 docunients\hlinutes 1 Jan 2008.doc Board of Trustees Meeting Minutes Wednesday, November 14, 2007 6:00-8:30 PM Crisis Clinic Training Room Mission: Our passion is caring and listening, helping people to make positive life changes. We do this through connections between people and critical resources. Present: Katie Heinrich, Nick MacPhee, Joelle Nole, Jim Schmidt, Maureen Mitchell, Melissa Allison, Steve Shelton, Corinne O'Connell Excused Absent: Greg Beams, Nathan Brown, Dave Daniels, Eric Holdeman, Vimala Koushik, Maggie Pheasant, Jay.Wellington,Diane Zytniak Guests: Scott Renschler Staff: Kathleen Southwick, Executive Director; Coral Letnes, Business Manager; Susan Gemmel, 2-1-1 Director; Karin Hedlund, Development Officer I. Call to Order and Welcome: Katie Heinrich Katie called the meeting to order at 6:00 pm. She asked everyone to introduce themselves for our guest and potential Board member, Scott Renschler. Scott is a clinical psychologist and former volunteer whose membership on the Board will be voted on tonight. Katie announced that the discussion regarding the Board website was tabled until the January meeting, as was Greg Beam's educational presentation on Clinic financial matters. II. Consent Agenda Motion I: To adopt the Consent Agenda: Approved 4-0-2 • To approve the minutes of September 19,2007 as mailed. • To accept the financial report. III. Executive Director's Report: Kathleen Southwick Kathleen gave an update to the report that was mailed to Board members: • The King County Council has allocated Teen Link$15,000 to hire two new staff members and we are busy with recruitment activities. There is some 6 ) confusion regarding the$60,000 the Council was to allocate for these staff members in 2008, but that should be resolved in the next couple of days. • There has been a slow decrease in the number of active volunteers on the Crisis Line in the past two years. Kathleen spoke about our efforts to recruit more volunteers, and how staff is analyzing the effectiveness of our methods. We have a couple of radio ads running on KUOW and KPLU. Board members discussed ways of getting people involved in volunteering, and Kathleen asked them to contact her if they know of any groups that might want a speaker so we could talk to them about volunteer opportunities. • Nick expressed concern re some of the data on the 3rd Quarter Program Dashboard. He noted that on the Crisis Call Outcome Rating Scale, it looked • as though Problem Solving outcomes had gone down continually since 4th quarter 2006. Kathleen explained how the data was gathered (Crisis phone workers score each caller's verbal cues and statements during and after a call) and how the score can reflect the phone worker's state of mind as well as the caller's. She said she would check into this and report back. IV. Committee Reports • Executive Committee: Katie asked everyone to schedule the 2008 Board meetings on their calendars. She also asked Board members to pay attention to the Board Calendar and what's going on throughout the year. • Board Development: Joelle Nole announced the committee has been work- ing on a new charter that will be finalized by the end of November. She said they would like to have the orientation in January. • Facilities Committee: Nick MacPhee reported on the Facilities Committee's recommendations that:1. We must move as we are using our currently space intensively and we expect to grow. 2. We should plan and evaluate lease options based on approximately11,000 square feet. 3. We should lease, and drop the "own" consideration. He stated that the bottom line was that ownership of a building for an agency this size would be very risky. There was discussion on owning versus leasing. Currently, we have about 7,000 square feet and have met our capacity. Motion 2: To adopt the recommendations as currently written on the Facilities Report of 11/6/07 (and listed above): 7-0-0. The Board thanked both Kathleen and the committee members for all their hard work on this important issue. • Community Engagement: Steve Shelton gave an overview of the committee's work to date noting that at their first meeting they wanted to focus on making 2-1-1 a household name. At their second meeting, Katie and Kathleen joined them to discuss a different strategy for how Crisis Clinic and the board can engage the community. As the chart shows, there are several "communities" the organization engages with and the committee wants to collect more information to determine which of those would provide the greatest leverage for the organization. Their first focus is on system changers—Homelessness and Disaster Response. They noted that their role, on behalf of the board, is 1) to insure that Crisis Clinic is providing relevant and effective service to the community and 2) insure we are providing service in the most cost effective and efficient manner. Board members acknowledged that this assignment is one of the most difficult since it was not explicit what the charge from the board was and because it would be easy for board members to begin to develop operational plans, which is the responsibility of management. The members encouraged the committee to take their time to ask the questions and collect information upon which they can develop their recommendations. • Resource Development: Corinne reported that the committee met to discuss the house party approach but they needed to collect more information from members, thus in December a committee member will be calling members: 1) To ask what type of event they plan to organize, 2) Whether or not they want to do it individually or be grouped with other board members 3) What month they plan to conduct the event, 4) An estimate of what amount they plan to raise, and 5) What type of assistance they might need. Based on this information, the committee will develop a revenue goal and an event calendar. Members will be responsible for inviting guests, refreshments, etc. and Crisis Clinic will work with the member to determine the program. Staff can provide volunteers from the Crisis Line and Teen Link to speak, staff to talk about 211 and/or use the agency DVD, etc. Karin Hedlund distributed draft 2008 Board Giving forms to everyone, noting that the commitment for a small event is included in the plan. V. Executive Session: Motion 2: To elect Scott Renschler to a first, three-year term as a Trustee for Crisis Clinic. Approved 7-0-0. VI. Adjournment The meeting was adjourned at 8:00 pm. Recorded by Coral Letnes,Business Manager. Board Officer Date I:\Administrative\Support Services\Board\2007 documents\Minutes 6 November 14 2007.doc Board of Trustees Meeting Minutes Wednesday, September 19, 2007 6:00-8:30 PM Crisis Clinic Training Room Mission: Our passion is caring and listening, helping people to make positive life changes. We do this through connections between people and critical resources. Present: Katie Heinrich, Nick MacPhee, Joelle Nole, Maggie Pheasant, Maureen Mitchell, Melissa Allison, Corinne O'Connell, Steve Shelton, Diane Zytniak, Dave Daniels Excused Absent: Jim Schmidt, Eric Holdeman, Vimala Koushik Absent: Greg Beams, Nathan Brown Guests: Jay Wellington Staff: Kathleen Southwick, Executive Director; Coral Letnes, Business Manager; Susan Gemmel, 2-1-1 Director; Mike Maloy, IT Manager; Karin Hedlund, Development Officer I. Call to Order and Welcome: Katie Heinrich Katie called the meeting to order at 6:04 pm. She welcomed Jay Wellington, candidate for the Board. Katie thanked Kathleen and her staff for the work they did on the annual celebration. She said that of special note was the way in which Kathleen honored the staff and volunteers with personal stories about each of them. II. Consent Agenda Motion I: To adopt the Consent Agenda: Approved 9-0-0 • To approve the minutes of July 18,2007 as amended (adding Melissa Allison as present). • To accept the financial report. • To accept the policy revision in the Board Governance Policies, Board Expecta- tions of the Executive Director, under Financial Condition and Planning related to employee bonuses: Seek prior board authorization to award bonuses that exceed 60% of projected operating gain or are greater than $60,000. III. Follow-up to Board Retreat: Katie Heinrich and Nick MacPhee • Open Discussion: Katie solicited comments/questions members had about the retreat. Joelle Nole noted that the Board Development Committee needed to do some re-thinking about their role. Katie suggested that each Committee recheck their charter, as it's been a year since they were done. Diane Zytniak said she thought the retreat was well directed and ran well. Steve Shelton noted that it was very important that all members be aware of how the Clinic works and the direction of its programs. • Board Development Committee: Joelle reported that, after much work, the Committee had found Jay Wellington, who was up for election to the Board tonight. • Facilities Committee: Nick reported that the Committee met in July, and that a representative from NBBJ had come in and met with Kathleen and Pam. Kathleen will be meeting with Grubb &Ellis related to financial capacity . • Follow-up on New Committees: The Board agreed to form two new committees: a Community Engagement Committee and a Fundraising Committee. Members signed up for at least one committee each as follows: Board Development: Joelle Nole,Diane Zytniak, Nathan Brown, Maggie Pheasant, Vimala Koushik, Corinne O'Connell Facilities Committee: Nick MacPhee, Jim Schmidt, Maureen Mitchell, Jay Wellington Fund Raising Committee: Eric Holdeman, Nick MacPhee, Maureen Mitchell, Greg Beams, Corinne O'Connell Community Engagement Committee: Melissa Allison, Dave Daniels, Steve Shelton, Maggie Pheasant • All the Committee members gathered together, before they left, to coordinate their schedules and set up meeting times. IV. Executive Director's Report: Kathleen Southwick Kathleen reported on 2-1-1 activities. Karin Hedlund distributed small Crisis Line and 2-1-1 posters to the Board members and asked them to post them at work, in their community, etc. Board members gave Kathleen ideas on places to distribute the posters. • Kathleen said that King County Human Services Division is requiring organizations to write proposals to get their usual allocations from the County. We will know by the end of the month if they will simply negotiate a contract with us as opposed to having to respond to an RFP. • Kathleen and Daemond Arrindell, Youth Services Manager, met with King County Council members Jane Hague and Bob Ferguson, who both felt they could find additional funds for Teen Link in '07 and '08. • Kathleen reported on Crisis Line activities—the most important being recruiting addi- tional phone volunteers due to a shortage. We have begun putting out PSA's on KUOW and KPLU, sending out press releases, posting interior signs on METRO buses, and re-contacting former volunteers to see if they'll come back and take a shift. It appears that other organizations are also reporting difficulty in securing volunteers. V. 2008 Special Event Discussion: Kathleen Southwick and Karin Hedlund • Kathleen explained that the reason for having special events is to build our donor database, and that tonight we needed to decide which we would rather do—have one large special event or several small events, perhaps dinners. Karin distributed background information on previous events (what type of event was held each year, how many table captains were involved, cost of each event, and net raised). After much discussion, the Board decided they wanted to do several Board organized events instead of one, large special event. The Fund-Raising Committee will meet to develop the specific requirements for this approach. Before going into Executive Session, the Board expressed their best wishes to Kathleen on her upcoming nuptials. VI. Executive Session: Motion 2: To elect Jay Wellington to a first, three-year term as a Trustee for Crisis Clinic. Approved 9-0-0 VII. Adjournment The meeting was adjourned at 8:25 PM. Recorded by Coral Letnes, Business Manager. D Boa d Officer Date C:\CORAL'S DOCS'CLINIC DOCUMENTS\2007 DOCUMENTS'Minutes 19 Sept 2007.doc - - '"5/2008 Crisis Clinic 2008 Budget-Cost per Call Crisis Subtotal Hospital Sub-total Fund Services Volunteer Crisis Author. 211 Teenlink Programs Admin Raising Total Revenue&Support Contribution 40,000 0 40,000 0 35,000 35,000 110,000 0 40,000 150,000 United Way 200,000 0 200,000 0 337,750 29,115 566,865 0 0 566,865. Govt Fees&Grants 484,220 0 484,220 693,668 690,168 117,700 1,985,756 0 0 1,985,756 Private Contract 62,400 0 62,400 17,520 222,380 0 302,300 0 0 302,300 . Products 0 1,500 1,500 0 73,600 0 75,100 0 0 75,100 Training/Other 6,800 . 0 6,800 0 0_ 0 6,800 0 0 6,800 Interest Income 0 0 0 0 0 0 28,000 0 28,000 Release-Temp.Restricted Funds 0 0 0 0 0 55,000 55,000 0 0 55,000 Total 793,420 1,500 794,920 711,188 1,358,898 236,815 3,101,821 28,000 40,000 3,169,821 Expenses 0 Salaries&Wages 405,683 83,441 489,123 361,585 782,047 146,250 1,779,006 271,928 37,050 2,087,983 Benefits '28,119 8,446 36,565 32,432 84,850 21,115 174,961 24,184 4,223 203,368 Taxes 39,971 8,107 48,077 35,222 77,513 14,562 175,374 26,226 3,626 205,226 Sub-total Personnel 473,772 99,993 573,765 429,239 944,410 181,927 2,129,341 322,338 44,899 2,496,577 Professional Fees/Accreditation 5,800 5,800 9,500 0 15,300 Respite Direct Expenses 20,400 20,400 20,400 Subcontractors 1,800 1,800 71,360 73,160 73,160 Office Supplies 5,000 2,000 7,000 3,000 14,800 3,500 28,300 5,000 2,500 35,800 Telephone/Internet 21,000 1,200 22,200 5,000 33,200 2,000 62,400 4,000 600 67,000 Postage&Mailings 500 200 700 100 6,000 1,000 7,800 1,200 3,000 12,000 Occupancy* 36,800 6,400 43,200 9,600 68,800 8,000 129,600 28,800 1,600 160,000 Copier Expense 2,500 . 1,000 3,500 800 2,900 1,800 9,000 1,500 500 11,000 Printing/Publications/Subscriptions 1,000 100 1,100 500 18,500 10,500 30,600 2,500 3,000 36,100 Advertising/Promotions 20,000 20,000 0 5,000 1,000 26,000 0 0 26,000 Transportation 250 300 550 250 3,600 3,600 8,000 1,000 250 9,250 Conf. &Training 3,500 200 3,700 500 10,000 500 14,700 700 500 15,900 Dues 1,000 0 1,000 2,000 3,000 200 300 3,500 Recognition 700 2,500 3,200 1,000 1,200 5,400 500 100 6,000 Board Expenses 0 0 0 0 0 0 3,000 0 3,000 Insurance* 5,848 557 6,405 3,899 8,354 1,392 20,050 1,671 278 21,999 Want Ads 2,500 0 2,500 500 4,000 0 7,000 0 0 7,000 Misc 2,000 500 2,500 2,000 2,000 500 7,000 2,000 500 9,500 Sub-tot.Operating Exp 104,398 14,957 119,355 97,509 206,354 34,992 458,210 61,571 13,128 532,909 Total Expenses 578,170 114,950 693,120 526,748 1,150,764 216,919 2,587,551 383,909 58,027 3,029,486 Fund Depreciation 7,184 991 8,175 7,000 22,000 2,000 39,175 5,000 2,500 46,675 Total w/Depreciation 585,354 115,941 701,295 533,748 1,172,764 218,919 2,626,726 388,909 60,527, 3,07.6,16.1_ %of Program Expense 22.28% 4.41% 26.70% 20.32% 44.65% 8.33% 100.00% • 449,436 ' Share of Admin/FR ' ` 100,155 19,838 118,533 94,023 199,878 37,002` 449,436' Total Cost'w/Admin/FR Share 685,508 135,779 819,828 627,771 1,372,642 255,921: 3,076,162: 2008 Incoming Calls/Contacts 84,225 84,225 100,781 7,400 2008 Cost per Call/Contact $9.73 '$13.62 $34.58 Excess/Deficit (24,908) 83,417 (13,744) (19,106), 25,659 vn> . - ._p?- fib•' .nz.. ,es+� - - +s:j%'e•rsn e c,: `°day�'r+:',- ::h'ta er_�.":,;:e��z�,.,.s,',,�:.z yaw�;�;?RF.e:;";,2 .•r�r,;,u-'i':.:;,.. +'f- '! 3..y � '".w-�_ tdt" a'��,. ' r-a'NgrP",-,' G, d '�v"t.'c, , a-�r•�..d,r�jf. t r. i '� fir'>- r �`� -~ lr ��� `zr p';i�s �a;x.�oi��,�'�+ 's1,�,' i F .� z' � t� �r k.,a,'1, Y ,- .� "^, '6yy x h`�, y 3`q'-r,,�.•r rp Y „t 'i`r r.C`?oaf+:rr',G=-�.� "�, t a x _ 1,44 r 3, `w. :;i dui c, r,-a r: -0 > g.. v a `� A"r,.d c:,.,,-;it ,'- .5.. F.x_'�3 iY .++ J �av rrefN *w it .y '' r ta- a :;' X k %,; Z rg. ''re$•11 , ,'--3: rrr"3,�`-ti <, }fp x �p. wt � u ' P �4 .:,.�n`s. s3, .��'.^'k�` `r i3 �f, ik ,r; 'a ` :frVot• +u�"' kN n. �1^ ,,,#.,',7.. a „ a ? t i s`i33>N%P PETERSON SULLIVAN PLLC TIRED PUBLIC ACCOUNTANTS UNION STREET, SUITE 2300 SEATTLE, WASHINGTON 98101 INDEPENDENT AUDITORS' REPORT To the Board of Trustees Crisis Clinic Seattle, Washington II e have audited the accompanying statements of financial position of Crisis Clinic as of December 31, 2006 and 2005, and the related statements of activities, functional expenses, and cash flows for the years then ended. These financial statements are the responsibility of the Crisis Clinic's management. Our responsibility is to express an opinion on these financial statements based on our audits. YVe conducted our audits in accordance with auditing standards generally accepted in the United States. Those standards require that we plan and perform the audit to obtain reasonable assurance about whether the financial statements are free of material misstatement. An audit includes examining, on a test basis, evidence supporting the amounts and disclosures in the financial statements. An audit also includes assessing the accounting principles used and significant estimates made by management, as well as evaluating the overall financial statement presentation. We believe that our audits provide a reasonable basis for our opinion. In our opinion, the financial statements referred to above present fairly, in all material respects, the financial position of Crisis Clinic as of December 31, 2006. and 2005, and the changes in its net assets and its cash flows for the years then ended in conformity with accounting principles generally accepted in the United States. ,s,, sue. 'Li_ c April 19, 2007 1 TTI 206.38/.7777 • Fax 206.382.7700 • www.pscpa.com „:ay, a- #-- r Fes; '°;` .r^�, '„t=;;`iK•.' �:- _ .#�' '"2-,n” - �.p�� w;, �.�.. ,s3;' .�:,�,'i�"3-' '�S� �t°�s;'',r,"''iw,�;v .x��.{•�,.:;:,�_tiu„4�,Y{:.1�,.,€�"?.?.'9;;iwa�s i.,",s;a 50t44 ,.. `?`` zy, .< .k,x _ cnTr.+•21 4 p 3:4„} , _ a, ybr,�`a�f.,�f,H,t.a..r rS . a _ k E f _ �a r t`i `e v -�� "r �.' +- ;Ax -. a;; 5,-cwi * -A sV�z 't t2ar w 4 3 ,;:t :�3. _r' rC.y;. '.z a '' ,,=s•'u� .a'-.'"s- `c'�..f"R q., :4 ''�,,� �� j i s� :sa"�' �� 3�s"' �.°Yh.`.-xg.asr.��,�"r �x`��.x�a;aka��^"i'��'�;XU,'a�sh; ., `•b,a�.xz?? -:: x r,. -` ..�' fit'.,c, ` : ^ f;a;� �u tw� ,::�^';rsr;';�t:xx' t�'ay-•, �.;-1,4. '*� z{ •4, rss -a-7- "�."*er •,�,� ,�. e," , t�'a' a�"tidk t. �:. �'6 +,� x 7� .;v .. ,,. 4 :'z ,� �a,,a$� r:.x�';ay_;u. ,�Ra",F n-,''. .� x?�-sT.^Y'�'�'v�.,. t>: �i ,��'� a ,•z '� � .� .� ^� �,..,� �•,ate.., 3r-E, PETERSON SULLIVAN PLLC RTIE9E PUBLIC ACCOUNTANTS __1 UNION STREET, SUITE 2300 SEATTLE, WASHINGTON 98101 April 19, 2007 To the Board of Trustees Crisis Clinic Seattle, Washington In planning and performing our audit of the financial statements of Crisis Clinic ("the Organization") as of and for the year ended December 31, 2006, we considered the Organization's internal control over financial reporting as a basis for designing our auditing procedures 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. Our consideration of internal control in connection with our audit would not necessarily disclose all matters in internal control that might be material weaknesses under standards established by the American Institute of Certified Public Accountants. A material weakness is a significant deficiency, or combination of significant deficiencies, that results in more than a remote likelihood that a material misstatement of the financial statements will not be prevented or detected by the entity's internal control. However, we noted no matters involving internal control and its operation that we consider to be material weaknesses as defined above. This communication is intended solely for the information and internal use of management, the Board of Trustees, and the Finance Committee and is not intended to be and should not be used by anyone other than these specified parties. Tel 206.382.7777 • Fax 206.382.7700 • www.pscpa.com 4/15/2008 CRISIS CLINIC Financial Statement -Year to Date March-08 Year to Year to Variance 2008 Date Date Favorable Approved _ Actual Budget (Unfavorable) Budget upport& Revenue Contributions-General 80,000 43,073 31,237 11,836 Contribution-Teenlink 35,000 0 0 0 Contribution-211 35,000 0 0 0 Contribution- Crisis 0 0 0 United Way 566,865_ 141,717 141,716 1 Govt. Fees/Grants 1,985,756 504,299 496,439 7,860 private Contracts 302,300 73,055 75,575 (2,520) products 75,100 41,100 18;775 22,325 Training/SOS/Misc. 6,800 496 1,700 (1,204) Interest Income 28,000 10,423 7,000 3,423 Transfer from Teenlink 55,000 0 0 0 Total Revenue 3,169,821 814,163 772,442 41,721 Expenses Salaries &Wages 2,087,983 496,665 521,996 25,331 Benefits 203,368 47,563 50,842 3,279 Taxes 205,226 43,042 51,307 8,265 Sub-total Personnel 2,496,577 587,270 624,145 36,875 SubContractors 73,160 21,940 18,290 -3,650 Caregiver 20,400 4,164 5,100 936 Professional Fees 15,300 275 1,450 1,175 Supplies 35,800 11,820 12,850 1,030 Telephone 67,000 20,351 16,750 -3,601 Postage 12,000 3,697 3,000 -697 Occupancy 160,000 37,597 40,000 2,403 Copier Expense 11,000 2,652 2,750 98 printing & Publications 36,100 17,218 16,525 -693 Advertising 26,000 3,850 6,500 2,650 Transportation 9,250 3,087 2,312 -775 Conf. &Meetings 15,900 857 1,600 743 Dues 3,500 2,540 3,000 460 Vol. Recognition 6,000 323 1,500 1,177 Board Expenses 3,000 256 750 494 Insurance 22,000 4,455 5,500 1,045 Want Ads 7,000 2,684 1,750 -934 Disc./bank fees 9,500 1,979 2,375 396 Operating Expenses 532,910 139,745 142,002 2,257 Total Expenses 3,029,487 727,015 766,147 39,132 Operating Excess (Deficit) 140,334 87,148 6,295 80,853 Fund Depreciation (46,675) (8,932) (11,669) 2,737 Net 34,834 78,216 (23,674) 101,890 Crisis Clinic Policy and Procedures Section: Personnel Index Location: II.A.1. Title: Non-Discrimination Authorized Reviewer: Executive Director Date of Last Review/Initialed: 7/10/06 Also Reference: X.I. CIL Client Grievance Procedures VIII. Crisis Services Complaints & Ombuds VIII. Crisis Services Client Grievance Procedures Policy: No person shall be subjected to discrimination or harassment by Crisis Clinic or any of its subcontractors, either directly or through contractual or other arrangements, on the grounds of race, color, national origin, gender, sexual orienta- tion, age, religion, creed, marital status, disabled or Vietnam Era Veteran status, physical, mental or sensory handicap (which includes persons known to have HIV/AIDS virus) or any other class of persons protected by local, state or federal law. Crisis Clinic ("Clinic") welcomes applications from people with disabilities and does not discriminate against them in any way. No otherwise qualified handicapped indi- vidual shall, solely by reason of his/her handicap or disability, be excluded from the participation in, be denied the benefits of, or be subjected to discrimination under any program or activity provided by or through Crisis Clinic. This policy is designed to ensure equal access and treatment for all employees, clients, subcontractors, suppliers, and the public, and covers employment practices, delivery of agency ser- vices, and every aspect of the Clinic's programs, practices, policies, and activities. If necessary, Crisis Clinic will make reasonable accommodation to ensure services or employment are not denied to any person solely on the basis of a handicap. Crisis Clinic will not: 1. discriminate against any person in services provision, service accessibility, recruitment, hiring, training, compensation, benefits, promotion, transfer, termi- nation, lay off, reduction in force, or in any terms or conditions of employment; 2. harass or make any comments, display ordistribute any materials which are derogatory; 3. aid or perpetuate discrimination against a person by providing assistance to any agency, organization or person that discriminates; 4. deny a person any services, financial aid, or other program benefits; 5. provide access which does not afford equal participation or benefit to that afforded others; 6. utilize criteria or methods which have the effect of defeating or impairing accom- plishments or objectives of the Clinic's policies and plans; 7. determine and select the site or location of facilities, program, or activities that will have the effect of excluding or denying persons from benefits or subject per- sons to discrimination. IIA1 NonDiscrimination.doc Page 1 of 4 Updated on 04/15/08 Crisis Clinic will not discriminate against any employee or applicant because of a disability unless the lack of such disability is a bona-fide occupational qualification (BFOQ). All other qualifications being equal, an employee or applicant will not be rejected for employment, transfer, promotion or other employment status, if reason- able accommodation can be provided to allow for their disability. Information con- cerning the medical condition or history of an employee or applicant will be kept separate from personnel records and will be shared only in the following ways: • Supervisors and managers may be informed of restrictions on the work or duties of the individual with a disability and informed of necessary accommodations. • Government officials investigating compliance with federal or state regulations may be provided relevant information on request. Crisis Clinic complies with Title VII of the Civil Rights Act of 1964, Equal Pay Act of 1963, Section 504 of the 1974 Rehabilitation Act, Age Discrimination in Employment Act of 1967, Americans with Disabilities Act of 1990, Vietnam-Era, Veterans Read- justment Act of 1974, and other federal, state, and local laws and regulations. Procedure(s): 1. Communications and Alternate Format Documents: Persons with hearing impair- ments or deafness may require access to TDDs or sign language interpreters. Crisis Clinic's Crisis Line and Community Information Line have TDDs for callers. Crisis Clinic will make every attempt to obtain sign language interpreters for our public meetings/events if requested in advance. The cost of such services will be paid by the Clinic. For events not conducted at the Clinic, barrier-free facilities will be sought. If requests are received for alternate format documents, these requests will be reviewed to determine what type of alternate format would be most appropriate. Such alternate formats may include audiotape, Braille, computer disks or large print. Such requests should be submitted to the ADA/Section 504 Coordinator: the Executive Director. The ADA/Section 504 Coordinator will ensure prompt follow-up and response to the request for alternate format documents. 2. Requests for Accommodation: All requests for accommodation should be sub- mitted to the ADA/Section 504 Coordinator. Crisis Clinic's Coordinator is the Executive Director. The ADA/Section 504 Coordinator will review the request and follow up with the individual requesting accommodation. The requested accommodation will be given primary consideration; however, the Clinic reserves the right to choose a less expensive or other reasonable accommodation, which is easier to provide. If the requested accommodation would fundamentally alter the nature of the program or would present undue financial and administrative burdens, the ADA/Section 504 Coordinator may pur- sue other accommodations, which do not present such a burden. If no other accommodations are available, a written statement of the reason(s) for deter- mining the requested accommodation is an undue burden will be placed in the Clinic's files and maintained and reviewed at each subsequent self-evaluation. 11A1 NonDiscrimination.doc Page 2 of 4 Updated on 04/15/08 3. Self-Evaluation: At least once annually, the Clinic conducts a self-evaluation to ensure it complies with the ADA and other non-discrimination regulations. During this self-evaluation, the Clinic will review its non-discrimination policy and actions, and ensure its facilities, services, and employment are accessible to all persons. If the Clinic has determined any requested accommodations would cause undue financial and/or administrative burden or would fundamentally alter the nature of the program(s) provided, the written statement of such a decision will be reviewed at the self-evaluation to determine whether the decision made continues to be relevant. If updates or changes are necessary as a result of the self-evaluation process, an action plan will be developed which will include time-specific deadlines. Completed self-evaluations will be maintained on file for no less than five years. 4. Notification: Notices of this policy will be made on a continuing basis through brochures, job announcements, public event announcements, and other notices deemed appropriate by Crisis Clinic. Public comments regarding availability of services and non-discrimination are encouraged, and reviewed by the Clinic's ADA/Section 504 Coordinator, who will take action if appropriate. At each annual self-evaluation, all such comments will be reviewed as part of the Clinic's over-all review and further action taken if appropriate. 5. Recruitment and Employment Practices: All recruiting employment practices and activities are conducted on a basis that does not discriminate because of race, color, national origin, gender, age, religion, creed, marital status,sexual orienta- tion, disabled or Vietnam Era Veteran status, physical, mental or sensory handicap (which includes persons known to have HIV/AIDS virus) or other class of persons protected by local, state or federal law. To ensure that employment interviews conform to federal, state and local employment laws, all staff conducting interviews must be familiar with the "Pre-Employment Inquiries" document that is attached. Crisis Clinic will not discriminate against persons with disabilities when making promotion, demotion, transfer, layoff, termination, rehire, pay changes, rates of pay, job assignment, training or benefit decisions. Employees or potential employees who wish to request special accommodation to known physical, sensory or mental limitations should refer to the section on Requests for Accommodation above. 6. Vendors, Contractors and Consultants: Crisis Clinic will not purchase goods or services from any contractors, consultants or vendors who discriminate illegally based on race, color, national origin, gender, age, religion, creed, marital status, sexual orientation, disabled or Vietnam Era Veteran status, or due to any physical, mental or sensory handicap (which includes persons known to have HIV/AIDS virus). In considering offers from and doing business with consultants and/or suppliers, Crisis Clinic will not discriminate against any person on the basis of race, color, religion, sex, age, national origin, marital status, sexual orientation, the presence of any mental or physical disability in an otherwise qualified disabled person, or any other classification prohibited by local, state or federal law. HHA1 NonDiscrimination.doc Page 3 of 4 Updated on 04/15/08 7. Complaints: Crisis Clinic will promptly and thoroughly investigate all claims of dis- crimination from callers, staff members, volunteers, and any member of the community. Complaints of discrimination will be handled with sensitivity, discretion and confidentiality to the extent allowed by the circumstances and the law. Generally this means that allegations of discrimination are shared with those who have a need to know so that the Crisis Clinic can conduct an effective investigation. Each employee is responsible for supporting and adhering to this policy. Employees should never tolerate discriminatory behavior. They should make their feelings known to the offending employee. But if they are not comfortable doing this, then they must promptly report any offending behavior, whether such behavior is directed towards them personally or to other employees of the Clinic, to their supervisor, manager or Executive Director. Employees shall report concerns about discrimination before behaviors become severe or pervasive, as the Crisis Clinic prefers to stop discrimination before it rises to the level of a violation of the anti-discrimination laws. Supervisors and managers who know or receive reports of offending behavior or complaints from callers or any other member of the community must promptly notify the Executive Director so that appropriate action can be taken. The complainant is usually requested to provide as many details as possible, such as the date(s), location(s), name(s) of witnesses, or information about the alleged discriminator(s). Persons with relevant information will be interviewed. During the investigation of complaints, steps may be taken to minimize contact between the complainant and the alleged discriminator. After the investigation is completed, Crisis Clinic will share its findings with the complainant, the alleged discriminator and, if appropriate, other people directly concerned with the incident. If Clinic concludes that improper discrimination occurred, prompt and effective remedial actions will be taken. This may include discipline and/or other actions to remedy the effects of the discrimination and prevent further discrimination. No retaliatory action will be taken against any employee who in good faith files a complaint or assists in the investigation of such a complaint. Employees who believe they have been retaliated against for having reported an incident of discrimination or participated in an investigation of a complaint are urged to promptly notify their manager or the Executive Director so their concerns can be . investigated. Appropriate corrective measures will be taken if allegations of retaliation are substantiated. Questions regarding the plan or any practice that appears to be inconsistent with its goals should be directed to the Executive Director. Prepared by: Business Manager, 7/10/06 IIA1 NonDiscrimination.doc Page 4 of 4 Updated on 04/15/08 7 Pic ApplleatiOn Cover Pages (Agency Information and Questions 1 — 7) Agency Information Agency Name: CRISIS CLINIC d . r��ti11 l+ it Applicant Name and Address: Agency Director:��} v Crisis Clinic Kathleen SoutUgl 'Eicttjw:Director 1515 Dexter Ave.N.,#300 N me and TitleCrry Seattle,WA 98109 ( 06)611431PO�ext f6l5, „ (Area Code)Tel`ephon d Va'51 klsouthwick@crisisclinic.org (206)461-8368 _ E-mail address (if available) (Area Code)Fax Number Required signatures: By signing below,you certify that the information in this application is accurate to the best of your knowle ge and that ou have read the application, certifications, and appendixes. ( GN T S M BKIN B INK) Signature of Agency Board President/Date Signature of Agency Director/Date Katie Heinrich Kathleen Southwick Printed Name of Agency Board President Printed Name of Agency Director Program Information 1. Program Name TEEN LINK Contact Person(available to answer specific questions on this application) Coral Letnes (206)461-3210 ext. 613 Name (Area Code)Telephone Address (if different than above) cletnes@crisisclinic.orq (206)461-8368 E-mail address (if available) (Area Code)Fax Number 2. Program is New for our agency I I An Ongoing Program 3. Brief Description of Program(One sentence) Teen Link is an anonymous help line answered by teen volunteers each evening from 6-10 PM,providing a confi- dential,safe place for youth to seek comfort and support. Our trained staff and youth volunteers also provide Youth Suicide Prevention education in schools and youth-serving organizations throughout King County. 