1685 Main St #22, Santa Monica, CA 90401 • (310) 458-8701 • [email protected] santamonica.gov • @cityofsantamonica • @santamonicacity Human Services Division
Mark Loranger
President & CEO
Chrysalis
522 S. Main Street
Los Angeles, CA 90013
Re: Notification of modifications to Special Funding Conditions, Program Plan, and Budget of Grant Agreement # 11427 (CCS) (“Grant Agreement”) for the FY 2025-26 Human Services Grants Program (HSGP).
Dear Mark,
Pursuant to section 2.B. of the Grant Agreement between the City of Santa Monica and Chrysalis executed on July 19, 2023, this letter serves as the City’s notification that the Program Plan (Exhibit A), Program Budget (Exhibit B), and Special Funding Conditions (Exhibit C), are hereby modified by replacing each exhibit in its entirety with the new Exhibits attached hereto. In alignment with the FY 2025-26 budget adopted by City Council on June 24, 2025, the attached Exhibits reflect the final program budget, program plan, and grant conditions for the FY2025-26 Human Services Grants Program (HSGP).
Docusign Envelope ID: 0F99BFF1-F164-4774-A2DD-BB0ABDA2D47E 11/11/2025
1685 Main St #22, Santa Monica, CA 90401 • (310) 458-8701 • [email protected] santamonica.gov • @cityofsantamonica • @santamonicacity By executing this letter, you agree that the attached new Exhibits will govern the program budget, program plan, and grant conditions for the HSGP during FY 2025-26 under the Grant Agreement. All other terms and conditions of the Grant Agreement shall remain the same and in full force and effect.
Sincerely,
Natasha Kingscote
Human Services Manager
ATTEST:
______________________________
DENISE ANDERSON-WARREN
City Clerk
APPROVED AS TO FORM:
______________________________
LANE DILG
City Attorney
CITY OF SANTA MONICA,
a municipal corporation
By:
______________________________
RICK COLE
City Manager
ABC Corporation
#VENDOR
By:
_______________________________
Docusign Envelope ID: 0F99BFF1-F164-4774-A2DD-BB0ABDA2D47E
HEIDI VON TONGELN
11/1/2025
Interim City Attorney
Chrysalis
President & CEO
11/4/2025
Mark Loranger
City Manager
11/11/2025
Assistant City Clerk Oliver Chi
11/12/2025
Maria Dacanay-Wisner
1 FY 2025-26 HSGP Exhibit A
Program Plan
This Program Plan (Exhibit A) and corresponding Program Budget and Evaluation Workbook (Exhibit B) is required for each program for which funding has been awarded.
Agencies must use the most current Program Plan template in order to ensure readability and uniformity. Program Plans will not be accepted if any of the requested information below is incomplete.
Please Note: All reports and supporting documents submitted to the City are considered public record and are subject to disclosure under the Public Records Act. Further note that staff may use the information herein, in whole or in part, to provide Council and the public with reports of agency performance, including demographics, outcomes, successes, findings, and concerns. To the extent possible, please avoid inclusion of any Personally Identifiable Information (PII), or other confidential information, except where absolutely necessary.
Completed Program Plans should be clear and concise. Use charts, tables and bulletpoint format whenever possible.
Agency: Chrysalis
Program: Santa Monica Employment Center (SMEC)
Period: July 1, 2025 through June 30, 2026
Section I: Program Summary
1. Community Need
a. Describe the community needs the program seeks to address, and the projected short and long-term community impact. Responses should be aligned with program outcomes detailed in the Program Budget and Evaluation workbook.
Community need: Chrysalis proposes to continue serving low-income and unhoused Santa Monica residents by helping them overcome barriers to employment, secure jobs, retain those jobs, increase skill levels for advancement in their jobs and achieve self-sufficiency that will allow them to thrive in the community. Vulnerable and Docusign Envelope ID: 0F99BFF1-F164-4774-A2DD-BB0ABDA2D47E 2 unstably housed individuals have difficulty finding jobs due to several factors, including lack of “soft skills” and life skills, poor or no employment history, low levels of education, prior involvement in the justice system, mental health challenges, limited vocational skills, and/or history of a substance use disorder.
Impact: In the short term, our program will increase the number of residents connected to employment services and increase the income of residents who work with our transitional jobs program. In the long term, our program will contribute to community economic stability and well-being. In alignment with the City’s priorities, the Chrysalis Santa Monica Employment Center (SMEC) is an important resource in the effort to help low-income and unhoused Santa Monica residents secure temporary and retain permanent housing and to receive supportive services necessary to obtain and retain employment. Our office is located at a highly visible site on Lincoln Boulevard. The SMEC also helps local businesses find and retain entrylevel employees who reside in the immediate area, an asset for visitor-serving businesses in the City’s hospitality sector. The SMEC ensures that individuals seeking employmenthave access to jobs throughnon-traditional partnerships with employers that allow for innovation in employment of vulnerable people.The Chrysalis approach to job development is rooted in a “whatever it takes” approach that supports both workers and employers to achieve positive outcomes for both. b. Describe the requirements for entry into the program and target populations to be served. Be specific about how participants will be screened and documented to ensure they meet the City definition of Santa Monica Program Participant (SMPP). Provide details about the Santa Monica target populations your program is funded to serve, including race/ethnicity, sex, gender identity, sexual orientation, and age.
Chrysalis serves individuals ages 18 and above who are low- or extremely lowincome. Most SMEC clients have experienced generational poverty and have limited or no job experience. Most clients need to develop both soft and hard skills for the workplace. Soft skills include customer service, communication, time management, hygiene, workplace dynamics, taking direction, teamwork, and similar behaviors that are basic to employment success. The Chrysalis program incorporates work- based soft skills along with life skills (paying bills on time, budgeting, using transportation, staying healthy, getting enough sleep, organizing the household to meet children’s needs, etc.)
Requirements: Chrysalis has three requirements for entry into the program: (1) currently seeking employment and motivated to work; (2) physically, mentally, and emotionally ready and able to work and {3} at least 18 years of age. Applicants who do not meet these requirements are referred to other service providers. They are welcome to return when they are able to meet the requirements stated above.
Docusign Envelope ID: 0F99BFF1-F164-4774-A2DD-BB0ABDA2D47E 3 Screening and documentation: When individuals are interested in enrolling in Chrysalis services they participate in an orientation and meet privately with an Employment Specialist for an assessment of their eligibility and to discuss their goals.
Information collected as part of the intake and enrollment includes questions about residence and employment history, which are used to determine eligibility as a Santa Monica Program Participant (SMPP). SMPP status includes low-income Santa Monica residents, those who are unhoused who show proof of residence in Santa Monica prior to losing their housing, older youth who are Santa Monica residents, vulnerable members of the Santa Monica workforce (6+ months on the job), and employees laid off by Santa Monica employers. All client information is entered into a centralized Chrysalis database in Salesforce, both at initial enrollment and throughout their participation in the program. This assessment includes determination of SMPP eligibility, commitment to program requirements detailed above, service needs, initial and long-term goals, and job interests.
Chrysalis accepts referrals of SMPP from other City-funded agencies, City staff, the Youth Resources Team, SMMUSD, Santa Monica employers, and people who walk into the SMEC.
SMPP populations to be served: Chrysalis expects to serve 800 low-income and homeless individuals at the SMEC during FY 2025-2026, of whom 150 will meet the definition of Santa Monica Program Participant (SMPP). Based on previous experience, we expect that 12% of SMPP will be individuals who have experienced homelessness, and 88% will be low-income residents of Santa Monica with barriers to employment. The SMEC will also serve additional members of the Santa Monica community who may not meet the current definition of SMPP but who reside in the City or are closely affiliated with the City; for example, individuals who live in a substance use disorder treatment facility in Santa Monica, those who have been unhoused in Santa Monica for less than five years, people living with family or friends, or those who attend Santa Monica College but reside outside the City. 9% of Chrysalis clients have a disability, 60% have a history of justice system involvement, 61% are unstably housed, and 31% are parents, as reflected in our 2024 demographic data. c. Demographics are required as part of grantee Mid-Year and Year-End Reports, as seen on the Participants Demographics tab of the Program Budget and Evaluation workbook. Please describe your process for collecting the data required, including any barriers to collecting this data.
We collect demographic data at time of intake. Clients can choose to refuse to answer, however, we see a high number of clients completing this information. Information is added to Salesforce where our Director of Program Data can easily create and run reports on this data.
Docusign Envelope ID: 0F99BFF1-F164-4774-A2DD-BB0ABDA2D47E 4 2. Description of Services
a. In bullet-point format, list each service offered by your program:
• Intake and enrollment: Upon enrollment, each client meets with an Employment Specialist to assess employment readiness and needs who then develops a personalized plan leading to sustainable employment in a field of interest.
• Job preparation classes: Incoming clients initially enter a self-directed program, based on a self-sufficiency model, where they receive intensive support as they search for work. Clients attend job-readiness classes designed to reacquaint them with the workforce. Topics covered include soft and hard skills; preparing applications; using social media for job search; networking; resumes and cover letters; successful interviewing techniques; job retention; and career planning.
• Individual and group counseling: For individuals experiencing mental health, domestic violence, or other barriers that can affect employability, a Licensed Clinician offers individual counseling weekly to support behavioral management.
• Case management: In tandem with class instruction, clients begin case management and career counseling with an Employment Specialist who is trained to formulate practical career plans with clients, develop their work habits, and offer encouragement to cultivate success on the job. Clients are referred to resources within the Chrysalis partnership network to address needs such as temporary housing, education, substance use disorder and health services.
