CHARLOTTESVILLE FY 21 VIBRANT COMMUNITY FUND COVID UPDATES REPORT JUNE 12, 2020 CONTENTS INTRODUCTION ..................................................................................................................................................... 3 Albemarle Housing Improvement Program .......................................................................................................... 5 Big Brothers Big Sisters of the Central Blue Ridge ................................................................................................ 6 Boys & Girls Clubs of Central Virginia (2 applications) ......................................................................................... 7 The Bridge Line (3 applications) .......................................................................................................................... 10 The Bridge Progressive Art Initiative .................................................................................................................. 13 Charlottesville Abundant Life Ministries, Inc. (2 applications) ........................................................................... 14 Charlottesville Free Clinic (2 applications) .......................................................................................................... 16 Charlottesville Police Foundation ....................................................................................................................... 19 Charlottesville Public Housing Association of Residents .................................................................................... 20 City Schoolyard Garden, Inc ................................................................................................................................ 23 Community Investment Collaborati .................................................................................................................... 25 Computers4Kids .................................................................................................................................................. 26 Foothills Child Advocacy Center ......................................................................................................................... 27 Fountain Fund ..................................................................................................................................................... 30 The Front Porch Charlottesville .......................................................................................................................... 31 Georgia's Friends, Inc. ......................................................................................................................................... 33 Habitat for Humanity of Greater Charlottesville ................................................................................................ 34 International Rescue Committee, Inc. ................................................................................................................ 36 Jefferson School African American Heritage Center........................................................................................... 37 Legal Aid Justice Center (2 applications)............................................................................................................. 38 Light House Studio .............................................................................................................................................. 40 Literacy Volunteers of Charlottesville/ Albemarle.............................................................................................. 42 Monticello Area Community Action Agency ....................................................................................................... 44 MACAA did not provide an update. .................................................................................................................... 45 Musicians United to Serve the Youth of Charlottesville ..................................................................................... 46 Offender Aid and Restoration of Charlottesville/Albemarle Inc......................................................................... 47 On Our Own Charlottesville of Charlottesville, Inc. ............................................................................................ 52 Partner for Mental Health .................................................................................................................................. 54 Piedmont Court Appointed Special Advocates, Inc. ........................................................................................... 55 Piedmont Family YMCA, Inc. ............................................................................................................................... 57 Piedmont Housing Alliance ................................................................................................................................. 58 Sexual Assault Resource Agency ......................................................................................................................... 63 Shelter for Help in Emergency ............................................................................................................................ 64 Sin Barreras- Without Barriers, Inc. .................................................................................................................... 66 Thomas Jefferson Area Coalition for the Homeless (TJACH) .............................................................................. 67 Thomas Jefferson Community Land Trust (TJCLT) .............................................................................................. 71 United Way-Thomas Jefferson Area ................................................................................................................... 72 The Women's Initiative ....................................................................................................................................... 74 Birth Sisters of charlottesville ............................................................................................................................. 76 The Bridgeline ..................................................................................................................................................... 76 Computers4kids .................................................................................................................................................. 77 The Front Porch .................................................................................................................................................. 77 Health Department ............................................................................................................................................. 78 Live Arts .............................................................................................................................................................. 78 Local Food Hub Fresh Farmacy evaluation ......................................................................................................... 79 Local Food Hub Conference costs ....................................................................................................................... 79 New city ArtsInitiative......................................................................................................................................... 80 PACEM/TJACH ..................................................................................................................................................... 80 Piedmont Family YMCA ...................................................................................................................................... 80 Piedmont Housing Alliance ................................................................................................................................. 81 Charlottesville Public Housing Association of Residents .................................................................................... 81 Sexual Assault Resource Agency ......................................................................................................................... 82 Shelter for Help in Emergency ............................................................................................................................ 82 Thomas jefferson Community Land Trust........................................................................................................... 82 Page |2 INTRODUCTION Background: As Charlottesville City Council worked on budget decisions in the face of the COVID-19 pandemic, they asked staff to request updates from organizations that applied for funding through the Vibrant Community Fund. Staff created a simple on-line document asking applicants to report changes in revenues, expenses, and beneficiaries. These responses are included in Appendix A. Applicants were also asked to describe changes in current service delivery, additional services provided related to COVID, plans for recovery, and any changes to proposed strategies for FY21. The online application for updates was originally opened on May 12, 2020 due on May 26, 2020. Previous applicants were notified of the update request by Kaki Dimock, Director of Human Services on May 12. Several earlier applicants did not respond so the application was reopened for 48 hours on May 28, closing on May 30. Staff also requested brief updates from organizations that had requested Vibrant Community Fund Capacity Building grants using Survey Monkey. They are incorporated in this report. Arts and Cultural Organizations and Festivals were not required to submit applications for FY21. They were asked to provide an update on status which will be reviewed by staff. Structure of Report: This report contains all of the information about operational applications from the Vibrant Community Fund report, submitted to Council on March 28, 2020, followed by a synopsis of the applicants’ updates. The Capacity Building section contains the original report and verbatim updates. Synopsis of earlier review process: Panel members reviewed and rated applications individually and as a group. They came to consensus on a final rating. Ratings for both sets of operational applications were based on a 100 point scale and place in four categories: Level 1: Exemplary 90-100 points Level 2: Solid 80-89 points Level 3: Fair 70-79 point Level 4: Weak less than 70 points In addition to their panel review of the quality of programs, based on the applications and site visits (for those requesting over $25,000), panelists were also asked to rank the importance of the type of service being provided. These rankings were made individually and then averaged, Operational Applications1 1-A=Exemplary/Essential 1-B=Exemplary/Important 1-C=Exemplary/Helpful Page |3 2-A=Solid/Essential 2-B=Solid/Important 2-C=Solid/Helpful 3-B=Fair/Important 3-C=Fair/Helpful 4-C=Weak/Helpful although they were consistent across panelists. Panelists were given four choices for each application and asked to select one. Level A: Essential. The services are essential to meet critical resident needs and address the Council priority area (i.e., the priority cannot be addressed without the service and/or the City would have to provide the service and/or the service is critical to community well-being) Level B: Important . The services are important to meet resident needs and address the Council priority area (i.e., the service is an integral part of a comprehensive strategy to address priority or community well-being may not be improved without the service) Level C: Helpful . The services are helpful to meet resident needs and address the Council priority area (i.e., the services address a priority and support the current level of community well- being). Level D: Not important/relevant . The services are not important/relevant resident needs or to the Council priority area. (no applications were ranked at this level). Page |4 ALBEMARLE HOUSING IMPROVEMENT PROGRAM Housing Rehab and Emergency Repair Level 2-A Applicant’s Description of the Program: AHIP's Housing Rehab & Emergency Repair program is the only resource for low- and extremely low-income homeowners and their families to call when they need a critical home repair. AHIP is the only local nonprofit performing emergency repairs, home rehabs, and cost-saving energy measures year-round in Albemarle and Charlottesville to keep our neighbors safe at home. Request: Albemarle Housing Improvement Program requested $250,000 from the City to help with services to 50 City residents. The amount requested represents 8.4% of the program’s projected revenues for FY21. Panel Review: The Vibrant Community Fund panel rated the application as “solid” (level 2). The type of service was rated as an “essential” (level A) priority for the City. Applicant’s Description of Impact if Not Funded: If AHIP is not funded through the county’s ABRT or the city’s Vibrant Communities Initiative at the levels requested or at all, our capacity to help the localities meet their affordable housing goals related to preservation and keeping families stable and safe would be greatly reduced or eliminated. Depending on the final grant amounts, we would face staff and programming cuts and would have to recalculate what level of service we could provide for each locality and what level of operation we could sustain. Private fundraising plays a prominent role in sustaining and continuing this mission, and our ability to raise flexible funds also would dictate the level of service we could provide. While AHIP has a proven track record of private fundraising year after year, the majority of the funds we raise are project-specific – used toward materials, equipment, crew labor, subcontractor, and all other direct costs of construction – which makes unrestricted, program management funds from Albemarle County and Charlottesville critical to delivering these services to residents. City Manager’s Proposed Funding: $165,000 COVID UPDATE: 1. Changes since COVID: Staff worked remotely. They responded to critical emergency repairs. They used technology for estimates. 2. Additional Services Related to COVID: None 3. Recovery Strategies: AHIP began rehab and repair services in late April, focused on exterior repairs. Return to full operations is contingent on City building inspector and industry partners. 4. Future Services: One strategy may be to focus more on emergency repairs. They are also planning for starts and stops. Page |5 BIG BROTHERS BIG SISTERS OF THE CENTRAL BLUE RIDGE BBBS Mentoring Program Rating Level 2-B Applicant’s Description of the Program: As an organization, Big Brothers Big Sisters of the Central Blue Ridge provides trained and highly skilled professionally supported mentors for youth ages 6-18. Big Brothers Big Sisters provides strong and powerful 1-A- mentoring relationships that change the lives of these children for the better. Request: Big Brothers Big Sisters requested $25,000 from the City to help with services to 210 City residents. The amount requested represents 3.7% of the program’s projected revenues for FY21. Panel Review: The Vibrant Community Fund panel rated the application as “Solid” (level 2). The type of service was rated as an “important” (level B) priority for the City. Applicant’s Description of Impact if Not Funded: As mentoring is our mission and passion we will seek other sources of funding to meet our goal of ensuring every child on our waiting list does not have to wait too long to be matched with a Big. City Manager’s Proposed Funding: $0 COVID UPDATE: 1. Changes since COVID: Matches are no longer able to meet in person, but have been meeting virtually. They continue to enroll youth and volunteers into the program and continue to create new mentoring relationships that are meeting virtually until it is safe to meet in person. 2. Additional Services Related to COVID: BB/BS is hosting town hall sessions to connect resident with ways to navigate new issues. They have delivered almost 2,000 meals and masks. 3. Recovery Strategies: They are working with doctors to create protocol to ease back to in person meetings. 4. Future Services: BB/BS is assessing ways to enhance long-term virtual mentoring. Page |6 BOYS & GIRLS CLUBS OF CENTRAL VIRGINIA (2 APPLICATIONS) After-School Youth Development Rating level 1-B Applicant’s Description of the Program: The Boys & Girls Club provides after-school enrichment for youth, ages 6-18. Programs include reading, tutoring, fitness and nutrition, the arts, STEM, and service projects. Club membership is targeted to kids who need us most, for a basic annual cost to families of $15-$35, which is waived if unaffordable. Priority outcomes for members focus on academic success, healthy lifestyles, and service. Request: Boys and Girls Club Afterschool requested $29.970 from the City to help with services to 800 City residents. The amount requested represents 1.4% of the program’s projected revenues for FY21. Panel Review: The Vibrant Community Fund panel rated the application as “Exemplary” (level 1). The type of service was rated as an “important” (level B) priority for the City. Applicant’s Description of Impact if Not Funded: The actual cost to BGCCVA of serving one Club member for one year in the after-school program is $1,250. If BGCCVA were not to receive the requested funding from the County and City, 77 fewer kids (54 County and 23 City) would benefit from the Club’s after-school programs, leaving children without services and parents without a safe and affordable out-of-school-option for their kids. The Club continuously seeks funding from new and existing sources as the out-of-school-time needs of area youth increase. Funding from the City and County serves as a critical endorsement of the Club’s programs that leverages additional support from individuals, businesses, and other localities to support organizational growth. Without funding from the County and City at the requested levels, BGCCVA will not be able to meet its three-year goal of providing at least a $15 per hour living wage to all part-time staff by FY21. City Manager’s Proposed Funding: $16,528 COVID UPDATE: 1. Changes since COVID: In response to COVID-19, the Club’s top priorities include meeting the basic needs of families, being the best possible partner to public schools, and accelerating safety preparedness for reopening. Since March 13th, the Club has transitioned from 100% in-person operations to 95% virtual. 2. Additional Services Related to COVID: The Club is providing prepared food to members and their families twice a week. They have also distributed STEM and art supply bags, sports equipment and books to Club members. 3. Recovery Strategies: The Club plans a two phase reopening. The first phase is a 10 week virtual program. The second phase will reopen the Club in alignment with Charlottesville City Schools. Page |7 4. Future Services: There are four priorities: prevent academic setback, promote mental health by connecting visually, engage members in fun activities and enrichment, and meet basic needs of families. Summer Youth Development & Expanded Hours Rating level 1-B Applicant’s Description of the Program: The Boys & Girls Club provides all-day summer enrichment and fun activities for youth who need us most, ages 6-18. The program includes evening and weekend hours for teens, STEM (Science, Technology, Engineering, and Math), healthy lifestyles and fitness, and a reading curriculum that prevents an out-of-school-time achievement gap. The annual cost to families for Club membership is $15-$35. Request: Boys and Girls Club Summer requested $96,030 from the City to help with services to 800 City residents. The amount requested represents 5.9% of the program’s projected revenues for FY21. Panel Review: The Vibrant Community Fund panel rated the application as “Exemplary” (level 1). The type of service was rated as an “important” (level B) priority for the City. Applicant’s Description of Impact if Not Funded: The actual cost to BGCCVA of serving one Club member for one year in the summer program is $1,000. If BGCCVA were not to receive the requested funding from the County and City, 153 fewer kids (57 County and 96 City) would benefit from the Club’s summer programs and leave at-risk children without services during a time when they experience the largest separation in the academic achievement gap. Lack of funding would also leave parents without a safe and affordable out-of-school-option for their kids. The Club continuously seeks funding from new and existing sources as the out-of-school- time needs of area youth increase. Funding from the City and County serves as a critical endorsement of the Club’s programs that leverages additional support from individuals, businesses, and other localities to support organizational growth. Without funding from the County and City at the requested levels, BGCCVA will not be able to meet its three-year goal of providing at least a $15 per hour living wage to all part-time staff by FY21. City Manager’s Proposed Funding: $52,961 COVID UPDATE: 1. Changes since COVID: In response to COVID-19, the Club’s top priorities include meeting the basic needs of families, being the best possible partner to public schools, and accelerating safety preparedness for reopening. Since March 13th, the Club has transitioned from 100% in-person operations to 95% virtual. 2. Additional Services Related to COVID: The Club is providing prepared food to members and their families twice a week. They have also distributed STEM and art supply bags, sports equipment and books to Club members. Page |8 3. Recovery Strategies: The Club plans a two phase reopening. The first phase is a 10 week virtual program. The second phase will reopen the Club in alignment with Charlottesville City Schools. 4. Future Services: There are four priorities: prevent academic setback, promote mental health by connecting visually, engage members in fun activities and enrichment, and meet basic needs of families. Page |9 THE BRIDGE LINE (3 APPLICATIONS) Case Management (abbreviated application) Rating level 2-A Applicant’s Description of the Program: BridgeLine case management is a specialized community-based program serving residents of Charlottesville living with brain injuries. Our Brain Injury Specialist helps the individual to identify and accomplish personal goals. Based on needs, the case manager connects and/or coordinates referrals to the appropriate community resources, sets up services, and acts as a liaison with other providers. Request: BridgeLine case management requested $23,000 from the City to help with services to 13 City residents. The amount requested represents 16% of the program’s projected revenues for FY21. Panel Review: The Vibrant Community Fund panel rated the application as “solid” (level 2). The type of service was rated as an “essential” (level 2) priority for the City. Applicant’s Description of Impact if Not Funded: The BridgeLine has not requested support for the Case Management Program from the City of Charlottesville previously. Depending if the BridgeLine will not receive some or any funds requested we will: 1. Reduce/not offer additional non-mandatory staff training. 2. Not increase or reduce services by either offering less service hours to each client or serving less clients. That in turn can mean reduction of hours an individual employee can work. 3. Add future clients to a waiting list. 4. Introduce fees to clients for this currently free service (note: most clients fall into the low income group). Funding for programs that support adults with brain injuries and disabilities are limited and a state funded Medicaid waiver does not exist for adults with brain injuries. The Brain Injury Association of Virginia and the Virginia Alliance of Brain Injury Providers have submitted a 2020 Legislative Needs Statement with uncertain outcome. Other smaller funds would be sought through the Charlottesville Area Community Foundation and local churches. City Manager’s Proposed Funding: $15,108 COVID UPDATE: 1. Changes since COVID: The program moved to providing services virtually, which actually allowed them to increase the number served. 