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ŽƉŝĞƐ Ϯϰ͟džϯϲͬ͟tͲƉĞƌƉĂŐĞ ϯ͘ϯϬ ϯ͘ϯϬ ϯ͘ϯϬ ĞƉƵƚLJDĂŶĂŐĞƌ ŽƉŝĞƐ ϴ͘ϱ͟džϭϭ͟ŽůŽƌͲƉĞƌƉĂŐĞ Ϭ͘ϲϬ Ϭ͘ϲϬ Ϭ͘ϲϬ ĞƉƵƚLJDĂŶĂŐĞƌ ŽƉŝĞƐ ϭϭ͟džϭϳ͟ŽůŽƌͲƉĞƌƉĂŐĞ Ϭ͘ϴϱ ϭ͘ϬϬ ϭ͘ϬϬ ĞƉƵƚLJDĂŶĂŐĞƌ ŽƉŝĞƐ ĞƌƚŝĨŝĞĚŽƉŝĞƐͲƉĞƌƉĂŐĞ ϭ͘ϰϬ ϭ͘ϰϬ ϭ͘ϰϬ ĞƉƵƚLJDĂŶĂŐĞƌ ŽƉŝĞƐŽĨͬsƐ ϱ͘ϱϬ ϲ͘ϬϬ ϲ͘ϬϬ ĞƉƵƚLJDĂŶĂŐĞƌ džƚƌĂƵƚLJKĨĨŝĐĞƌƐͬ^ƵƉĞƌǀŝƐŽƌͬWŽůŝĐĞsĞŚŝĐůĞ WĞƌŚŽƵƌͬsĞŚŝĐůĞWĞƌĂLJŽƐƚ ϲϳ͘ϬϬͬϴϰ͘ϬϬ ϲϳ͘ϬϬͬϴϰ͘ϬϬ ϲϳ͘ϬϬͬϴϰ͘ϬϬ WŽůŝĐĞŚŝĞĨ sĞŚ͘ϱϬ͘ϬϬ sĞŚ͘ϱϬ͘ϬϬ sĞŚ͘ϱϬ͘ϬϬ EŽƚĂƌLJ&ĞĞ &ŝƌƐƚϯƐĞĂůƐĨƌĞĞ͕ĂĚĚŝƚŝŽŶĂůƐĞĂůƐΨϱƉĞƌƐĞĂů ϱ͘ϬϬ ϱ͘ϬϬ ϱ͘ϬϬĞƉƵƚLJDĂŶĂŐĞƌ DLJůĂƌWƌŝŶƚŝŶŐ WĞƌƉĂŐĞ ϱ͘ϬϬ ϱ͘ϬϬ ϱ͘ϬϬ WĂƚŝŽZĞŶƚĂů WĞƌϭϮͲ&ŽŽƚ^ĞĐƚŝŽŶ ϭ͕ϬϬϬ͘ϬϬ ϭ͕ϬϬϬ͘ϬϬ ϭ͕ϬϬϬ͘ϬϬ ĐŽŶĞǀŝƌĞĐƚŽƌ WŚŽƚŽŐƌĂƉŚƐ ΘW>;ĚŽĞƐŶŽƚŝŶĐůƵĚĞĐŽƐƚŽĨĐŽƉŝĞƐͿ ϭϱ͘ϬϬ ϭϱ͘ϬϬ ϭϱ͘ϬϬ WŽůŝĐĞZĞƉŽƌƚƐ;EŽŶͲĞůĞĐƚƌŽŶŝĐͿ EŽĐŚĂƌŐĞĨŽƌƉĂƉĞƌŽƌĞůĞĐƚƌŽŶŝĐĐŽƉŝĞƐĨŽƌǀŝĐƚŝŵƐĂŶĚ WŽůŝĐĞŚŝĞĨ ƚŚŽƐĞŝŶǀŽůǀĞĚŝŶĂĐĐŝĚĞŶƚƐͬĚŝƐƉĂƚĐŚƚĂƉĞƐƐƵďũĞĐƚƚŽƚŚĞŶ ĐƵƌƌĞŶƚĐŚĂƌŐĞĨƌŽŵŽƵůĚĞƌŽƵŶƚLJ^ŚĞƌŝĨĨΖƐ ŽŵŵƵŶŝĐĂƚŝŽŶƐĞŶƚĞƌ͘ ŝƚLJΖƐƐƚĂŶĚĂƌĚŚŽƵƌůLJƌĞƐĞĂƌĐŚĨĞĞ͘ŝƐƉĂƚĐŚƚĂƉĞƐƐƵďũĞĐƚƚŽ WŽůŝĐĞZĞƉŽƌƚƐZĞƋƵŝƌŝŶŐZĞƐĞĂƌĐŚ ƚŚĞŶĐƵƌƌĞŶƚĐŚĂƌŐĞĨƌŽŵŽƵůĚĞƌŽƵŶƚLJ^ŚĞƌŝĨĨΖƐ Ͳ WŽůŝĐĞŚŝĞĨ ŽŵŵƵŶŝĐĂƚŝŽŶƐĞŶƚĞƌ͘ Ψϱ͘ϬϬĨŽƌĨŝƌƐƚϭϬƉĂŐĞƐ;ŶŽĐŚĂƌŐĞĨŽƌǀŝĐƚŝŵƐΘƚŚŽƐĞ WŽůŝĐĞZĞƉŽƌƚͬdƌĂĨĨŝĐĐĐŝĚĞŶƚ ϱ͘ϬϬ ϱ͘ϬϬ WŽůŝĐĞŚŝĞĨ ŝŶǀŽůǀĞĚŝŶĂĐĐŝĚĞŶƚƐͿ͘ĚĚŝƚŝŽŶĂůƉĂŐĞƐĂƌĞΨ͘ϮϱĞĂĐŚ͘ WŽůŝĐĞĚĚƌĞƐƐĐƚŝǀŝƚLJZĞƉŽƌƚ Ψϱ͘ϬϬƉĞƌĂĚĚƌĞƐƐ ϱ͘ϬϬ ϱ͘ϬϬ WŽůŝĐĞŚŝĞĨ WŽůŝĐĞĂĐŬŐƌŽƵŶĚͬ,ŝƐƚŽƌLJŚĞĐŬ ϭϬ͘ϬϬ ϭϬ͘ϬϬ WŽůŝĐĞŚŝĞĨ WĂŐĞϭŽĨϵ 31 WƌŽƉŽƐĞĚϮϬϮϭ&ĞĞ;ǁͬ WƌŽƉŽƐĞĚϮϬϮϭ&ĞĞ;ǁͬ ZĞƐƉŽŶƐŝďůĞ &ĞĞĞƐĐƌŝƉƚŝŽŶ ĞƚĂŝů ƵƌƌĞŶƚϮϬϮϬ&ĞĞ ϱйŶŶƵĂů/ŶĨůĂƚŽƌͿ ϯйŶŶƵĂů/ŶĨůĂƚŽƌͿ ĞƉĂƌƚŵĞŶƚͬŝƌĞĐƚŽƌ WŽůŝĐĞtZĞƐĞĂƌĐŚͬZĞĚĂĐƚŝŽŶ ΨϮϱƉĞƌŚŽƵƌ Ϯϱ͘ϬϬ Ϯϱ͘ϬϬ WŽůŝĐĞŚŝĞĨ WŽůŝĐĞZĞƉŽƌƚ ϱ͘ϬϬ ϱ͘ϬϬ WŽůŝĐĞŚŝĞĨ WŽůŝĐĞWŚŽƚŽŐƌĂƉŚƐ Ψϱ͘ϬϬƉĞƌ ϱ͘ϬϬ ϱ͘ϬϬ WŽůŝĐĞŚŝĞĨ WŽƐƚĂŐĞʹDĂŝůŝŶŐ ŚĂƌŐĞĚĂƚƐƚĂŶĚĂƌĚƉŽƐƚĂůͬƐŚŝƉƉŝŶŐƌĂƚĞ ĞƉƵƚLJDĂŶĂŐĞƌ &ŝƌƐƚϮŚŽƵƌƐĨƌĞĞ͕ƚŚĞŶĐŚĂƌŐĞĚŝŶϭϱͲŵŝŶƵƚĞŝŶĐƌĞŵĞŶƚƐͲ WƵďůŝĐZĞĐŽƌĚƐZĞƐĞĂƌĐŚ&ĞĞ ϮϮ͘ϬϬ Ϯϯ͘ϬϬ Ϯϯ͘ϬϬ ĞƉƵƚLJDĂŶĂŐĞƌ ΨϮϬƉĞƌŚŽƵƌ ^ƉĞĐŝĂů ǀĞŶƚWĞƌŵŝƚͲ^ƚĂŶĚĂƌĚ ϰϰϬ͘ϬϬ ϰϲϮ͘ϬϬ ϰϱϯ͘ϬϬ ĞƉƵƚLJDĂŶĂŐĞƌ ^ƉĞĐŝĂů ǀĞŶƚWĞƌŵŝƚͲ^ŵĂůů/ŵƉĂĐƚZŝŐŚƚͲŽĨͲtĂLJ ϱϱ͘ϬϬ ϱϴ͘ϬϬ ϱϳ͘ϬϬ ĞƉƵƚLJDĂŶĂŐĞƌ ůŽƐƵƌĞ dĞĐŚŶŝĐĂůĂƚĂ ŝƚLJĞƐŝŐŶ^ƚĂŶĚĂƌĚƐ ϱϱ͘ϬϬ ϱϴ͘ϬϬ ϱϳ͘ϬϬ WƵďůŝĐtŽƌŬƐŝƌĞĐƚŽƌ dĞĐŚŶŝĐĂůĂƚĂ ^ƚŽƌŵƌĂŝŶĂŐĞ^ƚĂŶĚĂƌĚƐ ϰϱ͘ϬϬ ϰϳ͘ϬϬ ϰϲ͘ϬϬ WƵďůŝĐtŽƌŬƐŝƌĞĐƚŽƌ dĞĐŚŶŝĐĂůĂƚĂ ŝƚLJ^ƚĂŶĚĂƌĚĞƚĂŝůƐʹ Ϯϴ͘ϬϬ Ϯϵ͘ϬϬ Ϯϵ͘ϬϬ WƵďůŝĐtŽƌŬƐŝƌĞĐƚŽƌ dĞĐŚŶŝĐĂůĂƚĂ '͘/͘^͘/ŶĨŽƌŵĂƚŝŽŶʹЪŚƌ͘ŵŝŶŝŵƵŵĐŚĂƌŐĞŽĨΨϮϱ ϯϯ͘ϬϬ ϯϱ͘ϬϬ ϯϰ͘ϬϬ WƵďůŝĐtŽƌŬƐŝƌĞĐƚŽƌ >ŝďƌĂƌLJ ŽƌƌŽǁŝŶŐůĂƚĞĨĞĞƐ ƌƚƉƌŝŶƚƐ͕ƵĚŝŽďŽŽŬƐ͕ŽŽŬƐ͕Ɛ͕DĂŐĂnjŝŶĞƐͲƉĞƌĚĂLJ Ϭ͘ϭϬ Ϭ͘ϭϬ Ϭ͘ϭϬ >ŝďƌĂƌLJŝƌĞĐƚŽƌ sƐ͕ŽŽŬĐůƵďďĂŐƐ͕^ƉĞĐŝĂů/ƚĞŵƐ;ƚĞůĞƐĐŽƉĞƐ͕ĚŽůůƐ͕ĞƚĐ͘ͿͲ ŽƌƌŽǁŝŶŐůĂƚĞĨĞĞƐ Ϭ͘ϱϬ Ϭ͘ϱϬ Ϭ͘ϱϬ >ŝďƌĂƌLJŝƌĞĐƚŽƌ ƉĞƌĚĂLJ ŽůůĞĐƚŝŽŶŐĞŶĐLJ ZĞĨĞƌƌĂů&ĞĞͲƉĞƌĂĐƚŝŽŶ͕ƉůƵƐĐŽƐƚŽĨŝƚĞŵ ϭ Ϭ͘ϬϬ ϭϬ͘ϬϬ ϭϬ͘ϬϬ >ŝďƌĂƌLJŝƌĞĐƚŽƌ DĞĞƚŝŶŐZŽŽŵ EŽŶͲƉƌŽĨŝƚ͕EŽŶͲƌĞƐŝĚĞŶƚͲƉĞƌŚŽƵƌ Ϯϴ͘ϬϬ Ϯϵ͘ϬϬ Ϯϵ͘ϬϬ >ŝďƌĂƌLJŝƌĞĐƚŽƌ DĞĞƚŝŶŐZŽŽŵ EŽŶͲƉƌŽĨŝƚ͕ZĞƐŝĚĞŶƚ'ƌŽƵƉƐͲEŽĐŚĂƌŐĞ >ŝďƌĂƌLJŝƌĞĐƚŽƌ DĞĞƚŝŶŐZŽŽŵ ͞&ŽƌƉƌŽĨŝƚ͟ĞŶƚĞƌƉƌŝƐĞƐͲƉĞƌŚŽƵƌ ϱϬ͘ϬϬ ϱϯ͘ϬϬ ϱϮ͘ϬϬ >ŝďƌĂƌLJŝƌĞĐƚŽƌ ŽĂƌĚZŽŽŵͲhƉƐƚĂŝƌƐ EŽŶͲƉƌŽĨŝƚ͕EŽŶͲƌĞƐŝĚĞŶƚͲƉĞƌŚŽƵƌ ϮϬ͘ϬϬ ϮϬ͘ϬϬ >ŝďƌĂƌLJŝƌĞĐƚŽƌ ŽĂƌĚZŽŽŵͲhƉƐƚĂŝƌƐ ͞&ŽƌƉƌŽĨŝƚ͟ĞŶƚĞƌƉƌŝƐĞƐͲƉĞƌŚŽƵƌ ϰϬ͘ϬϬ ϰϬ͘ϬϬ >ŝďƌĂƌLJŝƌĞĐƚŽƌ ^ƚƵĚLJZŽŽŵ EŽĐŚĂƌŐĞ >ŝďƌĂƌLJŝƌĞĐƚŽƌ ,ŝƐƚŽƌŝĐWŚŽƚŽŐƌĂƉŚƐ ZĞƉƌŽĚƵĐƚŝŽŶ&ĞĞ WĞƌŝŵĂŐĞ ϭϲ͘ϱϬ ϭϳ͘ϬϬ ϭϳ͘ϬϬ >ŝďƌĂƌLJŝƌĞĐƚŽƌ ŽŵŵĞƌĐŝĂůhƐĞ&ĞĞƐ͗ WƵďůŝƐŚĞĚƵƐĞ͕ůĞƐƐƚŚĂŶϱ͕ϬϬϬĐŽƉŝĞƐ WĞƌŝŵĂŐĞ ϭϲ͘ϱϬ ϭϳ͘ϬϬ ϭϳ͘ϬϬ >ŝďƌĂƌLJŝƌĞĐƚŽƌ WƵďůŝƐŚĞĚƵƐĞ͕ŵŽƌĞƚŚĂŶϱ͕ϬϬϬĐŽƉŝĞƐ WĞƌŝŵĂŐĞ ϯϲ͘ϳϱ ϯϵ͘ϬϬ ϯϴ͘ϬϬ >ŝďƌĂƌLJŝƌĞĐƚŽƌ ŝƐƉůĂLJŝŶĂďƵƐŝŶĞƐƐŽƌĂƚĂŶĞǀĞŶƚ WĞƌŝŵĂŐĞ ϭϭ͘ϬϬ ϭϮ͘ϬϬ ϭϭ͘ϬϬ >ŝďƌĂƌLJŝƌĞĐƚŽƌ ĚǀĞƌƚŝƐĞŽƌƉƌŽŵŽƚŝŽŶ WĞƌŝŵĂŐĞ ϭϬϱ͘ϬϬ ϭϭϬ͘ϬϬ ϭϬϴ͘ϬϬ >ŝďƌĂƌLJŝƌĞĐƚŽƌ tĞďƐŝƚͬ/ŶƚĞƌŶĞƚ WĞƌLJĞĂƌ ϱϱ͘ϬϬ ϱϴ͘ϬϬ ϱϳ͘ϬϬ >ŝďƌĂƌLJŝƌĞĐƚŽƌ &ŝůŵͬǀŝĚĞŽƉƌŽĚƵĐƚŝŽŶ WĞƌŝŵĂŐĞ ϭϬϱ͘ϬϬ ϭϭϬ͘ϬϬ ϭϬϴ͘ϬϬ >ŝďƌĂƌLJŝƌĞĐƚŽƌ WĞƌĨŽƌŵĂŶĐĞŽƌƉƌĞƐĞŶƚĂƚŝŽŶ WĞƌŝŵĂŐĞ ϱϱ͘ϬϬ ϱϴ͘ϬϬ ϱϳ͘ϬϬ >ŝďƌĂƌLJŝƌĞĐƚŽƌ ĞŵĞƚĞƌLJ&ĞĞƐ ĞŵĞƚĞƌLJƵƌŝĂů^ƉĂĐĞͲ&Ƶůů^ŝnjĞ ZĞƐŝĚĞŶƚ ϭ͕ϮϵϬ͘ϬϬ ϭ͕ϮϵϬ͘ϬϬ ϭ͕ϮϵϬ͘ϬϬ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ ĞŵĞƚĞƌLJƵƌŝĂů^ƉĂĐĞͲ&Ƶůů^ŝnjĞ EŽŶͲZĞƐŝĚĞŶƚ ϯ͕ϲϳϱ͘ϬϬ ϯ͕ϲϳϱ͘ϬϬ ϯ͕ϲϳϱ͘ϬϬ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ ĞŵĞƚĞƌLJƵƌŝĂů^ƉĂĐĞͲ&Ƶůů^ŝnjĞͲůŽĐŬƐϮϱƚŽϮϵ ZĞƐŝĚĞŶƚ ϲϰϱ͘ϬϬ ϲϰϱ͘ϬϬ ϲϰϱ͘ϬϬ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ WĂŐĞϮŽĨϵ 32 WƌŽƉŽƐĞĚϮϬϮϭ&ĞĞ;ǁͬ WƌŽƉŽƐĞĚϮϬϮϭ&ĞĞ;ǁͬ ZĞƐƉŽŶƐŝďůĞ &ĞĞĞƐĐƌŝƉƚŝŽŶ ĞƚĂŝů ƵƌƌĞŶƚϮϬϮϬ&ĞĞ ϱйŶŶƵĂů/ŶĨůĂƚŽƌͿ ϯйŶŶƵĂů/ŶĨůĂƚŽƌͿ ĞƉĂƌƚŵĞŶƚͬŝƌĞĐƚŽƌ ĞŵĞƚĞƌLJƵƌŝĂů^ƉĂĐĞͲ&Ƶůů^ŝnjĞͲůŽĐŬƐϮϱƚŽϮϵ EŽŶͲZĞƐŝĚĞŶƚ ϭ͕ϴϯϬ͘ϬϬ ϭ͕ϴϯϬ͘ϬϬ ϭ͕ϴϯϬ͘ϬϬ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ ƌĞŵĂƚŝŽŶƵƌŝĂů^ƉĂĐĞ ZĞƐŝĚĞŶƚ ϳϬϬ͘ϬϬ ϳϬϬ͘ϬϬ ϳϬϬ͘ϬϬ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ ƌĞŵĂƚŝŽŶƵƌŝĂů^ƉĂĐĞ EŽŶͲZĞƐŝĚĞŶƚ Ϯ͕Ϭϰϱ͘ϬϬ Ϯ͕Ϭϰϱ͘ϬϬ Ϯ͕Ϭϰϱ͘ϬϬ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ /ŶĨĂŶƚƵƌŝĂů^ƉĂĐĞ ZĞƐŝĚĞŶƚ ϳϬϬ͘ϬϬ ϳϬϬ͘ϬϬ ϳϬϬ͘ϬϬ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ /ŶĨĂŶƚƵƌŝĂů^ƉĂĐĞ EŽŶͲZĞƐŝĚĞŶƚ Ϯ͕ϯϬϬ͘ϬϬ Ϯ͕ϯϬϬ͘ϬϬ Ϯ͕ϯϬϬ͘ϬϬ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ 'ƌĂǀĞƐͲKƉĞŶΘůŽƐĞ &ƵůůƵƌŝĂů ϭ͕ϯϯϬ͘ϬϬ ϭ͕ϯϯϬ͘ϬϬ ϭ͕ϯϯϬ͘ϬϬ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ 'ƌĂǀĞƐͲKƉĞŶΘůŽƐĞ /ŶĨĂŶƚ^ŝnjĞƵƌŝĂů ϲϱϬ͘ϬϬ ϲϱϬ͘ϬϬ ϲϱϬ͘ϬϬ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ 'ƌĂǀĞƐͲKƉĞŶΘůŽƐĞ ƌĞŵĂƚŝŽŶƵƌŝĂů ϰϴϬ͘ϬϬ ϰϴϬ͘ϬϬ ϰϴϬ͘ϬϬ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ 'ƌĂǀĞƐͲŝƐŝŶƚĞƌŵĞŶƚ ϭ͕ϱϳϱ͘ϬϬͲϯ͕ϭϱϬ͘ϬϬ ϭ͕ϱϳϱ͘ϬϬͲϯ͕ϭϱϬ͘ϬϬ ϭ͕ϱϳϱ͘ϬϬͲϯ͕ϭϱϬ͘ϬϬ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ 'ƌĂǀĞƐͲKƉĞŶΘůŽƐĞ >ĞƐƐdŚĂŶϰϴ,ŽƵƌƐEŽƚŝĐĞ ϱϳϱ͘ϬϬ ϱϳϱ͘ϬϬ ϱϳϱ͘ϬϬ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ 'ƌĂǀĞƐͲKƉĞŶΘůŽƐĞ KǀĞƌƚŝŵĞĨŽƌ^ĂƚƵƌĚĂLJƵƌŝĂů ϱϳϱ͘ϬϬ ϱϳϱ͘ϬϬ ϱϳϱ͘ϬϬ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ WŽůLJsĂƵůƚ ƌĞŵĂƚŝŽŶƵƌŝĂů ϭϱϱ͘ϬϬ ϭϱϱ͘ϬϬ ϭϱϱ͘ϬϬ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ ŽŶĐƌĞƚĞsĂƵůƚ ƌĞŵĂƚŝŽŶƵƌŝĂů ϯϰϬ͘ϬϬ ϯϰϬ͘ϬϬ ϯϰϬ͘ϬϬ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ &ĂĐŝůŝƚLJZĞŶƚĂůƐ;WĂƌŬƐĂŶĚZĞĐͿ ŝƌƚŚĚĂLJƉĂƌƚLJƉĂĐŬĂŐĞͲdƵƌĨ'LJŵ ZĞƐŝĚĞŶƚ ĂƐŝĐ͗ΨϭϮϲ͖WůƵƐ͗Ψϭϳϵ͖ ĂƐŝĐ͗ΨϭϮϲ͖WůƵƐ͗Ψϭϳϵ͖ ĂƐŝĐ͗ΨϭϮϲ͖WůƵƐ͗Ψϭϳϵ͖ ^ƵƉƌĞŵĞ͗ΨϮϭϬ ^ƵƉƌĞŵĞ͗ΨϮϭϬ ^ƵƉƌĞŵĞ͗ΨϮϭϬ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ ŝƌƚŚĚĂLJƉĂƌƚLJƉĂĐŬĂŐĞͲdƵƌĨ'LJŵ EŽŶͲƌĞƐŝĚĞŶƚ ĂƐŝĐ͗Ψϭϱϴ͖WůƵƐ͗ΨϮϮϲ͖ ĂƐŝĐ͗Ψϭϱϴ͖WůƵƐ͗ΨϮϮϲ͖ ĂƐŝĐ͗Ψϭϱϴ͖WůƵƐ͗ΨϮϮϲ͖ ^ƵƉƌĞŵĞ͗ΨϮϲϯ ^ƵƉƌĞŵĞ͗ΨϮϲϯ ^ƵƉƌĞŵĞ͗ΨϮϲϯ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ ŝƌƚŚĚĂLJƉĂƌƚLJƉĂĐŬĂŐĞͲWŽŽů ZĞƐŝĚĞŶƚ ĂƐŝĐ͗ΨϭϬϱ͖WůƵƐ͗Ψϭϳϵ͖ ĂƐŝĐ͗ΨϭϬϱ͖WůƵƐ͗Ψϭϳϵ͖ ĂƐŝĐ͗ΨϭϬϱ͖WůƵƐ͗Ψϭϳϵ͖ ^ƵƉƌĞŵĞ͗ΨϮϭϬ ^ƵƉƌĞŵĞ͗ΨϮϭϬ ^ƵƉƌĞŵĞ͗ΨϮϭϬ ŝƌƚŚĚĂLJƉĂƌƚLJƉĂĐŬĂŐĞͲWŽŽů EŽŶͲƌĞƐŝĚĞŶƚ ĂƐŝĐ͗Ψϭϯϭ͖WůƵƐ͗ΨϮϮϲ͖ ĂƐŝĐ͗Ψϭϯϭ͖WůƵƐ͗ΨϮϮϲ͖ ĂƐŝĐ͗Ψϭϯϭ͖WůƵƐ͗ΨϮϮϲ͖ ^ƵƉƌĞŵĞ͗ΨϮϲϯ ^ƵƉƌĞŵĞ͗ΨϮϲϯ ^ƵƉƌĞŵĞ͗ΨϮϲϯ WĂƌŬƐͲůůKƚŚĞƌWĂƌŬ^ŚĞůƚĞƌƐ ZĞƐŝĚĞŶƚͲϭƐƚ;ϰͿŚŽƵƌƐ ϳϬ͘ϬϬ ϳϬ͘ϬϬ ϳϬ͘ϬϬ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ WĂƌŬƐͲůůKƚŚĞƌWĂƌŬ^ŚĞůƚĞƌƐ EŽŶͲZĞƐŝĚĞŶƚͲϭƐƚ;ϰͿŚŽƵƌƐ ϵϱ͘ϬϬ ϵϱ͘ϬϬ ϵϱ͘ϬϬ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ WĂƌŬƐͲůůKƚŚĞƌWĂƌŬ^ŚĞůƚĞƌƐ ZĞƐŝĚĞŶƚͲ ĂĐŚĂĚĚŝƚŝŽŶĂůŚŽƵƌ Ϯ Ϭ͘ϬϬ ϮϬ͘ϬϬ ϮϬ͘ϬϬ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ WĂƌŬƐͲůůKƚŚĞƌWĂƌŬ^ŚĞůƚĞƌƐ EŽŶͲZĞƐŝĚĞŶƚͲ ĂĐŚĂĚĚŝƚŝŽŶĂůŚŽƵƌ Ϯϱ͘ϬϬ Ϯϱ͘ϬϬ Ϯϱ͘ϬϬ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ WĂƌŬƐͲůůKƚŚĞƌWĂƌŬ^ŚĞůƚĞƌƐ >ĂƌŐĞ'ƌŽƵƉZĂƚĞƐ;хϭϱϬͿͲĚĚŝƚŝŽŶĂůĨĞĞ ϭϬϱ͘ϬϬ ϭϬϱ͘ϬϬ ϭϬϱ͘ϬϬ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ WĂƌŬƐͲŽŵŵƵŶŝƚLJWĂƌŬ^ŚĞůƚĞƌфϭϬϬĂƚƚĞŶĚĞĞƐ ZĞƐŝĚĞŶƚͲϭƐƚ;ϰͿŚŽƵƌƐ ϭϭϱ͘ϬϬ ϭϭϱ͘ϬϬ ϭϭϱ͘ϬϬ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ WĂƌŬƐͲŽŵŵƵŶŝƚLJWĂƌŬ^ŚĞůƚĞƌфϭϬϬĂƚƚĞŶĚĞĞƐ EŽŶͲZĞƐŝĚĞŶƚͲϭƐƚ;ϰͿŚŽƵƌƐ ϭϰϱ͘ϬϬ ϭϰϱ͘ϬϬ ϭϰϱ͘ϬϬ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ WĂƌŬƐͲŽŵŵƵŶŝƚLJWĂƌŬ^ŚĞůƚĞƌфϭϬϬĂƚƚĞŶĚĞĞƐ ZĞƐŝĚĞŶƚͲ ĂĐŚĂĚĚŝƚŝŽŶĂůŚŽƵƌ Ϯϱ͘ϬϬ Ϯϱ͘ϬϬ Ϯϱ͘ϬϬ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ WĂƌŬƐͲŽŵŵƵŶŝƚLJWĂƌŬ^ŚĞůƚĞƌфϭϬϬĂƚƚĞŶĚĞĞƐ EŽŶͲZĞƐŝĚĞŶƚͲ ĂĐŚĂĚĚŝƚŝŽŶĂůŚŽƵƌ ϯϱ͘ϬϬ ϯϱ͘ϬϬ ϯϱ͘ϬϬ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ WĂƌŬƐͲŽŵŵƵŶŝƚLJWĂƌŬ^ŚĞůƚĞƌхϭϬϬĂƚƚĞŶĚĞĞƐ ZĞƐŝĚĞŶƚͲϭƐƚ;ϰͿŚŽƵƌƐ ϮϭϬ͘ϬϬ ϮϭϬ͘ϬϬ ϮϭϬ͘ϬϬ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ WĂƌŬƐͲŽŵŵƵŶŝƚLJWĂƌŬ^ŚĞůƚĞƌхϭϬϬĂƚƚĞŶĚĞĞƐ EŽŶͲZĞƐŝĚĞŶƚͲϭƐƚ;ϰͿŚŽƵƌƐ ϮϲϬ͘ϬϬ ϮϲϬ͘ϬϬ ϮϲϬ͘ϬϬ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ WĂƌŬƐͲŽŵŵƵŶŝƚLJWĂƌŬ^ŚĞůƚĞƌхϭϬϬĂƚƚĞŶĚĞĞƐ ZĞƐŝĚĞŶƚͲ ĂĐŚĂĚĚŝƚŝŽŶĂůŚŽƵƌ ϱϬ͘ϬϬ ϱϬ͘ϬϬ ϱϬ͘ϬϬ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ WĂƌŬƐͲŽŵŵƵŶŝƚLJWĂƌŬ^ŚĞůƚĞƌхϭϬϬĂƚƚĞŶĚĞĞƐ EŽŶͲZĞƐŝĚĞŶƚZĞƐŝĚĞŶƚͲ ĂĐŚĂĚĚŝƚŝŽŶĂůŚŽƵƌ ϲϱ͘ϬϬ ϲϱ͘ϬϬ ϲϱ͘ϬϬ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ ZŽŽŵƐͲƌƚƐĞŶƚĞƌ ZĞƐŝĚĞŶƚŶŽŶͲƉƌŽĨŝƚƌĂƚĞƉĞƌŚŽƵƌ ϯϱ͘ϬϬ ϯϳ͘ϬϬ ϯϲ͘ϬϬ ĞƉƵƚLJDĂŶĂŐĞƌ ZŽŽŵƐͲƌƚƐĞŶƚĞƌ EŽŶͲƌĞƐŝĚĞŶƚŶŽŶͲƉƌŽĨŝƚƌĂƚĞƉĞƌŚŽƵƌ ϰϱ͘ϬϬ ϰϳ͘ϬϬ ϰϲ͘ϬϬ ĞƉƵƚLJDĂŶĂŐĞƌ ZŽŽŵƐͲƌƚƐĞŶƚĞƌ ZĞƐŝĚĞŶƚƌĂƚĞƉĞƌŚŽƵƌ;ϰŚŽƵƌŵŝŶŝŵƵŵͿ ϲϬ͘ϬϬ ϲϯ͘ϬϬ ϲϮ͘ϬϬ ĞƉƵƚLJDĂŶĂŐĞƌ ZŽŽŵƐͲƌƚƐĞŶƚĞƌ EŽŶͲƌĞƐŝĚĞŶƚƌĂƚĞƉĞƌŚŽƵƌ;ϰŚŽƵƌŵŝŶŝŵƵŵͿ ϳϬ͘ϬϬ ϳϰ͘ϬϬ ϳϮ͘ϬϬ ĞƉƵƚLJDĂŶĂŐĞƌ ZŽŽŵƐͲ'ƌĂŶĚŽƌ^Ƶŵŵŝƚ ZĞƐŝĚĞŶƚͲƉĞƌŚŽƵƌ ϱϬ͘ϬϬ ϱϬ͘ϬϬ ϱϬ͘ϬϬ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ ZŽŽŵƐͲ'ƌĂŶĚŽƌ^Ƶŵŵŝƚ EŽŶͲZĞƐŝĚĞŶƚͲƉĞƌŚŽƵƌ ϲϱ͘ϬϬ ϲϱ͘ϬϬ ϲϱ͘ϬϬ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ ZŽŽŵƐͲƌŽŽŬƐŽƌƌŽǁŶ ZĞƐŝĚĞŶƚͲƉĞƌŚŽƵƌ ϱϱ͘ϬϬ ϱϱ͘ϬϬ ϱϱ͘ϬϬWĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ ZŽŽŵƐͲƌŽŽŬƐŽƌƌŽǁŶ EŽŶͲƌĞƐŝĚĞŶƚͲƉĞƌŚŽƵƌ ϳϬ͘ϬϬ ϳϬ͘ϬϬ ϳϬ͘ϬϬWĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ ZŽŽŵƐͲ'ĂƌŝďĂůĚŝ͕/ŵƉĞƌŝĂů͕WĂƌĂŵŽƵŶƚ ZĞƐŝĚĞŶƚͲƉĞƌŚŽƵƌ ϰϬ͘ϬϬ ϰϬ͘ϬϬ ϰϬ͘ϬϬWĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ WĂŐĞϯŽĨϵ 33 WƌŽƉŽƐĞĚϮϬϮϭ&ĞĞ;ǁͬ WƌŽƉŽƐĞĚϮϬϮϭ&ĞĞ;ǁͬ ZĞƐƉŽŶƐŝďůĞ &ĞĞĞƐĐƌŝƉƚŝŽŶ ĞƚĂŝů ƵƌƌĞŶƚϮϬϮϬ&ĞĞ ϱйŶŶƵĂů/ŶĨůĂƚŽƌͿ ϯйŶŶƵĂů/ŶĨůĂƚŽƌͿ ĞƉĂƌƚŵĞŶƚͬŝƌĞĐƚŽƌ ZŽŽŵƐͲ'ĂƌŝďĂůĚŝ͕/ŵƉĞƌŝĂů͕WĂƌĂŵŽƵŶƚ EŽŶͲƌĞƐŝĚĞŶƚͲƉĞƌŚŽƵƌ ϱϬ͘ϬϬ ϱϬ͘ϬϬ ϱϬ͘ϬϬWĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ ZŽŽŵƐͲ,ĞƌŝƚĂŐĞ^ƚƌĞĞƚWĂƌŬŝŶŐƌĞĂ hƐĞŽĨ,ĞƌŝƚĂŐĞ^ƚƌĞĞƚWĂƌŬŝŶŐƌĞĂͲĚĚŝƚŝŽŶĂůĨĞĞ ϰϮϬ͘ϬϬ ϰϮϬ͘ϬϬ ϰϮϬ͘ϬϬ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ ZŽŽŵƐͲ<ŝƚĐŚĞŶ ZĞƐŝĚĞŶƚͲƉĞƌŚŽƵƌ Ϯϱ͘ϬϬ Ϯϱ͘ϬϬ Ϯϱ͘ϬϬWĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ ZŽŽŵƐͲ<ŝƚĐŚĞŶ EŽŶͲƌĞƐŝĚĞŶƚͲƉĞƌŚŽƵƌ ϯϬ͘ϬϬ ϯϬ͘ϬϬ ϯϬ͘ϬϬWĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ ZŽŽŵƐͲ^ŽƵƚŚ'LJŵ ZĞƐŝĚĞŶƚͲƉĞƌŚŽƵƌ ϱϱ͘ϬϬ ϱϱ͘ϬϬ ϱϱ͘ϬϬ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ ZŽŽŵƐͲ^ŽƵƚŚ'LJŵ EŽŶͲƌĞƐŝĚĞŶƚͲƉĞƌŚŽƵƌ ϳϱ͘ϬϬ ϳϱ͘ϬϬ ϳϱ͘ϬϬ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ D'LJŵ ZĞƐŝĚĞŶƚͲƉĞƌŚŽƵƌ ϴϱ͘ϬϬ ϴϱ͘ϬϬ ϴϱ͘ϬϬ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ D'LJŵ EŽŶͲZĞƐŝĚĞŶƚƉĞƌŚŽƵƌ ϭϬϱ͘ϬϬ ϭϬϱ͘ϬϬ ϭϬϱ͘ϬϬ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ ZŽŽŵƐͲ^ƚĞŝŶďĂƵŐŚWĂǀŝůůŝŽŶфϭϬϬĂƚƚĞŶĚĞĞƐ ϭƐƚ;ϰͿŚŽƵƌƐ Ϯϯϱ͘ϬϬ Ϯϰϳ͘ϬϬ ϮϰϮ͘ϬϬ ĞƉƵƚLJDĂŶĂŐĞƌ ZŽŽŵƐͲ^ƚĞŝŶďĂƵŐŚWĂǀŝůůŝŽŶфϭϬϬĂƚƚĞŶĚĞĞƐ ĂĐŚĂĚĚŝƚŝŽŶĂůŚŽƵƌ ϱϱ͘ϬϬ ϱϴ͘ϬϬ ϱϳ͘ϬϬ ĞƉƵƚLJDĂŶĂŐĞƌ ZŽŽŵƐͲ^ƚĞŝŶďĂƵŐŚWĂǀŝůůŝŽŶхϭϬϬĂƚƚĞŶĚĞĞƐ ϭƐƚ;ϰͿŚŽƵƌƐ ϯϭϱ͘ϬϬ ϯϯϭ͘ϬϬ ϯϮϰ͘ϬϬ ĞƉƵƚLJDĂŶĂŐĞƌ ZŽŽŵƐͲ^ƚĞŝŶďĂƵŐŚWĂǀŝůůŝŽŶхϭϬϬĂƚƚĞŶĚĞĞƐ ĂĐŚĂĚĚŝƚŝŽŶĂůŚŽƵƌ ϴϯ͘ϬϬ ϴϳ͘ϬϬ ϴϱ͘ϬϬ ĞƉƵƚLJDĂŶĂŐĞƌ ZŽŽŵƐͲ^ƚĞŝŶďĂƵŐŚWĂǀŝůůŝŽŶEŽŶͲ EŽŶͲƉƌŽĨŝƚŽƌ ĚƵĐĂƚŝŽŶĂůŐƌŽƵƉͲƉĞƌŚŽƵƌ;ϮŚŽƵƌŵŝŶͿ ϰϳ͘ϬϬ ϰϵ͘ϬϬ ϰϴ͘ϬϬ WƌŽĨŝƚͬ ĚƵĐĂƚŝŽŶĂů ĞƉƵƚLJDĂŶĂŐĞƌ ^ƉŽƌƚƐŽŵƉůĞdž ƌĂŐ͕>ŝŶĞ͕ĂŶĚͬŽƌŚĂŶŐĞĂƐĞƐ Ϯϳ͘ϬϬ Ϯϳ͘ϬϬ Ϯϳ͘ϬϬ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ &ŝĞůĚ^ƵƉĞƌǀŝƐŽƌ WĞƌŚŽƵƌ;ƚŽďĞĚĞƚĞƌŵŝŶĞĚďLJ>Z͕ŝĨŶĞĞĚĞĚͿ ϭϲ ͘ϬϬ ϭϲ͘ϬϬ ϭϲ͘ϬϬ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ ,ŽƵƌůLJZĂƚĞƉĞƌ&ŝĞůĚ ZĞƐŝĚĞŶƚ ϯϭ͘ϬϬ ϯϭ͘ϬϬ ϯϭ͘ϬϬ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ ,ŽƵƌůLJZĂƚĞƉĞƌ&ŝĞůĚ EŽŶͲZĞƐŝĚĞŶƚ ϰϮ͘ϬϬ ϰϮ͘ϬϬ ϰϮ͘ϬϬ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ ^Ăƚͬ^ƵŶͲĂŝůLJZĞŶƚĂů;ŝŶĐůƵĚĞƐĂůůĨŽƵƌĨŝĞůĚƐ͕ŝŶŝƚŝĂů ZĞƐŝĚĞŶƚ ϭ͕ϭϯϬ͘ϬϬ ϭ͕ϭϯϬ͘ϬϬ ϭ͕ϭϯϬ͘ϬϬ ůŝŶĞĂŶĚĚƌĂŐĂŶĚůŝŐŚƚƐͿ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ ^Ăƚͬ^ƵŶͲĂŝůLJZĞŶƚĂů;ŝŶĐůƵĚĞƐĂůůĨŽƵƌĨŝĞůĚƐ͕ŝŶŝƚŝĂů EŽŶͲZĞƐŝĚĞŶƚ ϭ͕ϰϬϬ͘ϬϬ ϭ͕ϰϬϬ͘ϬϬ ϭ͕ϰϬϬ͘ϬϬ ůŝŶĞĂŶĚĚƌĂŐĂŶĚůŝŐŚƚƐͿ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ hƐĂŐĞŽĨ>ŝŐŚƚƐ WĞƌŚŽƵƌͬWĞƌĨŝĞůĚ ϯϱ͘ϬϬ ϯϱ͘ϬϬ ϯϱ͘ϬϬ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ tĞĞŬĚĂLJͲĂŝůLJZĞŶƚĂů;ŝŶĐůƵĚĞƐĂůůĨŽƵƌĨŝĞůĚƐ͕ ZĞƐŝĚĞŶƚ ϲϬϬ͘ϬϬ ϲϬϬ͘ϬϬ ϲϬϬ͘ϬϬ ŝŶŝƚŝƚĂůůŝŶĞĂŶĚĚƌĂŐĂŶĚůŝŐŚƚƐͿ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ tĞĞŬĚĂLJͲĂŝůLJZĞŶƚĂů;ŝŶĐůƵĚĞƐĂůůĨŽƵƌĨŝĞůĚƐ͕ EŽŶͲZĞƐŝĚĞŶƚ ϳϱϬ͘ϬϬ ϳϱϬ͘ϬϬ ϳϱϬ͘ϬϬ ŝŶŝƚŝƚĂůůŝŶĞĂŶĚĚƌĂŐĂŶĚůŝŐŚƚƐͿ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ KƚŚĞƌŝƚLJ^ƉŽƌƚƐ&ŝĞůĚƐ ŶLJĚĂLJͲĂŝůLJZĞŶƚĂů ZĞƐŝĚĞŶƚ ϮϭϬ͘ϬϬ ϮϭϬ͘ϬϬ ϮϭϬ͘ϬϬ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ ŶLJĚĂLJͲĂŝůLJZĞŶƚĂů EŽŶͲZĞƐŝĚĞŶƚ Ϯϳϱ͘ϬϬ Ϯϳϱ͘ϬϬ Ϯϳϱ͘ϬϬWĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ ƌĂŐ͕>ŝŶĞ͕ĂŶĚͬŽƌŚĂŶŐĞĂƐĞƐƉĞƌĞĂĐŚŽĐĐƵƌĂŶĐĞ ĂĐŚŽĐĐƵƌĂŶĐĞ Ϯϳ͘ϬϬ Ϯϳ͘ϬϬ Ϯϳ͘ϬϬ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ &ŝĞůĚ^ƵƉĞƌǀŝƐŽƌ WĞƌŚŽƵƌ;ƚŽďĞĚĞƚĞƌŵŝŶĞĚďLJ>Z͕ŝĨŶĞĞĚĞĚͿ ϭϲ ͘ϬϬ ϭϲ͘ϬϬ ϭϲ͘ϬϬ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ ,ŽƵƌůLJZĞŶƚĂů ZĞƐŝĚĞŶƚ Ϯϲ͘ϬϬ Ϯϲ͘ϬϬ Ϯϲ͘ϬϬ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ ,ŽƵƌůLJZĞŶƚĂů EŽŶͲZĞƐŝĚĞŶƚ ϯϳ͘ϬϬ ϯϳ͘ϬϬ ϯϳ͘ϬϬ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ dĞŶŶŝƐŽƵƌƚƐ ϱ͘ϱϬ ϱ͘ϱϬ ϱ͘ϱϬ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ KƚŚĞƌZĞĐƌĞĂƚŝŽŶ&ĞĞƐ ,ĂƌƉĞƌ>ĂŬĞŽĂƚWĞƌŵŝƚͲϭďŽĂƚͬϭLJĞĂƌ ZĞƐŝĚĞŶƚ ϮϬ͘ϬϬ ϮϬ͘ϬϬ ϮϬ͘ϬϬ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ ,ĂƌƉĞƌ>ĂŬĞŽĂƚWĞƌŵŝƚͲϭďŽĂƚͬϮLJĞĂƌƐ ZĞƐŝĚĞŶƚ ϯϱ͘ϬϬ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ ,ĂƌƉĞƌ>ĂŬĞŽĂƚWĞƌŵŝƚͲϮďŽĂƚƐͬϭLJĞĂƌ ZĞƐŝĚĞŶƚ ϰϬ͘ϬϬ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ ,ĂƌƉĞƌ>ĂŬĞŽĂƚWĞƌŵŝƚͲϮďŽĂƚƐͬϮLJĞĂƌƐ ZĞƐŝĚĞŶƚ ϳϬ͘ϬϬ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ WĂŐĞϰŽĨϵ 34 WƌŽƉŽƐĞĚϮϬϮϭ&ĞĞ;ǁͬ WƌŽƉŽƐĞĚϮϬϮϭ&ĞĞ;ǁͬ ZĞƐƉŽŶƐŝďůĞ &ĞĞĞƐĐƌŝƉƚŝŽŶ ĞƚĂŝů ƵƌƌĞŶƚϮϬϮϬ&ĞĞ ϱйŶŶƵĂů/ŶĨůĂƚŽƌͿ ϯйŶŶƵĂů/ŶĨůĂƚŽƌͿ ĞƉĂƌƚŵĞŶƚͬŝƌĞĐƚŽƌ ,ĂƌƉĞƌ>ĂŬĞŽĂƚWĞƌŵŝƚͲϭďŽĂƚͬϭLJĞĂƌ EŽŶͲZĞƐŝĚĞŶƚ ϰϬ͘ϬϬ ϰϬ͘ϬϬ ϰϬ͘ϬϬ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ ,ĂƌƉĞƌ>ĂŬĞŽĂƚWĞƌŵŝƚͲϭďŽĂƚͬϮLJĞĂƌƐ EŽŶͲZĞƐŝĚĞŶƚ ϳϬ͘ϬϬ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ ,ĂƌƉĞƌ>ĂŬĞŽĂƚWĞƌŵŝƚͲϮďŽĂƚƐͬϭLJĞĂƌ EŽŶͲZĞƐŝĚĞŶƚ ϴϬ͘ϬϬ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ ,ĂƌƉĞƌ>ĂŬĞŽĂƚWĞƌŵŝƚͲϮďŽĂƚƐͬϮLJĞĂƌƐ EŽŶͲZĞƐŝĚĞŶƚ ϭϰϱ͘ϬϬ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ ZĞĐƌĞĂƚŝŽŶƚƌ^ĂůĞƐͲͲDŝƐĐŝƚĞŵƐ ŽƐƚƉůƵƐϰϬй WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ ZĞĐƌĞĂƚŝŽŶĂůsĞŚŝĐůĞ^ĂŶŝƚĂƌLJtĂƐƚĞŝƐƉŽƐĂů ZĞƐŝĚĞŶƚͲƉĞƌĐĂůĞŶĚĂƌLJĞĂƌͬƉĞƌZs ϮϬ͘ϬϬ Ϯϭ͘ϬϬ Ϯϭ͘ϬϬ WƵďůŝĐtŽƌŬƐŝƌĞĐƚŽƌ ZĞĐƌĞĂƚŝŽŶĂůsĞŚŝĐůĞ^ĂŶŝƚĂƌLJtĂƐƚĞŝƐƉŽƐĂů EŽŶͲƌĞƐŝĚĞŶƚͲƉĞƌĐĂůĞŶĚĂƌLJĞĂƌͬƉĞƌZs ϯϬ͘ϬϬ ϯϮ͘ϬϬ ϯϭ͘ϬϬ WƵďůŝĐtŽƌŬƐŝƌĞĐƚŽƌ dĞŶŶŝƐŽƵƌƚƐ ,ŽƵƌůLJƌĞŶƚĂůƉĞƌĐŽƵƌƚ ϱ͘ϬϬ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ ZĞĐƌĞĂƚŝŽŶĞŶƚĞƌĚŵŝƐƐŝŽŶ ϭϬsŝƐŝƚWĂƐƐ ZĞƐŝĚĞŶƚzŽƵƚŚ;ϯͲϭϳͿ ϯϳ͘ϱϬ ϯϳ͘ϱϬ ϯϳ͘ϱϬ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ ϭϬsŝƐŝƚWĂƐƐ EŽŶͲZĞƐŝĚĞŶƚzŽƵƚŚ;ϯͲϭϳͿ ϳϱ͘ϬϬ ϳϱ͘ϬϬ ϳϱ͘ϬϬ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ ϮϬsŝƐŝƚWĂƐƐ ZĞƐŝĚĞŶƚzŽƵƚŚ;ϯͲϭϳͿ ϳϱ͘ϬϬ ϳϱ͘ϬϬ ϳϱ͘ϬϬ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ ϮϬsŝƐŝƚWĂƐƐ EŽŶͲZĞƐŝĚĞŶƚzŽƵƚŚ;ϯͲϭϳͿ ϭϱϬ͘ϬϬ ϭϱϬ͘ϬϬ ϭϱϬ͘ϬϬ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ ϭϬsŝƐŝƚWĂƐƐ ZĞƐŝĚĞŶƚĚƵůƚ;ϭϴͲϱϵͿ ϱϳ͘ϱϬ ϱϳ͘ϱϬ ϱϳ͘ϱϬ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ ϭϬsŝƐŝƚWĂƐƐ EŽŶͲZĞƐŝĚĞŶƚĚƵůƚ;ϭϴͲϱϵͿ ϵϳ͘ϱϬ ϵϳ͘ϱϬ ϵϳ͘ϱϬ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ ϮϬsŝƐŝƚWĂƐƐ ZĞƐŝĚĞŶƚĚƵůƚ;ϭϴͲϱϵͿ ϭϭϱ͘ϬϬ ϭϭϱ͘ϬϬ ϭϭϱ͘ϬϬ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ ϮϬsŝƐŝƚWĂƐƐ EŽŶͲZĞƐŝĚĞŶƚĚƵůƚ;ϭϴͲϱϵͿ ϭϵϱ͘ϬϬ ϭϵϱ͘ϬϬ ϭϵϱ͘ϬϬ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ ϭϬsŝƐŝƚWĂƐƐ ZĞƐŝĚĞŶƚ^ĞŶŝŽƌϲϬн ϯϳ͘ϱϬ ϯϳ͘ϱϬ ϯϳ͘ϱϬ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ ϭϬsŝƐŝƚWĂƐƐ EŽŶͲZĞƐŝĚĞŶƚ^ĞŶŝŽƌϲϬн ϳϱ͘ϬϬ ϳϱ͘ϬϬ ϳϱ͘ϬϬ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ ϮϬsŝƐŝƚWĂƐƐ ZĞƐŝĚĞŶƚ^ĞŶŝŽƌϲϬн ϳϱ͘ϬϬ ϳϱ͘ϬϬ ϳϱ͘ϬϬ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ ϮϬsŝƐŝƚWĂƐƐ EŽŶͲZĞƐŝĚĞŶƚ^ĞŶŝŽƌϲϬн ϭϱϬ͘ϬϬ ϭϱϬ͘ϬϬ ϭϱϬ͘ϬϬ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ ĂŝůLJĚŵŝƐƐŝŽŶ ZĞƐŝĚĞŶƚzŽƵƚŚ;ϯͲϭϳͿ ϱ͘Ϯϱ ϱ͘Ϯϱ ϱ͘Ϯϱ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ ĂŝůLJĚŵŝƐƐŝŽŶ EŽŶͲZĞƐŝĚĞŶƚzŽƵƚŚ;ϯͲϭϳͿ ϴ͘ϱϬ ϴ͘ϱϬ ϴ͘ϱϬ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ ĂŝůLJĚŵŝƐƐŝŽŶ ZĞƐŝĚĞŶƚĚƵůƚ;ϭϴͲϱϵͿ ϳ͘Ϯϱ ϳ͘Ϯϱ ϳ͘Ϯϱ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ ĂŝůLJĚŵŝƐƐŝŽŶ EŽŶͲZĞƐŝĚĞŶƚĚƵůƚ;ϭϴͲϱϵͿ ϭϬ͘ϳϱ ϭϬ͘ϳϱ ϭϬ͘ϳϱ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ ĂŝůLJĚŵŝƐƐŝŽŶ ZĞƐŝĚĞŶƚ^ĞŶŝŽƌϲϬн ϱ͘Ϯϱ ϱ͘Ϯϱ ϱ͘Ϯϱ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ ĂŝůLJĚŵŝƐƐŝŽŶ EŽŶͲZĞƐŝĚĞŶƚ^ĞŶŝŽƌϲϬн ϴ͘ϱϬ ϴ͘ϱϬ ϴ͘ϱϬ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ ĂŝůLJĚŵŝƐƐŝŽŶ ZĞƐŝĚĞŶƚ'ƌŽƵƉZĂƚĞ;ϭϬнͿzŽƵƚŚ ϯ͘ϳϱ ϯ͘ϳϱ ϯ͘ϳϱ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ ĂŝůLJĚŵŝƐƐŝŽŶ EŽŶͲZĞƐŝĚĞŶƚ'ƌŽƵƉZĂƚĞ;ϭϬнͿzŽƵƚŚ ϳ͘ϱϬ ϳ͘ϱϬ ϳ͘ϱϬ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ ĂŝůLJĚŵŝƐƐŝŽŶ ZĞƐŝĚĞŶƚ'ƌŽƵƉZĂƚĞ;ϭϬнͿĚƵůƚƐ ϱ͘ϳϱ ϱ͘ϳϱ ϱ͘ϳϱ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ ĂŝůLJĚŵŝƐƐŝŽŶ EŽŶͲZĞƐŝĚĞŶƚ'ƌŽƵƉZĂƚĞ;ϭϬнͿĚƵůƚƐ ϵ͘ϳϱ ϵ͘ϳϱ ϵ͘ϳϱ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ DŽŶƚŚůLJWĂƐƐ zŽƵƚŚ;ϯͲϭϳͿZĞƐŝĚĞŶƚ Ϯϱ͘ϬϬ Ϯϱ͘ϬϬ Ϯϱ͘ϬϬ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ DŽŶƚŚůLJWĂƐƐ zŽƵƚŚ;ϯͲϭϳͿEŽŶͲZĞƐŝĚĞŶƚ ϯϲ͘ϬϬ ϯϲ͘ϬϬ ϯϲ͘ϬϬ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ DŽŶƚŚůLJWĂƐƐ ĚƵůƚ;ϭϴͲϱϵͿZĞƐŝĚĞŶƚ ϰϮ͘ϬϬ ϰϮ͘ϬϬ ϰϮ͘ϬϬ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ DŽŶƚŚůLJWĂƐƐ ĚƵůƚ;ϭϴͲϱϵͿEŽŶͲZĞƐŝĚĞŶƚ ϲϬ͘ϬϬ ϲϬ͘ϬϬ ϲϬ͘ϬϬ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ DŽŶƚŚůLJWĂƐƐ ^ĞŶŝŽƌϲϬнZĞƐŝĚĞŶƚ Ϯϱ͘ϬϬ Ϯϱ͘ϬϬ Ϯϱ͘ϬϬ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ DŽŶƚŚůLJWĂƐƐ ^ĞŶŝŽƌϲϬнEŽŶͲZĞƐŝĚĞŶƚ ϯϲ͘ϬϬ ϯϲ͘ϬϬ ϯϲ͘ϬϬ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ DŽŶƚŚůLJWĂƐƐ ŽƵƉůĞͲZĞƐŝĚĞŶƚ ϲϯ͘ϬϬ ϲϯ͘ϬϬ ϲϯ͘ϬϬ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ DŽŶƚŚůLJWĂƐƐ ŽƵƉůĞͲEŽŶͲZĞƐŝĚĞŶƚ ϴϬ͘ϬϬ ϴϬ͘ϬϬ ϴϬ͘ϬϬ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ DŽŶƚŚůLJWĂƐƐ &ĂŵŝůLJͲZĞƐŝĚĞŶƚ ϳϴ͘ϬϬ ϳϴ͘ϬϬ ϳϴ͘ϬϬ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ DŽŶƚŚůLJWĂƐƐ &ĂŵŝůLJͲEŽŶͲZĞƐŝĚĞŶƚ ϭϬϱ͘ϬϬ ϭϬϱ͘ϬϬ ϭϬϱ͘ϬϬ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ DŽŶƚŚůLJWĂƐƐ ƵƐŝŶĞƐƐͲEŽŶͲZĞƐŝĚĞŶƚĚƵůƚ ϰϴ͘ϬϬ ϰϴ͘ϬϬ ϰϴ͘ϬϬ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ DŽŶƚŚůLJWĂƐƐ ƵƐŝŶĞƐƐͲEŽŶͲZĞƐŝĚĞŶƚ^ĞŶŝŽƌ ϯϭ͘ϬϬ ϯϭ͘ϬϬ ϯϭ͘ϬϬ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ ŶŶƵĂůWĂƐƐ ƵƐŝŶĞƐƐͲEŽŶͲZĞƐŝĚĞŶƚĚƵůƚ ϱϬϰ͘ϬϬ ϱϬϰ͘ϬϬ ϱϬϰ͘ϬϬ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ ŶŶƵĂůWĂƐƐ ƵƐŝŶĞƐƐͲEŽŶͲZĞƐŝĚĞŶ^ĞŶŝŽƌ ϯϬϮ͘ϬϬ ϯϬϮ͘ϬϬ ϯϬϮ͘ϬϬ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ WĂŐĞϱŽĨϵ 35 WƌŽƉŽƐĞĚϮϬϮϭ&ĞĞ;ǁͬ WƌŽƉŽƐĞĚϮϬϮϭ&ĞĞ;ǁͬ ZĞƐƉŽŶƐŝďůĞ &ĞĞĞƐĐƌŝƉƚŝŽŶ ĞƚĂŝů ƵƌƌĞŶƚϮϬϮϬ&ĞĞ ϱйŶŶƵĂů/ŶĨůĂƚŽƌͿ ϯйŶŶƵĂů/ŶĨůĂƚŽƌͿ ĞƉĂƌƚŵĞŶƚͬŝƌĞĐƚŽƌ ŶŶƵĂůWĂƐƐ ƵƐŝŶĞƐƐͲEŽŶͲZĞƐŝĚĞŶƚĚƵůƚ ϱϬϰ͘ϬϬ ϱϬϰ͘ϬϬ ϱϬϰ͘ϬϬ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ ŶŶƵĂůWĂƐƐ ƵƐŝŶĞƐƐͲEŽŶͲZĞƐŝĚĞŶƚ^ĞŶŝŽƌ ϯϬϮ͘ϬϬ ϯϬϮ͘ϬϬ ϯϬϮ͘ϬϬ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ ŶŶƵĂůWĂƐƐ zŽƵƚŚ;ϯͲϭϳͿZĞƐŝĚĞŶƚ Ϯϯϵ͘ϬϬ Ϯϯϵ͘ϬϬ Ϯϯϵ͘ϬϬ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ ŶŶƵĂůWĂƐƐ zŽƵƚŚ;ϯͲϭϳͿEŽŶͲZĞƐŝĚĞŶƚ ϯϳϬ͘ϬϬ ϯϳϬ͘ϬϬ ϯϳϬ͘ϬϬ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ ŶŶƵĂůWĂƐƐ ĚƵůƚ;ϭϴͲϱϵͿZĞƐŝĚĞŶƚ ϰϰϭ͘ϬϬ ϰϰϭ͘ϬϬ ϰϰϭ͘ϬϬ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ ŶŶƵĂůWĂƐƐ ĚƵůƚ;ϭϴͲϱϵͿEŽŶͲZĞƐŝĚĞŶƚ ϲϰϬ͘ϬϬ ϲϰϬ͘ϬϬ ϲϰϬ͘ϬϬ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ ŶŶƵĂůWĂƐƐ ^ĞŶŝŽƌ;ϲϬнͿZĞƐŝĚĞŶƚ Ϯϯϵ͘ϬϬ Ϯϯϵ͘ϬϬ Ϯϯϵ͘ϬϬ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ ŶŶƵĂůWĂƐƐ ^ĞŶŝŽƌ;ϲϬнͿEŽŶͲZĞƐŝĚĞŶƚ ϯϳϬ͘ϬϬ ϯϳϬ͘ϬϬ ϯϳϬ͘ϬϬ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ ŶŶƵĂůWĂƐƐ ŽƵƉůĞͲZĞƐŝĚĞŶƚ ϲϵϯ͘ϬϬ ϲϵϯ͘ϬϬ ϲϵϯ͘ϬϬ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ ŶŶƵĂůWĂƐƐ ŽƵƉůĞͲEŽŶͲZĞƐŝĚĞŶƚ ϴϵϬ͘ϬϬ ϴϵϬ͘ϬϬ ϴϵϬ͘ϬϬ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ ŶŶƵĂůWĂƐƐ &ĂŵŝůLJͲZĞƐŝĚĞŶƚ ϳϰϯ͘ϬϬ ϳϰϯ͘ϬϬ ϳϰϯ͘ϬϬ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ ŶŶƵĂůWĂƐƐ &ĂŵŝůLJͲEŽŶͲZĞƐŝĚĞŶƚ ϵϱϬ͘ϬϬ ϵϱϬ͘ϬϬ ϵϱϬ͘ϬϬ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ dŽǁĞůZĞŶƚĂů ϭ͘ϬϬ ϭ͘ϬϬ ϭ͘ϬϬ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ >ZŚŝůĚĐĂƌĞ ŶŶƵĂů<ŝĚƐŽƌŶĞƌWĂƐƐͲ&ŝƌƐƚĐŚŝůĚ ZĞƐŝĚĞŶƚ ϮϲϮ͘ϬϬ ϮϲϮ͘ϬϬ ϮϲϮ͘ϬϬ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ EŽŶͲƌĞƐŝĚĞŶƚ ϯϮϳ͘ϬϬ ϯϮϳ͘ϬϬ ϯϮϳ͘ϬϬ ŶŶƵĂů<ŝĚƐŽƌŶĞƌWĂƐƐͲ ĂĐŚĂĚĚŝƚŝŽŶĂůĐŚŝůĚ ZĞƐŝĚĞŶƚ ϱϮ͘ϬϬ ϱϮ͘ϬϬ ϱϮ͘ϬϬ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ EŽŶͲƌĞƐŝĚĞŶƚ ϲϱ͘ϬϬ ϲϱ͘ϬϬ ϲϱ͘ϬϬ ƌŽƉͲŝŶϭŚŽƵƌ ZĞƐŝĚĞŶƚ ϯ͘Ϯϱ ϯ͘Ϯϱ ϯ͘Ϯϱ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ EŽŶͲƌĞƐŝĚĞŶƚ ϰ͘ϱϬ ϰ͘ϱϬ ϰ͘ϱϬ ƌŽƉͲŝŶͲĚĚŝƚŝŽŶĂůĐŚŝůĚƐĂŵĞĨĂŵŝůLJ ZĞƐŝĚĞŶƚ Ϯ͘ϳϱ Ϯ͘ϳϱ Ϯ͘ϳϱ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ EŽŶͲƌĞƐŝĚĞŶƚ ϯ͘ϱϬ ϯ͘ϱϬ ϯ͘ϱϬ WƵŶĐŚĂƌĚͲϭϬŚŽƵƌƐͬϰϬƉƵŶĐŚĞƐ ZĞƐŝĚĞŶƚ Ϯϭ͘ϬϬ Ϯϭ͘ϬϬ Ϯϭ͘ϬϬ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ EŽŶͲƌĞƐŝĚĞŶƚ Ϯϲ͘ϬϬ Ϯϲ͘ϬϬ Ϯϲ͘ϬϬ KƚŚĞƌ>ZWƌŽŐƌĂŵƐ ŵĞƌŝĐĂŶZĞĚƌŽƐƐWZΘ ZĞƐŝĚĞŶƚ ϱϯ͘ϬϬ ϱϯ͘ϬϬ ϱϯ͘ϬϬ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ ŵĞƌŝĐĂŶZĞĚƌŽƐƐWZΘ EŽŶͲZĞƐŝĚĞŶƚ ϲϲ͘ϬϬ ϲϲ͘ϬϬ ϲϲ͘ϬϬ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ ƋƵĂƚŝĐƐ'ƌŽƵƉ>ĞƐƐŽŶƐ ZĞƐŝĚĞŶƚ ϱϬ͘ϬϬ ϱϬ͘ϬϬ ϱϬ͘ϬϬ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ ƋƵĂƚŝĐƐ'ƌŽƵƉ>ĞƐƐŽŶƐ EŽŶͲZĞƐŝĚĞŶƚ ϲϯ͘ϬϬ ϲϯ͘ϬϬ ϲϯ͘ϬϬ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ ƋƵĂƚŝĐƐWƌŝǀĂƚĞ>ĞƐƐŽŶƐ ZĞƐŝĚĞŶƚ ϯϬ͘ϬϬ ϯϬ͘ϬϬ ϯϬ͘ϬϬ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ ƋƵĂƚŝĐƐWƌŝǀĂƚĞ>ĞƐƐŽŶƐ EŽŶͲZĞƐŝĚĞŶƚ ϯϴ͘ϬϬ ϯϴ͘ϬϬ ϯϴ͘ϬϬ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ ƋƵĂƚŝĐƐDŝŶŝͲWƌŝǀĂƚĞ>ĞƐƐŽŶƐ ZĞƐŝĚĞŶƚ ϭϱ͘ϬϬ ϭϱ͘ϬϬ ϭϱ͘ϬϬ ƋƵĂƚŝĐƐDŝŶŝͲWƌŝǀĂƚĞ>ĞƐƐŽŶƐ EŽŶͲZĞƐŝĚĞŶƚ ϭϵ͘ϬϬ ϭϵ͘ϬϬ ϭϵ͘ϬϬ WŽŽůZĞŶƚĂů;ĂĨƚĞƌŚŽƵƌƐͿͲ>ĂƉWŽŽů ZĞƐŝĚĞŶƚ ΨϭϱϴͬŚƌ ΨϭϱϴͬŚƌ ΨϭϱϴͬŚƌ WŽŽůZĞŶƚĂů;ĂĨƚĞƌŚŽƵƌƐͿͲ>ĂƉWŽŽů EŽŶͲZĞƐŝĚĞŶƚ ΨϭϵϴͬŚƌ ΨϭϵϴͬŚƌ ΨϭϵϴͬŚƌ WŽŽůZĞŶƚĂů;ĂĨƚĞƌŚŽƵƌƐͿͲWƌŽŐĂŵWŽŽů ZĞƐŝĚĞŶƚ ΨϭϱϴͬŚƌ ΨϭϱϴͬŚƌ ΨϭϱϴͬŚƌ WŽŽůZĞŶƚĂů;ĂĨƚĞƌŚŽƵƌƐͿͲWƌŽŐĂŵWŽŽů EŽŶͲZĞƐŝĚĞŶƚ ΨϭϵϴͬŚƌ ΨϭϵϴͬŚƌ ΨϭϵϴͬŚƌ WŽŽůZĞŶƚĂů;ĂĨƚĞƌŚŽƵƌƐͿͲ^ƉůĂƐŚͬ>ĂnjLJZŝǀĞƌ ZĞƐŝĚĞŶƚ ΨϭϱϴͬŚƌ ΨϭϱϴͬŚƌ ΨϭϱϴͬŚƌ WŽŽůZĞŶƚĂů;ĂĨƚĞƌŚŽƵƌƐͿͲ^ƉůĂƐŚͬ>ĂnjLJZŝǀĞƌ EŽŶͲZĞƐŝĚĞŶƚ ΨϭϵϴͬŚƌ ΨϭϵϴͬŚƌ ΨϭϵϴͬŚƌ WŽŽůZĞŶƚĂů;ĂĨƚĞƌŚŽƵƌƐͿͲ,ŽƚdƵď ZĞƐŝĚĞŶƚ ΨϮϲͬŚƌ ΨϮϲͬŚƌ ΨϮϲͬŚƌ WŽŽůZĞŶƚĂů;ĂĨƚĞƌŚŽƵƌƐͿͲ,ŽƚdƵď EŽŶͲZĞƐŝĚĞŶƚ ΨϯϯͬŚƌ ΨϯϯͬŚƌ ΨϯϯͬŚƌ WŽŽůZĞŶƚĂů džƚƌĂ'ƵĞƐƚƐͲϰϭͲϴϬŐƵĞƐƚƐ ΨϱϯͬŚƌ ΨϱϯͬŚƌ ΨϱϯͬŚƌ WŽŽůZĞŶƚĂů džƚƌĂ'ƵĞƐƚƐͲϴϭͲϭϮϬŐƵĞƐƚƐ ΨϭϬϱͬŚƌ ΨϭϬϱͬŚƌ ΨϭϬϱͬŚƌ WŽŽůZĞŶƚĂů džƚƌĂ'ƵĞƐƚƐͲϭϮϭͲϭϲϬŐƵĞƐƚƐ ΨϭϱϴͬŚƌ ΨϭϱϴͬŚƌ ΨϭϱϴͬŚƌ WĂŐĞϲŽĨϵ 36 WƌŽƉŽƐĞĚϮϬϮϭ&ĞĞ;ǁͬ WƌŽƉŽƐĞĚϮϬϮϭ&ĞĞ;ǁͬ ZĞƐƉŽŶƐŝďůĞ &ĞĞĞƐĐƌŝƉƚŝŽŶ ĞƚĂŝů ƵƌƌĞŶƚϮϬϮϬ&ĞĞ ϱйŶŶƵĂů/ŶĨůĂƚŽƌͿ ϯйŶŶƵĂů/ŶĨůĂƚŽƌͿ ĞƉĂƌƚŵĞŶƚͬŝƌĞĐƚŽƌ WŽŽůZĞŶƚĂů džƚƌĂ'ƵĞƐƚƐͲϭϲϭͲϮϬϬŐƵĞƐƚƐ ΨϮϭϬͬŚƌ ΨϮϭϬͬŚƌ ΨϮϭϬͬŚƌ ĂŶĐĞ ϴϰ͘ϬϬͲϭϮϬ͘ϬϬ ϴϰ͘ϬϬͲϭϮϬ͘ϬϬ ϴϰ͘ϬϬͲϭϮϬ͘ϬϬ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ &ŝƚŶĞƐƐtĞůůŶĞƐƐůĂƐƐĞƐ Ϯϭ͘ϬϬͲϮϰϬ͘ϬϬ Ϯϭ͘ϬϬͲϮϰϬ͘ϬϬ Ϯϭ͘ϬϬͲϮϰϬ͘ϬϬ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ >ŝĨĞŐƵĂƌĚƚƌĂŝŶŝŶŐ ZĞƐŝĚĞŶƚ ϯϴ͘ϬϬ ϯϴ͘ϬϬ ϯϴ͘ϬϬ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ >ŝĨĞŐƵĂƌĚƚƌĂŝŶŝŶŐ EŽŶͲZĞƐŝĚĞŶƚ ϰϴ͘ϬϬ ϰϴ͘ϬϬ ϰϴ͘ϬϬ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ EŝƚĞĂƚƚŚĞZĞĐ ZĞƐŝĚĞŶƚ ϭϮ͘ϬϬ ϭϮ͘ϬϬ ϭϮ͘ϬϬ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ EŝƚĞĂƚƚŚĞZĞĐ EŽŶͲZĞƐŝĚĞŶƚ ϭϱ͘ϬϬ ϭϱ͘ϬϬ ϭϱ͘ϬϬ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ EŝƚĞĂƚƚŚĞZ ͲWƵƌĐŚĂƐĞŽĨ;ϰͿŶŝŐŚƚƐ ZĞƐŝĚĞŶƚ ϯϲ͘ϬϬ ϯϲ͘ϬϬ ϯϲ͘ϬϬ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ EŝƚĞĂƚƚŚĞZ ͲWƵƌĐŚĂƐĞŽĨ;ϰͿŶŝŐŚƚƐ EŽŶͲZĞƐŝĚĞŶƚ ϰϱ͘ϬϬ ϰϱ͘ϬϬ ϰϱ͘ϬϬ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ ^ĞŶŝŽƌĐƚŝǀŝƚŝĞƐ ĨƌĞĞͲϭϬϬ͘ϬϬ ĨƌĞĞͲϭϬϬ͘ϬϬ ĨƌĞĞͲϭϬϬ͘ϬϬ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ ^ƉŽƌƚƐͬĚƵůƚ Ϯϴ͘ϬϬͲϰϱϬ͘ϬϬ Ϯϴ͘ϬϬͲϰϱϬ͘ϬϬ Ϯϴ͘ϬϬͲϰϱϬ͘ϬϬ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ ^ƉŽƌƚƐͬzŽƵƚŚ ϯϬ͘ϬϬͲϴϱ͘ϬϬ ϯϬ͘ϬϬͲϴϱ͘ϬϬ ϯϬ͘ϬϬͲϴϱ͘ϬϬ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ zŽŐĂͬDĂƌƚŝĂůƌƚƐ ϰϲ͘ϬϬͲϳϱ͘ϬϬ ϰϲ͘ϬϬͲϳϱ͘ϬϬ ϰϲ͘ϬϬͲϳϱ͘ϬϬ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ zŽƵƚŚĐƚŝǀŝƚŝĞƐ ϭϬ͘ϬϬͲϮϴϮ͘ϬϬ ϭϬ͘ϬϬͲϮϴϮ͘ϬϬ ϭϬ͘ϬϬͲϮϴϮ͘ϬϬ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ ŽĂůƌĞĞŬ'ŽůĨŽƵƌƐĞ ^ƚĂŶĚĂƌĚ'ƌĞĞŶ&ĞĞƐ ;ŵĂLJǀĂƌLJĨŽƌƉƌŽŵŽƚŝŽŶƐ͕ĞƚĐ͘ ǁŝƚŚĂƉƉƌŽǀĂůŽĨWĂƌŬƐĂŶĚZĞĐ͘ŝƌ͘Ϳ ϭϴŚŽůĞǁĞĞŬĚĂLJ ϯϱ͘ϬϬͲϰϳ͘ϬϬ ϰϱ͘ϬϬͲϰϵ͘ϬϬ ϰϱ͘ϬϬͲϰϵ͘ϬϬ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ ϭϴŚŽůĞǁĞĞŬĞŶĚ ϯϳ͘ϬϬͲϱϲ͘ϬϬ ϱϱ͘ϬϬͲϱϵ͘ϬϬ ϱϱ͘ϬϬͲϱϵ͘ϬϬ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ ϵŚŽůĞǁĞĞŬĚĂLJ Ϯϭ͘ϬϬͲϮϳ͘ϬϬ ϮϮͲϬϬͲϮϱ͘ϬϬ ϮϮͲϬϬͲϮϱ͘ϬϬ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ ϵŚŽůĞǁĞĞŬĞŶĚ Ϯϯ͘ϬϬͲϮϳ͘ϬϬ Ϯϱ͘ϬϬͲϮϳ͘ϬϬ Ϯϱ͘ϬϬͲϮϳ͘ϬϬ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ dǁŝůŝŐŚƚǁĞĞŬĚĂLJ Ϯϯ͘ϬϬͲϯϬ͘ϬϬ ϯϬ͘ϬϬ ϯϬ͘ϬϬWĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ dǁŝůŝŐŚƚǁĞĞŬĞŶĚ Ϯϱ͘ϬϬͲϯϬ͘ϬϬ ϯϱ͘ϬϬ ϯϱ͘ϬϬWĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ ŶŶƵĂůDĞŵďĞƌƐŚŝƉͬhŶůŝŵŝƚĞĚ'ŽůĨ ϭ͕ϲϬϬ͘ϬϬͲϮ͕ϮϬϬ͘ϬϬ Ϯ͕ϬϬϬ͘ϬϬͲϮ͕ϲϬϬ͘ϬϬ Ϯ͕ϬϬϬ͘ϬϬͲϮ͕ϲϬϬ͘ϬϬ WĂƌŬƐͬZĞĐŝƌĞĐƚŽƌ tĂƚĞƌdĂƉ&ĞĞƐ ;ůĂƌŐĞƌƚŚĂŶϰ͟ƚĂƉ͕ĨĞĞďLJĂŐƌĞĞŵĞŶƚǁŝƚŚŝƚLJ LJĞŵĂŶĚŝŶŐƉŵͬƚĂƉƐŝnjĞ͗ ŽƵŶĐŝůͿ ϬͲϮϮв͟ƚĂƉ ϱϯ͕ϱϬϬ͘ϬϬ ϱϯ͕ϱϬϬ͘ϬϬ ϱϯ͕ϱϬϬ͘ϬϬ WƵďůŝĐtŽƌŬƐŝƌĞĐƚŽƌ ϮϯͲϰϱϭ͟ƚĂƉ ϵϱ͕ϯϬϬ͘ϬϬ ϵϱ͕ϯϬϬ͘ϬϬ ϵϱ͕ϯϬϬ͘ϬϬ WƵďůŝĐtŽƌŬƐŝƌĞĐƚŽƌ ϰϲͲϴϬϭЪ͞ƚĂƉ Ϯϭϰ͕ϬϬϬ͘ϬϬ Ϯϭϰ͕ϬϬϬ͘ϬϬ Ϯϭϰ͕ϬϬϬ͘ϬϬ WƵďůŝĐtŽƌŬƐŝƌĞĐƚŽƌ ϴϭͲϭϰϬϮ͟ƚĂƉ ϯϴϬ͕ϱϬϬ͘ϬϬ ϯϴϬ͕ϱϬϬ͘ϬϬ ϯϴϬ͕ϱϬϬ͘ϬϬ WƵďůŝĐtŽƌŬƐŝƌĞĐƚŽƌ ϭϰϭͲϮϴϬϯ͟ƚĂƉ ϴϱϲ͕ϬϬϬ͘ϬϬ ϴϱϲ͕ϬϬϬ͘ϬϬ ϴϱϲ͕ϬϬϬ͘ϬϬ WƵďůŝĐtŽƌŬƐŝƌĞĐƚŽƌ ϮϴϭͲϱϬϬϰ͟ƚĂƉ ϭ͕ϱϮϭ͕ϳϬϬ͘ϬϬ ϭ͕ϱϮϭ͕ϳϬϬ͘ϬϬ ϭ͕ϱϮϭ͕ϳϬϬ͘ϬϬ WƵďůŝĐtŽƌŬƐŝƌĞĐƚŽƌ ^ƚŽƌŵtĂƚĞƌWĞƌŵŝƚ&ĞĞ ϭͲϱĐƌĞƐ ϯϬϬ͘ϬϬ ϯϬϬ͘ϬϬ ϯϬϬ͘ϬϬ WƵďůŝĐtŽƌŬƐŝƌĞĐƚŽƌ ϲͲϮϱĐƌĞƐ ϲϮϱ͘ϬϬ ϲϮϱ͘ϬϬ ϲϮϱ͘ϬϬ WƵďůŝĐtŽƌŬƐŝƌĞĐƚŽƌ ϮϲͲϱϬĐƌĞƐ ϵϱϬ͘ϬϬ ϵϱϬ͘ϬϬ ϵϱϬ͘ϬϬ WƵďůŝĐtŽƌŬƐŝƌĞĐƚŽƌ WĂŐĞϳŽĨϵ 37 WƌŽƉŽƐĞĚϮϬϮϭ&ĞĞ;ǁͬ WƌŽƉŽƐĞĚϮϬϮϭ&ĞĞ;ǁͬ ZĞƐƉŽŶƐŝďůĞ &ĞĞĞƐĐƌŝƉƚŝŽŶ ĞƚĂŝů ƵƌƌĞŶƚϮϬϮϬ&ĞĞ ϱйŶŶƵĂů/ŶĨůĂƚŽƌͿ ϯйŶŶƵĂů/ŶĨůĂƚŽƌͿ ĞƉĂƌƚŵĞŶƚͬŝƌĞĐƚŽƌ ϱϭͲϭϬϬĐƌĞƐ ϭ͕ϮϱϬ͘ϬϬ ϭ͕ϮϱϬ͘ϬϬ ϭ͕ϮϱϬ͘ϬϬ WƵďůŝĐtŽƌŬƐŝƌĞĐƚŽƌ ďŽǀĞϭϬϭĐƌĞƐ ϭ͕ϱϬϬ͘ϬϬ ϭ͕ϱϬϬ͘ϬϬ ϭ͕ϱϬϬ͘ϬϬ WƵďůŝĐtŽƌŬƐŝƌĞĐƚŽƌ ĞǀĞůŽƉŵĞŶƚZĞǀŝĞǁƉƉůŝĐĂƚŝŽŶƐ ůů&ĞĞƐƐĞƚĨŽƌƚŚŝŶ^ĞĐƚŝŽŶϭϳ ŶŶĞdžĂƚŝŽŶΘŽŶŝŶŐ ŶŶĞdžĂƚŝŽŶΘŝŶŝƚŝĂůnjŽŶŝŶŐ ϳ͕ϬϬϬ͘ϬϬ ϳ͕ϯϱϬ͘ϬϬ ϳ͕ϮϭϬ͘ϬϬ WůĂŶŶŝŶŐŝƌĞĐƚŽƌ ŶŶĞdžĂƚŝŽŶΘŽŶŝŶŐ ZĞnjŽŶŝŶŐ ϰ͕ϭϵϬ͘ϬϬ ϰ͕ϰϬϬ͘ϬϬ ϰ͕ϯϭϲ͘ϬϬ WůĂŶŶŝŶŐŝƌĞĐƚŽƌ tŝƌĞůĞƐƐŽŵŵƵŶŝĐĂƚŝŽŶ&ĂĐŝůŝƚLJ WƵďůŝĐƌĞǀŝĞǁ Ϯ͕ϴϳϬ͘ϬϬ ϯ͕Ϭϭϰ͘ϬϬ Ϯ͕ϵϱϲ͘ϬϬ WůĂŶŶŝŶŐŝƌĞĐƚŽƌ tŝƌĞůĞƐƐŽŵŵƵŶŝĐĂƚŝŽŶ&ĂĐŝůŝƚLJ ĚŵŝŶŝƐƚƌĂƚŝǀĞƌĞǀŝĞǁ ϱϱϬ͘ϬϬ ϱϳϴ͘ϬϬ ϱϲϳ͘ϬϬ WůĂŶŶŝŶŐŝƌĞĐƚŽƌ KƚŚĞƌ>ĂŶĚhƐĞ&ĞĞƐ DƵŶŝĐŝƉĂůŽĚĞŵĞŶĚŵĞŶƚ ϱϮϱ͘ϬϬ ϱϱϭ͘ϬϬ ϱϰϭ͘ϬϬ WůĂŶŶŝŶŐŝƌĞĐƚŽƌ KƚŚĞƌ>ĂŶĚhƐĞ&ĞĞƐ ĂƐĞŵĞŶƚŽƌƌŝŐŚƚͲŽĨͲǁĂLJǀĂĐĂƚŝŽŶ ϭ͕ϵϯϬ͘ϬϬ Ϯ͕ϬϮϳ͘ϬϬ ϭ͕ϵϴϴ͘ϬϬ WůĂŶŶŝŶŐŝƌĞĐƚŽƌ KƚŚĞƌ>ĂŶĚhƐĞ&ĞĞƐ &ůŽŽĚƉůĂŝŶĚĞǀĞůŽƉŵĞŶƚƉĞƌŵŝƚ ϰϵϬ͘ϬϬ ϱϭϱ͘ϬϬ ϱϬϱ͘ϬϬ WůĂŶŶŝŶŐŝƌĞĐƚŽƌ KƚŚĞƌ>ĂŶĚhƐĞ&ĞĞƐ DĂũŽƌĞŵŽWĞƌŵŝƚZĞǀŝĞǁ ϰϳϱ͘ϬϬ ϰϵϵ͘ϬϬ ϰϴϵ͘ϬϬ WůĂŶŶŝŶŐŝƌĞĐƚŽƌ KƚŚĞƌ>ĂŶĚhƐĞ&ĞĞƐ DŝŶŽƌĞŵŽWĞƌŵŝƚZĞǀŝĞǁ ϲϬ͘ϬϬ ϲϯ͘ϬϬ ϲϮ͘ϬϬ WůĂŶŶŝŶŐŝƌĞĐƚŽƌ KƚŚĞƌ>ĂŶĚhƐĞ&ĞĞƐ sĂƌŝĂŶĐĞͲŽĂƌĚŽĨĚũƵƐƚŵĞŶƚ 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USE TAX BLDG USE TAX AUTO USE TAX LODGING TAX AUDIT REVENUE TOTAL 2020 JANUARY 1,146,885 139,124 167,476 143,490 20,259 10,328 1,627,562 FEBRUARY 1,010,556 181,982 213,379 138,820 18,916 62,695 1,626,348 MARCH 1,453,347 128,050 101,197 68,233 17,511 33,347 1,801,683 APRIL 1,043,220 102,057 369,619 61,493 4,291 56,334 1,637,014 MAY 1,104,718 86,298 182,958 52,846 7,772 34,308 1,468,899 JUNE 1,620,670 135,567 62,081 152,603 13,238 126,571 2,110,730 JULY 1,231,987 76,551 53,104 160,605 20,902 7,733 1,550,883 AUGUST 1,176,398 83,836 53,404 155,256 24,833 26,419 1,520,146 SEPTEMBER 1,500,877 105,141 136,333 145,388 18,154 48,695 1,954,587 OCTOBER - - - NOVEMBER - - - DECEMBER - - - YTD TOTALS 11,288,658 1,038,605 1,339,552 1,078,733 145,875 406,429 15,297,852 YTD Variance % to Prior Year -3.2% -20.7% -19.7% -17.4% -60.2% -66.2% -12.6% 2019 JANUARY 1,071,558 127,245 86,502 201,074 21,423 18,826 1,526,627 FEBRUARY 936,429 147,890 265,760 118,258 21,707 67,844 1,557,888 MARCH 1,334,863 152,930 65,076 142,231 27,356 74,188 1,796,643 APRIL 1,159,948 284,945 203,698 123,778 30,600 27,803 1,830,773 MAY 1,223,169 92,960 281,555 162,333 44,797 105,311 1,910,125 JUNE 1,579,107 154,476 324,102 109,552 53,263 44,863 2,265,363 JULY 1,366,196 95,129 208,918 160,122 62,859 22,182 1,915,406 AUGUST 1,488,654 113,156 88,430 145,808 57,724 810,122 2,703,894 SEPTEMBER 1,501,976 140,882 143,151 143,031 46,348 30,769 2,006,157 OCTOBER 1,338,241 99,425 142,592 178,136 42,935 157,833 1,959,161 NOVEMBER 1,208,379 101,710 213,900 126,120 27,259 7,513 1,684,881 DECEMBER 1,878,105 209,877 64,581 125,652 18,444 13,671 2,310,329 YTD TOTALS 16,086,625 1,720,626 2,088,265 1,736,096 454,714 1,380,924 23,467,249 YTD Variance % to Prior Year 5.0% 19.1% -8.1% -14.6% -3.8% 142.5% 6.2% 2018 JANUARY 1,141,972 128,132 293,454 114,134 29,376 13,506 1,720,575 FEBRUARY 984,046 102,847 264,342 135,811 26,701 22,330 1,536,077 MARCH 1,254,090 142,326 80,344 151,611 29,394 63,215 1,720,980 APRIL 1,131,949 124,051 131,283 134,771 32,459 6,816 1,561,328 MAY 1,284,619 86,666 86,100 124,497 44,481 (24,431) 1,601,930 JUNE 1,458,894 144,902 67,534 100,297 57,035 30,865 1,859,528 JULY 1,247,212 74,536 202,707 189,545 58,802 18,943 1,791,745 AUGUST 1,198,848 98,692 356,991 286,799 58,980 196,689 2,196,997 SEPTEMBER 1,425,270 145,883 295,455 233,665 45,157 125,089 2,270,519 OCTOBER 1,187,020 103,396 294,551 240,914 39,845 10,093 1,875,820 NOVEMBER 1,113,867 98,406 128,352 173,601 31,504 24,264 1,569,994 DECEMBER 1,889,403 194,260 71,376 146,093 18,792 82,181 2,402,104 YTD TOTALS 15,317,190 1,444,095 2,272,490 2,031,737 472,526 569,560 22,107,598 YTD Variance % to Prior Year 9.8% 5.1% 24.6% 36.5% -8.6% -43.8% 9.6% 2017 JANUARY 1,052,366 120,516 275,878 144,997 27,069 27,040 1,647,866 FEBRUARY 864,842 92,210 103,187 110,561 24,240 8,935 1,203,976 MARCH 1,182,825 127,911 300,687 123,024 33,056 48,822 1,816,325 APRIL 1,044,230 108,870 95,596 92,463 34,743 97,793 1,473,695 MAY 1,183,115 88,324 76,348 137,918 49,217 20,318 1,555,239 JUNE 1,336,406 188,150 151,145 96,187 61,489 600,842 2,434,220 JULY 1,137,813 82,143 94,455 123,752 61,409 25,805 1,525,376 AUGUST 1,119,641 78,263 126,830 145,656 67,270 16,805 1,554,465 SEPTEMBER 1,209,258 172,598 125,682 140,721 51,452 60,646 1,760,358 OCTOBER 1,154,708 74,279 164,724 122,230 49,334 11,343 1,576,618 NOVEMBER 1,112,434 87,717 37,893 132,970 26,870 45,130 1,443,015 DECEMBER 1,554,048 153,334 271,190 118,218 30,714 50,309 2,177,813 YTD TOTALS 13,951,686 1,374,317 1,823,614 1,488,699 516,863 1,013,786 20,168,965 YTD Variance % to Prior Year 8.7% -16.0% -8.9% 9.7% 3.3% 135.0% 7.5% 2016 JANUARY 886,723 222,163 174,842 100,855 25,767 8,203 1,418,554 FEBRUARY 920,875 109,063 76,430 97,034 28,321 23,180 1,254,904 MARCH 1,054,128 112,590 159,627 121,325 32,422 21,364 1,501,456 APRIL 949,906 131,439 62,683 109,192 35,442 122,599 1,411,260 MAY 1,032,963 93,047 235,856 90,115 48,597 24,809 1,525,386 JUNE 1,216,853 145,283 510,772 109,738 56,221 8,832 2,047,699 JULY 1,136,035 65,541 161,699 140,522 61,691 233 1,565,722 AUGUST 1,050,800 124,102 155,447 112,981 60,005 3,013 1,506,350 SEPTEMBER 1,153,466 101,636 64,269 115,244 49,801 12,266 1,496,681 OCTOBER 1,003,857 244,682 305,287 124,471 46,278 3,267 1,727,843 NOVEMBER 1,005,580 94,546 49,929 95,372 33,551 85,313 1,364,290 DECEMBER 1,420,942 192,820 44,792 140,458 22,127 118,246 1,939,385 YTD TOTALS 12,832,129 1,636,914 2,001,634 1,357,306 500,223 431,325 18,759,531 YTD Variance % to Prior Year 7.2% 28.6% 26.3% -1.1% 7.2% -6.4% 9.5%47 City of Louisville, Colorado Total Sales Tax Revenue 2016 -2020 Mnthly Y-T-D Mnthly Y-T-D Month 2016 2017 2018 2019 2020 2020 % Of % Of % Of % Of Of Sale Actual Actual Actual Actual Budget Actual 2019 2019 Budget Budget Jan 890,050 1,054,675 1,150,144 1,071,177 1,070,955 1,148,141 107.2% 107.2% 107.2% 107.2% Feb 922,502 866,877 999,636 987,642 963,167 1,051,314 106.4% 106.8% 109.2% 108.1% Mar 1,055,715 1,189,196 1,259,719 1,362,876 1,210,059 1,456,090 106.8% 106.8% 120.3% 112.7% Apr 964,682 1,045,769 1,132,162 1,181,395 1,131,337 1,070,452 90.6% 102.7% 94.6% 108.0% May 1,043,401 1,192,302 1,287,256 1,225,638 1,203,174 1,120,186 91.4% 100.3% 93.1% 104.8% Jun 1,218,023 1,859,310 1,467,403 1,583,559 1,389,725 1,631,190 103.0% 100.9% 117.4% 107.3% Jul 1,136,243 1,149,068 1,252,821 1,396,010 1,207,387 1,235,686 88.5% 98.9% 102.3% 106.6% Aug 1,053,719 1,134,443 1,202,431 2,287,534 1,250,790 1,179,005 51.5% 89.2% 94.3% 104.9% Sep 1,154,610 1,256,653 1,432,059 1,520,636 1,290,234 1,515,651 99.7% 90.4% 117.5% 106.4% Oct 1,003,914 1,160,202 1,187,678 1,484,215 1,166,457 0.0% 80.9% 0.0% 96.0% Nov 1,011,439 1,124,996 1,132,530 1,209,275 1,138,080 0.0% 74.5% 0.0% 87.6% Dec 1,422,983 1,571,740 1,896,863 1,882,142 1,594,993 0.0% 66.4% 0.0% 78.0% Totals 12,877,281 14,605,231 15,400,702 17,192,097 14,616,360 11,407,714 % Of Change 6.0% 13.4% 5.4% 11.6% -15.0% City of Louisville, Colorado Lodging Tax Revenue 2016 -2020 Mnthly Y-T-D Mnthly Y-T-D Month 2016 2017 2018 2019 2020 2020 % Of % Of % Of % Of Of Sale Actual Actual Actual Actual Budget Actual 2019 2019 Budget Budget Jan 25,767 27,069 29,376 21,423 10,348 20,259 94.6% 94.6% 195.8% 195.8% Feb 28,321 24,240 26,701 21,707 10,143 18,916 87.1% 90.8% 186.5% 191.2% Mar 32,422 33,056 29,394 27,356 11,783 17,511 64.0% 80.4% 148.6% 175.6% Apr 35,442 34,743 32,459 30,600 12,508 4,291 14.0% 60.3% 34.3% 136.2% May 48,597 49,217 44,481 44,797 18,100 7,772 17.3% 47.1% 42.9% 109.3% Jun 56,221 61,489 57,035 53,263 20,147 13,238 24.9% 41.2% 65.7% 98.7% Jul 61,691 61,409 58,802 62,859 21,835 20,902 33.3% 39.3% 95.7% 98.1% Aug 60,005 67,270 58,980 57,724 21,667 24,833 43.0% 39.9% 114.6% 100.9% Sep 49,801 51,452 45,157 46,348 17,324 18,154 39.2% 39.8% 104.8% 101.4% Oct 46,278 49,334 39,845 42,935 17,176 0.0% 35.7% 0.0% 90.6% Nov 33,551 26,870 31,504 27,259 11,638 0.0% 33.4% 0.0% 84.5% Dec 22,127 30,714 18,792 18,444 9,223 0.0% 32.1% 0.0% 80.2% Totals 500,223 516,863 472,526 454,714 181,890 145,875 % Of Change 6.5% 3.3% -8.6% -3.8% -60.0% City of Louisville, Colorado Auto Use Tax Revenue 2016 -2020 Mnthly Y-T-D Mnthly Y-T-D Month 2016 2017 2018 2019 2020 2020 % Of % Of % Of % Of Of Sale Actual Actual Actual Actual Budget Actual 2019 2019 Budget Budget Jan 100,855 144,997 114,134 201,074 86,820 143,490 71.4% 71.4% 165.3% 165.3% Feb 97,034 110,561 135,811 118,258 78,500 138,820 117.4% 88.4% 176.8% 170.8% Mar 121,325 123,024 151,611 142,231 87,320 68,233 48.0% 75.9% 78.1% 138.8% Apr 109,192 92,463 134,771 123,778 77,434 61,493 49.7% 70.4% 79.4% 124.8% May 90,115 137,918 124,497 162,333 78,968 52,846 32.6% 62.2% 66.9% 113.7% Jun 109,738 96,187 100,297 109,552 77,370 152,603 139.3% 72.0% 197.2% 126.9% Jul 140,522 123,752 189,545 160,122 87,944 160,605 100.3% 76.5% 182.6% 135.5% Aug 112,981 145,656 286,799 145,808 100,200 155,256 106.5% 80.2% 154.9% 138.4% Sep 115,244 140,721 233,665 143,031 98,684 145,388 101.6% 82.6% 147.3% 139.5% Oct 124,471 122,230 240,914 178,136 101,447 0.0% 72.7% 0.0% 123.3% Nov 95,372 132,970 173,601 126,120 81,318 0.0% 67.0% 0.0% 112.8% Dec 140,458 118,218 146,093 125,652 85,656 0.0% 62.1% 0.0% 103.6% Totals 1,357,306 1,488,699 2,031,737 1,736,096 1,041,660 1,078,733 % Of Change -1.1% 9.7% 36.5% -14.6% -40.0% Actual G/L amounts may vary 48 City of Louisville, Colorado Building Use Tax Revenue 2016 -2020 Mnthly Y-T-D Mnthly Y-T-D Month 2016 2017 2018 2019 2020 2020 % Of % Of % Of % Of Of Sale Actual Actual Actual Actual Budget Actual 2019 2019 Budget Budget Jan 174,842 275,878 293,454 86,502 159,054 167,476 193.6% 193.6% 105.3% 105.3% Feb 76,430 103,187 264,342 265,760 145,403 213,379 80.3% 108.1% 146.8% 125.1% Mar 159,627 300,687 80,344 65,076 162,892 101,197 155.5% 115.5% 62.1% 103.1% Apr 62,683 95,596 131,263 203,698 129,786 369,619 181.5% 137.1% 284.8% 142.6% May 235,856 76,348 86,100 281,555 192,670 182,958 65.0% 114.6% 95.0% 131.0% Jun 510,772 151,145 67,534 324,102 197,737 62,081 19.2% 89.4% 31.4% 111.1% Jul 161,699 94,455 202,707 208,918 189,923 53,104 25.4% 80.1% 28.0% 97.7% Aug 155,447 126,830 356,991 88,430 175,614 53,404 60.4% 78.9% 30.4% 88.9% Sep 64,269 125,682 295,455 143,151 133,049 136,333 95.2% 80.3% 102.5% 90.1% Oct 305,287 164,724 294,551 142,592 188,403 0.0% 74.0% 0.0% 80.0% Nov 49,929 37,893 128,352 213,900 115,811 0.0% 66.2% 0.0% 74.8% Dec 44,792 271,190 71,376 64,581 104,718 0.0% 64.1% 0.0% 70.7% Totals 2,001,634 1,823,614 2,272,470 2,088,265 1,895,060 1,339,552 % Of Change 26.3% -8.9% 24.6% -8.1% -9.3% City of Louisville, Colorado Consumer Use Tax Revenue 2016 -2020 Mnthly Y-T-D Mnthly Y-T-D Month 2016 2017 2018 2019 2020 2020 % Of % Of % Of % Of Of Sale Actual Actual Actual Actual Budget Actual 2019 2019 Budget Budget Jan 226,633 140,390 132,262 142,282 83,381 144,086 101.3% 101.3% 172.8% 172.8% Feb 126,682 97,871 106,800 159,797 69,342 181,982 113.9% 107.9% 262.4% 213.5% Mar 129,773 153,044 173,536 189,651 97,805 153,037 80.7% 97.4% 156.5% 191.2% Apr 177,473 204,559 127,868 290,688 100,596 103,828 35.7% 74.5% 103.2% 166.0% May 103,736 96,617 100,007 165,145 77,712 99,949 60.5% 72.1% 128.6% 159.2% Jun 152,470 252,267 166,583 185,766 112,607 221,745 119.4% 79.8% 196.9% 167.1% Jul 65,541 93,569 87,178 103,361 60,161 79,979 77.4% 79.6% 132.9% 163.7% Aug 124,102 82,678 257,159 122,267 94,474 102,534 83.9% 80.0% 108.5% 156.2% Sep 110,699 184,530 250,108 150,826 103,677 132,549 87.9% 80.8% 127.8% 152.5% Oct 247,533 78,777 111,410 105,704 94,428 0.0% 75.5% 0.0% 136.4% Nov 155,633 114,528 102,920 106,814 98,618 0.0% 70.8% 0.0% 122.9% Dec 227,012 169,722 268,009 217,819 196,739 0.0% 62.9% 0.0% 102.5% Totals 1,847,288 1,668,551 1,883,839 1,940,122 1,189,540 1,219,687 % Of Change 26.9% -9.7% 12.9% 3.0% -38.7% Actual G/L amounts may vary 49 Monthly Sales Tax Revenue Comparisons by Area (September 2020) 2013 2014 2015 2016 2017 2018 2019 2020 % Of % AREA NAME Actual Actual Actual Actual Actual Actual Actual Actual Total Change Interchange 303,371 292,564 314,853 336,326 369,447 383,951 364,843 359,468 24.0% -1.5% Outside City 354,945 285,484 325,220 367,477 347,687 485,725 556,984 669,330 44.6% 20.2% Louisville Plaza 149,163 154,507 169,940 171,780 174,722 179,965 186,767 184,891 12.3% -1.0% McCaslin North 55,994 58,748 58,792 65,049 67,875 67,316 71,178 65,933 4.4% -7.4% Downtown 75,151 75,187 84,932 87,568 85,455 104,036 116,155 90,256 6.0% -22.3% Hwy 42 South 21,609 21,218 25,818 24,864 29,822 29,202 31,669 36,617 2.4% 15.6% CTC 19,538 19,042 35,433 22,187 48,922 79,619 58,277 44,768 3.0% -23.2% S Boulder Rd 13,453 41,238 45,337 45,714 47,547 54,411 42,802 18,705 1.2% -56.3% Hwy 42 North 6,283 9,467 7,650 8,605 8,088 9,074 12,193 6,449 0.4% -47.1% Pine Street 8,259 6,438 6,877 5,370 9,643 7,363 7,074 5,131 0.3% -27.5% Centennial Valley 864 3,692 7,802 2,494 2,625 6,796 37,393 2,529 0.2% -93.2% S Suburban 5,921 4,032 10,568 12,439 12,672 12,698 14,047 13,172 0.9% -6.2% Residential 3,241 2,735 4,575 3,593 4,754 5,115 2,593 3,628 0.2% 39.9% Total Revenue 1,017,791 974,352 1,097,796 1,153,466 1,209,258 1,425,270 1,501,976 1,500,877 % Of Change 21.7% -4.3% 12.7% 5.1% 4.8% 17.9% 5.4% -0.1% Monthly Sales Tax Comparison by Area to Prior Years September 2020 800,000 McCaslin - Western 700,000 600,000 Outside City 500,000 400,000 South Bldr Rd - Northern 300,000 200,000 Downtown - Central 100,000 CTC - Eastern 0 2015 2016 2017 2018 2019 2020 Monthly Sales Tax Comparison to September 2019 800,000 700,000 600,000 2020 500,000 2019 400,000 300,000 200,000 100,000 0 50 CITY OF LOUISVILLE Sales Tax Revenue History by Area (Jan. - Sep. 2020) 2015 % Var 2016 % Var 2017 % Var 2018 % Var 2019 % Var 2020 % Var % of Total McCaslin - Western 3,363,639 3.46% 3,599,004 7.00% 3,872,727 7.61% 4,130,342 6.65% 4,203,855 1.78% 3,726,668 -11.35% 33.0% Outside City 2,260,935 2.00% 2,553,849 15.21% 2,702,481 5.82% 3,163,350 17.05% 3,709,324 17.26% 4,163,737 12.25% 36.9% South Bldr Rd - Northern 1,910,364 19.44% 2,002,021 25.17% 1,972,061 -1.50% 2,121,745 7.59% 1,952,155 -7.99% 2,087,539 6.94% 18.5% Downtown/Central 1,001,714 7.38% 1,052,031 12.78% 1,056,879 0.46% 1,225,898 15.99% 1,262,098 2.95% 997,775 -20.94% 8.8% CTC/Eastern 193,085 24.02% 194,845 25.15% 526,348 170.14% 485,565 -7.75% 534,467 10.07% 312,939 -41.45% 2.8% 8,729,737 7.0% 9,401,749 7.7% 10,130,496 7.8% 11,126,900 9.8% 11,661,900 4.8% 11,288,658 -3.2% McCaslin/Western Outside City 4,500,000 4,500,000 4,130,342 4,203,855 4,163,737 4,000,000 3,872,727 4,000,000 3,709,324 3,599,004 3,726,668 3,500,000 3,363,639 3,500,000 3,163,350 3,000,000 3,000,000 2,553,849 2,702,481 2,500,000 2,500,000 2,260,935 2,000,000 2,000,000 1,500,000 1,500,000 1,000,000 1,000,000 500,000 500,000 - - 2015 2016 2017 2018 2019 2020 2015 2016 2017 2018 2019 2020 Downtown/Central South Boulder Road/Northern 1,400,000 2,150,000 1,262,098 2,121,745 1,225,898 2,087,539 1,200,000 1,052,031 1,056,879 1,001,714 997,775 2,050,000 1,000,000 2,002,021 1,972,061 800,000 1,952,155 1,950,000 600,000 1,910,364 400,000 1,850,000 200,000 - 1,750,000 2015 2016 2017 2018 2019 2020 2015 2016 2017 2018 2019 2020 CTC/Eastern 2020 YTD Sales Tax Revenue 600,000 312,939 526,348 534,467 485,565 500,000 McCaslin - Western 997,775 400,000 Outside City 312,939 3,726,668 300,000 2,087,539 South Bldr Rd - Northern 193,085 194,845 200,000 Downtown/Central 100,000 4,163,737 CTC/Eastern - 2015 2016 2017 2018 2019 2020 2020 YTD Sales Tax Revenue 13,000,000 12,000,000 11,000,000 10,000,000 9,000,000 8,000,000 7,000,000 6,000,000 5,000,000 4,000,000 3,000,000 2,000,000 1,000,000 - 2015 2016 2017 2018 2019 2020 McCaslin - Western Outside City South Bldr Rd - Northern Downtown/Central CTC/Eastern 51 CITY OF LOUISVILLE Revenue History by Area (Jan. - Sep. 2020) 2015 % Var 2016 % Var 2017 % Var 2018 % Var 2019 % Var 2020 % Var % of Total Outside City 2,260,935 2.0% 2,553,849 13.0% 2,702,481 5.8% 3,163,350 17.1% 3,709,324 17.3% 4,163,737 12.3% 36.88% Interchange 2,678,216 3.7% 2,912,714 8.8% 3,188,234 9.5% 3,382,523 6.1% 3,335,922 -1.4% 3,032,007 -9.1% 26.86% Louisville Plaza 1,458,740 8.6% 1,521,239 4.3% 1,509,553 -0.8% 1,643,256 8.9% 1,613,360 -1.8% 1,689,461 4.7% 14.97% Downtown 722,630 6.4% 766,150 6.0% 755,276 -1.4% 876,909 16.1% 920,375 5.0% 638,390 -30.6% 5.66% McCaslin North 548,493 3.7% 554,718 1.1% 544,278 -1.9% 606,272 11.4% 621,969 2.6% 570,123 -8.3% 5.05% Hwy 42 South 210,447 10.9% 219,742 4.4% 226,840 3.2% 257,556 13.5% 255,256 -0.9% 296,129 16.0% 2.62% CTC 193,085 24.0% 194,845 0.9% 526,348 170.1% 485,565 -7.7% 534,467 10.1% 312,939 -41.4% 2.77% South Boulder Rd 390,316 95.4% 409,962 5.0% 392,632 -4.2% 401,467 2.3% 268,791 -33.0% 341,677 27.1% 3.03% Pine Street 54,552 -2.0% 52,508 -3.7% 60,770 15.7% 75,134 23.6% 75,267 0.2% 50,218 -33.3% 0.44% Hwy 42 North 61,307 7.9% 70,820 15.5% 69,876 -1.3% 77,022 10.2% 70,004 -9.1% 56,401 -19.4% 0.50% Centennial Valley 106,852 -8.1% 80,436 -24.7% 85,827 6.7% 83,909 -2.2% 189,591 125.9% 79,348 -58.1% 0.70% South Suburban 30,079 29.6% 51,136 70.0% 54,389 6.4% 57,638 6.0% 56,374 -2.2% 45,188 -19.8% 0.40% Residential 14,084 70.7% 13,631 -3.2% 13,993 2.7% 16,298 16.5% 11,200 -31.3% 13,038 16.4% 0.12% 8,729,737 7.0% 9,401,749 7.7% 10,130,496 7.8% 11,126,900 9.8% 11,661,900 4.8% 11,288,658 -3.2% Outside City Interchange 4,500,000 4,000,000 4,163,737 4,000,000 3,500,000 3,382,523 3,335,922 3,709,324 3,188,234 3,500,000 3,032,007 3,163,350 3,000,000 2,912,714 2,678,216 3,000,000 2,702,481 2,553,849 2,500,000 2,500,000 2,260,935 2,000,000 2,000,000 1,500,000 1,500,000 1,000,000 1,000,000 500,000 