Item E-6 Agenda Report — Beverly Hills City Council, June 27, 2024 (part 1 of 2)

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AGENDA REPORT
Meeting Date: June 27, 2024
Item Number:

To: Honorable Mayor & City Council
From: Christopher Paulson, Human Services Administrator Enisha Clark, LCSW, Human Services Outreach Manager
Stephanie Harris, Community Services Director
Gregory Barton, Fire Chief
Subject: RECOMMENDATIONS OF THE CITY COUNCIL LIAISON / HUMAN

RELATIONS COMMISSION COMMITTEE FOR ALLOCATION OF

COMMUNITY ASSISTANCE GRANT FUNDING (CAGF) FOR FISCAL
YEAR 2024-2025; AND

AUTHORIZATION FOR THE CITY MANAGER TO EXECUTE ALL
TWENTY-THREE FISCAL YEAR 2024-25 CAGF AGREEMENTS IN A
TOTAL AMOUNT NOT-TO-EXCEED $1,113,500; AND

AUTHORIZATION FOR THE CITY MANAGER TO EXECUTE FIVE
FISCAL YEAR 2024-25 CRITICAL SERVICE PROVIDER
AGREEMENTS IN A TOTAL AMOUNT NOT-TO-EXCEED $1,292,644;
AND

AUTHORIZATION FOR THE CITY MANAGER TO APPROVE ALL
PURCHASE ORDERS FOR THE FOREGOING AGREEMENTS.

Attachments: 1. CAGF FY2024-25 Funding Requests and Recommendations

2. CAGF FY 2024-25 Applications and Summaries

3. Public Comment as of June 11, 2024 at 5pm

RECOMMENDATION
The City Council Liaison / Human Relations Commission Committee (Vice Mayor Nazarian and Councilmember Mirisch) recommends leveraging Community Assistance Grant Funding (CAGF) to Meeting Date: June 27, 2024

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address community and regional challenges faced by at-risk populations, older adults, and unhoused individuals.

The joint Human Relations Liaison Committee recommends City Council approval of the following:

A. Approve twenty-three CAGF grants to the following organizations to receive grants for a Fiscal Year 2024-25 total of $1,113,500:

Organization Name Appproved Amount
Affordable Living for the Aging $ 8,500
All Saints' Homeless Assistance 45,000
Beverly Hills Acive Adult Club 25,000
Beverly Hills Community Farm 20,000
Beverly Hills Education Foundation 35,000
Beverly Hills Theatre Guild 10,000
Cancer Support Community LA 30,000
Chai Lifeline West Coast 25,000
ETTA 65,000
Farhang Foundation 15,000
Heathcare in Action 100,000
NAMI Westside 20,000
OPICA Adult Day Program & Counseling Center 15,000
Our Big Kitchen LA 10,000
OUR HOUSE Grief Support Center 30,000
Saban Community Clinic 60,000
Safe Parking LA 10,000
The Maple Counseling Center 185,000
The Miracle Project 45,000
Theatre 40 50,000
Tower Cancer Research Foundation 50,000
Wallis Annenberg Center for the Performing Arts 10,000
Westside Food Bank 250,000
TOTAL $ 1,113,500
B. Approve agreements with five critical service providers that will be moving towards direct contracts with the City, based on services rendered, for the upcoming fiscal year. The anticipated total amount to contract with these five organizations for Fiscal Year 2024/25 is $1,292,644.

These organizations include the following:

Bet Tzedek Legal Services $ 220,000
Beverly Hills CPR 75,000
Jewish Family Services Los Angeles 505,000
People Assisting the Homeless (P.A.T.H.) 100,000
Step Up on Second ($165,000 CAGF Funding + CLASP $227,644) 392,644 TOTAL $ 1,292,644
Critical Agreements
Additionally, the CAGF agreement with Step Up on Second is being combined with their CLASP (Changing Lives & Sharing Places – Homeless Outreach) agreement with the City. A budget enhancement request was submitted to Council on June 18, 2024 as part Meeting Date: June 27, 2024

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of the FY2024-25 proposed budget, requesting an ongoing appropriation of $121,194 for Step Up on Second. The $227,644 CLASP agreement when combined with CAGF level of $165,000, results in a new Step Up agreement in the amount of $392,644.

C. Authorize the City Manager to execute all Fiscal Year (FY) 2024-25 agreements and approve all purchase orders for the foregoing agreements. The FY 2024-25 recommended CAGF expenditures totaling $2,406,144, which is comprised of $1,292,644 for the five critical service provider agreements plus $1,113,500 for CAGF recipients.

INTRODUCTION
Maintaining a social service safety net is a public service priority stated in the City’s General Plan. The City’s Community Assistance Grant Funding (CAGF) enables the City to secure partnerships with local social service agencies to support the quality of life of Beverly Hills’ residents. The City’s Safety Network creates a continuum of care for the most vulnerable members of the community including active and frail elderly residents, disabled individuals, residents of little to low means, and unhoused individuals. The Fire Department’s Human Services Division administers the CAGF program. The following summarizes this year’s process:
• Requests were received from 31 organizations for fiscal year (FY) 2024/2025 (excluding the five critical service providers) totaling $2,073,999 (see Attachment 1).
• Staff recommends a FY2024/25 total combined CAGF awards and critical agreements expenditures of $2,406,144, which is comprised of:
o Grants totaling $1,113,500, which will maintain services at FY2023/24 levels (which includes the base CAGF budget of $2,010,000 plus $168,500 in additional funding from the Community Services and Fire departments’ operating budgets).
o Five critical service contracts, which are transitioning from CAGF grantees to contract providers, for a total cost of $1,292,644.

The Charitable Solicitations Commission (CSC) evaluated the fiscal health of each organization using its solicitations permit criteria. The Human Relations Commission (HRC) weighed community needs with the programs proposed using criteria set by the City. The Joint Ad Hoc Committee did not recommend specific funding amounts; however, the Committee provided guidance on funding levels indicating if they felt that funding levels should increase, decrease, or remain as requested.

Both ad hocs recommended funding most existing CAGF recipients in good standing with the City. Included in the recommendation are three new applicants, a cultural organization and two that address social services. Each ad hoc committee brought this recommendation to their full Commission who supported their stance. The Commissions agreed that the safety network that the current CAGF funding provides to the community is extremely vital at this time, and that it was important, at a minimum, to try to keep all funding at least at the same level as the current fiscal year where appropriate. In some cases, it was warranted to decrease the funding level in accordance with the new fiscal year budget.

Meeting Date: June 27, 2024

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There is also a substantial update to the CAGF process this year, based on services provided in the past, five critical service providers will be moving towards direct contracts with the City for the upcoming fiscal year. These organizations include Jewish Family Services Los Angeles, Beverly Hills CPR, People Assisting the Homeless (P.A.T.H.), Step Up on Second, and Bet Tzedek Legal Services. The anticipated total amount to contract with these five organizations for Fiscal Year 24/25 is $1,292,644

DISCUSSION
The City prioritizes funding for services to benefit the most vulnerable members of the community. Active and frail elderly, disabled individuals, residents of little to low means, and unhoused individuals continue to be the primary populations in need of assistance.

The City targets services through CAGF that address these populations’ special needs.

Review Process
The Human Relations Commission (HRC) ad hoc committee, Commissioner Kraushaar and Commissioner Kaiserman, met on March 27, 2024 to review each Community Assistance Grant Fund (CAGF) applicant’s program proposal. In parallel, the Charitable Solicitations Commission (CSC) ad hoc committee, Chair Lipton and Commissioner Galen, met to review each applicant’s financial status and fiscal health.

On March 29, 2024, the HRC ad hoc committee met jointly with the CSC ad hoc committee to review their findings. The joint ad hoc met with all new applicants, where committee members asked questions about the organization’s finances and programmatic proposals. Following interviews with the 10 of the 11 new organizations (one applicant did not attend), the CSC Ad Hoc confirmed that the 22 organizations proposed for funding were in good financial standing, and the HRC Ad Hoc confirmed that the 22 organizations would be funded, and indicated at either the amount requested, lower, or higher.

On April 18, 2024, HRC Ad Hoc brought the Joint Ad Hoc’s recommendation to the full Human Relations Commission, in which the recommendations for programmatic funding were unanimously approved. At the May 1, 2024 CSC meeting, the CSC Ad Hoc presented their review and vetting of the applicant’s financials, and received comments from the rest of the Charitable Solicitations Commission. The CSC voted unanimously to approve the ad hoc’s financial evaluation and vetting.

In the same motion, CSC voted to recommend changing the grant amount for four of the organizations. CSC voted to recommend increasing funding for Chai Lifeline West Coast from $25,000 to $30,000, to increase ETTA from $50,000 to $65,000, to increase Farhang Foundation from $15,000 to $50,000, and decreasing Healthcare in Action from $124,000 to $50,000.

CSC did not recommend changing the funding recommendations for the other 18 organizations recommended for funding. The HRC did not recommend those four changes and instead have recommended the amounts proposed by staff found in the right column of Attachment 1.

Please note that historically, the ad hoc committee only makes grant approval recommendations based on the grant criteria and does not make specific recommendations on the funding amounts. However, the Committee may provide Meeting Date: June 27, 2024

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guidance on funding levels, indicating if they felt that funding should increase, decrease, or remain consistent with previous years’ funding for agencies that have been funded in the past.

Council Liaison Meeting
At the June 5, 2024 meeting of the City Council Liaisons/Human Relations Commission Committee with Vice Mayor Nazarian, Councilmember Mirisch, and Human Relations Commissioners Kaiserman, Kraushaar, and Charitable Solicitations Commission Chair Lipton, the Council Liaisons recommended nearly all of the same recommendations as staff, except for four organizations.

Council Liaisons recommended maintaining ETTA at the status quo amount of $65,000.

For new applicant Farhang Foundation, Liaisons recommended a $15,000 grant and one of their in-kind requests, a use day at the Wallis Anenberg Center for Performing Arts (pending availability). For another new applicant, Healthcare in Action, staff recommended $124,000, while the Liaisons recommended $100,000 for their first grant.

Lastly, the joint Ad Hoc recommended funding twenty-two organizations, however, the Liaisons found a great deal of value in the Glatt Kosher food provided by Our Big Kitchen LA and recommended adding them as the twenty-third organization to be funded this upcoming year. Liaisons recommended a $10,000 grant for first-time applicant Our Big Kitchen LA, which results in a total CAGF expenditures of $1,113,500.

Updated CAGF Process
A total of 31 complete applications were received for this application cycle. The sum of grant requests is $2,073,999. However, this year, staff recommends a slightly different process, by sorting the organizations into two groups and removing one of those groups from the CAGF process. The first group of organizations are those that provide crucial services to the community and cannot be replicated by City-staff. Serious unintended consequences may be experienced by residents should services not be made available.

The City will enter into contractual agreements for services rendered, based on billable hours for Beverly Hills residents, separately and outside of the CAGF process.

There are five critical service providers that will be moving towards direct contracts with the city, based on services rendered, for the upcoming fiscal year. These organizations include Jewish Family Services Los Angeles ($505,000), Beverly Hills CPR ($75,000), People Assisting the Homeless (P.A.T.H.) ($100,000), Step Up on Second ($392,644), and Bet Tzedek Legal Services ($220,000). The total amount to contract with these five organizations for Fiscal Year 24/25 is $1,292,644.

The next group of organizations, which are the bulk of grantees, are those that provide a General Social Service Program that provides quality of life services to the community that are otherwise not being provided; services are not urgent in nature and no serious consequences are present should services be delayed. This group also contains a few organizations that provide Cultural Arts Programs. This is the group that will participate in the CAGF process.

Some additional criteria and metrics that were requested through the application process and in the quarterly reporting is a focus on direct referrals for services from Beverly Hills Meeting Date: June 27, 2024

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residents, or Beverly Hills staff, to ensure these grants benefit the Beverly Hills community. The tentative total allocation for FY 24/25 CAGF awards is $1,113,500.

Additional information on the funding for the total CAGF program of $2,406,144 (including grant awards and critical agreements) is discussed further below in the Fiscal Impact section of this report.

This updated process and budget discussion was presented to the Human Relations Council Liaisons on March 27, 2024. At the time, the Liaisons were then-Councilmember Bosse and then-Vice Mayor Friedman, and they approved of the updated process and concept to deduct the cost to contract with the five agencies from the FY24/25 base budget for CAGF. At the Liaison meeting on June 5, 2024, Liaisons Vice Mayor Nazarian and Councilmember Mirisch also supported contracting with the five critical service providers at the proposed amount.

Step Up on Second
A note on the proposed agreement with Step Up on Second, the City’s long-time homeless outreach contractor, under contract since 2007. The City currently has three separate agreements with Step Up, and it is recommended that two of them be combined.

The original agreement with Step Up is for CLASP, which stands for Changing Lives And Sharing Places, the original name of the outreach program. The current CLASP agreement with Step Up that expires on June 30, 2024 began in 2021/2022 at $106,449 per year. That agreement has since been amended three times, adding $121,195 to the agreement in 2022/23 and 2023/24, which increased the not-to-exceed amount for those years to $227,644.

In addition to the CLASP agreement, and as a result of an increasing need for outreach staff, Step Up was encouraged to also apply for a CAGF grant. Step Up received their first CAGF grant in 2012/13 for $45,000, which has increased over time to $165,000 in current FY 2023/24.

As noted above, Step Up on Second is one of the five critical service providers that will move to a direct contract and be removed from the CAGF process. Additionally, the CAGF agreement with Step Up on Second is being combined with their CLASP agreement with the City in the amount of $106,449.

As directed by Council when the Homelessness Plan was adopted on March 18, 2024, the CLASP agreement needs to be increased from $106,449 to $227,644. The $227,644 CLASP agreement when combined with CAGF level of $165,000, results in a new Step Up agreement in the amount of $392,644. The request for an ongoing appropriation of $121,194 has been included in the proposed FY2024-25 budget as a budget enhancement, which was considered by Council on June 18, 2024.

This will result in the City having two unique agreements with Step Up on Second, one for CLASP Outreach for $392,644, and the second for the 30 Units of Scattered-Site Housing at a cost of $14,177,026 over 10 years.

Fiscal Year 2024/2025
Meeting Date: June 27, 2024

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A total of 31 organizations submitted proposals for funding for the FY 24/25 cycle; 24 proposals are social service related and seven are cultural proposals. Of the 31 proposals, 20 are from organizations currently funded in FY23/24, and eleven are from new organizations. See Attachment 1 for a list of applicant organizations, funding history, current requests, and funding recommendations. See Attachment 2 for programmatic proposal and summary of each application received, including details about the program proposed, agency description, and funding history.

FY 24/25 CAGF proposals respond to City priorities and can be organized under the following themes:
• Homeless Services – All Saints’ Episcopal Church (Home Again program/support services), Safe Parking Los Angeles;
• Food Insecurity and Nutrition - Westside Food Bank (nutrition), Collins and Katz Family YMCA (food distribution), Our Big Kitchen Los Angeles, and Beverly Hills Community Farm (fresh produce for those in need and education); • Senior Services – Affordable Living for the Aging (aging-in-place), Beverly Hills Active Adult Club (socialization), Senior Lives Matter, Senior Veteran Home Solutions, OPICA (memory loss support);
• Health & Wellbeing – Our House (grief support), Beit T’Shuvah Residential Addiction Treatment (drug rehab), The Maple Counseling Center (mental health), Tower Cancer Research (cancer support), Saban Community Clinic (medical, dental), Cancer Support Community Los Angeles (cancer support), Chai Lifeline (emotional & financial support to families with ill children), ETTA (advocacy for young adults who are neurodiverse), Healthcare in Action (medical), NAMI (mental health), Jewish Free Loan Association (interest free loans), and The Miracle Project (social skills through theater programming for neurodiverse); • Education – Beverly Hills Education Foundation (Student Intervention & Support Program);
• Cultural Enhancement – Theatre 40, Wallis Annenberg Center for the Performing Arts, Beverly Hills Theatre Guild, Maman Nonprofit, Shakespeare by the Sea and the Farhang Foundation, For Women Life Freedom-Nowruz Project.

The proposed social service programs were evaluated based on the criteria listed below.

Additionally, the CSC utilized their standard Solicitations Permit assessment process to evaluate the fiscal health of each applicant organization.

CAGF Proposal Evaluation Criteria

1. Organization provides services that support the City’s commitment to the provision of a social service safety net for the most vulnerable members of the community.

2. Organization provides a unique service that addresses an unmet need of the community and does not duplicate other providers or programs.

3. Organization does not rely solely on community assistance funding to remain viable, and the services would cost more to the City if the City provided them directly.

4. Organization provides regional services that enable the City to meet its regional obligation to help ameliorate social issues.

5. Organization is a 501c(3) or in partnership with a 501c(3).

Meeting Date: June 27, 2024

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Cultural CAGF Proposal Evaluation Criteria

1. Organization provides a unique service that addresses an unmet need of the community and does not duplicate other providers or programs.

2. Organization does not rely solely on community assistance funding to remain viable, and the services would cost more to the City if the City provided them directly.

3. Must be an existing Beverly Hills organization that has demonstrated a history of exemplary cultural opportunities which respond to community needs.

Organizations Recommended to be Denied Funding
While the majority of applications received provide a necessary and valuable service, some organizations lacked a correlation to a direct need of the community, provided a duplicate service, or simply were not an appropriate applicant for the CAGF process.

The organizations denied funding are as follows:
• Beit T’Shuvah residential Addiction Treatment – Organization provides treatment for substance abuse and addiction but does not provide outpatient services.

Residents and community members of the City of Beverly Hills currently receive substance abuse services through their private insurance and low-income residents may access treatment options through our current CAGF partner, Saban Community Clinic.
• Collins & Katz Family YMCA – Organization received $10,000 grant for food distribution services. Originally the city partnered with organization during Covid to assure food could be delivered to our most vulnerable if needed. The need for this delivery service has not been actualized by the community. Our food insecure population has direct access to several Westside Food Bank pantries (including the Collins and Katz Family YMCA site), senior meals through Roxbury community Center, home delivered meals provided by Jewish Family Services, and fresh produce through Beverly Hills Community Farm who are also a CAGF recipients. Westside Food Bank receives $250,000 in CAGF funding and Beverly Hills Community Farm receives $20,000. The City of Beverly Hills can adequately meet the need of our food insecure population with the services mentioned. • For Women Life Freedom – The organization’s proposal was vague, and representatives did not attend interviews on March 29, 2024. • Jewish Free Loan Association – Organization received funding in FY 2020-21 and 2021-22, but denied in 2022-23 and 2023-24 because the organization has not successfully demonstrated their ability to provide loans with terms or purposes appropriate for the Beverly Hills CAGF standards to address vital social services needs. JFLA reaffirmed most of the loans provided to the Beverly Hills community were educational loans or other miscellaneous expenses such as fertility costs, which although important causes, are not considered vital community social services needs. It should be noted that JFLA services can still be accessed by any BH resident.

Meeting Date: June 27, 2024

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• Maman Non-Profit – Organization provides holistic services to individuals facing serious illnesses. However, these needs are being served by current CAGF partners, such as Cancer Support Community LA and Chai Lifeline. • Senior Lives Matter – Organization’s proposal was vague and lacked a defined purpose or direction.
• Senior Veteran Home Solutions – Organization provides services to low-income senior veterans who are in need of housing. The City of Beverly Hills has an array of services for seniors in the community and, through the CAGF partnership with Jewish Family Services LA, needs such as housing, veteran benefits, and home care, are being addressed.
• Shakespeare by the Sea – Organization receives direct funding from City of Beverly Hills for annual show at Roxbury Park, this additional funding is not recommended.

Organizations Recommended to be Funded at Different Levels than Requested Some of the returning organizations requested an increased funding amount in 2024-25, of those organizations, some were granted the requested amount, while others were granted increases from prior years but not the full amount requested. Some of the organizations and their requests are described below.

Affordable Living for the Aging requested an increase from $8,500 to $12,500, however, their performance in Beverly Hills has not been successful enough to warrant the increase. Beverly Hills Community Farm requested an additional $5,000, Beverly Hills Educational Foundation requested an additional $25,000, and Beverly Hills Theater Guild requested an additional $15,000. The Ad Hoc recommends keeping all four organizations at their current funding amounts, respectively, $8,500, $20,000, $35,000, and $10,000.

Cancer Support Community Los Angeles requested an increase from $30,000 to $50,000, while Chai Lifeline West Coast requested an increase from $25,000 to $75,000, and the Liaisons supported maintaining the same amount for Cancer Support LA and a $5,000 reduction to Chai Lifeline West Coast.

ETTA requested an increase from $65,000 to $100,000, while the Council Liaisons recommended maintaining the status quo amount of $65,000. New organization Farhang Foundation requested $75,000 and in-kind use of the Wallis Annenberg Center for the Performing Arts and Greystone Manor. The CSC Ad Hoc recommended $50,000, while staff and the HRC Ad Hoc recommended $15,000, Council Liaisons agreed with the $15,000 grant, plus the in-kind donation of one Wallis use (pending availability).

Healthcare in Action requested $250,000, while the CSC Ad Hoc recommended starting their grant at $50,000, the HRC Ad Hoc and staff recommended $124,000. Council Liaisons recommended a $100,000 grant for their first-time. NAMI Westside requested Meeting Date: June 27, 2024

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$74,500, but as a first-time applicant, the Ad Hocs and Council Liaisons recommended $20,000.

Saban Community Clinic and Theater 40 were funded for $50,000 this current year but have each requested $75,000 for FY 2024-25; the Liaisons recommended maintaining current year funding levels for Theater 40, and a more modest increase to $60,000 for Saban.

Safe Parking LA had been funded for $50,000 for the last three years, and asked for $50,000 again for FY 2024-25. The Committee noted the small percentage of Beverly Hills vehicles participating in the program, and lack of parking locations in the Beverly Hills area as reasons for significantly reducing their grant to $10,000.

The Miracle Project requested an increase of $5,000, but Liaisons recommended maintaining their $45,000 grant. Tower Cancer Research has asked for an additional $25,000 but the recommendation is to maintain their current $50,000 grant. Lastly, Westside Food Bank has asked for a $25,000 increase to $275,000 but the Liaisons supported the existing $250,000 grant.

FISCAL IMPACT
The current CAGF budget from FY 2023-24 is $2,177,500, which included a one-time budget enhancement of $167,500. At the time of the June 5, 2024 Council Liaison meeting, it was thought and communicated that this full budget was available for the upcoming fiscal year; however, upon further review, the enhancement request was only asked and approved for a single year. Therefore, the initial starting CAGF budget for FY 2024-25 is $2,010,000. To fully fund the program as approved by the Council Liaison, $168,500 in funding from the Community Services and Fire departments’ operating budgets will be used, which accounts for the one-time budget enhancement from the prior year (which is not included in the upcoming proposed budget) plus the additional $1,000 in funding approved by the Council Liaisons.

The below provides a summary breakdown of the Proposed FY2024/25 funding:

Item
Proposed FY2024-25
Budget
CAGF Budget (including $165,000 for Step Up) $ 2,010,000 Ongoing Contractual Budget Enhancement (Step Up) 121,194 Ongoing Contractual (Step Up - CLASP) 106,450
Community Services/Fire Operating Budget ($167,500 + $1,000) 168,500 Total Budget available for CAGF award and Critical contracts $ 2,406,144 Given the restructuring of the CAGF program into two components (CAGF awards and critical contractual services), the Proposed FY2024/25 budget will be updated as follows:

Meeting Date: June 27, 2024

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Budget Item
Proposed FY2024-25
Budget
(Break out of CAGF
and Critical
Agreements)
CAGF Budget $ 945,000
Community Services/Fire Operating Budget ($167,500 + $1,000) 168,500 Total CAGF Funding for FY24/25 1,113,500
Ongoing Contractual Services 1,292,644
Total Budget available for CAGF award and Critical contracts $ 2,406,144 A total of $1,113,500 will be available for grant awards in FY 2024-25 and $1,292,644 will be available in contractual services for the five critical contracts as detailed below:

Bet Tzedek Legal Services $ 220,000
Beverly Hills CPR 75,000
Jewish Family Services Los Angeles 505,000
People Assisting the Homeless (P.A.T.H.) 100,000
Step Up on Second ($165,000 CAGF Funding + CLASP $227,644) 392,644 TOTAL $ 1,292,644
Critical Agreements
To account for the Liaison Committee and Joint Ad Hoc’s recommendations, the organizations’ prior performance, current community needs, and projected demand for services, the recommended FY 2024-25 CAGF awards and critical contractual service agreements total $2,406,144. These funds are available in the General Fund of the Proposed FY 2024/25 budget and aim to enhance services and increase the capacity of several programs serving populations with growing needs.

Gregory Barton,
Fire Chief
Stephanie Harris,
Director of Community Services
Approved By Approved By
Attachment 1
Community Assistance Grant Funding
FY 24/25 Requests and Recommendations
Organization Name Funding History Service Provided
City
Funding
Began
2022/2023
Allocations
2023/2024
Allocations
2024/2025
Requests
2024/2025 Staff
Funding
Recommendations
2024/2025
HRC
Recs.
2024/2025
CSC
Recs.
2024/2025
Liaison
Recs.
1 Affordable Living for the Aging Ongoing Roommate Matching for Older Adults to Age in Place 2015 $8,500 $8,500 $12,500 $8,500 $8,500 $8,500 $8,500 2 All Saints' Homeless Assistance Program Ongoing Homeless Assistance, Case Management, and Bus Tokens 2003 $30,000 $45,000 $45,000 $45,000 $45,000 $45,000 $45,000 3 Beit T'Shuvah Residential Addiction
Treatment New Rehabilitation Services N/A N/A N/A $75,000 $0 $0 $0 $0 4 Beverly Hills Active Adult Club Ongoing Senior Activities Club 1974 $20,000 $25,000 $25,000 $25,000 $25,000 $25,000 $25,000 5 Beverly Hills Community Farm Ongoing Fresh Produce for Families in Need 2022 $10,000 $20,000 $25,000 $20,000 $20,000 $20,000 $20,000 6 Beverly Hills Education Foundation (BHEF) Ongoing Social Emotional Programming and Arts Programming for the School District 2006 $35,000 $35,000 $60,000 $35,000 $35,000 $35,000 $35,000 7 Beverly Hills Theatre Guild Ongoing Cultural 2022 $10,000 $10,000 $25,000 $10,000 $10,000 $10,000 $10,000 8 Cancer Support Community Los Angeles Ongoing Cancer Support Groups 2022 $25,000 $30,000 $50,000 $30,000 $30,000 $30,000 $30,000 9 Chai Lifeline West Coast Ongoing Support Programs for Ill Children and Their Families 2022 $25,000 $30,000 $75,000 $25,000 $25,000 $30,000 $25,000 10 Collins & Katz Family YMCA Ongoing Food Distribution Program 2021 $10,000 $10,000 $10,000 $0 $0 $0 $0 11 ETTA Ongoing Families & Individuals w/ Special Needs 2017 $65,000 $65,000 $100,000 $50,000 $50,000 $65,000 $65,000 12 Farhang Foundation** New Cultural N/A N/A N/A $75,000 $15,000 $15,000 $50,000 $15,000 13 For Women Life Freedom New Cultural N/A N/A N/A $74,000 $0 $0 $0 $0 14 Healthcare In Action New Medical Services N/A N/A N/A $250,000 $124,000 $124,000 $50,000 $100,000 15 Jewish Free Loan Association New* Interest Free Loan for Those In Need 2020 Applied, but did
not receive
funding
$0 $35,000 $0 $0 $0 $0
16 Maman Non-Profit New Medical & Counseling Services N/A N/A N/A $25,000 $0 $0 $0 $0 17 NAMI Westside New Mental Health N/A N/A N/A $74,500 $20,000 $20,000 $20,000 $20,000 18 OPICA Adult Day Program & Counseling
Center Ongoing Memory Loss Services & Caregiver Support N/A Applied, but did
not receive
funding
$15,000 $15,000 $15,000 $15,000 $15,000 $15,000
19 Our Big Kitchen New Volunteer Opportunities N/A N/A N/A $18,000 $0 $0 $0 $10,000 Community Assistance Grant Funding
FY 24/25 Requests and Recommendations
Organization Name Funding History Service Provided
City
Funding
Began
2022/2023
Allocations
2023/2024
Allocations
2024/2025
Requests
2024/2025 Staff
Funding
Recommendations
2024/2025
HRC
Recs.
2024/2025
CSC
Recs.
2024/2025
Liaison
Recs.
20 OUR HOUSE Grief Support Center Ongoing Grief Support and Counseling 2021 $30,000 $30,000 $30,000 $30,000 $30,000 $30,000 $30,000 21 Saban Community Clinic Ongoing Medical Services 1992 $50,000 $50,000 $74,000 $60,000 $60,000 $60,000 $60,000 22 Safe Parking LA Ongoing Safe Parking Lots for Homeless Individuals and Families 2021 $50,000 $50,000 $50,000 $10,000 $10,000 $10,000 $10,000 23 Senior Lives Matter New Social Services N/A N/A N/A $104,000 $0 $0 $0 $0 24 Senior Veteran Home Solutions New Housing/Placement Services N/A N/A N/A $70,000 $0 $0 $0 $0 25 Shakespeare by the Sea New Cultural N/A N/A N/A $7,000 $0 $0 $0 $0 26 The Maple Counseling Center Ongoing Low Cost Counseling/Senior Counseling 1984 $185,000 $185,000 $185,000 $185,000 $185,000 $185,000 $185,000 27 The Miracle Project Ongoing Cultural / Life Skills 2019 $40,000 $45,000 $50,000 $45,000 $45,000 $45,000 $45,000 28 Theatre 40 Ongoing Cultural 2006 $50,000 $50,000 $74,999 $50,000 $50,000 $50,000 $50,000 29 Tower Cancer Research Ongoing Cancer Support Groups 2019 $50,000 $50,000 $75,000 $50,000 $50,000 $50,000 $50,000 30 Wallis Annenberg Center for the
Performing Arts Ongoing Cultural 2017 $10,000 $10,000 $10,000 $10,000 $10,000 $10,000 $10,000 31 Westside Food Bank Ongoing Feeding Low Income Residents 1986 $250,000 $250,000 $275,000 $250,000 $250,000 $250,000 $250,000 $1,980,000 $2,077,500 $2,073,999 $1,112,500 $1,112,500 $1,093,500 $1,113,500 $2,010,000 $2,010,000 $1,112,500 $1,113,500
Total CAGF Funding Allocation:

CAGF Budget:
**Farhang is being awarded $15,000 grant and the in-kind use of one of the City's "Wallis Uses".
*Applicant who applied previously, but did not receive funding Attachment
2 ERLY Community Assistance Grant Funding -FY 24/25
Human Relations Commission Ad Hoc Committee
Program Proposals

1. Affordable Living for the Aging

2. All Saints’ Homeless Assistance Program

3. BeitT’Shuvah

4. Beverly Hills Active Adult Club

5. Beverly Hills Community Farm

6. Beverly Hills Education Foundation

7. Beverly Hills Theatre Guild8. Cancer Support Community Los Angeles9. Chai Lifeline West Coast

10. Collins & Katz Family YMCA11. ETTA12. Farhang Foundation

13. For Women Life Freedom14. Healthcare in Action15. Jewish Free Loan Association16. Maman Non-Profit17. NAMI Westside LA

18. OPICA Adult Day Program & Counseling Center19. Our Big Kitchen LA

20. OUR HOUSE Grief Support Center21. Saban Community Clinic22. Safe Parking LA

23. Senior Lives Matter24. Senior Veteran Home Solutions

25. Shakespeare by the Sea26. The Maple Counseling Center27. The Miracle Project28. Theatre 4029. Tower Cancer Research Foundation

30. Wallis Annenberg Center for the Performing Arts

31. Westside Food Bank
APPLICATION SUMMARY FY 2024/25
Agency: Affordable Living for the Aging
Requested amount: $12,000History of City funding: 2015/16: $6,500; 2016/17: $8,500; 2017/18: $8,500; 2018/19: $8,500; 2019/20: $8,500; 2020/21: $8,500; 2021/22: $8,500; 2022/23: $8,500; 2023/24: $8,500 Agency description: Affordable Living for the Aging (ALA) offers housing matching and shared housing services for isolated and financially vulnerable seniors. The program promotesindependent living for older adults and supports aging in place.Proposed use of Community Assistance Grant Funds: Recipient proposes to match older adults to share homes. ALA will work with older adult residents (renters and owners) in Beverly Hills who have an extra bedroom and are willing to share their home as a way to: 1) boost monthlyincome, 2) increase social support. ALA staff conducts home visits, assessments, background screening and reference checks to ensure participants receive introductions to reliable roommates.

After introductions, staff provides coaching, monitors a trial period, and assists with a written agreement on the terms of the living arrangement.

Target population/Primary service: Older adult residents (homeowners and renters).

Percentage of total program utilized by Beverly Hills residentslcommunity: Beverly Hillsresidents represent about 1 % of service users.

Quantifiable Services and Measures: Amount of program enrollments, # of applicant screenings, # of roommate matches, and agreements signed, and # of counseling services provided to support matches.

Current Performance:

FY 23/24: (Qi & Q2) Satisfactory Unsatisfactory LI N/A
General Comment(s) (e.g., non-quantifiable benefits identified by experience with agency v. absolute numbers; observations such as their growth curve and relationship with City, its residents and target populations):

Older adults living on fixed incomes are particularly vulnerable to rent increases and costs associated with changes in health status and independence. For residents who cannot afford thecost of fair market rents, becoming a roommate is an opportunity to offer meaningful assistance toan older adult in exchange for housing accommodations that they can afford.Social support increases when having a roommate and companion. It gives older adults access to socialization, informal support, and the security of having someone in the home in case of an emergency. In addition to companionship, older adults can receive assistance with transportation, meal preparation and household chores. This strengthens older adults’ social supports and improves their economical security.

In conclusion, Shared Housing for affordable living offers a sustainable, community-driven solution to Beverly Hills’ housing challenges, aligning perfectly with the grant’s objectives of enhancing public safety, quality of life, and social services.

Percentage of annual funding City’s contribution represents: $8,500 represents 4% of ALA’s annual funding.

Ratio of administrative to operating costs: 12% are administrative.

Service Profile: Needs-based Quality of life-based Social Service Health Education LI Other LI
Agency Scope: Local Regional National LI International LI 501 (C) (3): Yes No LI Exempt LI
2 Agency Name
Monday, February 26, 2024
Community Assistance Grant Funding (CAGF)
Application
Fiscal Year 2024-2025
Affordable Living for the Aging
937 N. Fairfax Avenue, Attn: OfficeWest Hollywood, California, 90046 Agency Address
Contact Person
Phone Number
Email
Secondary Contact Person
Phone Number
Email
Website URL
Social Media Handles

1. Is your organization a 501 c.3, or
are you in partnership with a 501c.3?
1 a. Upload documentation
demonstrating 501 c.3 status or
partnership

Affordable Living for the Aging offers shared housing services for isolated and financially vulnerable seniors. The program matches seniors together to share homes with low-income housing seekers. This model provides another option for people who cannot afford high housing costs and for seniors living alone who require additional support to remain safely at home. There are two types of exchanges - rent only and a service exchange for reduced rent.

The Shared Housing Program is both an aging-in-place initiative and an important intervention for easing the City’s housing affordability challenges.

ALA Shared Housing offers year-round matching services and support to applicants and participants.

Service delivery includes:

Candice Scott
(310) 600-9198
candicealaseniorliving.org
Helen Hsieh
(818) 970-4892
helenalaseniorliving.orgalaseniorliving.org
ALAhousing
Yes, we are a 501 c.3
501 c3 -Affordable Living for ... .pdf
CAGF: Social Services or Program
-Home visits
-One-on-one interviews-Applicant screening (reference check, income verification, background check)-Counseling to establish expectations and set program guidelines -Client introductions-Overseeing completion of the Roommate Agreement-Monitoring the match/ongoing support (quarterly check-ins and surveys) Success is measured by the number of enrollments, number of matches, duration of matches, andqualitative improvements (less isolation and loneliness, level of satisfaction with shared housing arrangement) that are measured through an annual survey.

3. Do you anticipate needing any Noadditional support or in-kind funding from the City of Beverly Hills to
implement your proposed program?

4. Why are these services considered critical (e.g., enhance quality of life, improve publicsafety)? If you are a previous recipient, will you be providing new services this funding period? Shared housing services are critical at a time when aging residents are at risk of isolation and transportation challenges, institutionalization, and financial constraints due to increased medical costs and fixed incomes.

Having a roommate and companion gives older adults opportunities for socialization, access to support, and security in case of an emergency. In addition to offering companionship, ALA roommates can assist with daily living support including transportation, meal preparation, and household chores. These basic activities are often the difference between someone being able to stay at home or having to consider otherliving arrangements. Seniors who accept roommates report feeling a greater sense of security knowing that there is someone available to offer help.

For residents who cannot afford the cost of fair market rents, becoming a roommate is an opportunity to offer meaningful assistance to an older adult in exchange for housing accommodations that they canafford. 5a. What percentage of your proposed program is currently utilized by Beverly Hills residents?Please explain what evidence or data you have to support this claim. Do you anticipate any change in utilization for FY 2024-2025? If this data is unavailable, please explain how you will track this information if awarded a grant?
Since the inception of our program, we’ve housed 54 clients from Beverly Hills. Presently, we have 3enrolled members from Beverly Hills, constituting 1 % of our program’s total utilization. Anticipated enhancements in the upcoming fiscal year (FY24-25), including expanding our staff from 1 to 3 members and implementing automated program systems such as a dedicated website and program-specific CRM,are expected to result in an increase in applicants, including Beverly Hills residents, seeking assistance.

We’ve procured a CRM and are currently in the process of inputting program data. These staffing augmentations and technological upgrades will enable us to offer heightened support to the City of Beverly Hills by increasing our capacity and implementing best practice workflows that encompass outreach, application processing, enrollment procedures, and grant management to meet reporting requirements effectively.
5b. What percentage of the proposed services is utilized in the Los Angeles County SPA 5regional area? Please explain what evidence you have to support this claim. Do you anticipate any change in utilization for FY 2024 - 2025?
We have a total of 48 matches En SPA5, which is 1 8.4% utilization for the program.We do expect an increase in enrollments in FY24/25 as we have a wait list of 58 program participants inSPA5 that we are in the process of enrolling and matching. We recently automated our application process 2 to meet demand, which has led to a higher number of applicants over the last year.

6. To ensure streamlined service delivery to the Beverly Hills community, what is your agency’s plan to accept direct referrals from City staff and I or our contracted vendors as applicable? ALA is in the process of hiring 3 staff to manage the influx and increased demand for services. This will be completed by March 1 5th. This will include the Program Director (replacement for longtime director Miriam Hall), a new hire Program Manager, and a new program coordinator. All three individuals will be available via email and by telephone so that City Staff and contracted vendors can reach our teampromptly.

Additionally, applicants may apply online through our website alaseniorliving.org. If applicants have any challenges with technology, we are happy to work with them directly to gather the relevant information for applications to start the process.

7. Are you a NEW or RETURNING Returning applicant?7b. For returning applicants: The City takes pride in ensuring residents have access to the strongest social services and cultural programming. Please describe what efforts your organization has taken to ensure you have maintained the highest standards of service delivery.

Describe how your organization has been responsive to community needs and has incorporated best practices to better serve the Beverly Hills community.

ALA strives to provide best-in-class services for all of our programs. Our organization has a 45-year track record of providing housing services to Los Angeles County and we continually add best practices to ensure we continue to optimize and meet the needs of the community. We maintain strong quality standards for our matching process including a robust background check and vetting, in-person interviews, home visits, quarterly check-ins, and ongoing counseling if needed.

To ensure our organization is responsive to community needs, we have implemented the following best practices:
1) Recently completed an audit of shared housing organizations to collaborate on the expertise of the community. Through this audit, we identified and adopted a new CRM and are collaborating with the President of the National Shared Housing Resource Center to implement Shared Housing-specific workflows. This will also enable us to have robust participant records to improve our reporting to funders and stakeholders.2) We have updated our forms and backend processes to improve efficiency.3) Adding staff to meet home share demand. As previously mentioned, we will be increasing from 1 staffmember to 3 to support increased demand across all SPAs. 4) We’ve added enrollment and education capacity and are available for any local workshops, meetings, and events where we may share the program services.
5) We’ve developed new collateral including presentations and program flyers in English and Spanish. 6) We are currently developing an expanded survey to ensure we can receive timely feedback from participants to measure impact and make any improvements to ensure services remain relevant to the community.8. The funding year is July 1, 2024 to June 30, 2025. What is the funding amount requested? $1 2,000

9. What percentage of your annual funding would the City’s contribution represent? AO
‘+ 0

10. What is the ratio of your organization’s administrative operating costs? 12%11. What other funding sources does your organization currently receive? ALA’s Shared Housing Program is a current recipient of Los Angeles County Third District CDBG funding, 3 administered by the Los Angeles County Development Authority (LACDA). This contract was initiated in the 1 980s and has been renewed each year since.

We also received grants from SCAN Healthcare and Kaiser Permanente in FY2023. In FY2024, we areapplying for an additional home share contract through CDBG Pasadena (notification in June 2024).

12. Provide any additional information that may be useful in evaluating your proposal.

The Shared Housing program directly tackles Beverly Hills housing affordability crisis by repurposingexisting housing stock and providing cost-effective solutions for seniors. By enabling aging in place and fostering community connections, our program enhances the quality of life, promotes social inclusion, andcontributes to the overall well-being of Beverly Hills residents. By offering service exchanges, seniors may receive the support they need to age in place and avoid institutionalizationn while low-income seekers may secure affordable homes.

Additionally, Shared Housing alleviates the strain on local housing resources while supporting the citys commitment to equitable access to affordable housing options for all residents.

In conclusion, Shared Housing for affordable living offers a sustainable, community-driven solution toBeverly Hills housing challenges, aligning perfectly with the grants objectives of enhancing public safety, quality of life, and social services.

For additional reference regarding the program, we invite you to watch the Vice News feature about ALA Shared Housing featuring two of our home share participants entitled “How to Safely Ride Out a Pandemic When You’re 1 00” fflps://www.youtube.com/watch?v=KeIm2zBYRoM. Shirley, now 103, is still participating in our home share program with Scott.

13. Is your grant or cultural funding up to $74,999.00 request:
1 3a. If your request is under
$74,999.00, please submit recent Affordable Living for the Agin... .pdf balance sheet and operating budget
OR most recent tax return.

Additional Documents? Upload them r ai a D’I’L’. here. 4 4 YRS 94% $700 $300

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Shared Housing_Ol .2024.pdf
5 APPLICATION SUMMARY FY 2024125
Agency: All Saints’ Homeless Assistance Program
Requested amount: $45,000
History of City funding: 2003/4: $1,200; 2004/5: $1,200; 2006: $6,200; 2007: $1200/bus tokens and $8,800; 2008/9: $1200/tokens and $9,100; 2009/10: $10,300; 2010/11: $9,300; 201 1/12: $9,300; 2012/13: $9,300; 2013/14: $9,300; 2014/15: $18,000; 2015/16: $18,000; 2016/17: $21,000; 2017/18: $24,000; 2018/19: $26,000; 2019/20: $29,000 2020/21: $30,000;2021/22: $30,000; 2022/23: $30,000; 2023/2024: $45,000 Agency description: Since 1992, the All Saints’ Trinity Project (formerly All Saints’ Homeless Assistance Program) has been feeding hungry and unhoused people. The All Saints’ Trinity Project’s goal is to continue to provide a weekly comprehensive array of services that are essential to the unhoused population and are not currently provided by local government agencies. The church provides freshly made sack lunches with sandwiches, cookies and fruit every Saturday, as well on-demand food during the week. We distributed hygiene supplies,clean clothes, including coats from the annual holiday parish coat drive, and fast-food giftcertificates and Metro Tap cards.

Proposed use of Community Assistance Grant Funds: Recipient shall use the funds to operate the Homeless Assistance Program including items such as food, hygiene supplies, transportation, rent payment, meal gift cards, and Project Home Again. These resources will be available to the City’s homeless outreach team for use with their clients. The church will also continue sack lunch program, Curbside Food Drive and Laundry Love program, partner with another faith-based group to supply food for a regional food truck to feed homeless individuals and actively support refugee families waiting asylum and 50 families at Upward Bound House.Emergency housing funds are an important safety feature provided by All Saints as part of their commitment to the “housing first” model. The program works with BHOT and the Human Services staff to identify appropriate individuals that could access housing if given immediate financial support, with a housing plan.

Target populationlPrimary service: Homeless individuals, those at-risk for homelessness, and food insecure individuals; fills gap in service and safety net; housing stability assistance and navigation to available social services.

Percentage of total program utilized by Beverly Hills residents/community:

Approximately 5% of people served are low or fixed-income Beverly Hills residents in need of meals provided each week.

Percentage of annual funding City’s contribution represents: 30% Quantifiable Services and Measures: Supports 50 families at Upward Bound House FamilyShelter, distributes 100 sack lunches twice a month, and will rebuild the Monday Meal program serving hot meals to the unhoused individuals in and around the City. Provides Subway giftcards, and TAP cards for the SHOT team, and provides the funding for the Project Homecoming reunification program.

Current Performance:

FY 23/24: (Qi & Q2) Satisfactory Unsatisfactory N/A
General Comment(s) (e.g., non-quantifiable benefits identified by experience with agency v. absolute numbers; obse,vations such as their growth cu,ve and relationship with City, its residents and target populations):Goals for 2025 are to activate our professional kitchen to provide take out entrees to supportSPA5 programs eg St. Joseph’s, Safe Parking, and Inside Safe. Going forward we would like to provide scholarships for kitchen certification and training to participants in the St. Joseph’s program, as a pathway to employment. We plan to host a quarterly gathering for ourneighboring churches and service providers in the SPA5 to share ideas and way’s to better support those in need.

It takes many organizations working together to address the problem of homelessness. All Saints’ has demonstrated its ability to work with the City and function as a partner for identification, support, and follow-through, and to provide for the most basic needs of the City’sunhoused. We are excited about continuing and expanding our work with the City to provide emergency housing funds and home reunification to our unhoused population.

Ratio of administrative to operating costs: 5%
Service Profile: Needs-based Quality of life-based Social Service Health Education LI Other LI
Agency Scope: Local Regional National LI International LI 501 (C) (3): Yes No LI Exempt All Saints is a religious non-profit organization which derives its 501c.3 status as an entity of The Episcopal Church (Documentation provided) 2 Agency I Name
Thursday, February 22, 2024
Community Assistance Grant Funding (CAGF)
Application
Fiscal Year 2024-2025
All Saints Beverly Hills
Agency Address
Contact Person
Phone Number
Email
Secondary Contact Person
Phone Number
Email
Website URLSocial Media Handles

1. Is your organization a 501 c.3, or
are you in partnership with a 501c.3?
la. Upload documentation
demonstrating 501 c.3 status or
partnership

Since 1992, the All Saints’ Trinity Project (formerly All Saints’ Homeless Assistance Program) has been feeding hungry and unhoused people. The All Saints’ Trinity Project’s goal is to continue to provide a weekly comprehensive array of services that are essential to the unhoused population and are not currently provided by local government agencies. The church provides freshly made sack lunches withsandwiches, cookies and fruit every Saturday, as well on-demand food during the week. We distributed hygiene supplies, clean clothes, including coats from the annual holiday parish coat drive, and fast food gift certificates and Metro Tap cards.
504 N. Camden DriveBeverly Hills, CA, 9021 0
Jean Dillingham
(310) 275-0123
jd illinghamallsaintsbh.org
Hallie Foote
(310) 275-0123hfooteallsaintsbh.org
allsaintsbh.org
fb:all saints’ beverly hills, IG: allsaintsbh
Yes, we are a 501c.3
ASEC 501c3 2003-08-05.pdf
CAGF: Social Services or Program

3. Do you anticipate needing any No additional support or in-kind funding from the City of Beverly Hills to
implement your proposed program?

4. Why are these services considered critical (e.g., enhance quality of life, improve publicsafety)? If you are a previous recipient, will you be providing new services this funding period?All Saints’ is known as providing a critical safe space with various resources to assist the unhoused with clothing, Metro cards, hygiene supplies, fellowship and community. All Saints’ is committed to an allencompassing, collaborative approach, working with the City and non-profit agencies including neighboring parishes, to reduce chronic homelessness.

All Saints’ provides a venue for the westside homeless outreach teams to meet and interact with their clients base. We work closely with the City of Beverly Hills to research the current needs of the unhoused in the city, and work to reduce panhandling, by promoting positive change. 5a. What percentage of your proposed program is currently utilized by Beverly Hills residents? Please explain what evidence or data you have to support this claim. Do you anticipate any change in utilization for FY 2024-2025? If this data is unavailable, please explain how you will track this information if awarded a grant?
All Saints’ provides assistance to all who wish to participate, including those at risk for homelessness, the unhoused, and the food insecure. Given the longevity of the program, we believe we interact in some way with many of the homeless individuals in the city. In addition to serving the unhoused and the transient homeless in the city, approximately 5% of those served are Beverly Hills residents who subsist on low, fixed incomes, and who are in need of the meals, clothing, and other services we provide each week. 5b. What percentage of the proposed services is utilized in the Los Angeles County SPA 5regional area? Please explain what evidence you have to support this claim. Do you anticipate any change in utilization for FY 2024 - 2025?
The majority of the grant is utilized in SPA5. All Saints’ provides professional clothing to St. Joes for their clients to wear on interviews. Hygiene kits, under garment wear, including socks and shoes, rainwear.

Goals for 2025 are to activate our professional kitchen to provide take out entrees to support SPA5 programs eg St. Joseph’s, Safe Parking, and Inside Safe. Going forward we would like to provide scholarships for kitchen certification and training to participants in the St. Joseph’s program, as a pathway to employment. We plan to host a quarterly gathering for our neighboring churches and service providers in the SPA5 to share ideas and way’s to better support those in need.

6. To ensure streamlined service delivery to the Beverly Hills community, what is your agency’splan to accept direct referrals from City staff and I or our contracted vendors as applicable? Emergency housing funds are an important safety feature provided by All Saints’. As part of our commitment to the Home Again and Welcome Home program, we work closely with Kevin Connor, from the City of Beverly Hills to identify individuals who have expressed interest and willingness to return to their family homes, with full consent and acceptance of their family, and coordinate the travel out of our grant funding. Additionally, we work closely with the city to share and provide assistance with meal cards, transportation needs per request.

7. Are you a NEW or RETURNING Returning applicant?
7b. For returning applicants: The City takes pride in ensuring residents have access to the strongest social services and cultural programming. Please describe what efforts yourorganization has taken to ensure you have maintained the highest standards of service delivery.

Describe how your organization has been responsive to community needs and has incorporated best practices to better serve the Beverly Hills community.

The Beverly Hills community has consistently showed up to volunteer to serve, chop, sort and deliver clothing and meals. Our best practices include our connectivity to other local programs to augment and 2 not duplicate services.

8. The funding year is July 1, 2024 to June 30, 2025. What is the funding amount requested? All Saints is requesting $45,000 for 2024-2025.

9. What percentage of your annual funding would the City’s contribution represent? The requested amount would represent about 30% of the actual costs associated with supporting the program. This includes direct expenditures for food, hygiene supplies, clothing, metro cards, and cash disbursements for rent and housing assistance, as well as the administrative overhead associated with running the program, including the allocation of personnel and facilities costs.

10. What is the ratio of your organization’s administrative operating costs? The administrative/operating ratio for All Saints’ is projected to be 5%.

11. What other funding sources does your organization currently receive?Food, clothing and financial donations from our parishioners.12. Provide any additional information that may be useful in evaluating your proposal.It takes many organizations working together to address the problem of homelessness. All Saints’ has demonstrated its ability to work with the City and function as a partner for identification, support, and follow-through, and to provide for the most basic needs of the City’s unhoused. We are excited aboutcontinuing and expanding our work with the City to provide emergency housing funds and home reunification to our unhoused population.

13. Is your grant or cultural funding up to $74 999.00 request:1 3a. If your request is under $74,999.00, please submit recent December 2023 Financials f xlsxbalance sheet and operating budgetOR most recent tax return. 3 APPLICATION SUMMARY FY 2024/25
Agency: Belt T’Shuvah Residential Addiction Treatment
Requested amount: $75,000History of City funding: First Time Applicant Agency description: Beit T’Shuvah’s mission is to heal broken souls and save the lives of those wrestling with addiction by providing integrated care in a community setting. We believe everyone has the right to redemption, which is why we never turn a single soul away due to their inability to pay.

Belt T’Shuvah’s overarching goal is to help individuals heal from the brokenness caused by addiction. Our recovery model is based on a holistic approach that focuses on the mind, bodyand soul, and embraces the inherent differences among our clients. Every resident is assignedan addiction counselor, an individual therapist, and a spiritual counselor with whom they design a highly individualized treatment plan. We strive for a well-rounded curriculum that speaks to all races, genders, ethnicities, and religions, and transfers well to our non-sectarianclients.

Proposed use of Community Assistance Grant Funds: Beit T’Shuvah has been on the frontlines of this battle against addiction for over three and a half decades, providing quality addiction treatment services to a predominantly low-income population in Los Angeles— approximately 98% of our residents receive some form of financial support to help subsidize the cost of their treatment. Our program provides a full-spectrum continuum of care that integrates clinical treatment with acute recovery support services to help clients successfullyreintegrate into society.Beit T’Shuvah is fighting to ensure that the people of our community have the opportunity to build healthy, productive, and satisfying lives.., regardless of their financial situation. Driven by a “mission over money” philosophy, we have provided over 7,000 individuals (200-250annually) with the critical recovery resources that have given them a second chance at life.

This would not be possible without the help of our important community partners, and our hope is that the city of Beverly Hills will choose to join us in our battle against addiction.

Target population/Primary service: Predominantly low-income population in Los Angeles in need of substance abuse treatment.Percentage of total program utilized by Beverly Hills residents/community:

Approximately 55% of residents in 2023 were from the SPA 5 regional area.

Quantifiable Services and Measures: Evidence is validated through data compiled during resident intake and stored securely in our electronic healthcare records system (KIPU).

Additionally, many of our longtime donors are from Beverly Hills, and we hold our annual Gala at the Beverly Hilton (with follow-up printed in the Beverly Hills Courier).

Historical Performance:

FY 23/24: (Q1 & Q2) LI Satisfactory LI Unsatisfactory N/A General Comment(s) (e.g., non-quantifiable benefits identified by experience with agency v. absolute numbers; observations such as their growth curve and relationship with City, its residents and target populations):

Although some of the city’s current CAGF partners address issues that our program also focuses on—such as mental health, legal, vocational, and housing issues—there are currently no partners whose program is dedicated to providing quality addiction treatment services to a predominantly low-income population. One of the best ways to truly understand the value of our program is to come visit us and witness the lifesaving work we do firsthand. We would love to provide any and all individuals who would be interested in a tour of our facility.

Percentage of annual funding City’s contribution represents: 0.79%.Ratio of administrative to operating costs: 19% Service Profile: Needs-based Quality of life-based Social Service Health Education Other LI
Agency Scope: Local Regional National LI International LI 501 (C) (3): Yes No El Exempt El
2 Agency Name
Wednesday, February 14, 2024
Community Assistance Grant Funding (CAGF)
Application
Fiscal Year 2024-2025
Beit T’Shuvah Residential Addiction Treatment
8831 Venice Blvd.

Los Angeles, CA, 90034
Agency Address
Contact Person
Phone Number
Email
Secondary Contact Person
Phone Number
Email
Website URL
Social Media Handles

1. Is your organization a 501 c.3, or
are you in partnership with a 501c.3?
1 a. Upload documentation
demonstrating 501c.3 status or
partnership

Currently, the Los Angeles SPA 5 regional area does not offer its community an affordable, long-term,residential addiction treatment option that encompasses the scope and quality of services that Beit T’Shuvah provides.

PROGRAM GOALSBeit T’Shuvah’s overarching goal is to help individuals heal from the brokenness caused by addiction. Our recovery model is based on a holistic approach that focuses on the mind, body and soul, and embraces the inherent differences among our clients. Every resident is assigned an addiction counselor, an individual therapist, and a spiritual counselor with whom they design a highly-individualized treatment plan. We strive for a well-rounded curriculum that speaks to all races, genders, ethnicities, and religions,and transfers well to our non-sectarian clients.

