human services grants program (hsgp) fy 2020-21 mid …

FY 2020-21 Human Services Grants Program

HUMAN SERVICES GRANTS PROGRAM (HSGP)

FY 2020-21 MID-YEAR PRO GRAM STATUS REPORT

Agency: ___Hospitality Training Academy (HTA)__________________

Program: _HTA – Santa Monica Jobs Initiative Program_____________

FY 2020-21 SUBMISSION CALENDAR

SECTION I: PROGRAM ACCOMPLISHMENTS, CHALLENGES, AND CHANGES

Throughout the reporting period, as the COVID-19 Pandemic has continued to plague our community, the toll on the hospitality and food service industry has grown even more concerning, with renewed bans for in and outdoor dining and increased shutdowns of hotels, restaurants and other hospitality-related businesses. Accordingly, to keep our participants actively engaged and ensure we have a pool of individuals who are “COVID ready to work” (meaning they fully understand and can adhere to the new safety protocols and guidelines we all must follow), HTA continues provide new and expanded online trainings as a means to further build the skills and address the greatest needs of everyone we serve. In that regard, in addition to the array of 48 online certificated trainings programs we offer covering everything from fundamental to advanced cooking skills, customer service, wine and liquor classes, and training on workplace disinfection in the age of the pandemic, HTA has also been rolling out new online courses focusing on both computer and financial literacy, as well as a series of employment services workshops covering resume writing, mock interviewing, and more. In addition, our new ESL course offering are now well underway, with a total of 9 classes that have been completed during the reporting period for a total of 117 people who received training at either the advanced, intermediate or beginner language skills level.

At the same time, while we have a few clients who want to work, many of our program participants are not able to at present either due to underlying health conditions that put them at high-risk of COVID-19, or fears regarding their health and safety should they be exposed to someone who is infected, or, in a growing number of instances, clients who have contracted the virus themselves and must quarantine or are struggling to recover. Still for others, we found that unemployment insurance gave workers in our program who were laid-off a reason for not wanting to resume working for now as they were making more money staying at home than they would on the job and would not have to put themselves at risk. For others, the prospect of taking a seasonal job or working for a small company that does not provide medical benefits was not worth the potential risk one would put themselves at for contracting the virus. And, finally, for those participants in our program with young or school-aged children, with schools and childcare centers shut down, parents could not take a job outside the home as they needed to be fully available to care for their children. That said, no matter what circumstance our clients have found themselves in, HTA staff continued to do whatever was needed to assist those turning to us for help. For program participants, this meant assisting them to access UI benefits, co-enrolling them in other programs we operate with the State of California and Los Angeles County to receive emergency relief funds up to $400 each, or helping them apply for low-income/affordable housing, and more. In addition, to assist the community at large, HTA has continued its work with the City and County of Los Angeles on our Serving Our Community (SOC) Program through which, since the onset of the pandemic in April 2020, we have succeeded in bringing laid-off union hospitality and food service workers back to work in industrial kitchens at some of our partnering hotels to distribute meals to seniors at their homes, as well as to shelters housing survivors of domestic

REPORTS PERIOD DEADLINEMid-Year Program and Fiscal

Status ReportsJuly 1, 2020 -

December 31, 2020Monday, February 1, 2021

Year-End Program and Fiscal Status Reports

January 1, 2021 - June 30, 2021

Monday, August 2, 2021

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violence and/or human trafficking. As of this report, 1,124 people have been brought back to work through the program which has provided over 2.6 million meals to more than 9,500 people, which includes at least 72 seniors households within the City of Santa Monica.

As we all continue to adjust to our new normal in this age of the pandemic, HTA staff have continued to work uninterrupted, albeit for the most part remotely, to serve participants through our Santa Monica Jobs Initiative Program. Specifically this has included conducting regular phone and online wellness checks with clients, providing assessments and/or workshops on resume building and mock interviewing over the phone or through video conferencing services such as Zoom, enrolling participants in our online course offerings so that they can hone their skills and increase their employability, and, for those who are able and ready to work, assist them in finding employment. Accordingly, despite the many programmatic challenges we have been presented with as a result of the Coronavirus pandemic, HTA is pleased to report that, by mid-end, we had a total of 43 individuals enrolled in our program, which included 9 new participants and 34 participants who were carried over from the previous program year. While this number represents 98% of our annual program goal of 44 participants, due to the current pandemic, we had fewer new participants who joined our program by mid-year than anticipated and more carry-over participants from a previous program year who were needing continued or additional support. Accordingly we are currently at 38% of our goal for enrolling 24 new participants for the program year and 170% of our goal of serving 20 carry-over participants for the program year. Accordingly, of the 43 participants served at mid-year: 40 (or 93%) were low-income adults and 3 (or 7%) were older, opportunity youth; 14 (or 33%) were female and 29 (or 67%) were male; 22 (or 51%) lived in the Pico Neighborhood; and 14 (or 33%) spoke English as a second language. In regard to race/ethnicity: 11 (or 26%) identify as Black/African American; 2 (or 5%) identify as Asian or Pacific Islanders; 22 (or 51%) identify as Latino/Hispanic; and 6 (or 14%) identify as White/Caucasian; and the remaining 2 (or 4%) identified as being multi-racial or other. In addition, 6 were YRT or former YRT referrals, and 3 identified as being homeless or at imminent risk of homelessness. In regard to employment, during the reporting period, HTA placed 4 participants in jobs in Santa Monica or the surrounding area, of which one was a new participant in our program and the 3 were carry-overs from a previous program year. Although this represents only 18% of our annual placement goal of 22 participants and is well under where we had hoped to be in terms of placements at the mid-way point of our grant, we will be able to turn this around and significantly increase our placement numbers, as the pandemic gets under control, growing numbers of people get vaccinated, the economy begins to rebound, and hotels and restaurants once again open their doors for business. For now, the HTA is concentrating our efforts on reaching out to local businesses to assess their different hiring needs and offer our services to them to connect them with our pool of job ready participants who have the customer service and COVID safety training desired by both union and non-union employers alike. A full listing of our job placements during the re[porting period is as follows: • Participant A (Adult/Female/Latina): New client who was placed at Creative Center for Children as a Pre-School Teacher earning

$19/hour. Note: This client connected with HTA at online job resource fair hosted by City of Santa Monica on September 23rd. • Participant B (Adult/Male/Latino): Carry-over client who was placed at Westside Infant Family Network (WIN) as Community

Ambassador earning $25/hour. As part of his job, client is responsible for setting up booths and dispersing informational materials to the public on how to keep safe at different field sites throughout the Westside including food pantries, farmers markets and anywhere else he receives permission to work. Client reports that his new work is “amazing” and he is excited to be able to give back to the community.