4. Where are services provided? (If different from agency location) The Youth Suicide Prevention education is presented at schools and youth-serving organizations. Page 1 5. Total Program Cost: Actual 2007: $ 179,976 Proposed 2009: $258,460 Projected 2008: $255,921 6. Total CityFunds Requested for this Program: City Awarded 2008 Requested 2009* General Fund CDBG Total Requested** Auburn $ 1,000 $3,500 Federal Way 4,000 4,000 Kent 0 1,000 !Renton 2,000 4,000 City Awarded 2008 Requested 2009* General Fund General Fund Burien $ 0 $ 1,500 Covington 1,800 1,800 Des Moines 1,000 1,500 Enumclaw _ 0 - SeaTac 1,000 1,500 Tukwila 1,000 1,500 *Cities on a two year funding cycle will renew 2009 awards to 2010 based upon performance and availability of funds. See Part II for city specific information. **Include your total request for Auburn,Federal Way Kent and Renton. The source of funding will be determined by staff. Page 2 7. Agency Contact Sheet Provide the following information for the agency and for the program requesting funds. Agency Contacts General Agency Name: Crisis Clinic Address: 1515 Dexter Ave.N.,#300 City/State/Zip: Seattle,WA 98109 Phone/Fax: (206)461-3210 (206)461-8368 Agency Web Address: www.crisisclinic.org Executive Director Name: Kathleen Southwick Title: Executive Director Direct Phone: (206)461-3210 ext. 615 E-Mail: ksouthwick(ccrisisclinic.org Development Director Name: Karin Hedlund (or Grant Writer) Title: Manager of Development&Community Relations Direct Phone: (206)461-3210 ext. 605 E-Mail: Ichedlund@crisisclinic.org Finance/Accountant Name: Coral Letnes (person preparing invoices) Title: Business Manager Direct Phone: (206)461-3210 ext. 613 E-Mail: cletnes@crisisclinic.org Program Contact (Staff contact for contracting, reporting and program implementation.) Program Name: TEEN LINK Staff Name: Daemond Arrindell Title: Youth Services Manager Direct Phone: (206)461-3210 ext. 604 E-Mail: darrindell@crisisclinic.org Page 3 8. ORGANIZATIONAL EXPERIENCE A. Experience In 1963, a distraught postal worker brutally stabbed a young girl after he tried repeated to get help,but found none. Out of that tragic experience, community mem- bers banded together to create a place where those in crisis could find immediate help. Thus, in 1964 Crisis Clinic was founded. Crisis Clinic is one of the nation's oldest crisis intervention agencies. We strive to provide crisis intervention and information and referral services efficiently, effec- tively and with compassion to all residents of King County. Our basic programs are the 24-Hour Crisis Line, 2-1-1 Community Information Line and Teen Link. In the spring of 1993, the daughter of a Crisis Clinic employee,Audra Letnes was bludgeoned to death by her boyfriend. Estranged from her friends and afraid to tell her mother about the abuse she was experiencing, Audra kept to herself. After this tragic incident, Crisis Clinic searched for resources and counseling that would have been appropriate for Audra,but found none. So,because of our dedication to the youth of this community and the recognition of their need for a safe and confidential place to discuss their concerns, in March 1996, Crisis Clinic started Teen Link. Our - Teen Link program includes our teen-answered help line and youth suicide preven- tion outreach and training. B. Operational Structure Crisis Clinic has six departments, each of which has its own Director/Manager. They include Crisis Services, 2-1-1 Community Information Line, Teen Link, Business Management and Technology. Each Director/Manager reports to the Executive Director and is responsible for the operation his/her program, including meeting all contractual requirements. The Executive Director, Kathleen Southwick,has a Mas- ter's degree and more than 21 years of experience in non-profit management. Don Kuch, the Clinical Director, is a Mental Health Professional,with a Master's in Psy- chology and has been accredited at the Master's level with the National Association of Forensic Counselors as a Certified Clinical Criminal Justice Specialist(#16946). Daemond Arrindell is the Teen Link Manager. Daemond has extensive experience working with youth in mental health settings and with an all-volunteer crisis line in Michigan. He has been the Teen Link Manager since 2003. Teen Link has four Out- reach and Training Specialists, all of whom have experience working with youth or in crisis intervention. Three staff members are former Teen Link volunteers or interns. Crisis Clinic has a Board of Trustees who has delegated operations to the Executive Director. The Board meets bi-monthly(six times a year), focusing on 1) addressing strategic issues facing the organization, 2)maintaining linkages with the community, and 3) assuring operational effectiveness. In 2007, the Board engaged in a strategic program evaluation and as a result is now evaluating how effectively we are engaged 8-1 with the diverse communities we serve, including the cities that fund us. The corn- mittee will be considering making a recommendation that each Board member be a liaison to a specific city in order to make a stronger connection. All Board members attend an orientation program that includes one to Teen Link. The Board recruits members who reflect the community we serve, and individuals with the skills and experience to assist the Board in fulfilling its work plan. There are 18 trustees, which we consider a full complement of members although the By-Laws allow up to 30 members. We continue to focus recruitment on people who live and/or work in South King County. We currently have Board members who live in Renton, Auburn, Fall City and Puyallup. Ages range from the late 20's to 60. There are eight women and ten men. Three individuals are persons of color. One trustee is a parent of youths formerly active as Teen Link volunteers. 8-2 9. NEED FOR YOUR PROGRAM A. Problem Statement The—teen years can be a troubling time for young people. Many teens experience anxiety,peer and parental pressures, and depression as they navigate this turbulent time in their lives. Unfortunately, some teens cannot cope with these changes and make unhealthy choices. Other teens may suffer from depression or another mental illness, which is unrecognized. Undiagnosed mental illness in youth is very high. According to the Surgeon General's"National Strategy for Suicide Prevention," sui- cide is the third leading cause of death for youth ages 10-24. More than 4,400 youths kill themselves each year. More teens and young adults die from suicide than from cancer, heart disease, AIDS,birth defects, stroke, pneumonia, influenza and lung dis- ease, combined. More than three million U.S. teens have seriously considered suicide or attempted suicide. Thirteen percent of youth ages 14-17 have considered suicide. Only 36% of them had received mental health treatment or counseling(SAMSA, 2000). Nearly 10%, or 2.2 million teens, experienced major depression last year. Depressed teens are also more likely to smoke, drink alcohol or abuse drugs. Fewer than half received treatment according to a 2005 report issued by SAMSA. Among Washing- ton State 6th graders, 18%reported thinking of killing themselves and 5.5%made an attempt. By 12th grade, 29% indicated they were"sad or blue each day for at least two weeks and that they stopped doing their usual activities," 12% considered suicide and 3% actually made an attempt. Twenty seven percent said they"weren't sure or didn't have people they could turn to when they were depressed." Fifty-six percent said they haven't received information about suicide prevention at their school. However, the good news is that 85% of teens said they would seek help for a friend who might be suicidal or depressed (WA State Healthy Youth Survey, 2004 and 2006). In Washington State, suicide is the second leading cause of death among youth ages 15-24, with more than 100 suicides a year. Another 14 teens are hospitalized each week from suicide attempts. In 2006 in King County there were 11 suicides com- pared with eight in 2005, and 13 in both 2004 and 2003 for youth 19 years or younger. Research indicates that the number of gay, lesbian and bisexual youth who reported having attempted suicide in the previous two years were 4-Y2 times greater than heterosexual youth who attempted suicide. There are more than 90,000 teens, ages 14-18, enrolled in school in King County. Teen Link is able to reach about 4-5,000 annually with its suicide prevention training. Given the high rates of depression and suicide in young people, it is a major gap in services that more teens do not learn about the signs of suicide and how to get help for themselves or a friend. 9-1 B. Target Population There are 90,000 youth(ages 14-18) enrolled in school and another 17,000 not in school in King County. Given the stress that youth experience,be it from troubled relationships,home life, school, employment, substance abuse or domestic violence, teens need a way to discuss their concerns and problems in an easy and confidential way and to find the help and resources they need to make positive decisions. Teen Link is that resource. Our target population is youth ages 13-20,but we have help line callers as young as seven or eight years old. We serve all teens, no matter what their life or family situation is, their race/ethnicity, place of residence or type of problem. Sixty percent of callers indicate they are a youth of color or multi-racial. While we focus on King County teens, we do get calls from teens in surrounding counties. Thirty-two percent of help line callers live in South King County. We get calls from teens living in practically every city in King County and provide training in many schools across the County,but our first priority is to schools where we receive city funding. 9-2 10. PROPOSED PROGRAM/SERVICE A. Program Description 1. Type of Services: The purpose of Teen Link is to prevent teenage violence, sui- cide, drug and alcohol abuse, family and relationship problems,pregnancy, sexu- ally transmitted diseases and depression by supporting and empowering youth to make healthy, self-respecting decisions on their own. Teen Link includes 1) an anonymous and non judgmental telephone help line answered by teen volunteers each evening between 6-10 PM and 2) our youth sui- cide prevention training. The help line provides youth with a confidential, safe place to ventilate anger, express fears and anxieties, and seek comfort and sup- port. With the guidance of caring and skilled teen volunteers, callers can talk honestly about their concerns, make sense of their feelings or situation and explore their options. Referrals can be made to youth-friendly organizations in King County. Teens have access to our database of more than 6,000 services. Our teen help line volunteers are between the ages of 14-20 and are extensively trained. They attend a 50+hour training, similar to the training for 24-Hour Crisis Line volunteers, that includes lectures, role-plays and presentations from specialty providers. Help line volunteers are supervised by a trained adult,usu- ally a Teen Link staff member, adult crisis line volunteer or former Teen Link volunteer over age 21 who can no longer be on the line. We also have teens that serve as Community Outreach Volunteers. These teens arrange presentations in the schools and help to publicize Teen Link in their communities. Teen Link is also a community leader in educating youth about suicide preven- tion. Our staff, along with trained adult and youth volunteers,provides youth suicide prevention education in schools and at youth-serving organizations throughout King County all year long. We also work with other organizations to promote access to community services that can address the needs of teens. 2. Methods to Serve Target Population: All help line calls are handled.from our Seattle office. We respond to youth callers until age 21; older callers are referred to the 24-Hour Crisis Line. Teen Link has a toll-free telephone line in King County and also provides a limited response to emails. During the times that the help line is not staffed, callers are given the option to call the 24-Hour Crisis Line, leave a message for a return call or to call back. We take our youth suicide pre- vention education to middle schools, high schools, and youth-serving organiza- tions throughout King County, with an emphasis on schools with a high percent- age of low-income and/or ethnic youth. We do high numbers of presentations in South King County schools. 3. Outreach to Target Population: To publicize Teen Link, we distribute 35,000 - copies of our free Where To Turn for Teens resource guides. We have posters in schools and in community locations, our phone number is on ASB cards, and we 10-1 distribute pens, stickers and other give-away items. In the fall of 2007, we had 463 interior Metro bus signs,many on South King County routes. We saw an increase in calls after the signs were posted. Teens are also present at local festi- vals and events to distribute materials and are featured on radio programs. 4. How Program Addresses Problem Statement: We are the only program in King County focusing exclusively on responding to the needs of all youth through a help line and suicide prevention training. We are focused on addressing the stress in teen lives that may contribute to depression and suicide ideation. We train teens to recognize stress, identify positive coping mechanisms, and under- stand the warning signs of depression and suicide, as well as how to get help for themself or a friend. On the help line, there are two trained teens on the phones each evening who respond to calls from other teens. In 2007, teens responded to 1,070 calls regarding emotional health (34% of calls),relationships (23%), com- munity involvement(18%), and abuse/assault(4%). Sixty-eight calls were from teens seriously considering suicide. Of 4,456 teens attending our youth suicide prevention training, 36% lived in South King County. 5. Language and Cultural Needs: Our help line training focuses on non judg- mental listening and communication skills. Our training and in-services include presentations from staff at organizations serving youth of color and/or LGBTQ youth. For teens for whom English is not their first language, we can utilize the Teleinterpreters Service, which has access to interpreters in 155+languages. Our outreach and training efforts include schools with a high percentage of low- income and youth of color. We also distribute materials at community events such as the PRIDE Parade and local ethnic festivals. 6. Changes to our program in 09-10: We hope to be able to retain the two addi- tional staff we hired in late 2007 to continue to increase the number of trainings we can offer. We also plan to develop a new training curriculum more appropri- ate to middle school youth. By engaging youth at a younger age,we hope to build protective factors and positive coping skills and to increase their awareness and use of Teen Link over a longer period of time. Educating a youth in 6th grade rather than in 11th grade will mean they have more time to use Teen Link and • community resources, if they need help. 7. How Program Works with Other Programs/Agencies: Teen Link works coop- eratively with many youth-serving organizations and schools. For example,prior to preparing the Where To Turn for Teens resource guides, our student interns call each of the agencies to make sure the information is accurate. We also work closely with teachers who invite us to their classes where we offer our youth sui- cide prevention training. Based on the type of calls we are receiving and stated needs of the phone workers,we schedule in-services. For example, we invited representatives of"Step-Up"to do training on teens who are violent in the home. This helped our teen phone workers be more effective in listening and in setting limits when they get calls from teens perpetrating violence. We also partnered with Project Cool to provide 2,000 resource guides for backpacks for homeless kids. We do not subcontract any portion of the Teen Link program. 10-2 B. Program Measures and Outcomes 1. Help Line Performance Measure: Number of calls received on the Teen Link help line. Help Line Outcome: Youth experiencing emotional distress/ crisis regain and/or maintain stability Help Line Indicators: 1) At least 58% of callers experience distress reduction 2) At least 73% of callers engage in problem solving 2. Youth Suicide Prevention Training Performance Measure: Number of students trained Training Outcome: Youth demonstrate increased knowledge of suicide indicators Indicator: 50% of youth demonstrate increased awareness of suicide. 10-3 C. Staffing Plan & Evaluation Staffing Plan: Teen Link has five FTE staff members, including a full-time Youth Services Manager who is responsible for the operation of the program including ensuring the content and effectiveness of the training, appropriate help line supervi- sion, youth suicide presentation trainings, community outreach, quality assurance and contract compliance. The Manager must have experience working with teens, espe- cially teens in crisis and/or crisis line experience. There are four full-time Training and Outreach Specialists who are engaged in recruitment, training and support of teen volunteers, leading the suicide prevention trainings and organizing community out- reach events. The Specialists are required to have help line experience and experi- ence working with youth. Three of the staff members were Crisis Line or Teen Link volunteers or interns prior to accepting the staff positions. There are 37 youth volunteers and 8 adult volunteers. Youth volunteers answer the help line and are active in outreach and training activities. The adults supervise the help line. Evaluation: Teen Link has a formal quality assurance policy to ensure our service meets contractual and professional standards and best practices. Feedback is given to staff and volunteers on performance measures. The program evaluation includes the measures discussed previously, as well as: 1. Caller Information Collection: Phone workers enter all demographic, need and referral information from callers into our computerized data collection program. This information is reviewed twice, once by the supervisor and also by the Youth Services Manager. This assures that the needs were properly documented and the interventions and referrals to other agencies appropriate to the need. Caller information is compiled daily and this information, which is "output"information, is reported to funders and regularly reviewed by the Executive Director to note changes or new trends. Information is reported quarterly. 2. Training Outcome Information is based on a pre- and post-test survey that is compiled quarterly and reported in our contracts. A formal evaluation report is prepared annually, reviewed by the Board, and mailed to all our funders. The report shows the ten-year trend for all the key measures and outcomes for Teen Link, including demographic, need and referral trends as well as outcome measures. Additionally, the Board reviews a"dashboard" of key program indicators and outcomes on a quarterly basis. 10-4 D. Differences in Service Delivery by City There are no differences in service delivery to any of the cities. The average cost of service per client is the same regardless where the caller lives. However, the schools located in cities that fund Teen Link are given first priority for staff and volunteer time in doing outreach efforts and youth suicide prevention presentations as we must meet our performance goals each year. 10-5 11. LONG-RANGE PLAN In 2007, the Board conducted a strategic analysis of Crisis Clinic and its key programs. As a result of that analysis they concluded that the programs were operating efficiently and effectively and meeting community needs that were identified as significant by fun- ders. They identified that we would need additional space in several years and deter- mined that Crisis Clinic should seek a lease option, rather than purchase a building. With regard to Teen Link, the Board identified that while the program is operating at a high level of efficiency given our funding, there is a significant number of high school youth that are not receiving youth suicide prevention training. They indicated they wanted to see Teen Link expand to meet that need. The Board believes that early intervention with teens can prevent later crises and can contribute to an improved quality of life. If teens learn how to find community resources when they are younger, they may be more likely to seek help when they are adults. As a result they encouraged staff to apply for the youth suicide prevention training funds to be made available through the new Mental Health Sale Tax program and to ask the County Council for"bridge"funding to hire two additional Training and Outreach Spe- cialists until the grant funding became available in August 2008. This bridge funding would enable Teen Link to begin the additional training efforts. The County Council did allocate funds for staff for the 4th quarter of 2007 and the 1st quarter of 2008. While the new Mental Health funding will enable Teen Link to significantly expand its trainings to students, we estimate we will still only reach less than 10% of high school students. Given that suicide is a serious public health issue, we need to reach more students. Thus, we need to continue to increase our funding from suburban cities, the City of Seattle and through private fundraising. We hope fenders will increase their support to cover more of the actual cost of providing services to the youth we serve in their areas. Our focus on private fundraising will be to support the publicity of the program so that more teens learn about us. • 11-1 12. BUDGET A. Budget Request Narrative All funds requested from the South County cities - $20,300 -will be used to support the full-time Youth Services Manager's salary and benefits. In 2009, we estimate his salary and benefits to be $49,893. B. Changes to Budget The only significant change is in personnel costs from 2007 to 2008. This is due to the hiring of two, full-time Training and Outreach Specialists, who were hired to help us promote the help line and provide Youth Suicide Prevention presentations. C. Cost per Client/Contact Cost Per Service Unit: $34.58 per contact(incoming calls and students trained) Explanation of how determined: Our cost per client is based on Teen Link expenses in 2008 divided by the number of calls/students trained (contacts) we plan on having in 2008. We estimate a total expense budget of$255,921; divided by 7,400 incoming calls and contacts, the cost is $34.58 per contact. 12-1 Agency: Crisis Clinic • Program: TEEN LINK 13. NUMBER Of INDIVIDUALS/HOUSEHOLDS SERVED BY PROGRAM X Individuals? or Households? (Check which applies and use for reporting all demographics.) Unduplicated *Unduplicated Number of all Clients Served by Clients Served All Funding Sources with Funds Requested 2007 2009 2007 %of column 1 2008 2009 (Actual) clients served (Anticipated) (Projected) (City Requested by City Funding Only) Auburn 229 4.20% 350 350 101 Burien 22 0.40% 100 100 43 Covington 688 12.50% 400 400 52 Des Moines 117 2.14% 150 150 43 Enumclaw 0 Federal Way 320 5.86% 300 300 116 Kent 128 2.35% 175 175 29 Renton 356 6.52% 350 350 116 Seall'ac 14 0.26% 150 150 43 Seattle 1,408 25.80% 2,000 2,000 940 Tul wila 60 1.10% 125 125 43 Other 2,121 38.87% 3,300 3,300 Total 5,463 100.00% 7,400 7,400 1,526 *Unduplicated means count each client only once per calendar year per program. This number should match the number of clients by city indicated in the top row of Question 15. Page 4 Agency: Crisis Clinic 14. Performance Measures (Data Table) Program: TEEN LINK 14a. Service with 2009 Requested Funds Proposed Performance Measures as defined below. A) CALLS B) STUDENTS C) Auburn 15 101 Buiien 10 43 Covington 4 52 Des Moines 6 43 Enimclaw 0 Federal Way 30 116 Kent 9 29 Renton 20 116 Seal ac 8 43 Seattle 250 940 Tul�wila 6 43 14111. Performance Measures 2009 Proposed with funds requested City Funding Only Tine: Brief explanation: A) CALLS Number of incoming calls to the Teen Link help line B) ISTUDENTS Number of students attending a Youth Suicide Prevention presentation C) Page 5 Agency: Crisis Clinic 14 Performance Measures (Data Table), Cont. Program: TEEN LINK 14c. Average Cost of Service Unduplicated Clients Served with Funds Average Cost of Service Requested 2009 Requested 2009 per Client (Same as last column of (Same as last column of Question 6) Question 13) Column 1 divided by Column 2 Example: $5,000 45 $111.11 Au(burn $3,500 101 $ 34.58 Burien 1,500 43 $ 34.58 Covington 1,800 52 $ 34.58 Desl Moines 1,500 43 $ 34.58 Enimclaw Federal Way 4,000 116 $ 34.58 Kent 1,000 29 $ 34.58 ' Renton 4,000 116 $ 34.58 SeaTac 1,500 43 $ 34.58 Seattle 32,500 940 $ 34.58 Tubwila 1,500 43 $ 34.58 Page 6 Complete Question 15 with 2007 Actual numbers reported in column 1 of Question 13. Agency: Crisis Clinic 15. Demographics (from all funding sources) (Data Table) Program:TEEN LINK cn al g1ient Residenceo to o 0 0 0 a a)) a) el 0 0 14 C.) a) W 4-, R4 v) c E-H E( Unduplicated (check one) oo N ®Individuals N N p°Op N N vp M El Households N `° M `'' Served in 2007* Household Income Level 30%of Median or Below 50%of Median or Below 80%of Median or Below Above 80%of Median Unknown 229 22 688 117 320 128 356 14 1,408 60 3,342 1 TOTAL 229 22 688 117 320 128 356 14 1,408 60 3,342 Gender Male 2 3 3 0 3 2 9 2 48 1 73 Female 5 7 2 5 26 24 12 6 129 8 224 TOTAL 7 10 5 5 0 29 26 21 8 177 9 297 ' Age 0-4 years 0 0 0 0 0 2 0 1 0 6 2 11 5- 12years 3 3 6 13- 17 years 3 4 2 5 0 7 10 6 2 80 4 123 18-34 years 1 2 2 15 9 2 1 14 46 35-54years 1 1 • 1 55-74 years 0 75+years 0 Unknown 225 16 684 112 0 296 106 347 11 1,319 39 3,155 TOTAL 229 22 688 117 320 128 356 14 1,408 60 3,342 Ethnicity Asian 2 2 4 Black/African American 1 2 3 6 Hispanic/Latino(a) 1 1 2 Native 1 1 American/Alaskan Pacific Islander 1 1 White/Caucasian 2 4 5 1 5 17 Other/Multi-Ethnic 1 2 1 1 9 1 15 TOTAL 1 1 2 1 6 6 5 2 21 1 46 Female Headed UK UK UK UK UK UK UK UK UK UK UK Household Disabling Condition 0 0 2 0 0 4 0 0 1 0 7 Limited English 0 0 0 0 0 0 0 0 2 0 2 Speaking *Check Individual or Household,which should be the same as checked in Question 13. Unduplicated means count each client (' - only once per calendar year. This should match the number served by City in the Actual 2007 column of Question 13. The "total"column will be different from Question 13 since the"other"column is not included due to space limitations. Page 7 16. PROGRAM STAFF (DATA TABLE) In this data table,record the number of full-time equivalent (FTE)paid staff and volunteers for this _ program. FTE means a 40-hour week throughout the entire year. For example, if you enter"5" in the box for Number of Volunteer FTEs, this would mean that you have, on average, five volunteers assisting your program at all times (assuming a 40-hour week). If you know only the total number of hours contributed by all volunteers for this program, simply divide that number by 2,080 to find the total FTE number. For example: 5,000 volunteer hours over the course of a)ear, divided by 2,080 equals 2.4 FTEs. 2007 2008 2009 (Actual) (Budgeted) (Projected) Total Number of Staff(FTEs) 3.18 5.0 5.0 Number of Volunteer(FTEs) 2.42 2.73 2.91 Actual Number of Volunteers 40 45 48 17. PROGRAM REVENUE & EXPENSE BUDGETS (DATA TABLE) Program Budget: All columns should include total program operating revenue and expenses. Complete the following data tables with figures indicating the source of program operating funds for 2007 (a tual), 2008 (budgeted) and 2009 (projected). Budget amounts should match funding requested (Question 14c) and Question 5. Include an explanation of any significant differences between the revenues and expenses by year in Question 12B of your application. Page 8 Agency: Crisis Clinic 17. PROGRAM REVENUE BUDGET (DATA TABLE) Program: TEEN LINK Revenue Source 2007 2008 2009 (Actual) (Budgeted) (Projected/ Requested) City Funding (General Fund & CDBG) • Auburn $ 1,000 $ 1,000 $ 3,500 • Burien 1,500 • Covington 1,800 1,800 1,800 • Des Moines 1,000 1,000 1,500 • Enumclaw 0 0 0 • Federal Way 4,000 4,000 4,000 • Kent 1,000 • Renton 2,000 2,000 4,000 • SeaTac 1,000 1,000 1,500 • Seattle 31,427 32,500 32,500 • Tukwila 1,000 1,000 1,500 • Other(Specify) East-North County 20,279 20,428 20,500 • Other(Specify) Kenmore 3,000 3,000 3,000 Other Government Funds ■ King County 49,972 49,972 100,000 ■ Washington State ■ Federal Government(Specify) • Other(Specify) Private Sources • United Way(grants &designated donors) 28,772 29,115 30,000 • Foundations and Corporations • Contributions (e.g., Events, Mailings) 52,626 90,000 50,000 ■ Program Service Fees (User Fees) 266 ■ Other(Specify) TOTAL PROGRAM BUDGET $ 198,142 $ 236,815 $ 256,300 Page 9 17. PROGRAM EXPENSE.BUDGET, CONT. Agency: Crisis Clinic (DATA TABLE) Program: TEEN LINK Expenses 2007 2008 2009 (Actual) (Budgeted) (Projected) Personnel Costs • Salaries $ 99,264 $ 146,250 $ 147,713 ■ Benefits 7,360 21,115 s 21,326 ■ Other 8,891 14,562 14,707 • Total Personnel $ 115,515 $ 181,927 $ 183,746 Operating and Supplies • Office/Program Supplies $ 5,660 $ 3,500 $ 3,535 • Rent and Utilities 7,728 8,000 8,080 • Repair and Maintenance 1,567 1,800 1,818 • Insurance 718 1,392 1,406 • Postage and Shipping 832 1,000 1,010 • Printing and Advertising 12,182 11,500 11,615 • Telephone 2,333 2,000 2,020 • Equipment • Conference/Travel/Training/Mileage 2,692 4,100 4,141 ■ Dues and Fees ■I Professional Fees/ Contracts • Direct Asst. to Individuals • Administrative Costs 26,239 37,002 37,372 • Other(specify) " 2,022 .1,200 1,212 ■ 447 • 127 500 505 • 1,914 2,000 2,000 TOTAL PROGRAM EXPENSES $ 179,976 $ 255,921 $ 258,460 Net Profit(Loss) 18,166 (19,106) (2,160) (revenue-expenses) = Page 10 Agency: Crisis Clinic 18. SUBCONTRACTS (DATA TABLE) Program: TEEN LINK List all the agencies you will be subcontracting with for this program. Provide the agency name in the first column, a description of the contract/service in the second column, and the contract amount in the third column. Do not list agencies you coordinate with on a referral only basis. Indicate not applicable if you do not subcontract for any part of this program.. Subcontracting Agency Specific Subcontracted Activities Contract in the Operation of Your Program Amount N/ N/A N/A Page 11 19. APPLICATION CHECKLIST Applications missing one or more of the following components or not following these directions may not be reviewed. Sign and submit the application checklist with your application. C ntents (Your application should contain each of these items in this order.) ❑X Application Cover Pages.The top three pages of your application must be a completed copy of the Agency Information and Questions 1-7. Application Narrative: x❑ Question 8 Organizational Experience(2 page maximum) O Question 9 Need for Your Program(2 page maximum) ❑x Question 10 Proposed Program/Service(6 page maximum) O Question 11 Long Range Plan(1 page maximum) O Question 12 Budget(2 page maximum) Data Tables O Question 13 Number of Individuals/Households Served O Question 14a-c Performance Measures and Average Cost of Service x❑ Question 15 Demographics (from all funding sources) O Question 16 Program Staff LI Question 17 Program Revenue&Expense Budgets El Question 18 Subcontracts 0 Required documentation. Supply one copy of the following required documents with the signed original application. See Part II: City Specific Supplemental Information to determine whether additional copies of the application and required documentation need to be submitted. O Question 19 Required Documentation, including: • Proof of non-profit status • Organizational Chart ■ Agency/Organization Mission Statement • Board resolution authorizing submittal of the application(may be submitted up to 60 days after application). • List of the current governing board and local board, if applicable, (include name,position/title, city residence, length of time on the Board, and expiration of terms. Note any vacancies.) • Board Meeting Minutes of last three board meetings of governing board and local board as applicable • Annual Budget • Financial Audit Cover Letter • Financial Audit Management Letter ■ Financial Statement • Verification of Non-Discrimination Policy ■ Program Intake Form—N/A ■ Sliding Fee Scale—N/A 0 Application Check List. (Signed below.) - LI City Specific Supplemental Information. Required in Name: Coral Letnes Part II for applicable City only. Position: Business Manager Phone#: (206)461-3210 ext. 613 Celfdt (6147118— E-mail:.cletnes@crisisclinic.org Sig'iature of Person Completing Checklist DO NOT SUBMIT ANY OTHER MATERIALS WITH THIS APPLICATION Make sure that you carefully check Part II of this application to see what additional attachments each city requires. Page 12 TEEN LINK Supplement to City of Renton 2009-10 Funding Application Result#9: Connect People to Services Strategy: Increase the ability of Renton residents to access services. Activities: Provide crisis lines or referral systems that increase access to services. Teen Link's help line performance measure is the number of calls received on the Teen Link help line. In 2007, Teen Link volunteers responded to 41 calls from Renton youths, and provided them with 16 referrals to programs/services in King County. Our outcome is: "People experiencing emotional distress/ crisis regain and/or maintain stability." In 2007, 76% of Teen Link callers reduced their emotional distress, 83% engaged in problem solving and 90% expressed appreciation for the help they received. Today, teens face increasing pressure to achieve and excel in school, in athletics, and social relationships. This pressure comes from their friends, their parents, the media, society, and especially from themselves. Teens have high expectations and can experience disappointment and sometimes depression when they aren't living up to their own expectations. Teens who call the Teen Link help line tell us that having the ability to talk to a neutral person about what is on their mind helps them see options and supports positive deci- sion making. This is especially effective when the person on the phone is another teen who understands what the caller is going through. Nineteen Renton teens called related to emotional health including concerns such as self-esteem, conflict/stress, sexual/gender identity, and suicide. Ten teens called with relationship concerns and 5 called with physical health and substance abuse issues. Not only do Renton teens receive support and a listening presence, but they also receive referrals to teen friendly community resources. We know that many teens face these concerns and never call Teen Link, so we print our Where To Turn for Teens resource guides and distribute them at Renton schools and at community events. Addi- tionally, we have posters and materials available at schools and our phone number is printed on ASB cards and on other give-away items. Our youth suicide prevention training in Renton schools also supports a model of posi- tive coping for the stress in a teen's life. Our training supports teens in learning how to "be a friend" to someone coping with life difficulties and how to.get help for them. In 2007, we provided this training to 317 Renton teens helping to build protective factors. 