• Resources for job search: Upon completion of the job-readiness program, clients can access resources that include but not limited to, a mail center to receive mail, computers, internet access, interview and work clothes, job postings, and transportation assistance to travel to interviews and work.
Chrysalis’ SECTOR program will also be a potential pathway for clients. Open to justice- involved individuals, SECTOR offers training, stipends, and links to jobs in growth industries.
• Transitional employment program: For clients who are unable to find outside employment through our self-directed program, Chrysalis offers paid transitional jobs through Chrysalis Enterprises (CE) to get them started toward permanent, competitive employment. Transitional jobs deliver marketable experience and occupational skills while providing a closely supervised, supportive working environment that allows clients to prove themselves as reliable, capable workers.
Docusign Envelope ID: 0F99BFF1-F164-4774-A2DD-BB0ABDA2D47E 5 • Job development / Direct hire: Through outreach conducted by CE, many local employers are aware of the SMEC as a source for local employees/candidates who have completed an employment and life skills program. CE staff work closely with the Chamber of Commerce and a variety of employees in the City of Santa Monica.
• Job retention program: While clients are pursuing and securing employment, Chrysalis provides ongoing job retention assistance for them to learn how to manage and maintain a job while moving up the career ladder.
Staff meet one-on-one with working clients to formulate career goals, provide tools and resources to keep their jobs, and develop strategies for advancing employment. A Scholarship Fund provides an opportunity for clients to advance their skills and education.
b. Describe the best practices, evidence-based, or data-driven models or practices employed by this program, including any promising practices or innovative models or practices. Please include citations or links to research supporting the model(s) and/or practice(s).
Best practices: Chrysalis has been recognized as a model of success by many, including the Charles Stewart Mott Foundation, the National Governors’ Association Center for Best Practices, and Harvard/Radcliffe University have each studied Chrysalis’ successful model. Three best practice models support the successful transition of clients to independence and self-reliance:
• Transitional jobs model: Chrysalis Enterprises (CE) has become a national leader and best-practice model among social enterprises providing temporary transitional jobs to meet the needs of people with poor, outdated, or limited job experience to develop job and life skills that will support employment and career development. CE participants earn a paycheck, learn technical skills for higher wage jobs, and receive intensive mentoring and support to develop interpersonal behaviors and work habits that are crucial to success in the private sector. CE works with businesses and employers to identify short-term positions that can be filled by clients who earn references and job experience in addition to wages. This model allows individuals to overcome the stigma of long-term joblessness by gaining experience and confidence before applying for work in a competitive market. A multi- year third party evaluation by Mathematica Policy Research was released in early 2015, finding positive outcomes from Chrysalis and other social enterprise programs, demonstrating the model’s effectiveness. Study URL:
https://redf.org/wp-content/uploads/REDF-MJS-Final-Report.pdf • Critical Time Intervention: The Chrysalis model is based on Critical Time Intervention (https://www.criticaltime.org/cti-model/) which recognizes Docusign Envelope ID: 0F99BFF1-F164-4774-A2DD-BB0ABDA2D47E 6 the stress of transitions and provides intensive services based on need during transitions, with decreasing intensity as clients “try out” employment and move to self-sufficiency at their own pace, with ongoing service availability without time limits.
• Integrated services: Chrysalis strives to secure any service needed to help clients gain and maintain employment. Our Community Engagement Coordinator maintains close relationships with social service agencies to ensure the accessibility of services that clients may need. Further, depression,trauma, and other mental health issues are common barriers to employment for our target population. To overcome the stigma of mental health assessment or treatment, a licensed clinician offers 1:1 appointment and participates in case conferences with SMEC staff.
c. Describe how the models or practices are appropriate to the target population.
If modifications to the model or practice are necessary to serve the target population, please describe how the modifications will be implemented in a way that does not undermine the model or practice.
Appropriateness of model: Chrysalis is the only program in Santa Monica primarily focused on employment preparation for individuals with significant barriers. The individualized services provided by Chrysalis were developed in response to those individuals who need more intensive assistance than can be provided at the local WorkSource Center (AJCC) or more mainstream employment programs. Through individualized support, comprehensive case management, and integrated services the SMEC helps marginalized people become employed and self-sufficient. The Chrysalis model emphasizes peer support and interaction to address issues such as time management, attitudes, personal appearance, and appropriate language.
Personal relationships with staff and peers are often the key to job retention when conflicts and frustrations emerge in the workplace.
d. Outline how services are culturally appropriate, relevant, and sensitive to serve economically, ethnically, and socially diverse populations. Describe training that is provided to staff to ensure culturally competent services.
Describe your agency’s Diversity, Equity, and Inclusion (DEI) policies and procedures.
Culturally appropriate services, training, and policies: All Chrysalis programs are designed to serve people of all cultures and backgrounds, and our client curriculum and program are sensitive to our multicultural clientele. For those clients who are monolingual or more comfortable communicating in Spanish, the program, including all training materials, are provided in Spanish. The SMEC service staff includes Docusign Envelope ID: 0F99BFF1-F164-4774-A2DD-BB0ABDA2D47E 7 bilingual members. Chrysalis’ employee training curriculum addresses cultural issues that affect employment in the context of employer expectations of all employees, so that individuals of specific cultures are not singled out. Staff receive training yearround and the SMEC staff meet weekly throughout the year and as a full Client Services Department to discuss client progress and engage in training. Topics include Mental Health First Aid, Trauma-Informed Care, De-escalation, Motivational Interviewing, self-care, vicarious trauma, anti- racism, substance use disorders, boundaries, and numerous DEI topics. Chrysalis has established a permanent board/staff committee on Diversity, Equity, and Inclusion that guides our DEI work.
A staff BIPOC Employee Resource Group meets regularly, arranges for guest speakers, and provides in- service education and training to continuously improve cultural competence. Our policies and procedures have been revised to remove barriers to recruitment and advancement of diverse staff and volunteers and create an organizational culture that values lived expertise and diversity. e. Outline how programming is delivered in a holistic and person-centered approach. The implementation of such an approach often involves assertive case management; clinically trained staff; interdisciplinary teams; and/or low-barrier and trauma-informed programming.
Holistic and person-centered approach: Chrysalis services directly address the challenges of housing stability, family needs, mental health, substance use, workplace issues, transportation, life skills, and history of trauma. Issues are prioritized by the client so that the most immediate needs (housing, ID, resolution of legal problems, or other issues identified by the client) take precedence over longer term goals.
Chrysalis makes funds available for participant scholarships for education, training, and certifications needed for employment, along with fees for drivers’ licenses, identification, and Livescan. We help pay for participant needs such as bus passes, equipment, clothing required for work, internet devices, and phones. Clients set their own goals and their own pace, with the employment specialist offering support and coaching using Motivational Interviewing and trauma-informed practice skills. Our model uses incremental steps to build self-esteem, starting with an inventory of strengths and experiences that the client may not view as relating to employment, but which are added to a resume to recognize the value of lived expertise. All successes are celebrated. Support from staff and peers keeps clients engaged and working toward their goals.
f. Provide a schedule for any proposed fees to be charged for services, if relevant.
Describe strategies for assuring that low-income Santa Monica residents will be able to access needed services regardless of ability to pay.
Fees: Chrysalis does not charge fees for participant services.
Docusign Envelope ID: 0F99BFF1-F164-4774-A2DD-BB0ABDA2D47E 8 g. All City-funded programs are expected to promote housing and economic stability as important aspects of wellbeing. Describe the steps your programs will take to ensure that program participants in unstable living situations will be supported in retaining their housing. Describe your agency’s familiarity with housing resources offered by the City of Santa Monica and/or the Coordinated Entry System (CES).
Housing services: Case management, including housing stability, is fully integrated into the SMEC program. The Employment Specialist reviews a client’s housing status at various stages throughout the program. Staff help clients with unstable living situations to develop a plan and the skills necessary to stabilize in permanent housing referring individuals to a various network of providers. Issues that may jeopardize a client remaining housed can be addressed by coordinationwith partners.Clients who have a case manager with another program are asked to allow communication between the agencies. Many of the skills taught through Chrysalis, including money management, time management, and conflict resolution build skills necessary to successfully remainhoused.In addition, Chrysalis has access to emergency grants that can pay rent for an individual or family during a difficult moment preventing a return to homelessness as we support them in retaining their housing. Chrysalis staff members attendSPAmeetings and share informationwith other Santa Monica service providers. Chrysalis Vice President Michael Graff-Weisner is an elected member of LAHSA’s Coordinated Entry System Policy Council and is actively involved in setting policy for improved coordination of services for people experiencing homelessness. h. Describe how your programs are prepared to be responsive to current and/or emergent public health guidelines or emergency declarations (e.g., COVID-19).
Response to public health guidelines: We have significant experience adjusting our services due to public health guidelines, based on our experience with the COVID-19 pandemic. We continue to supply our center with PPE and make these available to participants who need them. We have also expanded our client preparation to respond to an ongoing need for workers in homeless services agencies and wildfire response, jobs for which many Chrysalis clients are well prepared.
2. Access to Services
a. Provide a list of all program locations and the days and hours of operation. If your agency is not located in Santa Monica, describe your plan for effectively providing services in Santa Monica (including a regularly scheduled physical presence). Explain how the geographic location(s) of the program and days and hours of your program meet the needs of the City’s target population(s).
