AGENDA REPORT
Meeting Date: December 10, 2024
To: Honorable Mayor & City Council
From: Christopher Paulson, Deputy Director of Community Services Enisha Clark, LCSW, Human Services Outreach Manager
Stephanie Harris, Community Services Director
Gregory Barton, Fire Chief
Subject: Recommendations of the City Council Social Services Ad Hoc Committee for Community Assistance Grant Funding: Current and Future Needs and Recommended Changes
Attachments: 1. Current CAGF Funding Amounts
2. Proposed Funding Amounts
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 City’s CAGF program was created several decades ago and was intended to be a way in which the City can provide funding to organizations to provide a particular social service needed by some members of the community, that could be delivered more effectively through a non-profit organization, rather than using City staff.
Many conditions in Beverly Hills and society in general has changed since the CAGF program was first created, which may render some legacy grants less impactful today than they were 20 years ago. Additionally, many of the non-profit service providers are able to offer their services to Beverly Hills residents, and regional residents in need, without receiving the corresponding funding from the City of Beverly Hills.
Additionally, the CAGF needs have continued to increase, while at the same time the City Council is seeking to reduce costs throughout the organization where appropriate
without reducing the overall service delivery. The total cost in General Fund monies allocated for the contractual obligations of the CAGF program in Fiscal Year 2022-23 was $2,010,000, that rose to $2,077,500 in Fiscal Year 2023-24, and again to $2,406,144 in the current year 2024-25, though that figure includes additional funding provided to the five Critical Service Providers, as described below. As the Human Services division was transferred to the Fire Department from the Community Services Department in late 2023, staff is looking at community health as a whole and the role the CAGF program plays in delivering social services through a community health model.
This report was presented to the City Council Social Services Ad Hoc Committee (Vice Mayor Nazarian and Councilmember Mirisch) on October 30, 2024. The report sought to discuss and recommend changes to the CAGF process as implemented in the current 2024-25 agreement year, and further changes to the program structure going forward, to ensure that costs are controlled, services continue to be delivered to the community, and that services are provided specifically to Beverly Hills residents, and not simply the greater region.
Council Ad Hoc Committee Members Vice Mayor Nazarian and Councilmember Mirisch made the recommendation for a CAGF hiatus for Fiscal Year 2025-26 and instead pursuing service provider contracts for community and cultural services with the sixteen organizations listed in Attachment 2. The ad hoc committee members recommended the proposed hiatus of grant funding and contracting with community and cultural services providers be brought to the full City Council for consideration and approval in December prior to the next CAGF application cycle initiating. If approved by the City Council, staff would return later in the fiscal year to request awarding these sixteen agreements to begin on July 1, 2025.
DISCUSSION
The Human Relations Commission has historically reviewed CAGF proposals and provided grant funding recommendations to the City Council, with the assistance of the Charitable Solicitations Commission. 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.
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. 2024-25 Updated CAGF Process
Critical Service Providers
This year, staff recommended 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 entered into contractual agreements for services rendered, based on billable hours for Beverly Hills residents, separately and outside of the CAGF process, following City Council approval on June 27, 2024 for fiscal year 2024-25.
There are five critical service providers that moved towards direct contracts with the City based on services rendered for the 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.
CAGF Partners
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 participated in the CAGF process.
Some additional criteria and metrics that were requested through the application process and in the quarterly reporting this year is a focus on direct referrals for services from Beverly Hills residents, or Beverly Hills staff, to ensure these grants benefit the Beverly Hills community.
FY 2024/25 CAGF-funded proposals can be organized under the following themes:
Homeless Services – All Saints’ Episcopal Church (Home Again program/support services), Healthcare in Action (street medicine), and Safe Parking Los Angeles;
Food Insecurity and Nutrition - Westside Food Bank, Our Big Kitchen Los Angeles, and Beverly Hills Community Farm;
Senior Services – Affordable Living for the Aging (aging-in-place), Beverly Hills Active Adult Club (socialization), and OPICA (memory loss support); Health & Wellbeing – Our House (grief support), 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), NAMI (mental health), 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, and the Farhang Foundation.
