CITY COUNCIL AGENDA Members April 19, 2021 Nikuyah Walker, Mayor Sena Magill, Vice Mayor Heather D. Hill Michael K. Payne J. Lloyd Snook, III 4:00 p.m. WORK SESSION Register at www.charlottesville.gov/zoom. Virtual/electronic meeting in accordance with the local ordinance amended and re-enacted February 16, 2021, to ensure continuity of government and prevent the spread of disease. NOTE: Individuals with disabilities who require assistance or special arrangements to participate in the public meeting may call the ADA Coordinator at (434) 970-3182 or submit a request via email to ada@charlottesville.gov. The City of Charlottesville requests that you provide a 48 hour notice so that proper arrangements may be made. CALL TO ORDER ROLL CALL REPORTS 1. Report: City monthly financial report 2. Report: Charlottesville Area Alliance Annual Report and Action Plan 3. Report: United Way report 4. Report: City COVID Management Team presentation PUBLIC COMMENT Page 1 of 52 CITY OF CHARLOTTESVILLE, VIRGINIA CITY COUNCIL AGENDA Agenda Date: April 19, 2021 Action Required: Report Presenter: Marta Keane, CEO, JABA Chair, Charlottesville Area Alliance Staff Contacts: Kaki Dimock, Director of Human Services Title: Charlottesville Area Alliance 2021-2026 Action Plan & 2020 Annual Report Background: The Charlottesville Area Alliance is a regional organization whose primary purpose is to provide leadership and development for an age-friendly community through education, advocacy, engagement, planning and evaluations. Partnering member organizations create an age-friendly community by developing a common understanding of the needs and issues, developing policy recommendations, and joining together to encourage the implementation by government, nonprofit organizations, the general public and businesses. City Council signed a resolution supporting the Charlottesville Area Alliance and its goals of an age friendly community on March 16, 2017 as well as the city’s registration with the A.A.R.P. Livable Community Initiative. The World Health Organization and A.A.R.P. identify eight primary domains constituting a livable, age friendly community including: buildings and outdoor spaces, transportation, housing, social, respect and social inclusion, civic participation and employment, communication and information, and community support and health services. City staff, including Kaki Dimock, Misty Graves, and Shayla Givens, have participated in Alliance activities and committees. Indeed, City Manager Chip Boyles was an integral member of the Alliance in his previous role as chair. Discussion: The Charlottesville Area Alliance presents its 2020 Annual Report and the 2021-2026 A.A.R.P. Age Friendly Action Plan. This plan is the result of a thorough review of the M.A.P.P.2Health Community Health Assessment and Health Improvement Plan data, a survey of constituents in the region, and a series of focus groups. Based on this analysis, the Alliance reports that community members over the age of 50 generally have sufficient food, are socially engaged, and enjoy their Page 2 of 52 quality of life. Survey results also point to a lack of affordable housing for seniors in this region and that people over 50 years old do not feel socially included in community. The Alliance has identified steps to take to improve this region’s livability in the attached action plan. Alignment with City Council’s Vision and Strategic Plan: The goals of the Charlottesville Area Alliance are aligned with City Council Strategic Plan Goal #2: A healthy and safe city. Community Engagement: The Charlottesville Area Alliance is working to create a diverse and representative coalition representing the broad needs of the community and identify ways to engage community members in data collection and feedback. This action report was created after engaging community members over 50 through survey administration and focus groups. Budgetary Impact: This item has no budgetary impact. Recommendation: N/A Alternatives: N/A Attachments: Charlottesville Area Alliance 2020 Annual Report and 2021-2026 A.A.R.P. Livable Community Action Plan Page 3 of 52 Charlottesville Area Alliance A G E - F R I E N D LY A C T I O N P L A N 2 0 2 1 - 2 0 2 6 / 2 0 2 0 A N N U A L R E P O R T Page 4 of 52 Chair’s Welcome M A R TA M . K E A N E , J A B A C E O Welcome to the Charlotteville Area Alliance’s (CAA) first AARP The CAA Steering Committee decided to incorporate the Age Friendly Action Plan for 2021-2026 and Annual Report of Annual CAA Report for 2020 into the 2021-2026 Age Friendly 2020 CAA Activities. This first plan follows age-friendly Action Plan to provide the full breadth of the past, present and elements to create a livable regional community. It has been future work of the CAA. Having to continue the