77% of the teens trained indicated that the training increased their awareness of suicide prevention and 99% found it helpful. I:IAdministrativelSupport Services\Municipals1200912009 APPLICATIONSISOUTH COUNTY APPLICATIONSIRENTON TL SUPP 09.doc < i U. :r. I I(Li�JUIc r iJ �l niti �rt�lvi c. . } I 1 INTERNAL REVENUE SERVICE DIttAKT Der(C1Ce IIKTH AHO l.(HOnA •UILDIkO ICATTIC, tA1HIHOTOH • Hlrl • April 14# 1964 Ir, rr r,n Form 2351 Code ff14 ' 1iiI • SEA: E0: 64-6i, Crisis Clinic , Inc. eunrolc Box 186 , University Station • Seattle, Washington 98105 Charitable ronM II A n(QUIn,0 • • !�1 Y(I n 140 ACCOUHT1140 rtnI00 r.N¢ IHO Gentlemen: December 31 Based upon lhe.evidence submitted, It la held that you are exempt from Federal income tax as an organization described In section 5O1(c)(3) of the Internal Revenue Code, as it is shown that you ore organized and operatad exclusively-fcc the purpobe shot;ri above. Any questions conceming taxes levied under other subtitles of the Cods should be submitted to us. • You ere not required to file Federal income tar returns so long as you retain on exempt status, un- less you are subject to the tax on unrelated businese.lncorrr: imposed by section 511 of the Coda and are required to III/ Form 99J-T for the purpose of reporting unrelated business taxable inct nc. Any chon7es In your chcxocter, purposes or method of operation should be reported Immediately to .this office for consideration of their effect upon your exempt status. You should also report any change in your name or oddness. Your-liability for filing the annual information return, Form 990A, Is set lath above. That return, if required, must be filed after the close of your annual occvunting period indicated above. Contributions mode to you are deductible by donors as provided in section 170 of the Code. Re+ quests, lecocies, and gift tax purposes iundertthe provis Ionstoftseco rtion 2055, 2106 orri 2522 of the Cod sal esl for your me eme deductible for ale You are not liable for the loxes Imposed under the Federal Insurance Contributions Act (scricl security taxes) unless you file a waiver of exemption certificate os provided in sur.h Act, You are not liable for the lax Imposed trader the Federal Unemployment Tax Act. Inquiries obeli( the waiver of exemption certificate for social stctrlly taxes should be addressed to this office. `Phil is a determination letttr. Very truly yours, • Neal S, Warren • District Director • Any chdnges in your operations frost those /Net forth in your application ,nay hays en adwrsa affect on your sxe-apt status, BOARD OF TRUSTEES 2008 ORGANIZATIONAL CHART I EXECUTIVE DIRECTOR I L... . L L..... MANAGER, DIRECTOR, MANAGER, MANAGER, - BUSINESS VOLUNTEER CLINICAL YOUTH INFORMATION DIRECTOR, 2-1-1 MANAGER SERVICES SERVICES SERVICES SERVICES QA/ J HA Lead I CIL Volunteer Crisis Line Care program r Computer Manager —Graphic Resource Specialist Coordinator Manager Specialists Support Center Designer Specialist Supervisor 1 CIL Volunteers Crisis Outreach a Supervisor Accountant Supervisors — _ Inpatient Education Authorizers Specialists Development and Community Resource Information Crisis Relations Specialists Et Referral Admin • — Intervention HTeen Link Manager Specialists Assistant Specialists ' Volunteers g Administrative Assistant Legal Crisis Specialist • Phone • Workers • Crisis ; I Clinic Disability S.O.S. ci Helping Lives On the Line Specialist Facilitator ` Mission Statement Housing • Our passion is caring and listening- Specialist • empowering people to make positive life changes. We do this through connections between people and critical resources. Caregiver Specialist I:/Admin/Support Services/Front Office/2008 Organizational Chart NOTE: This is page one of the January Board minutes, which contain the resolution authorizing submittal of this application. The complete January minutes are attached as part of the "minutes of the last three.Board meetings" requirement. Board of Trustees Meeting Minutes Wednesday, January 16,2008 6:00-8:30 PM Crisis Clinic Training Room Present: Katie Heinrich, Greg Beams,Nathan Brown, Dave Daniels, Eric Holdeman, Vimala Koushik,Nick MacPhee, Maureen Mitchell, Joelle Nole, Corinne O'Connell, Maggie Pheasant, Scott Renschler, Jim Schmidt, Steve Shelton, Jay Wellington, Diane Zytniak • Excused Absent: Melissa Allison, Guests: Rob Neilsen, Laurel Nelson Staff: Kathleen Southwick, Executive Director; Coral Letnes, Business Manager; Mike Maloy, IT Manager; Karin Hedlund, Development Officer I. Call to Order and Welcome: Katie Heinrich Katie called the meeting to order at 6:00 pm. She welcomed two guests: Lauren Nelson and Rob Neilsen, who are observing tonight and are considering joining the Board. II. Disclosure of Conflict of Interest Members introduced themselves, stated their affiliations and disclosed any conflicts of interest. Each member also read, signed and turned in a copy of the Disclosure of Affiliations and Associations Statement for 2008. III. Board Development Committee Report: Joelle Nole Joelle reported on the activities of the Board Development Committee. She announced that the second orientation for new Board members would be held next week—January 24th at 6:00 p.m. She encouraged everyone to attend, especially Committee Chairs, noting that it was a good opportunity for members to get to know each other, look at how we do things and see if we should do things differently. IV. Consent Agenda Motion 1: To adopt the Consent Agenda: Approved 16-0-0 • To approve the minutes of November 14,2007 as mailed. • To elect Joelle Nole to a one-year term as Vice President. • To elect Steve Shelton to a one-year term as Secretary. • To elect Greg Beams to a one-year term as Treasurer. • To authorize the Executive Director to apply for or renew any human service contracts for 2008/2009 from the following municipalities: Auburn,Bellevue, Bothell, Burien, Covington, Redmond, Kirkland, Shoreline, Issaquah, Woodinville,Kenmore,Kent, SeaTac, Des Moines, Federal Way, Renton, Tukwila, Seattle or King County, United Way and/or any private foundation or corporate grant requests in keeping with the objectives of the organization. I:IAdministrativelSupport ServiceslMunictpals1200912009 APPLICATIONSIATTACHMENTSIBoard Resolution 1-16-08.doc CRISIS CLINIC BOARD OF TRUSTEES as of 4/15/2008 Katie Heinrich, President I. David Daniels Program Operations Officer Fire Chief/Emergency Mgmt. Dir. MEDINA FOUNDATION CITY OF RENTON City of Residence: Seattle, WA Renton, WA Term: 3/06-09 3/07-10 Joelle Nole, Vice President Eric Holdeman Director, Delivery Services Principal VML ICF INTERNATIONAL Seattle, WA Puyallup, WA 1/06-09 07/05-08 Steve Shelton, Secretary Vimala Koushik Consultant Prepress Specialist Barclay Shelton &Associates SAFECO Seattle, WA Edmonds, WA 98020 07/07-10 6/04-10 Greg Beams, Treasurer Nick MacPhee, Partner Program Officer ERNST&YOUNG Laird Norton Family Fdn. Fall City, WA Seattle, WA 11/06-09 11/06-09 Melissa Allison Maureen Mitchell Journalist Attorney Seattle WA Summit Law Group 5/07-10 Seattle, WA 98101 10/06-09 Nathan Brown Rob Nielsen Program Project Manager er Real Estate Advisor Project KING CO. DEPT. OF NATURAL THE STAUBACH GROUP RESOURCES Seattle, WA 98121 Auburn, WA 01/08-11 8/06-09 ( i 1 CRISIS CLINIC BOARD OF TRUSTEES f� as of 4/15/2008 Corinne M. O'Connell Jim Schmidt Stewardship Manager Director, Accounting Policy YWCA of SEATTLE, KING CO, Farmers New World Life SNOHOMISH CO. Redmond, WA Seattle, WA 98101 5/07-10 3/07-10 Maggie Pheasant j Jay Wellington, MSW Consultant Harborview Medical Center Seattle, WA Seattle, WA 1/06-09 ; 9/07-10 Scott Renschler Diane Zytniak Clinical Psychologist I Human Resources Manager Seattle, WA MediaPro 11/07-10 Seattle, WA 8/06-09 j I No formal vacancies I � j i I � I I:IAdministrativelSupport ServiceslMunicipaIsl200912009 APPLICATIONSIBOARD ROSTER FOR MUNI APPS 09.doc 2 • 1 Board of Trustees Meeting Minutes Wednesday, January 16, 2008 6:00-8:30 PM Crisis Clinic Training Room Mission: Our passion is caring and listening, helping people to make positive life changes. We do this through connections between people and critical resources. Present: Katie Heinrich, Greg Beams, Nathan Brown, Dave Daniels, Eric Holdeman, Vimala Koushik, Nick MacPhee, Maureen Mitchell, Joelle Nole, Corinne O'Connell, Maggie Pheasant, Scott Renschler, Jim Schmidt, Steve Shelton, Jay Wellington, Diane Zytniak Excused Absent: Melissa Allison, Guests: Rob Neilsen, Laurel Nelson Staff: Kathleen Southwick, Executive Director; Coral Letnes, Business Manager; Mike Maloy, IT Manager; Karin Hedlund, Development Officer I. Call to Order and Welcome: Katie Heinrich Katie called the meeting to order at 6:00 pm. She welcomed two guests: Lauren Nelson and Rob Neilsen, who are observing tonight and are considering joining the Board. II. Disclosure of Conflict of Interest Members introduced themselves, stated their affiliations and disclosed any conflicts of interest. Each member also read, signed and turned in a copy of the Disclosure of Affiliations and Associations Statement for 2008. III. Board Development Committee Report: Joelle Nole Joelle reported on the activities of the Board Development Committee. She announced that the second orientation for new Board members would be held next week—January 24th at 6:00 p.m. She encouraged everyone to attend, especially Committee Chairs, noting that it was a good opportunity for members to get to know each other, look at how we do things and see if we should do things differently. � 1 IV. Consent Agenda Motion 1: To adopt the Consent Agenda: Approved 16-0-0 • To approve the minutes of November 14,2007 as mailed. • To elect Joelle Nole to a one-year term as Vice President. • To elect Steve Shelton to a one-year term as Secretary. • To elect Greg Beams to a one-year term as Treasurer. • To authorize the Executive Director to apply for or renew any human service contracts for 2008/2009 from the following municipalities: Auburn, Bellevue, Bothell, Burien Covington, Redmond, Kirkland, Shoreline, Issaquah, Woodinville, Kenmore, Kent, SeaTac, Des Moines, Federal Way, Renton, 4 Corinne brought everyone's attention to the Board Giving Plan for 2008 that was in the Board packet. She said it is an expectation that all Board members participate in giving to the agency. Board members were to either turn in their pledge at the meeting, or by January 31 at the latest. VII. Sharepoint Demonstration: Eric Adler Eric Adler, a colleague of Joelle's who is volunteering his time, presented and discussed the Sharepoint website he had been working on for the Board. The site will provide a centralized place for Board information, minutes, rosters, etc., that all members would be able to access. He noted that the site was easy to use and very flexible, and that it should be ready to use before long. Eric and Mike Maloy, IT Manager, projected the site on the wall and showed everyone how it worked. Staff will be sending out login and password information so members can go to the site and begin seeing how it works. There is only a limited amount of information on the site now, but more will be coming! VIII. Executive Session: Motion 3: To elect Rob Neilsen to a first three year term on the board IX. Adjournment The meeting was adjourned at 8:30 PM. Recorded by Coral Letnes Business Manager. 4\ik.(1 rii6f2 Bo rd Officer Date !.'Administrative\Support Services\Boarth2008 docunientsWinutes 1 Jan 2008.doc Board of Trustees Meeting Minutes Wednesday, November 14, 2007 6:00-8:30 PM Crisis Clinic Training Room Mission: Our passion is caring and listening, helping people to make positive life changes. We do this through connections between people and critical resources. Present: Katie Heinrich, Nick MacPhee, Joelle Nole, Jim Schmidt, Maureen Mitchell, Melissa Allison, Steve Shelton, Corinne O'Connell Excused Absent: Greg Beams, Nathan Brown, Dave Daniels, Eric Holdeman, Vimala Koushik, Maggie Pheasant, Jay.Wellington,Diane Zytniak Guests: Scott Renschler Staff: Kathleen Southwick, Executive Director; Coral Letnes, Business Manager; Susan Gemmel;1-1-1 Director; Karin Hedlund, Development Officer I. Call to Order and Welcome: Katie Heinrich Katie called the meeting to order at 6:00 pm. She asked everyone to introduce themselves for our guest and potential Board member, Scott Renschler. Scott is a clinical psychologist and former volunteer whose membership on the Board will be voted on tonight. Katie announced that the discussion regarding the Board website was tabled until the January meeting, as was Greg Beam's educational presentation on Clinic financial matters. II. Consent Agenda Motion I: To adopt the Consent Agenda: Approved 4-0-2 • To approve the minutes of September 19,2007 as mailed. • To accept the financial report. III. Executive Director's Report: Kathleen Southwick Kathleen gave an update to the report that was mailed to Board members: • The King County Council has allocated Teen Link$15,000 to hire two new staff members and we are busy with recruitment activities. There is some � ) confusion regarding the$60,000 the Council was to allocate for these staff members in 2008, but that should be resolved in the next couple of days. • There has been a slow decrease in the number of active volunteers on the Crisis Line in the past two years. Kathleen spoke about our efforts to recruit more volunteers, and how staff is analyzing the effectiveness of our methods. We have a couple of radio ads running on KUOW and KPLU. Board members discussed ways of getting people involved in volunteering, and Kathleen asked them to contact her if they know of any groups that might want a speaker so we could talk to them about volunteer opportunities. • Nick expressed concern re some of the data on the 3rd Quarter Program Dashboard. He noted that on the Crisis Call Outcome Rating Scale, it looked as though Problem Solving outcomes had gone down continually since 4th quarter 2006. Kathleen explained how the data was gathered (Crisis phone workers score each caller's verbal cues and statements during and after a call) and how the score can reflect the phone worker's state of mind as well as the caller's. She said she would check into this and report back. IV. Committee Reports • Executive Committee: Katie asked everyone to schedule the 2008 Board meetings on their calendars. She also asked Board members to pay attention to the Board Calendar and what's going on throughout the year. • Board Development: Joelle Nole announced the committee has been work- ing on a new charter that will be finalized by the end of November. She said they would like to have the orientation in January. • Facilities Committee: Nick MacPhee reported on the Facilities Committee's recommendations that:1. We must move as we are using our currently space intensively and we expect to grow. 2. We should plan and evaluate lease options based on approximately11,000 square feet. 3. We should lease, and drop the "own" consideration. He stated that the bottom line was that ownership of a building for an agency this size would be very risky. There was discussion on owning versus leasing. Currently, we have about 7,000 square feet and have met our capacity. Motion 2: To adopt the recommendations as currently written on the Facilities Report of 11/6/07 (and listed above): 7-0-0. The Board thanked both Kathleen and the committee members for all their hard work on this important issue. • Community Engagement: Steve Shelton gave an overview of the committee's work to date noting that at their first meeting they wanted to focus on making 2-1-1 a household name. At their second meeting, Katie and Kathleen joined them to discuss a different strategy for how Crisis Clinic and the board can engage the community. As the chart shows, there are several "communities" the organization engages with and the committee wants to collect more information to determine which of those would provide the greatest leverage for the organization. Their first focus is on system changers—Homelessness and Disaster Response. They noted that their role, on behalf of the board, is 1) to insure that Crisis Clinic is providing relevant and effective service to the community and 2) insure we are providing service in the most cost effective and efficient manner. Board members acknowledged that this assignment is one of the most difficult since it was not explicit what the charge from the board was and because it would be easy for board members to begin to develop operational plans, which is the responsibility of management. The members encouraged the committee to take their time to ask the questions and collect information upon • which they can develop their recommendations. • Resource Development: Corinne reported that the committee met to discuss the house party approach but they needed to collect more information from members, thus in December a committee member will be calling members: 1) To ask what type of event they plan to organize, 2) Whether or not they want to do it individually or be grouped with other board members 3) What month they plan to conduct the event, 4) An estimate of what amount they plan to raise, and 5) What type of assistance they might need. Based on this information, the committee will develop a revenue goal and an event calendar. Members will be responsible for inviting guests, refreshments, etc. and Crisis Clinic will work with the member to determine the program. Staff can provide volunteers from.the Crisis Line and Teen Link to speak, staff to talk about 211 and/or use the agency DVD, etc. Karin Hedlund distributed draft 2008 Board Giving forms to everyone, noting that the commitment for a small event is included in the plan. V. Executive Session: Motion 2: To elect Scott Renschler to a first, three-year term as a Trustee for Crisis Clinic. Approved 7-0-0. VI. Adjournment The meeting was adjourned at 8:00 pm. Recorded by Coral Letnes, Business Manager. Board Officer Date 1:\Administrative\Support Services\Board12007 documents\Minutes 6 November 14 2007.doc Board of Trustees Meeting Minutes Wednesday, September 19, 2007 6:00-8:30 PM Crisis Clinic Training Room Mission: Our passion is caring and listening, helping people to make positive life changes. We do this through connections between people and critical resources. Present: Katie Heinrich,Nick MacPhee, Joelle Nole, Maggie Pheasant, Maureen Mitchell, Melissa Allison, Corinne O'Connell, Steve Shelton,Diane Zytniak, Dave Daniels Excused Absent: Jim Schmidt, Eric Holdeman, Vimala Koushik Absent: Greg Beams, Nathan Brown Guests: Jay Wellington Staff: Kathleen Southwick, Executive Director; Coral Letnes, Business Manager; Susan Gemmel, 2-1-1 Director; Mike Maloy, IT Manager; Karin Hedlund, Development Officer I. Call to Order and Welcome: Katie Heinrich Katie called the meeting to order at 6:04 pm. She welcomed Jay Wellington, candidate for the Board. Katie thanked Kathleen and her staff for the work they did on the annual celebration. She said that of special note was the way in which Kathleen honored the staff and volunteers with personal stories about each of them. II. Consent Agenda Motion I: To adopt the Consent Agenda: Approved 9-0-0 • To approve the minutes of July 18,2007 as amended (adding Melissa Allison as present). • To accept the financial report. • To accept the policy revision in the Board Governance Policies,Board Expecta- tions of the Executive Director, under Financial Condition and Planning related to employee bonuses: Seek prior board authorization to award bonuses that exceed 60% of projected operating gain or are greater than $60,000. III. Follow-up to Board Retreat: Katie Heinrich and Nick MacPhee • Open Discussion: Katie solicited comments/questions members had about the retreat. Joelle Nole noted that the Board Development Committee needed to do some re-thinking about their role. Katie suggested that each Committee recheck their charter, as it's been a year since they were done. Diane Zytniak said she thought the retreat was well directed and ran well. Steve Shelton noted that it was very important that all members be aware of how the Clinic works and the direction of its programs. • Board Development Committee: Joelle reported that, after much work, the Committee had found Jay Wellington, who was up for election to the Board tonight. • Facilities Committee: Nick reported that the Committee met inr July, and that a representative from NBBJ had come in and met with Kathleen and Pam. Kathleen will be meeting with Grubb &Ellis related to financial capacity . • • Follow-up on New Committees: The Board agreed to form two new committees: a Community Engagement Committee and a Fundraising Committee. Members signed up for at least one committee each as follows: Board Development: Joelle Nole, Diane Zytniak, Nathan Brown, Maggie Pheasant, Vimala Koushik, Corinne O'Connell Facilities Committee: Nick MacPhee, Jim Schmidt, Maureen Mitchell, Jay Wellington Fund Raising Committee: Eric Holdeman, Nick MacPhee, Maureen Mitchell, Greg Beams, Corinne O'Connell Community Engagement Committee: Melissa Allison, Dave Daniels, Steve Shelton, Maggie Pheasant • All the Committee members gathered together, before they left, to coordinate their schedules and set up meeting times. IV. Executive Director's Report: Kathleen Southwick Kathleen reported on 2-1-1 activities. Karin Hedlund distributed small Crisis Line and 2-1-1 posters to the Board members and asked them to post them at work, in their community, etc. Board members gave Kathleen ideas on places to distribute the posters. • Kathleen said that King County Human Services Division is requiring organizations to write proposals to get their usual allocations from the County. We will know by the end of the month if they will simply negotiate a contract with us as opposed to having to respond to an RFP. • Kathleen and Daemond Arrindell, Youth Services Manager, met with King County Council members Jane Hague and Bob Ferguson, who both felt they could find additional funds for Teen Link in '07 and '08. • Kathleen reported on Crisis Line activities—the most important being recruiting addi- tional phone volunteers due to a shortage. We have begun putting out PSA's on KUOW and KPLU, sending out press releases, posting interior signs on METRO buses, and re-contacting former volunteers to see if they'll come back and take a shift. It appears that other organizations are also reporting difficulty in securing volunteers. V. 2008 Special Event Discussion: Kathleen Southwick and Karin Hedlund • Kathleen explained that the reason for having special events is to build our donor database, and that tonight we needed to decide which we would rather do—have one large special event or several small events, perhaps dinners. Karin distributed background information on previous events (what type of event was held each year, how many table captains were involved, cost of each event, and net raised). After much discussion, the Board decided they wanted to do several Board organized events instead of one, large special event. The Fund-Raising Committee will meet to develop the specific requirements for this approach. Before going into Executive Session, the Board expressed their best wishes to Kathleen on her upcoming nuptials. VI. Executive Session: Motion 2: To elect Jay Wellington to a first, three-year term as a Trustee for Crisis Clinic. Approved 9-0-0 VII. Adjournment The meeting was adjourned at 8:25 PM. Recorded by Coral Letnes, Business Manager. o Boa d Officer Date C:\CORAL'S DOCACLINIC DOCUMENTS\2007 DOCUMENTSVIlinutes 19 Sept 2007.doc , tii 5/2008 Crisis Clinic 2008 Budget-Cost per Call Crisis Subtotal Hospital Sub-total Fund Services Volunteer Crisis Author. 211 Teenlink Programs Admin Raising Total Revenue&Support _ Contribution 40,000 0 40,000 0 35,000 35,000 110,000 0 40,000 150,000 United Way 200,000 0 200,000 0 337,750 29,115 566,865 0 0 566,865 Govt Fees&Grants 484,220 0 484,220 693,668 690,168 117,700 1,985,756 0 0 1,985,756 Private Contract 62,400 0 62,400 17,520 222,380 0 302,300 0 0 302,300 Products 0 1,500 1,500 0 73,600 0 75,100 0 0 75,100 Training/Other 6,800 0 6,800 0 0 0 6,800 0 0 6,800 Interest Income 0 0 0 0 0 0 28,000 0 28,000 Release-Temp.Restricted Funds 0 0 0 0 0 55,000 55,000 0 0 55,000 Total 793,420 1,500 794,920 711,188 1,358,898 236,815 3,101,821 28,000 40,000 3,169,821 Expenses 0 Salaries&Wages 405,683 83,441 489,123 361,585 782,047 146,250 1,779,006 271,928 37,050 2,087,983 Benefits 28,119 8,446 36,565 32,432 84,850 21,115 174,961 24,184 4,223 203,368 Taxes 39,971 8,107 48,077 35,222 77,513 14,562 175,374 26,226 3,626 205,226 Sub-total Personnel 473,772 99,993 573,765 429,239 944,410 181,927 2,129,341 322,338 44,899 2,496,577 Professional Fees/Accreditation 5,800 5,800 9,500 0 15,300 Respite Direct Expenses 20,400 20,400 20,400 Subcontractors 1,800 1,800 71,360 73,160 73,160 Office Supplies 5,000 2,000 7,000 3,000 14,800 3,500 28,300 5,000 2,500 35,800 Telephone/Internet 21,000 1,200 22,200 5,000 33,200 2,000 62,400 4,000 600 67,000 Postage&Mailings 500 200 700 100 6,000 1,000 7,800 1,200 3,000 12,000 Occupancy* 36,800 6,400 43,200 9,600 68,800 • 8,000 129,600 28,800 1,600 160,000 Copier Expense 2,500 1,000 3,500 800 2,900 1,800 9,000 1,500 500 11,000 Printing/Publications/Subscriptions 1,000 100 1,100 500 18,500 10,500 30,600_ 2,500 3,000 36,100 Advertising/Promotions 20,000 20,000 0 5,000 1,000 26,000 0 0 26,000 Transportation 250 300 550 250 3,600 3,600 8,000 1,000 250 9,250 Conf. &Training 3,500 200 3,700 500 10,000 500 14,700 700 500 15,900 Dues 1,000 0 1,000 2,000 3,000 200 300 3,500 Recognition 700 2,500 3,200 1,000 1,200 5,400 500 100 6,000 Board Expenses 0 0 0 0 0 0 3,000 0 3,000 Insurance* 5,848 557 6,405 3,899 8,354 1,392 20,050 1,671 278 21,999 Want Ads 2,500 0 2,500 500 4,000 0 7,000 0 0 7,000 Misc 2,000 500 2,500 2,000 2,000 500 7,000 2,000 500 9,500 Sub-tot.Operating Exp 104,398 14,957 119,355 97,509 206,354 34,992 458,210 61,571 13,128 532,909 Total Expenses 578,170 114,950 693,120 526,748 1,150,764 216,919 2,587,551 383,909 58,027 3,029,486 Fund Depreciation 7,184 991 8,175 7,000 22,000 2,000 39,175 5,000 2,500 46,675 Total w/Depreciation 585,354 115,941 701,295 533,748 1,172,764 218,919 2,626,726 388,909 60,527- 3,676,161 %of Program Expense 22.28% 4.41% 26.70% 20.32% 44.65% 8.33% 100.00% - 449,436 Share Of Admin/FR ,. 100,155 19,838 118,533 94,023 199,878 37,002 449,436; Total Costw/Adinin/FR Share;`-. y 685,508 135,779 819,828 627,771 1,372,642 255,921 ?3,076;162 2008 Incoming Calls/Contacts 84,225 84,225 100,781 7,400 2008 Cost per Call/Contact $9.73 $13.62 $34.58 Excess/Deficit (24,908) 83,417 (13,744) (19,106) 25,659 .,. 'r• .m Ltd'`., s = c "> :_ , 'R4,-;1,,,, - r ` ;z'' , ,,"` , :,fi r T -ivar ISM"g.'i y„i tx`m - , ledifeV 1 :11-4;40,41'%Aw!#..4,440.4*--victirav".41•:„Aligr'„t,.,rkorge.,.,,e firTow. ,,tvelnet,„:"ANI,' F :4".3h ...D '. ., a 'au.. 1. Pam^ ..k'.d,,n,".. aia`d t.y PETERSON SULLIVAN PLLC TUEIEE, PUBLIC ACCOUNTANTS UNION STREET, SUITE 2300 SEATTLE, WASHINGTON 98101 INDEPENDENT AUDITORS' REPORT Co the Board of Trustees risis Clinic eattle, Washington We have audited the accompanying statements of financial position of Crisis Clinic as of December 31, 2006 and 2005, and the related statements of activities, functional expenses, and ash flows for the years then ended. These financial statements are the responsibility of the Crisis Clinic's management. Our responsibility is to express an opinion on these financial statements based on our audits. We conducted our audits in accordance with auditing standards generally accepted in the United States. Those standards require that we plan and perform the audit to obtain reasonable Jssurance about whether the financial statements are free of material misstatement. An audit includes examining, on a test basis, evidence supporting the amounts and disclosures in the financial statements. An audit also includes assessing the accounting principles used and s'gnificant estimates made by management, as well as evaluating the overall financial statement p esentation. We believe that our audits provide a reasonable basis for our opinion. III. our opinion, the financial statements referred to above present fairly, in all material respects, the financial position of Crisis Clinic as of December 31, 2006 and 2005, and the changes in its net assets and its cash flows for the years then ended in conformity with accounting principles generally accepted in the United States. pril 19, 2007 1 TA 206.38 7777 • E.a,, 206.382.7700 • www.pscpa.com t-k. q. �,.