For the current fiscal year 2024-25, the Council Committee recommended funding the twenty-three CAGF proposals for $1,113,500. Between these CAGF recipients and the Critical Service Providers, it is important to note that the City’s General Fund is still responsible for funding a total of $2,406,144 in social services, cultural grants, and critical service provider agreements for the community.
Changes in the Community – Current and Future Needs
Needs of the Unhoused
Many conditions in Beverly Hills and society in general has changed since the CAGF program was first created, which may render some legacy grants less impactful today than they were 20 years ago. Additionally, many of the non-profit service providers can
offer their services to Beverly Hills residents, and regional residents in need, without receiving the corresponding funding from the City of Beverly Hills.
One significant change observed by Human Services Division staff since the start of the pandemic in 2020 is the local and regional explosion in quantity and needs of people experiencing homelessness. In late 2022, the City Council tasked staff with producing solutions and programs to manage the homelessness crisis more aggressively and effectively.
Over the course of calendar year 2023, staff invested in a variety of ongoing services and programs to address homelessness. Outreach services provided by Step Up were expanded to a total cost of $392,644 software and mobile devices to manage encounters with unhoused people totals $90,136 and Nastec International, Inc. services were retained to manage the Outreach Hotline overnight and on weekends and transport unhoused individuals to shelter or housing for an estimated $930,000 per year. The five beds contracted with PATH at the cost of $100,000 a year moved to a critical service provider agreement. Additionally, returning CAGF partners such as All Saints Episcopal Church ($45,000), Safe Parking LA ($10,000), and new CAGF partner Healthcare in Action ($100,000) are all providing services for the unhoused.
The most impactful expense added in 2023 is a 10-year agreement for scattered-site permanent supportive housing for up to 30 individuals, plus 120 nights of motel stays, and wrap around case management services, which on average total$1,417,000 per year. When you add up these services for the unhoused in Beverly Hills, it totals $3,084,780.
Prior to 2022, the City’s direct spending on homelessness services was $320,000, an additional $2,764,780 has been invested per year since 2022. That additional investment in homelessness services is $687,280 more than the entire 2023-24 CAGF awards of $2,077,500.
Unhoused Transport
Staff continues to evaluate the effectiveness of our programs and the return on investment for the community, to ensure that services are being delivered in the most cost-effective manner possible. As mentioned, the City contracts with Nastec International, Inc. for unhoused assistance services, which includes answering the Outreach Hotline overnight and on weekends, responding to those calls or dispatching the appropriate outreach team, and transporting unhoused individuals to a local motel.
Since November of 2022 when the Outreach Hotline launched, Nastec has fielded 539 calls out of a total of 1,361 calls received, which averages out to 1.3 calls per day since the hotline launched. The transporting of unhoused individuals overnight to a motel is a process that began in April of 2024, and to-date, Nastec has transported 4 people. The cost to the City for these services is approximately $930,000 per year.
As of November 1, 2024, the City has terminated the agreement with Nastec International, Inc. and in working with Beverly Hills Police Department, staff has identified the ability of the existing company that provides supplemental patrol services to add the management of the Outreach Hotline and Unhoused Transport services at no additional cost. By transitioning service providers, the City no longer needs to identify an additional $930,000 of annual funding, while still maintaining the same level of service to
the community and unhoused individuals. Eliminating the need for approximately $930,000 in additional funding for the unhoused would result in total annual spending on unhoused services of $2,154,780.
Future Needs
The continued investment of over $2 million per year in services for the unhoused will be a necessary expense to provide the humane and responsive resources needed to keep pace with the regional homelessness crisis.
As a result, at the October 30, 2024 meeting, Council Ad Hoc Committee members recommended placing the Community Assistance Grant Funding program on hiatus for the 2025-26 program year, in which applications would ordinarily be distributed in January 2025 for funding to start July 1, 2025.