momentum nearly six years of volunteer effort: first organizing our through 2020 during the COVID-19 pandemic proved very community partners, identifying challenging as Partners continued working on initial work activities, then CAA initiatives while their own agency’s workload “Winning communities in the future will developing, distributing, collecting, increased to meet the challenges of the be the ones that invest in creating great and analyzing regional aging needs. pandemic. Many activities were limited due to places to live, work, learn, and play at The effort has culminated in an every age. The Charlottesville Area this and due to the inability to fully interact with action plan to guide our work over Alliance is the right idea at the right area seniors. the next five years toward a more time.” - Matt Thornhill, Founder & age-friendly community. President, Boomer Project & We already have so many community assets Generations Matter working for us, and with your commitment and Many agencies and individuals prioritization, we can grow these assets and contributed to this work, and a overcome the challenges to improve the quality special thank you goes to the original Gang of 5 who had the of life for residents and visitors of all ages. foresight to initiate the discussion and establish a vision to invite the necessary partners together to begin this effort, not I look forward to working with you on this journey. just for one organization or for one community, but for the entire region. Residents of all ages will see the benefits of Marta M. Keane what we have begun. CAA Chair Page 5 of 52 CONTENTS 3 Community Profile…………………………………………………………………………………………………………… 4 Past & Present…………………………………………………………………………………………………………………. 6 8 Life Indicators………………………………………………………………………………………………………………. 7 Team Approach……………………………………………………………………………………………………………….. 8 Officers & Partners…………………………………………………………………………………………………………… 9 AARP Action Plan 2021 - 2026……………………………………………………………………………………………. 10 • Background………………………………………………………………………………………………………………… 11 • Key Highlights…………………………………………………………………………………………………………….. 13 • Key Findings………………………………………………………………………………………………………………. 14 • Areas of Focus…………………………………………………………………………………………………………….. 16 Indexes………………………………………………………………………………………………………………………… 17 Acknowledgements………………………………………………………………………………………………………… 26 Page 6 of 52 COMMUNITY PROFILE 4 The Charlottesville Area Alliance serves the localities in (Virginia) Planning District 10, which include the City of Charlottesville and the Counties of Albemarle, Fluvanna, Greene, Louisa and Nelson. The region is defined as the Charlottesville Metropolitan Statistical Area (MSA) for statistical purposes (the MSA does not include Louisa County). The region’s economy and population continue to flourish and grow. According to updated estimates of the 2010 U.S. Census, the area has a population of 249,000. The diverse economy of the region provides a variety of employment opportunities in Planning District 10, which include the City of Charlottesville and the Counties of Albemarle, education, biomedical/health services, business and financial services, arts and per capita personal income was drive alone to work and only 3% travel hospitality, information technology and $42,734 and the median family income by public transit. Of the 100,000 telecommunications. With a 2019 was $75,907. The cost-of-living is 4.5% housing units, the median value of civilian labor force of about 122,912, above the national average. owner-occupied housing units is the Charlottesville MSA provides $317,700, 30% higher than the US companies with a large labor pool and The median age for the MSA is 38.9 median (US 2019 – 1-year Census data). over 36,000 students enter the years old with University of Virginia By 2030, it is expected that 25% of the workforce each year. The students contributing to that low population will be 60 and older. People unemployment rate has remained median. Thirty-eight percent of the choose to age in place here, and lower than the state average and was at population is 50 years old or older. retirees find this a comfortable 3.2% in November, 2020. In 2019 the Sevety-two percent of the population community to move to. Of those 60 Page 7 of 52 COMMUNITY PROFILE 5 and over, 20% live alone, and 11% live at 100% poverty level ($11,000 /year/ single person). All of the region’s public schools are accredited under Virginia state standards with low student-teacher ratios among more than 50 elementary and secondary schools. The larger area also has a variety of higher education institutions such as the University of Virginia, Piedmont Virginia Community College and a number of other institutions of higher education providing a diverse range of degree programs and continuing