2. Additional Services Related to COVID: Staff assured that members had adequate supplies, including food and medicine. They helped members apply for benefits and taught them to use telehealth technology. 3. Recovery Strategies: When in-person contact is safe and re-opens, the Bridge Line will continue to use virtual contact when appropriate. 4. Future Services: Additional virtual services will be added. P a g e | 10 Day Program Rating Level 1-A Applicant’s Description of the Program: The BridgeLine Place (Day program of The BridgeLine) is a community-based vocational program serving residents of Charlottesville City and the entire Thomas Jefferson Health District including Albemarle County, utilizing the Clubhouse model. The BridgeLine Place allows its members to learn valuable work and social skills to achieve vocational and independent living goals. Request: BridgeLine Day requested $28,000 from the City to help with services to 18 City residents. The amount requested represents 9.4% of the program’s projected revenues for FY21. Panel Review: The Vibrant Community Fund panel rated the application as “exemplary” (level 1). The type of service was rated as an “essential” (level A) priority for the City. Applicant’s Description of Impact if Not Funded: Depending on if the BridgeLine will not receive some or any funds requested we will: 1. Reduce group events and outings of the members that are important to re-learn socially acceptable behaviors and ensure inclusion into the Charlottesville and Albemarle community. 2. Reduce services by either offering fewer hours /day or closing for a day which means a reduction of hours an individual employee can work. 3. Reduce/not offer additional non-mandatory staff training. 4. Increase fees for members. Funding for programs that support adults with brain injuries and disabilities are limited and a state-funded Medicaid waiver does not exist for adults with brain injuries. The Brain Injury Association of Virginia and the Virginia Alliance of Brain Injury Providers have submitted a 2020 Legislative Needs Statement with uncertain outcomes. Other smaller funds would be sought through the Charlottesville Area Community Foundation and local churches. City Manager’s Proposed Funding: $27,160 COVID UPDATE: 1. Changes since COVID: The Bridge Line has transitioned to provide pre-vocational and social community virtually. 2. Additional Services Related to COVID: Staff were able to ensure access to life- sustaining support. They also re-engaged former members who were socially isolated. 3. Recovery Strategies: The Bridge Line has planned for returning to pre-crisis services includes preparations to be made prior to re-opening and health and safety protocol to continue once the programs are fully open and until further notice. 4. Future Services: They will continue to provide virtual services to those not comfortable with returning to the club house. This integrated programming will allow more people to participate. Residential Program Rating level 1-A P a g e | 11 Applicant’s Description of the Program: The Residential Program of The Bridge Line addresses the City Council priorities 'Affordable Housing' and 'Public Health Care.' The Residential Program affects directly and specifically the aforementioned City priorities by offering safe and supervised homes for adults with disabilities resulting from brain injuries and by supporting their engagement in productive, community-based activities while fostering their independence. Request: Bridgeline Residential requested $30,000 from the City to help with services to 12 City residents. The amount requested represents 9.3% of the program’s projected revenues for FY21. Panel Review: The Vibrant Community Fund panel rated the application as “Exemplary” (level 1). The type of service was rated as an “essential” (level A) priority for the City. Applicant’s Description of Impact if Not Funded: Depending on if the BridgeLine will not receive some or any funds requested we will: 1. Reduce group events and outings for the residents that are important to re-learn socially acceptable behaviors and ensure inclusion into the Charlottesville community. 2. Reduce hours or terminate music and art therapy for the residents. 3. Reduce/not offer additional non-mandatory staff training. 4. Increase fees for members. Funding for programs that support adults with brain injuries and disabilities is limited and a state-funded Medicaid waiver does not exist for adults with brain injuries. The Brain Injury Association of Virginia and the Virginia Alliance of Brain Injury Providers have submitted a 2020 Legislative Needs Statement with uncertain outcomes. City Manager’s Proposed Funding: $29,100 COVID UPDATE: 1. Changes since COVID: The residential program remained fully operational with strong personal safety precautions. 2. Additional Services Related to COVID: Some residents have learned to use zoom technology. The program is using virtual programming to keep residents engaged. 3. Recovery Strategies: As restrictions lift, they will slowly return to regular activities. 4. Future Services: As described in the initial application. P a g e | 12 THE BRIDGE PROGRESSIVE ART INITIATIVE smART KIDS Youth Creative Discovery Program (abbreviated application) Rating level 4-C Applicant’s Description of the Program: smART KIDS is a versatile and scalable youth engagement program hosted by The Bridge that uses art workshops to connect children with inspiring local artists; allowing children to actively engage with the creativity happening in their own community. Kids have unique opportunities to discover talents, interests, curiosities, problem solving and critical thinking skills for life-long learning. Request: The Bridge PAI requested $18,000 from the City to help with services to 350 City residents. The amount requested represents 55.6% of the program’s projected revenues for FY21. Panel Review: The Vibrant Community Fund panel rated the application as “Weak” (level 4). The type of service was rated as a “helpful” (level C) priority for the City. Applicants Description of Impact if Not Funded: If total requested funds are not received, Funds would be sought from other sources. smART KIDS is a priority program for our organization, so if funding is not granted we will to devote time and personnel resources to seeking other methods to raise funds, or if absolutely necessary, divert funds from other programming. City Manager’s Proposed Funding: $0 COVID UPDATE: This applicant did not provide an update. P a g e | 13 CHARLOTTESVILLE ABUNDANT LIFE MINISTRIES, INC. (2 APPLICATIONS) K-4 After-School Tutoring Program Rating level 1-B Applicant’s Description of the Program: The K-4th After-School Tutoring Program provides 1:1 tutoring and group enrichment activities at Johnson Elementary School using a combination of individualized lesson plans written by credentialed educational consultants, group enrichment plans, educational software, and recreation. We serve 50 students from Charlottesville’s Fifeville Neighborhood. Request: CALM K-4 Tutoring requested $26,000 from the City to help with services to 50 City residents. The amount requested represents 31.3% of the program’s projected revenues for FY21. Panel Review: The Vibrant Community Fund panel rated the application as “Exemplary” (level 1). The type of service was rated as an “important” (level B) priority for the City. Applicant’s Description of Impact if Not Funded: If City funding is not possible or is reduced, our first option would be to write more grant applications to more entities and to hold more fundraisers. Since we do not want to lower the quality with which we serve children, our next option would be to reduce the number of served. This would be an undesirable direction in which to go since the goal is to see the community flourish. City Manager’s Proposed Funding: $14,339 COVID UPDATE: 1. Changes since COVID: Initially, the tutoring program suspended the program when UVA volunteers left. They then shifted efforts to assist families to access virtual curricula and offered virtual math assistance. 2. Additional Services Related to COVID: They are assisting families to obtain assistance and offering encouragement and support. 3. Recovery Strategies: They are developing polices for sanitations and social distancing and will meet in groups of 10 or less. 4. Future Services: CALM has developed three comprehensive scenarios based on whether public schools and/or UVA reopen in the fall. STRIVE Mentoring Program (abbreviated application) Rating level 2-C Applicant’s Description of the Program: STRIVE is a one-on-one mentoring program focused on goal-setting, accountability, resource connection, and college and career exposure for approximately 15 economically disadvantaged 9th through 12th grade young men at Charlottesville High School. Mentors commit to their mentees through the first year out of high school, providing support in their transition to college or career. P a g e | 14 Request: CALM Strive requested $10,000 from the City to help with services to 15 City residents. The amount requested represents 20.1% of the program’s projected revenues for FY21. Panel Review: The Vibrant Community Fund panel rated the application as “Solid” (level 2). The type of service was rated as a “helpful” (level C) priority for the City. Applicant’s Description of Impact if Not Funded: Because we wish to provide the same high level of service to our program participants, their parents, and their mentors, we would seek funds from other funding partners and/or donors. City Manager’s Proposed Funding: $0 COVID UPDATE: 1. Changes since COVID: All contact is on-line and or by phone. The frequency of contacts has increased. 2. Additional Services Related to COVID: STRIVE continues to connect families with resources. 3. Recovery Strategies: All services except shared meals can be provided online. They will return to in-person meetings per CDC guidelines. 4. Future Services: Program strategies are unchanged. P a g e | 15 CHARLOTTESVILLE FREE CLINIC (2 APPLICATIONS) Free Dental Clinic- Rating Level 2-A Applicant’s Description of the Program: Good oral hygiene is essential to the health of the whole person. The Charlottesville Free Clinic's dental clinic provides access to acute dental care, oral hygiene, and oral education for low-wealth families free of charge. Last year, we cared for 1,464 dental patients through 3,235 visits with services that include walk-in clinics, as well as treatment for acute dental problems. Request: The Free Clinic requested $105,000 from the City to help with services to 650 City residents. The amount requested represents 17.9% of the program’s projected revenues for FY21. Panel Review: The Vibrant Community Fund panel rated the application as “solid” (level 2). The application makes a clear case for need and demonstrates use of industry best practices. The panel was concerned about overall fiscal management in that the organization maintains a reserve of more than a year’s operating budget. The type of service was rated as an “essential” (level A) priority for the City. Applicant’s Description of Impact if Not Funded: When the Free Clinic assumed management the dental clinic from the health department, it came with the agreement that city and county funds would transfer. Thus while we are not contract services, we have built these services with the confidence of this funding. The clinic cannot sustain its existing level of high-quality service without local government funding. For that reason, we continually seek other sources of financial support. We are ineligible to receive additional funding from the Commonwealth because we have reached the ceiling of financial support from that source. Delta Dental and dental trade associations support us, and we are grateful for their commitment. Oral health is a strong predictor of overall health, and the mouth is a defense mechanism against bacteria and viruses that affect the whole body. For those reasons alone, oral health services should receive financial support that is equivalent to the funding for medical services. But generally, it does not receive the same attention or support. The Charlottesville Free Clinic is one of the very few free clinics able to carry the expense of a dental staff, to offer walk-in care, and, ultimately, provide the uninsured in our community with health care for the whole person. A funding decrease would compromise the highly effective dental clinic we have built over the past several years. City Manager’s Proposed Funding: $69,300 COVID UPDATE: 1. Changes since COVID: The Dental Clinic moved to restrict care to true emergencies. Patients were screened in their cars and provided medication and/or a rinse. Only those requiring surgery were admitted. 2. Additional Services Related to COVID: They used a portable x-ray machine to take x- rays in the parking lot. P a g e | 16 3. Recovery Strategies: The Dental Clinic will resume hygiene and restorative services when it is safe to do so. 4. Future Services: Unchanged from original application. Integrated Medical Clinic and Pharmacy Rating Level 2-B Applicant’s Description of the Program: The Charlottesville Free Clinic provides low-wealth individuals with access to integrated primary care – medical, mental health, pharmacy services – in a community setting. In doing so, our volunteer-driven health care model increases access, reduces health inequities, and decreases costs by diverting patients from seeking care at high-cost emergency departments. Request: The Free Clinic requested $35,000 from the City to help with services to 288 City residents. The amount requested represents 3.9% of the program’s projected revenues for FY21. Panel Review: The Vibrant Community Fund panel rated the application as “solid” (level 2). Projected outcomes were fully achieved. The panel was concerned about overall fiscal management in that the organization maintains a reserve of more than a year’s operating budget. The type of service was rated as an “important” (level B) priority for the City. Applicant’s Description of Impact if Not Funded: At the Charlottesville Free Clinic, we rely on our locality for core funds to support our daytime health care staff: our nurse practitioner and a pharmacy technician, who oversees pharmacy pickup. Without this funding, we would likely reduce our daytime operations and that, in turn, would restrict access for all of our patients. It would also interrupt the continuum of care on which our chronically ill patients depend. Our daytime staff provider is immensely valuable. A family nurse practitioner and a counselor, she is crucial to the success of our integrated care model. And because she also speaks Spanish, she is quick to engage the attention and earn the confidence of the 20-plus percent of patients who are Hispanic. State funding levels are set to change in the coming year. With Medicaid expansion, we expect a reduction in Commonwealth funding allocated through the Virginia legislature, which represents $240,000. At the same time, United Way is reducing grant funding to organizations in the health care sector. We have evidence of this based on the 50 percent reduction in their support ($15,000) to our clinic for integrated care this year and their request to transfer the medication access grant from the Virginia Health Care Foundation and related staff to us. The impact of this move is that we will absorb an additional $10,000 in expenses, in addition to the reduction in support from the United Way for integrated care. We do maintain an operating reserve equivalent to between 12 and 14 months of our operations. This is essential to ensuring we would not discontinue operations with short notice. This board- led strategy is an essential part of our sustainability plan and the result of 27 years of intensive work in our community to build relationships and care for the uninsured. City Manager’s Proposed Funding: $0 COVID UPDATE: P a g e | 17 1. Changes since COVID: 94% of patient visits were via telemedicine. Pharmacy delivery was curbside. Use of volunteer providers was curtailed. 2. Additional Services Related to COVID: Curbside delivery also included Fresh Farmacy bags of food and grocery gift cards. 3. Recovery Strategies: Until it is safe to have physical visits, current practices will remain in space. The Free Clinic will have to move to a different location by November. 4. Future Services: Other than a need for new space, no new strategies were described. P a g e | 18 CHARLOTTESVILLE POLICE FOUNDATION Officer Housing Program (abbreviated application) Rating Level 4-C Applicant’s Description of the Program: The Charlottesville Police Foundation is seeking funding for its Officer Housing Program, which provides officers with down payment assistance and closing cost discounts to help them afford a home in the area where they work. Request: Charlottesville Police Foundation requested $20,000 from the City to help with services to 3 City police officers. The amount requested represents 85% of the program’s projected revenues for FY21. Panel Review: The Vibrant Community Fund panel rated the application as “weak” (level 0). The type of service was rated as a “helpful” (level C) priority for the City. Applicant’s Description of Impact if Not Funded: If the funds requested are not received, we will continue the program to assist police officers with housing, but will not be able to help as many officers as hoped. We will continue to seek outside funding from local businesses, grant making bodies, and individuals. City Manager’s Proposed Funding: $0 COVID UPDATE: The Charlottesville Police Foundation did not submit an update. P a g e | 19 CHARLOTTESVILLE PUBLIC HOUSING ASSOCIATION OF RESIDENTS (2 applications) PHAR Internship Program Rating level 2-B Applicant’s Description of the Program: PHAR will educate and involve very low-income residents to ensure city officials hear their voices, building a more responsive and inclusive community. As a 6-month, hands-on civic participation experience, PHAR builds the participation of historically marginalized people, including majority-black public housing communities, by improving their quality of life and community involvement. Request: PHAR Internship Program requested $35,000 from the City to help with services to 900 City residents. The amount requested represents 33.7% of the program’s projected revenues for FY21. Panel Review: The Vibrant Community Fund panel rated the application as “Solid” (level 2). The type of service was rated as an “important” (level B) priority for the City. Applicant’s Description of Impact if Not Funded: If PHAR’s funding application is not successful, or if we receive significantly less funding than requested, we will need to make plans to reduce staff, discontinuing the position of Organizer/Intern Program Coordinator. This would be a significant blow to the program, because PHAR is already a very lean organization. Although we try to seek additional funding throughout the year, we have had some success, but not enough to allow us to grow as quickly as is needed to meet the needs. As a small community- based group in a small city, PHAR’s sources of support are mostly local. PHAR's Development Committee has worked hard over the past five years to increase support from donations, but we would not be able to make up the shortfall if city funding for the Internship Program did not continue. City Manager’s Proposed Funding: $0 COVID UPDATE: 1. Changes since COVID: Services are provided remotely. The internship was suspended in its fourth month. PHAR used their extensive database and peer relationships to reach public housing residents regarding health and safety, share information on CRHA supports and changes, and connect residents with community resources. 2. Additional Services Related to COVID: PHAR received a grant from the National Low-Income Housing Coalition to provide emergency services to residents and provided extensive one-on-one outreach. 3. Recovery Strategies: PHAR intends to fully resume in-person programming when social distancing is no longer recommended. The Board will decide in June whether to resume a virtual internship program. 4. Future Services: The only addition to services in the original application is the emergency food program. P a g e | 20 Resident-Involved Redevelopment Rating Level 1-A Applicant’s Description of the Program: PHAR will educate and involve public housing residents in redevelopment planning & implementation for their neighborhoods. We will continue supporting residents at S. 1st St. and Crescent Halls working with architects & city officials, ensuring designs incorporate resident input & preventing displacement. We will expand this outreach/organizing in at least 1 additional public housing neighborhood. Request: PHAR requested $35,000 from the City to help with services to 900 City residents. The amount requested represents 32.7% of the program’s projected revenues for FY21. Panel Review: The Vibrant Community Fund panel rated the application as “exemplary” (level 1). The type of service was rated as an “essential” (level A) priority for the City. Applicant’s Description of Impact if Not Funded: If PHAR’s funding application is not successful, or if we receive significantly less funding than requested, we will need to potentially reduce staff from three organizers to two. This would limit our effectiveness on redevelopment significantly, because the success of PHAR's outreach, community education and support for resident leaders is dependent on staff time. Although we try to seek additional funding throughout the year, we have had limited success. As a small community-based group in a small city, PHAR’s sources of support are mostly local. PHAR's Development Committee has worked hard over the past five years to increase support from donations, but we would not be able to make up the shortfall if city funding was not provided. City Manager’s Proposed Funding: $33,950 COVID UPDATE: 1. Changes since COVID: PHAR continues to ensure residents are involved in the decisions which affect their lives: redevelopment activities continue remotely and staff focus on supporting resident leadership to be involved in decision-making 2. Additional Services Related to COVID: PHAR shifted our partnership with CRHA to develop immediate policy changes beneficial to residents, such as a declaring a moratorium on evictions before it was required. We also encouraged CRHA to (successfully) apply for CERF funds to cover 2 months’ rent for every public housing household, streamline provision of supplies such as masks and hand sanitizer. 