500,000 - - 2015 2016 2017 2018 2019 2020 2015 2016 2017 2018 2019 2020 Louisville Plaza Downtown 1,750,000 1,000,000 920,375 876,909 1,700,000 1,689,461 900,000 1,643,256 766,150 1,650,000 800,000 755,276 1,613,360 722,630 700,000 1,600,000 638,390 600,000 1,550,000 1,521,239 1,509,553 500,000 1,500,000 1,458,740 400,000 1,450,000 300,000 1,400,000 200,000 1,350,000 100,000 1,300,000 - 2015 2016 2017 2018 2019 2020 2015 2016 2017 2018 2019 2020 McCaslin North Highway 42 South 640,000 350,000 621,969 296,129 620,000 300,000 606,272 257,556 255,256 600,000 250,000 226,840 210,447 219,742 580,000 570,123 200,000 560,000 554,718 150,000 548,493 544,278 540,000 100,000 520,000 50,000 500,000 - 2015 2016 2017 2018 2019 2020 2015 2016 2017 2018 2019 2020 Page52 1 CITY OF LOUISVILLE Revenue History by Area (Jan. - Sep. 2020) CTC South Boulder Road 600,000 450,000 409,962 526,348 534,467 401,467 400,000 390,316 392,632 500,000 485,565 350,000 341,677 400,000 300,000 268,791 312,939 250,000 300,000 200,000 193,085 194,845 200,000 150,000 100,000 100,000 50,000 - - 2015 2016 2017 2018 2019 2020 2015 2016 2017 2018 2019 2020 Pine Street Highway 42 North 80,000 75,134 75,267 90,000 70,000 80,000 77,022 70,820 69,876 70,004 60,770 70,000 60,000 54,552 52,508 61,307 50,218 60,000 56,401 50,000 50,000 40,000 40,000 30,000 30,000 20,000 20,000 10,000 10,000 - - 2015 2016 2017 2018 2019 2020 2015 2016 2017 2018 2019 2020 Centennial Valley South Suburban 200,000 189,591 70,000 180,000 60,000 57,638 54,389 56,374 160,000 51,136 140,000 50,000 45,188 120,000 106,852 40,000 100,000 85,827 83,909 30,079 80,436 79,348 30,000 80,000 60,000 20,000 40,000 10,000 20,000 - - 2015 2016 2017 2018 2019 2020 2015 2016 2017 2018 2019 2020 Residential 18,000 16,298 16,000 14,084 13,631 13,993 14,000 13,038 12,000 11,200 10,000 8,000 6,000 4,000 2,000 - 2015 2016 2017 2018 2019 2020 Page53 2 Monthly Sales Tax Revenue Comparisons by Industry (September 2020) 2015 2016 2017 2018 2019 2020 % Of % AREA NAME Actual Actual Actual Actual Actual Actual Total Change Grocery (54) 234,987 238,897 253,200 262,987 270,899 264,001 17.6% -2.5% Food/Beverage (58) 181,431 196,281 213,053 235,858 244,520 209,742 14.0% -14.2% Communications/Utilities (40-48) 125,072 135,017 123,251 118,689 160,198 112,717 7.5% -29.6% Building Matl's/Construction (15, 52) 152,038 151,781 150,867 195,826 209,481 222,835 14.8% 6.4% General Merchandise (53, 59) 151,499 146,910 169,273 175,882 205,070 330,238 22.0% 61.0% Services (70-79) 123,174 133,275 140,134 175,749 160,005 147,220 9.8% -8.0% Finance/Leasing (60-61) 42,984 38,133 34,414 79,120 72,394 43,431 2.9% -40.0% Manufacturing (20-26) 20,281 23,326 41,885 92,317 75,776 58,966 3.9% -22.2% Furniture (57) 19,581 27,543 30,654 28,080 28,042 42,174 2.8% 50.4% Wholesale (50) 29,382 41,726 27,455 34,291 43,420 41,208 2.7% -5.1% Automotive (55) 3,918 7,329 7,442 8,860 10,432 6,569 0.4% -37.0% Apparel (56) 8,679 8,508 9,077 10,820 15,735 15,038 1.0% -4.4% Agriculture (1) 4,769 4,741 8,554 6,792 6,003 6,737 0.4% 12.2% Totals 1,097,796 1,153,466 1,209,258 1,425,270 1,501,976 1,500,877 % Of Change 12.7% 5.1% 4.8% 17.9% 5.4% -0.1% Monthly Sales Tax Comparison by Industry to Prior Years Grocery (54) September 2020 350,000 Food/Beverage (58) 300,000 Communications/Utilities (40-48) 250,000 Building Matl's/Construction (15, 200,000 52) 150,000 General Merchandise (53, 59) 100,000 Services (70-79) 50,000 - Other 2015 2016 2017 2018 2019 2020 Monthly Sales Tax Comparison to September 2019 350,000 300,000 2020 250,000 2019 200,000 150,000 100,000 50,000 - 54 CITY OF LOUISVILLE Revenue History by Industry (Jan. - Sep. 2020) 2015 % Var 2016 % Var 2017 % Var 2018 % Var 2019 % Var 2020 % Var % of Total Grocery (54) 1,938,554 21.7% 2,134,612 10.1% 2,236,747 4.8% 2,369,326 5.9% 2,269,751 -4.2% 2,632,745 16.0% 23.3% Food/Beverage (58) 1,563,038 4.5% 1,706,198 9.2% 1,808,436 6.0% 2,049,562 13.3% 2,106,472 2.8% 1,581,434 -24.9% 14.0% Comm/Util. (40-48) 1,092,153 -2.0% 1,155,752 5.8% 1,158,844 0.3% 1,112,646 -4.0% 1,330,428 19.6% 1,247,659 -6.2% 11.1% Services (60-61, 70-79) 1,124,067 16.9% 1,234,224 9.8% 1,335,099 8.2% 1,468,984 10.0% 1,501,590 2.2% 1,147,031 -23.6% 10.2% Bldg Materials (15, 52) 1,142,358 1.8% 1,282,319 12.3% 1,334,834 4.1% 1,494,212 11.9% 1,604,801 7.4% 1,855,550 15.6% 16.4% All Other (1, 20-26, 50, 55, 56, 57) 683,807 -10.2% 738,118 7.9% 1,096,974 48.6% 1,183,535 7.9% 1,374,883 16.2% 1,078,562 -21.6% 9.6% Merchandise (53, 59) 1,185,760 7.2% 1,150,527 -3.0% 1,159,561 0.8% 1,448,635 24.9% 1,473,975 1.7% 1,745,677 18.4% 15.5% 8,729,737 7.0% 9,401,749 7.7% 10,130,496 7.8% 11,126,900 9.8% 11,661,900 4.8% 11,288,658 -3.2% Grocery Food/Beverage Communication/Utilities 3,000,000 2,500,000 1,400,000 1,330,428 2,632,745 2,106,472 1,247,659 2,049,562 1,155,752 1,158,844 2,500,000 2,369,326 2,269,751 1,200,000 1,112,646 2,236,747 2,000,000 1,092,153 2,134,612 1,808,436 1,706,198 1,581,434 1,000,000 2,000,000 1,938,554 1,563,038 1,500,000 800,000 1,500,000 1,000,000 600,000 1,000,000 400,000 500,000 500,000 200,000 - - - 2015 2016 2017 2018 2019 2020 2015 2016 2017 2018 2019 2020 2015 2016 2017 2018 2019 2020 Services Building Materials All Other 1,855,550 1,600,000 1,501,590 2,000,000 1,600,000 1,468,984 1,800,000 1,374,883 1,400,000 1,335,099 1,604,801 1,400,000 1,234,224 1,600,000 1,494,212 1,147,031 1,183,535 1,200,000 1,124,067 1,334,834 1,200,000 1,096,974 1,078,562 1,400,000 1,282,319 1,000,000 1,200,000 1,142,358 1,000,000 738,118 800,000 1,000,000 800,000 683,807 800,000 600,000 600,000 600,000 400,000 400,000 400,000 200,000 200,000 200,000 - - - 2015 2016 2017 2018 2019 2020 2015 2016 2017 2018 2019 2020 2015 2016 2017 2018 2019 2020 2020 YTD Sales Tax Revenue General Merchandise 2,000,000 1,800,000 1,745,677 Grocery (54) 1,600,000 1,448,635 1,473,975 1,745,677 1,400,000 Food/Beverage (58) 1,150,527 2,632,745 1,185,760 1,159,561 1,200,000 Comm/Util. (40-48) 1,000,000 1,078,562 Services (60-61, 70-79) 800,000 600,000 1,581,434 Bldg Materials (15, 52) 1,855,550 400,000 All Other (1, 20-26, 50, 55, 56, 57) 200,000 - 1,247,659 Merchandise (53, 59) 1,147,031 2015 2016 2017 2018 2019 2020 2020 YTD Sales Tax Revenue 13,000,000 12,000,000 11,000,000 10,000,000 9,000,000 8,000,000 7,000,000 6,000,000 5,000,000 4,000,000 3,000,000 2,000,000 1,000,000 - 2015 2016 2017 2018 2019 2020 Grocery (54) Food/Beverage (58) Comm/Util. (40-48) Services (60-61, 70-79) Bldg Materials (15, 52) All Other (1, 20-26, 50, 55, 56, 57) Merchandise (53, 59) 55 CITY OF LOUISVILLE Revenue History by Industry (Jan. - Sep. 2020) 2015 % Var 2016 % Var 2017 % Var 2018 % Var 2019 % Var 2020 % Var % of Total Grocery (54) 1,938,554 21.7% 2,134,612 10.1% 2,236,747 4.8% 2,369,326 5.9% 2,269,751 -4.2% 2,632,745 16.0% 23.3% Food/Beverage (58) 1,563,038 4.5% 1,706,198 9.2% 1,808,436 6.0% 2,049,562 13.3% 2,106,472 2.8% 1,581,434 -24.9% 14.0% Comm/Util. (40-48) 1,092,153 -2.0% 1,155,752 5.8% 1,158,844 0.3% 1,112,646 -4.0% 1,330,428 19.6% 1,247,659 -6.2% 11.1% Bldg Matl's. (15, 52) 1,142,358 1.8% 1,282,319 12.3% 1,334,834 4.1% 1,494,212 11.9% 1,604,801 7.4% 1,855,550 15.6% 16.4% Merchandise (53, 59) 1,185,760 7.2% 1,150,527 -3.0% 1,159,561 0.8% 1,448,635 24.9% 1,473,975 1.7% 1,745,677 18.4% 15.5% Services (70-79) 878,015 16.1% 962,785 9.7% 1,048,777 8.9% 1,098,340 4.7% 1,137,919 3.6% 827,783 -27.3% 7.3% Fin./Lease (60-61) 246,052 19.8% 271,439 10.3% 286,321 5.5% 370,645 29.5% 363,671 -1.9% 319,248 -12.2% 2.8% Manufacturing (20-26) 160,663 -33.3% 184,911 15.1% 513,623 177.8% 488,629 -4.9% 684,132 40.0% 330,329 -51.7% 2.9% Furniture (57) 196,939 17.1% 207,950 5.6% 205,660 -1.1% 240,869 17.1% 249,332 3.5% 280,393 12.5% 2.5% Wholesale (50) 187,221 -9.5% 187,227 0.0% 198,007 5.8% 260,874 31.7% 245,607 -5.9% 270,416 10.1% 2.4% Automotive (55) 41,993 -24.7% 48,089 14.5% 54,028 12.3% 61,427 13.7% 59,051 -3.9% 60,482 2.4% 0.5% Apparel (56) 60,487 13.0% 68,623 13.5% 80,233 16.9% 83,009 3.5% 91,436 10.2% 90,618 -0.9% 0.8% Agriculture (1) 36,505 -0.6% 41,317 13.2% 45,424 9.9% 48,728 7.3% 45,326 -7.0% 46,324 2.2% 0.4% 8,729,737 7.0% 9,401,749 7.7% 10,130,496 7.8% 11,126,900 9.8% 11,661,900 4.8% 11,288,658 -3.2% Grocery Food/Beverage 2,250,000 2,106,472 3,000,000 2,049,562 2,632,745 2,000,000 1,808,436 2,500,000 2,369,326 1,706,198 2,236,747 2,269,751 1,750,000 2,134,612 1,563,038 1,581,434 2,000,000 1,938,554 1,500,000 1,250,000 1,500,000 1,000,000 1,000,000 750,000 500,000 500,000 250,000 - 2015 2016 2017 2018 2019 2020 - 2015 2016 2017 2018 2019 2020 Communication/Utilities Building Materials/Construction 1,855,550 1,400,000 1,330,428 1,247,659 1,800,000 1,604,801 1,200,000 1,155,752 1,158,844 1,092,153 1,112,646 1,600,000 1,494,212 1,334,834 1,000,000 1,400,000 1,282,319 1,200,000 1,142,358 800,000 1,000,000 600,000 800,000 600,000 400,000 400,000 200,000 200,000 - - 2015 2016 2017 2018 2019 2020 2015 2016 2017 2018 2019 2020 General Merchandise Services 962,785 1,473,975 1,000,000 1,500,000 1,448,635 900,000 878,015 827,783 1,300,000 1,185,760 1,150,527 1,159,561 800,000 1,100,000 700,000 900,000 600,000 700,000 500,000 500,000 400,000 300,000 300,000 200,000 100,000 100,000 (100,000) 2015 2016 2017 2018 2019 2020 - 2015 2016 2017 2018 2019 2020 Page56 1 Finance/Leasing Manufacturing 350,000 800,000 319,248 684,132 300,000 286,321 700,000 271,439 246,052 600,000 250,000 513,623 488,629 500,000 200,000 400,000 330,329 150,000 300,000 100,000 184,911 200,000 160,663 50,000 100,000 - - 2015 2016 2017 2018 2019 2020 2015 2016 2017 2018 2019 2020 Furniture Wholesale 300,000 280,393 300,000 270,416 249,332 260,874 250,000 240,869 245,607 250,000 207,950 205,660 196,939 198,007 200,000 200,000 187,221 187,227 150,000 150,000 100,000 100,000 50,000 50,000 - - 2015 2016 2017 2018 2019 2020 2015 2016 2017 2018 2019 2020 Automotive Apparel 75,000 100,000 91,436 90,618 90,000 65,000 61,427 83,009 59,051 60,482 80,233 54,028 80,000 55,000 68,623 48,089 70,000 45,000 41,993 60,487 60,000 35,000 50,000 25,000 40,000 30,000 15,000 20,000 5,000 10,000 (5,000) 2015 2016 2017 2018 2019 2020 - 2015 2016 2017 2018 2019 2020 Agriculture 50,000 48,728 45,424 45,326 46,324 45,000 41,317 40,000 36,505 35,000 30,000 25,000 20,000 15,000 10,000 5,000 - 2015 2016 2017 2018 2019 2020 Page57 2 Sales Tax Revenue Comparisons by Industry - Inside City Area (Jan. - Sep. 2020) 2015 2016 2017 2018 2019 2020 % Of % INDUSTRY NAME Actual Actual Actual Actual Actual Actual Total Change Grocery (54) 1,911,946 2,105,268 2,208,412 2,339,392 2,225,836 2,585,726 36.3% 16.2% Food/Beverage (58) 1,560,195 1,702,106 1,802,564 2,037,219 2,077,103 1,542,859 21.7% -25.7% Communications/Utilities (40-48) 39,484 444 327 2,061 830 499 0.0% -39.9% Building Matl's/Construction (15, 52) 1,030,357 1,089,578 1,150,335 1,272,405 1,291,399 1,587,950 22.3% 23.0% Services (70-79) 765,311 818,206 867,323 868,879 847,567 540,454 7.6% -36.2% General Merchandise (53,59) 787,730 739,084 662,449 728,107 655,559 435,779 6.1% -33.5% Manufacturing (20-26) 97,105 100,145 428,479 364,163 478,354 165,394 2.3% -65.4% Finance/Leasing (60-61) 33,045 36,121 37,666 36,806 43,615 (21,510) -0.3% -149.3% Furniture (57) 83,393 71,106 64,202 92,931 98,892 76,861 1.1% -22.3% Wholesale (50) 34,087 44,751 50,045 52,469 70,167 60,604 0.9% -13.6% Automotive (55) 40,691 46,731 53,834 61,411 58,477 60,479 0.8% 3.4% Apparel (56) 52,135 58,636 65,794 67,961 64,332 52,057 0.7% -19.1% Agriculture (1) 33,323 35,726 36,586 39,745 40,445 37,769 0.5% -6.6% Totals 6,468,802 6,847,901 7,428,016 7,963,550 7,952,576 7,124,921 % Of Change 8.9% 5.9% 8.5% 7.2% -0.1% -10.4% Jan. - Sep. 2020 In-City Sales Tax Comparison by Industry to Prior Years 3,000,000 Grocery (54) 2,500,000 Food/Beverage (58) 2,000,000 Communications/Utilities (40- 1,500,000 48) Other 1,000,000 Building Matl's/Construction 500,000 (15, 52) Services (70-79) - 2015 2016 2017 2018 2019 2020 Jan. - Sep. 2020 Sales Tax Comparison to 2019 3,000,000 2,500,000 2020 2,000,000 2019 1,500,000 1,000,000 500,000 - 58 Sales Tax Revenue Comparisons by Industry - Outside City Area (Jan. - Sep. 2020) 2015 2016 2017 2018 2019 2020 % Of % INDUSTRY NAME Actual Actual Actual Actual Actual Actual Total Change Grocery (54) 26,608 29,344 28,335 29,934 43,914 47,020 1.1% 7.1% Food/Beverage (58) 2,843 4,093 5,872 12,343 29,369 38,575 0.9% 31.3% Communications/Utilities (40-48) 1,052,669 1,155,308 1,158,517 1,110,585 1,329,598 1,247,160 30.0% -6.2% Building Matl's/Construction (15, 52) 112,002 192,741 184,499 221,807 313,401 267,600 6.4% -14.6% Services (70-79) 112,704 144,579 181,454 229,460 290,352 287,328 6.9% -1.0% General Merchandise (53, 59) 398,029 411,443 497,113 720,528 818,416 1,309,899 31.5% 60.1% Manufacturing (20-26) 63,557 84,766 85,143 124,466 205,778 164,935 4.0% -19.8% Finance/Leasing (60-61) 213,007 235,318 248,656 333,839 320,056 340,757 8.2% 6.5% Furniture (57) 113,546 136,844 141,458 147,938 150,440 203,532 4.9% 35.3% Wholesale (50) 153,135 142,476 147,962 208,404 175,439 209,812 5.0% 19.6% Automotive (55) 1,303 1,358 194 16 574 3 0.0% -99.5% Apparel (56) 8,351 9,988 14,439 15,048 27,104 38,561 0.9% 42.3% Agriculture (1) 3,182 5,591 8,838 8,983 4,881 8,555 0.2% 75.3% Totals 2,260,935 2,553,849 2,702,481 3,163,350 3,709,324 4,163,737 % Of Change 2.0% 13.0% 5.8% 17.1% 17.3% 12.3% Jan. - Sep. 2020 Sales Tax Comparison by Industry to Prior Years 1,400,000 Grocery (54) 1,200,000 Food/Beverage (58) 1,000,000 Communications/Utilities (40- 800,000 48) Other 600,000 Building Matl's/Construction 400,000 (15, 52) Services (70-79) 200,000 General Merchandise (53, 59) - 2015 2016 2017 2018 2019 2020 Jan. - Sep. 2020 Sales Tax Comparison to 2019 1,400,000 1,200,000 2020 1,000,000 2019 800,000 600,000 400,000 200,000 - 59 Restaurant Graphs Jan - Sep 2020 Restaurants - All Locations 3,000,000 Annual Sales Tax 2,500,000 Downtown 2,000,000 SBR/Hwy 42 1,500,000 1,000,000 Louisville Plaza 500,000 McCaslin - Interchange 2013 2014 2015 2016 2017 2018 2019 2020 Restaurants - All Locations 300,000 250,000 200,000 2016 2017 150,000 2018 100,000 2019 2020 50,000 - Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Restaurants - Downtown 100,000 90,000 80,000 70,000 2016 60,000 2017 50,000 2018 40,000 2019 30,000 2020 20,000 10,000 - Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 60 Restaurant Graphs Jan - Sep 2020 Restaurants - SBR/Hwy 42 20,000 18,000 16,000 14,000 2016 12,000 2017 10,000 2018 8,000 2019 6,000 2020 4,000 2,000 - Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Restaurants - Louisville Plaza 20,000 18,000 16,000 14,000 2016 12,000 2017 10,000 2018 8,000 2019 6,000 2020 4,000 2,000 - Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Restaurants - McCaslin 100,000 90,000 80,000 70,000 2016 60,000 2017 50,000 2018 40,000 2019 30,000 2020 20,000 10,000 - Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 61 Restaurant Graphs Jan - Sep 2020 Restaurants - Interchange 100,000 90,000 80,000 70,000 2016 60,000 2017 50,000 2018 40,000 2019 30,000 2020 20,000 10,000 - Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 62 CITY OF LOUISVILLE 2020 HISTORICAL SALES TAX REVENUE (COMPARISONS FROM 2013 - 2020) 09/30/2020 MONTH 2013 2014 2015 2016 2017 2018* 2019 2020 January 777,242 798,792 930,279 886,723 1,052,366 1,141,972 1,071,558 1,146,885 February 669,879 708,164 751,446 920,875 864,842 984,046 936,429 1,010,556 March 820,313 891,756 966,850 1,054,128 1,182,825 1,254,090 1,334,863 1,453,347 April 870,965 990,489 926,082 949,906 1,044,230 1,131,949 1,159,948 1,043,220 May 918,954 928,421 931,057 1,032,963 1,183,115 1,284,619 1,223,169 1,104,718 June 895,906 1,013,900 1,116,715 1,216,853 1,336,406 1,458,894 1,579,107 1,620,670 July 856,770 866,647 1,026,333 1,136,035 1,137,813 1,247,212 1,366,196 1,231,987 August 821,538 983,356 983,178 1,050,800 1,119,641 1,198,848 1,488,654 1,176,398 September 1,017,791 974,352 1,097,796 1,153,466 1,209,258 1,425,270 1,501,976 1,500,877 October 827,461 876,022 948,794 1,003,857 1,154,708 1,187,020 1,338,241 - November 812,544 867,460 933,235 1,005,580 1,112,434 1,113,867 1,208,379 - December 1,125,418 1,294,297 1,360,790 1,420,942 1,554,048 1,889,403 1,878,105 - Total Tax$ 10,414,782 $ 11,193,655 $ 11,972,557 $ 12,832,129 $ 13,951,686 $ 15,317,190 $ 16,086,625 $ 11,288,658 Tax Variance % 6.8% 7.5% 7.0% 7.2% 8.7% 9.8% 5.0% -29.8% QUARTERLY SUMMARY 2013 2014 2015 2016 2017 2018* 2019 2020 1st Quarter 2,267,435 2,398,712 2,648,576 2,861,726 3,100,032 3,380,108 3,342,849 3,610,788 2nd Quarter 2,685,825 2,932,810 2,973,855 3,199,722 3,563,751 3,875,462 3,962,225 3,768,607 3rd Quarter 2,696,099 2,824,355 3,107,307 3,340,301 3,466,712 3,871,330 4,356,826 3,909,262 4th Quarter 2,765,423 3,037,779 3,242,820 3,430,379 3,821,190 4,190,290 4,424,725 - Tax Incr/(Decr) 289,235 128,256 282,952 232,995 126,411 404,617 485,496 (447,564) Tax Variance % 12.0% 4.8% 10.0% 7.5% 3.8% 11.7% 12.5% -10.3% * Includes Recreation/Senior Center tax rate of .15% or 4.3% increase in total tax rate. Historical Sales Tax Revenue - 3rd Quarter 2020 Comparison 5,000,000 4,500,000 4,000,000 3,500,000 3,000,000 2,500,000 2,000,000 1,500,000 1,000,000 500,000 - 2013 2014 2015 2016 2017 2018* 2019 2020 63 ),1$1&(&200,77(( &20081,&$7,21 68%-(&7 121352),7)81',1*5(48(676)25 '$7( 129(0%(5 35(6(17('%< .(9,1:$7621),1$1&('(3$570(17 6800$5< 7KH 5HFRPPHQGHG 2SHUDWLQJ &DSLWDO %XGJHW LQFOXGHV IRU JUDQWVFRQWULEXWLRQVWRQRQSURILWDJHQFLHVIRUHDFK\HDU7KHIROORZLQJWDEOHVKRZVWKH DFWXDOJUDQWVIURPWKH&LW\RI/RXLVYLOOHWRQRQSURILWDJHQFLHVIRUWKURXJK7KH ILQDOWZRFROXPQVFRQWDLQIXQGLQJUHTXHVWVIRUDQG ),1$1&(&200,77((&20081,&$7,21 64 68%-(&7 121352),7)81',1*5(48(676)25 '$7( 129(0%(5 3$*(2) $WWDFKHGDUHFRSLHVRIDOODFWXDODSSOLFDWLRQVUHFHLYHGE\WKH)LQDQFH'HSDUWPHQW6WDII KRSHVWRUHFHLYHWKH&RPPLWWHH¶VUHFRPPHQGDWLRQVIRUWKHDQGJUDQWV7KHVH UHFRPPHQGDWLRQVZLOOWKHQEHSUHVHQWHGWRWKHIXOO&LW\&RXQFLOLQ'HFHPEHUIRUILQDO DSSURYDO7KHDSSOLFDQWVZLOOEHQRWLILHGLQ-DQXDU\DQGWKHDFWXDOGLVEXUVHPHQWRIIXQGV ZLOOEHPDGHLQ)HEUXDU\RU0DUFK &,7<&281&,/&20081,&$7,21 65 GRANT APPLICATION FOR NON-PROFIT ORGANIZATIONS Please answer the following questions as concisely as possible in the space provided. If additional information is required, it will be requested by e-mail or telephone after the Finance Committee has reviewed the application. The proposal summary should be signed by both an official of the agency's governing board and, if applicable, the agency’s director. One (1) hard copy of the application and all required attachments should be submitted to: City of Louisville Kevin Watson Director of Finance 749 Main Street Louisville, CO 80027 Or in pdf-format via e-mail to: [email protected] Applications are due on or before 5:00 p.m., Monday, September 7, 2020 Required Attachments: x List of Board of Directors and key officers or active volunteers. x Copy of agency's 501(c)(3) tax ruling from IRS. Organization Association for Community Living in Boulder & Broomfield Counties Program Title or “General Operating” General Operating Contact Person Kimberly DeGraff Title Development Director Address 624 Coffman St. Longmont, CO 80501 Telephone 303-527-0008 E-Mail [email protected] Program Duration (if applicable) Begin ongoing End Anti-Discrimination Policy (Required) Yes X No Other 2021 2022 Grant Amount Requested for 2021 and/or 2022 $ 1,000. $ 1,000. 