• Participant C (Youth/Male/Latino): New client who was placed at 7-Eleven in Santa Monica as a Store Associate earning $15/hour.

• Participant D (Adult/Male/Latino): Carry-over client who was placed at Petco in Santa Monica as a Guest Experience Specialist earning $15/hour.

An additional challenge the HTA staff has faced include efforts to engage the City of Santa Monica staff around the necessity to provide culinary training at Virginia Avenue Park, and the need to build out the space to accommodate this program. The City of Santa Monica staff has consistently brought up the issue that the HTA’s training programs are outside the boundary of Santa Monica, yet the HTA has been excluded from any planning and efforts to allow hospitality training in this expanding kitchen. As City staff is aware, the HTA has built out a state of the art training kitchen on Pico Blvd. and Western Avenue in Koreatown. We

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have invited City staff to our facility on several occasions and have welcomed both Santa Monica City Council and School Board members to our Community Buffet Events, and invited them to speak. We have also hosted staff from several of the social service organizations we partner with on our Santa Monica grant including, among others, Family Service of Santa Monica and Santa Monica Boys & Girls Club. Please know that as HTA’s lead chef instructors are the highest level in the culinary field and have a wealth of experience in designing working kitchens both large and small, and we would have gladly lent our expertise to the City in helping to design the “incubator" kitchen being planned for Virginia Avenue Park. However, to our surprise, it was not until the HTA was invited to attend the Community Economic Development Workgroup (CEDW) in November that we even learned about the kitchen “incubator” Project or City staff’s rollout of its “Calling All Chefs” series. Again, none of the HTA staff was involved in this planning or implementation. As the HTA has access to a multitude of chefs at leading hotels and restaurants (large and small) in and around Santa Monica, we would, again, have readily offered assistance with this project. The City has made a financial investment in our work and we at HTA are dedicated to serving the Santa Monica Community. As such, it is our hope that moving forward City staff will not be resistant to working with us and will look to us as a valuable resource to help develop and provide input on programs, as opposed to just an outlet to market them. Additionally, on the weekly CEDW calls that the HTA participated in, several of the community stakeholders expressed interest in our training program and courses when discussing types of programming that might be offered at the VAP Kitchen. However, we have not been engaged in any effort to assist or engage since any of these calls. SECTION II: ASSESSMENT, EVALUATION AND PARTICIPANT INVOLVEMENT Assessment and evaluation continue to represent key tools that HTA program staff use to measure the level of work readiness, employment, and skills training needed by each of our participants at each stage of our program. During COVID-19, this has means doing everything remotely with clients via phone or using virtual platforms such as Zoom or Facetime. As stressors for everyone are at an all-time high due to lack of work, growing worries about keeping healthy and safe during the pandemic, and people are really struggling to make ends meet, a significant portion of our work has been to do regular wellness checks with our participants. This includes not only working to help them through our program but also connecting them, as needed, to community resources for assistance with basic needs be it food, shelter, clothing and more. Meanwhile, for those who are interested, willing and able to work during the pandemic and/or for those interested in our online training and wanting to focus on honing their skills so that they can ensure they are ready to go when businesses reopen, HTA staff regular keep in regular contact with them via weekly phone calls, emails and texts to apprise them of current job opportunities and new online class offerings available to them. That said, as most everything we now do in our lives has moved online, a big piece of our work has also involved assessing our clients technology capabilities and taking the extra steps to keep them informed about precautions they need to take to make sure they do not fall prey to internet scams and are careful as to whom they are sharing sensitive personal information with online, especially when responding to job postings. Accordingly, as HTA staff assesses the needs of our current and potential clients, we encourage them to actively work with us to stay engaged and informed. Collaborations: During the reporting period, HTA has continued to connect with our fellow service providers. Together, with our collaborating partners and City of Santa Monica staff, we take part in a variety of weekly and monthly collective case management working group meetings and online informational webinars and virtual job resource fairs. Accordingly, in addition to our participation in Cradle to Career and YRT/MSST, Early Childhood Wellbeing Network, and Santa Monica Regional Consortium meetings, new and notable events we have collaborated in over the past several months have included a Virtual Employment Presentation hosted by Family Service of Santa Monica on December 2nd, the City of Santa Monica’s Ready To Work Employment Resources Webinar in English on September 23rd and in Spanish on September 30th, and weekly meetings with the Community Economic Development Group that have been happening on Tuesday afternoons, which commenced in November. Another important new connection that HTA was able to make to during the reporting period was with the community member who operates the Santa Monica Assistance League Thrift Shop. In networking with them at the last C2C meeting, HTA staff were able to share information about our work in the community. HTA staff members were invited to tour the thrift shop in November. During the visit, the Santa Monica Assistance League store manager graciously donated to HTA several articles of men’s and women’s clothing that we could gift to our clients who may be in need of appropriate attire to wear for interviews. The HTA, as well as our clients, are grateful for their generosity and kindness.

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Lastly, with the help of City of Santa Monica Staff Members, the HTA team was able to connect with leadership from Wise & Healthy Aging in Santa Monica to provide them with information about our work on the Serving Our Community senior meals program and ways in which Santa Monica seniors in need could sign up for services from the County of Los Angeles. As a result of these efforts, we are pleased to report that there are now a total of 72 homebound seniors in Santa Monica that are participating in this program. SECTION III: BOARD INVOLVEMENT Please indicate:

• Number of Board meetings conducted during the reporting period: HTA has 4 quarterly Board of Trustee meetings a year, plus conducts additional meetings, either in person, via Zoom, or telephonically, as needed.