� ',s :. '_ - ':,'^�.' .•aa xk�`" `'t° '•;,=F'`�;=`�e'.:.f�'.E =l :rs :rz=z scrs:;r; y-.;�;¢%ti t�:y`+n"J�;%:; a..r `s;YF;''Sta:";:�ua.:x:�ni "c�,t. P' _ '"^ 4: x * ,, .° a' >' rn:'vat 3 f s %` .-?„-�,•..^.,`J.:.r,Ty' "4�s p,,.;a � a � _t � �� � 1; , rt a� � _`;�.e,�:�� ,J'�v a�`�a"t�"py�z�'�`�N7 { . :K';a � .l... �; ' _ mow«' ''" ' .,,: x x:.. � a`r' .,ivw{,''.F�7 .€.ik e-c i, 1rd'1rt v„(4�"A "' GiP'�xy A' ,r,r„ Y �, -.�) r1aS 'r13i �Y ��T '; .yam. , ,,, {; .r•, y, ., . PETERSON SULLIVAN PLLC L` � � .�~ ;�� • . �� ��. ����:�F��€-� � i���' !RTlFIE€1 PUOUC ACCOUNTANTS 6„1 UNIT N STREET, SUITE 2300 SEATTLE, WASHINGTON 98101 April 19, 2007 To the Board of Trustees Crisis Clinic Seattle, Washington In planning and performing our audit of the financial statements of Crisis Clinic ("the Organization") as of and for the year ended December 31, 2006, we considered the Organization's internal control over financial reporting as a basis for designing our auditing procedures 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. Our consideration of internal control in connection with our audit would not necessarily disclose all matters in internal control that might be material weaknesses under standards established by the American Institute of Certified Public Accountants. • material weakness is a significant deficiency, or combination of significant deficiencies, that esults in more than a remote likelihood that a material misstatement of the financial statements 1 vill not be prevented or detected by the entity's internal control. However, we noted no matters involving internal control and its operation that we consider to be material weaknesses as defined above. This communication is intended solely for the information and internal use of management, the 13oard of Trustees, and the Finance Committee and is not intended to be and should not be used by anyone other than these specified parties. 7.e/r,r,t_9#4, _5',„ (/(- -- et-L-6 -- re9 206.382.7777 • :'RX 206.382.7700 • www.pscpa.com 4/15/2008 1 CRISIS CLINIC Financial Statement -Year to Date 1 March-08 1 Year to Year to Variance 1 2008 Date Date Favorable Approved Actual Budget (Unfavorable) Budget Support& Revenue Contributions-General 80,000 43,073 31,237 11,836 Contribution-Teenlink 35,000 0 0 0 Contribution-211 35,000 0 0 0 Contribution-Crisis 0 0 0 linited Way 566,865 141,717 141,716 1 Govt. Fees/Grants 1,985,756 504,299 496,439 7,860 private Contracts 302,300 73,055 75,575 (2,520) products 75,100 41,100 18,775 22,325 Training/SOS/Misc. 6,800 496 1,700 (1,204) Interest Income 28,000 10,423 7,000 3,423 Transfer from Teenlink 55,000 0 0 0 Total Revenue 3,169,821 814,163 772,442 41,721 Expenses Salaries &Wages 2,087,983 496,665 521,996 . 25,331 Benefits 203,368 47,563 50,842 3,279 Taxes 205,226 43,042 51,307 8,265 Sub-total Personnel 2,496,577 587,270 624,145 36,875 SObContractors 73,160 21,940 18,290 -3,650 Caregiver 20,400 4,164 5,100 936 Professional Fees 15,300 275 1,450 1,175 Sjupplies 35,800 11,820 12,850 1,030 Telephone 67,000 20,351 16,750 -3,601 Pbstage 12,000 3,697 3,000 -697 Occupancy 160,000 37,597 40,000 2,403 Copier Expense 11,000 2,652 2,750 98 Printing& Publications 36,100 17,218 16,525 -693 Advertising 26,000 3,850 6,500 2,650 Transportation 9,250 3,087 2,312 -775 Conf. & Meetings 15,900 857 1,600 743 Dues 3,500 2,540 3,000 460 Vol. Recognition 6,000 323 , 1,500 1,177 Board Expenses 3,000 256 750 494 Insurance 22,000 4,455 5,500 1,045 Want Ads 7,000 2,684 1,750 -934 Misc./bank fees 9,500 1,979 2,375 396 Operating Expenses 532,910 139,745 142,002 2,257 Total Expenses 3,029,487 727,015 766,147 39,132 Operating Excess (Deficit) 140,334 87,148 6,295 80,853 Fund Depreciation (46,675) (8,932) (11,669) 2,737 Net 34,834 78,216 (23,674) 101,890 1 Crisis Clinic Policy and Procedures Section: Personnel Index Location: Title: Non-Discrimination Authorized Reviewer: Executive Director Date of Last Review/Initialed: 7/10/06 Also Reference: X.I. CIL Client Grievance Procedures VIII. Crisis Services Complaints & Ombuds VIII. Crisis Services Client Grievance Procedures Policy: No person shall be subjected to discrimination or harassment by Crisis Clinic or any of its subcontractors, either directly or through contractual or other arrangements, on the grounds of race, color, national origin, gender, sexual orienta- tion,age, religion, creed, marital status, disabled or Vietnam Era Veteran status, physical, mental or sensory handicap (which includes persons known to have HIV/AIDS virus) or any other class of persons protected by local, state or federal law. Crisis Clinic ("Clinic") welcomes applications from people with disabilities and does not discriminate against them in any way. No otherwise qualified handicapped indi- vidual shall, solely by reason of his/her handicap or disability, be excluded from the participation in, be denied the benefits of, or be subjected to discrimination under any program or activity provided by or through Crisis Clinic. This policy is designed to ensure equal access and treatment for all employees, clients, subcontractors, suppliers, and the public, and covers employment practices, delivery of agency ser- vices, and every aspect of the Clinic's programs, practices, policies, and activities. If necessary, Crisis Clinic will make reasonable accommodation to ensure services or employment are not denied to any person solely on the basis of a handicap. Crisis Clinic will not: 1. discriminate against any person in services provision, service accessibility, recruitment, hiring, training, compensation, benefits, promotion, transfer, termi- nation, lay off, reduction in force, or in any terms or conditions of employment; 2. harass or make any comments, display or distribute any materials which are derogatory; 3. aid or perpetuate discrimination against a person by providing assistance to any agency, organization or person that discriminates; 4. deny a person any services, financial aid, or other program benefits; 5. provide access which does not afford equal participation or benefit to that afforded others; 6. utilize criteria or methods which have the effect of defeating or impairing accom- plishments or objectives of the Clinic's policies and plans; 7. determine and select the site or location of facilities, program, or activities that will have the effect of excluding or denying persons from benefits or subject per- sons to discrimination. IIA1 NonDiscrimination.doc Page 1 of 4 Updated on 04/15/08 Crisis Clinic will not discriminate against any employee or applicant because of a disability unless the lack of such disability is a bona-fide occupational qualification (BFOQ). All other qualifications being equal, an employee or applicant will not be rejected for employment, transfer, promotion or other employment status, if reason- able accommodation can be provided to allow for their disability. Information con- cerning the medical condition or history of an employee or applicant will be kept separate from personnel records and will be shared only in the following ways: • Supervisors and managers may be informed of restrictions on the work or duties of the individual with a disability and informed of necessary accommodations. • Government officials investigating compliance with federal or state regulations may be provided relevant information on request. Crisis Clinic complies with Title VII of the Civil Rights Act of 1964, Equal Pay Act of 1963, Section 504 of the 1974 Rehabilitation Act, Age Discrimination in Employment Act of 1967, Americans with Disabilities Act of 1990, Vietnam-Era Veterans Read- justment Act of 1974, and other federal, state, and local laws and regulations. Procedure(s): 1. Communications and Alternate Format Documents: Persons with hearing impair- ments or deafness may require access to TDDs or sign language interpreters. Crisis Clinic's Crisis Line and Community Information Line have TDDs for callers. Crisis Clinic will make every attempt to obtain sign language interpreters for our public meetings/events if requested in advance. The cost of such services will be paid by the Clinic. For events not conducted at the Clinic, barrier-free facilities will be sought. If requests are received for alternate format documents, these requests will be reviewed to determine what type of alternate format would be most appropriate. Such alternate formats may include audiotape, Braille, computer disks or large print. Such requests should be submitted to the ADA/Section 504 Coordinator: the Executive Director. The ADA/Section 504 Coordinator will ensure prompt follow-up and response to the request for alternate format documents. 2. Requests for Accommodation: All requests for accommodation should be sub- mitted to the ADA/Section 504 Coordinator. Crisis Clinic's Coordinator is the Executive Director. The ADA/Section 504 Coordinator will review the request and follow up with the individual requesting accommodation. The requested accommodation will be given primary consideration; however, the Clinic reserves the right to choose a less expensive or other reasonable accommodation, which is easier to provide. If the requested accommodation would fundamentally alter the nature of the program or would present undue financial and administrative burdens, the ADA/Section 504 Coordinator may pur- sue other accommodations, which do not present such a burden. If no other accommodations are available, a written statement of the reason(s) for deter- mining the requested accommodation is an undue burden will be placed in the Clinic's files and maintained and reviewed at each subsequent self-evaluation. IIA1 NonDiscrimination.doc Page 2 of 4 Updated on 04/15/08 3. Self-Evaluation: At least once annually, the Clinic conducts a self-evaluation to ensure it complies with the ADA and other non-discrimination regulations. During this self-evaluation, the Clinic will review its non-discrimination policy and actions, and ensure its facilities, services, and employment are accessible to all persons. If the Clinic has determined any requested accommodations would cause undue financial and/or administrative burden or would fundamentally alter the nature of the program(s) provided, the written statement of such a decision will be reviewed at the self-evaluation to determine whether the decision made continues to be relevant. If updates or changes are necessary as a result of the self-evaluation process, an action plan will be developed which will include time-specific deadlines. Completed self-evaluations will be maintained on file for no less than five years. 4. Notification: Notices of this policy will be made on a continuing basis through brochures, job announcements, public event announcements, and other notices deemed appropriate by Crisis Clinic. Public comments,regarding availability of services and non-discrimination are encouraged, and reviewed by the Clinic's ADA/Section 504 Coordinator, who will take action if appropriate. At each annual self-evaluation, all such comments will be reviewed as part of the Clinic's over-all review and further action taken if appropriate. 5. Recruitment and Employment Practices: All recruiting employment practices and activities are conducted on a basis that does not discriminate because of race, color, national origin, gender, age, religion, creed, marital status, sexual orienta- tion, disabled or Vietnam Era Veteran status, physical, mental or sensory handicap (which includes persons known to have HIV/AIDS virus) or other class of persons protected by local, state or federal law. To ensure that employment interviews conform to federal, state and local employment laws, all staff conducting interviews must be familiar with the "Pre-Employment Inquiries" document that is attached. Crisis Clinic will not discriminate against persons with disabilities when making promotion, demotion, transfer, layoff, termination, rehire, pay changes, rates of pay, job assignment, training or benefit decisions. Employees or potential employees who wish to request special accommodation to known physical, sensory or mental limitations should refer to the section on Requests for Accommodation above. 6. Vendors, Contractors and Consultants: Crisis Clinic will not purchase goods or services from any contractors, consultants or vendors who discriminate illegally based on race, color, national origin, gender, age, religion, creed, marital status, sexual orientation, disabled or Vietnam Era Veteran status, or due to any physical, mental or sensory handicap (which includes persons known to have HIV/AIDS virus). In considering offers from and doing business with consultants and/or suppliers, Crisis Clinic will not discriminate against any person on the basis of race, color, religion, sex, age, national origin, marital status, sexual orientation, the presence of any mental or physical disability in an otherwise qualified disabled person, or any other classification prohibited by local, state or federal law. IIA1 NonDiscrimination.doc. Page 3 of 4 Updated on 04/15/08 7. Complaints: Crisis Clinic will promptly and thoroughly investigate all claims of dis- crimination from callers, staff members, volunteers, and any member of the 7' community. Complaints of discrimination will be handled with sensitivity, discretion and confidentiality to the extent allowed by the circumstances and the law. Generally this means that allegations of discrimination are shared with those who have a need to know so that the Crisis Clinic can conduct an effective investigation. Each employee is responsible for supporting and adhering to this policy. Employees should never tolerate discriminatory behavior. They should make their feelings known to the offending employee. But if they are not comfortable doing this, then they must promptly report any offending behavior, whether such behavior is directed towards them personally or to other employees of the Clinic, to their supervisor, manager or Executive Director. Employees shall report concerns about discrimination before behaviors become severe or pervasive, as the Crisis Clinic prefers to stop discrimination before it rises to the level of a violation of the anti-discrimination laws. Supervisors and managers who know or receive reports of offending behavior or complaints from callers or any other member of the community must promptly notify the Executive Director so that appropriate action can be taken. The complainant is usually requested to provide as many details as possible, such as the date(s), location(s), name(s) of witnesses, or information about the alleged discriminator(s). Persons with relevant information will be interviewed. During the investigation of complaints, steps may be taken to minimize contact between the complainant and the alleged discriminator. After the investigation is completed, Crisis Clinic will share its findings with the complainant, the alleged discriminator and, if appropriate, other people directly concerned with the incident. If Clinic concludes that improper discrimination occurred, prompt and effective remedial actions will be taken. This may include discipline and/or other actions to remedy the effects of the discrimination and prevent further discrimination. No retaliatory action will be taken against any employee who in good faith files a complaint or assists in the investigation of such a complaint. Employees who believe they have been retaliated against for having reported an incident of discrimination or participated in an investigation of a complaint are urged to promptly notify their manager or the Executive Director so their concerns can be investigated. Appropriate corrective measures will be taken if allegations of retaliation are substantiated. Questions regarding the plan or any practice that appears to be inconsistent with its goals should be directed to the Executive Director. Prepared by: Business Manager, 7/10/06 • IIA1 NonDiscrimination.doc Page 4 of 4 Updated on 04/15/08 2 3 i 43 Agency: Senior Services @ram: Volunteer Transportation Application Cover Pages (Agency Information and Qiiestions,1 - 7) ........................................................................................... ... ... ..... ..... ......... .. ..:..:..::.:::.:::.:::::::.::.::.::.::.::.::.:::::.:...::.::.::.::.::.::.::.:::.::.::.:.:.::..::.:::.::.::.:: Agency Name: ,47(r ��)'... 0�0 N\ Applicant Name and Address: Agency Director:( Senior Services Denise Klein`;Exe@tfiveADirectoY 2208 Second Avenue, Suite 100 Name and Title �Z) k Seattle, WA 98121 (206) 727-6201 (Area Code)Telephone denisek@seniorservices.org (206) 448-5766 E-mail address (if available) (Area Code) Fax Number Required signs ures: By signing below,you certify that the information in this application is accurate to the best of y nowledge and that you have read the application, certifications, and appendixes. (SIGNAT S UST B LUE INK) S. tur Board President/Date Signature of gigcncy Director/Date /2A ,P Printed ame of Age cy Board President Printed Name of Agency Director :>::::> :s:li( i1 Pro a1iInformation ' Y:::::}: ::;::::,::::: :::;::::,::: : ;{ j; ::;:<:::�.:'::.:.:i..:::.:::.::.::.::::::..::.::.:.::::::.:::.i.:::::::':;::<;::;>:::���� 1. Program Name Volunteer Transportation Contact Person (available to answer specific questions on this application) Cindy Zwart (206) 727-6255 Name (Area Code) Telephone Address (if different than above) cindyz@seniorservices.org (206) 748-7579 E-mail address (if available) (Area Code)Fax Number 2. Program is New for our agency ❑An Ongoing Program 3 J Brief Description of Program(One sentence) Over 380 volunteer drivers use their own vehicles to provide personalized, escorted, free transportation services to seniors throughout King County who need a higher level of assistance than offered by public transportation. 4J Where are services provided? (If different from agency location) Volunteer Transportation provides services throughout King County. ORIG' I NA L Pagel Agency: Senior Services Program: Volunteer Transportation 5. Total Program Cost: • Actual 2007: $400,965.97 Proposed 2009: $419,092.00 Projected 2008: $410,896.00 6. Total City Funds Requested for this Program: City Awarded 2008 Requested 2009* General Fund CDBG Total Requested** Auburn $5,000 $6,890 Federal Way $6,000 $6,625 Kent 0 $8,480 Renton $7,350 $7,950 City Awarded 2008 Requested 2009* General Fund General Fund Burien Covington Des Moines Enumclaw SeaTac $2,500 $3,710 • Tukwila $1,764 $1,749 *Cities on a two year funding cycle will renew 2009 awards to 2010 based upon performance and availability of funds. See Part II for city specific information. **Include your total request for Auburn, Federal Way Kent and Renton. The source of funding will be determined by staff. Page 2 Agency: Senior Services Program: Volunteer Transportation 7. Agency Contact Sheet Provide the following information for the agency and for the program requesting funds. Agency Contacts General Agency Name: Senior Services Address: 2208 Second Avenue, Suite 100 City/State/Zip: Seattle, WA 98121 Phone/Fax: (206) 448-5757 Agency Web Address: www.seniorservices.org Executive Director Name: Denise Klein Title: Executive Director Direct Phone: (206) 727-6201 E-Mail: denisek@seniorservices.org Development Director Name: Patricia Hart (or Grant Writer) Title: Chief Development Officer Direct Phone: (206) 727-6205 E-Mail: patriciah@seniorservices.org Finance/Accountant Name: Tara Voss (person preparing invoices) Title: Controller Direct Phone: (206) 727-6298 E-Mail: tarav@seniorservices.org Program Contact (Staff contact for contracting reporting and program implementation.) Program Name: Volunteer Transportation Staff Name: Cindy Zwart Title: Director Direct Phone: (206) 727-6255 E-Mail: cindyz@seniorservices.org Page 3 Agency: Senior Services Program: Volunteer Transportation 8. ORGANIZATIONAL EXPERIENCE A. Experience. • Senior Services is a community-based, not-for-profit agency serving King County seniors and their families since 1967. We achieve our mission- to promote the emotional, social, and physical well being of older adults -through a comprehensive network of centers and essential services that include eleven core programs, eight senior centers and three adult day health centers. Our core programs include: • Caregiver Outreach and Support: Provides caregiver support, counseling and training and helps to identify, select and secure needed community resources; • Community Dining: Offers nutritious meals, nutrition education and social interaction at twenty four sites throughout King County; • Enhance Fitness: Offers aerobic exercise and strength training with evidence-based results specifically designed for older adults; . • Enhance Wellness: Provides structure, motivation and encouragement for older adults to take on health challenges and maintain or regain control of their lives; • Homesharing: Expert matching of homeowners and renters provides both affordable housing and companionship; • Information and Assistance: Trained advocates provide telephone and in-person referral services for over 7,000 community services and resources; • Meals on Wheels: Delivers nutritionally balanced meals to homebound seniors; provides grocery items and liquid supplements through the Mobile Market program; • Minor Home Repair: Performs basic plumbing, electrical, carpentry and disability access repairs; • Senior Outreach: Provides information, advocacy and support, reducing barriers to health and social services, linking isolated elders with needed services; • Senior Rights Assistance: Trained volunteers provide information and assistance, education and advocacy on consumer, estate, retirement and other issues; • Transportation: Provides transportation to medical appointments, hot lunch programs and other local errands using paid and volunteer drivers in private vehicles and agency vans. Our services touch the lives of all generations—the very young child being raised by a grandparent,the working middle age son or daughter struggling to care for an aging parent and the frail senior living alone, striving to remain independent. Last year, with the support of our community partners, Senior Services served 55,000.older adults, their families and their caregivers throughout King County. CLIENT DEMOGRAPHICS • Female: 71%; Male: 29% Asian/Pacific Islander 8% 1 1/o 0 is American ...............:.... African Lives in East County 12% Caucasian 75% North County 17% Hispanic/Latino 2% Seattle 36% Native American 1% South County 17% Other/multi-racial 3% Other 18% • Less than 59 Years 8% Very low income (<30%median) 41% 60-74 Years Old 38% Low Income (30%-49% median) 25% 75-84 Years Old 35% Moderate(50%-80%median) 18% 85 and Older 18% . Above moderate(80% and above) 16% Page 4 • • Agency: Senior Services Program: Volunteer Transportation. B. Operational Structure. Se 'or Services' staff of 242 (107 full-time and 135 part-time employees), experts in the field of aging and serving seniors, are led by a management team of five Vice Presidents and our Executive Director, Denise Klein. Denise has over 33 years experience and is a nationally recognized leader in the field of aging. In addition, the success of every program at Senior Services is dependent upon many dedicated volunteers who assist in carrying out the agency's mission. Last year, 3,579 volunteers of all ages part'participated in all areas of agency operations, from direct service to administrative program support. Please see attached organizational chart with executive management and program detail. A seventeen-member Board of Directors actively governs Senior Services, helping to shape policy, ensure quality service delivery, maintain fiscal integrity and advance the agency mission. Board members serve three-year terms, are required to attend at least 75%of scheduled board meetings and are asked to serve on at least one committee and/or hold one leadership position. The Board meets monthly as a whole, but members attend monthly committee meetings as well. B lard members represent the agency, its programs and services in a positive and professional matter at all tirues and contribute to achieving the agency's mission and strategic plan. They also willingly support the organization financially, support fund raising activities and cultivate new/existing.donors. The Board is updated on all of the services the agency provides, including those that cover South King County, through their monthly meetings, outcome reports and year-end statistics. The Board is comprised of members from diverse backgrounds, ages and expertise to complement the needs of the agency. Top priorities for board recruitment include individuals from South King County, youth, diverse ethnic backgrounds and experience in areas such as IT, Strategic Planning and faith communities. Current Board demographics are as follows: BOARD DEMOGRAPHICS (17 members) Female: 5• Male: 12 Asian/Pacific Islander 2 ................... ........................................................................ .. . . .. ........................................................................................ ..... African American 0 Lives in East County 8 Caucasian 14 North County - 2 Hispanic/Latino 0 Seattle 7 Native American 0 South County 0 Other/multi-racial 1 h Ot er 0 Sect r >:::::.;;:.;:;;.;. Public Sector 2 21-35 0 Law/Labor 3 36-50 4 Marketing/Media 2 51-64 10 Corporate/Business 12 65 and Older 3 Health/Medical 1 Our Presidents' Council, representing Board Presidents of eight affiliated senior centers, fosters clear communication between volunteer leadership and senior management. • Page 5 Agency: Senior Services Program: Volunteer Transportation 9. NEED FOR YOUR PROGRAM A. Problem Statement. Seniors must have access to transportation that allows them to move freely around their community. They need and deserve transportation options that preserve dignity, maximize independence and provide access to the full range of activities that contribute to quality of life. A dramatic increase in the senior population of King County will generate a corresponding Population Changes in King County increase in demand for transportation services. 2005 2015 2025 The number of people over 65 years of age is Total 1,851,128 2,080,093 2,318,368 expected to increase by 36%between 2005 Age 65+ 186,090 252,535 355,497 and 2015, outpacing the overall population increase of 12%. The 85 years of age or older Source: Census 2000, WA Office of Financial age group is the fastest growing segment of Management the over 65 population. Transportation options must meet booming demands if our county's frail elderly are to be served appropriately, yet numerous community planning processes cite transportation as one of the greatest challenges facing King County seniors, including: • United Way of King County's 2007 Health and Human Services Community Assessment • Aging and Disability Services'Area Plan on Aging 2008-2011 • Sound Transit's United We Ride in Puget Sound • Puget Sound Regional Council's (PSRC) Regional Coordinated Public Transit and Human Services Transportation Plan The Area Plan on Aging includes mobility for shopping, social and medical visits as one of its priority service areas, and states that older people in our community need better mobility links to stay active, involved and able to remain in their own homes. United Way's Community Assessment points out that only 3.3% of King County residents age 65 and older live in nursing homes; the rest live in community households. In order to remain living independently at home, finding transportation that is affordable, available and safe is of utmost importance. Based on the current utilization of special needs transportation services and projected population growth, PSRC's Plan estimates demand for trips provided by human service agencies will increase 15%by 2010. This means 145,000 additional human services/community provider trips will be needed. However, Sound Transit's United We Ride states that there are insufficient community transportation options for people who need a higher level of service than transit agencies provide. Many seniors will outlive their ability to drive by ten years and public transportation simply cannot address their specialized transportation needs for a variety of reasons: • The 85 years of age or older age group is the fastest growing segment of the senior population in King County. This age group tends to be the'frailest;'medically and financially vulnerable, and likely to need assisted transportation services. • Seniors find it difficult to navigate the public transportation system. Only 38% of older people in King County use public transit due to concerns about safety, schedules and connections to needed destinations. Many seniors find it difficult to apply for and schedule KC Metro's Access Paratransit service. Limited English proficiency hinders access to public transportation as well. Page 6 Agency: Senior Services Program: Volunteer Transportation • Many seniors survive on a limited income and cannot afford to own cars or use taxi service. Aging and Disability Services'Area Plan on Aging states that the poverty rate is projected to increase among older adults over the next few years, especially among those over 75 years of age. • Infrastructure barriers hinder access to services. The topography of King County, its urban and rural sprawl, as well as automobile-dominated planning and development, tend to limit the mobility and independence of older people. Transportation from rural areas of South King County is limited, as is east-west transportation across South King County. Many seniors, especially in rural areas, live outside Access service boundaries. In addition, KC Metro recently implemented stricter eligibility screening procedures for Access. • While many seniors are choosing to live independently, they want to remain active members of the community as long as possible. In order to remain in their own homes but avoid isolation they need transportation services that promote socialization and enable them to age in place. Sound Transit, the Puget Sound Regional Council, United Way and Aging and Disability Services recognize the importance of volunteer driver programs in supplementing existing transit options and support local efforts to maintain transportation funding for them. Volunteer driver programs offer the personalized alternative to public transportation that many seniors require. They provide senior friendly transportation, offering available, accessible, acceptable, affordable and adaptable services. They are generally not constrained by boundary limitations and will transport seniors anywhere they need to go. They provide rides to life enriching and life sustaining activities and generally have adaptable schedules and non existent wait times. They provide door to door and many ti es escorted services, promoting socialization through the personalized service offered by the volunteer driver. Volunteer programs are inherently cost efficient due to the fact that labor hours are volunteered. Tley serve low-income seniors who cannot afford transit; seniors who live in rural areas with no access to transit; seniors who cannot navigate public transportation system on their own. Basically they fill the gas between public transportation services and the specialized services needed by older adults. B. Target Population. Senior Services' Volunteer Transportation program serves seniors 60 years of age and older who reside in Kiig County and are able to transfer in and out of a private vehicle with minimal assistance. While we are flexible in terms of eligibility requirements to accommodate individual need, our targeting criteria include: • 75 years of age or older; • Disabled; • Living alone; • Limited proficiency in English; ■ Living on$1,425per month(30% of the State Median) or less; ■ Minority populations who are traditionally underserved; • • Unable to use or without other available transportation options; • Physical and/or mental conditions requiring an escort to appointments. In 007, 32% of program clients lived in South King County. "I honestly don't know how I'd manage without Volunteer Transportation. A cab or bus would not - provide the.same caring, total escort service that you do. Because my balance/mobility is less sure,your complete door to door service makes a big difference. Like having a family member drive me. " Ruth,Age 86 Page 7 Agency: Senior Services Program: Volunteer Transportation 10. PROPOSED PROGRAM/SERVICE A. Program Description. The Volunteer Transportation program facilitates access to services that increase the health and well- being of older adults, enhance their quality of life and their ability to live-independently at home. We have enjoyed success in all areas of King County since 1975 and are the largest volunteer driver program in the County. Last year we transported King County seniors 380,776 miles and on 25,592 one way