Amy Abrams
(310) 204-5200
aabramsbeittshuvah.org
Avia Rosen
(310) 204-5200
arosenbeittshuvah.org
www.beittshuvah.org
bUps://www.facebook.com/BeitTShuvah -
bUps:llwww.instagram.com/beittshuvah
Yes, we are a 501 c.3
IRS Determination Letter.pdf
CAGF: Social Services or Program
Our evidence-based services include, but are not limited to, the following: individual, group, and family counseling; case management; and psychoeducational groups including Relapse Prevention, Grief andLoss, Trauma, Dialectical Behavioral Therapy, Cognitive Behavioral Therapy, Recovery Process, Anger Management, and Crisis Intervention. The treatment team is comprised of addiction specialists with training in addiction counseling, social work, psychology, spiritual counseling, and psychiatry. All treatment plans are reviewed by licensed clinical supervisors, and we are equipped to provide medication management services should a client require them.

Many of our clients have a history with the criminal justice system, and we provide strategic support to these individuals through our Alternative Sentencing Department. Depending on their personal needs, services may include: liaison with probation department/probation officers, progress reporting toprobation and the court, and facilitating and coordinating additional court and probation sanctions.

After an initial period of acclimation, a resident’s educational, vocational, and job placement needs are addressed through our Career Center. Given the variety of background and educational experiences of our clients, we assess their existing skill-sets and identify current and future needs. Based on this evaluation,educational, employment, and vocational goals are established and incorporated into their treatment plan.

Beit T’Shuvah offers a unique Work Therapy Program designed to place residents in vocational opportunities throughout various departments of Beit T’Shuvah, including positions within clinical operations, marketing, development, retail, culinary/kitchen, and administrative departments. This programoffers participants an opportunity to develop both hard (technical) skills, as well as soft (interpersonal)skills by taking part in the on-going functions of the larger organizational enterprise while earning a modest stipend. These positions are typically held for three to six months, concurrent with continued participation in the residential treatment program, and provide clients with references, experience, and even job placement.

Beit T’Shuvah believes that community and connection are crucial aspects of successful recovery, and we offer ample opportunities for establishing these positive interpersonal relationships. During the program, we promote a relational recovery model, and, after treatment, we encourage our former residents to continue developing meaningful connections through participation in community events, our Alumni Association, and our Running for Recovery Marathon Team.

Finally, our treatment program provides residents with housing needs and public benefits eligibility assessment and assistance (i.e., enrollment in General Relief, Unemployment, Medi-Cal, DMV, Banking, etc...) with a focus on helping residents secure safe and sober post-program housing.

TIMELINE
Our Admissions Department is constantly fielding phone calls from people who require our services, and we accept new clients on a continual basis. While we have no official timeline for our residents (understanding that the individual needs vary from person to person), the average course of treatment is seven months to a year.

EVALUATION
The road to recovery is never linear, and, as a result, success is never black and white. Given the nature of the personal transformations that we seek to foster and support through our highly individualized treatment model, success is subjective depending on the specific goals of the client. Broadly speaking, however, success in the Beit T’Shuvah program is demonstrated when a resident displays a stabilized andre-kindled sense of self-purpose, having developed the necessary coping skills to navigate the next step in their re-integration into the greater community.

There are particular metrics that we rely on to help us measure the success of our program. We use two standardized assessment tools (administered during intake, and again upon discharge) to determine the percentage of clients that describe an overall improvement in their wellbeing. The Patient Health Questionnaire (PHQ-9) measures symptoms of depression, while the Generalized Anxiety Disorder Scale (GAD-7) helps gauge the level of anxiety our clients are experiencing. The expected outcomes are as follows:
90% of clients indicate satisfaction with the program/services provided. 2 • 92% of clients indicate the program has resulted in an improved quality of life.
• 90% of clients transfer to safe and sober housing upon discharge. • 95% of clients will achieve gainful employment upon discharge.• 90% of clients will experience zero drug/alcohol relapses during treatment.

3. Do you anticipate needing any Noadditional support or in-kind funding from the City of Beverly Hills to
implement your proposed program?

4. Why are these services considered critical (e.g., enhance quality of life, improve public safety)? If you are a previous recipient, will you be providing new services this funding period? The current climate of addiction across the nation—exacerbated by the pandemic, rising mental health problems, the prevalence of Fentanyl in the community, and limited access to comprehensive treatment—make it imperative that nonprofit social service programs like ours receive sustained support. Last year,more than 100,000 Americans died of overdoses, up almost 30% from the 78,000 deaths in the prior year.

This marks the first time the number of overdose deaths in the United States has exceeded 100,000 a year, more than the toll of car crashes and gun fatalities combined (Ahmad FB, Rossen LM, Sutton P Provisional drug overdose death counts. National Center for Health Statistics. 2022). Furthermore, out of the 20 million+ people nationwide that are currently living with addiction, federal officials say that only 10% will receive treatment for the condition (American Medical Association, 2019). There are several reasons for this low percentage rate, but chief among them is the lack of access to affordable care—addiction treatment has developed into a for-profit model with treatment centers charging an average of $50,000 per month. Even if a client has insurance, most plans only cover 30-60 days. The majority of our residents have been using drugs for 1 0 years, and research indicates that they will need at least 3 months in treatment to significantly reduce or stop their drug use.

This is where we come in.

Beit T’Shuvah has been on the frontlines of this battle against addiction for over three and a half decades, providing quality addiction treatment services to a predominantly low income population in Los Angeles— approximately 98% of our residents receive some form of financial support to help subsidize the cost of their treatment. Our program provides a full-spectrum continuum of care that integrates clinical treatment with acute recovery support services to help clients successfully reintegrate into society.

Beit T’Shuvah is fighting to ensure that the people of our community have the opportunity to build healthy, productive, and satisfying lives...regardless of their financial situation. Driven by a “mission over money”philosophy, we have provided over 7,000 individuals (200-250 annually) with the critical recovery resources that have given them a second chance at life. This would not be possible without the help of our important community partners, and our hope is that the city of Beverly Hills will chose to join us in our battle against addiction.
5a. What percentage of your proposed program is currently utilized by Beverly Hills residents?Please explain what evidence or data you have to support this claim. Do you anticipate any change in utilization for FY 2024-2025? If this data is unavailable, please explain how you will track this information if awarded a grant?
Approximately 55% of residents in 2023 were from the SPA 5 regional area. Evidence is validated through data compiled during resident intake, and stored securely in our electronic healthcare records system (KIPU). Additionally, many of our longtime donors are from Beverly Hills, and we hold our annual Gala at the Beverly Hilton (with follow-up printed in the Beverly Hills Courier). 3 5b. What percentage of the proposed services is utilized in the Los Angeles County SPA 5 regional area? Please explain what evidence you have to support this claim. Do you anticipate any change in utilization for FY 2024 - 2025?
1 00% of services provided at Beit T’Shuvah are in the Los Angeles County SPA 5 regional area. We are a residential facility that provides all wraparound services onsite, and our facility is located in this regional area.

6. To ensure streamlined service delivery to the Beverly Hills community, what is your agency’splan to accept direct referrals from City staff and I or our contracted vendors as applicable? Dr. Sergio Rizzo-Fontanesi, Beit T’Shuvah’s Executive Director, will be the point-person for any referrals that come through from city staff or contracted vendors.

8. The funding year is July 1, 2024 to June 30, 2025. What is the funding amount requested? $75,000.00

9. What percentage of your annual funding would the City’s contribution represent?0.79%

10. What is the ratio of your organization’s administrative operating costs?19%

11. What other funding sources does your organization currently receive?Beit T’Shuvah is held in high esteem by the community it serves, and this is evident in the number and quality of the partnerships we have established and nurtured over the years. Currently, we are beingsupported by the following funders (these do not include private donors):
- The Jewish Federation of Greater Los Angeles
- The Center at Sierra Health Foundation- The Barney & Barney Foundation- Cedars-Sinai - The Substance Abuse and Mental Health Services Administration (SAMHSA)
- Crown Family Philanthropies
- The Department of Health Care Services (DHCS)- The Rosalinde and Arthur Gilbert Family Foundation - CA Board of State and Community Corrections
- The Jewish Community Foundation of Los Angeles
- Friars Charitable Foundation

12. Provide any additional information that may be useful in evaluating your proposal.

One of the best ways to truly understand the value of our program is to come visit us and witness the life saving work we do firsthand. We would love to provide any and all individuals who would be interested with a tour of our facility. Please let me know, and I can make arrangements. 4 13. Is your grant or cultural funding over $75,000.00 request:
1 3b. If your request is over
$75,000.00, please submit most FY22 Audited Financial State... .pdfrecent financial statement reviewedby a Certified Public Accountant. 5 APPLICATION SUMMARY FY 2024/25
Agency: Beverly Hills Active Adult Club (BHAAC)
Requested amount: $25,000
History of City funding: 1974-1995: $12,000 annually in Recreation and Parks budget; 1995- 1998: $8,000; 1999: $11,000; 2000-2007: $8,000; 2008/9: $8,200; 2009/10: $2,000; 2010/11:
$5,500, 2011/12: $5,500 plus supplemental funding of $5,500 approved by City Council 12/6/11; 2012/13: $11,000; 2013/14: $11,000; 2014/15: $15,000; 2015/16: $15,000; 2016/17:
$17,000; 2017/1 8: $17,000; 2018/19: $18,000; 2019/20: $20,000; 2020/21: $20,000; 2021/22:
$20,000; 2022/23: $20,000; 2023/24: $25,000
Agency description: Provides quality leisure activities to the community’s senior adults including social gatherings, entertainment, community forums, weliness and educational speakers, subsidized excursions, as well as leadership and volunteer opportunities. Exists under the auspices of the Community Services Department but operates independently with its own elected Executive Board.

Proposed use of Community Assistance Grant Funds: Recipient shall use the funds for entertainment, socialization and recreation, weilness and educational speakers, leadership,and volunteer opportunities for seniors. Funds are also used to subsidize excursions and the admission to community events.

Target populationlPrimary service: Active senior adults / quality leisure and a sense of belonging and helping others.Percentage of total program utilized by Beverly Hills residentslcommunity: The total Club membership is 403, of which 38% are residents and 62% are non-residents.

Quantifiable Services and Measures: BHAAC membership is comprised of 403 membersand is broken down by 151 Beverly Hills residents (38%) and 252 non-residents (62%).

Current Performance:

FY 23/24: (Qi & Q2) Satisfactory LI Unsatisfactory [1 N/A General Comment(s) (e.g., non-quantifiable benefits identified by experience with agency v. absolute numbers; observations such as their growth curve and relationship with City, its residents and target populations):

BHAAC services are critical both to the senior population, and the City of Beverly Hills. The socialization and the participation within some of these social networking groups that BHAAC provides are vital to the overall health and well-being of senior adults and are one of the keys to preventing feelings of isolation and loneliness from their peers, friends, and community at large.

The Beverly Hills Active Adults Club continues to be a hub for collaborations and partnershipefforts across the city, and across various City departments. This endeavor to foster relationships and partnerships with the community to benefit seniors has helped expand the reach and focus of what BHAAC can provide. Some examples of this, are the engagement with Cedars-Sinai to help reach BHAAC members about health and weliness opportunities - including the annual Senior Health Fair held here at Roxbury Park Community Center. BHAAC also partners with local city departments and extensions, such as the Beverly Hills Firefighters Association, to host the annual Thanksgiving Luncheon. BHAAC as well, partners with the Beverly Hills Police Officers Association and Benevolent Fund to host the Valentine’s Day Dance & Dessert function. Lisa Castaneda, as the Senior Recreation Supervisor, acts as the city liaison for BHAAC, and works with the BHAAC Board in identifying ways to align withoverall senior programming and resources that the City provides.

Percentage of annual funding City’s contribution represents: 87% Ratio of administrative to operating costs: None of the funding is used for administration as the services are provided by City staff, and is operated under an elected board of volunteers.

Service Profile: Needs-based LI Quality of life-based Social Service Health Education LI Other
Agency Scope: Local Regional LI National LI International LI 2 2
Agency Name
Tuesday, February 27, 2024
Community Assistance Grant Funding (CAGF)
Application
Fiscal Year 2024-2025
Beverly Hills Active Adult Club
471 S. Roxbury Dr.

Beverly Hills, California, 90212
Agency Address
Contact Person
Phone Number
Fax Number
Email
Secondary Contact Person
Phone NumberEmail

1. Is your organization a 501 c.3, or
are you in partnership with a 501c.3?2. What type of grant are youapplying for?2a. What services do you propose to provide the Beverly Hills community that local government is not currently providing? Please include the program goals, timeline, and how success will bemeasured.

The Beverly Hills Active Adults Club (BHAAC) is an important hub for senior activities, resources, and fostering social connection between seniors in Beverly Hills. BHAAC serves not only it’s membership, but all local seniors at large in critical areas of service - and has done so over a long, and richly impactful history in Beverly Hills. BHAAC, and it’s Board of Directors, operates primarily out of the Roxbury Park Community Center, and aims to provide a wide range of social networking, quality leisure activities, healthand wellness resources, and experiences for local senior adults. BHAAC provides opportunities such as large social events, weekly musical entertainment performances, sing-alongs, subsidized excursion trips to local Southern California destinations, free community theater performances, dances, community forums, health and wellness resources, educational workshops, philanthropic activities, as well as leadership and volunteer opportunities.

BHAAC provides programming, activities, and event offerings with the goal of extending and/or subsidizing what the City of Beverly Hills offers to local seniors. The areas of service are wide ranging, and are represented by popular weekly entertainment, movie afternoon screenings at both Roxbury CommunityCenter and La Cienega Community Center, themed dances and luncheons with live entertainment,individual computer instruction, bi-weekly BINGO events, and sponsoring Thanksgiving baskets, as part of a donation to aid local seniors.

BHAAC is also a long-time sponsor of a weekly Senior Knitting group, and purchases yarn to support the Lisa Castaneda
(310) 285-6843(310) 553-3862
lcastanedabeverlyhills.org
Les Bronte
(310) 980-7537bronte730gmail.com
No
CAGF: Social Services or Program
program -which in turn knits scarves, hats, blankets, and gloves that are donated to various community groups in need. BHAAC also founded the Donna Goldstein Volunteer Service award, and representative plaque, that honors longtime BHAAC member Donna Goldstein. The Donna Goldstein Award continues on,as a means to honor and place annually a new award winner on the plaque - recognizing a member who gave notable contributions to the senior and BHAAC community, of their time and service towards furthering the BHAAC mission.

3. Do you anticipate needing any No additional support or in-kind funding from the City of Beverly Hills to
implement your proposed program?

4. Why are these services considered critical (e.g., enhance quality of life, improve publicsafety)? If you are a previous recipient, will you be providing new services this funding period? The services and resources that BHAAC continues to provide to the community, are essential/critical services - and often provide a key lifeline and sense of community for BHAAC members and our local seniors. BHAAC services are considered critical, in a number of ways. The socialization and the participation within some of these social networking groups that BHAAC provides, are vital to the overallhealth and well-being of seniors adults, and are one of the keys to preventing feelings of isolation and loneliness, from their peers, friends, and community at large.

Through the BHAAC mission, the club strives to provide a wide variety of impactful opportunities that are all geared towards keeping seniors actively engaged - both mentally and physically - and encouraging the fabric of social connectedness, along with the joy of helping others. By participating in BHAAC activities, senior adults are provided very intentional and thoughtful ways and opportunities to meet other BHAAC members, interact with and meet City staff, develop lasting relationships, and create an environment open to discovering important onset traits of key health and safety concerns that should be addressed. BHAAC often serves the community as a safety net for seniors - if a BHAAC member ceases to come, and participate in their regular activities, BHAAC will serve as a welfare check point. Often fellow BHAACmembers, or BHAAC Board members, will step in and call the member, or contact their family, to check-inand ensure that the member is ok - and encourage their continued participation when possible. BHAACprograms and activities are thoroughly ingrained with Community Services Department seniorprogramming and activities at the Roxbury Park Community Center, and is considered part and parcel ofCity activities, a sign of how effective BHAAC programming is.

In terms of events, BHAAC is planning to make the BHAAC Senior Prom event in May a regularly recurring annual event - and BHAAC is planning to launch a new dance event in March called the BHAAC St.

Patrick’s Day dance. Additionally, BHAAC is planning on launching a series of workshops designed to educate seniors on various health and wellness topics, brining in experts from both our local Citydepartments, as well as local and regional experts. BHAAC is also planning on adding more special touches around our senior events, which are the most well attended events and BHAAC activities each year, such as the photo booth for the BHAAC prom, hiring the 16-piece Danny Ritter band for more dance events, and offering healthy, high quality meals and refreshments during events. 5a. What percentage of your proposed program is currently utilized by Beverly Hills residents? Please explain what evidence or data you have to support this claim. Do you anticipate any change in utilization for FY 2024-2025? If this data is unavailable, please explain how you will track this information if awarded a grant?
Memberships are available to anyone over the age of 55, and is available to the caregivers of members to aide with attendance. Membership costs are $5 for Beverly Hills residents, $7 for non-residents, and anadditional $2.50 for caregivers.Our current BHAAC membership is comprised of 403 members, and is broken down by 1 51 Beverly Hillsresidents (38%) and 252 non-residents (62%). Due to the geographic location of Beverly Hills, and specifically the location of the Roxbury Community Center -BHAAC programs, events, and activities provide an accessible facility for both senior residents, as well as non-residents. Many of our membersalso frequent other local senior focused facilities, such as Culver City Senior Center, Pan Pacific, etc.

BHAAC memberships will continue to remain extremely affordable, and remain as accessible as possible 2 for the largest number of seniors possible.
5b. What percentage of the proposed services is utilized in the Los Angeles County SPA 5 regional area? Please explain what evidence you have to support this claim. Do you anticipate any change in utilization for FY 2024 - 2025?All the services that we provide are utilized in the Los Angeles County SPA 5 regional area. All the serviceswith the exception of a few field trips happen at our Roxbury Community Center in Beverly Hills, CA.

6. To ensure streamlined service delivery to the Beverly Hills community, what is your agency’s plan to accept direct referrals from City staff and I or our contracted vendors as applicable?Our program is co-sponsored by the City of Beverly Hills Community Services Department. TheCommunity Services staff work well together with the Human Services Department to ensure that ourparticipants are well taken care of for their personal needs. We welcome all direct referrals from City staff and or contracted vendors.

7. Are you a NEW or RETURNING Returning applicant?
7b. For returning applicants: The City takes pride in ensuring residents have access to the strongest social services and cultural programming. Please describe what efforts yourorganization has taken to ensure you have maintained the highest standards of service delivery.

Describe how your organization has been responsive to community needs and has incorporatedbest practices to better serve the Beverly Hills community.

The Beverly Hills Active Adult Club has taken great effort to ensure that the programs, events and activities that are offered to members are meeting resident needs, and are as accessible as possible. This often means providing services at no cost, or at highly subsidized costs - to remain accessible for seniors on fixed incomes. Similarly, BHAAC takes very seriously the important role that it plays for seniors, often as one of their main points of contact throughout the week. Because of this, we treat BHAAC activities andevents, as opportunities to spread important information to senior residents about important City resources, services, and events -as well as important health/wellness opportunities. Due to the combination of leadership mixture, combining volunteer BHAAC Board members and City staff -many with long and historical ties to the City, long-term residents, and connections with local leaders -BHAAC is well positioned to continue to pivot and understand the changing needs ot Beverly Hills senior residents and BHAAC members. BHAAC best practices have been well established, and operates on a foundation build from our governing Bylaws. Through the process of monthly BHAAC Board Meetings, the volunteerBoard and officers. with support from City staff -contiunue to guide decisions and best practices, on howBHAAC can best meet the needs of senior residents in an ongoing fashion.

8. The funding year is July 1, 2024 to June 30, 2025. What is the funding amount requested? The Beverly Hills Active Adult Club is requesting funding in the amount of $25,000. This is the same amount we received in 23/24 year.

9. What percentage of your annual funding would the City’s contribution represent? Our CAGE funding represents approximately 87% of the annual funding, based on current costs and operation. BHAAC only consistent sources of funding other than the CAGF funding, are revenue realized from BHAAC memberships, event attendance fees, BINGO fees, and registration fees for senior excursions. All of BHAAC programming is intentionally priced as low as possible, to remain as accessible to all seniors as possible.

10. What is the ratio of your organization’s administrative operating costs?BHAAC does not incur any direct administrative operating costs. BHAAC is supported by an elected Board of Directors, whom all serve in their capacity as volunteer officers.

11. What other funding sources does your organization currently receive?No other funding sources. 3 12. Provide any additional information that may be useful in evaluating your proposal.

It should be worth noting, that the Beverly Hills Active Adults Club continues to be a hub for collaborations and partnership efforts across the city, and across various City departments. This endeavor to fosterrelationships and partnerships with the community to benefit seniors, has helped expand the reach and focus of what BHAAC can provide. Some examples of this, are the engagement with Cedars-Sinai to help reach BHAAC members about health and wellness opportunities - including the annual Senior Health Fairheld here at Roxbury Park Community Center. BHAAC also partners with local city departments and extensions, such as the Beverly Hills Firefighters Association, to host the annual Thanksgiving Luncheon.

BHAAC as well, partners with the Beverly Hills Police Officers Association and Benevolent Fund to host the Valentine’s Day Dance & Dessert function. Lisa Castaneda, as the Senior Recreation Supervisor, acts as thecity liaison for BHAAC, and works with the BHAAC Board in identifying ways to align with overall senior programming and resources that the City provides.

13. Is your grant or cultural funding up to $74,999.00 request:
1 3a. If your request is under
$74,999.00, please submit recent BHAAC Operating Budget - F... .xlsxbalance sheet and operating budget OR most recent tax return.
4 APPLICATION SUMMARY FY 2024/25
Agency: Beverly Hills Community Farm
Requested amount: $25,000History of City funding: 2022/23: $10,000; 2023/24: $20,000 Agency description: Beverly Hills Community Farm (BHCF) is the first non-profit educational urban farm in the City. BHCF improves the quality of life and well-being of the Beverly Hills community by donating fresh produce to local partner organizations in need. The farm is theonly organization growing and donating local food in addition to providing farming and environmental education to Beverly Hills Unified School District (BHUSD) and residents. BHCFeducates the community on sustainable growing, food waste, hydroponics and growing local food.

Proposed use of Community Assistance Grant Funds: This funding period will be used to further our partnership with both BHUSD and the city. With your continued support we will house a minimum of five hydroponic towers at the high school and expand on our educational programming within the district. Our current partners are the AP Biology, AP HumanGeography, Service Learning, Environmental Science and the moderate/severe special education classes. With the generous support of this grant, we are able to offer all of these programs and opportunities free of charge.

Target populationlPrimary service: Beverly Hills residents, BHUSD students, local partner organizations
Percentage of total program utilized by Beverly Hills residentslcommunity: 85% of current programming serve the Beverly Hills Community. Approximately 70% of their produce is donated to seniors residing in Beverly Hills.

Quantifiable Services and Measures: Will be able to quantify and measure impact based oncommunity participation.

Historical Performance:

FY 23/24: (Qi & Q2) Satisfactory LI Unsatisfactory LI N/A General Comment(s) (e.g., non-quantifiable benefits identified by experience with agency v. absolute numbers; observations such as their growth curve and relationship with City, its residents and target populations):

The hydroponics tower has been an extremely valuable tool for developing the scientific concept and process with our moderate/severe special education population. It teaches our students responsibility and a sense of self-confidence, and it highlights the importance of taking care of the environment. Our students check the hydroponic tower daily and are excitedto see the fast growth. They feel very proud of their hard work and are always looking forward to the next lesson on plants. Working with City Greens has been a positive experience for both staff and students
Percentage of annual funding City’s contribution represents: 11 % Ratio of administrative to operating costs: 18%
Service Profile: Needs-based Quality of life-based Social Service Health Education Other
Agency Scope: Local Regional National International D
501 (C) (3): Yes No LI Exempt El
2 BEVERLY
HILLS
4, Agency Name
Wednesday, February 28, 2024
Community Assistance Grant Funding (CAGF)
Application
Fiscal Year 2024-2025
Beverly Hills Community Farm
325 N MAPLE DR UNIT 1787
BEVERLY HILLS, CA, 90213 Agency Address
Contact Person
Phone Number
Email
Secondary Contact Person
Phone Number
Email
Website URL
Social Media Handles

1. Is your organization a 501 c.3, or
are you in partnership with a 501c.3?
1 a. Upload documentation
demonstrating 501c.3 status or
partnership

This funding period will be used to further our partnership with both BHUSD and the city. With your continued support we will house a minimum of five hydroponic towers at the high school and expand on our educational programming within the district. Our current partners are the AP Biology, AP Human Geography, Service Learning, Environmental Science and the moderate/severe special education classes.

With the generous support of this grant, we are able to offer all of these programs and opportunities free of charge.

3. Do you anticipate needing any
additional support or in-kind funding
from the City of Beverly Hills to
implement your proposed program?
Jen Levy
(310) 801-2157
jenbeverlyhillscommunityfarm.org
Hope Levy-Biehl
(310) 849-2552
hlevybiehlgmail.com
www.citygreensfarm.org
citygreenscommunityfarm
Yes, we are a 501 c3
BHCF 501 c3 determination le... .pdf
CAGF: Social Services or Program
No

4. Why are these services considered critical (e.g., enhance quality of life, improve public safety)? If you are a previous recipient, will you be providing new services this funding period? During the 2023-2024 school year we partnered with both Kathy Khorammian and Sue Yovetich to work on creating a more hands-on collaboration for the students in environmental science and the moderate/severe special education classroom. Jen Levy, our educator, has been going in every other week to three different classes, providing real life lessons and experiences to these students. In addition to the increased teaching hours, Jen Levy is working with the teachers to create a curriculum that can be used to support the existing learning.

In environmental science some of the topics covered are hydroponics, food waste and composting, nutrition, food miles and hands-on cooking experiences.Working with the moderate/severe special education students has given them an opportunity to learn about seeds, plant biology, seeding and transplanting, tasting different greens and herbs and harvesting from the hydroponic towers. The students cook in class every Friday so we have planted items in their hydroponic tower that they can directly use in their cooking experiences. This is an opportunity to see the life cycle of these plants, and experience the true meaning of farm to table.

The service learning department will continue to take on a leadership role with the donation of our produce and will help us find new avenues for donated produce. We are in preliminary conversations with the fire department and hope to donate a hydroponic tower to the station to supplement their meal prep and provide fresh herbs and greens. All of the plants and maintenance of the tower will be provided by BHCF.

During the first half of the 2023-2024 school year we have worked with over 1 00 different students at thehigh school, and have provided over 35 hours of education. 5a. What percentage of your proposed program is currently utilized by Beverly Hills residents? Please explain what evidence or data you have to support this claim. Do you anticipate any change in utilization for FY 2024-2025? If this data is unavailable, please explain how you will track this information if awarded a grant?
85% of our proposed program is being utilized by Beverly Hills. We track all of our education, producegrown and donated, organizations we work with and lessons taught. The goal each year is to maintain a minimum of 85% of our programming stay within the city. 5b. What percentage of the proposed services is utilized in the Los Angeles County SPA 5 regional area? Please explain what evidence you have to support this claim. Do you anticipate any change in utilization for FY 2024 - 2025?
The remaining 1 5% is providing services utilized in LA County SPA 5 region.

Being housed on the Veteran Administration campus, we have the opportunity to work with many different communities on site. Since 2021 we have donated food to the New Directions housing facility. New Directions is one of many participants in the homeless initiative for SPA 5. Additionally, there is a weekly food bank at the Heroes Golf Course that we provide bagged lettuce and fresh herbs to on a weekly basis.

In addition to our food donation, all veterans are able to participate in any of our classes and workshops free of charge. We help maintain the heroes community garden at the VA and grow food that the veteran community can come and harvest free of charge. Lastly, we have opportunities for veterans to learn aboutgardening and growing their own food using the raised beds in the heroes community garden.

Three of the towers at BHHS are led by the service learning department, with the goal being to donate the produce grown from those three towers to organizations in the city. We continue to donate to the Menorah House with produce from these towers, and the students are continuing to research other organizations where we can donate our produce.

Since 2021 we have donated over 65 pounds of our produce to SOVA in West Los Angeles. They continue to be an outlet when we have extra produce for donations. 2 6. To ensure streamlined service delivery to the Beverly Hills community, what is your agency’s plan to accept direct referrals from City staff and I or our contracted vendors as applicable? It is our goal each year to increase our services to the Beverly Hills community. We would love the opportunity to grow more food and educate more residents on sustainability, hydroponic growing, and fresh produce. Any direct referrals would be greatly appreciated for us to continue to grow and meet the needs of more people.

7. Are you a NEW or RETURNING Returning applicant?
7b. For returning applicants: The City takes pride in ensuring residents have access to the strongest social services and cultural programming. Please describe what efforts your organization has taken to ensure you have maintained the highest standards of service delivery.

Describe how your organization has been responsive to community needs and has incorporated best practices to better serve the Beverly Hills community.

We pride ourselves in being the only hydroponic farm providing services, both local food and education, within the city of Beverly Hills. Whenever possible we participate in city and community events about food, sustainability, Earth Day, religious holidays and any other opportunities that come our way. In order to meet the needs of the high school we increased our work to the special education program to expand on their learning and real life experiences. Our goal is to continue to partner with more teachers, and have a strong presence in all of the schools in the district.8. The funding year is July 1, 2024 to June 30, 2025. What is the funding amount requested? $25,000

9. What percentage of your annual funding would the City’s contribution represent? 110
lb

10. What is the ratio of your organization’s administrative operating costs? 18%

11. What other funding sources does your organization currently receive? The farm raises funds via donations, fund-raisers, produce and merchandise sales, and grants.

12. Provide any additional information that may be useful in evaluating your proposal.

From Kathy Khorammian, special education teacher:

13. Is your grant or cultural funding up to $74,999.00 request:
1 3a. If your request is under
$74,999.00, please submit recent 2022 tax forms.pdf
balance sheet and operating budget
OR most recent tax return.
3 APPLICATION SUMMARY FY 2024125
Agency: Beverly Hills Education Foundation (BHEF)
Requested amount: $60,000
History of City funding: [prior to grant funding, City provided General funds] 2006: $10,000 ($3,360 grant and $20,000 in-kind “outside” the 2006-7 funding cycle); 2007: $13,345 and $20,000 in-kind; 2008/9: $13,900 and $20,000 in-kind; 2009/1 0: $20,000 in-kind only;2010/11:$10,000 in-kind only ($5,000 each for two scheduled events); 201 1/12: $10,000 inkind only ($5,000 each for two scheduled events); 2012/1 3: $10,000 in-kind only(for one scheduled event); 2013/14: $10,000 in-kind only(for one scheduled event); 2014/15: $15,000 in-kind only; 201 5/16: $20,000 in-kind only; 2016/17: $20,000 in-kind only; 2017/1 8: $20,000 in-kind only; 2018/19: $25,000 in-kind only; 2019/20: $30,000 in-kind only; 2020/21: $30,000; 2021/22: $30,000; 2022/23: $35,000;2023/24: $35,000
Agency description: BHEF provides funding to the Beverly Hills Unified School District to supplement public dollars allocated to the school district and to allow for programs andservices that enrich the quality of education that the schools could not otherwise afford.

Proposed use of Community Assistance Grant Funds: BHEF would continue to further its support of district-wide Mental Health & Social/Emotional Well-Being programs, such as Norman Aid & Bulldog Aid (Mental Health services for middle and high school students), Positive Behavioral Interventions & Support Program (PBIS), and Mindfulness Programs.

Support for BevArts and the Visual and Performing Arts (VAPA) courses include music, theatre arts, visual arts, dance, graphic arts, choir, and audio production.

PBIS focuses on making positive changes in student behavior on campus; these educational programs would reinforce the parent role in assisting students to make good choices. These educational opportunities would be open to all families in the City of Beverly Hills Target population/Primary service: Beverly Hills Unified School District students.

Percentage of total program utilized by Beverly Hills residentslcommunity: More than 96% of the students in the BHUSD schools are Beverly Hills residents or the grandchildren of residents. BHUSD can track this information via their enrollment office.

Quantifiable Services and Measures: BHSUD serves 3,000 families in the District.

Current Performance:

FY 23/24: (Qi & Q2) Satisfactory Unsatisfactory D N/A
General Comment(s) (e.g., non-quantifiable benefits identified by experience with agency v. absolute numbers;obseivations such as their growth cunie and relationship with City, its residents and target populations):

It is also important to note that the students of BHUSD represent an enormously diverse population. By funding the enrichment and innovative programming to benefit every student, BHEF ensures that students from all backgrounds receive a truly excellent education.

For nearly five decades, BHEF has been a proud part of the Beverly Hills community. BHEF has shown up to support weliness events and community events like Beverly Hills Reads.

BHEF will continue to strengthen the relationship of the BHUSD community to the city.

Percentage of annual funding City’s contribution represents: The City’s contribution would represent approximately 12% of BHEF’s annual budget.

Ratio of administrative to operating costs: 9%
Service Profile: Needs-based Quality of life-based Social Service LI Health LI Education Other LI
Agency Scope: Local Regional LI National LI International LI 501 (C) (3): Yes No LI Exempt LI
2 Agency Name
Thursday, February 29, 2024
Community Assistance Grant Funding (CAGF)
Application
Fiscal Year 2024-2025
Beverly Hills Education Foundation
255 S. Lasky Dr.

Beverly Hills, CA, 90212
Agency Address
Contact Person
Phone Number
Email
Secondary Contact Person
Phone Number
Email
Website URL
Social Media Handles

1. Is your organization a 501 c.3, or
are you in partnership with a 501c.3?
la. Upload documentation
demonstrating 501c.3 status or
partnership

SOCIAL AND EMOTIONAL WELLNESS PROGRAMS
In 2023, the BuildogAid Center opened at Beverly Vista Middle School and BHEF has been proud to offer financial support for Wellness Wednesdays programming. These Wednesday programs are designed to bring students into the Bulldog Aid Center for a fun activity, but with the intention of having students begin to familiarize themselves with the services offered at the Center. As the nation’s children are in a mental health crisis, BHEF has assisted BHUSD to proactively address the mental health of BHUSD students by supporting the mental wellness centers at BVMS and BHHS. For the 2024-2025 school year, through theCAGF, BHEF would continue to support programming and purchase supplies for this much-needed center at BVMS. BHEF wants to help create a library with resources for parents and students, which can be checked out as needed. BHEF is anticipating the total to be $1 0,000.

Nurit Gootin
(310) 557-0651
managercbhef org
Kristina Wiener
(310) 245-5693
presidentbhef org
www.bhef.org
www.instagram/bheforg
Yes, we are a 501c.3
IRS 501 C3.pdf
CAGF: Social Services or Program
CAGF funds have been used to support PBIS (Positive Behavior Intervention Strategies) at all four school sites. Each school site has created its own incentive program to reward students for making good choices and each school site reports that the rewards that are offered to students, often through raffles, make apositive difference in behavior on each campus. For the 2024-2025 school year, BHEF would like to provide $2,500 for each TK-5, $4,000 for BVMS and $6,000 for BHHS, which would total $1 5,000.

New programming that BHEF would like to offer for the BHUSD community are parent! family educational programs, with an emphasis on TK-5 topics, as these families tend to be the most engaged. Ideally these could also be used for middle school and high school parent education. PBIS focuses on making positivechanges in student behavior on campus; these educational programs would reinforce the parent role in assisting students to make good choices. These educational opportunities would be open to all families in the City of Beverly Hills. BHEF would like to commit $5,000 for this effort. The grand total for all of the social emotional support programs is $30,000.

The mental weliness support programs that BHEF has supported in the past, and hopes to grow this year, have been reported by the schools to be valuable and effective. In order to determine the success of the mental wellness support programs going forward, BHEF would continue to seek feedback from the teachers and staff who run or direct the programs. BHEF would also seek information about the level of engagement of students and their families.

VISUAL AND PERFORMING ARTS
The Visual and Performing Arts (VAPA) Program in BHUSD continues to be critical to the success of our students, our schools, and our City. These programs are multi-faceted and offer opportunities for students to express themselves creatively both as performers and as behind the scenes support. It provides opportunities for student leadership, self-awareness, teamwork, and strengthens self-confidence in our youth.

To date, funding from the CAGF for VAPA provides our TK-1 2 students with a myriad of extracurricular opportunities, including materials for projects, chances to interact with outside professionals to work on creative projects and who can share real life experiences, and opportunities to attendconferences/competitions that further expand upon their creative explorations.

We would like to expand our CAGF ask, to more fully cover the needs of the Visual and Performing Arts Departments and thereby support students in their arts education. BHUSD has a history of phenomenal performing arts programming and now that we have left Covid restrictions behind, our staff (and students)have emerged stronger and more determined than ever to put on high quality, outstanding programs thatreflect the legacy of the BHUSD Dance and Performing Arts programs. BHEF is seeing that there are a lot of “extras” needed to take the shows or musical programs to the next level, and through the CAGF, BHEF would like to be able to provide financial support to help bridge these gaps. With the opening of the new state-of-the-art theaters at El Rodeo and BHHS in 2024 and 2025, there will be more opportunities during the school year to support the incredible performing art shows that the talented students create.

Performing art productions can cost in the tens of thousands. Materials and supplies for art classes can cost hundreds of dollars. Across the various disciplines and throughout the year, that can all add up, so itwould be nice to give the teachers and students more freedom and flexibility to really make their visual and performing artwork shine. We estimate that the total for what BHEF would like to provide for the 2024- 2025 year is $30,000. Determining the success of a VAPA program would be measured by the quality and popularity of the performances and other shows. We hope that over time, the successes will be shown by growth of the programs within BHUSD.

3. Do you anticipate needing any No
additional support or in-kind funding
from the City of Beverly Hills to
implement your proposed program?
2 4. Why are these services considered critical (e.g., enhance quality of life, improve public safety)? If you are a previous recipient, will you be providing new services this funding period? In these unprecedented times, many children continue to struggle in a variety of ways. BHUSD’s dynamic and varied Mental Health & Weliness initiatives continue to expand to meet the needs of students of all ages. These initiatives are integral in supporting the social and emotional well-being of students, and the multi-pronged approach is vital to ensure our children (and their families) have as many resources aspossible to weather this storm.

Arts Education is vital for our children because it simultaneously integrates a wide array of disciplines and is accessible to all. Through creative expression, students learn to comprehend our world through amultidimensional lens and are better equipped to navigate the challenges they may face in the future. In particular, Performing Arts allows students to develop cognitive abilities that complement and build upon the traditional academic disciplines. It provides opportunities for student leadership and self-awareness and strengthens self-confidence in our youth. Many of the programs supported through the BHEF VAPA program are open to the public and continue to help our community by providing access to the Arts for all.

In summary the additional funds being requested this year would go toward more robust PBIS at all school sites, an enhanced BulldogAid center, a useful parent education program, and would elevate performing arts productions.
5a. What percentage of your proposed program is currently utilized by Beverly Hills residents? Please explain what evidence or data you have to support this claim. Do you anticipate any change in utilization for FY 2024-2025? If this data is unavailable, please explain how you will track this information if awarded a grant?
Everything BHEF does is to support BHUSD. More than 96% of the students in the BHUSD schools are Beverly Hills residents or the grandchildren of residents. BHUSD can track this information via their enrollment office.
5b. What percentage of the proposed services is utilized in the Los Angeles County SPA 5 regional area? Please explain what evidence you have to support this claim. Do you anticipateany change in utilization for FY 2024 - 2025? 1 00% of all programs that BHEF support are within the City of Beverly Hills, which is in the LA County SPA 5 regional area, as BHEF’s sole purpose is to support BHUSD.

6. To ensure streamlined service delivery to the Beverly Hills community, what is your agency’s plan to accept direct referrals from City staff and / or our contracted vendors as applicable? BHEF looks forward to partnering with the City of Beverly Hills. Any and all referrals from Beverly Hills City staff or vendors would be most welcome. We are a Beverly Hills focused 501 (c)3 that directs its entire focus on improving education in BHUSD in order to serve the Beverly Hills community.

Describe how your organization has been responsive to community needs and has incorporated best practices to better serve the Beverly Hills community.

As the fundraising arm of BHUSD, our number one priority is to provide support for programs and initiatives which impact all students and families enrolled in Beverly Hills schools. Any speaker series which is hosted by BHEF at the schools is open to all members of the community, whether their children are enrolled in Beverly Hills schools or not. Similarly, all performing arts productions are advertised widely to the community and are held at venues which are open to all.

BHEF feels strongly about being a community partner with the City of Beverly Hills. We have presence at citywide events, including wellness fairs, National Night Out, and the Next Night Street Festival. At each of 3 these events, we proudly promote our relationship with the City of Beverly Hills.

In Fall 2023, we were proud to be a part of the Citywide Read which was sponsored by the Human Relations Commission. BHEF funded the moderator for this event, Julie Goler, and provided coffee andbreakfast items for attendees. We are looking forward to being a part of this again in 2024-25.

8. The funding year is July 1, 2024 to June 30, 2025. What is the funding amount requested?$60,000

9. What percentage of your annual funding would the City’s contribution represent? 12%

10. What is the ratio of your organization’s administrative operating costs? no

11. What other funding sources does your organization currently receive? BHEF receives funding from the annual campaign solicitation from parents, families, teachers and other supporters of BHUSD, directed donations from parents, families and other supporters for specific BHUSD programs (i.e., career creators, performing arts, robotics.) Other sources include business sponsorships, fundraising events, and the annual draw from the endowment fund.

12. Provide any additional information that may be useful in evaluating your proposal.

BHEF is the only charitable organization in our City that supports every student in BHUSD, as well as their families. Our funds are used to support enhanced educational programs that benefit BHUSD academic programs, career technical educational programs, VAPA programs, science programs, cultural programs, social and emotional support programs, and many more. It is also important to note that the students of BHUSD represent an enormously diverse population. By funding the enrichment and innovativeprogramming to benefit every student, BHEF ensures that students from all backgrounds receive a truly excellent education.

For nearly five decades, BHEF has been a proud part of the Beverly Hills community. BHEF has shown up to support wellness events and community events like Beverly Hills Reads. BHEF will continue to strengthen the relationship of the BHUSD community to the city.

13. Is your grant or cultural funding up to $74,999.00 request:
1 3a. If your request is under
$74,999.00, please submit recent 990 Tax Form 2022.pdfbalance sheet and operating budget OR most recent tax return.
1 3b. If your request is over
$75,000.00, please submit most 30_990 Tax Form 2022_5967.pdfrecent financial statement reviewed by a Certified Public Accountant.

Additional Documents? Upload them
here. BHEF Permit to Solicit.pdf
4 APPLICATION SUMMARY FY 2024/2025
Agency: Beverly Hills Theatre Guild
Requested amount: $25,000
History of City funding: 2006/07: $1,000; applied, but not funded in 2017/18, 2020/21 & 2021/22; 2022/23: $10,000; 2023/2024: $10,000
Agency description: Beverly Hills Theatre Guild supports and promotes the performing arts in the local community. Beverly Hills Theatre Guild has sponsored the National Julie Harris Playwriting Competition for the past 40 years. The competition is now international and play writers submit their work from all over the world. Many of the winning plays are performed at a local theatre in the City. Beverly Hills Theatre Guild hosts several readings at various theatresin the community to audience members for free.

Proposed use of Community Assistance Grant Funds: With the grant, Beverly Hills Theatre Guild would be able to continue the annual Julie Harris Playwright Competition and their free play readings at community theatres such as Greystone, outdoor parks, and other local theatre facilities. Funding would allow program expansions such as providing additional opportunities for aspiring play writers, expanded marketing of the performing arts, and overall increase of attendance to the events.

Target population/Primary service: Aspiring playwrights locally, and around the world Percentage of total program utilized by Beverly Hills residents/community: 70-75% Quantifiable Services and Measures: Will be able to quantify and measure impact based on community participation.

Historical Performance:

Funding allows Theatre Guild to continue their senior and children programs. The senior programs provide seniors an opportunity to attend theatre and enjoy plays and play readings at no charge. Transportation is provided if needed. The children’s program allows the Theatre Guild to sponsor existing events in conjunction with Jenny Gordon. The program exposeschildren to the arts at an early age and will help them develop an appreciation for theatre and the arts.

The City of Beverly Hills sponsoring us is critical to the community as it shows support and encouragement to individuals who are interested in expressing themselves and sharing their talents with others. It supports the cultural and prestige of the Beverly Hills community and adds luster to the city. The contest is International, thereby giving the city of Beverly Hills world statue and making the city well known for the cultural presence it has. Without funding from the city, we will need to cancel some of the above-mentioned programs. It will also limit our ability to aggressively market and engage more people in the performing arts in the Beverly Hills community.
2 Percentage of annual funding City’s contribution represents: 25-30%% Ratio of administrative to operating costs: 15%
Service Profile: Needs-based Li Quality of life-based Li Social Service LI Health LI Education LI Other
Agency Scope: Local Regional National International
501 (C) (3): Yes No LI Exempt LI
2 2
Agency t Name
Monday, February 5, 2024
Community Assistance Grant Funding (CAGF)
Application
Fiscal Year 2024-2025
Beverly Hills Theatre GuildP0. Box 148
Beverly Hills, CA, 90213
Agency Address
Contact Person
Phone Number
Fax Number
Email
Secondary Contact Person
Phone NumberEmail
Website URL

1. Is your organization a 501 c.3, or
are you in partnership with a 501 c.3?
1 a. Upload documentation
demonstrating 501c.3 status or
partnership

2. What type of grant are you
applying for?
2b. If you are applying for a cultural grant, describe your program here. Please include the program goals, timeline, and how success will be measured.

Our program is the annual Julie Harris playwriting competition. We support aspiring playwrights bothlocally and around the world. It is a multi-step process:

Step One -Our website is updated to reflect the current rules and regulations for entry submission.Marketing efforts are made through colleges and word of mouth to promote the competition and increase awareness.

Step Two -Entries must be submitted and received between January & April of the calendar year. Upon receipt, the Competition Coordinator gathers and logs each play and removes any personal identifiableinformation and assigns a unique number to each play. This allows for the reader to evaluate the content without any possible bias.

Step Three -The Coordinator then distributes the plays to our readers who are experts in the industry and Donna King(312) 295-7872
(310) 275-1216
donnaking2ol 5gmail.com
Carolyn Fried(424) 335-01 56
carolynfriedgmail.com
beverlyhillstheatreguild.com
Yes, we are a 501 c.3
IRS reinstatement letter.pdf
CAGF: Cultural Arts Program
have a keen eye for identifying upcoming talent. Each reader is required to complete an evaluation form and return it to the Coordinator.

Step Four - Upon receipt, the Coordinator logs the form and based on the reader’s input, determines if the play is suitable to be sent to a second reader for review. Steps three and four are repeated for those plays and returned to the Coordinator.

Step Five -Upon receipt of the second reader’s evaluation, the Coordinator enters the information and runs an algorithm which determines the highest scoring plays. If there is a tie, both plays are moved to the final stages of evaluation.

Step Six -The Coordinator distributes all plays up to five to the final panel of readers. Each member receives all plays, reviews, and evaluates each one, rank orders each play and returns the final form to the Coordinator.

Step Seven -Upon receipt, the Coordinator inputs the data and the winners are selected. If a tie arises, the final reviewers coordinate and make a cohesive decision on the final winners of the competition.

Step Eight -Winners of the competition are notified via telephone. A certificate is issued and signed by theorganization’s Chairman, President, and Competition Coordinator. A monetary award is given to each winner for first, second and third prize. The award money is donated each year by generous friends and organizations who support our competition.

Should we be fortunate enough to receive a grant from the city, we will be able to not only continue but expand our free play readings. We can reach out to the community and offer our cultural offerings throughout the city of Beverly Hills. Our winning plays could be read for the community at venues such as Greystone, Outdoor Parks and other local theater facilities.

3. Do you anticipate needing any No additional support or in-kind funding from the City of Beverly Hills to
implement your proposed program?

4. Why are these services considered critical (e.g., enhance quality of life, improve public safety)? If you are a previous recipient, will you be providing new services this funding period? We are one of very few national and international playwriting competitions in America. Funding from thecity allows us to continue our senior programs as well as our programs for children.

The senior programs provide seniors an opportunity to attend theater and enjoy plays and play readings at no charge. Transportation is provided for them if needed.

Funding for the children’s program allows us to sponsor existing events in conjunction with Jenny Gordon.Exposing children to the arts at an early age helps them develop an appreciation for theater and the arts.

Without funding from the city, we will need to cancel some of the above-mentioned programs. It will also limit our ability to aggressively market and engage more people in the performing arts in the Beverly Hills community.
2 5a. What percentage of your proposed program is currently utilized by Beverly Hills residents? Please explain what evidence or data you have to support this claim. Do you anticipate any change in utilization for FY 2024-2025? If this data is unavailable, please explain how you will track this information if awarded a grant?
70%-75%. While our program is International in scope, most of our entries come from California (tracked through home address supplied by applicant) and specifically the Beverly Hills area. Last year’s 1 st prize winner lives in Beverly Hills.Winning plays writers are given an opportunity to hold readings of their plays at a local Beverly Hills Theatre.
5b. What percentage of the proposed services is utilized in the Los Angeles County SPA 5 regional area? Please explain what evidence you have to support this claim. Do you anticipate any change in utilization for FY 2024 - 2025?
25-30%. Our activities include gatherings for events such as celebrating accomplishments from members, book reading events, summer BBQ, and an Academy Awards party. These programs are held in BeverlyHills and catered by local restaurants.

We utilize several companies in LA county for postal services, printing, graphic arts, award certificates, operating materials and any other Organization needs.

6. To ensure streamlined service delivery to the Beverly Hills community, what is your agency’splan to accept direct referrals from City staff and / or our contracted vendors as applicable? BHTG would welcome the opportunity to work with any referrals or vendors to support our efforts within the Beverly Hills community.

7. Are you a NEW or RETURNING Returning applicant?
7b. For returning applicants: The City takes pride in ensuring residents have access to the strongest social services and cultural programming. Please describe what efforts your organization has taken to ensure you have maintained the highest standards of service delivery.

Describe how your organization has been responsive to community needs and has incorporated best practices to better serve the Beverly Hills community.

The BHTG has been in place for 47 years. The Founders of our organization are pillars in the Beverly Hills community. Janet Salter, wife of former Mayor, Maxwell Salter continue to support the efforts of the Theatre Guild through family members and the Salter Charitable Foundation.

Our mission statement supports our efforts to promote the arts with utmost respect for the talent and efforts of the men and women who work tirelessly to entertain us.

Our fundraising luncheon brings professionals from the industry to the Beverly Hills area to be honored for their lifelong accomplishments in film, stage and TV.

All of our activities are conducted with professionalism and inclusion of all demographics.

8. The funding year is July 1, 2024 to June 30, 2025. What is the funding amount requested? $25,000

9. What percentage of your annual funding would the City’s contribution represent? 25%-30%

10. What is the ratio of your organization’s administrative operating costs? 15%
3 11. What other funding sources does your organization currently receive? We apply for grants that support not-for-profit organizations. We collect a small membership fee to helpsupport benefits offered to all of our members including seniors and children. Which consists of travel to and from events, free play readings and light refreshments.

We hold an annual fundraising luncheon with an auction of donated items by local Beverly Hills establishments such as The Peninsula Hotel, Four Seasons Hotel, multiple restaurants, local jewelers as well as items donated by BHTG members.

12. Provide any additional information that may be useful in evaluating your proposal.

With an aging membership and increasing inflation it is challenging to continue to provide all of the benefits especially to our more senior members.

If possible, at some point, we would like to forgo the entry fee for the playwriting competition as these are struggling and aspiring talent with limited resources. When asked, we try to meet the needs and demands while still maintaining an equitable competition.

13. Is your grant or cultural funding to $74,999.00 request:
1 3a. If your request is under
$74,999.00, please submit recent 2022 Tax Return - -Beverly Hil... .pdfbalance sheet and operating budget OR most recent tax return.
4 APPLICATION SUMMARY FY 2024/25
Agency: Cancer Support Community Los Angeles
Requested amount: $50,000
History of City funding: applied, but not funded in 202 1/22; 2022/23: $25,000; 2023/24:
$30,000
Agency description: Cancer Support Community Los Angeles (CSCLA) has been providing free of charge social, emotional, and psychological support to people who are impacted by cancer, including patients, their families, as well as children with cancer or impacted by cancer in their family. CSCLA supports individuals and families based on important identifiers such aslanguage and cultural background, making it one of the few organizations that focuses specifically on underrepresented and marginalized populations. Services consist of support groups and counseling; children, teen and family programs; healthy lifestyle classes;educational workshops; and social activities, which are the gold standard psychosocial, evidence-based cancer support, delivered by licensed clinical professionals, certified instructors and medical and complementary professionals.

Proposed use of Community Assistance Grant Funds: The proposed use for the requested funds would be used for CSCLA’s latest initiative, HEART: Healing Equitably (through) Action, Resilience, & Teamwork. HEART is dedicated to serving all cancer patients and their families in Beverly Hills and the greater Los Angeles area regardless of zip code, race, ethnicity, age, gender, or sexual orientation. CSCLA is actively collaborating with organizations serving BIPOC, Latinx, Asian American & Pacific Islander (AAPI), LGBTQ+, seniors, children, and others, all of whom might have limited access to psychosocial support due to a dearth of services; lack of providers; historically entrenched health inequities; & stigma & discrimination.

These organizations include Adventist Health White Memorial Hospital, The Village Health Foundation, Angelus Plaza, The Los Angeles LGBT Center, and Pediatric Brain Tumor Foundation. These organizations are located outside of Beverly Hills, however, virtual services are offered in a hybrid model, allowing Beverly Hills residents to participate in events and services outside of the City.

Target populationlPrimary service: Cancer patients and their families in the Beverly Hills and throughout Los Angeles.

Percentage of total program utilized by Beverly Hills residents/community: In 2022, about 4% of CSCLA’s total participants were members of the Beverly Hills community (48 people out of 1,254). This increased to 56 members served in 2023, an increase of 17%.

Anticipating the same level of growth year after year CSCLA anticipates serving 65 Beverly Hills residents in calendar year 2024.

Quantifiable Services and Measures: Will be able to quantify and measure impact based on numbers of Beverly Hills individuals and families served.

Historical Performance:

FY 23/24: (Qi & Q2) Satisfactory Unsatisfactory N/A
General Comment(s) (e.g., non-quantifiable benefits identified by experience with agency v. absolute numbers; observations such as their growth curve and relationship with City, its residents and target populations):

Through this approach, we can ensure Beverly Hills and Westside residents impacted by cancer have the knowledge, skills, and opportunities to manage their illness and improve their physical, mental, and emotional health and wellbeing and quality of life.

Percentage of annual funding City’s contribution represents: 2% Ratio of administrative to operating costs: Our operating costs are 6% administrative, 9% fundraising, and 85% program.

Service Profile: Needs-based Quality of life-based Social Service LI Health Education LI Other LI
Agency Scope: Local Regional National LI International LI 501 (C) (3): Yes No LI Exempt LI
2 _____________________
Wednesday, February 28, 2024
cBEVER LY
IL 15/
Community Assistance Grant Funding (CAGF)
Application
Fiscal Year 2024-2025
Cancer Support Community Los Angeles — Cancer Support for Beverly Hills Cancer Patients & Caregivers
1990 South Bundy Drive, Suite 100
Los Angeles, California, 90025
Cristin O’Leary Jones
(310) 314-2589
grantscancersupportla.org
ps://www.cancersupportIa.orgL
@CancerSupportLA (instagram and Facebook)
Yes, we are a 501c.3
2017 02 CSCLA IRS 501 c3 Le... .pdf
CAGE: Social Services or Program
Agency Name
Agency Address
Contact Person
Phone Number
Email
Website URL
______
Social Media Handles

1. Is your organization a 501 c.3, or
are you in partnership with a 501c.3?
1 a. Upload documentation
demonstrating 501 c.3 status or
partnership

In direct alignment with the mission of the City of Beverly Hills Human Services Division to serve members of the community most in need of help, Cancer Support Community Los Angeles (CSCLA) provides programs and services — completely free of charge — to those facing the challenges of coping with cancer, either as a patient, survivor, or caregiver.