education opportunities for the area’s citizens. The Charlottesville MSA offers a variety of retail shopping options, as well as a rich assortment of cultural and entertainment activities. Many civic and social organizations help foster the area’s reputation for sophistication in the arts. The Charlottesville MSA’s location on the eastern edge of the panoramic Blue Ridge Mountains encourages residents to take advantage of outdoor recreational pursuits such as camping, picnicking, and hiking. Fishing is also a popular activity as many of the mountain streams and lakes are well stocked with trout. Numerous local recreational facilities are available throughout the region. Golf courses, swimming, tennis, horseback riding, hiking, cycling, and canoeing provide opportunities for recreation for the entire family. In addition, the region has many historic attractions. Festivals and special events are held year-round across the region. Page 8 of 52 FROM THE BEGINNING UNTIL THE PRESENT 6 The idea of the CAA began in 2014 • Increase in the incidence of dementia to collectively improve the quality of life after a group of leaders identified the in an aging population. for residents of all ages in the region. growing population within our region of persons 65 years and older from • Opportunities to utilize seniors in This group made the decision to use 24,488 in 2000 to over 32,000 in 2010 educational, recreational, workforce the World Health Organization’s 8 Life and projected growth rates to 57,000 community needs. Indicators for an age-friendly by the year 2030. Currently, 9% of the community to measure the population in Charlottesville and 16% • Wisdom and experience brought to performance and impact of the CAA’s of the population in Albemarle County the community as a whole and efforts in the community. Partners in the are over the age of 60. With the large individuals they meet. CAA are asked to adopt the inclusion number of baby boomers reaching 60, of the 8 life indicators in the decision- there will be a marked shift in this In review of these growth rates and making process of their planning and population, as people continue to age projections, a group of eight leaders service delivery. in place and to retire here. The from Alzheimer’s Association, Cville increasing the number of seniors brings Village, Hospice of the Piedmont, JABA, benefits and challenges to the JAUNT, OLLI, The Center, and community: Westminster-Canterbury of the Blue Ridge began work on creating an • People living many more years after organization to plan for the retirement, which results in reducing comprehensive needs and their resources. opportunities of an aging population. Charlottesville and Albemarle County • The lack of extended families due to have signed the charter with AARP, smaller size of families, geographic making the commitment to developing distance, and /or estrangement, an age-friendly community. Fluvannna which results in lack of support and County has also made the commitment caregiving systems. to CAA. Partners of the CAA work closely with staff and elected officials in planning and implementing measures Page 9 of 52 8 L I F E I N D I C AT O R S 7 • Buildings & Outdoor Spaces: The outside environment and public buildings have a major impact on independence and happiness later in life. • Transportation: Whether using public transportation services or alternative options, transportation is a key issue for older adults. • Housing: Housing and support allow people in later life to age comfortably and safely within their own community and financial • Civic Participation & Employment: • Community Support & Health means. An age friendly community Services: Community support and • Social: Social participation is provides options for all people in interaction is strongly connected strongly connected to good later life to contribute back to it. to good health and wellbeing physical and mental health and throughout life, alongside • Communication & Information: accessible and affordable well-being throughout life. Staying connected with events and healthcare services. • Respect & Social Inclusion: Feeling people and getting timely, valued and respected is important practical information to manage for older people from all life and meet personal needs is backgrounds. vital for active living. Page 10 of 52 TEAM APPROACH 8 Working Groups The CAA operates through volunteers from Partner agencies as well as community citizens and businesses. Work is completed under the leadership of a Steering Committee, and through a number of Work Groups where all partners participate. WORK GROUPS to organize the operations of the Alliance: • Executive Committee and Administration • Advocacy & Education • Assessment & Monitoring & Planning • Engagement