Negative Economic Impact on Organization. The following question is the keystone of a strong application in this process. If your organization cannot demonstrate a negative economic impact from the pandemic, your application will not qualify for committee review. If you are uncertain about what constitutes negative economic impact or how to demonstrate it, please contact PCF staff for technical assistance. Xxxxx Xxxxx Saving Our Seniors Describe your organization’s negative economic impact arising from the COVID-19 pandemic. Examples could include: • Inflationary pressures • A reduction in revenue since the onset of the pandemic • An increase in pandemic-related revenue that is restricted, or otherwise does not permit the purchase of capital assets • The use of reserves for pandemic-related unbudgeted expenses • Allocation of resources to meet a pandemic-related increase in demand for services, which results in a lack of resources to purchase capital assets • A need for additional capital assets to adapt operations to accommodate health and safety guidelines by the CDC You have the option to upload supporting documentation regarding negative economic impact. However, please limit your upload to no more than five pages. The setbacks SOS faces as a result of the pandemic include increased demand for our services that stems directly from the pandemic, reductions in the service capacity of senior-support organizations across the board, and increased costs that have forced us to deplete our cash reserves. Demand for our services has escalated, with more new clients requesting food, medical supplies, and related support from SOS than ever before. Moreover, many of our long-term clients are experiencing added financial strain stemming from the pandemic, and thus require additional support. But while need amongst seniors continues to surge, some of the organizations that previously would have helped them have shut down during the pandemic, while others have suffered diminished service capacity. We are struggling to absorb the resulting overflow, receiving 700 referrals from other organizations in 2022, a 64% increase from before the pandemic. As the network of senior-support services becomes increasingly strained, fewer resources are available to both chronically low-income seniors, as well as those experiencing novel financial difficulties from the pandemic. It is our goal for the coming year to expand our service capacity to help fill the growing gap between seniors’ needs and the senior-support network's collective means. To do so, we must purchase a dedicated delivery van to transport food and haul our concession stand, a purchase which will ultimately reduce our monthly operating costs and streamline our operations. We have needed a delivery van since the start of the Fresh Market program, but remain unable to purchase one. Increased food insecurity among our clients combined with inflated food prices have forced us to draw from our cash reserves when purchasing Fresh Market food, cash which would have otherwise gone towards the acquiring the van. A single pickup’s worth of food cost an average of $750 in 2019 when the Fresh Market program was initiated, but now costs over $1,800 (due to both inflation and increased purchasing volume). During this time, increases in donations and fundraising have lagged behind inflation, further reducing our purchasing power. To keep the Fresh Market Program operational through the pandemic, we have relied on several stopgap measures: renting Uhauls for large loads, using staff members’ personal vehicles for smaller loads, and renting trucks to transport the Fresh Market concession trailer. This is an inefficient short-term solution that carries additional expenses of roughly $36,000 per year, as well as time lost to administrative and logistical overhead. As SOS cannot fund such a large capital expenditure at present, we are requesting Pinellas Community Foundation’s help. Xxxxx Xxxxx Saving Our Seniors Proposal Description* The American Rescue Plan Act requires a request that is reasonable and proportional to the level of economic impact your organization experienced. This means the request you describe below should not be greater than the economic harm your organization has suffered. Please describe your purchase proposal and address the following: • What will you be purchasing with these funds? • What is the estimated lifespan of the purchase/improvement? • How does it address the negative economic harm you described in the previous question? At present, we rent a van for transporting food and a truck for hauling our concession trailer at a total cost of $36,000/year, which has become financially untenable at our increasingly high service volume. We also find it necessary to transition away from utilizing staff member’s personal vehicles for food transport, largely due to their lack of refrigeration (made necessary by the long distances involved in transporting perishables), as well as the wear-and-tear these vehicles accumulate when transporting large quantities of food over long distances. As such, the requested funds will go towards the purchase of a refrigerated delivery van that will be used for food pickups and hauling the Fresh Market concession trailer, as well as a walk-in fridge for storage. The lifespan of a refrigerated truck is estimated by industry experts to be 200,000-250,000 miles; the lifespan of the average walk-in fridge is about 15 years. Each week we conduct five food pickups, driving a total of ~400 miles. The rental vans we currently used for food pickups have a capacity of 246 cubic feet and run at 14 MPG. If we were to purchase a van with 520 cubic feet of capacity running at approximately 23 MPG (e.g. a Ram ProMaster 3500) the number of food pickups required to maintain our current level of service would decline by ~50% given the doubling in carrying capacity. Making half the number of trips to pick up food would mean proportional reductions in labor (~3.3 hours of drive time) and fuel expenses (~$64.76) every week. Additionally, we could use our new van to transport the Fresh Market concession stand, no longer needing a weekly truck rental to do so. By eliminating the need for both vehicle rentals, this purchase will save SOS a total annual average of $39,367.52 ($36,000 in rental fees and $3367.52 in gas) and 436 hours of labor (172 hours of drive time and 260 hours of administrative overhead). Purchasing this truck will solve the problem described in the previous question of SOS being unable to make a long-needed capital expense due to pandemic-era inflation. The funds from this grant will effectively replace the reserves we had earmarked for this purchase but had lost to inflated operating costs. Following these purchases, we will seek additional funding and expand our revenue streams. In combination with the labor hours saved with fewer food pickups, we will be able to set up new Fresh Markets across Pinellas County. Guiding Principles - Client Impact* The American Rescue Plan Act, which provides the funding for this grant program, aims to ensure an equitable recovery from the COVID-19 pandemic. According to federal guidance, the term “equity” is defined as: The consistent and systematic fair, just, and impartial treatment of all individuals, including individuals who belong to underserved communities that have been denied such treatment, such as Black, Latino, and Xxxxx Xxxxx Saving Our Seniors Indigenous and Native American persons, Asian Americans and Pacific Islanders and other persons of color; members of religious minorities; lesbian, gay, bisexual, transgender, and queer (LGBTQ+) persons; persons with disabilities; persons who live in rural areas; and persons otherwise adversely affected by persistent poverty or inequality. One of the guiding principles of this fund is that it will apply a lens of equity to ensure the needs of specified priority populations are met. Will this purchase benefit the community members defined above that have experienced disproportionate negative impacts from the COVID-19 pandemic? If so, how? Our focus has always been serving low-income seniors who are subject to socioeconomic inequality on both the dimensions of poverty and age. During the COVID-19 pandemic, these characteristics made our clients uniquely susceptible to its negative effects: while those in poverty were disproportionately impacted in that their limited incomes could not absorb the pandemic’s inflationary effects, the elderly were disproportionately impacted given their high susceptibility to the virus and the strict social isolation they had to endure as a result.
Appears in 1 contract
Samples: Capital Purchase Grant Agreement
Negative Economic Impact on Organization. The following question is the keystone of a strong application in this process. If your organization cannot demonstrate a negative economic impact from the pandemic, your application will not qualify for committee review. If you are uncertain about what constitutes negative economic impact or how to demonstrate it, please contact PCF staff for technical assistance. Xxxxx Xxxxx Saving Our Seniors Describe your organization’s negative economic impact arising from the COVID-19 pandemic. Examples could include: • Inflationary pressures • A reduction in revenue from 2019 to 2020 Xxxxx Xxxxxx Citizens Alliance for Progress Inc. • Inflationary pressures • Increases in demand for services that have not been compensated for through new revenue • The use of reserves for unbudgeted expenses since the onset of the pandemic • An increase in pandemic-related revenue that is restricted, or otherwise does not permit and such use of reserves has prevented the purchase of capital assets • The use of reserves A need for pandemic-related unbudgeted expenses • Allocation of resources capital assets to meet a pandemic-related increase in demand offset community need for services, which results in a lack of your organization does not have the resources to purchase capital assets due to the negative economic harm from the pandemic • A need for additional capital assets to adapt operations to accommodate health and safety guidelines by the CDC • Growth in restricted pandemic-related revenue that does not permit capital asset acquisition You have the option to upload supporting documentation regarding negative economic impact. However, please limit your upload to no more than five pages. Note: If you are applying for both a Small Purchase and Large Project, you may reuse the answer for this question PROVIDED THAT the negative economic impact is relevant to both requests. The setbacks SOS faces as Large Project Letter of Intent does not permit uploads to support the answer to this question. Fundraiser-Canceled.pdf The COVID-19 pandemic has had a result very negative economic impact on our agency and our day to day operations. We are a community-based agency located in a historically African American Neighborhood. This neighborhood has a growing Hispanic population. The ability to raise funds in a low-income neighborhood has presented some difficulties. Our agency has been able to overcome this obstacle by establishing an Annual Banquet. The Pandemic has prevented us from having this Banquet for two consecutive years. This lack of fundraising efforts has hindered us from having the necessary funding to improve our technological infrastructure. The COVID-19 pandemic include increased demand highlighted the need for our services a better technological system. Our Wi-Fi system is patched together which makes it vulnerable and gives spotty internet services. The center has three buildings that stems directly from are served by the same wireless internet system. The classrooms for the After School Program are in these buildings. Safety precautions, due to COVID-19, dictated that we put computers in these classrooms for the students to use, to limit the students' movements around the center. Using more computers for instructional practices required greater internet band width. The additional usage of computers on the Wi-Fi resulted in slow connection or no connectivity at all. The school system began utilizing technology more to teach students during the pandemic, reductions in . The majority of children we serve are people of color and from low-income households. These households lack the service capacity technology and knowledge to make this adjustment to this type of senior-support organizations across the board, and increased costs teaching. The results were that have forced us to deplete our cash reserves. Demand for our services has escalated, with more new clients requesting food, medical supplies, and related support from SOS than ever before. Moreover, many of our long-term clients are experiencing added financial strain stemming from the pandemic, and thus require additional support. But while need amongst seniors continues to surge, some of the organizations that previously would have helped them have shut down during children fell further behind. This problem has been exacerbated because of the pandemicSchool System has increased the use of online sites to teach students, while others have suffered diminished service capacity. We are struggling to absorb the resulting overflow, receiving 700 referrals from other organizations in 2022, a 64% increase from before after the pandemic. As Also, more families are coming to the network center to use our computers for EBT, Job Search, ACCESS Recertification, etc. The lack of seniora stable Wi-support services becomes increasingly strained, fewer resources are available Fi system and computers hinders our ability to both chronically low-income seniors, as well as those experiencing novel financial difficulties meet the growing needs of the community due to the impact of COVID-19. We don’t have the ability to purchase the upgrade to our technology because of the economic harm from the pandemic. It is our goal for the coming year to expand our service capacity to help fill the growing gap between seniors’ needs and the senior-support network's collective means. To do so, we must purchase a dedicated delivery van to transport food and haul our concession stand, a purchase which will ultimately reduce our monthly operating costs and streamline our operations. We have needed a delivery van since the start of the Fresh Market program, but remain unable to purchase one. Increased food insecurity among our clients combined with inflated food prices have forced us to draw from our cash reserves when purchasing Fresh Market food, cash which would have otherwise gone towards the acquiring the van. A single pickup’s worth of food cost an average of $750 in 2019 when the Fresh Market program was initiated, but now costs over $1,800 (due to both inflation and increased purchasing volume). During this time, increases in donations and fundraising have lagged behind inflation, further reducing our purchasing power. To keep the Fresh Market Program operational through the pandemic, we have relied on several stopgap measures: renting Uhauls for large loads, using staff members’ personal vehicles for smaller loads, and renting trucks to transport the Fresh Market concession trailer. This is an inefficient short-term solution that carries additional expenses of roughly $36,000 per year, as well as time lost to administrative and logistical overhead. As SOS cannot fund such a large capital expenditure at present, we are requesting Pinellas Community Foundation’s helppandemic i.e. cancelled fundraiser. Xxxxx Xxxxx Saving Our Seniors Xxxxxx Citizens Alliance for Progress Inc. Proposal Description* The American Rescue Plan Act requires a request that is reasonable and proportional to the level of economic impact your organization experienced. This means the request you describe below should not be greater than the economic harm your organization has suffered. Please describe your purchase proposal and address the following: • What will you be purchasing with these funds? • What is the estimated lifespan of the purchase/improvement? • How does it address the negative economic harm you described in the previous question? At present, we rent We will be purchasing a van technology upgrade for transporting food our Wi-Fi system and computers. The estimated lifespan for the Wi-Fi system is 10 years. The estimated lifespan for the computers is 3 years. This upgrade will allow for greater accessibility and connectivity. The participants in the After School Program will benefit from having a truck for hauling our concession trailer at a total cost of $36,000/year, which has become financially untenable at our increasingly high service volume. We also find it necessary to transition away from utilizing staff member’s personal vehicles for food transport, largely due to their lack of refrigeration (made necessary by the long distances involved in transporting perishables), as well as the wearWi-and-tear these vehicles accumulate when transporting large quantities of food over long distances. As such, the requested funds will go towards the purchase of a refrigerated delivery van Fi system and computers that will be used for food pickups and hauling the Fresh Market concession trailer, as well as a walk-in fridge for storageenable them to access online digital school work. The lifespan of a refrigerated truck is estimated by industry experts technology upgrade will provide greater internet and computer reliability to be 200,000-250,000 miles; assist the lifespan of students in increasing their learning gains. This improved network system and computers will also benefit the average walk-clients that utilize the Family Center in fridge is about 15 years. Each week we conduct five food pickupsseeking employment, driving a total of ~400 miles. The rental vans we currently used for food pickups have a capacity of 246 cubic feet and run at 14 MPG. If we were to purchase a van with 520 cubic feet of capacity running at approximately 23 MPG (e.g. a Ram ProMaster 3500) the number of food pickups required to maintain our current level of service would decline by ~50% given the doubling in carrying capacity. Making half the number of trips to pick up food would mean proportional reductions in labor (~3.3 hours of drive time) and fuel expenses (~$64.76) every week. Additionallyrecertifying benefits, we could use our new van to transport the Fresh Market concession stand, no longer needing a weekly truck rental to do so. By eliminating the need for both vehicle rentals, this purchase will save SOS a total annual average of $39,367.52 ($36,000 in rental fees and $3367.52 in gas) and 436 hours of labor (172 hours of drive time and 260 hours of administrative overhead). Purchasing this truck will solve the problem described in the previous question of SOS being unable to make a long-needed capital expense due to pandemic-era inflation. The funds from this grant will effectively replace the reserves we had earmarked for this purchase but had lost to inflated operating costs. Following these purchases, we will seek additional funding and expand our revenue streams. In combination with the labor hours saved with fewer food pickups, we will be able to set up new Fresh Markets across Pinellas Countyetc. Guiding Principles - Client Impact* The American Rescue Plan Act, which provides the funding for this grant program, aims to ensure an equitable recovery from the COVID-19 pandemic. According to federal guidance, the The term “equity” is defined as: The consistent and systematic fair, just, and impartial treatment of all individuals, including individuals who belong to underserved communities that have been denied such treatment, such as Black, Latino, and Xxxxx Xxxxx Saving Our Seniors Indigenous and Native American persons, Asian Americans and Pacific Islanders and other persons of color; members of religious minorities; lesbian, gay, bisexual, transgender, and queer (LGBTQ+) persons; persons with disabilities; persons who live in rural areas; and persons otherwise adversely affected by persistent poverty or inequality. One of the guiding principles of this fund is that it will apply a lens of equity to ensure the needs of specified priority populations are met. Will this purchase benefit the community members defined above that have experienced disproportionate negative impacts from the COVID-19 pandemic? If so, how? Yes, our center services the needs of the priority population, especially the Black and Hispanic population. Our focus facility is in a historically African American community, where there is a greater need for access to reliable technology. This purchase will help us assist in alleviating the negative impact COVID has always been serving had on the learning for children of color. Also, it provides us with an opportunity to help clients with their technological needs, applying for employment, ACCESS recertification, utility assistance, etc., and other online services. Xxxxx Xxxxxx Citizens Alliance for Progress Inc. Number Served* How many people will directly benefit from this capital purchase annually? 1800 Unduplicated vs. Duplicated* Is the number indicated above duplicated or unduplicated? Duplicated: A client is counted each time they access services Unduplicated: A client is counted once, regardless of the number of times they access services Example: ABC Food Bank operates two mobile food pantries, one in Clearwater and one in St. Petersburg. Xxxxxx, a Pinellas County resident, goes to both food pantries. If ABC Food Bank counts Xxxxxx'x visit TWICE, it is duplicated. If ABC Food Bank counts Xxxxxx'x visit ONCE, it is unduplicated. Duplicated Other (Explanation Required) If you selected "Other" in the previous question, please explain how your organization determined the number of clients that will benefit from the proposed capital purchase. The American Rescue Plan Act (ARPA) prioritizes organizations that either have headquarters or carry out the majority of their operations inside Qualified Census Tracts (QCTs). QCTs are a standard method of identifying communities with a large proportion of low-income seniors who residents. The U.S. Department of Housing and Urban Development determines what areas qualify as QCT. To assess if your organization serves or is headquartered in a QCT, use the following link: xxxxx://xxx.xxxxxxx.xxx/portal/sadda/sadda_qct.html In the top right-hand corner, choose the state of Florida and Pinellas County. Then on the left-hand side of the screen, click the box next to “Color QCT Qualified Tracts.” The QCT zones are subject denoted in purple. You can also map your address by adding it into the address box at the top to socioeconomic inequality see if your location is inside the zones. Xxxxx Xxxxxx Citizens Alliance for Progress Inc. Below, please provide the location of your operations and the location of your headquarters, if different. Headquarters Location* Please provide your organization's headquarters address as it appears on both your Sunbiz account. To check your Sunbiz registration, you may search here: xxxxx://xxx.xxxxxxxxx.xxx/sunbiz/search/ 401 X. Xxxxxx Xxxxxx Xxxx Xx. Dr., Tarpon Springs, FL 34689 QCT Determination - Headquarters* Is this organization headquartered in a QCT? Xxxxx Xxxxxx Citizens Alliance for Progress Inc. Yes Purchase Location* Where will the dimensions majority of poverty and age. During the COVID-19 pandemic, these characteristics made our clients uniquely susceptible to its negative effects: while those in poverty were disproportionately impacted in that their limited incomes could not absorb the pandemic’s inflationary effects, the elderly were disproportionately impacted given their high susceptibility activities related to the virus and the strict social isolation they had to endure as a result.purchase(s) take place?
