HomeMy WebLinkAbout102-Applications - Attachment 1.pdfFY 2010-2011 CITY OF SARATOGA
COMMUNITY GRANT & CDBG
STANDARD APPLICATION
DATE: February 12, 2010
Please refer to the Application Instructions Sheet for details on the following questions. Please
limit your answers to one paragraph per question
1) Applicant Organization/Agency Name: Mustard Faire
Agency Address: P.O. Box 966, San Jose, CA 95108-0966
Executive Director: Norman Koepernik
Phone: (408) 971-9636 Fax: (408) 297-8270
E-Mail: Theresa_mustardfaire@yahoo.com
Agency is a Faith Based Organization: ____ Yes X No
2) Program Title: 2011 Mustard Faire
Program Address: Historic Orchard (Fruitvale & Saratoga Avenues)
Contact Person/Title: Norman Koepernik
Phone: (408) 971-9636 Fax: (408) 297-8270
E-Mail: Theresa_mustardfaire@yahoo.com
3) City of Saratoga grant funds requested this year (FY10/11): $5,000
4) City of Saratoga grant funds requested in the past: None from the Community grant
program; funding has been provided in the past through the annual budget process.
City of Saratoga grant funds received in the past: In fiscal year 2008-09 the City
allocated $5,000; in fiscal year 2009-10 the City allocated $3,000.
5) Program description and number of unduplicated clients served: The Mustard Faire
is a celebration of Saratoga’s agricultural history, when orchards were plentiful, the valley
was covered with blossoms and the grounds were blanketed in a glorious color of yellow
mustard. Over time, orchards have given way to housing and other development.
However, the City has preserved a piece of the past in the historic orchard. Each year, the
Mustard Faire provides a venue in which families and friends can celebrate the
agricultural history of Saratoga, and learn about what can be done to preserve it.
The Mustard Faire draws between 2,700 and 3,000 attendees.
6) Program purpose and objectives:
• Create awareness of local history
• Educate the public about the value of the historic orchard and preservation of
agricultural heritage
• Host a family-friendly event that includes cultural, artistic and environmental
awareness
FY 2010-2011 CITY OF SARATOGA
COMMUNITY GRANT & CDBG
STANDARD APPLICATION
7) Program management: The program is organized and managed by a group of
community volunteers, assisted by City staff.
8) Agency description and experience: A core committee has been organizing and
implementing this event for many years, is very familiar with City policies and
procedures and has positive working relationships with City staff.
9) Audit information: The Mustard Faire has been a long-standing community event
funded by the City of Saratoga. Budgeted expenses are paid via invoices submitted to the
City, which keeps an accounting of the costs incurred.
10) Sources of funds anticipated for this project: In addition to the community grant funds
requested, organizers annually contribute approximately $1,800 of their own funds to the
event.
11) Budget: Please use the attached worksheet.
12) Performance Measurements: Please use the attached worksheet.
13) Outreach: The event is publicized through banners at Blaney Plaza, flyers distributed to
schools, local businesses, the Chamber of Commerce and the City, posting on the City
website, Artsopolis and the Mustard Faire website.
14) Leveraging: As noted above, event organizers contribute personal funds in order to pay
for items not covered by City funds. In additional, numerous volunteers perform tasks to
plan, organize and implement the Faire. West Valley Collection & Recycling will be
supplying waste and recycling toters free of charge. The Fire District will be supplying
an antique Saratoga Ford Model AA fire truck to participate at the Mustard Faire. Other
community organizations, such as the Taiko Drummers and the Historical Foundation
will also be supporting and participating in the Faire.
15) Cost / Benefit Analysis:
Total Event Cost: $6,800
Total Anticipated Attendees 2,800
Total Cost/Attendee: $ 2.50
Total Funding Requested: $5,000
Percentage of Total Cost Requested: 74%
16) Target Beneficiaries:
Total Estimated Attendees: 2,800
FY 2010-2011 CITY OF SARATOGA
COMMUNITY GRANT & CDBG
STANDARD APPLICATION
Total Estimated Saratoga Residents: 2,600
Estimated Percentage of Saratoga Residents: 93%
BUDGET
AGENCY NAME: Mustard Faire Date Prepared: February 12, 2010
PROGRAM NAME: 2011 Mustard Faire
SPECIFIC ACTIVITIES BUDGET AMOUNT
Food/Food Ticket Reimbursements $1,200
Decoration & Supplies
600
Marketing Materials (includes banner)
800
Animals and Travel
1,450
Music
600
Sanitary Facilities
350
TOTAL
$5,000
PERFORMANCE MEASUREMENTS
AGENCY NAME: Mustard Faire Date Prepared: February 12, 2010
PROGRAM NAME: Mustard Faire
PERFORMANCE MEASUREMENT WORKSHEET
GOAL:
To continue the tradition of holding an annual Mustard Faire in the City’s historic orchard.
OBJECTIVE (1):
Begin organizing the Mustard Faire in
October/November 2010 so that all facilities,
parking, banner reservation and main activities
(e.g. historic vehicles, animals, vendors,
artisans) are solidified well in advance of the
2011 Faire.
OUTCOME (1):
Renew participation/partnerships with relevant
community organizations (e.g. Historical
Foundation, Chamber of Commerce, SASCC,
Taiko Drummers, etc.)
OBJECTIVE (2):
Form a broad-based committee to plan, organize
and implement the Mustard Faire so that there is
a larger groups of volunteers from which to
draw support and to accomplish tasks.
OUTCOME (2):
A committee representing the above
organizations and other community volunteers
undertakes the majority of tasks related to
planning, organizing and implementing the
Faire.
FY 2010-2011 CITY OF SARATOGA
COMMUNITY GRANT & CDBG
STANDARD APPLICATION
DATE: 2/12/10
Please refer to the Application Instructions Sheet for details on the following questions. Please
limit your answers to one paragraph per question
1) Organization/Agency Name: Shady Shakespeare Theatre Company (SSTC)
Agency Address: PO BOX 520, Santa Clara, CA 95052-0520
Executive Director: Dinna Myers
Phone: 408-569-0360 Fax: None E-Mail: Dinna@shadyshakes.org
Agency is a Faith Based Organization: ____ Yes __X__ No
2) Program Title: Free Shakespeare in Sanborn Park, Saratoga
Program Address: 16055 Sanborn Road, Saratoga, CA 95070
Contact Person/Title: Dinna Myers / Managing Director
Phone: 408-569-0360 Fax: 408-986-9552 E-Mail: Dinna@shadyshakes.org
3) City of Saratoga grant funds requested this year (FY10/11): $3,500.00
4) City of Saratoga grant funds requested in the past: $2,500.00 – 2009
City of Saratoga grant funds received in the past: $2,500.00 - 2009
5) Program description and number of unduplicated clients served: SSTC produces 22
performances of two Shakespearian plays in Sanborn-Skyline County Park in Saratoga each
summer. In 2010 we will be producing Much Ado About Nothing and The Merchant of Venice
from July 30th
– September 5th, Thursday through Sunday evenings at 7pm, free to the public.
While our core audience comes primarily from Saratoga, Monte Sereno, Los Gatos, Cupertino,
Campbell, Sunnyvale, and San Jose, there are also a number of people who travel in from the
East Bay, Peninsula, and San Francisco. Because SSTC strives to make its work attainable to
persons of all educational and cultural backgrounds, our audiences mirror the diversity of the
Silicon Valley itself. As performances are free to the public, SSTC is able to provide a quality
theatrical experience to everyone, regardless of socioeconomic standing. Our services are of
special interest to families who would not ordinarily be able to expose their children to the magic
of live theatre without our summer program. SSTC’s 2009 productions of Richard III and As
You Like It were attended by approximately 4000 people, 17% of who were children under the
age of 18. Since many of these people see both productions, we estimate that the unduplicated
number is approximately 3,000.
6) Program purpose and objectives: SSTC is a 501(c)3 corporation committed to
providing Silicon Valley residents the opportunity to experience the performing arts and to
building community through cultural participation. Our particular brand of theatre demystifies
the rich and challenging language of Shakespeare without dumbing it down, bringing people
from all walks of life together to enjoy one of the most significant playwrights of all-time. Not
charging for tickets puts SSTC at a significant disadvantage. We must rely heavily on public
FY 2010-2011 CITY OF SARATOGA
COMMUNITY GRANT & CDBG
STANDARD APPLICATION
giving and corporate and private foundations to keep the dream of free Shakespeare alive. It is
for this reason that we have come to the City of Saratoga to request support for our core program,
Free Shakespeare in the Park. In this economy, thousands of families will be counting on
programs like ours to keep art and culture affordable in our community. In 2009, the City of
Saratoga supported SSTC with a grant for audience development. At each performance we asked
people to raise their hands if this was the first time they had attended a free performance at Shady
Shakespeare. The number of hands that went up was astounding. As a result, we saw an overall
increase in attendance by new patrons. We are asking for assistance again in 2010 to continue
our audience development program. The objective remains to increase awareness of our program
with Saratoga residents and develop a larger Saratoga audience. Increasing awareness of our
programs in the Saratoga community leads to audience development, stronger community
investment, and increased volunteerism. Moreover, each person who attends an SSTC
performance passes through Saratoga Village, often stopping to shop, dine, and stimulate the
city’s economy.
7) Program management: Shady Shakespeare is run entirely by volunteers. The Artistic
Director, Larry Barrott, is responsible for maintaining artistic integrity and the quality of the
experience for both the participants and the public. The Artistic Director selects programming,
interfaces with other theatre and arts groups, chooses artistic staff, and oversees the artistic
ensemble. The Managing Director, Dinna Myers, is responsible for the business aspects of the
organization such as marketing and public relations, fundraising, grant writing, volunteer
development, organizational development, and production management. Fiscal and program
oversight is provided by the Board of Directors. In 2009, we were pleased to engage
approximately 50 community volunteers. Their duties included set, prop, and costume
construction, technical operation, fundraising, marketing, house management, concession sales,
ushering, graphic and website design, and event management.
8) Agency description and experience: Dinna Myers and Sara Betts founded SSTC in
1999. For the first three years, the company performed one play each summer in a variety of
locations in the South Bay and Peninsula and we charged for tickets. In 2002, SSTC moved to
Sanborn-Skyline County Park in Saratoga and began making performances free to the public. In
2005, SSTC expanded its programming to performing two plays in repertory. In 2010, we are
providing 22 free performances over the summer. We do not have something specifically called
a Financial Statement. We have attached a Standard Profit Loss Report for 2009.
SSTC’s mission is as follows.
• Shakespeare: To be a proponent of the works of William Shakespeare and to make these
works accessible to people from all walks of life. To be the voice of Shakespeare in a
modern society, and to bring the universal messages of his work to the people of the
Silicon Valley.
• Artistry: To provide an environment that nurtures, fulfills, educates, and excites
theatrical artists while allowing them to further their artistic and personal goals.
• Excellence: To create experiences that push the envelope of theatrical performance,
inspire audiences, incite personal reflection, and challenge paradigms.
FY 2010-2011 CITY OF SARATOGA
COMMUNITY GRANT & CDBG
STANDARD APPLICATION
• Strength: To maintain an artistic organization that enhances the quality of life in the Bay
Area, is an asset to the community it serves, and is valued by that community. To be the
kind of organization that compels people to become involved in and contribute to its
workings.
• Diversity: To encourage and demonstrate cultural diversity by providing opportunities to
all artists and volunteers without regard to race, creed, or gender. To support economic
diversity by making art available to people of all economic and sociological backgrounds.