3. Recovery Strategies: PHAR will resume in-person programming when social distancing is no longer recommended. Redevelopment organizing will focus on Crescent Halls 4. Future Services: As described in the original application. P a g e | 21 CHILD HEALTH PARTNERSHIP Home Visiting Collaborative Rating level 1-A Applicant’s Description of the Program: Child Health Partnership provides nursing, prevention and family support services to low-income babies, children, and pregnant women, to support healthy children and nurturing homes. We offer improved access to health care, parenting education, and connections to community resources to ensure that children are healthy and enter school ready to learn. Request: Child Health Partnership requested $345,385 from the City to help with services to 240 City residents. The amount requested represents 17.5% of the program’s projected revenues for FY21. Panel Review: The Vibrant Community Fund panel rated the application as “Exemplary” (level 1). The type of service was rated as an “important” (level 1) priority for the City. Applicant’s Description of Impact if Not Funded: Child Health Partnership raises about 30% of its costs annually, and we already do our best to maximize donations and grants from individuals and foundations. We have been able to meet our private fundraising goals for the past several years. Based on the direct services that we provide to families, over 80% of our budget goes to personnel costs. If any or all of the requested funds are not received, we would be required to reduce our staffing and services to City and/or County families. We estimate that a complete cut in funding would require us to no longer serve about 140 babies and children and their families in the City, and an equal number in Albemarle County. City Manager’s Proposed Funding: $335,023 COVID UPDATE: 1. Changes since COVID: All contact with families has been virtual. CHP has increased HIPAA compliant electronic communication. 2. Additional Services Related to COVID: They have provided additional health education and assisted with applying for assistance. 3. Recovery Strategies: Program enrollment was suspended in March and will resume in June. There will be limited face to face contact. 4. Future Services: They anticipate no changes to the program other than increased use of technology. P a g e | 22 CITY SCHOOLYARD GARDEN, INC. (2 applications) Plant, Grow, Harvest (abbreviated application) Rating level 2-C Applicant’s Description of the Program: CSG cultivates academic achievement, healthy living skills, environmental stewardship and community engagement through garden-based, experiential learning and leadership development for city students, year round. Our integrated approach impacts positive youth development building confidence, connection and autonomy. Core values shaping programs include equity and youth-centered relevant learning. Request: City Schoolyard Garden Plant, Grow, Harvest requested $22,000 from the City to help with services to 4,000 City residents. The amount requested represents 4.6% of the program’s projected revenues for FY21. Panel Review: The Vibrant Community Fund panel rated the application as “Solid” (level 2). The type of service was rated as a “helpful” (level 1) priority for the City. Applicant’s Description of Impact if Not Funded: This year CSG received double the applications for youth summer interns than we were able to fill. Funding from Vibrant Communities will help us increase our program to accommodate 10 youth interns. This requires additional transportation, intern pay, intern lunches and intern supplies. We also plan to provide an additional mentor and expand the program beyond the 6 weeks of summer to continue throughout the school year. Without funding from Vibrant Communities we will likely keep our cadre of interns to four. City Manager’s Proposed Funding: $0 COVID UPDATE: 1. Changes since COVID: They are continuing to care for their 10 gardens, hosting online gardening classes, expanded the seedling program for home gardens, and supported school meal distribution. 2. Additional Services Related to COVID: They have provided 7,000 meals, distributed weekly food resource calendars, acted as a liaison regarding food security, and set up guidelines and processes for COVID positive patients. 3. Recovery Strategies: City School Yard Garden will continue to maintain gardens and plan for online learning if necessary. 4. Future Services: In addition to strategies in the original applications, CSG will work to build an emergency food response infrastructure. Urban Agriculture Collective of Charlottesville (abbreviated application) Rating Level 2-C Applicant’s Description of the Program: Grown out of a City initiative two decades ago, UACC uniquely engages low-income residents in leading urban agriculture efforts across the city. Together, we are building a platform for community voice & engagement at multiple levels while addressing food insecurity by providing fresh, at no cost produce to hundreds of neighbors. We grow and share on four urban plots and weekly community markets. P a g e | 23 Request: The City Schoolyard Garden Urban Agriculture Collective requested $18,500 from the City to help with services to 375 City residents. The amount requested represents 10% of the program’s projected revenues for FY21. Panel Review: The Vibrant Community Fund panel rated the application as “solid” (level 2). The type of service was rated as a “helpful” (level C) priority for the City. Applicant’s Description of Impact if Not Funded: Changes if adequate funding is not raised: 1. Towards the end of the this growing season, UACC responded to requests for additional markets and expanded to include community markets at Friendship Court, Midway Manor, South 1st Street, Sixth Street, Crescent Hall, City of Promise and Westhaven. Without full program funding we will have to reduce the number of community markets and the number of people able to access fresh produce. 2. Additionally, without full program funding, UACC will not be able to hire the needed team to do the hard work of farming. UACC is seeking funding from numerous partners that along with Vibrant Communities funds, will allow for robust growing, outreach and advocacy work. Our full budget for this program is $185,852 and this request is around 10% of that. City Manager’s Proposed Funding: $0 COVID UPDATE: 1. Changes since COVID: They have increased staff time due to loss of volunteers and increased production and safety supplies. 2. Additional Services Related to COVID: The started markets 4 weeks early, increased collaboration with farmers, 3. Recovery Strategies: The program has not shut down. 4. Future Services: The Urban Agricultural Collective will increase access to fresh healthy produce. P a g e | 24 COMMUNITY INVESTMENT COLLABORATIVE Rating level 2-B Applicant’s Description of the Program: CIC helps under resourced entrepreneurs develop their businesses through a 16-session workshop, microloans up to $35,000, extensive mentoring, financial management programs, peer support and ongoing networking across the community. Request: Community Investment Collaborative requested $30,000 from the City to help with services to 45 City residents. The amount requested represents 5.1% of the program’s projected revenues for FY21. Panel Review: The Vibrant Community Fund panel rated the application as “Solid” (level 2). The type of service was rated as an “important” (level B) priority for the City. Applicant’s Description of Impact if Not Funded: The City has been a core partner to our work. We have worked to grow our program without significantly growing City support so that we could better leverage public resources to deliver progress towards public goals. 5 years ago, the City's support through ABRT was 8% of our overall budget and this year, with the approval of this request, it would be 5%, while delivering more services and outcomes. If we were to not receive support from the City, we would have to spend some of our time replacing those resources from other sources in the community. That would mean a diversion of focus from continual improvement of current services and development of new services that advance our mission. In the end, it would lead serving fewer residents, and provide fewer services with our programs. City Manager’s Proposed Funding: $0 COVID UPDATE: 1. Changes since COVID: On March 13, all meetings, workshops and interactions moved to telephone, zoom or email. 26 of the original 32 current workshop participants chose to continue. 2. Additional Services Related to COVID: Community Investment Collaborative extended no penalty payment flexibility through August. They have launched a business recovery fund to provide microloans of up to $10,000. 3. Recovery Strategies: Programming has increased. In 8 weeks CIC double the amount of lending of the previous 8 years. 4. Future Services: Core strategies have not changed. P a g e | 25 COMPUTERS4KIDS C4K Rating level 1-B Applicant’s Description of the Program: C4K provides mentoring services focused on digital and technological literacy to youth from low-income households. C4K provides our members mentoring in a creative, safe, accessible and supportive out-of-school learning environment, professional-grade technology, project-based learning and youth leadership opportunities. Request: C4K requested $26,050 from the City to help with services to 150 City residents. The amount requested represents 5% of the program’s projected revenues for FY21. Panel Review: The Vibrant Community Fund panel rated the application as “Exemplary” (level 1). The type of service was rated as an “important” (level B) priority for the City. Applicants Description of Impact if Not Funded: It would be a disruption to C4K to lose full or partial support from the City of Charlottesville and Albemarle County. Such a cut would be a financial strain, but more importantly, it would signal to us a loss of confidence in the work that we do. We are proud of the City/County funding because it signals to us that we are making a contribution to raising up our community. Nevertheless, we plan to meet all of our projected expenses with a strong and diversified fundraising program. Over the past eighteen months, C4K has successfully implemented a strategy of broadening our outreach to new sources and relationship-building with our existing income sources to ensure our sustainability as an organization. This has included reaching outside of the Charlottesville footprint to find institutional funding prospects; creating a Trustees' Circle to secure multi-year pledges from major donors; monetizing our Annual Showcase to give local businesses the opportunity to sponsor and be recognized for major donations; and, conducting more outreach through social media and local press to garner additional individual donations. All of these strategies are supporting our programming on an ongoing basis. This has led to fundraising success and has positioned C4K to meet future costs by initiating relationships with donors and supporters. City Manager’s Proposed Funding: $14,367 COVID UPDATE: 1. Changes since COVID: Within three weeks of the shutdown, C4K transitions from in- person to online mentoring. 2. Additional Services Related to COVID: In response to the COVID emergency, C4K created a weekly newsletter for members and mentors that shares do-it-yourself STEAM activities, updates, community resources for essential needs, and local news that might be helpful to them and their families. They also distributed maker kits for hands-on activities. 3. Recovery Strategies: C4K will use a phased approach until the government allows more than 10 people to gather. 4. Future Services: C4K will continue to offer e-mentoring. They will also add 21st Century Skills. P a g e | 26 FOOTHILLS CHILD ADVOCACY CENTER (2 applications) MDT/Forensic Assessment Program Rating level 1-A Applicant’s Description of the Program: Foothills Child Advocacy Center is a non-profit, accredited agency designed to provide a culturally sensitive, coordinated community response to child victims in a child-friendly setting. Our goals are to minimize trauma, promote healing, and ensure child safety, and they are achieved through the Multidisciplinary Team (MDT)/Forensic Assessment and Public Education and Outreach Programs. Request: Foothills MDT/Forensic Assessment Program requested $30,000 from the City to help with services to 125 City residents. The amount requested represents 5.3% of the program’s projected revenues for FY21. Panel Review: The Vibrant Community Fund panel rated the application as “Exemplary” (level 1). The type of service was rated as an “essential” (level A) priority for the City. Applicant’s Description of Impact if Not Funded: The City and County funding provides a foundation for the services offered to child victims and their families. As such, this funding has allowed Foothills to work to fill gaps in services. For example, since FY18, many children who need mental health therapy have had to wait up to four months to begin services with Foothills’ partners, which has prevented most children from even beginning therapy. As a result, Foothills has been working towards adding a mental health clinician to staff, and in September, a part- time mental health clinician joined Foothills’ staff. The City and County funding allowed Foothills to allocate VOCA funding for this position rather than having to use the VOCA funding to maintain other services. If the program does not receive any or all of the funds requested, both staff and services would be reduced. For example, Foothills would most likely need to end the new mental health program. Foothills would also likely need to cut back on providing training for staff and community professionals who serve abused children, which would impact the quality of services. Certainly, funds would be sought from other sources. That said, Foothills has worked hard to diversify its funding streams since FY14 and has identified and sought funding from other sources diligently. Many of the local sources, such as the United Way and Cville Gives, have recently developed strategic priorities that make Foothills ineligible to apply for funding. The only avenue that appears to be left for increasing funding is to build Foothills donor base and increase private contributions, which indeed Foothills has been doing successfully each year since FY14. However, the competition for these local donors is intense in the community, and it takes time to build a donor base. While Foothills’ track record shows that it should be able to meet its current goals, increasing those goals to make up for a lack of City or County funding in FY21 would not be realistic. City Manager’s Proposed Funding: $29,100 COVID UPDATE: P a g e | 27 1. Changes since COVID: Foothills was declared a first responder entity by Governor Northam at the onset of the pandemic, and therefore remained open serving abused children and their families. They implemented safety protocols including enhanced cleaning, use of masks and Plexiglas screens. 2. Additional Services Related to COVID: Foothills has added trainings online for police, Child Protective Services, other nonprofits, and community leaders. 3. Recovery Strategies: Services were never stopped. 4. Future Services: Foothills expects a significant increase in referrals as the community reopens and intends to add additional staff. Child Victims Health Care Access Program (abbreviated application) Rating level 1-A Applicant’s Description of the Program: Foothills Child Advocacy Center is a non-profit, accredited agency that provides a culturally sensitive, coordinated community response to child victims in a child-friendly setting in order to minimize trauma, promote healing, and ensure child safety. The Child Victim’s Health Care Access Program provides appropriate medical care for child victims of abuse, neglect, or violence. Request: Foothills Child Victims Health Care requested $15,000 from the City to help with services to 60 City residents. The amount requested represents 18.7%% of the program’s projected revenues for FY21. Panel Review: The Vibrant Community Fund panel rated the application as “Exemplary” (level 1). The type of service was rated as an “essential” (level A) priority for the City. Applicants Description of Impact if Not Funded: City and County funding is used as a match for the federal VOCA funding; without this match, Foothills would not be able to allocate sufficient VOCA funding for this program. Foothills could bill the Virginia SAFE Payment Program for some of the services, but that program only covers acute sexual assault exams (happening within 120 hours of the assault) without authorization by a law enforcement investigator or prosecutor (http://www.cicf.state.va.us/content/billing-forensic-providers). Since most children rarely talk about sexual abuse within 120 hours after it happens, most of the medical exams for child victims of alleged sexual abuse will be non-acute and need authorization. In many cases, such authorization may be difficult to justify in terms of collecting evidence because children heal so quickly. Additionally, the SAFE program does not cover exams for physical abuse. Foothills could consider billing insurance companies for those clients with health insurance, although that could create inequities in access to services no matter how carefully Foothills would enact policies to avoid that. Regardless, the cost of forensic medical evaluation programs is rarely, if ever, covered entirely by public or private insurance payments (Midwest Regional Child Advocacy Center, 2013). Funding for fully half or more of the cost of such programs comes from state and local government funds, Victims of Crime Acts (VOCA) funds, and private donations. Foothills would certainly endeavor to increase donations for this program, but increasing the fundraising goals already set in place for FY21 may not be realistic. P a g e | 28 Finally, please note that, in FY19, the majority of the children (91%, 42 of 46) receiving medical services on site at Foothills were from Charlottesville and Albemarle, and many of the parents accepting referrals for child victims of sexual abuse from Charlottesville and Albemarle to receive services at the UVA Medical Center were encouraged to do so by the Foothills’ medical provider. Because there is a base cost to providing this program, it is likely that Foothills would need to terminate this program if the City and/or County grant are not awarded. Although Foothills staff would continue to refer children to the UVA Forensic Team for services, the loss of this program will significantly decrease access to medical services for child victims of abuse in the community. City Manager’s Proposed Funding: $14,550 COVID UPDATE: 1. Changes since COVID: Foothills was declared a first responder entity by Governor Northam at the onset of the pandemic, and therefore remained open serving abused children and their families. Medical exams have continued. 2. Additional Services Related to COVID: None reported. 3. Recovery Strategies: Demand for services is expected to increase. 4. Future Services: As described in the original application. P a g e | 29 FOUNTAIN FUND Lending Hope Rating level 2-B Applicant’s Description of the Program: The Fountain Fund is a nonprofit lender that provides microloans to formerly incarcerated individuals. Loan funds can be used to pay court-imposed debt, job-related expenses, transportation or to start a business. Our mission is to improve the lives of the formerly incarcerated through lending, financial education, and community support. Request: Fountain Fund requested $25,000 from the City to help with services to 28 City residents. The amount requested represents 3.2% of the program’s projected revenues for FY21. Panel Review: The Vibrant Community Fund panel rated the application as “Solid” (level 2). The type of service was rated as an “important” (level B) priority for the City. Applicant’s Description of Impact if Not Funded: In 2019 we have been working to seed our loan fund so we can develop a local outreach strategy and provide more loans. We received a $250,000 challenge grant to seed the loan fund and expect to secure that match by the end of the year. We are still developing an annual base of support for our operations. Locality funding would be a helpful addition as we look to diversify our revenues. Currently the majority of funding is from individuals. If we do not receive locality funding we will be continuing to request funds from individuals and apply for grants. We would work hard to not have to decrease staff or volume of loans. Part of the FY21 includes adding a loan officer and we would make every effort raise additional funds if the funding from the City and the County doesn't happen. Depending on our success we may have to delay hiring that position. City Manager’s Proposed Funding: $0 COVID UPDATE: 1. Changes since COVID: All services have continued virtually. 2. Additional Services Related to COVID: Fountain Fund established lone payment relief, a fund to cover monthly payments. They offered 90 day payment deferral starting May 1. 3. Recovery Strategies: Programming has increased but is being provided remotely. 4. Future Services: Fountain Fund is considering adding resilience loans to cover gaps in income until the COVID crisis ends. P a g e | 30 THE FRONT PORCH CHARLOTTESVILLE Roots and Wings: Free Music Education Rating level 4-C Applicant’s Description of the Program: Roots and Wings provides music education to low- income youth by sending musicians to various partner sites to teach weekly music classes, lead children’s choirs, and provide music mentorships to 145 children per week. Through partnerships with service organizations, Roots and Wings builds music skills, encourages group playing, and offers musical mentorship to vulnerable youth. Request: The Front Porch Roots and Wings requested $30,000 from the City to help with services to 250 City residents. The amount requested represents 5.1% of the program’s projected revenues for FY21. Panel Review: The Vibrant Community Fund panel rated the application as “Weak” (level 4). The type of service was rated as a “helpful” (level C) priority for the City. Applicants Description of Impact if Not Funded: To date, we have received partial funding for Roots and Wings from the Enriching Communities of CACF and annual grants from BAMA Works. This year we were awarded an additional grant from UVA Youth Development, which will not be replicated in the future. Roots and Wings has never been fully funded, and the need for what we are offering far exceeds the scope of what we have been able to provide with our current level of funding. In FY 2019 we attenuated the scope of our planned activities because we did not meet our expected budget by $20,000. We raised $30,000 from grants, but had budgeted $50,000. We declined numerous requests for services because we simply do not have the resources to meet the need we see in the community. We currently pay our program director a partial salary, and we pay five additional teaching artists a $25/ hour wage for approximately 10 hours per week. Community volunteers help regularly with classroom management, but we prioritize paying all contracted teaching staff the $25/ hour wage. We also rely heavily on salaried staff (Front Porch Executive Director and Development Director) who put in hours outside the scope of their regular duties to lead Roots and Wings programs. With the requested funding our director’s role could become full time and we would be able to double the number of hours of our contracted teaching artists, effectively tripling the impact of this program. Over the past two years, we have supplemented grants with individual donations from the community and held fundraisers to help pay staff. To date, we have not been able to apply for City or County funding because of budget freezes. As a new organization we fell into the bracket of non-profits who were not leveled from previous funding and who were not eligible to apply. If we do not receive this funding we will continue to provide a skeletal version of our program, but this is far from ideal. The need for quality arts education opportunities for the children who need it most in Charlottesville cannot be overstated. City and County funding is imperative to the future of this program. City Manager’s Proposed Funding: $0 P a g e | 31 COVID UPDATE: 1. Changes since COVID: All FY20 programming was suspended, except a free choir through zoom. 2. Additional Services Related to COVID: None described. 