Appears in 1 contract
Samples: Capital Purchase Grant Agreement
Negative Economic Impact on Organization. The following question is the keystone of a strong application in this process. If your organization cannot demonstrate a negative economic impact from the pandemic, your application will not qualify for committee review. If you are uncertain about what constitutes negative economic impact or how to demonstrate it, please contact PCF staff for technical assistance. Xxxxx Xxxxx Saving Our Seniors Describe your organization’s negative economic impact arising from the COVID-19 pandemic. Examples could include: • Inflationary pressures • A reduction in revenue since the onset of the pandemic Xxxxx Xxxxxxx Life-Skills, Empowerment And Development Services (LEADS) • An increase in pandemic-related revenue that is restricted, or otherwise does not permit the purchase of capital assets • The use of reserves for pandemic-related unbudgeted expenses • Allocation of resources to meet a pandemic-related increase in demand for services, which results in a lack of resources to purchase capital assets • A need for additional capital assets to adapt operations to accommodate health and safety guidelines by the CDC You have the option to upload supporting documentation regarding negative economic impact. However, please limit your upload to no more than five pages. The setbacks SOS faces as As of July 14, 2020, over 4,400 Floridians had died due to COVID. Sadly, one of our youngest board members, an African American woman due to deliver her first child, was among this number. She had been a result beloved member of the pandemic include increased demand for BOD and she led our services that stems directly from the pandemic, reductions in the service capacity of seniorfund-support organizations across the boardraising efforts. Our fund-raising came to a halt, and increased costs that we have not been able to do any significant fund-raising since. One of our founding board members developed long COVID which forced us her to deplete resign. Our CEO, who is elderly and high risk, left the state and began to administer remotely reducing our cash reservesadministrative capacity. Demand for The number of youth we were able to serve with Teen Pregnancy Prevention (TPP) dropped dramatically and we were unable to open any new programs. We transitioned to virtual classes but youth were pretty much “zoomed out” having to do school classes online so enrollment plummeted. Our first program was our services has escalated, with more new clients requesting food, medical suppliesChild/Adult Montessori Preschool Services (CHAMPS)Program. The child and parent/grandparent came to our fully equipped Montessori classroom, and related support we worked with both adult and child, helping the adult learn to be their child’s first teacher. We received a small grant from SOS than ever before. Moreover, many of our long-term clients are experiencing added financial strain stemming from the pandemicPNC, and thus require additional support. But while need amongst seniors continues a large donation from a private donor giving us the funds to surge, some of run the organizations that previously would have helped them have shut down during the pandemic, while others have suffered diminished service capacityFREE program. We are struggling planned to absorb add a tuition-based daycare the resulting overflownext year that would provide us an unrestricted income. However, receiving 700 referrals from other organizations CHAMPS opened in 2022September 2019, and we were forced to close in February 2020 because our mostly African American grandparent participants were at high risk. We eventually had to sell the equipment and furniture at a 64% increase from before great loss because all preschools were suffering or closed, and we were unable to open our daycare in 2021. LEADS has been staggering under the pandemicweight of inflationary pressures. As the network of senior-support services becomes increasingly strained, fewer resources are available to both chronically low-income seniors, as well as those experiencing novel financial difficulties from the pandemic. It is our goal Costs for the coming year to expand our service capacity to help fill the growing gap between seniors’ needs and the senior-support network's collective means. To do so, we must purchase a dedicated delivery van to transport food and haul our concession stand, a purchase which will ultimately reduce our monthly operating costs and streamline our operationseverything have skyrocketed. We have needed not been able to reopen CHAMPS, start the daycare, or serve all youth and parents needing services. We had hoped to open a delivery van since the start of the Fresh Market fatherhood program, but remain we couldn't. We have been unable to purchase onefund-raise for capital assets and granted funds are restricted. Increased food insecurity among our clients combined with inflated food prices have forced us to draw from our cash reserves when purchasing Fresh Market food, cash which would have otherwise gone towards the acquiring the vanOur quantified losses are 1) $35,000 loss on CHAMPS 2) Loss of Daycare income @ $572 per child per CareLulu for 50 kids=$ 353,200 annually x 2 years=$686,400. A single pickup’s worth of food cost an average of 3) Fund- raising loss for 3 years @ $750 in 2019 when the Fresh Market program was initiated, but now costs over $1,800 (20,000 per year=$60,000. Total Economic Loss due to both inflation and increased purchasing volumeCOVID: 781,400. This does not show up on our bottom line because we were awarded 4 federal grants during this period for our healthy relationships programs. (one finished December, 2021). During this time, increases in donations and fundraising We still have lagged three substantial grants but their funds are highly restricted. We feel an urgency to provide a program that has strong research behind inflation, further reducing our purchasing power. To keep the Fresh Market Program operational through the pandemic, we have relied on several stopgap measures: renting Uhauls for large loads, using staff members’ personal vehicles for smaller loadsit showing it reduces teen pregnancy by 46%, and renting trucks to transport the Fresh Market concession trailerit's attendant mental health problems. This is an inefficient short-term solution that carries additional expenses of roughly $36,000 per year, as well as time lost to administrative and logistical overhead. As SOS cannot fund such a large capital expenditure at present, we are requesting Pinellas Community Foundation’s help. Xxxxx Xxxxx Saving Our Seniors Proposal Description* The American Rescue Plan Act requires a request that is reasonable and proportional to the level of economic impact your organization experienced. This means the request you describe below should not be greater than the economic harm your organization has suffered. Please describe your purchase proposal and address the following: Xxxxx Xxxxxxx Life-Skills, Empowerment And Development Services (LEADS) • What will you be purchasing with these funds? • What is the estimated lifespan of the purchase/improvement? • How does it address the negative economic harm you described in the previous question? At presentWe hope to purchase a Ford Transit van The Ford Transit has an average lifespan of 10 to 15 years, depending on how well it is maintained, and we rent will maintain it well. This is a very normal range for most models of Ford Transit van. (xxxxx://xxxxxxxxxxxx.xxx/how-long-will-a-ford-transit-connect-last/). This van for transporting food and a truck for hauling our concession trailer at a total cost of $36,000/year, which has become financially untenable at our increasingly high service volume. We also find it necessary to transition away from utilizing staff member’s personal vehicles for food transport, largely due to their lack of refrigeration (made necessary by the long distances involved in transporting perishables), as well as the wear-and-tear these vehicles accumulate when transporting large quantities of food over long distances. As such, the requested funds will go towards the purchase of a refrigerated delivery van that will be used to help us implement our Teen Pregnancy Programs and also in support of our Steady, Trusted, Engaged, Participating, and Understanding Parent (STEP UP) fatherhood project. This is a new project recently funded by Pinellas Community Foundation because of the strong connection between positive father parenting and child mental health. According to the Pinellas children's Mental Health Impact Sheet: One in 6 children ages 2-8 have a mental, behavioral, or developmental disorder. One in 4 teens have considered suicide. Florida Health Charts 2020 for food pickups and hauling the Fresh Market concession trailerPinellas County show 49 non-fatal intentional self-harm injuries for youth 12-18 that required hospitalization. We don't know how many non-fatal intentional self-harm injuries, as well as a walk-in fridge for storageprimarily cutting, go unreported. The lifespan study entitled: The Role of Father Involvement in Children's Later Mental Health, established a refrigerated truck is estimated by industry experts strong connection between father involvement and child/youth mental well-being. In other research, paternal involvement in a child's life has been linked to be 200,000-250,000 miles; positive child outcomes including improved mental health and cognition (Allport et al. 2018). We will use the lifespan Ford Transit Van to reduce one of the average walk-in fridge is about 15 yearsbarriers to our services, transportation. Each week we conduct five food pickups, driving a total of ~400 miles. The rental vans we currently used for food pickups have a capacity of 246 cubic feet and run at 14 MPG. If we were to purchase a van with 520 cubic feet of capacity running at approximately 23 MPG (e.g. a Ram ProMaster 3500) the number of food pickups required to maintain our current level of service would decline by ~50% given the doubling in carrying capacity. Making half the number of trips to pick up food would mean proportional reductions in labor (~3.3 hours of drive time) and fuel expenses (~$64.76) every week. Additionally, we could use our new van to transport the Fresh Market concession stand, no longer needing a weekly truck rental to do so. By eliminating the need for both vehicle rentals, this purchase will save SOS a total annual average of $39,367.52 ($36,000 in rental fees and $3367.52 in gas) and 436 hours of labor (172 hours of drive time and 260 hours of administrative overhead). Purchasing this truck will solve the problem described in the previous question of SOS being unable to make a long-needed capital expense due to pandemic-era inflation. The funds from this grant will effectively replace the reserves we had earmarked for this purchase but had lost to inflated operating costs. Following these purchases, we will seek additional funding and expand our revenue streams. In combination with the labor hours saved with fewer food pickupsAs needed, we will be able to set up new Fresh Markets across bring youth or fathers to our programs. Our fatherhood program also includes family field trips and we would use the van to transport families who need transportation. LEADS also participates in numerous community events such as the recent Xxxxxxx Greens Festival and the van would help us carry tables and equipment to such events. We host various dissemination events in the community to let families know our outcomes. We have had to scrounge around to borrow trucks to help us transport the equipment used in these events. A van will allow us to provide a service advantage to those who are disadvantaged, particularly in the five zones in the county considered to be high- risk. The zones are: Tarpon Springs zip 34689; North and South Greenwood and Clearwater 33755 & 33756; High Point 33760; Lealman, Pinellas CountyPark, and St. Petersburg 33709, 33713, 33714, & 00000 xxx Xxxxx Xx. Petersburg 33705, 33711, & 33712. Guiding Principles - Client Impact* The American Rescue Plan Act, which provides the funding for this grant program, aims to ensure an equitable recovery from the COVID-19 pandemic. According to federal guidance, the term “equity” is defined as: The consistent and systematic fair, just, and impartial treatment of all individuals, including individuals who belong to underserved communities that have been denied such treatment, such as Black, Latino, and Xxxxx Xxxxx Saving Our Seniors Indigenous and Native American persons, Asian Americans and Pacific Islanders and other persons of color; members of religious minorities; lesbian, gay, bisexual, transgender, and queer (LGBTQ+) persons; persons with disabilities; persons who live in rural areas; and persons otherwise adversely affected by persistent poverty or inequality. One of the guiding principles of this fund is that it will apply a lens of equity to ensure the needs of specified priority populations are met. Will this purchase benefit the community members defined above that have experienced disproportionate negative impacts from the COVID-19 pandemic? If so, how? Our focus mission is to Strengthen Families in the Communities We Serve. We serve the Black American community living in disadvantaged neighborhoods. LEADS is an agency with 98% Black American Staff and 85% Black American Board of Directors. While we serve all those who wish to avail themselves of our services, over 97% of our participants are Black Americans. This is primarily because we hire and recruit from communities Xxxxx Xxxxxxx Life-Skills, Empowerment And Development Services (LEADS) of color who are most in need of our services. According to the National Institute of Health: Approximately 97.9 out of every 100,000 African Americans have died from COVID-19, a mortality rate that is a third higher than that for Latinos (64.7 per 100,000), and more than double than that for whites (46.6 per 100,000) and Asians (40.4 per 100,000). Our TPP program (LOVE NOTES) and our fatherhood program (24/7 Dads) both use evidence-based curriculum. This purchase will allow us to overcome the barrier to transportation which has always been serving a negative effect on our programs, allowing us to impact more youth and fathers. 20% of Black households do not have access to an automobile. This is the highest percentage among all races and ethnicities. (The National Equity Atlas. (2015). Car access. Retrieved from xxxxx://xxxxxxxxxxxxxxxxxxx.xxx/indicators/Car_access.) Additionally, one-third of low-income seniors who are subject African Americans live in a zero-vehicle xxxxxxxxx.Xx an automobile-dominated transportation system, lack of automobile access hinders the ability to socioeconomic inequality on reach jobs, education, healthy food, and more. (Xxxxxx, X.; Xxxxxx, E.; Xxxxxxx, S. (2006). Socioeconomic differences in household automobile ownership rates: Implications for evacuation policy. University of California, Berkeley. Retrieved from xxxxx://xxxx.xxxxxxxx.xxx/assets/uploads/research/pdf/berubedeakenraphael.pdf.) Our van will allow us to reach more youth and fathers and help us to achieve our mission as we work to Strengthen Families in the Communities We Serve by addressing their physical and mental health Number Served* How many people will directly benefit from this capital purchase annually? 200 Unduplicated vs. Duplicated* Is the number indicated above duplicated or unduplicated? Duplicated: A client is counted each time they access services Unduplicated: A client is counted once, regardless of the number of times they access services Example: ABC Food Bank operates two mobile food pantries, one in Clearwater and one in St. Petersburg. Xxxxxx, a Pinellas County resident, goes to both food pantries. If ABC Food Bank counts Xxxxxx'x visit TWICE, it is duplicated. If ABC Food Bank counts Xxxxxx'x visit ONCE, it is unduplicated. Unduplicated Other (Explanation Required) If you selected "Other" in the dimensions previous question, please explain how your organization determined the number of poverty and age. During clients that will benefit from the COVID-19 pandemic, these characteristics made our clients uniquely susceptible to its negative effects: while those in poverty were disproportionately impacted in that their limited incomes could not absorb the pandemic’s inflationary effects, the elderly were disproportionately impacted given their high susceptibility to the virus and the strict social isolation they had to endure as a resultproposed capital purchase.