• Responsibility: To be a responsible member of the artistic, environmental, and economic
community.
9) Audit information: Shady Shakespeare Theatre Company is too small to have its
financial data professionally audited. Our entire budget for the 2010 fiscal year is only
$85,000.00. As stated above, we have provided a Profit and Loss Statement from 2009,
generated by Quicken, for your perusal.
10) Sources of funds anticipated for this project: Shady Shakespeare’s fiscal year budget
for 2009 is $85,000.00. Since we do not charge our patrons for tickets, we must seek other
sources of funding. SSTC holds many fundraising events throughout the year, including a Poker
Tournament, direct mail campaign, and Benefit Gala. We sell merchandise and concessions at
each performance and the actors pass the hat at performances. Giving by theatergoers is
approximately $3.00 per capita. SSTC is funded in part by Arts Council Valley, Target Stores,
Applied Materials, and the Kvamme Foundation. In 2010 we are also requesting support several
foundations and corporations as detailed in the Leveraging portion of this application. None of
these grantors provide multiyear support, so we are never sure from year to year if we will
receive funding. Since our performances are free-to-the-public, we rely entirely on the generosity
of the business and philanthropic community to keep Shakespeare alive in the Silicon Valley.
11) Budget: Please see attached worksheet.
12) Performance Measurements: Please see attached worksheet.
13) Outreach: SSTC markets its productions to Saratoga residents and to the entire Silicon
Valley in a variety of media.
• SSTC website at http://www.shadyshakes.org,
• Local event websites such as with Artsopolis, Gold Star, Eventbee, and online calendars
with the Mercury News, Metro, and Wave Magazines.
• Monthly e-mail newsletters using Constant Contact as our e-provider
• Print advertisements in Community Newspapers
• Postcard mailing to people who have attended previous productions. We also participate
in the Bay area Big List with other theatre companies as well to reach new audiences of
proven art buyers.
• Flyers are distributed by company members, volunteers and various organizations that
support the arts.
FY 2010-2011 CITY OF SARATOGA
COMMUNITY GRANT & CDBG
STANDARD APPLICATION
• Every attempt is made to engage the broadcast and print media where possible through
press releases.
Although SSTC saw a spike in new audiences as a result of the grant we received for audience
development in 2009, there is no way to provide an accurate account of how many were Saratoga
residents. We can show an overall 10% growth of our mailing list from 2008 to 2009.
14) Leveraging:
• In 2009, only 24% of SSTC’ income was from grants totaling $19,557.00. We
received $2,457.00 from the Arts Council Silicon Valley, $5,000.00 from Adobe,
$2,600.00 from the Saratoga Rotary Club, $2,000.00 from Target Stores, and
$5,000.00 from Applied Materials, in addition to the $2,500 received from the City of
Saratoga.
• In 2010 we are requesting a total of $20,500.00 from 6 organizations (including this
grant request), which is approximately 24% of our budget. We do not anticipate
being 100% successful in our grant writing, so we have only budgeted to actually
receive $15,500.00.
o We will be applying to the Arts Council Silicon Valley on March 1st and
expect to receive around $2,500.00 in June.
o Each March we request $2,000.00 from Target Stores and that funding arrives
in October if it is approved.
o We have submitted a request to the Kvamme Foundation for $5,000.00, which
has no set deadline for giving.
o We have recently submitted to the Bank of America Foundation for $5,000.00
and will know the results in 45 days.
o We will be soliciting the Mercury News for a cash Grant in the amount of
$2,500.00 in March for receipt in August.
• It is important to understand that the arts are funded differently that health and human
services. Funding is scarce and highly competitive. Shady Shakespeare designs its
budget to be flexible in the event that we are not funded by a particular foundation.
SSTC carries no debt of any kind.
15) Cost / Benefit Analysis:
• Total Program Cost: $85,000.00
• Total Attendees to Free Shakespeare in Sanborn Park: 4200 total, 3500
Unduplicated estimated.
• Total Cost Per Client: Approximately $20.00 per capita
• Total Amount of Funding Requested: $3,500.00
• Percentage of Total Cost Requested for Funding: 4%
16) Target Beneficiaries:
• Total Estimated Saratoga Residents Served: 350
• Total Estimated Percentage of our Audience that are Saratoga Residents: 10%
BUDGET
AGENCY NAME: Shady Shakespeare Theatre Company Date Prepared: 2/12/10
PROGRAM NAME: Free Shakespeare in Sanborn Park
SPECIFIC ACTIVITIES BUDGET AMOUNT
Can be broken down quarterly or annually (please specify)
Annually
Artist Stipends
-$19,500.00
Production Expenses - scenery, costumes, lighting, props, sound,
etc.
-$14,500.00
Marketing and Publicity
-$8,000.00
Rent
-$12,000.00
Insurance
-$4,600.00
Administrative
-$4,100.00
Fundraising
-$10,000.00
Special Programs (not related to Free Shakespeare in the Park)
-$12,300.00
TOTAL EXPENSES
-85,000.00
Grants and Sponsorships
+15,500.00
Individual Giving and Corporate Matching
+17,500.00
Special Event Fundraising – Gala, Poker Tournament, ArtsWalk
+12,000.00
Earned Income – Concession Sales, Merchandising, Advertising
Sales, Passing the Hat,
+40,000.00
TOTAL INCOME
+85,000.00
PERFORMANCE MEASUREMENTS
AGENCY NAME: Shady Shakespeare Theatre Company Date Prepared: 2/12/10
PROGRAM NAME: Free Shakespeare in Sanborn Park
PERFORMANCE MEASUREMENT WORKSHEET
GOAL:
SSTC’s goal for this request is to enhance the quality of life in Saratoga by providing low cost
access to the performing arts to its residents and residents of the Silicon Valley.
OBJECTIVE (1):
Our objective is to provide 22 performance of
two of Shakespeare’s plays free to the public in
Sanborn Park from July 30th – September 5th,
2010. One of our primary strategic goals is to
make Saratoga residents aware of our free
program and engage them as audience members
and elevate them to donor/investors or
volunteers in the organization.
OUTCOME (1):
Increase overall attendance at our performances
in 2010. We are hoping to double the Saratoga
and Monte Sereno segment of our audience to
approximately 600 or 20%.
Increase community investment by Saratoga
residents by informing them of volunteer and
donor-investor opportunities. Better community
involvement should lead to a stronger
organization with better fundraising power to
support its programs
OBJECTIVE (2):
OUTCOME (2):
FY 2010-2011 CITY OF SARATOGA
COMMUNITY GRANT & CDBG
STANDARD APPLICATION
DATE: February 11, 2010____
Please refer to the Application Instructions Sheet for details on the following questions. Please
limit your answers to one paragraph per question
1) Applicant Organization/Agency Name: Wildlife Center of Silicon Valley
Agency Address: 3027 Penitencia Creek Road, San Jose, CA 95132
Executive Director: Larry L. Stites, Interim Executive Director
Phone: 408-929-9453 Fax: 408-928-5853 E-Mail: info@wcsv.org
Agency is a Faith Based Organization: ____ Yes _X No
2) Program Title: Wildlife rehabilitation and release and wildlife education and outreach
Program Address: 3027 Penitencia Creek Road, San Jose, CA 95132
Contact Person/Title: Larry L. Stites, Interim Executive Director
Phone: 408-929-9453 Fax: 408-928-5853 E-Mail: info@wcsv.org
3) City of Saratoga grant funds requested this year (FY10/11): $4,212.00
4) City of Saratoga grant funds requested in the past:
The Wildlife Center of Silicon Valley requested grant funds of $4,000 for each of
FY2005/2006 and FY2006/2007 and $4,212 for each of the fiscal years from
FY2007/2008 through FY2009/2010.
City of Saratoga grant funds received in the past:
The Wildlife Center of Silicon Valley (WCSV) received grant funds of $4,000 for each of
FY2005/2006 and FY2006/2007 and $4,212 for each of the fiscal years from
FY2007/2008 through FY2009/2010. WCSV also received $2,000 for each of the fiscal
years from FY2005/2006 through FY2009/2010 as part of the City of Saratoga’s contract
with San Jose Animal Care and Services.
5) Program description and number of unduplicated clients served:
The Wildlife Center of Silicon Valley (WCSV) provides high quality care and
rehabilitation to some 4,000 injured, sick and orphaned local birds and mammals annually
representing more than 100 species. The WCSV is the only wildlife rehabilitation facility
available to many of the animals in Silicon Valley, and it is one of the most efficient and
cost effective wildlife rehabilitation facilities in the entire Bay Area. The primary goal of
our care and rehabilitation efforts is to release as many animals as possible back into the
wild. In addition, we respond to a wide range of questions about wildlife and through
education programs, foster a positive coexistence between the general public and wildlife
and encourage an interest in and concern for wildlife conservation issues.
The WCSV provides its services to any resident of the City of Saratoga at no charge.
We’re not able to estimate the number of Saratoga residents who will be requesting our
services since we only respond to requests. Historically, Saratoga residents have brought
FY 2010-2011 CITY OF SARATOGA
COMMUNITY GRANT & CDBG
STANDARD APPLICATION
us around 100 animals per year, and we’ve responded to some 175 to 200 telephone and
e-mail inquiries.
6) Program purpose and objectives:
The Wildlife Center of Silicon Valley (WCSV) provides high quality care and
rehabilitation to some 4,000 injured, sick and orphaned local birds and mammals annually
representing more than 100 species. The primary goal of our care and rehabilitation
efforts is to release as many animals as possible back into the wild thereby mitigating to
some extent some of the adverse environmental impacts of urbanization. In addition, we
respond to a wide range of questions about wildlife and through education programs,
foster a positive coexistence between the general public and wildlife and encourage an
interest in and concern for wildlife conservation issues.
7) Program management:
The Wildlife Center of Silicon Valley (WCSV) currently has three full-time employees.
Two of the employees manage the wildlife rehabilitation program and the third employee
is responsible for volunteer recruitment, education and coordination; education and
outreach; animal intake and responses to public inquiries. An additional animal care staff
person will be employed from March through August 2010 when WCSV will be
operating 12 hours per day, seven days a week. The WCSV has some 175 volunteers
participating in its wildlife rehabilitation and education/outreach programs during its peak
and a few other volunteers assisting with administration and maintenance. Animal care
volunteers generally commit to one four-hour shift per week and volunteers contribute a
total of almost 30,000 hours per year. The Interim Executive Director, a full-time
volunteer, along with the Board of Directors are responsible for the overall management
of the WCSV.
8) Agency description and experience:
Since 1993, the Wildlife Center of Silicon Valley (WCSV) has been providing high
quality care and rehabilitation to injured, sick and orphaned wildlife in Silicon Valley.
The WCSV is the only wildlife rehabilitation facility available to many of the animals in
Silicon Valley, and it is one of the most efficient and cost effective in the entire Bay Area.
The primary goal of our care and rehabilitation efforts is to release as many animals as
possible back into the wild. In addition, we respond to a wide range of questions about
wildlife and through education programs, foster a positive coexistence between the
general public and wildlife and encourage an interest in and concern for wildlife
conservation issues. This service has been provided to the residents of the City of
Saratoga since 1999.
The WCSV mission statement is: “To provide high quality care and rehabilitation of
injured, sick and orphaned wildlife within the Silicon Valley community. Through
educational programs, we foster a positive coexistence between the general public and
wildlife and encourage an interest in and concern for wildlife conservation issues.”