Docusign Envelope ID: 0F99BFF1-F164-4774-A2DD-BB0ABDA2D47E 9 Be specific about uses of City or other public facilities, including Santa MonicaMalibu Unified School District (SMMUSD) campuses, and shared planning process with key District and/or City administration and staff.
Program location and hours: The Santa Monica Employment Center is located at 1853 Lincoln Boulevard. The hours are Monday through Thursday, 8 am to 4 pm, and Fridays 8 am to noon. New Client Orientation is held Monday - Thursday at 8 am, in person.
Clients are welcome to use our computers and phones to apply for jobs, prepare resumes, and research job openings. The SMEC is on a busy thoroughfare with bus lines, providing easy access to clients. Our highly visible office helps many prospective clients learn about our program. The hours of operation support job-seeking clients, including those who need last minute support in advance of a job interview, such as interview attire or a print-out of their resume.
b. Describe how you define and document low-income households.
Documentation of low-income households: Chrysalis uses personal attestation and ask clients to provide documentation of income they may have, including paycheck stubs, proof of eligibility for housing subsidies, or other proof of income.
We use the federal definition of low-income, adjusted annually, and we revisit income as clients succeed in the workplace. We do not exit clients from services when their income increases from employment.
c. Describe your agency’s specific strategies for outreach to and enrollment of SMPP who have not previously used social services, are most vulnerable, have language/communication or accessibility barriers, hard to reach, or have historically refused services.
Outreach Strategies: Chrysalis adopts an annual outreach plan for the SMEC that will maximize opportunities for enrollment of SMPP participants in the program.
Chrysalis has focused outreach efforts on low-income and homeless services agencies, faith-based organizations, and other local employment training providers, with a focus on individuals who are most difficult to employ. The 2025-2026 Chrysalis outreach plan, which will be implemented by our Santa Monica Community Engagement Coordinator (CEC), includes:
i. Chrysalis staff members actively participate in Santa Monica City planning for human service needs of City residents. Chrysalis participates in the Youth Resources Team initiatives (YRT), the Cradle to Career initiative (c2c), the Chronic Homeless Project (CHP), CES SPA 5 monthly meetings, and the Westside Coalition. Chrysalis staff works closely with City staff at VAP and the SMPL Libraries to enhance access to employment services for lowDocusign Envelope ID: 0F99BFF1-F164-4774-A2DD-BB0ABDA2D47E 10 income residents of the Pico neighborhood.
ii. Westside Coalition: SMEC staff are very active with the Westside Coalition, attending monthly meetings and other events brought on by this coalition. iii. Virginia Avenue Park (VAP): A SMEC staff member will maintain regular communication with City staff and be available for a range of activities. iv. Santa Monica Public Library: Chrysalis makes available materials to acquaint library users with job preparation. We collaborate with staff to host employment readiness workshops as needed. The library computers may be used by Chrysalis clients to access their email and submit employment applications.
v. Santa Monica-Malibu Unified School District / Santa Monica College:
Chrysalis conducts outreach with SMMUSD schools and SMC programs to familiarize them with SMEC services which may benefit low-income and atrisk families. vi. Community Corporation of Santa Monica (CCSM): Chrysalis will continue to outreach and organize events for residents of CCSM affordable housing who are seeking employment or interested in career development. vii. Pico Neighborhood community outreach: Chrysalis makes annual presentations to organizations in the Pico Neighborhood, including the Pico Neighborhood Association, Pico Youth and Family Center, Connections for Children, West Los Angeles Worksource Center (JVS), Disability Community Resource Center, VAP, and faith communities.
viii. Community events: Chrysalis will continue to participate in local community events to connect personally with individuals who could benefit from our services. We will also conduct open houses at our center to service providers to learn more about our program, staff, and location. d. Describe how your program provides physical and communication accessibility to persons with disabilities.
Accessibility for Persons with Disabilities: Chrysalis serves individuals whose abilities can create barriers to employment. Chrysalis offices are accessible to individuals using wheelchairs and those who are blind and hearing-impaired. Staff can redirect individuals to the Disability Community Resource Center, the Department of Rehabilitation, and the local AJCC who can better serve individuals with abilities who need specialized services beyond or in addition to those provided Docusign Envelope ID: 0F99BFF1-F164-4774-A2DD-BB0ABDA2D47E 11 by Chrysalis. The WorkSource Center in Culver City is equipped with TTY to facilitate job search by deaf individuals. For clients with mental health disabilities, we refer to Step Up on Second, Didi Hirsch, Alcott Center, and Edelman Westside Mental Health Center, working in concert with counseling and intervention services which are provided either in person or via telehealth applications. e. Describe your referral process for those who do not meet the program requirements. Include how you manage waitlist and connect those individuals to appropriate services.
Referrals for those who do not meet requirements; waitlist: Chrysalis serves additional members of the Santa Monica community who may not meet the current SMPP definition but reside in the city. For example, Chrysalis serves individuals experiencing homelessness in Santa Monica who have resided in the city for less than three years. Chrysalis also serves individuals residing in the city but with more temporary residential statuses - for example, those living at a substance use disorder treatment facility or living with family or friends. We serve these clients with nonSanta Monica funding. For those who are not ready to begin the Chrysalis program we work closely with housing providers, mental health agencies, and other service partners with whom we have close referral relationships. Services continue even if they are waiting for an opening for transitional work through Chrysalis Enterprises.
There is no waitlist for Chrysalis services.
3. Program Evaluation
a. Refer to the Program Evaluation tab in the Program Budget and Evaluation Workbook (Exhibit B); Detail what data is used to support program outcomes, how often it is collected, and by whom. Describe quality assurance/quality control methods, frequency, and how changes are recommended and implemented.
Data and collection process: Chrysalis collects a variety of data used to monitor progress on program outcomes. Initial data collection is conducted at intake by trained staff members, and includes employment status and history, educational attainment, disability status, income, physical and mental health status, plus access to housing, transportation, and other basic needs. Employment specialists regularly update this data, for example, when a client has obtained employment. All data is maintained in Salesforce, Chrysalis’ case management database which provides a reliable platform for collecting and managing the data so it can be analyzed to improve program quality and for reporting to funders and the community. To ensure our data collection processes and strategies produce high-quality data, we have a six-persondata teamthatdesigns and maintains our Salesforce platform,which Docusign Envelope ID: 0F99BFF1-F164-4774-A2DD-BB0ABDA2D47E 12 is the central hub for our data. This team also onboards and trains users of our Salesforce system across the organization. Our team, particularly our Employment Specialists and Director, use reports and dashboards to monitor and address data quality issues in real time.
b. Grantees are strongly encouraged to solicit program participant feedback on the quality and satisfaction of services provided. Describe the methods used to solicit this feedback, frequency of collection, and how feedback is incorporated into program design.
Process for soliciting participant feedback on Chrysalis services: Chrysalis regularly encourages clients to express their opinions on the quality of services and satisfaction with our programs. Our clients frequently share informal feedback with staff, who spot trends and coordinate as needed to address the feedback. Agency policy invites clients to provide feedback related to class facilitators and content to make improvements to the classes, resumes and practice interviews. We also conduct a comprehensive annual survey of our clients to generate feedback on program delivery, and our leadership aims to implement recommended changes in the months following.
c. Discuss internal processes to review program outcomes and associated procedures to adjust the design of programs that are failing to achieve outcomes/metrics.
Program objective data review process: Chrysalis measures the achievement of objectives using multiple evaluation procedures. Internally, data is collected from a variety of sources, including Salesforce. Staff monitor client activity using Salesforce and report monthly to the Vice President (VP) and Assistant Vice President (AVP) of Program Operations, who present a quarterly writtenreportto theBoardofDirectors.
This information is used to determine program effectiveness and to indicate the need for modifications. SMEC direct service staff conduct weekly case conferences to discuss program impact on individual clients. Performance data is detailed in various monthly reports produced by the Director of Program Data and reviewed by the VP and AVP of Program Operations, Directors, and management team.
Section IV: Program Changes During Grant Cycle
Please briefly describe any anticipated substantive changes to the program, including but not limited to staffing, physical location, outreach, service delivery methods, target population, program operation, scope, or data collection methods. If no changes are anticipated, please respond “Not Applicable.”
Not Applicable.
Docusign Envelope ID: 0F99BFF1-F164-4774-A2DD-BB0ABDA2D47E 13 Section V: Partnership Opportunities
List existing and proposed partnerships or collaborations and how collaborations maximize program effectiveness and benefits service delivery. Describe how information is shared between collaborative partners and how services are coordinated. Include a description of how referrals to other services are made and documented, and the follow-up conducted to verify completion of those referrals. Describe how your agency and program are, or will be, integrated into your system(s) of care (e.g., Coordinated Entry System for homeless services providers, Santa Monica-Malibu Unified School District for youth providers, etc.).
As the primary employment-focused service agency in Santa Monica, Chrysalis values its strategic partnerships with other service organizations. Chrysalis meets regularly with partners, both formally and informally, to develop strategies and opportunities for achieving our shared goals. The partnerships Chrysalis maintains are extensive in number and geography, but we have highlighted a few key partnerships:
• Virginia Avenue Park: Chrysalis staff have worked closely with VAP and park staff to improve our profile with Santa Monica residents who are low-income and have significant barriers to employment including limited literacy, limited English proficiency, and limited education.
• Westside Coalition: Through active participation in the Coalition, Chrysalis has built collaborative relationships with front line staff at numerous service agencies. Relationships built through mixers, cross-training, and working together on Coalition activities, result in more effective referrals to and from Chrysalis.