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Negative Economic Impact on Organization. The following question is the keystone of a strong application in this process. If your organization cannot demonstrate a negative economic impact from the pandemic, your application will not qualify for committee review. If you are uncertain about what constitutes negative economic impact or how to demonstrate it, please contact PCF staff for technical assistance. Xxxxx Xxxxx Saving Our Seniors Describe your organization’s negative economic impact arising from the COVID-19 pandemic. Examples could include: • Inflationary pressures • A reduction in revenue from 2019 to 2020 • Inflationary pressures • Increases in demand for services that have not been compensated for through new revenue • The use of reserves for unbudgeted expenses since the onset of the pandemic • An increase in pandemic-related revenue that is restricted, or otherwise does not permit and such use of reserves has prevented the purchase of capital assets • The use of reserves A need for pandemic-related unbudgeted expenses • Allocation of resources capital assets to meet a pandemic-related increase in demand offset community need for services, which results in a lack of your organization does not have the resources to purchase capital assets due to the negative economic harm from the pandemic • A need for additional capital assets to adapt operations to accommodate health and safety guidelines by the CDC • Growth in restricted pandemic-related revenue that does not permit capital asset acquisition Xxxxx Xxxxx Homeless Empowerment Program / HEP You have the option to upload supporting documentation regarding negative economic impact. However, please limit your upload to no more than five pages. Note: If you are applying for both a Small Purchase and Large Project, you may reuse the answer for this question PROVIDED THAT the negative economic impact is relevant to both requests. The setbacks SOS faces as a result Large Project Letter of Intent does not permit uploads to support the answer to this question. Contributions decreased significantly in 2020 compared with 2019 – down $4,032,030. Program Service revenue decreased in 2020 compared with 2019 due to no new intakes in SATP, SCMI, Per Dem, CHAP, and dental. Federal grants down $316.926, state grants down $12,707, local grants down $84,209, client rent down $3,617 and dental income down $7,546 in 2020 compared to 2019. Special events had to be cancelled during the pandemic. Net revenue for events were down $34,462 in 2020 compared to 2019. At the beginning of the pandemic, we had limited intakes which greatly reduced our daily census and ability to bill for bed night stays, reducing our program revenue. We had to close our thrift store for almost three months, and then re-opened with limited hours. Revenue down $34,462 in 2020 compared to 2019 We had to close our Dental Clinic for months. Added onsite security since there was limited staff on site. We closed our daycare, utilizing community services to replace it. We reorganized the Meal Service into a takeout only service, incurring additional expenses for packaging and purchasing food more appropriate for takeout. Food donations also dropped off at the start of the pandemic. Implemented PPE, disinfectants, and a fogging service, additional costs not previously incurred. New cost of $68,130 We turned an 8 apartment building into a quarantine building to accommodate new intakes and keep existing clients safe. We relocated the families from those apartments into other apartments on campus. Secured PPP funds allowing HEP to continue paying staff salaries including those out on FFMLA and staff out sick with COVID. Staff worked limited hours but were paid full salaries. Received an increase Oct 2020 in the GPD and SCMI rates to offset additional costs. Received donations specific to pandemic include increased demand issues such as food, cleaning, and housing. Applied for our services that stems directly Employee Retention Tax Credit. Due to limited EH intakes from the pandemic, reductions in this affected our EH bed night stays which created a situation where we were not able to expend all EFSP dollars. Due to the service capacity of senior-support organizations across the boardpandemic and government COVID relief, and increased costs that have forced us to deplete our cash reserves. Demand potential employees for our services has escalated, with more new clients requesting food, medical supplies, and related support from SOS than ever before. Moreover, many of our long-term clients are experiencing added financial strain stemming from the pandemic, and thus require additional support. But while need amongst seniors continues to surge, some of the organizations that previously would have helped them have shut down during the pandemic, while others have suffered diminished service capacity. We are struggling to absorb the resulting overflow, receiving 700 referrals from other organizations in 2022, a 64% increase from before the pandemic. As the network of senior-support services becomes increasingly strained, fewer resources are available to both chronically low-income seniors, as well as those experiencing novel financial difficulties from the pandemic. It is our goal for the coming year to expand our service capacity to help fill the growing gap between seniors’ needs and the senior-support network's collective means. To do so, we must purchase a dedicated delivery van to transport food and haul our concession stand, a purchase which will ultimately reduce our monthly operating costs and streamline our operations. We have needed a delivery van since the start of the Fresh Market program, but remain vacated positions were unable to purchase onebe full filled; this in turn made difficult to spend down grant funding towards staff salaries/fringe. Increased food insecurity among our clients combined with inflated food prices have forced us Pandemic also affected ridership to draw from our cash reserves when purchasing Fresh Market food, cash which would have otherwise gone towards the acquiring the van. A single pickup’s worth of food cost an average of $750 VA; this in 2019 when the Fresh Market program was initiated, but now costs over $1,800 turn translated to driver layoffs (due to both inflation and increased purchasing volumethis then affects FDOT expenditures). During this time, increases in donations and fundraising have lagged behind inflation, further reducing our purchasing power. To keep the Fresh Market Program operational through the pandemic, we have relied on several stopgap measures: renting Uhauls for large loads, using staff members’ personal vehicles for smaller loads, and renting trucks to transport the Fresh Market concession trailer. This is an inefficient short-term solution that carries additional expenses of roughly $36,000 per year, as well as time lost to administrative and logistical overhead. As SOS cannot fund such a large capital expenditure at present, we are requesting Pinellas Community Foundation’s help. Xxxxx Xxxxx Saving Our Seniors Homeless Empowerment Program / HEP Pandemic affected supply chains for the Dorm Rehab project which in turn caused HEP not to be able expend funds in a timely manner (contract amendment extensions). Proposal Description* The American Rescue Plan Act requires a request that is reasonable and proportional to the level of economic impact your organization experienced. This means the request you describe below should not be greater than the economic harm your organization has suffered. Please describe your purchase proposal and address the following: • What will you be purchasing with these funds? • What is the estimated lifespan of the purchase/improvement? • How does it address the negative economic harm you described in the previous question? At present, we rent a van We will use these funds to purchase four (4) new vans for transporting food and a truck for hauling our concession trailer at a total cost maintenance department as part of $36,000/year, which has become financially untenable at our increasingly high service volume. We also find it necessary to transition away from utilizing staff member’s personal vehicles for food transport, largely due to their lack of refrigeration (made necessary by the long distances involved in transporting perishables), as well as the wear-and-tear these vehicles accumulate when transporting large quantities of food over long distances. As such, the requested funds will go towards the purchase of a refrigerated delivery van that will be used for food pickups and hauling the Fresh Market concession trailer, as well as a walk-in fridge for storagevehicle replacement strategy. The lifespan of each new vehicle is eight (8) years or 150,000 miles. We are currently utilizing four (4) older high-mileage vehicles, all of which are past their optimal term, which ultimately results in higher repair/maintenance costs, downtime, and fuel costs. Our maintenance department fleet currently includes a refrigerated truck is estimated by industry experts to be 200,000-250,000 miles; the lifespan 1999 Ford F-150 Truck, a 1994 Ford Econoline Van, a 1999 B-1500 Dodge Ram Van, and a 2000 Chevy Express 1500 Van. With this fleet, we are experiencing more than one breakdown per year per truck/van. Two of the average walk-in fridge is about 15 yearsvehicles lack air conditioning or heat, all vehicles have leaks, torn seats, cracked dashboards, rotting floorboards, missing and torn window gaskets, dents, rust, peeling paint, and missing door handles. Each week we conduct five food pickups, driving a total of ~400 miles. The rental vans we currently used for food pickups have a capacity of 246 cubic feet and run at 14 MPG. If we were to purchase a van with 520 cubic feet of capacity running at approximately 23 MPG (e.g. a Ram ProMaster 3500) the number of food pickups required to maintain our current level of service would decline by ~50% given the doubling in carrying capacity. Making half the number of trips to pick up food would mean proportional reductions in labor (~3.3 hours of drive time) and fuel expenses (~$64.76) every week. Additionally, we could use our new van to transport the Fresh Market concession stand, no longer needing a weekly truck rental to do so. By eliminating the need for both vehicle rentals, this purchase will save SOS a total annual average of $39,367.52 ($36,000 in rental fees and $3367.52 in gas) and 436 hours of labor (172 hours of drive time and 260 hours of administrative overhead). Purchasing this truck will solve the problem described Located in the previous question of SOS being unable to make a longNorth Greenwood Neighborhood, HEP’s well-needed capital expense due to pandemicgroomed eight-era inflation. The funds from this grant will effectively replace the reserves we had earmarked for this purchase but had lost to inflated operating costs. Following these purchases, we will seek additional funding and expand our revenue streams. In combination with the labor hours saved with fewer food pickups, we will be able to set up new Fresh Markets across Pinellas County. Guiding Principles - Client Impact* The American Rescue Plan Act, which acre campus provides the funding platform for this grant program, aims us to ensure an equitable recovery from the COVID-19 pandemic. According to federal guidance, the term “equity” is defined as: The consistent and systematic fair, just, and impartial treatment of all individuals, including individuals who belong to underserved communities that have been denied such treatment, such as Black, Latino, and Xxxxx Xxxxx Saving Our Seniors Indigenous and Native American persons, Asian Americans and Pacific Islanders and other persons of color; members of religious minorities; lesbian, gay, bisexual, transgender, and queer (LGBTQ+) persons; persons with disabilities; persons who live in rural areas; and persons otherwise adversely affected by persistent poverty or inequality. One of the guiding principles of this fund is that it will apply a lens of equity to ensure the needs of specified priority populations are met. Will this purchase benefit the community members defined above that have experienced disproportionate negative impacts from the COVID-19 pandemic? If so, how? Our focus has always been serving low-income seniors who are subject to socioeconomic inequality on both the dimensions of poverty and age. During the COVID-19 pandemic, these characteristics made our clients uniquely susceptible to its negative effects: while not only house those in poverty were disproportionately impacted need in that a safe and welcome community setting, but also to give them the wellness and workforce development tools they need to empower them to end their limited incomes could not absorb the pandemic’s inflationary effectsstruggle with homelessness for good. Our maintenance department is comprised of one (1) full time Facilities Manager, the elderly were disproportionately impacted given their high susceptibility to the virus and the strict social isolation they had to endure as a result.one
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Negative Economic Impact on Organization. The following question is the keystone of a strong application in this process. If your organization cannot demonstrate a negative economic impact from the pandemic, your application will not qualify for committee review. If you are uncertain about what constitutes negative economic impact or how to demonstrate it, please contact PCF staff for technical assistance. Xxxxx Xxxxx Saving Our Seniors Describe your organization’s negative economic impact arising from the COVID-19 pandemic. Examples could include: • Inflationary pressures • A reduction in revenue from 2019 to 2020 • Inflationary pressures • Increases in demand for services that have not been compensated for through new revenue • The use of reserves for unbudgeted expenses since the onset of the pandemic • An increase in pandemic-related revenue that is restricted, or otherwise does not permit and such use of reserves has prevented the purchase of capital assets • The use of reserves A need for pandemic-related unbudgeted expenses • Allocation of resources capital assets to meet a pandemic-related increase in demand offset community need for services, which results in a lack of your organization does not have the resources to purchase capital assets due to the negative economic harm from the pandemic • A need for additional capital assets to adapt operations to accommodate health and safety guidelines by the CDC • Growth in restricted pandemic-related revenue that does not permit capital asset acquisition You have the option to upload supporting documentation regarding negative economic impact. However, please limit your upload to no more than five pages. Note: If you are applying for both a Small Purchase and Large Project, you may reuse the answer for this question PROVIDED THAT the negative economic impact is relevant to both requests. The setbacks SOS faces Large Project Letter of Intent does not permit uploads to support the answer to this question. The negative economic impact to the Foundation has been multi-faceted. We incurred a loss in excess of $165,000 from the spring of 2020 through the spring of 2021 due to the COVID-19 pandemic. Our primary fundraising event, the Dunedin Highland Games, was canceled in 2020 and again in 2021. In November of 2020, we were permitted to have a much smaller, significantly modified Celtic Festival. In 2019, we generated $95,000 to support the Scottish arts programs in Dunedin. In 2020, we generated only $4,800. Due to the cancellation of our 2021 Highland Games, we were only able to generate $20,000 in 2021. Additionally, due to the COVID-19 restrictions during 2020, we were compelled to terminate our lease agreement for the building we used for Scottish arts lessons, classes, socialization, and instruction. Previously, we funded our lease by renting the space to the community for small events, such as a result of the pandemic include increased demand for our services that stems directly from wedding showers and birthday parties. With the pandemic, reductions these indoor gatherings were prohibited. Therefore, we could no longer afford to lease the space. The loss of our building compounded the COVID-19 impacts on the Foundation because the building was also used for storage of all our event equipment. After we lost the building, we had to resort to using storage trailers. These trailers are old and need new tires. Over the last few years, we have seen increased participation in the service capacity pipe bands and highland dancing, higher demand for lessons, and a growing general interest in the Scottish arts in our community. Notwithstanding this cultural growth, the Foundation has been simply unable to invest in new equipment - any “extra” funds have been put towards the Scottish arts programs to compensate for our reduced donations in 2020 and 2021. Finally, moving to our events in 2022, the Foundation has been impacted by inflation. Due to our lack of senior-support organizations storage and funds to invest in new equipment, we are forced to rent much of the equipment we need to run our events. For our 2022 Dunedin Highland Games, we saw a significant price increase across the board. Indeed, and increased costs that in 2019, the Foundation incurred approximately $125,000 in expenses to put on the 2019 Dunedin Highland Games. In 2022, our expenses totaled more than $185,000. As our profit margins have forced us dwindled, our ability to deplete our cash reservesinvest in new equipment has simply evaporated. Demand for our services Our inability to adapt to changing technology has escalated, with more new clients requesting food, medical supplies, and related support from SOS than ever beforebeen particularly difficult. Moreover, many of our long-term clients are experiencing added financial strain stemming from Following the COVID-19 pandemic, and thus require additional supportcontactless payments have become the preferred payment method. But while need amongst seniors continues to surgeHowever, some of the organizations that previously would have helped them have shut down during the pandemic, while others have suffered diminished service capacity. We are struggling to absorb the resulting overflow, receiving 700 referrals from other organizations in 2022, a 64% increase from before the pandemic. As the network of senior-support services becomes increasingly strained, fewer resources are available to both chronically low-income seniors, as well as those experiencing novel financial difficulties from the pandemic. It is our goal for the coming year to expand our service capacity to help fill the growing gap between seniors’ needs and the senior-support network's collective means. To do so, we must purchase a dedicated delivery van to transport food and haul our concession stand, a purchase which will ultimately reduce our monthly operating costs and streamline our operations. We have needed a delivery van since the start of the Fresh Market program, but remain unable to purchase one. Increased food insecurity among our clients combined with inflated food prices have forced us to draw from our cash reserves when purchasing Fresh Market food, cash which would have otherwise gone towards the acquiring the van. A single pickup’s worth of food cost an average of $750 in 2019 when the Fresh Market program was initiated, but now costs over $1,800 (due to both inflation and increased purchasing volume). During this time, increases in donations and fundraising have lagged behind inflation, further reducing our purchasing power. To keep the Fresh Market Program operational through the pandemic, we have relied on several stopgap measures: renting Uhauls for large loads, using staff members’ personal vehicles for smaller loads, and renting trucks to transport the Fresh Market concession trailer. This is an inefficient short-term solution that carries additional expenses of roughly $36,000 per year, as well as time lost to administrative and logistical overhead. As SOS cannot fund such a large capital expenditure at presentoutdated technology, we are requesting Pinellas Community Foundation’s helpsimply unable to efficiently process the high volume of contactless