• Average Board member attendance: 8 Trustees

• Board development activities conducted during the reporting period: HTA executive staff has continually updated the Board of Trustees regarding new issues that have arisen as a result of the COVID-19 pandemic. HTA staff has engaged in continuing discussions regarding HTA activities and new online and meal programs to address the impact from the COVID-19 pandemic on incumbent workers, and those seeking positions in the hospitality and food service industry.

• Significant policy directions or actions taken by the Board during the reporting period: Creation of a “Serving Our Community” meal program to address the impact of the pandemic on seniors, homeless individuals, low-income families and survivors of domestic violence and slavery & trafficking. The Board has ratified contracts, provided insight on the future of food service and the hospitality sector, worked with HTA staff to have workers trained on COVID Disinfection before hiring and returning to work, to name a few.

• Number of board members who reside and/or work in Santa Monica: 1

• Board vacancies and plans to fill those vacancies, if applicable: There are no open positions to fill for a full Trustee. The Labor and Management representatives, however, may appoint new Alternative Trustees in the future.

SECTION IV: STAFFING PATTERN

• Staffing Changes: HTA is has had no staffing changes to our Santa Monica Program during the reporting period. The HTA Program Director continues to provide oversight for our work and is joined by our full-time Case Manager/Employment Specialist, who has provided uninterrupted services to all of our clients in the program. As needed, HTA has enlisted additional support with our outreach work to the community from our Outreach and Marketing Specialist to help with the creation of flyers and other promotional materials and is assisting us with building our social media presence as a means of increasing awareness in the community of the essential program services and resources we provide to those in need. Additional support from the HTA Apprenticeship Coordinator and HTA Program Coordinator, who are both fluent in Spanish, has been instrumental to our ability to actively participate in numerous online events for Spanish speaking members of the Santa Monica community.

• Volunteers or Paid/Unpaid Interns: Not applicable, as no volunteers or interns were used by the HTA’s Santa Monica Program during the reporting period.

SECTION V: SPECIAL FUNDING CONDITIONS Provide a status report on how the agency is meeting its funding conditions listed in Exhibit A of your Grant Agreement, clearly addressing each individual funding condition in bullet point format. 1) Participate in City’s efforts to develop an outcomes measurement system to better track human

services program demographics and outcomes: Throughout the program year, the HTA has continuously participated in numerous workshops and virtual events geared to benefitting the community and by providing targeted services and resources. As part of our involvement in these activities, HTA tracks profile and demographic information for each participant we serve or who is

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referred to us for help. We do this using our Salesforce CRM database and spreadsheets that we have created on Google Docs. Accordingly, all information garnered is furnished to the City, as requested and needed.

2) Steps taken to provide services in adherence to the safety protocols related to COVID-19 pandemic, including modifications to service delivery, physical infrastructure and safety equipment and protocols to protect participants and staff:

During the pandemic, HTA has been committed to doing all that it can to assist our clients remotely through the Santa Monica Jobs Initiative Program without interruption and until such time as it is safe to resume the in-person delivery of training and services. To date this has included conducting regular phone and online wellness checks with clients, reformatting all of our intake forms into fillable PDFs so that we can continue to enroll new clients, and providing assessments and/or workshops on resume building and mock interviewing over the phone or through video conferencing services such as Zoom. We have also developed a series of over 45 classes ranging in everything from Workplace Disinfection, Sanitation and Safety in the Age of the Pandemic to Baking to Customer Service to Kitchen Knife and Math Skills and more. By doing this, we have been able to give our clients opportunities to hone their skills from the safety and security of their homes so that, once businesses re-open, they will be prepared to immediately fill jobs as they became available. For participants who are deemed “work ready” and are willing and able to leave their homes, we have been assisting them in applying for job opportunities with reputable companies that are both union and non-union to help generate some income. Then, as life eventually returns back to normal, our plan is to help those individuals to transition to jobs within the hospitality sector with our union employer partners. As for HTA staff, they are primarily working for home and only come into the office on a limited basis, as needed. All staff have been provided with face masks and other PPE including gloves and face shields. In addition, each HTA worksite adheres to all safety protocols and guidelines for sanitation and social distancing. Dispensers of hand sanitizer are placed by every entrance to our office and on everyone’s desks. We also have electronic thermometers to do temperature checks on anyone entering our facilities. To ensure that staff are kept up to date on all COVID-19 information and safety protocols, all HTA personnel were required to participate in a 2-hour COVID-19 Safety training on September 10th and another 2-hour refresher training on November 23rd.

3) How organization operationalizes racial equity, diversity, and cultural competency by reflecting these

values through personal practices, staff and board training, program design and/or outreach and engagement strategies:

HTA runs constant trainings on issues such as trauma-informed care, working with transgender clients, prevention of sexual harassment, workers’ rights, working with homeless clients, working with prison re-entry clients, and more. Moreover, HTA works with over 100 community-based and faith-based organizations all over Los Angeles to provide our clients with the highest level of resource referrals.

Provide aggregate demographics of board members (agency-wide), executive management (agency-wide), and supervisory staff (City-funded programs) including race, ethnicity and gender:

• Board Race/Ethnicity: API – 1; Latino – 1; Middle Eastern – 1; Caucasian – 5 • Board Gender: Male – 4 and Female – 4 • Executive Management: Race/Ethnicity: Latino – 1 and Caucasian – 2 • Executive Management: Gender: Male – 1 and Female – 2 • Supervisory Staff/SM Program: Race/Ethnicity: African American – 1 and Caucasian – 1 • Supervisory Staff/SM Program: Gender: Female – 2

4) Agency will assist eligible participants in submitting applications to applicable Santa Monica Housing

programs, including but not limited to: Section 8 and Below Market Housing (BMH) Waitlists, Preserving Our Diversity (POD) and Continuum of Care (CoC) programs: During the grant period, as we were made aware by City staff of housing opportunities and rental assistance programs available for Section 8 and Below Market Housing Waitlists, and, for seniors, the Preserving Our Diversity Program, HTA staff reached out to our Santa Monica Program participants with information about what they need to do to join the waiting lists and/or lotteries. For those

