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Home My WebLink AboutMN-HUMANRIGHTS-1976-08-15 r �i " HUMAN SERVICES of Tompkins CountCOALIT4ON y, Inc. 607)273-8686 a 313 N. Aurora St.• Ithaca • N.Y. 1 48 50 MEMORANDUM TO: Carolyn Peterson, Chair, Human Services Committee FROM: Glenn Goldwyn, Chair, HSC Board of Directors DATE: August 15, 1986 RE: HSC Board Recommendations - 1987 City Revenue Sharing Funds On August 15, the Human Services Coalition Board of Directors approved the following recommendations 14-0-1. Those programs labeled (*) indicate recommendations made as an addendum to the original report (see attached memo) . Att: Memo dated 8/13/86 from Kris Finley to the HSC Board of Directors cc: Mayor J. Gutenberger Ithaca City Common Council J. Spano, City Controller GG:b A UNITED WAY AGENCY j [14115 / HUMAN SERVICES COALITION of Tompkins County, Inc. (6071273-8686 313 N. Aurora St.• Ithaca • N.Y. • 1 4850 MEMORANDUM TO: Members of the HSC Board of Directors FROM: Kris Finley, Chair, HSC Review Committee DATE: August 13, 1986 RE: 1987 Funding Recommendations (City - Includes Amendments) On August 13, the Review Committee completed its review of proposals for County funding and made the following recommendations for consideration by the HSC Board: RANK AGENCY SCORE REQUEST RECOMMENDATION 1 Gadabout 38.2500 $ 8,000 $ 8,000 *lA Learning Web/Stipends 35.2500 2 INHS 34.5556 15,000 14,534 3 Red Cross Emergency Shelter 34.5000 3,804 3,804 4 OAR 34.1667 2,000 2,000 5 Challenge 33.3333 5,000 4,297 6 Community Dispute Resolution Center 33.1111 5,000 5,000 7 Project Growing Hope (Emergency Food) 32.3333 800 800 *7A Learning Web/Core 32.1250 8 Project Growing Hope (Comm. Gardens) 31.6667 1,200 1,200 *8A Senior Citizens' Council 31.2500 Northside-Southside 9 Displaced Homemakers Center 30.0833 7,000 5,953 10 Literacy Volunteers 29.7778 3,500 3,500 11 Drop-In Center 29.4444 4,000 4,000 12 EOC CHORES 29.4000 10,000 10,000 13 TFBW Police Training 28.3000 5,910 4,912 14 RSVP 27.8000 1,000 1,000 *14A Senior Citizens' Council (Admin,) 24.1250 *14B Senior Citizens' Council (Center) 24.0000 TOTAL $72,214 $69,000 *Proposals were not in original report to HSC Board but identified by City as in need of Review Committee scoring process. Funding recommendations have not been made on those proposals. A UNITED WAY AGENCY • i @�6� w hyCOti, CITY OF ITHACA 108 EAST GREEN STREET ITHACA, NEW YORK 14850 TELEPHONE: 272-1713 COMMON COUNCIL CODE 607 MEMO TO: Mike Messitt, Director - Human Services Coalition Kris Finley, Chair of Review Committee FROM: Dan Hoffman, City Human Services Committee DATE: July 29, 1986 RE: Applicants for City Funding As I explained to Mike on the phone, there is a problem related to the review process for agencies applying for 1987 City funding. This year, for the first time, the City decided that requests from agencies that do not provide human services would also go through a review process (not done by the Human Services Coalition) . For some reason, two agencies - the Learning Web and the Senior Citizens Council/RSVP - submitted their applications through the wrong process . Because the deadline for agencies not providing human services was later (July 15) the problem was not discovered until last week. The City' s Human Services Committee would like to have the applications of the Learning Web and the Senior Citizens Council reviewed and rated by the Human. Services Coalition. I spoke with Mike about this and he explained that your review process is nearly complete and it may not be feasible to make a funding recommendation for these two groups, in rela- tion to the other requests already considered. The Committee can accept that limitation; they are mainly concerned that a formal review occur and that a numerical rating and comments be provided for these two groups. We will then be able to fit them into the larger list and prioritize their funding. As I mentioned to Mike, the Human Services Committee plans to review the Coalition's recommendations at its August 25 meeting. Ideally, committee members should have all written recommendations in hand at least 5 to 7 days before the meeting. I'm sorry this mix-up occurred; I believe it was the result of a misunderstanding, and not the Coalition' s fault. Please let me (or Carolyn Peterson) know if you will be able to review these two additional applications. Thanks for your cooperation. cc : Carolyn Peterson Janice Weltman (Learning Web) Marilyn Grey (Senior Citizens Council) An Equal Opportunity Employer with an Affirmative Action Program" / It 1987 CITY FUNDING SUMMARY NAME OF ORGANIZATION: Gadabout Transportation Services, Inc. PROGRAM CITY REQUEST MANDATED CODE MATCH PREVENTIVE Gadabout $8,000 Opt. A TOTAL $8,000 • Summary of Application City funding is requested to continue demand-response, specialized transportation services for elderly and disabled residents of Tompkins County, using a network of trained volunteer drivers. The program currently maintains nine vehicles, six of which are lift equipped. Proportion of City Residents Served to City Request The organization's statistics are kept by point of trip origin rather than the place of residence of clients. In 1985, 17,226 trips originated in Ithaca, accounting for 59% of all rider trips. Program Addresses An Identified Need / Does Not Duplicate Gadabout's services meet federal requirements (Chapter 504) for handicapped accessibility to the city transportation system. According to the 1980 Census, Tompkins County experienced a 26.3% increase in the 65 and older population and a 9.1% increase in those 60-64 over the 1970 Census. Requests from younger, disabled riders increased by 24% between 1983-84 and 11% in 1984-85. Gadabout is the only demand-response transportation service with specially equipped vehicles. Gadabout does not duplicate other services in the community. 1 -2- Ofect on Other Providers / City Departments The City transportation system is able to function without lifts. The service helps seniors and disabled individuals to function in their own homes avoiding unnecessary institutional placement. In addition, Gadabout is instrumental in transporting RSVP Volunteers to assignments at community.agencies or local government offices. Coordinated transportation allows riders to use other community resources such as Challenge Industries, Salvation Army Congregate Meals, Meadow House, DSS, Senior Citizens Council, etc. Proposal Meets Client Needs / Has Measurable Objectives Each year the organization projects one way passenger trips. In 1987, a 10% increase in one way rider trips is projected. The agency also projects a 10% increase in unduplicated clients served. Drivers receive informal feedback from clients with regard to the quality of service delivered. Gadabout dispatchers also closely monitor requests for transportation to determine any unmet needs or gaps in service. Clients receive low cost specialized transportation services. Agency Demonstrates Sound Management Practices The organization is governed by an active Board of Directors. Staff costs are kept low because of a network of trained volunteer drivers. Agency cost per unit increase is lower than anticipated program growth. The service is evaluated through the County Planning Department and evaluations are on file at the Human Services Coalition. The organization also submits quarterly reports to the New York State Dept. of Transportation on all vehicles acquired through the UMTA 16(b) (2) Program. Population Served Is In Financial Need According to the 1980 Census, 8,1% of the County population 60+ have incomes below federal poverty guidelines. Many younger disabled riders are unemployed and on fixed incomes (SSI) . Gadabout has served an increase (35%) in younger disabled riders since 1983. Agency Has Sought Other Sources of Funding The agency-receives support from the Towns of Ithaca, Groton and Dryden, as well as from the County, Village of Lansing and Groton. Other sources include United Way and fundraising (barbecue, birdseed sale and membership drive) . • -3- Dollar Level of Request (check one) $2,000 or less (5 pts.) $2,001 -- $4,000 (4 pts.) $4,001 -- $6,000 (3 pts.) $6,001 -- $8,000 X (2 pts.) $8,001 -- $10,000 (1 pts.) Over $10,000 • ( 0 ) Ranking A priority rating for individual agency requests was established by adding Review Committee members' scores on each of 8 criteria items plus a maximum of 3 bonus points for extreme financial need. A score of zero (0) is possible in the "level of request" category for proposals over $10,000. Scores are based on a 1-5 range. Under this system, 1 represents the lowest possible score and 5 the highest. Under this system the highest possible overall score is 43 (including bonus) . The lowest is 8. (Scoresheet attached) Funding Recommendation Score: Rank: The proposal is ranked first ( 1 ) of 14 • Recommended Funding for 1987: $8,000 • -4- Comments A) HSC Review Committee B) Other (including. I&R) C) HSC Board of Directors A. Management Gadabout continues to demonstrate high quality organizational management capability through an active board of directors and talented staff leadership. The agency's force of volunteer drivers receive extensive driver safety training, which enhances the confidence of riders in the service. The Review Committee is aware of the agency's equipment replacement and equipment maintenance costs but feels that these costs may have been underbudgeted. Futhermore, Gadabout currently has a service agreement with the Special Children's Center Garage located in the City of Ithaca. This agreement could be jeopardized if the garage is relocated on the Special Children's Center Campus on Wilkins Road. In 1983, Gadabout lost a transportation contract with the Department of Social Services. The Review Committee suggests that Gadabout consider approaching DSS to resume previous contract activities. The agency has been successful in receiving broad based support from local funders including towns and villages. The agency should closely monitor its ridership levels. In 1985, fewer clients were served than in 1984. Opportunities may be present for additional program opportunities and economies. Program The need for service is expected to increase because of a projected increase in the senior citizen population of the County. The agency is commended for rerouting some clients to public transportation when their needs could be better met. Because of a high demand for service, the agency has implemented a rider priority system which places a greater emphasis on granting priority for those with medical, work related or inflexible transportation needs. The agency is commended for taking a proactive stance in coordinating their service to maximize its efficiency. Finance Rider fees accounted for only about $12,000 in agency revenue last year. Riders are presented with envelopes identifying suggested donations for trips of varying length. The need to increase revenues from riders is suggested with specific attention given to those who do not contribute. It is suggested that targeted presentations (ie. Senior Citizens Council, McGraw House) will make riders more aware of Gadabout's need for direct rider support. The Review Committee also suggests that gasoline costs should be monitored closely in 1987 because of increased mileage for trips to the relocated DSS. A- =4 CITY REVENUE SHARING 1987 AGENCY - REQUEST - GADABOUT CRITERIA 'TOTAL #SCORED AVG. 1 SERVE CITY 59 12 4.9167 2 NO DUPLICATION 55 12 4:5833 3 REDUCE SERVICE 