CSCLA serves over 3,000 community members throughout Los Angeles annually through an estimated 100 program sessions each month. Led by licensed mental health professionals, our programs and services are focused on the physical and mental health, long-term resilience, and survivorship of cancer patients—of all ages, ethnicities, genders, and diagnoses, and at any stage—as well as their families and loved ones.

Offered virtually and in-person, our programs include counseling, support groups (including for Spanishspeakers and children, teens, and families), healthy lifestyle classes, education workshops, and social events. Other critical services offered by CSCLA include our Helpline staffed by clinicians and resourceexperts (with translation available in 200 languages), Open to Options, which helps cancer patientscommunicate their needs and concerns with their medical team to develop the best treatment options, and Cancer Support Source, an integrated cancer distress screening program to help patients plan for treatment and learn how to cope.

Unique among cancer support organizations in the region, CSCLA is the only agency that (1) addresses our community’s need for geographic-, language-, and identity-specific cancer support for vulnerable groups;
(2) offers children, teen, and families programs for those under 1 8 years old; and(3) supports caregivers, family members, and loved ones alongside the cancer patient.

In order to ensure our programs are truly equitable, inclusive, and culturally congruent for all, CSCLA has developed partnerships with Federally Qualified Health Centers (FQHCs), hospitals, community-basedclinics, government entities, and social service nonprofits. With cancer diagnoses increasing in Los Angeles County—more than 40,000 new cases reported annually—the need for our accessible, local cancer support continues to rise.

We were honored to be selected as the recipient of previous CAGF awards from the City of Beverly Hills Foundation in 2022 and 2023. Through this partnership, we have been able to expand efforts to serveBeverly Hills residents impacted by cancer, including families and the many whose primary language is notEnglish. From 2022 to 2023, we saw a 17% increase in Beverly Hills residents utilizing our services.

This year, CSCLA will continue to build upon our relationship with the City of Beverly Hills to serve Beverly Hills residents impacted by cancer, including families, caregivers, and residents whose primary language is not English, including through the continuation of our Qigong healthy lifestyle class in Roxbury Park, which was disrupted by the COVID-1 9 pandemic. With the City’s support, we will also work with our local hospital and medical center partners (Cedars-Sinai, UCLA Health, Providence Saint John’s Medical Center,and Bedford Breast Center) to create new dedicated outreach and recruitment pathways for their patients.

This will enhance ease of access to CSCLA’s programs and services for all people living within Beverly Hills.During the 2024-25 grant period, we intend to serve more than 65 Beverly Hills residents through counseling, support groups, social programs, and other free cancer support services facilitated by locallicensed psychotherapists, certified instructors, medical professionals, and integrative health practitioners.

To do so, we will expand our existing partnerships in Beverly Hills, including with the city and other community-based organizations, to increase outreach and recruitment efforts among Beverly Hills residents. To increase our service numbers in the region, we work closely with Cedars-Sinai and Tower Cancer Research Foundation and Beverly-Hills-adjacent partners Providence Saint John’s Medical Centerand UCLA Health Center.

As a result of these activities, more than 80% of participants will report improvements in one or more of the following areas: quality of life, connection, ability to manage their illness, ability to manage stress, and ability to cope with distress.

3. Do you anticipate needing any No
additional support or in-kind funding
from the City of Beverly Hills to
implement your proposed program?

4. Why are these services considered critical (e.g., enhance quality of life, improve public safety)? If you are a previous recipient, will you be providing new services this funding period? CSCLA works to fulfill often-forgotten psychosocial needs for everyone affected by cancer through free, evidence-based support resources. Our evidence-based Patient Empowerment Model has shown to reduce anxiety and depression, restore feelings of control, and increase feelings of hope, therefore improving patient response to medical treatment. This model engages patients at each stage of theprocess to help them drive and shape their cancer journey.

The need for these critical support resources provided by CSCLA is evident and continues to grow. The National Cancer Institute and Centers for Disease Control and Prevention report that Los Angeles County, where CSCLA is located, recorded an average of 40,309 new cases of invasive cancer per year from 2014- 2018. In 2017, it was estimated that nearly 1.49 million living Californians had a history of cancer, and the American Cancer Society estimates 192,770 additional Californians will be diagnosed with cancer in 2023. 2 Extensive research has shown that depression and anxiety are extremely prevalent among cancer patients and that these mental health conditions can create additional burdens during cancer treatment: affecting disease management, adherence to treatment plans, duration of hospital stays, and even survival rate.

Because of our support, 91 % of CSCLA participants report gaining information help them better manage their treatment, 90% report an improved quality of life, and 82% feel more empowered to manage their illness.

As a previous grantee, we will continue to offer our full suite of psychosocial support services for cancer patients and their caregivers, while continuing to maintain our health lifestyle class at Roxbury Park for the 2024-25 grant period. We do not anticipate the offering of new programs but will be expanding our service reach to welcome at least 1 5 new Beverly Hills residents into our programs during the grant period — which may be through participation in 1:1 counseling, support groups, education, or healthy lifestyle classes.
5a. What percentage of your proposed program is currently utilized by Beverly Hills residents? Please explain what evidence or data you have to support this claim. Do you anticipate any change in utilization for FY 2024-2025? If this data is unavailable, please explain how you will track this information if awarded a grant?
In 2022, about 4% of CSCLA’s total participants were members of the Beverly Hills community (48 people out of 1,254). This increased to 56 members served in 2023, an increase of 17%. Anticipating the same level of growth year over year CSCLA anticipates serving 65 Beverly Hills residents in calendar year 2024.

Of these participants in 2023, 71 % were female, 36% were age 65 or older, and 29% were affiliated withbreast cancer.

With the City of Beverly Hills’ continued support, we aim to increase our service numbers by 17% to reach more than 65 Beverly Hills residents in 2024-25 through our psychosocial support programming including support groups, counseling, healthy lifestyle classes, and education workshops. To increase our servicenumbers in the region, we work closely with Cedars-Sinai and Tower Cancer Research Foundation and Beverly-Hills-adjacent partners Providence Saint John’s Medical Center and UCLA Health Center. 5b. What percentage of the proposed services is utilized in the Los Angeles County SPA 5 regional area? Please explain what evidence you have to support this claim. Do you anticipate any change in utilization for FY 2024 - 2025?
Our primary service area covers all of SPA 5, SPA 4, and parts of SPA 6. SPA 5 represents approximately 42% of our participant numbers, or about 525 members. All of these members have access to our full suite of services, including counseling, support groups, education, healthy lifestyle classes, and child, teen, and family programs. We track the zip codes of all participants so that we can evaluate trends in service.

We anticipate growth across our organization in 2024-2025 at a rate of 5 — 10%, therefore we anticipate serving approximately 550 — 575 members of SPA 5.

6. To ensure streamlined service delivery to the Beverly Hills community, what is your agency’splan to accept direct referrals from City staff and I or our contracted vendors as applicable? CSCLA is fully equipped to accept direct referrals from City staff and/or vendors as appropriate, in the same manner through which we accept referrals through our partners in the medical community. CSCLA’s team has developed, and continues to maintain, bilingual and culturally appropriate marketing materials to enhance partnerships with hospitals, build relationships with oncology physicians, nurses, and social workers, and conduct outreach in community-based settings. We have weekly participant orientations for new members, which can be tailored for specific populations and geographies.

Moreover, CSCLA delivers prevention programming such as educational workshops alongside local medical professionals and collaborates with physicians conducting research studies and increasingadvocacy. These activities—an organic referral system to our programs and services reflective of ourcollaborative reputation within the community—expand CSCLA’s reach to Beverly Hills residents impacted by cancer.
3 7. Are you a NEW or RETURNING Returning applicant?
7b. For returning applicants: The City takes pride in ensuring residents have access to the strongest social services and cultural programming. Please describe what efforts yourorganization has taken to ensure you have maintained the highest standards of service delivery.

Describe how your organization has been responsive to community needs and has incorporated best practices to better serve the Beverly Hills community.

CSCLA continues to enhance our collaborative cancer support programs, while seeking new opportunities with additional like-minded organizations and the City so that we may more effectively support cancer patients and their families in and around Beverly Hills, particularly for those whose primary language is notEnglish.

By creating cancer support via therapists, instructors, and educators from within Beverly Hills, who speak the languages of residents, we are centering ourselves on our clients’ identities so that they may feel welcome and valued. Furthermore, by providing these services within and around Beverly Hills city limits,we can reduce barriers to access for vulnerable Westside residents affected by cancer, especially those without access to transportation, those with disabilities and/or limited mobility, and those who are immunocompromised, for whom traveling to CSCLA partner sites farther from the city is more challenging.

Our evidence-based psychosocial support services for Beverly Hills residents, like all our programming,adhere to the standards of best practice set by the American College of Surgeons Commission on Cancerand the American Psychological Association. Short-term therapy for individual patients, couples, and families addresses some of the unique personal and relational challenges facing those impacted by cancer, while our team facilitates a wide range of diagnosis-, identity-, and language-specific support groups—to provide Beverly Hills residents a safe space to discuss various life challenges and find comfort in the fact that they are not alone. Meanwhile, social programs and events foster and cultivaterelationships of trust and community, and health-focused lifestyle classes help participants pursue their interests alongside others community members. CSCLA staff and board members, alongside community partners, regularly review data and input from our Beverly Hills participants in order to make neededprogram enhancements to better serve Beverly Hills and Westside residents.

Outreach efforts focus on the benefits of preventative medicine and psychosocial support servicesalongside medical treatment and increase awareness of available resources within the region using onlinepromotions, flyers, brochures, posters and more. Through these partnerships and outreach campaigns with Cedars-Sinai, Providence St. John’s, UCLA Health, and Bedford Breast Center, we can increase referrals and enrollment of Beverly Hills and Westside program participants.

8. The funding year is July 1, 2024 to June 30, 2025. What is the funding amount requested? $50,000

9. What percentage of your annual funding would the City’s contribution represent? We are seeking a $50,000 contribution from the City of Beverly Hills in 2024-25, which would represent approximately 2% of CSCLA’s total operating costs. It will cost CSCLA approximately $88,011 in 2024-25 to serve Beverly Hills residents, which are approximately 4% of our total participants. We will cover the remaining costs of serving the region through additional funders including foundation, individual, and corporate partners.

10. What is the ratio of your organization’s administrative operating costs? Our operating costs are 6% administrative, 9% fundraising, and 85% program.

11. What other funding sources does your organization currently receive? Financial sources to support CSCLA’s no-cost holistic cancer care include a diverse array of private foundation grants, special event fundraising, wills and bequests, third-party fundraisers, investment income, program mission income, and general donations. We not only cultivate relationships and connect 4 with our active donor base, but also continuously outreach and research to find new support for our free programs and services and therefore ensure long-term organizational sustainability. In 2023, approximately 1 8% of our funding came from individuals and corporations, 29% came from special eventsincluding our annual Gala, and 26% came from grants. Additionally,1 0% comes from healthcarepartnerships and 1 5% from wills and bequests.12. Provide any additional information that may be useful in evaluating your proposal.

Program activities are led by highly specialized staff who are licensed and professionally trained in facilitating trauma-informed activities and measuring impact, including Licensed Clinical Social Workers (LCSW), Licensed Marriage and Family Therapists (LMFT), and Licensed Clinical Psychologists.

Additionally, we work with hospital professionals (doctors, nurses, social workers) to not only implement programs but also ensure the holistic care and collaboration between medical and mental health treatment.

All CSCLA programming adopts a person-centered approach to cancer care, as one of our fundamental beliefs is in the holistic health—mind, body, and spirit—of not only the individuals diagnosed with cancer,but also their family members (including children and teens) and caregivers. This inclusive, communitycentered support sets us apart from other local organizations and is life-changing for Beverly Hills and Westside residents because research consistently shows a cancer diagnosis affects the health andwellbeing of not just patients, but also their loved ones.Through this approach, we can ensure Beverly Hills and Westside residents impacted by cancer have the knowledge, skills, and opportunities to manage their illness and improve their physical, mental, and emotional health and wellbeing and quality of life.

13. Is your grant or cultural funding up to $74,999.00 request:
1 3a. If your request is under
$74,999.00, please submit recent 2022 Tax 990.pdf
balance sheet and operating budgetOR most recent tax return.

Additional Documents? Upload them
here. 2022-Annual-Report.pdf
CSCLA Welcome Packet 2022.pdf
5 APPLICATION SUMMARY FY 2024/25
Agency: Chai Lifeline West Coast
Requested amount: $75,000
History of City funding: Applied, but not funded in 202 1/22; 2022/23: $25,000; 2023/24:
$30,000
Agency description: Chai Lifeline West Coast is the regional division of Chai Lifeline, an international support organization dedicated to providing social, emotional and financial assistance to seriously ill children and their families. They provide a comprehensive networkof services that include emotional support and counseling, emergency financial assistance, insurance advocacy, hospital support services and medical referrals, medically supervised trips and summer camps for sick children and teens, recreational/therapeutic programs for patients and siblings, and more. Based in the Jewish Community and embodied in the ideals of compassion, kindness, and caring for others inherent in Jewish life, Chai Lifeline West Coast provides support to families whose lives have been overshadowed by illness.Proposed use of Community Assistance Grant Funds: Chai Lifeline proposes using funds to support their West Coast programming. Case Managers provide intense emotional and practical support to help families weather the initial crisis of a devastating illness and tomaintain stability for a long medical journey ahead. Chai Lifeline’s services includes:

Individualized case management and “concierge support” for families; Medical and resource referrals; Advocacy and guidance on navigating the complexities of the health care system;Professional Medical Insurance Advocates to help families advocate for service and negotiate claims; Guidance and resources on how to talk to children about illness; Counseling services; art therapy; pet therapy; Emergency Financial Assistance; Educational assistance so illchildren stay current with their schoolwork; Recreational and therapeutic events for children; Volunteer Big Brothers and Sisters; Medically supervised summer camps and trips for seriously ill children and teens; After-School programs for siblings and for children of seriously ill parents; Parent support programs; Family retreats; Meal assistance during hospitalizations and medical crises; Bereavement and crisis intervention services.

Chai Lifeline initially began as an organization to support families with seriously ill children, the West Coast region extends services to families in which a parent is seriously ill as well. The organization provides continuity of care, providing crisis intervention and bereavement services to help the grieving family.

Target populationlPrimary service: Children who are seriously ill and their families.

Organization is national but operates the Chai Lifeline West Coast office out of Beverly Hills for the western region.

Percentage of total program utilized by Beverly Hills residents/community: 11 % Quantifiable Services and Measures: Will be able to quantify and measure impact based on rate of service utilization by Beverly Hills children and families served.Historical Performance:

FY 23/24: (Q1 & Q2) Satisfactory LI Unsatisfactory [1 N/A General Comment(s) (e.g., non-quantifiable benefits identified by experience with agency v. absolute numbers; observations such as their growth curve and relationship with City, its residents and target populations):

Chai Lifeline is proud to be partnering with the city of Beverly Hills these past two years to enhance the lives of children and families living with illness. With the City’s support, Chai Lifeline serves as a lifeline to help our families and help ease their pain and stress. Many times, when speaking to a parent about their situation, we have been met with tears of gratitude and relief when they hear that help is on its way for their child and family. As one parent expressed, “At such a bleak and dark time in our lives, Chai Lifeline showed us such kindness and compassion. Your assistance really helped make our lives better and gave our precious daughter the therapeutic services she needed. One day we hope to do the same for other families. Thank you from the bottom of our hearts.” Our partnership with the City of Beverly Hills is something we value deeply, and we take our responsibility to its residents very seriously. Therefore, it was a tremendous honor for us to be presented with the People Helping People Award by Mayor Dr. Julian Gold and the Beverly Hills City Council, in recognition of our work. Chai Lifeline always stands ready to help the Beverly Hills community. With this grant, we look forward to continuing our partnership with the City of Beverly Hills to provide and expand services for families living with serious illness.Percentage of annual funding City’s contribution represents: 0.2% of West Coast annual funding.

Ratio of administrative to operating costs: 7%
Service Profile: Needs-based Quality of life-based Social Service Health Education LI Other LI
Agency Scope: Local Regional National International LI
501 (C) (3): Yes No LI Exempt LI
2 Agency Name
Wednesday, February 28, 2024
Community Assistance Grant Funding (CAGF)
Application
Fiscal Year 2024-2025
Chai Lifeline West Coast
475 S. Robertson Blvd
BeverlyHills, California, 9021 1
Agency Address
Contact Person
Phone Number
Fax Number
Email
Secondary Contact Person
Phone NumberEmail
Website URLSocial Media Handles

1. Is your organization a 501 c.3, or
are you in partnership with a 501c.3?
1 a. Upload documentation
demonstrating 501 c.3 status or
partnership

2. What type of grant are youapplying for?
2a. What services do you propose to provide the Beverly Hills community that local government is not currently providing? Please include the program goals, timeline, and how success will bemeasured.Chai Lifeline West Coast is the regional division of Chai Lifeline, an international health supportorganization dedicated to providing social, emotional, practical, and financial assistance to seriously illchildren and their families. Chai Lifeline West Coast provides a comprehensive network of services to families in Southern California and the entire Western United States. We respectfully request considerationfor funding to support these services for families impacted by serious illness in the city of Beverly Hills.

Based in the Jewish community and embodied in the ideals of compassion, kindness, and caring for others inherent in Jewish life, Chai Lifeline provides a lifeline of support to families whose lives have beenovershadowed by illness. Chai Lifeline’s large and diverse reach connects families of all backgrounds and Randi Grossman
(31 0) 274-6331(310) 274-6447
rgrossmanchailifeline.org
Randi Grossman
(310) 614-3016rgrossman©chailifeline.org
www.chailifeline.org
@chailifelinewc; Chai Lifeline West Coast; @Chai_Lifeline;©ChailifelineOrg; Chai Lifeline Yes, we are a 501c.3
501 C letter.pdf
CAGF: Social Services or Program
affiliations within the Jewish community and beyond, and never turns away anyone who needs help. Given the large percentage of Jewish households in Beverly Hills, Chai Lifeline has developed a deep and active involvement in this community.

Chai Lifeline’s guiding principles are that seriously ill children need and deserve as happy and normal a childhood as possible, and that the well-being of a child is dependent upon the well-being of a family.

Although Chai Lifeline began as an organization helping families of seriously ill children, the West Coast region extends services to families (defined as households with minor children) in which a parent is seriously ill as well, thus responding to whoever is sick in the immediate family.Chai Lifeline’s goals are to:
• Meet the social, emotional, and practical needs of children, families, and communities impacted by illness, trauma, or loss.
• Reduce the emotional strain on families and help them gain a sense of control over their lives when things are so out of control.
• Enhance family stability in the face of illness or crisis.• Bring joy and hope to children whose lives have been overshadowed by illness or loss.

To achieve these goals, Chai Lifeline delivers innovative and effective family focused programs and services that support every member of the family.Chai Lifeline’s extensive portfolio of services includes:
• Individualized case management and “concierge support” for families.• Medical and resource referrals. • Guidance navigating the complexities of the health care system.• Medical Insurance Advocates to help negotiate claims.• Guidance and resources on how to talk to children about illness.• Counseling services; art therapy; pet therapy.• Emergency Financial Assistance.• Educational assistance so ill children stay current with their schoolwork.• Recreational and therapeutic events for children.• Volunteer Big Brothers and Sisters.• Medically supervised summer camps & trips for seriously ill children/teens.• After-School programs for siblings and for children of seriously ill parents.• Parent support programs; Family retreats.• Meal assistance during hospitalizations and medical crises.• Bereavement and crisis intervention services.

Chai Lifeline West Coast helps hundreds of families every single day. But no family is a number at Chai Lifeline. Each family is unique, and no one group of services fits all. Chai Lifeline’s “do what it takes’ approach” ensures that families receive the services they need to live as normally as possible while caring for a medically ill family member.Alleviating the stresses and holding families up during their most difficult times is the goal of Chai Lifeline.We measure the success of our services through observations, visits & direct communications with ourfamilies, and through service-specific formal evaluations to assess the impact of our services on our clientfamilies.3. Do you anticipate needing any No additional support or in-kind funding from the City of Beverly Hills to
implement your proposed program?

4. Why are these services considered critical (e.g., enhance quality of life, improve publicsafety)? If you are a previous recipient, will you be providing new services this funding period? Chai Lifeline’s services are critical because they provide a safety net of support during unimaginable times 2 of stress for a family. When a child is diagnosed with cancer or another catastrophic illness, a family’s world is shattered, and every member feels the pain. Parents often have no idea where to turn. Most are inshock and have little knowledge or understanding of the complex medical journey they are about toembark on and the new challenges they will face.

This is where Chai Lifeline comes in. From the moment of diagnosis, our experienced professional staff is there to help families cope and to assist them with the long, and oftentimes isolating, journey ahead. Chai Lifeline’s professional staff helps families navigate through the complex hospital system and guide parents on how to explain the illness to their children. As they settle into their “new normal” living withillness, Chai Lifeline becomes a constant in a family’s life, a shoulder for them to lean on. Chai Lifeline takes care of the big things, for example, providing medical referrals following a rare diagnosis and/or coordinating appointments with top specialists locally and out of state, if necessary. The organization also takes care of the little things that hold families up, such as sending trained and dedicated volunteers to provide extra care and attention to the siblings at home, delivering meals to the hospital - and to thehomes when parents have a little time or energy to get dinner on the table.

Chai Lifeline West Coast professional staff is on call during off-hours to help parents deal withemergencies as they arise. It is not uncommon for our case managers to run to the hospital late at night orspend an hour on the phone in the wee morning hours providing comfort and support to a distraughtparent. Case managers are there to sit with parents during a child’s surgery; they are in touch with parents when test results are pending, and anxieties are high. They connect families to important resources both within and beyond the organization so that crucial needs are met. The scope of Chai Lifeline services is extensive, from providing emergency grants to help with the devastating financial impact of illness, tosending a seriously ill child or teen to a magical overnight camp for the summer of a lifetime.5a. What percentage of your proposed program is currently utilized by Beverly Hills residents?Please explain what evidence or data you have to support this claim. Do you anticipate any change in utilization for FY 2024-2025? If this data is unavailable, please explain how you will track this information if awarded a grant?
Approximately 11 % of our total program services is utilized by the Beverly Hills community. Chai Lifeline maintains a database of our clients which includes demographics. Therefore, we are able to run reports of client residences based on cities and zip codes.
5b. What percentage of the proposed services is utilized in the Los Angeles County SPA 5regional area? Please explain what evidence you have to support this claim. Do you anticipate any change in utilization for FY 2024 - 2025?Approximately 35 % of our total program services is utilized by the Beverly Hills community. Chai Lifeline maintains a database of our clients which includes demographics. Therefore, we are able to run reports of client residences based on cities and zip codes.6. To ensure streamlined service delivery to the Beverly Hills community, what is your agency’splan to accept direct referrals from City staff and I or our contracted vendors as applicable?Chai Lifeline receives direct referrals at all times. Chai Lifeline on-call staff receive messages even afterhours. We welcome direct referrals from City staff/vendors. When receiving referrals, if there ispermission from the family, we will call them directly. If not, our number is always available to give out to anyone who may need our support.

7. Are you a NEW or RETURNING Returning applicant?
3 7b. For returning applicants: The City takes pride in ensuring residents have access to the strongest social services and cultural programming. Please describe what efforts yourorganization has taken to ensure you have maintained the highest standards of service delivery.

Describe how your organization has been responsive to community needs and has incorporatedbest practices to better serve the Beverly Hills community.Chai Lifeline West Coast is committed to serving our communities with the most comprehensive,impactful services available to meet the emotional, practical and financial needs of families living withserious illness. To that end, we work closely with community organizations and institutions -schools, synagogues, hospitals, community-based organizations - to best meet the needs of families andcommunities. Our experienced professionals consult with schools and provide services to guide schooladministrators, educators, and students on how to cope when a serious illness befalls a classmate or a beloved teacher. We also engage in community partnerships to maximize resources for our community.For example, we partner with Cedars-Sinai Medical Center, a medical care provider for thousands ofBeverly Hills residents, to bring kosher food and snacks through our Kosher Hospitality Pantry, available 24/7 to hospital patients, visitors and even staff. We partner with Beverly Hills based schools to bring volunteer opportunities to students and train faculty and staff on how to handle illness, crisis and loss.Additionally, Chai Lifeline assists Beverly Hills children in accessing location-specific resources, such as guiding students through the process of receiving medically-based home-schooling services through the Beverly Hills School District, when they are too ill to attend school.

A recent example of how Chai Lifeline has been responsive to community needs relates to our assistancewith a Beverly Hills mother who was diagnosed with a brain tumor. This shocking diagnosis sent thisfamily into crisis emotionally and financially. From the moment they reached out, Chai Lifeline was there to provide all-encompassing support and guidance to help them navigate the complex medical and hospitalissues. We advocated for and were instrumental in securing benefits and services. Chai Lifeline has alsoprovided direct financial assistance and provided children’s programming and our summer day camp for the children which brought them immeasurable joy and happiness! Our national Crisis Intervention Program supports communities when tragedy strikes, providing a team of trauma experts to provide immediate responses, clinical interventions, consultations with local organizations, community/school in-services, educational resources, and more. Our Crisis Team has responded to hundreds of crises locally and throughout the West Coast, to families, schools, camps, and communities, following a devastating tragedy or loss. Examples of crisis intervention services provided in the City of Beverly Hills includes in-person interventions for teachers and parents following the tragic sudden loss of a student and direct intervention to community members who witnessed an antisemiticact. Additionally, immediately following the devastating attacks of October 7th in Israel that devastated our Jewish world, Chai Lifeline’s national Crisis Intervention Program set up an Israel crisis response, holding hundreds of forums on coping with the crisis, distributing materials to schools and communities on talking to children, and setting up a global 24/7 hotline so that anyone in the world who needed support at any time day or night, could speak with a trained interventionalist and gain support. Manyresidents of Beverly Hills have participated in these services.

Inherent in the delivery of all Chai Lifeline’s programs is our commitment to best practices which includes:Family Centered Care - addressing the needs of all members of the family.

Accessibility -All services of Chai Lifeline services are provided free of charge and do not require filling out complex applications.

Cultural Sensitivity - Delivery of services in a manner that is respectful to all backgrounds, affiliations and cultures.

Excellence -Services are provided in a time-sensitive manner tailored to the specific needs of the family.

8. The funding year is July 1, 2024 to June 30, 2025. What is the funding amount requested? $75,000

9. What percentage of your annual funding would the City’s contribution represent? ‘DO
.L 0
4 10. What is the ratio of your organization’s administrative operating costs? Administrative operating costs represent 7%of our operating budget. Chai Lifeline takes its responsibility to donors very seriously and strives to keep administrative costs low so we can direct more resources to direct programming. We are a volunteer driven organization which helps enable us to do this.

11. What other funding sources does your organization currently receive? The majority of our funding comes from private donations. Additionally, we receive grants from the Jewish Federation of Greater Los Angeles, the Erwin Rautenberg Foundation, and other private family foundations.

12. Provide any additional information that may be useful in evaluating your proposal.

Chai Lifeline is proud to be partnering with the city of Beverly Hills these past two years to enhance the lives of children and families living with illness. With the City’s support, Chai Lifeline serves as a lifeline tohelp our families and help ease their pain and stress. Many times, when speaking to a parent about their situation, we have been met with tears of gratitude and relief when they hear that help is on its way for their child and family. As one parent expressed, ‘At such a bleak and dark time in our lives, Chai Lifeline showed us such kindness and compassion. Your assistance really helped make our lives better and gaveour precious daughter the therapeutic services she needed. One day we hope to do the same for other families. Thank you from the bottom of our hearts.”
Our partnership with the City of Beverly Hills is something we value deeply, and we take our responsibility to its residents very seriously. Therefore, it was a tremendous honor for us to be presented with the People Helping People Award by Mayor Dr. Julian Gold and the Beverly Hills City Council, in recognition of our work. Chai Lifeline always stands ready to help the Beverly Hills community. With this grant, we look forward to continuing our partnership with the City of Beverly Hills to provide and expand services forfamilies living with serious illness.

13. Is your grant or cultural funding over $75 000.00
request:
1 3b. If your request is over
$75,000.00, please submit most Financials 2022 Chai Lifeline.pdf recent financial statement reviewedby a Certified Public Accountant.

Additional Documents? Upload them
here. 2022 -CHAI LIFELINE INC_Ta... .pdf
Beverly Hills Business Certifi... .pdf
5 APPLICATION SUMMARY FY 2024/25
Agency: Collins & Katz Family YMCA
Requested amount: $10,000
History of City funding: 2021/22: $10,000; 2022/23: $10,000; 2023/24: $10,000 Agency description: The Collins & Katz Family YMCA (C & KFY) serves thousands of community members through three areas of focus: youth development, healthy living andsocial responsibility. C & KFY partners with community-serving providers to ensure that families are experiencing food insecurity are well-nourished.

Proposed use of Community Assistance Grant Funds: C & KFY is requesting a grant to continue to operate the food distribution program to families in need.

Target population/Primary service: Families and youth in need in Beverly Hills and surrounding communities.

Percentage of total program utilized by Beverly Hills residents/community: Across the operation of the Collins-Katz YMCA’s Feed LA program, our participation rate of Beverly Hills residents has remained at 15-20% of the total group receiving distributions weekly.

Quantifiable Services and Measures: We measure these demographics by use of our ActiveNet enrollment platform. We anticipate that the number of families from Beverly Hills will continue to rise in 2024-205 in alignment with all other areas we serve. Geographically, the Collins-Katz YMCA is the closest YMCA branch within a five-mile radius of the City of Beverly Hills.Historical Performance:

FY 23/24: (Qi & Q2) Satisfactory Unsatisfactory D N/A
General Comment(s) (e.g., non-quantifiable benefits identified by experience with agency v. absolute numbers; observations such as their growth curve and relationship with City, its residents and target populations):

The continuation of funding from the City of Beverly Hills Community Assistance Grant Fund (CAGF) into the 2024-2025 cycle has a significant role in supporting and expanding essential the food distribution program to Beverly Hills’ most vulnerable families. This partnership not only provides necessary financial backing but also aligns with a mutual commitment to improving community well-being and tackling food insecurity. Through the CAGE program’s support, the Collins-Katz YMCA will continue to deliver over meals and fresh produce boxes to the community, addressing nutritional needs and enhancing food security.

Continued CAGF support into the next cycle will enable the Collins-Katz YMCA to maintain its role as a key provider of community assistance to meet the evolving needs of Beverly Hillsresidents. This enduring partnership will remain instrumental in allowing families to overcome challenges related to food insecurity.

Percentage of annual funding City’s contribution represents: 0.45% Ratio of administrative to operating costs: 10%
Service Profile: Needs-based Quality of life-based Social Service Health Education Other
Agency Scope: Local Regional National LI International LI 501 (C) (3): Yes No El Exempt LI
2 Agency Name
Wednesday, February 28, 2024
Community Assistance Grant Funding (CAGF)
Application
Fiscal Year 2024-2025
Collins & Katz Family YMCA FeedLA Food Distribution
Program
1466 S Westgate Avenue
Los Angeles, California, 90025Dann Novak(424) 465-5200
AaronDonahueymcaLA.org
Dann Novak(310) 691-9933DannNovakymcala.org
h.ups:/Iwww.ymcala.org/locations/collins-katz-family.:yinQ collinskatzfamilyymca
Yes, we are a 501 c.3
LA YMCA 501 (c)(3) IRS Tax E... .pdf
CAGF: Social Services or Program
Agency Address
Contact Person
Phone NumberEmail
Secondary Contact Person
Phone NumberEmail
Website URLSocial Media Handles

1. Is your organization a 501c.3, or
are you in partnership with a 501c.3?
la. Upload documentation
demonstrating 501 c.3 status or
partnership

Please accept our profound gratitude for the support the City of Beverly Hills has extended to the CollinsKatz YMCAs FeedLA food distribution program through the CAGF Funding Program in the past few years.

The generosity of the city has been a cornerstone in our efforts to combat food insecurity among our residents, allowing us to make significant strides in providing nutritious meals and fresh produce to those in need within our community. Thanks to the city’s funding, we have been able to distribute over 2,400meals and boxes of fresh produce to Beverly Hills residents, significantly impacting their health and well being. By way of example, from April to June 2023 alone we served 103 additional Beverly Hills communityhouseholds (approximately 325 more residents) through our food distribution events. This increase in engagement highlights the program’s growing importance and the community’s escalating need.

As we look towards the 2024-2025 funding cycle, our goal is to not only continue but to expand our food distribution efforts. We aim to maintain our weekly food distribution timeline, ensuring consistent access to nutritious food for our residents. A crucial measure of our success will be the number of families participating in our FeedLA food distribution program, as we strive to reach even more households experiencing food insecurity. In light of our accomplishments and the ongoing need within our community, we respectfully request continued financial support from the Beverly Hills CAGE for the 2024-2025 cycle.Your backing will be pivotal in sustaining and expanding our efforts to provide healthy nutrition to Beverly Hills’ most vulnerable residents, reinforcing our shared commitment to fostering a caring and connected community. We are eager to continue this valuable partnership and look forward to the opportunity; together the City of Beverly Hills and the Collins-Katz YMCA can continue to make a life-changing impact on the lives of those in need in Beverly Hills.

3. Do you anticipate needing any Noadditional support or in-kind funding from the City of Beverly Hills to
implement your proposed program?

4. Why are these services considered critical (e.g., enhance quality of life, improve public safety)? If you are a previous recipient, will you be providing new services this funding period?The need for this critical provision of food and produce to the most needy families in Beverly Hills and adjacent locations has never shown any indication of lessening. We continue to see a consistent uptick innew participation. Further to our unique ability to reach out and support needy families, at the Colins-Katz YMCA we have observed a remarkable trend in our recent FeedLA engagements; many new participants, initially hesitant to provide personal information, have come forward, encouraged by our compassionateapproach and the testimonials of their peers. This trust-building has been crucial in expanding our reachand ensuring that more residents benefit from our services. Many of our FeedLA families have becomeinvolved in other programs at the YMCA which support education recovery, healthy lifestyles anddedicated Youth Development initiatives. While the FeedLA program will maintain its bespoke operation, we are always searching for additional collaborative partners. Our Executive Director, Aaron Donahue, has been instrumental in fostering collaborations with local civic entities, businesses, and schools to enhance our outreach efforts. Through innovative strategies and leveraging various platforms for promotion, including social media and the 211 Food Finder directory, we have significantly improved our visibility and accessibility within the community.5a. What percentage of your proposed program is currently utilized by Beverly Hills residents? Please explain what evidence or data you have to support this claim. Do you anticipate any change in utilization for FY 2024-2025? If this data is unavailable, please explain how you will track this information if awarded a grant?
Across the operation of the Collins-Katz YMCA’s FeedLA program, our participation rate of Beverly Hills residents has remained at 1 5-20% of the total group receiving distributions weekly. We measure these demographics by use of our ActiveNet enrollment platform. We anticipate that the number of families from Beverly Hills will continue to rise in 2024-205 in alignment with all other areas we serve.

Geographically, the Collins-Katz YMCA is the closest YMCA branch within a five-mile radius of the City of Beverly Hills.5b. What percentage of the proposed services is utilized in the Los Angeles County SPA 5 regional area? Please explain what evidence you have to support this claim. Do you anticipate any change in utilization for FY 2024 - 2025?
Our FeedLA program at the Collins-Katz YMCA is 1 00% contained within the SPA 5 area. Our welldetermined service area encompasses Beverly Hills as well as the following communities: Brentwood, Century City, Westwood, northern Mar Vista, West Pico, the Sawtelle Corridor, Wilshire/Mid City, and Bel Air. The needs of these immediate neighborhoods are our focus, and our reach will remain targeted Beverly Hills and these additional locations.

6. To ensure streamlined service delivery to the Beverly Hills community, what is your agency’splan to accept direct referrals from City staff and / or our contracted vendors as applicable? The Collins-Katz YMCA is happy to discuss and direct referrals to additional collaborative partners. The YMCA of Metropolitan Los Angeles maintains a number of similar relationships, and the organization is 2 also a contracted vendor of for-fee services to several civic and educational agencies throughout Los Angeles County. As expected, each of these potential alignments would be carefully vetted by our YMCA leadership to ensure maximum service to our community members.

Describe how your organization has been responsive to community needs and has incorporatedbest practices to better serve the Beverly Hills community.

The Collins-Katz YMCA, as a branch of the YMCA of Metropolitan Los Angeles, is steadfast in itscommitment to maintaining the highest standards of service delivery, ensuring that its programs and initiatives are both effective and responsive to the needs of the Beverly Hills community and those of ourshared neighbors. This commitment reflects our primary focuses on nurturing the potential of kids,promoting healthy living, and fostering a sense of social responsibility. In its operations and program delivery, the Collins-Katz YMCA incorporates best practices that ensure efficiency, effectiveness, and safety. This includes:
-Data-Driven Approaches: Utilizing contemporary and deeper analysis of zip code data to identify and serve additional households in need, ensuring that resources are directed where they are most needed. -Community Engagement and Collaboration: Building partnerships with civic-facing entities, businesses, and schools to broaden the impact of their programs. The YMCA also leverages word-of-mouth, social media, and online platforms to enhance outreach and participation. -Volunteer Engagement: Amplifying the role of YMCA volunteers and program staff to facilitate person-toperson connectivity, fostering a community of support and ensuring the sustainability of their programs.-Ensuring Accessibility and Inclusivity: The YMCA has made strides in removing barriers to participation, such as hesitancy around completing address verification forms. By providing caring and compassionate guidance,
Maintaining the highest standards of service delivery also means ensuring the continuity and consistency of programs, infrastructure and stewardship of our relationships with philanthropic partners. The CollinsKatz YMCA’s commitment to keeping its weekly food distribution timeline consistent is a prime example of this dedication, ensuring that community members can rely on these essential services without interruption. The YMCA values feedback from the community and uses it to refine and improve its services continually. This iterative process ensures that the YMCA not only meets but exceeds communityexpectations, incorporating innovative strategies to support the most vulnerable residents effectively. The YMCA’s strategic management of funds, including those provided by the City of Beverly Hills through the CAGF Funding Program, demonstrates a commitment to maximizing the impact of every dollar received.

This responsible stewardship of resources ensures that the YMCA can continue to serve the community effectively, even as needs and circumstances change.

The Collins-Katz YMCA’s efforts to maintain the highest standards of service delivery are evident in its adaptive, inclusive, and collaborative approach to serving the Beverly Hills community. By incorporating all conceivable best practices, engaging deeply with the community, and managing resources effectively, the YMCA ensures that it can continue to make a meaningful impact in the lives of those it serves.8. The funding year is July 1, 2024 to June 30, 2025. What is the funding amount requested? $10,000.009. What percentage of your annual funding would the City’s contribution represent?0.45%

10. What is the ratio of your organization’s administrative operating costs? Administrative costs at the Collins-Katz YMCA are approximately 10% of our overall annual expense budget.
3 11. What other funding sources does your organization currently receive? As a member of the larger LA Y association, the Collins-Katz YMCA participates in a regional FeedLAfunding support effort. Our most underserved YMCA community members benefit from the generosity of our partnerships with governmental agencies at the state, regional and local levels as well as corporate funders and private gifts. A brief representative list of public supporters would include the Los Angeles County Board of Supervisors, Bank of America, Cedars-Sinai and LA Care.

12. Provide any additional information that may be useful in evaluating your proposal.

Please see the attached Collins-Katz YMCA Impact Report for 2023. As with the demand for all of our social support programs, the lines at our YMCA FeedLA distribution days are sadly getting longer. Thecontinuation of funding from the City of Beverly Hills Community Assistance Grant Fund (CAGE) into the2024-2025 cycle has a significant role in supporting and expanding essential the food distribution program to Beverly Hills’ most vulnerable families. This partnership not only provides necessary financialbacking but also aligns with a mutual commitment to improving community well-being and tackling foodinsecurity. Through the CAGE program’s support, the Collins-Katz YMCA will continue to deliver over mealsand fresh produce boxes to the community, addressing nutritional needs and enhancing food security.

This partnership has a transformative effect on families in need by offering more than just immediate aid; it fosters a stronger sense of community and mutual support, crucial for those who may feel isolated orreluctant to seek assistance. It also exemplifies an effective public-private collaboration model, showcasing how such partnerships can efficiently address local issues and promote sustainablecommunity support. Continued CAGE support into the next cycle will enable the Collins-Katz YMCA tomaintain its role as a key provider of community assistance to meet the evolving needs of Beverly Hills residents. This enduring partnership will remain instrumental in allowing families to overcome challengesrelated to food insecurity.13. Is your grant or cultural funding up to $74 999.00 request:
1 3a. If your request is under
$74,999.00, please submit recent YMCA of Metropolitan LA 20... .pdfbalance sheet and operating budget OR most recent tax return.

Additional Documents? Upload them
here. Collins-Katz YMCA Impact Re... .pdf
4 APPLICATION SUMMARY FY 2024/25
Agency: ETTA
Requested amount: $100,000
History of Cityfunding: 2017/18: $10,000; 2018/19: $30,000; 2019/20: $50,000; 2020/21:
$60,000; 2021/22: $60,000; 2022/23: $65,000; 2023/24: $65,000 Agency description: ETTA’s mission is to empower people with intellectual and developmental disabilities (l/DD) to live fully enriched, independent, and active lives. Since our founding in 1993, we have been guided by our vision of an inclusive, participatory community of people with and without special needs, succeeding and growing together. We serve more than 200 clients each year with core programs that include residential housing, case management, social and educational services, and employment training and placement; we also offer community activities where clients engage with more than 100 volunteers who work and grow with them. We change mindsets, raise awareness, increase sensitivity, and provide inspiration. And while we are proud of our special expertise serving Jewish clients, we serve all who come to us without discrimination.

Proposed use of Community Assistance Grant Funds: For the past seven years, the City of Beverly Hills has funded our Transitions program, an important service that helps individuals with special needs and their families determine and access the right combination of public and/or private programs to achieve a healthy and fulfilling transition to adulthood. Specifically, Transitions begins with educational workshops to explain key topics, like Individual Transition Plans and Person-Centered Planning; an overview of the legal framework; the benefits and complications of Social Security and the Regional Center system; healthcare options, living arrangements and options; the School Transition Process and continued education; community integration and how to build a meaningful life; and a listing of generic resources available in the community. The dozens of attending families (and other Beverly Hills residents!) are all invited to follow up with us for more personalized, intensive services.

Target populationlPrimary service: Individuals with intellectual and developmental disabilities and their families.

Percentage of total program utilized by Beverly Hills residents/community:

Approximately 40% of our clients or their families live within a three-mile radius of Beverly Hills City limits.

Quantifiable Services and Measures: ETTA serves 150-160 clients daily with core programs that include residential housing, case management, social and educational services, and employment training and placement. ETTA also engages 50 more individuals on a regular basis with community activities — along with more than 100 volunteers.

Historical Performance:

FY 23/24: (Qi & Q2) Satisfactory El Unsatisfactory [1 N/A General Comment(s) (e.g., non-quantifiable benefits identified by experience with agency v. absolute numbers; observations such as their growth curie and relationship with City, its residents and target populations):

The need for this program continues to soar each year because of the huge surge in the diagnoses of intellectual and developmental disabilities. We are still experiencing a tsunami of young adults aging out of school-aged programs from a wave that began in 2000 (the number of DDS consumers in California increased by 57% between 2000 and 2015, while the general population grew by only 14%) — and the increase has not abated. According to the CDC’s National Health Interview Survey, conducted between 2019 and 2021, the prevalence of diagnosed developmental disabilities in children aged 3 to 17 years has risen from 7.40% in2019 to 8.56% in 2021. Organizations rose to meet the challenge of this explosive trend with early interventions, diagnostic evaluations, adjunct school services, social skills training, and a host of other services — but today this tsunami of children are aging-out of school-aged programs, entailing a new set of challenges as new systems need to be put into place. This program will continue to increase in importance.

Percentage of annual funding City’s contribution represents: It would be a small percentage of ETTA’s $14.3 million budget, but a large percentage of this program.

Ratio of administrative to operating costs: Less than 14% are administrative costs.

Service Profile: Needs-based El Quality of life-based El Social Service Health El Education Other LI
Agency Scope: Local Regional National LI International El 501 (C) (3): Yes No LI Exempt LI
2 Agency Name
Thursday, February 29, 2024
Community Assistance Grant Funding (CAGF)
Application
Fiscal Year 2024-2025
ETTA/Transitions Program
Agency Address
Contact Person
Phone Number
Email
Secondary Contact Person
Phone Number
Email
Website URL
Social Media Handles

1. Is your organization a 501 c.3, or
are you in partnership with a 501c.3?
la. Upload documentation
demonstrating 501 c.3 status or
partnership

ETTA’s mission is to empower people with intellectual and developmental disabilities (l/DD) to live fully enriched, independent, and active lives. Since our founding in 1993, we have been guided by our vision of an inclusive, participatory community of people with and without special needs, succeeding and growing together. We serve more than 200 clients each year with core programs that include residential housing, case management, social and educational services, and employment training and placement; we also offer community activities where clients engage with more than 100 volunteers who work and grow with them. We change mindsets, raise awareness, increase sensitivity, and provide inspiration. And while we are proud of our special expertise serving Jewish clients, we serve all who come to us without discrimination.

For the past seven years, the City of Beverly Hills has funded our Transitions program, an important service that helps individuals with special needs and their families determine and access the right combination of 1490 S. Robertson Boulevard
Los Angeles, California, 90035
Josh Taff
(916) 799-2097
joshetta.org
Scott Saliman
(818) 836-4384
[email protected]
www.etta.org
www.instagram.com/etta_org; www.facebook.com/ETTAOrg
Yes, we are a 501c.3
IRS Letter of Determination.pdf
CAGF: Social Services or Program
public and/or private programs to achieve a healthy and fulfilling transition to adulthood. Specifically, Transitions begins with educational workshops to explain key topics, like Individual Transition Plans and Person-Centered Planning; an overview of the legal framework; the benefits and complications of Social Security and the Regional Center system; healthcare options, living arrangements and options; the School Transition Process and continued education; community integration and how to build a meaningful life; and a listing of generic resources available in the community. The dozens of attending families (and other Beverly Hills residents!) are all invited to follow up with us for more personalized, intensive services.

These intensive services are the most impactful. Our first step is to ensure that people are receiving or will receive the appropriate benefits from the Department of Developmental Services (DDS); this is done through local Regional Centers, which coordinate the services and support for Californians with disabilities. DDS’s 2022-2026 State Plan shows 474,376 adults (18+) living with l/DD in California — butonly 1 73,51 8 of them (36.58%) receiving services. The UCLA Center for Health Policy Research has speculated that those not served are “higher functioning” — but admit that many are likely going withoutbenefits to which they are entitled. Our seven-year partnership has resulted in more than a hundred members of the Beverly Hills community gaining these benefits (either by implementing new applications or correcting improper denials) — and hundreds more accessing the specific programs and opportunities available to build their lives.

Transitions also addresses the emotional factor, the constant worry that options are being overlooked (as one parent put it, “...if I had someone by my side, walking through this with me who understood all of the components that needed to be put into place and what order they needed to be done - as well as reassuring me that I was making the best decisions -- it would have been a completely different experience for me.”) as well as a new mental health component we added when COVID unleashed a massive mental health crisis.

3. Do you anticipate needing any No
additional support or in-kind funding
from the City of Beverly Hills to
implement your proposed program?

4. Why are these services considered critical (e.g., enhance quality of life, improve publicsafety)? If you are a previous recipient, will you be providing new services this funding period? The proper mix of services will determine whether individuals with l/DD can live independently, find paid employment (or meaningful volunteer work), integrate into their communities — and so much more — but too many families are unable to access them, or are even unaware of their very existence. Transitions corrects this problem with multiple levels of service that transform not only a family’s immediate quality of life but also their entire life trajectories.

This work is all the more crucial because of the huge financial burden that families suffer from a diagnosis of l/DD. Autism Speaks estimates that autism costs $60,000 a year through childhood — and that thesecosts increase quickly with the occurrence of intellectual disability. Meanwhile, mothers of children with ASD, who tend to serve as the child’s case manager and advocate, are less likely to work outside the home (and that when they do, they earn 56 percent less than mothers of children with no health limitations. It is important to note that these figures are higher in a high-cost area like Los Angeles.

This year we expect a huge increase in the number of people we will serve with this program. Our sister agency, Cornerstone Housing, is creating a revolutionary new housing model, The Village, which will offer64 units of supported independent apartments just south of Beverly Hills, will open to residents in the summer of 2025. Cornerstone has just opened an office on Beverly Drive for housing intake meetings to prepare for this milestone. We expect this to create enormous interest from the local Beverly Hills community, not only for apartments in the Village but also for the larger issue of the transition to adultservices and independent living options. We have asked for an increase in our usual award to ensure our Transitions program can serve this increased demand.
2 5a. What percentage of your proposed program is currently utilized by Beverly Hills residents? Please explain what evidence or data you have to support this claim. Do you anticipate any change in utilization for FY 2024-2025? If this data is unavailable, please explain how you will track this information if awarded a grant?
ETTA is strongly connected to the Beverly Hills community — both the Chairman and President of our Board of Directors as well as 50% of our Iranian-American Board members are residents of Beverly Hills and committed to ensuring that our services are available locally. Our work is deliberately convenient to the area: while our administrative offices are located in North Hollywood, our main Day Program is less than two blocks away from the Beverly Hills border; as a result, almost 40% of our clients or their families live within a 3-mile radius of the Beverly Hills city limits.

As for this program specifically, your funding has always been specifically used to support families that are part of the Beverly Hills community — living in Beverly Hills or in adjacent areas. Because this is how we have always applied your generous grants (to expand our local services), we estimate that currently well more than half of all Transitions participants benefit from your generosity.

We expect these percentages to increase still further as Cornerstone’s Village prepares to open and then launches.5b. What percentage of the proposed services is utilized in the Los Angeles County SPA 5 regional area? Please explain what evidence you have to support this claim. Do you anticipate any change in utilization for FY 2024 - 2025?
As mentioned above, almost 40% of ETTA’s clients or their families live within a 3-mile radius of the Beverly Hills city limits; therefore, we estimate that close to 50% of our services are utilized in SPA5.

As we mentioned above, we expect a large influx of referrals as a result of our connection to the Village.This would further increase the utilization of services in SPA5.

6. To ensure streamlined service delivery to the Beverly Hills community, what is your agency’s plan to accept direct referrals from City staff and I or our contracted vendors as applicable? We are and will be delighted to receive direct referrals from City staff and/or contracted vendors. Indeed,over the seven years of our partnership we have created deep collaborations with important local institutions to encourage such referrals. We currently work with the Special Education Division of Beverly Hills High School; the Beverly Hills Library (as a seminar workshop location); other organizations that are part of the City’s Social Services Safety Net, like Bet Tzedek Legal Services and the Miracle Project; and of course local synagogues like Nessah, Chabad, Beth Jacob and Young Israel of Beverly Hills. Too, we havecreated relationships with organizations like the Maple Center and other providers to expand the resources we can provide to the people we do reach.

Describe how your organization has been responsive to community needs and has incorporated best practices to better serve the Beverly Hills community.

ETTA is highly responsive to community needs. We have long been working to address the deep need forindependent residential solutions for adults with I/DD, and are thrilled that the new Cornerstone Village will soon showcase a revolutionary new model of inclusive housing. When COVID unleashed a massive mental health crisis, we added a mental health component to our Transitions program, and launched a new initiative to expand the mental health resources available to adults with I/DD and their families, incorporating education of mental health professionals as well as support groups for clients and families, and more.
3 A renewal grant will allow us to continue to build and expand on the valuable partnerships with important local institutions that we have created over the seven years of our partnership. As mentioned, we currently work with a number of important local institutions, including the Special Education Division of Beverly Hills High School. And we are a very valued resource to Beverly Hills’s thriving Iranian-American population — indeed, we are the only organization in Los Angeles that can truly meet its needs in this field. Our large and unique Iranian-American Division has the capacity to teach and converse in Farsi, and we have been a pioneering champion for inclusion, support and programming for this group, working to change deeply entrenched community attitudes that stigmatized disabilities.

8. The funding year is July 1, 2024 to June 30, 2025. What is the funding amount requested? We respectfully request a grant of $1 00,000 for these life-changing services. We are making excellent use of the current grant, exceeding the level of services we expected to provide to residents of Beverly Hills and adjacent communities — and we expect demand for these services to increase dramatically. Too,rising costs require us to adjust the agreed rate, though we will limit that increase to 5%.

9. What percentage of your annual funding would the City’s contribution represent? It would be a small percentage of ETTA’s $14.3 million budget, but a large percentage of this program.

10. What is the ratio of your organization’s administrative operating costs? Administrative costs represent less than 14% of our expenses.

11. What other funding sources does your organization currently receive? ETTA is a successful social enterprise with “vendored” services -meaning that we receive reimbursements from the Regional Centers that assure a core level of revenues and therefore sustainability. Unfortunately, the level of those reimbursements lags behind increases to real costs caused by inflation, and furthermore does not reflect the high quality of services we render — making the philanthropic support we receive so foundational to excellence. We enjoy support from organizations like the Jewish Federation of Greater Los Angeles, the Jewish Community Foundation, the Beverly Hills Rotary Club, Autism Speaks, and others; we also receive enormous individual support, both directly and through the Galas we hold each year.

We note that our Transitions program is not eligible for Regional Center reimbursements since so much of its work involves helping families obtain those benefits in the first place. Thus, your funding is the key factor in making these critical services available to the Beverly Hills community.

12. Provide any additional information that may be useful in evaluating your proposal.

13. Is your grant or cultural funding over $75,000.00 request:
1 3b. If your request is over
$75,000.00, please submit most 2022 Audited Financial State... .pdfrecent financial statement reviewed by a Certified Public Accountant.
4 APPLICATION SUMMARY FY 2024/25
Agency: Farhang Foundation
Requested amount: $50,000-$75000
History of City funding: First Time Applicant
Agency description: Farhang Foundation’s programs are dedicated to celebrating and promoting Iranian art and culture within the Beverly Hills community through a diverse array of educational initiatives, cultural events, and artistic showcases. Our multifaceted programs engage residents of all ages and backgrounds, which foster greater understanding andappreciation of Iranian culture.

Proposed use of Community Assistance Grant Funds: Funds will be used to meet the following program goals:
• Educate: We aim to provide educational opportunities for Beverly Hills residents to learn about Iran’s rich arts and culture through after-school classes and workshops. • Celebrate: Our goal is to celebrate Iranian heritage and traditions by organizing cultural events such as Nowruz celebrations, concerts, film festivals, and family festivals. These events showcase the beauty and diversity of Iranian art, music, cinema, and cuisine. • Connect: We strive to foster connections and dialogue between Iranian Americans and the broader community in Beverly Hills, promoting cross-cultural exchange and understanding.

Timeline:
- Persian 101 After-School Classes: Ongoing throughout the school year -Annual Gala at Beverly Wilshire: November (Annual)- Moving Film Festival at Wallis Annenberg: September (Annual) - Family Festival at Wallis Annenberg: 2024 -2025
Target population/Primary service: Residents of Beverly Hills and the general public.

Percentage of total program utilized by Beverly Hills residents/community: With Iranians comprising over 22% of the Beverly Hills population, Farhang Foundation is dedicated to engaging with this vibrant community. Similar to our efforts in Los Angeles, we are committed to hosting cultural events that celebrate Iranian heritage and foster a sense of belonging among residents of Beverly Hills.Quantifiable Services and Measures:

Success Measurement:
• Increased Participation: We will track attendance numbers, volunteer involvement, and community feedback to gauge the level of participation and engagement in our programs and events.
• Educational Impact: Student participation rates, academic achievements, and feedback from educators and students will be used to assess the success of our educational programs.
• Cultural Impact: We will evaluate the extent to which our programs contribute to greater cultural awareness, appreciation, and understanding within the Beverly Hills community through community surveys, media coverage, and testimonials from participants.