3. Recovery Strategies: The program will not resume until the fall. 4. Future Services: The strategy of moving forward with our outreach will depend very much on the decisions made by community partners. They are prepared to move online with all programming and/or take any necessary precautions to ensure the safety of the beneficiaries and our staff. P a g e | 32 GEORGIA'S FRIENDS, INC. Georgia's House Programs and Residence Life Rating Level 2-B Applicant’s Description of the Program: Georgia's House provides a safe and structured therapeutic living environment to assist women in recovery from substance addiction. The 12- bed residence offers women support, mentoring and transitional services toward becoming productive and independent members of the community. Women must participate in 12-step meetings. Staff help the women connect with community services and resources. Request: Georgia’s House requested $25,000 from the City to help with services to 15 City residents. The amount requested represents 7.5% of the program’s projected revenues for FY21. Panel Review: The Vibrant Community Fund panel rated the application as “solid” (level 2). The type of service was rated as an “important” (level B) priority for the City. Applicants Description of Impact if Not Funded: The highest priority of Georgia’s Friends is maintaining Georgia’s House as a recovery house for women. City and County funds represent a small percentage of overall costs, but these are important to leveraging other support. When donors see that local governments commit to helping those with substance abuse disorders, they see the value of what we do. Addiction can affect anyone, anywhere, anytime. Many families touched by addiction step up to help. Georgia’s Friends secures support through ongoing outreach. We are committed to keeping costs to a minimum so residents can focus on recovery. Without City and County funds, we will look elsewhere for support in the community. With a small staff, that is already a difficult task. Most operating costs fall in two categories: 1) housing and 2) program staffing. Housing expenses are basically fixed for mortgage, insurance, taxes, repairs and maintenance. Thus, cuts would be made in staffing: 2 full-time staff would be reduced to part-time (30 hours); Executive Director time would be reduced from 30 to 20 hours. These cuts would reduce costs by $55,000. These reductions would also mean reducing the number of residents and elimination of plans to expand programming. Without funding, efforts would be made to increase private donations, but reduction in staff hours will impact the organization’s ability to support the full range of programs and services offered as well as those anticipated. City Manager’s Proposed Funding: $0 COVID UPDATE: Georgia’s Friends did not submit an update. P a g e | 33 HABITAT FOR HUMANITY OF GREATER CHARLOTTESVILLE Habitat for Humanity of Greater Charlottesville Homeownership Program Rating 1-A Applicant’s Description of the Program: Habitat’s Homeownership program is a wrap-around financial empowerment program that partners with very-low-income families to help them attain financial stability and homeownership. It provides outreach-based supports for long-term success, including: intensive one-on-one financial coaching, homebuyer education, employment counseling, housing navigation support and connection to other resources. Request: Habitat for Humanity requested $52,500 from the City to help with services to 14 City residents. The amount requested represents 7.5% of the program’s projected revenues for FY21. Panel Review: The Vibrant Community Fund panel rated the application as “exemplary” (level 1). The type of service was rated as an “essential” (level A) priority for the City. Applicants Description of Impact if Not Funded: If Habitat does not receive the funds requested, we will continue to provide financial empowerment and affordable homeownership programs to low-income residents of Charlottesville and Albemarle County. However, we will not have the capacity to provide all of the increased services required by our newly defined target population, local individuals and families earning 25%-40% of AMI. As outlined above, many of these families have been systematically excluded from housing, wealth-building, employment and educational opportunities for generations. Without additional funding, we will not be able to serve all of the debt-burdened and/or low- income residents who would benefit from the life-changing financial self-sufficiency, improved housing and long-term stability that Habitat programs offer or provide the deep, time-consuming counseling that they require. In short, not receiving this funding will compromise our ability to "reach deeper." In addition, Habitat’s community outreach activities will be reduced, meaning fewer people will learn about the Habitat homeownership and Pathways programs. A greater burden will be placed on already strained government budgets and programs, public housing, and housing agencies and organizations. Without additional funding, we will continue to find creative ways to serve local families seeking to achieve their dreams of financial self-sufficiency and homeownership. We will continue our efforts to raise funds from individual donors, foundations, corporations, and local, state, and federal government sources. We will also continue to engage volunteers as financial coaches and seek additional strategic partnerships. City Manager’s Proposed Funding: $50,925 COVID UPDATE: 1. Changes since COVID: With the exception of construction activities by Habitat staff, all other activities are being provided remotely. Habitat successfully expedited the completion of nearly finished homes. P a g e | 34 2. Additional Services Related to COVID: Habitat expanded financial coaching and support services, including food distribution, youth support, applying for benefits, and foreclosure prevention. 3. Recovery Strategies: Construction productivity and timelines have been minimally impacted, but costs have increased due to the use of subcontractors instead of volunteers. There will be a phased reopening of volunteer opportunity. They plan to reopen in-person services in mid-July. 4. Future Services: Habitat will implement proactive strategies to address short and long- term stability, focusing on the immediate crisis needs of families and helping people regain stability and access to services and benefits that support long-term financial health. P a g e | 35 INTERNATIONAL RESCUE COMMITTEE, INC. Career Services for Refugees and Immigrants (abbreviated application) Rating level 4-C Applicant’s Description of the Program: The International Rescue Committee in Charlottesville (IRC) seeks to continue its Career Advancement Program services to assist refugees and other eligible immigrants in achieving their full career potential through career navigation support, advanced job readiness skills training, networking and mentorship, workforce education, professional licensure and certification. Request: IRC Career Services for Refugees and Immigrants requested $24,999 from the City to help with services to 90 City residents. The amount requested represents 6% of the program’s projected revenues for FY21. Panel Review: The Vibrant Community Fund panel rated the application as “Weak” (level 4). The type of service was rated as a “helpful” (level 3) priority for the City. Applicant’s Description of Impact if Not Funded: The IRC receives funding each year from the U.S. Department of Health and Human Service’s Office of Refugee Resettlement and the Virginia Office of Newcomer Services to provide employment services for newly arrived families as well as some support to clients needing additional assistance for employment placement for up to five years after arrival. This funding is expected to continue at some level on an ongoing basis. Support from the Community Vibrancy Fund will allow IRC to expand its Career Advancement Program and to add in additional services in a robust manner so that the agency can fully implement the “bundled services” approach. Funding for additional staffing will support additional counseling, advanced financial literacy, and the ability to develop more comprehensive evaluations of client skills and enhanced referrals to local job training resources. City Manager’s Proposed Funding: $0 COVID UPDATE: 1. Changes since COVID: Since April 1, IRC is serving clients remotely with occasional in-person services provided to deliver needed goods or documents, 2. Additional Services Related to COVID: The IRC is helping furloughed or laid off people apply for unemployment insurance. They are working with partners to provide emergency grants and 0% loans. 3. Recovery Strategies: Services will continue to be provided remotely until it is safe to have direct contact. 4. Future Services: Other than remote services, strategies are unchanged from original application. P a g e | 36 JEFFERSON SCHOOL AFRICAN AMERICAN HERITAGE CENTER JSAAHC Education program (abbreviated application) Rating level 4-C Applicant’s Description of the Program: The JSAAHC's Education Program brings the rich history of Charlottesville’s African American history to residents of and visitors to Charlottesville and Albemarle County through school field trips and adult tours, curriculum development and training for area teachers, public events (lectures, festivals, etc.), and programs in which local students develop leadership capacity and academic skills. Request: JSAAHC Education program requested $20,000 from the City to help with services to 13,989 City residents. The amount requested represents 9.7% of the program’s projected revenues for FY21. Panel Review: The Vibrant Community Fund panel rated the application as “weak” (level 4). The type of service was rated as a “helpful” (level C) priority for the City. Applicant’s Description of Impact if Not Funded: The funding provided by Albemarle County and the City of Charlottesville combined represents 50% of the Education Curator salary. We have a matching grant from the Batten Foundation that, if successful, represents the other 50% of the salary over three years. Funds are also sought from Wells Fargo, Virginia National Bank and the Hartfield Foundation to support portions of the Curator salary. If funds are not received we hope to look to additional state funding through VEA to complete the salary. We will also be applying for CACF grants and other major donors in support of our teacher training program. Funds to support the curator position are also part of these asks. City Manager’s Proposed Funding: $0 COVID UPDATE: No update provided. P a g e | 37 LEGAL AID JUSTICE CENTER (2 APPLICATIONS) Civil Legal Services for Charlottesville Residents Rating level 2-A Applicant’s Description of the Program: Our Civil Legal Services for Charlottesville Residents program enhances the stability of low-income residents by helping them resolve civil legal problems that threaten their housing, income/assets, access to healthcare, access to educational services, employment, immigration status, and/or access to public benefits. Request: Legal Aid Justice Center Civil Legal Services requested $100,000 from the City to help with services to 400 City residents. The amount requested represents 23.6% of the program’s projected revenues for FY21. Panel Review: The Vibrant Community Fund panel rated the application as “Solid” (level 2). The type of service was rated as an “essential” (level A) priority for the City. Applicant’s Description of Impact if Not Funded: The amount we are requesting is approximately 24% of the resources that LAJC devotes to individualized legal services for Charlottesville residents (not counting volunteer hours). Our provision of these services are central to our commitment to the Charlottesville community and will continue at some level regardless of whether or not this proposal is funded. With that said, we are facing the prospect of significant cost increases due to the fact that we are likely to be treated as an organization of more than 50 people by health insurance companies next year. This proposal, if funded, would be the only funding that requires us to serve a specific number of Charlottesville residents. As we consider how to respond to the rising costs of health insurance, the degree to which this proposal is funded would impact the degree to which we protect our capacity to meet our full grant deliverables. City Manager’s Proposed Funding: $66,000 COVID UPDATE: 1. Changes since COVID: Legal Aid is continuing to provide services with very limited in person contact. 2. Additional Services Related to COVID: With courts closed, Legal Aid has moved to increase public education with over 50 on line videos. They have also set up an Unemployment Insurance hotline. 3. Recovery Strategies: When courts reopen, Legal Aid expects a surge in new cases, particularly related to evictions. 4. Future Services: Legal representation strategies are mostly unchanged beyond meeting remotely rather than in person. P a g e | 38 Support for Community Advocacy on Racial Equity Rating level 3-C Applicant’s Description of the Program: We provide a broad range of support to low-income residents as they advocate for racial equity in Charlottesville. We provide both logistical support (email, meeting space, media support, etc.), and we provide legal research, advice, and other services. Low-income residents can rely on LAJC for counsel in the same way that City Council can rely on the city attorney’s office. Request: LAJC Community Advocacy on Racial Equality requested $75,000 from the City to help with services to all City residents. The amount requested represents 14.8% of the program’s projected revenues for FY21. Panel Review: The Vibrant Community Fund panel rated the application as “Fair” (level 3). The type of service was rated as a “helpful” (level C) priority for the City. Applicant’s Description of Impact if Not Funded: The amount we are requesting is approximately 15% of the resources that LAJC devotes to supporting community efforts to promote racial equity in Charlottesville (not counting volunteer hours). The program encompasses our support of the Public Housing Association of Residents, Charlottesville Low- Income Housing Coalition, the People’s Coalition, the Charlottesville-area Immigrant Resources and Advocacy Coalition, various parents and students concerned about racial equity in the schools, and community members concerned about issues such as UVA’s destructive billing/collection practices and the racial inequities in the foster care system. Our support of these groups and individuals is absolutely central to our core mission and to our commitment to this community, and that support will continue regardless of City Council’s decision about whether/how to fund this program. With that said, the City’s support would strengthen our capacity to conduct this program, and it would demonstrate that City Council wants residents to have the resources they need to maximize their ability to engage with the City to help the City understand their history and needs and – as importantly – to engage with the City to develop effective solutions. City Manager’s Proposed Funding: $0 COVID UPDATE: 1. Changes since COVID: The lack of meetings by boards and commissions has had a major impact on the community’s opportunities to advocate, so Legal Aid has been providing support to advocacy to allow the boards and commissions to safety meet. 2. Additional Services Related to COVID: Legal Aid has provided legal and logistical support to many community priorities related to the COVID crisis. 3. Recovery Strategies: As the environment in which racial equity advocacy happens changes, Legal Aid support the community’s efforts to adapt and continue to advocate for racial equity in Charlottesville. 4. Future Services: The foundational strategy Legal Aid uses is to be present in the spaces where our community gathers. P a g e | 39 LIGHT HOUSE STUDIO Light House Studio Community Programs Rating level 2-C Applicant’s Description of the Program: Light House Studio (LH) provides youth with the skills to express themselves through the art of filmmaking. We seek to foster a community where local youth work collaboratively to produce a film, while growing as students, citizens and artists. In FY19 we provided 121 workshops and taught 1,768 students from 65 area schools and offered financial aid to more than 80% of our students. Request: Light House Studio requested $25,000 from the City to help with services to 500 City residents. The amount requested represents 5.8% of the program’s projected revenues for FY21. Panel Review: The Vibrant Community Fund panel rated the application as “Solid” (level 2). The type of service was rated as a “helpful” (level C) priority for the City. Applicants Description of Impact if Not Funded: Without sufficient funding, including this City grant, the number of these community workshops would decrease and our ability to reach underserved students would diminish. This leaves an already underserved population without opportunity and damages the trust and social bonding between LH staff and the students and their families. Students would not be able to build their portfolio and may not have the tools or knowledge to express themselves creatively. Given the proven importance of cultural and arts education (4, 10), students lack the opportunity to learn marketable skills and gain creative confidence as they look to enroll in higher education or join the workforce. This cycle ultimately impacts current and potential students, with low income students being the most affected, as there are not many outlets for students to learn storytelling with support from professionals. LH would have decreased capacity to support the freelance program, leading to fewer freelance collaborations and projects for local businesses and nonprofits. If needed, scaling back on services could impact number of employed staff members. Given the current need and conversation for quality after-school programs (9), LH aims to partner with area schools to bring focused after-school film education to deliver work that may supplement existing after-school programming. Any incremental development of City/County school partnerships surrounding after-school programming to deliver workplace readiness skills would be delayed until alternative funding sources can be identified. LH has diversified financial opportunities and seeks funds from private and government grants, individual/foundation gifts, corporations, events, and tuition. Our biggest fundraising event is our Youth Film Festival, providing a portion of our operating budget. Additionally, we continue to improve our award winning, fee-based summer programs which grew from 232 students in 2018 to 309 students in 2019, resulting in a 44% increase in participation. 85 students were on our 2019 summer waitlist and with the completion of our new studios in 2020, we expect to accommodate them next summer along with growing our financial aid offerings if necessary local government funding is received. City Manager’s Proposed Funding: $0 P a g e | 40 COVID UPDATE: 1. Changes since COVID: Lighthouse has postponed in-person events and adapted surviving workshops to be online 2. Additional Services Related to COVID: Lighthouse added additional online spring workshops and providing no contact equipment rentals. 3. Recovery Strategies: Programming will continue to be virtual until it is safe to gather. 4. Future Services: Services will be provided virtually. P a g e | 41 LITERACY VOLUNTEERS OF CHARLOTTESVILLE/ ALBEMARLE Adult Workforce Tutoring Rating level 1-B Applicant’s Description of the Program: Literacy Volunteers provides free, confidential, one-to- one tutoring to adults who wish to improve their reading, writing, and/or English speaking skills so that the can become self-sufficient, valuable contributors to our local workforce. Individualized tutoring helps our adult students meet their specific educational and career goals when their needs cannot be met in formal classes. Request: Literacy Volunteers requested $42,158 from the City to help with services to 160 City residents. The amount requested represents 8.8% of the program’s projected revenues for FY21. Panel Review: The Vibrant Community Fund panel rated the application as “Exemplary” (level 1). The type of service was rated as an “important” (level B) priority for the City. Applicant’s Description of Impact if Not Funded: Local government funds are used as a match for our Virginia Department of Education grant, so not receiving ANY local funds means our workforce tutoring program will go from serving 320 students per year to approximately 50. Our average cost per student is approximately $1000 per student, per year. However, our costs aren’t completely proportional, as our largest expenses are staffing and rent. If there was a significant reduction in local government funding, we would cut staffing, changing a full-time position with benefits to a part-time position without benefits. We would also cut out all group study and student workshops so we can give up space to reduce our market-based rent expenses at the Jefferson School. This would also impact several other organizations that we regularly let use our space for free. Recently, these include: Spread the Vote / Project ID, Delta Sigma Theta (Delta Academy), United Way (Charlottesville Area Association of Volunteer Administrators), United Way (Tax Prep), Toastmasters Club, Fountain Fund (Board Meetings and programs), Optima Health (Health literacy classes), Common Ground (Board Meetings), Jefferson School City Center White Fragility Group, PVCC WorkForce Services & Health and Life Sciences Divisions, and Thomas Jefferson Adult and Career Education (TJACE@PVCC). Our current staff and board conducts all the fundraising activities in house, and we do not have a staff person solely focused on development efforts. Even so, we write approximately 40 grants per year to many sorts of funders, and make numerous in- person appeals to individuals. Without more development staff there is little probability of raising enough funds to make up for losing local government support. Realistically, I’m not sure how much more fundraising we can do, especially if we have to cut staff. City Manager’s Proposed Funding: $23,250 COVID UPDATE: 1. Changes since COVID: Literacy Volunteers has trained tutors to conduct on-line instructions and classes and groups via Zoom. However, there are skill and equipment gaps that LV is working to address. 2. Additional Services Related to COVID: LV is connecting students with resources. 3. Recovery Strategies: They are equipping seven small rooms into individual tutoring rooms for virtual learning. 4. Future Services: They will provide more training on online instruction to volunteers. Use of electronic instruction may increase. P a g e | 42 LOCAL FOOD HUB Fresh Farmacy: Fruit and Veggie Prescription Program Rating level 1-C Applicant’s Description of the Program: The Fresh Farmacy: Fruit and Veggie Prescription Program supplies low-income patients who are at risk for diet-related disease with a biweekly supply of fresh produce, education, and support. The food is sourced from small, independent farms in the region, strengthening their businesses and keeping dollars in the local economy. Request: Local Food Hub requested $37,260 from the City to help with services to 275 City residents. The amount requested represents 20.5% of the program’s projected revenues for FY21. Panel Review: The Vibrant Community Fund panel rated the application as “exemplary” (level 1). The shows strong collaboration and an effective outreach strategy. The type of service was rated as a “helpful” (level C) priority for the City. Applicant’s Description of Impact if Not Funded: Fresh Farmacy is a scalable program, meaning that the number of participants is based on funding levels. If not all funds are received, the program will be scaled down accordingly. First priority will be given to maintaining current levels of participants, with expansion and evaluation programs scaled to match funding levels. Fresh Farmacy is funded through a variety of community organizations and individual donors. If not fully funded, increased funding will be requested from other sources. City Manager’s Proposed Funding: $0 COVID UPDATE: 1. Changes since COVID: Fresh Farmacy was on track to start services in May, expecting to serve 300 people biweekly. Instead they opened two months earlier, and are serving 465 people weekly, soon to increase to 650. 