FY 2010-2011 CITY OF SARATOGA
COMMUNITY GRANT & CDBG
STANDARD APPLICATION
The 2008 Federal Form 990-EZ (the most recent available) is included as part of this
application along with the preliminary internal calendar year 2009 Financial Statements.
9) Audit information:
The Wildlife Center of Silicon Valley does not have an annual financial audit.
10) Sources of funds anticipated for this project:
The Wildlife Center of Silicon Valley (WCSV) receives the majority of its operating
funds from private donations. It also receives service fees from nine cities whose
residents avail themselves of WCSV’s services. A third source of operating funds is from
investments and occasional grants. Capital funding is usually received from restricted
grants.
SOURCE AMOUNT STATUS
Private donations $137,400 Uncommitted
Service fees $121,711 Uncommitted/pending approval
Grants $ 3,000 Uncommitted
Investment income $ 2,115 Uncommitted
TOTAL $264,226
11) Budget: Please use the attached worksheet.
12) Performance Measurements: Please use the attached worksheet.
13) Outreach:
The Wildlife Center of Silicon Valley (WCSV) advises area residents and the general
public of its services primarily through newspaper articles and other media. Often the
information relates to the care of animals it receives. People who bring animals to the
WCSV for care and/or who make contributions receive a newsletter about the activities of
the organization twice a year. We also respond to a wide range of questions about
wildlife and through education presentations to school, neighborhood and community
groups, foster a positive coexistence between the general public and wildlife and
encourage an interest in and concern for wildlife conservation issues. Whenever possible,
we include one of our two education animals in our wildlife presentations.
14) Leveraging:
The following schedule shows the actual Sources of Funding received for each of the last
five calendar years (2005 through 2009) and the projected Sources of Funding for the
current calendar year, 2010. The percentage of total expenses represented by each source
of funding is also shown.
FY 2010-2011 CITY OF SARATOGA
COMMUNITY GRANT & CDBG
STANDARD APPLICATION
WILDLIFE CENTER OF SILICON VALLEY
SOURCES OF FUNDING BY YEAR FOR THE YEARS 2005 THROUGH 2009
CY2005
CY2006
CY2007
CY2008
CY2009
CY2010
(Projected)
SOURCES OF FUNDING
Service Fees (Note A)
Saratoga
6,000
6,000
6,212
6,212
6,212
6,212
Other cities (8) 93,783
108,549
128,907
122,341
101,605
115,499
Total-Service
Fees 99,783
114,549
135,119
128,553
107,817
121,711
Individual Donations 202,772
159,897
173,868
138,662
140,623
137,400
Estates and Bequests 0
24,567
76,056
104,865
3,327
0
Grants
5,730
2,450
2,750
500
500
3,000
Investment and Other
Income 1,504
4,172
8,256
10,420
11,097
2,115
Total Income 309,789
305,635
396,049
383,000
263,363
264,227
FUNDING AS % OF TOTAL EXPENSES
Service Fees (Note A)
Saratoga
2.5%
2.3%
2.7%
3.0%
2.5%
2.2%
Other cities (8) 39.2%
41.9%
55.2%
59.8%
41.7%
41.4%
Total-Service
Fees 41.7%
44.2%
57.9%
62.9%
44.2%
43.6%
Individual Donations 84.8%
61.7%
74.5%
67.8%
57.7%
49.2%
Estates and Bequests 0.0%
9.5%
32.6%
51.3%
1.4%
0.0%
Grants
2.4%
0.9%
1.2%
0.2%
0.2%
1.1%
Investment and Other
Income 0.6%
1.6%
3.5%
5.1%
4.6%
0.8%
NOTE A--Almost all of the variation in the service fees between years is due to the timing of some payments, particularly
payments received on a monthly or quarterly basis. Services fees by fiscal year are shown below.
FY2005/2006
FY2006/2007
FY2007/2008
FY2008/2009
FY2009/2010
FY2010/2011
SERVICE FEES ON A FISCAL YEAR BASIS
(Projected)
Saratoga
6,000
6,000
6,212
6,212
6,212
6,212
Other cities (8) 114,476
118,215
118,555
118,850
107,469
107,469
FY 2010-2011 CITY OF SARATOGA
COMMUNITY GRANT & CDBG
STANDARD APPLICATION
Total-Service
Fees 120,476
124,215
124,767
125,062
113,681
113,681
15) Cost / Benefit Analysis:
The following schedule shows the actual Cost per Animal for the animals received in
each of the last five calendar years (2005 through 2009) and the projected cost for the
current calendar year, 2010. It also shows the service fees received in each of the years
2005 through 2009 and requested for the year 2010 from the City of Saratoga and the
percentage those fees represent of total expenses. The percentages of total services
received by the residents of Saratoga both for animal care and wildlife telephone inquiries
are also reported.
16) Target Beneficiaries:
The following schedule shows the number of residents who received direct services from
the Wildlife Center of Silicon Valley (WCSV) for each of the years 2005 through 2009.
In addition, during 2009, the WCSV held two education presentations in the City of
Saratoga, which were attended by a total of 65 residents (representing approximately
3.6% of the education/outreach program).
WILDLIFE CENTER OF SILICON VALLEY
COST PER ANIMAL AND SUMMARY OF SERVICES RECEIVED
BY SARATOGA RESIDENTS BY YEAR FOR THE YEARS 2005 THROUGH 2010
CY2005
CY2006
CY2007
CY2008
CY2009
CY2010
(Projected)
Total Expenses 239,096
258,964
233,347
204,527
243,708
279,216
Total Animals Received 4,833
3,862
4,083
4,388
4,136
4,200
Cost per Animal Received 49.47
67.05
57.15
46.61
58.92
66.48
Service Fees Received/Requested from
Saratoga 6,000
6,000
6,212
6,212
6,212
6,212
Saratoga Service Fees as % of Total
Expenses 2.5%
2.3%
2.7%
3.0%
2.5%
2.2%
Services Received by Saratoga
Animals as % of Total Animals
Received 2.4%
1.7%
1.5%
2.1%
2.4%
2.2%
Telephone Inquiries as % of Total
Telephone Inquiries
not
available
2.6%
3.8%
3.4%
3.6%
3.5%
FY 2010-2011 CITY OF SARATOGA
COMMUNITY GRANT & CDBG
STANDARD APPLICATION
WILDLIFE CENTER OF SILICON VALLEY
SARATOGA RESIDENTS SERVED BY YEAR FOR THE YEARS 2005 THROUGH 2009
CY2005
CY2006
CY2007
CY2008
CY2009
Animals Received from Saratoga
Residents 117
65
61
94
98
Wildlife Inquiries from Saratoga
Residents
93
211
177
184
Following is a listing of the animals received from the residents of Saratoga for the year 2009.
Category Species Total
Birds American Crow 9
American Goldfinch 1
American Robin 1
Anna's Hummingbird 4
Bewick's Wren 5
Black-headed Grosbeak 1
Brandt's Cormorant 1
Brewer's Blackbird 1
Brown Thrasher 1
Brown-headed Cowbird 2
California Gull 2
California Quail 1
Cooper's Hawk 2
Dark-eyed Junco 2
Domestic Duck 1
European Starling 3
Herring Gull 1
House Finch 5
House Sparrow 1
House Wren 1
Mallard 2
Mourning Dove 6
Red-tailed Hawk 1
Rock Pigeon 1
Vaux's Swift 1
Birds Total 56
Mammals Black-tailed Deer 3
Brush Rabbit 5
California Ground Squirrel 1
Eastern Fox Squirrel 2
Eastern Gray Squirrel 19
FY 2010-2011 CITY OF SARATOGA
COMMUNITY GRANT & CDBG
STANDARD APPLICATION
Raccoon 5
Roof Rat 1
Striped Skunk 2
Townsend's Mole 1
Virginia Opossum 1
Wood Rat 2
Mammals Total 42
Grand Total 98
BUDGET
AGENCY NAME: Wildlife Center of Silicon Valley____ Date Prepared: February 11, 2010__
PROGRAM NAME: Wildlife care and rehabilitation and wildlife education and outreach______
SPECIFIC ACTIVITIES BUDGET AMOUNT
(CALENDAR YEAR
2010)
Animal Care and Rehabilitation
Personnel expenses
$115,167
Food, medicine and supplies
43,000
Facilities maintenance and security
10,500
Other animal care and rehabilitation expenses
6,500
Education and Outreach (including newsletter)
8,400
Program Support
Personnel expenses
54,249
Utilities
24,100
Other program support expenses
17,300
TOTAL PROGRAM EXPENSES
$279,216
PERFORMANCE MEASUREMENTS
AGENCY NAME: Wildlife Center of Silicon Valley____ Date Prepared: February 11, 2010 ___
PROGRAM NAME: Wildlife care and rehabilitation and wildlife education and outreach________
PERFORMANCE MEASUREMENT WORKSHEET
GOAL:
To provide high quality care and rehabilitation to the injured, sick and orphaned wildlife that are
brought to our facility.
To conduct education and outreach programs that help area residents develop a better understanding
of and respect for local wildlife and avoid and/or resolve potential wildlife/human conflicts.
OBJECTIVE (1):
To provide the most appropriate and effective
care possible to the injured, sick and orphaned
wildlife that are brought to our facility.
OUTCOME (1):
To release back into the environment as many as
possible of the injured, sick and orphaned
wildlife we receive for care.
OBJECTIVE (2):
To continue to develop the volunteer resources
that will enable us to conduct as many education
and outreach programs as possible.
OUTCOME (2):
To increase the number of wildlife education
presentations and the number of local
community events in which we participate
commensurate with the number of volunteers we
can train to lead these events, thereby reaching a
greater number of residents.
FY 2010-2011 CITY OF SARATOGA
COMMUNITY GRANT & CDBG
STANDARD APPLICATION
DATE: January 25, 2010
Please refer to the Application Instructions Sheet for details on the following questions. Please
limit your answers to one paragraph per question
1) Applicant Organization/Agency Name: Catholic Charities of Santa Clara County
Agency Address: 2625 Zanker Road, Suite 200, San Jose, CA 95134-2107
Executive Director: Gregory Kepferle
Phone: (408) 325-5114 Fax: (408) 944-0275 E-Mail: gkepferle@catholiccharitiesscc.org
Agency is a Faith Based Organization: __√__ Yes ____ No
2) Program Title: Long Term Care Ombudsman Program
Program Address: 2625 Zanker Road, Suite 200, San Jose, CA 95134-2107
Contact Person/Title: Wanda Hale, Program Manager
Phone: (408) 325-5269 Fax: (408) 944-0776 E-Mail: whale@catholiccharitiesscc.org
3) City of Saratoga grant funds requested in the past: $5,000 for Fiscal Year 09-10
4) City of Saratoga grant funds received in the past: $5,000 for Fiscal Year 09-10
General Fund
5) Program description and number of unduplicated clients served:
The LTC Ombudsman Program and its services are distinctive in purpose and scope and unduplicated in
Santa Clara County. The Program specifically serves residents in long term care facilities with
unimpeded legal and confidential access to these residents 7 days a week. Ombudsmen partner with
residents, their families, long term care facilities, community organizations and other interested parties to
improve the quality of life for long term care residents. Living in a long term care facility is often not the
first choice for anyone but for residents who have to live in a facility it is important that they know their
rights. Each resident has the right to shape their own long term care experience. Often, long term care
residents lack the ability to exercise their rights, or voice complaints about their circumstances.
288
The Program will accomplish our goals for fiscal year 10-11, by conducting a minimum
of 44 unannounced site visits to licensed Saratoga long term care facilities during which we will
make contact with a minimum of 288 unduplicated residents.