Historical Performance:

FY 23/24: (Q1 & Q2) El Satisfactory El Unsatisfactory N/A General Comment(s) (e.g., non-quantifiable benefits identified by experience with agency v. absolute numbers; observations such as their growth curve and relationship with City, its residents and target populations):

Farhang Foundation is a nonpolitical, nonreligious, and not-for-profit organization dedicated to celebrating and promoting the richness of Iranian art and culture for the betterment of societyas a whole. With a singular mission at its core, the Foundation strives to preserve, nurture, and share the diverse heritage of Iran with the global community. Through steadfast commitment, the Foundation supports a wide array of academic, artistic, and cultural programs and initiatives, fostering collaborative partnerships with esteemed universities, renowned museums, and the vibrant world of performing arts. These partnerships enable the Foundation to cultivate a deeper understanding and appreciation of the multifaceted aspects of Iranian culture and promote cross-cultural dialogue.

Percentage of annual funding City’s contribution represents: 4.17%Ratio of administrative to operating costs: 15% Service Profile: Needs-based El Quality of life-based El Social Service El Health El Education El Other
Agency Scope: Local Regional National El International El 501 (C) (3): Yes No El Exempt El
2 Agency Name
Thursday, February 29, 2024
Community Assistance Grant Funding (CAGF)
Application
Fiscal Year 2024-2025
Farhang Foundation
Agency Address
Contact Person
Phone Number
Email
Secondary Contact Person
Phone Number
Email
Website URL
Social Media Handles

1. Is your organization a 501 c.3, or
are you in partnership with a 501 c.3?
la. Upload documentation
demonstrating 501 c.3 status orpartnership

2. What type of grant are you
applying for?
2b. If you are applying for a cultural grant, describe your program here. Please include the program goals, timeline, and how success will be measured.

Program Description:

Farhang Foundation’s programs are dedicated to celebrating and promoting Iranian art and culture within the Beverly Hills community through a diverse array of educational initiatives, cultural events, and artistic showcases. Our multifaceted programs engage residents of all ages and backgrounds, which foster greater understanding and appreciation of Iranian culture.

Program Goals:Educate: We aim to provide educational opportunities for Beverly Hills residents to learn about Iran’s rich arts and culture through after-school classes and workshops.

Celebrate: Our goal is to celebrate Iranian heritage and traditions by organizing cultural events such as Nowruz celebrations, concerts, film festivals, and family festivals. These events showcase the beauty and diversity of Iranian art, music, cinema, and cuisine.

Connect: We strive to foster connections and dialogue between Iranian Americans and the broader community in Beverly Hills, promoting cross-cultural exchange and understanding.

P0. BOX 491 571
Los Angeles, CA, 90049Negar Attari Pour(310) 666-1 546
negarfarhang.org
Alireza Ardekani
(818) 489-2289
atirezafarhang.org
www.farhang.org
Farhang Foundation
Yes, we are a 501 c.3
Farhang Foundation 501 c3.pdf
CAGF: Cultural Arts Program
Timeline:
-Persian 101 After-School Classes: Ongoing throughout the school year -Annual Gala at Beverly Wilshire: November (Annual)-Moving Film Festival at Wallis Annenberg: September (Annual) - Family Festival at Wallis Annenberg: 2024 - 2025
Success Measurement:

Increased Participation: We will track attendance numbers, volunteer involvement, and community feedback to gauge the level of participation and engagement in our programs and events.

Educational Impact: Student participation rates, academic achievements, and feedback from educators and students will be used to assess the success of our educational programs.

Cultural Impact: We will evaluate the extent to which our programs contribute to greater cultural awareness, appreciation, and understanding within the Beverly Hills community through community surveys, media coverage, and testimonials from participants.

1. Wallis Annenberg Venue Donation: Your support is invaluable in covering venue rental costs associated with hosting cultural events such as the Farhang Short Film Festival Award Ceremony or theCelebration of Shab-e Yalda (The Winter Solstice). Contributions towards venue rental at the esteemed Wallis Annenberg Center for the Performing Arts will greatly facilitate our ability to provide a suitable and accessible space for these events. This support will enable us to engage a wider audience and enhance the cultural experience for all attendees.

2. Farhang Foundation aims to leverage donations towards securing the venue at Beverly Gardens Park for potential cultural concerts, ultimately benefitting the local community. By obtaining the venue at no cost, we can allocate resources towards enhancing the quality and diversity of cultural performances, ensuring enriching experiences for attendees. These concerts will serve as vibrant celebrations of Iranian art and culture, fostering cross-cultural exchange and unity within the Beverly Hills community3. Greystone Mansion & Gardens: Farhang Foundation seeks to utilize donations to secure access to the prestigious Greystone Mansion & Gardens for various cultural events, enriching the community experience. With your support, we can unlock the potential of this historic venue to host a diverse range of cultural activities. By leveraging this iconic setting, we aim to create immersive and memorableexperiences that celebrate the richness and diversity of Iranian art and culture. 3b. What is the estimated value of this in-kind support? $25,000 - $30,000

1. Cultural Preservation and Promotion: Farhang Foundation serves as a cornerstone in preserving andpromoting Iranian art and culture, safeguarding its rich heritage for present and future generations.

Through a myriad of educational programs, cultural events, and artistic showcases, the Foundation ensures that Iranian culture remains vibrant and accessible, enriching the lives of individuals within the Beverly Hills community and beyond.

2. Community Engagement and Integration: These services are pivotal in fostering community engagement and integration by providing inclusive platforms for individuals from diverse backgrounds to 2 converge, learn, and celebrate Iranian culture together. By nurturing cross-cultural understanding and appreciation, Farhang Foundation cultivates connections and solidarity within the community, fostering an atmosphere of inclusivity and unity.3. Educational Enrichment: Farhang Foundation’s educational programs, including Persian 101 language classes and cultural workshops, serve as invaluable resources for intellectual and personal growth. By offering immersive learning experiences that expose participants to diverse cultures and perspectives, these programs broaden horizons and foster a more informed and culturally aware community.

4. Cultural Diplomacy: As a cultural ambassador, Farhang Foundation plays a pivotal role in promoting goodwill and understanding between Iran and the United States through the universal language of art and culture. By showcasing the richness and diversity of Iranian culture to the American community, the Foundation fosters positive relationships and dispels stereotypes, contributing to greater harmony and mutual respect.In essence, Farhang Foundation’s services are indispensable for preserving cultural heritage, promoting community cohesion, enriching education, and advancing cultural diplomacy. These initiatives not only benefit the Beverly Hills community but also contribute to broader goals of cross-cultural understanding and global harmony, making them essential components of a thriving and interconnected society. 5a. What percentage of your proposed program is currently utilized by Beverly Hills residents? Please explain what evidence or data you have to support this claim. Do you anticipate any change in utilization for FY 2024-2025? If this data is unavailable, please explain how you will track this information if awarded a grant?
With Iranians comprising over 22% of the Beverly Hills population, Farhang Foundation is dedicated to engaging with this vibrant community. Similar to our efforts in Los Angeles, we are committed to hostingcultural events that celebrate Iranian heritage and foster a sense of belonging among residents of Beverly Hills.

To ensure accurate tracking of program utilization among Beverly Hills residents, Farhang Foundation has devised a comprehensive approach. Initially, we will gather demographic information from participantsduring registration or attendance, including their city of residence. This data will undergo systematic recording and analysis to ascertain the percentage of attendees from Beverly Hills. Additionally, we willleverage online registration platforms and event RSVP systems to capture attendee information, ensuringprecise tracking of residency details. Furthermore, post-event surveys or feedback forms will be conducted to solicit insights from participants, encompassing their place of residence, satisfaction levels, and suggestions for improvement. Through these meticulous data collection methods and analytical techniques, Farhang Foundation is committed to precisely evaluating the utilization of our proposed programs by Beverly Hills residents. This information will inform our future initiatives, enabling us to tailor our offerings to better meet the needs of the local community. 5b. What percentage of the proposed services is utilized in the Los Angeles County SPA 5regional area? Please explain what evidence you have to support this claim. Do you anticipate any change in utilization for FY 2024 - 2025?Currently, over 60% of our proposed services are utilized in Los Angeles, with many of our flagship programs hosted at UCLA, including Nowruz, Yalda, and our Film Festival, among others. This assertion isbacked by robust participation data collected from ticketed events, providing concrete evidence of thepopularity and impact of our programs within the Los Angeles community. However, we recognize the importance of broadening our outreach to Beverly Hills, given its sizable Iranian population. We are therefore considering relocating some events to this area if feasible. This strategic shift may potentially impact the utilization percentage, prompting us to closely monitor and adjust our approach to better serve the needs and preferences of the Beverly Hills community.

6. To ensure streamlined service delivery to the Beverly Hills community, what is your agency’s plan to accept direct referrals from City staff and I or our contracted vendors as applicable? Farhang Foundation is committed to ensuring streamlined service delivery to the Beverly Hills community by accepting direct referrals from City staff and contracted vendors, provided they meet our needs andrequirements. This collaborative approach allows us to effectively coordinate and tailor our programs and services to meet the specific needs and priorities of the community. 3 7. Are you a NEW or RETURNING New
applicant?
7a. For new applicants: If your proposed program(s) or service(s) are similar to those of any of the City’s current CAGF partners, what differentiates your organization and proposed program(s) from the current service provider(s)? (Listing of current CAGF partners can be found at www.beverlyhills.org/CAGF)
Farhang Foundations proposed programs stand out as truly unique and unparalleled offerings within theBeverly Hills community. Unlike existing programs, Farhangs initiatives are specifically crafted to celebrate and promote Iranian art and culture, filling a distinct niche that is not currently addressed by other organizations or initiatives in the area. What sets Farhang apart is its comprehensive approach to culturalenrichment, encompassing a diverse range of activities such as Persian language classes, Nowruz celebrations, film festivals, and cultural exhibitions. These programs not only showcase the richness and vibrancy of Iranian heritage but also foster cross-cultural dialogue and understanding, contributing to a more inclusive and diverse community fabric. Additionally, Farhang’s collaborations with prestigious institutions such as UCLA, LACMA, and The Getty underscore the foundation’s commitment to excellence and innovation in cultural programming, further distinguishing its offerings as truly one-of-a-kind experiences that enrich the cultural landscape of Beverly Hills in a profound and impactful manner.8. The funding year is July 1, 2024 to June 30, 2025. What is the funding amount requested? Farhang Foundation is seeking financial support in the range of $50,000 to $75,000 to help implement our diverse array of cultural programs and events within the Beverly Hills community.

9. What percentage of your annual funding would the City’s contribution represent?

4.17%

10. What is the ratio of your organization’s administrative operating costs? 15%

11. What other funding sources does your organization currently receive?Farhang Foundation relies on various sources to support our mission of celebrating and promoting Iranian art and culture. These include:General Public Donations: Contributions from individuals who share our passion for cultural enrichment and support our initiatives.

Trustees and Council Members: Financial support from our dedicated trustees and council members who are committed to advancing our cause.

Membership Program: Revenue generated from our membership program, where individuals can join and receive exclusive benefits while supporting our activities.

Annual Gala Fundraising Event: Funds raised through our annual gala event, which serves as a significant fundraising opportunity and a platform to showcase our achievements.

Other Specific Fundraisings: Additional fundraising efforts tailored to specific initiatives or projects, aimedat garnering support from our community.

Los Angeles Department of Cultural Affairs (DCA) Grant: Grant funding specifically allocated for our Nowruz Festival event, provided by the Department of Cultural Affairs to support cultural programming in the community.

Endowment: Farhang Foundation has an Endowment program.

12. Provide any additional information that may be useful in evaluating your proposal.Farhang Foundation is a nonpolitical, nonreligious, and not-for-profit organization dedicated to celebrating and promoting the richness of Iranian art and culture for the betterment of society as a whole. With a singular mission at its core, the Foundation strives to preserve, nurture, and share the diverse heritage of Iran with the global community. Through steadfast commitment, the Foundation supports a wide array of academic, artistic, and cultural programs and initiatives, fostering collaborative partnerships with esteemed universities, renowned museums, and the vibrant world of performing arts. These partnerships enable the Foundation to cultivate a deeper understanding and appreciation of the multifaceted aspects ofIranian culture and promote cross-cultural dialogue. 4 13. Is your grant or cultural funding up to $74,999.00 request:
1 3a. If your request is under
$74,999.00, please submit recent PDF document.pdfbalance sheet and operating budget OR most recent tax return.

Additional Documents? Upload them
here. 2021 -FARHANG FOU
N DATIO... .pdf
5 APPLICATION SUMMARY FY 2024125
Agency: For Women Life Freedom, Nowruz project
Requested amount: $74,000
History of City funding: First Time Applicant
Agency description: For Women Life Freedom is a non-profit committed to advocating forwomen’s equal rights and standing up to violence against women and innocent people struggling for a free and civil society for ALL Iranians. We believe in the power of Art to amplify the freedom of all people and invite people everywhere to join the movement to advance the cause of peace. We use our platforms to elevate awareness, and impact the cause throughcoordinated efforts with arts, music, film, and creative projects as the primary mediums.

Proposed use of Community Assistance Grant Funds: Applicant did not provide specific details about the utilization of the CAGF. The applicant stated, “this funding will be used for entertainment and educational purposes.”
Target population/Primary service: Residents of Beverly Hills and the general public.

Percentage of total program utilized by Beverly Hills residents/community: 100% Quantifiable Services and Measures: Will be able to quantify and measure impact based oncommunity participation.

Historical Performance:

FY 23/24: (Qi & Q2) Satisfactory EJ Unsatisfactory N/A
General Comment(s) (e.g., non-quantifiable benefits identified by experience with agency v. absolute numbers; observations such as their growth curve and relationship with City, its residents and target populations):

We have done a recording with 16,000 people at a studio with lots of artists for human rights, awareness, and social issues happening in Iran. We would like to have a Nowruz culturalevent linked to what happened on 10/07/23 in Israel and awareness for anti-terrorism, civil rights for women, and human rights in general. We are planning a concert! Nowruz event with a bridge to peace in Israel.

We need to educate people about what freedom is, what we are blessed with in our Beverly Hills community, and we need to end the acceptance of any terrorist group taking any more lives or any other support for that matter. We need to show what a civilized culture can actually be and how people can come together in peace and love and promote unity, love, and security.

Percentage of annual funding City’s contribution represents: 50% Ratio of administrative to operating costs: 5%
Service Profile: Needs-based LI Quality of life-based LI Social Service LI Health LI Education [1 Other
Agency Scope: Local Regional National International
501 (C) (3): Yes No LI Exempt LI
2 Agency Address
Contact Person
Phone NumberFax Number
Email
Website URL
Social Media Handles

1. Is your organization a 501 c.3, or
are you in partnership with a 501c.3?
la. Upload documentation
demonstrating 501c.3 status or
partnership
Agency L Name
Wednesday, February 7, 2024
Community Assistance Grant Funding (CAGF)
Application
For Women Life Freedom, Nowruz project
468 North Camden Drive #274K
Beverly Hills,Ca, 90210
Katy You nesi
(425) 288-9858
(310) 276-2938
katy@9021 Olawfirm.com
Forwomenlifefreedom. com
Instagram and facebook
Yes, we are a 501c.3
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Fiscal Year 2024-2025

2. What type of grant are you CAGF: Cultural Arts Program applying for? 2b. If you are applying for a cultural grant, describe your program here. Please include theprogram goals, timeline, and how success will be measured.

We have done a recording with 16,000 people at a studio with lots of artist for human rights, awareness, and social issues that’s going on in Iran and would like to have a Nowruz cultural event linked to whathappened in 10/07 in Isreal and awareness for anti-terrorism, civil rights for women, and human rights in general.3. Do you anticipate needing any Yes additional support or in-kind funding from the City of Beverly Hills to
implement your proposed program?
3a. Please Describe what type of in-kind support is needed.

We need fundings
3b. What is the estimated value of this in-kind support? We need $1 20,000. To implement a very professional and informative program.

4. Why are these services considered critical (e.g., enhance quality of life, improve publicsafety)? If you are a previous recipient, will you be providing new services this funding period? We need to educate people about what freedom is , what we are blessed with in our Beverly Hills community and we need to end the acceptance of any terrorist group taking any more lives or any othersupport for that matter. We need to show what a civilized culture can actually be and how people cancome together in peace and love and promote unity, love, and security. 5a. What percentage of your proposed program is currently utilized by Beverly Hills residents?Please explain what evidence or data you have to support this claim. Do you anticipate any change in utilization for FY 2024-2025? If this data is unavailable, please explain how you will track this information if awarded a grant?
All will be utilized in Beverly Hills. Our organization was formed in Beverly HillsTwo main members are Beverly Hills residence and the program will eventually and hopefully will be in a Beverly Hills venue.
5b. What percentage of the proposed services is utilized in the Los Angeles County SPA 5 regional area? Please explain what evidence you have to support this claim. Do you anticipate any change in utilization for FY 2024 - 2025?
We are planning to utilize it all in Beverly Hills.

9. What percentage of your annual funding would the City’s contribution represent? 50%

10. What is the ratio of your organization’s administrative operating costs? ‘Jo11. What other funding sources does your organization currently receive? General public’s donation

12. Provide any additional information that may be useful in evaluating your proposal.

This finding will be used for a fun but yet educational purposes that would not only be entertaining but educational as well.

13. Is your grant or cultural funding up to $74,999.00 request:
1 3a. If your request is under
$74,999.00, please submit recent FOR WOMENbalance sheet and operating budget FREEDOM OR most recent tax return.

CALL SHE1
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APPLICATION SUMMARY FY 2024125
Agency: Healthcare in Action -Street Medicine Program
Requested amount: $250,000
History of City funding: First Time Applicant
Agency description: Healthcare in Action (HIA) serves patients experiencing homelessness through an innovative “street medicine” approach by contracting with Medicare and Medicaid health plans as well as hospitals and health systems. HIA aims to introduce a comprehensive street medicine program that fills a crucial gap in services. Our proposed program is scheduled to commence immediately upon funding approval and is designed to operate on an ongoing basis for a year.

Proposed use of Community Assistance Grant Funds:

Throughout the program’s one-year duration, we will reach 100 unique unhoused individuals residing within the City of Beverly Hills, providing immediate healthcare, mental health services, and substance use treatment alongside case management support to navigate housing solutions. This target is informed by the City’s homeless count, which typically records 25 to 40 unhoused residents at any given time, though annual figures suggest the actual number may be three to four times this point-in-time count.

Target population/Primary service: Unhoused individuals.

Percentage of total program utilized by Beverly Hills residents/community: Currently, the percentage of our program’s utilization by Beverly Hills residents is less than 1 %, with only 2patients out of a total of 872 unique active patients across Los Angeles County having Beverly Hills zip codes.

It’s important to note that due to the nature of our work with the unhoused population, obtaining accurate address information can be challenging, and as such, these numbers may underrepresent the actual figure. Should we be awarded the grant, our street teams will be trained to categorize encounters in Beverly Hills distinctly, allowing for more precise data collection. We also plan to utilize billing data from Medicaid as a supplementary method to track services provided to Beverly Hills residents. This not only helps in identifying the demographic reach of our services but also in supplementing the grant funds, ensuring financial sustainability and efficiency in resource allocation.

Quantifiable Services and Measures: Success for our program will be evaluated quarterly.

Through our electronic health record (EHR) system, we will conduct data collection and analysis to monitor these goals:
1) Reaching 100 unique unhoused individuals: 20 by Qi, 60 by Q2, 85 by Q3, and 100 by Q4. 2) Delivering 5 distinct interactions to each unique patient, covering a range of services from immediate healthcare to mental health support, substance use treatment, and case management aimed at facilitating housing solutions.
3) Conducting surveys among 25 patients, with a goal of achieving a net promoter score of 50 or greater on the patient experience survey, reflecting high satisfaction and likelihood of recommending our services.
4) Enrolling 80% or more of our unique patients into the coordinated entry system for housing, ensuring they are on a path to stability.

Historical Performance:

With a mission deeply rooted in making a meaningful impact on the lives of those on the streets, HIA serves as a beacon of hope promoting holistic recovery and a path towards stability for over 4,600 patients across six California counties. Our street medicine model is uniquely designed to reach the most vulnerable and hard-to-reach populations, providing not only immediate healthcare services but also a pathway to longer-term solutions such as housing and ongoing medical and mental health care.

Since commencing patient care on January 1, 2022, we have not yet audited our financials.

Attached are our financial statements for the current year-to-date June 2023. HIA, although a relatively new entity, is supported by SCAN Health Plan (SCAN), our parent company, which serves over 280,000 members across California, Arizona, Texas, and Nevada, and generates annual revenue of $4.5 billion. With a strong capital base of over $500 million in accessible liquidity, SCAN has pledged an investment of $6.7M over three years to support H IA’s growth, with $2.3M already allocated.

Our request for funding is not merely a financial appeal but a call to partnership in addressing one of the most pressing social issues of our time. We are aware of the importance ofcomplying with local regulations regarding charitable solicitations. At present, we have not yetobtained Charitable Solicitations Permits from the City of Beverly Hills. However, if awarded, we will actively initiate the application process to ensure that we meet all necessary legal and regulatory requirements. With the support of the City’s grant, HIA can significantly expand its reach and efficacy, making a tangible difference in the lives of many and contributing to the overall well-being of the Beverly Hills community.

Percentage of annual funding City’s contribution represents: 1%.

Ratio of administrative to operating costs: 11 %
Service Profile: Needs-based Quality of life-based Social Service Health Education LI Other LI
Agency Scope: Local Regional National LI International LI 501 (C) (3): Yes No LI Exempt LI
2 Agency t Name
Wednesday, February 28, 2024
Community Assistance Grant Funding (CAGF)
Application
Fiscal Year 2024-2025
Healthcare in Action -Street Medicine Program3800 Kilroy Airport Way, Ste. 100Long Beach, CA, 90806 Agency Address
Contact Person
Phone Number
Email
Secondary Contact Person
Phone Number
Email
Website URL

1. Is your organization a 501 c.3, or
are you in partnership with a 501c.3?
1 a. Upload documentation
demonstrating 501c.3 status or
partnership

Healthcare in Action (HIA) aims to introduce a comprehensive Street medicine program that fills a crucial gap in services. Our proposed program is scheduled to commence immediately upon funding approval and is designed to operate on an ongoing basis for a year.

Throughout the program’s one-year duration, we will reach 1 00 unique unhoused individuals residing within the City of Beverly Hills, providing immediate healthcare, mental health services, and substance use treatment alongside case management support to navigate housing solutions. This target is informed by the City’s homeless count, which typically records 25 to 40 unhoused residents at any given time, though annual figures suggest the actual number may be three to four times this point-in-time count.

Success for our program will be evaluated quarterly. Through our electronic health record (EHR) system, we will conduct data collection and analysis to monitor these goals:
1) Reaching 100 unique unhoused individuals: 20 by Q1, 60 by Q2, 85 by Q3, and 100 by Q4.

Michael Hochman, MD, MPH
(617) 407-951 5
mhochmanhealthcareinaction.org
Nancy Nguyen
(408) 389-8951
nnguyenhealthcareinaction .org
wwww.healthcareinaction.org
Yes, we are a 501 c.3
HIA Determination Letter.pdf
CAGF: Social Services or Program
2) Delivering 5 distinct interactions to each unique patient, covering a range of services from immediate healthcare to mental health support, substance use treatment, and case management aimed at facilitating housing solutions.
3) Conducting surveys among 25 patients, with a goal of achieving a net promoter score of 50 or greateron the patient experience survey, reflecting high satisfaction and likelihood of recommending our services. 4) Enrolling 80% or more of our unique patients into the coordinated entry system for housing, ensuring they are on a path to stability.

3. Do you anticipate needing any No
additional support or in-kind funding
from the City of Beverly Hills to
implement your proposed program?

4. Why are these services considered critical (e.g., enhance quality of life, improve publicsafety)? If you are a previous recipient, will you be providing new services this funding period? HIA, a non-profit street medicine team, is a new grant applicant seeking funding through the City of Beverly Hills Community Assistance Grant Funding (CAGE) program to expand its services into Beverly Hills. HIA offers comprehensive medical, mental health, substance use and case management services to patients where they are — in street encampments, shelters, and interim housing sites. Teams consist of a medical provider, peer navigator, case manager, and medical support staff. The dual purpose of the program is to stabilize patients’ health and to facilitate their successful placement in permanent housing.

HIA currently has 1 3 street medicine teams in California, including teams in neighboring West LA and West Hollywood communities. HIA is well positioned to extend its services to the Beverly Hills community, addressing a significant gap in healthcare provision for the unhoused population. Our Street medicine program is not just a medical intervention; it’s a lifeline that enhances the quality of life for individuals living in the margins. By bringing comprehensive healthcare, mental health, substance use, and casemanagement services directly to the people in street encampments, shelters, and interim housing, we effectively bridge the gap in access to care. This direct engagement not only elevates the well-being of the individuals we serve but also contributes to public safety and health, reducing the burden on emergency services and hospitals. Our proactive approach in stabilizing individuals’ health conditions and aiding their transition into permanent housing fosters a healthier, more stable community overall.As we seek to expand our services into Beverly Hills, leveraging our extensive experience from neighboringWest Hollywood and West LA, we aim to adapt and evolve our service offerings to meet the unique needs of this community. Our plan includes extending our street medicine program to offer care three days a week in Beverly Hills and provide 24/7 call center support. By requesting $250,000 for a one-year grant, HIA intends to broaden its impact, ensuring the City’s most vulnerable residents have access to essential services that not only address immediate health concerns but also contribute to the long-term goal ofreducing homelessness. 5a. What percentage of your proposed program is currently utilized by Beverly Hills residents? Please explain what evidence or data you have to support this claim. Do you anticipate any change in utilization for FY 2024-2025? If this data is unavailable, please explain how you will track this information if awarded a grant?
Currently, the percentage of our program’s utilization by Beverly Hills residents is less than 1 %, with only 2patients out of a total of 872 unique active patients across Los Angeles County having Beverly Hills zipcodes.

This data is derived from our EHR system, which tracks patient addresses and zip codes, alongside the specific teams providing services in various geographic areas. It’s important to note that due to the nature of our work with the unhoused population, obtaining accurate address information can be challenging, andas such, these numbers may underrepresent the actual figure. Should we be awarded the grant, our street teams will be trained to categorize encounters in Beverly Hills distinctly, allowing for more precise data collection. We also plan to utilize billing data from Medicaid as a supplementary method to track services 2 provided to Beverly Hills residents. This not only helps in identifying the demographic reach of our services but also in supplementing the grant funds, ensuring financial sustainability and efficiency in resource allocation.

While we do not anticipate a change in the proportion of Beverly Hills residents served in the fiscal year 2024-2025, our approach to tracking and data collection will enable us to provide accurate and up-to-dateinformation on our program’s reach within the Beverly Hills community. 5b. What percentage of the proposed services is utilized in the Los Angeles County SPA 5 regional area? Please explain what evidence you have to support this claim. Do you anticipate any change in utilization for FY 2024 - 2025?
Our street team who serves the West LA area currently has a panel of 243 out of 872 active patients in Los Angeles County. This indicates approximately 28% of our services are utilized within the SPA 5 area.

The evidence supporting our current and projected service utilization in SPA 5 is derived from our EHR system, which enables us to track patient locations and service provision areas accurately.

Looking forward to the fiscal year 2024-2025, we anticipate a significant increase in service utilization within the SPA 5 area. This expectation is based on our strategic decision to launch a new team specifically designed to serve the communities of West LA, Culver City, and Marina Del Rey. Thisexpansion is a direct response to identified needs within these communities and represents our commitment to adapting our services to meet the evolving demands of the populations we serve. As we implement this expansion, we will continue to utilize our EHR system to monitor and evaluate the impact of our services in SPA 5. This will include tracking the number of patients served, the types of services provided, and the overall reach of our program within the region.

6. To ensure streamlined service delivery to the Beverly Hills community, what is your agency’splan to accept direct referrals from City staff and / or our contracted vendors as applicable? We will provide our call center phone number to City staff so they can refer unhoused residents to us who have medical needs. We will conduct in-services with City staff and contracted vendor organizations to educate them about our service and referral process. The referral process simply involves a call to our callcenter. If there are certain teams or groups that call us regularly, we also can provide direct access to our pager application so that referrals can be sent directly via text message without calling our call center.

Central to our distinction is the street medicine model, which brings healthcare, mental health support,substance use treatment, and case management directly to the individuals where they live. This model not only overcomes traditional barriers to access but ensures that our comprehensive suite of services reaches those most in need, directly in their communities.

We place a strong emphasis on integrated care, providing a holistic model that combines immediate healthcare with mental health and substance abuse treatments, alongside targeted case management.

This approach not only treats immediate health issues but addresses the underlying causes of homelessness, leading to more lasting solutions.

We seek to complement, not duplicate, the efforts of existing CAGF partners by filling service gaps andfostering collaborations that enhance the overall continuum of care for the unhoused population in Beverly Hills. Through this collaborative, innovative, and comprehensive approach, our program aligns closely with the City’s objectives to tackle homelessness with effective and compassionate solutions. 3 8. The funding year is July 1, 2024 to June 30, 2025. What is the funding amount requested? We are requesting a total funding amount of $250,000 for a one year period. The breakdown of this request is as follows:

0.5 FTE Physician Assistant: $100,000 (includes fringe) 1 .0 FTE Peer Navigator: $80,000 (includes fringe)

0.5 FTE Medical Assistant/Clinical Support Specialist: $40,000 (includes fringe) Transportation (staff mileage and Street medicine van): $1 5,000 Patient problem-solving funds: $1 5,000

9. What percentage of your annual funding would the City’s contribution represent? $250,000 / $25,000,000 = 1 %10. What is the ratio of your organization’s administrative operating costs? 11 % (based on 2023 financials)

11. What other funding sources does your organization currently receive? A significant portion of our revenue is derived from Medicaid, which reimburses us for the medical services we provide to eligible individuals. Additionally, we have secured revenue through contracts with other cities and counties, reflecting our collaborative approach in extending our reach and impact across communities. Our partnerships with health systems and hospitals further contribute to our fundingdiversification. Moreover, our efforts are supported by grants from foundations and the state of California.

These grants are vital in funding specific projects and operational needs that may not be covered by other revenue sources. They enable us to innovate, respond to emerging needs, and sustain our mission-driveninitiatives.

12. Provide any additional information that may be useful in evaluating your proposal.

Our team, the largest and most comprehensive street medicine program on the West Coast, consists of a diverse group of healthcare professionals. This diversity and scale ensure we can adapt to changingneeds and circumstances without disrupting the delivery of services. Trust is the cornerstone of our relationship working with the unhoused communities. We emphasize hiring staff with lived experiences,including community health workers and peer mentors, to enhance the relatability and effectiveness of our services. The trust cultivated through our street medicine approach significantly boosts the likelihood of patients engaging with housing services.

We employ geographic scheduling to facilitate a consistent and efficient patient contact. A key aspect ofour follow-up strategy involves direct communication with our patients, facilitated by the exchange of phone numbers. For those that do not possess cell phones we leverage the federal “Obama Phone”program or provide and pay for cell phones directly as needed, allowing for easy contact and scheduling of follow-up appointments. Additionally, we employ voluntary GPS trackers, which are instrumental in locating for their scheduled follow-ups.

Since commencing patient care on January 1, 2022, we have not yet audited our financials. Attached are our financial statements for the current year-to-date June 2023. HIA, although a relatively new entity, issupported by SCAN Health Plan (SCAN), our parent company, which serves over 280,000 members acrossCalifornia, Arizona, Texas, and Nevada, and generates annual revenue of $4.5 billion. With a strong capital base of over $500 million in accessible liquidity, SCAN has pledged an investment of $6.7M over three years to support HIA’s growth, with $2.3M already allocated.

Our request for funding is not merely a financial appeal but a call to partnership in addressing one of the most pressing social issues of our time. We are aware of the importance of complying with localregulations regarding charitable solicitations. At present, we have not yet obtained Charitable Solicitations 4 Permits from the City of Beverly Hills. However, if awarded, we will actively initiate the application process to ensure that we meet all necessary legal and regulatory requirements. With the support of the City’s grant, HIA can significantly expand its reach and efficacy, making a tangible difference in the lives of many and contributing to the overall well-being of the Beverly Hills community.

13. Is your grant or cultural funding over $75,000.00 request:
1 3b. If your request is over
$75,000.00, please submit most HIA Financials 6.30.2023.pdfrecent financial statement reviewedby a Certified Public Accountant.

Additional Documents? Upload them
here. B200_Healthcare in Action_F... pdf
5 APPLICATION SUMMARY FY 2024125
Agency: Jewish Free Loan Association (JFLA)
Requested amount: $35,000
History of City funding: 2020/21: $74,999; 2021/22: $74,999; 2022/23: applied, but not funded; 2023/24: applied, but not funded
Agency description: Jewish Free Loan Association has provided interest-free lending services in Los Angeles County to give residents another path to self-sufficiency. JFLA maintains over 30 distinct loan funds to provide interest free lending. JFLA is working with various city and county governments to improve constituent services and prevent homelessness in all quarters of LA County.

Proposed use of Community Assistance Grant Funds: JFLA will be particularly focused onraising awareness and funding to support interest-free lending to seniors and vulnerable/at-risk communities. Today, JFLA maintains over 30 distinct loan funds to provide interest free lending to cover the variety of needs faced by residents of Beverly Hills. JFLA often makeloans of $3,500 or less for emergencies of all kinds. Banks cannot afford to give such smallloans and JFLA offers people a path of dignity through their unique lending services. JFLA’s model promotes responsible lending practices and is an alternative to predatory lending. JFLA proposed to provide the Beverly Hills community with a wide variety of loan options to be used towards education, infertility treatment, veterans, environmental home upgrades, gig economyworkers, and small business loans. In 2024, we are particularly focused on raising awareness and funding to support interest-free lending to seniors, and vulnerable/at-risk communities.

Target population/Primary service: Beverly Hills residents are the targeted population.

Percentage of total program utilized by Beverly Hills residentslcommunity:

Approximately 2.5% of our clients are members of the Beverly Hills community. We anticipate an increase in utilization as a result of the mobile app that increases access to our interest-free loans.

Quantifiable Services and Measures: Total amount of loans granted from each loan account, number of seniors utilizing services, number of adult utilizing services.

Historical Performance:

FY 23/24: (Qi & Q2) LI Satisfactory LI Unsatisfactory N/A General Comment(s) (e.g., non-quantifiable benefits identified by experience with agency v. absolute numbers; observations such as their growth curve and relationship with City, its residents and target populations):

Percentage of annual funding City’s contribution represents: 1.5% Ratio of administrative to operating costs: 10%
Service Profile: Needs-based Quality of life-based Social Service LI Health LI Education LI Other LI
Agency Scope: Local Regional National LI International LI 501 (C) (3): Yes No LI Exempt LI
Wednesday, February 28, 2024
BEVERLY Community Assistance Grant Funding (CAGF)
Application
Fiscal Year 2024-2025
Agency ctNameAgency Address
Contact Person
Phone NumberEmail
Secondary Contact Person
Phone NumberEmail
Website URLSocial Media Handles

1. Is your organization a 501 c.3, or
are you in partnership with a 501 c.3?
1 a. Upload documentation
demonstrating 501 c.3 status or
partnership

JFLA is the only nonprofit agency in Los Angeles County that offers interest-free and zero-fee loans to vulnerable populations who do not have access to safe financial products. Today, JFLA is the largest non sectarian, interest-free lending agency in Los Angeles County with nearly 3,000 active loans totaling $1 8 million in circulation, serving an average of 3,000 individuals and their families annually. JFLA’s no fee,interest-free loans are a panacea for debt reduction because we eliminate the need for high interest, predatory loans that frequently exacerbate the cycle of poverty and increase people’s debt. Our lending services can be complementary to social service safety net programs offered by the city of Beverly Hillsand its partners. Jewish Free Loan is working with various city and county governments to improveconstituent services and prevent homelessness in all quarters of LA County. In 2024, we are particularly Jewish Free Loan Association
6505 Wilshire Blvd #71 5
Los Angeles, CA, 90048Rachel Grose
(323) 761-8830racheIjfla.org
Adam Levine
(310) 869-7589
adamjfla.org
www.jfla.org
bilps:llwww.facebook.com/JewishFreeLoan/;hIps://www.linkedin.com/comp.oyJjewish-free-loan association!;
bllps:llwww.instagram.com/jewishfreeloanassociation
Yes, we are a 501c.3
501 c3 letter.pdf
CAGF: Social Services or Program
1 focused on raising awareness and funding to support interest-free lending to seniors, and vulnerable/atrisk communities.

Our history and legacy of work in Los Angeles is more than one hundred years old and speaks to thebreadth of our work and the depth of our impact. Since 1 904, JFLA has built a track record of successmeeting the needs of our region’s most vulnerable, from TAY foster youth to seniors living on their own, with our zero-interest, zero-fee loans.

JFLA’s loan programs include:

1. Emergency loans: Housing needs (rent, Section 8 security deposits, moving expenses, and emergency home repairs); medical and dental (IVF, mental health, medical and dental emergencies); transportation (car repairs, car purchase/lease). In FY 2023, JFLA made 647 emergency loans in the amount of $3.9 million.

2. Small business loans: Available to businesses at all stages, including start-ups. Loans can be used forrenovations, salaries, working capital, technology, marketing, business acquisitions, etc. In FY 2023, JFLAmade 85 small business loans in the amount of $1 .9 million.

Today we maintain over thirty distinct loan funds to provide interest free lending to cover the variety of needs faced by residents of Beverly Hills. Our service is a helping hand, not a hand-out. We continue to see the life transforming effect that an interest free loan can have on a person’s livelihood and wellbeing.

3. Do you anticipate needing any Yes additional support or in-kind funding from the City of Beverly Hills to
implement your proposed program?
3a. Please Describe what type of in-kind support is needed.JFLA requests that the City of Beverly Hills promote the program on their website and through their social services departments, as well as distribute flyers in the Beverly Hills Public library system and publicschools. 3b. What is the estimated value of this in-kind support? The estimated value would come from communications staff who would work with us to obtain relevant information that would be included in the City’s communications to their residents.

4. Why are these services considered critical (e.g., enhance quality of life, improve public safety)? If you are a previous recipient, will you be providing new services this funding period? The service that JFLA provides is critical to enhancing the quality of life for the broader Beverly Hills community. Economic impacts of COVID-1 9, high inflation, and rising housing prices continue tonegatively affect community members. The need for affordable housing continues to rise in Los Angeles, where a family of four earning $1 00,000 a year is now classified as low-income. (CA Dept of Housing and Community Development). For low-income residents at high risk of homelessness, affording basic needssuch as groceries, medicine, and transportation is becoming increasingly difficult. Grant support from theCity of Beverly Hills would help JFLA meet these critical needs and deepen our impact on improving housing stability, increase economic development, and reduce the financial struggle that many people face to afford basic needs.

JFLA appreciates the City of Beverly Hills’ past support. A renewal grant will enable JFLA to continue supporting members of the Beverly Hills community through access to clean capital. Interest-free loans are a source of stability in the community and give those without access to traditional sources of borrowing an opportunity to avoid predatory lending and the cycle of poverty it begets. Many of our clientsare facing desperate situations, often experiencing multiple crises at the same time. Our distinction is to empower individuals to make their own best decisions with a safe financial product. JFLA’s interest-freeloan relies on the personal promise of a guarantor to vouch for the borrower instead of assessing collateral to secure loans. With our guarantor model, JFLA has achieved a loan repayment rate of 99%, enabling us to continue to move money out into the community where it is needed most.

JFLA is consistently innovating to adapt to changing conditions. Last fall, JFLA launched a mobile app 2 that allows loans applicants to access JFLA loans through their phones, addressing the 25% of people making less than $50,000 a year who are “smartphone-dependent” internet users — meaning they own a smartphone but do not have broadband internet at home. The app increases accessibility for applicants who are smartphone-dependent, thereby extending equity in access to people without home computers.

The app addresses the digital divide by reducing barriers and increasing equity for more people to access and obtain an interest-free loan. Through the mobile app, applicants have access to the suite of JFLA loan offerings through their phones, including access to our application, and the ability to upload documents,check their balances, and communicate directly with our team.

Recent data demonstrates our meaningful impact:
--In 2023, JFLA saved clients over $1 .5 million in fees and interest--71 % of borrowers would have relied on high interest credit cards without a JFLA loan --145 clients avoided homelessness because of JFLA
--64% of small business clients increased revenue since receiving a JFLA loan --A 50% reduction in the number of predatory loans taken out by clients—Before their JFLA loan, 47% of loan recipients were able to pay their bills on time, compared to 71 % aftertheir loan 5a. What percentage of your proposed program is currently utilized by Beverly Hills residents? Please explain what evidence or data you have to support this claim. Do you anticipate any change in utilization for FY 2024-2025? If this data is unavailable, please explain how you will track this information if awarded a grant?
Approximately 2.5% of our clients are members of the Beverly Hills community. We anticipate an increase in utilization as a result of the mobile app that increases access to our interest-free loans. 5b. What percentage of the proposed services is utilized in the Los Angeles County SPA 5regional area? Please explain what evidence you have to support this claim. Do you anticipate any change in utilization for FY 2024 - 2025?
1 5% of JFLA’s loans are made in the LA County SPA 5 regional area. This data is based on our loan data that we collect of loan recipient’s addresses. We do not anticipate a significant change in utilization for the next year.

6. To ensure streamlined service delivery to the Beverly Hills community, what is your agency’splan to accept direct referrals from City staff and / or our contracted vendors as applicable? JFLA has a robust referral network and works with other social service agencies referring people to the help they need. JFLA also works with the City of LA and the County of LA to offer help to their constituents. We accept direct referrals from our partners and are particularly adept at connecting andcross-referring individuals in need through our vast network of partners, which include Actor’s Fund, Apartment Association of Los Angeles, Beit T’Shuvah, Beit Tzedek, Cedars-Sinai, Chabad — multiple locations, Children’s Bureau, Friendship Circle, Haven Neighborhood Services, HIAS, Jewish Home for the Aging, Karsh Family Social Service Center, NCJW, PATH, RAINN, The RightWay Foundation, Saban Community Clinic, Southern CA Reproductive Center, Small Business Authority (SBA), Tomchei Shabbos, Venice Free Clinic, Veteran’s Admin, Yesh Tikva, 1736 Crisis Center, and more. If we were to be awarded a grant from the City of Beverly Hills, we would work closely with the City’s Human Services Division toensure that individuals in need receive services.7. Are you a NEW or RETURNING Returnin applicant? g 7b. For returning applicants: The City takes pride in ensuring residents have access to the strongest social services and cultural programming. Please describe what efforts your organization has taken to ensure you have maintained the highest standards of service delivery.

Describe how your organization has been responsive to community needs and has incorporated best practices to better serve the Beverly Hills community.

Since 1904, we have built a track record of success meeting the needs of our region’s most vulnerable, from TAY foster youth to seniors living on their own, with our zero-interest, zero-fee loans. We build 3 relationships with our clients and ask recipients to fill out surveys after loans are approved and again toward the conclusion of the loan period to see how the client’s quality of life has improved and/or if they need more assistance. JFLA measures impact by collecting and evaluating anecdotal information that comes to us through client stories and feedback. JFLA considers this “soft” data some of the strongest evidence to support the success of the interest-free loan program, and helps us identify gaps, trends, and areas of need. We continue to adapt our loan programs to directly meet the current needs of the Los Angeles community.

As a previous recipient of City funds in 2022, JFLA shared marketing materials with the City for the purposes of publicizing the availability of interest-free loans. We launched an extensive marketing campaign targeted to Beverly Hills residents, including mailing postcards promoting our interest free loans to Beverly Hills residents and aired commercials on Spectrum cable channels in Beverly Hills. We reported quarterly to The City and also maintained an open line of communication with The City to address unforeseen opportunities and issues. From 1/1/22 -1 2/14/22 we made 21 loans to Beverly Hills residents, representing 2.5% of the total loans made.

8. The funding year is July 1, 2024 to June 30, 2025. What is the funding amount requested? $35,000

9. What percentage of your annual funding would the City’s contribution represent?

1.5%

10. What is the ratio of your organization’s administrative operating costs? Our administrative costs are 1 0% of our budget.

11. What other funding sources does your organization currently receive? JFLA receives funding from the Jewish Community Foundation, the Ralph M. Parsons Foundation, the Annenberg Foundation, S. Mark Taper Foundation, the Cedars-Sinai Medical Center, the Diane and Guilford Glazer Foundation.

12. Provide any additional information that may be useful in evaluating your proposal.

JFLA primarily serves low-income individuals who are in immediate need and often do not qualify for a traditional bank loan. Last year, 90.5% of loans made were to borrowers in HUD low income categories, with 68% in the lowest earning category. JFLA serves foster youth, people who are precariously housed and at risk of homelessness, immigrants/refugees, and lower-income families struggling to make endsmeet. Roughly 1/3 of clients reported loan fees and interest charges as their primary reason for not beingable to pay off bills or debts. 64% of clients identify as female and nearly half of those clients have at least one dependent at home. Nearly 70% of our clients earn less than $50,000 annually. They are 27% Latino;23% Black; 40% Caucasian; and 10% Asian.

13. Is your grant or cultural funding up to $74,999.00 request:
1 3a. If your request is under
$74,999.00, please submit recent Jewish Free Loan Associatio... .pdf balance sheet and operating budget
OR most recent tax return.

Jewish Free Loan Associatio... .pdf
4 APPLICATION SUMMARY FY 2024/25
Agency: Maman Nonprofit
Requested amount: $25,000
History of City funding: First Time Applicant
Agency description: Maman is committed to enhancing the well-being of the Beverly Hills community. Maman distinguishes itself from other partners through the uniqueness and comprehensiveness of our programs. Maman’s commitment to personalized, holistic, andcommunity-focused services set it apart from existing providers, ensuring a distinctive and valuable contribution to the Beverly Hills community.

Proposed use of Community Assistance Grant Funds: Maman proposes a set of comprehensive services for our community members. One significant service is medicalneeds, dedicated to supporting individuals facing serious illnesses. Through blood, platelet, and bone marrow drives, we aim to fill the gaps in medical support by actively participating inchemotherapy sessions, offering assistance to the elderly in the community, and providing spiritual and financial aid to families in need.

Lastly, Maman offers services to Children’s Hospitals all over Beverly Hills and the greater LA area. This initiative actively engages the community in providing comfort to children facing medical challenges, including stocking mobile play carts, distraction bags, and replenishing playrooms for oncology patients.

Target populationlPrimary service: Residents of Beverly Hills and the general public.

Percentage of total program utilized by Beverly Hills residents/community: N/A Quantifiable Services and Measures: The success of the medical program will be measured by the number of potential matches identified, the positive impact on the well-being of individuals during medical treatments, and the overall community support provided.

Success of the holistic program will be measured by the number of families assisted, positive feedback from families, and the overall improvement in the quality of life for those facing challenges.

Success of the children’s hospital program is measured by the number of toys donated, the impact on pediatric units in hospitals, and the collaborative efforts with local businesses, schools, and synagogues. Through these initiatives, Maman seeks to complement existinggovernment services and create a more resilient and compassionate Beverly Hills community.

Historical Performance:

FY 23/24: (Q1 & Q2) Satisfactory Unsatisfactory N/A
General Comment(s) (e.g., non-quantifiable benefits identified by experience with agency v. absolute numbers; observations such as their growth curve and relationship with City, its residents and target populations):

If granted the funding, Maman will implement a robust tracking system for our critical programs. All of our initiatives and services will be monitored through databases, attendance records, participant feedback, and collaboration metrics. Regular reports and communication with beneficiaries and partners will ensure transparency and accountability, enabling us to measure the impact of our initiatives on the well-being of vulnerable community members.Percentage of annual funding City’s contribution represents: 25%Ratio of administrative to operating costs: 100% Service Profile: Needs-based Quality of life-based Social Service Health Education Other
Agency Scope: Local Regional National International LI
501 (C) (3): Yes IJ No LI Exempt LI
2 2
Agency t Name
Wednesday, February 28, 2024
Community Assistance Grant Funding (CAGF)
Application
Fiscal Year 2024-2025
Maman Nonprofit16133 VENTURA BLVD, STE 340Encino, California, 91436 Azadeh Lavi
(310) 922-4474
saghianayahoo.com
Sara Jacobs
(818) 974-0095mamannonprofitgmail.com
N/AIC
-@mamannonprofit
Yes, we are a 501c.3
IRS Tax Exempt Approval Lett... .pdf
CAGE: Social Services or Program
Agency Address
Contact Person
Phone NumberEmail
Secondary Contact Person
Phone Number
Email
Website URL
Social Media Handles

1. Is your organization a 501 c.3, or
are you in partnership with a 501c.3?
la. Upload documentation
demonstrating 501c.3 status or
partnership

Maman is committed to enhancing the well-being of the Beverly Hills community, and proposes a set of comprehensive services for our community members. One significant service is medical needs, dedicated to supporting individuals facing serious illnesses. Through blood, platelet, and bone marrow drives, we aimto fill the gaps in medical support by actively participating in chemotherapy sessions, offering assistanceto the elderly in the community, and providing spiritual and financial aid to families in need. The success of this program will be measured by the number of potential matches identified, the positive impact on the well-being of individuals during medical treatments, and the overall community support provided.

Maman also offers support for families in Beverly Hills, which focuses on providing comprehensive support during acute challenges. Through holistic therapies, family assistance, and special celebrations, we aim to ensure the well-being of families undergoing medical treatments. Success will be measured by the number of families assisted, positive feedback from families, and the overall improvement in the quality of life for those facing challenges.

Success is measured by the number of toys donated, the impact on pediatric units in hospitals, and the collaborative efforts with local businesses, schools, and synagogues. Through these initiatives, Maman seeks to complement existing government services and create a more resilient and compassionate Beverly Hills community.

We are continuing these services and aim to grow these initiatives. Our timeline is one year long.

3. Do you anticipate needing any No
additional support or in-kind funding
from the City of Beverly Hills to
implement your proposed program?

4. Why are these services considered critical (e.g., enhance quality of life, improve public safety)? If you are a previous recipient, will you be providing new services this funding period? The services provided by Maman are critical as they directly address the unmet needs of the mostvulnerable members of the Beverly Hills community. The Medical Needs initiative enhances the quality of life by offering comprehensive support during serious illnesses, ensuring that individuals and families facing medical challenges receive spiritual, financial, and emotional aid. The Community Support for Families initiative takes a holistic approach to support families in crisis, addressing housing, healthcare, and other challenges that impact public safety and stability. Moreover, our services to hospitals and sick children provides comfort to hospitalized children, contributing to their well-being. These critical services fill gaps in social services, improving the quality of life and public safety for the most vulnerable members of the community.
5a. What percentage of your proposed program is currently utilized by Beverly Hills residents?Please explain what evidence or data you have to support this claim. Do you anticipate any change in utilization for FY 2024-2025? If this data is unavailable, please explain how you will track this information if awarded a grant?
If granted the funding, Maman will implement a robust tracking system for our critical programs. All of our initiatives and services will be monitored through databases, attendance records, participant feedback, and collaboration metrics. Regular reports and communication with beneficiaries and partners will ensure transparency and accountability, enabling us to measure the impact of our initiatives on the well-being of vulnerable community members.
5b. What percentage of the proposed services is utilized in the Los Angeles County SPA 5regional area? Please explain what evidence you have to support this claim. Do you anticipate any change in utilization for FY 2024 - 2025?
N/A6. To ensure streamlined service delivery to the Beverly Hills community, what is your agency’splan to accept direct referrals from City staff and I or our contracted vendors as applicable? To ensure streamlined service delivery to the Beverly Hills community, Maman will establish a responsive and efficient system for accepting direct referrals from City staff and contracted vendors. We plan tocollaborate closely with relevant city departments and vendors to establish clear communication channels and referral protocols. This may involve the development of a dedicated point of contact within Maman toreceive and process referrals promptly.

7. Are you a NEW or RETURNING New
applicant?
2 7a. For new applicants: If your proposed program(s) or service(s) are similar to those of any of the City’s current CAGF partners, what differentiates your organization and proposed program(s) from the current service provider(s)? (Listing of current CAGF partners can be found at www.beverlyhills.org/CAGF)
Maman distinguishes itself from other partners through the uniqueness and comprehensiveness of ourprograms. Maman’s commitment to personalized, holistic, and community-focused services sets it apart from existing providers, ensuring a distinctive and valuable contribution to the Beverly Hills community.

8. The funding year is July 1, 2024 to June 30, 2025. What is the funding amount requested?$25,000

9. What percentage of your annual funding would the City’s contribution represent?25%

10. What is the ratio of your organization’s administrative operating costs? We don’t have any costs, we’re 100% volunteer based.

11. What other funding sources does your organization currently receive? Local funding from donors/organizations/community.12. Provide any additional information that may be useful in evaluating your proposal.

Thank you for your consideration.

13. Is your grant or cultural funding up to $74,999.00 request:
1 3a. If your request is under
$74,999.00, please submit recent StatementofFinancialPosition.pdf balance sheet and operating budgetOR most recent tax return. 3 APPLICATION SUMMARY FY 2024/25
Agency: NAMI Westside Los Angeles
Requested amount: $74,500History of City funding: First Time Applicant Agency description: The National Alliance on Mental Illness (NAMI) is the nation’s largestgrassroots mental health organization dedicated to building better lives for the millions of Americans affected by mental illness. NAMI WLA has distinguished itself as a national and regional affiliate leader in Los Angeles County through its robust programming, community outreach and focus on prevention and early intervention education. NAMI WLA has the unique opportunity to support and care for the residents of Beverly Hills with our NAMI signature programs, resource navigation services and offering mental health education to Beverly Hills schools and law enforcement.

Proposed use of Community Assistance Grant Funds:

Clinical Office Hours- 30-minute zoom call sessions with our Chief Clinical Officer Consultant,Sharon Dunas LMFT or Debbie Brazil MSW, who will provide lived experience guidance, resource navigation and how best to get involved with the NAMI signature programs.

Family to Family Class — 8-week graduate level educational course for family members /caregivers caring for loved ones with a mental health condition.

Family to Family Teacher/Facilitator Training — Provide training for the facilitators for ourFamily support groups, and for the teachers for our F2F and Basic classes.

Peer to Peer— 8-week educational course for persons living with mental health conditions.

Teaches coping skills and offers support living with the condition.

Peer to Peer Teacher/Facilitator Training — Provide training for the facilitators for our Peer support groups, and for the teachers for our Peer-to-Peer classes.

Crisis Intervention Training (CIT) -Law enforcement mental health education and awareness.

For a complete list of the programs that are offered, visit https://namiwlaorq/.

Target population/Primary service: Individuals and families affected by mental health.

Percentage of total program utilized by Beverly Hills residents/community: About 10- 15% of our proposed program is currently being utilized by Beverly Hills residents. According to the census bureau, the population of Beverly Hills makes up about 8% of the population on the Westside of Los Angeles.

Quantifiable Services and Measures: If we receive this grant, we anticipate that we will be able to serve a larger percentage of the Beverly Hills population. We would plan to track thisdata with survey forms given at our support group meetings, classes and outreach events.

Historical Performance:

Over the years, we have cultivated strong ties with the Beverly Hills community. We have held several events at the Beverly Hills City Hall including December 2022 and December 2023 Janis Black Warner Speaker Series events to increase community engagement.

NAMI WLA offers a variety of free programming, educational resources, support, and hope to individuals, and their family members and loved ones, as they navigate living with mental health conditions. These services are critical because they enhance the quality of life andimprove public safety. Furthermore, mental health is not limited to any group of people; it can affect anyone at any time and having a support system to help cope when this arises is critical.