payments necessary to run a successful event. Xxxxx Xxxxx Saving Our Seniors Proposal Description* The American Rescue Plan Act requires a request that is reasonable and proportional to the level of economic impact your organization experienced. This means the request you describe below should not be greater than the economic harm your organization has suffered. Please describe your purchase proposal and address the following: • What will you be purchasing with these funds? • What is the estimated lifespan of the purchase/improvement? • How does it address the negative economic harm you described in the previous question? At presentWe would like to purchase new tires for our trailers, a new sound system and new electronic equipment for payment processing. All of these purchases will have a lifespan of 5-10 years. The tires will allow us to keep the trailers until we rent can find and fund a van new building to replace the one lost to the pandemic. They are currently being used to store everything we had in our building in addition to everything we use for transporting food our cultural events. The sound system will both replace the aging, inadequate equipment we have and reduce our event expenses for the sound equipment we rent. This will mean a truck savings of over $5,000 per year. Over the expected 10-year life of the system this will be a savings of over $50,000. The sound system will be used as multiple PA systems throughout the year and also serve as a stage system for hauling our concession trailer at a total cost of $36,000/year, which has become financially untenable at our increasingly high service volumecultural events. We also find it necessary to transition away from utilizing staff member’s personal vehicles for food transport, largely due to their lack of refrigeration (made necessary by the long distances involved in transporting perishables), as well as the wear-and-tear these vehicles accumulate when transporting large quantities of food over long distances. As suchAdditionally, the requested funds will go towards the purchase of a refrigerated delivery van that technology equipment will be used for food pickups payment processing and hauling ticket scanning during our cultural events. As noted above, our outdated equipment is unreliable and inefficient, creating delays, frustration, and reducing our revenues when people ultimately leave the Fresh Market concession trailerlong lines due to impatience. Investing in new technology was prohibitively expensive in light of our significantly reduced revenues, as well as a walk-in fridge for storage. The lifespan of a refrigerated truck is estimated by industry experts but our inability to be 200,000-250,000 miles; the lifespan of the average walk-in fridge is about 15 years. Each week we conduct five food pickups, driving a total of ~400 miles. The rental vans we currently used for food pickups have a capacity of 246 cubic feet and run at 14 MPGpurchase new equipment forced us to incur additional expenses to rent better equipment. If we were are able to purchase a van with 520 cubic feet of capacity running at approximately 23 MPG (e.g. a Ram ProMaster 3500) the number of food pickups required to maintain our current level of service would decline by ~50% given the doubling in carrying capacity. Making half the number of trips to pick up food would mean proportional reductions in labor (~3.3 hours of drive time) and fuel expenses (~$64.76) every week. Additionally, we could use our new van to transport the Fresh Market concession stand, no longer needing a weekly truck rental to do so. By eliminating the need for both vehicle rentals, this purchase will save SOS a total annual average of $39,367.52 ($36,000 in rental fees and $3367.52 in gas) and 436 hours of labor (172 hours of drive time and 260 hours of administrative overhead). Purchasing this truck will solve the problem described in the previous question of SOS being unable to make a long-needed capital expense due to pandemic-era inflation. The funds from this grant will effectively replace the reserves we had earmarked for this purchase but had lost to inflated operating costs. Following these purchasesequipment, we will seek additional funding and expand our revenue streams. In combination with save approximately $3,200 per year, amounting to a total savings of at least $16,000 over the labor hours saved with fewer food pickups, we will be able to set up new Fresh Markets across Pinellas Countynext five years. Guiding Principles - Client Impact* The American Rescue Plan Act, which provides the funding for this grant program, aims to ensure an equitable recovery from the COVID-19 pandemic. According to federal guidance, the The term “equity” is defined as: The consistent and systematic fair, just, and impartial treatment of all individuals, including individuals who belong to underserved communities that have been denied such treatment, such as Black, Latino, and Xxxxx Xxxxx Saving Our Seniors Indigenous and Native American persons, Asian Americans and Pacific Islanders and other persons of color; members of religious minorities; lesbian, gay, bisexual, transgender, and queer (LGBTQ+) persons; persons with disabilities; persons who live in rural areas; and persons otherwise adversely affected by persistent poverty or inequality. One of the guiding principles of this fund is that it will apply a lens of equity to ensure the needs of specified priority populations are met. Will this purchase benefit the community members defined above that have experienced disproportionate negative impacts from the COVID-19 pandemic? If so, how? Our focus Yes. Dunedin has always been serving a large LGBTQ+ population. Many from this community benefit from the programs that we run and support and missed having these programs available. Due to the pandemic, we lost our building, lost our primary sources of funding and social distancing kept instructors away from students. Moreover, one of the Foundation’s primary benefactors is the Dunedin Highland Middle School band program. DHMS has 58.7% minority enrollment, including 19.3% black or African American and 26.8% Hispanic/ Latino. Additionally, approximately 65% of students at DHMS qualify for free or reduced price lunch. Number Served* How many people will directly benefit from this capital purchase annually? 35000 Unduplicated vs. Duplicated* Is the number indicated above duplicated or unduplicated? Duplicated: A client is counted each time they access services Unduplicated: A client is counted once, regardless of the number of times they access services Example: ABC Food Bank operates two mobile food pantries, one in Clearwater and one in St. Petersburg. Xxxxxx, a Pinellas County resident, goes to both food pantries. If ABC Food Bank counts Xxxxxx'x visit TWICE, it is duplicated. If ABC Food Bank counts Xxxxxx'x visit ONCE, it is unduplicated. Unduplicated Other (Explanation Required) If you selected "Other" in the previous question, please explain how your organization determined the number of clients that will benefit from the proposed capital purchase. The American Rescue Plan Act (ARPA) prioritizes organizations that either have headquarters or carry out the majority of their operations inside Qualified Census Tracts (QCTs). QCTs are a standard method of identifying communities with a large proportion of low-income seniors who residents. The U.S. Department of Housing and Urban Development determines what areas qualify as QCT. To assess if your organization serves or is headquartered in a QCT, use the following link: xxxxx://xxx.xxxxxxx.xxx/portal/sadda/sadda_qct.html In the top right-hand corner, choose the state of Florida and Pinellas County. Then on the left-hand side of the screen, click the box next to “Color QCT Qualified Tracts.” The QCT zones are subject denoted in purple. You can also map your address by adding it into the address box at the top to socioeconomic inequality see if your location is inside the zones. Below, please provide the location of your operations and the location of your headquarters, if different. Headquarters Location* Please provide your organization's headquarters address as it appears on both your Sunbiz account. To check your Sunbiz registration, you may search here: xxxxx://xxx.xxxxxxxxx.xxx/sunbiz/search/ 0000 Xxxxxxxxx Xxxxxx, Xxxxxxxxxx XX 00000 QCT Determination - Headquarters* Is this organization headquartered in a QCT? No Purchase Location* Where will the dimensions majority of poverty and age. During the COVID-19 pandemic, these characteristics made our clients uniquely susceptible to its negative effects: while those in poverty were disproportionately impacted in that their limited incomes could not absorb the pandemic’s inflationary effects, the elderly were disproportionately impacted given their high susceptibility activities related to the virus and the strict social isolation they had to endure as a result.purchase(s) take place?
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Negative Economic Impact on Organization. The following question is the keystone of a strong application in this process. If your organization cannot demonstrate a negative economic impact from the pandemic, your application will not qualify for committee review. If you are uncertain about what constitutes negative economic impact or how to demonstrate it, please contact PCF staff for technical assistance. Xxxxx Xxxxx Saving Our Seniors Describe your organization’s negative economic impact arising from the COVID-19 pandemic. Examples could include: • Inflationary pressures • A reduction in revenue from 2019 to 2020 • Inflationary pressures • Increases in demand for services that have not been compensated for through new revenue • The use of reserves for unbudgeted expenses since the onset of the pandemic • An increase in pandemic-related revenue that is restricted, or otherwise does not permit and such use of reserves has prevented the purchase of capital assets • The use of reserves A need for pandemic-related unbudgeted expenses • Allocation of resources capital assets to meet a pandemic-related increase in demand offset community need for services, which results in a lack of your organization does not have the resources to purchase capital assets due to the negative economic harm from the pandemic • A need for additional capital assets to adapt operations to accommodate health and safety guidelines by the CDC • Growth in restricted pandemic-related revenue that does not permit capital asset acquisition You have the option to upload supporting documentation regarding negative economic impact. However, please limit your upload to no more than five pages. Note: If you are applying for both a Small Purchase and Large Project, you may reuse the answer for this question PROVIDED THAT the negative economic impact is relevant to both requests. The setbacks SOS faces as a result Large Project Letter of Intent does not permit uploads to support the pandemic include increased demand for answer to this question. Our grant request focuses on items and equipment SCEF needs to improve our services that stems directly from the pandemicprogramming in our three focus areas: health and wellness (culinary arts), reductions in the service capacity of senior-support organizations across the boardfinancial literacy, and increased costs that workforce development (job skill/trade development). SCEF has a need for these capital assets to help offset the community need, which SCEF does not have forced us the resources to deplete our cash reserves. Demand for our services has escalated, with more new clients requesting food, medical supplies, and related support from SOS than ever before. Moreover, many of our long-term clients are experiencing added financial strain stemming from purchase due to the pandemic, and thus require additional support. But while need amongst seniors continues to surge, some of the organizations that previously would have helped them have shut down during the pandemic, while others have suffered diminished service capacity. We are struggling to absorb the resulting overflow, receiving 700 referrals from other organizations in 2022, a 64% increase from before the pandemic. As the network of senior-support services becomes increasingly strained, fewer resources are available to both chronically low-income seniors, as well as those experiencing novel financial difficulties negative economic harm from the pandemic. It is Prior to becoming an approved 501c3 in 2020, our goal for the coming year to expand our service capacity to help fill the growing gap between seniors’ needs program sustained itself because of in-kind donations of time and the senior-support network's collective means. To do so, we must purchase a dedicated delivery van to transport food and haul our concession stand, a purchase which will ultimately reduce our monthly operating costs and streamline our operationsexpertise from supporters. We have needed a delivery van since also relied on the start generosity of the Fresh Market programSCEF Founder and other community members who would pay for materials, but remain unable supplies, etc., out of their own pocket. The decision to purchase onebecome a non-profit organization was a strategic choice so we could maximize various avenues of funding support such as grants and corporate sponsorships. Increased food insecurity among With programming in place and already organized (and occurring in some neighborhoods), the pandemic disrupted our clients combined with inflated food prices have forced opportunity to roll out our strategic plan for resource development / fundraising. This lack of revenue has only allowed us to draw from continue programming like we did during pre-pandemic times and not have the funds to make improvements or build our cash reserves when purchasing Fresh Market food, cash which would have otherwise gone towards the acquiring the vanrevenue resources like we had originally planned. A single pickup’s worth of food cost an average of $750 in 2019 when the Fresh Market program was initiated, but now costs over $1,800 (due to both inflation and increased purchasing volume). During this time, increases in donations and fundraising have lagged behind inflation, further reducing our purchasing power. To keep the Fresh Market Program operational through the pandemic, we have relied on several stopgap measures: renting Uhauls for large loads, using staff members’ personal vehicles for smaller loads, and renting trucks to transport the Fresh Market concession trailer. This is an inefficient short-term solution that carries additional expenses of roughly $36,000 per year, as well as time lost to administrative and logistical overhead. As SOS cannot fund such a large capital expenditure at present, we are requesting Pinellas Community Foundation’s help. Xxxxx Xxxxx Saving Our Seniors Proposal Description* The American Rescue Plan Act requires a request that is reasonable and proportional to the level of economic impact your organization experienced. This means the request you describe below should not be greater than the economic harm your organization has suffered. Please describe your purchase proposal and address the following: • What will you be purchasing with these funds? • What is the estimated lifespan of the purchase/improvement? • How does it address the negative economic harm you described in the previous question? At present, we rent a van SCEF will be purchasing equipment and items that will help us execute our program focus areas as follows: Health & Wellness (Culinary Arts): - Stove - 8-10 years - Ice Maker - 10+ years - Table Trolley - 8-10+ years Financial Literacy & Workforce Development: - Desktop Computer Workstation - 5 years - Desktop Computer - 5 years - Laptop - 5 years - X’Xxxxxx Learning Software - 5+ years This software is used for transporting food IT training and a truck for hauling our concession trailer at a total cost of $36,000/yearcertification, which has become financially untenable at our increasingly the high service volumeschool students we serve will have access to in order to increase their skill set and have job readiness upon graduation. We also find it necessary - Autodesk Software (AutoCAD) - 5+ years AutoCAD is an online platform that will teach students how to transition away from utilizing staff member’s personal vehicles for food transport, largely due to their lack of refrigeration (made necessary by the long distances involved in transporting perishables)create precise 2D and 3D drawings and models, as well as electrical diagrams, construction drawings, architectural plans, etc. It becomes another tool in the weartoolbox of skills we are providing to youth so they can prepare for successful futures in today’s workforce. - Printer/Scanner - 5+ years - On-and-tear these vehicles accumulate when transporting large quantities of food over long distances. As such, the requested funds will go towards the purchase of a refrigerated delivery van that Site Storage Unit - 10+ years - This will be used for food pickups to store any equipment and hauling materials that can’t be secured in the Fresh Market concession trailer, as well building so the general public does not have access to it when they are in the space. Survey Monkey is the last item we are requesting. We use this as a walk-tool to measure our impact and secure data based on youth involvement and parental feedback. As previously described, SCEF was unable to roll out its strategic resource development plan in fridge for storage2020 due to the pandemic, and we were therefore unable to purchase these items. The lifespan of a refrigerated truck is estimated by industry experts For two years, while we have been getting by, we have been unable to be 200,000-250,000 miles; the lifespan increase our impact in terms of the average walk-in fridge is about 15 yearscurriculum being taught and the outcomes that describe our success. Each week we conduct five food pickupsWith this funding, driving SCEF can begin a total of ~400 milespositive cycle that will help improve our outcomes. The rental vans we currently used This funding will lead to more successful outcomes and the ability to serve more students. This leads to more successful narratives (including data) to share with potential donors and increased revenue for food pickups have a capacity of 246 cubic feet our organization that can be secured with grants, board relationships, and run at 14 MPG. If we were to purchase a van with 520 cubic feet of capacity running at approximately 23 MPG (e.g. a Ram ProMaster 3500) corporate sponsors, thereby addressing the number of food pickups required to maintain our current level of service would decline by ~50% given the doubling in carrying capacity. Making half the number of trips to pick up food would mean proportional reductions in labor (~3.3 hours of drive time) and fuel expenses (~$64.76) every week. Additionally, we could use our new van to transport the Fresh Market concession stand, no longer needing a weekly truck rental to do so. By eliminating the need for both vehicle rentals, this purchase will save SOS a total annual average of $39,367.52 ($36,000 in rental fees and $3367.52 in gas) and 436 hours of labor (172 hours of drive time and 260 hours of administrative overhead). Purchasing this truck will solve the problem negative economic harm described in the previous question of SOS being unable to make a long-needed capital expense due to pandemic-era inflation. The funds from this grant will effectively replace the reserves we had earmarked for this purchase but had lost to inflated operating costs. Following these purchases, we will seek additional funding and expand our revenue streams. In combination with the labor hours saved with fewer food pickups, we will be able to set up new Fresh Markets across Pinellas Countyquestion. Guiding Principles - Client Impact* The American Rescue Plan Act, which provides the funding for this grant program, aims to ensure an equitable recovery from the COVID-19 pandemic. According to federal guidance, the The term “equity” is defined as: The consistent and systematic fair, just, and impartial treatment of all individuals, including individuals who belong to underserved communities that have been denied such treatment, such as Black, Latino, and Xxxxx Xxxxx Saving Our Seniors Indigenous and Native American persons, Asian Americans and Pacific Islanders and other persons of color; members of religious minorities; lesbian, gay, bisexual, transgender, and queer (LGBTQ+) persons; persons with disabilities; persons who live in rural areas; and persons otherwise adversely affected by persistent poverty or inequality. One of the guiding principles of this fund is that it will apply a lens of equity to ensure the needs of specified priority populations are met. Will this purchase benefit the community members defined above that have experienced disproportionate negative impacts from the COVID-19 pandemic? If so, how? Our focus has always been Given the community SCEF serves, we believe the equipment we purchase through this grant will benefit those disproportionately affected by the pandemic. Because of our physical location and how we recruit youth, SCEF is already serving these students. As previously mentioned, SCEF serves students who typically reside in the St. Petersburg CRA (also part of HUD’s qualified census tract). We recruit students for our programs with the help of volunteers who canvas these neighborhoods and provide information to parents and families and encourage them to enroll their children in our activities. We also use our relationships with local churches and recreation centers to spread the word about our class offerings. Number Served* How many people will directly benefit from this capital purchase annually? 