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who were not able to attend the registration workshops offered by the City at Virginia Avenue Park, HTA worked with them to help them complete their applications. As of this report, HTA has had 6 of our participants who we were able to help with this process. In addition, we were able to help another one of our participants apply for the COVID-19 Emergency Rental Assistance Program, which was awarding up to 3 months of support, up to $5,000 to households in need. We are very pleased to report that our participant was overjoyed to be one of the lucky lottery winners. As this participant, a long time Santa Monica resident who had been working as a Server at the Fairmont Miramar Hotel & Bungalows had her hours cut to only one to two days a week due to COVID-19, the support from this program meant she would receive help she so desperately needed to cover her rental expenses. SECTION VI: DEMOGRAPHICS

ASSESSMENT OF ADDITIONAL SERVICE NEEDS (Santa Monica Participants)

FY 20-21 Number

Responding “Yes”

at Mid-year

FY 20-21 Number

Responding “Yes”

at Year-end 2. “Do you or anyone in your household have unmet

employment needs?” 43

3. ”Have you missed or been late on a home rental or mortgage payment within the last 12 months?” 9

4. “Do you or anyone in your household have an unmet childcare/afterschool need?” 3

INCOMING PARTICIPANT REFERRALS (Santa Monica Participants)

FY 20-21 Number

at Mid-year

FY 20-21 Number

at Year-end Participants referred by another agency 9

Please list the top 3 referring agencies

1) St. Joseph’s Center / YRT 4

2) Santa Monica Boys & Girls Club / MSST 2

3) St. Mary’s Orthodox Ethiopian Church 1

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SECTION VII: PROGRAM SERVICES AND OUTCOMES

OUTPUTS AS SHOWN IN PROGRAM PLAN

OUTPUT STATUS REPORT (Actual number of unduplicated

persons who received/participated in the output during the reporting

period)

OUTCOMES AS SHOWN IN PROGRAM PLAN

OUTCOME STATUS REPORT (Actual number and percentage of

unduplicated participants who achieved the outcome during the reporting

period)

Job Readiness, Screening and Assessment: 44 participants (Santa Monica residents who are both older, opportunity youth and adults) including 20 carry-over clients from FY19-20, who as a result of COVID-19 will require additional supports to find or regain employment.

Job Readiness, Screening and Assessment: At mid-year, HTA has enrolled, screened and assessed and/or re-assessed 43 participants for our program, representing 9 new participants (or 38% of our annual goal of 24) and 34 carry-over participants (representing 170% of our annual goal of 20). Of those enrolled, 3 were older, opportunity youth, 40 were low-income adults, 6 were current or former YRT referrals, 22 were Pico Neighborhood residents, were 34 carry-over clients from the previous year and 9 were new clients.

Job Readiness, Screening and Assessment: 44 out of 44 (100%) youth and adult program participants will be enrolled into our program on a rolling basis and will be eligible for training and employment placement services. 100% will complete informational orientations and screenings that will take place either remotely or one-on-one and/or in small groups, where proper and safe social distancing guidelines can be practiced. Following these orientations, appropriate assessments will be administered by HTA staff to establish basic skills, level of work readiness and need for technical and/or vocational skills training. As needed, all will be linked to additional supportive services available through DPSS, as well as our the AJCCs, and our community partners.

Job Readiness, Screening and Assessment: By mid-year, 43 out of 44 participants were enrolled in our program. Of the 43 participants, 34 are carry-overs (representing 170% of our goal of 20), 9 are new (representing 38% of our goal of 24), 3 are youth, 14 are female and 29 are male. All were screened/assessed remotely to determine their level of work readiness and any employment services and/or technical skills or vocational training they may need. In addition, 2 participants who also identified as being homeless or at imminent risk of homelessness were co-enrolled in the HTA’s Hire-UP Program, which is funded through Measure H funding from the County of Los Angeles, and were provided with $400 stipends to help them meet expenses. While there was a third Santa Monica homeless client whom we have been trying to assist, he has repeatedly been a no show for scheduled trainings and scheduled job interviews. As the client was referred to HTA by St. Joseph Center, we have been working with his case manager there to try and

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period)




period)

assist him but to no avail and at this point will need to exit him from the program. On a more positive note, HTA was able to assist another 9 participants get essential support services they needed during the pandemic by co-enrolling them with the Foothill Workforce Development Board as part of an emergency relief program that HTA is partnering on bills and meet basic needs.

Training: 35 enrolled program participants

Training: By mid-year, HTA has had 19 program participants, representing (54%) of our annual goal who had actively participated in the work readiness training phase of our program (i.e., working on building their resumes and mock interviewing skills). This included 7 of our new program participants. In addition, 12 of the 19 participants, all of whom were adults and 3 of whom were new participants to our program, also took part in our online instructor-led training classes.

Training: 35 out of 44 (80%) program participants will increase their employability by completing either in-person or online instructor-led workshops and/or short-term certificated training classes including resume building, mock interviewing, and customer service skills, as well as a variety of cooking, baking and service related classes to give them the tools and knowledge to obtain entry level employment in the hospitality and food service industry. ServSafe Food Handlers and TiPS Safe Alcohol Service training and certification courses will also be made available, as will our new classes on workplace disinfection, safety and sanitation in the age of the pandemic. Additional technical

Training: By mid-year, 19 out of 35 program participants, representing 54% of our enrolled participants, were engaged in the training phase of our program and remotely receiving one-on-one case management by HTA program staff. This included resume building and mock interviewing. Based on individual interests and needs, as well as job skills, 12 of these participants also successfully completed online, instructor-led, certificated classes that included the following courses: Vegan, Vegetarian & Special Diets; Baking Theory; Sauces – The Flavor Foundations of Cooking; Eggs, Dairy and Breakfast Preparation 101; Customer Service 101 and 102; Liquor Service 101; Wine Service 101; Server/Busser Training; and Workplace Disinfection,

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period)




period)

skills training (i.e., barista, server, culinary, bartending, etc.) will be provided based on both job and individual needs. All 20 of our carry-over program participants will also receive extensive online and/or, as safety permits, training on public health and safety form our HTA instructors so that when the economy re-opens, they may be placed in jobs or return to work safely.

Sanitation and Safety for Culinary Workers and/or Room Attendants. Of those participating in the training component of our program during the reporting period, all were adults, 7 were new clients and 12 were carry-over participants who were enrolled in the program in the previous year but needed more help or renewed assistance as a result of losing their jobs and other hardships they were experiencing due to COVID-19.