Percentage of annual funding City’s contribution represents: 7.5%.Ratio of administrative to operating costs: 11 % Service Profile: Needs-based Quality of life-based LI Social Service Health LI Education [1 Other LI
Agency Scope: Local Regional National International LI
501 (C) (3): Yes No LI Exempt LI
2 Agency
Agency Address
Contact Person
Phone Number
Email
Secondary Contact Person
Phone Number
Website URL
Social Media Handles

1. Is your organization a 501 c.3, or
are you in partnership with a 501c.3?
NAMI Westside Los Angeles
921 Westwood Blvd Ste. 236
Los Angeles, CA, 90024Erin Raftery Ryan
(508) 873-4495
eryannamila.org
Kathy Vasquez(714) 809-5229
b.ttps://namiwla.orgL
namiwla
Yes, we are a 501c.3
Wednesday, February 28, 2024
Community Assistance Grant Funding (CAGF)
Application
Fiscal Year 2024-2025
L Name
1 a. Upload documentation
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2. What type of grant are you CAGF: Social Services or Program applying for?2a. What services do you propose to provide the Beverly Hills community that local government is not currently providing? Please include the program goals, timeline, and how success will bemeasured.

The National Alliance on Mental Illness (NAMI) is the nation’s largest grassroots mental health organization dedicated to building better lives for the millions of Americans affected by mental illness.

NAMI WLA has distinguished itself as a national and regional affiliate leader in Los Angeles County through its robust programming, community outreach and focus on prevention and early intervention education. NAMI WLA has the unique opportunity to support and care for the residents of Beverly Hills with our NAMI signature programs, resource navigation services and offering mental health education to Beverly Hills schools and law enforcement.Proposed Services:

Warm Line Services -Our English and Spanish warmline services are staffed by a team of counselors prepared to listen with compassion and without judgment, refer supportive resources, and empowerindividuals to become advocates for their own mental health. These services are generally open from 7 am until 5 pm, and voicemails are returned within 24 hours with the exception of some holidays. Utilizing a 1 00+ page resource list compiled by our team as well as multiple resource search tools, the warmline counselors bridge gaps between community members and the resources they deserve.

Resources Navigation Services- Our resource navigation program was designed to meet the need of callers who want a more consistent and individualized focus on their resource needs in a phone or Zoomsetting. Individuals who sign up for this program are matched with a counselor whose knowledge and lived experience best fits the needs of the community member, and they are contacted to schedulebetween 3 and 5 appointments with a Warmline counselor. Within these appointments individuals can focus on contacting community organizations, enrolling for mental health programs and services, and engaging in breathing exercises and other coping strategies. 2 Clinical Office Hours- 30 minute zoom call sessions with our Chief Clinical Officer Consultant, Sharon Dunas LMFT or Debbie Brazil MSW, who will provide lived experience guidance, resource navigation and how best to get involved with the NAMI signature programs.

Family to Family Class — 8-week graduate level educational course for family members /caregivers caring for loved ones with a mental health condition. The program covers education in etiology, prognosis, and treatment of major brain illnesses, medications, empathy training, and communication skills during a crisis. This course empowers families to be better advocates for their ill relatives, and how to respond in acompassionate, validating way while remaining serene during a crisis or conflict.

Family to Family Teacher/Facilitator Training — Provide training for the facilitators for our Family support groups, and for the teachers for our F2F and Basic classes.

Peer to Peer— 8-week educational course for persons living with mental health conditions. Teaches coping skills and offers support living with the condition.

Peer to Peer Teacher/Facilitator Training — Provide training for the facilitators for our Peer support groups, and for the teachers for our Peer to Peer classes.

Janis Black Warner Speaker Series — Free monthly program featuring experts in the mental health field sharing their experience on a variety of topics and educating members of our community on how tohandle the challenges of caring for someone with a mental health condition.

Crisis Intervention Training (CIT) -Law enforcement mental health education and awareness.

In Our Own Voice — Public education presentation by adults with lived experience who are trained to lead abrief interactive presentation about mental illness.NAMI in the Lobby Outreach Program — Advocacy and outreach at mental health clinics or hospitals to offer support, hope, and serve as resources.

Lanetta Wahlgren UCLA Internship and Outreach Engagement — Facilitates opportunities for College students to gain valuable experience in the workplace while furthering their own degree. This program also provides educational course credit.

Ending the Silence — Educational program for students, staff and parents focused on helping each audience become aware of the early warning signs of mental illness in middle and high school students.

The program also emphasizes the importance of students learning how to prioritize their mental health,while also providing information about intervention techniques in the event of a mental health crisis.

Ending the Silence Presenter Training — Provide training for the Lead and Youth presenters for our ETS presentations.NAMI On Campus- are peer-led, mental health awareness clubs on high school and college campuses.

Student members raise awareness on their campuses about mental health, reduce stigma, and become advocates. NAMI on Campus Clubs are not support groups or therapy groups. Clubs are open to all students, faculty and staff, regardless of their own experiences with mental health or illness.

Mental Health Gala -Our annual gala is an opportunity to engage the community to come together toreflect on and learn about everything that NAMI WLA does to provide support to our community members and their families. Hosting the gala helps us expand our affiliate’s reach as we are able to distribute resources, communicate impact and build relationships and potential partnerships with other CBOs. Kevin Lee, legendary event coordinator, will be assisting us with putting this event together and he has lengthy experience with high profile clients and events. We would be honored to host this year’s Mental HealthGala in one of the prestigious Beverly Hills venues such as the Beverly Hilton or the Beverly Wilshire Hotel. 3 3. Do you anticipate needing any Yes additional support or in-kind funding from the City of Beverly Hills to
implement your proposed program?
3a. Please Describe what type of in-kind support is needed.

Perhaps an option for in-kind support would be the donation of a facility to host an event. For example, the City of Beverly Hills validated all of our guests’ parking for our event held at Beverly Hills City Hall lastDecember. For our proposed events, the donation of facilities, venues, and parking would always be welcomed and appreciated.
3b. What is the estimated value of this in-kind support? The estimated value would depend on the in-kind support noted in question 3a.4. Why are these services considered critical (e.g., enhance quality of life, improve publicsafety)? If you are a previous recipient, will you be providing new services this funding period? NAMI WLA offers a variety of free programming, educational resources, support, and hope to individuals,and their family members and loved ones, as they navigate living with mental health conditions. These services are critical because they enhance the quality of life and improve public safety. Furthermore,mental health is not limited to any group of people; it can affect anyone at anytime and having a support system to help cope when this arises is critical.
5a. What percentage of your proposed program is currently utilized by Beverly Hills residents? Please explain what evidence or data you have to support this claim. Do you anticipate any change in utilization for FY 2024-2025? If this data is unavailable, please explain how you will track this information if awarded a grant?
About 1 0-1 5% of our proposed program is currently being utilized by Beverly Hills residents. According to the census bureau, the population of Beverly Hills makes up about 8% of the population on the Westside of Los Angeles. NAMI WLA provides free mental health services and programs to service area 5, which encompasses all of the Westside Los Angeles geographic areas. Our organizational relationships havestrong ties to the Beverly Hills community. We have Board members and Advisory Council Members that are Beverly Hills residents. They sit on community boards and are established business owners and havebeen leaders in the Beverly Hills community for many years. For example, Janis Black Warner and her family’s work with the Beverly Hills Police Department and Carter Hardware loyalty and top notch service to the community for decades. Other members have young children that attend Beverly Hills schools and are fostering the next generation of leaders. These existing relationships and commitment to the City of Beverly Hills ensures that NAMI WLA serves a larger population than just the census bureau’s delegated 8%. If we receive this grant, we anticipate that we will be able to serve a larger percentage of the Beverly Hills population. We would plan to track this data with survey forms given at our support group meetings, classes and outreach events.
5b. What percentage of the proposed services is utilized in the Los Angeles County SPA 5 regional area? Please explain what evidence you have to support this claim. Do you anticipate any change in utilization for FY 2024 - 2025?
Close to 100% of our proposed services are utilized in the Los Angeles County SPA 5 regional area. Our NAMI affiliate represents the Westside of Los Angeles which serves SPA 5. We have additional funding from the Los Angeles Department of Mental Health that is allocated to our affiliate because of our designated service area.

6. To ensure streamlined service delivery to the Beverly Hills community, what is your agency’splan to accept direct referrals from City staff and / or our contracted vendors as applicable? We believe a good way to accept direct referrals from City staff/vendors is through community outreach and our warm lines. When people call, they receive direct services. We have several warm line resourcenavigators who attend to calls and direct community members to the appropriate resources and supportservices they need. We also attend many local events in Beverly Hills to provide outreach services through educational materials.
4 7. Are you a NEW or RETURNING New applicant?
7a. For new applicants: If your proposed program(s) or service(s) are similar to those of any of the City’s current CAGF partners, what differentiates your organization and proposed program(s) from the current service provider(s)? (Listing of current CAGF partners can be found at www.beverlyhills.org/CAGF)
Our program is similar in the sense that it aims to provide community support and mental health and weilness resources but our organization offers this support from the lived experience perspective rather than from a clinical one. Our teachers, facilitators, and team members have firsthand experience with mental illness either having experienced it themselves or known of family or loved ones who struggled with it so it provides a value to our community members that they are not alone and that there is hope andways to cope with their current reality. We also serve many segments of the community including youtheducation, law enforcement, and family services.8. The funding year is July 1, 2024 to June 30, 2025. What is the funding amount requested?$74,5009. What percentage of your annual funding would the City’s contribution represent? About 7.5%

10. What is the ratio of your organization’s administrative operating costs? About 11%

11. What other funding sources does your organization currently receive? NAMI WLA currently receives both public and private sources of funding. Please see the following list of examples of other funding sources for our organization; Los Angeles County Department of Mental Health (LACDMH), The Jewish Federation, NAMI California, CaIHOPE (ends Apr. 2024), NAMI National, Macy’sGrant, Kohl’s Grant, Crisis Intervention Training (CIT) Grant, Donor/Private Funding

12. Provide any additional information that may be useful in evaluating your proposal.

13. Is your grant or cultural funding up to $74,999.00 request:
1 3a. If your request is under
$74,999.00, please submit recentbalance sheet and operating budgetOR most recent tax return. 2022 NAMI RRF 990.pdf
5 Additional Documents? Upload them
here. 2023 NAMI WLA YOUTH SU... .pdf
Beverly Hills -NAMI EVENT.pdf
Board Gala Report -July 2023.pdf
CITY OF BEVERLY HILLS.pdf
6 APPLICATION SUMMARY FY 2024/25
Agency: OPICA Adult Day Program & Counseling Center
Requested amount: $15,000
History of City funding: Applied, but not funded in 2022/23; 2023/24: $15,000 Agency description: OPICA is the only nonprofit with services specifically for people experiencing memory loss. The services are customized for an individual’s emotional, cognitive and physical needs. OPICA proposes to deliver training specific to Beverly Hills direct care workers (DCW5) and family caregivers who support adults with memory loss (Alzheimer’sand other forms of dementia). The overall goal is to deliver effective training to family/friend caregivers and direct care workers that builds on their existing skills and enhances their sense of self efficacy and mastery regarding their role.

Proposed use of Community Assistance Grant Funds: Funding will assist with direct care workers’ trainings that includes 3 free courses to build caregiving skills and self-efficacy. These classes cover topics such as engagement, managing challenging behaviors and a 4-hour selfcare program. An evidenced-based 15-hour course entitled, Powerful Tools for Caregivers will also be provided along with a 4-hour communication and behavioral symptoms of dementia course. These classes are primarily focused on caregivers caring for adults experiencing forms of memory loss. Any remaining funds will be offered to Beverly Hills residents in-need of scholarship support for OPICA services.

Twice during the year, we propose offering an “Understanding Alzheimer’s Disease Behaviors Seminar.” This free 2-hour class provides family caregivers with an understanding of thechallenging behaviors often associated with Alzheimer’s disease and other dementias. The class will also discuss communication strategies to help in the daily care of someone with dementia.

Savvy Caregiver is a leading evidence-based dementia family caregiver training program.Savvy Caregiver is 6 weekly sessions (12 hours). Savvy expands family caregivers’ knowledge, skills, and mastery related to dementia caregiving while also promoting caregiver self-care.

Target population/Primary service: Residents of Beverly Hills, their direct care workers, and caregivers will benefit from caregiving skill building courses and evidenced-based trainings.

Percentage of total program utilized by Beverly Hills residents/community: In the present fiscal year, we have provided services for 223 people. Of these 27 are Beverly Hills residents.

Thus, 12% receiving services are Beverly Hills residents.

Quantifiable Services and Measures: Services will be measurable by number of courses offered, number of direct care workers trained, number of caregivers who completed evidenced-based training, number of scholarships awarded to OPICA services.

Historical Performance:

FY 23/24: (Qi & Q2) Satisfactory El Unsatisfactory N/A
General Comment(s) (e.g., non-quantifiable benefits identified by experience with agency v. absolute numbers; observations such as their growth curve and relationship with City, its residents and target populations):

In the past year, our classes for Beverly Hills residents who are caregivers received overwhelmingly positive feedback in the after-class survey. One hundred percent of respondents felt very positive about their experience of learning to care for themselves while caring for others. Some expressed a desire to continue, and we are requesting the opportunity to extend these classes for those who wish to participate further, while also providing supportto those who have yet to take advantage of these resources.

Your support can help us continue to provide essential services and support to families copingwith memory loss living in the Beverly Hills community.

Percentage of annual funding City’s contribution represents: 0.63% Ratio of administrative to operating costs: 62% = Programs, 23% = Fundraising, and 15% = Management & General
Service Profile: Needs-based LI Quality of life-based Social Service Health LI Education LI Other LI
Agency Scope: Local Regional National LI International LI 501 (C) (3): Yes No LI Exempt LI
2 Agency Name
Thursday, February 29, 2024
Community Assistance Grant Funding (CAGF)
Application
Fiscal Year 2024-2025
OPICA Adult Day Program & Counseling Center
Agency Address
Contact Person
Phone Number
Fax Number
Email
Secondary Contact Person
Phone Number
Email
Website URL
Social Media Handles

1. Is your organization a 501 c.3, or
are you in partnership with a 501 c.3?
1 a. Upload documentation
demonstrating 501c.3 status or
partnership

We would like to provide two separate classes to residents of Beverly Hills.

Twice during the year, we propose offering an “Understanding Alzheimer’s Disease Behaviors Seminar.” This free 2-hour class provides family caregivers with an understanding of the challenging behaviors often associated with Alzheimer’s disease and other dementias. The class will also discuss communication strategies to help in the daily care of someone with dementia.

Savvy Caregiver is a leading evidence-based dementia family caregiver training program. Savvy Caregiver 11759 Missouri Ave.

Los Angeles, California, 90025
Craig Fleishman
(310) 478-0226
(310) 478-2026
craig©opica.org
Mary Michlovich
(310) 478-0226
maryopica.org
www.opica.org
@opicacenter: opicaadultdaycare: ps://www.facebook.com/ppple/OPICAJ1 0007324750279 Yes, we are a 501 c.3
0 PICA IRS Letter 501 (c)(3).pdf
CAGE: Social Services or Program
is 6 weekly sessions (12 hours). Savvy expands family caregivers’ knowledge, skills, and mastery related to dementia caregiving while also promoting caregiver self-care.

The Savvy Caregiver is a 12-hour training program delivered in 2-hour sessions over a 6-week period.

Savvy content focuses on knowledge of dementia diseases, elements of cognition, the role of confusion in dementia, caregiver self-care, identifying the person’s current stage of disease, strategies for providing appropriate structure and support of daily activities, decision making, and expanding family support and community resources. Through weekly sessions, interactive activities, and group discussions, caregivers apply their new skills to meet their family’s specific needs and situations.

Success is measured by giving out evaluations at the end of courses.

We would like to use Roxbury Park again to deliver our program. 3b. What is the estimated value of this in-kind support? 9 4. Why are these services considered critical (e.g., enhance quality of life, improve public safety)? If you are a previous recipient, will you be providing new services this funding period? Customized Care:

OPICA’s services are tailored to meet the emotional, cognitive, and physical needs of individuals. With over 44 years of experience, we have served adults with memory loss in Beverly Hills and beyond.

Focused Caregiver Support:

Our classes are designed to support caregivers of adults experiencing memory loss, offering specialized training and resources. Most are unable to find specialized resources and training.

Exceptional Staffing:

OPICA maintains a remarkable 1:5 ratio of staff to attendees, ensuring personalized attention and care.

Expertise in Memory Loss Care:

Our staff possesses the expertise critical for effective memory loss care, providing specialized support and guidance.

Valuable Respite:

OPICA offers valuable respite for family caregivers, giving them a much-needed break while ensuring their loved ones receive quality care.

Reducing Isolation:

By reducing isolation and encouraging engagement, OPICA fosters a sense of community and support among attendees and their families.

Supporting Independence:Our services help members remain living in their homes, offering a sense of familiarity and comfort.

Cognitive Stimulation:

OPICA provides cognitive stimulation, which is vital for individuals coping with memory loss, helping to maintain cognitive function and quality of life.

Being a caregiver of a loved one experiencing a form of dementia is very difficult. It is also frequently difficult to find support and best practices. OPICA can and does provide those critical services. 2 We intend to provide new classes that are variations of the prior classes presented. Thus, many people who received classes may attend again and learn even more techniques and receive more support in being a caregiver. It will also be very valuable for caregivers who have never received support. 5a. What percentage of your proposed program is currently utilized by Beverly Hills residents? Please explain what evidence or data you have to support this claim. Do you anticipate any change in utilization for FY 2024-2025? If this data is unavailable, please explain how you will track this information if awarded a grant?
In the present fiscal year, we have provided services for 223 people. Of these 27 are Beverly Hills residents. Thus, 12% receiving services are Beverly Hills residents. This includes in-person programming, zoom programs, counseling, early-stage programs, and education programs.

We were able to raise the number over last year and will continue outreach in Beverly Hills to continue increasing those numbers.5b. What percentage of the proposed services is utilized in the Los Angeles County SPA 5 regional area? Please explain what evidence you have to support this claim. Do you anticipate any change in utilization for FY 2024 - 2025?
One hundred percent of the proposed services will be utilized in L.A. County SPA 5.

Ninety-one percent of our overall services are utilized by people living in L.A. County SPA 5

6. To ensure streamlined service delivery to the Beverly Hills community, what is your agency’s plan to accept direct referrals from City staff and I or our contracted vendors as applicable? We would embrace direct referrals from City staff and/or vendors. We would connect them to our social worker quickly and determine which programs would best suit their needs. We would also offer a tour of the facilities and a free day to see if they feel they would benefit from OPICA.

The City of Beverly Hills also advertised our classes this past year and we would welcome your support again.

7. Are you a NEW or RETURNING Returning applicant?
7b. For returning applicants: The City takes pride in ensuring residents have access to the strongest social services and cultural programming. Please describe what efforts your organization has taken to ensure you have maintained the highest standards of service delivery.

Describe how your organization has been responsive to community needs and has incorporated best practices to better serve the Beverly Hills community.

As the first Adult Day Program and Counseling Center in Los Angeles, OPICA has been serving adults challenged with memory loss and their families in the West Los Angeles area for more than 44 years.OPICA creates a structured, yet socially engaging, nurturing, and fun environment that enables members to avoid isolation, experience an overall improved quality of life, and maintain dignity, meaning, and a sense of self-worth.

OPICA provides much-needed respite and peace of mind for CAREgivers. Our supportive programs and counseling services help guide families with a loved one challenged by memory loss along their unique journeys, relieving stress while providing hope. OPICA provides the community at large with a place to turn when needing information and/or guidance regarding memory loss-related conditions and we are committed to collaborative cooperation with health care providers and other social service agencies.

OPICA’s highly experienced staff and diverse set of volunteers are dedicated, hands-on, and focused on the comfort and well-being of OPICA’s members in its unique Stoner Park setting.

To better serve the Beverly Hills community, OPICA has actively recruited Beverly Hills residents into our programs and caregiver trainings. We plan to continue the outreach in our partnership with Beverly Hills. 3 8. The funding year is July 1, 2024 to June 30, 2025. What is the funding amount requested? OPICA is respectfully requesting $1 5,0009. What percentage of your annual funding would the City’s contribution represent? .63%

10. What is the ratio of your organization’s administrative operating costs? 62% Programs
23% Fundraising
1 5% = Management & General

11. What other funding sources does your organization currently receive? LA County Arts
Gogian FoundationRalph M Parsons Foundation
California Community Care
Lon V. Smith Foundation
Administration for Community Living

12. Provide any additional information that may be useful in evaluating your proposal.

OPICA utilizes an integrated approach that focuses on the entire well-being of the family unit. Our programming is designed to meet the diverse needs of families coping with memory loss.

Families can progress within OPICA, starting at early-stage dementia with the OPICA Brain Train program.

As needs change, they can transition to the adult day program, surrounded by supportive family services like individual counseling and support groups.

OPICA offers a one-stop shop for all family needs, providing comprehensive and individualized daily programming and activities. This allows many family members to continue working, knowing their loved ones are engaged, well cared for, and supported.

We reach out to the Beverly Hills community by delivering training to direct care workers (DCW5) andfamily caregivers, educating them about caregiving to those with memory loss and their own self-care.

Being a caregiver to those living with memory loss is unique.in the past year, our classes for Beverly Hills residents who are caregivers received overwhelminglypositive feedback in the after-class survey. One hundred percent of respondents felt very positive about their experience of learning to care for themselves while caring for others. Some expressed a desire to continue, and we are requesting the opportunity to extend these classes for those who wish to participate further, while also providing support to those who have yet to take advantage of these resources.

Your support can help us continue to provide essential services and support to families coping with memory loss living in the Beverly Hills community.

13. Is your grant or cultural funding up to $74,999.00 request:
1 3a. If your request is under
$74,999.00, please submit recent IRS 990 Form 2021 .pdf balance sheet and operating budget
OR most recent tax return.
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APPLICATION SUMMARY FY 2024/25
Agency: Our Big Kitchen Los Angeles
Requested amount: $18,000History of City funding: First Time Applicant Agency description: Our Big Kitchen Los Angeles (OBKLA) is a community run, nondenominational kitchen that prepares meals for distribution to those in need throughout Los Angeles. OBKLA unites volunteers to cook and package meals for those facing hardship.

These meals are then provided to social service organizations for distribution.

Operating from a kosher industrial kitchen, OBKLA prioritizes the dignity of all participants byproducing meals of high quality and fostering a joyful environment for volunteers.

Proposed use of Community Assistance Grant Funds: OBKLA is proposing a program that will be twofold: First, we provide volunteer opportunities to Beverly Hills residents, and specifically students, when possible. These volunteer sessions will be specifically for Beverly Hills residents and students with the purpose of giving back directly to their Beverly Hills community.

Second, all meals made during these volunteer sessions will be provided to those in need in the city of Beverly Hills (or SPA 5, if allowable under grant provisions). We work in a certified Kosher kitchen and can provide meals to both those keeping a Kosher diet, and anyone else in need.

Target population/Primary service: Individuals and families facing food insecurity.

Percentage of total program utilized by Beverly Hills residents/community: It is possible that some BH residents receive our meals from a Los Angeles based charity partner, but wedo not have specific evidence of that at this time, as we do not have a charity partner specifically serving Beverly Hills. Should we receive a grant from the city of Beverly Hills, we would identify a specific charity partner for distribution directly to Beverly Hills residents in need.

Quantifiable Services and Measures: We will measure success by volunteer feedback, via survey response and anecdotally, and by the number and quality of meals distributed.

Historical Performance:

FY 23/24: (Qi & Q2) Satisfactory LI Unsatisfactory N/A
General Comment(s) (e.g., non-quantifiable benefits identified by experience with agency v. absolute numbers, observations such as their growth curve and relationship with City, its residents and target populations):

We have been thrilled with the positive response the community is having to the work we do and are excited about a potential partnership with the Beverly Hills community. Our goal is to reach as many people in need as possible throughout Los Angeles County, and as a nearby partner, Beverly Hills is a logical, strategic, and easily accessible area to reach those in need.

We hope that a grant from the City of Beverly Hills can provide volunteer opportunitiesspecifically for Beverly Hills students and simultaneously provide care for the most vulnerablecitizens.

Percentage of annual funding City’s contribution represents: 1.45%.

Ratio of administrative to operating costs: 25%
Service Profile: Needs-based Quality of life-based Social Service Health LI Education [1 Other LI
Agency Scope: Local Regional National LI International LI 501 (C) (3): Yes No LI Exempt LI
2 Wednesday, February 28, 2024
cBEVER LY) \HILLS/ Community Assistance Grant Funding (CAGF) Application Fiscal Year 2024-2025 Agency NameAgency Address
Contact Person
Phone NumberEmail
Secondary Contact Person
Phone NumberEmail
Website URL
Social Media Handles

1. Is your organization a 501 c.3, or
are you in partnership with a 501 c.3?
1 a. Upload documentation
demonstrating 501 c.3 status or
partnership

2. What type of grant are youapplying for?2a. What services do you propose to provide the Beverly Hills community that local government is not currently providing? Please include the program goals, timeline, and how success will bemeasured.OBKLA is proposing a program that will be twofold: First, we provide volunteer opportunities to Beverly Hills residents, and specifically students, when possible. These volunteer sessions will be specifically for Beverly Hills residents and students with the purpose of giving back directly to their Beverly Hills community.Second, all meals made during these volunteer sessions will be provided to those in need in the city of Beverly Hills (or SPA 5, if allowable under grant provisions). We work in a certified Kosher kitchen and can provide meals to both those keeping a Kosher diet, and anyone else in need.

The goal of the program is to engage new and ongoing volunteers, instill a value of giving back, and provide delicious, healthy food to the most vulnerable in the community. Funding will cover 10 volunteer sessions over the funding period and approximately 3,500 individually packaged meals. We will measure success by volunteer feedback, via survey response and anecdotally, and by the number and quality of meals distributed.

Our Big Kitchen Los Angeles
8657 W Pico Blvd
Los Angeles, CA, 90035
Allie Shamash
(213) 217-9522allieobkla.org
Yossi Segelman
(213) 213-5961
yossiobkla.orgwww.obkla.org
obklosangeles
Yes, we are a 501c.3
IRS APPROVAL.pdf
CAGF: Social Services or Program

3. Do you anticipate needing any No additional support or in-kind funding from the City of Beverly Hills to
implement your proposed program?

4. Why are these services considered critical (e.g., enhance quality of life, improve public safety)? If you are a previous recipient, will you be providing new services this funding period?At OBKLA we bring people together as volunteers to make fresh, nutritious meals for those in need. Our meals are available to anyone experiencing food insecurity and we pride ourselves on maintaining everyindividuals dignity. Food insecurity is a major issue for Los Angeles, and while it may not be as visible in Beverly Hills, the issue certainly still exists. OBKLA would like to offer fresh, nutritious meals with dignity toBeverly Hills residents in need. 5a. What percentage of your proposed program is currently utilized by Beverly Hills residents?Please explain what evidence or data you have to support this claim. Do you anticipate any change in utilization for FY 2024-2025? If this data is unavailable, please explain how you will track this information if awarded a grant?
It is possible that some BH residents receive our meals from a Los Angeles based charity partner, but we do not have specific evidence of that at this time, as we do not have a charity partner specifically serving Beverly Hills. Should we receive a grant from the city of Beverly Hills, we would identify a specific charity partner for distribution directly to Beverly Hills residents in need. 5b. What percentage of the proposed services is utilized in the Los Angeles County SPA 5regional area? Please explain what evidence you have to support this claim. Do you anticipate any change in utilization for FY 2024 - 2025?
1 00% of proposed program and services will be utilized for SPA 5 regional area. We already have a strong presence in the Santa Monica and Venice areas and are looking to expand into Beverly Hills as well with this additional program funding.

6. To ensure streamlined service delivery to the Beverly Hills community, what is your agency’s plan to accept direct referrals from City staff and I or our contracted vendors as applicable? We are open to receiving direct referrals, as applicable.7. Are you a NEW or RETURNING New applicant? 7a. For new applicants: If your proposed program(s) or service(s) are similar to those of any of the City’s current CAGF partners, what differentiates your organization and proposed program(s) from the current service provider(s)? (Listing of current CAGF partners can be found at www.beverlyhills.org/CAGF)
Our organization is requesting funding for both programming and services. All of our meals are made by volunteers. Should we receive grant funding from Beverly Hills, we would first invite BH public schools to bring students to our facility to make the meals. The meals made during the BH funded programs wouldbe distributed directly to BH residents. By running the program this way, we are engaging youth in volunteerism, teaching about the reality of food insecurity and the importance of giving back to our community, and showing how the youth can have a direct impact on the world around them.8. The funding year is July 1, 2024 to June 30, 2025. What is the funding amount requested?$1 8,000

9. What percentage of your annual funding would the City’s contribution represent?

1.45%
2 10. What is the ratio of your organization’s administrative operating costs? 25% of total budget for 2024 is administration costs.

11. What other funding sources does your organization currently receive?Private donations, corporate sponsorship, grant funding, event sponsorship.

12. Provide any additional information that may be useful in evaluating your proposal.

We have been thrilled with the positive response the community is having to the work we do, and areexcited about a potential partnership with the Beverly Hills community. Our goal is to reach as many people in need as possible throughout Los Angeles County, and as a nearby partner, Beverly Hills is alogical, strategic, and easily accessible area to reach those in need. We hope that a grant from the City ofBeverly Hills can provide volunteer opportunities specifically for Beverly Hills students and simultaneouslyprovide care for the most vulnerable citizens.13. Is your grant or cultural funding up to $74,999.00 request:1 3a. If your request is under $74,999.00, please submit recentbalance sheet and operating budget OR most recent tax return.

Additional Documents? Upload them
here.
2022 IRS form 990 Draft - OU... .pdf
3 I —
— .
—
4 APPLICATION SUMMARY FY 2024/25
Agency: OUR HOUSE Grief Support Center
Requested amount: $30,000History of City funding: 202 1/22: $20,000; 2022/23: $30,000; 2023/24: $30,000 Agency description: Since 1993, OUR HOUSE Grief Support Center has helped thousands of children, teens, and adults each year throughout Los Angeles County find healing after the death of someone close. We provide essential grief support that recognizes the universality ofgrief and normalizes grief emotions. Hundreds of members from the Beverly Hills community have benefited from OUR HOUSE’s grief support model and programs over the last thirty-one years.

Proposed use of Community Assistance Grant Funds: Our programs have steadily expanded each year, serving more individuals and families, and deepening our impact in highneed neighborhoods across Los Angeles County. We make grief support available to those with limited financial and transportation resources, as well as other life challenges, particularly in our programs that serve children and Spanish-speaking adults, most of whom are from lowincome households. Our core programs include the following services:

1. Grief support groups for children, teens, and adults in English and Spanish at their West LA and Woodland Hills centers, public schools, and satellite sites

2. Camp Erin grief camp on weekends for children and teens

3. Grief education for teachers, doctors, nurses, therapists, social workers, clergy, and graduate students, among others

4. On-site grief responses for short-term support after a death in a business or school OUR HOUSE is the only grief support center in Southern California that offers this scope, volume, and breadth of continuous grief support services and education. We understand thateach person’s grief is unique in its intensity and duration, and that commonalities of experience strengthen the value of a grief support group in helping to address the symptoms of grief. Allour groups are age and relationship specific, providing unique opportunities for grievers toshare among peers. We offer grief support groups for youth in elementary school, middleschool, and high school, as well as young adults, mid-life adults, and senior adults.

Target population/Primary service: Grieving children and adults of Beverly Hills will be provided access to grief support groups, short-term on-site counseling at schools & businesses as needed, camp for grieving children, grief education for community.

Percentage of total program utilized by Beverly Hills residents/community: OUR HOUSE currently estimates that 3% of our total program service is utilized by members of the Beverly Hills community.

Quantifiable Services and Measures: Staff will be able to quantify and measure impact based on community participation numbers.Historical Performance:

FY 23/24: (Qi & Q2) Satisfactory [1 Unsatisfactory [1 N/A General Comment(s) (e.g., non-quantifiable benefits identified by experience with agency v. absolute numbers; observations such as their growth curve and relationship with City, its residents and target populations):

OUR HOUSE utilizes a comprehensive communication strategy to acknowledge businesses and foundations which support our mission. We immediately communicate our appreciation for grants through our social media outlets, including our e-newsletter (16,000 recipients), Facebook (5,600 followers), Instagram (9,400 followers), and Twitter (2,400 followers). We continue to publicize the grant throughout the year via subsequent e-newsletters and printed recognition at our annual House of Hope Gala.Percentage of annual funding City’s contribution represents: <1% Ratio of administrative to operating costs: 5%
Service Profile: Needs-based LI Quality of life-based LI Social Service Health Education LI Other LI
Agency Scope: Local Regional National LI International LI 501 (C) (3): Yes I No LI Exempt LI
2 D
Agency t Name
Thursday, February 29, 2024
Community Assistance Grant Funding (CAGF)
Application
Fiscal Year 2024-2025
OUR HOUSE Grief Support Center341 5 S. Sepulveda Blvd. Suite 1 20 Los Angeles, CA, 90034
Agency Address
Contact Person
Phone NumberEmail
Secondary Contact Person
Phone NumberEmail
Website URL
SocialMediaHandles

1. Is your organization a 501 c.3, or
are you in partnership with a 501c.3?
1 a. Upload documentation
demonstrating 501 c.3 status or
partnership

Since 1993, OUR HOUSE Grief Support Center has helped thousands of children, teens, and adults each year throughout Los Angeles County find healing after the death of someone close. We provide essential grief support that recognizes the universality of grief and normalizes grief emotions. Hundreds of members from the Beverly Hills community have benefited from OUR HOUSE’s grief support model andprograms over the last thirty-one years.

Our programs have steadily expanded each year, serving more individuals and families, and deepening our Josh Goldman
(424) 220-6640
joshourhouse-grief.org
Victoria Villa
(424) 220-6631
victoriaourhouse-grieforg
ourhouse-grief.org
imps://www.instagram.com/ourhousegrief/?hl=enjps:llwww.facebook.com/OurHouseGrief bps:llwww.linkedin.com/comp.ny/our-house-grief-supprk
center!
hIps:Uwww.youtube.com/channel/UCLeCXdTauTF595THyiE
YTSA jps:lltwitter.comfourhousegrjf
Yes, we are a 501 c.3
501 (c)(3) Determination.pdf
CAGF: Social Services or Program
impact in high-need neighborhoods across Los Angeles County. We make grief support available to those with limited financial and transportation resources, as well as other life challenges, particularly in our programs that serve children and Spanish-speaking adults, most of whom are from low-incomehouseholds. Our core programs include the following services:

1. Grief support groups for children, teens, and adults in English and Spanish at our West Los Angeles and Woodland Hills centers, online, and at public school and community partner satellite locations throughout the Los Angeles region.

2. Camp Erin grief camp weekends for children and teens.3. Grief education for teachers, doctors, nurses, medical students, mental health professionals, social workers, and clergy members.

4. On-site grief response for short-term support after a death in a business or school.

OUR HOUSE is the only grief support center in Southern California that offers this scope, volume, and breadth of continuous grief support services and education. We understand that each person’s grief is unique in its intensity and duration, and that commonalities of experience strengthen the value of a griefsupport group in helping to address the symptoms of grief. All our groups are age and relationship specific, providing unique opportunities for grievers to share among peers. We offer grief support groups for youth in elementary school, middle school, and high school, as well as young adults, mid-life adults, and senior adults.OUR HOUSE carefully nurtures landmark partnerships with school districts, community mental health professionals, national grief educators, and local civic taskforces to deepen the impact of our services through education, advocacy, and training. Although we partner with government and non-profit mental health agencies, we recognize that grief is not a mental health condition but an experience to be lived.

Grief support is often not included within traditional mental health counseling services. Our programs fillan important service gap and expand the social service safety net by removing financial, language, and transportation barriers to grief support. All grief support services at our centers slide down to $1, and no one is turned away for inability to pay. All community-based grief services, including our School Program, Camp Erin Program, Spanish Community Program, and On-Site Grief Response Program at public schoolsare completely free of charge.

Program goals, timelines, and impact vary between our programs. More information about each program is outlined below:
-Support Groups for Children and Adults — OUR HOUSE offers grief support groups at our West Los Angeles and Woodland Hills location, specific to the age of the participant and the relationship to the individual who died. We utilize a trauma-informed curriculum that offers a high standard of care, withactivities that are designed to help participants hold on to their memories, express thoughts and feelings,adapt to the changes in their lives, and memorialize their loved one. Each group is co-led by two extensively screened, trained, and clinically supervised volunteer group leaders. Participants attend agroup every other week for five to 24 months. -Training and Professional Education — OUR HOUSE provides education and training to thousands of medical and mental health professionals, clergy, and educators who work closely with grieving children, teens, and adults annually. Participants learn our contemporary clinical model for understanding the grief process, explore how their own grief experiences impact their work with bereaved children, and acquireeffective grief support interventions to use at their schools. -School Based Grief Support Groups — OUR HOUSE offers free school-based grief support groups for bereaved elementary, middle, and high school students who have experienced the death of a familymember or close friend within the past 2-36 months. Groups take place at school during the school day, eliminating barriers to access such as transportation, cost, and scheduling conflicts that reduceopportunities for children to receive grief support. Each group of 8-12 students meets for one class periodover ten consecutive weeks. Groups are led by one clinically supervised OUR HOUSE volunteer, who has 2 completed an extensive background check and 28 hours of training, plus a coleader from school support personnel.
-Camp Erin Los Angeles — OUR HOUSE is the Los Angeles partner for Camp Erin, the largest nationwide network of free bereavement camps for children and teens, ages 6-17, who have experienced the death of someone close. Camp Erin LA is typically a three-day weekend filled with fun camp activities and griefsupport facilitated by grief professionals and trained volunteers. Grief activities give the campers theopportunity to deepen their emotional sharing in a safe group of their peers, allowing them to process theirgrief feelings like sadness, anger, guilt, loneliness, and fear. We have also developed a one-day camp model for grieving children, teens, and their parents and caregivers in response to the pandemic. -Spanish Community Program — OUR HOUSE offers culturally sensitive grief support groups and workshops for grievers who are monolingual or prefer to receive support in Spanish. The program also provides training about grief support to professionals who work with bereaved individuals and families, with attention to the shared and unique grief experiences within Spanish-speaking communities. Groups are currently designed for adults only and are free of charge. They provide a safe space for participants to connect, foster healing, and strengthen their coping skills within a clinical model analogous to our English Program.
-On -Site Grief Response — OUR HOUSE clinicians provide on-site grief support after a death in a workplace, organization, or school. A forum is provided to enable co-workers or classmates to share their expression of grief. The services are designed to suit an individual setting and typically take place in theearly days following a death. -Online Program — OUR HOUSE’s Limited Virtual Program serves adult grievers who may struggle to travel to our centers due to geography, transportation challenges, and work or childcare schedules. Online grief support groups complement the in-person groups at our centers and provide more options for grievers tochoose their own path toward hope and healing.

OUR HOUSE is constantly evaluating, evolving, and strengthening our programs to assess curriculum quality, progress toward objectives, and impact on participants. Internal reports are generated every two months and include quantitative data and clinical narratives. This data collection will continue to berefined further during the grant period.

We currently collect data and narratives through the following communication channels:

1. Initial intakes offer clinical insights as well as family composition and resources, circumstances, and other demographic data;

2. Pre- and post-group psychosocial questionnaires evaluate the program’s effect on grief reactions and the group members’ status in the healing process;

3. Mandatory fortnightly supervision and case conferencing for all support group leaders continue the training on how to provide grief education to children and adults. At these 1 .5-hour sessions, staff and volunteer feedback is considered and integrated as appropriate to improve program quality on a continuous basis.

4. Completed art and written projects allow facilitators to observe progress and capture anecdotes about support received.

We would be happy to answer questions about specific programs and explore opportunities to further partner with the City of Beverly Hills to provide grief support services in your community.

3. Do you anticipate needing any Noadditional support or in-kind funding from the City of Beverly Hills to
implement your proposed program?

4. Why are these services considered critical (e.g., enhance quality of life, improve public safety)? If you are a previous recipient, will you be providing new services this funding period?The demand for grief support remains incredibly high and increases every year. Unsupported grief can 3 lead to physical, emotional, and social risks, such as depression, anxiety, substance abuse, violence, and even gang activity, incarceration, and lower life expectancy. Grief support is especially needed now in response to the rising mortality rates from homicide, overdose, suicide, and traffic accidents, in addition tomore traditional leading causes of death such as heart disease and cancer. It is critical that people who are grieving have a safe space to express their grief, process difficult grief emotions such as sadness, guilt, loneliness, and anger, and find hope together.

Most of the children we serve from Beverly Hills are parentally bereaved, which is considered among the most difficult Adverse Childhood Experiences (Burns et al. 2020), especially when the death is caused by violence or suicide (CDC). These ACE factors undermine the child’s sense of safety, stability, and bonding, increasing lifetime risks of chronic health problems, substance misuse, mental health problems, and joband relational instability. The death of a parent also places more stress on the surviving parent/guardian, demanding additional financial and child rearing responsibilities, which can decrease their emotional and physical availability to support their grieving child.

Our free community-based satellite grief support programs reach the most vulnerable neighborhoods in Los Angeles County, where deaths are often caused by homicide, drug overdose, and suicide. More common are illness-related deaths, such as COVID-1 9, cancer, and heart disease, exacerbated bydisparities in access to preventative healthcare resources. The areas with the highest need also have the fewest mental health resources. For many, the most recent death is only one of several close deaths that they have had to process.

After completing our programs, participants feel more comfortable sharing feelings about the death. They improve their vocabulary of emotional language, develop tools to cope with their varying grief reactions, and build a network of support. This impact extends beyond the group member to their family, friends, andcommunity. Participants experience personal growth as they learn that they are not alone in havingexperienced a death, and they gain an increased awareness and understanding of not only their personalgrief but the universality of grief as well.

During this funding period, OUR HOUSE will continue to strengthen our core grief support programs to best serve the grief needs of the City of Beverly Hills and the Greater Los Angeles region, aligned with our newstrategic plan (2023-2026), which is available upon request. Grief support groups are currently meeting in person at our centers in West LA and Woodland Hills, with limited virtual support available to increase accessibility and sustain the online infrastructure we built in response to the COVID-1 9 pandemic. We willalso continue to enhance our new Family Support Program. This program launched in 2023 and embracesa family-centered approach to grief support by providing psychoeducation for parents and guardians while the children attend their own grief support groups. All these services are available to Beverly Hills residents.5a. What percentage of your proposed program is currently utilized by Beverly Hills residents?Please explain what evidence or data you have to support this claim. Do you anticipate any change in utilization for FY 2024-2025? If this data is unavailable, please explain how you will track this information if awarded a grant?
Our organization is deeply rooted within Beverly Hills. Since OUR HOUSE was founded in 1993, our primary grief support center has been in West Los Angeles and easily accessible to our neighbors in Beverly Hills.We have served hundreds of Beverly Hills residents with grief support groups, and enriched hundreds more through educational and volunteer opportunities. All our grief support programs at our centers are available to Beverly Hills residents, as well as our free school-based grief support groups and our freeCamp Erin LA grief camp experience for children, teens, and guardians.

Most of our impact in Beverly Hills is through grief support groups at our centers and educational workshops. Last year, approximately 3% of in-house grief support group participants were residents of Beverly Hills. We also partner annually with local organizations and CAGF grantees, such as The Maple Counseling Center and Tower Cancer Research Foundation, to increase awareness about appropriate grief interventions in the Beverly Hills community.

We were honored to participate in the Beverly Hills Day of Wellness in September 2023, during which OUR HOUSE staff hosted a table to answer questions about our grief support services. Additionally, in January 2024, our Executive Director, Julia Miele, presented a summary of our services and program impact to the 4 Beverly Hills Human Relations Commission. We hope this continued local exposure will further increase utilization of our services by Beverly Hills residents. 5b. What percentage of the proposed services is utilized in the Los Angeles County SPA 5 regional area? Please explain what evidence you have to support this claim. Do you anticipate any change in utilization for FY 2024 - 2025?
Our West Los Angeles location in Palms is our primary center and headquarters. As a result, the majorityof our proposed services are utilized in the Los Angeles County SPA 5 regional area. We do not expect any change in utilization. We have always had a strong presence in West Los Angeles, and approximately 65%of our total in-house grief support members served annually live in and around SPA 5. We also partner with the Santa Monica-Malibu School District and LAUSD to provide free grief support groups at schools and to promote our Family Support Program and Camp Erin LA grief camp. In the 2023-2024 school year, we served schools in Culver City, Marina Del Rey, Santa Monica, Pacific Palisades, and Westchester, among other West Los Angeles neighborhoods. Additionally, OUR HOUSE offers grief education training and OnSite Grief Response services in SPA 5.

6. To ensure streamlined service delivery to the Beverly Hills community, what is your agency’splan to accept direct referrals from City staff and / or our contracted vendors as applicable? OUR HOUSE is responsive to any referrals from City staff and contracted vendors. While we do followstrict confidentiality laws that require us to only reach out directly to those who have given consent to be contacted, we welcome City staff or vendors to share the OUR HOUSE main telephone number and website or to email us for more information. We are also happy to partner with City staff to promote our services within the Beverly Hills community through educational workshops and tabling opportunities atlocal resource fairs.

Describe how your organization has been responsive to community needs and has incorporatedbest practices to better serve the Beverly Hills community.

OUR HOUSE is grateful for our enduring relationship with the City of Beverly Hills, its residents, and itslocal organizations. We readily serve all residents of Beverly Hills who request our grief support servicesand local social service providers who request our grief education workshops. In 2023, we provided longterm grief support groups (6-24 months) to Beverly Hills residents and partnered with local organizationssuch as The Maple Counseling Center and Tower Cancer Research Foundation, among many others, for trainings, referrals, and resource sharing. Tower Cancer Research Foundation, the Rotary Club of Beverly Hills, and nearby Cedars-Sinai are also financial supporters of our grief support mission. Furthermore, Robyn Santucci, Vice Chair and Governance Committee Chair of the Board of Directors, is a resident of Beverly Hills and continues to advocate for the needs of her community on the Executive Committee of the OUR HOUSE Board of Directors.OUR HOUSE’s clinicians are constantly evolving our grief support model to integrate best practices from contemporary bereavement research and elevating conversations about justice, equity, diversity, and inclusion within our programs, systems, and processes. We have worked closely with three teams ofconsultants from the Black, Latinx, and LGBTQIA÷ communities to educate our Board, staff, and volunteers about anti-racism, gender affirmation, and cultural humility. This complex, multiyear initiative, which has been fully integrated into our Strategic Plan (2023- 2026), will help OUR HOUSE ensure that our programs are welcoming and inclusive to all grievers, regardless of their race, ethnicity, sexuality, or gender identity. Aligned with this, we will continue to implement change strategies where possible to make ourprocesses more trauma-informed, recognizing that more grievers who use our services each year have experienced a traumatic death or another form of trauma in their life which may impact their grief reactions.
5 8. The funding year is July 1, 2024 to June 30, 2025. What is the funding amount requested? $30,000

9. What percentage of your annual funding would the City’s contribution represent? <1%

10. What is the ratio of your organization’s administrative operating costs? 5%11. What other funding sources does your organization currently receive? OUR HOUSE utilizes diverse revenue streams to fund our general operating and programmatic expenses.

Projected revenue for FY 2024 is composed of events (31 %), general donations (17%), and grants (30%).

Volunteer contributed services account for 1 5% of the budget, and 7% is derived from sliding scale grief support participant fees and service fees for education.

12. Provide any additional information that may be useful in evaluating your proposal.

13. Is your grant or cultural funding up to $74,999.00 request:1 3a. If your request is under $74,999.00, please submit recent 2023 Balance Sheet.pdfbalance sheet and operating budgetOR most recent tax return. 2024 Operating Budget.pdf
Our House 2022 990.pdf
6 APPLICATION SUMMARY FY 2024/25
Agency: Saban Community Clinic
Requested amount: $74,000History of City funding: 1992-3: $10,000 annually; 1994: $15,000; 1996-97: $18,150 annually; 1998: $25,000; 1999-2002: $35,000 annually; 2003-6: $40,000; 2007: $40,000; 2008/9: $41,200; 2009/10: $5,000; 2010/11: $5,000; 2011/12: $6,111; 2012/13: $6,111;2013/14: $10,000: 2014/2015: $25,000; 2015/16: $30,000; 2016/17: $35,000; 2017-18:
$35,000; 2018-1 9: $40,000; 2019/20: $40,000; 2020/21: $50,000; 2021/22: $50,000; 2022/23:$50,000; 2023/2024: $50,000 Agency description: Saban Community Clinic (SCC) serves as a medical home for the underserved and those who are most vulnerable by providing comprehensive, dependable, and affordable quality health care in a caring environment. A cornerstone in the safety net for the poor and uninsured, Saban combines community-based outreach and education initiatives with medical, dental, behavioral health, and specialty care services.

Proposed use of Community Assistance Grant Funds: Support the delivery of health and social services to Beverly Hills’ low-income, underserved residents.

Target populationlPrimary service: Uninsured and under-insured population of Los Angeles County/health care and services.

Percentage of total program utilized by Beverly Hills residents/community: Last year, SCC served 365 residents of Beverly Hills in 2,151 patient visits. This amounts to just under 2% of SCC’s total patients.

Quantifiable Services and Measures: Over the last 12 months, SCC served 365 members of the Beverly Hills community in 2,151 patient visits and provided over $248,785 in free healthcare services to patients from the City of Beverly Hills. Last year, SCC provided over $248,785 in free healthcare services to patients from the City of Beverly Hills. In 2023, over 94% of the patients coming to SCC from the City are living at or below the poverty line and35% were uninsured.

Current Performance:

FY 23/24: (Qi & Q2) Satisfactory [1 Unsatisfactory El N/A General Comment(s) (e.g., non-quantifiable benefits identified by experience with agency v. absolute numbers; observations such as their growth curve and relationship with City, its residents and target populations):

SCC offers a wide array of primary and specialty care services including primary andpreventative health care, cancer screenings, women’s health services, and confidential HIV testing. Dental services include diagnostic visits, including oral exams, x-rays, emergency care, cleanings and preventative care education. SCC also offers behavioral health services including evaluations, group counseling and treatment for mental health issues. Specialty care services include pre- and post-natal services, showers for homeless individuals, visionservices, smoking cessation groups, nutrition education and more.

SCC has created programs and developed strategic partnerships in response to the community’s needs. These include, but are not limited to annual health screenings, community dental work (children and adults), and colorectal cancer screenings.

SCC functions on its founding principle that healthcare is a right and not a privilege. Poverty and poor healthcare are inextricably linked, and are rooted in political, social and economic justice. Without access to SCC, many patients would not receive adequate care for complex, chronic diseases.SCC launched several programs in 2022 such as centering pregnancy which focuses on reducing low birth weights and providing extra support to new mothers and their babies.

Another program is called Orthodontics for Everyone, and it is a low or no cost program to help families afford orthodontic treatment through Invisalign. The other program is called On the Road Again, and it is a mobile healthcare services van that provides medical and dentalhealthcare services to people in transitional housing.

In terms of new programs, SCC launched its new HAPI (Holistic Approach Pain Intervention) Clinic last year. The HAPI Clinic provides patients with alternative, effective pain management, employing Eastern and Western medical techniques to optimize pain relief and restore health.

Patients are co-managed with their primary care provider.

Percentage of annual funding City’s contribution represents: The City’s funding wouldrepresent less than 1% of SCC’s overall annual funding.Ratio of administrative to operating costs: Last fiscal year, administrative costs represented 9% of the overall operating budget.Service Profile: Needs-based Quality of life-based LI Social Service Health Education LI Other LI
Agency Scope: Local Regional National LI International LI 501 (C) (3): Yes No LI Exempt LI
2 Wednesday, January 31, 2024
Community Assistance Grant Funding (CAGF)
Application
Fiscal Year 2024-2025
Agency or Project Name
Agency Address
Contact Person
Phone Number
Email
Secondary Contact Person
Phone Number
Email
Website URL
Social Media Handles

1. Is your organization a 501c.3, or
are you in partnership with a 501c.3?
la. Upload documentation
demonstrating 501c.3 status or
partnership2. What type of grant are you
applying for?2a. What services do you propose to provide the Beverly Hills community that local government is not currently providing? Please include the program goals, timeline, and how success will be measured.

Saban Community Clinic (SCC) functions on its founding principle that healthcare is a right, not a privilege. SCC’s mission is to provide outstanding, compassionate care to anyone who needs it. SCC is a cornerstone of the healthcare safety net for this community, offering a wide array of primary andspecialty care services within one medical home.

Medical services include primary healthcare, preventive screenings for cancer, family planning, as well as women and men’s health services. SCC also has in-house specialty clinics, including a Respiratory clinic, as well as the Infectious Disease clinic that provides confidential HIV testing, prevention and Saban Community Clinic
8405 Beverly Blvd
Los Angeles, California, 90048
Catherine Scott
(323) 854-5519
cscottsabancommunityclinic.org
Adam Friedman
(323) 330-1 656
afriedmansabancommunitycli nic.org
www.sabancommunityclinic.org
@sabanclinic
Yes, we are a 501c.3
501 (c) IRS Notification Letter ....pdf
CAGE: Social Services or Program

BEVERLY
HILLS
treatment.

For patients with chronic conditions such as diabetes and hypertension, 5CC has a complete disease management program so that patients can continue to live a full and active life. This can includemedication management, self-monitoring devices, coaching, and lifestyle changes. SOC’s in-housepharmacy also provides medication delivery, helping make SOC a ‘one stop shop’ for our patients healthcare needs, something that is extra helpful for those without reliable transportation.

SOC has long provided excellent comprehensive dental care to its patients. Services include: dental x rays, exams, prophylaxis, scaling and root planning, restorations, extractions, root canal treatments,and dentures. SOC also offers preventive services such as dental sealants, fluoride varnishes, spacemaintainers, self-management goals, as well as nutrition and tobacco counseling. SOC also offers lowcost orthodontia to qualified patients.Behavioral Health offers experienced, compassionate individual and group counseling, as well as casemanagement services to link our patients to other resources they require. Additionally, BehavioralHealth offers depression screenings, evaluations, and treatments for incoming patients, various support groups (women, youth, trauma and grief, etc). SCC also has two in-house psychiatrists, including one who specializes in pediatric patients.

Specialty care services include nutrition counseling, vision services, as well as free showers and carecoordination for people experiencing homelessness, linking them to transitional housing and food pantries. SCC is committed to expanding and improving its care model, and operates a mobile medical and dental care van to serve patients at 18 transitional housing sites. 500 serves a large number of patients dealing with economic and social injustices, including undocumented immigrants who have often experienced high levels of trauma. Last year, over 9 in 1 0 SCC patients were struggling with poverty and 35% were uninsured.SOC’s staff is committed to a holistic model of integrated medical care that strengthens the providerpatient interaction, provides coordinated team care, and establishes a long-term healing relationship toenhance a patient’s overall health care experience.

This will be a one-year grant to support medical, dental and behavioral health services for City of Beverly Hills patients who seek healthcare services at SCC. The goal will be to provide a minimum of 350 patients in a minimum of 2000 patient visits with high quality, compassionate healthcare services.Success will be measured by tracking patient numbers in their electronic healthcare records andseeking patient feedback on the care they have received.

3. Do you anticipate needing any No additional support or in-kind funding from the City of Beverly Hills to
implement your proposed program?

4. Why are these services considered critical (e.g., enhance quality of life, improve public safety)? If you are a previous recipient, will you be providing new services this funding period?SOc is a patient-centered medical home for vulnerable people, including young children, uninsured people, the disabled, and those who are unhoused. Without access to 5CC, many patients would fall through the cracks in the healthcare system. 5CC offers medical, dental and behavioral healthcare services to anyone who needs it, but with a clear focus on low-income members of the Los Angeles and Beverly Hills communities. Our services are critically important to enhance quality of life forpeople in this community.

Overall, at SOC we are committed to Whole Person Care. This type of care requires a team approach.

A person can come to SOC to receive treatment for complex, chronic diseases like diabetes. They can have dental pain treated at low or no cost. They are able to access mental health support groups tohelp address past trauma they experienced. They can get access to PrEP to prevent HIV. There are somany ways that a patient can be helped at 5CC. 2 A patient’s journey may start by seeing her doctor for an annual exam. The provider determines the patient is also dealing with chronic pain, so he refers her to the HAPI clinic for shockwave treatments.