LTC Ombudsmen will observe the environment and monitor conditions in long term care
facilities and work to improve the delivery of long term care services. Issues regarding residents’
rights, unmet needs will be handled and resolved effectively while maintaining resident and
complainant confidentiality
6) Program purpose and objectives: ___________________________________________
The Long Term Care Ombudsman Program was developed in response to widely reported
concerns that our most frail and vulnerable citizens, those living in long term care facilities, were
subject to abuse, neglect, and substandard care. The majority of residents are in long term care
facilities because they have physical and/or mental illnesses and chronic conditions. The goal of
Ombudsman unannounced regular visits is the improvement of the quality of care and life in the
FY 2010-2011 CITY OF SARATOGA
COMMUNITY GRANT & CDBG
STANDARD APPLICATION
long term care facility. Residents must rely on the staff to help them meet their physical needs.
Quality of care needs are services and activities to attain or maintain the highest practicable
physical, mental, and psychosocial well-being of each resident. Quality of life requires a facility
to care for its residents in such a manner and in an environment that will promote maintenance or
enhancement of the life of each resident. An Ombudsman sees that these “quality of care” and
life needs are being met.
The LTC Ombudsman Program and its services are distinctive in purpose and scope and
unduplicated in Santa Clara County. Ombudsmen protect and help improve the quality of life and
care for the frailest of our senior and disabled population.
The Long Term Care Ombudsman Program has a unique role. The Program specifically
serves residents in long term care facilities with unimpeded legal and confidential access to these
residents 7 days a week. As independent advocates, the Long Term Care Ombudsman Program
is the only certified, unrestricted organization that can go into long term care facilities on a
resident’s behalf. The resident is at the center of the provision of long-term care services as a
consumer. The Ombudsman Program reinforces the centrality of the resident. The care setting
in which the vulnerable and dependent resident is placed has its own priorities and constraints.
The balance of power is tilted towards the provider, and one of the functions of the Long-term
care Ombudsman is to correct this tendency. The effect of cumulative visitation, at unannounced
times throughout a year, raises the level of staff accountability to care for all of the residents.
Ultimately the goal of such visits is the improvement of the quality of care and life in that
facility.
Ombudsmen have a combination of functions including visitation, complaint and crisis
response and advocacy. Ombudsmen, reach out to residents who may be unable to speak for
themselves, and are surrounded by real and illusionary barriers between themselves and the
community. State-certified Ombudsmen provide a personalized approach to service delivery. One
of the results of repeated visiting is the building of trust with residents so they will be willing to
confide in the Ombudsman. Regular contact with residents makes residents more likely to
express concerns that might not otherwise surface. These visits must be done with confidence,
focus, and all senses engaged in order to detect issues that may affect the quality of care and the
quality of life of the residents.
During grant year 10-11, the Program will accomplish our goals by conducting a
minimum of 44 unannounced site visits to licensed Saratoga long term care facilities during
which we will make contact with a minimum of 288 unduplicated residents. Through response to
all consumer telephone inquiries and 1 Community Education presentation, the Ombudsman
Program will partner with residents, their families, long term care facilities, community
organization and other interested parties to provide information and referral on issues and
concerns impacting long term care residents.
7) Program management: ___________________________________________________
As advocates, LTC Ombudsmen are accountable to the residents served. An advocacy
perspective starts with the resident and attempts to examine services through the eyes of the
resident. As advocates, Ombudsmen are accountable to the residents served. The effectiveness
of the Ombudsman system should be measured by its responsiveness to residents needs.
FY 2010-2011 CITY OF SARATOGA
COMMUNITY GRANT & CDBG
STANDARD APPLICATION
The Program records are analyzed to measure the strength of our presence at facilities and
availability to residents and other concerned parties. The effectiveness of an Ombudsman is
largely dependent on his or her ability to make regular visits to their assigned facilities. On a
monthly basis Ombudsmen are required to submit a Monthly Activity Summary Report
documenting number of facility visits, number of unduplicated resident contacts, and hours.
Ideally, the Ombudsman approaches a complaint from the resident’s perspective, with the
resident’s satisfaction the foremost goal in resolving the complaint. Ombudsmen submit
Case/Complaint Investigation Forms for each complaint opened, investigated, and the
disposition/resolution identified. This documentation is reviewed and analyzed in relationship to
measurable objectives. The Program Manager will review objectives and activity plan on a
quarterly basis in order to assign Ombudsmen and resources to maximize the potential of the
Program to individual residents.
The Program is monitored by 12 other cities, the Council on Aging (Area Agency of
Aging), Catholic Charities and the Office of the State Long Term Care Ombudsman. These
measurement tools will determine how well we are meeting our goals and whether we are
effective in our advocacy.
Catholic Charities of Santa Clara has administered the Long Term Care Ombudsman
Program in Santa Clara County since 1981. At the present time, the experience of the
Ombudsman assigned to this Saratoga activity ranges from 14 to 2 years. Staff have
backgrounds in Health Science, Healthcare Administration, Marriage and Family Therapy, Social
Welfare and Public Health. The Program Manager oversees daily operations, including the
monitoring of facility coverage and complaint investigation by certified Ombudsmen. Field
Ombudsmen (staff and volunteer) receive, identify, investigate, and seek resolution of complaints
made by or on behalf of residents in long term care facilities. This Ombudsman’s focus is
advocacy for the institutionalized. The Program Assistant’s primary purpose is to provide
comprehensive administrative support services to Ombudsmen, and to conduct detailed
telephone intake of complaints and reports of elder/dependent adult abuse. The Volunteer
Coordinator recruits, trains, and administers the volunteer component of the Program.
Currently there are 31 Certified Ombudsman volunteers. Volunteers are a central part of the
Long Term Care Ombudsman Program as a corps of specially trained and certified citizen
volunteers. Many volunteers are retired professionals from various fields. Ombudsman
volunteers are special. They are asked to make a significant commitment to the Program, not
only in terms of training, on going in-services but through weekly contact with residents, travel
and reporting requirements. Dedicated Ombudsmen volunteers spend an average of four to six
hours a week in each of their assigned facilities advocating for residents. During fiscal year 08-
09, Santa Clara County certified Ombudsman volunteers donated more than 4,800 hours to the
Program.
The heart of the LTCOP is the visible volunteer representative working out in the
community. To become a certified LTC Ombudsman requires: successful completion of 36-hour
classroom training program, plus a minimum of 10 hours of field internship supervised by an
experienced certified Ombudsman, and passing a California Department of Justice and Federal
Bureau of Investigation criminal background clearance.
FY 2010-2011 CITY OF SARATOGA
COMMUNITY GRANT & CDBG
STANDARD APPLICATION
The Program is a professional program with volunteers at the core. The Program recruits
Ombudsman volunteers to make site visits to long term care facilities, interview residents,
receive, identify, investigate and resolve complaints, and witness Advance Health Care
Directives. To maintain certification, Ombudsmen annually complete 12 hours of continuing
education provided by the local program and compliance with State and local program protocols.
Ombudsmen are supported by a network of fellow Ombudsmen, Program Manager, Volunteer
Coordinator and the CA State Office of the Long Term Care Ombudsman (OSLTCO). The
adoption of the volunteer service model stems primarily from the belief that a community
presence in a long term care facility has a direct, positive correlation with the quality of life in an
institutional setting.
Each year, the Program conducts a minimum of 2 recruitment campaigns to increase our
volunteer base and to combat natural attrition rates. Current Ombudsman volunteers have
backgrounds as physicians, nurses, educators, real estate managers, accountants, clergy, and
social services. The Long Term Care Ombudsman Program is an extremely professional and
highly cost effective with volunteers being the core of the program. The In-Kind value for
trained and certified Long Term Care Ombudsman volunteer services in 2008/2009 was over
$87,000.
One volunteer is a Saratoga resident. Two volunteers are currently assigned to Saratoga
facilities. The two volunteers assigned to Saratoga facilities are retired individuals with
professional backgrounds as a physician and licensed marriage and family therapist.
8) Agency description and experience: ________________________________________
Catholic Charities serves and advocates for families and individuals in need, especially those
living in poverty. Rooted in gospel values, we work to create a more just and compassionate
community in which people of all cultures and beliefs can participate. Catholic Charities
clientele include frail elderly, youth-at-risk, single parent and kinship care families, individuals
with disabilities and mental illness, and those newly settled in this county. Catholic Charities
has been serving Santa Clara County for more than 50 years.
Catholic Charities offers a wide variety of Programs to help families and individuals. The
Long Term Care Ombudsman Program, within the Older Adult Services division, serves
individuals who due to frailty or chronic illness, and the need for twenty four hour care and
supervision, are unable to live or be cared for in their own homes and reside in licensed long term
care facilities.
Federal and State laws mandate that Ombudsmen are available to elderly residents of
long-term care facilities in order to ensure care provided meets minimum standards required.
The Long Term Care Ombudsman Program at Catholic Charities holds the contract to deliver
these services in Santa Clara County.
Catholic Charities of Santa Clara County has administered the LTC Ombudsman Program
in Santa Clara County since 1981. At the present time, the experience of the LTC Ombudsmen
assigned to this activity range from 15 to 2 years. The program is established, staffed and ready
to provide services on July 1, 2010.
FY 2010-2011 CITY OF SARATOGA
COMMUNITY GRANT & CDBG
STANDARD APPLICATION
9) Audit information: _______________________________________________________
The agency audit for Fiscal Year 08-09 was completed on September 30, 2009 by Berger/Lewis
Accountancy Corporation, 99 Almaden Blvd., Suite 600, San Jose, CA 95113. The audit and
annual report are available as a download on Catholic Charities website, Catholiccharitiesscc.org
Agency audit and management letter will be submitted as separate attached file with application.
10) Sources of funds anticipated for this project: _________________________________
For fiscal year 2010-2011, the Program is submitting funding requests to six (6) other cities.
Renewal application will be submitted to the Council on Aging Silicon Valley for federal Older
Americans Act funds. The Program anticipates renewal of a multiple year contracts with seven
(7) other cities/town. The Program anticipates renewal of Governor’s imitative to provide state
funding for volunteer recruitment and retention. The Program continues to explore and apply for
other private foundation grants that fund programs serving seniors and/or the disabled in long
term care facilities.
Source of Income Amount
City of Saratoga 5,000
12 Other Cities/Towns 106,787
Federal / Old Americans Act 96,533
Governor’s Initiative /State 64,911
Catholic Charities Community Contribution 20,080
Total 293,311
11) Budget: Please use the attached worksheet. Completed
12) Performance Measurements: Please use the attached worksheet. Completed
13) Outreach: ______________________________________________________________
All our clients are residents in licensed long term care facilities. The Program sees clients at
their place of residence, i.c. Saratoga’s licensed long term care facilities. Regular visitation and
outreach enables clients to be aware of our services.
Federal law requires each long term care facility to display information on how to contact the
LTC Ombudsmen. Each facility is legally required to place a state approved poster with the LTC
Ombudsman Program’s local telephone number and the 24 hour 800 CRISISline number in a
conspicuous location, visible to all residents, family members and visitors. Posters are bilingual in
English and Spanish. In the Nursing Facilities the law requires 4 such posters in specific
locations. In Residential Care Facilities for the Elderly/Assisted Living (RCFEs) the requirement
is for only one poster. Our Program brochure is available in English and Spanish. Ombudsmen
FY 2010-2011 CITY OF SARATOGA
COMMUNITY GRANT & CDBG
STANDARD APPLICATION
are available to make diverse educational presentations to community groups, to resident and
family councils, and to conduct in-service training for the staff of facilities.