66 CITY OF LOUISVILLE, COLORADO GRANT APPLICATION FOR NON-PROFIT ORGANIZATIONS 1. Organizational background: What is the mission of your organization? Briefly present the strategies you use to achieve your mission. What is the source of information used to verify the need for the services your organization provides? The mission of the ACL is to promote and protects the rights of people with intellectual and developmental disabilities to be included as a natural and integral part of community life. The most recent, local sources of information regarding the advocacy needs of people with IDD are the State of Colorado Audit of Community Centered Boards and the Boulder County IDD Needs Assessment 2018. The rights of people with IDD are protected by law, yet without advocacy services, people with IDD still experience significant barriers to access. Without independent advocacy it is very difficult for people with IDD to access complex and fragmented health and long-term care systems, public assistance programs, public schools, higher education systems, employment opportunities and the community. People with IDD are excluded from community arts, music, recreation and leisure activities and it is difficult for people with IDD to feel welcome at community activities. Our vision for the future is that all communities welcome and value the contributions and participation of people with intellectual and developmental disabilities. The powerful idea “nothing about us without us” drives a self-advocate movement of people with IDD who know who they are, what they want their lives and their communities to look like, what they have to contribute to the world, and what support they need in order to fully participate. People are often excluded from decisions about their own lives, decisions about building support systems that will create a healthy, fufilling life and decisions about their own futures. The following goals reflect our intent and strategic planning to achieve our mission and vision. x Advocate for and protect the human rights of people with intellectual and developmental disabilities x Amplify the voices of people with IDD x Actively Engage families and allies in the lives of people with IDD x Support people with IDD to create fulfilled lives x Change cultures, attitudes and systems through partnership x Share expertise and advocacte in the community x Model professionalism, adaptability and responsiveness to the needs of people with IDD 2. Program description: What are the specific activities/programs for which you are requesting funding? If requesting general/operating support, provide an overview of the organization’s activities. CURRENT PROGRAMS-ADVOCACY & COMMUNITIES IN ACTION. Population Served-1 in 65 people in the US have intellectual/developmental disabilities, but only half of these people are known to the systems that exist to support them. Today, people with IDD are 4-10 times more likely to be the victims of crime, children with disabilities are 3-4 times more likely to be abused, 83% of women and 32% of men with IDD are the victims of sexual assault, and people with IDD are disproportionately represented in our prison population and juvenile corrections systems though they do not commit more crimes. Our target population is people, in Boulder & Broomfield Counties, with IDD, from birth to end of life, regardless of gender, income level, or ethnicity. When family members are involved they are included in the advocacy process to develop support systems and skills for self-advocates. We also work with professionals and the community in Boulder and Broomfield Counties. ACL supports children in BVSD and SSVSD. The ACL creates opportunities for people with IDD to participate in typical activities throughout their communities. We provide advocacy and trainings to self advocates, familes and professionals that raise awareness, broaden perceptions within the community and deepen the community’s capacity to include people with IDD. ACL Advocacy Program Activities include: x Individualized advocacy comprised of consultation, meeting attendance, system navigation, individualized planning, crisis mitigation, individualized training/coaching for people with IDD, families, professionals x Conduct public policy/systems advocacy x Resource and facilitate Self-Advocates Becoming Empowered (SABE) x Resource the ACL Public Policy Committee priorities recommended by SABE ACL Communities In Action Program Activities include: 67 x Create opportunities for people with IDD to meet other people in the community x Educate people with IDD about relevant issues and inform about local resources x Act as a liaison to community opportunities x Provide training and educational presentations to disability and non-disability organizations and community connections x Sponsor and consult with community organizations x Participate regularly in community networking and interagency groups x Cultivate relationships with organizations that support our mission x Collaborate with local school districts around events and information sharing x Facilitate parent network groups 3. Program measurements: Provide the following information for the program/activities for which funding is requested: x Quantitative measures: For example, describe the overall population and geographic area targeted for service, with more specific information about the population you expect to reach in Louisville. Our target population is people with IDD, from birth to end of life, their families, and community professionals in Boulder & Broomfield Counties regardless of gender, income level, or ethnicity. ACL supports children in BVSD & SSVSD. Numbers Served - In 2019, 324 unduplicated people received advocacy services from the ACL. They had over 3840 effort hours. 136 of these people were children whose advocacy improved inclusion in public general education classrooms. 188 adults received advocacy to improve stability, independence, and self-suffuciency. In addition to direct advocacy, we had 4418 attendance in our group activities and/or trainings. This attendance is not unduplicated because the same person can attend multiple events and we do not collect demographic information on event attendees. 14 unduplicated Louisville residents with IDD and 30 family members received individual advocacy. This is approximately 5% of our clients and Louisville residents had over 220 times they attended ACL events and/or support groups in 2019. The trending of our data shows that the efforts of the ACL are having a positive impact on short and medium-term outcomes. Income reported from the 324 people receiving advocacy was: 59% have extremely low incomes, (less than or equal to 30% AMI), 2% Very Low-Income (31% - 50% AMI), 2% Low Income, (50% - 80% AMI), 1% Median Income: (81% - 100% AMI), 6% Not Low-Income, (Above 100% of AMI), 30% unknown. Advocacy is an essential component of the local human service ecosystem. x Qualitative measures: How will you measure the success of this program/activity? To measure progress we use a customized database that connects our advocacy efforts to the 21 domains of the Self Sufficiency Matrix and to the outcomes reached for the people who receive individual advocacy. We analyze this data annually. This analysis shows us the tangible impacts of our work and patterns that we use to make informed program development decisions and that give us empirical verification that we are effective in our work and that we have an impact on our community. We evaluate our programs on an ongoing basis to assess our success in meeting goals. We are balancing the black and white of our data analysis with the stories of the people we serve who breathe life into the work that we do and whose input enables us to co-create solutions to the barriers people with IDD face. We define success as access to general education, housing, health care, employment and the opportunity to participate fully in the experiences of life and to contribute to your community. Success for the people we serve is having the ability to navigate systems and advocate as independently as possible for their needs. We expect to accomplish our mission through the activities we provide. In 2016, we completed a needs assessment of the people we serve and in 2017, we developed evaluation tools including surveys, pre and post tests and efficacy assesments for our trainings. For people who receive direct advocacy progress towards outcomes will be measured across the 21 domains of the Self-Sufficiency Matrix (SSM). The domains include but are not limited to: housing, food, relationship safety, employment, transportation. We also relationally connect demographic information and program participation in our database which gives us the capability to report how our daily work results in long term impact on our community. In the future, we hope to see a decrease in demand for individual advocacy as people with IDD increase their advocacy skills and find success in accessing their community. We measure to outcomes, beyond the indicators of program participation, beyond how many people we served. 4. Evaluation: If you offered this program in the past year, provide a brief description of successes and challenges. What, if any, changes will you implement to address this evaluation? 68 We are the safety net’s safety net because the people we serve fall through the gaps in the multiple service systems people with IDD have to navigate. The following is our fourth annual summary of results of the ACL’s use of the Self- Sufficiency Matrix. A review of the data suggests that, in 2019, the person-centered interventions used at the ACL produced positive change in 17 out of 21 SSM domains. Our advocacy efforts are showing trends. When we are dealing with people in crisis the crises are more severe and we are using more advocates across skill sets to work together to alleviate these crises and a more collaborative team approach across multiple organizations and agencies to alleviate these crises. These crises also necessitate a great amount of advocacy hours to assuage. A number of these situations involve work with the justice system and service system navigation. In the years we have reported on each domains change we have learned that the change, although overall is in a positive direction, it is in very small increments from vulnerable to safe and people fall back into crisis. Stability and thriving are elusive. In 2020, we will be creating data architecture to report on how many people we work with in each domain and what the outcomes are for people rather than continuing to report on each domains change. 69 CITY OF LOUISVILLE, COLORADO GRANT APPLICATION FOR NON-PROFIT ORGANIZATIONS 5. Leadership: x How many people serve on your Board of Directors and how many of these are Louisville residents? From year to year the ACL has between 10-15 members of our Board of Directors. As of February 2020, we have 11 Board members. Three of them are family members of people with IDD and 2 members are people with IDD themselves, self-advocates. No one from Louisville is currently serving on our board. x How many staff does your organization employ and what is the total full-time equivalent? Are any of your staff members Louisville residents? The ACL employees 15 people, totaling 13 FTE. Two of our staff members are Lousiville residents. x Does your organization utilize volunteers? If yes, provide a brief description of their role and the approximate number of volunteer hours donated in a year. We are fortunate to have membership from which we can fill our volunteer needs which are mainly office and event support. x Who will be responsible for the administration of the program or service? Our ED provides executive direction and administration for our programs. Our Program Director is the direct supervisor for our programs including supervision of the advocates facilitating the programs. 6. Please identify any other agencies/organizations that are currently providing similar services to the targeted population. Describe any cooperative or collaborative efforts between your organization and the other agencies. We provide expertise and collaborate with over 150 organizations and agencies. Organizational collaboration extends to several groups in the state including Legal Center for Older People and People with Disabilities, Independent Living Centers, and the Colorado Cross Disability Coalition. These relationships have developed through collaboration on large training projects and in the course of providing support to people with IDD which often requires intensive, multidisiplinary team work. This has led to strong ties between the ACL and our local Community Centered Board- Imagine!, Boulder Valley School District, St. Vrain Valley School District, The Autism Society of Boulder, other Arcs, Community clinics, adult system service providers, Senior Services, Adult and Child Protective Services and the Justice system. We participate on the Boulder County Human Service Allliance, an organization of over 70 human service nonprofits that coordinate their efforts to leverage their collective impact locally. Levels of collaboration include: cooperation, coordination, collaboration and integration and these range from informal relationships to becoming business partners with shared responsibilities and risks. We have ongoing collaboration efforts with Boulder County HHS. We are co-creating solutions to the problems we see in our local human service ecosystem where holes in our safety net can be filled. We connect the dots between the communities support of people with IDD through a county mill levy tax. The IDD Fund supports the efforts of the organizations that provide support and services to people wit IDD. In response to Covid-19 we are collaborating with Boulder County HHS, Imagine (local CCB), and Center for People with Disabilities to create a process for the disbursement of emergency funds. This was a project that we were working on when Covid made it urgent. Another urgent need collaboration we are working on is with Boulder County Jail. The urgency of Covid has spurred progress on our collaboration to identify people with IDD who are in jail and with advocacy support and connections to local resources they can reenter the community. 7. Please include any additional information that would be helpful to the Finance Committee in evaluating your agency's need for funding. NPR reported on Morning Edition, "In New York, the state with the most deaths from COVID-19, people with developmental disabilities die at a rate 2.5 times the rate of others who contract the virus." COVID-19 threatens the physical and mental health, and the economic future of everyone on Earth but people with IDD are among the most vulnerable. They are more likely to be already medically fragile, live in poverty, reside in congregate settings, be homeless or incarcerated, socially isolated, undocumented, have low-wage jobs, unmet health care and other basic needs, aging caregivers, or no family support at all. They are in our community, in 70 Lousiville, they are our neighbors. People with IDD face barriers to receiving services due to the threat of transmission of COVID-19, the current Shelter at Home orders, long standing direct support workforce shortages, and the wholesale move to online modes of delivery for many essential services. Due to lack of information/communication technology, people are experiencing huge challenges when trying to participate in or benefit from services delivered online and they often do not have accessible and accurate information about COVID- 19 they need to understand and follow vital protective measures. The threat of medical rationing based upon disability presents a human rights crisis for people with IDD and requires extensive state and federal level advocacy. Colorado systems face serious cuts in funding and are struggling to provide the services they normally provide. This translates into a reduction in support at a time when more support is needed for people with IDD to safely live in the community This disproportionate impact on people with IDD and their families makes them more vulnerable and in need of advocacy to and ensure they are not made more vulnerable due to disability bias, or because they lack access to the long term care services and supports they need These are not ordinary times and an ACL advocate may be the only contact some people have during crisis. ACL catches the people with IDD who fall through the cracks in the safety net. We ensure their basic needs met, that their human rights are protected, and that they are protecting themselves and their community from the threat of the Covid-19 virus by following the necessary precautions. During Covid the ACL ‘s activities also include: Daily local, state, federal government agency meeting attendance to gather information and monitoring of potential threats to people with IDD and their families (such as Medical rationing on the basis of disability). Direct communication/advocacy with state and local government agencies and leaders (including the Joint Budget Committee, the Governor’s Office, Health Care Policy & Financing, Boulder County Housing and Human Services) to provide information and prevent/reduce harm to people with IDD resulting from policy and legislative change, and budget decisions. Design and begin to roll out new collaborative program to respond to the most challenging situations faced by people with IDD who are incarcerated during COVID-19 (Boulder County Jail Transition Project,) Close contact with the people we serve to offset isolation and practive/teach new forms of technology to participate in community (practice phone skills, 1:1 Zoom trainings by phone/internet, and Zoom Made Easy videos). Gather vast amount of complex information about the many aspects of COVID-19 and translate into visually supported/plain language materials and video that is accessible to people with IDD. Share materials with the people and families we serve via mail, email, social media, through community partner agencies, and statewide advocacy groups (such as COVID-19, Patient Rights and People with Disabilities Infographic, How To War and Wash a Mask, Plain Language Information on COVID-19). Directly advocating with people with IDD in crisis due to lack of access to services and supports resulting from COVID-19, increased abuse as an unintended consequence of Shelter at Home, and system failures or the collateral impact of these things on the physical, mental, and financial health of people with IDD and their families. Consulting/supporting people with IDD and families to plan through crisis and access emergency Boulder County mil levy funding. Recommending and working collaboratively with local government to create a new program (IDD Emergency Funds Review Team) to direct emergency mil levy funds to people with IDD in Boulder County. Making COVID-19 check in calls to people served since January 2019 to check they are well and see if they have any basic needs. This often results in follow up such as advocacy support to address unmet service/support needs, a mask, food. 71 CITY OF LOUISVILLE, COLORADO GRANT APPLICATION FOR NON-PROFIT ORGANIZATIONS Please list all funding sources anticipated for your 2021-2021 fiscal years for the entire program/agency. Estimated/Requested Percent Source of Funding Funding Amount of Total Local County Government Contracts 138,635 15% arc Thrift Store Distribution 681,655 73% Contributions 6,200 .7% Membership 2,400 .3% Foundation Grants 100,000 11% I swear or affirm that the above information is true and correct to the best of my knowledge and belief. Signature Signature Cynda's Electronic signature.pdf Ailsa Wonnacott Cynda Collins-Arsenault Agency Director Board President 303-527-0888 303-527-0888 Telephone Number Telephone Number [email protected] [email protected] E-Mail Address E-Mail Address Applications may be considered public record after presentation to the Finance Committee pursuant to City Ordinance and the Colorado Open Records Act. The City will notify the applicant of any request for disclosure and it will be the responsibility of the applicant to object and to pursue any legal actions pursuant to Colorado law. An applicant shall notify the City within 24 hours of notification by the City of request for disclosure of the applicant’s objections to disclosure and the applicant’s intent to pursue lawful protection under Colorado law. Any proprietary or otherwise sensitive information contained in the application is subject to potential disclosure. Submitting it waives any recourse with respect to disclosure and indemnifies the City for any charges directly related to the City’s disclosure. 