100 Unduplicated vs. Duplicated* Is the number indicated above duplicated or unduplicated? Duplicated: A client is counted each time they access services Unduplicated: A client is counted once, regardless of the number of times they access services Example: ABC Food Bank operates two mobile food pantries, one in Clearwater and one in St. Petersburg. Xxxxxx, a Pinellas County resident, goes to both food pantries. If ABC Food Bank counts Xxxxxx'x visit TWICE, it is duplicated. If ABC Food Bank counts Xxxxxx'x visit ONCE, it is unduplicated. Unduplicated Other (Explanation Required) If you selected "Other" in the previous question, please explain how your organization determined the number of clients that will benefit from the proposed capital purchase. The American Rescue Plan Act (ARPA) prioritizes organizations that either have headquarters or carry out the majority of their operations inside Qualified Census Tracts (QCTs). QCTs are a standard method of identifying communities with a large proportion of low-income seniors who residents. The U.S. Department of Housing and Urban Development determines what areas qualify as QCT. To assess if your organization serves or is headquartered in a QCT, use the following link: xxxxx://xxx.xxxxxxx.xxx/portal/sadda/sadda_qct.html In the top right-hand corner, choose the state of Florida and Pinellas County. Then on the left-hand side of the screen, click the box next to “Color QCT Qualified Tracts.” The QCT zones are subject denoted in purple. You can also map your address by adding it into the address box at the top to socioeconomic inequality see if your location is inside the zones. Below, please provide the location of your operations and the location of your headquarters, if different. Headquarters Location* Please provide your organization's headquarters address as it appears on both your Sunbiz account. To check your Sunbiz registration, you may search here: xxxxx://xxx.xxxxxxxxx.xxx/sunbiz/search/ 000 00XX XXXXXX XXXXX - XXXXX XXXXXXXXXX, XX 00000 QCT Determination - Headquarters* Is this organization headquartered in a QCT? Yes Purchase Location* Where will the dimensions majority of poverty and age. During the COVID-19 pandemic, these characteristics made our clients uniquely susceptible to its negative effects: while those in poverty were disproportionately impacted in that their limited incomes could not absorb the pandemic’s inflationary effects, the elderly were disproportionately impacted given their high susceptibility activities related to the virus and the strict social isolation they had to endure as a result.purchase(s) take place?
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Samples: Purchase Grant Agreement
Negative Economic Impact on Organization. The following question is the keystone of a strong application in this process. If your organization cannot demonstrate a negative economic impact from the pandemic, your application will not qualify for committee review. If you are uncertain about what constitutes negative economic impact or how to demonstrate it, please contact PCF staff for technical assistance. Xxxxx Xxxxx Saving Our Seniors Describe your organization’s negative economic impact arising from the COVID-19 pandemic. Examples could include: • Inflationary pressures • A reduction in revenue from 2019 to 2020 • Inflationary pressures • Increases in demand for services that have not been compensated for through new revenue • The use of reserves for unbudgeted expenses since the onset of the pandemic • An increase in pandemic-related revenue that is restricted, or otherwise does not permit and such use of reserves has prevented the purchase of capital assets • The use of reserves A need for pandemic-related unbudgeted expenses • Allocation of resources capital assets to meet a pandemic-related increase in demand offset community need for services, which results in a lack of your organization does not have the resources to purchase capital assets due to the negative economic harm from the pandemic • A need for additional capital assets to adapt operations to accommodate health and safety guidelines by the CDC • Growth in restricted pandemic-related revenue that does not permit capital asset acquisition You have the option to upload supporting documentation regarding negative economic impact. However, please limit your upload to no more than five pages. Note: If you are applying for both a Small Purchase and Large Project, you may reuse the answer for this question PROVIDED THAT the negative economic impact is relevant to both requests. The setbacks SOS faces as Large Project Letter of Intent does not permit uploads to support the answer to this question. As a result of the Covid-19 Pandemic, GOW has experienced and felt the hardship dramatically along with all the families we serve as we continue to work and provide support and services to all the program participants. GOW is run primarily by volunteers who receive no compensation. During the crisis, revenue streams have weakened but demands for GOW’s services have only heightened. In addition, donations from our normal fundraising activities have declined. Financially, the pandemic include increased demand has and continues to negatively impact us with ongoing challenges. Our financial needs have escalated over the past year, well in excess of the donations that we receive from individuals and foundations. In order to better serve the needs of Pinellas County, it is critical to our service delivery that we receive the funding to purchase two vehicles. This capital expansion will give The Gathering of Women the opportunity to deliver its mission effectively and well into the future. Additionally, GOW will be better able to accommodate any health and safety guidelines instructed by the CDC as our commitment to safety and health remains unwavered. The proposed truck fleet delivery purchase will provide a positive and uplifting atmosphere between volunteers and staff which we are certain will link to improvements in product, process and service quality, better workplace morale, improved recruitment and retention and a more favorable image and reputation among community, clients and suppliers. We pledge to implement control measures and periodical evaluate them for our services that stems directly from the pandemiceffectiveness in order to monitor program performance, reductions in the service capacity of senior-support organizations across the boardverify program implementation, identify program deficiencies and opportunities for improvement, and increased costs take actions necessary to improve the overall safety and health performance so that have forced us GOW can continue to deplete our cash reservesprovide essential anti-hunger programming for decades to come. Demand for our services has escalated, with more new clients requesting food, medical supplies, and related support from SOS than ever before. Moreover, many of our long-term clients are experiencing added financial strain stemming from the pandemic, and thus require additional support. But while need amongst seniors continues to surge, some of the organizations that previously would have helped them have shut down during the pandemic, while others have suffered diminished service capacity. We are struggling to absorb the resulting overflow, receiving 700 referrals from other organizations in 2022, a 64% increase from before the pandemic. As the network of senior-support services becomes increasingly strained, fewer resources are available to both chronically low-income seniors, as well as those experiencing novel financial difficulties from the pandemic. It is our goal for the coming year to expand our service capacity to help fill the growing gap between seniors’ needs and the senior-support network's collective means. To do so, we must purchase a dedicated delivery van to transport food and haul our concession stand, a purchase which will ultimately reduce our monthly operating costs and streamline our operations. We have needed a delivery van since the start of the Fresh Market program, but remain unable to purchase one. Increased food insecurity among our clients combined with inflated food prices have forced us to draw from our cash reserves when purchasing Fresh Market food, cash which would have otherwise gone towards the acquiring the van. A single pickup’s worth of food cost an average of $750 in 2019 when the Fresh Market program was initiated, but now costs over $1,800 (due to both inflation and increased purchasing volume). During this time, increases in donations and fundraising have lagged behind inflation, further reducing our purchasing power. To keep the Fresh Market Program operational through the pandemic, we have relied on several stopgap measures: renting Uhauls for large loads, using staff members’ personal vehicles for smaller loads, and renting trucks to transport the Fresh Market concession trailer. This is an inefficient short-term solution that carries additional expenses of roughly $36,000 per year, as well as time lost to administrative and logistical overhead. As SOS cannot fund such a large capital expenditure at present, we are requesting Pinellas Community Foundation’s help. Xxxxx Xxxxx Saving Our Seniors Proposal Description* The American Rescue Plan Act requires a request that is reasonable and proportional to the level of economic impact your organization experienced. This means the request you describe below should not be greater than the economic harm your organization has suffered. Please describe your purchase proposal and address the following: • What will you be purchasing with these funds? • What is the estimated lifespan of the purchase/improvement? • How does it address the negative economic harm you described in the previous question? At presentAs the pandemic continues with no real end in sight, we rent a van for transporting America and the rest of the world must learn to live with and adapt to this new normal. Unfortunately, many people in our local community still do not know where their next meal will come from, as they continue to be faced with food insecurity. People out of work and a truck for hauling our concession trailer at a total cost of $36,000/year, which has become financially untenable at our increasingly high service volume. We also find it necessary to transition away from utilizing staff member’s personal vehicles economically disadvantaged families line up for food transportdonations at food pantries and at soup kitchens. These anti-hunger services are extremely important but there are some people who do not have transportation to visit a food pantry, largely due and those individuals are the ones who are most vulnerable to their lack going hungry. The proposed purchase of refrigeration (made necessary by two delivery vehicles will help add 200 additional families per month to our home deliveries in Pinellas County, families who are the long distances involved in transporting perishables)most vulnerable. Ultimately, as well as 33,600 persons will benefit annually from GOW's services. The vehicles will be stocked daily with fresh produce, protein, dairy, grains, and other grocery products that seniors, persons with disabilities and people with chronic health conditions need. The vehicles are often able to carry more perishable food than a traditional food pantry because of the wear-and-tear these vehicles accumulate when transporting large quantities turnaround time between the pantry and food deliveries. The estimated lifespan of food over long distances. As such, the requested funds will go towards the purchase of a refrigerated delivery van that vehicle is now at its height at 11.8 years according to new research from business information provider XXX Xxxxxx. GOW will be used for food pickups and hauling the Fresh Market concession trailer, as well as a walk-do everything in fridge for storage. The lifespan of a refrigerated truck is estimated by industry experts to be 200,000-250,000 miles; the lifespan of the average walk-in fridge is about 15 years. Each week we conduct five food pickups, driving a total of ~400 miles. The rental vans we currently used for food pickups have a capacity of 246 cubic feet and run at 14 MPG. If we were to purchase a van with 520 cubic feet of capacity running at approximately 23 MPG (e.g. a Ram ProMaster 3500) the number of food pickups required our power to maintain our current level of service would decline by ~50% given the doubling in carrying capacity. Making half the number of trips to pick up food would mean proportional reductions in labor (~3.3 hours of drive time) and fuel expenses (~$64.76) every week. Additionally, we could use our new van to transport the Fresh Market concession stand, no longer needing a weekly truck rental to do so. By eliminating the need for both vehicle rentals, vehicles so that they outlive even this purchase will save SOS a total annual average of $39,367.52 ($36,000 in rental fees and $3367.52 in gas) and 436 hours of labor (172 hours of drive time and 260 hours of administrative overhead). Purchasing this truck will solve the problem described in the previous question of SOS being unable to make a long-needed capital expense due to pandemic-era inflation. The funds from this grant will effectively replace the reserves we had earmarked for this purchase but had lost to inflated operating costs. Following these purchases, we will seek additional funding and expand our revenue streams. In combination with the labor hours saved with fewer food pickups, we will be able to set up new Fresh Markets across Pinellas Countyestimate. Guiding Principles - Client Impact* The American Rescue Plan Act, which provides the funding for this grant program, aims to ensure an equitable recovery from the COVID-19 pandemic. According to federal guidance, the The term “equity” is defined as: The consistent and systematic fair, just, and impartial treatment of all individuals, including individuals who belong to underserved communities that have been denied such treatment, such as Black, Latino, and Xxxxx Xxxxx Saving Our Seniors Indigenous and Native American persons, Asian Americans and Pacific Islanders and other persons of color; members of religious minorities; lesbian, gay, bisexual, transgender, and queer (LGBTQ+) persons; persons with disabilities; persons who live in rural areas; and persons otherwise adversely affected by persistent poverty or inequality. One of the guiding principles of this fund is that it will apply a lens of equity to ensure the needs of specified priority populations are met. Will this purchase benefit the community members defined above that have experienced disproportionate negative impacts from the COVID-19 pandemic? If so, how? Our focus We like many other nonprofits have witnessed a huge increase in food insecurity and malnutrition during the coronavirus pandemic. The people who are having the hardest time obtaining nutritious foods are people with serious illnesses, disabilities, and those who live in food deserts. The benefit of the purchase of two vehicles will increase the number of families residing in Pinellas County in need of food to 200. This will help the number of families struggling to afford food that has always been serving rose steeply in the pandemic due to supply chain issues and inflation. GOW serves the most vulnerable families in our community, especially families with young children, households with persons of color, persons with disabilities and persons with chronic health conditions. Food hardships is especially high among Black and Latino households. This disparity reflects both long-standing inequities across society and the disproportionate impact of the current crisis on these households. Higher rates of food insecurity may contribute to worse health outcomes among people with any disability because food insecurity is linked to a higher risk of cholesterol, diabetes and high blood pressure and poorer quality diets. With the acquisition of these two vehicles, we will address food insecurity by enhancing the integration of food production, transportation and food distribution and we estimate we will reach over 33,000 persons in year one of this program expansion. Number Served* How many people will directly benefit from this capital purchase annually? 33600 Unduplicated vs. Duplicated* Is the number indicated above duplicated or unduplicated? Duplicated: A client is counted each time they access services Unduplicated: A client is counted once, regardless of the number of times they access services Example: ABC Food Bank operates two mobile food pantries, one in Clearwater and one in St. Petersburg. Xxxxxx, a Pinellas County resident, goes to both food pantries. If ABC Food Bank counts Xxxxxx'x visit TWICE, it is duplicated. If ABC Food Bank counts Xxxxxx'x visit ONCE, it is unduplicated. Unduplicated Other (Explanation Required) If you selected "Other" in the previous question, please explain how your organization determined the number of clients that will benefit from the proposed capital purchase. The American Rescue Plan Act (ARPA) prioritizes organizations that either have headquarters or carry out the majority of their operations inside Qualified Census Tracts (QCTs). QCTs are a standard method of identifying communities with a large proportion of low-income seniors who residents. The U.S. Department of Housing and Urban Development determines what areas qualify as QCT. To assess if your organization serves or is headquartered in a QCT, use the following link: xxxxx://xxx.xxxxxxx.xxx/portal/sadda/sadda_qct.html In the top right-hand corner, choose the state of Florida and Pinellas County. Then on the left-hand side of the screen, click the box next to “Color QCT Qualified Tracts.” The QCT zones are subject denoted in purple. You can also map your address by adding it into the address box at the top to socioeconomic inequality see if your location is inside the zones. Below, please provide the location of your operations and the location of your headquarters, if different. Headquarters Location* Please provide your organization's headquarters address as it appears on both your Sunbiz account. To check your Sunbiz registration, you may search here: xxxxx://xxx.xxxxxxxxx.xxx/sunbiz/search/ 000 00xx Xxxxxx Xxxxx, Xx. Xxxxxxxxxx, Xxxxxxx QCT Determination - Headquarters* Is this organization headquartered in a QCT? No Purchase Location* Where will the dimensions majority of poverty and age. During the COVID-19 pandemic, these characteristics made our clients uniquely susceptible to its negative effects: while those in poverty were disproportionately impacted in that their limited incomes could not absorb the pandemic’s inflationary effects, the elderly were disproportionately impacted given their high susceptibility activities related to the virus and the strict social isolation they had to endure as a result.purchase(s) take place?