The LTC Ombudsman Program is listed with community agencies that provide information
and referral such as 211 of Santa Clara County (County-Wide information system) , Council on
Aging Senior Services Directory, Peninsula Stroke Association Resource Guide and the Catholic
Charities Program Brochures. All these sources also have web listings for the LTC Ombudsman
Program. LTC Ombudsmen are available to make education presentations to community groups,
to resident councils and family councils, and to conduct in-services for the staff of facilities.
Ombudsman staff members are active in community organizations and network with
other senior service providers to increase awareness of the Program. LTC Ombudsmen staff are
members of Santa Clara County Elder Death Review Committee, Santa Clara County Elder
Abuse Task Force, Gerontology Social Work Team, Senior Care Commission and California
Long Term Care Ombudsman Association. The program has Memorandums of Understanding
(MOUs) with Senior Adult Legal Assistance (SALA), Retired and Senior Volunteer Program,
CA Department of Public Health, Licensing and Certification, and CA Department of Social
Services Community Care Licensing. The program’s systemic advocacy is coordinated with other
broad based coalitions. These relationships have been ongoing and the MOUs facilitate
comprehensive service to our vulnerable clients.
Ombudsman volunteer opportunities are listed on a number of websites. Active listings for
Ombudsman volunteer position can be found on Volunteer Match, United Way volunteer
listings, Disney Parks “Give a Day Get a Day” promotion and the Catholic Charities website.
14) Leveraging: _____________________________________________________________
Source
Estimated Dollar
Amount Status Term
City of Campbell 5,800 Pending RFP 10-11
City of Cupertino 3,200 Pending RFP 10-12
City of Gilroy 5,000 Year 2 of 2 year contract 09-11
City of Los Altos 3,744 Year 2 of 2 year contract 09-11
Town of Los Gatos 7,370 Year 2 of 2 year contract 09-11
City of Milpitas 5,000 Pending RFP 10-11
City of Morgan Hill 4,500 Pending RFP 10-11
City of Mt. View 8,000 Year 2 of 2 year contract 09-11
City of Palo Alto 5,000 Year 2 of 2 year contract 09-11
City of San Jose 41,000 Pending RFP 10-12
City of Santa Clara 8,400 Year 2 of 2 year contract 10-11
City of Saratoga 5,000 Pending RFP 10-11
City of Sunnyvale 9,775 Year 2 of 2 year contract 09-11
Federal OAA 96,533 Projected 09-11
Gov. Initiative 64,911 Projected 09-11
Catholic Charities
Community Contribution 20,080
Projected
09-11
Total:293,313
FY 2010-2011 CITY OF SARATOGA
COMMUNITY GRANT & CDBG
STANDARD APPLICATION
15) Cost / Benefit Analysis: ___________________________________________________
Total Program
Costs
Total Clients
Served
Cost Per Client Saratoga Funding
Requested
Saratoga %o f
Total Costs
293,313 10,293 28.50 5,000 <2%
Saratoga cost per client is $17.36
16) Target Beneficiaries: _____________________________________________________
The target population of the program is the “Frail elderly” a High Priority group who are
generally low-income seniors and/or disabled individuals who are considered a special needs
group. All our clients are residents in licensed long term care facilities.
Saratoga Residents to
be served
% of Total Clients to
be served
Saratoga Low Income
Clients (0-80%) of
County Median
Income
% of Saratoga Clients
288 <3% 164 57%
BUDGET
AGENCY NAME: Catholic Charities of Santa Clara County Date Prepared: January 22, 2010
PROGRAM NAME: Long Term Care Ombudsman Program
Proposed Project Operating Expenses Annual Total Project Cost
2010-11
Personnel Services 174,848
Fringe Benefits 43,718
Indirect Admin Staff Cost 29,067
Office Supplies 2,390
Communication / IT Support 7,547
Printing & Advertising 4,200
Travel 4,800
Occupancy & Utilities 19,474
Postage 1,270
Insurance 1,903
Organization Dues 425
Audit (CDBG Portion only) 1,086
Other (specify) Volunteer training costs 2,585
Total Operating Expenses $293,313
PERFORMANCE MEASUREMENTS
AGENCY NAME: Catholic Charities of Santa Clara County Date Prepared: January 22, 2010
PROGRAM NAME: Long Term Care Ombudsman Program
PERFORMANCE MEASUREMENT WORKSHEET
GOAL:
The mission of the Long Term Care Ombudsman Program is to seek resolution of problems and
advocate for the rights of residents in long term care facilities with the goal of enhancing the quality
of life and care for residents in these facilities. The Ombudsman Program promotes the interest,
well being and rights of Saratoga’s long term care facility residents. Ombudsmen help residents and
their families and friends understand and exercise the rights they are guaranteed by law, both at the
federal and state level.
OBJECTIVE (1):
Ombudsman Presence
Ombudsman visitation will promote the interest,
well being and rights of Saratoga long term care
facility residents. Ombudsman will observe the
environment and monitor conditions in long
term care facilities and work to improve the
delivery of long term care services.
OUTCOME (1):
The Program will demonstrate and maintain an
ongoing visibility through trained, certified
Ombudsmen. Regular contact through 44
unannounced site visits and contact with 288
Saratoga unduplicated residents will build trust,
visibility and clarity of purpose, making
residents more likely to express concerns that
might not otherwise surface
OBJECTIVE (2):
Outreach and Education
Ombudsmen are available to make diverse
education presentations to community groups, to
resident councils and family councils, and to
conduct in-services for the staff of long term
care facilities. Frequently requested topics
include residents’ rights, dignity and respect,
elder abuse, Advance Health Care Directive and
LTC Ombudsman Program services.
OUTCOME (2):
The Program is a resource for residents, family
members and the community on issues and
concerns impacting long term care residents,
long term care trends/innovations and/or
connected with aging.
FY 2010-2011 CITY OF SARATOGA
CDBG SUPPLEMENTAL
Name of Applicant Organization: Catholic Charities of Santa Clara County
Name of Program: Long Term Care Ombudsman Program
Please complete the following questions in addition to the Standard Application to determine additional
requirements for CDBG eligibility:
1. Please complete the following tables with the number of recipients for each category:
See question 2 on next page.
1 The Urban County includes the unincorporated portions of the County of Santa Clara and the cities of
Campbell, Los Altos, Los Altos Hills, Los Gatos, Monte Sereno, Morgan Hill, and Saratoga.
2 Based on the attached FY 2008 HUD Income Limits for Santa Clara County
3 The 2005-2010 Urban County Consolidated Plan is available online at http://www.saratoga.ca.us/ by
clicking on the CDBG grant link under In The Spotlight on the right hand side of the webpage
Number of Unduplicated Beneficiaries
City No.
Campbell 301
Los Altos 468
Los Altos Hills 0
Los Gatos 957
Monte Sereno 0
Morgan Hill 285
Saratoga 388
Unincorporated Santa Clara County 33
Outside the Urban County 1 7,861
Total unduplicated beneficiaries
10,293
Number of Urban County
unduplicated beneficiaries at or below
current county-wide median income 2
Income Category No.
0-30% (Extremely low) 1,080
31-50% (Very Low) 96
51-80% (Low) 576
FY 2010-2011 CITY OF SARATOGA
CDBG SUPPLEMENTAL
2. How does the purpose and objectives of the proposed program meet the Urban County’s CDBG
funding objectives with regard to either the Urban County Priority Needs or the Urban County Non-
Housing Community Development Needs as described in the Consolidated Plan 3
?
The target population of the Program is the “frail elderly” who are generally low-
income seniors and/or disabled individuals who are considered a special needs group. Page
56 of the consolidated plan states “a significant segment of the senior population has one or
more conditions that affect major life functions, their ability to care for themselves.” Our
clients are all residents in Saratoga licensed long term care facilities who are often the frail,
chronically ill, primarily elderly individuals with physical and/or mental impairments that prevent
them from living independently referenced in the Consolidated Plan as the “frail elderly”.
These individuals often face special challenges due to their physical and/or mental health
issues. This segment of the population is no longer able to live independently or care for
themselves. These residents may be unable to advocate for their own needs and rights due to
their out of home placement. Elderly, Frail Elderly and Persons with Disabilities are all listed
as “High Priority” on page 76 of the Consolidated Plan HUD table 1.
California has a growing aging population. It is projected that as the population ages the
demand for long term care will increase. According to the California HealthCare Foundation’s
report California’s Fragile Nursing Home Industry 2005, “ the number of California residents
age 65 and over is projected to nearly double by 2025 a larger growth rate than any other state
or the United States overall (75 percent). Americans are living longer. In 2001, the life
expectancy was 77.2 years, compared to 75.5 just ten years earlier. The number of California
residents age 85 and older those who are most likely to need extended care at home or in
nursing homes is likely to more than double by the year 2030, when the bulk of the baby
boomers will come of advance age.”
The consolidated plan also references that the senior population will grow as individuals
live longer. The Program conducted surveys of 493 Saratoga long term care residents at the
start of this fiscal year. The survey responses reveal that the average age of the long term care
resident is increasing. Saratoga long term care residents (elderly, frail elderly and persons
with disabilities) who can no longer live interpedently were reported as 98 individuals who are
70-79, 297 who are 80-89 and 87 who are 90+. Over 97% of the respondents are over 70.
This is an increase over last year.
Program services are consistent with the Consolidated Plan. The care setting/ housing
environment in which the vulnerable and dependent resident is placed has its own priorities
and constraints. The Ombudsman Program reinforces the centrality of the resident. The
balance of power is tilted towards the provider, and one of the functions of the Long-term care
Ombudsman is to correct this tendency. The Program will demonstrate and maintain an
ongoing visibility to residents through regular visitation to Saratoga’s long term care facilities.
The effect of cumulative visitation, at unannounced times throughout a year, raises the level of
staff accountability to care for all of the residents. Ultimately the goal of such visits is the
improvement of the quality of care and life in that facility
Certified LTC Ombudsmen provide services with respect for human dignity and the
individuality of the resident unrestricted by considerations of age, social or economic status,
personal characteristic or lifestyle to residents of licensed long term care facilities.
Ombudsman services are free and confidential.