72 ACL Board of Directors 2020 Mario Sanchez Ellen Burnes Longmont, CO Longmont, CO [email protected] [email protected] Term Exp. 12/31/21 Term Exp. 12/31/2023 Software Product Manager Educator Board Treasurer Finance Committee Chair Merrell Glustrom Mark Doherty Boulder, CO Longmont, CO [email protected] [email protected] Term Exp. 12/31/2022 Term Exp. 12/31/20 Writer Board Vice President Building Committee Attorney Board Chair & Governance Committee Karen Zeid Boulder, CO Mary Hagler [email protected] Superior, CO Term Expired 12/31/21 [email protected] Realtor Term Exp. 12/31/20 Public Policy Committee Board Co-President IT Professional Marc Cowell Board Vice Chair & Outreach Committee Erie, CO [email protected] Juli Macenzie Term Exp. 12/31/2021 Erie, CO Executive Director Our Center [email protected] Public Policy Committee-Chair Term expires 12/31/2021 Human Services Professional Cynda Collins-Arsenault Board Secretary & Outreach Committee Superior, CO [email protected] Robert Enderson Term Exp. 12/31/2023 Longmont, CO Board Co-President [email protected] Philanthropist Term Exp. 12/31/2021 Executive & Governance Committee Food Industry Public Policy Committee Linsey Anderson Boulder,CO [email protected] Term Exp. 12/31/2021 Writer/Administrative Assistant 73 74 GRANT APPLICATION FOR NON-PROFIT ORGANIZATIONS Please answer the following questions as concisely as possible in the space provided. If additional information is required, it will be requested by e-mail or telephone after the Finance Committee has reviewed the application. The proposal summary should be signed by both an official of the agency's governing board and, if applicable, the agency’s director. One (1) hard copy of the application and all required attachments may be submitted to: City of Louisville Kevin Watson Director of Finance 749 Main Street Louisville, CO 80027 Or in pdf-format via e-mail to: [email protected] Applications are due on or before 5:00 p.m., Monday, September 7, 2020 Required Attachments: x List of Board of Directors and key officers or active volunteers. x Copy of agency's 501(c)(3) tax ruling from IRS. Organization Boulder County RSVP Board,Inc DBA Cultivate (formerly Boulder County CareConnect) Program Title or General Operating Contact Person Katie Ellenwood Title Grant Manager Address 6325 Gunpark Dr. # F Boulder CO 80301 Telephone 303-443-1933 x 403 E-Mail [email protected] Program Duration (if applicable) Begin Ongoing End Ongoing Anti-Discrimination Policy Yes x No 2021 2022 Grant Amount Requested for 2021 and/or 2022 $ 3,000 $ 3,000 75 CITY OF LOUISVILLE, COLORADO GRANT APPLICATION FOR NON-PROFIT ORGANIZATIONS 1. Organizational background: What is the mission of your organization? Briefly present the strategies you use to achieve your mission. What is the source of information used to verify the need for the services your organization provides? In 1972 seniors came together to find solutions for critical issues they faced as they aged. Thanks to their initiative, Boulder County RSVP Board Inc., dba Cultivate, joined a growing peer-driven movement to promote self-sufficiency, dignity and concrete solutions. Over the past 48 years, our organization continues to take inspiration from our founders who came together to share their strengths and mitigate their challenges. Cultivate provides unique services, which minimize isolation, meet basic human needs and help prevent unnecessary institutionalization. In 2018, we changed our name to Cultivate and updated our mission: help seniors flourish through active engagement with their community. In 2019, Cultivate’s services reached nearly 13% of all Boulder County seniors by serving nearly 7,700 adults over the age of 60 and their family members. Cultivate promotes self-sufficiency, safety and health, despite advancing age or ability. We are an innovative leader in the field of aging services and our Safety Net Services make a true impact on seniors’ ability to age in place with support and dignity. Boulder County is facing a boom in its aging population. According to the Boulder County Area Agency on Aging (BCAAA), Boulder County’s population is aging at one of the fastest rates in Colorado. The current estimation is that 13% of Boulder County residents are 65 or older with a projected increase to 20% by 2030. According to the 2018 Boulder County Trends Report, 60% of residents 65 or older have a physical or mental disability and 31% report feeling lonely or isolated. As our community ages, more and more individuals plan to age in place and look for assistance to remain independent with community support. The Aging in Boulder County: Past, Present, Future Report found that nearly 76% of people aged 65 and older wish to remain in their homes while staying active in the community. Although Boulder County and surrounding economies are booming, many older adults do not benefit directly from this growth. Seniors face increasing medical, housing, utility and other costs and the consequences of rapid urbanization often increase their isolation and vulnerability. Of those who provide income documentation, 95% of seniors enrolled in Cultivate’s services live near or below the poverty level. Through Cultivate’s free Safety Net Services, we fill a gap among services that target this vulnerable population and meet seniors’ critical needs for food, healthcare, and personal safety. By providing seniors the tools they need to age independently in their homes and communities, we provide a critical resource for older adults who “fall through the cracks” in our communities. What makes Cultivate unique, however, is that not only do we provide direct services to seniors, but we also facilitate the connections that make seniors feel valued and engaged with their community. True to our origin mission, Cultivate builds on the strength of community volunteers, the majority of whom are age 55+ to support their neighbors. 76 2. Program description: What are the specific activities/programs for which you are requesting funding? If requesting general/operating support, provide an overview of the organization’s activities. The organizational goal of Cultivate is to continue to build the capacity to meet the needs of the rapidly growing older adult population in Boulder County and beyond through effective management of volunteer- powered Safety Net Services. Specific goals for 2020-2021 include 1) institute scalable, adaptable programs that increase services, volunteers, clients, and geographic reach; 2) Boulder County and beyond, establish awareness of, engagement with and loyalty to Cultivate; 3) increase and diversify assets to provide more services to more people in more locations; and 4) whole-organization commitment to Diversity, Equity and Inclusion. Current Programs including Safety Net Services: Cultivate provides five Safety Net Services which directly impact adults age 60+ while creating meaningful volunteer opportunities that directly impact the quality of life of seniors and their families. Cultivate programs are provided free of charge and our bilingual staff increase access to a wide range of community members. In 2019, the Medical Mobility program transitioned to VetsGo in response to a growing community need. VetsGo provides medical transportation for US Military veterans age 60+ and their senior family members. VetsGo clients reside in Adams, Boulder, Broomfield, Jefferson, Larimer and Weld Counties. In addition, Cultivate offers three Community Outreach Programs to assist older adults in need of services beyond what our direct programs offer. PROGRAMS 2019 SERVICE LEVELS 2020 SERVICE GOALS 1. Carry-Out Caravan: Grocery 4,662 Grocery orders 4,895 Grocery orders delivery service. Reliable access to 211 Clients 222 Clients nutrition through grocery delivery. 6,721 Service hours 7,057 Service hours 117 Volunteers 85 Volunteers 2. VetsGo: Escorted rides to and 3,772 Coordinated rides 3,961 Coordinated rides from medical appointments; 3,473 Service hours 3,647 Service hours reliable access to medical care for 171 Clients 180 Clients senior veterans and their family 66 Volunteers 69 Volunteers members. 3. Fix-It: Minor home repairs, 324 Clients 340 Clients wheelchair/walker repairs, and 1,154 Service hours 1,212 Service hours grab bar installation; fall 19 Volunteers 20 Volunteers prevention. 4. YardBusters: Basic yard clean 80 Clients 84 Clients up; injury prevention. 1,061 Service hours 1,485 Service hours 171 Volunteers 250 Volunteers 5. SnowBusters: Snow and ice 203 Clients 215 Clients removal; fall prevention. 3,077 Service hours 3,231 Service hours 99 Volunteers 104 Volunteers 6. RSVP 55+ Volunteer Program: 21,692 Service hours 21,692 Service hours Volunteer match for seniors in the 346 Volunteers 346 Volunteers community. 77 7. File of Life: Free medical 3,500 packets distributed 3,500 packets distributed information cards to assist emergency responders. 8. Resources & Referrals: > 2,000 callers helped > 2,000 callers helped Provide information for callers. Goals were set prior to COVID-19 Pandemic. While individual program goals will be shifted, overall client and service goals will be met. 3. Program measurements: Provide the following information for the program/activities for which funding is requested: x Quantitative measures: Cultivate plays an essential part in making Louisville and the rest of Boulder County an age friendly community by serving a vulnerable senior population. Vulnerability among seniors includes economic insecurity, social isolation, inadequate housing, inaccessible transportation, food insecurity, marginalized identities and other barriers to community and services. Boulder County census data reports the Area Median Income in Boulder County to be $76,100 per year. However, 14% of the individuals in Boulder County and 11% of its families had incomes below the poverty line. According to the U.S. Census Bureau's American Community Survey, the Boulder County residents struggling to live by themselves on below-poverty-level incomes include 7% of the county's elderly. More than 90% of enrolled Cultivate Safety Net Service participants that provide income documentation live near or below the federal poverty level. Cultivate collects daily quantitative client data and evaluates this monthly to ensure programs are progressing appropriately toward annual goals. In 2019, 56% of clients served in Louisville were female; 36% of Louisville clients had a self-reported disability or mobility issues; and 62% of Louisville clients that reported income were classified in the Boulder County Area Median Income as extremely low income to low income. 32% were in their 60s, 24% were in their 70s, 24% were in their 80s and 20% were in their 90s. x Qualitative measures: How will you measure the success of this program/activity? Cultivate uses the Social Determinants of Health, the evidence-based model that represents the broad range of social and physical factors that impact health and quality of life, to ensure the effectiveness and relevance of our Safety Net Services. We focus on three Determinants: Food and Nutrition; Health and Well-Being; and Safety as our model for structuring and implementing our programs. We use an Evaluation Cycle that includes planning, implementation, data collection, analysis and reporting. We review progress monthly and respond to program challenges. We build into our evaluation process the “theory of change” model. We document all activities, outputs, outcomes and success measures to evaluate our programs. We document all requests for program services and document outcomes using quantitative data and client surveys. In addition to quantitative data, we regularly solicit feedback from volunteers and clients, and conduct program-specific surveys to help evaluate program impact, achievement and areas that need to be modified or improved. Based on annual client surveys conducted each spring, we anticipate 85% of Safety Net clients served will report feeling a greater sense of independence, will have more social support, will have greater access to food and will have more confidence in their ability to age in place. 78 4. Evaluation: If you offered this program in the past year, provide a brief description of successes and challenges. What, if any, changes will you implement to address this evaluation? The most recent evaluation indicates that of those who gave us an opinion: x 98% of clients who ordered groceries at least once a month in 2019 reported that the program helps them access food and food resources. x 93% of clients who used our VetsGo services in 2019 reported they are able to get to medical appointments as a result of the program. x 85% of clients who have received Fix-It services volunteers in 2019 reported that they have more social support as a result of the volunteers. Due to a loss of funding, our former Medical Mobility program closed on January 1, 2019. However, a growing demand for transportation to VA facilities led Cultivate to launch a new program on April 1, 2019 that focuses on providing medical transportation to military veterans and their family members age 60+. VetsGo was extremely successful in its first year both in service levels and for securing new funding. While we only operated the program for nine full months, we came extremely close to providing the level of service our former Medical Mobility program was providing in a full 12 months. We are excited to continue to build on the momentum of this program and increase service in each subsequent year. Cultivate has found new funders that have invested heavily in this program allowing us to plan for greater expansion into Broomfield, Adams, Jefferson, Weld and Larimer Counties. Lessons Learned One of the most significant lessons learned in 2019 was how each of Cultivate’s programs provides such a unique opportunity for our volunteers to engage in the community. While we know that volunteers are the heart of our programs and that our services could not be fulfilled without the investment of our volunteers, we also learned that even the smallest shift in the delivery of services can alter the entire volunteer experience. Cultivate has always strived to ensure each volunteer is placed in an experience that is meaningful and positive. Therefore, in 2019, we placed a focus on engaging our volunteers more deeply in what we do. We did this through meaningful communications and cross-placement of volunteers in multiple jobs. Because of this shift, we increased the number of volunteers performing in multiple assignments by seven percent. Whether it was engaging a YardBusters volunteer in snow removal or encouraging a VetsGo driver to also drive and deliver groceries, at the end of 2019, 22% of our volunteers now provide more than one service. Another lesson learned was specifically related to the VetsGo program. While the majority of our Medical Mobility drivers continued with the new VetsGo program, some of the drivers decided to provide service in another area. We learned that some of the hesitation to drive in the VetsGo program was due to the potential that the ride destination would be to a VA facility. To this end, we have gathered resources to help volunteers navigate the VA complexes, sought funding to provide a vehicle maintenance reimbursement for these longer rides and, in 2020, we will be providing volunteer training on the veteran population and ways to reduce barriers between veterans and non-veterans. Cultivate also saw a drop in rides provided from the traditional Medical Mobility program. After careful analysis, we determined much of this to be related, again, to the length of the rides. Because there are more requests for rides that are further in distance, a volunteer who had traditionally driven several clients per day might only be available to drive one client because the ride takes much longer. As a result of this 79 analysis, our recruiting efforts for VetsGo drivers have increased and we now include this information when speaking with potential volunteers. 5. Leadership: x How many people serve on your Board of Directors and how many of these are Louisville residents? Cultivate Board of Directors is made up of 9 individuals from diverse backgrounds. Currently one member is a resident of Louisville. 100% of our Board members contribute financially to our organization. x How many staff does your organization employ and what is the total full-time equivalent? Are any of your staff members Louisville residents? Cultivate employs 9 FTE staff. The majority of staff are Boulder County residents including one staff member who resides in Louisville. 22 Cultivate volunteers live in Louisville. x Does your organization utilize volunteers? If yes, provide a brief description of their role and the approximate number of volunteer hours donated in a year. Volunteers are the heart and soul of Cultivate. In 2019, 810 volunteers invested over 22,664 hours of service to serve their community. Their service is equivalent to donating $635,000 to Boulder County and beyond. Program staff hosts streamlined volunteer orientations individually, and in groups, to best accommodate volunteers’ needs. Cultivate volunteers support our Safety Net Services as well as provide support for our Information and Referral, Outreach and office administration. In 2019 Cultivate RSVP program placed 346 volunteers 55+ at 22 agencies in Boulder County. RSVP volunteers served at a wide variety of nonprofit organizations including local Meals on Wheels, educational programs, food pantries, cultural and arts organizations and other human service organizations. x Who will be responsible for the administration of the program or service? Cultivate Key Staff: Name/Position Qualifications Executive Director MS. Professional in the fields of civil services, human Chrysti Britt services, emergency medical services and criminal justice. 14+ years’ experience in fundraising, community Start Date April 2015 engagement and leadership development. Strong relationship-building and strategic planning skills. Director of Operations BA. Over 30 years’ administrative experience, mainly in Sharon Greene non-profit environments. Extensive background working with and assisting seniors in various capacities. Start Date August 2013 80 6. Please identify any other agencies/organizations that are currently providing similar services to the targeted population. Describe any cooperative or collaborative efforts between your organization and the other agencies. Cultivate Fix-It and Carry-Out Caravan programs are unique to Boulder County. Participants praise the programs for its ingenuity and ability to help them remain independent in their own homes. All of our programs are provided free of charge to seniors in Louisville and throughout Boulder County. Carry-Out Caravan provides free grocery shopping and delivery service, essential to seniors who cannot access groceries and who cannot afford grocery delivery services. Our Fix-It program not only provides minor home repairs and basic assistance like changing smoke alarm batteries and hanging curtains, but installs grab bars wherever needed. The American Council of Older Adults states that grab bar installation is a “best practice” towards fall prevention around the home Cultivate’s VetsGo program is unique because volunteers not only drive older adults to their medical appointments but also stay with the client and offer emotional support before and after the appointment. Clients have reported that they would skip needed appointments and treatment if they had to use a bus or taxi because of mobility issues and costs. Clients have also reported that having a Cultivate volunteer with them gives them confidence and support. Cultivate also offers a unique VetsGo feature: we try to pair military veteran volunteers and clients for medical appointments at VA centers throughout the region. All program volunteers receive training and undergo background checks. Not only do volunteers provide concrete services but we also help alleviate isolation and provide support and peace of mind for seniors experiencing the challenges of aging. Cultivate maintains strong relationships with other human service providers to address the needs of senior and avoid duplication of services. We collaborate with government entities, public safety officials, and numerous local organizations including Boulder and Broomfield Counties; the Cities of Boulder, Longmont, Lafayette, Louisville, Lyons, Superior and Westminster; Boulder County Area Agency on Aging; the Boulder District Attorney; the Boulder County Sheriff’s Department; the Longmont Police Department; the Longmont Fire Department; the Elder Justice Coalition and the Adult Protective Review Team. Cultivate also collaborates with Folks in Aging, Interagency, Boulder County Latino Coalition, Broomfield Community Service Network and Westminster Community Service Network. We have strong relationships with area Veteran Organizations, and VA facilities to support both senior veterans who can benefit from our VetsGo and other programs, and with younger vets who wish to make a volunteer contribution. We also collaborate with local schools, congregations, community organizations and area businesses for community volunteering. While outreach is an ongoing effort, we have continued to build and sustain relationships with organizations that serve Boulder, Broomfield, Weld and Larimer counties. These relationships include, but are not limited to, Qualified Listeners, Veteran’s Community Project, Boulder County Veterans Services, University of Colorado Veterans Alumni Association, Team Rubicon, Broomfield County Veterans Services and Colorado Department of Labor Veterans Employment Specialists. Cultivate also participates in transportation initiatives across the Denver-metro region including the Veteran Transportation Community Living Initiative, Boulder County Local Coordinating Council, Broomfield County Local Coordinating Council, Denver Regional Council of Governments and Denver Regional Mobility & Access Council. Cultivate has also provided representation to work groups seeking input on transportation challenges including the Longmont Enabling Caring Communities project and the Boulder County Transportation Master Plan. 81 7. Please include any additional information that would be helpful to the Finance Committee in evaluating your agency's need for funding. Cultivate continues to ensure diversity and inclusivity among participants, clients, volunteers, staff and Board as we meet the challenges of our aging communities. With support from the City of Louisville we can increase our outreach to Louisville seniors and volunteers. While we have received an influx of one-time funds to support COVID-19 relief, Cultivate is being very intentional on ensuring any offset or excess general operating funds are invested in order to ensure operating funds are available for 2020 and 2021. The Executive Director and Board of Directors recognizes that funding from all sources may decrease or look different in future years so fiscal responsibility is critical for Cultivate to ensure we are sustainable in times of uncertainty. 