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Negative Economic Impact on Organization. The following question is the keystone of a strong application in this process. If your organization cannot demonstrate a negative economic impact from the pandemic, your application will not qualify for committee review. If you are uncertain about what constitutes negative economic impact or how to demonstrate it, please contact PCF staff for technical assistance. Xxxxx Xxxxx Saving Our Seniors Describe your organization’s negative economic impact arising from the COVID-19 pandemic. Examples could include: • Inflationary pressures • A reduction in revenue from 2019 to 2020 • Inflationary pressures • Increases in demand for services that have not been compensated for through new revenue • The use of reserves for unbudgeted expenses since the onset of the pandemic • An increase in pandemic-related revenue that is restricted, or otherwise does not permit and such use of reserves has prevented the purchase of capital assets • The use of reserves A need for pandemic-related unbudgeted expenses • Allocation of resources capital assets to meet a pandemic-related increase in demand offset community need for services, which results in a lack of your organization does not have the resources to purchase capital assets due to the negative economic harm from the pandemic • A need for additional capital assets to adapt operations to accommodate health and safety guidelines by the CDC Xxx Xxxxx-Xxxxxxx St. Petersburg Free Clinic • Growth in restricted pandemic-related revenue that does not permit capital asset acquisition You have the option to upload supporting documentation regarding negative economic impact. However, please limit your upload to no more than five pages. Note: If you are applying for both a Small Purchase and Large Project, you may reuse the answer for this question PROVIDED THAT the negative economic impact is relevant to both requests. The setbacks SOS faces Large Project Letter of Intent does not permit uploads to support the answer to this question. Negative Economic Impact Attachment.pdf When COVID hit our community in early 2020, emergency food relief was the leading need among our neighbors. While our program had traditionally relied on donated food, in 2020 SPFC received nearly $3M in Covid-related funding to purchase additional food to meet community needs. In recent months, COVID- related funding has diminished, yet worsening economic conditions have increased the need for basic supports and services. At SPFC, we are serving more people now than we were when the economy shut down in the early months of the pandemic. In 2019, We Help served 71,000 individuals. As we close fiscal year 2022, that number has nearly quadrupled to a total of approximately 280,0000 individuals served. This is, in part, due to increased inflation as a result of the pandemic include increased demand for our services that stems directly from the pandemic, reductions in the service capacity of senior-support organizations across the board, and increased costs that have forced us to deplete our cash reserves. Demand for our services has escalated, with more new clients requesting food, medical supplies, and related support from SOS than ever before. Moreover, many of our long-term clients are experiencing added financial strain stemming from the pandemic, and thus require additional support. But while need amongst seniors continues to surge, some of the organizations that previously would have helped them have shut down during the pandemic, while others have suffered diminished service capacity. We are struggling to absorb the resulting overflow, receiving 700 referrals from other organizations in 2022, a 64% increase from before the pandemic. As the network of senior-support services becomes increasingly strained, fewer resources are available to both chronically low-income seniors, as well as those experiencing novel financial difficulties from the pandemic. It is our goal for the coming year to expand our service capacity to help fill the growing gap between seniors’ needs and the senior-support network's collective means. To do so, we must purchase a dedicated delivery van to transport food and haul our concession stand, a purchase which will ultimately reduce our monthly operating costs and streamline our operations. We have needed a delivery van since the start of the Fresh Market program, but remain unable to purchase one. Increased food insecurity among our clients combined with inflated food prices have forced us to draw from our cash reserves when purchasing Fresh Market food, cash which would have otherwise gone towards the acquiring the van. A single pickup’s worth of food cost an average of $750 in 2019 when the Fresh Market program was initiated, but now costs over $1,800 (due to both inflation and increased purchasing volume). During this time, increases in donations and fundraising have lagged behind inflation, further reducing our purchasing power. To keep the Fresh Market Program operational through the pandemic, we have relied on several stopgap measures: renting Uhauls for large loads, using staff members’ personal vehicles for smaller loads, and renting trucks to transport the Fresh Market concession trailer. This is an inefficient short-term solution that carries additional expenses of roughly $36,000 per year, as well as time lost to administrative and logistical overhead. As SOS cannot fund such a large capital expenditure at present, we are requesting Pinellas Community Foundation’s help. Xxxxx Xxxxx Saving Our Seniors Proposal Description* The American Rescue Plan Act requires a request that is reasonable and proportional to the level of economic impact your organization experienced. This means the request you describe below should not be greater than the economic harm your organization has suffered. Please describe your purchase proposal and address the following: • What will you be purchasing with these funds? • What is the estimated lifespan of the purchase/improvement? • How does it address the negative economic harm you described in the previous question? At present, we rent a van for transporting food and a truck for hauling our concession trailer at a total cost of $36,000/year, which has become financially untenable at our increasingly high service volume. We also find it necessary to transition away from utilizing staff member’s personal vehicles for food transport, largely due to their lack of refrigeration (made necessary by the long distances involved in transporting perishables), as well as the wear-and-tear these vehicles accumulate when transporting large quantities of food over long distances. As such, the requested funds will go towards the purchase of a refrigerated delivery van that will be used for food pickups and hauling the Fresh Market concession trailer, as well as a walk-in fridge for storage. The lifespan of a refrigerated truck is estimated by industry experts to be 200,000-250,000 miles; the lifespan of the average walk-in fridge is about 15 years. Each week we conduct five food pickups, driving a total of ~400 miles. The rental vans we currently used for food pickups have a capacity of 246 cubic feet and run at 14 MPG. If we were to purchase a van with 520 cubic feet of capacity running at approximately 23 MPG (e.g. a Ram ProMaster 3500) the number of food pickups required to maintain our current level of service would decline by ~50% given the doubling in carrying capacity. Making half the number of trips to pick up food would mean proportional reductions in labor (~3.3 hours of drive time) and fuel expenses (~$64.76) every week. Additionally, we could use our new van to transport the Fresh Market concession stand, no longer needing a weekly truck rental to do so. By eliminating the need for both vehicle rentals, this purchase will save SOS a total annual average of $39,367.52 ($36,000 in rental fees and $3367.52 in gas) and 436 hours of labor (172 hours of drive time and 260 hours of administrative overhead). Purchasing this truck will solve the problem described in the previous question of SOS being unable to make a long-needed capital expense due to pandemic-era inflation. The funds from this grant will effectively replace the reserves we had earmarked for this purchase but had lost to inflated operating costs. Following these purchases, we will seek additional funding and expand our revenue streams. In combination with the labor hours saved with fewer food pickups, we will be able to set up new Fresh Markets across Pinellas County. Guiding Principles - Client Impact* The American Rescue Plan Act, which provides the funding for this grant program, aims to ensure an equitable recovery from the COVID-19 pandemic. According to federal guidancethe U.S. Bureau of labor statistics, area prices for Pinellas County have sharply climbed 11.2% over the past 12 months. To keep up with the increased demand, our Food Bank substantially increased the amount of food it purchased. Because of our purchasing capacity and ability to buy by the truckload, we are able to negotiate extremely competitive rates and stretch our dollars, paying a fraction of retail prices. However, these costs have significantly increased since 2020. For example, prices for frozen chicken have risen from $.43/lb to .99/lb. Overall, the term “equity” cost of bulk food has risen 41% over the past two years. With demand continuing to grow, the acquisition and distribution of food has been a primary fundraising priority. SPFC’s existing resources have been dedicated to our organization’s future sustainability, to ensure funding for ongoing staffing and operating costs. We are aware that me may need to reallocate these restricted sustainability funds as a result of worsening economic conditions precipitating the increase demand for food. With the support of the Pinellas Community Foundation, investment in capital allows us to focus our funds on sustained operating at this unprecedented level. Our food programs reduce economic burdens of our clients by providing groceries at no-cost, lowering monthly out-of-pocket expenditures. SPFC is defined as: The consistent and systematic fair, juston the frontlines of community need, and impartial treatment of all individualswith both prices and demand on the rise, including individuals who belong to underserved communities that have been denied such treatment, such as Black, Latino, and Xxxxx Xxxxx Saving Our Seniors Indigenous and Native American persons, Asian Americans and Pacific Islanders and other persons of color; members of religious minorities; lesbian, gay, bisexual, transgender, and queer (LGBTQ+) persons; persons with disabilities; persons who live in rural areas; and persons otherwise adversely affected by persistent poverty or inequality. One of the guiding principles of this fund is that it will apply a lens of equity to ensure the needs of specified priority populations are met. Will this purchase benefit the community members defined above that have experienced disproportionate negative impacts from the COVID-19 pandemic? If so, how? Our focus has always been serving low-income seniors who are subject to socioeconomic inequality on both the dimensions of poverty and age. During the COVID-19 pandemic, these characteristics made our clients uniquely susceptible to its negative effects: while those in poverty were disproportionately impacted in that their limited incomes could not absorb the pandemic’s inflationary effects, the elderly were disproportionately impacted given their high susceptibility to the virus and the strict social isolation they had to endure as a resultinfrastructure must keep pace.
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Negative Economic Impact on Organization. The following question is the keystone of a strong application in this process. If your organization cannot demonstrate a negative economic impact from the pandemic, your application will not qualify for committee review. If you are uncertain about what constitutes negative economic impact or how to demonstrate it, please contact PCF staff for technical assistance. Xxxxx Xxxxx Saving Our Seniors Describe your organization’s negative economic impact arising from the COVID-19 pandemic. Examples could include: • Inflationary pressures • A reduction in revenue from 2019 to 2020 • Inflationary pressures • Increases in demand for services that have not been compensated for through new revenue • The use of reserves for unbudgeted expenses since the onset of the pandemic • An increase in pandemic-related revenue that is restricted, or otherwise does not permit and such use of reserves has prevented the purchase of capital assets • The use of reserves A need for pandemic-related unbudgeted expenses • Allocation of resources capital assets to meet a pandemic-related increase in demand offset community need for services, which results in a lack of your organization does not have the resources to purchase capital assets due to the negative economic harm from the pandemic • A need for additional capital assets to adapt operations to accommodate health and safety guidelines by the CDC • Growth in restricted pandemic-related revenue that does not permit capital asset acquisition You have the option to upload supporting documentation regarding negative economic impact. However, please limit your upload to no more than five pages. Note: If you are applying for both a Small Purchase and Large Project, you may reuse the answer for this question PROVIDED THAT the negative economic impact is relevant to both requests. The setbacks SOS faces Large Project Letter of Intent does not permit uploads to support the answer to this question. The WCHWC cancelled its annual Holiday Gala Fundraiser in 2020 and 2021 due to the COVID pandemic. The clinic chose to solicit funds using a letter writing campaign, however it did not result in the same amount of revenue as with the in-person fundraiser. In addition to finances, the clinic was impacted and lost in-kind services with reduced physician and nurse volunteers. Resident Family Practice Physicians (from the Xxxxxx Family Health Center) who generally completed a community health rotation at the clinic were re-routed to cover shifts at the nearest hospital. The nurse who coordinated the monthly Lunch & Xxxxxx decided to retire as a result of COVID- 19 and the pandemic include increased demand for our services that stems directly from volunteer Diabetes Educator limited her visits to the pandemicclinic. Some volunteers are slowly returning, reductions in the service capacity of senior-support organizations across the board, and increased costs that have forced us to deplete our cash reserves. Demand for our services has escalated, with more new clients requesting food, medical supplies, and related support from SOS than ever before. Moreover, many of our long-term clients are experiencing added financial strain stemming from the pandemic, and thus require additional support. But while need amongst seniors continues to surge, some of the organizations that previously would have helped them have shut down during the pandemic, while however others have suffered diminished service capacitynot. We are struggling to absorb the resulting overflowThe clinic has been dependent on volunteer services but with reduced volunteers, receiving 700 referrals from other organizations in 2022, a 64% increase from before the pandemic. As the network of senior-support services becomes increasingly strained, fewer resources are available to both chronically low-income seniors, as well as those experiencing novel financial difficulties from the pandemic. It is our goal for the coming year to expand our service capacity to help fill the growing gap between seniors’ needs and the senior-support network's collective means. To do so, we must purchase a dedicated delivery van to transport food and haul our concession stand, a purchase which will ultimately reduce our monthly operating costs and streamline our operations. We have needed a delivery van since the start of the Fresh Market program, but remain unable to purchase one. Increased food insecurity among our clients combined with inflated food prices have forced us to draw from our cash reserves when purchasing Fresh Market food, cash which would have otherwise gone towards the acquiring the van. A single pickup’s worth of food cost an average of $750 in 2019 when the Fresh Market program was initiated, but now costs over $1,800 (due to both inflation and increased purchasing volume). During this time, increases in donations and fundraising have lagged behind inflation, further reducing our purchasing power. To keep the Fresh Market Program operational through the pandemic, we have relied on several stopgap measures: renting Uhauls for large loads, using staff members’ personal vehicles for smaller loads, and renting trucks to transport the Fresh Market concession trailer. This there is an inefficient short-term solution that carries additional expenses increased need for paid staffing (nurse practitioner) to meet the needs of roughly $36,000 per year, as well as time lost to administrative and logistical overheadpatients. As SOS cannot fund such a large capital expenditure at present, we are requesting Pinellas Community Foundation’s help. Xxxxx Xxxxx Saving Our Seniors Proposal Description* The American Rescue Plan Act requires a request that is reasonable and proportional to the level of economic impact your organization experienced. This means the request you describe below should not be greater than the economic harm your organization has suffered. Please describe your purchase proposal and address the following: • What will you be purchasing with these funds? • What is the estimated lifespan of the purchase/improvement? • How does it address the negative economic harm you described in the previous question? At presentThe clinic will purchase an A1C testing machine, we rent a van router booster and waiting room chairs. The life span for transporting food each item is at least ten years. The items requested will assist the clinic with meeting patient's medical needs. The A1C testing machine allows the clinic to provide on-site, point-of-care lab work with results within 6 minutes. Without this equipment, patients are sent to an off-site location to obtain lab work, however approximately 50% of our patients do not follow through with lab orders. The router booster also increases access to care. The clinic offers telehealth medical visits and a truck for hauling our concession trailer at a total cost of $36,000/yearmental health counseling, however there are moments where the screen freezes and/or disconnects, which has become financially untenable at our increasingly high service volumeinterferes with providing patient care. We also find it This can leave visits with interruptions, missed pertinent information, limiting the quality of care provided. Staff are left trouble shooting verses addressing patient care. This addresses the negative impact as the clinic is the process of hiring a Nurse Practitioner to address the decreased in-kind volunteer services that were previously provided. The items assist with start-up and necessary items for the incoming paid Nurse Practitioner to transition away from utilizing staff member’s personal vehicles for food transporteffectively carry out their job duties, largely providing medical care to those who visit the clinic. Replacing the waiting room chairs becomes a safety issue along with increasing patient satisfaction. The clinic was preparing to purchase chairs this year but decided to hold off due to their lack of refrigeration (made necessary by the long distances involved decreased funds received in transporting perishables), as well as 2021 after cancelling the wear-and-tear these vehicles accumulate when transporting large quantities of food over long distances. As such, the requested funds will go towards the purchase of a refrigerated delivery van that will be used for food pickups and hauling the Fresh Market concession trailer, as well as a walk-in fridge for storage. The lifespan of a refrigerated truck is estimated by industry experts to be 200,000-250,000 miles; the lifespan of the average walk-in fridge is about 15 years. Each week we conduct five food pickups, driving a total of ~400 miles. The rental vans we currently used for food pickups have a capacity of 246 cubic feet and run at 14 MPG. If we were to purchase a van with 520 cubic feet of capacity running at approximately 23 MPG (e.g. a Ram ProMaster 3500) the number of food pickups required to maintain our current level of service would decline by ~50% given the doubling in carrying capacity. Making half the number of trips to pick up food would mean proportional reductions in labor (~3.3 hours of drive time) and fuel expenses (~$64.76) every week. Additionally, we could use our new van to transport the Fresh Market concession stand, no longer needing a weekly truck rental to do so. By eliminating the need for both vehicle rentals, this purchase will save SOS a total annual average of $39,367.52 ($36,000 in rental fees and $3367.52 in gas) and 436 hours of labor (172 hours of drive time and 260 hours of administrative overhead). Purchasing this truck will solve the problem described in the previous question of SOS being unable to make a long-needed capital expense due to pandemic-era inflation. The funds from this grant will effectively replace the reserves we had earmarked for this purchase but had lost to inflated operating costs. Following these purchases, we will seek additional funding and expand our revenue streams. In combination with the labor hours saved with fewer food pickups, we will be able to set up new Fresh Markets across