Job Search: 35 program participants

Job Search: By mid-year, a total of 27 participants have actively been engaging in job search, representing 77% of our annual goal.

Job Search: 35 out of 35 (100%) program participants completing training will advance to the job search component of the program. This will include: working one-on-one with assigned Program staff on job applications, participating in open-call interviews and HTA sponsored hiring, screening and recruitment events, completing pre-hiring assessment tests, personality inventories, background/drug tests, and reference checks.

Job Search: By mid-year, 27 out of 35 (77%) participants were engaged in various stages of job search – completing online job applications, attending job recruitment fairs organized by the HTA to companies such as Amazon and Kellermeyer Bergensens Services (KBS), See’s Candies, sweetgreens, and more. Of those 27 participants, 2 were youth and 25 were adults.

Job Placement and Retention Services: 22 program participants

Job Placement and Retention Services: By mid-year, HTA made 4 job placements, representing 18% of our annual goal.

Job Placement and Retention Services: 22 out of 22 (100%) of program participants will be placed into entry level hotel worker, food service or customer service focused jobs that will potentially lead to career path opportunities at unionized

Job Placement and Retention Services: At mid-year, HTA achieved a total of 4 placements representing 18% of our annual goal. Of these 4 placements, 3 were low-income adults and 1 was an older, opportunity youth. Placements

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period)




period)

properties within the City of Santa Monica or the surrounding area (including the LAX corridor), as a result of collective bargaining and local hire agreements. 10 out of 22 (42%) of those placed in hospitality jobs will retain employment for at least six months.

included the following: 1 (who enrolled with HTA as part of the City’s Ready To Work Employment Resources Webinar held on September 23rd) as a Pre-School Teacher at Creative Center for Children; 1 as Community Ambassador for Westside Infant and Family Network; 1 as a Store Associate with 7-Eleven in Santa Monica; and 1 as a Guest Experience Specialist at Petco in Santa Monica.

• 9 out of 22 (40%) of those placed in jobs will be employed within the City of Santa Monica.

At mid-year, a total of 2 of the job placements we made were within the City of Santa Monica, representing 22% of our annual goal of 9 Santa Monica placements. One of these placements was at 7-Eleven and the other was at Petco.

• 10 out of 22 (40%) of those placed in hospitality jobs will retain employment for at least six months.

At mid-year, we have one participant who was placed at 7-Eleven in Santa Monica who has retained his job for 6 months, representing 10% of annual goal. In addition, 8 participants from the previous program year have retained employment for 6 or more months.

• 6 out of 22 (28%) of those placed in hospitality jobs will retain employment for at least 12 months.

At mid-year, no one yet from the current program year has yet reached 12 months on the job; however, 3 participants who were placed in employment in the previous

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period)




period)

program year reached 12 months or more on the job.

1. Pay increase - indicate individuals who promote from part-time work to full-time work or advance in pay structure

At mid-year, there is no information to yet report.

2. Number of individuals placed into full-time vs. part-time employment

All 4 of the participants who were placed in jobs were in full-time positions.

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VARIANCE REPORT: Mid-year: Please identify specific outputs or outcomes not on track for being met by year-end. Provide an explanation of the barriers the program is experiencing and the steps the staff is taking to mitigate the situation. Participant Enrollments: During the reporting period, the number of new clients enrolled by HTA was only at 38% of our annual goal while enrollment of carry-over clients was at soared to 170% of our annual goal. In large part, this was due to the fact that, due to COVID-19, we had to halt in-person training and employment-related support services and could np longer access our office space at Virginia Avenue Park, as it was closed to the public. Although, HTA was able to readily adapt and begin offering online training and support to all of our clients (including access to emergency relief resources), we found that clients with a previous connection to us were overwhelming receptive to the support services we were offering. New clients were, however, for the most part, were much less willing to engage with us, as they were wary about having to share their personal information/documents with a person they could only connect with over the phone or via Zoom. In addition, as the added barrier for many of having to school their children at home or having little to no computer skills or internet access on top of growing health concerns and fears about venturing out in public, significantly hampered our ability to enroll as many new clients in our program as we had hoped. In our effort to expand our presence in the community, HTA has been working to greatly increased our social media presence on such online platforms as Facebook, Twitter, Instagram, and LinkedIn. In addition, we also are participating in numerous virtual events with the City of Santa Monica and our fellow community-based organizations, and have connected with the Santa Monica Chamber of Commerce to explore ways, as a new member, we might further increase our footprint in the City and better market our programs and services to Santa Monica residents wit the greatest needs. Looking ahead, HTA plans to begin holding regularly scheduled, virtual “Cafe Chat” that will be open to the public as an opportunity to get to know our organization and staff better. As part of these chats, HTA will offer fun demonstrations and helpful jobs search tips. Participants will also be given the opportunity to audit one of our online cooking or wine/liquor classes. By doing this, we feel we will be able to build a greater sense of familiarity with our program by community members. If people feel a stronger connection to us, then we are confident that they will also feel much more comfortable about turning to us as a resource to assist them with their training and employment needs, especially as life becomes more normalized and business start to once again re-open and hire. Job Placements: Due to the massive closing of businesses, as well as the droves of furloughs and lay-offs of hundreds of thousands of workers across Southern California and the devastating impact this has had on the hospitality and food service industry, in particular, HTA, as of this mid-year report, was only able to reach 18% of its annual placement goal for the program. In addition, as many of our participants have expressed to us that they currently do not feel safe pursuing employment outside of their homes until the COVID-19 epidemic stabilizes, our ability to identify program participants to place (even in temporary jobs) has been limited. None the less, the HTA remains fully committed to doing all we can to assist our participants in finding employment that will help them weather these difficult times and then, once things normalize, will immediately work to move them into good, stable work situations ideally with union employers. SECTION VII: PROPERTY MANAGEMENT If this program has entered into a lease agreement with the City of Santa Monica, please provide a status report of facility improvements and routine maintenance performed during the reporting period. No applicable, as HTA has not entered into a lease agreement with the City of Santa Monica. By submitting this report to the Housing and Human Services Division, I certify that this report is true, complete and accurate to the best of my knowledge and that all disbursements have been made in compliance with the conditions of the Grantee Agreement and for the purposes indicated.