2. Additional Services Related to COVID: The program is serving more people and more often. They expect to serve 160,000 shares of food as opposed to 3,679 first projected. 3. Recovery Strategies: The program never shut down. 4. Future Services: The program expects increased need. P a g e | 43 MONTICELLO AREA COMMUNITY ACTION AGENCY (2 applications) Head Start Rating level 1-B Applicant’s Description of the Program: Head Start promotes school readiness for children 3- to 4-years of age from low-income families by enhancing their cognitive, social, and emotional development. Head Start supports children's language, literacy, and social/emotional development, emphasizes the role of parents as their child's first and most important teacher, and builds relationships that support well-being and self-reliance. Request: MACAA Head Start requested $53,000 from the City to help with services to 35 City residents. The amount requested represents 1.9% of the program’s projected revenues for FY21. Panel Review: The Vibrant Community Fund panel rated the application as “Exemplary” (level 1). The type of service was rated as an “important” (level B) priority for the City. Applicants Description of Impact if Not Funded: In order to continue providing essential early education programming for underserved and low-income families, Head Start would be required to seek additional funding to maintain classroom ratios, family support services, and a required enrollment of at least 213 eligible students. This would place an exceptional burden on the agency to acquire additional funding to meet the required federal funding match without the support of local communities. A reduction in services would jeopardize MACAA’s standing as a Head Start grantee; therefore, all available agency resources would be required to mitigate this risk, to include adjustments/reductions in other programs and services, if needed. City Manager’s Proposed Funding: $29,230 COVID UPDATE: MACAA did not provide an update. Project Discovery (abbreviated application) Rating level 2-B Applicant’s Description of the Program: Project Discovery provides educational services to economically disadvantaged high school /first generation college students and their parents to ensure successful graduation from high school and enrollment in post-secondary education. This program provides educational workshops, campus visits, assistance with applications, and financial assistance in the form of fee waivers and scholarships. Request: MACAA Project Discovery requested $21,590 from the City to help with services to 40 City residents. The amount requested represents 15.3% of the program’s projected revenues for FY21. Panel Review: The Vibrant Community Fund panel rated the application as “Solid” (level 2). The type of service was rated as an “important” (level B) priority for the City. P a g e | 44 Applicants Description of Impact if Not Funded: If the program does not receive the funding requested, Project Discovery will have to use other financial resources to match the funding from Project Discovery of Virginia and TANF, which require a 100% match and a 20% match, respectively. We will require more funds be requested from other resources and funding organizations so that we can better carry out our program services including scholarships to graduating seniors. Current staffing hours may be reduced as a result of lack of funding for this program, which would be a detriment to the students in Charlottesville and Albemarle. Likewise, a lack of funding would require us to reduce the number of students served by roughly 25% overall, which would impact all localities served. It is also likely that without funding through this request that our pilot mentorship program will need to be delayed or other funding will have to be sought to cover that new expense. And lastly, without funding from this request, the amount of money we can provide in the form of scholarships will be reduced as well. City Manager’s Proposed Funding: $0 COVID UPDATE: MACAA did not provide an update. P a g e | 45 MUSICIANS UNITED TO SERVE THE YOUTH OF CHARLOTTESVILLE Rating level 4-C Applicant’s Description of the Program: The Music Resource Center works to reduce high-risk behaviors in Charlottesville-area 6th-12th graders via the universal language of music. We promote self-efficacy, create opportunities for self-expression, personal achievement and community contribution, and maintain a safe outside-of-school environment for our adolescent members, while contributing to our area's vibrant musical community. Request: Music Resource Center submitted two applications but the review Panel determined they were duplicative of each other and reviewed them as one application. Music Resource Center requested $42,773 from the City to help with services to 200 City residents. The amount requested represents 13.9% of the program’s projected revenues for FY21. Panel Review: The Vibrant Community Fund panel rated the application as “Weak” (level 4). The type of service was rated as a “helpful” (level C) priority for the City. Applicants Description of Impact if Not Funded: In large part, these funds would support our program staff, including raises and continuing to provide the level of health insurance coverage that has been available to our full-time employees for years. It also may be applied to increased hours to part-time staff, in the event of increased programming demands due to attendance. Unfortunately, due to the rising cost of health insurance, we may have to either reduce the level of coverage, or reduce the amount that MRC is able to cover. In order to keep our highly qualified, skilled staff, we need to stay competitive in compensation. We also need to be able to bring in part-time staff to support programming needs, especially for busy days and extended hours. Without these funds, we would not be able to maintain the level of health insurance coverage currently available, and most likely could not afford to provide cost-of-living raises to our staff. We will also most likely eliminate Saturday services. We would seek out other sources of funding, especially soliciting the support of new foundations and grant programs, and explore additional fundraising events, however these often require multiple years to build the relationships and/or momentum. City Manager’s Proposed Funding: $0 COVID UPDATE: 1. Changes since COVID: The Music Resource Center moved as much service on- line/remote as possible. They are also providing emotional support and social opportunities. 2. Additional Services Related to COVID: Music Resource Center is connecting families with food resources and offering tutoring to students struggling with on-line school. 3. Recovery Strategies: Music Resource Center will reopen during Phase 2, with masks, social distancing and enhanced sanitization. 4. Future Services: Music Resource Center will allow members to guide strategies. P a g e | 46 OFFENDER AID AND RESTORATION OF CHARLOTTESVILLE/ALBEMARLE INC. (5 applications) Charlottesville-Albemarle Adult Drug Treatment Court Rating level 1-A Applicant’s Description of the Program: The Adult Drug Treatment Court Program provides drug treatment and intensive supervision to drug offenders and drug related felony larceny offenders in the Circuit Courts of Charlottesville and Albemarle. It is designed to enhance public safety by focusing on the treatment needs of the local, non-violent adults charged with drug related offenses who are drug addicted. Request: OAR Adult Drug Treatment Court requested $75,947 from the City to help with services to 42 City residents. The amount requested represents 11.2% of the program’s projected revenues for FY21. Panel Review: The Vibrant Community Fund panel rated the application as “Exemplary” (level 1). The type of service was rated as an “essential” (level A) priority for the City. Applicant’s Description of Impact if Not Funded: Drug Court currently receives grant funds from local, state, and federal sources. However, the true operating funding for the Drug Court comes only from local and state sources. Our Federal funding from a SAMHSA grant is scheduled to end on September 30, 2020. It has been used to fund treatment expansion efforts for Drug Court participants including enhancing Region Ten Services and providing two part time Certified Peer Recovery Support Specialists for Drug Court. None of the SAMHSA grant has gone to operating funds. If we were to lose all or part of our local funding we could be forced to cut back on staff. At our current funding level, we are able to employ a Coordinator, two case managers, and a part time Sheriff's Deputy. We also provide funding to Region Ten each year to offset some of the additional costs incurred by Region Ten when serving Drug Court participants. Any significant decrease in funding would most likely result in OAR being forced to cut back on a staff position since salaries and benefits make up the majority of our budget. If we cut staff, we will not be able serve the same number of participants and we will be unable to provide the same quality of services. Another option would be to cut back on the funds we provide to Region Ten. This would result in a significant decrease in both the quantity and quality of treatment services. Additionally, collaboration would be seriously damage the integrity of the Drug Court program itself since Drug Courts rely heavily on with treatment providers. City Manager’s Proposed Funding: $73,669 COVID UPDATE: 1. Changes since COVID: Drug Treatment Court has modified all case management, treatment and court procedures via use of remote technology. Drug screening was halted and then transitioned to use of oral swabs. 2. Additional Services Related to COVID: Drug Treatment Court has expanded evening and weekend hours to meet needs of participants. They have provided CARE packages including masks, gift cards and workbooks. 3. Recovery Strategies: Drug Treatment Court is phasing up in person contacts and is part of the Court Transition Team. P a g e | 47 4. Future Services: Drug Treatment Court will begin use of remote technology as a standard element in programs. The oral drug testing may be more costly. Charlottesville-Albemarle Therapeutic Docket Rating level 1-A Applicant’s Description of the Program: The Charlottesville/Albemarle Therapeutic Docket is a collaborative problem solving General District Court docket designed to divert seriously mentally ill participants from the criminal justice system and into court-mandated and supervised community based treatment in order to improve both treatment and criminal justice outcomes. Request: OAR Therapeutic Docket requested $60,500 from the City to help with services to 15 City residents. The amount requested represents 50% of the program’s projected revenues for FY21. Panel Review: The Vibrant Community Fund panel rated the application as “Exemplary” (level 1). The type of service was rated as an “essential” (level A) priority for the City. Applicant’s Description of Impact if Not Funded: For FY20, the Therapeutic Docket received funding from the both Albemarle ($55,000) and Charlottesville ($55,000) and the Supreme Court of Virginia ($45,000). For FY21, there is no certainty that the Supreme Court will continue to fund at the same level if at all. The Docket intends to continue to request and advocate for state funding. The Docket has cultivated champions for funding at the state level however, at this point, state funding has not been secured. As such the Docket may be solely dependent on local funding. The request for funding is an increase of 10% from FY20 in order to maintain service delivery at current levels in the event of no state funding. FY20 funding supports client supervision, peer navigation through a contract with Partner for Mental Health and clinical treatment and case management through a contract with Region Ten. These three pillars (supervision, navigation and treatment) are essential for client success and the elimination or reduction of funding would force either the shutdown of the Docket or significantly impact the number of clients served and the services provided. City Manager’s Proposed Funding: $58,685 COVID UPDATE: 1. Changes since COVID: All contact has been by telephone and therapeutic services are provided via telehealth. 2. Additional Services Related to COVID: OAR has provided masks and gloves to clients and community partners. 3. Recovery Strategies: In early May, the therapeutic docket commenced socially distant personal contact using PPE. They returned to the Courtroom on May 26. 4. Future Services: As described in the original application. Local Probation Rating level 1-A Applicant’s Description of the Program: Local Probation provides supervision for offenders referred from the City of Charlottesville and the counties of Albemarle, Fluvanna, Greene, Goochland, Louisa, Madison, Nelson and Orange. The Local Probation program is designed to P a g e | 48 ensure the offenders strict compliance with the court orders while assisting the offender in addressing specific risk factors with the goal of reduction in recidivism. Request: OAR Local Probation requested $32,973 from the City to help with services to 400 City residents. The amount requested represents 5.4% of the program’s projected revenues for FY21. Panel Review: The Vibrant Community Fund panel rated the application as “Exemplary” (level 1). The type of service was rated as an “essential” (level A) priority for the City. Applicant’s Description of Impact if Not Funded: The vast majority of all funding provided to the program is used for staff salaries and related benefits. The program requests funding from all nine localities served based upon a formula determined by national probation officer caseload standards and the percentage of participants from each locality. Per national probation caseload standards, the program should be staffed with 14 officers. Current funding from all sources only supports staffing at 10 resulting in significantly higher than recommended caseloads. Additionally, the salaries of these staff are below the average for probation officers across the state and below the local average for similarly situated personnel with similar case management tasks. While most of the funding for the program comes from the state through the Department of Criminal Justice Services, local funding is critical to maintaining and supporting both the quality and quantity of services provided. Without local funding, specifically without funding from Albemarle County and Charlottesville, OAR would be faced with the very real possibility of reductions in staff which could/would lead to unsustainable caseload increases. Because the program is mandated to provide local probation services, we do not have the ability/authority to decline new clients or stop providing services to current referrals from the Court. With unsustainable caseloads, service delivery quantity and quality would decrease and the program's ability to offer and maintain evidence based supervision strategies for recidivism reduction would decrease. In addition to staff reductions, a funding cut from Albemarle County or Charlottesville would result in reductions in frequency of drug testing, reductions in travel for client contacts in the localities, reduced or eliminated MRT classes, and reductions in evidence based supervision training for officers in trauma, mental health, substance abuse etc. Service delivery intensity would be shifted to those localities that do provide funding per the formula. The only way that the program could offset any local funding cut in the short term would be to increase the supervision fees imposed upon probationers, thus shifting the burden of funding the program onto some of our community’s most disadvantaged citizens. In short, without local funding support, the program would be unable to provide the necessary staff and evidence based supervision strategies necessary to reduce re-offending. City Manager’s Proposed Funding: $31,984 Pretrial Services Rating level 1-A Applicant’s Description of the Program: The pretrial program assists courts in making pretrial release decisions based on validated risk factors for release into the community. The program screens, interviews, and makes bond recommendations for the awaiting trial population in the jail on a daily basis. The program supervises defendants once released into the community to ensure appearance in court and to monitor good behavior. Request: OAR Pretrial Services requested $53,046 from the City to help with services to 500 City residents. The amount requested represents 8.3% of the program’s projected revenues for FY21. Panel Review: The Vibrant Community Fund panel rated the application as “Exemplary” (level 1). The type of service was rated as an “essential” (level A) priority for the City. P a g e | 49 Applicant’s Description of Impact if Not Funded: The vast majority of all funding provided to the program is used for staff salaries and related benefits. The program requests funding from all nine localities served based upon a formula determined by the percentage of participants per locality. Additionally, the salaries of these staff are below the average for pretrial officers across the state and below the local average for similarly situated personnel with similar case management tasks. While most of the funding for the program comes from the state through the Department of Criminal Justice Services, local funding is critical to maintaining and supporting both the quality and quantity of services provided. Across the state of Virginia, local government supplement state funding at an average of 60% of total funding (vii). Without local funding, specifically without funding from Albemarle County and Charlottesville, OAR would be faced with the very real possibility of reductions in staff which could/would lead to unsustainable caseload increases. Because the program is mandated to provide pretrial services, we do not have the ability/authority to decline new clients or stop providing services to current referrals from the Court. With unsustainable caseloads, service delivery quantity and quality would decrease and the program's ability to offer and maintain evidence based supervision strategies for recidivism reduction and fail to appear would decrease. In addition to staff reductions, a funding cut from Albemarle County or Charlottesville would result in reductions in frequency of drug testing, reduced ability to complete pretrial screening and investigation, reduced or eliminated MRT classes, and reductions in evidence based supervision training for officers in trauma, mental health, substance abuse etc. Service delivery intensity would be shifted to those localities that do provide funding per the formula. Pretrial service programs are also prohibited from collecting fees from clients. In short, without local funding support, the program would be unable to provide the necessary staff and evidence based supervision strategies necessary to reduce re-offending and fail to appear. City Manager’s Proposed Funding: $51,455 Reentry Services Rating Funding level 1-A Applicant’s Description of the Program: The Reentry Program was the first program offered in 1971. The program focuses on the reintegration of incarcerated adults into the community. The goal of the program is to provide a network of transitional and reentry services targeted to the offender population and address their risk/needs to reduce the barriers to successful self- sufficient reentry into the community. Request: OAR Reentry Services requested $92,609 from the City to help with services to 200 City residents. The amount requested represents 27.6% of the program’s projected revenues for FY21. Panel Review: The Vibrant Community Fund panel rated the application as “Exemplary” (level 1). The type of service was rated as an “essential” (level A) priority for the City. Applicant’s Description of Impact if Not Funded: Inmates returning to our community are faced with barriers to employment, housing, and social services. Inmates returning to the community are generally less prepared and more of a risk to offend than when they started their sentence. Incarceration of any significant length strips away the protective factors that increase the likelihood of successful reintegration. Currently, the Reentry Program is under-resourced for the community need. The approximate cost per reentry participant for services is approximately $660. It is challenging for the program to address the multitude of barriers returning citizen’s face upon release with the existing level of funding. The Reentry Program receives approximately 38% of program funding from the Department of Criminal Justice Services. The P a g e | 50 remaining 62% of funding is from the City of Charlottesville, County of Albemarle and United Way. Reductions or elimination of funding would dramatically curtail the level of services provided and the number of participants served. Since over 87% of program funding is for personnel, any reduction would necessitate staff position reductions or elimination. Reductions in staff would result in unsustainable caseloads for remaining staff. As such, service delivery and intensity would be reduced resulting in less case management, job coaching, life skill’s facilitation and job placement. Additionally, reductions would eliminate direct service to participants as payment for resources such as IDs, uniforms, crisis management, tools, bus passes etc. would be reduced or eliminated. All of which would significantly impact outcome achievement. The final result would yield former inmates returning to our community ill prepared to successfully re-integrate and live self-sufficient crime free lives. City Manager’s Proposed Funding: $89,831 P a g e | 51 ON OUR OWN CHARLOTTESVILLE OF CHARLOTTESVILLE, INC. (2 applications) General Operating (abbreviated application) Rating Level 2-B Applicant’s Description of the Program: On Our Own is a peer support recovery center whose mission and purpose are to provide mutual support, self-help, advocacy, education, information and referral services for individuals who acknowledge having significant problems in their lives due to mental health/addiction challenges and who are seeking to take responsibility for their own growth and recovery while supporting each other. Request: On Our Own General Operating requested $20,000 from the City to help with services to 400 City residents. The amount requested represents 4.3% of the program’s projected revenues for FY21. Panel Review: The Vibrant Community Fund panel rated the application as “solid” (level 2). The type of service was rated as an “important” (level B) priority for the City. Applicant’s Description of Impact if Not Funded: On Our Own applies for grants and funding from all local and state and federal sources. If we do not receive funding, our staff may not be able to provide a living wage or insurance to each staff person. We currently apply and receive funding from The United Way, The Elmo Foundation, the Batten Family Fund, The Audiovans Relief Fund, Bamaworks, The Horton Foundation, The Berkeley Foundation, Department of Behavioral Health and Developmental Services and the Dammann Fund. We are always looking for new ideas and applying when possible. Sadly, we just found out that the United Way has decided not to fund mental health anymore. The United Way funding is a significant part of our budget (About 8.75% of our annual budget). We will have to find ways to recoup that loss. City Manager’s Proposed Funding: $0 COVID UPDATE: 1. Changes since COVID: On Our Own maintains daily contact with members. They transitioned from serving 34 members daily to 64 persons each day. The program offers 2 or 3 on-line meetings 6 days a week. 2. Additional Services Related to COVID: The Center has become a foodbank providing weekly distribution to members. Staff and volunteers made and distributed masks. On Our Own has provided free emotional CPR training to 7 organizations. 