49 12 4.0833 4 MEASURABLE ' 95 12 7.9167 5 MANAGE?ENT 57 12 4.7500 6 POP./FIN. NEED 45 12 3.7500 7 OTHER FIXERS 53 12 4.4167 8 POINTS BY $ 24 12 2.0000 9 FIN. BOND(=3PTS. ' 22 12 1.8333 TOTAL 459 12 X2500 459 - 5 1987 CITY FUNDING SUMMARY NAME OF ORGANIZATION: LEARNING WEB PROGRAM CITY REQUEST MANDATED CODE MATCH PREVENTIVE Stipended Apprenticeships $1,125 Opt. A P CORE Program 4,875 Opt. A M P TOTAL $6,000 Summary of Application The CORE Program provides participants with an intake interview to assess interests and needs, community exploration of employment settings and one-to-one learning experiences arranged through local employers known as "mentors". Group and individual counseling is provided to help participants improve self-esteem, decision-making skills, confidence, etc. ' The Stipend Apprenticeship Program offers intensive and extensive support through weekly group meetings and counseling. Individuals in this program receive graduated stipends while in the workplace. Its participants are considered "high risk", i.e. on probation or having personal difficulties at home or school. Proportion of City Residents Served to City Request In 1986, the City contribution to the Stipended Apprenticeship Program was $364 or 1.88% of the program budget. In 1987, the City request is projected at 5.4% of the program budget. In 1986, the City contributed $4636 or 18% to the Core Program budget. The 1987 Core Program request from the City is 18% of the program budget. In 1985, the two programs jointly served 275 young people. Eighty (80) or 29% were City residents. Program Addresses An Identified Need. / Does Not Duplicate In a recent survey of Ithaca High School homerooms sponsored by the Ithaca Youth Bureau and the Learning Web, 75% of those young people who were surveyed and desired employment were jobless. A 1986 Tompkins County Youth Council's Survey of local employers revealed that young people out of school have serious deficiencies that hinder performance in the workplace. Skills identified as needed by the employers were those addressed through the Learning Web program. The service does not duplicate other community efforts. -2- 'Effelt on Other Providers / City Departments If these programs were not funded or cut substantially, more demands would be placed on the Ithaca Youth Bureau/Youth Employment Service, Family and Children's Service Dis- positional Alternatives Programs, County Probation Department and. the Department of Social Services. Organizations such as GIAC and Southside Community Center would lose a valuable referral source. • Proposal Meets Client Needs / Has Measurable Objectives The program provides a range of services to young people including intake, needs and interest assessments, community exploration through tours of community businesses, place- ment in apprenticeships, negotiation of learning contracts, etc. The agency has sub- mitted its measurable 1986 objectives with its application. Because of space limitations, it will be included with the master application. Agency Demonstrates Sound Management Practices The Learning Web receives policy direction from a Program Advisory Committee. Governance is provided by CRESP (Center for Religion, Ethics and Social Policy) . Support services provided by CRESP include secretarial, bookkeeping and computer use. Population Served Is In Financial Need About 85% of the participants in the Stipended Apprenticeship Program and 60% of those in the CORE Program are from low-income households (below federal poverty guidelines) . Agency Has Sought Other Sources of Funding The agency. _has sought other sources of. funding. A proposal has recently been submitted to the local Private Industry Council. Private fundraising events have also been explored. The program has requested funding from the Newfield School district. -3- Dollar Level of Request (check one) $2,000 or less X (Stipends) (5 pts.) $2,001 -- $4,000 (4 pts.) $4,001 -- $6,000 X (CORE) (3 pts.) $6,001 -- $8,000 (2 pts.) $8,001 -- $10,000 (1 pts.) Over $10,000 • ( 0 ) Ranking The proposal is ranked Learning Web (Stipends) lA between proposals 1 and 2; Learning Web (CORE) 7A between 7 and 8 in the Review Committee's original rankings. Funding Recommendation No recommendation has been made by the Review Committee at this time. (See Dan Hoffman memo to Kris Finley and Michael Messitt -4- Comments A) HSC Review Committee B) Other (including. I&R) C) HSC Board of Directors LEARNING WEB Review Committee A) The Review Committee. commends the Learning Web for its effective delivery of services in this community through its CORE and Stipended Apprenticeship Programs. Both programs contain strong preventive components and have been instrumental in encouraging many potential high school dropouts to remain in school. The benefits provided through the Stipended Apprenticeship Program (income, job experience, skills building) assist high-risk youth in taking greater control of their lives and minimizing future involvement with court or public assistance systems. The Learning Web maintains a general focus for young people in the community but have served youth with special needs through referrals from the Office of Vocational Rehabilitation and drug/alcohol treatment programs. The feasibility of special contracts for service with certain referral agencies should be explored. The agency is commended for its exploration of additional funding sources (JTPA, school districts, "Friends of the Learning Web") . a 1987 CITY FUNDING SUMMARY NAME OF ORGANIZATION: Ithaca Neighborhood Housing Services PROGRAM CITY REQUEST MANDATED CODE MATCH PREVENTIVE House Recycling • Program $15,000 Opt. A M P TOTAL $15,000 • Summary of Application Through the House Recycling Program, INHS purchases vacant or abandoned, properties, completely renovates them, and sells them to new owner-occupant families with affordable, long-term financing. In addition, home maintenance classes are offered to potential homehowners. • Proportion of City Residents Served to City Request In 1984 and 1985, 100% of all clients in the House Recycling Program were City of Ithaca residents. In 1987 the City funding request accounts for 26.5% of the total program budget. Program Addresses An Identified Need / Does Not Duplicate A 1985 survey conducted by INHS revealed that over 90 structures in the organization's target area are considered eyesores or problem properties. In the past 6 years, 33 substandard properties have been purchased, renovated and resold. The program provides affordable housing to low and moderate income individuals in a community where downtown housing prices have increased over 200% in the past eight years. The program does not duplicate other services in the community. -2- 'Effect al Other Providers / City Departments The program will place 4 substandard homes back on the tax rolls, increasing the local tax base by $200,000. It is presumed that these refurbished properties will be less of a risk to the safety and sanitation of surrounding areas, thereby reducing the demand for the City's public safety resources. • Proposal Meets Client Needs / Has Measurable Objectives The program seeks to purchase and completely renovate four vacant or severely deteriorated neighborhood properties in 1987. In addition the program will sell the properties to 4 low to moderate income families with affordable, long term financing. In 1987, the program will also provide home repair and home maintenance classes (12) to 200 residents. INHS meets client needs through guaranteed workmanship on properties for 1 year after - purchase and evaluations for those enrolled in classes. Agency Demonstrates Sound Management Practices Yearly and quarterly goals are closely monitored. The agency also is in compliance with municipal housing codes. INHS programs are regularly reviewed by state and federal funders. The INHS Board of Directors also conducts regular program and management reviews. Population Served Is In Financial Need The target population of the INNS House Recycling Program is families below 80% of the County's median household income ($ 18,790) . Agency Has Sought Other Sources of Funding The agency has aggressively sought funding from a variety of public and private sources including Tompkins County, Community Development Block Grant, NYS Housing Trust Fund and NYS Neighborhood Preservation Program. An unsuccessful attempt was made in 1986 for funding from Project Hometown America. r -3- Dollar Level of Request (check one) $2,000 or less (5 pts.) $2,001 -- $4,000 (4 pts.) $4,001 -- $6,000 (3 pts.) $6,001 -- $8,000 (2 pts.) $8,001 -- $10,000 (1 pts.) Over $10,000 X ( 0 ) Ranking A priority rating for individual agency requests was established by adding Review Committee members' scores on each of 8 criteria items plus a maximum of 3 bonus points for extreme financial need. A score of zero (0) is possible in the "level of request" category for proposals over $10,000. Scores are based on a 1-5 range. Under this system, 1 represents the lowest possible score and 5 the highest. Under this system the highest possible overall score is 43 (including bonus) . The lowest is 8. (Scoresheet attached) Funding Recommendation Score: Rank: The proposal is ranked second ( 2 ) of 14 Recommended Funding for 1987: $14,534 CITY REVENUE SHARING 1987 AGENCY - REQUEST - INHS CRITERIA TOTAL #SCORED AVG. j :I 1 SERVE CITY 45 9 5.0000 2 NO DUPLICATION 44 9 4.8889 3 REDUCE SERVICE 36 9 4.0000 4 MEASURABLE 1 42 9 4.6667 5 MANAGEMENT 42 9 4.6667 . 6 POP./FIN. NEED ! 38 9 4.2222 I 7 OTHER FUNDERS 42 9 4.6667 8 POINTS BY $ 0 9 0.0000 ._ 9 FIN. BOND(=3PTS 22 9 2.4444 i .. TOTAL 311 9 34.5556 i _ �:. 311 r 9 1987 CITY FUNDING SUMMARY NAME OF ORGANIZATION: Red Cross Emergency Shelter PROGRAM CITY REQUEST MANDATED CODE MATCH PREVENTIVE Emergency Community $3,804 No A Yes Yes Shelter TOTAL $3,804 Summary of Application The Emergency Community Shelter provides short term housing and related support services for the homeless as well as distribution of food and clothing, counseling, referrals and other related services on a 24-hour basis to those in need. Beginning in 1986, the Emergency Community Shelter was operated wholly as a program of the Tompkins County Chapter of the American Red Cross. Proportion of City Residents Served to City Request In 1984, the Shelter served 687 individuals, at least 274 or 39.8% were identified as City residents. In 1985, 809 people were served, of which 331 or 40.9% were City residents. City of Ithaca funding accounted for 4.83% of the program's budget, 4.71% in 1986 and is projected at 4.29% in 1987. Program Addresses An Identified Need / Does Not Duplicate Emergency housing was identified from 1982-86 as a major unmet need by the Community Priorities Committee. Based on the severity of this need, the Gannett Foundation made grant awards in 1982, 1983 and 1984. Emergency housing was identified by the County Youth Board in 1983-84 as its top priority. It has also been identified as high priority by the County Mental Health Services Board and NYS DSS. The need in this community remains high because of a shortage of affordable housing and an increase in the deinstitutionalized and emancipated youth populations. The service generally does not duplicate other community efforts. The Task Force for Battered Women provices emergency-shelter for victims of domestic violence and their children at a confidential location. The Red Cross handles domestic violence cases when the Battered Women's Shelter is full. -2- effect