82 83 Board of Directors 2020 Updated 7/2020 NAME/DUTIES OCCUPATION/ YRS SERVED ADDRESS/PHONE/EMAIL AFFILIATIONS/SKILL SETS CAREY MASON The Alternative Board – Northern 2525 Arapahoe Avenue E4-825 Business Coaching & Consulting Chair Colorado Boulder, CO 80302 for small businesses, non-profits 720-587-9614 and struggling/fledgling Term end: 2021 On board since July 2016 [email protected] entrepreneurs DONNA MITCHELL, MD BodyPoint Medicine, LLC 916 S Main St Ste 205 Physician, small business Vice Chair Integrative Pain Management Office Longmont, CO 80501 owner, event planning, quality Cell: 303-596-7215 management/improvement, Term ends: 2023 On board since Sept 2017 [email protected] policy and procedures ELLIOT FORSYTH Wells Fargo Advisors 1155 Canyon Blvd Ste 200 Financial Advisor Immediate Past Chair Kelley & Forsyth Financial Boulder, CO 80302 Consulting Group 303-441-0610 Term ends: 2023 On board since May 2015 [email protected] JAN BERG Freelance Marketing & Events 4261 Piedra Pl Special events, business Past Chair Consultant Boulder, CO 80301 development, corporate relations 303-503-9288 Term ends: 2022 On board since Jan 2011 [email protected] NANCY CHIN-WAGNER Nancy Chin-Wagner, LLC 2525 Arapahoe Ave Ste E4-130 Networking Maven POWERCONNECTIONS Boulder, CO 80302 Strategically working with small 720-281-2997 medium business owners who Term ends: 2022 On board since Sept 2015 [email protected] are introverts. SUSIE GERMANY Germany Law Firm, P.C. 77 Erie Village Sq Ste 100 Elder law/probate attorney, Attorney at Law Erie, CO 80516 entrepreneur, marketing 303-454-3711 executive and corporate Term ends: 2021 On Board since Jan 2018 [email protected] recruiter AMY LONG Nothing Bundt Cakes Boulder 2710 Arapahoe Ave Franchise owner, restaurant Owner Boulder, CO 80302 partner and project manager 303-847-6088 skilled in financial management, Term ends: 2023 On Board since Jul 2020 [email protected] community outreach and business development KAREN PICKERING Bolder Insurance 453 Grouse Ct Actively engaged in numerous Secretary Commercial Insurance Agent Louisville, CO 80027 Chambers; skilled in fundraising, 303-263-1357 facilitation of events Term ends: 2022 On Board since Feb 2016 [email protected] ROBERT SCHAFFNER Retired CPA/Volunteer 6565 Red Hill Rd Planning, finance, development, Treasurer Boulder, CO 80302 cultivation of resources for 303-953-9784 nonprofits Term ends: 2023 On board since May 2014 [email protected] 100% of Board Members contribute financially 84 2020 Cultivate Key Staff Name/Position Qualifications Executive Director MS. Professional in the fields of civil services, human Chrysti Britt services, emergency medical services and criminal justice. 14+ years experience in fundraising, community Start Date April 2015 engagement and leadership development. Strong relationship-building and strategic planning skills. Director of Operations BA. Over 30 years administrative experience, mainly in Sharon Greene non-profit environments. Extensive background working with and assisting seniors in various capacities. Start Date August 2013 85 86 87 88 89 90 91 92 93 94 95 96 Colorado Legal Services Board of Directors 2020 Chair: Tina Smith Vice Chair: John P. Frey Treasurer: Larry Gaddis Secretary: Kymberly Merrick Brittany Baker Nancy Hijar Kymberly Merrick Loveland, Colorado Clifton, Colorado Craig, Colorado Client Eligible Board Member Client Eligible Board Member Client Eligible Board Member Project Self Sufficiency Western Slope Center for Moffat County United Way Children Anne Castle Meredith Munro Golden, Colorado Jeffrey Johnson Denver, Colorado Attorney, Colorado Bar Assoc. Denver, Colorado Attorney, Colorado Bar Assoc. Attorney, Colorado Bar Assoc. Sharon Cochran Sharon Patterson Aurora, Colorado Kenzo Kawanabe Colorado Springs, Colorado Attorney, Colorado Bar Assoc. Denver, Colorado Client Eligible Board Member Attorney, Colorado Bar Assoc. Pikes Peak Justice / Pro Bono Center Jerome DeHerrera Regina Kazeck Meshach Rhoades Denver, Colorado Alamosa, Colorado Denver, Colorado Attorney, Colorado Bar Assoc. Client Eligible Board Member Attorney, Colorado Hispanic Bar Assoc. La Puente John P. Frey Amanda Smith Fort Collins, Colorado Henry Kroll Bailey, Colorado Attorney, Colorado Bar Assoc. Boulder, Colorado Client Eligible Board Member Client Eligible Board Member The Alliance Against Larry Gaddis Boulder County Area Agency Domestic Abuse Colorado Springs, Colorado On Aging Attorney, Colorado Bar Assoc. Tina Smith Kirsten Kurath Denver, Colorado Karla Gomez Grand Junction, Colorado Client Eligible Board Member Durango, Colorado Attorney, Colorado Bar Assoc. AFDC Coalition Client Eligible Board Member John Livingston, Jr. Companeros: Four Corner Denver, Colorado Alan C. Stine Immigrant Resource Center Attorney, Colorado Bar Assoc. Aurora, Colorado Attorney, Colorado Bar Assoc. Paula Greisen Kimberly Lord Denver, Colorado Boulder, Colorado Kara Veitch Attorney, Colorado Bar Assoc. Attorney, Colorado Bar Assoc. Denver, Colorado Harry Barton (Bart) Patricia Hall Mendenhall II Daniel Vigil Durango, Colorado Rocky Ford, Colorado Denver, Colorado Attorney, Colorado Bar Assoc. Attorney, Colorado Bar Assoc. Attorney, Colorado Bar Assoc. 97 98 99 100 GRANT APPLICATION FOR NON-PROFIT ORGANIZATIONS Please answer the following questions as concisely as possible in the space provided. If additional information is required, it will be requested by e-mail or telephone after the Finance Committee has reviewed the application. The proposal summary should be signed by both an official of the agency's governing board and, if applicable, the agency’s director. One (1) hard copy of the application and all required attachments should be submitted to: City of Louisville Kevin Watson Director of Finance 749 Main Street Louisville, CO 80027 Or in pdf-format via e-mail to: [email protected] Applications are due on or before 5:00 p.m., Monday, September 7, 2020 Required Attachments: x List of Board of Directors and key officers or active volunteers. x Copy of agency's 501(c)(3) tax ruling from IRS. Organization Boulder Valley Women’s Health Center Program Title or “General Operating” Subsidized Programming and Community Outreach Contact Person Stephanie Fewsmith Title Development Director Address 2855 Valmont Rd. Boulder CO 80301 Telephone 303-440-9320 ext.111 E-Mail [email protected] Program Duration (if applicable) Begin Ongoing End Anti-Discrimination Policy (Required) Yes X No Other 2021 2022 Grant Amount Requested for 2021 and/or 2022 $ 5,000 $ 5,000 101 CITY OF LOUISVILLE, COLORADO GRANT APPLICATION FOR NON-PROFIT ORGANIZATIONS 1. Organizational background: What is the mission of your organization? Briefly present the strategies you use to achieve your mission. What is the source of information used to verify the need for the services your organization provides? As a local, independent provider, our mission is to offer accessible, evidence-based, and compassionate health care, including abortion, family planning, gynecology, gender-affirming services, community education, and sexual health support. The Boulder Valley Clinic, now Boulder Valley Women's Health Center, was founded in 1973 to provide safe, accessible abortion care. Since the beginning, our programs have been carefully tailored to meet local community needs. Specifically, we remove barriers related to income, insurance status, race and ethnicity, immigration status, age, language, sexual identity, and gender identity. In order to remove financial barriers, we participated in the Title X federal family planning program beginning in 1983. While we are no longer a part of the program due to federal restrictions on abortion providers, we retain this source of funding through CDPHE. Patients pay according to their income and many services slide to $0 for the lowest income patients. Our free Teen Clinic was established in 1995 to meet the unique needs of local youth for confidential, convenient and culturally competent care. Teen Clinic expanded to Longmont in 2006 in order to address the city’s high teen birth rate. Now both of our clinic locations are open regularly to serve both teen and adult patients with a variety of services. Recognizing the critical and largely unmet need for transgender hormone therapy services, in 2011 our board-certified physician began to offer hormonal transition therapy to transgender and nonbinary people. We are open to serve all adult patients no matter their insurance status. All services/materials are available in Spanish and English. 2. Program description: What are the specific activities/programs for which you are requesting funding? If requesting general/operating support, provide an overview of the organization’s activities. Boulder Valley Women’s Health Center serves as a vital safety net healthcare provider to many vulnerable communities in Boulder and the surrounding counties. Unfortunately, we know that minorities will suffer the effects of this pandemic most acutely, and that more of our community will become vulnerable to extreme poverty as well as a lack of adequate health care. Our clinic specifically aims to reach those people who will be most impacted by COVID-19. The pandemic has caused many people to avoid or postpone routine healthcare services, especially from larger hospitals and clinics. Patients' trust in our providers and the precautions we are taking allows them to seek care with less fear of exposure to COVID. Additionally, we quickly implemented a telehealth program this year to meet patients where they are. Research shows that low-income, young women of color are most likely to utilize a gynecologist as their primary health care provider. Our patient survey results reflect this trend, especially for patients who reside in Longmont and/or primarily speak Spanish. Approximately 40% of our patients are uninsured or unable to use their insurance due to confidentiality concerns. Our sliding fee scale is even more critical during the current crisis, when many are completely without income and/or without health insurance. Some populations we serve who are unable to use insurance include teens who are uncomfortable with their parents knowing, or individuals not wanting their spouse/domestic partner to be aware of the services 102 they receive. We know that experts foresee an increase in domestic violence during this crisis, and we are dedicated to preserving the confidentiality of our patients and thus offer the sliding fee scale to mitigate these circumstances. Twenty-two percent of our patients are on Medicaid and 76% are at 150% or below the FPL. Our Education and Outreach program provides comprehensive, evidence-based sexual health classes to middle and high school students in Boulder Valley and St. Vrain Valley school districts, as well as to private schools. They regularly visit Monarch Middle and High Schools in Louisville. Both school districts will be conducting classes virtually this year, so our team is working to bring teachers content they can easily integrate into their online classrooms. One method will be via live virtual presentations. Our Education and Outreach Director is also recording lessons that teachers can offer at their convenience. We offer this program free of charge. The Sexual Health Awareness and Peer Education (SHAPE) program is offered to local high school students. Teen members of this program train to become peer educators on sexual health topics such as contraception, healthy relationships, consent, and sexually transmitted infections (STIs). Through classroom presentations, community events, social media, and one-on-one interactions, SHAPE youth aspire not only to model open and honest dialogue about sexuality, but also to decrease the number of unintended pregnancies and STIs among local youth. SHAPErs are viewed as leaders in their communities because they deliver crucial sexual health information in a relatable way. This year, the program will be moved online. We will continue to bring in speakers from outside organizations to educate the SHAPErs on a variety of related topics. 3. Program measurements: Provide the following information for the program/activities for which funding is requested: x Quantitative measures: For example, describe the overall population and geographic area targeted for service, with more specific information about the population you expect to reach in Louisville. BVWHC’s target service population is Boulder County; however, we see patients from all over the state of Colorado as well as surrounding states. In 2019 we saw 98 patients from Louisville, or almost 3% of our patient population. This is an increase from previous years. Our Education and Outreach team served 466 students at Monarch High School in Louisville in 2019. x Qualitative measures: How will you measure the success of this program/activity? We measure the success of Women’s Health by how many patients and students we can provide services to. We also offer student surveys to gauge how well they have learned the material. 4. Evaluation: If you offered this program in the past year, provide a brief description of successes and challenges. What, if any, changes will you implement to address this evaluation? The COVID-19 epidemic has presented a significant and ongoing challenge, primarily in the decline of patient numbers. 35% of our income comes from fee-for-services and our patient numbers are down approximately 26% YTD. We have also lost some anticipated government and private foundation funding due to the redirection of support towards emergency COVID relief. Additionally, we have had to cancel major fundraisers this year for safety reasons. However, the 103 pandemic also prompted us to implement a telehealth program and presents an opportunity to continue expanding that program and investing in new technology. Additionally, since last year we have undergone a change in leadership. We see this as an opportunity to view our work with fresh eyes and make some exciting changes. As mentioned above, both SHAPE and our community education programs will be virtual until it is safe to conduct these programs in-person. We quickly adapted the programs to an online format this past spring, and with more time to prepare over the summer, we are excited about the myriad new strategies we have learned to deliver sexual health information effectively online. CITY OF LOUISVILLE, COLORADO GRANT APPLICATION FOR NON-PROFIT ORGANIZATIONS 5. Leadership: x How many people serve on your Board of Directors and how many of these are Louisville residents? We have 17 people who serve on our Board of Directors. 15 of these live in Boulder County and one lives in Louisville. x How many staff does your organization employ and what is the total full-time equivalent? Are any of your staff members Louisville residents? Our current total full-time equivalent is 23.25. We employ 18 full time staff (36+ hours) and 13 part time staff. One of our staff members lives in Louisville. x Does your organization utilize volunteers? If yes, provide a brief description of their role and the approximate number of volunteer hours donated in a year. Our organization normally utilizes volunteers; however, our volunteer program is currently suspended due to COVID-19. Normally, a new volunteer class is recruited and provided with orientation twice a year. In addition to our board, four “friends of the board” and youth SHAPE members, we typically have between 15 and 18 active volunteers. These community members attend an intensive two-day training to learn about inclusiveness values, all aspects of the organization, and are paired with a department where their skills can be best utilized, and their interests are best met. All volunteers have HIPAA training to protect patient confidentiality. Our 15-18 volunteers contribute ~2,000 volunteer hours annually. Currently our SHAPE program is set to begin virtually again in the fall. x Who will be responsible for the administration of the program or service? The Education and Outreach Director will be responsible for the administration of the education and SHAPE programs, and our Clinical Director will be responsible for the administration of subsidized services. 6. Please identify any other agencies/organizations that are currently providing similar services to the targeted population. Describe any cooperative or collaborative efforts between your organization and the other agencies. Our sliding-fee scale allows us to serve anyone seeking healthcare services. Cultural competence when serving LGBTQ+ people is imperative: all our providers receive regular training and have 104 specific knowledge around the unique needs of these populations. 14% of our patients do not identify as heterosexual, and 8% identify as transgender and/or nonbinary. Our Education and Outreach program utilizes a comprehensive model to provide free, in-depth sexual health education in schools and community serving agencies. Our educators developed curriculum that actively includes all gender and sexual identities. The free Teen Clinic enhances confidentiality with specialized clinic time set aside only for teens. We accept new Medicaid clients and are the only provider in Boulder County that participates in the Colorado Family Planning Program. We work with a network of community agencies to link those in need of our services or to refer our patients to other safety net services in Boulder County. Major local partners include Boulder County Public Health and the Boulder Valley and St. Vrain Valley School Districts. Our CEO has close relationships with our local community health centers and is collaborating with them to identify the best ways to see patients during this pandemic. We are in close contact with other community human services agencies including EFAA, Safehouse, and Mental Health Partners. We support potential Medicaid patients by referring them to Boulder County, directing them to the PEAK website or referring them to Colorado Community Health Alliance. We collaborate with BCAP to offer free, rapid HIV testing at our clinic. Our CEO is part of the Human Services Alliance of Boulder County which works to increase collective impact by avoiding duplication of and identifying gaps in services. 7. Please include any additional information that would be helpful to the Finance Committee in evaluating your agency's need for funding. 