3. Recovery Strategies: On Our Own will follow CDC and VDH guidelines. 4. Future Services: Per the request of members, On Our Own will continue a weekly Zoom meeting, even after social distancing ends. They will expand emotional CPR and Personal medicine training. P a g e | 52 Wellness Recovery Action Plan (WRAP) (abbreviated application) Rating level 2-A Applicant’s Description of the Program: The Wellness Recovery Action Plan is an evidence based personalized wellness and recovery system rooted in the principle of self-determination. WRAP is a wellness and recovery approach that helps people to: 1) decrease and prevent intrusive or troubling feelings and behaviors; 2) increase personal empowerment; 3) improve quality of life; and 4) achieve their own life goals and dreams. Request: On Our Own WRAP program requested $12,000 from the City to serve 105 City residents. The amount requested represents 46% of the program’s projected revenues for FY21. Panel Review: The Vibrant Community Fund panel rated the application as “solid” (level 2). The type of service was rated as an “important” (level B) priority for the City. Applicant’s Description of Impact if Not Funded: If we do not receive the money to provide a WRAP training we would have an inability to offer it to the community and we would have to send our staff and others to attend this valuable training outside of the area. This would cause a burden on our current budget. The cost to attend a training per person out of the area is approximately $3000 per person. Having an advanced level trainer available to train is much less costly to our community. City Manager’s Proposed Funding: $7,920 COVID UPDATE: 1. Changes since COVID: This program pivoted from being done in group sessions to individual session. 2. Additional Services Related to COVID: Provision of individual sessions has been more time-consuming. 3. Recovery Strategies: They will follow CDC and VDH guidelines. 4. Future Services: As described in the original application. P a g e | 53 PARTNER FOR MENTAL HEALTH Rating Level 2-B Applicant’s Description of the Program: Through its Systems Navigator Program, Partner for Mental Health helps people with mental illness reach their recovery goals and achieve stability by acting as unbiased brokers of services, and advocating for timely and respectful service across the mental health care, physical health care, social services, and criminal justice systems in Albemarle County and the City of Charlottesville. Request: Partner for Mental Health requested $30,000 from the City to help with services to 100 City residents. The amount requested represents 8% of the program’s projected revenues for FY21. Panel Review: The Vibrant Community Fund panel rated the application as “solid” (level 2). The type of service was rated as an “important” (level B) priority for the City. Applicant’s Description of Impact if Not Funded: Understanding the importance of long-term sustainability, PMH’s staff and board are constantly developing and implementing plans to diversify our funding. PMH is confident they will be able to increase programmatic and organizational sustainability through a combination of several strategies: • Strengthening board and staff’s fundraising capacity through professional development opportunities • Building and sustaining relationships with other local foundations • Developing stronger ties to local corporations as well as to small businesses • Improving and innovating on our special events in order to bring in more revenues • Evolving the annual mailing campaign through innovative donor-centric communication • Expanding individual donor cultivation activities, and • Exploring earned-income strategies PMH believes that through a robust fundraising plan combined with an organizational culture of philanthropy, PMH will be able to sustain, expand, and scale its program to effectively serve the community for the long-term. City Manager’s Proposed Funding: $0 COVID UPDATE: Partner for Mental Health did not provide an update. P a g e | 54 PIEDMONT COURT APPOINTED SPECIAL ADVOCATES, INC. (2 applications) Bridges to Success for Older Youth in Foster Care (abbreviated application) Rating level 3-B Applicant’s Description of the Program: “Bridges to Success” provides professional coaches for CASA youth ages 3-18, and young adults up to 21. Using relationship building, problem solving, capacity building, and persistence, Bridges Coaches work with youth to develop comprehensive, holistic, and measurable plans that will guide and support their successful transition into independent lives that are safe and self-sufficient. Request: Piedmont CASA Bridges to Success requested $15,000 from the City to help with services to 20 City residents. The amount requested represents 6.5% of the program’s projected revenues for FY21. Panel Review: The Vibrant Community Fund panel rated the application as “Fair” (level 3). The type of service was rated as an “important” (level B) priority for the City. Applicants Description of Impact if Not Funded: A $25,000 grant from the City of Charlottesville means much more than 2.59% of our budget. A $10,000 grant from Albemarle County is much more than 1.04% of our budget. The support of our local governments is a public acknowledgments that the issues of child abuse and neglect are serious. That we are, as a community, committed to mitigating the terrible damage it inflicts on individuals as well as the public at large. And that as a community, we have pledged to change both the long and short- term outcomes for our youngest victims. Your support is an endorsement that helps us obtain additional support from individuals, foundations, organizations, and corporations. Fiscally, Piedmont CASA runs a very tight ship: between 85% and 87% of our annual budget is spent on program services to children. The remaining 13% to 15% is Core Mission Support: our investment in strong strategic finance and accounting, progressive human resources, capable and responsible board governance, engaged development, and fundraising. City Manager’s Proposed Funding: $0 COVID UPDATE: 1. Changes since COVID: The program has intensified because the young adults sheltering in place needed additional supports and connections from their Coaches. 2. Additional Services Related to COVID: CASA has provided Personal Protective Equipment for staff, volunteers, and young people. 3. Recovery Strategies: The Bridges to Success program has remained fully functional. 4. Future Services: One challenge moving forward will be to help young adults maintain their eligibility for Fostering Futures, which requires them to be working or in school. P a g e | 55 CASA Volunteers Rating level 1-A Applicant’s Description of the Program: Piedmont CASA recruits, screens, and trains Volunteers to advocate in court for abused and neglected children. Once inducted by the court and assigned to a case, these Court Appointed Special Advocates conduct independent investigations and compile written reports, under the supervision of a professional staff, to help judges arrive at decisions that are in the best interest of the children. Request: Piedmont CASA Volunteers program requested $10,000 from the City to help with services to 112 City residents. The amount requested represents 3.3% of the program’s projected revenues for FY21. Panel Review: The Vibrant Community Fund panel rated the application as “Exemplary” (level 1). The type of service was rated as an “essential” (level A) priority for the City. Applicants Description of Impact if Not Funded: A $25,000 grant from the City of Charlottesville means much more than 2.59% of our budget. A $10,000 grant from Albemarle County is much more than 1.04% of our budget. The support of our local governments is a public acknowledgment that the issues of child abuse and neglect are serious. That we are, as a community, committed to mitigating the terrible damage it inflicts on individuals as well as the public at large. And that as a community, we have pledged to change both the long and short- term outcomes for our youngest victims. Your support is an endorsement that helps us obtain additional support from individuals, foundations, organizations, and corporations. Fiscally, Piedmont CASA runs a very tight ship: between 85% and 87% of our annual budget is spent on program services to children. The remaining 13% to 15% is Core Mission Support: our investment in strong strategic finance and accounting, progressive human resources, capable and responsible board governance, engaged development, and fundraising. City Manager’s Proposed Funding: $9,700 COVID UPDATE: 1. Changes since COVID: All services are being provided remotely. New volunteers are being trained on-line. 2. Additional Services Related to COVID: While there has been a drop in new referrals while courts were closed, CASA anticipates an increase referrals as children become more visible. As a result, an additional class of volunteers will be trained this summer. 3. Recovery Strategies: CASA volunteer services have remained fully functional. 4. Future Services: Services will continue w P a g e | 56 PIEDMONT FAMILY YMCA, INC. YMCA Early Learning Center Rating level 1-B Applicant’s Description of the Program: The YMCA Early Learning Center is the largest area nonprofit child care provider for low-income youth ages 0-5. We offer a high-quality, full-day, year-round licensed early childhood education and school readiness program with the goal to prepare children to meet kindergarten readiness benchmarks and support economic self- sufficiency for area families. Request: YMCA Early Learning Center requested $68,000 from the City to help with services to 112 City residents. The amount requested represents 6.7% of the program’s projected revenues for FY21. Panel Review: The Vibrant Community Fund panel rated the application as “Exemplary” (level 1). The type of service was rated as an “important” (level B) priority for the City. Applicants Description of Impact if Not Funded: In order to operate the YMCA Early Learning Center with a 87% subsidy rate for primarily low-income families, a blended funding stream is required. Our current financial model includes $66,000 (7%) in federal dollars, $384,598 (41%) in state dollars, and $165,000 (18%) in local grants. Only $316,374 (34%) comes from direct program service fees. If we did not receive any or all funding from Vibrant Community/ABRT, we would continue to apply for funds from other sources, which vary greatly from year-to-year. If funds are not available to cover subsidy tuition and scholarships, we unfortunately reduce the number of families that are provided scholarships. Lack of City/Vibrant Community funding could impact upwards of 58 children and families and lack of funding from County/ABRT funding could impact upwards of 29 children and families. The YMCA Early Learning Center engages children ten hours a day, five days a week, fifty-two weeks a year. 58 City of Charlottesville children translates into 150,800 hours and 29 Albemarle children translates into 75,400 hours. The direct-service hours we have with these children is tremendous and the impact on parents is life-changing. City Manager’s Proposed Funding: $37,052 COVID UPDATE: 1. Changes since COVID: On March 17, the YMCA closed the Early Learning Center suspended in-person programming and tuition fees. They pivoted to virtual learning. All 22 staff were retained and paid. 2. Additional Services Related to COVID: The YMCA assisted with food distribution and established a pen-pal program for isolated seniors. 3. Recovery Strategies: The Early Learning Center plans to re-open July 1, with enhanced social distancing, cleaning, and disinfecting. 4. Future Services: With the exception of social distancing and cleaning, services are expected to be as described in the original application. P a g e | 57 PIEDMONT HOUSING ALLIANCE (2 applications) Affordable Housing Management and Development Rating level 1-A Applicant’s Description of the Program: The Affordable Housing Management and Development program increases affordable housing options and ensures residents are safe and stable through developing and managing safe, lasting and sustainable affordable housing and providing resident services that support housing stability and affordability; in addition, we work to strengthen the housing ecosystem through co-planning and collaboration. Request: PHA Affordable Housing Management and Development requested $35,612 from the City to help with services to 249 City residents. The amount requested represents 1.2% of the program’s projected revenues for FY21. Panel Review: The Vibrant Community Fund panel rated the application as “exemplary” (level 1). The type of service was rated as an “essential” (level A) priority for the City. Applicants Description of Impact if Not Funded: Without the requested funding, our Affordable Housing Development and Management team will be constrained in its ability to drive the development of new affordable housing and to properly staff and maintain our portfolio of existing affordable housing. We would seek funding from other sources; however, our budget is diversified and already includes earned revenue and projected fundraising. Funding from local governments is critical to address our affordable housing crisis. Real estate development is a complicated, expensive, multi-year, capital-intensive process, requiring specialized expertise. We plan to add a Real Estate Development Manager to our staff over the next year to drive the acceleration of more affordable housing development. Reduced funding would compromise our ability to successfully develop new affordable housing, given the amount of uncompensated predevelopment work required to plan, finance, and create new affordable housing. Our community management is both compliance-focused and resident-focused, also requiring specialized expertise. We aim to keep our rents affordable to serve the population who cannot financially compete in a rental market with ever-increasing rents; at the same time, we demonstrate the value of complementary resident services that promote housing stability and housing affordability. We cannot deliver our affordable housing management services with fewer staff; reduced funding would require us to diminish services or increase rents. City Manager’s Proposed Funding: $34,544 COVID UPDATE: 1. Changes since COVID: PHA has worked partners to work with secure food for 350 tenants age 55+. 2. Additional Services Related to COVID: PHA has significantly increase resident services. Maintenance routines have changed to focus on emergencies and cleaning. 3. Recovery Strategies: PHA will maintain services 4. Future Services: There will be a stronger emphasis on eviction prevention. P a g e | 58 Housing Opportunity Services Rating level 1-A Applicant’s Description of the Program: Comprehensive housing and financial counseling and education for home purchase, money management, credit repair, saving for asset building, rental issues, fair housing, and foreclosure prevention; down payment loans, low-cost financing, and matched-savings to assist with first time home ownership and asset-building; in City, economic opportunity and career goal services at Friendship Court. Request: PHA Housing Opportunity Services requested $106,833 from the City to help with services to 300 City residents. The amount requested represents 13.2% of the program’s projected revenues for FY21. Panel Review: The Vibrant Community Fund panel rated the application as “exemplary” (level 1). The type of service was rated as an “essential” (level A) priority for the City. Applicants Description of Impact if Not Funded: Without local government funding, we would be required to reduce staffing and reduce services; clients in need of housing counseling services would go unserved. This would impact a significant number of low-income community members (approximately 175 clients per housing counselor) who would not receive the staff-intensive financial education, one-on-one housing counseling, and home purchase financing needed to improve their credit, increase their savings, reach their housing goals, and purchase their first home in this high-cost housing market; many families would remain financially stagnant. While we would seek funding from other sources, we already leverage and maximize state VHDA funds, foundation and corporate support. City Manager’s Proposed Funding: $103,628 COVID UPDATE: 1. Changes since COVID: PHA continues to offer housing counseling and education, using remote technology. 2. Additional Services Related to COVID: PHA is working with a coalition of deeply committed nonprofit service providers with expertise in housing and financial counseling, workforce development and job benefits navigation, we are working to create an Financial Opportunity Center, a one-stop shop for clients seeking an array of supports to stabilize and strengthen economic opportunities for themselves and their families. The core partners include Network2Work, United Way, CRHA, MACAA, IRC and CIC. 3. Recovery Strategies: Not provided. 4. Future Services: Financial Opportunity Center. P a g e | 59 READY KIDS (3 applications) Counseling and Family Support Program Rating level 1-A Applicant’s Description of the Program: The ReadyKids Counseling & Family Support Program provides mental health counseling and support services to promote healthy interactions, decrease trauma symptoms, reduce parental stress and help manage family crisis. Request: ReadyKids Counseling and Family Support requested $63,778 from the City to help with services to 601 City residents. The amount requested represents 6.1% of the program’s projected revenues for FY21. Panel Review: The Vibrant Community Fund panel rated the application as “Exemplary” (level 1). The type of service was rated as an “essential” (level A) priority for the City. Applicants Description of Impact if Not Funded: Without funding from the City and County, ReadyKids would be faced with the decision of whether to make cuts to the REAL Dads program or to Inside Out Counseling. Decisions would be based on careful considerations, longevity and impact of the program and community feedback. If REAL Dads funding were decreased, ReadyKids would be forced to eliminate one Fatherhood Specialist position and upwards of 40 fathers would not receive critical fatherhood mentoring. If Inside Out funding were decreased ReadyKids would be forced to eliminate one full-time masters-level Counselor. As a result, an additional 40 kids would join the current 55 children already waiting for trauma-based counseling services at ReadyKids. Subsequently, the City and County should be prepared to see an increase in the number of children experiencing unresolved trauma from abuse/neglect, a potential strain on local mental health facilities, increased recidivism and an increase in family violence rates. City Manager’s Proposed Funding: $61,865 COVID UPDATE: 1 Changes since COVID: ReadyKids providing counselling and family support services remotely using telehealth. Real Dads is working remotely with recently release fathers. 2 Additional Services Related to COVID: ReadyKids has provided virtual workshops for teens to manage stress, isolation and disruption of routines. They are working with a local pediatric practice to provide parenting tips. 3 Recovery Strategies: Services will continue to be provided remotely until the COVID emergency ends. 4 Future Services: ReadyKids anticipates an increased need for intensive counseling services. P a g e | 60 Early Learning Program Rating level 1-B Applicant’s Description of the Program: The ReadyKids Early Learning Program provides early literacy and social/emotional development education for at-risk, low-income children ages 0-5 and improves the quality of early childhood education in our community. Request: ReadyKids Early Learning requested $39,482 from the City to help with services to 540 City residents. The amount requested represents 4.5% of the program’s projected revenues for FY21. Panel Review: The Vibrant Community Fund panel rated the application as “Exemplary” (level 1). The type of service was rated as an “important” (level B) priority for the City. Applicants Description of Impact if Not Funded: ReadyKids is committed to having a diverse and robust funding model. Funds from the City of Charlottesville and County of Albemarle are a key part of the sustainability of this model. The long-standing partnership allows us to provide critical programming to kids and families, and early childhood educators in our community. Without funding from the City and County, the Early Learning Program would be forced to eliminate one full-time position. As a result, we would need to eliminate weekly early learning playgroups in two low-income communities (ex. Friendship Court in the City or Southwood in the County). This would affect upwards of 60+ families receiving evidenced-based, quality early learning programming. Subsequently, the City and County should be prepared to see an increase in the number of children entering kindergarten ill prepared to succeed, an increase in school intervention services needed, and a decrease in the overall quality of early care and education available in our community. City Manager’s Proposed Funding: $21,774 COVID UPDATE: 1. Changes since COVID: ReadyKids is providing early learning services has switched to a virtual model. 2. Additional Services Related to COVID: ReadyKids has provided at-home school readiness learning activities and has partnered with the United Way to provide child care providers with small business support, crisis management expertise and help applying for small business loans and grants. 3. Recovery Strategies: Services will continue to be provided remotely until the COVID emergency ends. 4. Future Services: Services will be provided remotely until the crisis ends. P a g e | 61 ReadyKids Healthy Families/Home Visiting Collaborative Rating level 1-B Applicant’s Description of the Program: The ReadyKids Healthy Families Program, part of the Home Visiting Collaborative, addresses the issues and needs of low-income families with children ages 0-6 and pregnant women to promote outcomes focused on health, positive parenting and self-sufficiency so that children have the best opportunity to enter school healthy and ready to learn. Request: ReadyKids Healthy Families Home Visiting requested $87,989 from the City to help with services to 56 City residents. The amount requested represents 18.9% of the program’s projected revenues for FY21. Panel Review: The Vibrant Community Fund panel rated the application as “Exemplary” (level 1). The type of service was rated as an “important” (level B) priority for the City. Applicants Description of Impact if Not Funded: ReadyKids is committed to having a diverse and robust funding model. Funds from the City of Charlottesville and County of Albemarle are a key part of the sustainability of this model. The long-standing partnership allows us to provide critical programming to kids and families in our community as well as use local government funding to leverage over $180,000 in annual state funding (via required match). Without funding from the City and County, the ReadyKids Healthy Families program would be forced to eliminate two full-time Family Support Worker positions. As a result, more than 60 plus additional families would join the 540 families already eligible for home visiting services that are not currently being reached (Source: Analysis of Fiscal Resources and Issues Impacting Early Childhood Development and School Readiness in Charlottesville and Albemarle County). Subsequently, the City and County should be prepared to see an increase in the number of children entering kindergarten ill prepared to succeed, an increase in Adverse Childhood Experiences (ACES), and an increase in child abuse/neglect rates. City Manager’s Proposed Funding: $48,526 COVID UPDATE: 1. Changes since COVID: ReadyKids Healthy Kids is providing services remotely. 