An annual work plan is developed by current work groups with goals and work strategies for the coming calendar year. Page 11 of 52 O F F I C E R S & PA R T N E R S 9 Current CAA Officers 2021 Chair: Marta Keane, JABA Vice Chair: George Worthington, Dementia Friendly Central Virginia Secratary: Mary Honeycutt, JAUNT Current CAA Partners 2021 Albemarle County – Alzheimer’s Association (Central and Western Virginia Chapter) – Albemarle Housing Improvement Program (AHIP) – The Charlottesville Area Association of REALTORS® (CAAR) – Care is There– the Center (formerly the Senior Center) - City of Charlottesville – Cville Village – Dementia Friendly Central Virginia - EcoVillage Charlottesville – Fluvanna County – Here to Stay Wintergreen – Home Instead – iTHRIVE -Translational Health Research Institute of Virginia - JAUNT – JABA – Legal Aid Justice Center – Lindsay Institute for Innovations in Caregiving - Martha Jefferson House – Meals on Wheels (Charlottesville) – The Osher Lifelong Learning Institute at the University of Virginia (OLLI) – Piedmont Housing Alliance (PHA) – Region Ten – Senior Statesmen of Virginia – Sentara Martha Jefferson Hospital – The Blue Ridge Health District (Virginia Department of Health) – The Thomas Jefferson Planning District Commission (TJPDC) – United Way—Thomas Jefferson Area – University of Virginia Health System –VisitAble – Westminster-Canterbury of the Blue Ridge Page 12 of 52 AARP Action Plan 2021 - 2026 CHARLOTTESVILLE AREA ALLIANCE 10 An age-friendly community is defined as one that “enables people of all ages to actively participate in community activities and treats everyone with respect, regardless of their age. It is a place that makes it easy for older people to stay connected to people that are important to them” (World Health Organization). The CAAʼs primary purpose is to provide leadership for, and development of, an age-friendly community through educating, advocating, engagement, planning, and evaluation. This is accomplished by developing a common understanding of the needs and issues, developing policy recommendations, and joining together to encourage implementation by government, non-profit organizations, the general public and businesses. CAA determined early on that a national model would be the best approach to achieve age-friendly goals within our community. The CAA adopted the World Health Organization’s model, with the sponsor in the United States being AARP’s Livable Communities Network of Age Friendly Communities program. People of all ages benefit from the adoption of policies and programs that make neighborhoods walkable, feature transportation options, enable access to key services, provide opportunities to participate in community activities, and support housing that’s affordable and adaptable. Well-designed, age-friendly communities foster economic growth and make for happier, healthier residents of all ages. Page 13 of 52 AARP ACTION PLAN 2021-2026 11 AARP recommends a community assessment and development of an action plan for members of its age-friendly network. An action plan was created based on the results of the community surveys identifying needs within the 8 Domains of Livability that influence the health and quality of life of older adults. The action plan is an "active" rather than static document. Revisions and amendments are a sign of program improvement and progress, not of failure. Depending on what's in the plan, organizers will determine how to track its progress toward meeting its goals and objectives. If it isn't succeeding, the plan is amended. Background Beginning in 2018, the partners and stakeholders of CAA worked to develop a common understanding of the needs, issues and opportunities of an aging population in our region. They engaged the community and collected data with the goal of making policy recommendations to local governments and service providers. The CAA used a three-pronged assessment approach of community members ages 50 and over. CAA members collected 322 surveys and conducted four focus groups in the City of Charlottesville and Counties of Albemarle, Fluvanna, Louisa and and Nelson. Demographics of those surveyed are below. A study overview is provided in the appendix. Page 14 of 52 AARP ACTION PLAN 2021-2026 12 CAA's review of their focus group interviews and a thorough review of the MAPP2Health Community Health Assessment and Improvement Planning report produced by the Thomas Jefferson Health District resulted in the following two recommendations. 1. Review discrepancies between the Thomas Jefferson Health District (TJHD) Community Health Survey and the Charlottesville Area Alliance’s Age-Friendly Community Survey. The former primarily assessed how community members respond to resources, while the latter primarily assessed how seniors perceive access to resources. 