trips. (1) Type of service provided: Volunteer Transportation provides demand response transportation services with over 380 volunteer drivers/escorts who use their own vehicles to transport King County seniors from their homes to medical and other essential appointments. The program focuses on clients who cannot use other transportation options, and specifically on those who need an escort to their appointments. What distinguishes Volunteer Transportation from other services is that our volunteer drivers escort seniors to and wait with them at their appointments, offering not only a ride but a helping hand and moral support. There is no charge for our service, although donations are welcome. (2) Methods used to serve target population: Volunteer Transportation provides centralized intake, screening and scheduling of rides to ensure consistency and equal accessibility for King County seniors. Clients sign up and arrange for Volunteer Transportation services by phone. They do not need to fill out a long application and we do not require in-person eligibility screening. Seniors may receive service as soon as they sign up for the program—there is no waiting period to determine eligibility. Office hours are 8:00 a.m. to 5:00 p.m., Monday through Friday. While we provide our personalized service,countywide, to rural, suburban and urban areas,we are community based in that our volunteer drivers help people who live in their own communities. Renton drivers will transport Renton seniors to their medical appointments. We offer a toll-free number for seniors living in outlying areas, and a TDD number for the hearing impaired. We monitor clients and refer them to Senior Services' Information and Assistance Program if they have needs other than transportation. As a program of Senior Services, we offer seniors access to all necessary support services to allow them to live independently and stay healthy. (3) Outreach used to reach target population: Marketing and public relation efforts are headed by a Chief Development Officer and shared by everyone, from the Executive Director and Board members to program managers, volunteers and even satisfied clients. We publicize services in the print and broadcast media, including newsletters, community newspapers, TV and radio PSAs and through direct mailings; flyers, posters and marketing brochures; church/synagogue bulletins; health and resource fairs; and through telephone directories. Volunteer Transportation staff make speeches and presentations to senior centers and other organizations and health care agencies serving seniors, community meetings, public hearings, service provider meetings and other agencies interested in transportation issues facing the senior population. Our Website may be accessed at www.seniorservices_org and is a tremendous community resource as well. (4) How Volunteer.Transportation helps meet the need identified in Section II: The Volunteer Transportation program addresses the need for transportation services that provide a higher level of assistance to King County seniors than public transportation can provide. We help to counteract the challenges that age, income, disability, geographic limitations and cultural and language barriers pose for seniors. We have become the focus of government agencies, human services agencies and other providers as a successful, reliable and cost-effective alternative to public transportation. Page 8 Agency: Senior Services Program: Volunteer Transportation In 2007, 71%of our clients were 75 years of age or older, 89%had disabilities, 58% lived on $1,363 per month or less and 75% lived alone. Most of them do not drive. Most have physical and/or mental disabilities that make the public transportation system difficult if not impossible to use. Many simply camnot afford public transportation or live in outlying areas where there are no transportation options available. Most live alone and depend upon our drivers for a helping hand and friendly conversation. Many of our clients are eligible for KC Metro Access service but realistically unable to use it due to age and disability. Others are eligible but live beyond Access service boundaries. Many clients like the ease of signing up for our program—Access eligibility takes up to three weeks to determine, while seniors can sign up for our service by phone and receive service the next day. Volunteer Transportation is not constrained by boundary limitations and, depending upon driver availability, will transport Renton seniors anywhere they need to go for their appointments, including Seattle, the Eastside or even appointments in Pierce County. Since we are donation based, our service is affordable for all. In addition, our flexible eligibility requirements enable us to accommodate individual needs. With our corps of volunteer drivers providing personalized, escorted,.free transportation services, we offer a wonderful transportation alternative that fills an important role in the community. (5) How we address the language and/or cultural needs of clients: Senior Services adopted a Cultural Competence Initiative and hired a Cultural Competence Manger to ensure all employees are responsible fo providing and supporting a culturally competent work environment that enriches our interactions with ea h other, our programs and services. The Initiative provides the foundation for empowering our clients so their needs are justly represented and their desires amply fulfilled. We translated Volunteer Transportation program brochures into nine languages, and subscribe to Te'lelnterpreter's Language Services to facilitate access to our program for limited-English speaking clients. We work closely with many providers serving ethnic communities, including Asian Counseling and Referral Service,Nikkei Concerns, Pacific Asian Empowerment Program, SeaMar, El Centro de la Raza, the Senior Companion Program, East Indian Association of Western Washington and the Ukrainian and Somali Community Centers. For the past two years we have been recognized by the Pacific Asian Empowerment Program as an"Outstanding Supporter" of their agency. (6) Significant changes to our program or agency in 2009-10: No significant changes are planned for the Volunteer Transportation program in 2009 and 2010. (7) Collaboration with other programs and/or agencies: Volunteer Transportation has developed numerous working relationships with major funders, social service agencies, medical facilities, senior centers, agencies.serving minority communities, other transportation providers and case managers who serve the senior population. In addition, to maximize funding and ensure effective'delivery of transportation services, we coordinate the efforts of community volunteers through contractual agreements with five community partners: Nikkei Concerns, a non-profit agency supporting Japanese elvers; Group Health Volunteer Transportation; Volunteer of America's Senior Companion Program; the American Cancer Society and the Mt. Si Senior Center. These community partners schedule their own volunteer drivers to transport their agency clients. We reimburse their volunteers for mileage and parking and provide supplemental liability insurance. We also collaborate with and make referrals to other transportation providers, such as Metro's Accessible Service, Faith in Action and Volunteer Chore,to improve access and enhance coordination of service deliivery. The Volunteer Transportation program Director is a member of King County's Special Needs Transportation Steering Committee; PSRC's Special Needs Transportation Committee and the Community Transportation Association of the Northwest and networks with other volunteer transportation providers throughout the United States. Page 9 Agency: Senior Services Program: Volunteer Transportation B. Performance Measures and Outcomes. Volunteer Transportation has been conducting outcome-based evaluations since 1996 to judge program effectiveness and to determine whether we meet program goals. Through the years we changed and refined both our outcomes and methodology as we gained experience in this type of program evaluation. Volunteer Transportation will track and report on the following performance measures, outcomes and indicators in 2009 and 2010: Performance Measure: 15,000 miles provided by volunteer drivers to Renton seniors. Outcome: Increased ability of seniors to access medical appointments. Indicator: 95% of clients report that since using Volunteer Transportation, getting to their medical appointments is easier. Outcome: Increased ability of seniors to maintain their independence. Indicator: 95% of clients report that using the Volunteer Transportation program helps them to remain independent. Performance Measure: 900 one-way trips provided to Renton seniors' Outcome: Increased ability of seniors to access medical appointments. Indicator: 95% of clients report that since using Volunteer Transportation, getting to their medical appointments is easier. Outcome: Increased ability of seniors to maintain their independence. Indicator: 95% of clients report that using the Volunteer Transportation program helps them to remain independent. "I would like to stay in my home as long as possible, and your service helps. It is certainly a great gift from the community. If it were not for this Volunteer Transportation I would have a real problem meeting my medical needs." Henry, Age 77 Page 10 Agency: Senior Services Program: Volunteer Transportation C. Staffing Plan & Evaluation. i. Staffing Plan. Volunteer Transportation employs the following staff Cindy Zwart: Director, BA in English, 18 years with program, 2 years as volunteer driver, .5FTE. Carissa Howrey: Administrative Assistant, BA in Women's Studies, 1 year with program, .5FTE. Donald Benedict: Transportation Coordinator for Seattle,North King County, BA in Gerontology, 18 years with Senior Services, FTE. Audrey Beaman: Transportation Coordinator for South King County, BA in Social Work, 1 year with Volunteer Transportation, FTE. Chris Hoffer: Transportation Coordinator for East King County, BA's in Economics and Comparative Religion, 3 years with Senior Services, FTE. The three Transportation Coordinators each have close to 100 volunteers whom they contact and schedule on a weekly basis. They perform client intake over the phone, screen and assess the appropriateness of cli nts for our service and enter demographic data into the computer. They provide information and referral for other transportation resources. • ,, 38Q Volunteer Drivers: The volunteer drivers undergo background checks with the Washington State Patrol and the Department of Licensing and complete Washington State Ditsclosure Forms, Colnfidentiality Agreements and Statements of Understanding. We ensure that they have had no at-fault accidents in the last three years, maintain a safe, accident and citation-free driving record, their vehicles ar in good operating condition and they meet Washington state insurance requirements. ii. Evaluation. We collect performance data on a monthly basis, including unduplicated clients, mileage and one-way tri1 s. We evaluate the data quarterly, comparing actual activity levels versus contracted performance measures, to ensure that we have met performance goals. Yearly monitoring and evaluation by Aging and Disability Services, the local Area Agency on Aging and a principle funder of Volunteer Transportation, hare found our program outstanding in capability and results. Seiior Services' Board recognizes that outcome-based programming is also essential to successfully evaluate the effectiveness of programs and to ensure quality service for King County seniors. They have re quired all agency programs and centers to conduct outcome measurement activities since 1998. Senior Se vices also develops outcomes as part of its application to United Way of King County. The Board recently completed a strategic planning process which included input from staff, community agencies and clients to help the agency focus on comprehensive, long term goals. Volunteer Transportation has conducted outcome-based evaluations since 1996 to judge program effectiveness and whether we are meeting program goals. We use a written survey as a measurement tool. We refined survey questions over the years to ensure they are valid, reliable and unbiased. We mail written surveys on a monthly basis to clients the first time they receive service in the year. We conduct thei survey countywide to ensure a greater sample size than a survey only of clients living in suburban cites who provide funding to the program. Results are scanned and compiled by computer, which geijerates reports for funding sources. The surveys also measure client satisfaction with service provided to involve them in the evaluation process. While 99% of our clients last year said they were satisfied with our service, client comments help direct and improve our service delivery. In addition, working with Washington State's Agency Council on Coordinated Transportation, we are participating in a Customer Comment Guidelines Process to offer easy and accessible ways for clients to have their concerns addressed. Page 11 Agency: Senior Services Program: Volunteer Transportation D. Differences in Service Delivery by City. -- Our cost per service unit is $1.06 per volunteer vehicle mile and is the same for all cities throughout King County. The Cost per Volunteer Transportation Mile includes all program expenses, including personnel, office/operating expenses, communications (including telephone, printing, postage, shipping and advertising), travel/training, mileage reimbursement, parking, volunteer recognition/retention, insurance and administrative costs. We develop our funding applications to each suburban city based on the amount of miles we estimate we will provide to seniors living in the city. There is no difference between cities in terms of how we calculate the amount of our funding request. We charge by the mile. The amount we charge for each mile of service does not change from city to city. It is not a function of the number of clients we serve hi each city. However, as detailed in Table 14c, there is a difference in our average cost of service per client from city to city. This is because the total amount of miles we provide varies from client to client. A higher average cost of service per client generally reflects more miles associated with an individual client because they take longer trips and/or go to the doctor more often. When a senior first signs up for our program, there is no way we can know how many times they will use our service throughout the year, nor do they. In addition, we do not know in advance where we will take them, especially if a medical condition suddenly arises that requires them to travel to Seattle or the Eastside for treatment rather than to a local medical facility. Example: A senior living in Renton uses our service to go for radiation treatment in Seattle five times a week for six weeks. Because of the long driving distances involved and the frequency of service, the miles associated with this one client is 1,500 miles over the six week period. During the same six week period,we transport eight seniors living in Auburn to local medical facilities just two or three times each. The total miles we provide to them are also 1,500 miles. In this example, the cost of providing Volunteer Transportation service to both cities is the same: $1,590. We calculate cost based on the number of miles of service provided(1,500 x$1.06). However, the average number of miles provided to each client in Auburn is far less than the average in Renton. In addition, our average cost of service per client is less in Auburn as well. The average cost of service per client in Renton is $1,590 ($1,590- 1), but in Auburn the average cost is only $198.75 ($1,590 _ 8). Because of this inconsistency, Volunteer Transportation does not base our funding requests to each city on cost of service per client. Our cost is the same, no matter where we take a client or how often we transport them. Our cost is based on actual expenses and actual miles provided throughout the County as a whole. Page 12 Agency: Senior Services Program: Volunteer Transportation 11. LONG RANGE PLAN As Baby Boomers retire,the number of people in King County aged 65 and older is projected to increase by almost 60% over the next 15 years. Those aged 85 and older represent the fasting growing segment of the senior population. This dramatic increase in the older population leads to an increased demand for transportation services as seniors become trailer, are more likely to need medical attention and are least able to meet their own transportation needs. Volunteer Transportation will continue to focus on seniors who, due to physical and/or mental condition, need personalized transportation to their appointments. Aging and Disability Services has supported Volunteer Transportation for over thirty years, and we anticipate continued funding from them. Contracts with Hopelink's Division of Medicaid Transportation and the King County Aging Program also represent long term funding commitments. Client donations are always a dependable source of program revenue, and our hope is to receive continued funding from the suburban cities. However, as the demand for agency services increase, and with government funding flat or reduced, Senior Services is forced to increasingly look for additional funding sources for all of its programs. Volunteer Transportation is actively exploring new ideas, new collaborations and new funding sources to improve and expand our program. Working with King County Metro and Aging and Disability Services, we',started our first Senior Shuttle operation in 1997. Additional funding from the Washington State Deipartment of Transportation and federal government New Freedom funding enabled us to expand Shuttle operations, and we now have 18 vans on the road. New Freedom funding also enabled us to add the American Cancer Society as a community partner. We actively participate in King County's, Sound Transit's and the Puget Sound Regional Council's special needs transportation planning committees. The primary focus of all three planning groups is to improve mobility, quality and efficiency of regional transportation services through coordination and collaboration. Recently, Volunteer Transportation became the lead agency in implementing a new, two year project funded through Sound Transit. The project goal is to strengthen and enhance collaboration among all volunteer driver programs in King County; promote use of best practices in operations and data collection, including volunteer recruitment and retention techniques, share new ideas on how to build, maintain, strengthen and improve volunteer driver programs; track and report performance data; and ic+tify additional operating and capital funding for volunteer driver programs. A long term goal of Volunteer Transportation is to secure additional funding to enable us to develop an in- ouse training program for all drivers, both paid and volunteer and driving both agency vans and private vehicles. Securing additional funding to increase our mileage reimbursement rate is another long term priority. Maintaining a sufficient volunteer base is essential to our ability to respond to increased demand for our personalized service. Volunteer recruitment is much more challenging than in the past, especially in light of rising gas prices, congested highways and more competition for volunteer labor. Volunteers are a limited resource! We are committed to seeking out new and innovative approaches to recruitment, but feel are ability to recruit additional volunteers will be jeopardized if we do not raise our mileage reimbursement rate to match the rate allowed by the IRS. '$This is the most wonderful service I have ever experienced. If all the people in the world were as kind - . and courteous as our volunteer drivers the world would be Great! Thank you Volunteer Transportation for being there for us seniors." Agnes, Age 66 Page 13 Agency: Senior Services Program: Volunteer Transportation 12. BUDGET A. Budget Request Narrative. Funds requested in this grant application will help to cover the cost of providing Volunteer Transportation services to Renton seniors. They will be used primarily to provide mileage reimbursement to our volunteer drivers who use their own vehicles to provide service. We currently reimburse the drivers $.35/mile. The remainder of the funds will help pay for the time our Transportation Coordinator for South King County spends coordinating/scheduling rides for Renton clients, office supplies, postage and shipping, printing and advertising, insurance, Department of Licensing background checks, telephone, parking, volunteer recognition/retention and administrative costs. B. Changes to Budget. There are no significant changes between 2008, 2009 and 2010 expenses and/or revenues other than a 3% increase in salaries, benefits and insurance. However, we never know actual costs for these line items until the beginning of each calendar year, so expenditures may be greater than anticipated. In addition, if we are able to secure additional funding we would like to increase our mileage reimbursement rate,which would also impact revenues and expenses. . C. Cost per Service Unit(s). Volunteer Transportation service units are Volunteer Transportation Miles. Our Cost per Service Unit for 2009 and 2010 is $1.06/mile. We calculate our Cost per Service Unit in the following way: TOTAL COST PER VOLUNTEER TRANSPORTATION MILE: YEAR 2009 TOTAL BUDGET $414,092 TOTAL MILEAGE (estimated) 390,000 =TOTAL COST/MILE $1.06 The Total Budget figure used to calculate our Cost per Mile does not reflect the total program expenses for 2009 as detailed in Table 17. Expenses for our Metro Taxi Scrip Subsidy program listed under Direct Assistance to individuals are excluded. The Total Cost per Volunteer Transportation Mile includes all other expenses, including personnel, office/operating expenses, communications (including telephone, printing, postage, shipping and advertising),travel/training, mileage reimbursement, parking, volunteer recognition/retention, insurance and administrative costs. While our Cost per Service Unit for providing Volunteer Transportation is $1.06, we are asking each suburban city to support only half the cost of providing service to their city, or.$0.53 per mile. We leverage funds from other sources to make up the difference; we do not rely only on city funding. We understand that no funding source can pay for all costs of service delivery to our clients. For example, we estimate that we will transport Renton seniors 15,000 miles in 2009. • The total cost of providing those miles is $15,900 (15,000 x $1.06). • Our funding request to the City is for $7,950 (15,000 x $0.53). "I pray that your program will never be cut out of the budget. I'd be lost without this assistance. Please never abandon this thoughtful kindness. Oldsters need it." Clyde, Age 90 Page 14 Agency: Senior Services Program: Volunteer Transportation 13. NUMBER of INDIVIDUALS/HOUSEHOLDS SERVED BY PROGRAM Individuals? Or ❑ Households? (Check which applies and use for reporting all demographics.) Unduplicated *Unduplicated Number of all Clients Served by Clients Served All Funding Sources with Funds Requested 2007 2009 2007 % of column 1 2008 2009 (City Requested (Actual) clients served (Anticipated) (Projected) by City Funding Only) Auburn 79 4 79 80 80 Butien 20 1 22 23 Corngton • De Moines 44 2 - 41 , 43 Enumclaw 33 2 34 • - 34 Federal Way 50 3 50 55 55 • Kent 90 7 90 90 90 Renton 86 5 86 86 86 SealTac 25 1 25 25 25 Sealttle 587 32 585 585 Tul1wila - 18 1 15 15 , 15 Other 809 42 823 829ig'agiMi;ililiNgE;iiiiliiliilinig 100% Total 1,841 (This column must 1,850 1,865 total 100%) *Unduplicated means count each client only once per calendar year per program. This number should match the number of clients by city indicated in the top row of Question 15. Page 15 Agency: Senior Services Program: Volunteer Transportation 14. Performance Measures (Data Table) 14a. Service with 2009 Requested Funds Proposed Performance Measures as defined below. A) Volunteer Vehicle B) One-Way Trips C) Miles Auburn 13,000 725 Burien Covington Des Moines Enumclaw Federal Way 12,500 700 Kent 16,000 1,000 Renton 15,000 900 SeaTac 7,000 380 Seattle Tukwila 3,300 200 fe nest d C :I4: ><:::::P�rl'ur::rnatL�:<�Iea tt.res:::�€i�9:Fro c�ged�.th....�rtds....<r..... ...... ............................ ..... .Q.... ..............:..:::.. :::::::::::::: Title: Brief explanation: A) Volunteer Vehicle Miles Number ofs miles driven bty volunteers, using their own vehicles, providing service to Renton seniors. B) One-Way Trips Door to door one-way journeys with two distinct end points taken by Renton seniors in a vehicle driven by a volunteer driver. C) • Page 16 Agency: Senior Services Program: Volunteer Transportation 14 Performance Measures (Data Table), Cont. 14c. Average Cost of Service Unduplicated Clients Served with Funds Average Cost of Service Requested 2009 Requested 2009 per Client (Same as last column of (Same as last column of Question 6) Question 13) Column 1 divided by Column 2 Example: $5,000 45 $111.11 Auburn $6,890 80 $86.13 Bunten Covington Des Moines Enumclaw Federal Way $6,625 55 $120.45 Kent $8,480 90 $94.22 Renton $7,950 86 $92.44 SeaTac $3,710 25 $148.40 Seattle Tukwila $1,749 15 $116.60 Page 17 Agency: Senior Services Program: Volunteer Transportation 15. Demographics (from all funding sources) (Data Table) o a a 0 'ic A H E� a� O 88 0 U p4 E� � A W w �Gq 4';4::::::::;;Ig;OtWOMMUMM :R:.:: „„„..,,,....______17- -''''''''::: '::::: :"MMM°410nIngnagd 30%of Median or Below 52 33 49 15 12 1071 50%of Median or Below 20 7 21 8 2 513 80%of Median or Below 6 6 11 2 194 Above 80%of Median 1 2 47 Unknown 1 3 3 2 2 16 TOTAL 79 50 86 25 18 1,841 den . ....... ....................::::>:':<::<:»' >:»:>:::>:::«:>:«::': �:::.::.;:.;:.;:.;:.: •;:.;:.;:.;:..;:.;:.;;:.;:;:•:;::.;::•;:.::. Male 13 9 , 19 2 6 348 Female 66 41 67 23 12 1493 TOTAL 79 50 ' 86 25 18 1841 0—4 years 5—12 years 13-17years 18—34 years 35—54 years 55—74 years 30 17 31 11 10 526 75+years 49 32 55 14 8 1304 Unknown 1 11 TOTAL 79 50 86 25 18 1841 Asian 7 2 2 2 126 Black/African American 1 4 2 1 3 148 Hispanic/Latino(a) 2 1 1 27 Native 2 4 1 1 18 American/Alaskan Pacific Islander 7 White/Caucasian 74 32 71 18 11 1460 Other/Multi-Ethnic 2 1 10 2 1 39 TOTAL 79 50 86 25 18 1,831 Wale>$ ae >< <>`. Atiailiiii ............................ ...................................................... Dis hng a j %t o0 50 33 55 17 12 1640 I0 t ]Ski >[: :li 1 3 12 3 131 **We do not collect/report city specific demographic data unless the city provides funding. Our database generates , - - monthly demographic data for the overall program in aggregate; we collect city specific data manually for reporting purposes. The"total"column is therefore the same as Question 13 and includes the"other"column. Page 18 Agency: Senior Services Program: Volunteer Transportation 16. PROGRAM STAFF (DATA TABLE) In this data table, record the number of full-time equivalent (FTE)paid staff and volunteers for this program. FTE means a 40-hour week throughout the entire year. For example, if you enter"5" in the box for Number of Volunteer FTEs,this would mean that you have, on average, five volunteers assisting your program at all times (assuming a 40-hour week). If you know only the total number of hours contributed by all volunteers for this program, simply divide that number by 2,080 to find the total FTE number. For example: 5,000 volunteer hours over the course of a year, divided by 2,080 equals 2.4 FTEs. 2007 2008 2009 (Actual) (Budgeted) (Projected) I I �otal Number of Staff(FTEs) 4 4 4 Number of Volunteer(FTEs) 18.72 18.75 18.8 Actual Number of Volunteers j 380 380 386 17. PROGRAM REVENUE & EXPENSE BUDGETS (DATA TABLE) Program Budget: All columns should include total program operating revenue and expenses. Complete the following data tables with figures indicating the source of program operating funds for 2007 (actual), 2008 (budgeted) and 2009 (projected). Budget amounts should match funding requested (Question 14c) and Question 5. Include an explanation of any significant differences between the revenues and expenses by year in Question 12B of your application. • • • Page 19 Agency: Senior Services Program: Volunteer Transportation ° -- 17. PROGRAM REVENUE BUDGET (DATA TABLE) Revenue Source 2007 zoos 2009 (Actual) (Budgeted) (Projected/ Requested) City Fu ndin (General Fund & CDBG)• Auburn :.......................:::.5,000.00j�>.......................:��°�5,000�>:............................::::6,890�.. • Burien • Covington • Des Moines • Enumclaw • Federal Way 6,000.00 6,000 6,625 • Kent 8,480 • Renton 7,350.00 7,350 7,950 • SeaTac 2,500.00 2,500 3,710 • Seattle • Tukwila 1,764.00 1,764 1,749 • Other: Shoreline, Kirkland, Redmond 11,518.00 11,518 15,900 • Other: Bellevue, Bothell 12,740.00 14,648 16,430 . • i:?•i.?;'E?Eiii:?;:isisii:> i#:si?#::E: s >isE?f:?:if:iiiE:isi:isi#:::: ::::::E:i?:i•.'#: iii:: Other Government Funds King County—Aging Program 10,492.00 10,492 <;.................:.:<;;:.>:10,492 Washington State—Hopelink(Medicaid) 5,598.00 4,000 5,000 Federal Government: New Freedom 6,086 6,086 Other: Aging& Disability Services 242,172.00 242,172 242,172 Private at Sources s United Way(grants &designated donors) 871i00 Senior Services 47,038.97 51,366 42,108 Contributions (e.g., Events, Mailings) Program Service Fees (User Fees) Other: Client Donations 47,922.00 48,000 48,500 TOTAL PROGRAM BUDGET $400,965.97 $410,896 $419,092 Page 20 Agency: Senior Services Program: Volunteer Transportation _ 17. PROGRAM EXPENSE BUDGET, CONT. . (DATA TABLE) Expenses 2007 2008 2009 (Actual) (Budgeted) (Projected) Per sonnel sonnel Cos ts • Salaries 160 420::.:.;:.�.::.:::.:�:::: 165,276 170>234,.:: • Benefits 47,809 52,392 53,964 • Other • Total Personnel 208,229.00 217,668 224,198 Operating a PP and Supplies P b u • Office/ Program Supplies 2,947.33 2,000 2,000 • Rent and Utilities ■ Repair and Maintenance 100 ■ Insurance 3,451.08 3,633 3,742 ■ Postage and Shipping 2,166.06 2,000 2,000 • Printing and Advertising 6,271.68 3,000 3,000 • Telephone 544.18 1,550 1,550 • Equipment • Conference/Travel/Training/Mileage 108,279.59 110,000 110,000 ■ Dues and Fees 1,055.00 700 • Professional Fees/Contracts 570.46 • Direct Asst. to Individuals 4,736.29 5,000 5,000 • Administrative Costs 44,893.30 47,945 48,902 • Other: Parking, Recognition 17,822.00 18,000 18,000 • • • • TOTAL PROGRAM EXPENSES 1'et Profit (Loss) $400,965.97 $410,896 $419,092 (revenue—expenses) = Page 21 Agency: Senior Services Program: Volunteer Transportation 18. SUBCONTRACTS (DATA TABLE) List all the agencies you will be subcontracting with for this program. Provide the agency name in the first column, a description of the contract/service in the second column, and the contract amount in the third column. Do not list agencies you coordinate with on a referral only basis. Indicate not applicable if you do not subcontract for any part of this program. Subcontracting Agency Specific Subcontracted Activities Contract in the Operation of Your Program Amount American Cancer Society Community Partner—Schedules volunteers to *Mileage drive cancer patients to treatment in King, Pierce Reimbursement and Snohomish Counties. Group Health Transportation Community Partner—Schedules volunteers to *Mileage Program drive KC seniors to Group Health facilities. Reimbursement Mt. Si Senior Center Community Partner—Schedules-volunteers to *Mileage drive North Bend, Snoqualmie, Fall City seniors Reimbursement to medical appointments. Nikkei Concerns Community Partner—Schedules volunteers to *Mileage drive Japanese elderly to adult day health. Reimbursement Senior Companion Program Community Partner—Schedules volunteers to *Mileage drive elderly and disabled to appointments. Reimbursement *Community Partner volunteer drivers submit their mileage sheets to Volunteer Transportation and receive mileage reimbursement at $.35/mile. The amount varies from year to year; there is no fixed, contract cost. Page 22 Agency: Senior Services Program: Volunteer Transportation 1 . APPLICATION CHECKLIST A plications missing one or more of the following components or not following these directions may not ( be reviewed. Sign and submit the application checklist with your application. Contents (Your application should contain each of these items in this order.) ® Application Cover Pages. The top three pages of your application must be a completed copy of the Agency Information and Questions 1-7. Application Narrative: ® Question 8 Organizational Experience(2 page maximum) ® Question 9 Need for Your Program(2 page maximum) ® Question 10 Proposed Program/Service(6 page maximum) ® Question 11 Long Range Plan(1 page maximum) ® Question 12 Budget(2 page maximum) Data Tables ® Question 13 Number of Individuals/Households Served ® Question 14a-c Performance Measures and Average Cost of Service ® Question 15 Demographics(from all funding sources) ® Question 16 Program Staff ® Question 17 Program Revenue&Expense Budgets ® Question 18 Subcontracts ® Required documentation. Supply one copy of the following required documents with the signed original application. See Part II: City Specific Supplemental Information to determine whether additional copies of the application and required documentation need to be submitted. ® Question 19 Required Documentation, including: • Proof of non-profit status • Organizational Chart • Agency/Organization Mission Statement • Board resolution authorizing submittal of the application(may be submitted up to 60 days after application). ■ List of the current governing board and local board, if applicable,(include name,position/title, city residence, length of time on the Board,and expiration of terms. Note any vacancies.) • Board Meeting Minutes of last three board meetings of governing board and local board as applicable • Annual Budget ■ Financial Audit Cover Letter • Financial Audit Management Letter • Financial Statement • Verification of Non-Discrimination Policy • Program Intake Form ■ Sliding Fee Scale ®Application Check List. (Signed below.) ® City Specific Supplemental Information.Required in Name: Cindy Zwart Part II for applicable City only. Position: Transportation Program Director Phone#: (206) 727-6255 &Lill/3A) '-4--)V E-mail: cindyz@seniorservices.org Signature of Person Corn eting Checklist i DO NOT SUBMIT ANY OTHER MATERIALS WITH THIS APPLICATION Make sure that you carefully check Part II of this application Page 23 to see what additional attachments each city requires. Agency: Senior Services Program: Volunteer Transportation SUPPLEMENTAL QUESTIONS 1. Result: Connect People to Services Strategy: Increase access to services for Renton seniors. Activities: 1. Provide free, personalized, escorted transportation to medical appointments through volunteer drivers using their own vehicles. 