on Other Providers / City Departments The availability of an emergency shelter minimizes the intervention of City Police and Public Works Departments. The presence of homeless people on City streets and in City parks often contributes to sanitation and safety problems. In 1985, 9% of all clients at the Shelter were referred by the Ithaca Police Dept. , usually during the night. The Shelter has responded to those referrals in a timely, cost effective mariner. Since the Emergency Shelter is operated on a 24-hour basis, it is a resource for all community organizations, including churches, for emergency shelter, food, clothing assistance, during or after regular office hours. Proposal Meets Client Needs / Has Measurable Objectives The shelter provides safe housing and support services in a supervised environment. Clients seeking permanent housing receive assistance from staff. Emergency food, clothing and house- hold supplies are also available. Staff assist clients with referrals to other services (i.e. legal, mental health, health-related) . Clients also are requested to complete a satisfaction survey when appropriate during an exit interview. The program expects to provide 2,920 bed days of short term shelter for 925 individuals, 270 individuals with support services, 100 individuals with housing referrals to other facilities and to receive 450 hotline requests for emergency housing. Agency Demonstrates Sound Management Practices The Red Cross provides regular reports to its National and State offices. The program also is provided policy direction through a related advisory committee and the Housing Task Force, the Shelter's original sponsor. Governance is provided by the Tompkins County Chapter of the American Red Cross Board of Directors. An annual financial audit is conducted. Regular reports are generated to the Comity Youth Bureau and Mental Health Dept. Annual reviews are conducted by the Shelter Advisory Committee. In 1983 and 1984, comprehensive evaluations were conducted by the Human Services Coalition at the request of the Gannett Fountdation. Population Served Is In Financial Need When initial intake is done, Shelter staff checks the individual's ability to pay or arrange for other shelter alternatives such as motels, family, friends, etc. At least 95% of all Shelter clients are identified as being in severe financial need. Most receive or are eligible for Public Assistance or SSI benefits. Exceptions may be those who have emotional difficulties or are in danger of harming themselves or those who are stranded in the community because of weather or utility emergencies. Agency Has Sought Other Sources of Funding Since its-beginning in 1983, the Shelter has sought and received broad based funding support. This year the Shelter is receiving City and County Revenue Sharing Support ($3,675 and $4,950, respectively) , United Way.($7,000) , Federal Emergency Management Agency ($4,189) , Mental Health and Youth Bureau funding ($34,738) and fees, reimbursements and contributions. i r ! -3- Dollar Level of Request (check one) $2,000 or less (5 pts.) $2,001 -- $4,000 X (4 pts.) $4,001 -- $6,000 (3 pts.) $6,001 -- $8,000 (2 pts.) $8,001 -- $10,000 (1 pts.) Over $10,000 ( 0 ) Ranking A priority rating for individual agency requests was established by adding Review Committee members' scores on each of 8 criteria items plus a maximum of 3 bonus points for extreme financial need. A score of zero (0) is possible in the "level of request" category for proposals over $10,000. Scores are based on a 1-5 range. Under this system, 1 represents the lowest possible score and 5 the highest. Under this system the highest possible overall score is 43 (including bonus) . The lowest is 8. (Scoresheet attached) Funding Recommendation Score: Rank: The proposal is ranked third ( 3 ) of 14 Recommended Funding for 1987: $3,804 -4- • Comments A) HSC Review Committee B) Other (including I&R) C) HSC Board of Directors A. The Review Committee recommends that the Shelter Advisory Committee re-examine the current system of calculating service units. Currently, service units include bed- days, food, clothing .and supply referrals, referrals to other organizations on behalf of clients and counseling sessions. Consideration needs to be given to the outlay of program resources required to provide these various forms of assistance. HSC Staff is requested to offer assistance to the Shelter Advisory Committee/Red Cross Staff regarding this matter. The program enjoys a broad base of support fran public and private funding. It is suggested that the Red Cross consider the feasibility of town funding. The shelter location on West Court Street provides the program with new opportunities for implementing transitional shelter services (0-6 months) . Because of the difficulty in obtaining permanent housing for those with emotional difficulties or multi-need clients, the need for longer term housing is growing. The Review Committee cites the importance of support services to prepare individuals for permanent housing. This will address the "relvolving door syndrome" experienced by local mental health providers. These services will minimize dependence on emergency services. The Review Committee notes that the organization and program budgets have been submitted in an unbalanced manner for 1986 and 1987. • I ,j CITY REVENUE SHARING 1987 AGENCY - REQUEST - EMSHELTER CRITERIA TOTAL ISCORED AVG. 1 SERVE CITY 43 10 4.3000 •� 2 NO DUPLICATION 45 10 4.5000 3 REDUCE SERVICE 39 10 3.9000 : 4 MEASURABLE 40 10 4.0000 5 MANAGEMENT 34 10 3.4000 6 PCP./FIN. NEED 42 10 4.2000 7 OTHER FUNDERS 40 10 4.0000 8 POINTS BY $ 40 10 4.0000 9 FIN. BONUC=3PTS. 22 10 2.2000 TffT L 3#5' 1.. 34.5000 345 1987 CITY FUNDING SUMMARY NAME OF ORGANIZATION: OAR PROGRAM CITY REQUEST MANDATED CODE MATCH PREVENTIVE Management & General $2,000 No A No TOTAL $2,000 Summary of Application City funding is needed to continue staffing of the OAR drop-in center allowing it to remain open from 10:00 a.m. to 5:00 p.m. on weekdays. The drop-in center, located on North Plain Street, provides an informal setting in which released prisoners can receive assistance in meeting their employment, housing and other personal needs. OAR Staff and volunteers are also involved in making referrals to other local services. Proportion of City Residents Served to City Request About 80% of all drop-in center clients are City of Ithaca residents. In 1985, 60% of all OAR clients were City residents. City support accounts for 23% of the drop-in center budget in 1986 and a projected 20% in 1987. This year City support accounts for 2.73% of the total OAR budget. In 1987 the percentage will be 2.22%. Program Addresses An Identified Need / Does Not Duplicate OAR is the- only organization which provides support services and guidance to prisoners and ex-offenders. -2- `Ef.fec't on Other Providers / City Departments The organization has stated that the services delivered prevent crime. Services provided to ex-offenders help reduce the demand for police services, reduce court or other criminal justice services since participants are less likely to have further criminal involvements. • Proposal Meets Client Needs / Has Measurable Objectives Because of increased office hours, the drop-in center will be able to increase its client participation from 100 in 1986 to 200 in 1987. Agency Demonstrates Sound Management Practices Regular board and committee meetings are held. A 1985 auditors report suggests significant improvements have been made over the organization's former fiscal system. The agency also maintains a well-trained group of volunteers recruited to provide direct services to clients and necessary administrative support. Population Served Is In Financial Need Most participants in the drop-in center are in search of employment. Almost all are low income. Other OAR clients, those served directly, have no income while incarcerated. Agency Has Sought Other Sources of Funding The agency"Yias successfully received funding from 2 new sources: The Delavan Foundation ($2,800 in 1986) and the New York State Division of Criminal Justice (granted through the Southern Tier East Regional Planning and Development Board ($8,297 in 1986-87 and $10,793 in 1987-88) . w —3— Dollar Level of Request (check one) $2,000 or less X (5 pts.) $2,001 -- $4,000 (4 pts.) $4,001 -- $6,000 (3 pts.) $6,001 -- $8,000 (2 pts.) $8,001 -- $10,000 (1 pts.) Over $10,000 • ( 0 ) Ranking A priority rating for individual agency requests was established by adding Review Committee members' scores on each of 8 criteria items plus a maximum of 3 bonus points for extreme financial need. A score of zero (0) is possible in the "level of request" category for proposals over $10,000. Scores are based on a 1-5 range. Under this system, 1 represents the lowest possible score and 5 the highest. Under this system the highest possible overall score is 43 (including bonus) . The lowest is 8. (Scoresheet attached) Funding Recommendation Score: Rank: The proposal is ranked fourth ( 4 ) of 14 • Recommended Funding for 19.87: $2,000 • x -17 -4- Comments A) HSC Review Committee B) Other (including I&R) C) HSC Board of Directors A. The Review Committee recognizes the value of the drop-in center for ex-offenders and is encouraged by the increase in attendance because of expanded hours. The Center provides a non-threatening environment for clients in need of various types of assistance. The Center operates with' very low overhead and City funds have been well targeted for this service in 1986. On more than one occasion, the organization has stated, "OAR prevents crime." Although it is noted that ex-offenders using OAR services are less likely to become involved in criminal activity than those who do not, little or no statistical information exists on ex-offenders, including those who are repeatedly involved with the criminal justice system. Therefore, the prevention argument remains open to interpretation. On the other hand, OAR has developed a clear, concise reporting system for other activities. Information available includes bail fund activity, volunteer hook ups and items of assistance provided to clients. The Review Committee recommends that the organization review its liability insurance coverage during or before 1987. r-1 CITY REVENUE SHARING 1987 AGENCY - REUIEST - OAR CRITERIA TOTAL 4SCORED AVS. 1 SERVE CITY i 53 12 4.4167 2 NO DUPLICATION 53 12 4.4167 3 REDUCE SERVICE 46 12 3.8333 4 MEASURABLE 40 12 3.3333 5 MANAGEMENT ! 