2. Present key fi ndings from the MAPP2Health Community Health Assessment in a comprehensive, easily readable report (CAA Action Plan in AARP format) that includes action items for follow up by City and County representatives. Page 15 of 52 AARP ACTION PLAN 2021-2026 13 Key Highlights Key highlights of the results indicate that seniors age 50 and over in our community are: • Generally food secure • Socially engaged • Rate the community as good place to age • Enjoy their quality of life Alternatively, findings show that some seniors: • Do not feel socially included in their community • Believe that there is not enough affordable housing in the area, leading to higher rates of stress about paying rents, mortgages and living expenses Page 16 of 52 AARP ACTION PLAN 2021-2026 14 Key Findings Key findings were identified by the 8 WHO Life Elements. Upon review and approval by the CAA Steering Committee, three Priority Action Areas were identified: A. Transportation B. Housing C. Combined domains of Social Participation and access to Health Services Remaining recommended findings would be placed in a secondary priority level to be addressed as resources and time become available for the CAA. Page 17 of 52 AARP ACTION PLAN 2021-2026 15 Page 18 of 52 AARP ACTION PLAN 2021-2026 16 Areas of Focus With a vision of the greater Charlottesville area becoming the most age friendly community in the country, CAA has accepted the mission of leading the advancement of this initiative. The CAA Leadership Team selected three areas to focus their initial efforts on: Transportation, Housing and Social Participation. Social Participation includes health care and social interaction as measures for this area of focus. CAA will work with the communities to achieve theese goals by 2026. Page 19 of 52 AARP ACTION PLAN 2021-2026 17 Page 20 of 52 AARP ACTION PLAN 2021-2026 18 Page 21 of 52 AARP ACTION PLAN 2021-2026 19 Page 22 of 52 AARP ACTION PLAN 2021-2026 20 Page 23 of 52 AARP ACTION PLAN 2021-2026 21 Page 24 of 52 AARP ACTION PLAN 2021-2026 22 Page 25 of 52 AARP ACTION PLAN 2021-2026 23 Page 26 of 52 AARP ACTION PLAN 2021-2026 24 Page 27 of 52 AARP ACTION PLAN 2021-2026 25 Page 28 of 52 ACKNOWLEDGEMENTS 26 The Charlottesville Area Alliance would like to thank the community members of the entire planning district for entrusting their health and well-being with us. We would like to thank the CAA steering committee, the partner organizations who dedicated valuable staff time and resources to making this happen, and the community leaders who shared this vision. Much thanks to Peter Thompson for serving as the founding Chair, and providing the impetus and guidance to get the Alliance off the ground, and to Chip Boyles for serving as the next Chair during the period of assessment and analysis and setting the action plan goals. They have both laid the foundation for the 5 year plan that we have today. Page 29 of 52 RAVI RESPETO | CEO UNITED WAY OF GREATER CHARLOTTESVILLE Page 30 of 52 FIVE-YEAR STRATEGIC PLAN unitedwaycville.org The over-arching goal is to eliminate barriers for minority and economically- disadvantaged populations and enable them to achieve financial stability and thrive economically. This may be achieved through coordinated service delivery among peer agencies supported by task force coalitions focused on long-term, systems-level change. Through this, we may begin to eliminate a dependency on these services such that individuals can thrive economically and become financially stable. 2 Page 31 of 52 FIVE YEAR STRATEGIC GOALS unitedwaycville.org Committed to work that breaks the cycle of generational poverty and improves outcomes through a strong, equitable community where every person can thrive. FINANCIAL STABILITY GOAL: By 2026 our goal is to help 1800 families scale out of poverty, specifically focused on black families. This means increasing the annual income of a family to above the “survival income”¹ threshold of $45,000. SCHOOL READINESS GOAL: By 2026 increase the number of economically disadvantaged kindergartners who pass literacy benchmarks by 10%. By 2026, 76.8% of economically disadvantaged kindergartners should be meeting Fall Kindergarten PALS benchmarks. The assessment tool will be replaced when new or improved assessments become available. We intend to vastly expand our direct services and partnerships, like our Family Investment Program, Driving Lives Forward, and Early Learner Scholarships, to positively impact more individuals and families and create generational change. ¹2021 Orange Dot 4.0 minimum or “survival” income required to cover basic-necessities to live in Charlottesville and Albemarle. This includes rent, food, utilities, clothing, basic medical, transportation, and