The hiatus would allow staff time to evaluate the changes this year that moved five former-CAGF partners from grant funding to an operational contract and determine if current levels of service were adequately maintained. The hiatus would also allow staff to work with a few other current CAGF partners to explore adding them to the list of critical service providers, to provide services as-needed, from organizations like All Saints Episcopal Church, Healthcare in Action, or The Maple Counseling Center, and get a better understanding of the community’s use of those services based on invoicing.
Additionally, staff has observed an increase in behavioral issues among those attending programs offered by the Community Services Department. The ability and funding to contract for behavioral aids for programs would greatly benefit all participants.
Recommended Changes
It is very subjective and open to debate when evaluating the value of one grant-funded partner in comparison to another. This is especially true when the process has been created over the years to eliminate duplicative service providers, ensure resources are being utilized by Beverly Hills residents, and provide a service that the City is not currently providing through staff or other contracted agencies.
That said, there are some variables that can help guide an evaluation process if the goal is to reduce the overall CAGF budget, while taking steps to mitigate any unintended consequences. One variable is the size and scope of the organization, are they able to continue to serve Beverly Hills residents, as well as the region, without the grant from the City of Beverly Hills. Another variable is the amount of Beverly Hills residents that make up their clientele, as many service providers serve the region, and so the City’s grant-funding is supporting residents of other communities. An additional variable to consider is how critical is the service being provided, and can residents acquire the services through their own private medical insurance or Medicare/Medi-Cal, without additional investment from the City of Beverly Hills.
We must also consider the potential impact to the community if a particular service is no longer being provided by the City’s grant-funding. For example, of the clientele served by Tower Cancer Research’s grant-funding, only 10% are Beverly Hills residents. Or OUR HOUSE Grief Support Center in which 41 of their 2,142 clients served in the previous fiscal year were Beverly Hills residents. Both organizations are fantastic and provide a great service, but at this time, perhaps they can continue to serve those Beverly Hills residents using their existing operating funds. As we look to place the CAGF program on
hiatus, it will allow staff to discover if Beverly Hills residents are no longer able to receive the services they depend upon, and if that is the case, staff can pursue bringing the organization back under a service-based agreement with a not-to-exceed amount.
Grant Funding Hiatus
Utilizing the approach described above, Council Committee members recommend placing the grant funding for fiscal year 2025-26 on hiatus. The following twelve organizations would no longer receive grant funding: Affordable Living for the Aging, Beverly Hills Community Farm, Cancer Support Community LA, Chai Lifeline West Coast, ETTA, NAMI, OPICA Adult Day Program, OUR HOUSE Grief Support Center, Saban Community Clinic, Safe Parking LA, The Miracle Project, and Tower Cancer Research. A hiatus of funding to these organizations would reduce the CAGF budget by $378,500.
Community & Critical Service Providers
At the same time Council committee members are recommending that several other providers be transitioned to a contracted-community service provider, and they can invoice the City for as-needed services, up to a not-to-exceed amount. Although these organizations are not critical service providers, Council committee members understand the importance to the community of these locally-based organizations.
Council Ad Hoc Committee members recommend entering into as-needed agreements with the following seven service providers: All Saints’ Homeless Assistance Program, Beverly Hills Active Adult Club, Our Big Kitchen LA, Healthcare in Action, The Maple Counseling Center, and Westside Food Bank. The Beverly Hills Education Foundation also receives grant funding, and it is recommended that their funding be incorporated into the next Joint Powers Agreement between the City and the Beverly Hills Unified School District.
All of these organizations are being recommended for a not-to-exceed contract for the same value as their current FY24-25 CAGF award. One exception is Westside Food Bank in which the recommendation is to reduce from a $250,000 grant to a $50,000 contract, to continue to provide fresh produce and food once a week to the residents in the City’s housing program.