2. Additional Services Related to COVID: ReadyKids is providing telehealth counseling to mothers with depression, anxiety and complex trauma. 3. Recovery Strategies: Services will continue to be provided remotely until the COVID emergency ends. 4. Future Services: The program will continue to emphasize stress, crisis and case management to all participants during and in the aftermath of COVID-19. P a g e | 62 SEXUAL ASSAULT RESOURCE AGENCY Survivor Services Rating Level 2-A Applicant’s Description of the Program: The Sexual Assault Resource Agency (SARA) provides comprehensive services, information and referral to survivors of sexual violence, including crisis intervention, therapy, and court advocacy, available at no cost to survivors. These services support recovery from trauma, a return to normal functioning and mental health, and access to justice. Crisis services are available 24/7/365. Request: Sexual Assault Resource Agency requested $35,000 from the City to help with services to 629 individual survivors (locality breakdown not provided). The amount requested represents 5.3% of the program’s projected revenues for FY21. Panel Review: The Vibrant Community Fund panel rated the application as “solid” (level 2). The type of service was rated as an “essential” (level A) priority for the City. Applicant’s Description of Impact if Not Funded: Funding from the City of Charlottesville and Albemarle County is crucial to our services to the community. We use these funds as part of the required match with state and federal funding from the Department of Criminal Justice Services and to cover additional expenses not met by grant funds. If funding is not received, we would likely have to look at reduction of staffing as well as reduction of services. We have asked for a small increase in funding from the City of Charlottesville based on our service numbers to the City - and because this is the first time we have been allowed to ask for such an increase. This past year, without any advance notice, the Department of Criminal Justice Services moved to a quarterly reimbursement basis for their funds while in the past, we had been able to draw funds down during the quarter. This change has impacted our day-to-day operations and has required us to move funds from our reserve. This change has also increased our gratitude and need for funding from our localities. Additionally, we find that when applying to other grant sources, it is helpful to tell those sources that we receive local funding as it increases our validation with them. City Manager’s Proposed Funding: $0 COVID UPDATE: 1. Changes since COVID: SARA is providing services remotely using telehealth. 2. Additional Services Related to COVID: None described. 3. Recovery Strategies: Services will continue to be provided remotely until the COVID emergency ends. 4. Future Services: SARA does not expect services to change other than that they are now provided virtually. P a g e | 63 SHELTER FOR HELP IN EMERGENCY (2 applications) Outreach and Community Services Rating level 1-A Applicant’s Description of the Program: The Shelter for Help in Emergency Outreach and Community Services program encompasses our 24-hour hotline, supportive counseling and legal advocacy for victims of domestic violence, volunteer recruitment, and allied professional training. Request: The Shelter for Help in Emergency Outreach and Community Service program requested $132,750 from the City to help with services to 735 City residents. The amount requested represents 17.8% of the program’s projected revenues for FY21. Panel Review: The Vibrant Community Fund panel rated the application as “Exemplary” (level 1). The type of service was rated as an “essential” (level A) priority for the City. Applicant’s Description of Impact if Not Funded: The Shelter constantly seeks to diversify and strengthen its funding platforms. Understanding the fluctuating nature of funding and philanthropy, we strive to maintain a balance of funding sources and actively seek all available opportunities. In recent years local government support has provided around 20% of the Shelter’s overall funding, with the remainder coming from state and federal grants, individual donors and fundraising activities. However, Charlottesville and Albemarle residents represent the largest percentage of the Shelter’s clients. Maintaining a level of 20% funding of the Shelter programs represents an overall decrease in local support as organization costs increase each year. Funding from local government has decreased significantly over the years as a proportion of the Shelter’s funding needs. Prior to the current 20% level, local support met 1/3 of the Shelter’s fiscal need. Any decrease in funding would have a direct impact on the people we serve. Any reductions in this funding would result in cuts to staff levels and services to victims. Loss of these funds would result in the need to cut 2-C advocate positions. This represents a 50% reduction for our residential and outreach programs. These are crucial positions providing the support survivors need to achieve self-sufficiency and safety for themselves and their children. These specialized services not only provide an equitable pathway for vulnerable residents, but they also reduce the burden on city and county resources that would otherwise be sought. City Manager’s Proposed Funding: $128,768 COVID UPDATE: 1. Changes since COVID: All volunteer operations were canceled requiring additional staff time. All support services are virtual. 2. Additional Services Related to COVID: There have been increased calls to the 24 hour hotline. 3. Recovery Strategies: Outreach services will respond to the circumstances and reopening of partners, such as Courts and Social Services. P a g e | 64 4. Future Services: The Shelter expects an increase in requests for assistance related to stresses caused by COVID emergency. Residential Client Services Rating level 1-A Applicant’s Description of the Program: The Shelter for Help in Emergency Residential Services Program provides 24 hour safe shelter and trauma-informed, comprehensive support services to victims of domestic violence. Request: The Shelter for Help in Emergency Residential Client Services requested $92,250 from the City to help with services to 65 City residents. The amount requested represents 11.2% of the program’s projected revenues for FY21. Panel Review: The Vibrant Community Fund panel rated the application as “Exemplary” (level 1). The type of service was rated as an “essential” (level A) priority for the City. Applicant’s Description of Impact if Not Funded: Any decrease in funding would have a direct impact on the people we serve. Any reductions in this funding would result in cuts to staff levels and services to victims. Loss of these funds would result in the need to cut 2-C advocate positions. This represents a 50% reduction for our residential and outreach programs. These are crucial positions providing the support survivors need to achieve self-sufficiency and safety for themselves and their children. These specialized services not only provide an equitable pathway for vulnerable residents, but they also reduce the burden on city and county resources that would otherwise be sought. City Manager’s Proposed Funding: $89,483 COVID UPDATE: 1. Changes since COVID: The Shelter has moved to housing new residential clients in hotels to guard against the risk of bringing illness into the residential facility 2. Additional Services Related to COVID: The Shelter’s Hotel annex clients are being provided with food and basic living resources. 3. Recovery Strategies: The Shelter will gradually modify services following state guidelines. 4. Future Services: Future services will remain as stated in the original application. P a g e | 65 SIN BARRERAS- WITHOUT BARRIERS, INC. Growing to Maturity (abbreviated application) Rating level 4-C Applicant’s Description of the Program: In 2020 Sin Barreras will strengthen its services to the Hispanic immigrant community. The proposal plans to expand SBs' needs-based service provision, provide managerial continuity to our wide range of activities, and grow in new areas, e.g., eye care and tax advice. EOY results will show a 40% growth in walk-in clients compared to 2018, as we also begin determining selected impact indicators. Request: Sin Barreras requested $11,000 from the City to help with services to 2,510 City residents. The amount requested represents 10.6% of the program’s projected revenues for FY21. Panel Review: The Vibrant Community Fund panel rated the application as “Weak” (level 4). The type of service was rated as a “helpful” (level C) priority for the City. Applicant’s Description of Impact if Not Funded: If we are unsuccessful in attracting City and County support, we will be forced to scale down our activities drastically. As it is now, we are requested by other donors to defray half of the cost of our only full-time employee, and this represents a significant challenge. This request to the City and the County will only fund two- thirds of the salary costs of two part-time employees, requiring us to find the balance from other donors. If we are not successful in this appeal, we would likely be required to release both part- time employees who do much of the day-to-day work. The delivery of our many services would surely be cut in half. City Manager’s Proposed Funding: $0 COVID UPDATE: 1. Changes since COVID: Sin Barreras has seen has seen an increase in requests for assistance with food insecurity and bills, especially among undocumented residents. The number of clients increased from 153 to 318. 2. Additional Services Related to COVID: Sin Barreras has assisted with requests for funding, Wi-Fi access, and seeking unemployment. They collaborated to raise $50,000 for food assistance. 3. Recovery Strategies: Sin Barreras does not expect to reinstate ESOL training workshops or group activities soon. Instead, they will provide one-to one support. 4. Future Services: Sin Barreras expects the need for services to increase. P a g e | 66 THOMAS JEFFERSON AREA COALITION FOR THE HOMELESS (TJACH) (4 applications) PACEM - Shelter Operations plus Guest Advocacy Rating level 2-A Applicant’s Description of the Program: PACEM provides thermal, low-barrier shelter during the coldest months of the year to ~250 homeless individuals who would otherwise be sleeping on the streets of Charlottesville. PACEM meets immediate needs for safety, shelter, and food while helping our homeless guests apply for stable/permanent housing, connecting them to mainstream social services, and removing barriers to both jobs and housing. Request: TJACH PACEM Shelter Operations requested $40,000 from the City to help with services to 90 City residents. The amount requested represents 8.8% of the program’s projected revenues for FY21. Panel Review: The Vibrant Community Fund panel rated the application as “Solid” (level 2). The type of service was rated as an “essential” (level A) priority for the City. Applicants Description of Impact if Not Funded: This request is simply to expand our shelter services. Our current season last 24 weeks. We traditionally open the last weekend of October and close the second week of April. Each week of shelter costs approximately $6,000-7,000. $40,000 would enable PACEM to open at the beginning of October and stay open for the entire month of April. If we do not receive the funding, it will in no way impact our core services, it will simply allow us to expand those we currently offer. Although we have historically not opened until the last weekend of October it is often significantly cold earlier in the month. When we close in mid-April there are still significant wet and cold nights. We are committed to exploring any options to expand our services and will pursue any opportunities as they arise. For instance, we recently toured a facility that would have allowed us to operate in a fixed spot for a few weeks this season. We will continue to investigate any options that will allow us to shelter our guests for longer than our current season. City Manager’s Proposed Funding: $26,400 COVID UPDATE: 1. Changes since COVID: PACEM relocated men’s and women’s shelters from rotating churches to stationary sites and extended the season. Medically fragile people have been housed in hotels. 2. Additional Services Related to COVID: PACEM and the Haven have added a full- time intake coordinator. 3. Recovery Strategies: PACEM will CDC guidelines, using a phased approach. 4. Future Services: If they receive requested funds, PACEM will extend their season. P a g e | 67 The Haven - Vital Housing Services Rating Level 1-A Applicant’s Description of the Program: The Thomas Jefferson Area Coalition for the Homeless requests financial support on behalf of The Haven to provide vital housing services to individuals and families at risk of or experiencing homelessness, including Rapid Re-housing and Prevention subsidies and services, Outreach & Diversion, Coordinated Entry administration, Housing Navigation, and Housing Stabilization Case Management. Request: TJACH The Haven Vital Housing Services requested $145,000 from the City to help with services to 575 City residents. The amount requested represents 17.7% of the program’s projected revenues for FY21. Panel Review: The Vibrant Community Fund panel rated the application as “Exemplary” (level 1). The type of service was rated as an “essential” (level A) priority for the City. Applicants Description of Impact if Not Funded: The Haven’s annual funding stream is comprised of ongoing public & private support. Recently, we have benefited from an increasing pool of 1) regular (often monthly) donors, 2) generous awards from local, regional, & national foundations, & 3) successful bids for local, state, & federal contracts. Increased funding & support confirms our role in the homeless system of care as the primary intervention for low- barrier respite care, service provider outreach & referral, and housing programs. If we do not receive any or all funds requested, we will take several steps: 1) problem-solve with both The Haven & TJACH governance boards, 2) reach out to the Department of Housing & Community Development for guidance, 3) engage major donors committed to The Haven’s mission & vision, and, if need be, 4) streamline & restructure housing program/services personnel. City Manager’s Proposed Funding: $140,650 COVID UPDATE: 1. Changes since COVID: The Haven has increased health screening for anyone entering the building. They have consolidated the revolving soup kitchen to two locations: the Haven and Salvation Army 2. Additional Services Related to COVID: The Haven has worked with partners to house high risk individuals in hotels and will do so for 6 months. They are working to move people to permanent housing. 3. Recovery Strategies: The Haven will follow CDC guidelines. They will work to secure permanent housing for those in hotels and congregate settings. 4. Future Services: The Haven will earmarks funds for permanent housing. P a g e | 68 Virginia Supportive Housing - Case Management Rating Level 2-B Applicant’s Description of the Program: Funding would support case management and comprehensive supportive services for residents at The Crossings at Fourth and Preston, Virginia Supportive Housing's permanent supportive housing apartment community that serves individuals from Charlottesville and Albemarle County who have experienced chronic homelessness or who have low-income (less than 50% AMI). Request: TJACH Virginia Supportive Housing requested $20,000 from the City to help with services to 51 City residents. The amount requested represents 19.2% of the program’s projected revenues for FY21. Panel Review: The Vibrant Community Fund panel rated the application as “Solid” (level 2). The type of service was rated as an “important” (level B) priority for the City. Applicants Description of Impact if Not Funded: Virginia Supportive Housing is proud to have been able to sustain this program for several years thanks to the ongoing support of our funders. The impact these supportive services have had in changing individual's lives is beyond words. In order to align with best practices, VSH aims to provide two full-time supportive services staff in each of its supportive housing communities. If this requested funding is not granted, we will continue to pursue other funds to ensure the program continues its invaluable work in our community, though it may require a reduction in staffing until sufficient funds are available. City Manager’s Proposed Funding: $0 COVID UPDATE: 1. Changes since COVID: Virginia Supportive Housing closed all public spaces at the Crossings. 2. Additional Services Related to COVID: The Charlottesville Area Community Foundation provided assistance with rent for Crossings residents who lost employment. 3. Recovery Strategies: The Crossings is evaluating how and when to open public spaces. 4. Future Services: Virginia Supportive Housing is seeing increased anxiety and depression in their residents and will increase supportive services staffing. SSI/SSDI Outreach, Access, and Recovery (SOAR) Rating level 2-B Applicant’s Description of the Program: A dedicated staff person, using a best practice approach called SSI/SSDI Outreach, Access and Recovery (SOAR), will dramatically improve SSI/SSDI application success rates and reduce time from application to acceptance from 18 months to as little as 3 months for people with disabling conditions who are experiencing homelessness. Request: TJACH SOAR requested $25,000 from the City to help with services to 30 City residents. The amount requested represents 45.5% of the program’s projected revenues for FY21. P a g e | 69 Panel Review: The Vibrant Community Fund panel rated the application as “Solid” (level 2). The type of service was rated as an “important” (level B) priority for the City. Applicant’s Description of Impact if Not Funded: If funding were not received from the ABRT/Vibrant Community Fund process, the SOAR Specialist position would be required to change to a part-time position, significantly decreasing (by about half) the number of households the program would be able to serve. Funding would be sought from other sources to make the position whole, though the position would likely be amended to part-time for at least the next year while new sources were identified. City Manager’s Proposed Funding: $0 COVID UPDATE: 1. Changes since COVID: The SOAR representative is full time, working remotely with clients. 2. Additional Services Related to COVID: No information provided. 3. Recovery Strategies: TJACH will follow CDC guidelines. 4. Future Services: No information provided. P a g e | 70 THOMAS JEFFERSON COMMUNITY LAND TRUST (TJCLT) FY 2021 Operational Support Rating level 4-C Applicant’s Description of the Program: The TJCLT is seeking $46,070.00 to support annual operating expenses, to include: 4 months of salary support for the Executive Director, annual legal fees to close on affordable homes, annual accounting fees for tax preparation and separation of duties, annual insurance, and expenses for one fundraising event. Our only program is to create and preserve a permanent supply of affordable homes. Request: Thomas Jefferson Community Land Trust requested $46,070 from the City to help with services to 49 City residents. The amount requested represents 20.3% of the program’s projected revenues for FY21. Panel Review: The Vibrant Community Fund panel rated the application as “weak” (level 4). The type of service was rated as a “helpful” (level C) priority for the City. Applicant’s Description of the Program: If the TJCLT does not receive operational funding from the Vibrant Community Fund, we would seek funding from other sources. The TJCLT currently has enough funding to operate at its current level for approximately 12 months. If we receive no other funding in the next 12 months, we would have no other choice but to return to an all- volunteer board-operated organization, and not have a paid half-time Executive Director. This would significantly hinder the organization's ability to increase the stock of permanently affordable homes in the Charlottesville area. City Manager’s Proposed Funding: $0 COVID UPDATE: 1. Changes since COVID: The applicant reports they are covering rent for some homeowners. They are moving ahead for permits for the next project. 2. Additional Services Related to COVID: None provided. 3. Recovery Strategies: They intend to advocate for decreased taxes for land trusts, seek private capital and seek donations of land 4. Future Services: To develop 12 more workforce housing units. P a g e | 71 UNITED WAY-THOMAS JEFFERSON AREA Financial Stability (previous Self-Sufficiency) (abbreviated application) Rating level 3-B Applicant’s Description of the Program: The Financial Stability Programs, this year focusing on the Cville Tax Aid program, increases low-income residents' financial health by providing free tax preparation that maximizes various tax credits to produce the greatest refund. The Cville Tax Aid program has returned a combined direct economic benefit of $37 million to the community since its inception in 2007. Request: United Way Financial Stability requested $15,582 from the City to help with services to 1,395 City residents. The amount requested represents 8.4% of the program’s projected revenues for FY21. Panel Review: The Vibrant Community Fund panel rated the application as “Fair” (level 3). The type of service was rated as an “important” (level B) priority for the City. Applicant’s Description of Impact if Not Funded: This year funding is critical to accommodate program expansion and improvements. Each site requires laptops, routers and printers, and this year we must replace 10 laptops. In addition, we are adding hours to the program director and the seasonal employee positions in order to provide the oversight necessary to increase the number of volunteer preparers while maintaining program compliance and accuracy. The seasonal position is critical in order to meet with taxpayers who have return rejections, often because of unusual circumstances. For example, refugee families often lack an understanding of the tax system and the social security system. Naming convention becomes key as the order of names on social security cards may not match the first IRS return, resulting in future rejections. These type of corrections require hours of paperwork and phone calls. In addition, answering over 3,000 phone calls in less than 12 weeks is a challenging demand. IRS program paperwork, site inspections and assisting the student site coordinators with site management is part of the hours required. Finally, in order to have use of the YMCA community room which offers sufficient space and privacy, we have assumed a discounted rent of $2,500 per year. Without these funds as requested, the program will not have sufficient funds for the hours and equipment required to manage the program with the capacity required to meet demand. If none of the funding is received, it is likely the service will be severely cut. This means that a number of very low-income individuals in the community will have no access to high-quality free tax preparation, and will likely fall prey to pay-day lenders and refund anticipation loans. This will further diminish their financial stability. If some of the funding is received, the sites will be opened as funding allows. This may mean fewer sites will be operated and again, fewer customers will be served. Again, these customers will likely fall prey to pay day lenders, and even unscrupulous tax preparers that prey on certain neighborhoods each year. City Manager’s Proposed Funding: $0 COVID UPDATE: P a g e | 72 1. Changes since COVID: Most tax assistance was shut down in March when UVA student volunteers did not return from Spring Break. UVA Credit Unit sites operated until mid-April. 