the cost of childcare. For a family of 3 with one parent, one child over the age of 5 and one child 3 under the age of 5, survival income is calculated as $45,000 per year. Page 32 of 52 CASE FOR SUPPORT: CENSUS DATA FOR TJPD unitedwaycville.org The poverty rate in the Thomas Jefferson Planning District has largely remained the same since 2013, despite strong regional economic growth and one of the lowest unemployment rates in the state. For example: >20% of families in the planning district fall within 200% of the federal poverty line. 54% of children in the City of Charlottesville were eligible for free or reduced lunch at school prior to COVID. The impacts of COVID will likely increase or sustain this level of need for the near-term. 22% of all families in the City earn less than $35,000 per year, $10,000 less than the survival income required for a single parent household with 2 children (Orange Dot 4.0). 54% of those families are Black households while only 13% are White. Page 33 of 52 ENVISION: CASE FOR SUPPORT – CVILLE REGION unitedwaycville.org Page 34 of 52 ENVISION: CASE FOR SUPPORT – CVILLE CITY unitedwaycville.org Page 35 of 52 ENVISION: EVALUATION OF SUCCESS unitedwaycville.org Page 36 of 52 ENVISION: EVALUATION OF SUCCESS unitedwaycville.org ENVISION: EVALUATION OF SUCCESS Page 37 of 52 FINANCIAL RESILIENCY TASK FORCE unitedwaycville.org Ravi Respeto President, United Way of Greater Charlottesville Ridge Schuyler Dean of Community Self-Sufficiency Programs, PVCC Stephen Davis President, Community Investment Collaborative Janette Kawachi Chief Partnership Officer, Habitat for Humanity of Greater Charlottesville Sunshine Mathon Executive Director Piedmont Housing Alliance Mary Coleman Interim Director, City of Promise Yolunda Harrell New Hill Development Corporation Sarah Hanks Executive Director, MACAA Robert Gray Concientious Capitalists, Inc. Claudette Greene Charlottesville Housing & Redevelopment Authority Phyllis Savides Director, Albemarle County Department of Social Services Kaki Dimock Director, City of Charlottesville Department of Human Services Siri Russell Director, Albemarle County Office of Equity & Inclusion Barbara Hutchinson VP of Community Impact, United Way of Greater Charlottesville Dave Norris Financial Opportunity Center Manager, Piedmont Housing Alliance Page 38 of 52 2020 YEAR IN REVIEW: PROGRAMMATIC IMPACTS OF COVID unitedwaycville.org CANCELLED RESHAPED COVID SUPPORT Cville Tax Aid Coordinated volunteers for emergency Early Education Scholarship program operations center Tom Tom Partnership VA 30 Day Fund partnership Building Strong, Equitable College Towns Virtual Early Education Symposium Minority Business grants Spring Community Table Early Ed & Family Day Home grants Day of Caring Caring for Community Awards Santa Fund for COVID Recovery CARES Act Funding disbursement for Pathways Program RMRP for City/County Page 39 of 52 COVID COMMUNITY IMPACT - FUNDING unitedwaycville.org DIRECT ASSISTANCE ALLOCATIONS SINCE MARCH 2020 $1,450,000 $1,550,000 $180,000 $8,426,364 Page 40 of 52 CERF INTAKE DATA unitedwaycville.org 4,879 Funded requests 17,866 Individuals $4,010,532 Total amount awarded *all CERF numbers are estimates based on data from partner organizations Page 41 of 52 CERF REQUESTS BY LOCALITY unitedwaycville.org Total Numbers: Albemarle County – 1,702 City of Charlottesville – 1,460 Page 42 of 52 CERF REQUESTS BY RACE/ETHNICITY unitedwaycville.org Page 43 of 52 PATHWAYS CLIENTS: Emergency COVID Funds unitedwaycville.org $2,531,017 Total County Spend $3,583,116 Total Pathway Funding $1,052,099 Total City Spend Albemarle Charlottesville TOTAL American Indian 2 4 39 Asian 24 15 6 Black/African American 1,041 785 1,826 White 412 167 579 Not Provided 26 43 69 Hispanic 716 141 857 TOTAL 2,221 1,155 3,376 % Black/African American 47% 68% 54% % White 19% 14% 17% Page 44 of 52 RENT & MORTGAGE PROTECTION PROGRAM unitedwaycville.org $800,127 Total County Spend $1,094,977 Total RMRP Funding $294,850 Total City Spend Albemarle Charlottesville TOTAL Black/African American 225 113 338 White 108 31 139 Hispanic/Latino 68 7 75 American Indian 0 2 2 Not Provided 3 0 3 Asian 3 0 3 TOTAL SERVED 407 159 566 % Black/African American 55% 71% 60% % White 26% 19% 24% Page 45 of 52 SANTA FUND FOR SCHOOLKIDS unitedwaycville.org Santa Fund for Schoolkids is an annual collaboration between The Daily Progress, WINA AM1070, and the United Way of Greater Charlottesville, providing essentials like clothing, shoes, medicine, eyeglasses, and school supplies/books for schoolchildren in need in our community. This year, the Santa Fund for Schoolkids took on new urgency, creating the Santa Fund COVID Assistance Program to help families with COVID-19 related needs, such as internet access for virtual