After reducing Westside Food Bank from $250,000 to $50,000, the reduction in CAGF distributions from grants placed on hiatus increases from $378,500 to $578,500 relative to the current year allocations. The amount to contract with this group of organizations is $450,000. This would increase the contracted providers from five to twelve, and the cost of those twelve agreements would be a not-to-exceed $1,742,644.
Cultural Services Providers
A few of the organizations receiving CAGF funding are currently providing cultural services to the community. Since the Human Services Division is now a part of the Fire Department, Council committee members recommended that the cultural services organizations be removed from the CAGF process and rehoused in the Community Services Department. These cultural organizations include Beverly Hills Theater Guild, Farhang Foundation, Theater 40, and the Wallis Annenberg Center for the Performing Arts, currently receiving a combined $85,000 in grant funding.
Further, Council committee members recommended reallocating $100,000 from the CAGF base budget to the Community Services Department and convert the four current CAGF partners providing cultural services to as-needed, not-to-exceed cultural services
provider contracts for services in Fiscal Year 2025-26. As there is a gap of $15,000 between the $85,000 in current Fiscal Year grant awards and the Council committee’s recommendation of $100,000 for cultural services, the $15,000 would be reallocated from the projected $200,000 in savings from reducing the Westside Food Bank, reducing the savings to $185,000.
Contingency Plan
As Council committee members recommend placing the CAGF program on hiatus, it will allow staff time to discover if Beverly Hills residents are no longer able to receive the services they depend upon, and if that is the case, staff can reconvene the Council Ad Hoc Committee to consider bringing an organization back under a service-based agreement with a not-to-exceed amount.
Should an applicant feel that they provide direct services to Beverly Hills residents and can demonstrate the delivery of such services, a letter can be submitted to the Human Services Administrator for review. If findings present a need that is not being met by other organizations or contract providers, the Human Services Administrator can present the request to the City Council Committee for consideration.
FISCAL IMPACT
Since Fiscal Year 2022-23, the ongoing budgeted amount for the Community Assistance Grant Funding program has been $2,010,000; however, in Fiscal Year 2024-25, $1,065,000 was transferred to the Fire Department’s operating budget to align with the recharacterization of awards as Critical Service Provider contracts, leaving a balance of $945,000 in the CAGF budget for the current fiscal year. Fiscal Year 2024-25 CAGF awards and critical contractual service agreements total $2,406,144, as seen in this chart:
Item FY2024-25 Budget
CAGF Budget (including $165,000 for Step Up) $2,010,000 Ongoing Contractual Budget Enhancement (Step Up – CLASP) 121,194 Ongoing Contractual (Step Up – CLASP) 106,450
Community Services/Fire Operating Budget ($167,500 + $1,000) 168,500 Total FY24-25 CAGF Award & Critical Contracts $2,406,144 This includes $1,113,500 in CAGF partner funding and $1,292,644 in Critical Service Provider funding. The current year total of $2.4 million exceeds the adopted budget for CAGF and Critical Service Provider contracts by $396,144, which is being supplemented by additional funding from both the Community Services and Fire Department operating budgets. This is reflected in the following chart:
Budget Item (Breakout of CAGF & Critical Agreements) FY2024-25 Budget CAGF Budget $945,000
Community Services/Fire Operating Budget ($167,500 + $1,000) 168,500 Total CAGF Funding for FY24-25 1,113,500
Critical Service Provider Budget (formerly CAGF Budget) 1,065,000 Fire Operating Budget (Step Up – CLASP) 227,644
Critical Service Provider Contracts 1,292,644
Total Budget for FY24-25 CAGF Award & Critical Contracts $2,406,144
Council Ad Hoc Committee members recommend issuing twelve agreements with contracted providers in the amount of $1,742,644, and reallocating $100,000 from the CAGF program budget towards the Community Services Department to four current CAGF partners providing cultural services to as-needed, not-to-exceed cultural services provider contracts for services in Fiscal Year 2025-26. That total recommended amount for contracting with the twelve community partners and four cultural services organizations is $1,842,644, as displayed in the following chart:
Item Proposed FY2025-26
Budget
Critical Service Providers (5 organizations) $1,292,644 Community Service Providers (7 organizations) 450,000
Cultural Service Providers (4 organizations) 100,000
Proposed FY25-26 Budget for Ongoing Contractual
Services
$1,842,644
This plan would result in base savings of $563,500 from the current FY 2024-25 CAGF budget of $2,406,144, including savings of $167,357 from the annual budgeted amount of $2,010,000. The anticipated savings is displayed in the following chart:
Item Proposed FY2025-26
Budget
Total FY24-25 CAGF Awards and Critical Contracts $2,406,144 Total Contracted Provider Budget for FY25-26 (1,842,644) CAGF Awards on Hiatus (Anticipated Cost Savings) 563,500 Restored to Community Services/Fire Operating Budgets (168,500) FY25-26 CAGF Budget on Hiatus $395,000
While total proposed appropriations for FY25-26 remain unchanged, overall savings of $395,000 in budgeted CAGF funds on hiatus for FY 25-26 are anticipated.