• Santa Monica Public Library (SMPL): Chrysalis has been developing its partnership with SMPL for several years. All library branches are equipped with Chrysalis promotional materials and adequate signage for services. In addition, Chrysalis staff have conducted workshops and info sessions in the past and will continue to do so, as needed. • West LA AJCC (JVS): Chrysalis partners with West LA AJCC to refer SMPP clients for training and placement into jobs.
• Employers: Chrysalis maintains active relationships with employers and their representatives including the Santa Monica Chamber of Commerce, Santa Monica Travel and Tourism,the Hospitality Training Academy, and individual employers such as hotels and restaurants. Chrysalis provides as needed staffing to Santa Monica Travel and Tourism in a variety of roles as part of our transitional employment program. • Community Corporation of Santa Monica: Chrysalis keeps in close touch with the primary provider of affordable housing to the City’s low- and - moderate income households, whose residents are a target group for Chrysalis services.
Docusign Envelope ID: 0F99BFF1-F164-4774-A2DD-BB0ABDA2D47E 14 • Santa Monica Probation Office: Chrysalis works with the Probation Office to support those whose conditions of probation require employment-seeking and those whose probation status is a potential barrier to employment.
In addition to referral partners, we have a team of staff dedicated to maintaining relationships and building partnerships with prospective employers. Our Direct Hire team works closely with Santa Monica staff to connect clients with employers within the City of Santa Monica.
Referrals are made when clients are interested in specialized job training and employment opportunities, and when partners wish to refer clients to Chrysalis services. The process depends on the relationship, but all referrals are documented in our Salesforce database. Community partners are provided with a non-mandatory referral form from Chrysalis. The policy for Chrysalis staff is to follow up within 48 hours. If Chrysalis has difficulty contacting the client, we ask the referring agency to assist so that clients do not fall through the cracks if they lack access to e-mail or have other contact barriers.
Section VI: Organizational Capacity
1. Staffing Plan – For new or updated positions only, please attach official job descriptions for each City-funded administrative and program staff position required to accomplish the program goals. If there have been no additions or changes, note that below.
2. Grievance Procedures – Please attach a copy of your policies and procedures for addressing participant grievances. Documents should detail the manner by which program participants are made aware of the grievance process and the method by which grievances are addressed and/or resolved. (Note: grantees will be asked to report on the number of grievances received at Mid-Year and Year-End and to provide a brief summary of said grievances).
3. Volunteers and Interns
a. To what extent does the program utilize volunteers and/or interns? Volunteers provide direct services to clients by helping with job search training, conducting practice interviews, and assisting with resume preparation. b. Include the average number of persons and hours volunteered annually and their common roles and responsibilities.
During a typical year, the SMEC has on average 25 active volunteers, who provide direct client services assisting with resumes, interview skills, and teaching job preparation classes. Volunteers accumulate over 825 hours a year.
Docusign Envelope ID: 0F99BFF1-F164-4774-A2DD-BB0ABDA2D47E 15 c. Briefly describe how volunteers and/or interns are trained and supervised.
The Volunteer & Program Coordinator & Manager oversees an “on-the-job” training component utilizing client services staff and volunteers. Once a volunteer is oriented, they receive ongoing support to manage their schedules and advise them on any client-related questions that arise.
4. Diversity and Inclusion
a. Describe how your organization operationalizes racial equity, diversity, and cultural competency.
Operationalizing race, equity and inclusion: Equity and inclusion have been codified among the organization’s core values. We seek diversity and prioritize creating access for those who are underrepresented, acknowledging the significant inequities that exist in society. We have established a permanent board/staff DEI committee that guides and monitors our efforts to operationalize race, equity, and inclusion. Staff formed a BIPOC Employee Resource Group that meets regularly, arranges for guest speakers, and provides education on a variety of historical events for all staff. Based on previous employee engagement survey results and the DEI report we have revised policies and procedures for recruitment, selection, and advancement of staff and volunteers to remove barriers and create a more diverse, equitable, and inclusive organization that values lived expertise and culture. b. Discuss how your City-funded program may be reflecting these values through personnel practices, staff and board training, program design, and/or outreach and engagement strategies.
How Santa Monica program reflects values: Our programs challenge norms about who is eligible for employment and advancement, and our core work focuses on breaking those barriers. Our hiring policies promote the employment of people who have experience as our program participants. Nearly 20% of permanent FT Chrysalis employees are former participants, including those in multiple roles at the manager level. Most supervisors in our reentry programs are former program participants.
Hiring and promoting supervisory staff with lived experience is a best practice and enhances our ability to provide culturally competent services. The Chrysalis core program focuses on helping clients understand their life experiences as valuable employment assets, which are described on the resume that each client creates. Staff training, both during the initial orientation period and in regular in-service training, stresses the inherent worth and dignity of our clients, the effect of trauma, and the value of lived expertise in employment. Our program design recognizes that historic discrimination creates barriers to workplace success once a person has become employed. Our post-employment services include job coaching, advocacy with Docusign Envelope ID: 0F99BFF1-F164-4774-A2DD-BB0ABDA2D47E 16 employers, and other ongoing support to foster changes in knowledge, attitudes, behavior, and employer policies so that our clients retain and advance in employment.
c. Explain how your agency collects demographic information from board and staff members.
Staff and board demographic information: Chrysalis has collected staff and board demographic information thatincludes lived experiences with trauma, justice system involvement, substance use, and homelessness; race/ethnicity; gender identity and sexual orientation; age, religion, and marital status; caretaker status; household income, disability, and veteran status. We continue to collect demographic data on staff, volunteers, and board members but limit this data to age, race, ethnicity, gender identity, and place of residence.This information is collected as part of our application process and is maintained by our Human Resources Department.It is our intention to repeat this in-depth survey bi-annually to assess our progress toward diversity, equity, and inclusion and to identify areas for policy change, outreach, training, and services to support continued growth.
d. Describe agency’s policies/procedures related to the involvement of program participants in program design and evaluation.
Involvement of participants in program design and evaluation: Chrysalis works closely with program participants in the design of new programs, using client feedback to generate new programs in response to funding opportunities. Staff members with lived expertise are also key to program design. Chrysalis encourages clients to express their opinions on the quality of services and satisfaction with our programs. Agency policy invites clients to provide feedback related to class facilitators to make improvements in the classes, resumes and practice interviews.
The Director of Client Services in Santa Monica has an open-door policy, welcoming informal feedback. It is our policy and practice to conduct annual surveys of clients, volunteers, and staff to generate feedback on program delivery and engagement. In our most recent survey, 36% of Santa Monica clients responded with their opinions and perception of Chrysalis service.
Docusign Envelope ID: 0F99BFF1-F164-4774-A2DD-BB0ABDA2D47E Exhibit B
REPORTS REPORT PERIOD REPORT DEADLINE
Mid-Year Program and
Fiscal Status Reports 7/1/2025 – 12/31/2025 Monday , February 2, 2026 Year-End Program and
Fiscal Status Reports 7/1/2025 – 6/30/2026 Monday , August 3, 2026 Please Note: All reports and supporting documents submitted to the City are considered public record and are subject to disclosure under the Public Records Act. Further note that staff may use the information herein, in whole or in part, to provide Council and the public with reports of agency performance, including demographics, outcomes, successes, findings, and concerns. To the extent possible, please avoid inclusion of any Personally Identifiable Information (PII), or other confidential information, except where absolutely necessary.
FY 2025-26 Human Services Grants Program
Program Budget and Evaluation Workbook
OVERVIEW
HSGP grantees will use this document as a single tool to:
1) Establish the Program Budget
2) Submit Mid-Year Reporting
3) Submit Year-End Reporting
For organizations granted HSGP funding for multiple programs, separate Mid-Year and Year-End Status Reports are required for each program.
Docusign Envelope ID: 0F99BFF1-F164-4774-A2DD-BB0ABDA2D47E
CITY OF SANTA MONICA
FY 2025-26 PROGRAM BUDGET & FISCAL REPORTING TEMPLATE
SECTION I: BUDGET SUMMARY
TOTAL
PROGRAM
BUDGET
HSGP GRANT
BUDGET
NON-CITY
PROGRAM BUDGET
HSGP
MID-YEAR
EXPEND.
HSGP
YEAR-END
EXPEND.
HSGP TOTAL
EXPEND.
HSGP PERCENT
EXPENDED
YEAR-END
TOTAL PROGRAM
EXPEND.