46 12 3.8333 _ 6 POP./FIN. NEED 52 12 4.3333 '- 7 OTHER FLKERS 41 12 3.4167 8 POINTS BY $ 60 12 5.0000 9 FIN. BOND(=3PTS. 19 12 1.5833 TOTAL 410 12 34.1667 410 A - /9 1987 CITY FUNDING SUMMARY NAME OF ORGANIZATION: Challenge Industries PROGRAM CITY REQUEST MANDATED CODE MATCH PREVENTIVE Professional Services Diagnostic Voc. $5,000 Evaluation • TOTAL $5,000 Summary of Application City funds will be used to expand and upgrade the assessment tools of the Diagnostic Vocational Evaluation Program. The program provides comprehensive vocational assessment to determine con etences, aptitudes and deficiencies, provide a profile of the individual's skill inventory—actual and potential, and to provide recommendations regarding further training, work, social experiences and remedial intervention. The diagnostic/assessment tools include McCarron Dial Software (Occupational Exploration System and Computer Assessment Program) , MESA System - Microcomputer Evaluation and Screening Assessment Software & Hardware, Valpar Assessment Tools (Small Tools Mechanical, Size Discrimination, Upper Extremity Range of Motion, Clerical Comprehension & Apptitude, etc. ) , Prevocational Readiness Battery, Money Handling, Integrated Peer Performance, A.I.S. - Ability Information System Software, etc. Proportion of City Residents Served to City Request City residents account for 43 of the Diagnostic Vocational Education Program's 68 clients (63.2%) . The City request accounts for 3.8% of the total program budget proposed for 1987. Program Addresses An Identified Need / Does Not Duplicate Challenge-is the sole provider of vocational rehabilitation programs to disabled adults in Tompkins County for disabled adults over 21. BOCES provides evaluation and training services for youth. Challenge and BOCES meet regularly to coordinate services for the "aging out" population (disabled 18-21 year olds) . A 1987 Local Government Plan for Mental Retardation and Developmental Disabilities documented the need for vocational services for an additional 61 adults. In addition, the need has been documented for emotionally disabled adults (50) who would benefit from vocational evaluation services. Projections for 1987 indicate that Challenge will receive 40 referrals from the Office of Vocational Rehabilitation -2- Effect on Other Providers / City Departments Clients served through HOMES, the Mental Health Association, Meadow House, Community Support Services (T.C. Mental Health Services) would benefit since vocational deficiencies and needs will become better identified, increasing clients' chances of leading more productive and independent lives. The service could also assist the Ithaca Youth Bureau Youth Employment Services. By providing a comprehensive array of services, Challenge also helps decrease the level of public safety intervention 'in cases involving behaviour problems. • Proposal Meets Client Needs / Has Measurable Objectives Evaluation services are monitored quarterly. In 1987, the Diagnostic Vocational Evaluation program expects to: * Use a broad range of assessment techniques. * Provide specific recommendations to questions identified by referral agencies. * Maximize the percentage of clients completing the program. * For clients with sheltered or canpetetive employment as a goal, maximize referrals and acceptances for the Personal Adjustment Training Program/Work Adjustment Placement Counseling Program. The service will help clients overcame deficiencies and maximize placement and employment potential. Agency Demonstrates Sound Management Practices The agency is governed by a Board of Directors. Audited financial statements are available. Challenge programs are reviewed annually by the Office of Mental Retardation and Developmental Disabilities. The Commission on Accreditation of Rehabilitation Facilities (CARF) recently awarded Challenge a 3 year accreditation. Internal evaluations are conducted by the Program Planning Committee of the Board of Directors. Population Served Is In Financial Need Virtually all of Challenge's clients are low income. In 1985, no individual client/employee earned over $4,300. Most clients are recipients of Social Security or DSS benefits. Agency Has Sought Other Sources of Funding Challenge xeceives broad-based support from the NYS Office of Vocational Rehabilitation, Mental Health Boards (Tompkins, Tioga, Schuyler and Seneca) , NYS Office of Mental Retardation and Developmental Disabilities and United Way. No foundations have been identified in 1987. I- " lo -3- Dollar Level of Request (check one) $2,000 or less (5 pts.) $2,001 -- $4,000 (4 pts.) $4,001 -- $6,000 X (3 pts.) $6,001 -- $8,000 (2 pts.) $8,001 -- $10,000 (1 pts.) Over $10,000 • ( 0 ) Ranking A priority rating for individual agency requests was established by adding Review Committee members' scores on each of 8 criteria items plus a maximum of 3 bonus points for extreme financial need. A score of zero (0) is possible in the "level of request" category for proposals over $10,000. Scores are based on a 1-5 range. Under this system, 1 represents the lowest possible score and 5 the highest. Under this system the highest possible overall score is 43 (including bonus) . The lowest is 8. (Scoresheet attached) Funding Recommendation Score: - Rank: The proposal is ranked sixth ( 6 ) of 14 Recommended Funding for 1987: $4,297 • -4- Comments A) HSC Review Committee B) Other (including. I&R) C) HSC Board of Directors • A) The Review Committee is in agreement with the agency that proper assessment tools are needed to better equip the organization to address documented unmet needs and to maximize client placement and employability potential. The Committee also makes the following observations: A scan of $23,700 has been identified as a revenue source for public and private agency fees for diagnostic vocational evaluation services. Although the proposal anticipates referrals from the Office of Vocational Rehabilitation and Special Children's Center, no information on marketing strategy or anticipated number of days of service, etc. was available. It is suggested that the Program Planning Committee further refine how this service will be integrated. It is also suggested that the agency receive commitments from referral agencies in order to assure that the projected fee revenue is realized. The overall equipment needs for diagnostic vocational evaluation is $25,820. It is recommended that the organization target appropriate foundations for support. The agency is commended for its recent 3 year accreditation through the Commission on Accreditation of Rehabilitation Facilities. The increase in the F.T.E. of Nurse/Health Educator from .25 in 1986 to 1.0 in 1987 is supported. • CITY REVENUE SEARING 1987 AGENCY — REQUEST — C}ALLEME CRITERIA TOTAL #SCORED AVG. 1 SERVE CITY i 56 12 4.6667 Q V@-BtJtICR it it -4:8&33 3 REDUCE SERVICE 38 12 3.1667 -4--MEASURIVItt #s it 31333- 5 MANAGEMENT 50 12 4.1667 6 POP./FIN. REED 55 12 4.5833 7 OTHER FUNDERS 46 12 3.8333 8 POINTS BY $ 36 12 3.0000 9 FIN. BOND(=3PTS. 24 12 2.0000 TOTAL 400 12 33.3333 400 1987 CITY FUNDING SUMMARY NAME OF ORGANIZATION: Crimmity Dispute Resolution Center PROGRAM CITY REQUEST MANDATED CODE MATCH PREVENTIVE Conciliation and Mediation $5,000 Opt. B M P TOTAL $5,000 Summary of Application Conciliation and mediation provide a quick, convenient and confidential process that allows those involved in a wide range of interpersonal, civil and criminal disputes the opportunity to shape lasting agreements that minimize future conflict. Proportion of City Residents Served to City Request In 1985, 175 of 362 clients served were City residents (48%) . City support as a percent of the organization's budget was 10.2% in 1985, 7.31% in 1986 and is projected at 8.18% for 1987. Program Addresses An Identified Need / Does Not Duplicate Sixty-five percent of the City population lives in rental units, and there is a growing number of tenant-landlord disputes. Interpersonal disputes increase in number and severity when families are disrupted by divorce, unemployment and poverty. Between 1970 and 1980 the percent of families in poverty increased form 6.9% to 11.9% in the County. About 60% of all City families headed by single females are below the poverty level. Cooperative Extension experienced a 23% increase in consumer calls in 1984 and 1985. Fifty to sixty percent of these cases were referred to CDRC. The program does not duplicate other community efforts. -2- 'Effect on Other Providers / City Departments The Ithaca Police Department has increased referrals by 60% between 1984-85 and 85-86. CDRC also receives regular referrals from the City Prosecutor's Office and the Ithaca Youth Bureau. Referrals from local human service agencies on behalf of clients also accounted for 28% of alL referrals in 1985. In addition, CDRC has worked with the Alternate Community School and Boynton Middle School to educate faculty, staff and students about cooperative conflict resolution. • • Proposal Meets Client Needs / Has Measurable Objectives 1) . Successfully conciliate or mediate 65% of 50 cases referred by the courts. 2) . Success- fully conciliate or mediate 75% of 75 consumer/merchant cases. 3) . Successfully conciliate or mediate 75% of 50 cases referred by local private attorneys or public legal service agencies. 4) . Create economies in the legal system by successfully handling 85% of cases involving minor conflicts. 5) . Refer 90% of all cases inappropriate for mediation to other community agencies. 6) . Deliver 12 targeted community presentations. 7) . Provide 25 hours of training to 20 volunteers and 4 hours of training to 25 parents and youth. Clients are able to mediate conflicts quickly, and confidentially with minimal interaction with the court system. Agency Demonstrates Sound Management Practices Policy and guidance is provided by an advisory board. Governance and administrative support is provided through the Center for Religion, Ethics and Social Policy (CRESP) .* A network of trained volunteer mediators minimize staffing needs. Case Profile Forms are submitted to the program's major funder, the Office of Court Administration. Internal evaluations are conducted by the Advisory Board and Board of Directors. Clients involved in mediations evaluate services immediately after completion, after 2. weeks and after 2 months. Ninety percent contacted reported satisfaction with the process. Population Served Is In Financial Need Thirty-eight percent (38%) of clients served had incomes of under $9,000/year. An additional 29% reported incomes of between $9,000 and $16,000/year. Agency Has Sought Other Sources of Funding The agency has aggressively sought other sources of funding. In 1985-86 a grant was received from the Division of Criminal Justice Services through the Southern Tier East Regional Planning and Development Board. Other ongoing sources of funding include the ' Division for Youth and the Office of Court Administration. (The Parent Organization) A- Y � -3— Dollar Level of Request (check one) $2,000 or less (5 pts.) $2,001 -- $4,000 (4 pts.) $4,001 -- $6,000 X (3 pts.) $6,001 -- $8,000 (2 pts.) $8,001 -- $10,000 (1 pts.) Over $10,000 • ( 0 ) Ranking A priority rating for individual agency requests was established by adding Review Committee members' scores on each of 8 criteria items plus a maximum of 3 bonus points for extreme 'financial need. A score of zero (0) is possible in the "level of request" category for proposals over $10,000. Scores are based on a 1-5 range. Under this system, 1 represents the lowest possible score and 5 the highest. Under this system the highest possible overall score is 43 (including bonus) . The lowest is 8. (Scoresheet attached) Funding Recommendation Score: Rank: The proposal is ranked fifth ( 5 ) of 14 • Recommended Funding for 1987: $5,000 • a A �• -4- Comments A) HSC Review Committee B) Other (including I&R) C) HSC Board of Directors A) The Review Committee commends the agency for effective staff and board management. The organization continues to increase its visibility through increased contacts with local schools, local government and private agencies. An effective long range plan has also been developed this year. The Review Committee notes once again that no fee structure has been developed. With increased community visibility and a steady flow of referrals from the courts, consi- deration should be given to establishing a fee structure for local clients or a flat fee for those served who reside outside of Tompkins County. It is also suggested that a student volunteer be recruited to analyze service statistics collected internally. The analysis could be helpful in restructuring service units and unit costs which appear to be restricting the program. 