Her provider also learns that she is at risk of becoming unhoused. The SCC team is able to link her to a Case Manager who can help coordinate her care and link her to important resources, including social service organizations that specialize in housing for low-income people. SCC’s program is committed to addressing both immediate medical needs, while also providing integrated medical care, mental health support and social service resources.

In terms of new programs, SCC launched its new HAP) (Holistic Approach Pain Intervention) Clinic last year. The HAPI Clinic provides patients with alternative, effective pain management, employing Eastern and Western medical techniques to optimize pain relief and restore health. Patients are co-managed with their primary care provider and appointments are by referral from SCC providers only. The Clinic currently runs 3 days a week.
5a. What percentage of your proposed program is currently utilized by Beverly Hills residents?Please explain what evidence or data you have to support this claim. Do you anticipate any change in utilization for FY 2024-2025? If this data is unavailable, please explain how you will track this information if awarded a grant?
Last year, 365 patients from Beverly Hills received healthcare services at SCC. This amounts to just under 2% of our total patients. Patients and patient visits are tracked using OCH IN-EPIC, our electronic medical record system. SCC anticipates that these numbers stay steady in the coming year basedupon year-to-year data trends for patients from the City of Beverly Hills over the last 2 years.5b. What percentage of the proposed services is utilized in the Los Angeles County SPA 5regional area? Please explain what evidence you have to support this claim. Do you anticipate any change in utilization for FY 2024 - 2025?SCC’s flagship clinic is located adjacent to the City of Beverly Hills at 8405 Beverly Blvd and provides services to residents from Los Angeles County. While the majority of our clinic sites are located inSPA 4, SCC serves hundreds of patients each year from the City of Beverly Hills. In terms of overallnumbers, 29% of SCC’s entire patient population are served at the Beverly location, meaning thousandsseek care at this SPA 5 adjacent location. SCC anticipates a small increase in number of overall patients (from all areas) served next year.

6. To ensure streamlined service delivery to the Beverly Hills community, what is your agency’splan to accept direct referrals from City staff and I or our contracted vendors as applicable? SCC has now created a dedicated outreach email address for the City of Beverly Hills to connect withSCC directly. For patients needing extra care coordination, City staff can send an email to outreachsabancommunityclinic.org, with information regarding the patient referral. An SCC staff member will then reach out to the City’s staff person and/or the client directly to begin coordinating care.

7. Are you a NEW or RETURNING Returnin applicant? g7b. For returning applicants: The City takes pride in ensuring residents have access to thestrongest social services and cultural programming. Please describe what efforts your organization has taken to ensure you have maintained the highest standards of service delivery. Describe how your organization has been responsive to community needs and has incorporated best practices to better serve the Beverly Hills community.

SCC is committed to providing the highest quality care to individuals and families from the community we serve.

Internally, SCC regularly analyzes issues of Quality Improvement and Assurance using federal UDS indicators to measure and address performance. The needs assessment is then reviewed by the Board of Directors, recommendations to improve service delivery are discussed, including what improvements need to be made to best meet the needs of the patient population, as identified through the assessment. SCC most recently conducted a community needs assessment in 2021 and will 3 complete its next assessment in 2024.

Additionally, SCC uses annual UDS data to determine if any adjustments need to be made to services.

In consultation with the Executive Team and the Board of Directors, the Chief Strategy Officer is also engaged in making regular customer service improvements to ensure high quality, efficient service delivery to all patients.

There are two key examples from the last year that illustrate how SCC responds to and shifts based on changing needs within the community.

First, SCC has recently invested in a new care coordination project called the Care Transformation Project, alongside two other healthcare centers. This is a comprehensive care management system designed to enhance patient chronic disease management, improve accuracy of clinical diagnosis,strengthen staff workload efficiencies, and improve patient health outcomes.

Three years ago, SCC held a series of listening sessions to better understand the problems our patients face. The overwhelming response was that patients are often coming into medical visits facing not only health issues, but also housing problems, urgent food security needs and multiple sources of trauma. There is simply not enough time in a healthcare visit to address all the problemsour patients face.

The CTP project is a direct result of both patient and provider feedback around this issue. CTP is designed to help patients feel heard, have their needs addressed and advance health equity by providingbetter access to early social services and other care interventions.One of our new Care Coordinators reported the following story: “Recently, I was called on to work with “Joe” through our MHN Connect program. After completing his Health Risk Assessment, it becameclear that Joe needed some extra assistance, partly due to his serious vision problems.Since first speaking with him, I have been able to schedule appointments for him with ENT, Cardiology, Neurology, and Ophthalmology. He has expressed his appreciation with our services and feels that he isbeing heard. We have since created a good relationship. Joe is more patient and open to sharing his struggles with me and accepting of the assistance that I can provide for him. I have been checking upon him every 2 weeks since first talking with him and he is comfortable with calling if he needsassistance in scheduling transportation or appointments. I look forward to continuing to help Joe with his needs.”
A second example of SCCs responsive approach to community healthcare is its recently launched HAPI Clinic. The Clinic was opened last year to address the rising number of patients reporting chronic or acute pain symptoms during the pandemic. The HAPI Clinic is also a way for SCC to provide alternatives to traditional pain medication (opioids).

Treatment services include, but are not limited to: trigger point and steroid injections, acupuncture, shockwave therapy, electrostimulation, Tui Na (Chinese massage) and osteopathic manual therapy.

Last year, the HAPI Clinic provided integrated, holistic pain management in just over 2000 patient visits and it is the only federally qualified health center in California offering this level of comprehensive alternative pain management for low-income patients.

HAPI has numerous patient testimonials that speak to the effectiveness of the treatment and care patients have received. As just one example: “When I found out I could have acupuncture at Saban, Iknew I’d feel some sort of relief, but didn’t expect the bar to be raised. Having had treatments at various clinics on and off over the years, I figured I was getting all I could without upping the frequency ofsessions. Dr. Vuong [...] is a whole other level -my everyday movement patterns and overall quality of life improved so much over the last year.” — Sath.P.8. The funding year is July 1, 2024 to June 30, 2025. What is the funding amount requested? This year, we are requesting an increase in funding to help us cover a growing gap in funding uninsured patients coming from the City of Beverly Hills. We need your help to continue to help others.

SCC is respectfully requesting an increase in funding to $74,000 this year. This increase will help SCC 4 to offset 30% of the costs for unreimbursed services.

SCC has been very fortunate to receive $50,000/year in funding since 2019 from the City. In 2019, SCCwas providing approximately $1 55,000 in free healthcare services to City of Beverly Hills patients. Last year, that number rose to over $248,000. SCC is deeply grateful for this partnership and for the supportwe have received.

9. What percentage of your annual funding would the City’s contribution represent? The grant amount requested would represent less than 1% of our overall annual funding. However, it would be a very important contribution to the funding gap SCC incurs to serve residents of the City of Beverly Hills who are struggling with poverty.

Over the last 12 months, SCC served 365 members of the Beverly Hills community in 2,151 patient visits.

10. What is the ratio of your organization’s administrative operating costs? Last year, administrative costs were 9% of operating costs.11. What other funding sources does your organization currently receive?Patient Service revenue (insurance billing) Government grants and contracts
Contributions including:

Friends of Saban Community Clinic funding
Corporate and private foundation grants
Individual donors
Each year, SCC has a multi-million dollar annual funding gap to overcome in order to continue providing free healthcare services to the uninsured and underinsured.

12. Provide any additional information that may be useful in evaluating your proposal.It is important to note that compared to 2019, SCC is now providing 1000 additional patient visits per year to City of Beverly Hills residents.

SCC has nearly doubled the number of Behavioral Health patients it sees from the City in that timeframe (from 23 to 44) and tripled the number of behavioral health visits from 96 to 296. This increase is due to the need to see patients more often and for a longer period of time due to anincrease in complex cases. The pandemic resulted in many new patients seeking out mentalhealthcare, particularly in the pediatric population, and this trend continues.In 2023, over 94% of the patients coming to SCC from the City are living at or below the poverty line.Last year, provided over $248,785 in free healthcare services to patients from the City of Beverly Hills.13. Is your grant or cultural funding up to $74,999.00 request:13a. If your request is under $74,999.00, please submit recent Operating Budget and Expens... .pdfbalance sheet and operating budgetOR most recent tax return. 5 APPLICATION SUMMARY FY 2024/25
Agency: Safe Parking LA
Requested amount: $50,000
History of City funding: 202 1/22: $50,000; 2022/23: $50,000; 2023/24: $50,000 Agency description: Safe Parking LA provides safe overnight parking to facilitate stability and housing in Los Angeles County for individuals living in their vehicles, and advocates for fair and equitable treatment and resources for the unhoused. Safe Parking LA’s service model employs underutilized parking lots to address the unique needs of residents whose only sourceof shelter is their car or van. In addition to a parking spot at night, Safe Parking LA’s lots offer restrooms with running water, professional security, access to local resources, and housingfocused case management services.

Proposed use of Community Assistance Grant Funds: Safe Parking LA is seeking funding for a general operating grant through the Community Assistance Grant Fund. Funding will help Safe Parking LA build capacity to sustain their safe parking program and expand access to critical services with a focus on housing in LA County over the next year.

Safe Parking LA fills the gap in services by stabilizing people experiencing vehicular homelessness, keeping them safe in their vehicles, and connecting them to vital resourcesincluding:

1. Individualized case management, including the development of a housing and stability plan.

2. Support for basic needs including food and clothing.

3. Temporary financial assistance for vehicle-related costs, credit repair, and housing deposits.

4. Hygiene and healthcare services.

Our objectives for the next fiscal year are to provide safe parking program services to 540 unique individuals, achieve a housing placement rate among participants of at least 40%, and assist 1,200 non-clients with resources and referrals at intake that either prevent their homelessness or refer them to more suitable interim resources.

Target population/Primary service: Adults and families experiencing vehicular homeless in the Beverly Hills area and the surrounding region. Safe Parking LA provides safe parking with security, access to case management services, health and hygiene support.

Percentage of total program utilized by Beverly Hills residents/community: The data is currently unavailable, and the effort to revise our systems to better track this information iscurrently underway. The multi-year, three-phase Compliance and Data Enhancement Project is scheduled to complete its second phase (custom build, implementation, and training) by the end of the current fiscal year. This will allow us to track and report participants by previous cityof residence.

Quantifiable Services and Measures: Data not available at this time.

Historical Performance:

By employing underutilized parking lots, Safe Parking LA fills a gap in homeless services and addresses the specific needs of people and families whose only source of shelter is their vehicle. Our programs provide safety through secure overnight parking, basic dignity by restoring much-needed access to restrooms and running water, and supportive services through case management to facilitate health and stable housing.

Percentage of annual funding City’s contribution represents: 1.4%Ratio of administrative to operating costs: 21% Service Profile: Needs-based Quality of life-based Social Service Health LI Education LI Other LI
Agency Scope: Local LI Regional National LI International LI 501 (C) (3): Yes No LI Exempt LI
2 2
Agency Name
Thursday, February 29, 2024
Community Assistance Grant Funding (CAGF)
Application
Fiscal Year 2024-202 5
Safe Parking LA
961 S Mariposa Aye, Los Angeles CA 90006
Los Angeles, CA, 90006
Carmela Carreno
(213) 408-2222
carmelacsafeparkingla.org
Litps:/IsafeparkingiQrg
lnstagram.com!safeparkingia,
facebook.com/SafeParkingLA, linkedin.com/company/safe
parking-la, twitter.com/safeparkingla
Yes, we are a 501c.3
SPLA_Determination Letter.pdf
CAGE: Social Services or Program
Agency Address
Contact Person
Phone Number
Email
Website URL
Social Media Handles

1. Is your organization a 501 c.3, or
are you in partnership with a 501c.3?
1 a. Upload documentation
demonstrating 501 c.3 status or
partnership

Services include:
1) Initial screening at intake that may preempt the need to enroll in safe parking programs in the first place through problem-solving, connection to emergency resources, or referrals to more suitable places of habitation.
2) Secure overnight (12-hour) parking at lots equipped with onsite security personnel and portable toiletsand handwashing stations, with no limit to length of stay. On-site services also include mobile clinics(vaccines, dental treatments, medical exams), mobile showers, food and basic needs distribution, and wellness activities as they become available through leveraged resources. 3) Housing-focused case management to connect to supportive services and move towards individual housing and stability plans.
4) Access to financial assistance to provide funds for emergencies and to remove costly barriers to stabilization, such as vehicle maintenance or credit repair. 5) Housing retention support for 90 days after exit to stabilize into new placements.

Our objectives for the next fiscal year are to provide safe parking program services to 540 uniqueindividuals, achieve a housing placement rate among participants of at least 40%, and assist 1,200 nonclients with resources and referrals at intake that either prevent their homelessness or refer them to more suitable interim resources.

3. Do you anticipate needing any No
additional support or in-kind funding
from the City of Beverly Hills to
implement your proposed program?

4. Why are these services considered critical (e.g., enhance quality of life, improve publicsafety)? If you are a previous recipient, will you be providing new services this funding period?

CRITICAL SERVICES
Homelessness continues to affect the lives of an increasingly diverse group of individuals. An overlooked population is the growing number of unhoused living in vehicles. According to the 2023 Greater LAHomeless Count, people experiencing vehicular homelessness comprise more than 40% — totaling over 22,000 adults and children on any given night — of those who are unsheltered within the homeless population. The increase reported in last year’s homeless count was disproportionately driven by peopleliving in vehicles.

PROGRAM ENHANCEMENTS
Women and Children Program — We are in the process of securing support from Beit T’Shuvah and otherfunders for the reassignment of one of our sites located in Service Planning Area (SPA) 5 to a women and children safe parking program. The initiative is designed to address the specific requirements for enhanced safety, hygiene, and coordinated resources for the children, women, and domestic violence survivors we serve.

Leveraged Resources for Financial Assistance — We are establishing a more formal partnership with The Change Reaction to provide third-party financial assistance and access to zero-interest loans. Forqualifying individuals, the partnership will provide up to $2,500 in financial relief. As part of our 90 days of housing retention support after exit, participants who move onto more stable housing may also qualify for assistance or a loan to address any emergencies that may undermine their ability to retain housing. 5a. What percentage of your proposed program is currently utilized by Beverly Hills residents? Please explain what evidence or data you have to support this claim. Do you anticipate any change in utilization for FY 2024-2025? If this data is unavailable, please explain how you will track this information if awarded a grant?
The data is currently unavailable, and the effort to revise our systems to better track this information is currently underway. The multi-year, three-phase Compliance and Data Enhancement Project is scheduled to complete its second phase (custom build, implementation, and training) by the end of the current fiscal year. This will allow us to track and report participants by previous city of residence.

Presently, we gather information at intake on “current night parking location” and “location of your last address,” which is open-ended and not easily sortable by specific cities. These are the types of issues our project is designed to address. We can share anecdotes about specific Beverly Hills residents — such asRobyn, a 47-year-old unaccompanied female who enrolled in our Hollywood (Cole) program after losingher job, and look forward to sharing data sets moving forward. 2 5b. What percentage of the proposed services is utilized in the Los Angeles County SPA 5 regional area? Please explain what evidence you have to support this claim. Do you anticipate any change in utilization for FY 2024 - 2025?
Safe Parking LA has the capacity to permit 192 vehicles (of individuals and households), 62% (119spaces) of which are in the Los Angeles County SPA 5 regional area.

6. To ensure streamlined service delivery to the Beverly Hills community, what is your agency’splan to accept direct referrals from City staff and / or our contracted vendors as applicable? The City of Beverly Hills and identified law enforcement and human service agency partners have direct access to Safe Parking LA’s Director of Programs to support referrals of Beverly Hills residents to our safe parking programs.

Similar to LAHSA, the City may take advantage of sending a minimum amount of information needed for Safe Parking LA to reach out to the referred individual for enrollment, and services may be coordinated as we do with CES and CoC partners.

Describe how your organization has been responsive to community needs and has incorporated best practices to better serve the Beverly Hills community.

QUALITY SERVICE DELIVERYSafe Parking LA is the largest provider of safe parking programs in Los Angeles and the only agency exclusively dedicated to vehicular homelessness. As the only local agency of its kind, we provide counsel and technical support in developing other safe parking programs in the region and beyond. We ensure ahigh standard of service delivery through our compliance mechanisms and program design review, supported and overseen by our board’s programs committee.

We are dedicated to engaging in LAHSA-hosted cross-agency coordination, training, and case conferencing sessions with other service providers and are ready to comply with guidance on adopting new or updated CES service tools to facilitate coordination. Additionally, we work towards connecting our clients to Mainstream Benefits and facilitating referrals through the Coordinated Benefits and Entry System (CBEST) process. Through these efforts, we integrate into the broader ecosystem of care to provide comprehensive support to our participants.

To further support the effective delivery of services, we engage over 40 community partners who provide safe parking program sites and leveraged resources for our clients in the form of volunteers, goods, andservices. Some of these partners include Kounkey Design Initiative, Shower of Hope, Max Save Insurance, West LA VA, LA Department of Health, and Council District Offices 3, 11, and 1 3.

RESPONSIVENESS TO THE CITY
Safe Parking LA continues to participate in monthly agency coordination meetings hosted by the City of Beverly Hills and enables the City access to expedited referrals similar to what is available to LAHSA.

8. The funding year is July 1, 2024 to June 30, 2025. What is the funding amount requested?We request $50,000 to support safe parking operations in Service Planning Area 5 and the areassurrounding the City of Beverly Hills.

9. What percentage of your annual funding would the City’s contribution represent? The City’s contribution would represent 1 .4% of our annual funding.

10. What is the ratio of your organization’s administrative operating costs? Administration represents 21 % of our operating costs, and Development and Community Relations represent 1 0%.
3 We expect the ratio of administrative costs to decline in the fiscal year 2024-25 as we will no longer incur costs from fiscal sponsorship, which was charged at a rate of 9% for private funds and 1 5% forgovernment contracts. Safe Parking LA separated from its former fiscal sponsor, Community Partners, on September 30, 2023.

11. What other funding sources does your organization currently receive?Below is a list of our top five secured funding sources for fiscal year 2023-24.

Los Angeles Homeless Services Authority -$1,554,120
City Administrative Officer of Los Angeles -$585,600
Scott and Lori Sale -$350,000
California Community Foundation -$225,000
Tech SGT Jack Kushner Ret’d Foundation - $200,000

12. Provide any additional information that may be useful in evaluating your proposal.

Our January statement of financial position does not take into account approximately $654,568 in government contracts in 1 20+ days arrears for services performed. Delays in contract reassignment from our previous fiscal sponsor Community Partners to our independent entity experienced bureaucraticdelays and the contracts were not fully executed until February. Due to the absence of an executed contract in January, the overdue balance is not reflected in Accounts Receivable.

13. Is your grant or cultural funding up to $74,999.00 request:
1 3a. If your request is under
$74,999.00, please submit recent SPLA FY24 Statement of Fin... .pdfbalance sheet and operating budget OR most recent tax return.

Safe Parking LA FY24 Operati... .pdf
Additional Documents? Upload them
here. Safe Parking LA Separation E... .pdf
4 APPLICATION SUMMARY FY 2024/25
Agency: Senior Lives Matter
Requested amount: $104,000History of City funding: First Time Applicant Agency description: The Senior Lives Matter Foundation aims to address the underaddressed and often unnoticed issues of senior neglect, abandonment, isolation, and the social pressures faced by both adult children and elderly parents in the Beverly Hillscommunity. Our primary focus is on raising awareness and implementing support systems thatgo beyond the current provisions of the city. Our unique contributions include holistic awareness campaigns, community support programs, innovative outreach, strategies,collaborative partnerships, and advocacy and policy recommendations.

By focusing on these key areas, the Senior Lives Matter Foundation aims to complement and enhance the existing efforts of the city of Beverly Hills, providing a specialized and targetedapproach to address the specific needs of seniors and their families in our community.

Proposed use of Community Assistance Grant Funds: As we embark on this impactful journey, we seek your generous support in providing in-kind contributions that are crucial to our foundation’s successful launch and sustained operations. Your in-kind support will play a pivotal role in establishing a strong foundation for our initiatives. These initiatives include:

Professional social work services, office space, marketing and printing assistance, technology support, legal and administrative services, training and capacity building, collaborative partnerships, and advocacy and policy recommendations.

Target populationlPrimary service: Seniors.

Percentage of total program utilized by Beverly Hills residents/community: As a newly established foundation, we do not currently have specific data on the percentage of Beverly Hills residents utilizing our proposed program. However, we recognize the importance of tracking program utilization to measure its impact effectively.

Quantifiable Services and Measures: As a newly established foundation, we do not currently have specific data on the percentage of Beverly Hills residents utilizing our proposed program.However, we recognize the importance of tracking program utilization to measure its impact effectively.

Historical Performance:FY 23/24: (Qi & Q2) LI Satisfactory LI Unsatisfactory N/A General Comment(s) (e.g., non-quantifiable benefits identified by experience with agency v. absolute numbers; observations such as their growth curve and relationship with City, its residents and target populations):

While we acknowledge the valuable contributions of current CAGE partners, the differentiating factors listed in our application demonstrate our commitment to enhancing and diversifying the services available to the Beverly Hills community. We look forward to the opportunity tocollaborate with existing partners and contribute to the comprehensive well-being of ourcommunity.Percentage of annual funding City’s contribution represents: 32%.Ratio of administrative to operating costs: 20% Service Profile: Needs-based Quality of life-based Social Service Health LI Education LI Other LI
Agency Scope: Local Regional National LI International LI 501 (C) (3): Yes No LI Exempt LI
2 Agency t Name
Thursday, February 22, 2024
Community Assistance Grant Funding (CAGF)
Application
Fiscal Year 2024-2025
Senior Lives Matter9663 Santa Monica Blvd. # 1 083
Beverly Hills, CA, 9021 0Nina Dhillon(310) 606-1443
ninadhillon5gmail.comseniorlivesmatter.netSenior Lives Matter Yes, we are a 501c.3
501 C3_2884.pdf
CAGE: Social Services or Program
Agency Address
Contact Person
Phone NumberEmail
Website URLSocial Media Handles

1. Is your organization a 501 c.3, or
are you in partnership with a 501c.3?
1 a. Upload documentation
demonstrating 501 c.3 status or
partnership

The Senior Lives Matter Foundation aims to address the under-addressed and often unnoticed issues of senior neglect, abandonment, isolation, and the social pressures faced by both adult children and elderly parents in the Beverly Hills community. Our primary focus is on raising awareness and implementing support systems that go beyond the current provisions of the city.

Unique Contribution:

Holistic Awareness Campaigns: Launching targeted awareness initiatives to shed light on the multifaceted challenges of senior neglect and isolation, providing education and resources for preventionand intervention.

Community Support Programs: Establishing tailored support programs that address the emotional, social, and mental well-being of seniors and their families, supplementing existing city services.

Innovative Outreach Strategies: Implementing creative outreach strategies to reach vulnerable populations who may not be actively engaging with current city-provided resources.

Collaborative Partnerships: Building collaborations with local organizations, businesses, and healthcare providers to create a network of comprehensive support for seniors and their families.

Advocacy and Policy Recommendations: Acting as advocates for policy changes that can enhance the quality of life for seniors, offering recommendations based on our unique insights into the challenges faced by the community.

By focusing on these key areas, the Senior Lives Matter Foundation aims to complement and enhance the existing efforts of the city of Beverly Hills, providing a specialized and targeted approach to address thespecific needs of seniors and their families in our community.

I am writing on behalf of the Senior Lives Matter Foundation, a brand-new nonprofit organization dedicated to raising awareness about senior neglect, abandonment, isolation, and social pressures faced by both adult children and elder parents in the Beverly Hills community.

As we embark on this impactful journey, we seek your generous support in providing in-kind contributions that are crucial to our foundation’s successful launch and sustained operations. Your in-kind support will play a pivotal role in establishing a strong foundation for our initiatives.

1. Professional Social Work Services:

We kindly request in-kind support in the form of professional social work services. Experienced socialworkers who share our passion for supporting seniors can contribute valuable expertise in assessing needs, implementing programs, and offering counseling services to affected individuals and families.

2. Office Space:

As a new foundation, securing a dedicated office space is vital for our operational efficiency. We are seeking in-kind support in the form of office space that will serve as our headquarters, enabling us to coordinate activities, host meetings, and collaborate with community partners effectively.

3. Marketing and Printing Assistance:

To maximize the impact of our awareness campaigns, we request in-kind assistance with marketing and printing services. Expertise in graphic design, printing materials, and digital marketing support will enhance our ability to reach a broader audience and convey our message effectively.

4. Technology Support:

In our digitally connected world, reliable technology is essential for efficient operations. We seek in-kind contributions such as computers, software licenses, and technical expertise to ensure our foundation’s technological infrastructure is robust and secure.

5. Legal and Administrative Services:Navigating legal and administrative processes is crucial for a new nonprofit. In-kind support from legal professionals and administrative experts will help us establish a strong organizational framework, ensuring compliance with regulations and efficient day-to-day operations.

6. Training and Capacity Building:

Support for training programs and capacity-building initiatives is essential to equip our team with the necessary skills and knowledge. In-kind contributions in the form of workshops, seminars, or access to relevant training resources will empower us to make a lasting impact.

7. Collaborative Partnerships:

Building relationships with like-minded organizations and businesses is key to our success. In-kind support in the form of introductions, networking opportunities, and collaborative partnerships will enhance 2 our foundations reach and influence in the community.

We are excited about the potential impact of the Senior Lives Matter Foundation and believe that with your in-kind support, we can achieve our mission more effectively. Your contribution will not only aid in ourlaunch but will also be a lasting investment in the well-being of seniors in Beverly Hills.

Thank you for considering our request. We look forward to the possibility of collaborating with you to make a meaningful difference in the lives of our community’s seniors. 3b. What is the estimated value of this in-kind support? We appreciate the opportunity to submit our in-kind support request for the Senior Lives Matter Foundations launch. As we value transparency, we are more than willing to provide a detailed breakdown of the estimated values for each type of in-kind support upon request.

However, to simplify the application process and align with the flexibility of our foundations needs, we are currently providing a lump-sum estimate of $41,000 for the total in-kind support required. This approachallows us to efficiently convey the overall value of the support while remaining open to providing a detailed breakdown as needed.

Thank you for your understanding, and we look forward to the possibility of collaborating to make a meaningful impact in the lives of our community’s seniors.

4. Why are these services considered critical (e.g., enhance quality of life, improve publicsafety)? If you are a previous recipient, will you be providing new services this funding period?These services are considered critical for several reasons, each contributing to the overarching goal of improving the well-being and safety of seniors in our community. Here’s a breakdown of why these services are deemed crucial:

Enhance Quality of Life:

Social Work Services: Professional social work services can address the emotional and psychological needs of seniors, enhancing their overall quality of life. By providing counseling and support, we aim topromote mental and emotional well-being.

Community Support Programs: Tailored support programs contribute to the physical, social, and mental well-being of seniors. These initiatives directly enhance the quality of life for both seniors and their families.

Improve Public Safety:

Holistic Awareness Campaigns: Raising awareness about senior neglect, abandonment, and isolation is essential for the safety of vulnerable individuals. By educating the public, we contribute to theprevention and early intervention of situations that jeopardize the safety of seniors.

Advocacy and Policy Recommendations: Acting as advocates for policy changes can improve the overall safety and protection of seniors within the community. This involves addressing gaps in existing policies to create a safer environment for seniors.

Innovation and New Services:

Collaborative Partnerships: Building new collaborations and partnerships within the community allows us to expand our service offerings. Through these partnerships, we can introduce innovative solutions and initiatives that were not previously available.

Technology Support: Incorporating new technology into our operations enables us to reach and assist seniors more effectively. This may involve the implementation of digital communication tools, online support platforms, and other technological solutions.

By securing funding for these critical services, we not only aim to maintain but also to expand and 3 innovate our efforts in addressing the pressing issues of senior neglect, abandonment, isolation, and social pressures within the community. Our commitment is to continuously improve the services weprovide, ensuring a positive and lasting impact on the lives of seniors and their families. 5a. What percentage of your proposed program is currently utilized by Beverly Hills residents? Please explain what evidence or data you have to support this claim. Do you anticipate any change in utilization for FY 2024-2025? If this data is unavailable, please explain how you will track this information if awarded a grant?
As a newly established foundation, we do not currently have specific data on the percentage of Beverly Hills residents utilizing our proposed program. However, we recognize the importance of tracking program utilization to measure its impact effectively.

Anticipated Changes and Tracking Mechanisms:

Inaugural Year (2023-2024): We plan to launch our programs and initiatives in the inaugural year, and we anticipate collecting data on program utilization during this period.

FY 2024-2025 and Beyond: As we move into subsequent fiscal years, we expect an increase in program utilization as awareness grows, and our foundation becomes more integrated into the community. To track this information, we will implement robust data collection mechanisms, including participant surveys, engagement metrics, and feedback sessions.

Measuring Success:

Quantitative Metrics: We will use quantitative data, such as the number of individuals served, frequency of participation, and demographic information, to measure the reach and effectiveness of our programs.

Qualitative Feedback: Gathering qualitative feedback through participant testimonials, focus groups, and case studies will provide insights into the impact our programs have on the lives of Beverly Hillsresidents.

Continuous Improvement:

We are committed to using the collected data to refine and enhance our programs continuously. Any observed trends or changes in utilization will guide strategic adjustments to better meet the evolving needs of the community.Collaboration with Local Entities:

We will actively collaborate with local entities, community organizations, and city agencies to gather insights, share data, and ensure alignment with broader community development goals.

While we currently lack specific utilization data, we are dedicated to implementing comprehensive tracking mechanisms to assess program effectiveness and community engagement. This approach will enable us to adapt and grow in response to the unique needs of Beverly Hills residents. 5b. What percentage of the proposed services is utilized in the Los Angeles County SPA 5regional area? Please explain what evidence you have to support this claim. Do you anticipate any change in utilization for FY 2024 - 2025?As a newly established foundation, we do not currently have specific data on the percentage of proposed services utilized in the Los Angeles County SPA 5 regional area. However, we are committed to monitoringand assessing service utilization as we launch our programs and initiatives.

Anticipated Changes and Tracking Mechanisms:

Inaugural Year (2023-2024): Our foundation plans to initiate services within the Los Angeles County SPA 5 regional area during the inaugural year. We will implement tracking mechanisms, including participant 4 data, surveys, and community feedback, to understand the initial utilization of our services.

FY 2024-2025 and Beyond: As awareness of our programs grows, we anticipate an increase in service utilization within the Los Angeles County SPA 5 region. We will systematically collect and analyze data tomeasure this utilization, allowing us to adapt and tailor our services to better meet the evolving needs of the community.

Measuring Success:

Quantitative Metrics: We will use quantitative data, such as the number of individuals served, participation rates, and demographic information, to assess the reach and effectiveness of our services.

Qualitative Feedback: Gathering qualitative feedback through participant testimonials, focus groups, and community forums will provide valuable insights into the impact our programs have on individuals in the SPA 5 region.

Collaboration with Local Entities:

We will actively collaborate with local entities, community organizations, and regional agencies to gain insights, share data, and ensure our services align with the unique characteristics and needs of the Los Angeles County SPA 5 area.

Continuous Improvement:

The data collected will guide our continuous improvement efforts, enabling us to make informed decisions, optimize our services, and address any emerging trends or challenges within the SPA 5 regional area.

While we currently lack specific utilization data, our commitment to robust tracking mechanisms and collaboration with local stakeholders positions us to accurately assess and enhance the impact of ourservices within the Los Angeles County SPA 5 regional area.6. To ensure streamlined service delivery to the Beverly Hills community, what is your agency’splan to accept direct referrals from City staff and I or our contracted vendors as applicable? As a new foundation, we recognize the importance of establishing seamless collaboration with the City of Beverly Hills and its contracted vendors to ensure efficient service delivery to the community. Our agency is committed to fostering strong partnerships and has developed a plan to accept direct referrals from City staff and relevant vendors.

Key Components of Our Referral Plan:

Open Communication Channels:

We will establish open lines of communication with City staff and contracted vendors to facilitate the exchange of information regarding potential clients who may benefit from our programs and services.

Referral Criteria and Guidelines:

Collaboratively, we will develop clear referral criteria and guidelines to ensure that referrals are aligned with the mission and objectives of our foundation. This will include defining the target population, specific needs addressed, and any eligibility criteria.

Designated Referral Contact:

Our foundation will designate a specific contact person or department responsible for receiving and processing referrals. This individual or team will serve as a central point of contact for City staff and vendors, streamlining the referral process.

Referral Submission Methods:

We will offer multiple methods for submitting referrals, including online forms, direct communication channels, and regular check-in meetings to discuss potential cases. This flexibility aims to accommodate the preferences and workflows of our partners.
5 Timely Response and Follow-Up:

Our commitment includes providing timely responses to referrals and ensuring prompt follow-up actions. This approach aims to address the needs of individuals referred to our foundation promptly.

Collaborative Case Management:

We envision collaborative case management, where our foundation works closely with City staff and vendors to ensure coordinated and comprehensive support for referred individuals. Regular updates and joint assessments will be part of this collaborative effort.

Feedback Mechanisms:

We will establish feedback mechanisms to facilitate continuous improvement. Regular meetings, surveys, and structured feedback sessions will be implemented to assess the effectiveness of our referral process and identify areas for enhancement.By implementing these components in our referral plan, our foundation is dedicated to creating a streamlined and collaborative process with the City of Beverly Hills and its contracted vendors. This approach will help us collectively address the needs of the community in a coordinated and efficient manner.

7. Are you a NEW or RETURNiNG New
applicant?7a. For new applicants: If your proposed program(s) or service(s) are similar to those of any of the City’s current CAGF partners, what differentiates your organization and proposed program(s) from the current service provider(s)? (Listing of current CAGF partners can be found at www.beverlyhills.org/CAGF)
Our organization recognizes the valuable contributions of the City’s current CAGF partners and is committed to complementing existing services while addressing specific unmet needs within the Beverly Hills community. While our proposed program(s) share some similarities with existing services, several differentiating factors set our organization apart:

1. Targeted Innovation:

We bring innovative strategies and solutions to address the evolving needs of the community. Our programs incorporate cutting-edge practices, technologies, and approaches that may provide unique benefits not currently available through existing services.

2. Specialized Focus:

Our organization’s focus is on senior citizens, allowing us to dedicate our focused attention to areas that may have limited coverage or specialized requirements. This specialization enhances our ability to make a distinctive impact in these targeted areas.

3. Collaborative Partnerships:

We prioritize collaboration and seek to establish partnerships not only within the community but also with current CAGF partners. By working synergistically with existing service providers, we aim to create a unified front that maximizes the collective impact on the community’s well-being.

4. Community Engagement Model:

Our community engagement model emphasizes inclusivity, ensuring that residents actively participate in the development and implementation of programs. This participatory approach fosters a sense of ownership and responsiveness to the community’s unique needs.

5. Data-Driven Decision-Making:
6 We are looking forward to employ a robust data-driven approach, leveraging analytics and feedback mechanisms to continuously assess the effectiveness of our programs. This commitment to evidencebased decision-making ensures adaptability and responsiveness to evolving community dynamics.

6. Culturally Tailored Services:

Recognizing the diversity within the Beverly Hills community, our organization is dedicated to providing culturally tailored services. This approach ensures that our programs resonate with and address theunique needs of various cultural and demographic groups.

7. Flexibility and Adaptability:

As a new organization, we have the flexibility to adapt swiftly to emerging community needs. Our nimble structure allows us to respond quickly to changes, ensuring that our programs remain relevant and effective over time.

While we acknowledge the valuable contributions of current CAGF partners, these differentiating factors demonstrate our commitment to enhancing and diversifying the services available to the Beverly Hillscommunity. We look forward to the opportunity to collaborate with existing partners and contribute to thecomprehensive well-being of our community.

8. The funding year is July 1, 2024 to June 30, 2025. What is the funding amount requested? Our funding request for the period of July 1, 2024, to June 30, 2025, is $1 04,000. This allocation willsupport the successful implementation of our proposed programs and services aimed at addressing theunmet needs of the Beverly Hills community.

9. What percentage of your annual funding would the City’s contribution represent? As a new foundation, the City’s contribution of $1 04,000 for the funding year spanning July 1, 2024, to June 30, 2025, would represent around 32% of our total annual funding of $320,000.00 This funding is crucial to launching and sustaining our impactful programs, and we appreciate the City’s support in contributing to the success of our initiatives.

10. What is the ratio of your organization’s administrative operating costs? For our organization with an annual funding amount of $320,000, approximately 20% of the total annual funding is allocated to administrative operating costs. This proportion ensures the effective management and coordination of our programs, allowing us to maintain operational efficiency and deliver impactful services to the Beverly Hills community.

11. What other funding sources does your organization currently receive? As a brand new foundation, we do not currently receive funding from any other sources. Our organization is in the initial stages of establishment, and we are actively seeking opportunities to secure support and partnerships to fulfill our mission of serving the Beverly Hills community.

12. Provide any additional information that may be useful in evaluating your proposal.In addition to the information presented in our proposal, we would like to emphasize a few key aspects that distinguish our foundation:

Passionate Team: Our team is comprised of dedicated individuals deeply passionate about the well being of seniors in the Beverly Hills community. Their commitment and diverse skill sets position us to execute our programs with excellence.

Innovative Approach: We bring a fresh and innovative approach to addressing the challenges of senior neglect, abandonment, and isolation. Our programs incorporate cutting-edge strategies and technologies to maximize impact.

Community Involvement: We place a strong emphasis on community involvement and engagement.

Through collaborative efforts and participatory programs, we aim to build a sense of community 7 ownership and empowerment.

Transparency and Accountability: Our foundation is committed to transparency and accountability in all our endeavors. We have implemented robust mechanisms for tracking and reporting on the outcomes ofour programs to ensure accountability to both stakeholders and the community.

Long-Term Vision: While our immediate focus is on addressing urgent needs, we also have a long-term vision for the sustained well-being of seniors in Beverly Hills. Our foundation is dedicated to adapting and growing in response to evolving community needs.

We believe these additional insights underscore our foundation’s readiness to make a meaningful and lasting impact on the lives of seniors in the Beverly Hills community. We appreciate your consideration andlook forward to the opportunity to contribute to the betterment of our community.

13. Is your grant or cultural funding over $75,000.00 request:
1 3b. If your request is over
$75,000.00, please submit most CPA Requirement.pdfrecent financial statement reviewed by a Certified Public Accountant.
8 APPLICATION SUMMARY FY 2024/25
Agency: Senior Veteran Home Solutions
Requested amount: $70,000
History of City funding: First-time applicant
Agency description: The lack of sufficient support and options for this population is what ignited the fire to start Senior Veteran Home Solutions. Senior Veteran Home Solutions’ mission is to provide compassionate solutions for senior veterans and their spouses who need additional care.

Those at increased risk of losing shelter tend to be older adults who live alone and on fixed incomes, with little to no savings. A main contributor, experts say, is that as California rents soar, seniors’ income streams, including Social Security benefits and Supplemental Security Income, have not kept up. In 2021, it was estimated that there are approximately 3,900 unhoused veterans in Los Angeles. Many of the clients have no family or support system and it was the position of the staff of Senior Veteran Home Solutions to advocate for the veteran or their spouse. Initially, the staff and volunteers of Senior Veteran Home Solutions would assistwith helping these individuals access their Veteran benefits. However, it became apparent that much more was needed. Oftentimes hopeless and in despair, older veterans need Senior Veteran Home Solutions to take the extra step and assist them with affordable, safe, and longterm housing. Many of these senior veterans and surviving spouses are not aware of the resources available to them. The goal of Senior Veteran Home Solutions is to help this population with solutions depending on their specific need.Proposed use of Community Assistance Grant Funds: Our organization covers all of Los Angeles County and provides services to wherever there is need. If we receive this grant, we will begin outreach to Beverly Hills to ensure that our funds are allocated to this specific area.

Target populationlPrimary service: Senior veterans.

Percentage of total program utilized by Beverly Hills residents/community:

Approximately 40% of our proposed services is utilized the SPA 5 regional area. However, we propose that there will be an increase in the 2024-2025 year.

Percentage of annual funding City’s contribution represents: 25% Quantifiable Services and Measures: The evaluation plan will consist of Qualitative and Quantitative data retrieved from both statistical data and the “check-in” interviews that will be conducted post-move. Home Sweet Home will compare the number of senior veterans that were housed from 2024 in comparison to 2023 to see if the objective was met. Home Sweet Home Staff will also assess whether they were able to complete the website upgrade within the 1-month timeframe, assess the dollar amount of fundraising funds as well the staff/volunteers that were obtained in 2024 compared to 2023.

Historical Performance:

FY 23/24: (Qi & Q2) El Satisfactory Unsatisfactory N/A
General Comment(s) (e.g., non-quantifiable benefits identified by experience with agency v. absolute numbers; observations such as their growth curve and relationship with City, its residents and target populations):

Prior to starting Senior Veteran Home Solutions Michelle Lander was helping veterans with the Veteran Affairs benefit applications pro bono for 5 years as the population of aging veteranswas growing. We can not only house our clients but ensure that they have the funds needed to stay long term due to Michelle’s knowledge of the VA process. Staff will also be trained on the housing rights of veterans in the State of California as well as be a part of training sessions that will provide knowledge to our community volunteers on the importance of eliminating housing insecurity for our senior veterans. United States citizens often express respect for our troops, but few places like Home Sweet Home exist to entirely devote their resources to offer a program that creates self-sufficient, successful, productive, and functional members of society.

Home Sweet Home wants to ensure that senior veterans are placed in these homes and stay long-term.Ratio of administrative to operating costs: 0.25% Service Profile: Needs-based El Quality of life-based LI Social Service LI Health LI Education LI Other
Agency Scope: Local Regional National El International El 501 (C) (3): Yes No LI Exempt LI
2 Agency Name
Thursday, February 22, 2024
Community Assistance Grant Funding (CAGF)
Application
Fiscal Year 2024-2025
Senior Veteran Home Solutions
14320 Ventura Blvd. , Suite 418
Sherman Oaks, CA, 91423
Michelle Lander
(323) 309-7567
infosvhomesolutions.org
micheIleseniorveteranhomesolutions.org
htips:llwww.svhomesolutions.org
Yes, we are a 501c.3
SVHS IRS EIN NUMBER.pdf
CAGF: Social Services or Program
Agency Address
Contact Person
Phone Number
EmailEmail
Website URL

1. Is your organization a 501 c.3, or
are you in partnership with a 501c.3?
1 a. Upload documentation
demonstrating 501 c.3 status or
partnership

After bravely serving our country many elderly veterans struggle with sustaining adequate housing and the basic necessities of life. Home Sweet Home is one of the programs with Senior Veteran Home Solutions that assists low-income elderly veterans to find housing and pay for the upfront expenses surrounding moving costsHearing the voice of a satisfied client or seeing a bright smile on their face is what motivates our staff and volunteers to keep improving this program. With the continued growth of Home Sweet Home, more senior veterans will experience less stress and find comfort in knowing they will not be abandoned on the streets of Beverly Hills. Home Sweet Home goal is to move approximately 3 senior veterans a month into permanent housing.The evaluation plan will consist of Qualitative and Quantitative data retrieved from both statistical data and the “check-in” interviews that will be conducted post-move. Home Sweet Home will compare the number of senior veterans that were housed from 2024 in comparison to 2023 to see if the objective was met. Home Sweet Home Staff will also assess whether they were able tocomplete the website upgrade within the 1-month timeframe, assess the dollar amount of fundraising funds as well the staff/volunteers that were obtained in 2024 compared to 2023.

3. Do you anticipate needing any No additional support or in-kind funding from the City of Beverly Hills to
implement your proposed program?

4. Why are these services considered critical (e.g., enhance quality of life, improve publicsafety)? If you are a previous recipient, will you be providing new services this funding period? Those at increased risk of losing shelter tend to be older adults who live alone and on fixed incomes, with little to no savings. A main contributor, experts say, is that as California rents soar, seniors’ income streams, including Social Security benefits and Supplemental Security Income, have not kept up. The homeless crisis does not improve in Los Angeles County. In fact, in 2021, it was estimated that there areapproximately 3,900 unhoused veterans in Los Angeles alone. According to the Los Angeles Times, Los Angeles is the epicenter for unsheltered veterans in the United States. Once discharged from service, transitioning back to civilian life can be challenging.Many of the clients have no family or support system and it was the position of the staff of Senior Veteran Home Solutions to advocate for the veteran or their spouse as would a family or friend would if they are available. Initially, the staff and volunteers of Senior Veteran Home Solutions would assist with helping these individuals access their Veteran benefits. Still, it soon became apparent that so much more is needed. Oftentimes hopeless and in despair, older veterans need Senior Veteran Home Solutions to take the extra step and that was to find them affordable, safe, andlong-term housing. Many of these senior veterans and surviving spouses are not aware of the resourcesavailable to them. The goal of Senior Veteran Home Solutions is to help this population with solutions depending on their specific need.
5a. What percentage of your proposed program is currently utilized by Beverly Hills residents?Please explain what evidence or data you have to support this claim. Do you anticipate any change in utilization for FY 2024-2025? If this data is unavailable, please explain how you will track this information if awarded a grant?
Our organization covers all of Los Angeles county and provides services to wherever there is need. If wereceive this grant we will began outreach to Beverly Hills to insure that our funds are allocated to this specific area.
5b. What percentage of the proposed services is utilized in the Los Angeles County SPA 5regional area? Please explain what evidence you have to support this claim. Do you anticipate any change in utilization for FY 2024 - 2025?
Approximately 40% of our proposed services is utilized the SPA 5 regional area. However, we we propose that there will be an increase in the 2024-2025 year.

6. To ensure streamlined service delivery to the Beverly Hills community, what is your agency’splan to accept direct referrals from City staff and / or our contracted vendors as applicable? Home Sweet Home will recruit additional staff and volunteers to be able to facilitate and oversee the operations of the program. Home Sweet Home will assist with filling out VA benefits applications,answering calls and referrels from city staff. Whether you are a veteran or the surviving spouse of a veteran, we will use our knowledge and expertise to expedite the approval process and get you the money that you deserve

7. Are you a NEW or RETURNING New
applicant?7a. For new applicants: If your proposed program(s) or service(s) are similar to those of any of the City’s current CAGF partners, what differentiates your organization and proposed program(s) from the current service provider(s)? (Listing of current CAGF partners can be found at www.beverlyhills.org/CAGF)
Prior to starting Senior Veteran Home Solutions Michelle Lander was helping veterans with the Veteran Affairs benefit applications pro bono for 5 years as the population of aging veterans was growing. We are able to not only house our client but ensure that they have the funds needed to stay long term due to Michelle’s knowlege of the VA prociess. Staff will also be trained on the housing rights of veterans in the 2 State of California as well as be a part of training sessions that will provide knowledge to our community volunteers on the importance of eliminating housing insecurity for our senior veterans. United States citizens often express respect for our troops, but few places like Home Sweet Home exist to entirely devote their resources to offer a program that creates self-sufficient, successful, productive, and functional members of society. Home Sweet Home wants to ensure that senior veterans are placed in these homes and stay long-term

8. The funding year is July 1, 2024 to June 30, 2025. What is the funding amount requested?We are requesting $70,000.

9. What percentage of your annual funding would the City’s contribution represent? 25%

10. What is the ratio of your organization’s administrative operating costs? .2511. What other funding sources does your organization currently receive?PNC FOUNDATION

SENIOR HOME SOLUTIONS
DONATIONS12. Provide any additional information that may be useful in evaluating your proposal.

The lack of sufficient support and options for this population is what ignited the fire to start SeniorVeteran Home Solutions.. Senior Veteran Home Solutions’ mission is to provide compassionate solutions for senior veterans and their spouses who need additional care.

13. Is your grant or cultural funding up to $74,999.00 request:1 3a. If your request is under $74,999.00, please submit recent 2022 US 990.pdfbalance sheet and operating budget OR most recent tax return.
3 APPLICATION SUMMARY FY 2024/25
Agency: Shakespeare by the Sea
Requested amount: $7,000History of City funding: First-time applicant Agency description: SBTS is an organization that not only celebrates Art but also the Artist, serving as a model for other small theaters and an accessible haven for audiences. We are committed to providing equitable paid opportunities to Artists, offering mid-career and emerging theatre artists valuable, professional, and unique experiences in Shakespeare and achance to discover the rich cultural communities in the LA region.

We are consistently lauded for our openness, accessibility, and the overall friendliness of our company. This is an essential element of our organizational culture. As our slogan states, we provide opportunities for residents and visitors to come together to enjoy beautifully crafted ‘timeless tales’, with completely ‘ticketless admission’, for a ‘priceless community experience’.

Proposed use of Community Assistance Grant Funds: Shakespeare by the Sea (SBTS) is bringing (1) Admission Free Shakespeare performance to Roxbury Park this summer for residents and vulnerable members of the community to enjoy an evening of free theatre, as we have done in this location since 2009.

Program Costs to deliver these professional productions have increased to the point where we need to secure additional funding beyond what the City of Beverly Hills can directly afford to pay (as a tour fee) for our program this year.

Target population/Primary service: Residents of Beverly Hills. Additionally, 22% of our audience surveyed are seniors and the elderly and 13% identify as disabled.

Percentage of total program utilized by Beverly Hills residents/community: SBTS has demonstrated a long history of annual programming at Roxbury Park (since 2009) and has asignificant database of area residents and visitors who attend the shows specifically at this location.Percentage of annual funding City’s contribution represents: The requested funding from CAGF + City of Beverly Hills direct tour fee represents 5%.

Quantifiable Services and Measures: We measure success by the number of families and individuals (new and returning) who attend each summer, our ability to provide paid opportunities for theatre artists to further their craft, and the fantastic word of mouth that comes from all participants. We survey audiences and our venue! city hosts on the success of the program.Historical Performance:

Shakespeare by the Sea (SBTS) is bringing (1) Admission Free Shakespeare performance to Roxbury Park this summer for residents and vulnerable members of the community to enjoy an evening of free theatre, as we have done in this location since 2009.

Admission Free Shakespeare enhances the quality of life in the communities we serve. As arts creators, we know the benefit of live theatre and the Arts to the health and wellness of acommunity. They are a vital part of the social infrastructure - improving livability, inspiring civic engagement, and contributing to healthier, longer lives of its residents.

By touring in local parks, we find ways to engage people who would not usually access the theatre. We have youth who have grown up with Admission Free Shakespeare as their first introduction to live theatre. Many have gone on to become artists themselves and/or lifelong supporters of the arts. We are proud of our ongoing mission to not only produce great plays but also make a positive impact in our local communities.Ratio of administrative to operating costs: 19% Service Profile: Needs-based LI Quality of life-based LI Social Service LI Health LI Education LI Other
Agency Scope: Local Regional National LI International LI 501 (C) (3): Yes IJ No LI Exempt LI
2 ____________________
Wednesday, February 14,2024

BEVERLY
HILLS
Community Assistance Grant Funding (CAGF)
Application
Fiscal Year 2024-2025
Agency qtName
Agency Address
Contact Person
Phone Number
Email
Secondary Contact Person
Phone NumberEmail
Website URL
Social Media Handles

1. Is your organization a 501 c.3, or
are you in partnership with a 501 c.3?
la. Upload documentation
demonstrating 501 c.3 status or
partnership

2. What type of grant are youapplying for?
2b. If you are applying for a cultural grant, describe your program here. Please include the program goals, timeline, and how success will be measured.

Performance date = Thursday, July 25, 2024 at 7pmExpected public attendance = 300 + 25 artists+staff-t-community volunteers SBTS tours to over 1 5 communities in LA and Orange Counties annually.

Shakespeare by the Sea
777 Centre St
San Pedro, California, 90731Suzanne Dean
(310) 408-7555
suzanneshakespearebythesea.org
Stephanie Coltrin
(310) 346-971 6
padshakespearebythesea.org
www.shakespearebythesea.org
FB:shakesbythesea; IG:shakespearebythesea
Yes, we are a 501 c.3
SBTS NP5O1c3.pdf
CAGE: Cultural Arts Program
1 We promote the event and its City! Host sponsors through digital means, on social media and press releases, and in a printed tour brochure (listing all dates and locations of the 6-week tour).

8. The funding year is July 1, 2024 to June 30, 2025. What is the funding amount requested? Request from CAGE: $7000

9. What percentage of your annual funding would the City’s contribution represent?The total ANNUAL FUNDING for this Program (for the complete 6-week tour) is $279,620. The requestedfunding from CAGF + City of Beverly Hills direct tour fee represents 5%.The cost for SBTS to deliver a Single Performance at Roxbury Park is $1 5,534.This is the same cost for each community on our tour, as the annual program budget is divided by the # of communities we serve.

10. What is the ratio of your organization’s administrative operating costs? Organizational Administration is 19% of Operating Costs. We operate 2 programs -Admission Free Summer Shakespeare for the parks and a year-round fixed location contemporary theatre, Little Fish Theatre.

11. What other funding sources does your organization currently receive? We solicit funding for each community separately, with some crossover of County or business support.

For the Beverly Hills performance, the funding sources include:
$7000 City of Beverly Hills direct tour fee$500 LA County Dept of Arts & Culture OGP FY24 (our grant is allocated between 10 LA County communities on our tour)
=$7500 Total funding secured to date towards the $1 5,534 cost.

12. Provide any additional information that may be useful in evaluating your proposal.

SBTS is an organization that not only celebrates Art but also the Artist, serving as a model for other small theaters and an accessible haven for audiences. We are committed to providing equitable paid opportunities to Artists, offering mid-career and emerging theatre artists valuable, professional, and unique experiences in Shakespeare and a chance to discover the rich cultural communities in the LAregion.

We are consistently lauded for our openness, accessibility, and the overall friendliness of our company.

This is an essential element of our organizational culture. As our slogan states, we provide opportunitiesfor residents and visitors to come together to enjoy beautifully crafted ‘timeless tales’, with completely ticketless admission’, for a ‘priceless community experience.

13. Is your grant or cultural funding up to $74,999.00 request:
3 1 3a. If your request is under
$74,999.00, please submit recent 2022 990 SBTS Fed_Signed.pdf balance sheet and operating budget
OR most recent tax return.
4 APPLICATION SUMMARY FY 2024125
Agency: The Maple Counseling Center (TMCC)
Requested amount: $185,000History of City funding: 1984-89: $70,000 annually; 1990-91: $100,000 (extra $30,000 as one-time contribution to assist in relocation expenses); 1992-93: $100,000 annually; 1994:$125,000 (extra $25,000 as one-time increase to aid in debt recovery); 1995-96: $125,000 annually; 1997-2002: $150,000 annually; 2003-6: $165,000 annually; 2007: $165,000; 2008/9:$170,000; 2009/10: $86,499; 2010/11: $75,000; 201 1/12: $75,000; 2012/13: $75,000; 2013/14:$75,000; 2014/2015: $100,000; 2015/16: $120,500; 2016/17: $140,500; 2017/18: $150,000; 2018/19: $155,000; 2019/20: $165,000; 2020/21: $180,000; 2021/22:$1 85,000; 2022/23:
$185,000; 2023/24: $185,000
Agency description: Since 1972, TMCC has been the single low-fee community mental health resource in the City of Beverly Hills. TMCC serves the Beverly Hills community by providing comprehensive mental health services to all who need them. This includes residents, City and school district employees, and employers/employee of local businesses. All fees for TMCC’s programs are assessed on a sliding scale, and no one is ever turned away for lack of funds.

TMCC is one of the few counseling alternatives in the Greater Los Angeles area offering lowcost, comprehensive programs, appealing largely to those who do not qualify for County funded programs, and for whom seeing a therapist in a private practice is too cost prohibitive.Additionally, low-fee psychiatry services (medical evaluation and follow-up) are available by a part-time staff psychiatrist for clients who may benefit from medication as an adjunct to counseling. TMCC meets the mental health needs of individuals of all ages with specialized programs offered for couples, families and older adults.

Primary services include affordable medication evaluation; emergency intervention programs, counseling and support for local students, programs responsive to community needs in underserved areas of the County and to serve as a training program for students in graduatelevel and doctoral programs working towards licensure in the fields of psychology, social work and marriage and family therapy.