AGENCY NAME: The Chrysalis Center 1A. Staff Salaries $ 209,651 1,526,109 $ 1,316,457 $ - $ - $ - $ 0% - $ PROGRAM NAME: Chrysalis Santa Monica Employment Center (SMEC) 1B. Staff Fringe Benefits $ 37,528 279,832 $ 242,305 $ - $ - $ - $ 0% - $
2. Consultant Services 12,579 $ - $ 12,579 $ - $ - $ - $ N/A - $
3. Operating Expenses 175,489 $ 1,940 $ 173,549 $ - $ - $ - $ 0% - $ REPORTING PERIOD: FY 2025-26 Program Budget: 7/1/25 - 6/30/26 4. Direct Client Support $ 800 50,567 $ 49,767 $ - $ - $ - $ 0% - $
5. Other 41,238 $ - $ 41,238 $ - $ - $ - $ N/A - $
6. Indirect Administrative Costs 304,980 $ 37,368 $ 267,612 $ - $ - $ - $ 0% - $ A. Total City Funds Received to Date: $ - 7. TOTAL BUDGET 2,390,793 $ 287,287 $ 2,103,506 $ $ - $ - $ 0 - % $ - B. Total City Funds Expended to Date: - $ C. Cash Balance (Line A - Line B): - $ SECTION II: SUPPORTING DOCUMENTATION: The City requires grantees to submit supporting documentation along with their Mid-Year and Year-End Fiscal Status Reports. Documentation MUST provide a detailed accounting of expendicharged to the HSGP grant and MUST reconcile to total HSGP grant expenditures for the associated period. Acceptable forms of documentation will be generated from the grantee’s financial system and include General Lor Profit and Loss Detail reports. The City WILL NOT ACCEPT documentation that does provide sufficient detail and/or does not reconcile to total Santa Monica grant expenditures for the associated p SUPPORTING DOCUMENTATION FOR HSGP GRANT EXPENDITURES (MID-YEAR DATE UPLOADED TO SHAREPOINT:SUPPORTING DOCUMENTATION FOR HSGP GRANT EXPENDITURES (YEAR-END DATE UPLOADED TO SHAREPOINT:
SECTION III: LINE ITEM DETAIL1A. Staff Salaries
List all paid program and administrative positions (both City and non-City funded) and complete all fields below.
Staff Name Title Position Classification
FTE (Agency
Wide)
% FTE to Program
TOTAL
PROGRAM
BUDGET
HSGP GRANT
BUDGET
NON-CITY
PROGRAM BUDGET
HSGP
MID-YEAR
EXPEND.
HSGP
YEAR-END
EXPEND.
HSGP TOTAL
EXPEND.
HSGP PERCENT
EXPENDED
YEAR-END
TOTAL PROGRAM
EXPEND.
Aaron Renteria Rojas Employment Specialist Direct Service Provision/Program Staff 1.00 100% $ 10,333 46,966 $ 36,633 $ - $ - $ - $ 0% - $ Afton Branche- Wilson Director of Policy & Government Relations Administrative Support 1.00 20% $ 3,021 20,140 $ 17,119 $ - $ - $ - $ 0% - $ Amanda Munoz Business Development & Community EngageDirect Service Provision/Program Staff 1.00 25% $ 13,520 13,520 $ - $ - $ - $ - $ 0% - $ Ashley Aquino Employment Specialist Direct Service Provision/Program Staff 1.00 100% $ 10,410 47,320 $ 36,910 $ - $ - $ - $ 0% - $ Aubrey Dolores Internal Operations Coordinator Direct Service Provision/Program Staff 1.00 25% $ 1,351 11,258 $ 9,907 $ - $ - $ - $ 0% - $ Bianca Smith Assistant Vice President, Program Operation Senior/Executive Management 1.00 25% $ 35,135 42,162 $ 7,027 $ - $ - $ - $ 0% - $ Brianna Dau Business Development Manager Direct Service Provision/Program Staff 1.00 20% $ 2,194 14,628 $ 12,434 $ - $ - $ - $ 0% - $ Cecilia Gomez Project Manager, Client Services Direct Service Provision/Program Staff 0.50 50% $ 7,030 35,152 $ 28,122 $ - $ - $ - $ 0% - $ Elizabeth Ford Director of Program Data Administrative Support 1.00 20% $ 3,307 22,048 $ 18,741 $ - $ - $ - $ 0% - $ Faviola Leonard Volunteer & Program Director Direct Service Provision/Program Staff 1.00 20% $ 10,580 21,161 $ 10,580 $ - $ - $ - $ 0% - $ Grace Fitzgerald Assistant Vice President, Chrysalis Enterpris Senior/Executive Management 1.00 3% $ 4,103 4,103 $ - $ - $ - $ - $ 0% - $ Jessi Heffington Business Development Coordinator Direct Service Provision/Program Staff 1.00 20% $ 1,791 11,939 $ 10,148 $ - $ - $ - $ 0% - $ Jovani Garcia Database Manager Administrative Support 1.00 20% $ 2,434 16,224 $ 13,790 $ - $ - $ - $ 0% - $ Kendall Halliburton Volunteer & Program Coordinator Direct Service Provision/Program Staff 1.00 100% $ 9,152 45,760 $ 36,608 $ - $ - $ - $ 0% - $ Ligia Castro Volunteer & Program Manager Administrative Support 1.00 25% $ 15,743 17,890 $ 2,147 $ - $ - $ - $ 0% - $ Maria Nesbit Grants Analyst Administrative Support 1.00 20% $ 1,622 10,816 $ 9,194 $ - $ - $ - $ 0% - $ Molly Larson VP, Program Operations Senior/Executive Management 1.00 10% $ 7,081 23,603 $ 16,522 $ - $ - $ - $ 0% - $ Nicole Kauola Employment Specialist Direct Service Provision/Program Staff 1.00 100% $ 11,275 51,248 $ 39,974 $ - $ - $ - $ 0% - $ Ricardo Alfaro Director of Client Services, Santa Monica Direct Service Provision/Program Staff 1.00 100% $ 29,440 92,000 $ 62,560 $ - $ - $ - $ 0% - $ Sawyer Auer Senior Employment Specialist Direct Service Provision/Program Staff 1.00 100% $ 12,825 58,295 $ 45,470 $ - $ - $ - $ 0% - $ TBD Client Services Coordinartor Direct Service Provision/Program Staff 1.00 15% $ 7,332 7,332 $ - $ - $ - $ - $ 0% - $ Yaritza De la Rosa Client Services Admin Direct Service Provision/Program Staff 1.00 100% $ 9,971 45,240 $ 35,269 $ - $ - $ - $ 0% - $ Alan Zeng Director, SECTOR Direct Service Provision/Program Staff 1.00 30% $ - 29,203 $ 29,203 $ - $ - $ - $ N/A - $ Allison Dewberry Payroll Manager Administrative Support 1.00 20% $ - 15,052 $ 15,052 $ - $ - $ - $ N/A - $ Andrew Chang Human Resources Generalist Administrative Support 1.00 20% $ - 13,844 $ 13,844 $ - $ - $ - $ N/A - $ Brandon Smith Training Manager, Human Resources Administrative Support 1.00 20% $ - 14,000 $ 14,000 $ - $ - $ - $ N/A - $ Brenda Valadez Grants & Contract Manager Administrative Support 1.00 20% $ - 22,500 $ 22,500 $ - $ - $ - $ N/A - $ Caramie Brown Human Resources Director Administrative Support 1.00 20% $ - 20,789 $ 20,789 $ - $ - $ - $ N/A - $ Carlyne Ervin VP, Human Resources Senior/Executive Management 1.00 10% $ - 20,843 $ 20,843 $ - $ - $ - $ N/A - $ Carrie Aikins Controller, Finance Administrative Support 1.00 20% $ - 47,700 $ 47,700 $ - $ - $ - $ N/A - $ Christopher Corpus IT Director Administrative Support 1.00 20% $ - 28,494 $ 28,494 $ - $ - $ - $ N/A - $ Cosme Sandoval Director of Business Development & Commu Direct Service Provision/Program Staff 1.00 20% $ - 20,140 $ 20,140 $ - $ - $ - $ N/A - $ Cynthia Latson Senior Operations Manager Roads Direct Service Provision/Program Staff 1.00 50% $ - 11,700 $ 11,700 $ - $ - $ - $ N/A - $ Diana Jara Grants Analyst Administrative Support 1.00 20% $ - 11,249 $ 11,249 $ - $ - $ - $ N/A - $ Elizabeth Cetina Director of Operations, Staffing Direct Service Provision/Program Staff 1.00 20% $ - 22,599 $ 22,599 $ - $ - $ - $ N/A - $ Emeline Neau Director of Operations, Works Direct Service Provision/Program Staff 1.00 20% $ - 20,787 $ 20,787 $ - $ - $ - $ N/A - $ Emily Van Ostran Director of Internal Operations, CE Direct Service Provision/Program Staff 1.00 20% $ - 19,610 $ 19,610 $ - $ - $ - $ N/A - $ Frances Gutierrez Data & Grants Administrator Administrative Support 1.00 20% $ - 11,025 $ 11,025 $ - $ - $ - $ N/A - $ Gloria Pintor Career Coach, SECTOR Direct Service Provision/Program Staff 1.00 30% $ - 16,548 $ 16,548 $ - $ - $ - $ N/A - $ Guillermo Ortega IT Support Specialist Administrative Support 1.00 20% $ - 14,600 $ 14,600 $ - $ - $ - $ N/A - $ Holli Kyle Senior Data & Grants Administrator Direct Service Provision/Program Staff 1.00 25% $ - 18,002 $ 18,002 $ - $ - $ - $ N/A - $ Jasmine Vazquez Accounts Receivable Specialist Administrative Support 1.00 20% $ - 10,504 $ 10,504 $ - $ - $ - $ N/A - $ PROGRAM BUDGET INSTRUCTIONSProvide line-item detail as specified in each section of the template and verify all calculations. Program Budgets will not be accepted if any of the required information is incomplete or if the calculations are incorrect.Only input data into the highlighted cells, as described in the instructions below. Cells containing formulas are set to calculate automatically, however formulas may require adjustment as information is added or deleted. Please report any issues to [email protected] I: BUDGET SUMMARYThe Budget Summary section will automatically populate subtotals as you fill out the Line Item Detail in Section II.