4- ' 3 CITY IEVEME SHWRIN6 1987 AGENCY - REQUEST - COMMUNITY DIS. RESOLUTION - CRITERIA TOTAL *SCORED AVG. 1 SERVE CITY 5 39 9 4.3333 2 NO DUPLICATION r 37 9 4.1111 3 REDUCE SERVICE 35 9 3.8889 4-14EASHRABI:5 -35 g 3:8889 5 MANAGEMENT 39 9 4.3333_ b PUP.itIN. Ntui —� 9- S.S.5SS 7 OTHER FUNDERS 36 9 4.0000 8 POINTS BY $ 27 9 3.0000 9 FIN. BIM(=3PTS. 20 9 22.2222 TOTAL 298 9 33.1111 298 1987 • CITY FUNDING SUMMARY NAME OF ORGANIZATION: Project Growing Hope PROGRAM CITY REQUEST MANDATED CODE MATCH PREVENTIVE Community Cardens $1,200 Opt. B Yes Emergency Food $ 800 Opt. B Gardens TOTAL $2,000 Summary of Application The Ithaca Community Gardens provide gardening space, tools, materials and expertise for low income people in Ithaca as a means of improving nutrition, lowering food bills and developing self-reliance. The Emergency Food Gardens provide fresh produce on a pre-planned basis to free meal programs in Ithaca, such _as Loaves and Fishes, serving those who are homeless and.below the povertly level. Proportion of City Residents Served to City Request The organization estimates that 100% of all clients, 1250 in 1985 and 1,300 in 1986, are City of Ithaca residents. In 1987, the program expects to serve 2,400 individuals. In the proposed budget, City funds account for 12% of all projected revenues. Program Addresses An Identified Need / Does Not Duplicate Although there are many gardening organizations in Ithaca, Project Growing Hope is the only program targeting low income individuals, with the goals of economic assistance, improving nutrition and promoting self reliance. -2- 'Effect on Other Providers / City Departments The Community Gardens program would be a therapeutic outlet for clients of HOMES, Meadow House, Challenge, Ithaca Youth Bureau, Southside Community Center. and the Refugee Assistance Program at BOCES. • • Proposal Meets Client Needs / Has Measurable Objectives In 1987, the Community Gardens will provide 400 garden plots for groups and individuals. Fresh produce will be provided for 14,000 free meals through the Emergency Food Gardens Program. The agency hopes to lease and develop scattered gardening sites in the City of Ithaca. The program meets the nutritional, economic and recreational needs of its clients. Agency Demonstrates Sound Management Practices An annual financial audit is conducted. The programs are directed by an advisory board. Staffing requirements are kept to a minimum through required work contributions from those who register for plots. Written evaluations are completed by the directors of community emergency nutrition programs. Regular evaluations are conducted by the Board of Directors. Population Served Is In Financial Need The agency estimates that 52% of Community Gardeners are below federal poverty guidelines. Although statistics are not kept for those who benefit from emergency food programs, a 1984 survey by the Human Services Coalition revealed that an estimated 66-75% of all clients were below the poverty level. Agency Has Sought Other Sources of Funding The organization has secured funding from the Federal Emergency Management Agency (FEMA) . Personnel support is also provided through VISTA. -7f -3- Dollar Level of Request (check one) $2,000 or less X (5 pts.) $2,001 -- $4,000 (4 pts.) $4,001 -- $6,000 (3 pts.) $6,001 -- $8,000 (2 pts.) $8,001 -- $10,000 (1 pts.) Over $10,000 ( 0 ) Ranking A priority rating for individual agency requests was established by adding Review Committee members' scores on each of 8 criteria items plus a maximum of 3 bonus points for extreme financial need. A score of zero (0) is possible in the "level of request" category for proposals over $10,000. Scores are based on a 1-5 range. Under this system, 1 represents the lowest possible score and 5 the highest. Under this system the highest possible overall score is 43 (including bonus) . The lowest is 8. (Scoresheet attached) Funding Recommendation Emergency Food Gardens: Rank: The proposal is ranked seventh ( 7 ) of 14 Recommended Funding for 1987: $800 Community Gardens: Rank: The proposal is ranked eighth ( 8 ) of 14 Recommended funding for 1987: $1,200 • -4- Comments A) HSC Review Committee B) Other (including. I&R) C) HSC Board of Directors A) The Review Committee commends agency representatives for an informative presentation. With a permanent location, the agency is now encouraged to move forward with its plans far targeting increased eecruitment of law incase families and minority groups. The Review Committee expresses its concern regarding the attainment of scattered sites at this time. Given the present budget and staff level, coordination of a scattered site program would be difficult. The Committee also suggests that a concentrated effort be made to recruit minority board members. The program should approach Gadabout Transportation Services if the need exists to involve elderly or disabled individuals in programs. If the agency programs address community needs as identified, (adult day treatment services/youthful offender activities) , the County Mental Health Dept. or County Youth Bureau should be approached for potential funding. - CITY REVENUE SHARING 1987 AGENCY - REQUEST - PROJECT GRWING HOPE EMERGENCY CRITERIA TOTAL #SCORED AVG. 1 SERVE CITY 56 12 4.6667 JJ� 2 NO DUPLICATION 48 12 4.0000 . 3 REDUCE SERVICE 38 12 3.1667 .,, 4 MEASURABLE 42 12 3.5000 ( -5 MANAGEMENT 43 12 3.5833 6 POP./FIN. NEED 48 12 4.0000 7 OTHER FUNDERS 33 12 2.7500 8 POINTS BY $ 60 12 5.0000 9 FIN. BOKIE=3PTS. 20 12 1.6667 TOTAL 388 12 32.3333 118.7. AGENCY - REQUEST - PROJECT GROWING H(WE COMMUNITY CRl-ff . 1 SERVE CITY 56 12 4.6667 2 NO DUPLICATION 49 12 4.0833 3 REDUCE SERVICE 35 12 2.9167 4 MEASURABLE 42 12 3.5000 5 MANAGEMENT 41 12 3.4167 6 POP./FIN. NEED 44 12 3.6667 I ' 7 OTHER FUNDERS 33 12 2.7500 8 POINTS BY $ 60 12 5.0000 9 FIN. BOND(=3PTS. 20 12 1.6667 TOTAL 380 12 31.6667 380 I.. • 1987 CITY FUNDING SUMMARY NAME OF ORGANIZATION: Senior Citizens' Council PROGRAM CITY REQUEST MANDATED CODE MATCH PREVENTIVE Senior Center $13,230 Northside- Southside 1,984 Administration 6,615 *RSVP 1,984 TOTAL $23,813 *RSVP previously reviewed. See RSVP Summary. Summary of Application The Senior Center offers programs and services to those 60 and over 6 days a week. About 250 individuals participate in scheduled activities annually. The Center's front office assists an additional 600 seniors per month (bus tickets, discount cards, sign-up for events) . The Center incorporates programs such as music, arts, crafts, blood pressure clinics and public issue forums. The Northside-Southside Program provides direct ser- vices to. Senior Citizens in targeted City neighborhoods with special emphasis on minority elders. Activities include monthly shopping assistance, home visits and coordination with scheduled events at Southside Community Center and GIAC. Administration services include support services (management, financial, etc.) for all Council programs. Proportion of City Residents Served to City Request All participants (100%) in the Northside-Southside Program are City residents. The pro- posed City request is 4.1% of the total program budget for 1987. The Senior Center estimates that 80% of its average annual client level of 250 are City of Ithaca residents. City funds are requested to cover 25% of the 1987 program budget. The City request for administrative services is 12.3% of the proposed 1987 budget for Management and General. Program Addresses An Identified Need / Does Not Duplicate With a gr6'wing number of seniors expected in the County during the next 3 decades, the Senior Citizen's Council has developed programs that respond to a variety of needs (recreation, volunteerism, outreach, employment, etc.) . The Council's programs do not duplicate other community efforts. • -2- Effect bn Other Providers / City Departments Without the programs of the Senior Citizens' Council, several human service agencies would be affected. The Mental Health Clinic, Mental Health Association, and Family and Children's Service would have increased demands because of emotional difficulties experienced by isolated seniors. EOC Outreach and local government agencies (including DSS and Health Department) would have to provide more intensive outreach services. Several local agencies (private and public) would be without the support services of capable RSVP volunteers. Proposal Meets Client Needs / Has Measurable Objectives See Review Committee Summary (last page) . Agency Demonstrates Sound Management Practices The Senior Citizens' Council serves as an umbrella agency providing governance, through its Board of Directors, to several interrelated programs (RSVP, Older Persons Employ- ment Network, Senior Center and Countywide Programs) . A. committee structure provides policy direction to the program areas. An annual financial audit is conducted. In 1987-88, a 2-year long-range planning process will be begin. Population Served Is In Financial Need About 78% of the clients served in the Northside-Southside program are low income. The percentage of low income individuals served through Senior Center activities is unknown. Agency Has Sought Other Sources of Funding The Senior Citizens' Council has increased its private fundraising income through several activities (bake sale, membership drives, etc.) . -3- Dollar Level of Request (check one) $2,000 or less X (5 pts.) (Northside-Southside, RSVP) $2,001 -- $4,000 (4 pts.) $4,001 -- $6,000 (3 pts.) $6,001 -- $8,000 X (2 pts.) (Administration) $8,001 -- $10,000 (1 pts.) Over $10,000 . X • ( 0 ) (Senior Center) Ranking Northside-Southside (8A) Administration (14A) - Center (14B) Funding Recommendation No recommendation has been made by the Review Committee at this time (see memo from Dan Hoffman to Kris Finley and Mike Messitt) . -4- . Comments A) HSC Review Committee B) Other (including I&R) C) HSC Board of Directors • A) Northside-Southside The Review Committee is impressed with the enthusiasm of the Program Coordinator. Services are well coordinated with other neighborhood services. The outreach activities of the program are viewed as effective in meeting the needs of minority seniors who are, in most cases, isolated. The program is also commended for its consumer protection activities (information forums on unscrupulous insurance vendors) . The total allocated hours for the program are low (25/week) . The need to increase hours in the future may be necessary due to the increase of refugee families in the northside and southside neighborhoods. Senior Center The Center Program is recognized for its ability to meet the diverse needs of seniors through its central location. The program's appeal to a wide variety of interests. They are well-attended. Building and space use is regarded as extremely efficient. The organization also coordinates its services well with other agencies such as Gadabout and the Salvation Army. Administration The administration of the Senior Citizens' Council is viewed as effective in providing support services to its many programs. The high level of participation by seniors on the Board of Directors is positively noted. The administration of the agency and Board leadership will begin an intensive 2-year long-range planning process to better assess the strengths and weaknesses of its existing programs. The high level of private fund- raising revenue is noted. NOTE: During its conference with the agency on April 11, 1986, the agency representa- tives were asked to state 1986 program objectives. No specific information was avail- able. It was mentioned that the 1987-88 long-range planning process would be able to better identify program objectives. The City and the Senior Citizens' Council should re-examine the issue of current measurable objectives. The agency should supply any . current information in this area to the City as soon as possible. 