FY 2010-2011 CITY OF SARATOGA
COMMUNITY GRANT & CDBG
STANDARD APPLICATION
DATE: February 12, 2010__________________
Please refer to the Application Instructions Sheet for details on the following questions. Please
limit your answers to one paragraph per question
1) Applicant Name: Saratoga Area Senior Coordinating Council (SASCC)
Agency Address: P.O. Box 3033, 19655 Allendale Avenue, Saratoga, CA, 95070
Executive Director: Susan Huff________________ ________________________
Phone: 408-868-1255 Fax: 408-868-9546 E-Mail: shuff@sascc.org
Agency is a Faith Based Organization: ____ Yes __X__ No
2) Program Title: Saratoga Adult Care Center (ACC)
Program Address: 19655 Allendale Avenue, Saratoga, CA, 95070
Contact Person/Title: Susan Huff , Managing Director
Phone: 408-868-1255 Fax: 408-868-9546 E-Mail: shuff@sascc.org
3) City of Saratoga grant funds requested this year (FY10/11): $37,000
4) City of Saratoga/CDBG funds requested in the past: $35,000 in 09/10; $34,000 in
08/09; $33,000 in 07/08; $37,284 in 06/07; $36,288 in 05/06; $36,288 in 04/05; 36,737
in 03/04; $35,667 in 02/03; $35,500 in 01/02
City of Saratoga/CDBG funds received in the past: $ 36,203 in 09/10; $32,000 in
08/09; $32,000 in 07/08; $33,000 in 06/07; $36,681 in 05/06; $36,288 in 04/05;
$35,366 in 03/04; $35,667 in 02/03; $34,500 in 01/02
5) Program description and number of unduplicated clients served: Saratoga Adult
Care Center is a Social Adult Day Program, which seeks to enhance the quality of life for
area seniors via specific, ongoing supportive services, made available to lower-income
participants. The program serves residents of Saratoga and the surrounding communities
of Campbell, West San Jose and Santa Clara. Program participants require assistance to
complete ADLs and IADLs (activities of daily living and instrumental activities of daily
living) in addition to supervision and care management to promote safety, well-being, and
longevity in their home environment. Participation in our program promotes expanded
opportunity for individualized socialization, structured activities, physical activity and
adaptive exercise, and care management and resources in regards to difficult behaviors,
nutrition, and personal care. Individual care plans are created for each participant to
optimize their benefits from participating in our program. In addition to these core
services, we provide support, respite, and resources to families and caregivers.
The program is open Monday through Friday from 8:30 a.m. to 5:30 p.m. to meet the
needs of caregivers who work outside the home or need respite for other reasons.
Requests to help fund this program are made because it serves mostly very low to
moderate-income seniors. Fees are determined by an individual’s ability to pay, (i.e. a
sliding scale), requiring supplemental funds from outside sources. Adult Day Care
FY 2010-2011 CITY OF SARATOGA
COMMUNITY GRANT & CDBG
STANDARD APPLICATION
Services are an ideal way to care for the needs of frail seniors, often eliminating the need
for institutionalized care, which can substantially reduce the cost for families and the
community as a whole. On an average year the Saratoga ACC will serve a minimum of 50
unduplicated clients. At the halfway mark of the current fiscal year (09-10), already 21 of
those clients reside in Saratoga.
6) Program purpose and objectives: The purpose of the Saratoga Adult Care Center is to
enhance the quality of life for Saratoga and surrounding area seniors via specific, ongoing
supportive services, made available to lower-income participants. The overall goal is to
prevent or delay the institutionalization of severely disabled adults & seniors, enable them
to remain in their homes for as long as possible, improve the quality of life for the
participants; and to improve the quality of life for caregivers via support and respite.
These services incorporate the following objectives:
(1) Provide daily respite care to up to 24 frail and less independent participants from the
West Valley Area of Santa Clara County.
(2) Prevent or delay institutionalization of individuals who require considerable personal
assistance.
(3) Provide socialization, instruction and structured activities such as exercise, crafts,
skill development and nutritious meals daily for the less independent elderly in a
licensed care facility.
(4) Continue to facilitate caregiver support groups twice monthly in cooperation with the
Alzheimer’s Association and provide similar support services to local churches and
civic organizations of the West Valley area.
(5) Provide respite and improve quality of life for caregivers and eliminate or delay the
high emotional and financial cost of custodial care.
(6) Continue utilizing volunteer services to help contain Center costs.
(7) Maintain minimum enrollment of approximately 380 participants each month.
(8) Increase funding base through local resources, participant fees and fund raising events
in an effort to reduce dependence on City and county funding. Due to the low-income
status of the population served and the service-intensive nature of the program,
becoming self-supporting is not feasible at this time.
As stated above, the overall goal is to prevent or delay the institutionalization of the frail
elderly, enable them to remain in their homes for as long as possible and improve the
quality of life for the participants and their caregivers. This has remained our goal
throughout our programs history and previous Saratoga CBDG funds have helped us
achieve and maintain that goal along with the high quality of service that we provide to
our clients.
Our utilization demonstrates and validates the need and demand for our unique services.
Our accomplishments over the past year, reached with the help of Saratoga CBDG funds are:
FY 2010-2011 CITY OF SARATOGA
COMMUNITY GRANT & CDBG
STANDARD APPLICATION
• Supported all of the Adult Care’s ongoing efforts mentioned above to support families
and participants
• Allowed for the continuous operation of all of our programs, including our exercise and
music programs, during the summer months when they are not subsidized by West Valley
College.
• Helped us to avoid further draws from our investment account which suffered tremendous
loss this past year. This will enable our funds to further grow to help sustain SASCC for
the future.
• Helped us to maintain our social worker and support groups to further assist families of
Adult Care.
• Prevented any reduction of staff or staff hours, so we could continue all of the programs
and services for our clients.
• Allowed us to host more social events for our members.
7) Program management: Both divisions, the Saratoga Adult Care Center and The
Saratoga Senior Center are governed by the SASCC Board of Directors. Additionally, the
Executive Director is responsible for and works closely with both division managers and
staff.
A Program Manager and Assistant Program Manager/Social Worker are responsible for
the day-to-day operations of the Adult Care Center and report directly to the Executive
Director. The Center employs two full-time and five part-time employees, (Program
Manager, Program Assistants, Assistant Program Manager/Social Worker) providing
services of approximately 8,000 hours per year.
The Program Management team oversees activities; the intake, care-planning, and
evaluation components, entertainment and projects. They are responsible for scheduling
all activities, special events and classes for the participants. They direct the center, lead
many of the activities and oversee the Administrative Assistant, Social Worker, and the
Program Assistants who also run activities and assist participants with projects, meals,
toileting and any other special needs that may arise.
Along with the Executive Director and the Social Worker, the Program Manager
evaluates the needs of new potential clients, develops care plans, maintains ongoing
progress reports, and works with families. The program provides exercise routines,
memory training and stimulation through travelogues, crafts, music, a variety of
entertainment, current events, discussions and directed conversation. Special adaptive
exercises and physical skill training are focused on participants who need help with any
disabilities (e.g. stroke, aphasia, Parkinson’s). Healthy snacks are provided and full
nutritious meals are served daily prepared by the Saratoga-Los Gatos Assistance League.
Volunteers and instructors assigned by West Valley College augment the activities and
help keep expenses at a minimum.
All of the staff at the Saratoga Adult Care Center are highly trained, each with many years
of experience working with frail elders. Twenty volunteers supplement the seven paid
FY 2010-2011 CITY OF SARATOGA
COMMUNITY GRANT & CDBG
STANDARD APPLICATION
staff and provide between 575 to 700 hours of service annually. The Executive Director,
Program Manager, and Social Worker also maintain strong public relations with local,
county and state senior organizations and participate in required trainings. They are
involved with public speaking engagements, organizational networking and other
important community events. These efforts have resulted in a highly visible program
where there is frequently a waiting list for prospective participants.
8) Agency description and experience: The Saratoga Adult Care Center (ACC) is a major
program component of the Saratoga Area Senior Coordinating Council (SASCC)
incorporated as a non-profit organization in 1979. SASCC also operates the Saratoga
Senior Center for more active, independent older adults. Recognizing the needs of the
aging population, supported by a community assessment, SASCC opened the Saratoga
Adult Care Center in January of 1988 as the first facility in Santa Clara County designed
and built specifically as an adult care center. It provides much needed respite for
caregivers and promotes a higher quality of life for the participants at much less cost to
both family members and public agencies.
The Saratoga Adult Care Center has steadily increased in number of days open from two
at the onset to five full days weekly by February 1994. During this time, the average
number of families served monthly increased from 9 to 42 at any one time, with well over
350 visits by participants each month. This increased utilization validates the need and
demand for the service. The center serves approximately 18-22 participants per day. This
assures each participant ample one-on-one time with our assistants and volunteers.
Participants come from the surrounding areas of the West Valley Corridor, including
Saratoga, Los Gatos, Santa Clara, Campbell, San Jose, Mt. View, Sunnyvale and
Cupertino.
The Adult Care Center provides licensed, direct care and social adult daycare activities
for severely disabled adults and less independent seniors as well as resources, support and
referrals to their caregivers.
• The daily program offers individualized and structured activities, adaptive exercise and
movement taught by West Valley College instructors and a retired physical therapist,
entertainment and education opportunities, basic health monitoring, assistance with daily
tasks, and assistance with personal care and hygiene. The nutrition program includes a
lunch meal and two snacks. Meals are prepared on-site with fresh, seasonal ingredients.
We are able to provide low-sugar, low-fat, and portion-controlled meals as necessary.
Providing a nutrition program supports health maintenance and a participant’s ability to
“age in place”; providing one meal during the day can reduce the burden caregivers may
feel in planning and preparing meals.
• Individual care planning, family support and collaboration with healthcare professionals
and/or social service professionals is provided for participants and family caregivers
(“caretakers”). Additional services include family counseling through care plan meetings,
community resource referrals, and a monthly caregiver meeting to discuss care strategies,
FY 2010-2011 CITY OF SARATOGA
COMMUNITY GRANT & CDBG
STANDARD APPLICATION
provide a forum for discussion about care-giving issues, and support caregivers in being
informed about care options. Collaboration with other community-based organizations
and transportation services, through Outreach para-transit maximize the benefit to our
clients, family caregivers, and community members.
The SASCC Mission Statement is included in this document.
9) Audit information: The firm of LMGW, Certified Public Accountants, performs annual
audits and reviews (every other year) at a cost to our organization. Please find attached a
copy of our last Audited Financial Statements for the year ending June 30, 2009.
10) Sources of funds anticipated for this project: _________________________________
SOURCE ESTIMATE
STATUS
Saratoga CDBG Grant $37,000 Submitted and Pending
Campbell CDBG Grant $ 5,000 Submitted January 29, 2010
San Jose CDBG Grant $25,000 First time submission Jan. 2010
Fees $165,000 Ongoing
St. Andrews $ 4,200 Receiving monthly checks
Donations, restricted $ 9,000 Ongoing
Fundraising Events &
Appeals
$ 14,000 Ongoing
Total: $258,400
11) Budget: Please use the attached worksheet.
12) Performance Measurements: Please use the attached worksheet.
13) Outreach:
a) How SASCC informs Saratoga residents about its ACC program:
To fulfill SASCC’s Community Outreach Initiative the agency informs Saratoga residents
about its programs through several different outreach methods. Approximately 750 copies
of the agency’s newsletter that details all of the activities and programs at SASCC is sent
out 12 times (monthly) per year to each member household and an additional resource list
of 100, including churches, other senior centers, the local Chamber of Commerce,
retirement communities and assisted living centers, libraries, local businesses, and other
nonprofits supporting seniors.
The agency also promotes its activities, programs and events through articles in the City
FY 2010-2011 CITY OF SARATOGA
COMMUNITY GRANT & CDBG
STANDARD APPLICATION
Newsletter, the Saratogan, the Community newspaper, Saratoga Village Community
network, the Saratoga News and SASCC’s updated website at www.sascc.org.
SASCC has also developed a brochure for the public that describes its programs and
outlines its history, mission and volunteer opportunities. The brochure is given out in
response to all new inquiries.
The Executive Director and members of our Board of Directors and Advisory Committee
also advocate and conduct outreach through networking to a broad range of community
organizations including Asian-American groups, Indian-American groups, the Rotary
Club, Kiwanis, Lions, Healthcare libraries, area recreation centers In addition, our
Director is aligning with several peer organizations with the intention of collaborating for
the benefit of seniors. She is also reaching out to local schools in hopes of establishing
and growing inter-generational relationships.