Pinellas Countyyearly fundraiser. Guiding Principles - Client Impact* The American Rescue Plan Act, which provides the funding for this grant program, aims to ensure an equitable recovery from the COVID-19 pandemic. According to federal guidance, the The term “equity” is defined as: The consistent and systematic fair, just, and impartial treatment of all individuals, including individuals who belong to underserved communities that have been denied such treatment, such as Black, Latino, and Xxxxx Xxxxx Saving Our Seniors Indigenous and Native American persons, Asian Americans and Pacific Islanders and other persons of color; members of religious minorities; lesbian, gay, bisexual, transgender, and queer (LGBTQ+) persons; persons with disabilities; persons who live in rural areas; and persons otherwise adversely affected by persistent poverty or inequality. One of the guiding principles of this fund is that it will apply a lens of equity to ensure the needs of specified priority populations are met. Will this purchase benefit the community members defined above that have experienced disproportionate negative impacts from the COVID-19 pandemic? If so, how? Our focus has always been serving One article described Covid 19 as the great revealer. Racial health disparities already existed in the U.S., but the Covid-19 pandemic heightened them. New research from the Federal Reserve Bank of New York shows that underlying medical conditions, a lack of health insurance and population density — including how many people live together in a household and crowding on public transit — are three factors that significantly exacerbate the intensity of Covid-19 rates among minority and low-income seniors communities. (Jan 12, 2021) The purchases will help benefit the community as the clinic will be able to see more uninsured patients and decrease the current waitlist of those needing to be seen. This will also help the community by increasing access to continuity care, decreasing the need of utilizing emergency rooms and urgent care clinics for non- emergency concerns. Testing for A1c in the clinic helps improve health outcomes by helping patients achieve and maintain lower A1c levels. It also improves patient satisfaction by delivering comprehensive care and increases office efficiency by eliminating follow-up calls and visits to discuss lab results. The purchase of the router booster will improve the wi-fi connection for those patients choosing to be seen via telehealth. Many choose telehealth as an option for convenience, as it provides scheduling flexibility especially for those who are subject to socioeconomic inequality on both the dimensions may struggle with leaving their place of poverty and ageemployment for doctor visits. During the COVID-19 pandemic, these characteristics made our clients uniquely susceptible to its negative effects: while those in poverty were disproportionately impacted in that their limited incomes could not absorb the pandemic’s inflationary effectsLastly, the elderly were disproportionately impacted given purchase of waiting room chairs will address the need to meet basic quality standards for a healthcare facility. Many of the chairs have been donated and have ripped upholstery and wobbly legs and have become a safety concern. Often businesses in lower-income communities have an economically depressed ambiance. The Xxxxx Xxxxxx Health and Wellness Center would like for all patients to experience a warm, welcoming environment and to feel confident in the professional care they receive. Number Served* How many people will directly benefit from this capital purchase annually? 676 Unduplicated vs. Duplicated* Is the number indicated above duplicated or unduplicated? Duplicated: A client is counted each time they access services Unduplicated: A client is counted once, regardless of the number of times they access services Example: ABC Food Bank operates two mobile food pantries, one in Clearwater and one in St. Petersburg. Xxxxxx, a Pinellas County resident, goes to both food pantries. If ABC Food Bank counts Xxxxxx'x visit TWICE, it is duplicated. If ABC Food Bank counts Xxxxxx'x visit ONCE, it is unduplicated. Duplicated Other (Explanation Required) If you selected "Other" in the previous question, please explain how your organization determined the number of clients that will benefit from the proposed capital purchase. [Unanswered] The American Rescue Plan Act (ARPA) prioritizes organizations that either have headquarters or carry out the majority of their high susceptibility operations inside Qualified Census Tracts (QCTs). QCTs are a standard method of identifying communities with a large proportion of low-income residents. The U.S. Department of Housing and Urban Development determines what areas qualify as QCT. To assess if your organization serves or is headquartered in a QCT, use the following link: xxxxx://xxx.xxxxxxx.xxx/portal/sadda/sadda_qct.html In the top right-hand corner, choose the state of Florida and Pinellas County. Then on the left-hand side of the screen, click the box next to “Color QCT Qualified Tracts.” The QCT zones are denoted in purple. You can also map your address by adding it into the address box at the top to see if your location is inside the zones. Below, please provide the location of your operations and the location of your headquarters, if different. Headquarters Location* Please provide your organization's headquarters address as it appears on your Sunbiz account. To check your Sunbiz registration, you may search here: xxxxx://xxx.xxxxxxxxx.xxx/sunbiz/search/ 0000 X. XXXXXX XXXXXX XXXX AVE CLEARWATER, FL 33755 QCT Determination - Headquarters* Is this organization headquartered in a QCT? Yes Purchase Location* Where will the majority of the activities related to the virus and the strict social isolation they had to endure as a result.purchase(s) take place?
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Samples: Capital Purchase Grant Agreement
Negative Economic Impact on Organization. The following question is the keystone of a strong application in this process. If your organization cannot demonstrate a negative economic impact from the pandemic, your application will not qualify for committee review. If you are uncertain about what constitutes negative economic impact or how to demonstrate it, please contact PCF staff for technical assistance. Xxxxx Xxxxx Saving Our Seniors Describe your organization’s negative economic impact arising from the COVID-19 pandemic. Examples could include: • Inflationary pressures • A reduction in revenue since the onset of the pandemic • An increase in pandemic-related revenue that is restricted, or otherwise does not permit the purchase of capital assets Xxxxx Xxxxxxx Creative Clay • The use of reserves for pandemic-related unbudgeted expenses • Allocation of resources to meet a pandemic-related increase in demand for services, which results in a lack of resources to purchase capital assets • A need for additional capital assets to adapt operations to accommodate health and safety guidelines by the CDC You have the option to upload supporting documentation regarding negative economic impact. However, please limit your upload to no more than five pages. REVENUE LOSS COMPARISON 2019 to 20-21-22 w- schedule postcard & Strategic Goals.docx Previous to the COVID-19 pandemic and the impending shut down of Creative Xxxx’s facility in March 2020 everything was heading upward. We had big plans and had begun a well-curated, organization changing year. In October 2019 we had a strategic planning retreat and came into the new year with vigor and many new achievable goals. Those goals were for the most part put on hold. In August of 2022 we reconvened to strategize regaining our footing during 2023-2025. 2020 was going to be a big year! We had 31 events set in stone. We created a full schedule plus advertisements, handbills, and postcards for a year of on-site indoor-outdoor ArtWalk events, live workshops by revered international artists, off-site gallery shows, many inclusive off-site revenue-generating community events, and our 25th Anniversary Celebration fundraiser. Then COVID came to put a stop to everything we were hoping to do. The setbacks SOS faces as joy of the coming year was felt by all of the artists, teaching artists, staff, and administration at Creative Clay. Everybody was committed to a result successful year, only for it to be marred by shut-down, layoffs, insecurity, loneliness, and separation for everyone including the artists with disabilities who need Creative Xxxx’s active atmosphere to thrive. Learning and work opportunities for our artists, connections to new supporters, and revenue generating opportunities were eliminated. Our attendance numbers are down. Many artists, teachers, supporters, community connections, and opportunities are no longer available or have moved on. The effects caused by COVID & its wake are still felt today. In 2019 Creative Clay’s revenue was $660,775 and 2020 was to be better, but that was not so. For simplicity's sake we have chosen to show you the reduction in our revenue since the onset of the pandemic include increased demand for our services that stems directly from the pandemicby comparing 2020, reductions in the service capacity of senior-support organizations across the board2021, and increased costs 2022 directly to 2019 to give you a sense of the total loss we have experienced. If you look at the revenue generated in 2019 and consider the likelihood that have forced us at the very least, instead of slightly rising each year, it had stayed the same, then what follows are the losses for each subsequent year. In 2020 our revenue was $449,175. Compared to deplete our cash reserves2019 that is a loss of $211,600. Demand Using the same approach for our services has escalatedthe 2021 and 2022. The loss in 2021 was $197,803 and in 2022 the loss was $51,393. This makes the total loss of revenue over 2020, with more new clients requesting food, medical supplies2021, and related support 2022 equal to $460,796. As you can see, COVID really affected our growth. These losses have severely hampered our established goals and the residue of COVID-19 has kept us from SOS than ever before. Moreover, many of our long-term clients are experiencing added financial strain stemming from the pandemic, and thus require additional support. But while need amongst seniors continues to surge, some of the organizations that previously moving forward as we would have helped them have shut down during the pandemic, while others have suffered diminished service capacity. We are struggling to absorb the resulting overflow, receiving 700 referrals from other organizations in 2022, a 64% increase from before the pandemic. As the network of senior-support services becomes increasingly strained, fewer resources are available to both chronically low-income seniors, as well as those experiencing novel financial difficulties from the pandemic. It is our goal for the coming year to expand our service capacity to help fill the growing gap between seniors’ needs and the senior-support network's collective means. To do so, we must purchase a dedicated delivery van to transport food and haul our concession stand, a purchase which will ultimately reduce our monthly operating costs and streamline our operations. We have needed a delivery van since the start of the Fresh Market program, but remain unable to purchase one. Increased food insecurity among our clients combined with inflated food prices have forced us to draw from our cash reserves when purchasing Fresh Market food, cash which would have otherwise gone towards the acquiring the vanhoped. A single pickup’s worth of food cost an average of $750 in Revenue Loss Comparison from 2019 when the Fresh Market program was initiatedto 20-21-22, but now costs over $1,800 (due to both inflation and increased purchasing volume). During this timeour published schedule postcard for 2020, increases in donations and fundraising have lagged behind inflation, further reducing our purchasing power. To keep the Fresh Market Program operational through the pandemic, we have relied on several stopgap measures: renting Uhauls for large loads, using staff members’ personal vehicles for smaller loads, and renting trucks to transport the Fresh Market concession trailer. This is an inefficient short-term solution that carries additional expenses of roughly $36,000 per year, as well as time lost to administrative and logistical overhead. As SOS cannot fund such a large capital expenditure at present, we & current Strategic Goals are requesting Pinellas Community Foundation’s helpattached. Xxxxx Xxxxx Saving Our Seniors Xxxxxxx Creative Clay Proposal Description* The American Rescue Plan Act requires a request that is reasonable and proportional to the level of economic impact your organization experienced. This means the request you describe below should not be greater than the economic harm your organization has suffered. Please describe your purchase proposal and address the following: • What will you be purchasing with these funds? • What is the estimated lifespan of the purchase/improvement? • How does it address the negative economic harm you described in the previous question? At presentOver the COVID impacted years, we rent Creative Clay experienced a van for transporting food and a truck for hauling our concession trailer at a total cost loss of $36,000/year460,796. Sticking to our strategic goals we will escape this slump. With this grant’s help we will purchase: • A sound-system that will allow us to have live music outside bringing community to our facility, which has become financially untenable at increasing art sales, and connecting with new donors & sponsors. This directly addresses goals in our increasingly high service volumestrategic plan and helps remedy losses incurred in sales, and support during COVID. It will help grow our base of support, and sales into the future. • 6 laptop computers to replace aging equipment used by staff. This will allow us to do everyday duties that maintain accountability and keep us in good standing with our community and regulatory organizations that oversee our services. This purchase will help maintain our basic revenue creation functions. We also find it necessary couldn’t afford to transition away from utilizing staff member’s personal vehicles for food transport, largely replace these due to COVID losses. • 6 iPads & iPencils to teach digital art creation and conversion to marketable items such as prints, stickers, and shirts. They will also be used to teach artists point of sale tools for use in their monthly art markets and community events. These will help fulfill our strategic objective of expanding our Artlink program by providing skills training, marketing, and sales opportunities to the artists plus allow for more sales of a larger variety of items, increasing revenue. • 1 desktop computer for the artists to learn animation, video editing, music composition & recording. We have hired new staff with skills to provide instruction in these media. These staff skills were lost due to COVID closures & layoffs. The necessity for a new desktop is due to our current computer’s age & its lack of refrigeration (made necessary capacity to utilize new software. We couldn’t afford to replace this due to COVID losses. • 1 professional grade camera to be used by the long distances involved artists to learn how to take photos, make videos, and assist in transporting perishables)the creation of animations. This will work in tandem with computer above. • The installation of 3 fans in our outdoor classroom will provide comfort when artists are outside each day and, as well as when the wear-and-tear public comes to outdoor events. We couldn’t afford to add these vehicles accumulate when transporting large quantities due to COVID losses. • The installation of food 3 security cameras to ensure the safety of the individuals with disabilities that we serve, and to make sure the property remains secure. We couldn’t afford to add these due to COVID losses. All of the items listed have lifespans over long distances. As such5 years, the requested funds will go towards the purchase of a refrigerated delivery van that will be used for food pickups sound-system and hauling the Fresh Market concession trailer, as well as a walk-in fridge for storage. The lifespan of a refrigerated truck is estimated by industry experts to be 200,000-250,000 miles; the lifespan of the average walk-in fridge is about 15 years. Each week we conduct five food pickups, driving a total of ~400 miles. The rental vans we currently used for food pickups fans have a capacity of 246 cubic feet and run at 14 MPG. If we were to purchase a van with 520 cubic feet of capacity running at approximately 23 MPG (e.g. a Ram ProMaster 3500) the number of food pickups required to maintain our current level of service would decline by ~50% given the doubling in carrying capacity. Making half the number of trips to pick up food would mean proportional reductions in labor (~3.3 hours of drive time) and fuel expenses (~$64.76) every week. Additionally, we could use our new van to transport the Fresh Market concession stand, no longer needing a weekly truck rental to do so. By eliminating the need for both vehicle rentals, this purchase will save SOS a total annual average of $39,367.52 ($36,000 in rental fees and $3367.52 in gas) and 436 hours of labor (172 hours of drive time and 260 hours of administrative overhead). Purchasing this truck will solve the problem described in the previous question of SOS being unable to make a long10-needed capital expense due to pandemic-era inflation. The funds from this grant will effectively replace the reserves we had earmarked for this purchase but had lost to inflated operating costs. Following these purchases, we will seek additional funding and expand our revenue streams. In combination with the labor hours saved with fewer food pickups, we will be able to set up new Fresh Markets across Pinellas Countyyear lifespan. Guiding Principles - Client Impact* The American Rescue Plan Act, which provides the funding for this grant program, aims to ensure an equitable recovery from the COVID-19 pandemic. According to federal guidance, the term “equity” is defined as: The consistent and systematic fair, just, and impartial treatment of all individuals, including individuals who belong to underserved communities that have been denied such treatment, such as Black, Latino, and Xxxxx Xxxxx Saving Our Seniors Indigenous and Native American persons, Asian Americans and Pacific Islanders and other persons of color; members of religious minorities; lesbian, gay, bisexual, transgender, and queer (LGBTQ+) persons; persons with Xxxxx Xxxxxxx Creative Clay disabilities; persons who live in rural areas; and persons otherwise adversely affected by persistent poverty or inequality. One of the guiding principles of this fund is that it will apply a lens of equity to ensure the needs of specified priority populations are met. Will this purchase benefit the community members defined above that have experienced disproportionate negative impacts from the COVID-19 pandemic? If so, how? Our focus has always been serving low-income seniors who are subject to socioeconomic inequality on both the dimensions of poverty and age. During the COVID-19 pandemicYes, these characteristics made our clients uniquely susceptible to its negative effects: while those purchases will benefit individuals with developmental disabilities who attend and participate in poverty were disproportionately impacted in that their limited incomes could not absorb the pandemicCreative Clay’s inflationary effects, the elderly were disproportionately impacted given their high susceptibility many established programs. Making impactful improvements to the virus ways we serve member artists will enhance the results of the service we provide. The purchases will promote efficiency among the teaching staff & administration, community building, greater visibility, and an immense amount of next-level artistic production from the strict social isolation artists we work with. It is important to Creative Clay that the lives of individuals with developmental disabilities become more enhanced through art. According to Cornell University’s 2017 Disability Report, people with disabilities experience joblessness, isolation, abuse, and discrimination at a higher rate than the general public. We have also learned that exposure and inclusion of individuals with disabilities within the general population improves outcomes in a variety of domains, including access to healthcare, employment, decreased isolation, improved community safety and decreased abuse. At Creative Clay, artists with disabilities receive training and participate in a vocation as professional artists alongside other working artists. We provide the individuals we serve with a sense of belonging and connection to St. Petersburg's arts community. Research further indicates that exposure is not enough to reduce prejudice towards individuals with disabilities; the quality of interaction significantly affects the attitudes of the public. When a Creative Clay member artist goes into the community, they had do so as representatives of our organization and professionals with a unique perspective to endure as share. Our member artists market their work at gallery openings, partner exhibits, on radio and television shows, fundraisers, art festivals and other collaborative community events, and they receive a result.50% commission for every piece of artwork they sell. They are professional artists with a true sense of purpose. Number Served* How many people will directly benefit from this capital purchase annually?