1987 • CITY FUNDING SUMMARY NAME OF ORGANIZATION: Displaced Homemakers Center PROGRAM CITY REQUEST MANDATED CODE MATCH PREVENTIVE CORE Program $7,000 Opt. A P • TOTAL $7,000 Summary of Application The Revenue Sharing funds will enable of Displaced Homemakers Center's (DHS) Counseling, Outreach, Referral and Education (CORE) Program to assist more effectively the growing number of minority and other female heads of households in the City who are without employment and have a multitude of other needs. Outreach and advocacy to Black, hispanic and Southeast Asian women will receive special emphasis as will the updating of information and coordinated service planning to help these and other women with increasingly pressing legal and financial needs. Proportion of City Residents Served to City Request In 1984, the CORE Program served 376 of 869 individuals (43%) who were City residents. In 1985, 407 of 858 individuals served (47%) were City residents. In 1985, the organization received $6,000 in City funding, representing 16% of the program budget. In 1986, the City contributed $5,000, which represents 11.7% of the program budget. The 1987 request will account for 15.3% of the program budget. Program Addresses An Identified Need / Does Not Duplicate The needs of displaced homemakers have been assessed as early as 1979 in NYS and federally sponsored studies. A 1983 Dept. of Labor study found that female headed households doubled over the previous decade. Over a third of female-headed households are below poverty, ' Thirty-three (33) percent of women in the City of Ithaca between 35 and 64 are widowed, separated or divorced as compared with the County figure of 21%. While 7.8% of all households with children are in poverty, 24% white and 47% of black female headed households are in poverty. DHC serves a specialized population and utilizes other community resources to assist their clients. The agency does not duplicate other efforts. _ -z- Effgct'on Other Providers / City Departments The Center reduces the demands placed on City services and private agencies by offering intervention that reduces the demand for services such as emergency housing, legal, transportation. In addition the Center helps reduce stress between single women and their children by making referrals to the Ithaca Youth Bureau, Learning Web, GIAC, Day Care Council, etc. Proposal Meets Client Needs / Has Measurable Objectives The CORE Program will provide a variety of services to 60 minority warren in 1987, relating to finances, housing, child care, health, public benefits, etc. The program will arrange 250 individual service contacts and 120 group contacts. The Program will also recruit and/or train 10-15 displaced homemakers and other volunteers with skills in legal and financial counseling to assist 160 women through 400 individual service contacts and 75 group contacts. Agency Demonstrates Sound Management Practices The agency is governed by a Board of Diectors. Annual or bi-annual program and organizational goals are established and revised by the Board; annual program reports are submitted to CRESP, the Center's administrative sponsor. Performance goals, statistical and program reports are submitted regularly to the NYS Dept. of Labor. Program and statistical reports are submitted to the county Office for die Aging. Population Served Is In Financial Need The large majority of DHC's target population are low income or in marginal circumstances. Available statistics for 1984-85 indicate that 597. were JTPA eligible. Agency Has Sought Other Sources of Funding The agency receives ongoing support from United Way, County Office for the Aging, NYS Dept. of Labor and foundations. -3- Dollar Level of Request (check one) $2,000 or less (5 pts.) $2,001 -- $4,000 (4 pts.) $4,001 -- $6,000 (3 pts.) $6,001 -- $8,000 X (2 pts.) $8,001 -- $10,000 (1 pts.) Over $10,000 • ( 0 ) Ranking A priority rating for individual agency requests was established by adding Review Committee members' scores on each of 8 criteria items plus a maximum of 3 bonus points for extreme financial need. A score of zero (0) is possible in the "level of request" category for proposals over $10,000. Scores are based on a 1-5 range. Under this system, 1 represents the lowest possible score and 5 the highest. Under this system the highest possible overall score is 43 (including bonus) . The lowest is 8. (Scoresheet attached) Funding Recommendation Score: Rank: The proposal is ranked ninth ( 9 ) of 14 Recommended Funding for 1987: $5,953 • -4- • Comments A) HSC Review Committee B) Other (including. I&R) C) HSC Board of Directors • A) The Review Committee recognizes the contributions made by the organization in response to the varied needs of ,single warren that have not been addressed by other agencies in the community. • The organization has been successful overall in developing their outreach efforts to involve minority warren. Approximately 90% of the minority population served is black. The agency is becoming more visible in the Southside neighborhood and has established a close relationship with Southside Community Center. It is suggested that the Board of Directors review potential language and cross-cultural barriers to involve greater numbers of hispanic and Southeast Asian women. The organization is also commended for making some of its resources available to widowers. The organization has been placing a greater emphasis on job training/skills development. It is suggested that employers be recruited for board membership. The staff of the organization deserves credit for its ability to involve clients directly in its operations. Agency management has also been successful in approaching a variety of funders. CITY REVENUE SHARING 1987 AGENCY - REQUEST - DISPLACED HOMEMAKERS -GR4-TERM TOTAL 19343fS. NET 1 SERVE CITY i 52 12 4.3333 . e NU utr t.u.I ILA " -48 I2 CYNNT 3 REDUCE SERVICE 40 12 3.3333 4 MEASURABLE 41 12 3.4167 5 MANAGEMENT 47 12 3.9167 6 PUP./FIN. NEED 44 12 3.6667 • (: 7 OTHER MOBS MOBS 48 12 4.0000 . 8 POINTS BY $ 24 12 2.0000 9 FIN. BOND(=3PTS. 17 12 1.4167 TOTAL 361 12 30.0833 361 L_ LI 1987 • CITY FUNDING SUMMARY NAME OF ORGANIZATION: Literacy Volunteers PROGRAM CITY REQUEST MANDATED CODE MATCH PREVENTIVE Literacy Volunteers $3,500 Opt. B TOTAL $3,500 Summary of Application Literacy Volunteers of Tompkins County provides tutoring in reading on a one-to-one basis to persons who read below a 5th grade level and who are considered functionally illiterate. The program also provides tutoring in conversational English on a one-to-one basis to non-English speaking adults. • Proportion of City Residents Served to City Request In 1985, 36 of 70 clients served (51%) were City residents. The City supported 30.9% of the budget in 1985, 13.4% in 1986 and is projected at 17.6% in 1987. Program Addresses An Identified Need / Does Not Duplicate According-to 1980 census data, there are 9,866 in Tompkins County 18 and over who have less than a high school diploma. There are 3,600 people over 25 that have less than an eighth grade education and 4,818 people over 25 with only 1-3 years of high school. The influx of refugee families to Tompkins county also increases the need for tutoring for non-English speaking individuals. BOCES provides tutoring to adults with at least a 5th grade reading level. The Refugee Assistance Program also provides support services to refugee families. A- HI -2- Effect on Other Providers / City Departments Public safety resources may be needed in cases of accidents involving functionally illiterate people. Functionally illiterate people also tend to be multi-service users (public assistance, job training, emergency food and shelter) . Improved services may reduce overall dependency on services. • • Proposal Meets Client Needs / Has Measurable Objectives An annual workplan for the program is developed which includes numerous objectives which include: April/May/June 1986: 1) Hold 1 inservice training session for existing tutors. 2) Arrange workshop to train 10 tutors and match with 10 students. 3) Hold basic reading workshop and train 10 tutors, match with 10 students. Agency Demonstrates Sound Management Practices The agency is governed by a board of directors. Population Served Is In Financial Need Although records are not kept on client income, the majority are receiving some public assistance benefits. Biannual reports are submitted to Literacy Volunteers of New York State. Agency Has Sought Other Sources of Funding The agency has received support from Tompkins County, is planning a $5,000 membership campaign. A 2 year Gannett Foundation grant is in place for 1986-87. The program is losing its support from VISTA in 1986 (3,686) . -3- Dollar Level of Request (check one) $2,000 or less (5 pts.) $2,001 -- $4,000 X (4 pts.) $4,001 -- $6,000 (3 pts.) $6,001 -- $8,000 (2 pts.) $8,001 -- $10,000 (1 pts.) Over $10,000 ( 0 ) Ranking A priority rating for individual agency requests was established by adding Review Committee members' scores on each of 8 criteria items plus a maximum of 3 bonus points for extreme financial need. A score of zero (0) is possible in the "level of request" category for proposals over $10,000. Scores are based on a 1-5 range. Under this system, 1 represents the lowest possible score and 5 the highest. Under this system the highest possible overall score is 43 (including bonus) . The lowest is 8. (Scoresheet attached) Funding Recommendation Score: Rank: The proposal is ranked tenth ( 10 ) of 14 Recommended Funding for 1987: 3,500 -4- Comments A) HSC Review Committee B) Other (including. I&R) C) HSC Board of Directors • The Review Committee recognizes the drive and commitment demonstrated by the organization's Board of Directors. The agency's recordkeeping has shown signs of improvement over last year as indicated in periodic reports to Literacy Volunteers of New York State. The Committee has identified a number of concerns with regard to this year's application: 1) The agency will face a difficult situation in 1987 in raising projected revenues. The present coordinator is funded through VISTA. VISTA support will end in 1986. " Also a projection of $5,000 in contributions has been budgeted. The Review Committee feels that the projection may be overly optimistic unless proper technical assistance (ie. Cornell Univ. Developnent) is obtained to supplement the energies of volunteers. To achieve this goal, each Board member must be prepared to assume a greater fundraising role. 2) The current administrative sponsor, GIAC, often requires extra program space, resulting in various difficulties in programming. The organization is urged to seek a new administrative sponsor such as CRESP or the Library. 