2. Target Renton seniors who have a difficult time using other transportation services due to age, income, disability, geographic limitations and cultural and/or language barriers. 3. Help Renton seniors who need a higher level of assistance than offered by public transportation. 4. Offer flexible eligibility requirements and easy phone access to sign up for the program and schedule rides. 5. Call doctors' offices on a Renton senior's behalf; contact family members with concerns about a senior's welfare; refer a Renton senior to Senior Services'.Information and Assistance Program if they have needs other than transportation. 6. Promote volunteerism to expand the pool of volunteer drivers willing to help Renton seniors access services. Strategy: Increase the ability of Renton seniors to access services on their own. Activities: 1. Provide information, referral, advocacy and follow-up to other transportation providers. 2. Develop and implement effective outreach strategies, in person and through print and broadcast media, to inform Renton seniors of the Volunteer Transportation program. 3. Maintain the Ride Guide, Senior Services' on-line transportation database. 4. Offer brochures in nine languages and Language Line services to facilitate use of our program by limited-English speaking Renton seniors. Strategy: Improve regional mobility through better coordination of special needs transportation services. Activities: 1. Participate in regional planning processes to increase coordinated transportation and improve the service delivery system for King County seniors, including King County's Special Needs Transportation Steering Committee; Puget Sound Regional Council's Special Needs Transportation Committee and the Community Transportation Association of the Northwest. 2. Implement Sound Transit's Volunteer Driver Program Coordination Project to strengthen and enhance collaboration among all volunteer driver programs in King County. 3. Coordinate services with five community partners to maximize funding and service delivery. Page 24 Agency: Senior Services Program: Volunteer Transportation 2. Outcomes: Increased ability of seniors to access medical appointments. Increased ability of seniors to maintain their independence. Senior Services' mission is: To promote the emotional, social, and physical well being of older adults. As a core program of Senior Services, the Volunteer Transportation program helps fulfill this mission by connecting people to services that increase their health and well-being, enhance their quality of life and their ability to live independently at home. In our 2007 program outcome survey: • 80% of clients reported that before they began using Volunteer Transportation, arranging transportation to their medical appointments was a problem. • 95% of clients reported that since using Volunteer Transportation, getting to medical appointments was easier. • 95% of clients reported that using Volunteer Transportation helped them remain independent. Driving often becomes more difficult with age, as changes in perception and physical strength affect the ability to operate a motor vehicle safely. Many older adults sustain themselves on small fixed incomes and cannot afford to pay for private vehicles or taxis. Public transportation often requires riders to sit, stand, walk or wait unattended for long periods; frail elderly find these circumstances difficult if not impossible to overcome. King County Metro Access paratransit service can be difficult to register for and use, unable to respond to individual needs and extremely expensive for public agencies to provide. Seniors without support of family and close friends have no one to turn to for transportation assistance - even some well-supported seniors encounter difficulties when caregivers or family cannot miss work or school to provide rides to daytime appointments. Some seniors live in outlying areas where public transportation is not available. Individuals with limited English proficiency often find their transportation difficulties compounded. Volunteer Transportation helps Renton seniors overcome these challenges by providing free, • personalized, escorted transportation services with volunteer drivers offering a higher level of assistance than other transportation providers. We increase seniors' ability to access medical appointments and thereby achieve the City of Renton's Result of Connecting People to Services. We also connect Renton seniors to services by providing information and referral for other transportation providers if we are unable to provide service ourselves. Connecting seniors to services goes hand in hand with their ability to live as independently as possible. Volunteer Transportation helps Renton seniors age in place. We focus on vulnerable elderly who still live in the community but who without assistance are at risk of placement in more restricting living environments. Transportation is an essential part of a broader continuum that links up with housing, income security, health care and quality of life options. Access to medical appointments is just as essential as the medical service itself. If seniors cannot arrange transportation to essential medical appointments, their health deteriorates and they experience severely decreased well-being and quality of life. Having access to transportation services can mean the difference between remaining in their longtime residence and needing to relocate to assisted living facilities or nursing homes. Supportive services to help maintain seniors in their own home are far less expensive and more rewarding than the alternatives. Page 25 • • Internal Revenue Service Department of the Treasury P.O. Box 2508 Cincinnati, OH 45201 Date: FEB 0 8 2007 Person to Contact: Roger Meyer ID#31-07707 SENIOR SERVICES Toll Free Telephone Number: 2208 2ND AVE 877-829-5500 SEATTLE, WA 98121-2035 Employer Identification Number: 91-0823767 Dear Sir or Madam: This is in response to the amendment to your organization's Articles of Incorporation filed with the state on April 10, 2006. We have updated our records to reflect the name change from Senior Services of Seattle-King County to Senior Services. Oir records indicate that a determination letter was issued in March 1982 that recognized you as exempt from Federal income tax, and reflect that you are currently exempt under section 501(c)(3)of the Internal Revenue Code. . Oar records also indicate you are not a private foundation within the meaning of section 509(a)of the Code because you are described in section 509(a)(1)and 170(b)(1)(A)(vi). Doinors may deduct contributions to you as provided in section 170 of the Code. Bequests, legacies, devises, transfers, or gifts to you or for your use are deductible for federal estate and gift tax purposes if they meet the applicable provisions of sections 2055, 2106, and 2522 of the Code. If you have any questions, please call us at the telephone number shown in the heading of this letter. Sincerely, • WRIte_d106 Cindy estcott Manager, Exempt Organizations Determinations • • Internal Revenue Service - Department of the Treasury District Director • • . Date: September 8, 1986 • ,Date of Exemption: 8203 Internal Revenue Code Section: 501(c(l ) • Refer Reply to: E 0 Di vi S i on Senior Services of Seattle King County, 1601 Second Ave Suite 800 Seattle, Wash 981011544 Gentlemen: • Thank you for submitting the information shown below. We have made it a part of your file. The changes indicated do not adversely affect your exempt status and the exemption letter issued to you continues in effect. Please let us know about any future change in the character, purpose, method of operation, name or address of your organization. 1110 This is a requirement for retaining your exempt status. Thank you for your cooperation. • • Sincerely yours, • #4,70 rdz; • District Director Item Changed From To • Name Senior Services • and Centers Above • • • SEP 1 1986 v'�.IUiLF t7 irf7Y il.�.._ AND-CE'NTFag • • 11 P.O. Box 21224,Seatt! ,WA 98111 Letter 976(DO) (7-77) • • ISUuKq U u . 414 • • FL Curry (206) 442-5110 Drigar B®a DBn@Qov Internal Revenue Service' Date to rrpty Wet lo: �'' • DEC J 9 1974 I L-225, Code )4G)4 428 • • :. ; •• Senior Services and Centers 800 Jefferson'Street Seattie, WA. 98104 • • • • • Date of Exemption: September 7, 1967 • Internal Revenue Code Section: 1501(c)(3) . Gentlemen: - • • Thank you for .submitting the information shown below. We have made • it a part of your file. The changes indicated do not adversely affect your exempt statue 1111 and the exemption letter issued to you continues in effect. Please let us know about any future change in the character,. purpose, method of operation, name or address of your organization. This is a requirement for retaining your exempt status. . Thank you for your cooperation. . Sincerely yours, ' i IJ • ' .��c . • �l i 1i • Michael Sassi District Director Item Changed From To • Name • Senior Centers Incorporated Senior Services and Centers • • • • • 111 • Form L-225(Rev.4-70) • • • • U. S. T EASURY DEPARTMENT • 24.t. `••"i ' q • INTERNAL REVENUE SERVICE r J • DISTRICT DIR.CTOR `" SIXTH AND LENORA CUILDIHG • • SEATTLE. WASHINGTON E8121 IN WETLY*ERN TO Form L-178 • September 7, 1967 Code 414:1 :: SEA:L''D:vi- PURPOSE • Charitable Conisr Canters, Iricorporatee ADDRESS INQUIRIES E FILE RETURNS:'EITH CIO i=i i<i DISTRICT DIRECTOR OF INTERNAL REVEI:U' • {:17 Ch:-:cry F.trect tou • ea..tic. 'v._...► iu%,t t.-1 JQ1n4. Seattle, r FORM 99O-A RE- ACCOUNTING ? niOO • Attn: isi_.i Chant• ^ QUIRE.? ENDING CcntleT:ten: � YES 4i NO • December 31 • On the basis of your stated purposes and the understanding that your operations will continue as evidenced to date or will conform to those proposed in your ruling application, we have concluded that you are exempt from Federal income tax a s'an organization described in section 501(c)(3) of the Internal Revenue Code. Any changes in operation from those described, or in your character or purposes, must be reported immediately to your District Director'for consideration of their effect • upon your exempt status. You must also report any change in your name or address. You are not required to file Federal income tax returns so long as you retain an exempt status, un- • less you are subject to the tax on unrelated business income imposed by section 511 of the Code, in which event you are required to file Form S90-T. Our determination as to your liability for filing the annual information return, Form 990-A, is set forth above. That return, if required, must be filed on or before the 15th day of the fifth month after the close of your annual accounting period indicated above. Contributions made.to you are deductible by donors as provided in section 170 of the Code. Be- quests, legacies, devises, transfers or gifts to or for your use are deductible for Federal estate and gift tax purposes under the provisions of section 2055, 2106 and 2522 of the Code. • You are not liable for the taxes imposed under the Federal Insurance Contributions Act (social security taxes)unless you file a waiver of exemption certificate as provided in such act. You are •• ' not liable for the tax imposed under the Federal Unemployment Tax Act. Inquiries about the waiver of exemption certificate for social security taxes should be addressed to this office, as should any questions concerning excise, employment or otherFederal taxes. • This is a determination letter. Very truly yours, • Neal S. Warren District Director • • r11 I. • FORM L-178 (6-6$) • elb S ID Denise Klein {�••= NeeinAlmassi r Executive Director f Ar Cultural Competence Exec b uia North aNwoo Manager e Assistant i i I I-(.nw Asr. ,n) I 1 o Tim Bridges Joanne Donohue _ Patricia Hart Susan Snyder Kate Turnie Vice President/CFO Vice President Vice President/CDO Vice President Vice President E l_ -j Karen Beisner Community Engagement/ Sarah Butler Manager, John Deagen Cindy Zwart, Director, — Development Donor Communications Interim Manager, Director, Human Resources Information&Assistance Transportation i To be tilled - Maio Rolls Senior Shuttle • NR Coordinator Tiffany McCullough CoardinntoHamesrin9 Senior Centers Development Associate— I 2steR Drivers uaso David Chew Cad Le asl6AAdaxame Cadge Teel.Director — 16u e.m Ae. m 8ShR m e Facilities Manager Bogard Norst Senior center 1sAAmorre usk I8A.Adexate Cynthia Andrews.Dkeetor Valerie Costa Central Area To be tilted alerteEVOklatost Senior center incnese",,,aata 'od I60./...Rhone te Manager, Minor Home Repair AccauntebTty Manager Lee Harper.Director Lmdx Varoel Alin Waeneery -.--..__._.........—.._4_._—._...._...._____i Normshore Senior center' Christian Diachuk Bernadette Diachuk 7 Repair Specialists Administrative Administrative John Gleichman Asslstamll Assistant! -..---- Manager,Information -� Karen Sisson,Director I .- Technology senior Canter e/ — Sopumer TmlM1 West Seattle yaw letatva As leto To be filled — ...... — Manager, Bob Lehmeyer,Director Community Dining To be filed Senor e/LFP — • Gregory Townsend,nar. Network Administrator senior center __ _ Interim Manager, i Caregiver and Outreach To be filed Amara Oder.Director AAms"sihatraaNtn e OutrTeoa cbehs Se pedd ahst - i s 1_,,( `teso cn) Chris Marcia, See Valley senior Center Tap6n j Interim Data Manager—' Program Supervisor Kbnstorna Carolina Apodt 1foe. .psp.®6MJ Senior Outreach • • Registered Dietician site suporvieor - J acaad To be elect 7o Bo clod.D'vacter _, • Duodena Thomas i l l Resource Data Southeast Senior Canter Wee eThoaLst :_r xa"u"s Specialist O Abbie Nelson,Director Adam Porter, 1 Vashon Maury — r • Manager Veronica Lewendoweq J - Senior Center Sally Fdednan • Meals en Wheels Sav Dar Data specialist Darla nchka Lead Caregiver Caregiver Advocate Advocate I _ Aro. ' ` owe Paula Y k'(temp) Paul lacma - a�ciossn.o,. i - Lee Op,Community I Toni Crukhlield To be good Outreach specia I.Co do lste t m-t ____- am.ammn I ! rury Progn xN Tara Voss Engagement Manager Caregiver Advocate Kinship Navigator t c ° -.meek same. • Controller - uR dtaue Sarah Demos Barbara LMleY Adnuuistatiw ^Ware Ed ho Rusebie Mncan n _(]+:.w]a wn) ce Project Coprdimter Assistant mwi • I Judah Shoshone Julia Deluca, KC Kinship Collets. • - Vacant Debra Jenson Barbara Uptonun SRA Legal Director sHl&1 Coordinator i Accountant Accountant Amentant 1 (( coca r'k°d \\11 23 Site Coordinators VamM Melissa Mitchell \Kccnrenpvrrsc) - Volunteer Coordinator Programuoeiotant JJJ Cermruniry Engagement Proj En i.....____... ect Nationalhance To be filled Project Enhance Merle NJekani i Local Manager Brenda Berkey CoordinatorAd Aeeietatp,a — Kathy Hultquist Chris Grekoft ' Meehan Thompson Clinical Supervisor Master Trainer - Terrell Pooton INomeotan systems— EnhanceFittess r special Pojeete Soboen:t Senior Services Orgmds atio nil Chart January t,2006 Senior Services Promotingthe well-beingof older adults AGENCY/ORGANIZATION MISSION STATEMENT VISION A community where older adults and those who love them are empowered to choose and develop ever more joyful, healthful and meaningful lives. MISSION Promote the emotional, social, and physical well being of older adults. • STRATEGIES 1) Invent and continuously improve approaches that promote well-being. 2) Empower families and caregivers 3) Engage the entire community in the aging enterprise A non-profit agency supported by United Way of King County investments 2208 Second Ave, Seattle,WA 98121 (p) 206 448-31 1 0• (TTY) 206 448-5025 • (f) 206 448-5766•www.seniorservices.org Senior Services • leirlik Promoting the well-being of older adults BOARD RESOLUTION A Board Resolution authorizing submittal of this application will be submitted within 60 days. I A non-profit agency supported by United Way of King County investments 2208 Second Ave, Seattle,WA 98121 (p) 206 448-31 1 0• (TTY) 206 448-5025 •(f) 206 448-5766•www.seniorservices.org SENIOR SERVICES a Senior Services 2208 Second Avenue, Suite 100 ) Seattle WA 98121-2055 r Promoting the well-being of older adults (206)448-5757 Fax:(206)448-5766 Board of Directors Revised March 18,2008 Name/Position City Residence Length of Time on End of Term Board(in years) 1. John Aslin, Woodinville, WA 3 2008 Secretary 2. Paul Beck, MD, Seattle, WA 6 2008 Immediate Past President 3. Neal A. Broidy Woodinville, WA 9 2008 4. William (Bill) J. Seattle, WA 15 2008 Cruzen 5. Bill Fenner Bellevue, WA 1 2010 6. Rolf Gruen Bellevue, WA 1 2010 7. Matt Hayes Seattle, WA 9 2008 8. Professor Nancy Seattle, WA 9 2008 Hooyman, Vice . ' President 9. Earle Leonard Seattle, WA n/a n/a 10. Steve Melton Bothell, WA 1 2010 11. John Norden Seattle, WA 1 2010 12. Bonnie Pladson, Issaquah, WA 1 2010 Treasurer 13. Charles Riley Seattle, WA 10 2010 14. Uma Vanmane Bellevue, WA 1 2010 15. Ron Vivion Mill Creek,WA 3 2008 • 16. Grace Wang, PhD, Redmond, WA 6 2008 President 17. Shiao-Yen Wu Seattle, WA 6 2008 Senior Se rvices Board of Directors ?: •':::ii:'' i'rc:mf1� 7?Cr ineY.'FI�'CF_11rc oroJdil QL�l1Jt5 Meeting Minutes Thursday, January 3,2008 Senior Services Lillian Rice Center 2208 Second Avenue, Suite 100, Seattle, WA 98121 12:00 noon— 1:3 0 pm Facilitator: Grace Wang, President In Attendance: Bill Fenner, John Aslin, Chuck Riley, Bonnie Pladson, Grace Wang, Matt Hayes, Earle Leonard, Uma.Vanmane, Steve Melton, Ron Vivion Excused: Alice Sandstrom, Nancy Hooyman, Paul Beck, Rolf Gruen, Bill Cruzen, John Norden, Shiao-Yen Wu,Neal Broidy Staff: Denise Klein, Patricia Hart,Arkia Northern Welcome and President's Report: Grace Wang, President • The meeting was called to order by Grace Wang, Board President at 12:09 pm. Grace greeted board members and apologized for the delay in meeting materials being distributed. • Grace provided the board with information on the trainings she has recently attended in preparation for her leadership in 2008. Explaining that she has completed 35 hours of training through the United Way of King County and the Non Profit Center. • Feedback from the board survey showed a consensus within the group that the board functions and works well together. II. Approval of December 6, 2007 Meeting Minutes • John Aslin explained revisions made to the meeting minutes after they were distributed. • Motion: to approve the revised December 6, 2007 board meeting minutes by John Aslin. Second by Matt Hayes. Approved. III. 2008 Board Priorities and Structure • The board discussed the 2008 priorities, clarifying questions regarding the language of some of the bullet points. Many of the members felt that the first bullet point was the most significant and the other bullet points were supportive. • Members were very interested in board education and identified the following areas to focus education efforts: o Foundation 101 o Intimate knowledge of key projects of the organization o What are the needs of the community? o What other resources are available?Are there other organizations serving the same population, addressing the same needs in the community? Discussion continued about the Cultural Competence Initiative and various board education ideas. • Grace explained that the board survey results show members were almost equally divided on the issue of meeting frequency and duration. She expressed concerns with monthly, 90 minute meetings, explaining the business of those meetings leaves little time for substantive discussion. Members expressed their concerns with meeting continuity and quorum challenges, if the board moves to a bi monthly meeting schedule. The idea of maintaining a monthly meeting schedule, with quarterly extended meetings was discussed. The extended quarterly meeting would last two hours to accommodate staff presentations for the board's education. The • group agreed on this option and decided to maintain the meeting schedule and extend the quarterly meetings. *Board meetings will be held on the first Thursday of every month from 12 pm—1:30 pm, • quarterly the meeting will be extended to 2:00 pm to allow for staff presentations.* IV. Fund Development Report: Patricia Hart,Vice President • After a brief overview of her department and her past work experiences, Patricia Hart presented the board with her two year strategic plan. The major areas of focus: o Systems Refinement: ✓ The RD team will be restructured to achieve a more integrated team dynamic. A new in house Special Events position has been added to the department. ✓ The RD database will be refined and will include names of the agency's volunteers and new donors identified during the Meals on Wheels direct mail campaign. The database will also be upgraded with an address accelerator function and will be linked to our auction software, to streamline Soiree entry and reporting. ✓ The department will also establish procedures and centralize information by creating detailed event notebooks and capturing records of database queries to institutionalize knowledge. o Marketing Focus: ✓ Will begin with the board refining their own"elevator pitch." ✓ The department will utilize all marketing real estate and marketing leverage to raise awareness of Senior Services as an agency. ✓ RD will continue to expand the ways it interacts with external partners and explore new partnerships and alliance to increase sponsorships. • o Individual Giving: g ✓ Considered to be the biggest area of opportunity. ✓ The department plans to upgrade gift levels, create donor points of entry and institutionalize donors. • Patricia presented the board with a Development Calendar and a document highlighting the board's area of influence. She answered questions about her plan to achieve the new fund raising goal that has increased by$1 million, the new structure of her team as well as her plans for planned giving and endowment. The group decided to continue the endowment and planned giving discussion during the next Endowment Committee meeting. V. Executive Director's Report: Denise Klein, Executive Director • Denise's report will be circulated to the full board via email. The Board Meeting was adjourned at 1:37 P.M. ainik :...: :::::::::::: Senior Services Board of Directors ">': fir;:rnotiPg the well-being or older adults Meeting Minutes 41"..0§:::::0; Thursday, February 7,2008 Senior Services Lillian Rice Center 2208 Second Avenue, Suite 100, Seattle, WA 98121 12:00 noon— 1:30 pm Facilitator: Grace Wang, President In Attendance: Chuck Riley, John Norden, Bonnie Pladson, Shaio Yen Wu, Steve Melton, Bill Fenner, Grace Wang, John Aslin, Bill Cruzen, Earle Leonard, Nancy Hooyman, Paul Beck, Rolf Gruen, Matt Hayes Excused: Alice Sandstrom,Nancy Hooyman, Paul Beck, Rolf Gruen, Bill Cruzen, John Norden, Shiao-Yen Wu,Neal Broidy Staff: Denise Klein,Arkia Northern Welcome and President's Report: Grace Wang, President • The meeting was called to order by Grace Wang, Board President at 12:05 pm. Grace encouraged members to provide thoughts and ideas to her using a suggestion box. II. Consent Agenda: John Aslin, Secretary • On motion by Nancy H. and seconded by Steve M, the following items contained in the consent agenda were approved: 1. Minutes of the January 3, 2008 Board of Directors meeting. 2. 2008 Board Priorities 0 III. Operating Plan: Denise Klein, Executive Director • Denise presented the operating plan to the board, explaining that she has included the outcomes in the job descriptions of the staff members delineated next to each goal. She will provide a quarterly status report of the plan to the board. • Members discussed elements of the plan, focusing mainly on the Memorandum of Agreement with Senior Centers. The group decided to distribute a copy of the MOA to all board members and to include the plan in board orientation materials, to ensure all members are familiar with the agreement prior to a discussion about revising the document in the fall. IV. Executive Directors Report: Denise Klein, Executive Director • Announced"I Hear America Singing"- a joint fundraising event that Senior Services and Ballard Senior Center will host 8:00 pm, March 8, 2008 at the Fifth Avenue Theatre in Seattle. V.I.P. tickets to the concert and reception are$200 per person, $350 per couple. The event will be televised and used during the annual PBS fundraiser. The anticipated revenue from the event is $30,000. • Business Policy Task Force of staff to be convened. The purpose will be criteria development and identifying potential partners. The criteria will be presented to the board for approval. Steve Melton volunteered to join the task force. • A request for$50,000 from the Schmidt Trust was denied by George Edensworth Beck and the endowment committee in the interest of protecting the growth of the trust. • The Community Dining program has been in intense negotiations with the city and has decided to close three sites, Maple Valley, Burien/Highline and Vashon. Discussion continued. John Norden suggested a public relations strategy be put in place and will provide the names of contacts he has. • There are a number of positions that are vacant and needing to be filled. Susan Compton, Community Relations Director has resigned. V. Finance and Audit Committee Report: Matt Hayes, Chair • The committee is proactively focusing on cash flows and the building financing. • Highlighted the success of the Meals on Wheels direct mail campaign. • • The Net Operating Assets report was explained, members were informed that the agency is below the band but should end the year back in the band. VI. 2008 Board Meeting Calendar and Dashboard • Grace explained the revisions to the board meeting calendar, and the extended meetings for board education. • The concept of the Board Effectiveness Dashboard was explained. Rolf suggested the dashboard be used for six months; the board would discuss its effectiveness at this benchmark. Discussion continued. The Board Meeting was adjourned at 1:36 P.M. S ::.:! :...r :::< : ::: Senior Services') Board of Directors F r-mot,,1q the well-bei;1g ot older adults Meeting Minutes Thursday,March 6,2008 Senior Services Lillian Rice Center 2208 Second Avenue, Suite 100, Seattle, WA 98121 12:00 noon— 1:3 0 pm Facilitator: Grace Wang, President In Attendance: Grace Wang, John Norden, Chuck Riley, Steve Melton,Neal Broidy, Rolf Gruen, Bill Fenner, Bonnie Pladson, John Aslin, Matt Hayes, Uma Vanname, Paul Beck. Excused: Nancy Hooyman, Bill Cruzen, Shiao-Yen Wu, Bill Fenner Staff: Denise Klein,Negin Almassi, Kate Turpin, Charlene Thomas, Kim Storms, Carolina Apostal,Arkia Northern Guests: Walter Liang, Bob Friedlander • Welcome and President's Report: Grace Wang,President. • The meeting was called to order by Grace Wang, Board President at 12:15 pm. Board members were provided an opportunity to share memories of Alice Sandstrom. • Guests Walter Liang, Bob Friedlander, and staff were introduced. Walter Liang congratulated the agency on the 2008 CFC campaign that raised$8128.00. II. Consent Agenda: John Aslin, Secretary • On motion by Chuck Riley, seconded by John Aslin, the minutes of the February 7,2008 board meeting were approved. • III. Operating Plan: Denise Klein, Executive Director • Discussion tabled for April board meeting. IV. Finance and Audit Committee Report: Matt Hayes, Chair • The 2007 year end financial report was consistent with projections. Matt acknowledged accounting and program staff for the well managed budget. • The restricted surplus of$126,000 and unrestricted deficit of$32,000 were discussed. • Some of the Senior Centers are currently reporting a deficit; those centers will utilize reserve funds to cover the deficits. • The Endowment fund gains and losses were briefly discussed. • The Net Operating Assets report shows the agency remaining inside the satisfactory `band.' • The agency audit is underway; the Finance and Audit committee will meet with the auditors during the month of March. The board will meet with the auditors later this summer. V. Community Dining Panel Presentation • Panelist: Kate Turpin, Vice President; Kim Storms, Ethnic Dietician; Charlene Thomas, Interim Community Dining Program Manager;Negin Almassi, Cultural Competence Manager; Carolina Apostal, Site Supervisor; Bob Friedlander, Executive Director of Pacific Asian Empowerment Program. • Charlene Thomas presented the challenges for seniors and people of color participating in the Community Dining Program. Some of the challenges she shared: ✓ Locations are unwelcoming, language barriers; some locations have a past history of separatism, elitist behaviors. ✓ Loss of independence, feeling powerless, sense of invasion ✓ Transportation ✓ Inadequate dental care • Kim Storms informed the board of her role with the Community Dining Program. Kim provides dietician consultations to 16 community dining sites and 6 ethnic sites in King County through a partnership with ethnic agencies. The programs serve 11 different ethnic groups that speak 12 different languages. Kim shared photos from 7 sites. 111 • Bob Friedlander spoke to the board about a partnership with the Pacific Asian Empowerment Program that could match the needs of Filipino Seniors with services provided by Senior Services. Bob provided information on two Filipino community newspapers and a radio station,requesting the agency include them in press releases, etc. Bob presented a wish list for the partnership; ✓ Start a Meals on Wheels Program at PAEP ✓ Two vans for field trips ✓ Opportunity to have monthly health related workshop ✓ Training for relatives to become caregivers ✓ Industrial size refrigerator, freezer and dishwasher ✓ Field trips to visit ill seniors ✓ Board games—Bingo, Chess, Checkers ✓ Expand transportation north and east. ✓ Quarterly update from Senior Services Discussion continued, sparking interest in many board members. Denise and Grace will determine another board meeting to continue the discussion. VI. Board Composition and Recruitment • The Human Capital Committee is in the process of redefining their role,moving towards a board education focus. The committee is currently gauging member's interest in participating in programs. Board members were asked to sign up for program experiences they would be interested in and rank their top three choices. • Questions, affirmations and potential board members should be forwarded to the HCC. 111 The Board Meeting was adjourned at 2:00 P.M. S , r, r'fAL A , f r1 )1,1 \\( , y to - :1 I . 111 11,t-rrs.