105 CITY OF LOUISVILLE, COLORADO GRANT APPLICATION FOR NON-PROFIT ORGANIZATIONS Please list all funding sources anticipated for your 2021-2021 fiscal years for the entire program/agency. Estimated/Requested Percent Source of Funding - 2021 Funding Amount of Total CDPHE State Family Planning Program $450,000 16.9% Boulder County $217,350 8.2% City of Boulder $115,000 4.3% City of Longmont $25,000 1% Other Government Funding (includes Louisville) $119,900 4.5% Foundations $84,000 3.2% Fundraising & Contributions $575,000 21.6% Fees/earned income $1,000,000 37.6% Other Revenue (interest, Value-based Incentives) $71,000 2.7% $2,657,250 100% TOTAL I swear or affirm that the above information is true and correct to the best of my knowledge and belief. Signature Signature Cynthia Molina Gus Spheeris Agency Director Board President 303-440-9320 ext. 124 303-717-4348 Telephone Number Telephone Number [email protected] [email protected] E-Mail Address E-Mail Address Applications may be considered public record after presentation to the Finance Committee pursuant to City Ordinance and the Colorado Open Records Act. The City will notify the applicant of any request for disclosure and it will be the responsibility of the applicant to object and to pursue any legal actions pursuant to Colorado law. An applicant shall notify the City within 24 hours of notification by the City of request for disclosure of the applicant’s objections to disclosure and the applicant’s intent to pursue lawful protection under Colorado law. Any proprietary or otherwise sensitive information contained in the application is subject to potential disclosure. Submitting it waives any recourse with respect to disclosure and indemnifies the City for any charges directly related to the City’s disclosure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lease answer the following questions as concisely as possible in the space provided. If additional information is required, it will be requested by e-mail or telephone after the Finance Committee has reviewed the application. The proposal summary should be signed by both an official of the agency's governing board and, if applicable, the agency’s director. One (1) hard copy of the application and all required attachments should be submitted to: City of Louisville Kevin Watson Director of Finance 749 Main Street Louisville, CO 80027 Or in pdf-format via e-mail to: [email protected] Applications are due on or before 5:00 p.m., Monday, September 7, 2020 Required Attachments: x List of Board of Directors and key officers or active volunteers. x Copy of agency's 501(c)(3) tax ruling from IRS. Organization Coal Creek Meals on Wheels Program Title or “General Operating” Meal Delivery Program Contact Person Lark Rambo Title Executive Director Address 455 N. Burlington Avenue, Lafayette, CO 80026 Telephone 303-665-0566 E-Mail [email protected] Program Duration (if applicable) Begin On-going End Anti-Discrimination Policy (Required) Yes X No Other 2021 2022 Grant Amount Requested for 2021 and/or 2022 $ 3,000 $ 3,000 119 CITY OF LOUISVILLE, COLORADO GRANT APPLICATION FOR NON-PROFIT ORGANIZATIONS 1. Organizational background: What is the mission of your organization? Briefly present the strategies you use to achieve your mission. What is the source of information used to verify the need for the services your organization provides? Mission Statement: Coal Creek Meals on Wheels’ (CCMOW) mission is to provide daily nutritious meals and related support services to members of our community in need, helping them to live with dignity in their own homes. CCMOW has been connecting neighbors with neighbors through the provision of these crucial services since it was first established in 1972. In October 2015, we accepted the offer to serve as the in-house lunch provider at Josephine Commons, a Boulder County Housing Authority affordable housing development for people age 60+. Since relocating to this larger facility, CCMOW’s capacity has increased substantially, and local demand has required that the delivery program more than doubled in size. According to the TRENDS Report, published in 2019 by the Community Foundation of Boulder County, 11% of Boulder County’s residents are food insecure. TRENDS also estimates the number of seniors living in Boulder County will double over the course of the next 20 years, indicating that these concerns could get worse in our community if not properly addressed. In addition to food insecurity, CCMOW’s clients are often impacted by physical and cognitive health challenges, higher medical expenses, limited mobility, adverse living situations, poor food management skills, and the lack of a reliable social support system. In a 2018 survey by the Boulder County Area Agency on Aging, 31% of older adults reported feeling lonely or isolated. CCMOW’s aim is to alleviate these challenges. 2. Program description: What are the specific activities/programs for which you are requesting funding? If requesting general/operating support, provide an overview of the organization’s activities. CCMOW addresses nutritional challenges among East Boulder County senior and homebound residents and offers social support and referrals for continuity of care. We are the only organization in East Boulder County that provides hot, nutritious meals to seniors and other homebound individuals in our community. Our volunteers also provide well-checks to our clients each time a meal is provided. These well-checks are sometimes the only social interaction that our clients receive during the day. Funds are being requested to support our Meal Delivery Program. This program mobilizes volunteers to deliver hot, nutritious, noon-time meals five days a week, plus two frozen meals for the weekend to CCMOW clients. Menus are created by dedicated staff who customize individual meals based on health issues, dietary needs, religion and restrictions faced by clients representing multiple-demographics. In addition to the food delivery, clients receive a well-check from the volunteer and regular social interaction. Studies show that this regular contact reduces the need for emergency services. Volunteers are trained to make referrals to community resources and connect clients with CCMOW staff for ongoing support. 3. Program measurements: Provide the following information for the program/activities for which funding is requested: x Quantitative measures: For example, describe the overall population and geographic area targeted for service, with more specific information about the population you expect to reach in Louisville. 120 Although physically located in Lafayette, Coal Creek Meals on Wheels services extend to those living in Louisville as well. Our service area is all of East Boulder County, which includes Louisville, Lafayette, Superior, and a portion of Erie. In 2019, Coal Creek Meals on Wheels provided 10,314 meals to 108 unduplicated clients in Louisville (82 seniors and 26 non-seniors). Almost all of our clients are at low-to-moderate income levels and more than 95% of clients are unable to afford the full cost of services. CCMOW is able to subsidize these meals through fundraising efforts to ensure that no one is turned away because of an inability to pay. In addition, CCMOW has seen an increase in younger clients including those with chronic, disabling disease, new single mothers, and even families in health crisis. CCMOW’s clients are primarily adults age 60 + (85%), with 36% being over the age of 80 years. Client ethnicities are as follows: 82% Caucasian, 12% Hispanic/Latino, and 6% "other". x Qualitative measures: How will you measure the success of this program/activity? The collection of client data is an important component of the evaluation approach of CCMOW. It allows the organization to understand the nutritional needs of clients, helps identify other unmet needs, and areas where clients can be better served. Defining and measuring success is achieved through the client survey. A comprehensive survey is sent annually, with delivery recipients also receiving a brief survey on a monthly basis. Suggestions or trends are noted and incorporated into the programs. To get a better sense of our clients' experience, CCMOW completely revamped our 2019 survey to use a Likert Scale for responses, rather than only having "true" or "false" options. The annual client satisfaction survey was administered in October of 2019. A total of 109 program participants responded and indicated the following: • 72% report they eat healthier. • 65% have an overall higher quality of life. • 58% felt more safe and secure. • 48% report having more energy. • 65% believe they are able to live more independently 4. Evaluation: If you offered this program in the past year, provide a brief description of successes and challenges. What, if any, changes will you implement to address this evaluation? Prior to the COVID-19 pandemic, the meal delivery program had grown 30% in two years. This growth is due to increasing community needs and CCMOW’s inclusivity outreach. CCMOW has made meaningful progress in outreach to identify and engage more Latino community members in need. This has resulted in not only healthy, collaborative relationships with numerous non-profits, groups, schools, and communities of faith but also an increase in the number of new Latino clients and volunteers. These efforts have revealed a community need CCMOW plans to address more directly: many community members do not fall into the categories of senior or homebound, but need help nonetheless. These are typically individuals and especially families in financial distress. CCMOW provides meals to these families for up to two weeks until they can be referred to other resources. In some cases, CCMOW provides noontime meals for whole families, with school aged children having the meals for dinner. The provision of meals to a family of four for two weeks costs CCMOW roughly $300. This is an important community need that CCMOW plans to emphasize going forward. There has been turnover at the executive director level, with the previous director in the position for two years, and the new director, Lark Rambo, having started in August 2019. Visioning work with CCMOW staff and board took place in early 2020 to ensure alignment and to develop measurable goals for the year that correlate with the organization's strategic plan. CCMOW also hired a new chef in August 2019 and 121 feedback has been positive about the two daily on-site meal choices he implemented and the focus on locally sourced, made from scratch foods. 5. Leadership: x How many people serve on your Board of Directors and how many of these are Louisville residents? We currently have seven individuals serving on our board of directors, of which two are Louisville residents. x How many staff does your organization employ and what is the total full-time equivalent? Are any of your staff members Louisville residents? We have eight people on staff and five are full time. Currently, no staff live in Louisville. x Does your organization utilize volunteers? If yes, provide a brief description of their role and the approximate number of volunteer hours donated in a year. CCMOW mobilizes over 200 active volunteers ranging in age from pre-teen to over 80-years old. These enthusiastic and dedicated volunteers assist staff with meal delivery, meal preparation and service, organizing and bagging meals for delivery, administrative and logistical assistance, as well as special holiday and fundraising projects. These volunteers generously donated 11,394 hours of service in 2019, with over 80% having volunteered for more than a year. In 2019, we met our capacity for volunteer drivers and had to start a wait list for new volunteers. x Who will be responsible for the administration of the program or service? Lark Rambo, the Executive Director is the main administer of the program. Lark brings nearly two decades of nonprofit and governmental experience connecting vulnerable individuals to community resources through the development of large-scale community service projects, afterschool programs, and public awareness campaigns. She is assisted by Stacie Robertson, our Program Manager and Elaine Scanlon, our Volunteer Coordinator. More information can be found about these individual on the attachment entitled ‘Key Staff”. 6. Please identify any other agencies/organizations that are currently providing similar services to the targeted population. Describe any cooperative or collaborative efforts between your organization and the other agencies. CCMOW aims to offer as many resources to clients as they need, which requires significant collaboration with other organizations. For example, CCMOW works closely with the following organizations: Boulder County Housing and Human Services helps secure food stamps for clients; Sister Carmen Community Center and Community Food Share provides additional groceries and support programs; Project Hope provides low-income seniors with housing and food; and both Boulder County Aging Services and Cultivate help provide transportation to medical appointments or grocery deliveries. CCMOW also collaborates with organizations to support its programs; for example, Chinook Health Care and Pharmacy sponsors meals and provides connections with local hospitals and rehabilitation centers to make patients aware of Project Homecoming, and Colorado Pet Pantry provides pet food for the Plates for Pets Program. To ease food costs and strengthen relationships, CCMOW also works with local ranchers, farmers, and small businesses who donate organic produce, coffee, and collectively bid on 4H livestock to process and donate the meat to CCMOW. 122 7. Please include any additional information that would be helpful to the Finance Committee in evaluating your agency's need for funding. Although this funding is not specifically directed to COVID-19 relief, we think it is important for you to know the ways that the pandemic has affected CCMOW’s work. CCMOW has had to adapt significantly to remain operational during the COVID-19 pandemic. Our congregate program is currently closed, and clients have been given the opportunity to sign up for meal delivery instead. Most have taken advantage of this opportunity. We have transitioned to curbside pickup of meals for delivery drivers, and no contact meal delivery for clients (we deliver to a cooler in front of their home). We are mobilizing volunteers to call our clients regularly (in English and Spanish) to combat isolation and connect individuals with additional resources if needed. We have opened our services to include anyone who needs meal delivery right now, including families that rely on school lunches, and those who are unable to work due to closures. Our delivery numbers have increased substantially -from delivering roughly 950 meals a week compared to 560 meals a week in the beginning of March. While this increase does include our congregate older adult participates that have transitioned to delivery meals, we have also seen quite a few new clients sign up as well. Due to the growth of the number of our clients, CCMOW has seen significant increases in food costs and packaging materials. We have been able to get most masks donated, but we have been going through gloves and hand sanitizer supplies quickly. Since we are going through packaging materials more quickly due to new clients and needing to use packaging material for clients that would normally participate in our on-site dining program--CCMOW has seen a considerable increase in packaging costs as well. We had to hire an additional kitchen person since we are only allowing a couple of volunteers in the kitchen. She started in April and will be with CCMOW at least through the summer. Food banks that usually donate a large percentage of our food supply have seen unprecedented demand and have prioritized supplying food to individuals and families rather than organizations. The cost of meat has increased 20- 40% through our vendors due to processing plant closures. CCMOW continues to meet other client needs that may go undetected without daily safety checks, such as referrals to resources such as food stamps, health care essentials, housing needs, utilities, transportation, medical care, and county services. 123 CITY OF LOUISVILLE, COLORADO GRANT APPLICATION FOR NON-PROFIT ORGANIZATIONS Please list all funding sources anticipated for your 2021-2022 fiscal years for the entire program/agency. Estimated/Requested Percent Source of Funding Funding Amount of Total Corporate Partnerships $51,000 10% Individual Donations $99,200 20% Grants $114,000 22% Program Income/Sale of Meals $182,250 35% Fundraisers $69,500 13% Total $515,950 I swear or affirm that the above information is true and correct to the best of my knowledge and belief. Signature Signature Lark Rambo Maureen (Mo) Kanwischer Agency Director Board President 303-665-0566 303-946-9533 Telephone Number Telephone Number [email protected] [email protected] E-Mail Address E-Mail Address Applications may be considered public record after presentation to the Finance Committee pursuant to City Ordinance and the Colorado Open Records Act. The City will notify the applicant of any request for disclosure and it will be the responsibility of the applicant to object and to pursue any legal actions pursuant to Colorado law. An applicant shall notify the City within 24 hours of notification by the City of request for disclosure of the applicant’s objections to disclosure and the applicant’s intent to pursue lawful protection under Colorado law. Any proprietary or otherwise sensitive information contained in the application is subject to potential disclosure. Submitting it waives any recourse with respect to disclosure and indemnifies the City for any charges directly related to the City’s disclosure. 124 Board of Directors – May 2020 Mo Kanwischer: Board President Founder & President, Momentum Business Consulting Term Limit Date: 2021 2335 Andrew Dr. Superior, CO 80027 303-946-9533 Marc Sisler: Vice President Business owner - State Farm Agency Term Limit Date: 2022 133 McCaslin Blvd, Ste G Louisville, CO 80027 303-993-6067 Gudrun Emrich: Secretary Attorney, Gudrun Emrich Law Office Term Limit Date: 2022 4845 Pearl E Cir # 101 Boulder, CO 80301 303-417-6309 Steve Kinz: Treasurer Retired from Emerson Automation Solutions - Vice President Term Limit Date: 2024 860 W. Chestnut Circle Louisville, CO 80027 303-888-5833 Dan Skeeters: Board Member Real Estate Investor – Cape Investments Term Limit Date: 2024 9240 W. 100th Way Westminster, CO 80021 502-741-6847 125 Candie Fisher: Board Member Business owner Candie Fisher Recruiting Term Limit Date: 2024 1609 Centaur Circle Lafayette, CO 80026 303-618-9495 T.J. Sullivan: Board Member Executive Director, Superior Chamber of Commerce Term Limit Date: 2025 122 W William St Superior, CO 80027 303-554-0789 126 Lark Rambo, Executive Director (August 2019) Lark is thrilled to join the CCMOW team as its newest Executive Director. She brings nearly two decades of nonprofit and governmental experience connecting vulnerable individuals to community resources through the development of large-scale community service projects, afterschool programs, and public awareness campaigns. Prior to joining CCMOW, Lark served as the Marketing Director at Prospect Ridge Academy where she led the school's communications, marketing, outreach, and fundraising efforts. Lark’s background is certain to be an asset to CCMOW’s ongoing expansion efforts in order to meet the needs of both vulnerable and aging members of the community. Meanwhile, former Executive Director, Sheena Sullivan, continues to assist CCMOW on an as-needed basis to ensure a smooth transition. Stacie Robertson, Program Manager (September 2015) Stacie joins Coal Creek Meals on Wheels with 10 years of health care experience. Her dedication to serving seniors and at-risk members of the community will continue as she helps to fulfill the CCMOW mission. She is passionate about utilizing her skills in health care to assist in meeting the unique challenges that our community members face. Elaine Scanlon, Volunteer Coordinator (September 2015) Elaine has served in non-profit organizations for most of her work life, with the exception of owning a personal chef business for a few years. In addition, she has been active in several human service organizations as a volunteer. Her passion is serving good, clean food and ensuring food security within the community. Working with the wonderful volunteers at Meals on Wheels gives Elaine the opportunity to merge food and community into a job that feels like home. Ronald McPhall, Head Chef (September 2019) With a degree in Culinary Arts from the Culinary Institute of America in New York, Ronald has more than 20 years of professional experience as an Executive Chef. Ronald brings to the table extensive, specific experience with providing high-volume, nutritionally-sound meals for senior citizens in assisted living. Ronald is an excellent communicator who possesses strong leadership, teambuilding, problem-solving, and organizational skills. With solid knowledge of customer service, management, and training, Ron brings a strong and well-rounded skillset to CCMOW. 