The target groups for outreach include:
• Asian-American and Indian-American families which constitute approximately
30% of the population of Saratoga and have recently begun to participate in the
Senior Center;
• Other elders in Saratoga that are not SASCC members;
• Seniors that have joined SASCC but seldom participate in activities
• Family members of participants or potential participants.
• Other senior oriented organizations
• Schools
• Our staff works closely with other like agencies for referrals which is mutually
beneficial.
Another important method of outreach is the many health screenings, free workshops and
seminars that we host on a range of issues including legal matters, nutrition, flu shots,
Eastern Medicine, vision and hearing screenings, insurance matters, etc. In addition the
agency hosts many social activities to appeal to a broad range of interests.
b) Additional outreach efforts SASCC will use to attract new Saratoga residents and
sources drawn on to implement this outreach:
• SASCC will continue to focus on reaching out to all prevalent ethnicities in the
community. We have built a good relationship with Indian- American community
leaders and are working to turn ideas into plans for reaching their constituent
elders. Several suggestions which we plan to explore in order to better market our
programs more broadly in the Saratoga community are: create ethnic-familiar
programs where a pre-set group is already present so that new invitees will be
more comfortable. For example: an intergenerational Indian-themed potluck
where this community will talk about what programs they would like to see;
distribute brochures and event material at the local Farmers Market, develop more
FY 2010-2011 CITY OF SARATOGA
COMMUNITY GRANT & CDBG
STANDARD APPLICATION
targeted sections in our Newsletter; and place articles in various ethnic community
newspapers. In addition, further range SASCC plans to have a broader
distribution of its brochures through household mailings to every household in
Saratoga. To achieve the above, SASCC plans to redesign its brochure in line with
its website, producing a very professional and cohesive marketing message.
• The agency has implemented and will be updating a new Member Resource
Services program that will provide a broader range of assistances to seniors and
their caregivers.
• Last year we launched and now regularly meet with out Blue Ribbon Task Force
(BRTF) committee members. This is a group of 15 highly proven, talented
community leaders from a variety of backgrounds who have committed to help us
move SASCC to the next step. These volunteers are now equipped with a
background of information. We have produced on online survey to assess from
area seniors their needs and wants in programs. The first results were very helpful
and we intend to re-launch the survey to a larger audience.
• In March, we will be launching our next big project: the Business Alliance
Program (BAP). This is something that we intended to launch last fiscal year but
determined that it did not make sense with the market conditions at that time.
With this project will are seeking to identify and align with local area businesses
who are interested in the welfare of the area seniors. The program is multi-leveled
where a business owner may choose to sponsor SASCC, offer discounts to its
members, or both. We anticipate that the efforts put into this program will grow
over time into something of tremendous mutual benefit to SASCC members and
our business community. The added benefit will of course be a growth in
membership which will provide additional fees.
• We will continue to focus on fewer but larger and more efficient fund-raising
events in 2010.
c) The number of additional Saratoga residents ACC has served since SASCC
applied for previous funding in 2008-2009:
Ten new families of the have been served since the application for previous funding,
along with the 11 that we continue to serve for a total of 21.
14) Leveraging:
a) Total Amount of Funding Requested from All Organizations This Year:
Organization Date Funds
Requested
Amount Requested Percentage of Total
Cost
Saratoga CDBG February 12, 2010 $36,200 13%
Campbell CDBG January 29, 2010 $5,000 2%
San Jose CDBG January 5, 2010 $25,000 9%
St. Andrews July 2009 $4,200 1.5%
Dorothy Fund TBA $3,000 1%
FY 2010-2011 CITY OF SARATOGA
COMMUNITY GRANT & CDBG
STANDARD APPLICATION
Rotary & Kiwanis TBA $6,000 2%
I am researching more opportunities.
b) Total Amount of Funding Received from All Organizations Last Year:
Organization Type of Funding Amount Received Percentage of Total
Cost
Saratoga CDBG Federal Grant $36,200 15%
Campbell CDBG Federal Grant $4,000 2%
Saratoga Rotary Grant $3,700 1.5%
St Andrews Donation $4,200 2%
Health Trust Grant $500
Dorothy Fund Private donors $6,500 3%
15) Cost / Benefit Analysis:
We are requesting $37,000 to support a portion of the total operating costs of the Saratoga
Adult Care Center program. Per the attached budget, operating costs include salaries,
benefits, member programs and classes, food, supplies, training, audits, insurance, and
necessary licenses and memberships. With intensive volunteer and fundraising efforts,
this program creatively stretches its revenues. The budget is tightly controlled and the
Finance Committee, the Board of Directors and the Executive Director review expenses
monthly. Rent, utilities, and janitorial services are provided in-kind by the City of
Saratoga. The City’s support remains as a significant factor in our organization’s success.
Currently, 66% of the participants in the Adult Care Center have low or very-low
incomes. On average, their daily payments are subsidized by $30.00. With the efficient
use of limited resources, the cost of the program is factored at $11 per hour per
participant. This is considerably less than in-home or nursing care for an individual who
might otherwise require public support. Funds are requested from the City of Saratoga to
partially underwrite the programs ad services to our participants.
Total Program
Cost
Total Clients
Served
Cost Per Client Funding
Requested
Percentage of
Total Cost
$275,931 (51 families
unduplicated
per year)
$5,410.00 $37,000 14%
FY 2010-2011 CITY OF SARATOGA
COMMUNITY GRANT & CDBG
STANDARD APPLICATION
16) Target Beneficiaries:
Saratoga
Residents Served*
Percentage of
Total Clientele
Low-Income
Clients Served
Percentage of Total
Clientele
21 41% Saratoga: 13
Total : 34
Sarat: 38 % of 34 low
income total
Sarat: 27% of Total
clients
* 2008-2009
• The number of Saratoga residents served is 21 out of a total of 51 clients or 41% of our
total number of clients.
• The total number of Low Income clients that we serve from all locations is 34 out of 51 or
66%.
• The total number of Low Income clients from Saratoga is 13 or 62% of our Saratoga
resident clientele, and 27% of our total number of clients.
SARATOGA AREA SENIOR COORDINATING COUNCIL
MISSION STATEMENT
The purpose of the Saratoga Area Senior Coordinating Council is to provide
quality services to local seniors of all ages, abilities, religions, social and
economic backgrounds. Our primary objective is to involve community
groups and individuals in senior related issues, to develop community
responsibility, advocacy for problems facing our aging population, to assure
that the needs of older adults are met and to improve the overall quality of
their lives.
BUDGET
AGENCY NAME: Saratoga Area Senior Coordinating Council
Date Prepared: February 12, 2010
PROGRAM NAME: Saratoga Adult Care Center
SPECIFIC ACTIVITIES BUDGET AMOUNT
PROPOSED PROJECT ANNUAL OPERATING EXPENSES
Personnel Services $198,248.
Fringe Benefits $22,221.
Fundraising ($4K of this was expensing 09-10 grant) $3,000.
Office Supplies $2,000.
Communication/Marketing $5,200.
Printing & Advertising $2,400.
Program Supplies $1,549.
Program Food $23,720.
Administrative Costs $3,775.
Insurance $6,768.
Audit $5,000.
Equipment Rental/Maintenance $2,050.
Total Operating Expenses
$275,931
PROPOSED PROJECT ANNUAL OPERATING REVENUES
CDBG Funds (Saratoga, Campbell, San Jose) $66,200
Other Funds $13,200
Fees $165,000
Fundraising revenues- to be further developed $14,000
Draw from investment fund $17,531.
Total Operating Revenue
$275,931
PERFORMANCE MEASUREMENTS
AGENCY NAME: Saratoga Area Senior Coordinating Council
Date Prepared: February 12, 2010
PROGRAM NAME: Saratoga Adult Care Center
PERFORMANCE MEASUREMENT WORKSHEET
GOAL: The Adult Care Center seeks to enhance the quality of life for Saratoga Area Seniors via
specific, ongoing supportive services, made available to lower-income participants, to help keep the
frail adult in his/her home & community and to provide respite to caregivers, regardless of income.
OBJECTIVE (1):
For FY 2010-2011 the Adult Care Center will
provide over 8,000 hours of paid services to a
minimum of 51 participants (clients) over a one
year period.
OUTCOME (1):
To serve and improve the quality of life on a
day to day basis for 51 unduplicated clients
and their families.
OBJECTIVE (2):
For FY 2010-2011 the Adult Care Center will
maintain a realistic balance of client days in
each quarter to support programs.
OUTCOME (2):
Maintain client days at a minimum of 380 in
each quarter.
FY 2009-2010 CITY OF SARATOGA
CDBG SUPPLEMENTAL
Name of Applicant Organization: _Saratoga Area Senior Coordinating Council ________
Name of Program: __Saratoga Adult Care Center_____________
Please complete the following questions in addition to the Standard Application to determine additional
requirements for CDBG eligibility:
1. Please complete the following tables with the number of recipients for each category:
2. How does the purpose and objectives of the proposed program meet the Urban County’s CDBG
funding objectives with regard to either the Urban County Priority Needs or the Urban County Non-
Housing Community Development Needs as described in the Consolidated Plan 3
?
The purposes and objectives of SASCC’s Adult Care Program are directly related to the Urban
County Non-Housing Community Development Needs which specify that there are needs for
supporting the operating expenses of organizations which provide supportive services “which
address the needs of the frail elderly or persons with disabilities.”
The critical need for these aging focused services is discussed in the “Community for a Lifetime”
Executive Summary of the strategic plan co-sponsored by the City of San Jose and the County of
Santa Clara in February 2005: “In 2005, there were more than 200,000 older adults living in Santa
1 The Urban County includes the unincorporated portions of the County of Santa Clara and the cities of
Campbell, Los Altos, Los Altos Hills, Los Gatos, Monte Sereno, Morgan Hill, and Saratoga.
2 Based on the attached FY 2008 HUD Income Limits for Santa Clara County
3 The 2005-2010 Urban County Consolidated Plan is available online at http://www.saratoga.ca.us/ by
clicking on the CDBG grant link under In The Spotlight on the right hand side of the webpage
Number of Unduplicated Beneficiaries
City No.
Campbell 5
Other 2
Santa Clara 2
Los Gatos 3
San Jose 12
Cupertino 1
Sunnyvale 2
Saratoga 21
Unincorporated Santa Clara County
Outside the Urban County 1 3
Total unduplicated beneficiaries
51
Number of Urban County
unduplicated beneficiaries at or below
current county-wide median income 2
Income Category No.
0-30% (Extremely low) 17
31-50% (Very Low) 8
51-80% (Low) 9
FY 2009-2010 CITY OF SARATOGA
CDBG SUPPLEMENTAL
Clara County. By 2020, this number will double and older adults will represent more than 1 out of
every 5 individuals in SCC. By 2050 the average life expectancy is projected to be 87 years for
women (currently 80) and 81 for men (currently 74). SCC Supervisor Don Gage, in a 2007
community assessment, stated that “By 2020, the number of people…who are 60 and older will have
almost doubled….a growth rate 3 to 4 times faster than the county’s overall population. It’s
important to determine the needs…now so we can ensure effective aging services are in place in the
future.”
Through our program we work to prevent or delay institutionalization of the frail elderly, to enable them
to remain in their homes for as long as possible and to improve the quality of life for the participants and
their caregivers. The purpose of the Center is to meet the growing need for this service which will only
accelerate as the population ages. Independent studies show that by the year 2010, Santa Clara County’s
population of individuals 85 years of age and over is expected to double resulting in an increased need
for services such as ours.