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REPORTS REPORT PERIOD REPORT DEADLINEMid-Year Program and Fiscal Status Reports 7/1/2020 – 12/31/2020 Monday, February 1, 2021

Year-End Program and Fiscal Status Reports 1/1/2021 – 6/30/2021 Monday, August 2, 2021

Please note that all reports and supporting documents submitted to the City are considered public record and are subject to disclosure under the Public Records Act. Further note that staff may use the information herein to provide Council and the public with reports of agency performance, including demographics, outcomes, successes, findings, and concerns.

FY 2020-21 INSTRUCTIONSProgram Budget and Participant Demographics

Overview

Beginning in FY 2020-21, HSGP grantees will use this document as a single tool to:

1) Establish your Program Budget2) Submit your Mid-Year Report (Fiscal Results and Participant Demographics)3) Submit your Year-End Report (Fiscal Results, Participant Demographics, and Cash Match)

For organizations granted funding for more than one program, a separate Exhibit C (Program Budget and Participant Demographics) and corresponding Exhibit B (Program Plan and Outcomes) is required for each program.

PROGRAM BUDGET & FISCAL REPORT TAB:

Provide line-item detail as specified in each section of the template and verify all calculations. Program Budgets will not be accepted if any of the required information is incomplete or if the calculations are incorrect. Completed sections will be locked for editing once approved by City staff. Any subsequent updates required due to approved Budget Modifications will be incorporated by City staff.

You may only input data into the shaded cells, as described in the instructions below. All other cells are locked for editing. Cells containing formulas will automatically calculate. Please report any issues to [email protected]

SECTION I: BUDGET SUMMARYThe Budget Summary block contains locked cells and will automatically populate subtotals as you fill out the Line Item Detail in Section II.

Agency Name/Program Name: Enter the name of your Agency and Program. Please ensure consistency of naming across all ExhibitsReporting Period: Use the drop-down box to select the appropriate reporting period (Program Budget, Mid-Year, or Year-End).Total City Funds Received/Expended to Date, Cash Balance: Enter the amount and balance of City funds received year-to-date (at Mid-Year and Year-End only).

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SECTION II: LINE ITEM DETAIL

For each line item, enter information into the appropriate shaded cells, as follows:

Program Budget: Complete columns A-I with program budget detail (Pale Green)Mid-Year Report: Complete column J with year-to-date expenditures (Light Grey)Year-End Report: Complete column K, Update Column N with year-end expenditures (Light Grey)

INSERTING ROWS: When inserting additional rows, please do so at least one line below the first row or above the last row in that section or the totals will not calculate correctlty.

Note: Column J "SM 1 st PERIOD EXPEND" and Column K "SM 2 nd PERIOD EXPEND" should be completed for SM grant funding only. Column N "TOTAL PROGRAM EXPEND includes all funding sources.

For Mid-Year and Year-End Reports only: Provide a brief explanation for any significant variances to budget in the appropriate Agency Variance Report column O, or enter N/A if no significant variance.

A significant variance is one that will modify the Program Budget by 10% or more and by not less than $500 in any of the following categories: - Any individual staff position budgeted in 1A.Staff Salaries; - The subtotal of any line item category other than 1A.Staff Salaries; - Any subcontract with an organization providing direct client services; or - Any subsidy, stipend, grant, or award to program participants or direct service providers.

If the above criteria are met, your agency should request a budget modification in order to reallocate funds for optimal service delivery.

SECTION III: CASH MATCH DETAIL

Provide a brief description of cash match receipts in column B (Description). For Government Grants, indicate the type of funding source (Federal, State, or County/Local). Enter the Projected/Actual cash match amounts as appropriate in Columns I-K.

Year-End Only: The "Year-End Actual Match Amount" total (Column L, Line 7) should be identical to the “Agency Cash Match to SMPP” total on the CASH MATCH tab (Column E, Row 18). If not, an error will populate in the “Year-End Cash Match Variance" cell (Column N, Line 7) and you will need to correct the discrepancy.

DEMOGRAPHICS TAB:

Complete the Projected Total column when establishing your Program Budget. You will update columns for Mid-Year and Year-End Actuals with actual numbers served in the appropriate reporting period.

CASH MATCH TAB:

Data automatically calculates based on data entered in the other reporting tabs. Once the Program Budget is established, this tab will display Budgeted Cash Match. The tab will automatically update with Actual Cash Match once your Year-End Report is completed.

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CITY OF SANTA MONICAFY 2020-21 PROGRAM BUDGET & FISCAL REPORTING

SECTION I: BUDGET SUMMARYTOTAL

PROGRAMBUDGET

SM GRANTBUDGET

NON-CITY PROGRAM BUDGET

SM 1st PERIOD EXPEND.

SM 2nd PERIOD

EXPEND. SM TOTAL EXPEND.SM PERCENT EXPENDED

YEAR-END TOTAL PROGRAM

EXPEND. AGENCY NAME: Hospitality Training Academy 1A. Staff Salaries 103,144$ 75,051$ 28,093$ 36,326$ -$ 36,326$ 48% -$ PROGRAM NAME: Santa Monica Jobs Initiative Program 1B. Staff Fringe Benefits 23,054$ 14,871$ 8,183$ 5,814$ -$ 5,814$ 39% -$

1C. Consultant Services 1,200$ -$ 1,200$ -$ -$ -$ N/A -$ 2. Space/Facilities 3,130$ -$ 3,130$ -$ -$ -$ N/A -$

REPORTING PERIOD: FY 2020-21 Program Budget: 7/1/20-6/30/21 3. Equipment Purchase -$ -$ -$ -$ -$ -$ N/A -$ 4. Travel/Training 124$ 124$ -$ -$ -$ -$ 0% -$

FY 2019-20 Rollover 7,988.00$ 5. Insurance 1,050$ 1,050$ -$ 756$ -$ 756$ 72% -$ A. Total City Funds Received to Date: 43,510.00$ 6. Operating Expenses 4,680$ 4,596$ 84$ 1,338$ -$ 1,338$ 29% -$ B. Total City Funds Expended to Date: 44,234.06$ 7. Scholarships/Stipends -$ -$ -$ -$ -$ -$ N/A -$ C. Cash Balance (Line A - Line B): 7,263.94$ 8. Other 7,875$ 875$ 7,000$ -$ -$ -$ 0% -$

9. Indirect Administrative Costs -$ -$ -$ -$ -$ -$ N/A -$ 10. TOTAL BUDGET 144,257$ 96,567$ 47,690$ 44,234$ -$ 44,234$ 46% -$

SECTION II: LINE ITEM DETAIL

1A. Staff SalariesList all paid program and administrative positions (both City and non-City funded) and complete all fields below. Total Program Budget for each staff position should equal FTE * Monthly Salary x Months x % FTE to Program.