Agency Name/Program Name: Enter the name of your Agency and Program. Please ensure consistency of naming across all documentsReporting Period: Use the drop-down box to selec"Program Budget." Total City Funds Received/Expended to Date, Cash Balance: Nothing to complete. Update at mid-year and year-end onl SECTION III: LINE ITEM DETAILFor each line item, complete highlighted cells in columns A-H with program budget details. Column I will calculate automatically. For Staff Salaries, please be sure to complete all required fields.SECTION II: SUPPORTING DOCUMENTATION:SECTION IV: NON-CITY PROGRAM FUNDINGProvide a brief description of non-City sources of funding included in your Total Program Budget. For Government Grants, indicate the type of funding source (Federal, State, or County/Local). Enter the Projected amounts in Column I as appropriate. Please note, "Total Non-City Funding" in column I of this section should equal the total "Non-City Program Budget" in column I of Section III.
Nothing to complete. Update at mid-year and year-end only.
Docusign Envelope ID: 0F99BFF1-F164-4774-A2DD-BB0ABDA2D47E Jasmine Wadalawala Internal Operations Coordinator Direct Service Provision/Program Staff 1.00 25% $ - 11,928 $ 11,928 $ - $ - $ - $ N/A - $ Jesse Hahka Human Resources Coordinator Administrative Support 1.00 20% $ - 9,776 $ 9,776 $ - $ - $ - $ N/A - $ Johann Muller IT Help Desk Specialist Administrative Support 1.00 20% $ - 11,439 $ 11,439 $ - $ - $ - $ N/A - $ John Sonego VP, Development and Communications Senior/Executive Management 1.00 3% $ - 20,800 $ 20,800 $ - $ - $ - $ N/A - $ Kay Brown Human Resources Generalist Administrative Support 1.00 20% $ - 14,202 $ 14,202 $ - $ - $ - $ N/A - $ Kharaam Sharifpour Senior Salesforce Database Administrator Administrative Support 1.00 20% $ - 26,507 $ 26,507 $ - $ - $ - $ N/A - $ Klar Roberts Human Resources Generalist Administrative Support 1.00 20% $ - 10,116 $ 10,116 $ - $ - $ - $ N/A - $ Laila Sanchez Training Partnerships Manager, SECTOR Direct Service Provision/Program Staff 1.00 30% $ - 21,000 $ 21,000 $ - $ - $ - $ N/A - $ Lucille Taylor Salesforce Training Coordinator Direct Service Provision/Program Staff 1.00 20% $ - 11,685 $ 11,685 $ - $ - $ - $ N/A - $ Mallory Loring Director of Donor Engagement and Commun Administrative Support 1.00 20% $ - 23,000 $ 23,000 $ - $ - $ - $ N/A - $ Mariah Melgoza Retention & Resource Administrator Direct Service Provision/Program Staff 1.00 20% $ - 10,401 $ 10,401 $ - $ - $ - $ N/A - $ Mario Rojas Payroll Coordinator Administrative Support 1.00 20% $ - 10,001 $ 10,001 $ - $ - $ - $ N/A - $ Mark Cohen Human Resources Director Operations Mana Administrative Support 1.00 20% $ - 20,225 $ 20,225 $ - $ - $ - $ N/A - $ Mark Loranger President & Chief Executive Officer Senior/Executive Management 1.00 2% $ - 7,000 $ 7,000 $ - $ - $ - $ N/A - $ Michael Graff-Weisner VP, Strategy & External Relations Senior/Executive Management 1.00 10% $ - 22,419 $ 22,419 $ - $ - $ - $ N/A - $ Nancy Marquez A/P Specialist Administrative Support 1.00 20% $ - 11,648 $ 11,648 $ - $ - $ - $ N/A - $ Nelly Macias Sanchez Senior Operations Manager Direct Service Provision/Program Staff 1.00 20% $ - 16,224 $ 16,224 $ - $ - $ - $ N/A - $ Oscar Michel Facilities & Maintenance Assistant Administrative Support 1.00 20% $ - 8,944 $ 8,944 $ - $ - $ - $ N/A - $ Oscar Moran Senior Operations Supervisor, Works Direct Service Provision/Program Staff 1.00 20% $ - 14,332 $ 14,332 $ - $ - $ - $ N/A - $ Reid Inouye Internal Operations Coordinator Direct Service Provision/Program Staff 1.00 20% $ - 10,051 $ 10,051 $ - $ - $ - $ N/A - $ Saul Gonzalez Facilities & Maintenance Manager Administrative Support 1.00 20% $ - 17,865 $ 17,865 $ - $ - $ - $ N/A - $ Stephanie Tyson Accounting Manager Administrative Support 1.00 20% $ - 17,014 $ 17,014 $ - $ - $ - $ N/A - $ Stephany Vaca Operations Coordinator Staffing Direct Service Provision/Program Staff 1.00 20% $ - 10,363 $ 10,363 $ - $ - $ - $ N/A - $ Tahtiana Smith Career Coach, SECTOR Direct Service Provision/Program Staff 1.00 30% $ - 16,548 $ 16,548 $ - $ - $ - $ N/A - $ TBD Manager of Data Analytics Administrative Support 1.00 20% $ - 14,904 $ 14,904 $ - $ - $ - $ N/A - $ TBD Human Resources Coordinator Administrative Support 1.00 100% $ - 15,186 $ 15,186 $ - $ - $ - $ N/A - $ Tenisha Renee Yates Human Resource Coordinator Administrative Support 1.00 20% $ - 10,001 $ 10,001 $ - $ - $ - $ N/A - $ Trevor Kale Chief Operating Officer Senior/Executive Management 1.00 3% $ - 8,300 $ 8,300 $ - $ - $ - $ N/A - $ Viviana Villarruel Internal Operations Coordinator Direct Service Provision/Program Staff 1.00 25% $ - 12,222 $ 12,222 $ - $ - $ - $ N/A - $ Wendy Salinas Program Data Manager Administrative Support 1.00 20% $ - 15,434 $ 15,434 $ - $ - $ - $ N/A - $ Xavier Pierce Data & Grants Administrator Administrative Support 1.00 20% $ - 16,855 $ 16,855 $ - $ - $ - $ N/A - $ Yelena Litvak Senior Internal Operations Manager Direct Service Provision/Program Staff 1.00 20% $ - 17,416 $ 17,416 $ - $ - $ - $ N/A - $ Rasheedah Scott Data and Grants Manager Administrative Support 1.00 20% $ - 14,310 $ 14,310 $ - $ - $ - $ N/A - $ $ - - $ - $ - $ - $ - $ N/A - $ Mid-year Agency Variance Mid-year City Follow-up Year-end Agency Variance Year-end City Follow-up $ - - $ - $ - $ - $ - $ N/A - $ Report Comments Report Comments 1A. Staff Salaries TOTAL $ 209,651 1,526,109 $ 1,316,457 $ $ - $ - $ 0 - % $ - 1B. Staff Fringe Benefits
List each fringe benefit as a percentage of total staff salaries listed above (FICA, SUI, Workers’ Compensation, Medical Insurance, Retirement, etc.).
Description
TOTAL
PROGRAM
BUDGET
HSGP GRANT
BUDGET
NON-CITY
PROGRAM BUDGET
HSGP
MID-YEAR
EXPEND.
HSGP
YEAR-END
EXPEND.
HSGP TOTAL
EXPEND.
HSGP PERCENT
EXPENDED
YEAR-END
TOTAL PROGRAM
EXPEND.
OADSI (6.2% up to $7,000 SS + 1.45% Medicare) $ 16,038 123,462 $ 107,424 $ - $ - $ - $ 0% - $ SUI (6.2% of first $7,000) $ 1,656 12,000 $ 10,344 $ - $ - $ - $ 0% - $ Worker's Compensation (1.47%) $ 3,082 22,434 $ 19,352 $ - $ - $ - $ 0% - $ Medical Insurance (10%) $ 16,751 121,936 $ 105,185 $ - $ - $ - $ 0% - $ $ - - $ - $ - $ - $ - $ N/A - $ Mid-year Agency Variance Mid-year City Follow-up Year-end Agency Variance Year-end City Follow-up $ - - $ - $ - $ - $ - $ N/A - $ Report Comments Report Comments 1B. Staff Fringe Benefits TOTAL $ 37,528 279,832 $ 242,30 $ 5 $ - $ - $ 0 - % $ -
2. Consultant Services
List each consultant to be funded. Include type of service, total budgeted expense, and any additional information to support the use of consultants as opposed to staff or volunteers.
Description
TOTAL
PROGRAM
BUDGET
HSGP GRANT
BUDGET
NON-CITY
PROGRAM BUDGET
HSGP
MID-YEAR
EXPEND.
HSGP
YEAR-END
EXPEND.
HSGP TOTAL
EXPEND.
HSGP PERCENT
EXPENDED
YEAR-END
TOTAL PROGRAM
EXPEND.
Mental Health Services $ - 10,780 $ 10,780 $ - $ - $ - $ N/A - $ Consulting and Salesforce Database Subscription $ - 1,799 $ 1,799 $ - $ - $ - $ N/A - $ Mid-year Agency Variance Mid-year City Follow-up Year-end Agency Variance Year-end City Follow-up $ - - $ - $ - $ - $ - $ N/A - $ Report Comments Report Comments
2. Consultant Services TOTAL $ 12,579 $ 12,579 - $ $ - $ - $ N/ - A $ -
3. Operating Expenses
List all operating expenses [e.g., space/rent expense, utilities, facility maintenance, equipment, insurance, office supplies, printing, audit fees, travel, training, etc.].Description TOTAL
PROGRAM
BUDGET
HSGP GRANT
BUDGET
NON-CITY
PROGRAM BUDGET
HSGP
MID-YEAR
EXPEND.