„'? (1) r ;iN arif ti Senior Services Agency Budget 2008 2008 Budget c'IPPORT/REVENUE 00 Carryover Funds 101,340 i00 Fu d Transfers 16,308 40000 Contributions 2,927,582 42000 Special Events 519,015 43000 Legacies&Bequests 42,716 4700 Unit'd Way Funds 805,318 50100 Goernment Grants 8,350,468 60000 Membership Dues 173,798 6210 Program Service Fees 1,109,848 6220-59 Incidental Revenue 367,250 6400 Sales to the Public 785,663 6600 Investments 25,000 6900 Miscellaneous Income 285,827 Sub-Total 15,510,133 ALLOCATIONS 4800 United Way Allocations - Admin Allocations - Total Allocations - TOTAL REVENUE/SUPPORT 15,510,133 EXPENSES Sub-Total Cost of Revenues 493,401 Sub-Total Personnel 9,413,892 11 Professional Services 616,439 _ Program/Other Supplies 2,209,335 Total Telephone 89,934 Postage&Shipping 170,082 Total Facilities 900,659 Equip Rectal&Maintenance 57,213 Total Printing 267,619 Total Transportation 561,440 Total Conferences&Meetings 105,728 89190 Assistance to Individuals 286,883 90010 Membership Dues 25,185 9151 Awards&Grants - Total Liability Insurance 68,575 Total Miscellaneous Expense 242,150 Sub-Total Other Expenses 5,602,834 Total Expenses 15,510,133 Excess(Deficit) - budget08.xls 4/14/2008 3:04 PM Page 1 of 1 SENIOR SERVICES AND AFFILIATES CONSOLIDATED FINANCIAL STATEMENTS With Independent Auditor's Report YEARS ENDED DECEMBER 31, 2006 AND 2005 OMB A-133 SUPPLEMENTARY FINANCIAL REPORTS YEAR ENDED DECEMBER 31, 2006 SENIOR SERVICES AND AFFILIATES CONSOLIDATED FINANCIAL STATEMENTS YEARS ENDED DECEMBER 31, 2006 AND 2005 TABLE OF CONTENTS INDEPENDENT AUDITOR'S REPORT 2 CONSOLIDATED STATEMENTS OF FINANCIAL POSITION December 31, 2006 and 2005 4 CONSOLIDATED STATEMENTS OF UNRESTRICTED ACTIVITY Years ended December 31, 2006 and 2005 5 CONSOLIDATED STATEMENTS OF CHANGES IN NET ASSETS AND MEMBERS' EQUITY Years ended December 31, 2006 and 2005 6 CONSOLIDATED STATEMENTS OF FUNCTIONAL EXPENSES Year ended December 31, 2006 7 - Year ended December 31, 2005 8 CONSOLIDATED STATEMENTS OF CASH FLOWS Years ended December 31, 2006 and 2005 9- 10 NOTES TO CONSOLIDATED FINANCIAL STATEMENTS 11 - 20 SUPPLEMENTARY INFORMATION Schedule of Expenditures of Federal Awards Year ended December 31, 2006 22- 23 Report on Compliance and on Internal Control Over Financial Reporting Based on an Audit of Financial Statements Performed in Accordance with Government Auditing Standards 24 Report on Compliance with Requirements Applicable to each Major Program and on Internal Control Over Compliance in Accordance with OMB Circular A-133 26 Schedule of Findings and Questioned Costs 28 - 29 Summary of Pior Audit Findings 30 1 JACOBSON JARVIS & CO, PLLC it N INDEPENDENT AUDITOR'S REPORT April 30, 2007 Boards of Directors Senior Services and Affiliates Seattle, Washington We have audited the accompanying consolidated statements of financial position of Senior Services and Affiliates as of December 31, 2006 and 2005, and the related consolidated statements of unrestricted activity, changes in net assets and members' equity, functional expenses, and cash flows for the years then ended. These financial statements are the responsibility of the organization's management. Our responsibility is to express an opinion on these financial statements based on our audits. We conducted our audits in accordance with auditing standards generally accepted in the United States , of America; Government Auditing Standards, issued by the Comptroller General of the United States; and Office of Management and Budget (OMB) Circular A-133, Audits of States, Local Governments, and Non-Profit Organizations. Those standards and OMB Circular A-133 require that we plan and perform the audits to obtain reasonable assurance about whether the financial statements are free of material misstatement. An audit includes examining, on a test basis, evidence supporting the amounts and disclosures in the financial statements. An audit also includes assessing the accounting principles used and significant estimates made by management, as well as evaluating the overall financial statement presentation. We believe that our audits provide a reasonable basis for our opinion. In our opinion, the financial statements referred to above present fairly, in all material respects, the financial position of Senior Services and Affiliates as of December 31, 2006 and 2005, and the changes in its net assets and members' equity and its cash flows for the years then ended in conformity with accounting principles generally accepted in the United States of America. In accordance with Government Auditing Standards, we have also issued our report dated April 30, 2007 on our consideration of Senior Services and Affiliates' internal control over financial reporting and on our tests of its compliance with certain provisions of laws, regulations, contracts and grants. This report is an integral part of an audit performed in accordance with Government Auditing Standards and should be read in conjunction with this report in considering the results of our audit. 2 Our audits were performed for the purpose of forming an opinion on the basic consolidated fmancial statements of Senior Services and Affiliates taken as a whole. The accompanying schedule of expenditures of federal awards is presented for purposes of additional analysis as required by U.S. Office of Management and Budget Circular A-133, Audits of States, Local Governments, and Non- Profit Organizations, and is not a required part of the basic financial statements. Such information has been subjected to the auditing procedures applied in the audit of the basic consolidated financial statements and, in our opinion, is fairly stated, in all material respects, in relation to the basic consolidated fmancial statements taken as a whole. itle.0/4Pirt074.4 f C, >°C44 Jacobson Jarvis & Co, PLLC 3 JACOBSON JARVIS &CO. PLLC SENIOR SERVICES AND AFFILIATES CONSOLIDATED STATEMENTS OF FINANCIAL POSITION DECEMBER 31,2006 AND 2005 2006 2005 Belltown Belltown ASSETS Agency Centers LLC Eliminations Total Agency Centers LLC Eliminations Total Current Assets Cash and cash equivalents $ 181,433 $ 1,217,907 $ 106,013 $ 1,505,353 $ 273,121 $ 1,313,698 $ 83,203 $ 1,670,022 Cash and cash equivalents-restricted 36,953 - 78,886 115,839 30,378 - 71,350 101,728 Investments 1,056,772 28,192 - 1,084,964 905,719 95,347 - 1,001,066 Accounts and grants receivable 1,301,883 - 1,472 $ (14,372) 1,288,983 1,337,188 - 3,258 $ (25,120) 1,315,326 United Way promise to give 523,183 - - 523,183 523,183 - - 523,183 Other promises to give 90,210 110,969 - 201,179 - - - - Inventory 39,306 - - 39,306 58,193 - - 58,193 Due front(to)other funds 789,329 (789,329) - - 210,205 (210,205) - - Prepaid expenses 40,770 3,258 14,157 58,185 46,973 3,237 14,760 64,970 Unemployment compensation trust deposits 292,552 - - 292,552 L 214,441 - - 214,441 Total Current Assets 4,352.391 570,997 200,528 (14,372) 5,109,544 3,599,401 1,202,077 172,571 (25,120) 4,948,929 Cash and Cash Equivalents-restricted to long-term purposes - - - - 310,070 17,723 - 327,793 Promises to Give-long-term or restricted to long-term purposes 100,414 21,877 - 122,291 298,155 86,585 - 384,740 Investment in Partnership (329) - - 329 - (236) - - 236 - Property and Equipment,net 4,688,429 13,119,812 2,996,018 20,804,259 5,028,812 12,403,570 3,113,179 20,545,561 $ 9,140,905 $13,712,686 $ 3,196,546 $ (14,043) $26,036,094 $ 9,236,202 $13,709,955 $ 3,285,750 $ (24,884) $26,207,023 LIABILITIES.NET ASSETS.AND MEMBERS'EQUITY Current Liabilities Accounts payable $ 228,753 $ 59,958 $ 57,850 $ (14,372) $ 332,189 $ 172,446 $ 17,064 $ 40,311 $ (25,120) $ 204,701 Accrued payroll 478,651 - - 478,651 811,331 - - 811,331 Refundable advance 43.981 - - 43,981 40,470 234 - 40,704 Line of credit 652,923 - - 652,923 195,923 - - 195,923 Notes payable-current portion 84,081 3,973 10,582 - 98,636 13,132 3,675 10,230 27,037 Total Current Liabilities 1,488,389 63,931 68,432 (14,372)- 4,606,380 1,233,302 20,973 50,541 (25,120) 1,279,696 Notes Payable,less current portion above 1,210,430 1,170,985 1,326,335 3,700'7,750 1,294,529 1,098,885 1,339,925 3,733,339 Total Liabilities 2,698,819 1,234,916 1,394,767 (14,372) 5,314,130 2,527,831 1,119,858 1,390,466 (25,120) 5,013,035 Net Assets and Members'Equity Unrestricted 4,264,305 5,330,266 - 9,594,571 4,317,220 4,962,101 - 9,279,321 Temporarily restricted 783,870 7,147,504 - 7,931,374 1,056,449 7,627,996 - 8,684,445 Permanently restricted 1,393,911 - - 1,393,911 1,334,702 - - 1,334,702 Managing member equity - - (329) 329 - - - (236) 236 - Investor member equity - - 1,802,108 1,802,108 - - 1,895,520 1,895,520 Total Net Assets and Members'Equity 6,442,086 12,477,770 1,801,779 329 20,721,964 6,708,371 12,590,097 1,895,284 236 21,193,988 $ 9.140,905 $13,712,686 $ 3,196,546 $ (14,043 $26,036,094 $ 9,236,202 $13,709,955 $ 3,285,750 $ (24,884) $26,207,023 Sec notes to financial statements. 4 SENIOR SERVICES AND AFFILIATES CONSOLIDATED STATEMENTS OF UNRESTRICTED ACTIVITY YEARS ENDED DECEMBER 31,2006 AND 2005 2006 2005 Belltown Belltown Agency Centers LLC eliminations Total Agency Centers LIC eliminations Total Unrestricted Public Support United Way contributions $ 469,436 $ 18,090 $ - $ 487,526 $ 454,226 $ 23,265 $ - $ 477,491 Net assets released from time restrictions-United Way 392,388 - - 392,388 427,885 427,885 Total United Way 861,824 18,090 - 879,914 882,111 23,265 - 905,376 Individuals 899,851 711,247 - 1,611,098 906,206 428,396 - 1,334,602 Corporations 351,781 129,763 - 481,544 660,630 76,832 - 737,462 Foundations 222,100 57,153 - 279,253 98,240 47,576 - 145,816 Special events 435,151 419,795 - 854,946 369,036 348,897 - 717,933 In-kind rent 359,714 69,080 - 428,794 360,309 224,708 - 585,017 Government grants and contracts 5,957,934 2,167,023 - 8,124,957 5,673,349 1,913,431 - 7,586,780 Allocations among funds (277,298) 277,298 - - (458,252) 458,252 - Net assets released from purpose restrictions 423,282 480,492 - 903,774 391,830 1,710,023 - 2,101,853 Total Unrestricted Public Support 9,234.339 4,329,941 - 13,564,280 8,883,459 5,231,380 - 14,114,839 Revenue Program service fees 94,860 630,451 - 725,311 89,193 619,578 - 708,771 Program sales 532,174 142,077 - 674,251 508,725 158,020 - 666,745 Incidental revenue 3,211 252,847 - 256,058 2,740 212,838 - 215,578 Rental and other income 53,371 26,564 141,101 $ (4,131) 216,905 222,576 67,573 146,872 $ (2,895) 434,126 Interest and investment income 98,586 44,362 458 93 143,499 53,454 47,615 943 87 102,099 Total Revenue 782,202 1,096,301 141,559 (4,038) 2,016,024 876,688 1,105,624 147,815 (2,808) 2,127,319 Total Unrestricted Public Support and Revenue 10,016,541 5,426,242 141,559 (4.038) 15,580,304.. , 9,760,147 6,337,004 147,815 (2,808) 16,242,158 Expenses Program services 8,571,901 4,305,827 235,064 (4,131) 13,108,661 8,274,022 4,081,722 235,113 (2,895) 12,587,962 Management and general 1,141,475 573,385 - 1,714,860 1,042,483 514,275 - 1,556,758 Fundraising 356,080 178,865 - 534,945 292,135 144,115 - 436,250 Total Expenses 10,069,456 5,058,077 235,064 (4,131) 15,358,466 9,608,640 4,740,112 235,113 (2,895) 14,580.970 Change in Unrestricted Net Assets and Members'Equity $ (52,915) $ 368,165 $ (93,505) $ 93 $ 221,838 $ 151,507 $ 1,596,892 $ (87,298) $ _ 87 $ 1,661,188 See notes to financial statements. 5 SENIOR SERVICES AND AFFILIATES CONSOLIDATED STATEMENTS OF CHANGES IN NET ASSETS AND MEMBERS'EQUITY YEARS ENDED DECEMBER 31,2006 AND 2005 2006 2005 Belltown Belltown Agency Centers LLC Eliminations Total Agency Centers LL& Rliminations Total Unrestricted Net Assets Unrestricted public support $ 8.418,669 $ 3,849.449 $ 12,268,118 $ 7,863,744 $ 3,521,357 $ 11,385,101 Revenue 782,202 1,096,301 $ 141,559 $ (4,038) 2,016,024 876,688 1,105,624 $ 147,815 $ (2,808) 2,127,319 Net assets released from restriction 815,670 480,492 1,296,162 1,019,715 1,710,023 2,729,738 Total Unrestricted Public Support and Revenue 10,016,541 5,426,242 141,559 (4,038) 15,580,304 9,760,147 6,337,004 147,815 (2,808) 16,242,158 Total expenses (10,069,456) (5,058,077) (235,064) 4,131 (15,358,466) (9,608,640) (4,740,112) (235,113) 2,895 (14,580,970) Change in Unrestricted Net Assets and Members'Equity (52.915) 368,165 (93,505) 93 221,838 151,507 1,596,892 (87,298) 87 1,661,188 Temporarily Restricted Net Assets Public Support United Way 392,388 - 392,388 392,388 - 392,388 Contributed use of property - - - - 7,774,477 7.774.477 Other contributions 150,703 - 150,703- 46,341 103,134 149,475 Total Temporarily Restricted Public Support 543,091 • - 543,091 438,729 7,877,611 8,316,340 Net Assets Released front Restriction United Way (392,388) . • - (392,388) (427,885) - (427,885) Amortization of contributed use of property - (376,184) (376,184) - (250,789) (250,789) Net assets transfer(Note D) - - - (200,000) (200,000) Other contributions (423,282) (104,308) (527,590) (391,830) (1,459,234) (1,851,064) Total Net Assets Released from Restriction (815,670) (480,492) (1,296,162) (1,019,715) (1,710,023) (2,729,738) Change in Temporarily Restricted Net Assets (272,579) (480,492) (753,071) (580,986) 6,167,588 5,586,602 Permanently Restricted Net Assets Contributions 59,209 - 59,209 297,235 - 297,235 Net assets transfer(Note D) - - 200,000 - 200,000 Change in Permanently Restricted Net Assets 59,209 - 59,209 497,235 - 497,235 Change in Net Assets and Members'Equity (266,285) (112,327) (93,505) 93 (472,024) 67,756 7,764,480 (87,298) 87 7,745,025 Net Assets and Members'Equity Beginning of year 6,708,371 12,590,097 1,895,284 236 21,193,988 6,640,615 4,825,617 1,982,582 149 13,448,963 End of year $ 6,442,086 $12,477,770 $ 1,801,779 $ 329 $ 20,721,964 $ 6,708,371 $12,590,097 $ 1,895,284 $ 236 $ 21,193,988 Sec notes to financial statements. 6 SENIOR SERVICES AND AFFILIATES CONSOLIDATED STATEMENT OF FUNCTIONAL EXPENSES YEAR ENDED DECEMBER 31,2006 . Information and Total Management Total Assistance Nutrition Senior Senior Adult Belltown Program and Fund All Projects. Projects Wellness Centers Day Health LL.0 Services. General Raising Services Salaries and wages $ 2,031,851 $ 917,153 $ 408,583 $ 1,608,163 $ 394,641 $ - $ 5,360,391 $ 750,178 $ 188,639 $ 6,299,208 Employee benefits 389,802 216,157 74,102 303,896 81,465 - 1,065,422 120,253 26,482 1,212,157 Payroll taxes 221,076 90,795 37,538 153,650 39,358 542,417 64,434 16,702 623,553 Total Payroll Expenses 2,642,729 1,224,105 520,223 2,065,709 515,464 - 6,968,230 934,865 231,823 8,134,918 Program supplies 149,674 1,222,227 27,691 150,674 64,038 2,298 1,616,602 38,883 23,912 1,679,397 Depreciation and amortization 7,384 12,864 - 483,928 265,028 117,163 886,367 315,008 - 1,201,375 Professional fees 42,967 509,884 12,768 256,079 16,916 26,660 865,274 119,904 61,914 1,047,092 Occupancy 80,849 74,056 - 426,630 53,994 47,509 683,038 85,119 - 768,157 Client and other transportation 250,587 83,470 6,489 214,953 573 - 556,072 9,978 1,396 567,446 In-kind rent - 359,714 - 69,080 - - 428,794 - - 428,794 Other 208,388 (4,936) 1,008 36,574 3,809 6,045 250,888 44,420 77,867 373,175 Printing and publications 70,181 11,593 13,570 101,908 8,250 317 205,819 9,282 41,432 256,533 Cost of special events 30 - 113,473 113,503 - 79,190 192,693 Interest - - - 14,272 - 32,972 47,244 115,182 - 162,426 Insurance 27,030 39,546 2,502 37,011 5,564 - 111,653 24,302 3,550 139,505 Telephone 35,137 12,212 2,285 55,363 9,623 2,100 116,720 6,932 1,107 124,759 Cost of sales - 87,921 - 30,699 504 � - 119,124 - - 119,124 Postage and shipping 30,056 6,407 5,959 27,487 1,663 - 71,572 7,489 7,325 86,386 Meetings 24,438 1,868 12,319 8,320 102 - 47,047 3,010 5,296 55,353 Rental and equipment maintenance 1,771 2,216 183 20,675 - - 24,845 486 133 25,464 Total Expenses 3,571,221 3,643,147 604,997 4,112,835 945,528 235,064 ,-13,112,792 1,714,860 534,945 15,362,597 Eliminations (4,131) (4,131) _ (4,131) $ 3,571,221 $ 3,643,147 $ 604,997 $ 4,112,835 $ 945,528 $ 230,933 $13,108,661 $ 1,714,860 $ 534,945 $15,358,466 See notes to hnsncial statements. 7 • SENIOR SERVICES AND AFFILIATES CONSOLIDATED STATEMENT OF FUNCTIONAL EXPENSES YEAR ENDED DECEMBER 31,2005 m Information and Total Management Total Assistance Nutrition Senior Social Senior Adult Belltown Program and Fund All Projects Projects Wellness Work Centers Pay Health j.I,C Services Genera] Raising Services Salaries and wages $ 1,894,141 $ 957,667 $ 317,255 $ 80,999 $ 1,551,696 $ 486,573 $ - $ 5,288,331 $ 748,800 $ 160,723 $ 6,197,854 Employee benefits 324,494 190,012 48,863 12,968 281,279 80,128 - 937,744 96,356 20,418 1,054,518 Payroll taxes 221,948 102,056 30,667 8,373 159,562 51,457 - 574,063 54,915 14,707 643,685 Total Payroll Expenses 2,440,583 1,249,735 396,785 102,340 1,992,537 618,158 - 6,800,138 900,071 195,848 7,896,057 Program supplies 164,398 1,584,982 7,060 20 125,889 65,157 5,154 1,952,660 22,318 9,874 1,984,852 Depreciation and amortization 14,509 18,253 663 - 313,195 131,198 117,164 594,982 333,055 - 928,037 Professional tees 22,362 170,082 40,954 350 215,224 19,629 24,907 493,508 98,280 66,116 657,904 Occupancy 68,211 123,395 4,542 - 333,369 30,734 49,597 609,848 33,133 - 642,981 Client and other transportation 213,137 97,800 4,109 729 228,328 1,537 - 545,640 10,527 1,477 557,644 In-kind rent - 360,309 - - 224,708 - - 585,017 - - 585,017 Other 151,391 6,600 1,041 36 38,503 3,417 2,274 203,262 (6,718). 56,403 252,947 • Printing and publications 59,241 12,621 11,256 170 83,756 3,274 449 170,767 9,777 27,643 208,187 Cost of special events - - - - 86,644 - - 86,644 - 66,580 153,224 Interest - - - - 10,089 - 33,256 43,345 103,376 - 146,721 Insurance 22,576 32,661 2,676 588 63,281 4,651 - 126,433 36,215 2,604 165,252 Telephone 38,580 12,616 2,863 - 43,180 7,665 2,312 107,216 6,301 1,198 114,715 Cost of sales - 99,776 - - 33,308 994 - , 134,078 - - 134,078 Postage and shipping 29,604 5,688 2,728 - 25,249 1,422 - 64,691 6,496 4,121 75,308 Meetings 24,536 1,998 13,144 562 9,847 253 - 50,340 3,830 4,347 58,517 Rental and equipment maintenance 401 489 41 - 20,856 501 _ - 22,288 97 39 22,424 Total Expenses 3,249,529 3,777,005 487,862 104,795 3,847,963 888,590, , 235,113 12,590,857 1,556,758 436,250 14,583,865 Eliminations _ (2,895) (2,895) (2,895) $ 3,249.529 $ 3,777,005 $ 487,862 $ 104,795 $ 3,847,963 $ 888,590 $ 232,218 $12,587,962 $ 1,556,758 $ 436,250 $14,580,970 Sec notes to financial statements. 8 SENIOR SERVICES AND AFFILIATES CONSOLIDATED STATEMENTS OF CASH FLOWS YEARS ENDED DECEMBER 31, 2006 AND 2005 2006 2005 Cash Flows from Operating Activities Cash received from: Government agencies $ 8,174,287 $7,439,164 Donors 3,165,915 2,745,685 United Way 879,914 845,895 Sales to the public 674,251 666,745 Program participants 725,311 708,771 Investments 103,221 96,927 Rental and other income 474,749 438,434 Cash paid for: Personnel • (8,545,709) (8,011,173) Services and supplies (5,229,384) (5,028,429) Interest (155,953) (140,249) Net Cash Provided(Used)by Operating Activities 266,602 (238,230) Cash Flows from Investing Activities Purchase and construction of property and equipment (1,460,071) (3,287,143) Purchase of investments (848,562) (403,159) Proceeds from sales of investments 821,664 455,154 Proceeds from sale of building - 284,488 Change in restricted reserves (14,111) (13,689) Net Cash Used by Investing Activities (1,501,080) (2,964,349) Cash Flows from Financing Activities Net proceeds from(repayment of) line of credit 457,000 (259,000) Proceeds from notes payable 76,075 803,276 Principal payments on notes payable (36,538) (35,224) Proceeds from contributions restricted to endowment 59,209 129,848 Proceeds from contributions restricted to investment in property 186,270 521,806 Net Cash Provided by Financing Activities 742,016 1,160,706 Change in Cash and Cash Equivalents (492,462) (2,041,873) Cash and Cash Equivalents - beginning of year 1,997,815 4,039,688 Cash and Cash Equivalents - end of year $ 1,505,353 $ 1,997,815 See notes to financial statements. 9 SENIOR SERVICES AND AFFILIATES CONSOLIDATED STATEMENTS OF CASH FLOWS YEARS ENDED DECEMBER 31, 2006 AND 2005 2006 2005 Reconciliation of Change in Net Assets and Members' Equity to Net Cash Flows from Operating Activities Change in net assets and members' equity $ (472,024) $ 7,745,025 Adjustments to reconcile change in net assets and members' equity to net cash provided(used)by operating activities Depreciation and amortization 1,201,375 928,037 Donated investments (16,629) (28,287) Deferred interest 6,473 6,472 Amortization of loan costs 603 603 Gain on investments (40,371) (5,259) Gain on sale of building - (210,960) Contributions restricted to investment in property (195,000) (105,634) Contributions restricted to endowment (59,209) (297,235) - . Contributed use of property - (7,980,159) Bad debt expense 70,000 48,275 Decrease (increase) in United Way promise to give - (23,984) Accounts and grants receivable 47,839 (186,055) Inventory 18,887 (2,641) Prepaid expenses 6,182 28,813 Unemployment compensation trust deposits (78,111) (72,875) Increase (decrease) in Accounts payable 105,771 (30,099) Accrued payroll (332,680) (42,241) Refundable advance 3,496 (10,026) Net Cash Provided(Used) by Operating Activities $ 266,602 $ (238,230) See notes to financial statements. 10 SENIOR SERVICES AND AFFILIATES NOTES TO CONSOLIDATED FINANCIAL STATEMENTS YEARS ENDED DECEMBER 31, 2006 AND 2005 NOTE A- ORGANIZATION AND SIGNIFICANT ACCOUNTING POLICIES Senior Services is a multi-service, not-for-profit agency, which was established in 1967 to provide a spectrum of services to support seniors in their efforts to live healthy, independent lives. This mission is carried out through numerous programs, senior centers, and adult day health programs providing services throughout the County. The following Senior Centers were in operation during 2006 and 2005. Their financial position and changes in their net assets and their cash flows have been included in the accompanying consolidated financial statements. All inter-agency transactions and accounts have been eliminated in consolidation. Central Area Southeast Seattle Northshore (Bothell) Sno-Valley Northwest(Ballard) Vashon Maury Island Shoreline/Lake Forest Park West Seattle , Programs provided by Senior Services include: Senior Information and Assistance Information and Assistance is the single access point for the wide range of community services for older adults. Staff provides information to callers, initiates services for those unable to act on their own behalf, and follows up to ensure that services are in place and are appropriate. Minor Home Repair This program performs critically needed plumbing, electrical, or carpentry repairs or modifications for low-income Seattle homeowners and disabled renters. The need for repair is related to preventing harm to the security, safety, or health of the resident. Homesharing The goal of this program, which serves City of Seattle residents, is to help seniors stay in their homes longer and provide affordable housing for people of all ages. The program matches people who want to share their homes with people who are looking for a place to live. Senior Outreach This program is designed to identify individuals sixty years of age and older who face cultural and racial barriers. The goal of the program is to inform these persons about available services and to encourage participation. Project Enhance This project includes three evidenced-based components: EnhancedFitness, an exercise program; EnhancedWellness, a health behavior change program; and Living a Healthy Life Workshop, a chronic disease management program. All three programs are offered to older adults in community settings in King County and various locations around the country. 11 SENIOR SERVICES AND AFFILIATES NOTES TO CONSOLIDATED FINANCIAL STATEMENTS YEARS ENDED DECEMBER 31, 2006 AND'2005 NOTE A- ORGANIZATION AND SIGNIFICANT ACCOUNTING POLICIES (Continued) Transportation This program organizes volunteer drivers to transport the frail elderly to medical and other essential appointments. The primary objective.of the program is to assist elderly individuals who are unable to utilize other available forms of transportation. Senior Rights Assistance This program provides peer counseling by trained volunteers. Information and advocacy is provided on insurance, Social Security, Medicare, wills, powers of attorney, end-of-life choices, landlord/tenant issues, and other health, consumer, and legal issues. Community Dining This program provides a variety of nutritional services to senior citizens in Seattle/King County. The objective of the program is to assist older persons to improve;their health through good nutrition. The program is designed to supplement the individual's dietary needs by serving nutritious meals and to provide knowledge about nutrition by giving nutrition education presentations. Meals on Wheels This program delivers nutritious meals to homebound older or disabled persons who reside in Seattle/King County. The goal is to enable homebound elderly persons to remain in their homes as long as possible by providing nutritious meals which they would otherwise be unable to obtain. Adult Day Health The adult day health programs provide supportive and therapeutic services that maintain or improve the health and functioning of frail and disabled elders and provide support to caregivers. Senior Centers These centers, located throughout King County, are community focal points where older adults have comprehensive access to programs and services that maximize their health and independence. Caregiver Outreach and Support This program provides outreach, education, and services coordination throughout King County through community and workplace presentations. Caregiver Advocates offer information about community resources, encourage caregivers to utilize the full range of services available to them and the older persons for whom they care, and assist them in securing needed resources. The Belltown Senior Apartments,_LLC (Belltown LLC) was formed in 2001 in order to facilitate the use of low-income housing tax credits in the development of Belltown Senior Apartments. Senior Services is the managing member with a 0.1% interest. The Investor Members, holding the remaining 99.9% interest, purchased the low-income housing tax credits upon project completion. 12 SENIOR SERVICES AND AFFILIATES NOTES TO CONSOLIDATED FINANCIAL STATEMENTS YEARS ENDED DECEMBER 31, 2006 AND 2005 NOTE A- ORGANIZATION AND SIGNIFICANT ACCOUNTING POLICIES (Continued) The building is divided into two separate condominium units, a residential unit and a commercial unit. The commercial unit consists of three floors occupied by Senior Services for countywide operations, a senior health and wellness center, and community room. The residential unit consists of 25 affordable senior housing units on five floors managed by Senior Services. Principles of consolidation The financial statements consolidate the assets, liabilities, and activities of Senior Services, its affiliated Senior Centers, and the Belltown Senior Apartments, LLC. Senior Services is the sole managing member in the Belltown Senior Apartments, LLC. Senior Services, its affiliated Senior Centers,and the Belltown Senior Apartments, LLC are collectively referred to as Senior Services and Affiliates. All significant intercompany transactions have been eliminated in the consolidation. Financial statement presentation Financial statement presentation follows the recommendations of the Financial Accounting Standards Board in its Statement of Financial Accounting Standards (SFAS) No. 117, Financial Statements of Not for-Profit Organizations. Under SFAS No. 117, the organization is required to report information regarding its financial position and activities according to three classes of net assets: unrestricted net assets, temporarily restricted net assets, and permanently restricted net • assets. Unrestricted net assets are available without restriction for support of Senior Services' operations. Temporarily restricted net assets are restricted by the donor to be used for certain purposes or future periods. Temporarily restricted net assets are available for the following purposes as of December 31: 2006 2005 Contributed use of property $ 7,147,504 $ 7,523,688 Capital Campaign 254,225 608,225 Subsequent year's operations-United Way 392,388 392,388 West Seattle Senior Center Capital Campaign - 104,308 Senior Outreach 80,556 - Meals on Wheels 25,000 25,000 Congregate Meals 11,701 15,836 Minor Home Repair 20,000 15,000 $ 7,931,374 $ 8,684,445 Permanently restricted net assets represent endowment gifts given with the intent that the principal will be maintained intact in perpetuity, and the income may be used for specific purposes or current operations. 13 SENIOR SERVICES AND AFFILIATES NOTES TO CONSOLIDATED FINANCIAL STATEMENTS YEARS ENDED DECEMBER 31, 2006 AND 2005 NOTE A-ORGANIZATION AND SIGNIFICANT ACCOUNTING POLICIES (Continued) Permanently restricted net assets as of December 31 are: 2006 2005 Senior Rights Assistance Endowment $ 644,135 $ 644,135 General Endowment 749,776 690,567 $ 1,393,911 $ 1,334,702 Cash and cash equivalents Cash and cash equivalents consist of general checking and savings accounts, certificates of deposit, and money market accounts. Senior Services maintains its cash and cash equivalents in bank accounts that may exceed federally insured limits at times during,the year. Senior Services has not experienced any losses in these accounts, and management does not believe It is exposed to any significant credit risk. Cash reserves have been established per terms of the contracts with Washington Community Reinvestment Association. Cash reserves consisted of the following at December 31: Senior Services Belltown LLC 2006 2005 2006 2005 Replacement reserves $ 36,953 $ 30,378 $ 26,512 $ 19,308 Operating reserves - - 52,374 52,042 $ 36,953 $ 30,378 $ 78,886 $ 71,350 Investments Investment securities are recorded at market values and consist of the following at December 31: 2006 2005 " Equities $ 667,963 $ 874,973 Fixed income securities 417,001 126,093 $ 1,084,964 $ 1,001,066 Accounts and grants receivable Accounts and grants receivable are stated at net realizable value. Promises to give In accordance with financial accounting standards, unconditional promises to give are recognized as support in the period received and as assets, decreases of liabilities, or expenses depending on the form of the benefits received. Conditional promises to give are recognized when the conditions on which they depend are substantially met. Senior Services had no conditional promises to give at December 31, 2006. 