2. Additional Services Related to COVID: Tax Aid staff participated full-time in Community COVID Emergency Fund operations. 3. Recovery Strategies: If student volunteer do not return, the United Way will consider an IRS –approved virtual operation. 4. Future Services: If student volunteers do not return, the operation will be much smaller. P a g e | 73 THE WOMEN'S INITIATIVE Mental Health Counseling Program Rating Level 1-A Applicant’s Description of the Program: Our Mental Health Counseling Program serves low- income and underserved women with evidence-based, trauma-informed, and culturally responsive mental health care. This program is the heart of our agency, providing free or low- cost individual counseling and free group psychotherapy and walk-in clinic services to women who would otherwise be unable to access vital mental health care. Request: The Women’s Initiative requested $50,000 from the City to help with services to 520 City residents. The amount requested represents 2.9% of the program’s projected revenues for FY21. Panel Review: The Vibrant Community Fund panel rated the application as “exemplary” (level 1). The type of service was rated as an “essential” (level A) priority for the City. Applicant’s Description of Impact if Not Funded: Our agency believes that a diverse funding portfolio is critical to long-term sustainability. If we did not receive the funding requested, we have at least 6 months financial reserves in long term savings to continue providing services to our clients. In the unlikely event that we were unable to make up the grant revenue deficit through individual or corporate giving, we would have to reduce our hours of operation. In 2019, we expanded our evening services and hired two additional part-time evening therapists so women could receive care after standard working hours. If these positions were eliminated, our clients would lose 12 hours of clinical services each week. City Manager’s Proposed Funding: $48,500 COVID UPDATE: 1. Changes since COVID: All services including call-in clinic, individual counseling, and therapeutic groups are provided through telehealth. 2. Additional Services Related to COVID: Increased outreach and education offerings through print, radio, tv and social media outlets in an effort to provide specific guidance for managing mental health during the pandemic. 3. Recovery Strategies: To continue to provide telehealth and increase digital education and outreach. 4. Future Services: Telehealth for the foreseeable future. P a g e | 74 CAPACITY –BUILDING APPLICATIONS P a g e | 75 BIRTH SISTERS OF CHARLOTTESVILLE Proposed Project: Birth Sisters of Charlottesville is a women of color doula collective supporting women of color through their birth journey and into motherhood. The funds from the grant would pay for culturally sensitive trauma informed training for our birth sisters. In working with clients, we discover that many are experiencing levels of trauma that have an adverse impact on their capacity to receive and tend to their perinatal care. Amount requested: $10,000 Panel review: The overall application was rated 18 out of 20, the equity score was 4 out of 4, and 80% of reviewers ranked it as a highest priority. The City Manager’s Budget recommends full funding. COVID UPDATE: In our original proposal we planned to provide this training for our birth sisters in the 2nd quarter of 2020. However due to the current climate and shift in how services can be delivered we are hoping to be able to provide this training in the 4th quarter of 2020. There is still a strong commitment to our mission as Birth Sisters of Charlottesville and we believe that the knowledge and skills acquired through this training will enhance our ability to provide well rounded services to women and families in our community. THE BRIDGELINE Proposed Project: The BridgeLine seeks funding for new outreach and development activities, and to initiate data collection and analysis regarding community support, including monetary contributions and volunteerism. This capacity building grant will enable the BridgeLine to launch well-resourced information and appeals campaigns. Amount requested: $10,000 Panel review: The overall application was rated 10.3 out of 20, the equity score was 1.2 out of 4, and 20% of reviewers ranked it as a highest priority. The City Manager’s Budget does not recommend funding. COVID UPDATE: We propose only a few minor changes to our Capacity Building request; the need and purpose of the request remains the same as before. We still greatly need these funds to give our organization the tools it needs to acquire donations and support from the community and to effectively convey our services and successes in achieving our mission. This Capacity Building project will unlock our ability to raise funds for our activities to support people with brain injuries. The changes that we do have are only in proposed vendor and comedians. We will still have an Online Fundraising and database service but instead of Classy we will use Totem because of its superior flexibility, customer service, and our staff’s familiarity with the software. Instead of comedians Rahn Hortman and Mike Easmeil, we will use alternative clean comedians that are better suited for online comedy shows and available on the date of our rescheduled—and now online—Comedy Show fundraiser. This proposed project does not include any expenses that are excluded from Vibrant Community Fund Capacity Building grant purposes like fees for projects that have already begun or are under contract or staff salaries or functions. Thank you for your consideration to help the BridgeLine improve its capacity as an organization to better serve adults with brain injuries. COMPUTERS4KIDS Proposed Project: Certified Service Enterprise- change management process that will allow C4K to strategically leverage volunteers to achieve operational efficiency and greater social impact. Research shows that nonprofits operating as a Service Enterprise are as effective as peers but at almost half the median budget, and they are significantly more adaptable, sustainable, and scalable. Amount requested: $3,600 Panel review: The overall application was rated 11 out of 20, the equity score was 0.8 out of 4, and 20% of reviewers ranked it as a highest priority. The City Manager’s Budget does not recommend funding. COVID UPDATE: The Service Enterprise Initiative helps nonprofits build more effective volunteer programs so the staff has greater freedom to pursue programmatic expansion and improvement. This change management process teaches nonprofits how to plan and develop volunteer supports; allocate resources to volunteer engagement; track and evaluate volunteer contributions; monitor the quality of the volunteer experience; improve volunteer recruitment; train volunteers and staff; and provide ongoing support. C4K has an excellent record with volunteer mentors but has little experience using volunteers in other capacities. There are a number of projects and programs that have been placed on hold that could be done if C4K could use volunteers in more roles, including creating handbooks for student members and volunteer mentors; standardizing training; building better systems for accountability; and realigning programs to fit in a 21st Century Skills framework. Since C4K does not provide emergency services, we are concerned that fundraising will be an even greater challenge in the coming year. This training is even more important for C4K now because it will allow us to do more with volunteers and use fewer resources. The Service Enterprise certification includes: - A thorough assessment of existing organizational capacity and volunteer engagement practices. - 16 hours of training to assist in re-tooling the roles and ways in which organization thinks about and engages volunteers, - Individualized consulting and technical assistance to address unique organizational opportunities and challenges based on our action plan, and - National certification signifying organization's commitment to appropriately leverage the time and talent of volunteers to meet the social mission of the organization. C4K has completed the initial assessment phase. Due to COVID-19, the consultants have postponed the cohort workshops to early 2021. C4K is hopeful that the additional time will help us find more funding for this critical project. THE FRONT PORCH Proposed Project: The Front Porch seeks funding to initiate and complete a strategic plan process for the Roots and Wings program, our music education program for underserved youth. This process will include funding for research and development, training for staff, and contracting a professional consultant to complete a three-year strategic plan. Amount requested: $9,999 Panel review: The overall application was rated 13.6 out of 20, the equity score was 2.8 out of 4, and 20% of reviewers ranked it as a highest priority. The City Manager’s Budget does not recommend funding. COVID UPDATE: Not provided. P a g e | 77 HEALTH DEPARTMENT Proposed Project: These funds will be used in conjunction with state and grant funding to provide training and staff development in becoming an equity accelerator in the community and demonstrating equity as an organization. We know that in order for our employees to contribute to a more just public health community, we must address internal policy. Amount requested: $10,000 Panel review: The overall application was rated 16.4 out of 20, the equity score was 3.2 out of 4, and 60% of reviewers ranked it as a highest priority. The City Manager’s Budget recommends partial funding of $7,500. COVID UPDATE: We no longer anticipate being able to host the community open houses given both the health implications due to COVID-19 and our essential response role in this pandemic. We are, however, committed to digitizing our records and developing a comprehensive on-boarding program for staff which will include the history of the health department and our role in both contributing to and now reducing health disparities locally. This on-boarding will also include tours/collaboration with the Jefferson School African American Heritage Center, public health and social justice, the impact of systemic racism on health and how the social determinants of health impact our community. We respectfully request a reduced amount of $8,000 to fund this work. LIVE ARTS Proposed Project: The Charlottesville Capacity Building Grant will allow Live Arts to: engage the services of a data science consultant; purchase data intelligence software program; and contract with a consultant to continue EDI planning. This will allow Live Arts to realize its strategic plan with measurable results and adjust accordingly. Amount requested: $8,520 Panel review: The overall application was rated 8.4 out of 20, the equity score was 2 out of 4, and no reviewers ranked it as a highest priority. The City Manager’s Budget does not recommend funding. COVID UPDATE: We cancelled several theater productions and education programs this spring due to the coronavirus and closed our building in mid-March. We are moving youth summer camps online and our summer teen musical outdoors. Plans for the fall are in flux as we re-invent our 2020-21 season to accommodate physical distancing and public safety. In this transition year, we do not expect to have enough in-person participants to make the data collection/analysis portion of our grant proposal meaningful. Therefore, would like to shift half of our proposed consulting fee budget ($3,000) to a safety-related tech investment: a Clear-Com walkie-talkie system. This communications system, considered standard within theaters, would help us keep volunteer crew and cast members, audiences, and staff physically distanced during rehearsals, performances, workshops, and events once the building reopens. We would use the other half of the consulting fee budget ($3,000) as planned to advance our EDI work with the board, staff, and volunteers. (The $2,520 budget for EDI training materials would remain unchanged.) EDI is a through line in our strategic plan and essential to our mission of forging theater and community, especially in a COVID-19 world that has disproportionately impacted people of color. Thank you for considering this revision to our Vibrant Communities Fund Capacity Building Grant application. P a g e | 78 LOCAL FOOD HUB FRESH FARMACY EVALUATION Proposed Project: Funding will allow Local Food Hub to hire a highly-qualified consultant to help with Fresh Farmacy program evaluation. The project will span a year, and result in more quality and consistent reporting on program impact and areas for improvement. Amount requested: $10,000 Panel review: The overall application was rated 16 out of 20, the equity score was 2.8 out of 4, and 40% reviewers ranked it as a highest priority. The City Manager’s Budget does not recommend funding. COVID UPDATE: Local Food Hub adapted the Fresh Farmacy program in response to COVID-19, leading to four times as many shares delivered and a change in the evaluation component. We plan to use funding from this request to evaluate the adapted program and to assess what changes should remain and for how long. The program began earlier in the year (April 1 as opposed to May 15). It is serving more than twice the participants than in 2019, and delivering on a weekly, rather than biweekly basis. Many of the shares are delivered directly to the home, rather than a community drop site. The program has adapted its educational component to have more robust weekly printed inserts in place of cooking classes, and is examining ways to offer cooking classes remotely. The priority of the program has shifted to getting as many people as possible nourishing food - food that promotes health and allows them to shelter in place in the best way possible. Therefore, some sites are rotating participants weekly, rather than keeping the same participants in the program throughout the season. Due to this, and social distancing restraints, we are unable to do the detailed biometric tracking that we have done in the past. The evaluation component will be critical, however, in determining how the program can best serve the community in the immediate, short, and long term. It will continue to be done in collaboration with health clinics and community partners such as the Charlottesville Food Justice Network. LOCAL FOOD HUB CONFERENCE COSTS Proposed Project: Funding would allow Local Food Hub staff to attend the National Good Food Network conference. The conference is held every other year, and is a unique opportunity for food hubs across the United States to gather and learn from each other. Amount requested: $6,850 Panel review: The overall application was rated 8.4 out of 20, the equity score was 0.8 out of 4, and no reviewers ranked it as a highest priority. The City Manager’s Budget does not recommend funding. COVID UPDATE: Not provided. P a g e | 79 NEW CITY ARTS INITIATIVE Proposed Project: New City Arts requests $5,984 from the City for all staff to participate in “Truth and Reconciliation through Right Relations”, a 5-day leadership intensive training led by indigenous elders at the Banff Centre for Arts and Creativity in FY21, in order to develop capacities required for equity and arts leadership. Amount requested: $5,984 Panel review: The overall application was rated 11.2 out of 20, the equity score was 1.6 out of 4, and 20% of reviewers ranked it as a highest priority. The City Manager’s Budget does not recommend funding. COVID UPDATE: Our original proposal requires travel to Canada and participation in an in- person intensive. At this time, Banff Centre for Arts and Creativity has canceled all in-person classes through September and has not issued any plans for an online alternative to this intensive. Additionally, we anticipate that COVID-19 travel restrictions will continue for some time and prohibit staff from making the trip. At this time, we do not believe our original proposal is feasible and do not have an alternative proposal to put forward. PACEM/TJACH Proposed Project: Funding to be used for fulltime staff to attend the National Conference on Homelessness. At the conference staff will identify new trends, determine best practices, and compare notes with fellow service providers from around the country to improve PACEM’s capacity to improve its service at all levels. Amount requested: $7,500 Panel review: The overall application was rated 8 out of 20, the equity score was 0.8 out of 4, and no reviewers ranked it as a highest priority. The City Manager’s Budget does not recommend funding. COVID UPDATE: Not responsive. Update did not address initial proposal. PIEDMONT FAMILY YMCA Proposed Project: The Piedmont Family YMCA seeks a capacity building grant to conduct an equity, inclusion and diversity assessment by a third party consultant to proactively understand and address racism as an organization in the context of the Charlottesville community. Amount requested: $10,000 Panel review: The overall application was rated 19.2 out of 20, the equity score was 4 out of 4, and 100% of reviewers ranked it as a highest priority. The City Manager’s Budget recommends full funding. COVID UPDATE: There are no changes to this request. During the grant cycle, we will engage a third-party consultant to objectively evaluate the YMCA through a racial equity, inclusion and diversity lens. We have identified The Racial Equity Institute by referral, who has designed a process to help leaders who want to understand and address racism as an organization and as a community. Following a 2-day workshop for up to forty staff, The Racial Institute evaluates the organization from the top down and helps prepare a development plan for change, which includes specific and meaningful goals and action plan. Built into this process is ongoing reflection designed to both evaluate the group’s progress and document lessons learned. Measurable objectives are (1) membership will be reflective of the community we serve, (2) staff P a g e | 80 will be reflective of the community we serve, (3) increase outreach initiatives to grow need- based scholarships by 5% as well as (4) other objectives identified through the process. PIEDMONT HOUSING ALLIANCE Proposed Project: Piedmont Housing Alliance proposes a one-year project to bring low-income minority residents to the table to hear how structural housing inequities have impacted them. Goal is to build organizational capacity to understand the complexities of housing inequity and o infuse a community-driven approach into an analysis of racial equity. Amount requested: $10,000 Panel review: The overall application was rated 17.2 out of 20, the equity score was 4 out of 4, and 80% of reviewers ranked it as a highest priority. The City Manager’s Budget recommends full funding. COVID UPDATE: The project proposed by Piedmont Housing Alliance to engage residents from low-income communities, most of whom are minorities, in conversations about racial equity is more important now than ever. The economic and public health crisis we are living through, once again, draws attention to the inequities of adaptive resources and the stark health disparities in our community. This project was envisioned as a one-year pilot to engage residents in facilitated in-person conversations. At this point, we are uncertain about the timing – when we’d be able to bring together for these discussions. Using technology, such as Skype or Zoom, to engage residents is an alternative, though not an attractive one, given the likelihood that residents would not have access to such technology. CHARLOTTESVILLE PUBLIC HOUSING ASSOCIATION OF RESIDENTS Proposed Project: PHAR is applying for capacity building in two primary areas: Strategic Planning and staff/leadership development. If funds remains after accomplishing activities in these two areas we would like to hire a consultant to help with creating a plan to expand Development Activities. Proposed Project: $10,000 Panel review: The overall application was rated 17.2 out of 20, the equity score was 4 out of 4, and 80% of reviewers ranked it as a highest priority. The City Manager’s Budget recommends full funding. COVID UPDATE: PHAR still intends to use funds to conduct Strategic Planning and staff/leadership training though the focus of these activities may change in order to enable PHAR to adjust during this crisis time and insure we are moving forward with plans to implement and staff a Community Research Review Board, Section 3, hire an Executive Director, develop and expand resident governance of PHAR. If funding is available after strategic planning and training we intend to hire a consultant to expand our fundraising development activities. P a g e | 81 SEXUAL ASSAULT RESOURCE AGENCY Proposed Project: We would like to hire a consultant to complete a diversity and inclusion assessment of the agency, to ensure that we are not only hiring and retaining a diverse staff, but also to make sure we are providing culturally responsive services to our diverse service area. Amount requested: $9,000 Panel review: The overall application was rated 15.2 out of 20, the equity score was 3.6 out of 4, and 40% of reviewers ranked it as a highest priority. The City Manager’s Budget does not recommend funding. COVID UPDATE: Not provided SHELTER FOR HELP IN EMERGENCY Proposed Project: The proposal seeks financial support to engage consultant services to examine the Shelter’s current data gathering/evaluation process, offer recommendations for improvement in the process, and create more effective tools for use. Improved data will aid in the development of additional services, programs, collaborations and outreach. Amount requested: $10,000 Panel review: The overall application was rated 14 out of 20, the equity score was 0.8 out of 4, and 40% of reviewers ranked it as a highest priority. The City Manager’s Budget recommends full funding. COVID UPDATE: The Shelter for Help in Emergency has no proposed changes to the original capacity building project application. THOMAS JEFFERSON COMMUNITY LAND TRUST Proposed Project: The Thomas Jefferson Community Land Trust is seeking capacity building grant funding to hire a local, independent consultant to create 5-year development plan. The plan will help diversity the TJCLT’s income sources to ensure long-term sustainability and the creation of permanently affordable homes in the City of Charlottesville. Amount requested: $10,000 Panel review: The overall application was rated 16 out of 20, the equity score was 3.2 out of 4, and 60% of reviewers ranked it as a highest priority. The City Manager’s Budget recommends partial funding of $7,500. COVID UPDATE: TJCLT’s VCF proposal remains the same. However, following the Covid- 19 pandemic, the need for this grant is even greater. This quarter 2020 data from CAAR/MLS shows that housing sales and prices in the area are higher than this same time last year. This means that home ownership affordability is even more challenging for Charlottesville area residents to find workforce housing and access the single greatest strategy for building family wealth in America – home ownership. The Vibrant Communities funding will enable TJCLT to gain self-sufficiency in its mission to create long-term (90 years) affordable home ownership in the Charlottesville community P a g e | 82