Our services apply to the HUD Development Community Needs categories of Public Facility Senior
Centers as our program is open to all and housed in a public Saratoga City public building and also to
Public Senior Services which is ranked as a “High” priority need.
FY 2010-2011 CITY OF SARATOGA
COMMUNITY GRANT & CDBG
STANDARD APPLICATION
DATE: February 9th, 2010
Please refer to the Application Instructions Sheet for details on the following questions. Please
limit your answers to one paragraph per question
1) Applicant Organization/Agency Name: West Valley Community Services (WVCS)
Agency Address: 10104 Vista Drive Cupertino 95014
Executive Director: Naomi Nakano-Matsumoto
Phone: 408-255-8033 x 301Fax: 408-366-6090 E-Mail: naomin@wvcommunityservices.org
Agency is a Faith Based Organization: ____ Yes _X__ No
2) Program Title: Comprehensive Emergency Assistance Program (CEAP)
Program Address: 10104 Vista Drive Cupertino 95014_
Contact Person/Title: Sujatha Venkatraman
Phone: 408-255-8033 x 103 Fax: 408-366-6090 E-Mail: sujathav@wvcommunityservices.org
3) City of Saratoga grant funds requested in the past: $15,164
4) City of Saratoga grant funds received in the past: $15,164
5) Program description and number of unduplicated clients served :
WVCS is the only known community-based organization providing safety net and comprehensive wrap-
around family support services in the West Valley area . WVCS serves Saratoga, Los Gatos, Monte
Sereno, Cupertino, and west San Jose . The activities of the Comprehensive Emergency Assistance
Program are:
Case management – Case Managers provide intake and assessment of household needs, refer clients
to appropriate services to meet such needs if not available in -house, and recertify clients as necessary
(minimum one recertification per year). As the case manager conducts the intake, additional programs
such as food stamps, discount utilities and child care are discussed. If a client does not qualify for cash
assistance, the case manager makes referrals and helps the client consider other opti ons as solutions.
Food pantry – All qualified clients will have access to the food pantry in order to supplement and
stabilize grocery expenses. Every visit to the food pantry includes fresh fruit and vegetables, fresh bread,
eggs, tortillas, a source of protein, and milk, when milk is available, sourced from Second Harvest Food
Bank and generous donations from local grocery stores such as Safeway and Whole Foods.
Cash assistance: Rent and utility assistance is provided 24 to 48 hours after approval, paya ble directly
to vendor. Checks are never made payable to a client. Emergency cash assistance qualification
includes: proof of residency, income, ID, children’s birth certificates, rental agreement and proof of
emergency
EITC and VITA assistance – The EITC/VITA Case manager coordinates certified volunteers and onsite
facilities to assist clients prepare and file their taxes in the hopes that a larger refund will help meet
everyday needs and build a savings account.
Financial Management – workshops to increase financial literacy skills and individual financial
management counseling.
FY 2010-2011 CITY OF SARATOGA
COMMUNITY GRANT & CDBG
STANDARD APPLICATION
Raising-A-Healthy Eater: The goal of Raising-A-Healthy Eater is to introduce clients to new foods
creative and nutritious solutions for their families and the dinner table. Th is new program promotes a
holistic integrated approach to nutrition and quality of life .
6) Program purpose and objectives:
The Comprehensive Emergency Assistance Program (CEAP) will continue to provide basic human needs
and emergency services to low -income families, seniors, and single adults in Saratoga by preventing
hunger, eviction, and utility shut-offs. Qualified Saratoga clients receive services as-needed, resulting in
more stable monthly situations and more stable lives. Wrap around services av ailable to all them includes
financial management, mental health services, nutrition classes, and special seasonal programs.
CEAP goal is to ensure that low-income seniors, single adults, and families in Saratoga have continued
access to basic human needs services, including access to an adequate quantity of quality food and
assistance with rent, deposit, or utility payment, and intends to improve the overall community condition by
providing outreach, direct services and case management through a planned c ourse of action.
7) Program management:
To ensure thorough and comprehensive services to extremely -low to low-income residents, the intake
process includes client’s proof of income, residency, ID for all adults, rental agreement, and birth
certificates for any children. Recertification is conducted annually. The management of the CEAP is
integrated and each staff member is cross -trained to ensure consistent and quality services. Employees
and volunteers are representative of the clientele served and speak many of the client languages. Three
positions staff this project, Case Manager, Operations Manager, Program Director. In -kind positions
include San Jose State University, College of Social Work Interns and community volunteers.
8) Agency description and experience:
WVCS is a private non-profit, community based agency that has been providing direct assistance and
referral services to the co mmunity for more than 36 years. WVCS provides a continuum of basic needs,
family services and housing services including: information and referrals, food, clothing, shelter,
affordable housing, financial as sistance, and case management. WVCS serves the West Valley
communities of Saratoga, Los Gatos, Monte Sereno, Cupertino, and West San Jose.
In the past few y ears WVCS has added other supportive services such as financial education, nutrition
program, mental health counseling and the EITC/VITA (Earned Income Tax Credit / Voluntary Income Tax
Assistance) programs.
9) Audit information:
The date of our most recent audit is October 18th, 2009 for Fiscal Year 2008-2009. There are no findings.
FY 2010-2011 CITY OF SARATOGA
COMMUNITY GRANT & CDBG
STANDARD APPLICATION
10) Sources of funds anticipated for this project:
SOURCE ESTIMATED AMOUNT STATUS2
Saratoga $ 20,000 Application Pending
Other Cities $ 97,827 Application Pending
Foundations $ 78,750 Committed
Donations $ 38,000 Secured
Federal (pending) $ 3,000 Application Pending
ESTIMATED TOTAL PROJECT COST: $ 237,577
11) Budget: Please use the attached worksheet.
12) Performance Measurements: Please use the attached worksheet.
13) Outreach:
WVCS conducts outreach in numerous ways. WVCS produces a bi-annual newsletter called West Valley
Community Action Newsletter (CAN) for all of our clients, donors, funders, volunteers, vendors, and
partners. We distribute our newsletter at health/community fairs and tabling events throughout the
community as well as at the collaboration meetings in which WVCS participates. WVCS plans to publish
West Valley CAN quarterly this year. All WVCS pub lications are available online.
Staff and volunteers walked the local neighborhood, going door -to-door to inform the community regarding
the types of services being offered, how they can enroll for services, or what they can do to help.
WVCS works closely with CBOs serving Saratoga resident s. WVCS has long-standing relationships with
the United Way Silicon Valley, Second Harvest Food Bank, local Rotaries, Kiwanis, Lions clubs and other
services groups . WVCS also plans to outreach with the Faith in Action (FIA) Network, a group of
synagogues and churches in the community to their congregations.
14) Leveraging:
2009-10 TOTAL status
Foundations
United Way 64,000 2010
Salvation Army 50,000 Annually
FIRST 5 129,525
Housing Trust 12,500 annually
Other Foundations 30,000 annually
Government
Federal FEMA/EFSP 16,000 annually
Federal HUD 82,533 annually
City of Cupertino CDBG 101,844 annually
FY 2010-2011 CITY OF SARATOGA
COMMUNITY GRANT & CDBG
STANDARD APPLICATION
City of Cupertino General Funds 15,900 annually
City of San Jose HTF 74,100 annually
City of San Jose CDBG 42,807 annually
City of San Jose ESG 18,581 annually
City of Saratoga General Fund 20,000 annually
Town of Los Gatos Housing Trust 13,000 annually
City of Sunnyvale CDBG 10,774 annually
Cost / Benefit Analysis: ___________________________________________________
Total
Program Cost
Total
Clients Served
Cost
Per Client
Funding
Requested
%
Total Cost
$237,577 611 $389 $20,000 8%
16) Target Beneficiaries: _____________________________________________________
Saratoga
Residents served
% Total
Clientele
Low-Income
Clients Served
%
Total Clientele
67 11% 611 100%
BUDGET
AGENCY NAME: _West Valley Community Services_ Date Prepared: February 9th 2010
PROGRAM NAME: _Comprehensive Emergency Assistance Program (CEAP)
BUDGET WORKSHEET
SPECIFIC
ACTIVITIES
Jul - Sep Oct - Dec Jan - Mar Apr - Jun
SALARIES
Personnel
Benefits
$2849.00
$ 684.00
$2849.00
$ 684.00
$2849.00
$ 684.00
$2849.00
$ 684.00
OFFICE
EXPENSES
Phone/Fax
Travel
utilities
$ 372.00
$ 180.00
$ 615.00
$ 372.00
$ 180.00
$ 615.00
$ 372.00
$ 180.00
$ 615.00
$ 380.00
$ 180.00
$ 615.00
PROJECT
EXPENSES
Accounting
$ $300.00
$ $300.00
$ $300.00
$ $300.00
TOTAL
$5,000
$5,000
$5,000
$5,000
PERFORMANCE MEASUREMENTS
AGENCY NAME: West Valley Community Services Date Prepared: February 9th 2010
PROGRAM NAME: Comprehensive Emergency Assistance Program (CEAP)
PERFORMANCE MEASUREMENT WORKSHEET
GOAL:
To increase the quality of life for lower income Saratoga residents by creating and/or maintaining
household sustainabilit y: prevent hunger, evictions, utility shut -offs and homelessness.
OBJECTIVE (1):
Provide food on a weekly basis.
OUTCOME (1):
By June 30, 2011, 100% of qualified Saratoga
residents receiving food assistance will have food
stability.
40 individuals to be served.
OBJECTIVE (2):
Provide rental and/or utility assistance on a one-
time only basis.
OUTCOME (2):
By June 30, 2011, 80% of recipients will state
that the assistance provided prevented eviction
and/or utility shut-off.
10 individuals to be served.
FY 2010-2011 CITY OF SARATOGA
CDBG SUPPLEMENTAL
Name of Applicant Organization: __West Valley Community Services (WVCS)
Name of Program: __Comprehensive Emergency Assistance Program (CEAP)_____________________
Please complete the following questions in addition to the Standard Application to determine additional
requirements for CDBG eligibility:
1. Please complete the following tables with the number of recipients for each category:
During the last fiscal year two grants from FIRST 5 Santa Clara County concluded. Those were not
zip code restricted and we were serving all of Santa Clara County. That is the reason our numbers
for other cities and communities are not included.
2. How does the purpose and objectives of the proposed program meet the Urban County’s CDBG
funding objectives with regard to either the Urban County Priority Needs or the Urban County Non-
Housing Community Development Needs as described in the Consolidated Plan3?
Increase the available supply of housing affordable to lower income households.
Increase housing opportunities for special needs households and the un-housed.
Homeless Services
1 The Urban County includes the unincorporated portions of the County of Santa Clara and the cities of
Campbell, Los Altos, Los Altos Hills, Los Gatos, Monte Sereno, Morgan Hill, and Saratoga.
2 Based on the attached FY 2008 HUD Income Limits for Santa Clara County
3 The 2005-2010 Urban County Consolidated Plan is available online at http://www.saratoga.ca.us/ by
clicking on the CDBG grant link under In The Spotlight on the right hand side of the webpage
Number of Unduplicated Beneficiaries
City No.
Campbell 6
Los Altos
Los Altos Hills
Los Gatos 245
Monte Sereno 10
Morgan Hill
Saratoga 127
Unincorporated Santa Clara County
Outside the Urban County1 11
Total unduplicated beneficiaries
399
Number of Urban County
unduplicated beneficiaries at or below
current county-wide median income2
Income Category No.
0-30% (Extremely low) 48
31-50% (Very Low) 7
51-80% (Low) 2