Proposed use of Community Assistance Grant Funds:

Principal functions of Maple’s support for the City of Beverly Hills:
• Meet the mental health/counseling needs of people of all ages, with specialized programs offered to couples, families, and youth.
• Offer emergency intervention programs, including services that support Beverly Hillsresidents, employees of businesses, and City ‘first responder’ personnel following a tragic event.
• Provide counseling and other support services for students in the local schools.• Implement programs to respond to community needs, particularly in underserved communities otherwise lacking resources (e.g. low-income, foster youth, differently-abled, etc.) • Serve as a training program for students in graduate-level and post-graduate programs who are working toward licensure in the mental health field.

Target populationlPrimary service: LA County and the Beverly Hills community residents in need of mental health services and programs. Majority of clients are low-income. The primary service is to connect individuals with affordable mental health treatment and services.

Percentage of total program utilized by Beverly Hills residentslcommunity: 60% Quantifiable Services and Measures: How success will be measured; Maple evaluates the effectiveness of long-term treatment and looks for “red flag” indicators of potential concern using the OQ®-45.2. This is a self-reported series of questions for clients that measures symptom distress, interpersonal relationships, and role in social settings such as work, school or home. On average, clients who participate in over 300 days of treatment improve their scores by 7 to 11 points and over 30% are discharged with a result of reliably improved or recovered. Clients who display reliable improvement come to Maple Counseling reporting significant distress at time of intake and leave treatment in the sub-clinical range. Clients whodisplay healthy improvement demonstrate some distress through treatment but leave treatment in the sub-clinical range. Results indicate that those who spend more time in Maple’s programs show greater improvement than those who spend less time.

Historical Performance:

FY 23/24: (Qi & Q2) Satisfactory LI Unsatisfactory C] N/A General Comment(s) (e.g., non-quantifiable benefits identified by experience with agency v. absolute numbers; observations such as their growth curie and relationship with City, its residents and target populations):

Maple’s goal is to engage City of Beverly Hills individuals and families in trauma-informed and culturally sensitive counseling in order to positively impact their mental health; the goal’sobjectives are:
• Make available to all City of Beverly Hills community members culturally relevant racial equitybased mental health treatment services.• Develop and carry out outreach activities to assure that all City of Beverly Hills community members are aware of and can easily access Maple services.• Provide services in-person and remotely via HIPAA-compliant telehealth plafforms to reduce client barriers to mental health treatment.

Percentage of annual funding City’s contribution represents: The total percentage ofMaple’s funding that would come from the City of Beverly Hills Community Assistance Funding in 2024-2025 will be 7%.

Ratio of administrative to operating costs: For fiscal year 2024, the ratio of the administrative operating costs $275,862 to operating budget $2,597,041 is 11%.

Service Profile: Needs-based Quality of life-based LI Social Service Health LI Education Other LI
Agency Scope: Local Regional National LI International LI 501 (C) (3): Yes No LI Exempt LI
2 Agency or Project Name: The Maple Counseling Center
Agency Address
Primary Contact Person
Address: 1945 S. La Cienega Boulevard
City: Los Angeles State: CA Zip: 90034
Contact Person: Varina Bleil, Chief Executive Officer
Phone: (310) 271-9999 x 219 Fax: (310) 247-4910 Email: vbleil(tmcc.org Website URL: maple4counseling.org
Social Media Handles
facebook.com/TheMapleCounselingCenter
instagram.com/maplecounseling

1. Is your organization a 501c.3, or are you in partnership with a 501c.3? Yes, we are a 501c.3

2. What type of grant are you applying for?CAGF: Social Services2.a What services do you propose to provide the Beverly Hills community that local government is not currently providing? Please include the program goals, timeline, and how success will be measured.

Summary of services. Maple offers treatment for depression, anxiety, trauma, grief and loss,stress, and relational problems, among other mental health needs. We guide our clients towardself-awareness and improved emotional coping, with the goal of having a productive and fuller life experience. At the same time, Maple, through its structured program for completion of experience required for state licensure Maple develops the mental health workforce at a time when there simply are not enough therapists to meet the current demands in the community.

Counseling services are provided by graduate and post-graduate students, as well as associates, working towards licensure in the mental health profession, including marriage and family therapy (LMFT), social work (LCSW), and clinical counselor (LPCC). All interns andassociates receive over 3,000 hours of supervision and training each year, including weekly two-hour (each) supervision groups and intake training seminars by licensed clinical staff. In addition, all interns/associates receive individual weekly supervision from a Maple volunteersupervisor who is also a licensed clinician. Currently, 74 interns are under the direction of 11 clinical staff who provide supervision and program coordination. In total, Maple interns provide an average of 585 sessions per week, to clinic, school, and community-based clients. Maple has 10 full-time employees and 13 part-time employees. Of the 23 employees, 12 are clinical staff who report to the Chief Clinical Officer or Director of the Briskin I Wilder Welcome Center.

Principal functions of Maple’s support for the City of Beverly Hills:
• Meet the mental health/counseling needs of people of all ages, with specialized programs offered to couples, families, and youth.
• Offer emergency intervention programs, including services that support Beverly Hills residents, employees of businesses, and City ‘first responder’ personnel following a tragic event.
• Provide counseling and other support services for students in the local schools.• Implement programs to respond to community needs, particularly in underserved communities otherwise lacking resources (eg. low-income, foster youth, differently abled, etc.)
• Serve as a training program for students in graduate-level and post-graduate programs who are working toward licensure in the mental health field.

Program Goal. Maple’s goal is to engage City of Beverly Hills individuals and families in trauma-informed and culturally sensitive counseling in order to positively impact their mental health; the goal’s objectives are:
• Make available to all City of Beverly Hills community members culturally relevant racial equity based mental health treatment services.
• Develop and carry out outreach activities to assure that all City of Beverly Hills community members are aware of and can easily access Maple services. • Provide services in-person and remotely via HIPAA-compliant telehealth platforms to reduce client barriers to mental health treatment.

How Success will be Measured. Maple evaluates the effectiveness of long-term treatment and looks for “red flag” indicators of potential concern using the OQ®-45.2. This is a self-reported series of questions for clients that measures symptom distress, interpersonal relationships, and role in social settings such as work, school or home. On average, clients who participate in over 300 days of treatment improve their scores by 7 to 11 points and over 30% are discharged with a result of reliably improved or recovered. Clients who display reliable improvement come to Maple Counseling reporting significant distress at time of intake and leave treatment in the sub clinical range. Clients who display healthy improvement demonstrate some distress through treatment but leave treatment in the sub-clinical range. Results indicate that those who spend more time in Maple’s programs show greater improvement than those who spend less time.

3. Do you anticipate needing any additional support or in-kind funding from the City of Beverly Hills to implement your proposed program?
No

4. Why are these services considered critical (e.g., enhance quality of life, improve public safety)? If you are a previous recipient, will you be providing new services this funding period?
Organization history. In July 1972, The Maple Counseling Center (Maple), aptly named for its original location on Maple Drive, was opened in response to an increase in substanceuse identified by concerned parents and community members within the city of Beverly Hills.

Paraprofessionals and student peer counselors were initially utilized to provide services. The Center soon hired professional clinical staff to address the growing needs of the community.

Fifty years later, Maple Counseling (Maple), is a key resource of low fee mental health programs for residents of Beverly Hills and the surrounding communities.

Mental health crisis in the United States. Since 2011 the percentage of U.S. residents experiencing mental illness has continuously increased. Nearly fifty million (20%) of U.S. residents are experiencing mental illness; of those 20% reside in California.1 Latinas are facing the greatest disparities when it comes to their mental health; roughly 62% of Latinateens feel chronic sadness or hopelessness and 81 % did not receive psychological or emotional counseling.2 56% of LGBTQ+ youth report that their mental health is poor and 62% want to access mental health care but are not able to.3 Compounding stress related to the increase in anti-immigrant rhetoric and policies, 67% of all immigrants with psychological distress said they did not have access to a health care provider for their mental health care need and 13% of non-citizen children said they needed help for emotional or mental healthissues yet 91% never received any psychological or emotional counseling.4Mental illnesses are among the most common health conditions faced by Californians. 1:7 in 7 California adults experiences a mental illness, and 1:26 has a serious mental illness that makes it difficult to carry out daily activities. 1:14 children has an emotional disturbance thatlimits functioning in family, school, or community activities.5 A California Healthcare Foundation report shows only 63% of adults with a mental illness and 30% of teenagers with depression receive mental health treatment. 65% of California’s youth ages 12-17 with major depression are not receiving treatment.6 California’s immigrants who had lived in the U.S. less than five years experienced the highest increase in SPD, from 5% to 12% — a 140%increase. 7A 2021 survey of LA County students conducted by United Way of Greater Los Angeles found that 42% of students surveyed identified mental health as a priority need.

Students reported that stressors extend beyond the classroom as many have jobs (11 %), worry about their basic needs being met (24%), or serve as caregivers to siblings, parents, or other relatives (29%). Since the onset of COVID-1 9, our therapists have identified increased levels of mental health symptoms; 91 % reported an increase in symptoms of anxiety, and 74% reported an overall increase in symptoms of depression.

Impact of COVID-19 and global unrest on mental health. Throughout the United States the demand for mental health services has grown during the last few challenging years.

Four in 10 adults in the U.S. (up from 1 in 10) report symptoms of anxiety or depressive disorder. Adults are experiencing difficulty sleeping (36%), eating (32%), increases in substance use (12%), and exacerbated chronic conditions (12%), due to worry and stressover the pandemic and coronavirus. A larger than average portion of young adults (ages 18- 24) are experiencing symptoms of depression and anxiety and/or depressive disorder (56%). Adults and young adults are experiencing elevated rates of suicide. 1 https://mhanationaLorg/issues/2022/mental-health-america-adult-data. (n.d.). 2 High Risk Group: Latinas. (n.d.). https://chi[drenspartnership.org/wp content/u ploads/2023/05/Child IsaChild_ACIAC-AA_2023-0522. pdf LGBTQ+ Youth Health & WelL-Being. The Children’s Partnership. (2023, September 16). https://childrenspartnership.org/
Immigrants in California have increased psychological distress and high rates of unmet need for mental health care. UCLA Center for Health Policy Research. (2023, December 18). https://hea[thpolicy.ucla.edu/our-worklpublications/immigrants-california-have-increased-psychologicaldistress-and-high-rates-unmet-need-mental-health 2022 edition -mental health in California. California Health Care Foundation. (2024, February 15). https://www.chcf.org/pu blication/2022-edition-mental-health-ca[ifornia/#related-hnks-and-downloads 6 California courts online - the most comprehensive resource on California Court Information. California Courts -Home. (2024, February 21). https://www.courts.ca.gov/ Immigrants in California have increased psychological distress and high rates of unmet need for mental health care. UCLA Center for Health Policy Research. (2023, December 18).

BIPOC adults are more likely than white adults to report symptoms of anxiety and/or depressive disorder during the pandemic and Black and Hispanic communities are experiencing disproportionately higher rates of COVID cases and deaths, and negative financial impacts. Households with lower incomes are more likely to report deteriorating mental health from stress over COVID. 35% of people earning less than $40,000 reportnegative mental health impacts, compared to 21% of those with incomes between $40,000 to $89,999 and 17% of those earning $90,000 or more.

Adults in households with children under the age of 18, compared to adults in householdswithout, are more likely to experience symptoms of anxiety and/or depressive disorder; among households with children under the age of 18, women have been more likely than men to report symptoms of anxiety and/or depressive disorder throughout the pandemic and one in four are considering leaving their jobs or reducing their hours, with many citing burnout and household responsibilities as the primary reason. 8 The pandemic’s negative impact on mental health within the United States general population is mirrored in BeverlyHills. Access and delivery of mental health treatment modalities must respond to this overall elevated community need while simultaneously considering each community member’scircumstances regarding access to treatment.9 The need for Maple Counseling services within the City of Beverly Hills. According tothe UCLA Center for Health Policy Research, Beverly Hills adults are more likely (27%) than California adults (20%) to need help for mental health issues and they are more likely toreport serious psychological distress (14%) than adults in the County (9%). 10 The City’s mortality rate from suicide is higher than for the County; 8.4 deaths per 100,000 compared to 7.6 deaths per 100,000 Los Angeles County residents.11 Community members of color are underserved and need increased access to the City’s mental health treatment resources. Between clinic services and school-based programs, nearly 60% of Maple’s services in 2023 supported members of the Beverly Hills community, representing over28,000 service hours.

That being said, Maple recognizes the need for mental health services is at an all-time high and that targeted community outreach and education regarding our low/no fee services isneeded to reach those who need our services the most. We look forward to working with theCity, contracted service agencies and other organizations to devise and carryout effective community outreach activities.

Mental health treatment for the under-insured. While a higher proportion of Beverly Hill’s community members have health insurance than the overall Los Angeles County population, a November 2021 Maple client survey showed 33% of our clients are un-insured. Maple services are accessed by those who may have income but no insurance or cannot find an 8 Panchal, N., Kamal, R., Cox, C., & Greenfield, R. (2022, April 28). The Implications of COVID-1 9 for Mental Health and Substance Use. Retrieved May 22, 2022, from https://www.kff.org/coronavirus-covid-1 9/issuebrief/the-implications-of-covid-1 9-for-mental-health-and-substance-use! Collins, Rebecca L., Nicole K. Eberhart, Amy L. Shearer, Elicia M. John, and Elizabeth Roth, Evaluation of Los Angeles County’s COVID-19 Mental Health Campaign. Santa Monica, CA: RAND Corporation, 2021. https://www.rand.org/pubs/research_reports/RRA875-1 .html. 10 UCLA Center for Health Policy Research. AskCHIS Neighborhood Edition. (2014). Adults Reporting Mental Health Problems in Beverly Hills and Los Angeles County[Data file] Retrieved from http://askchisne.ucla.edu Los Angeles County Department of Public Health. (201 8). City and Community Health Profiles: Beverly Hills. <http://www.publichealth.lacounty.gov/ohae/docs/cchp/pdf/201 8/Beverly Hills.pdf> available therapist who takes their insurance coverage, an all-too-common barrier to treatment since the pandemic. For some, the cost through insurance is still not affordable.

Finally, some clients have used their insurance’s allowable mental health treatment hours and to continue care must seek out affordable alternatives. Most Maple clients are underemployed or unemployed. Senior and disabled clients live on Social Security or SSI.Living with few resources, most are renters; in Los Angeles this means they also suffer from housing insecurity and some have no permanent residence.

Maple programs: Since 1972, Maple has been committed to improving the quality of life forpeople in Beverly Hills by providing affordable mental health services. Maple offersprograms to meet the needs of its clients across the life span, from infants through the advanced elderly. Maple’s counseling programs serve a primarily low-income clientele and fees are assessed on a sliding scale and/or one’s ability to pay. The average fee is $27.00 per session, with many clients now (un)underemployed and/or living on a reduced income.

For some clients, the change in their financial situation has resulted in an unstable housing situation. Maple supports over 4,200 individuals each year, including on average 1,200 clients per month. Of these, roughly 60% are serviced via its center and the remaining at schools supporting students from pie-K to 12th grade, as well as school staff and parents/caregivers. Referrals to psychiatric evaluation and services are available for clients who may need prescription medication in addition to counseling services via its Briskin IWilder Welcome Center with select clients utilizing Maple’s on-site partnership with psychiatrist Dr. Rajam Bahal using their medical insurance benefits.

In early-2023, Maple moved to its new headquarters located at 1945 S. La CienegaBoulevard, a building owned by the City of Beverly Hills and Beverly Hills adjacent. The new space is easily accessible by public transportation and affordable public parking is available.

Maple’s new clinic has allowed for expansion of services to include our new traumainformed designed and ADA compliant Briskin I Wilder Welcome Center. Services are provided in person at our center and via HIPAA-compliant TeleHealth platforms and include:
• BriskiniWilder Welcome Center is a program and a place — designed to fill a critical gap in the mental health field. For those seeking mental health care for themselves or a loved one, it can be a daunting task to understand what is needed, let alone navigate and find appropriate and affordable care. The purpose of the BriskinlWilder Welcome Center is to support all community members in assessing their mental health needs, then securing appropriate services they can afford, whether with Maple or through an outside agency or provider in LA County. In 2023, the Welcome Center served 1,399 people; of those 575 were linked to Maple services and 824 wereprovided referrals and case management to outside providers for specialized services.
• Adult Therapy Program is the most highly utilized service and it includes individuals 18 years or older, couples counseling, and therapy groups. • Children, Adolescent, and Family (CAF) Therapy Program offers services for children (ages 5-12), adolescents (ages 12-17), and their families, including individual and family therapy. Families can address a range of issues, including crisis situations, in group or individual therapy modalities. CAF also provides parenteducation and support groups online, including the new Orden Family Mindfulness Parenting Program focused on mindfulness parenting techniques for parents of preschoolers from significantly underserved communities (e.g. differently-abled, foster youth.)
• School-Based Mental Health Program provides approximately 1,600 children (pre K through 1 2th grade), parents/caregivers, and school staff predominantly in SPA 5, and some of SPA 4 and 6’s most economically disadvantaged communities, with school-based mental health programs. Services include individual, group, and family therapy for students in 6”-l2’ grade; parent consultation and trainings designed to help them support their children’s success; and teacher and administrator support and training. In 2023, Maple provided 3,602 counseling sessions to students at Beverly Hills High School, Moreno High School, and Beverly Vista Middle School. In addition to school-based therapy, its Community Circle program provides socialemotional learning to elementary school students with the goal of developing conflict resolutions skills, effective communication, and self-esteem. The program leaders are community volunteers, supervised by a part-time staff member, and provide weekly classes to an average of 475 youth annually at three elementary schools within Beverly Hills and Los Angeles (Horace Mann, Castle Heights, and Saint Sebastian School.)
• Group Therapy Program offers ongoing groups that provide personal growth, support, healing, and increased knowledge of self and others. Therapy groups offer asafe space to discuss thoughts, feelings, and life events, and talk about issues that you may not be able to talk about elsewhere.
• Emergency Intervention Programs provides Beverly Hills with prioritized one-time therapeutic interventions for persons needing immediate support. People connect with an available counselor via an in-clinic or TeleHealth one-on-one private session.

Using the evidence-based Psychological First Aid approach, the goal is to next support the person in connecting with ongoing services. • Beverly Hills Fire Department Program is Maple’s newest program, supporting the Beverly Hills Fire Department when its first responder units encounter nonemergency mental health needs of Beverly Hills residents. Trainees provide in-depth clinical assessments and Maple’s Briskin I Wilder Welcome Center provides referrals to long-term solutions for mental health needs.
• Saban Community Clinic Program supports those who would otherwise not be able to afford therapy even with Maple’s sliding scale. Dedicated Maple therapists support Saban Community Clinic patients referred for mental health care. Maple clients may enroll as patients of Saban to receive a wide range of services, including support signing up for Medi-Cal and referral to Maple for therapy covered under their benefits.

5. 5a. What percentage of your proposed program is currently utilized by Beverly Hills residents? Please explain what evidence or data you have to support this claim. Do you anticipate any change in utilization for FY 2024-2025? If this data is unavailable, please explain how you will track this information if awarded a grant?Maple’s HIPAA compliant Electronic Health Records (EHR) database system tracks all client communication, engagement, and treatment experience. In many instances, Beverly Hills City and BHUSD employees elect not to identify as such, and choose not to take advantage of the discounted flat-fee to ensure their anonymity is protected. Between clinic services andschool-based programs, nearly 60% of Maple’s services in 2023 supported members of the Beverly Hills community, representing over 28,000 service hours.For 2024-2025 Maple forecasts an increase in Beverly Hills residents and workers engagement in services as a result of in-person services once again becoming available (post-COVID) at our new, state-of-the-art clinic, conveniently located only two miles from Beverly Hills and easily accessible via public transportation. As well, this increase due to expanded services via new programs such as the Beverly Hills Fire Department program, the Briskin I Wilder Welcome Center, and Saban Community Clinic partnership. 5b. What percentage of the proposed services is utilized in the Los Angeles County SPA 5 regional area? Please explain what evidence you have to support this claim. Do you anticipate any change in utilization for FY 2024 - 2025? All proposed services are utilized within Los Angeles County SPA 5. Maple services for Cityof Beverly Hills residents and workers occur within the City of Beverly Hills and at the Center, which is also located in SPA 5 less than 2 miles from the City of Beverly Hills.

6. To ensure streamlined service delivery to the Beverly Hills community, what is your agency’s plan to accept direct referrals from City staff and I or our contracted vendors as applicable?
To assure that the City of Beverly Hills community is aware of and quickly connected to Maple’s services we will carry out the following activities:
• Continue to strengthen existing referral systems and communicate regularly with the City’s Human Services Department; the City’s Police Department; Pre-Trial Services and Alternatives program; City contracted vendors; and private and public schools that serve the Beverly Hills community.
• Provide updated service description materials to City departments including Human Resources and all City contracted social service agencies. • Maple’s website describes all services, eligibility requirements, and provides guidance regarding next steps and the anticipated response time to inquiries and service requests. Website users can initiate contact via telephone and email, and we are in the process of creating a webform. All inquiries are responded to within 24 (business) hours of receipt.
• Maple will attend all City initiated contracted social service agency meetings and provide participating agencies with Maple services updates. Maple representatives will stay up-to-date with appropriate City Commissions and Subcommittees.

Strengthening strategic outreach to community members of color: Maple proposes the following activities to strengthen outreach to the City of Beverly Hills’ community members of color:
• Work with appropriate City departments, boards, commissions, and service providers to understand the needs of community members of color in order to devise an appropriate and effective outreach plan and corresponding services. • Continue strengthening Maple’s mental health treatment services through integration of racial equity based best practices including clinician and administrator professionaldevelopment, focus groups, and client surveys. • Work with appropriate City of Beverly Hills non-profit leaders and faith leaders working with communities of color to coordinate the dissemination of information regarding our available mental health support services to their constituents.

7. Are you a NEW or RETURNING applicant?*
Returning
7b. For returning applicants: The City takes pride in ensuring residents have access to the strongest social services and cultural programming. Please describe what effortsyour organization has taken to ensure you have maintained the highest standards of service delivery. Describe how your organization has been responsive to community needs and has incorporated best practices to better serve the Beverly Hills community.

Quality assurance is integrated with programs under the direction of the Chief Clinical Officer (CCC). Data is collected and services are reviewed for consistency with organization and funder goals, adherence to best practices, and client satisfaction. CCO Dr. Marianne Callahan, PhD, LMFT, is a psychotherapist who specializes in quality assurance, quality improvement, and program evaluation. Dr. Callahan prepares monthly reports with data and recommendations for consideration by management and program staff. In addition to the clinical quality assurance function, the clinical director meets weekly to review, coordinate, and improve operational areas such as fiscal management, quality assurance, support services, information technology, and electronic health records. Participants include the Chief Executive Officer, clinical supervisors, the Chief Financial
& Operating Officer, and Director of the Briskin I Wilder Welcome Center as needed.

Each program division meets weekly to review client progress, coordinate services, update staff on policies, and manage emerging issues. Clinical training is coordinated by the Senior Programs Manager, as well as clinical supervisors; staff training is overseen by the executive leadership team and the organization has quarterly all-staff meetings. All trainees/associates participate in weekly trainings on issues such as diagnosis, use of electronic medical records, quality assurance objectives and results, cultural competency, revisions to evidence-based practices, and changes to policies and regulations. Current and former clients are surveyed at least annually to review programs and services and advise staff and board on enhancements to improve accessibility, quality, and outcomes.

As mentioned above, one of the tools used to measure psychotherapy progress in adult clients is the OQ®-45. The OQ®-45, which works as both a baseline-screening tool, as well as a method to measure treatment success. Maple reinstated use of the OQ®-45.2 for the first time since the pandemic once in-person services were made possible with the opening of our new clinic.Maple’s most recent measurements from 2019 (pre-COVID), treated 710 adult clients using the OQ®-45.2. Of our discharged adult clients, 164 had an average of 334 days in program and 104 clients had an average of 403 days in program. Clients who displayed reliable improvement (33- 35% depending on length of treatment) came to Maple Counseling reporting significant distress at time of intake and left treatment in the sub-clinical range. Clients who displayed healthy improvement (16-18% depending on length of treatment) demonstrated some distress through treatment, but they left treatment in the sub-clinical range. Results indicated that those who spent more time in Maple’s programs, showed greater improvement than those who spent less time. In late-2023, Maple began administering a new OQ-14.2 survey to measure mental health outcomes for our center-based clients and Maple expects to maintain the successful 2019 results.

Client feedback consistently shows appreciation for our clinical staff and volunteers, affordability, and the quality of care. One client recently reported, “The Maple Counseling Center is my lifeline and sustains me in my healing process.... It’s the biggest blessing and without the help from my counselors and group, I would have much less hope and would have achieved much less progress.”
Maple prioritizes being responsive and incorporates best practices in the execution of mentalhealth services to the Beverly Hills community via:Research and training. Maple provides quality training of the next generation of mental health providers (graduate trainees and post-graduate associates) and maintains valuablerelationships with prominent mental health professionals in the field, as well as our large alumnibase, many of whom are esteem practitioners in Beverly Hills and beyond.

Rapid Response. Maple strives to attend to all community members as quickly as possible, eliminating long wait times for counseling services, as well as all other mental health needs through the new Briskin I Wilder Welcome Center (B’AIVVC). Nearly half of all incoming calls for services are answered within two hours and 100% within one business day. During the initial phone screening, if it is assessed that the needs are appropriate for Maple’s services, the client is offered to see a therapist within two business their initial assessment. If Maple is not appropriate care, they are routed to licensed clinicians at the BW/VC. If client paperwork is submitted in a timely fashion, Maple can assign clients to their permanent therapist within one week of their initial assessment session. This is remarkable given the long waiting times at most other mental health service agencies in LA County. In addition, trainees/associates and clinicalstaff are ready to help and support emergency situations for residents and employees of Beverly Hills, as well as crisis within the Beverly Hills Unified School District.

Collaborative partnerships. Maple values organizational relationships and coordination to provide wholistic care. Within Beverly Hills, Maple currently works with the Beverly Hills Fire Department as part of a multidisciplinary team of fire fighter, nurse practitioner and therapist to assist and support residents of Beverly Hills during emergencies. Maple also collaborates with the City of Beverly Hills staff and the Beverly Hills Health and Safety Commission to provide training and public service announcements about mental health topics based on communityneeds. Lastly, Maple provides capped fees of $20/session for all City employees, as well as first responder (BHFD, BHPD) family members.8. The funding year is July 1, 2024 to June 30, 2025. What is the funding amount requested?
The total amount of this funding request is $185,000.

9. What percentage of your annual funding would the City’s contribution represent? The total percentage of Maple’s funding that would come from the City of Beverly Hills Community Assistance Funding in 2024-2025 will be 7%.

10. What is the ratio of your organization’s administrative operating costs? For fiscal year 2024, the ratio of the administrative operating costs $275,862 to operating budget $2,597,041 is 11%.

11. What other funding sources does your organization currently receive? Maple Counseling relies primarily on the generous support of many diverse contributors and partners to supplement our free and low-cost mental health services, including individual donors, foundations, corporations, and municipal funding. The percentage breakdown of each of Maple’s diverse revenue sources within the FY2024 organizational budget is as follows:

Source of Funding Annual Revenue Percentage
Clinical Revenue $ 693,700 31%
Foundations/Corporations $ 517,500 23%
Government/Municipal $ 406,000 18%
Special Events $ 400,000 18%
Individual Contributions $ 200,000 10%

12. Provide any additional information that may be useful in evaluating your proposal.

In the first quarter of 2024 Maple has rapidly responded to the emerging needs of our dedicated staff, interns, and the populations we serve.

Combating clinical worker compassion fatigue and vicarious trauma is essential to the professional growth and enrichment of mental health workers. Compassion fatigue occurs when mental health professionals become overwhelmed by the emotionaldemands of their work, leading to hopelessness, sadness, loss of job satisfaction. and physical symptoms such as headaches, fatigue, and sleep disturbances. Vicarious trauma is a psychological response to repeated exposure to traumatic experiences of patients. Symptoms are similar to PTSD and can include intrusive thoughts, nightmares, emotional numbness, avoidance, heightened anxiety, and disrupted belief systems.

To increase the resiliency of Maple’s mental health workers we are creating an outdoor green space where they may safely practice the ABCs of mitigating compassion fatigueand vicarious trauma: (A)wareness — practicing self-care to reduce personal trauma triggers; (B)alance — permission to fully experience emotional reactions, acknowledge progress towards goals, recognize negative and positive coping skills, articulate ways the learning community can provide support; (C)onnection — develop support systemsthrough connecting with colleagues and mentors, debriefing after difficult cases, practice mindfulness and meditation.

Emergency response to adolescent mental health crisis. There is a mental health crisis amongst adolescents in this country; the CDC warns of an accelerating mental health emergency, with more than 4 in 10 teens reporting that they feel “persistently sad or hopeless,” and 1 in 5 saying they have contemplated suicide.12 65% of youth (12-17) 12 Centers for Disease Control and Prevention. (2023, April 27). Youth Risk Behavior Surveillance System (YRBSS). Centers for Disease Control and Prevention.
https://www.cdc.gov/healthyyouth/data/yrbs/index.htm
in California experiencing major depression are not receiving mental health treatment.13 Compounding mental health challenges is the rise in adolescents experiencing racism and antisemitism. In 2021 CDC’s first nationally representative survey of public- and private-school high school students revealed a third (36%) of high school students said they experienced antisemitism and racism in a school setting and that it led to struggles with school, grades, decision making, health, increased drug use, and higher risk of experiencing violence and higher risk behaviors.14
For Los Angeles area Jewish-identifying adolescents their mental health crisis is compounded by the war in Israel and an increase in anti-Semitic incidents that incite anxiety and PTSD in some, and for many others, create a sense of insecurity and instability. The Institute of Jewish Policy Research reports that 26% of the Jewish community within the United States are experiencing some form of mental illness,anxiety, and trauma; 55% of the Jewish community who are 25 and under are experiencing anxiety, depression and hopelessness.15 Brandeis University reports that25% of Jewish teen and young adult study participants stated they were lonely often or all the time. 20% felt that mental health struggles hindered day-to-activities. Parents andcaregivers stated they were challenged to appropriately support adolescents and were unsure as to how too access help or support for youth.16 Our therapists have identified increased levels of mental health symptoms amongst adolescents; 91 % reported an increase in symptoms of anxiety, and 74% reported an overall increase in symptoms of depression.

To address this crisis, Maple is rapidly securing funding to increase individual, family, and adolescent group therapy services for Jewish-identifying clients. Through agenerational trauma-informed lens services will address the impact of the war in Israeland increases in anti-Semitic incidents.

13. Is your grant or cultural funding request (select one):

Over $75,00013 STATEWIDE MENTAL HEALTH YOUTH SERVICES. (2023, November 1). California courts online - the most comprehensive resource on California Court Information. California Courts -Home. https://www.courts.ca.gov/
14 Centers for Disease Control and Prevention. (2023, April 27)15 Rosenberg, M., Walters, L., Laurent Vaughan - Senior Associate (Bishop & Sewell Solicitors), Journey, M. I., Robinson, F., & Gatbinski, A. (2023, September 28). Fifty top Jewish psychiatrists warn of mental health pandemic among young Jews. Jewish News. https://www.jewishnews.co.uk/fifty-top-jewish-psychiatrists warn-of-mental-health-pandemic-among-young-jews/
16 Socially distant: Challenges facing Jewish young adults during the covid- 19 pandemic. SociaLly Distant:Challenges FacingJewish Young Adults During the Covid-19 Pandemic I COVID-19 Impact I Research Areas Cohen Center for Modern Jewish Studies I Brandeis University. (n.d.). https://www. bra ndeis.edu/cmjs/research/resilient-communities/young-adults-covid. html APPLICATION SUMMARY FY 2024125
Agency: The Miracle Project
Requested amount: $50,000History of City funding: 2019/20: $15,000; 2020/21: $20,000; 2021/22: $35,000; 2022/23:
$40,000; 2023/24: $45,000
Agency description: The Miracle Project provides a fully inclusive performing and expressive arts program that uses a groundbreaking and evidence- based methodology to provide individuals with autism and other disabilities the tools to build communication, social skills, community, and greater self-esteem. At The Miracle Project our students, which range from 5 to 50+, become part of a unique neurodiverse community in which all abilities are celebrated.

With its artistic home at The Wallis Annenberg Center for Performing Arts in Beverly Hills, the Miracle Project serves over 130 individuals with autism and other disabilities through weekly classes in music, dance, theatre, and film; social skills classes; a summer camp program; and a public performance that aims to change how the world understands disability.

Proposed use of Community Assistance Grant Funds: TMP currently operates 20 weekly social skills classes that provide instruction, practice, and preparation for real-life socialsituations and positive social interactions using improvisation, theater games, and role playing.

Participants are provided individual coaching and group facilitation to practice positive interactions with peers, social communication, being part of a group, and transition ing from one social activity to another.

In August 2023, TMP introduced two new online classes: the Miracles in Action Leadership Development and Mentorship Program and the Movie Magic: AudioNisual Editing forBeginners course. Miracles in Action was created in response to the desires of some of our long-term participants to give back to the community. Movie Magic teaches participants how touse editing software to add to their creative skill set. These two new classes are creating additional opportunities to expand our reach into the Beverly Hills community.

Target populationlPrimary service: Those ages 5 and older who have been diagnosed with autism and other disabilities will develop communication and social skills, build self-esteem,and create meaningful connections through expressive and performance arts.

Percentage of total program utilized by Beverly Hills community: Approximately 100% of their program services are utilized by members of the Beverly Hills community annually.

Quantifiable Services and Measures: Number of students served, number of classes offered and rate of attendance.

Historical Performance:

FY 23/24: (Qi & Q2) Satisfactory [1 Unsatisfactory LI N/A General Comment(s) (e.g., non-quantifiable benefits identified by experience with agency v. absolute numbers;observations such as their growth curie and relationship with City, its residents and target populations):

TMP is a proud contributor to the Beverly Hills social services safety net. In addition to the direct services we provide those with disabilities, as well as the awareness and education we provide to increase awareness of and respect for the diversity of Beverly Hills, TMP also engages in outreach to communities to educate the greater public on how to deal with complex issues such as identity, relationships, independence and bullying. Through these public performances, TMP aims to foster understanding, empathy, sympathy and to transform how audiences understand “ability.”
Percentage of annual funding City’s contribution represents: $45,000 in funding would represent about 8.1% of The Miracle Projects annual funding.

Ratio of administrative to operating costs: 30%
Service Profile: Needs-based LI Quality of life-based LI Social Service Health LI Education LI Other
Agency Scope: Local Regional National LI International LI 501 (C) (3): Yes No LI Exempt LI
2 2
Agency Name
Wednesday, February 28, 2024
Community Assistance Grant Funding (CAGF)
Application
Fiscal Year 2024-2025
Project Miracle aka The Miracle Project5870 W Olympic Blvd2l 3 Los Angeles, California, 90036
Agency Address
Contact Person
Phone NumberEmail
Secondary Contact Person
Phone NumberEmail
Website URL
Social Media Handles

1. Is your organization a 501 c.3, or
are you in partnership with a 501 c.3?
1 a. Upload documentation
demonstrating 501c.3 status or
partnership

The mission of The Miracle Project (TMP) is to create a neurodiverse community where the voices, passions and stories of individuals with and without disabilities are celebrated, elevated, supported and belong. Founded in 2004, TMP helps those with intellectual and developmental disabilities -speaking andnon-speaking - enhance their resiliency, independence, and quality of life by using the expressive arts tobuild communication, self-esteem, job and social skills. Our unique programs use groundbreaking, evidence-based methods focused on the strengths and abilities inherent in each participant. Throughshared experiences with neurotypical peers, individuals with disabilities find a safe haven to develop their talents, build community, ease anxiety and depression, and rehearse for life. Through the ongoing support from the City of Beverly Hills, TMP reaches hundreds of individuals from the Beverly Hills community, if not more, through classes, public performances, professional trainings, parent and caregiver supportprograms, and special lectures by our thought leaders - experts in the fields of disability and inclusion - each year.

Margaret Mendenhall
(213) 739-5495
margaretthemiracleproject.org
Juliane Hagn
(213) 793-5460
julianethemiracleproject.orgbIps://themiraclepicject.org/ @TheM iracleProjectLA
Yes, we are a 501c.3
501 c3_Project Miracle_IRS_... .pdf
CAGF: Social Services or Program
TMP currently operates 20 classes each week, including 10 social skills classes that provide instruction, practice, and preparation for real-life social situations and positive social interactions. Through the use of improvisation, theater games, and role playing, participants “rehearse for life” and are provided individual coaching and group facilitation to practice positive interactions with peers, social communication, beingpart of a group, and transitioning from one social activity to another. Weekly classes are available for those ages 5 to 50+. Curriculum variations by age include such examples as a focus on relationships and workplace etiquette for adults, peer pressure and bullying for adolescents, and initiating play and taking turns for youth. TMP delivers the social skills program to more than 130 individuals with disabilities each year.

TMP’s performing arts courses utilize acting, singing, movement, and voice to build self-confidence, enhance self-expression, improve communication, and reduce anxiety and depression among individuals with and without disabilities. TMP’s Triple Threat classes, which serve more than 80 individuals each year, incorporate social-emotional enrichment and performing arts training for beginner, intermediate, and advanced participants. In these classes, participants rehearse and perform musical theater songs and scene work, develop their talents as solo performers, and practice skills necessary for collaboration andcompromise by working on large ensemble musical numbers. During the pandemic, participants also began learning technical skills regarding filming and audio recording in order to create innovative theatrical performances that can be viewed online. TMP’s Company Class is an invitation-only semi professional performance group for neurodivergent and neurotypical actors. TMP Company Classparticipants produce original content each year and have explored different mediums including the creation of original musicals (both theatrical and film) and production of original music videos. Since initiating a partnership in 201 5, TMP has rehearsed and premiered each of its original musicals at the Wallis Annenberg Center for the Performing Arts.

Additional TMP programs include “I Can Do That” (ICDT) - a unique professional acting training program that prepares young adults on the spectrum for work in the entertainment industry. ICDT brings out participants’ inherent talents while developing the skills necessary for employment in front of and behind the camera. TMP coaches are seasoned entertainment professionals who teach participants in group and individual settings on-camera fundamentals, on-set etiquette, voice-over technique, production skills, and audition strategies. TMP works directly with casting agents, producers, directors, and writers to help secure employment opportunities, guest starring roles and work as background actors with on-set support when needed. ICDT helps participants learn universal employment skills including respectful workplace behavior, communication, self-regulation, and self-advocacy. TMP also operates “Express Yourself,” a first of its kind songwriting, production, and performance class geared at expanding communication and self expression skills for multimodality communicators (i.e. participants who are minimally speaking, nonspeaking and unreliably speaking and those that use augmentative and alternative communication (AAC) devices to communicate.) In the Express Yourself class, participants submit their own poetry, scripts, music composition, and other kinds of creative expression and work as a collaborative ensemble to create original music videos intended to shatter misconceptions about nontraditional communicators.

In August 2023, TMP introduced two new online classes: the Miracles in Action Leadership Development and Mentorship Program and the Movie Magic: Audio/Visual Editing for Beginners course. Miracles in Action was created in response to the desires of some of our long-term participants to give back to the community. Movie Magic teaches participants how to use editing software to add to their creative skill set.

These two new classes are creating additional opportunities to expand our reach into the Beverly Hills community. Following a very successful holiday toy drive benefiting a Culver City shelter for women recovering from addiction and their children, in the upcoming year, TMP’s Miracle in Action participants want to partner with another local, Beverly Hills-area nonprofit to forward the class mission to give back to the community. Additionally, TMP is currently seeking to partner with the NEA to produce a Miracle Project Film Festival for the Beverly Hills community in Spring 2025 at The Wallis. Through these activities, TMP aims to foster understanding, empathy, sympathy and to transform how audiences understand “ability.” TMP programs have been effective in producing a number of positive psychosocial outcomes, including an increase in self-confidence, ability to build meaningful friendships with individuals both on the autismspectrum and off, a decrease in anxiety and depression, and reduced feelings of loneliness and marginalization while engaged in our program. TMP will continue to strive toward reaching each of those goals among 85% of its program participants. Because achieving these goals requires consistent 2 attendance and active engagement with the curriculum, TMP also supports participants in its goal for 80% class attendance and a 10% attrition rate.
80% of our current social skills participants are also required to be evaluated through the California Regional Center System. These comprehensive social skills reports are due semi-annually and evaluate each participant, their family dynamics, and support networks. For each participant goal stated, there is also a parent goal. Further, parents report on services they are receiving from other organizations or individuals to provide staff with a holistic perspective of each participant’s life. TMP hosts monthly parentmeetings for participants up to age 17 and hosts monthly office hours for all social skills families soparents or adult participants can call with updates or advice. In addition to the direct-service that TMP provides participants in the program, TMP also serves the Beverly Hills community at-large by providing unique cultural experiences that aims to inform and educate them about disability.

We would value the use of the Roxbury Park Community Center for either classroom rehearsal space or for the presentation of special events. In December 2023 we utilized two segments of the Magnolia Room forthis purpose, and we will be holding our classes at the Roxbury Park Community Center for the next three weeks due to Vanity Fair’s annual residency in the Education Wing at the Wallis during Oscars season. 3b. What is the estimated value of this in-kind support? When we rented the two segments of the Magnolia Room in December, the cost was roughly $400.

Holding our in-person classes at the Roxbury Park Community Center from February 27 - March 12, 2024 will cost us $1,964.50. We would like to continue to hold our quarterly Triple Threat Musical Theater Showcases at the Roxbury Park Community Center, as well as all of our in-person classes when the Education Wing at the Wallis is unavailable to us due to another rental that takes priority at the Wallis. This would amount to roughly $3,600 annually.

4. Why are these services considered critical (e.g., enhance quality of life, improve publicsafety)? If you are a previous recipient, will you be providing new services this funding period? In 2020, the Centers for Disease Control estimated that one in 54 children in the United States have autism, up from one in 2,000 children in the 1970s and 1 980s. More than 50% of adults with autism are diagnosed with depression (National Autism Society, 2019) and more than 40% of children with autism arediagnosed with anxiety disorders (Autism Spectrum Disorders, 201 8). Additionally, autistic adults are more likely than nonautistic adults to face loneliness and social isolation -with more than 28% living in complete isolation, meaning no social contact with anyone outside their household (Journal of Autism and Developmental Disorders, 201 3). Individuals with autism and other disabilities have significantly higher rates of depression than those without disabilities. More than 50% of adults with autism are diagnosed with depression (National Autism Society, 2019) and more than 40% of children with autism are diagnosed with anxiety disorders (Autism Spectrum Disorders, 201 8). This dramatic rise in autism rates coupled with systemic isolation and depression highlight the pressing need to create more spaces in which everyone inour community can thrive and feel that they belong.

For those with autism and other disabilities - too often the focus is placed on “correcting” their behaviors; on trying to get them to fit into a world that sees them as “the other” - as not just disabled, but unable. At TMP, we welcome everyone as they are. Many of the students who come to TMP have not been able to be successful in other programs. Even though many students are innately talented, years of being bullied, unseen, or misunderstood has caused them to have low self-esteem and a desire to hide their true selves— prohibiting them from revealing their talents. Oftentimes, traditional music or performance classes have curricula that move too fast, and students with autism or other disabilities can get lost and not be able to follow the pace of the class. By operating from a place of acceptance and engaging our students through the expressive and performing arts, we help our students develop communication and social skills, build self-esteem, and create meaningful connections.
3 In 2014, researchers from California State University, Northridge studied the impact of TMP for youth and teens thanks to a grant from the National Endowment for the Arts. Their results were published in 201 5 inthe International Journal of Education and Social Sciences. The study deemed TMP as an evidence-based intervention in easing anxiety, increasing confidence, and enhancing self-esteem for children and teenagers on the autism spectrum. Additionally, the study found that TMP increased levels of empathy and self-confidence for co-actors (ie. neurotypical program volunteers). We have made a special effort torecruit our co-actors from the Beverly Hills Unified School District, helping make them more engaged, empathetic and confident citizens of the city.

Just as important to the value we offer those that participate directly in the program is the value we bring to the Beverly Hills community at-large. Our shows, featuring the talents and abilities of people of all abilities, help to foster greater understanding, empathy, sympathy and respect for all individuals regardless of ability. Through the power of theater and storytelling, we are working to create a more tolerant and welcoming society in which all - regardless of ability - feel valued and accepted. With several hundred audience members per year attending in-person or virtual events in and around Beverly Hills, we believe that we provide a vital service in helping to improve the quality of life for all Beverly Hills residents - strengthening Beverly Hills’ commitment to creating a thriving and vibrant diverse community in which all citizens are welcome.

As noted above, in Fall 2023 TMP piloted two new classes—Miracles in Action and Movie Magic. During this funding period, we will scale these offerings to include more of the Beverly Hills community and beyond.

Miracles in Action was created in response to the desires of some of our long-term participants to give back to the community, and during the previous term, our Miracles in Action participants created a holiday toy drive for a nearby shelter for women in recovery and their children. This year, we plan to partner with an organization to improve the quality of life for Beverly Hills residents. TMP’s other new class, Movie Magic, teaches participants how to use editing software to add to their creative skill set. It was developed in response to many of our students who were drawn to technology and have expressed a desire to develop their talents in the entertainment business. Through Movie Magic, we will teach them new skills that can help them one day pursue careers in the entertainment industry. As Hollywood works to become more inclusive both on and off the screen, we see ourselves as an early training ground for those with disabilities interested in pursuing careers in the television and film industries on and behind the camera.

Understanding the importance of offering our services in person, we are in the process of addingadditional classes to those already being conducted at the Wallis Annenberg Center for the Performing Arts.
5a. What percentage of your proposed program is currently utilized by Beverly Hills residents? Please explain what evidence or data you have to support this claim. Do you anticipate any change in utilization for FY 2024-2025? If this data is unavailable, please explain how you will track this information if awarded a grant?
Deeply routed to the Beverly Hills community through our artistic home for in person classes, summer camp, rehearsals, and public performances at the Wallis Annenberg Center for the Performing Arts, 100% of our programs are open to and utilized by members of the Beverly Hills community. In addition tocontinuing to collect participants’ demographic information during our registration process, moving forward, we plan to survey our audiences at our public performances to better track where our audience members reside.
5b. What percentage of the proposed services is utilized in the Los Angeles County SPA 5regional area? Please explain what evidence you have to support this claim. Do you anticipate any change in utilization for FY 2024 - 2025?
TMP is a vendor to the Westside Regional Service through the California Department of DevelopmentalServices, which is located in the Los Angeles County SPA 5. Therefore, many of our participants are residents of its jurisdiction. Additionally, beginning in January 2024, access to tuition being paid through this method has expanded to include our expressive and performing arts classes. Now, all our programming is eligible for this type of government funding for participants who have been granted 4 regional center funding on account of their qualifying diagnoses. We believe this will lead to an increase in utilization of our services in the Los Angeles County SPA 5 area in FY 2024-2025.6. To ensure streamlined service delivery to the Beverly Hills community, what is your agency’s plan to accept direct referrals from City staff and I or our contracted vendors as applicable? As noted above, we are a vendor to the Westside Regional Service located in the Los Angeles County SPA

5. As for direct referrals from City staff, TMP has a good relationship with the Human Services Division having had the honor of being invited twice, in 2020 and 2023, to speak before the Human Relations Commission’s monthly meeting. After the 2020 presentation, TMP was commissioned to create an originalsong for Beverly Hills’ 2021 Kindness Week. Following our 2023 presentation, TMP is hoping to be able tobring our traveling anti-bullying school program to Beverly Hills schools. Should City staff or any Beverly Hills-contracted vendors express an interest in making a referral for prospective participants or volunteers, we would be more than happy to provide our application links and would be thrilled to chat further with any interested parties.

7. Are you a NEW or RETURNING Returning applicant?
7b. For returning applicants: The City takes pride in ensuring residents have access to the strongest social services and cultural programming. Please describe what efforts yourorganization has taken to ensure you have maintained the highest standards of service delivery.

Describe how your organization has been responsive to community needs and has incorporated best practices to better serve the Beverly Hills community.

As noted above, TMP has proudly been able to continue supporting the members of the Beverly Hills community (with and without disabilities) throughout the pandemic and are looking forward to bringing even more of our evidence-based programs back in-person in the coming year. In November 2023, TMP’s Founder and Executive Artistic Director Elaine Hall along with Grants Manager Margaret Mendenhall had the distinct honor of presenting at the Human Relations Commission’s monthly meeting. In earlier years, TMP was commissioned to create an original song for Beverly Hills’ 2021 Kindness Week. In January 2021, TMP intern Jack Cline wrote the original song, “I Choose Kindness,” which is now incorporated intoour curriculum. The song has led to some very meaningful conversations with our participants about what kindness is, what it is not, and how to keep kindness at the center of our interactions with friends and family. More than a dozen TMP participants with disabilities recorded the song, which TMP professionally edited and provided to the City of Beverly Hills free of charge to use as part of the 2021 Kindness Week celebration in February. The song was distributed by the Human Relations Commission and the City ofBeverly Hills and featured on the City’s website. We look forward to future opportunities for collaboration and partnership.

Additionally, in late February and March 2024 TMP will be holding our in-person classes at the Roxbury Park Community Center, and once again the end of term showcase performance will be open to the general public. The end of term showcase performance held there in December 2023 was also open, and audience members included local residents and a troop of Boy Scouts. Also, in March 2024, TMP will participate in a joint resource fair for the Beverly Hills and Culver City Unified School Districts.

In the future, TMP is hoping to be able to present our touring anti-bullying original musical to Beverly Hills schools. We had great success with this in pre-COVID times and believe that the need to spread TMP’s lifeaffirming message to students is needed now more than ever.8. The funding year is July 1, 2024 to June 30, 2025. What is the funding amount requested? $50,000.009. What percentage of your annual funding would the City’s contribution represent?

8.1%

10. What is the ratio of your organization’s administrative operating costs? 30%
5 11. What other funding sources does your organization currently receive? TMP is funded by a combination of grants from foundations and government entities, as well as individual gifts, tickets to our performances, and tuition for our classes and private instruction. Many students have their tuition paid through the California Regional Center System or Self Determination Program, which isthrough the California Department of Developmental Services. Additionally, for 2024, we received grants from the National Endowment for the Arts and the California Arts Council.

12. Provide any additional information that may be useful in evaluating your proposal.

Jerry Moss Plaza at The Music Center, Los Angeles, CAWallis Annenberg Center for the Performing Arts, Beverly Hills, CA Universal City Walk, Universal City, CA
University of California, Los Angeles, Los Angeles, CA
San Diego State University, San Diego, CA
El Marino Elementary, Culver City, CALinwood E. Howe Elementary, Culver City, CA Temple Aliyah, Woodland Hills, CATemple Beth Am, Los Angeles, CA Numerous virtual conferences for international audiences TMP also partnered with Special Olympics Los Angeles County Games to spread awareness of our services, facilitated an improv workshop for the graduating class at the Machon School for the second year in a row, and taught a 5-week fully inclusive improv workshop for teens in the Beit Bracha program at Sinai Temple.

13. Is your grant or cultural funding up to $74 999.00 request:
13a. If your request is under
$74,999.00, please submit recent 990_Project Miracle_2021 .pdfbalance sheet and operating budgetOR most recent tax return.

Additional Documents? Upload them
here. Permit to Solicit_Beverly Hills... .pdf
6 APPLICATION SUMMARY FY 2024125
Agency: Theatre 40
Requested amount: $74,999
History of City funding: 2006-07: $1,000; 2007-08: $3000; 2008-09: $3,100 in grant funding and a separate request for $10,000 from the General Fund for theater seat replacement; 2017- 18: $20,000; 2018-19: $40,000; 2019-20: $50,000; 2020-21: $50,000; 2021-22: $50,000; 2022- 23: $50,000; 2023-24: $50,000
Agency description: Theatre 40 is a professional producing theatre company that has been operating in Beverly Hills for over 56 years. Theatre 40 has produced approximately 490professional theater productions and has been awarded over 500 drama critic’s awards for excellence in theatre.

Proposed use of Community Assistance Grant Funds: Theatre 40 proposes to use the funds to support ongoing production of classic and new theatre for the community. Theatre 40 will also continue to offer the Adult Education Program every Monday Night.

Target populationlPrimary service: Individuals interested in attending theater performances as well as adults who attend Theatre 40’s Theatre Appreciation class every Monday night.

Percentage of total program utilized by Beverly Hills residentslcommunity: Approximately 77% of Theatre 40’s annual season subscribers are Beverly Hills residents. Theatre 40 works with BHUSD’s Adult Education Program to hold an adult theater class every Monday night throughout the school year, and approximately 90% of the students are from the Beverly Hills community.Quantifiable Services and Measures: We perform approximately 24 play readings per year for the Adult school. Over 48 years, we have delivered over 1,200 play readings performed by Theatre 40 professionals, on a volunteer basis for the BHUSD Adult Education program.

Historical Performance:

FY 23/24: (Qi & Q2) Satisfactory [1 Unsatisfactory LI N/A General Comment(s) (e.g., non-quantifiable benefits identified by experience with agency v. absolute numbers; observations such as their growth curve and relationship with City, its residents and target populations):

The amount we are requesting is $74,999.00. We have requested this amount every year for the last several years and The Council and Commissioners have granted Theatre 40 always $50,000. We are enormously grateful for this. This year’s grant application we hope that you will grant Theatre 40 the full amount of $74,999. The reason being: The BHUSD has now begun tocharge and invoice Theatre 40 for security on the campus. This has never happened before. We met with District officials and were told that a security guard at Gate 1 must be present at all times when Theatre 40 is on the campus and no other school activities are happening at the same time. The District is being as reasonable as they can be with us but the invoices are coming in to us at a rate of about $1,500 to $2,000 monthly, or $18,000 to $24,000 annually.

This added expense is substantial for us and if the City granted the full amount requested ($74,999) we would be able meet this added expense. If this is at all possible, it would be a huge help to us. If not, we are always grateful for the funds we are granted.

Percentage of annual funding City’s contribution represents: approximately 12.5% Ratio of administrative to operating costs: The operating cost represent 16% of Theatre 40’s annual budget.

Service Profile: Needs-based Quality of life-based LI Social Service LI Health LI Education LI Cultural Other LI
Agency Scope: Local Regional National LI International LI 501 (C) (3): Yes No LI Exempt LI
2 [email protected]
[email protected]
Submission Date Feb 23, 2024 1:18 PM
Agency or Project Name Theatre 40
Agency Address P.O. Box 5401 Beverly Hills, CXA. 90209, 241 Moreno Dr. (located on the campus of the Beverly Hills High School)
Beverly Hills, CA., 90210
Contact Person David Hunt Stafford
Phone Number (323) 666-5500
Fax Number (323) 666-5500
Email [email protected]
Secondary Contact Person Jim Jahant
Phone Number (310) 200-3915Email [email protected]
Website URL www.theatre40.org

1. Is your organization a 501c.3, Yes, we are a 501c.3 or are you in partnership with a501c.3? la. Upload documentationdemonstrating 501c.3 status or partnership IMG_20200129_0001 .pdf 553.33 KB

2. What type of grant are you CAGE: Cultural Arts Program applying for? 2b. If you are applying for a
cultural grant, describe your
program here. Please include Theatre 40’s program involves the producing of professional theatre the program goals, timeline, productions in our small, elegant and intimate theater on the campus of the and how success will be Beverly Hills High School. Our program provides the Beverly Hills measured. community with high quality theatre at a very affordable season subscription and single ticket prices, with free parking.

Theatre 40’s program goals include maintaining the quality we have to offer the community as well as the quantity of productions and the frequency of our performances.

Theatre 40’s annual timeline is the presenting of a full season of plays (comedies, dramas, thrillers, classics, romances, world premiere plays) running from mid-July of each year and concluding mid-June of the following year. The first show of each season opens mid-July and theseason continues throughout the year and concludes with the final production of the season which will end in mid-June of the following year.

We normally offer a 6-play season, however this current season we offered an 8-play season.