HSGP
YEAR-END
EXPEND.
HSGP TOTAL
EXPEND.
HSGP PERCENT
EXPENDED
YEAR-END
TOTAL PROGRAM
EXPEND.
Utilities $ 1,087 21,152 $ 20,065 $ - $ - $ - $ 0% - $
Equipment Rental $ - 17,166 $ 17,166 $ - $ - $ - $ N/A - $ Office Supplies $ 353 10,462 $ 10,109 $ - $ - $ - $ 0% - $ Postage & Shipping $ - 2,300 $ 2,300 $ - $ - $ - $ N/A - $ Repairs & Maintenance $ - 52,884 $ 52,884 $ - $ - $ - $ N/A - $ Printing & Publications $ - 254 $ 254 $ - $ - $ - $ N/A - $ Liability Insurance $ - 46,876 $ 46,876 $ - $ - $ - $ N/A - $ Telephone $ - 13,322 $ 13,322 $ - $ - $ - $ N/A - $
Other Operating Expenses $ - 2,036 $ 2,036 $ - $ - $ - $ N/A - $ Parking $ 500 9,035 $ 8,535 $ - $ - $ - $ 0% - $ Mid-year Agency Variance Mid-year City Follow-up Year-end Agency Variance Year-end City Follow-up $ - - $ - $ - $ - $ - $ N/A - $ Report Comments Report Comments
3. Operating Expenses TOTAL $ 1,940 175,489 $ 173,549 $ $ - $ - $ 0 - % $ -
4. Direct Client Support
List any expenses associated with direct service provision, individual client support, scholarships, or stipends. Include estimated number of recipients.Description TOTAL
PROGRAM
BUDGET
HSGP GRANT
BUDGET
NON-CITY
PROGRAM BUDGET
HSGP
MID-YEAR
EXPEND.
HSGP
YEAR-END
EXPEND.
HSGP TOTAL
EXPEND.
HSGP PERCENT
EXPENDED
YEAR-END
TOTAL PROGRAM
EXPEND.
Client Bus Fare $ 800 10,952 $ 10,152 $ - $ - $ - $ 0% - $ Client Relief Fund $ - 16,597 $ 16,597 $ - $ - $ - $ N/A - $ Material Needs Fund $ - 6,765 $ 6,765 $ - $ - $ - $ N/A - $ Driver License Access Fund $ - 804 $ 804 $ - $ - $ - $ N/A - $ Scholarship Fund $ - 14,664 $ 14,664 $ - $ - $ - $ N/A - $ Client Event & Programs $ - 235 $ 235 $ - $ - $ - $ N/A - $ Dues & Subs, Books & Journals $ - 550 $ 550 $ - $ - $ - $ N/A - $ Mid-year Agency Variance Mid-year City Follow-up Year-end Agency Variance Year-end City Follow-up $ - - $ - $ - $ - $ - $ N/A - $ Report Comments Report Comments
4. Direct Client Support TOTAL $ 800 50,567 $ 49,767 $ $ - $ - $ 0 - % $ -
5. Other
List any program expense not appropriate for any of the above line items and provide justification.Description TOTAL
PROGRAM
BUDGET
HSGP GRANT
BUDGET
NON-CITY
PROGRAM BUDGET
HSGP
MID-YEAR
EXPEND.
HSGP
YEAR-END
EXPEND.
HSGP TOTAL
EXPEND.
HSGP PERCENT
EXPENDED
YEAR-END
TOTAL PROGRAM
EXPEND.
Training Stipend Fund $ - 25,050 $ 25,050 $ - $ - $ - $ N/A - $ Mid-year Agency Variance Mid-year City Follow-up Year-end Agency Variance Year-end City Follow-upRecruitment $ - 16,188 $ 16,188 $ - $ - $ - $ N/A - $ Report Comments Report Comments
5. Other TOTAL $ 41,238 $ 41,238 - $ $ - $ - $ N/ - A $ -
6. Indirect Administrative Costs
Santa Monica Grant budgets may include Indirect Administrative Costs as follows:
Rates 15% or less of total SM grant: Shall be considered de minimis and will be accepted without further supporting documentation Rates above 15% of total SM grant: Must be accompanied by documentation of the agency’s federally-negotiated indirect cost rate Description
TOTAL
PROGRAM
BUDGET
HSGP GRANT
BUDGET
NON-CITY
PROGRAM BUDGET
HSGP
MID-YEAR
EXPEND.
HSGP
YEAR-END
EXPEND.
HSGP TOTAL
EXPEND.
HSGP PERCENT
EXPENDED
YEAR-END
TOTAL PROGRAM
EXPEND.
Docusign Envelope ID: 0F99BFF1-F164-4774-A2DD-BB0ABDA2D47E Indirect Administrative Costs Rate: 13.007% $ 37,368 304,980 $ 267,612 $ - $ - $ - $ 0% - $ Mid-year Agency Variance Mid-year City Follow-up Year-end Agency Variance Year-end City Follow-up $ - - $ - $ - $ - $ - $ N/A - $ Report Comments Report Comments
6. Indirect Administrative Costs TOTAL $ 37,368 304,980 $ 267,612 $ $ - $ - $ 0 - % $ -7. TOTAL BUDGET $ 287,287 2,390,793 $ 2,103,506 $ $ - $ - $ 0% - $ - SECTION IV: NON-CITY PROGRAM FUNDING
Source Description
PROJECTED NONCITY FUNDING
1. Government GrantsLA RISE DEO, JCOD, Others County/Local $ 420,694CFET, FEMA, others State $ 180,790.002. Private/Corporate GrantsVarious Unrestricted Private and Corporate Grants $ 282,999.00 $ -
3. Individual DonationsIndividual donors $ 303,351.00
$ -
4. Fundraising EventsButterfly Ball, Poker Night and other fundraising events $ 380,007.00 $ -
5. Fees for ServiceChrysalis Enterprise Contracts $ 535,665.00 $ -
6. Other
$ -$ -
7. TOTAL TOTAL NON-CITY PROGRAM FUNDING 2,103,506 $
By submitting this report to the Human Services Division, agency certifies that this report is true, complete and accurate and that all expenditures are in compliance with the conditions of the Grant Agreement.
This section is for City staff to understand your program's other funding sources . You will not be required to report on non-city funding at mid-year or year-end. List non-City sources of funding included in your Total Program Budget. For Government Grants ONLY, indicate Type of funding source (Federal, State, or County/Local When establishing the Program Budget:The total of PROJECTED NON-CITY FUNDING (column I below) below should match the total of NON-CITY PROGRAM BUDGET (column I above).
Docusign Envelope ID: 0F99BFF1-F164-4774-A2DD-BB0ABDA2D47E
CITY OF SANTA MONICA
FY 2025-26 Program Participants and DemographicsINSTRUCTIONSPARTICIPANTS RECEIVING CONTRACTED Projected Total Mid-Year Actuals Year-End Total Unduplicated Program Participants 800
Total SMPP 150
Low-Income SMPP
Homeless SMPP
w/ Disabilities SMPP
Served in Military SMPP
Primary Language not English SMPP
Latinx/Hispanic Non-Latinx/ Non-Hispanic Prefer Not to Answer/Don't Latinx/Hispanic Non-Latinx/ Non-Hispanic Prefer Not to Answer/Don't American Indian or Alaska Native
Asian or Asian American
Black or African-American
Native Hawaiian or Other Pacific Islander
White or Caucasian
Multiple Race
Race category not listed
Prefer Not to Answer/Don't Know
Total SMPP 000000
ZIP CODE(Number of SMPP)
Mid-Year
Actuals
Year-End
Actuals
Mid-Year
Actuals
Year-End
Actuals
9040190402904039040490405
Other/Prefer not to answer
Total SMPP 0 0
Program Budget: Complete the highlighted fields in the "Projected Total" column.Mid/Year and Year-End: Populate the grey shaded fields for the appropriate period (Mid-Year or YearEnd) with participant demographics. All tables must be completed. All Mid-Year and Year-End totals must reconcile to Total SMPP reported for the period.
Mid-Year Actuals
13-1745-5435-4425-34
RACE AND ETHNICITY(Number of SMPP)
AGE(Number of SMPP)
Under 5
Year-End Actuals
18-24
5-12
Docusign Envelope ID: 0F99BFF1-F164-4774-A2DD-BB0ABDA2D47E 00 GENDER IDENTITY (Number of SMPP)Please provide the most detailed data available.
Mid-Year
Actuals
Year-End
Actuals
Mid-Year
Actuals
Year-End
Actuals
Male
Female
Non-Binary
Gender Non-Conforming
Intersex
Trans Male (Female to Male)
Trans Female (Male to Female)
Other/Prefer Not to Answer 00
Agency Does Not Collect This Data
Total SMPP 0 0
Total SMPP
85+
75-8462-7455-61
Agency Does Not Collect This Data
Queer
Other/Prefer Not to Answer
Total SMPP
Bisexual or Pansexual
Lesbian or Gay
Straight or Heterosexual
Other/Prefer not to answer
SEXUAL IDENTITY (Number of SMPP)Please provide the most detailed Asexual
Docusign Envelope ID: 0F99BFF1-F164-4774-A2DD-BB0ABDA2D47E Cash Match Calculation
CITY OF SANTA MONICFY 2025-26 CASH MATCH CALCULATOAGENCY NAME: The Chrysalis CenterPROGRAM NAME: Chrysalis Santa Monica Employment Center (SMEC)
PROGRAM STATUS REPORT
FY 2025-26 Annual
Target
FY 2025-26
Year-End Actual
Total Program Participants 800 0Total Santa Monica Program Participants (SMPP 150 0 Level of Service to SMPP (%) 18.8% N/A
FISCAL STATUS REPORT
FY 2025-26
Total Program
Budget
FY 2025-26
SM Grant Budget
FY 2025-26
Total Program
Expend.