Item FY2024-25 FY2025-26
CAGF Budget (on hiatus for FY25-26) $945,000 $395,000
Fire Department Ongoing Contractual Services 1,065,000 1,742,644 Community Services Ongoing Contractual Services 0 100,000 Fire Dept/Community Services Operating Budget 396,144 168,500 Total Budgeted Funds $2,406,144 $2,406,144
RECOMMENDATION
The City Council Social Services Ad Hoc Committee (Vice Mayor Nazarian and Councilmember Mirisch) recommends the following changes to the Community Assistance Grant Funding program to best address current and future community needs:
a. Place the Community Assistance Grant Funding program for Fiscal Year 2025-26 on hiatus. This should result in a reduction of grant awards from the FY 2024-25 budget of CAGF awards and Critical Service Provider contracts of $563,500 ($2,406,144 less $1,842,644), and place twelve of the current CAGF partners on a funding and contractual hiatus for Fiscal Year 2025-26, and;
b. Convert seven of the current CAGF partners to as-needed, not-to-exceed community service provider contracts for services in Fiscal Year 2025-26; increasing the amount
of service providers contracted to twelve at a total cost not-to-exceed $1,742,644, and;
c. Reallocate $100,000 of CAGF-budgeted funds to the Community Services Department and convert the four current CAGF partners providing cultural services to as-needed, not-to-exceed cultural services provider contracts for services in Fiscal Year 2025-26.
d. While total proposed appropriations for FY25-26 remain unchanged, overall savings of $395,000 in budgeted CAGF funds on hiatus for FY 25-26 are anticipated.
Gregory Barton,
Fire Chief
Stephanie Harris,
Director of Community Services
Approved By Approved By
Attachment 1
Organization Name Service Provided 2024/2025
Funding
1 Affordable Living for the Aging Roommate Matching for Older Adults to Age in Place $8,500 Organization Name Service Provided 2024/2025 Funding 2 All Saints' Homeless Assistance
Program Home Again Program $45,000 1
Bet Tzedek Legal
Services Legal Services $220,000
3 Beverly Hills Active Adult Club Senior Activities Club $25,000 2 Jewish Family Service
of Los Angeles
Social Worker & Service
for Beverly Hills Seniors $505,000
4 Our Big Kitchen LA Volunteering to make food $10,000 3 People Assisting the
Homeless (PATH)
Shelter Beds for CLASP
Program $100,000
5 Beverly Hills Community Farm Fresh Produce for Families in Need $20,000 4 Step Up On Second Housing and Mental Health $392,644
6 Beverly Hills Education Foundation
(BHEF)
Social Emotional Programming and
Arts Programming for the School
District
$35,000 5 Beverly Hills CPR CPR Education &
Training $75,000
7 Beverly Hills Theatre Guild Cultural $10,000 $1,292,644 8 Cancer Support Community Los
Angeles Cancer Support Groups $30,000
9 Chai Lifeline West Coast Support Programs for Ill Children and Their Families $25,000
10 ETTA Families & Individuals w/ Special
Needs $65,000
11 Farhang Foundation Cultural $15,000
12 Healthcare In Action Street Medicine $ 100,000
13 NAMI National Mental Health Care &
Awareness $20,000
14 OPICA Adult Day Program &
Counseling Center