POSITION CLASSIFICATIONFTE TO

PROGRAM

TOTALPROGRAMBUDGET

SM GRANTBUDGET



SM 2nd PERIOD



EXPEND. Mid-year Agency Variance Report

Senior/Executive Management 0.06 7,186.00$ -$ 7,186$ -$ -$ -$ N/A -$ Administrative Support 0.43 44,064.00$ 23,157.00$ 20,907$ 8,341$ -$ 8,341$ 36% -$ Direct Service Provision/Program Staff 1.00 51,894.00$ 51,894.00$ -$ 27,985$ -$ 27,985$ 54% -$

1A. Staff Salaries TOTAL 1.49 103,144$ 75,051$ 28,093$ 36,326$ -$ 36,326$ 48% -$

1B. Staff Fringe BenefitsList each fringe benefit as a percentage of total staff salaries listed above (FICA, SUI, Workers’ Compensation, Medical Insurance, Retirement, etc.).

Description

TOTALPROGRAMBUDGET

SM GRANTBUDGET



SM 2nd PERIOD




SUI - 6.2% of first $7,000 in wages. 640.38$ 520.38$ 120$ -$ -$ -$ 0% -$ FICA - $97,211 X 7.65% of wages. 8,117.34$ 5,968.34$ 2,149$ 2,779$ -$ 2,779$ 47% -$ W.C. - $97,211 X 1.00% of wages of hours worked. 1,061.17$ 780.17$ 281$ 348$ -$ 348$ 45% -$ Retirement - 3,827.21 hours X 1.39 per hour worked. 4,480.91$ 3,642.91$ 838$ 1,621$ -$ 1,621$ 45% -$ Medical Insurance - 1,377.85 a month 8,754.20$ 3,959.20$ 4,795$ 1,066$ -$ 1,066$ 27% -$

-$ -$ -$ -$ -$ -$ N/A -$

1B. Staff Fringe Benefits TOTAL 23,054$ 14,871$ 8,183$ 5,814$ -$ 5,814$ 39% -$

The HTA anticipates spending all fringe benefit budgeted funds by the end of the fiscal year.

1C. Consultant ServicesConsultant services are those contract services performed by individuals or groups for the organization. Please provide each type of consultant to be funded, specific services rendered, total proposed fee, and any additional information to justify the use of consultants as opposed to staff or volunteers.

Description

TOTALPROGRAMBUDGET

SM GRANTBUDGET



SM 2nd PERIOD




Consultant Svcs $100 x 12 months 1,200.00$ -$ 1,200$ -$ -$ -$ N/A -$ -$ -$ -$ -$ -$ -$ N/A -$

1C. Consultant Services TOTAL 1,200$ -$ 1,200$ -$ -$ -$ N/A -$

2. Space/FacilitiesList any rental costs, utilities, janitorial costs, and any other facility costs.

Description

TOTALPROGRAMBUDGET

SM GRANTBUDGET



SM 2nd PERIOD




3,130$ -$ 3,130$ -$ -$ -$ N/A -$ -$ -$ -$ -$ -$ -$ N/A -$

2. Space/Facilities TOTAL 3,130$ -$ 3,130$ -$ -$ -$ N/A -$

3. Equipment PurchaseEquipment is defined as non-expendable personal property having a useful life of more than one year and a unit cost of $1,000 or more. List each item to be leased, rented or purchased.

Description

TOTALPROGRAMBUDGET

SM GRANTBUDGET



SM 2nd PERIOD




-$ -$ -$ -$ -$ -$ N/A -$ -$ -$ -$ -$ -$ -$ N/A -$

3. Equipment Purchase TOTAL -$ -$ -$ -$ -$ -$ N/A -$

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4. Travel/TrainingList any trainings/seminars/conferences to be attended and include any amounts for travel, per diem, lodging, etc. For mileage, include mileage reimbursement rate in calculation.

Description

TOTALPROGRAMBUDGET

SM GRANTBUDGET



SM 2nd PERIOD




Mileage reimbursement for Project Supervisor and Outreach Coordinator at $0.575/mile, 25 miles/month for 12 months. 124$ 124$ -$ -$ -$ -$ 0% -$ -$ -$ -$ -$ -$ -$ N/A -$

4. Travel/Training TOTAL 124$ 124$ -$ -$ -$ -$ 0% -$

5. InsuranceInsurance coverage should align with City contract provisions.

Description

TOTALPROGRAMBUDGET

SM GRANTBUDGET



SM 2nd PERIOD




Cost of HTA general liability, property, auto insurance, and Waiver of Subrogation. 1,050$ 1,050$ -$ 756$ -$ 756$ 72% -$ -$ -$ -$ -$ -$ -$ N/A -$

5. Insurance TOTAL 1,050$ 1,050$ -$ 756$ -$ 756$ 72% -$

HTA is over spent due to added insurance to our policies, including cyber insurance. The HTA anticipates spending all budget line itens by the end of the year.

6. Operating ExpensesList all operating expenses [e.g., telephone, utilities, office supplies, printing, annual agency financial audit (required by the contract), etc.] included in the Total Program Budget.

Description

TOTALPROGRAMBUDGET

SM GRANTBUDGET



SM 2nd PERIOD




Cell phone usage for Case Manager and Program Supervisor 1,092$ 1,008$ 84$ 485$ -$ 485$ 48% -$ Program Supplies: Includes food for workshops/training classes, postage training materials, and participant/program supplies 1,508$ 1,508$ -$ 853$ -$ 853$ 57% -$ Business cards for program staff 85$ 85$ -$ -$ -$ -$ 0% -$ Other Operating costs 1,995$ 1,995$ -$ -$ -$ -$ 0% -$

-$ -$ -$ -$ -$ -$ N/A -$

6. Operating Expenses TOTAL 4,680$ 4,596$ 84$ 1,338$ -$ 1,338$ 29% -$

The HTA anticipates spending all budgeted operating expenses by the end of the year.