FY 2025-26
SM Grant Budget
Expend.
Program Expenditures 2,390,793 $ 287,287 $ - $ - $
CASH MATCH CALCULATOR
Level of Service to SMPP: 448,274 $ 18.8% N/A N/ASM Grant Funding to SMPP: 287,287 $ 64.1% - $ N/AAgency Cash Match to SMPP: 160,987 $ 35.9% N/A N/A must be least
30%
must be least
30%
Based on Program Plan and Budget Based on Actual Data and Expenditures NO ACTION NEEDED: This worksheet will automatically populate based on data entered on other reporting tabs. Once the Program Budget is completed, this worksheet will automatically update with Budgeted Cash Match. Once the YearEnd Fiscal Report is completed, this worksheet will automatically update with Year-End Actual Cash Match.
Docusign Envelope ID: 0F99BFF1-F164-4774-A2DD-BB0ABDA2D47E
CITY OF SANTA MONICA
FY 2025-26 Leadership Demographics
Board Members Senior/Exec. Management Program Managers/ Supervisors 13 7 110 3 123 10 2
Board Members Senior/Exec. Management Program Managers/ Supervisors 16 8 2
72 23 10 2
Latinx/Hispanic Non-Latinx/ Non-Hispanic Prefer Not to Answer/Don't Know Latinx/Hispanic Non-Latinx/ Non-Hispanic Prefer Not to Answer/Don't Know Latinx/Hispanic Non-Latinx/ Non-Hispanic Prefer Not to Answer/Don't Know 1 1
1132
18 6
11 1 22 0 0 10 0 1 1 0
Transgender Non-binary
Senior/Exec. Management Program Managers/ Supervisors
American Indian/Alaska NativeNot Reported
TOTAL
AGE
Under 30 31-61 62+ Latinx/HispanicPrefer not to answer
TOTAL
INSTRUCTIONSAsianBlack or African-AmericanNative Hawaiian/Pacific IslanderWhite or CaucasianMultiple RaceRace category not listed TOTAL
RACE AND ETHNICTY
Board Members
Complete the highlighted fields in the table below with leadership personnel demographics at the beginning of the program year. If you do not have personnel in any of the demographic categories, please enter 0 for that field GENDER
Male Female
Docusign Envelope ID: 0F99BFF1-F164-4774-A2DD-BB0ABDA2D47E Community Impact Area Goal Indicator Type Indicator Description Annual Target Documentation Method Output Participants receiving academic counseling. 100 SMPP Case File Outcome 60% of participants improve GPA between first and last quarters of the academic year. 60 SMPP Report Card Output Participants receive benefits counseling 50 SMPP Case File Outcome 50% of participants secure government benefits within 6 months 25 SMPP Documentation of Benefits Enrollment Output Participants receive independent living assistance and counseling 20 SMPP Case File Outcome 75% of participants remain in their own home for 6 months or longer 15 SMPP Self-Report on Follow-Up Community Impact Area Goal Indicator Type Indicator Description Annual Target (SMPP) Documentation Method Mid-Year
Progress to
Annual Target
(SMPP)
Mid-Year Variance Explanation
Year-End
Progress to
Annual Target
(SMPP)
Year-End Variance Explanation
% to Annual
Target
(Year-End)
Primary Indicators
Output Identify and refer SMPP clients to transitional job programs- Chrysalis Enterprise (CE) 10 SMPP Salesforce case mangement database Outcome 50% of participants referred will be employed in transitional employment,enhance skills,and earn income 5 SMPP Salesforce, case management database,Payroll records Output Participants recieve job readiness and job search skills to obtain employment 150 SMPP Salesforce case management database Outcome 45% of participants secure employment 68 SMPP Paystubs,offer letter,or Employment Records in datbase Output Participants receive employment retention services 68 SMPP Salesforce case mangement database Outcome 50% of participants are employed 6 months after initial hire 34 SMPP Salesforce case management database Secondary Indicators (Note: secondary indicators are optional. Indicators listed here can be used to further illustrate programs impact).
Output
Complete the table below with up to 3 primary indicators and 3 secondary indicators. Only primary indicators will be used to assess program impact. Note: When completing the "Community Impact Area" and "Goal" columns below, you MUST select from the options provided in the Program Evaluation Framework worksheet in this workbook.EXAMPLE TABLE: This is an example for reference only. Please complete the table below with information specific to your program. 2 Stability Increase economic wellbeing3 Stability
Increase the number of
vulnerable households
who receive appropriate
supports to maintain
stable, quality housing
FY 2025-26 Program Evaluation ChartCITY OF SANTA MONICA 3 Stability Increase economy wellbeing1 Stability Increase economic wellbeing2 Stability Increase economy wellbeing Programs are required to include at least one and up to three sets of primary output/outcome indicators upon which program performance will be assesed. Please complete the Program Evaluation Chart with the following information:1. List the output indicators produced by the program. Outputs are defined as numbers or amounts served and are quantitative in nature.
2. List the outcome indicators that will measure attainment of the program goals. Outcomes should demonstrate program impact on meeting the priorities and/or needs stated in the Community Need section of your Program Plan (Exhibit A) and how effectively the program will meet its identified goals. The strongest outcomes are based on measurable data sets, not anecdotal or casual self-reports of behavior change. Participant satisfaction surveys may be an acceptable form of measurement if they are conducted in a uniform or consistent manner. If using participant satisfaction surveys, please describe the method and frequency of data collection in the Program Evaluation section of your Program Plan.3. Documentation Method. Describe the tools and methods used to measure the achievement of outputs and outcomes specified below. Examples of strong indicators include report cards, pre- and post-tests, clinical assessments, and databases. Programs should utilize objective, standardized measurement tools, databases, and methodologically sound measurement techniques in comparison to anecdotal or highly subjective methods. 1 Lifelong Learning Improve school
experience
1 Docusign Envelope ID: 0F99BFF1-F164-4774-A2DD-BB0ABDA2D47E Outcome
Output
Outcome
Output
Outcome
3 12
Docusign Envelope ID: 0F99BFF1-F164-4774-A2DD-BB0ABDA2D47E
CITY OF SANTA MONICA
FY 2025-26 Community Impact Areas
Lifelong Learning – Goals, and Sample IndicatorsStability – Goals, and Sample Indicators Docusign Envelope ID: 0F99BFF1-F164-4774-A2DD-BB0ABDA2D47E Health and Wellness – Goals, and Sample Indicators
Docusign Envelope ID: 0F99BFF1-F164-4774-A2DD-BB0ABDA2D47E Docusign Envelope ID: 0F99BFF1-F164-4774-A2DD-BB0ABDA2D47E 1 EXHIBIT C
FY 2025-26 SPECIAL FUNDING CONDITIONS
Chrysalis – Santa Monica Employment Center (SMEC)
Mark Loranger, President and CEO
522 S. Main Street
Los Angeles, CA 90013
FY 2024-25 Funding:
$287,287 (General Fund)
Program Summary:
Assist low-income and unhoused Santa Monicans by helping them overcome barriers to employment, secure jobs, retain those jobs, increase skill levels for advancement in their jobs and achieve self-sufficiency that will allow them to thrive in the community.
Please address how you have met each of the following funding conditions within the appropriate section of your Mid-Year and Year-End Program Status Reports:
Standard Funding Conditions:
1. Agency will assist eligible participants in submitting applications to applicable relief and housing sustainability programs, including local, state, and federal rental assistance programs, including but not limited to: Housing Choice Voucher (HCV) and Below Market Housing (BMH) Waitlists, Preserving Our Diversity (POD), Continuum of Care (CoC), HOME Voucher Program, Stability Voucher (SV) Program, and Veterans Affairs Supportive Housing (VASH) Program. To support this effort, agency will familiarize themselves with SMPP criteria, voucher program eligibility, the Housing Authority’s Administrative Plan, HUD’s Reporting Requirements, and HUD’s Definition of Homelessness.
Youth & Families:
2. Actively participate in appropriate Santa Monica Cradle to Career (smC2C) collective impact meetings and initiatives, which may include but are not limited to:
smC2C work groups, Child and Youth Resource Teams (CYRT), and Early Childhood Task Force.
3. Work with the City and the youth and families network of care to provide coordinated support to individuals and families that might require agency expertise in the aftermath of a serious community crisis. A community crisis may include a Docusign Envelope ID: 0F99BFF1-F164-4774-A2DD-BB0ABDA2D47E 2 traumatic event or emergency condition that creates distress, hardship, fear or grief and has a special significance to the community.
Workforce Development:
1. Agencies with a primary focus on employment will work with the City, Santa Monica Chamber of Commerce, SMC’s Workforce & Economic Development programs, local businesses, and other relevant entities to facilitate a collective impact approach to HSGP eligible Santa Monica residents seeking employment and advancement opportunities in the workforce. Where applicable, agencies should explore opportunities to partner with local tech companies for placement and skill building educational opportunities.
Docusign Envelope ID: 0F99BFF1-F164-4774-A2DD-BB0ABDA2D47E