learning and assistance with other tools to provide a safe learning environment. Charlottesville City Service by Ethnicity $20,000 $20,000 To Charlottesville City schools Grant to the Conscious Capitalists Black/African to support supply drive for Group Foundation to support virtual 75% 79 children who are learning learning and scholastic support for American from home virtually. middle school students. Hispanic/Latino 20% 17 Reasons for assistance White 9% 9 Parent(s) unemployed, laid off and hours reduced due to COVID Unable to afford supplies and tuition associated with virtual learning Total Students 105 Fathers died (2) or incarcerated (1) unable maintain virtual learning for multiple children Evicted and single father and 4 children living in motel room and need tuition assistance 56% Cost of internet service 28% Virtual learning tuition 16% Electric bills, car insurance, phone service, virtual learning supplies Page 46 of 52 EARLY LEARNER SCHOLARSHIPS unitedwaycville.org Provide economically-disadvantaged children access to quality, stable early education environments to prepare them for success in school and life. Ethnicity Number % Black/African American 26 87% $21,220 $15,600 Average household Average rent in White 3 10% income WITHOUT Charlottesville Hispanic/Latino 1 3% scholarship 2-parent household 2 7% Single-parent household 28 93% Rent Utilities $5,620 TOTAL SERVED 30 Annual income less rent Food payments Transportation Clothing Taxes Insurance $32,750 Average household income WITH scholarship (single mother with 3 children) $468.33 annual Pagerent 47 of 52 Monthly income after READY REGIONS VIRTUAL LEARNING & GO2GROW LAUNCH unitedwaycville.org Ready Regions for Virtual Learning ▪ $1,450,000+ to support virtual learning in the planning district ▪ Website opened in February ▪ 133 slots expanded to 152 as of March 2021 ▪ Full-time Navigator hired in February ▪ $555 bonuses to all site employees ▪ 450+ applications received and processed since 4/4 ▪ $5,000 bonuses to new sites ▪ 350+ applications for the public preschools ▪ Supplies to providers: desks, chairs, office supplies, ▪ 40+ applications that did not specify preference microwaves, air purifiers, fridges, etc. ▪ 60+ applications for private providers ▪ Overall, 70% full with waitlists at City sites ▪ Additional 70+ paper applications submitted directly to public ▪ Opportunity for summer program programs Page 48 of 52 FAMILY INVESTMENT PROGRAM unitedwaycville.org Our family investment program works to help families reduce debt, set aside savings, and work towards financial stability. Two current clients have high-interest debt (35% and 36% interest rates) that we are refinancing as part of their plan. Another client, Germina, is just graduating from our program and the Habitat Pathways program and is moving into the Habitat home ownership program. She is purchasing a Habitat home currently under construction in Albemarle County and will move in this year. She is a single mother with 4 children, grew up in public housing in the City (Westhaven), graduated from PVCC, and is employed at Sentara Martha Jefferson where she has been promoted and increased her wages by 56% since she joined our program. A fourth client in the program has moved out of public housing and into an apartment. She is close to graduating into the Habitat Home Ownership program having reduced her debt and saved for the down-payment. Recently her car engine just blew up. We were able to put her through our new Driving Lives Forward transportation program helping with her down-payment for a reliable used vehicle at a market interest rate and an affordable monthly payment that will not impact her home ownership schedule. Page 49 of 52 REIMAGINE CVA PUBLIC LAUNCH unitedwaycville.org • Town Hall was held for NPOs mid-February • Public Launch on March 30: email, social media, media campaign 21 Page 50 of 52 DEI UPDATE - INCLUSIVE EXCELLENCE FRAMEWORK unitedwaycville.org Decision to utilize the Inclusive Excellence Framework made in the winter of FY2019 DEI committee established April 17, 2020 and chaired by Kevin McDonald, Vice President of DEI & Community Partnerships at UVA With the support of his Ferguson, MO consultant, the committee established the overall framework of UWGC’s DEI Plan and established a sub-committee to complete the IE Framework to align with the 5 Year Strategic Plan and the individual division/program workplans Staff are now completing the application of the framework within all areas of the organization by updating the strategic plan one-year workplans The UWGC DEI Coordinator is helping establish an equity audit for the organization and DEI training opportunities for staff. Page 51 of 52 THANK YOU FOR YOUR SUPPORT OF, AND INVESTMENT IN, OUR WORK! Page 52 of 52