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Negative Economic Impact on Organization. The following question is the keystone of a strong application in this process. If your organization cannot demonstrate a negative economic impact from the pandemic, your application will not qualify for committee review. If you are uncertain about what constitutes negative economic impact or how to demonstrate it, please contact PCF staff for technical assistance. Xxxxx Xxxxx Saving Our Seniors Describe your organization’s negative economic impact arising from the COVID-19 pandemic. Examples could include: • Inflationary pressures • A reduction in revenue since the onset of the pandemic • An increase in pandemic-related revenue that is restricted, or otherwise does not permit the purchase of capital assets Xxxxxx Xxxxxxxx Volunteers of America of Florida Inc. • The use of reserves for pandemic-related unbudgeted expenses • Allocation of resources to meet a pandemic-related increase in demand for services, which results in a lack of resources to purchase capital assets • A need for additional capital assets to adapt operations to accommodate health and safety guidelines by the CDC You have the option to upload supporting documentation regarding negative economic impact. However, please limit your upload to no more than five pages. The setbacks SOS faces Due to rental delinquency, VOAF has $53,570 loss due to COVID. Unable to hire maintenance personnel due to wage inflation, we have had to utilize a subcontractor which is exponentially more expensive and has resulted in unexpected expenses of $25,000. Due to a loss in revenue, funders re-allocating funding and decreased ability to raise funding across VOAFL programs, it was necessary to defer regular maintenance at Tarpon Village. In addition, inflation has drastically increased the cost of these tasks we are negatively impacted ($60,000). A total loss of $138,570 has been suffered as a result of COVID. The majority of residents who had jobs, lost them due to the pandemic include increased demand for our services that stems directly from the pandemic, reductions in the service capacity of senior-support organizations across the board, and increased costs that have forced us found they had to deplete our cash reserves. Demand for our services has escalated, with more new clients requesting choose between necessities such as food, medical supplieshygiene products, rent/utilities vs. affording to keep up even minor repairs to their apartments. This urgency created an emergency response for all of VOAFL clients. This impacted VOAFL’s bottom line, taxing programming and related support from SOS than ever before. Moreover, many of our long-term clients are experiencing added financial strain stemming from the pandemic, and thus require additional support. But while need amongst seniors continues to surge, some of the organizations resources that previously normally would have helped them have shut down during went to other programming. With hiring of maintenance staff being extremely difficult especially at the pandemicheight of COVID-19, while others have suffered diminished service capacityminor repairs to appliances ended up becoming larger and now need to be replaced. We are struggling VOAFL is proud to absorb say that through the resulting overflow, receiving 700 referrals from other organizations in 2022, a 64% increase from before the pandemic. As the network of senior-support services becomes increasingly strained, fewer resources are available to both chronically low-income seniors, as well as those experiencing novel financial difficulties from the pandemic. It is our goal for the coming year to expand our service capacity to help fill the growing gap between seniors’ needs and the senior-support network's collective means. To do sodevastation, we must purchase a dedicated delivery van were able to transport food and haul our concession stand, a purchase which will ultimately reduce our monthly operating costs and streamline our operations. We have needed a delivery van since the start of the Fresh Market programprovide for all those we serve, but remain unable the impact of general maintenance and upkeep has taken a toll. The process of recovering has required looking to purchase onethe community to assist in projects that will help us get back on the road to success. Increased food insecurity among our clients combined with inflated food prices have forced us to draw from our cash reserves when purchasing Fresh Market food, cash which would have otherwise gone towards the acquiring the van. A single pickup’s worth of food cost an average of $750 in 2019 when the Fresh Market program was initiated, but now costs over $1,800 (due to both inflation and increased purchasing volume). During this time, increases in donations and fundraising have lagged behind inflation, further reducing our purchasing power. To keep the Fresh Market Program operational through the pandemic, we have relied on several stopgap measures: renting Uhauls for large loads, using staff members’ personal vehicles for smaller loads, and renting trucks to transport the Fresh Market concession trailer. This is an inefficient short-term solution that carries additional expenses of roughly $36,000 per year, as well as time lost to administrative and logistical overhead. As SOS cannot fund such a large capital expenditure at present, we are requesting Pinellas Community Foundation’s help. Xxxxx Xxxxx Saving Our Seniors Proposal Description* The American Rescue Plan Act requires a request that is reasonable and proportional to the level of economic impact your organization experienced. This means the request you describe below should not be greater than the economic harm your organization has suffered. Please describe your purchase proposal and address the following: • What will you be purchasing with these funds? • What is the estimated lifespan of the purchase/improvement? • How does it address the negative economic harm you described in the previous question? At presentFunding will support Tarpon Village which provides 36 affordable housing units to 19 families of which 12 are single-parent households. Among the residents, we rent the average income is $20,196 a van for transporting food year placing the majority of the families under 50% Area Median Income (AMI). Approximately one-third of the residents are considered extremely low income at or under 30% AMI. To ensure the housing remains affordable, no household pays more than 30% of their income as rent. Many of the residents have behavioral health needs and are uninsured or underinsured. The program offers housing and recently requested operational funding through PCF to provide telehealth behavioral health services. Our ability to provide housing and identify behavioral health issues via property staff allows us to target services to residents to ensure they maintain stability, independence, and self-sufficiency. Tarpon Village is an affordable place to live in a truck for hauling our concession trailer at a total cost of $36,000/year, which has become financially untenable at our increasingly high service volume. We also find it necessary to transition away from utilizing staff member’s personal vehicles for food transport, largely due to their lack of refrigeration (made necessary by the long distances involved in transporting perishables), housing market that does not support low-income families as well as offering supportive services to maximize the wearresidents' opportunity for success and self-and-tear these vehicles accumulate when transporting large quantities of food over long distances. As such, the requested funds will go towards the purchase of a refrigerated delivery van that will be used for food pickups and hauling the Fresh Market concession trailer, as well as a walk-in fridge for storagesufficiency. The lifespan proposed capital funding request will improve the residents’ Xxxxxx Xxxxxxxx Volunteers of a refrigerated truck is America of Florida Inc. safety and quality of life so they may focus on health, employment and positive relationships. Funds requested will provide the replacement of the following appliances: • Washer / dryers • Ovens • Refrigerators • Microwaves The estimated by industry experts to be 200,000-250,000 miles; the lifespan of the average walk-in fridge purchases is about 15 ten years. Each week we conduct five food pickupsDuring COVID, driving a total loss of ~400 miles. The rental vans we currently used for food pickups have a capacity of 246 cubic feet and run at 14 MPG. If we were to purchase a van with 520 cubic feet of capacity running at approximately 23 MPG (e.g. a Ram ProMaster 3500) the number of food pickups required revenue directly impacted our ability to maintain our current level of service would decline by ~50% given the doubling in carrying capacity. Making half the number of trips to pick up food would mean proportional reductions in labor (~3.3 hours of drive time) regular facility updates and fuel expenses (~$64.76) every week. Additionally, we could use our new van to transport the Fresh Market concession stand, no longer needing a weekly truck rental to do so. By eliminating the need for both vehicle rentalsunfortunately, this purchase will save SOS impacted our housing the most. With rising costs and inflation as a total annual average result of $39,367.52 ($36,000 in rental fees and $3367.52 in gas) and 436 hours COVID, our ability to proceed is even more drastically impacted. With the help of labor (172 hours of drive time and 260 hours of administrative overhead). Purchasing this truck will solve the problem described in the previous question of SOS being unable to make a long-needed capital expense due to pandemic-era inflation. The funds from this grant will effectively replace the reserves we had earmarked for this purchase but had lost to inflated operating costs. Following these purchasesfunding, we will seek additional funding and expand our revenue streams. In combination with the labor hours saved with fewer food pickups, we VOAFL will be able to set up new Fresh Markets across Pinellas Countymove past the impact of increasing our emergency assistance during COVID back to the level of services we once provided that served a portion of the community requiring emergency assistance, rather than the entire community needing assistance. Guiding Principles - Client Impact* The American Rescue Plan Act, which provides the funding for this grant program, aims to ensure an equitable recovery from the COVID-19 pandemic. According to federal guidance, the term “equity” is defined as: The consistent and systematic fair, just, and impartial treatment of all individuals, including individuals who belong to underserved communities that have been denied such treatment, such as Black, Latino, and Xxxxx Xxxxx Saving Our Seniors Indigenous and Native American persons, Asian Americans and Pacific Islanders and other persons of color; members of religious minorities; lesbian, gay, bisexual, transgender, and queer (LGBTQ+) persons; persons with disabilities; persons who live in rural areas; and persons otherwise adversely affected by persistent poverty or inequality. One of the guiding principles of this fund is that it will apply a lens of equity to ensure the needs of specified priority populations are met. Will this purchase benefit the community members defined above that have experienced disproportionate negative impacts from the COVID-19 pandemic? If so, how? Our Everyone needs safe, decent, stable housing- including those discussed above. For some of the most vulnerable in our community — people with mental illness, chronic health conditions, histories of trauma, and other struggles — a home helps them to get adequate services and start on the path toward recovery. Living without stable housing can drastically worsen health. Homelessness can exacerbate mental illness, make ending substance abuse difficult, and prevent chronic physical health conditions from being addressed. Good, safe, affordable housing can help rebuild and maintain independence, day-to-day routines, confidence and social networks. Research shows that people living with a mental illness who live where they want to are more likely to have a job, social supports and a higher quality of life. A positive change in housing can help influence positive changes that affect well-being. VOAFL’s request will insure those living in our 36 units will receive safe, decent and stable housing so they can focus has always been serving low-income seniors who on what is most important. VOAF values the rich diversity among all people to crate a world of greater justice and hope. We: • Affirm that all people are subject crated equally while acknowledging that some have wrongly endured unfairness, discrimination and inequity. • Celebrate our differences while recognizing the common humanity that unites us. • Embrace diverse perspectives to socioeconomic inequality on deepen understanding provide innovative solutions, and strengthen our impact. • Promote an inclusive environment where all people feel accepted and valued. • Pursue equity as reflected in equal access, treatment and positive outcomes for all. • Partner with others that share a commitment to diversity, equity, equality and inclusion. Xxxxxx Xxxxxxxx Volunteers of America of Florida Inc. Number Served* How many people will directly benefit from this capital purchase annually? Unduplicated vs. Duplicated* Is the number indicated above duplicated or unduplicated? Duplicated: A client is counted each time they access services Unduplicated: A client is counted once, regardless of the number of times they access services Example: ABC Food Bank operates two mobile food pantries, one in Clearwater and one in St. Petersburg. Xxxxxx, a Pinellas County resident, goes to both food pantries. If ABC Food Bank counts Xxxxxx'x visit TWICE, it is duplicated. If ABC Food Bank counts Xxxxxx'x visit ONCE, it is unduplicated. Unduplicated Other (Explanation Required) If you selected "Other" in the dimensions previous question, please explain how your organization determined the number of poverty and age. During clients that will benefit from the COVID-19 pandemic, these characteristics made our clients uniquely susceptible to its negative effects: while those in poverty were disproportionately impacted in that their limited incomes could not absorb the pandemic’s inflationary effects, the elderly were disproportionately impacted given their high susceptibility to the virus and the strict social isolation they had to endure as a resultproposed capital purchase.
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