Success can be measured by ticket sales, either increased season subscription sales or single ticket sales, critical acclaim from media outlet and drama critics, award nominations and general over feedback and response from the community and audience members who attend our productions. Further success of our program can be measured by the actual multiple drama critic’s awards that we win every season (over 500awards in total for various productions over the years). Theatre 40 is considered all over Los Angeles as one of the most respected and one of the very best of all the small professional theaters in all of Los Angeles. The measure of our success can also be stated by our longevity in the theatre community in Los Angeles. We are going into our 58th year of productions.

Each production of the new season will be beautifully produced, well attended by our loyal subscriber base, the general public and multiple drama critics and media outlets.

Primarily, Theatre 40 is a professional, producing theatre company and has, for over the fifty-seven years been operating in Beverly Hills, produced approximately 490 professional theatre productions. Theatre 40 has beenawarded over 500 drama critic’s awards for excellence in theatre, over the years.

The plays we produce are both classic plays and new plays, both comediesand dramas. The “services” we provide is the putting forth of these professional theatre productions for the community’s consumption andenjoyment as well as the cultural rewards that live intimate theater has to offer. Almost 80% of the loyal Theatre 40 audience is from the Beverly Hills community and our base of subscribers have been re-subscribing for over 30 and some for as many as 35 years. Theatre 40 is the only professional producing theater company in Beverly Hills. The Wallis offers a wide variety of programming. Theatre 40 only produces professional theaterproductions.

It should also be noted that Theatre 40, for over 48 years, has worked very closely with the officials at the Beverly Hills Unified School District teaching classes, on a 100% volunteer basis, for the Adult Education Program.

Theatre 40 has, for over 48 years, free of charge to the District, taught aTheatre Appreciation Class every Monday night during the school year.

This class involves professional actors rehearsing on their own time and preparing a full-length play to read and present to the class each week. The BHUSD receives money from those adults that enroll in the class but Theatre 40 receives no financial compensation and the actors involved perform for free. Again, many of these adult students (most are Beverly Hills senior citizens) have re-enrolled in the class for many years. The adult students enjoy the play readings, the discussions, the actors and the professional presentations that Theatre 40 does each week because they receive cultural as well as educational rewards and intellectual stimulation from the class. We propose to continue providing these services to the BHUSD and the Beverly Hills community. We perform approximately 24 play readings per year for the Adult school. Over 48 years, we have delivered over 1,200 play readings performed by Theatre 40 professionals, on a volunteer basis for the BHUSD Adult Education program.

3. Do you anticipate needing
any additional support or inkind funding from the City of Beverly Hills to implement your
proposed program?
Theatre 40 has also, over the last 19 years, produced an extraordinarytheater production that plays inside Greystone Mansion called The Manor — Murder and Madness at Greystone. This remarkable and critically acclaimed production tells the story of a fictional “Doheny” family and is based on actual event that took place inside Greystone when the Doheny family built and lived at Greystone in the late 1920’s. The City Council in 2001 allowed Theatre 40 to use the Greystone Estate to produce this play and its popularity has been wonderful for Theatre 40 and for The City and for the Mansion. The City in 2001 gave permission to perform The Manor 3 times and now it is 19 years later and over 300 performances of The Manor have been enjoyed by visitors from all over Southern California. In February of 2020, just prior to the Covid-19 pandemic we performed The Manor once again, our 18th year, and we exceeded 300 performances of thisremarkable production. We propose to continue providing this outstandingproduction to the Beverly Hills community. There was a four-year hiatus of The Manor due to the Covid-19 pandemic. In January of 2023 Theatre 40 performed Guess Who’s Coming to Dinner inside Greystone to massivesuccess and sold-out crowds and in January of 2024 The Manor returned again to a remarkable string of sold out audiences and again tremendous critical acclaim and audience satisfaction.

We would like to continue to perform The Manor at Greystone, but over the years, the costs of re-mounting the production have skyrocketed due to the Actor’s Equity Association demands for higher wages for the performers. The Manor has become very expensive to re-mount annually.

We would like to propose that we continue The Manor however, instead of producing the Manor every year, alternate it with other Theatre 40productions that are not so enormously expensive to produce. Again, the increased costs of remounting The Manor are due to Actor’s Equity Association dictating that the performer salaries get increased every year the play is done. In the case of moving Theatre 40’s production of GuessWho’s Coming to Dinner, which was performed at Greystone in January of 2023. The cost was dramatically less, in fact a fraction of what The Manor costs, and the return on the investment was dramatically higher. We would like to propose alternating The Manor with another Theatre 40 production and do the Manor every other year, varying the programming that we bringto Greystone. We think this will serve the communities cultural needs better by giving them plays at Greystone that differ from The Manor, every other year.

Yes
3a. Please Describe what type
of in-kind support is needed.
3b. What is the estimated value
of this in-kind support?

4. Why are these services
considered critical (eg..enhance quality of life,
improve public safety)? If you
are a previous recipient, willyou be providing new services this funding period?
When Theatre 40 performs staged play reading at Greystone Estate, either in the the newly renovated small theater at Greystone, or in the outdoor“pool area”, as we have done for several years or The Manor or another Theatre 40 production performed inside the Mansion, this is the “in kind support” that is needed. The City has been extremely good to Theatre 40 inoffering and allowing us this remarkable venue to present productions,readings and cultural presentations at no cost to Theatre 40. The City staff that we work closely with again is absolutely remarkable and enormously supportive.

I do not know the estimated value of this in kind support. The City staff, Commissioners and City Council would know better than I would know theestimated value. I am sure it is substantial. — We feel these services — professional theatre productions, both at Theatre 40 on the campus of the BHHS as well as at Greystone Estate and educational theatre programs for the adults of the community are critical to the Beverly Hills community in the sense that “the theatre arts” certainly enhances the quality of life. Great professional theatre productions are an important part of every community’s cultural landscape. We feel that the residents of a community that is void of professional theatre productions will seek those experiences in other communities that do offer them. If Beverly Hills has no theatre, then the residents of Beverly Hills will go elsewhere for the theatre experience. As we know, many B.H. residentsalready do go to The Taper, The Geffen, The Odyssey and other theatres inSouthern California. With Theatre 40 they can have those theater experiences locally and conveniently and very affordably I might add. We feel it is critical that a city with the prominence of Beverly Hills have a vibrant and exciting professional theatre company that is part of the qualities the City has to offer. While The Wallis offers a wide variety ofprogramming, Theatre 40 does plays only in a small and intimate setting. By the same token the educational program for the Adult students is also essential. Theatre 40’s Monday Night Theatre Appreciation Classgenerates enthusiasm and interest in the theater as well as promotes mental awareness and alertness — it stimulates and invigorates the adultstudents as well as provides entertainment and enjoyment. Offering these services and having them available is critical for the Beverly Hills community. We feel these services do indeed enhance the quality of life aswell as the quality of the education being offered in the BHUSD.

Theatre 40 is a previous recipient but we are not
proposing new services during this funding period
5a. What percentage of your
proposed program is currentlyutilized by Beverly Hillsresidents? Please explain what evidence or data you have to
support this claim. Do youanticipate any change in
utilization for FY 2024-2025 If
this data is unavailable, please
explain how you will track this
information if awarded a grant?
5b. What percentage of the
proposed services is utilized in
the Los Angeles County SPA 5
regional area? Please explain
what evidence you have to
support this claim. Do you
anticipate any change in
utilization for FY 2024 - 2025?

6. To ensure streamlined
service delivery to the Beverly
Hills community, what is your
agency’s plan to accept direct
referrals from City staff and / or
our contracted vendors asapplicable?
In regard to Theatre 40’s professional theatre productions, which perform all throughout the year on a mid- July to mid-June annual theatrical season calendar (six or seven professional productionsthroughout the year) approximately 77% of the annual season subscribers are Beverly Hills residents.

Annual attendance and demographics are maintained via our mailing list and spreadsheets. It is difficult to state how many other “theatre goers” who are attracted to Theatre 40 by display advertising, friends of the productions and “word of mouth” are in fact Beverly Hills residents. I would estimate of the “walk up ticket buyers” approximately 37% are from the Beverly Hills community.

In terms of Theatre 40’s Adult Education Monday Night Theatre Appreciation class — approximately 90% of the enrolled adult students are from the Beverly Hills community. With funding from the City I believe we can grow the number of attendees in this long-standing and respected Adult Education Theatre Appreciation class.

From our list of subscribers, buyers of single tickets, our donors, and our general mailing list we estimate that it is in excess of 95% of the proposedservices. -. Theatre 40 is always, constantly eager to add more theatre loving attendees and season tickets holders to our audience. Should we be fortunate enough to receive direct referrals from City Staff and / or contracted vendors, we will warmly welcome them to our productions and make certain that the productions they attend are excellent in everyregard. We put forth professional theatre productions and the more individuals in the audience the better. We would be absolutely delighted to get direct referrals from City staff and contracted vendors. They will beadded to the mailing list, warmly welcomed and encouraged to return.

There have been several occasions over the last few years where the City has approved promoting Theatre 40 productions with The City’s “mailinglist”. Not often, but occasionally. If The City authorized promotion of our cultural offerings and theater productions to the The City’s mailing list more regularly, we feel that would be an excellent means of increasing our attendance and making more of the community aware of what we aredoing and the quality we have to offer. If and when The City is promoting various cultural activities in B.H. we hope Theatre 40 will be included in that promotion, for the benefit of all involved.

7. Are you a NEW orRETURNING applicant? Returning
7b. For returning applicants:

The City takes pride inensuring residents have access
to the strongest social services
and cultural programming.

Please describe what efforts
your organization has taken to
ensure you have maintained
the highest standards of
service delivery. Describe howyour organization has been responsive to community
needs and has incorporated
best practices to better serve
the Beverly Hills community.

8. The funding year is July 1,2024 to June 30, 2025. What is the funding amount
requested?

9. What percentage of yourannual funding would the
City’s contribution represent?

10. What is the ratio of your
organizations administrative
operating costs?

11. What other funding sources
does your organization
currently receive?

12. Provide any additional
information that may be usefulin evaluating your proposal.

13. Is your grant or cultural
funding request:

Theatre 40 always strives and has always dedicated our operation to quality in production and quality in customer service and interaction with the community. We serve the community and the public and want to provide the highest quality experience in going to the theater here in Los Angeles. The play selection is carefully thought out with our audience in mind and everything possible is done to produce the plays to the very best of our ability, on limited budgets. “The play is the thing”, as the saying goesand we are trying in every way we can to make our productions the best.

From the personnel we use, the actors, directors, the technical staff, the costume designers, set design, the publicist, web designer and graphic designer for posters and publicity materials; each and every aspect is handled and is maintained with the community in mind to attract them and keep them coming back and to assuring the theater experience that personhas is of the highest quality. We select plays that will appeal to thecommunity of Beverly Hills. We publicize them as best we can to the community. We offer special complimentary tickets to every performance.

We offer free parking to all theatre goers as well as complimentary theater programs and season brochures, concessions and friendly on-site ushers and greeters to assure comfortable seating and maximum quality in production and performance. — The amount we are requesting is $74,999.00 We have requested this amount every year for the last several years and The Council and Commissioners have granted Theatre 40 always $50,000. We are enormously grateful for this. This year’s grant application we hope that youwill grant Theatre 40 the full amount of $74,999. The reason being: The BHUSD has now begun to charge and invoice Theatre 40 for security on the campus. This has never happened before. We met with District officialsand were told that a security guard at Gate 1 must be present at all times when Theatre 40 is on the campus and no other school activities are happening at the same time. This, of course, is unfortunately COMPLETELYUNDERSTANDABLE -considering the world we live in these days! TheDistrict is being as reasonable as they can be with us but the invoices are coming in to us at a rate of about $1,500 to $2,000 monthly, or $18,000 to$24,000 annually. This added expense is substantial for us and if the City granted the full amount requested ($74,999) we would be able meet this added expense. If this is at all possible, it would be a huge help to us. If not, we are always grateful for the funds we are granted.
2022 - 2023 revenue as per tax return = $398,740.00
If the City’s contribution is to be $50,000 -
$50,000 divided by $398,740.00 = 12.5%
Administrative operating costs 2022 - 2023 were $69,202.

Total Expense was $432,853.00
The ratio of administrative costs $69,202 divided by $432,853.00 = 16% Other sources of funding for Theatre 40’s programs include the sale of the annual season subscription, single ticket sales from the general public, and an annual “end of the year” charitable donation letter that is sent out to the subscribers and mailing list. The end of the year letter always produces a nice result. We have contribution envelopes in our lobby that audience members pick up and take home in which they send in donations ofsupport. We also have a network of generous community members who support our productions and our efforts on a regular basis. Theatre 40 is amembership company and the actor members also pay a small amount of dues to belong to the theater company. This is considered a part of our revenue, but it is very small. When we are allowed to perform The Manor or other theater productions at Greystone Estate - that always generates nice revenue for us.

See attached flyers and posters below.
up to $74,999.00
13a. If your request is under$74,999.00, please submit
recent balance sheet and
operating budget OR most
recent tax return.

Additional Documents? Upload
them here.
2023 Scenie Awards Iist.docx

14.19 KB
Manor_Flyer--Jan-2024--v22-up.pdf
241.64 KB
T40J\gat ha_TowardsZero_1 8x24_R2.jpg

3.51 MB
T40_Breec hes_1 8x24. pdf

1.54 MB
T40_SeasonPoste r24_R1 .pdf

5.88 MB2022 Tax Return -Theatre Forty.pdf

3.72 MB
T40_Strangers_Train_18x24_R.jpg2.39 MB
APPLICATION SUMMARY FY 2024125
Agency: Tower Cancer Research Foundation
Requested amount: $75,000
History of City funding:, 2019/20: $25,000; 2020/21: $50,000; 2021/22: $50,000; 2022/23:
$50,000; 2023/24: $50,000
Agency description: Founded by a group of physicians, patients, and volunteers, Tower Cancer Research Foundation (TCRF) has developed a legacy of supporting high impactresearch and clinical trials. TCRF Magnolia House wellness center offers evidence based psychosocial patient support programs as an integral part of one’s quality cancer treatment and survivorship care. Participants view the Magnolia House Patient Support Programs as a lifeline that enhances quality of life and provides a community of friendship, encouragement, and comfort.

While the Foundation’s primary thrust is funding innovative research in the hope of eradicating the disease for future generations, Tower also provides support for those currently facing a diagnosis through the Magnolia House, the patient services division of the Foundation.

Magnolia House is an integrative survivorship weliness center with in-depth programs offered at no cost to cancer patients and survivors. It is dedicated to helping those with a cancer diagnosis optimize wellness and quality of life, providing an array of free fitness, therapeutic, and holistic programs that empower participants to develop a physical and emotional toolkit to meet the challenges of the disease from diagnosis to survivorship.Proposed use of Community Assistance Grant Funds: The proposed use of funds would go specifically to the holistic classes at the Magnolia House. The grant would allow Tower to further expand and enhance the program offerings to cancer patients and survivors. Examples of programs and classes offered include individual therapy, sleep management, stress management, pain management, writing workshops, educational lectures, Reiki, hypnotherapy, meditation, sound healing, yoga, Pilates, aerobics, guided imagery and many others. Insurance often does not cover complementary and integrative medicine services which creates a barrier for cancer patients and survivors to access these life enhancing programs.

Goals for Magnolia House include:
• Continue offering over 130 free mind body offerings per month for free to cancer survivors • Expand awareness about our programs into medical centers and community organizations• engage more men and young adult survivors into our programs • increase our outdoor programing and education lectures • further collaborations with likeminded organizations such as CSCLA, Chick Mission, and more
• Generate additional fundraising opportunities through corporate sponsors, foundations,individual donors so that we can continue to expand our programming, reach, and connection with those impacted by cancer.
• Refine and broaden our communications and marketing efforts through digital marketing and community outreach
Target population/Primary service: The target populations is cancer patients and survivors (Thrivers). The primary service is to help those with a cancer diagnosis optimize weilness and quality of life.

Percentage of total program utilized by Beverly Hills community: Approximately 12% of program services are utilized by the Beverly Hills community.

Quantifiable Services and Measures: Success is evaluated through the following methods:
• Survey participants on a regular basis, particularly with new offerings or if we see a class that has lower attendance
• Comprehensive annual survey• Gauge class participation numbers on a daily basis through our Mindbody database • Regular conversations with our instructors regarding what is working and what isn’t in classes• Members of several survivorship consortiums and committees to stay informed about the cancer survivorship space, areas of need that we can contribute, and improving our currentofferings.

Historical Performance:

Launched in 2013, Magnolia House Patient Support Program offered 19 classes per month, and had a total of 500 visits in its inaugural year. Participants view the programs as a lifeline that provides not only enhanced quality of life, but a community of friendship, encouragement, and comfort.

Percentage of annual funding City’s contribution represents: 2.4% Ratio of administrative to operating costs: 8%
Service Profile: Needs-based Quality of life-based Social Service Health LI Education LI Cultural LI Other LI
Agency Scope: Local Regional National International
501 (C) (3): Yes No LI Exempt LI
2 c!ey D
Agency Name
Thursday, February 29, 2024
Community Assistance Grant Funding (CAGF)
Application
Fiscal Year 2024-2025
Tower Cancer Research Foundation/Magnolia House
8767 Wilshire Boulevard, #401
Los Angeles, California, 9021 1
Michelle Woodhill(310) 299-1768
micheIletowercancerorgMichea! Merino
(310) 299-8469michealtowercancer.org
htips:/Iwww.towercancer.orgl
Facebook -
j.ps://www.facebook.com/TowerCancerResearch Twitter (X) -hitps://twitter.com/TowerCancer Instagram -
jflps://www.instagram.com/towercancerresearch/ Linkedin -tiIps://www.linkedin.com/compny/towercancerresearch/ Yes, we are a 501 c.3
IRS TDL 2006.pdf
CAGE: Social Services or Program
Agency Address
Contact Person
Phone NumberEmail
Secondary Contact Person
Phone Number
Email
Website URL
Social Media Handles

1. Is your organization a 501 c.3, or
are you in partnership with a 501c.3?
la. Upload documentation
demonstrating 501 c.3 status or
partnership

Tower Cancer Research Foundations (TCRF) Magnolia House wellness center offers evidence based psychosocial patient support programs as an integral part of one’s quality cancer treatment and survivorship care. Participants view the Magnolia House Patient Support Programs as a lifeline that enhances quality of life and provides a community of friendship, encouragement, and comfort. Classes, Workshops, Programs, and Services that will be offered, include:

Emerging Science in Cancer Care (Quarterly)Healing Through Art GRACE
Nutrition/Cooking
Men’s ProgrammingMeditation
Nutrition class
Working on with Weights
Walk with a Doc
Reiki/HypnoGroup Reiki
Mindful Techniques for Anxiety: Meditation
Guided Imagery
Pilates 101PAlates Fusion 45
Yoga for Bone Strength
Tapping (EFT)Yoga Sculpt
Harmonize and Vitalize Sound Healing
Toolkit for Pain/ Sleep
Belly Dancing
Nidra Meditation
Move Into Balance
Bonus Classes
Outdoor Programming
Individual Therapy
Low Impact Aerobics
(3) Workshops (i.e. stress relief)
Individual Therapy -GRP
World of Dance
Pilat-EaseDance and Sculpt
Morning Meditation with Audio CompanionIndividual Therapy Wig Concierge
Spirit Series
Writing Workshops
Release and WriteCrystal Sound Meditation
Bolster and Bridge Audio Series
Stamina and Stability/Strength & ResilienceYoga for Vitality Yoga for Serenity
Yoga: Balance and Resilience
Gentle Yoga
Release and Restore
Goals for Magnolia House include:
• Continue offering over 1 30 free mind body offerings per month for free to cancer survivors• Expand awareness about our programs into medical centers and community organizations• engage more men and young adult survivors into our programs • increase our outdoor programing and education lectures • further collaborations with likeminded organizations such as CSCLA, Chick Mission, and more • Generate additional fundraising opportunities through corporate sponsors, foundations, individual donors so that we can continue to expand our programming, reach, and connection with those impacted by cancer.
• Refine and broaden our communications and marketing efforts through digital marketing and community outreach
Evaluation Method:
2 • Survey participants on a regular basis, particularly with new offerings or if we see a class that has lower attendance
• Comprehensive annual survey• Gauge class participation numbers on a daily basis through our Mindbody database• Regular conversations with our instructors regarding what is working and what isn’t in classes • Members of several survivorship consortiums and committees to stay informed about the cancer survivorship space, areas of need that we can contribute, and improving our current offerings.

Timeline:
• We anticipate being able to achieve these goals by the end of the 2024 calendar year

The City of Beverly Hills has been very generous with their support of Tower Cancer Research Foundation providing space free of charge at Roxbury Park for Magnolia House programming. We hope the City of Beverly Hills will continue to in-kind spaces at Roxbury Park for our programs and participants. 3b. What is the estimated value of this in-kind support? The estimated value of the in-kind support is $426.00.

Magnolia House reserves 1 table ($20.00 approximately- per table, per day) at for each of the 1 5 classes we will be offering at Roxbury Park this year, which totals $300.00. Additionally, Magnolia House reserves the Pavilion ($1 26.00 approximately -4 tables, 2 grills) once per year. This brings the estimated value tothe $426.00 mentioned above.

4. Why are these services considered critical (e.g., enhance quality of life, improve public safety)? If you are a previous recipient, will you be providing new services this funding period?The American Cancer Society estimates that there will be about 2 million new cases of cancer in 2024 (Of those, 193,880 cases will be specific to people living in California). At the same time, between 201 2-2021 the cancer death rate has dropped by 1 .6% per year (ACS 2024 Cancer Facts & Figures). This tells us that although more people are being diagnosed with cancer every year those who have a cancer diagnosis areliving longer.

While conventional cancer treatments have greatly reduced cancer-related mortality, these therapies often produce adverse effects such as fatigue, hot flashes, nausea, and postoperative pain that may negatively impact quality of life. Additionally, patients are faced with the long-term collateral damage effects of cancer treatment, drastically impacting their quality of life for many years after they conclude treatment.

Examples of collateral damage are neuropathy and lymphedema. Cancer survivors are more likely to use integrative medicine for wellness, pain, and improving their immune functions. Interestingly, most of them started using integrative medicine because their conventional health providers recommended it to them.

The impact of a cancer diagnosis and treatment on a person is multifaceted and far-reaching, the notion of quality of life throughout cancer survivorship is also multidimensional and includes physical, psychosocial, emotional, and financial well-being. As more cancer survivors are living longer, the concept of quality of life and survivorship has become an integral part of the cancer care continuum, as well as a focus of intense research. (AACR 2021 Cancer Progress Report). Increased understanding of the far reaching impact of cancer on a person’s life has spurred the field of psycho-oncology, an interdisciplinaryapproach to providing support for cancer patients confronting numerous behavioral, emotional,psychological, and social challenges throughout the different stages of survivorship (AACR 2021 Cancer Progress Report).
3 For over a decade, TCRF has been on the forefront of complimentary care for cancer thrivers. Through TORE’s Magnolia House Patient Support Program, we see and learn about the transformation in the quality of life for our participants and their families. In 2013, Magnolia House’s Patient Support Program offered 19 classes per month and had 500 visits in the first year. Today, Tower’s Magnolia House Patient Support Program offers over 130 classes/services per month, which account for over 20,000 participant visits per year. Approximately 50% of our classes have a wait list, which highlights both the quality of the programswe offer and the void that exists most notably due to the challenges of COVID-1 9 as well as the increasing rates of survivorship and the research supporting the benefits to quality of life. As a result, we continue to evolve the patient support experience through evidence-based programs. TCRF prides itself on vetting facilitators and instructors to ensure they are experts in their respective fields and come highly regarded in the community. We are infinitely grateful for the extraordinary instructors we have at TCRF’s Magnolia House.

This upcoming year Magnolia House will provide participants with exciting opportunities through a newWorkshop series, and partnerships with local organizations, Lipstick Angels and Cancer Support Community of Los Angeles (CSCLA). Lipstick Angels is a nonprofit organization serving those affected by cancer for over 10 years with oncology-sensitive, customized clean beauty, skin care, and wellnessservices. TCRF and Magnolia House will host Lipstick Angeles to hold some of their beauty days at ouroffices here in Beverly Hills. Our beautiful space in the heart of Beverly Hills benefits from a large exercise room, kitchen, and terrace that can be modified to meet all programmatic needs. This will allow patients to connect with one another and bond over their shared experiences in person. CSCLA is a local nonprofitoffering free programs, including support groups, counseling, education programs, and family programs.

TCRF will look to partner with CSC to exchange referrals, effectively allowing us to provide our participantswith more services, such as support groups and youth and caregiver services. We envision collaborative efforts with wonderful organizations like these as opportunities to provide more resources for our participants and vice versa, while expanding our reach in the community. Lastly, Magnolia House will put in place a Lunch and Learn series that will center around cancer and weliness that we hope will be a space to educate and learn more about our participants’ needs. This workshop series will cover topics such asnutrition, health and wellness, clinical trials for metastatic patients, financial toxicity, and other relevant subjects to participants. We look forward to providing this series in-person at the TCRF office to directly reach more residents in Beverly Hills.5a. What percentage of your proposed program is currently utilized by Beverly Hills residents?Please explain what evidence or data you have to support this claim. Do you anticipate any change in utilization for FY 2024-2025? If this data is unavailable, please explain how you will track this information if awarded a grant?
Beverly Hills residents currently represent 12% percent of the proposed program. Magnolia House currently utilizes a platform called MindBody that captures a variety of participant information. Mindbodycollects class registration, liability waivers, participation metrics, and demographics. This ensures that year after year we are able to accurately track and report on participant data.

The 1 2% percent utilization figure is an increase from 10% percent in 2022. We anticipate serving more Beverly Hills residents in 2024 with an increase of in-person programming and services that Magnolia House has planned in our Beverly Hills location.
5b. What percentage of the proposed services is utilized in the Los Angeles County SPA 5regional area? Please explain what evidence you have to support this claim. Do you anticipate any change in utilization for FY 2024 - 2025?
Of the proposed program, Los Angeles County SPA 5 regional area represents 38% percent of servicesutilized. Magnolia House can calculate this figure through data collected using Mindbody. Mindbody is a program used by Magnolia House to capture a variety of participant information and demographics,including the location of our participants. As a result, we are able to determine which participants are located in the Los Angeles County SPA 5 regional area. We anticipate serving more members in the Los Angeles County SPA 5 regional area that includes residents of the Beverly Hills community.

6. To ensure streamlined service delivery to the Beverly Hills community, what is your agency’s plan to accept direct referrals from City staff and / or our contracted vendors as applicable? Magnolia House was conceived in 201 3 by founding members of Tower Cancer Research Foundation to 4 provide emotional services for cancer patients in the community. What began as a service over the phone has now blossomed into over a hundred classes every month servicing more than 20,000 participants every year. The growth and quality of services offered at Magnolia House would not be possible without the help of local supporters and medical partners with whom we continue to work closely today.

We continue to strengthen our relationship with several doctors, integrative medicine practitioners, physical therapists, and social workers at Cedars-Sinai, Tower Hematology Oncology, Kaiser, and UCLA.

These relationships along with our instructors, are a top referral source to Magnolia House. TCRF has conducted calls with Cedars-Sinai’s Patient Relations Manager and provided presentations to the CedarsSinai Patient and Family Support Program Social Work team to share more about Magnolia House programming and how we can be of service to patients together.

Magnolia House offers programs free of charge to our participants, and we would gladly accept referrals from staff at the City of Beverly Hills and its contracted vendors. Like our work with Cedars-Sinai, wewould love to open dialogue with City leadership on how we can best support a direct referral system, those involved in the process, and most importantly future participants. This includes connecting City leadership with the appropriate Magnolia House staff to create a direct line of communication for information and the referral process. It would be beneficial to do on-site or virtual presentations to learn more about how we can support, while sharing more detailed information about our staff and program offerings. Currently, Magnolia House participates in community events like the Beverly Hills Seniors Health Fair, City of Beverly Hills Farmer’s Market as a vendor, and have been invited to speak to residents during Kindness Week. Our staff and senior leadership plan to continue attending more local events, such asBeverly Hills Chamber events, where we can directly speak with community members about Magnolia House. We believe that a direct line of communication that is coupled with well-rounded information will ensure that the City of Beverly Hills can make direct referrals, and together we can successfully serve participants.

7. Are you a NEW or RETURNING Returning applicant?7b. For returning applicants: The City takes pride in ensuring residents have access to thestrongest social services and cultural programming. Please describe what efforts your organization has taken to ensure you have maintained the highest standards of service delivery.

Describe how your organization has been responsive to community needs and has incorporated best practices to better serve the Beverly Hills community.

Magnolia House hosted 21,000 participant visits both virtually and in-person with more than 2,000 classes/services in 2023. To ensure that we are providing the strongest programming and services toparticipants, we implement a semi-annual and annual survey where participants can share feedback and testimonials about their experience.
2023 Annual Magnolia House Survey Highlights:
1 00% would recommend Magnolia House to a friend with cancer. • 91 % prefer online classes, 40% Interested in Outdoor Classes, 19% Indoor Over 91% feel improvement in overall quality of life
• Participants recommend Magnolia House for the following: Movement or Physical Health Classes with great instructors, Mindfulness or Mental Health Programs, Interesting Guest Speakers, Community Events, Access to useful Information and resources, Connection with others dealing with the same issues. 2023 Participant Feedback Highlights:
“UNIQUE offerings not offered in other programs. And the quality of the instructors.”“It’s a way to get healthy again.” • “Realize how important community is. Making new friends.” • “A community one truly needs and appreciates for wellness and bonding.” • “Hope for life really. I would have gone mad, especially during Covid pandemic.” “My self-confidence has improved and has helped me reconnect to body again. As a woman, who had breast cancer and a messy DEIP belly flap reconstruction surgery, no other class has granted me that kind 5 of healing”
Additionally, the instructors we hire for our Magnolia House Program are exceptional. Along with their extraordinary expertise working with cancer patients, they also have the most caring hearts and go above and beyond to create smiles, healing, and connection. As you have read from participant feedback, the sense of community and positive effect it creates is one of the most talked about elements of Magnolia House. So much of this is due to our instructors and the team that supports them.

This upcoming year Magnolia House will move forward with increasing the number of in-person classes and services to participants with a focus on our local community. The COVID-1 9 pandemic paused inperson classes and we quickly transitioned to the virtual space via Zoom in April 2020. We value the incredible opportunity that the accessibility of virtual classes has had on our participants, and we will continue to provide classes virtually. Looking forward 3-4 years later to 2024, we want to strengthen our community with more face-to-face interaction between staff, instructors, participants, and professionals in the field. In March 2024, we will be collaborating with Cancer Support Community Los Angeles for a Men’s Cancer Series that will provide tools for an individual’s cancer journey and tackle pressing questions amongst practitioners, experts, and cancer patients and survivors. In-person spaces like these are part of dialogue that builds relationships, creates friendships, and will help us further connect with our local community.

With the support of our partners, including the City of Beverly Hills, we continue to strive to deliver qualityservices that adhere to the needs of our participants through consistent feedback that results in employing quality instructors, and helps us to incorporate best practices and new opportunities.

8. The funding year is July 1, 2024 to June 30, 2025. What is the funding amount requested? $75,000

9. What percentage of your annual funding would the City’s contribution represent?2.4%

10. What is the ratio of your organization’s administrative operating costs? 8%

11. What other funding sources does your organization currently receive? Foundations:

California Community Foundation
Kobor Family Foundation
Diane P. and Guilford Glazer Foundation
Guess Foundation
Ralph and Barbara Edwards Family Foundation
Strauss Foundation TD
Kissick Family Foundation
Traub-Brittan Family FoundationJohnny Carson FoundationThe Green Foundation Y&S Nazarian Family Foundation
Robert Margolis Foundation
Sydney T. Levenson M.D. FoundationAngus Mitchell Foundation Richard and Roberta Marantz Family Foundation
Frederick R. Weisman Philanthropic Foundation
Alpert & Alpert Foundation
The Steven and Ilyse Teller Charitable Foundation
Leonard & Annette Shapiro Family Foundation
The Katz Family Foundation
Robert and Rochelle Light Foundation
6 Hyman Levine Family Foundation
Michael
& Susan Dell Foundation
Samuel Urcis and Marion Zola Foundation
VMLY&R Foundation
Corporations:Main Street Advisors
Incyte Corporation
AstraZeneca Pharmaceuticals LP
Brenda Abramson Family Foundation, Inc.

City National Bank
American Textile Maintenance Company
Charity Golf InternationalXIV Karts LTDCedars Sinai
Saks Fifth Avenue
Gucci
Puma Biotechnology
Tito’s Handmade Vodka
1st Century BankBristol-Myers Squibb CompanyFrederic W. Cook & Co. Inc.

Pure Noise RecordsBatjac Productions, Inc.

Specialty Restaurants Corporation
Creditors Adjustment BureauRussell Westbrook Chrysler Dodge Jeep Ram Levy
& Nourafchan, LLP
Genentech Oncology
Meyer, Olson, Lowy
& Meyers, LLP
Robert. M. Pagan Construction Co., Inc.M.J. Rosenmayer Co.

Aufzien Foundation, Inc.

Lorman Education Services
Amazon Smile
J.J. Photocopy Service, Inc.Town
& Country Event Rentals
Jules Berlin Agency
Good to Great: Medical Cosmetics Solutions
USC Norris Comprehensive Cancer Center
Women’s Care of Beverly Hills Medical Group
Cedars-Sinai
Moonlite
Pamela Brown Jewelry
Treasured AccessoryClassy Bag Lady
Lavender Blue, Inc.

KeikicoBrentwood General Store
Rally ClubMayaile Stacks
Lovey
& Grink
Womaness
Individuals:

Mrs. Tamara FritzMr. and Mrs. Richard B. Lippin
7 Mr. George Radda
Mr. and Mrs. Robert Shuwarger
Mr. and Mrs. Harvey RosenMs. Nina Rosenthal
Frankie and Barry Sholem
Mr. and Mrs. Jonathan K. LayneMr. and Mrs. Larry D. Rosenstein Ms. Kathy A. Gallagher and Mr. Greg Scott
Dr. and Mrs. Leonard MarksMr. and Mrs. Jan Goren
Dr. and Mrs. Barry E. Rosenbloom
Mr. and Mrs. Allan V. Africk
Dr. and Mrs. Fred RosenfeltMr. and Mrs. Robert Lakin
Grace and Stewart Krakover
Dr. Miriam AdelsonMrs. Nancy Mishkin
Mr. and Mrs. Michael WarsavskyDr. Steven and Robin Berlin Dr. Arnold Gilberg
Randi and Warren GrantMr. and Mrs. Brad Shames
Mrs. Sally Magaram
Dr. and Mrs. Solomon I. Hamburg
Sonya Rosenfeld
Mr. and Mrs. Michael D. Hackman
Mr. and Mrs. Alexander Haagen
Mr. and Mrs. Greg MyerMr. and Mrs. Lane Satnick
Mr. and Mrs. Babak Baradaran
Mr. and Mrs. Gary R. Fox
Mr. and Mrs. Brad CohenMr. and Mrs. Allen Tuchman
Mrs. Abby J. Levy
Ms. Annie BelangerMrs. Lisa Helfend Meyer and Mr. Ron Cherney Ms. Felicia Present
Mr. Wellington ChenMr. and Mrs. Michael Schwab
Ms. Kathy Javor
Heather and Christopher McQuarrie
Mr. and Mrs. Douglas E. HockersmithMr. and Mrs. Leon Wagner

12. Provide any additional information that may be useful in evaluating your proposal.

Not applicable.

13. Is your grant or cultural funding over $75,000.00 request:1 3b. If your request is over $75,000.00, please submit most TCRF Financial Statement 12... .pdf recent financial statement reviewed
by a Certified Public Accountant.
8 Additional Documents? Upload them
here. TCRF 2022 990 Form YE 12.3... .pdf
TCRF Permit to Solicit - City o... .pdf
9 APPLICATION SUMMARY FY 2024/25
Agency: Wallis Annenberg Center for the Performing Arts Requested amount: $10,000
History of City funding: 2017/18: $10,000; 2018/19: $10,000; 2019/20: $10,000; 2020/21:
$10,000; 2021/22: $10,000; 2022/23: $10,000; 2023/24: $10,000 Agency description: Located in Beverly Hills, the Wallis Annenberg Center for the Performing Arts brings audiences world-class theater, dance and music. Since opening their doors to the public in 2013, the Wallis has established itself as a major cultural resource and civic hub for the Beverly Hills community, drawing over 70,000 paid audience members plus over 10,000 additional adult and youth students, and other visitors annually.

Proposed use of Community Assistance Grant Funds: The Wallis requests supports their GRoW @ the Wallis Community & Outreach Program that serve as many as 10,000 individuals each year, including a core group of Beverly Hills youth, adults, and families. The Wallis’ Community and Outreach Programs include the following initiatives:

I. The Wallis School Partners Program (for K-12 students) - provides multiple opportunities for students, teachers, and families to experience performances on their stages and receive support on their campuses. The Wallis provides two distinctive programmatic paths, In School Artist Residencies and live student matinees.

II. Creative Aging Program — includes a storytelling course for adults 55+, and a virtual storytelling class course for adults 55+ that uses a variety of art forms for students to tell their stories.

Ill. Partnerships with local social services agencies—provides theater, music, dance, and social skills classes for individuals with autism and all abilities through Miracle Project. Teen Tix LA provides affordable tickets to theatre and social skills programming that seeks to expand youth access to the arts, veteran groups andmore.

IV. Free Outdoor Community Programs — year-round, The Wallis presents Sunday Funday free, outdoor, family-friendly, community programming. Popular acts include The Story Pirates.

Target population/Primary service: Community members of all ages and the primary service is education.Percentage of total program utilized by Beverly Hills community: Around 30% of The Wallis’ overall services are utilized by members of the Beverly Hills community. In addition, The Wallis has a formal arts education program partnership with the Beverly Hills Unified School District, and those schools make up more than half of the schools currently participating in The Wallis School Partners Program.

Quantifiable Services and Measures: The Wallis measures the success of its programming via a combination of critical reviews, attendance tracking, direct feedback from patrons, and data analysis including website impressions and our industry specific customer management system, Tessitura. The Wallis aims to continue to expand the reach of this programming bycontinuing to offer exciting, interactive experiences that speak to our unique patron base.

Historical Performance:

FY 23/24: (Qi & Q2) Satisfactory LI Unsatisfactory
General Comment(s) (e.g., non-quantifiable benefits identified by experience with agency v. absolute numbers; obseivations such as their growth curve and relationship with City, its residents and target populations):

We thank the City of Beverly Hills for its consideration of our application in support of thesevital programs.

Percentage of annual funding City’s contribution represents: The City’s contribution of $10,000 would represent approximately .1% of the Wallis’ total annual contributed and earned income.

Ratio of administrative to operating costs: Roughly 21.445% of The Wallis’ total expensesin the most recently completed formal audit reflect operating costs.

Service Profile: Needs-based LI Quality of life-based LI Social Service LI Health LI Education LI Cultural Other LI
Agency Scope: Local Regional National LI International LI 501 (C) (3): Yes No LI Exempt LI
2 Agency t Name
Thursday, February 29, 2024
Community Assistance Grant Funding (CAGF)
Application
Fiscal Year 2024-2025
The Wallis Annenberg Center for the Performing Arts
9390 N Santa Monica Blvd
Beverly Hills, CA, 90210
Agency Address
Contact Person
Phone NumberEmail
Secondary Contact Person
Phone Number
Email
Website URLSocial Media Handles

1. Is your organization a 501 c.3, or
are you in partnership with a 501c.3?
1 a. Upload documentation
demonstrating 501 c.3 status or
partnership

2. What type of grant are youapplying for?
2b. If you are applying for a cultural grant, describe your program here. Please include the program goals, timeline, and how success will be measured.

The Wallis Annenberg Center for the Performing Arts (The Wallis) is a world-class performing arts center in the heart of Beverly Hills’ iconic Golden Triangle where people of all ages, backgrounds, and abilities are warmly invited to join our unique and thriving community. The Wallis places dual focus on serving our local Beverly Hills and broader Los Angeles community through bold and transformative artistic programming, which draws national and international artists, and through our vital GRoW @ The Wallis arts-education initiatives.A renewed grant from the City of Beverly Hills Cultural Grant Program will support GRoW @ The Wallis community, education and outreach initiatives during the 2024/2025 Season. These include the following:

THE WALLIS SCHOOL PARTNERS PROGRAM (For K-12 students)The Wallis School Partners Program was founded in 201 5 to provide access to world-class performing arts for prekindergarten through twelth grade students in Beverly Hills and throughout Los AngelesCounty. The program offers 10 to 20 weekday student matinee performances at The Wallis annually, as Christine Bernardi Weil
(818) 427-2957
cbernardithewallis.org
Loren Hayes(859) 620-1172
lhayesthewallis.org
www.thewallis.org
@thewallisbh
Yes, we are a 501c.3
501 c3.pdf
CAGE: Cultural Arts Program
well as in-school arts workshops and residencies, roundtables, talkbacks, masterciasses, assembly performances on school campuses, and resources for teachers.

In deliberately creating numerous entry points for arts participation for area youth, The Wallis created a program that takes a two-pronged approach. In addition to student matinees pulled directly from The Wallis award winning mainstage season, In School Artist Residencies focus on interactive, sequential arts-education workshops led by expert Wallis teaching artists and tailored to participants’ unique curricular needs.

As such, the 2024-2025 School Partners Program will continue to offer two distinct programmatic paths:

In School Artist Residencies, and Live Student Matinees. Both paths will focus on serving two key groups:
-Beverly Hills Unified School District Pre-K through 1 2th grade public schools, with whom The Wallis has aformal arts education partnership; and, -A target group of public Pre-K through 1 2th grade schools in extremely under-resourced communities, with priority given to those in areas of the greatest need. The Wallis is working with schools in which we have pre-established relationship with teachers and administrators, whose partnership is necessary to the successful implementation of our program. Some examples of Title I School Partners from the 2023-2024school year include George Washington Carver Middle School in South-Central Los Angeles, Richard Riordan Primary Center in Highland Park, and Rockdale Elementary School in Eagle Rock.FREE, OUTDOOR PROGRAMMING The Wallis offers multiple arts events for all community members on our outdoor Promenade Terraceyear-round. Sunday Fundays are free, family-friendly performances throughout the year that feature artists and ensembles — including our popular STORY PIRATES series that performs sketch comedy based on stories submitted by kids in the audience and across the country, and family concerts by Parker Bent, as well as other programs added during the year. The Wallis’ free community programming welcomes a broadgroup of participants including Beverly Hills residents, employees of local businesses, and people fromoutside the Beverly Hills area who are drawn to this unique program.

CREATIVE AGING PROGRAMS: Through our 1 0-week courses, launched fall 2019, The Wallis guides adultsages 55+ through the process of writing important personal stories from their lives and sharing thempublicly in the Lovelace Studio Theater, and in ZOOM performances. The original courses, Staged Storiesand Beyond Words, have been so successful and demand so high, that in addition to the creation ofmultiple advanced classes to meet the needs of participants who wish to expand their skills, we now host both virtual and in person courses for creative aging programs to meet the needs of older adults in our community. This has also led to the deployment of additional courses in writing, acting, and dance, alldeliberately structured to expand the creative access available to our 55+ community.

GRoW @ The Wallis also spearheads courses for young artists, collaborates with local social service agencies including elder housing and veterans’ groups to provide free tickets to those frequently left out of high quality live performing arts. The Wallis also partners with local organizations including TeenTix LA, which provides $5 tickets to area teens, and The Miracle Project, a program which uses theater exercises to help people with autism and all abilities to build vital social skills. These Wallis-Signature partnerships exist alongside our Community Partners Program.

The Wallis measures the success of its programming via a combination of critical reviews, attendance tracking, direct feedback from patrons, and data analysis including website impressions and our industry specific customer management system, Tessitura. The Wallis aims to continue to expand the reach of this programming by continuing to offer exciting, interactive experiences that speak to our unique patron base.

The Wallis is so appreciative of its longstanding partnership with the City of Beverly Hills, including its past funding from the Cultural Grant Program. A renewed grant will help The Wallis continue to serve our community with exceptional arts education, enrichment, and community outreach programs. 2 3. Do you anticipate needing any No
additional support or in-kind funding
from the City of Beverly Hills to
implement your proposed program?

4. Why are these services considered critical (e.g., enhance quality of life, improve public safety)? If you are a previous recipient, will you be providing new services this funding period? Apart from the immense cultural value created by our award-winning annual mainstage season, which features Theater, Music, Dance, Film, and Family programs, our expert-led arts education and communityofferings are designed to foster access and inclusion in the arts for our friends and neighbors from all walks of life. Annually, The Wallis typically draws p to 70,000 paid audience members and 10,000 community members, students, and visitors to our campus.

A renewed cultural grant of Si 0,000 would continue to support our GRoW @ The Wallis Community and Outreach programs in the 2024/2025 season. Programs serve up to 1 0,000 individuals in a typical year, including a core group of Beverly Hills youth, adults, and families. These programs enrich the lives of our residents, and bring consistent foot traffic to restaurants, shops, and other local businesses.

These programs enable The Wallis and the City of Beverly Hills to give back to the broader community, and collaborate to create programs which tangibly connect residents to one another, to the arts, to their cityand their world.GroW @ The Wallis, made possible by Gregory and Regina Weingarten and The Annenberg Foundation, is our space for education. Arts learning is integral to all that we do at The Wallis and vital to healthy communities. The community programs we offer through GRoW The Wallis:
-Include free and low-cost opportunities that serve the Beverly Hills and Greater Los Angeles Area; -Have prioritized finding equitable ways to serve diverse communities; -Are created, curated and taught by world-class artists and arts educators;-Feature opportunities for all ages, from very young children through older adults, as well as offerings for special groups, including families with young children, underserved youth, and members of local socialservice organizations to experience the joy of the arts.

Inspired by our stewardship of the historic building we occupy, The Wallis has spent the past decade transforming the cultural landscape of Beverly Hills through the production and presentation of exceptional art, arts education, and community events. These programs:
-Contribute to the Cultural Vitality of Beverly Hills
The Wallis’s community activities provide world-class arts engagement for the people of Beverly Hills. Arts participation fosters wellbeing and a sense of community. Many of these programs are free or low-cost,providing opportunities for everyone to engage in the arts. The Wallis’s programs are visible and largescale. Even those residents who do not regularly attend performances benefit from Beverly Hills’ growing reputation as a vibrant cultural destination.
-Contribute to the Economic Recovery of our Community
Through the provision of regular, high quality cultural events and programs in a broad range of price points and genres, The Wallis attracts vital foot traffic and serves as a local destination and gathering place for Beverly Hills and the broader region. The accessibility and diversity of our programming, and the constituents it brings, enlivens our city and creates opportunities for local businesses to gain new patrons. -Create Arts Education Opportunities for Local Youth
The Wallis provides ongoing, unique, and vital arts education and arts engagement opportunities for Beverly Hills prekindergarten through twelfth grade students. Students from four Beverly Hills Public Schools (Beverly Hills High School, Beverly Vista, El Rodeo, Hawthorne, and Horace Mann) are regular participants in The Wallis School Partners Program, and have been since its launch in 201 5. -Create Opportunities for Underserved Individuals
Our programs include targeted offerings for the elderly; families with young children; and many other 3 groups who are frequently left out of high qualty performing arts.

The Wallis will continue in its aim to expand these vital cultural programs in the coming season. We may offer new iterations of highly popular free, outdoor engagements, as with our Family Fest 2023/24 offerings which expanded what had previously been a few hours of programming to full days whichactivated the entire campus and featured local food trucks as well as a variety of enrichment activities for the community.
5a. What percentage of your proposed program is currently utilized by Beverly Hills residents?Please explain what evidence or data you have to support this claim. Do you anticipate any change in utilization for FY 2024-2025? If this data is unavailable, please explain how you will track this information if awarded a grant?
Around 30% of our total program service is provided directly to Beverly Hills Residents — we anticipate this number will remain stable. In addition, The Wallis has a formal arts education partnership with the Beverly Hills Unified School District, and these schools make up more than half of the schools currently participating in The Wallis School Partners Program. This information is garnered from a combination of tracking our School Partners, observational data and occasional surveys taken from free outdoor programs, and other metrics.
5b. What percentage of the proposed services is utilized in the Los Angeles County SPA 5 regional area? Please explain what evidence you have to support this claim. Do you anticipate any change in utilization for FY 2024 - 2025?
A conservatively estimated 50% of the proposed project will serve Los Angeles County SPA 5. The majority of school partners, including our Title I partners, are based in this region, as are the majority of ticket buyers as reflected by Tessitura analytics.

6. To ensure streamlined service delivery to the Beverly Hills community, what is your agency’splan to accept direct referrals from City staff and / or our contracted vendors as applicable? The Wallis would be delighted to consider any and all direct referrals for vendors. The Wallis has longstanding, deep relationships with Beverly Hills restaurants and small businesses, and is alwaysreceptive to building new connections.

Describe how your organization has been responsive to community needs and has incorporatedbest practices to better serve the Beverly Hills community.

The Wallis believes everyone deserves to learn and grow through the arts. Our mission- centric education and community programs serve this goal and establish The Wallis not only as a prominent performing arts destination, but also as a cultural center and resource for the entire community. Through these programs, we enable individuals who have limited arts opportunities to engage with the very best in the performing arts; we use the power of the arts to build community and address pressing social issues; and we respond to critical needs in the greater community through arts leadership, collaboration and partnership.

The Wallis is firmly grounded in, and of service to, the dynamic, ever changing, Beverly Hills and greater Los Angeles community. As a civic hub, a gathering place for the open exchange of arts, ideas, and interests, our vision for this community actively invites everyone to contribute to the rich arts ecosystem of Southern California. We are also an integral part of the local, national and international arts communities and seek to play a leadership role in the advancement of the performing arts.

Our deep connection with the Beverly Hills community is central to all we do at The Wallis. City residentsare active members of our audience and of our organizational and board leadership. We partner withbusinesses throughout the City to help our audience members make the most of their visits to Beverly Hills and The Walks, and our patrons contribute to the vitality and economy of the community. Beverly Hills 4 residents participate widely in our community and education programs, and these offerings provide opportunities for all residents to connect and engage in the arts, regardless of age, socioeconomic status, past arts experience, or health status.

8. The funding year is July 1, 2024 to June 30, 2025. What is the funding amount requested? $1 0,000

9. What percentage of your annual funding would the City’s contribution represent? Approximately .1%

10. What is the ratio of your organization’s administrative operating costs? Roughly 21 .445% of The Wallis total expenses in the most recently completed formal audit reflect operating costs.

11. What other funding sources does your organization currently receive? The Wallis receives funding from a broad range of private foundations and government partners, including but not limited to The Annenberg Foundation, Dwight Stuart Youth Fund, Leon Lowenstein Foundation,Beverly Hills Rotary, The Ralph M. Parsons Foundation, The Rosalinde and Arthur Gilbert Foundation, Los Angeles Department of Arts and Culture, and the California Arts Council. Additionally, The Wallis receives donations from individuals.

12. Provide any additional information that may be useful in evaluating your proposal.

We thank the City of Beverly Hills for its consideration of our application in support of these vital programs.

13. Is your grant or cultural funding up to $74,999.00 request:
1 3a. If your request is under
$74,999.00, please submit recent FY22 990.pdfbalance sheet and operating budget OR most recent tax return.
5 APPLICATION SUMMARY FY 2024/25
Agency: Westside Food Bank (WSFB)
Requested amount: $275,000
History of City funding: CDBG—1 986: $5,700; 1986: $29,000; 1987-1 992: $25,000 annually; 1993: $30,000; 1994: $35,000; 1995: $38,500; 1996: $47,000; 1997-2004: $60,000 annually; 2005: $61,800; 2006: $66,500; 2007: $70,000; 2008: $72,000; 2009/10: $72,000; 2010/11:$75,000, 201 1/12: $75,000; 2012/13: $80,000; 2013/14: $85,000; 2014/2015: $85,000; 2015/16: $90,000; 2016/17: $95,000; 2017/18: $100,000; 2018/19: $110,000; 2019/20:
$125,000; 2020/21: $150,000; 2021/22: $200,000; 2022/23: $250,000; 2023/24: $250,000 Agency description: WSFB’s mission is to end hunger in our communities by providing free, nutritious food through food acquisition and distribution, and by engaging the community and advocating for a strong food assistance network. We also engage in hunger relief coalitionbuilding and advocate for public policies that alleviate hunger and poverty. WSFB provides food to over 60 member agencies south of the Santa Monica Mountains, west of La Brea Avenue and north of LAX. Member agencies near Beverly Hills include JFS — SOyA, PATH West LA Shelter and the weekly meal programs at a Beverly Hills church.

Proposed use of Community Assistance Grant Funds: WSFB addresses hunger in an area that is home to over one million people as the bulk wholesale food supplier for 60+ nonprofit partner agencies that operate food assistance programs in West Los Angeles County.

Roughly ninety percent of our food is distributed through partner food pantries and WSFB mobile pantries. The remaining 10 percent is provided through shelters, transitional housingprograms, community kitchens, K-12 and college food distribution programs, and veterans’programs.

Target population/Primary service: Food assistance for low-income individuals and families.

Percentage of total program utilized by Beverly Hills community: The Westside FoodBank (WSFB) serves all of the food pantries surrounding Beverly Hills; the most prominent, SOyA, the food pantry of Jewish Family Service (JFS) is % mile outside of the City limits.

Additionally, WSFB gives food to other surrounding pantries.

Quantifiable Services and Measures: The quantifiable changes we expect to see include:

Maintaining our list of 60+ partner agencies and meeting or exceeding the FY 22-23 overaH poundage of 4.9 million pounds of nutritious food distributed to adults, children, and seniors who access this food through our member agencies. In combination with the agencies that service SPA 5, a total of 1,015,021 lbs. of food, equivalent to 845,851 meals, were received.

The evidence and data that supports this claim comes from our Primarius warehouse tracking software system.

Current Performance:

FY 23/24: (Qi & Q2) Satisfactory [1 Unsatisfactory LI N/A General Comment(s) (e.g., non-quantifiable benefits identified by experience with agency v. absolute numbers; obsetvations such as their growth curve and relationship with City, its residents and target populations):

We are pleased to share that we just purchased a 10,000-square-foot warehouse located at 1914 14th Street in Santa Monica to serve as our freezer, refrigeration, and overflow food storage site. We purchased this facility with funds from a $3.3 million state grant, which covered half of the purchase price. We plan to relinquish the lease on the 1710 22nd Street location in Santa Monica which has served as our headquarters for 30+ years and make the 28,000 square-foot warehouse at 11800 W. Olympic Blvd. our main headquarters. We began renting that facility in February 2023 and we are currently in the quiet phase of a capital campaign to raise the funds needed to purchase the building. This endeavor is a crucial step in our mission to continue to provide dignified, equitable, and consistent access to nutritious food for the next several generations of local residents at risk for hunger and food insecurity.

Percentage of annual funding City’s contribution represents: 5 percent based on our current FY 23-24 operating budget, which is $5,500,000.

Ratio of administrative to operating costs: 4%
Service Profile: Needs-based Quality of life-based Social Service Health Education Other LI
Agency Scope: Local Regional National LI International LI 501 (C) (3): Yes No LI Exempt LI
2 L)., Agency Name
Thursday, February 29, 2024
Community Assistance Grant Funding (CAGF)
Application
Fiscal Year 2024-2025
Westside Food Bank
Agency Address
Contact Person
Phone Number
Fax Number
Email
Secondary Contact Person
Phone Number
Email
Website URL
Social Media Handles

1. Is your organization a 501 c.3, or
are you in partnership with a 501 c.3?
la. Upload documentation
demonstrating 501c.3 status or
partnership

The service that Westside Food Bank (WSFB) proposes to provide is emergency food distribution for individuals and families in need in the Beverly Hills area and nearby surrounding neighborhoods. WSFB’s emergency food distribution service is a service that the local government is not currently providing.

Beverly Hills City CouncilJune 27, 2024

Beverly Hills City Council
June 27, 2024