14 SENIOR SERVICES AND AFFILIATES NOTES TO CONSOLIDATED FINANCIAL STATEMENTS YEARS ENDED DECEMBER 31, 2006 AND 2005 NOTE A - ORGANIZATION AND SIGNIFICANT ACCOUNTING POLICIES (Continued) Unconditional promises to give at December 31, 2006 are as follows: Receivable in less than one year $ 318,982 Receivable in one to five years 131,116 450,098 Less allowance for uncollectible accounts (117,803) Less discounts to net present value at 5% (8,825) Unconditional promises to give, net $ 323,470 Deferred financing fees Loan fees on permanent financing are capitalized and amortized over the term of the loan. At December 31, 2006 and 2005, deferred financing fees, net of accumulated amortization, were $27,1.13 and$27,716, respectively, and are included in prepaid expenses. Inventory Inventory, consisting of food and supplies, is stated at the lower of cost (determined on the first- in, first-out method) or market. Property and Equipment Property and equipment are stated at cost or, if donated, at estimated fair value at date of receipt. Senior Services capitalizes all expenditures for property and equipment in excess of $1,000. Interest expense capitalized was $57,509 and $6,812 for the years ended December 31, 2006 and 2005, respectively. Depreciation is provided using the straight-line method over the estimated useful lives of the assets. Property and equipment consist of the following: Estimated Useful Lives 2006 2005 Land $ 1,440,995 $ 1,440,995 Construction in progress - 1,681,369 Buildings 20-30 years 19,735,897 18,200,782 Equipment 5-10 years 2,669,093 2,662,524 Furniture 5 years 489,528 500,573 Vehicles 5 years 777,767 813,529 Leasehold improvements 5-10 years 1,254,278 358,397 26,367,558 25,658,169 Less: Accumulated depreciation (5,563,299) (5,112,608) $20,804,259 $20,545,561 15 SENIOR SERVICES AND AFFILIATES NOTES TO CONSOLIDATED FINANCIAL STATEMENTS YEARS ENDED DECEMBER 31, 2006 AND 2005 NOTE A-ORGANIZATION AND SIGNIFICANT ACCOUNTING POLICIES (Continued) Included in total buildings above are the Northshore Senior Center and Northshore Health and Wellness Center. These buildings and the land on which they are located are owned by the Northshore Park and Recreation Service Area (PRSA). During 2005, Senior Services and the PRSA signed a 20-year lease allowing for Senior Services' rent-free use of the building and land until December 31, 2025. The fair value of the promise to give the use of property evidenced by this lease has been recognized as an asset (building) and as temporarily restricted support in the financial statements. In addition to the contributed portion of the buildings, certain construction costs related to the Health and Wellness Center and a Skybridge were paid by Senior Services and have been capitalized subject to the lease agreement noted above. If Senior Services violates the terms of the lease, the PRSA may terminate the lease. Senior Services would then incur a loss for the net book value of the buildings of $8,375,000 and the related leasehold improvements of $788,151 as of December 31, 2006. Restricted and unrestricted public support Support that is restricted by the donor is reported as an increase in unrestricted net assets if the restriction expires in the year in which the support is recognized. All other donor-restricted support is reported as an increase in temporarily or permanently restricted net assets, depending on the nature of the restriction. When restrictions expire (that is, when a stipulated time restriction ends or purpose restriction is accomplished), temporarily restricted net assets are reclassified to unrestricted net assets and reported in the consolidated statements of unrestricted activity as net assets released from restrictions. Gifts of equipment are reported as unrestricted support unless explicit donor stipulations specify how the donated assets must be used. Gifts of long-lived assets with explicit restrictions that specify how the assets are to be used and gifts of cash or other assets that must be used to acquire long-lived assets are reported as restricted support. Absent explicit donor stipulations about how long those assets must be maintained, expirations of donor restrictions are reported when the donated or acquired assets are placed in service. Revenue from government agencies Revenue from government agencies is subject to audit, which could result in adjustments to revenue. The adjustments are recorded at the time that such amounts can first be reasonably determined, normally upon notification by the government agency. During the years ended December 31, 2006 and 2005, no such adjustments were made. 16 SENIOR SERVICES AND AFFILIATES NOTES TO CONSOLIDATED FINANCIAL STATEMENTS YEARS ENDED DECEMBER 31, 2006 AND 2005 NOTE A-ORGANIZATION AND SIGNIFICANT ACCOUNTING POLICIES (Continued) In-kind contributions Senior Services occupies certain premises at either reduced rates or no charge. The fair value of the space occupied at below market rates is reflected as in-kind support and expense in the consolidated statements of unrestricted activity and of functional expenses. In accordance with financial accounting standards, the financial statements reflect only donated services requiring specific expertise that Senior Services would otherwise need to purchase. However, Senior Services receives a significant amount of volunteer services from individuals and businesses, which are not reflected in the accompanying consolidated financial statements. Functional allocation of expenses The costs of providing the various programs and other activities have been summarized on a functional basis in the consolidated statements of unrestricted activity and of functional expenses. Accordingly, certain costs have been allocated among the program and supporting services benefited. Federal income taxes The Internal Revenue Service has recognized Senior Services and its Affiliated Senior Centers as exempt from federal income tax under the provisions of Section 501(a) of the Internal Revenue Code as nonprofit organizations as described in Section 501(c)(3), and not as private foundations. Senior Services obtained a group exemption in 1981, which allows Senior Services to fulfill the Internal Revenue Service's filing requirements for its affiliated Senior Centers. Federal income tax is not payable by, or provided for, the Belltown Senior Apartments, LLC. Members are taxed individually on their share of LLC earnings. Use of estimates The preparation of financial statements in conformity with generally accepted accounting principles requires management to make estimates and assumptions that affect the reported amounts of assets and liabilities and disclosures of contingent assets and liabilities at the date of the financial statements and the reported amounts of revenues and expenses during the reporting period. Actual results could differ from those estimates. NOTE B- LINE OF CREDIT Senior Services has a $750,000 line of credit bearing interest at prime rate plus .25% (8.5% as of December 31, 2006) maturing August 2007. The line is secured by substantially all assets of the organization. 17 SENIOR SERVICES AND AFFILIATES NOTES TO CONSOLIDATED FINANCIAL STATEMENTS YEARS ENDED DECEMBER 31, 2006 AND 2005 NOTE C- NOTES PAYABLE Long-term debt consists of the following: 2006 2005 Agency Note payable to the Washington State Community Reinvestment Association (WCRA), bearing interest at 7% per annum, collateralized by the commercial unit of the Belltown Project. Monthly payments of $7,318 began September 2003. The note matures August 2018, at which time the remaining principal is due. $ 1,059,511 $ 1,072,661 Non-interest bearing note payable to the City of Seattle secured by deed of trust on the Belltown Project. The note expires and the debt shall be forgiven on December 31, 2017, provided that no default has occurred. Senior Services fully intends to comply with the terms of the note. 165,000 165,000 Non-interest bearing note payable to the City of Bellevue secured by deed of trust on the Belltown Project. The note expires and the debt shall be forgiven on December 31, 2007, provided that no default has occurred. Senior Services fully intends to comply with the terms of the note. 70,000 70,000 Subtotal Agency 1,294,511 1,307,661 Centers Note payable to Impact Capital, bearing interest at 6% per annum. Interest only payments are due monthly. The note matures January 2008 and is secured by a deed of trust on the West Seattle Senior Center building. $ 879,351 $ 803,276 Non-interest bearing note payable to King County secured by deed of trust on property owned by Northshore Park and Recreation Service Area. The note expires and the debt shall be forgiven in 2016, provided that no default has occurred. Senior Services fully intends to comply with the terms of the note. 185,000 185,000 Note payable to Washington Federal Savings and Loan, due in monthly installments of$805 including interest at 9% per annum. The note matures in November 2029 and is secured by a deed of trust on a Southeast Senior Center building. 93,537 94,716 18 SENIOR SERVICES AND AFFILIATES NOTES TO CONSOLIDATED FINANCIAL STATEMENTS YEARS ENDED DECEMBER 31, 2006 AND 2005 NOTE C -NOTES PAYABLE (Continued) 2006 2005 Note payable to Washington Mutual, due in monthly installments of$320 including interest at 7.25% per annum. The note matures in May 2012 and is secured by a deed of trust on a Southeast Senior Center building. 17,070 19,568 Subtotal Centers 1,174,958 1,102,560 Belltown LLC Note payable to the City of Seattle bearing interest at 1% per annum collateralized by the Belltown Project. The note matures in October 2051 with the option to extend by one 25 year period. Annual payments began June 2004 and are based on net cash flow of the preceding year. Deferred interest totaled $2,027 and $5,034 as of December 31, 2006 and 2005, respectively. 647,254 647,254 Note payable to the State of Washington, bearing interest at 1% per annum, collateralized by the Belltown Project. Annual payments of $9,937 began December 2003. The note matures December 2052. 364,967 371,193 Note payable to the Washington State Community Reinvestment Association (WCRA), bearing interest at 7% per annum, collateralized by the residential unit of the Belltown Project. Monthly payments of $2,229 began September 2003. The note matures August 2033. 322,669 326,674 Deferred interest on above notes 2,027 5,034 Subtotal Belltown LLC 1,336,917 1,350,155 Total Notes Payable 3,806,386 3,760,376 Less Current Portion (98,636) (27,037) $ 3,707,750 $ 3,733,339 Principal reductions of notes payable for the years ending December 31 are: 2007 $ 98,636 2008 909,700 2009 32,185 2010 34,155 2011 221,265 Thereafter 2,510,445 $ 3,806,386 19 SENIOR SERVICES AND AFFILIATES NOTES TO CONSOLIDATED FINANCIAL STATEMENTS YEARS ENDED DECEMBER 31, 2006 AND 2005 NOTE D -NET ASSET TRANSFER During 2005, management became aware that a certain contribution originally understood to be for the capital campaign was actually permanently restricted by the donor's trust document. Accordingly, the amount was transferred from the temporarily restricted net asset class to the permanently restricted net asset class. NOTE E- CAFETERIA PLAN Senior Services pays the full cost of Medical (Core Plan) and Dental for all benefited employees. Employees with more than one year of service are awarded a monthly `allowance' to use toward elected pre-tax Medical premiums, dependent Dental Coverage, Retirement Plan Contributions, Flexible Spending Accounts (FSA), and/or(taxable)cash. NOTE F-RETIREMENT PLAN Effective January 1, 2000, Senior Services adopted a 401(k) defined contribution plan which replaced an existing plan. All employees over 21 years of age are eligible to make elective deferrals using their monthly cafeteria plan allowance and/or additional pre-tax payroll deductions. NOTE G - LEASE COMMITMENTS Senior Services leases warehouse space under a five-year, non-cancelable operating lease. Rent expenses under this operating lease were $75,520 and $71,680 respectively, for the years ended December 31, 2006 and 2005 and are included in occupancy expense. Future minimum lease payments under this lease for the years ending December 31 are as follows: 2007 $ 79,360 2008 26,880 $ 106,240 20 OMB A-133 SUPPLEMENTARY INFORMATION - I SENIOR SERVICES AND AFFILIATES SCHEDULE OF EXPENDITURES OF FEDERAL AWARDS YEAR ENDED DECEMBER 31, 2006 Federal Grantor Pass-through Grantor CFDA Federal "Program Title" Number Expenditures Department of Health and Human Services "Special Program for the Aging: Title IV and Title II- Discretionary Projects" 93.048 $ 70,000 City of Seattle Human Services Department "Special Program for the Aging: Title III Part B-Grants for Supportive Services and Senior Centers" 93.044 * 677,724 "Special Program for the Aging: Title III Part C- Nutrition Services" 93.045 * 1,376,928 "Nutrition Services Incentive Program" 93.053 * 406,306, Snohomish County Human Services "Special Program for the Aging: Title III Part B- Grants for Supportive Services and Senior Centers" 93.044 * 21,474 Total Cluster 2,482,432 City of Seattle Human Services Department "National Family Caregiver Support" 93.052 323,533 Snohomish County Human Services "National Family Caregiver Support" 93.052 35,203 Total National Family Caregiver Support 358,736 City of Seattle Human Services Department "Special Program for the Aging: Title III Part D- Disease Prevention and Health Promotion Services " 93.043 106,821 "Medical Assistance Program(Medicaid: Title XIX)" 93.778 65,000 University of Washington "Centers for Research and Demonstration for Health Promotion and Disease Prevention" 93.135 36,213 Department of Housing and Urban Development City of Seattle Office of Housing "Community Development Block Grant" 14.218 449,917 City of Bellevue "Community Development Block Grant" 14.218 61,756 King County "Community Development Block Grant" 14.218 21,127 City of Shoreline "Community Development Block Grant" 14.218 88,225 Total Community Development Block Grant 621,025 22 SENIOR SERVICES OF SEATTLE/KING COUNTY AND AFFILIATES SCHEDULE OF EXPENDITURES OF FEDERAL AWARDS (Continued) YEAR ENDED DECEMBER 31, 2006 Department of Agriculture City of Seattle Human Services Department "Child and Adult Care Food Program" 10.558 28,814 "State Administrative Matching Grants for Food Stamp Program" 10.561 4,146 Department of Justice Washington State Department of Social and Health Services "Crime Victim Assistance" 16.575 28,581 Total Federal Awards $ 3,801,768 * Denotes the major program. ' NOTE A - BASIS OF PRESENTATION The accompanying schedule of expenditures of federal awards includes the federal grant activity of Senior Services and Affiliates and is presented on the accrual basis of accounting. The information in this schedule is presented in accordance with the requirements of OMB Circular A-133, Audits of States, Local Governments, and Non-Profit Organizations. Therefore, some amounts presented in this schedule may differ from amounts presented in, or used in the preparation of, the basic financial statements. 23 JACOBSON JARVIS & CO, PLLC R 1 I f- I t: D I' t.i b i. 1 C, i_ l :A N REPORT ON COMPLIANCE AND ON INTERNAL CONTROL OVER FINANCIAL REPORTING BASED ON AN AUDIT OF FINANCIAL STATEMENTS PERFORMED IN ACCORDANCE WITH GOVERNMENT AUDITING STANDARDS April 30, 2007 Boards of Directors Senior Services and Affiliates Seattle, Washington We have audited the consolidated financial statements of Senior Services and Affiliates as of and for the year ended December 31, 2006 and have issued our report thereon dated April 30, 2007. 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. Compliance As part of obtaining reasonable assurance about whether Senior Services and Affiliates' consolidated financial statements are free of material misstatement, we performed tests of its compliance with certain provisions of laws, regulations, contracts and grants, 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 that are required to be reported under Government Auditing Standards. Internal Control Over Financial Reporting In planning and performing our audit, we considered Senior Services and Affiliates' internal control over financial reporting in order to determine our auditing procedures for the purpose of expressing our opinion on the consolidated financial statements and not to provide assurance on the internal control over financial reporting. We noted certain matters, however, involving the internal control over financial reporting and its operation that we consider to be significant deficiencies. A significant deficiency is a deficiency in internal control, or combination of deficiencies, that adversely affects the entity's ability to initiate, authorize, record, process, or report financial data reliably in accordance with generally accepted accounting principles such that there is more than a remote likelihood that a misstatement of the entity's financial statements that is more than inconsequential will not be prevented or detected. The significant deficiencies are described in the accompanying schedule of findings and questioned costs as items 06-1 and 06-2. 24 Our consideration of the internal control over financial reporting would not necessarily disclose all matters in the internal control over financial reporting that might be a material weakness. A material weakness is a significant deficiency, or combination of significant deficiencies, that results in more than a remote likelihood that a material misstatement of the financial statements will not be prevented or detected. However, we believe the significant deficiency described in item 06-1 to be a material weakness. This report is intended for the information of the Board of Directors, management and federal awarding agencies and pass-through entities and is not intended to be and should not be used by anyone other than these specified parties. "%Go APPV16104.4A;4 if '44' Jacobson Jarvis &Co, PLLC 25 JACOBSON JARVIS &CO. I'LLC JACOBSONff JAlReVI.S5 (& CO�r ,b} PLL,^C �.. i. P`t P $ 1 �. .&.} l� (.} }: l.. 1 �.. A C <' C, �..i !V 6 A N i REPORT ON COMPLIANCE WITH REQUIREMENTS APPLICABLE TO EACH MAJOR PROGRAM AND ON INTERNAL CONTROL OVER COMPLIANCE IN ACCORDANCE WITH OMB CIRCULAR A-133 April 30, 2007 Boards of Directors Senior Services and Affiliates Seattle, Washington Compliance We have audited the compliance of Senior Services and Affiliates with the types of compliance requirements described in the U. S. Office of Management and Budget (OMB) Circular A-133 Compliance Supplement that are applicable to each of its major federal programs for the year ended December 31, 2006. Senior Services and Affiliates' major federal programs are identified in the summary of auditor's results section of the accompanying schedule of findings and questioned costs. Compliance with the requirements of laws, regulations, contracts and grants applicable to each of its major federal programs is the responsibility of Senior Services and Affiliates' management. Our responsibility is to express an opinion on Senior Services and Affiliates' compliance based on our audit. We conducted our audit 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 OMB Circular A- 133, Audits of States, Local Governments, and Non-Profit Organizations. Those standards and OMB Circular A-133 require that we plan and perform the audit 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 Senior Services and Affiliates' compliance with those requirements and performing such other procedures as we considered necessary in the circumstances. We believe that our audit provides a reasonable basis for our opinion. Our audit does not provide a legal determination on Senior Services and Affiliates' compliance with those requirements. In our opinion, Senior Services and Affiliates complied, in all material respects, with the requirements referred to above that are applicable to each of its major federal programs for the year ended December 31, 2006. 26 Internal Control Over Compliance The management of Senior Services and Affiliates is responsible for establishing and maintaining effective internal control over compliance with requirements of laws, regulations, contracts and grants applicable to federal programs. In planning and performing our audit, we considered Senior Services and Affiliates' internal control over compliance with requirements that could have a direct and material effect on a major federal program in order to determine our auditing procedures for the purpose of expressing our opinion on compliance and to test and report on internal control over compliance in accordance with OMB Circular A-133. Our consideration of the internal control over compliance would not necessarily disclose all matters in the internal control that might be material weaknesses. A material weakness is a significant deficiency, or combination of significant deficiencies, that results in more than a remote likelihood that noncompliance with applicable requirements of laws, regulations, contracts and grants that would be material in relation to a major federal program being audited may occur and not be detected within a timely period by employees in the normal course of performing their assigned functions. We noted no matters involving the internal control over compliance and its operation that we consider to be material weaknesses. This report is intended solely for the information and use of the Board of Directors, management and federal awarding agencies and pass-through entities and is not intended to be and should not be used by anyone other than these specified parties. aicte7010"/65it,t,u;of If do/ ,X4 Jacobson Jarvis &Co, PLLC 27 ---- SENIOR SERVICES AND AFFILIATES SCHEDULE OF FINDINGS AND QUESTIONED COSTS YEAR ENDED DECEMBER 31, 2006 A. SUMMARY OF AUDIT RESULTS 1. The auditor's report expresses an unqualified opinion on the consolidated financial statements of Senior Services of Seattle/King County and Affiliates. 2. Significant deficiencies relating to the financial statements is reported in the "Report on Compliance and on Internal Control Over Financial Reporting Based on an Audit of Financial Statements Performed in Accordance with Government Auditing Standards." One of the significant deficiencies is considered to be a material weakness. 3. No instances of noncompliance material to the consolidated financial statements of Senior Services of Seattle/King;County and Affiliates were disclosed during the audit. 4. No material weaknesses relating to the audit of the major federal award programs is reported in the "Report on Compliance with Requirements Applicable to the Major Programs and on Internal Control Over Compliance in Accordance with OMB Circular A- 5. The auditor's report on compliance for the major federal award programs for Senior Services of Seattle/King County and Affiliates expresses an unqualified opinion. 6. Audit findings relative to the major federal award programs for Senior Services of Seattle/King County and Affiliates are reported in Part C of this Schedule. 7. The program tested as major was the cluster "Special Program for the Aging: Title III Part B - Grants for Supportive Services and Senior Centers", "Special Program for the Aging: Title III Part C - Nutrition Services" and "Nutrition Services Incentive Program," CFDA Nos. 93.044, 93.045 and 93.053, respectively. 8. The thiresfo1d for distinguishing Type A and B programs was$300,000. 9. Senior Services and Affiliates.was determined to be a low-risk auditee. 28 SENIOR SERVICES AND AFFILIATES SCHEDULE OF FINDINGS AND QUESTIONED COSTS YEAR ENDED DECEMBER 31, 2006 B. FINDINGS—FINANCIAL STATEMENT AUDIT 06-1 -Internal Control over External Financial Reporting The internal control structure of Senior Services has focused primarily on the objective of effectiveness and efficiency of operations (i.e. performance and mission goals and safeguarding of resources) and the objective of compliance. However, the system of internal control over the objective of reliability of financial reporting contains certain significant deficiencies as evidenced by adjusting journal entries resulting from the audit process. The internal control structure lacks a thorough monitoring system to ensure that all accounts are reconciled on a timely basis and not all reconciliations are independently reviewed for accuracy. We recommend that management implement sufficient internal controls to ensure the accuracy of financial reporting in accordance with required standards. Views of a Responsible Official: Management concurs with the finding and recommendation as reflected in the corrective action plan. 06-2- Segregation of Duties at Senior Center Locations While the majority of the accounting activities of Senior Services occur within the centralized finance department of the agency, certain cash receipt and cash disbursement activities are initiated at the affiliated senior center locations. At certain of these locations, the segregation of duties over accounting transactions is insufficient to ensure that there is only a remote likelihood that a misstatement that is more than inconsequential will not be prevented or detected. Examples of this lack of segregation of duties include bookkeeping staff with access to both cash receipts and accounting records, signed disbursement checks returned to bookkeeping staff and a bookkeeper as an authorized check signers. We also noted the lack of certain mitigating controls such as the independent review of unopened bank statements and the immediate endorsement of cash receipt checks upon receipt. We recommend that management provide education and support to the Senior Center staff such that they may design their bookkeeping activities to maximize internal controls. Views of a Responsible Official: Management concurs with the finding and recommendation as reflected in the corrective action plan. C. FINDINGS AND QUESTIONED COSTS —MAJOR FEDERAL AWARD PROGRAM AUDIT None 29 Senior Services Summary of Prior Audit Findings Year Ended December 31,2006 05-1 —Internal Control over External Financial Reporting Finding: Numerous adjustments were made to the accounting records subsequent to the start of the 2005 audit process. These adjustments affected nearly all financial statement line items. Recommendation: Management should implement sufficient internal controls to ensure the accuracy of financial reporting. Action Taken: Accounting Department is implementing the following in order to generate GAAP compliant financial statements.: 1. Formulate all entries necessary to generate GAAP compliant financial statements and issue these statements;but to ensure the correctness of these entries before regularly entering them into the general ledger this process will culminate in 2007 with the direct posting, on a monthly basis,of all these entries. These entries include,but are not limited to depreciation and in-kind rental contributions. 2. Reconciling monthly internal management reports with GAAP statements 3. Reviewing statements on a monthly basis with Denise Klein, Executive Director. 4. Providing both sets of reports to the Finance Committee and Board of Directors. 5. Research and record unique transactions in the month occurred. 05-2—Reportable Condition Finding: Certain federal awards (both direct and pass-through)were not initially identified on the schedule of expenditures of federal awards. Recommendation: Senior Services should implement procedures to review all contracts in order to identify fund sources. All government grants, including those with federal funding sources, should be monitored to ensure they are in compliance. Action Taken: Tara Voss, Controller, inserted an additional column on the internal contracts tracking schedule,noting the CFDA#, if applicable,beginning April 2006. Any questions regarding a specific contract's funding source(s) are discussed with Tim Bridges,CFO. This schedule is reviewed by both Tim and Tara on a monthly basis. 30 Senior Services submits the following corrective action plan for the year ended December 31, 2006 Name and address of independent accounting firm: Jacobson Jarvis&Co, PLLC, 600 Stewart Street, Suite 1900, Seattle WA 98101-1219 Audit period: January 1,2006— December 31, 2006 Contact person responsible for corrective action: Tim Bridges, Chief Financial Officer Anticipated completion date for corrective action: These will all be ongoing processes; although we anticipate the completion of one cycle by the end of 2007. The findings from the December 31, Schedule of Findings and Questioned Costs are discussed below. The findings are numbered the same as in the schedule. 06-1 - Internal Control over External Financial Reporting Staff will put into place the following procedures which will result in a system that ensures a thorough monitoring system to ensure that all accounts are reconciled on a timely basis and all reconciliations are independently reviewed for accuracy. - 1 All bank and investment accounts will be reconciled on a monthly basis by staff. 2 These reconciliations will be reviewed and signed off on by the Controller and/or • the Chief Financial Officer. 3 Regular reconciliation of asset and liability accounts will be completed by all members of the accounting staff and reviewed by the Controller and/or the Chief Financial Officer. • 4 The Controller and the Chief Financial Officer will make no less than semi- annual visits to each Senior Center to provide education and training,and assess the internal controls.This will begin in May,2007. 5 The Controller and the Chief Financial Officer will make regular visits to each outlying site(i.e.Community Dining sites,the transportation program,the Spokane Street warehouse)to provide education and training,and assess the internal controls.This will begin in May,2007. If you have any questions regarding this Corrective Action Plan,please contact Tim Bridges at 206 727-6211. Sincerely, G���2�GCeZQJ Denise Klein,Executive Director Senior Services submits the following corrective action plan for the year ended December 31, 2006 Name and address of independent accounting firm: Jacobson Jarvis&Co, PLLC, 600 Stewart Street, Suite 1900, Seattle WA 98101-1219 Audit period: January 1, 2006— December 31, 2006 Contact person responsible for corrective action: Tim Bridges, Chief Financial Officer Anticipated completion date for corrective action: The first round of visits should be completed by the end of 2007 and will ongoing thereafter. The findings from the December 31, Schedule of Findings and Questioned Costs are discussed below. The findings are numbered the same as in the schedule 06-2-Segregation of Duties at Senior Center Locations The Controller and the Chief Financial Officer will make no less than semi-annual visits to each Senior Center to provide education and training,and assess the internal controls.This will begin . in May,2007. If you have any questions regarding this Corrective Action Plan,please contact Tim Bridges at 206 727-6211. Sincerely, Denise Klein,Executive Director (2) • Senior Services Promoting the well-being ofolder adults POLICY TITLE Non-Discrimination in Service Delivery, Contracting and Business Practices POLICY NUMBER 17 PURPOSE To insure that Senior Services has a non-discrimination policy in effect at all times related to service delivery, contracting and business matters (see the Employee Handbook for specifics related to employment). Senior Services shall not discriminate on the basis of age, gender, marital status, familial status, religion, race, color, creed, sex, religion, age, national origin, marital status, sexual orientation, gender identity,political ideology, the presence of any sensory,mental or physical disability or any other basis prohibited by law. Senior Services shall comply and cooperate with all federal, state and local laws and agencies in ensuring full compliance with the laws against discrimination. Specifically, Senior Services will not: 1. Deny any person facilities, services, financial aid or other benefits provided under the program or activity. 2. Provide any person with facilities, services, financial aid or other benefits which are different, or are provided in a different form from that provided to others under the program or activity. 3. Subject any person to segregated or separate treatment in any facility or in any matter or • process related to receipt of any service or benefit under the program or activity. 4. Restrict in any way access to, or the enjoyment of any advantage or privilege enjoyed by others in connection with facilities, services, financial aid or other benefits under the program or activity. 5. Treat any person differently from others in determining whether the person satisfies any admission, enrollment, eligibility,membership, or other requirement or condition which individuals must meet in order to be provided any facilities, services or other benefit provided under the program or activity. 6. Deny any person any opportunity to participate in a program or activity as an employee 7. Utilize criteria or methods of administration, which have the effect of subjecting individuals to discrimination. Senior Services shall work with City or County officials in assuring compliance with all pertinent laws, and specifically laws related to discrimination,when selecting and working with architects, engineers, subcontractors, vendors, etc. for construction projects paid for, in whole or in part,by public funds. Senior Services must balance the value of providing equal access to our programs with the value of safety for those same persons and others who also participate in the program. EFFECTIVE DATE 1/28/97 DATE OF REVISIONS 9/27/01 PREPARED BY Joanne Donohue, Director of Planning & Operations REVIEWED BY Senior Management Team; Senior Center Directors; Board of Trustees 1/28/1997 APPROVED BY Jan Knutson, Chief Executive Officer VOLUNTEER TRANSPORTATION CLIENT INFORMATION CARD Name: Date: Last First Middle Address: Apt. Name Apt. No. Oity: ZIP ❑ City ❑ County ❑ Homeless Date of Birth: Phone: Is Client Signed Up For: ❑ Medical Coupons , Referred by: ❑ADA Phone: d 3, i;ra:. . ... iu':�;.„ ,, �. _ :tzz to ,. =.a :.�•,,:: . .. �� Y tie AR'ly . ,a�:.�x;.>. How have you been getting to appointments up to now? Veteran Limits Income Ethnicity Why d'o you need Volunteer Transportation? Yes LES Amount Chinese Black $ SI I Immt A B Japanese Latino No Disability C D Filipino Native American #Household E Indochinese Alaska Native Minors Pacific Islander Caucasian Gender Sinn lnl Male Female Korean Other Homeless Trans ender/Other Unknown C" `. .... :3... ,„q., e „.r„..�.} t�rt^ r�.wwnzs„ce.:.°o'.�a,%o.,gfw „",,irf"' ,.5' w,'�9Sa'> .'i 'mKs an �'yr.b...i . Disabilities: • Do You: I Use W/CH? Yes No Take W/CH on appts? Yes No Need W/CH at destination? Yes No Use Walker? Yes No Use Cane? Yes No Use Portable Oxygen? Yes No Smoke? Yes No Can yd,u get into a van or jeep? Yes No Need an escort? Yes No With a stepping stool? Yes No Drive at all? Yes No Comments: Spncial Worker/Caregiver: Phone: ergericv Contact: Phone: Relationship to Client: client information form.doc 4/29/2008 rjb Senior Services • Promoting the well-being of older adults CONTRIBUTION POLICY VOLUNTEER TRANSPORTATION FOR SENIORS 1. Per our contractual terms with Aging and Disability Services, the Volunteer Transportation Program provides clients with the opportunity to make a voluntary and confidential contribution toward the cost of services received. 2. Clients are informed the first time they request service that if they wish they may make a contribution to the program. They also receive a letter outlining program procedures, including our contribution policy. Each client is assured that the service is provided without charge, but donations will assist the program in the provision of service. The client is informed that their volunteer driver will have a • Donation Remittance Envelope for their use. 3. Volunteer drivers are instructed to make the Donation Remittance Envelope available to clients who wish to make a donation. 4. Each Donation Remittance Envelope has a message inside that explains the donation policy. A non-profit agency supported by United Way of King County investments 2208 Second Ave, Seattle,WA 98121 (p) 206 448-31 1 0• (TTY) 206 448-5025 •(f) 206 448-5766 •www.seniorservices.org