7. Scholarships/StipendsList any scholarships or stipends, and include: number of recipients, maximum amount per recipient, and basis for computation.

Description

TOTALPROGRAMBUDGET

SM GRANTBUDGET



SM 2nd PERIOD




-$ -$ -$ -$ -$ -$ N/A -$ -$ -$ -$ -$ -$ -$ N/A -$

7. Scholarships/Stipends TOTAL -$ -$ -$ -$ -$ -$ N/A -$

8. OtherList any program expense not appropriate for any of the above line items and provide justification.

Description

TOTALPROGRAMBUDGET

SM GRANTBUDGET



SM 2nd PERIOD




On-line Training for Customer service, ServSafe, Server, Culinary, Disinfection in the Age of the Pandemic. 7,875$ 875$ 7,000$ -$ -$ -$ 0% -$ -$ -$ -$ -$ -$ -$ N/A -$

8. Other TOTAL 7,875$ 875$ 7,000$ -$ -$ -$ 0% -$

9. Indirect Administrative CostsSanta Monica Grant budgets may include Indirect Administrative Costs as follows:

Rates 10% or less of total SM grant: Shall be considered de minimis and will be accepted without further supporting documentationRates above 10% of total SM grant: Must be accompanied by documentation of the agency’s federally-negotiated indirect cost rate.

Description

TOTALPROGRAMBUDGET

SM GRANTBUDGET



SM 2nd PERIOD




Indirect Administrative Costs -$ -$ -$ -$ -$ -$ N/A -$ Rate: 0.000% -$ -$ -$ -$ -$ -$ N/A -$

9. Indirect Administrative Costs TOTAL -$ -$ -$ -$ -$ -$ N/A -$

10. TOTAL BUDGET 144,257$ 96,567$ 47,690$ 44,234$ -$ 44,234$ 46% -$

SECTION III: CASH MATCH DETAIL

Source DescriptionPROJECTED MATCH

AMOUNT1st PERIOD ACTUAL

MATCH AMOUNT

2nd PERIOD ACTUAL MATCH

AMOUNT

YEAR-END ACTUAL MATCH

AMOUNT

YEAR-ENDCASH MATCH

CHECKYEAR-END CASH

MATCH VARIANCE1. Government Grants -$ -$ -$ -$ 2. Private/Corporate Grants -$ -$ -$ -$ 3. Individual Donations -$ -$ -$ -$ 4. Fundraising Events -$ -$ -$ -$ 5. Fees for Service -$ -$ -$ -$ 6. Other Taft-Hartley Funds 49,250$ 24,686$ -$ 24,686$ 7. TOTAL TOTAL CASH MATCH 49,250$ 24,686$ -$ 24,686$ N/A N/A

By submitting this report to the Human Services Division, I certify that this report is true, complete and accurate to the best of my knowledge and that all disbursements have been made in compliance with the conditions of theGrantee Agreement and for the purposes indicated.

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CITY OF SANTA MONICAFY 2020-21 Program Participants and Demographics

INDIVIDUALS RECEIVING CONTRACTED SERVICES(Number of Participants) Projected Total Mid-Year Actuals Year-End Actuals

Total Unduplicated PP 44 43Total SMPP 44 43

Low-Income SMPP 44 43Homeless SMPP 2 3

w/ Disabilities SMPP 1 0Served in Military N/A 0

Pico Neighborhood SMPP 26 22Primary Language not English SMPP 4 14

RACE AND ETHNICITY(Number of Participants) Projected Total Mid-Year Actuals Year-End Actuals

African-American 17 11Asian or Pacific Islander 1 2

Latino 18 22White 4 6

Multiple Race/Ethnicity 4 1Other 0 1

Refuse to State 0 0Total 44 43 0

ZIP CODE(Number of Participants) Projected Total Mid-Year Actuals Year-End Actuals

90401 N/A 090402 N/A 190403 N/A 390404 N/A 2290405 N/A 15

Other Zip Code N/A 2Total 0 43 0

Mid-Year Actuals Mid-Year Actuals Mid-Year Actuals Year-End Actuals Year-End Actuals Year-End Actuals

AGE AND GENDER(Number of Participants) Male Female Transgender Male Female Transgender

0-5 0 0 06-11 0 0 0

12-17 0 0 018-24 2 1 025-34 15 2 035-44 4 1 045-54 3 7 055-64 3 3 065-74 2 0 075-84 0 0 0

85+ 0 0 0Total 29 14 0 0 0 0

COST PER PARTICIPANT (Total Program Budget / Total Unduplicated Participants) Projected Total Year-End Actual

$ 3,278.57 N/A

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Cash Match Calculation

CITY OF SANTA MONICAFY 2020-21 CASH MATCH CALCULATORAGENCY NAME: Hospitality Training Academy

PROGRAM NAME: Santa Monica Jobs Initiative Program

PROGRAM STATUS REPORT FY 2020-21

Annual Target FY 2020-21

Year-End Actual

Total Program Participants 44 0Total Santa Monica Program Participants (SMPP) 44 0Level of Service to SMPP (%) 100.0% N/A

FISCAL STATUS REPORT

FY 2020-21 Total Program

Budget FY 2020-21

SM Grant Budget

FY 2020-21Total Program

Expend.

FY 2020-21SM Grant Budget

Expend.

Program Expenditures 144,257$ 96,567$ -$ 44,234$

CASH MATCH CALCULATOR

Level of Service to SMPP: 144,257$ 100.0% N/A N/ASM Grant Funding to SMPP: 96,567$ 66.9% 44,234$ N/A

Agency Cash Match to SMPP: 47,690$ 33.1% N/A N/ACash match must

be least 30%Cash match must

be least 30%

Based on Program Plan and Budget Based on Actual Data and Expenditures

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human services grants program (hsgp) fy 2020-21 mid …

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