3) The organization is encouraged to seek new funding sources. Cornell fraternity:: and sorority organizations and churches sponsoring refugee families should be approached. I- 4 • CITY REVENUE SNARING 1987 AGENCY - REQUEST - LITERACY VOL. CRITERIA TOTAL #SCORED AVG. 1 SERVE CITY 39 9 4.3333 2 NO DUPLICATION 34 9 3.7778 3 REDUCE SERVICE 26 9 2.8889 4 MEASURABLE i 31 9 3.4444 5 MANAGEMENT I 24 9 2.6667 6 POP./FIN. NEED 31 9 3.4444 - 7 OTHER FRIDERS 26 9 2.8889 ._I 8 POINTS BY $ 36 9 4.0000 9 FIN. BOND(=3PTS. 21 9 2.3333 TOTAL 268 9 29.7778 i•; 268 • L1.__ . 1987 CITY FUNDING SUMMARY NAME OF ORGANIZATION: Drop In Children's Center PROGRAM CITY REQUEST MANDATED CODE MATCH PREVENTIVE Drop In Center $4,000 B P TOTAL $4,000 Summary of Application The Drop In Center provides short-term (3 hour maximum) child care without appointment for children 6 months to 5 years of age at affordable rates. Proportion of City Residents Served to City Request In 1985, 118 of 309 families registered were City of Ithaca residents (38%) . In the first 5 months of 1986, 138 of 362 families registered were City residents (38%) . City funding accounted for 16.8% of the budget in 1985, 14% in 1986 and is projected for 13% in 1987. Program Addresses An Identified Need / Does Not Duplicate The City Survey of Childcare documented the need for child care (drop in) for infants and young children. Low income families are able to afford childcare through affordable rates, discounts and work exchange arrangements. The Drop In Center does not duplicate other city efforts. -2- Ef-fect on Other Providers / City Departments The Center allows parents to work part time in City deparments such as the Ithaca Youth Bureau and City schools. Parents receiving services in downtown Ithaca (medical, legal, social services, etc. ) would have increased difficulties arranging alternate child care and transportation. • Proposal Meets Client Needs / Has Measurable Objectives The Center provides temporary child care that is centrally located, affordable and structured. It is also a resource to help prevent parental stress. The program has listed 7 objectives in the proposal but none are measurable. Objectives include provision of low cost, no appointment temporary child care, hire. a Program Coordinator, institute acceptable accounting structure, advertise to attract the public, provide on site training and experience to volunteers from other agencies, offer discounts when necessary and act as an informal referral source for community services. Agency Demonstrates Sound Management Practices The agency is governed by a Board of Trustees and Parent Council. A more structured accounting system has been implemented. Program statistics are reviewed by the Parent Council. Population Served Is In Financial Need About half (507) of families registering at the Center are low income. A considerable number of those registering are single parents (317. of households in the county) . Many parents are unemployed but enrolled in education or job training programs. Without low rates, many families would not be able to stay in the work force. Agency Has Sought Other Sources of Funding Because of an increase in available program space, program service fees are projected to increase significantly (30.3%) . A proposed expansion of staff (addition of Program Coordinator) will allow the agency to seek grants and other sources of funds. -3- Dollar Level of Request (check one) $2,000 or less (5 pts.) $2,001 -- $4,000 X (4 pts.) $4,001 -- $6,000 (3 pts.) $6,001 -- $8,000 (2 pts.) $8,001 -- $10,000 (1 pts.) Over $10,000 ( 0 ) Ranking A priority rating for individual agency requests was established by adding Review Committee members' scores on each of 8 criteria items plus a maximum of 3 bonus points for extreme financial need. A score of zero (0) is possible in the "level of request" category for proposals over $10,000. Scores are based on a 1-5 range. Under this system, 1 represents the lowest possible score and 5 the highest. Under this system the highest possible overall score is 43 (including bonus) . The lowest is 8. (Scoresheet attached), Funding Recommendation Score: - Rank: The proposal is ranked eleventh ( 12 ) of 14 • Recommended Funding for 1987: $4,000 4-47 -4- • Comments A) HSC Review Committee B) Other (including I&R) C) HSC Board of Directors A) The Review Committee recommends that the attainment of 501c3 status with the IRS be a top priority for the agency allowing the agency to make tax exempt purchases and receive tax deductible contributions from the public. The Board of Trustees is also requested to review its liability coverage for staff and Board and to develop an internal policy regarding emergency medical treatment of children. More direct volunteer involvement in fundraising projects will be necessary to help stabilize the agency. Consideration should be given to the development of an ad hoc fundraising committee. The agency should consider implementation of a sliding fee scale with provisions for those parents who are unable to pay. Staff and volunteers should analyze available statistics to document who is being served, and include family inane questions on registration forms. The agency is commended for the recruitment of a Board of Trustees, which has credi- bility and stability. Increased program space has definitely improved the quality of service. Agency volunteers are commended for an improved application and budget. CITY REVENUE SHARING 1987 AGENCY - REQUEST - DROP IN CENTER t ! CRITERIA TOTAL 'SCORED AVG. ,: 1 SERVE CITY 37 9 4.1111 2 NO DUPLICATION j 34 9 3.7778 3 REDUCE SERVICE j 28 9 3.1111 4 MEASURABLE ± 30 9 3.3333 5 MANAGEMENT 27 9 3.0000 ! Al 3:@089 . i 7 OTHER FUNDERS 26 9 2.8889 8 PUINT9-DY $ 3 -9 4:3880 9 FIN. BOND(=3PTS. 20 9 2.2222 TOTAL 265 9 29.4444 I( 265 1987 CITY FUNDING SUMMARY NAME OF ORGANIZATION: Economic Opportunity Corporation (CHORES Program) PROGRAM CITY REQUEST MANDATED CODE MATCH PREVENTIVE CHORES $10,000 A M P • TOTAL $10,000 Summary of Application CHORES is a home repair program which provides free labor for non-cosmetic, non-electrical and non-plumbing-related repairs to the homes of low income elderly and disabled individuals in the City and rural areas of the county. The program also helps to improve the health and safety of these households to allow individuals a greater degree of independence. Proportion of City Residents Served to City Request In 1985, 17% of all clients served were City residents. City support totaled 41% of the program budget. In 1986, the City supports 41% of the budget. In 1987, City support is requested at a level of 38% of the total program budget. In 1987, the program projects a service level of 76 households, with 44 or 57% targeted for City residents. Program Addresses An Identified Need / Does Not Duplicate In 1984, a Census study sponsored by the Cornell Institute for Social and Economic Research (CISER) found that there were 351 owner occupied units of substandard housing in the City owned by individuals over 60. All households in this category had annual incomes of under $9,999. In 1985, 14 repair projects were done for City residents. Six were for households with incomes below the federal poverty guidelines. Ninety eight percent were elderly (97% female) . A total of 60% lived alone. In 1985, 17% of program clients were City residents. City supports 41% of the budget this year. -z- Effect on Other Providers / City Departments CHORES intervention minimizes the time necessary in reporting city fire and safety codes. The program also complements the work done by INHS since it is able to serve City residents outside of the target area. City housing stock served through CHORES will be less at risk of fire and sanitation intervention. The program also complements the EOC Weatherization Program. ' Resources from CHORES and Weatherization may be combined for certain situations requiring comprehensive work. • Proposal Meets Client Needs / Has Measurable Objectives Annual service levels are projected. All CHORES clients are requested to complete an opinion of service form after work has been completed. CHORES clients receive services estimated at 1/3 the cost of private contractors. Agency Demonstrates Sound Management Practices The CHORES Program is accountable to the EOC Board of Directors. Annual evaluations of the CHORES Program are arranged through the County Office for the Aging and are on file at the Human Services Coalition. Regular reports are filed with the NYS Dept. of State. Field visits are conducted by Department of State staff. Audited financial statements are completed annually. Population Served Is In Financial Need EOC, as a recipient of Community Services Block Grant funds, is mandated to serve low income, elderly and disabled individuals. According to 1985 statistics, 43% of all served are at federal poverty guidelines, 94% are elderly and 36% are disabled. Low income clients receive top service priority. Agency Has Sought Other Sources of Funding In 1985-86;' EOC has recognized the need to establish a revolving fund to assist clients with the costs of building materials. Although labor is provided at no cost to the client, many are unable to afford the cost of lumber, etc. In the past year, the agency has successfully approached the Social Service League, Tompkins County Foundation, local churches, etc. and received $3,000 toward an expected fund level of $6,000 for clients with the greatest need. -3- Dollar Level of Request (check one) $2,000 or less (5 pts.) $2,001 -- $4,000 (4 pts.) $4,001 -- $6,000 (3 pts.) $6,001 -- $8,000 (2 pts.) $8,001 -- $10,000 X (1 pts.) Over $10,000 • ( 0 ) Ranking A priority rating for individual agency requests was established by adding Review Committee members' scores on each of 8 criteria items plus a maximum of 3 bonus points for extreme financial need. A score of zero (0) is possible in the "level of request" category for proposals over $10,000. Scores are based on a 1-5 range. Under this system, 1 represents the lowest possible score and 5 the highest. Under this system the highest possible overall score is 43 (including bonus) . The lowest is 8. (Scoresheet attached) Funding Recommendation Score: Rank: The proposal is ranked twelfth ( 11 ) of 14 Recommended Funding for 1987: $10,000 -4- Comments A) HSC Review Committee B) Other (including I&R) C) HSC Board of Directors A. The Review Committee is encouraged by the success of the CHORES program in raising funds for a Materials Fund. The fund should be invested to maximize community impact. Before the fund is available, specific guidelines which include eligibility, maximum loans, payback periods, etc. should be developed and explained to clients. The Review Committee is also concerned that most recent audited financial statements do not display contributions as CHORES revenues. All contributions made to the program should be displayed accordingly and should be rectified in the next audit. The overall value of the program is recognized. The program is instrumental in preventing unnecessary institution of elderly and disabled individuals. Effective safety repairs • allow individuals to function more effectively in their homes and defer transfer to hospitals, nursing homes, etc. The program also prevents deterioration of available housing stock,allowing them to remain on the tax rolls. C. The organization should provide annual statistics for future Review Committee use prior to the formal program review reflecting the breakdown of service units (hours) for the entire CHORES program between direct project repairs, travel, survey work, consultation with other program representatives, etc. The program will also be required to submit its formal Annual Report. - r • CITY REVE■IE SHARING 1987 AGENCY - REQUEST - EDC CHORES CRITERIA TOTAL *SCORED AVG. 1 SERVE CITY 28 10 2.8000 2 NO DUPLICATION 40 10 4.0000 3 REDUCE SERVICE 39 10 3.9000 4 MEASURABLE 41 10 4.1000 S MWNA6EMEMIT 36 10 3.6000 j�. 