Memory Loss Services & Caregiver
Support $15,000
15 OUR HOUSE Grief Support Center Grief Support and Counseling $30,000 16 Saban Community Clinic Medical Services $60,000
17 Safe Parking LA Safe Parking Lots for Homeless
Individuals and Families $10,000
18 The Maple Counseling Center Low Cost Counseling/Senior Counseling $185,000
19 The Miracle Project Cultural / Life Skills $45,000
20 Tower Cancer Research Cancer Support Groups $50,000
21 Theater 40 Cultural $50,000
22 Wallis Annenberg Center for the
Performing Arts Cultural $10,000
23 Westside Food Bank Feeding Low Income Residents $250,000 $1,113,500
CAGF 2024-2025
Critical Service Providers
Attachment 1
See
See Notes
Attachment 2
Organization Name Service Provided Proposed
2025/2026 Organization Name Service Provided Proposed 2025/2026 1 All Saints' Homeless Assistance
Program Home Again Program $ 45,000.00 1
Bet Tzedek Legal
Services Legal Services $220,000
2 Beverly Hills Active Adult Club Senior Activities Club $ 25,000.00 2 Jewish Family
Service of Los
Angeles
Social Worker & Service
for Beverly Hills Seniors $505,000
3 Our Big Kitchen LA Volunteering to make food $ 10,000.00 3 People Assisting the
Homeless (PATH)
Shelter Beds for CLASP
Program $100,000
4 Beverly Hills Education Foundation
(BHEF)
Social Emotional Programming and
Arts Programming for the School
District
$ 35,000.00 4 Step Up On Second Housing and Mental
Health $392,644
5 Healthcare In Action Street Medicine $ 100,000.00 5 Beverly Hills CPR CPR Education & Training $75,000
6 The Maple Counseling Center Low Cost Counseling/Senior Counseling $ 185,000.00 $1,292,644
7 Westside Food Bank Feeding Low Income Residents $ 50,000.00 $ 450,000.00
Organization Name Service Provided Proposed
2025/2026
Organization Name Service Provided Proposed Hiatus 1
Beverly Hills Theatre
Guild Cultural $ 10,000.00
1 Affordable Living for the Aging Roommate Matching for Older Adults to Age in Place
$ 8,500.00
2 Farhang Foundation Cultural $ 15,000.00
2 Beverly Hills Community Farm Fresh Produce for Families in Need $ 20,000.00 3 Theater 40 Cultural $ 50,000.00 3 Cancer Support Community Los
Angeles Cancer Support Groups
$ 30,000.00
4 Wallis Annenberg
Center for the
Performing Arts
Cultural $ 10,000.00
4 Chai Lifeline West Coast Support Programs for Ill Children and Their Families $ 25,000.00
- - Cultural $ 15,000.00
5 ETTA Families & Individuals w/ Special
Needs $ 65,000.00
$ 100,000.00
6 NAMI National Mental Health Care &
Awareness $ 20,000.00
7 OPICA Adult Day Program &
Counseling Center
Memory Loss Services & Caregiver
Support $ 15,000.00
8 OUR HOUSE Grief Support Center Grief Support and Counseling $ 30,000.00
9 Saban Community Clinic Medical Services
$ 60,000.00
10 Safe Parking LA Safe Parking Lots for Homeless
Individuals and Families $ 10,000.00
11 The Miracle Project Cultural / Life Skills $ 45,000.00 12 Tower Cancer Research Cancer Support Groups $ 50,000.00 Westside Food Bank (Savings) Savings $ 185,000.00
Total $ 563,500.00
Community Service Providers Critical Service Providers
Organizations on Hiatus
Attachment 2
Cultural Service Providers
See
See Notes
See Notes