6 POP./FIN. NEED 44 10 4.4000 Is_ 7 OTHER FINDERS 34 10 3.4000 8-PGIN $1F $ 44 14 44000 9 FIN. BOND(=3PTS. 22 10 2.2000 294 10 29.400 -- r r n �, 1987 CITY FUNDING SUMMARY NAME OF ORGANIZATION: Task Force for Battered Women PROGRAM CITY REQUEST MANDATED CODE MATCH PREVENTIVE Police Training $5,910 No B --- Prn jprt- TOTAL $5,910 ' Summary of Application This project will be administered by the Task Force for Battered Women with a defined training role for Ithaca Rape Crisis, the Child Sexual Abuse Project and the Task Force. It is estimated that less than 1% of a police officer's training time focuses on responding'to domestic violence, sexual assault and child abuse _cases. It is also estimated that cases of this type could require up to half of an officer's time. City funds are requested to provide additional and repeated training to both new and experienced City police officers as a result of feedback received from an October 1985 training project. Proportion of City Residents Served to City Request In 1985, the City Police Training Project was budgeted at $3,616 or 3.42% of the total budget. No City funds are in the Agency budget this year. In 1987 City support is projected at 5.44% of the budget. All those targeted to receive the training are City employees (Ithaca Police Dept) . • • Program Addresses An Identified Need / Does Not Duplicate The proposal does not duplicate other community efforts. An evaluation of the October 1985 police training revealed that 27 of 30 officers found the training useful in day to day police work. (First session) . Twenty eight of 30 agreed to participate in the second session. • i '- -2- Effect' 22 Other Providers / City Departments The proposal seeks to enhance the skills of IPD officers through the provision of infor- mation on domestic violence, rape and child sexual abuse, as well as provide rapid and effective responses to calls through.a better awareness of community referral agencies. • • Proposal Meets Client Needs / Has Measurable Objectives Each officer will have the opportunity to receive 6 hours of specialized training. Other objectives which are less quantifiable are as follows: * Less crimes involving domestic violence, rape and sexual abuse in the City. * Increases in the level of prosecutions for perpetrations of these crimes. * Greater understanding and sympathy for victims. Agency Demonstrates Sound Management Practices The organization is governed by a Board of Directors. Regular reports are submitted to the County Youth Bureau. The Long Range Planning Committee monitors and evaluates the organization's programs. Annual audited financial statements are available. The organization has an established network of volunteers (advocates) which provide direct services to clients and help keep staffing requirements to a' minimun. Population Served Is In Financial Need Not applicable. Agency Has Sought Other Sources of Funding No additional sources of funding have been identified for the Police Training Project. The Task Force receives funding from Tompkins County, United Way, DSS shelter reimbursements, Division for Youth and the NYS Dept. of Health. -3- Dollar Level of Request (check one) $2,000 or less (5 pts.) $2,001 -- $4,000 (4 pts.) $4,001 -- $6,000 X (3 pts.) $6,001 -- $8,000 (2 pts.) $8,001 -- $10,000 (1 pts.) Over $10,000 • ( 0 ) Ranking A priority rating for individual agency requests was established by adding Review Committee members' scores on each of 8 criteria items plus a maximum of 3 bonus points for extreme financial need. A score of zero (0) is possible in the "level of request" category for proposals over $10,000. Scores are based on a 1-5 range. Under this system, 1 represents the lowest possible score and 5 the highest. Under this system the highest possible overall score is 43 (including bonus) . The lowest is 8. (Scoresheet attached) Funding Recommendation Score: - Rank: The proposal is ranked thirt-Pnth ( 13 ) of 14 Recommended Funding for 1987: $4,912 a -4- Comments A) HSC Review Committee B) Other (including I&R) C) HSC Board of Directors A) The Review Committee identified a number of discrepancies in the organization's 1987 proposal but understands that the organization is in the midst of a major staff transition. The contributions of the organization's Board of Directors are recognized and appreciated. Discussions between the Task Force and Ithaca Rape Crisis have been under way this year with regard to the possibility of a future merger. The Review Committee supports the concept of a merger and notes that it is logical for the future development and stability of both organizations. It is recommended that negotiations begin with other law enforcement agencies (ie. Sheriff's Dept. ) for the provision of specialized training. Increased revenue will result in economies of scale. Consideration should be given for the addition of this type of training to the IPD training budget. The Task Force Board of Directors is also requested to review board/staff liability coverage in 1986-87. • • 0 , I - CITY REVENUE SHARING 1987 AGENCY - REQUEST - TASK FORCE BATTERED WOMEN CRITERIA BAC BAL BLC BOU FIN 6IL GRA JONE *JS PAP PET IJHI TOTAL *SCORED AVG. ,. 1 SERVE CITY 38 10 3.8000 2 NO DUPLICATION 43 10 4.3000 3 REDUCE SERVICE 36 10 3.6000 4 MEASURABLE j 32 10 3.2000 , I 1 5 MANAGEMENT 31 10 3.1000 6 POP./FIN. NEED 29 10 2.9000 i I 7 OTHER FUNDERS 28 10 2.8000 ,_. 8 POINTS BY $ 29 10 2.9000 9 FIN. BOND(=3PTS. 17 10 1.7000 TOTAL 283 10 28.3000 i.. 283 4-CQ 1987 CITY FUNDING SUMMARY NAME OF ORGANIZATION: Retired Senior Volunteer Program (RSVP) PROGRAM CITY REQUEST MANDATED CODE MATCH PREVENTIVE RSVP Volunteer $1,000 A p Work Groups • TOTAL $1,000 Summary of Application City funding is requested for salary support for the Program Coordinator. Under this program, RSVP volunteers work in groups throughout the County and provide approximately 6,000 hours of volunteer service to over 35 not for profit agencies in the community. Coordination of work groups is necessary to facilitate scheduling, transportation and project set up requirements. Proportion of City Residents Served to City Request The RSVP request has remained stable at the 1985 level ($1,000) . The City proportion of the budget was 1.63% in 1985 and in 1986, and is projected for 1.92% in 1987. Program Addresses An Identified Need / Does Not Duplicate This program addresses needs in two ways. First, RSVP provides senior citizens an opportunity to stay active and involved in community affairs. Over 100 volunteers provided 3500 hours of service in work group activities alone. Adding individual organi- zation placements, over 400 seniors will be involved in the program this year. Secondly, the program addresses a need by not for profit and local government agencies for volunteer support. During times of scarce resources and government cuts, there is a great demand for volunteers as an alternative to increased staffing. The program does not duplicate other community efforts. , -t l -2- 'EfUectDTI Other Providers / City Departments RSVP volunteers are placed in several local government offices including the Mayor's Office and City Court. Community not for profit agencies also benefit since RSVP volunteers are a no cost alternative to the need for expanded support staff. • Proposal Meets Client Needs / Has Measurable Objectives The RSVP work groups will serve 35 community not for profit agencies in 1987. Work groups will involve 100 senior citizen volunteers in work groups and 347 overall activities. Work groups will provide over 3500 hours of community service. The service meets client needs since seniors have a channel to remain active while making contributions to the community. Transportation assistance and insurance protection are also available. • Agency Demonstrates Sound Management Practices The RSVP program is overseen by its umbrella agency and administrative sponsor, the Tompkins County Senior Citizen's Council. An advisory committee provides direction in program and policy. Governance is provided by the Senior Citizen's Council Board of Directors. Quarterly progress reports are required by the program's federal funding source (ACTION) . Opinion surveys are sint yearly to volunteers and participating organizations. Population Served Is In Financial Need There are variances in client income. No statistics are available in this area. Agency Has Sought Other Sources of Funding The RSVP J?udget is projected to decrease by approximately 15% in 1987. Decreases are projected in state support, federal support. Considerably less revenue is projected from contributions and special fund raising events. No evidence exists in the proposal that indicates that new funding sources are being cultivated although existing funding sources, including United Way, remain intact. -3- • Dollar Level of Request (check one) $2,000 or less X (5 pts.) $2,001 -- $4,000 (4 pts.) $4,001 -- $6,000 (3 pts.) $6,001 -- $8,000 (2 pts.) $8,001 -- $10,000 (1 pts.) Over $10,000 ( 0 ) Ranking A priority rating for individual agency requests was established by adding Review Committee members' scores on each of 8 criteria items plus a maximum of 3 bonus points for extreme financial need. A score of zero (0) is possible in the "level of request" category for proposals over $10,000. Scores are based on a 1-5 range. Under this system, 1 represents the lowest possible score and 5 the highest. Under this system the highest possible overall score is 43 (including bonus) . The lowest is 8. (Scoresheet attached) Funding Recommendation Score: Rank: The proposal is ranked fourteenth ( 14) of 14 Recommended Funding for 1987: $1,000 -.t, -4- 1 • Comments A) HSC Review Committee B) Other (including. I&R) C) HSC Board of Directors • A. The Review Committee recognizes the value of this service to both senior participants and participating organizations. The overall dedication and positive attitude of the volunteers in carrying out their work assignments (individual placements and groups) is clearly understood in the community. The socialization benefits to volunteers and the financial savings to local agencies are obvious. Why is the program decreasing in scope while the pool of eligible senior volunteers is growing in this community? The Review Committee is concerned about the projected decreases and advises the Senior Citizens Council to take a more aggresive role in maintaining the effectiveness of this program. Resources need to be allocated to maintain the Program Director at 1.0 FTE in' 1987. It is felt that the additional .2 FTE would be helpful in increasing volunteer recruitment. The program also has been receiving a decreasing level of fundraising revenues through the Senior Citizens Council. Targeted foundation requests also should be made to keep this program stable. The Review Committee states that this allocation be treated as a restricted fund to be used solely for salary support for the Program Coordinator (Work Groups) . A-L 171 CITY REVENUE SHARING 1987 AGENCY - REQUEST - RSVP CRITERIA TOTAL #SCORED AVG. 1 SERVE CITY 43 10 4.3000 2 NO DUPLICATION 33 10 3.3000 �. 3 REDUCE SERVICE 29 10 2.9000 4 MEASURABLE 33 10 3.3000 5 MANAGEMENT 28 10 2.8000 6 POP.IFIN. NEED 25 10 2.5000 i ! 7 OTHER FUNDERS 27 10 2.7000 ;..� 8 POINTS BY $ 50 10 5.0000 9 FIN. BOND(=3PTS. 10 10 1.0000 TOTAL. 278 10 27.8000 278