127 128 129 GRANT APPLICATION FOR NON-PROFIT ORGANIZATIONS Required Attachments: • List of Board of Directors and key officers or active volunteers. • Copy of agency's 501(c)(3) tax ruling from IRS. Organization Community Food Share Program Title or General General Operating Operating Contact Dina Coates Koebler Title Chief Development Officer Person Address 650 South Taylor Avenue, Louisville CO 80027 Telephone 303-652-3663 E- d Mail Non-Profit Status Yes X No In Process Program Duration (if applicable) Begin Services are ongoing End 2021 2022 Grant Amount Requested for 2021 and/or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+%+&',)*, %0# #+ &%* ',)*,%++&&#&)&#.5%''# %+* ##%&+ 0+ +0. + %<> &,)*& %&+ + &%0+ +0 & ) (, *+ &) *#&*,) & + ''# %+6*&! + &%*+& *#&*,) %+ ''# %+6* %+ %++&',)*, #. ,#')&+ + &%,% )&#&)&#.5%0')&') +)0&)&+ ). * * %* + - % &)$+ &%&%+ % % + ''# + &% **,! ++&'&+ %+ # *#&*,) 5,$ ++ % +. - *%0) &,)* . + ) *' ++& *#&*,) % % $% *+ +0 &)%0 ) * ) +#0) #+ +&+ +06* *#&*,) 5 134 Board of Directors 2019-20 Alison Medbery – Board Chair Chris LaVelle Executive & Finance Committees Development & Outreach and Nominating Committees Ball Aerospace, Vice President of Finance Elevations Credit Union, Vice President of Marketing Loveland, Colorado Thornton, Colorado Term end date: June 30, 2020 Term end date: June 30, 2022 Vikki Schiff – Board Vice Chair Greg Frederick Executive Committee Retired Professional Golfers’ Association of America Ball Aerospace, Vice President of Human Golf Professional Resources Boulder, Colorado Erie, Colorado Term end date: June 30, 2022 Term end date: June 30, 2021 Kevin Classen Barb Keiger Executive, Governance & Nominating Committees Finance Committee (Chair) FirstBank, President – Boulder NextFoods, Inc., Chief Financial Officer Niwot, Colorado Boulder, Colorado Term end date: June 30, 2021 Term end date: June 30, 2021 Jessica Sibila 100% of the Board gives financially to Community Food Community Volunteer Share. Nominating Committee (Chair) Development & Outreach Committee Thornton, Colorado Term end date: June 30, 2021 Debbie Hodge Development & Outreach Committee (Chair) Volunteer Leader Community Food Share Lafayette, Colorado Term end date: June 30, 2022 Josh Anderson Governance & Finance Committees Dietz and Davis, Partner Broomfield, Colorado Term end date: June 30, 2022 135 136 137 GRANT APPLICATION FOR NON-PROFIT ORGANIZATIONS Please answer the following questions as concisely as possible in the space provided. If additional information is required, it will be requested by e-mail or telephone after the Finance Committee has reviewed the application. The proposal summary should be signed by both an official of the agency's governing board and, if applicable, the agency’s director. One (1) hard copy of the application and all required attachments should be submitted to: City of Louisville Kevin Watson Director of Finance 749 Main Street Louisville, CO 80027 Or in pdf-format via e-mail to: [email protected] Applications are due on or before 5:00 p.m., Monday, September 7, 2020 Required Attachments: • List of Board of Directors and key officers or active volunteers. • Copy of agency's 501(c)(3) tax ruling from IRS. Organization Dental Aid, Inc. Program Title or “General General Operating” General Operating Contact Person Greta Maloney Title Volunteer Address 877 East South Boulder Road, Louisville, Colorado Telephone 303-543-9843 E-Mail [email protected] Program Duration (if applicable) Begin N/A End Anti-Discrimination Policy (Required) Yes x No Other 2021 2022 Grant Amount Requested for 2021 and/or 2022 $ 4,000 $ 4,000 138 CITY OF LOUISVILLE, COLORADO GRANT APPLICATION FOR NON-PROFIT ORGANIZATIONS 1. Organizational background: What is the mission of your organization? Briefly present the strategies you use to achieve your mission. What is the source of information used to verify the need for the services your organization provides? Mission: Dental Aid’s mission is to improve the quality of life of children and adults by providing compassionate, accessible, affordable, high quality dental care and education. We seek new and improved ways to reach more individuals and make a greater impact on their oral health. We believe that through education and early intervention we can lower the rate of oral disease, reduce the cost of health care and improve the lives of current and future generations. Dental Aid was the first not-for-profit, comprehensive stand-alone dental clinic in Colorado. It was founded in Boulder County in 1974 as a referral organization. When subsequent surveys of residents of public housing sites revealed that oral care continued to be one of the of the health services that low- income people had the most difficulty accessing, in 1980 Dental Aid opened and staffed its first clinic. The need for high quality accessible oral care for low-income individuals continues to this day, and Dental Aid now has clinics located in Boulder, Longmont, and Louisville. In 2012, in an effort to reach those who were still not able to access oral care, Dental Aid began to provide the services of a registered dental hygienist in non-clinic locations such as schools, the local mental health center and other community centers. Strategies: Dental Aid provides emergency, comprehensive and preventive oral health care and oral health education. We believe that through education and early intervention we can lower the rate and extent of oral disease, reduce the cost of health care and make a lasting impact on the lives of current and future generations. The long-term clinical focus of Dental Aid has become a chronic disease management model directed at prevention, education, and treatment in the early stages. Although Dental Aid provides care for all low- income and uninsured people who seek care, we prioritize outreach, education and funding efforts to most effectively reach populations we have identified as high-risk (children; pregnant women; families with young children; the elderly; people with chronic illnesses such as diabetes, heart disease, and HIV/AIDS; and people with physical, mental or emotional disabilities). We make our services available through our clinics, our Community Health outreach program and our subsidization programs, Adult Assured Access and Marcie’s Fund for Uninsured Children. To assure that needed oral health care is available to all members of our community, including Louisville residents, regardless of income, Dental Aid is seeking general operating support. We want to help insure that all members of our community can live healthier lives free of oral pain or disease. Sources of Information: Information that informs the design of our services includes statistics from the United States Census Bureau which shows demographic data including the income levels of residents; more specific health related data gathered by the Colorado Department of Public Health and the Environment (CDPHE) including the Child and Maternal Health Surveys; information about insurance coverage from the Colorado Department of Health Care, Policy and Finance, our patient data base that includes data about the number of clients coming to Dental Aid and the services provided, and research which shows that oral health is an important component of general health and that access to preventive care and the establishment of a dental home lead to better overall health. The CDPHE conducts regular oral health surveys that report the caries rate for Colorado school children. Research shows that although dental caries, a transmittable and contagious infection which appears as cavities, is almost 100% preventable, it remains the most common chronic disease in children. Tooth decay in children can be painful and adversely affect a child’s ability to eat, speech development, school performance, socialization, self-esteem and overall long-term health. Poor oral health is the number one health related reason grade school children miss school. Five times more school is missed due to oral 139 health problems than due to asthma. The American Dental Association, the American Academy of Pediatric Dentists and the Colorado Dental Association all recommend that all pregnant women see a dentist and that all children see a dentist by the time they are one year old to begin to establish a dental home. Research also shows that the oral health of a child not only impacts their oral health as an adult but that it also impacts their long term health and well being and that preventive care is important in maintaining oral health.1 Fluoride varnish is effective is preventing the development of decay. 2 Sealants are also very effective in preventing oral disease.3 Research also shows a relationship between oral health and general health. Poor oral health can affect one's overall health and may be related to heart disease, Alzheimer's, osteoporosis, respiratory infections, and diabetes. 4 Poor oral health also increases the medical treatment costs for a number of chronic health conditions including cerebral vascular disease, coronary artery disease and diabetes.5 Poor oral health can also impact an adult's ability to interview for, obtain and retain a job. A recent Health Policy Institute Study from the American Dental Association found that 19% of Colorado's low income residents reported that the appearance of their mouth and teeth affects their ability to interview for a job, 20% of low income residents avoid smiling due to the appearance of their teeth, and 10% indicate that they have taken time off of their jobs due to poor oral health. Sixty-one percent of those who have reported that they have not seen a dentist in the past year stated that they had not sought oral care because of the cost. 6 Access to high quality oral health care varies according to socioeconomic condition. Surveys conducted by the Oral Health Division of the CDPHE show that untreated decay in third grade students in Colorado had decreased from 26.1% in 2003-4 to 15.2% in 2016-17. However, 20% more Latinx children had untreated decay as compared with their non-Latinx white peers. Between 2009 and 2019, the percentage of Colorado residents with dental insurance rose from 63% to 75% and the percentage of Coloradans who visited the dentist in the past year rose from 66% to 74%. However, in 2019 nearly one in five Coloradoans, or 18.4%, reported that they had poor oral health; this was up from 16.2% in 2017. In 2019 Medicaid insured 46% of Dental Aid’s patients and to date in 2020 Medicaid insures 50% of Dental Aid’s clients. 2. Program description: What are the specific activities/programs for which you are requesting funding? If requesting general/operating support, provide an overview of the organization’s activities. Dental Aid provides comprehensive oral care and oral health education to low income and uninsured and under-insured children, youth, and adults in our service area, Boulder County, the City and County of Broomfield, and other Front Range locations. In 2019 we provided care to 7,108 individuals, including 413 residents of Louisville. Over half of our clients received their dental services at our Louisville Clinic. Our Community Health Program provides oral health education and the services of a registered dental hygienist at locations such as schools and community centers. Our fees are approximately 60% of the area market rate. We make our services available through our clinics and our Community Health Outreach program. Our clinics provide emergency (pain relief; extractions), preventive (exams; x-rays; cleanings), restorative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root canals; crowns, fillings; dentures), and specialty (pediatrics; oral surgery; orthodontics) care and oral health education to low-income, uninsured, and under-insured children, youth, and adults. The Community Health Outreach Program provides the services of a registered dental hygienist in community locations. We provide oral health education and preventive care to students in Boulder County Head Start and Boulder Valley School District (BVSD) classrooms and diagnostic virtual exams (including x-rays) and preventive care to adults at the Mental Health Partners Ryan Wellness Center and TRU PACE, a program that works to keep older adults living independently. Our developing patient navigation program will ensure that clients access needed services. We are also developing a teledentistry program and virtual oral health education programs for clients of all ages. We are working to increase access to all types of care by entering into care compacts with primary care entities, including Hopelight Medical Clinic, TRU PACE, and the Boulder Valley Women’s Health Center. We strive to make high quality oral care accessible to all regardless of income through our subsidization programs, Adult Assured Access and Marcie's Fund for Uninsured Children. Adult Assured Access (AAA) provides outreach, oral health education, and comprehensive subsidized dental care for uninsured at-risk adult residents of our community. Marcie's Fund for Uninsured Children provides subsidized oral health care and education for children and youth (0 to 20) who are uninsured at the time of service. To increase effectiveness, we work with both parents and children to emphasize the benefits of good oral health care and nutrition. 3. Program measurements: Provide the following information for the program/activities for which funding is requested: • Quantitative measures: For example, describe the overall population and geographic area targeted for service, with more specific information about the population you expect to reach in Louisville. Dental Aid serves low-income, uninsured and under-insured residents of Boulder County, the City and County of Broomfield and other Front Range locations. Our primary service areas are Boulder County with a population of 326,196 and the City and County of Broomfield with a population of 70,465. While both of these are overall wealthy counties with median household incomes of $78,642 and $89,624 respectively (U.S. Census 2018), the cost of living is also very high in these counties. The Colorado Center on Law and Policy, in its 2018 Self-Sufficiency Standard report, notes that families in these counties must earn more than three times the federal poverty rate (FPL) just to make ends meet. Nearly all Dental Aid patients are below 200% of Federal poverty Guidelines (FPL); historically 68% of Dental Aid patients are extremely low income, 24% are very low income and 6% are low income as defined by the Area Median Income (AMI) of the Federal Poverty Level. About 50% of our clients are Latinx, and a significant number are uninsured, and undocumented. By July of 2020, 51,720 Boulder County residents and 7,516 Broomfield residents were enrolled in Health First Colorado (Medicaid). We continue to accept both the adult and children's Medicaid Benefit and the children's CHP+ benefit. There also continue to be clients who are not eligible for Medicaid and who need subsidized care or who have Medicaid insurance but have exhausted their Medicaid benefit and are essentially uninsured. Although enrollment in Health First Colorado (Colorado’s Medicaid Insurance Program) has increased since the addition of an adult dental benefit in 2014, enrollment in Medicaid and CHP+ peaked in 2017 and then declined until the onset of COVID-19 when enrollment in Medicaid began to rise. The decline in enrollment in public insurance programs is attributed to the “public charge,” a policy adopted by the federal government concerning the granting of citizenship and the past use of public benefits. It is estimated that in 2020 about 7% of Boulder County residents lack medical insurance. Even more individuals have no dental insurance, especially low-income older adults. When individuals who are eligible for Medicaid turn 65 and become eligible for Medicare, only a small percentage (about 10%) remain eligible for Medicaid. Unlike Medicaid, Medicare does not include a dental benefit; as a result, many older adults who had Medicaid Dental Insurance coverage, no longer have dental insurance when they turn 65. 141 In 2019 we served 413 Louisville residents, 36% of whom were children, and 33% of whom were Latinx The pandemic had affected our provision of service in 2020 and to date we have served 337 Louisville residents, 40% of whom are children and 33% of whom are Latinx. • Qualitative measures: How will you measure the success of this program/activity? Our overall goals are to provide high quality oral health care that leads to patient satisfaction and an improved patient experience while also being more efficient in our delivery of services so that, while reducing the cost of care, we are improving the oral health and general health of our patients. By helping our clientele to maintain better oral health, we are also helping them to enjoy better overall health. Dental Aid’s success is measured by the number of patient who access our services and by the number of patients who follow through with treatment and establish a dental home (return for routine non-emergent treatment). We have established short-term and long-term outcomes and track our progress towards these outcomes. Our short-term outcomes for patients are the elimination of oral pain, periodontal disease, and cavities. Indicators, which we measure and monitor, are: • 100% of patients receive a Caries Risk Assessment; • 100% of clients will receive oral health education including information on oral hygiene and nutrition; • 85% of clients who receive a comprehensive exam will complete treatment plans within 12 months; • 85% of clients will schedule regular return visits and make Dental Aid their dental home; and • 65% of clients will be Caries Free at Recall, which will indicate that they have incorporated the oral health education concerning oral hygiene and nutrition into their practices. Our long-term goal is a healthier population both systemically and orally, with a greater understanding of the connection between oral health and general health. This goal is not easily quantifiable and will require continuous effort. Progress in this area will be monitored by the status of oral health in our community as shown the Colorado Department of Public Health and Environment oral health surveys on the number of 3rd and 7th graders with untreated dental decay. 4. Evaluation: If you offered this program in the past year, provide a brief description of successes and challenges. What, if any, changes will you implement to address this evaluation? Successes: In 2019, Dental Aid provided dental care to 7,108 individuals. Of these, 3,142 were served in our Louisville Clinic and of those clients served in Louisville, 338 were also residents of Louisville. To date in 2020 we have served 1,884 clients at the Louisville Clinic, including 243 residents of Louisville. Our services in 2020 have been impacted by closures and changes in procedures necessitated by the COVID- 19 pandemic. Also, in 2019, our Adult Assured Access program subsidized care for 217 clients and 333 children received subsidies for care from Marcie’s Fund for Uninsured Children, including 28 Louisville children; to date in 2020 14 Louisville children have had their care subsidized by Marcie’s Fund. Below are the Evaluation Results from 2020 mid-year audits of Dental Aid patient records: • 80% of adults completed treatment plans within 12 months of initiating care; • 84% of children completed treatment plans within 12 months of initiating care; • 94% of adults committed to a recall schedule and established a dental home; • 98% of children committed to a recall schedule and to make Dental Aid their dental home; • 60% % of adults were Caries Free at Recall appointments; • 60% of children were Caries Free at Recall appointments; and • Surveys conducted by the Oral Health Division of the CDPHE demonstrate that the oral health of children is improving. Statewide, the percentage of third grade students who have experienced caries has dropped by 10% from 57.2% in 2003-4 to 47.3% in 2016-17. Dental Aid provides care for many of these children and has contributed to this improvement. 142 While both children and adults are doing a good job of completing treatment plans and regularly visiting Dental Aid for preventive care (i.e. establishing a dental home), we need to work harder to help more clients implement the oral hygiene and nutritional education so that they no longer experience cavities. Successes in 2019 include: • Combining all of our specialty care in our Louisville Clinic. The Louisville Clinic is now the home for our orthodontics, pediatrics and oral surgery specialists. This has helped the Louisville Clinic to operate at capacity; • We have been successful in adjusting our business model to serve Medicaid insured clients as well as the low-income uninsured clients by maintaining a 50/50 ratio of Medicaid insured clients to Private Pay clients; • Continuing our work to deliver services in culturally competent ways. The patient population of Dental Aid is nearly half Latinx, and more than half of our dental staff, including two of our dentists, is bilingual/bicultural in English/Spanish. All of our front desk staff are fluent in Spanish. Challenges: 2020 has been a challenging year for Dental Aid. We began the year with a leadership change. Dennis Lewis, Dental Aid’s long time leader retired in October of 2018 and a new Executive Director was hired. In February of 2020, the Board did not renew the contract for the new Executive Director and a Board member stepped in to serve as volunteer Interim Business Director. The Finance Director also left in February and has not been replaced. Also, since early March a volunteer has covered grant writing and reporting duties. As Dental Aid was beginning to adjust to these changes, the pandemic emerged. All of Dental Aid’s service delivery has been impacted by the pandemic. In accordance with state orders, on March 16 Dental Aid shut its clinics for all except emergency treatment. At that time our hygiene outreach program that provides services to Boulder County Head Start students, BVSD students, Mental Health Partners clients and TRU PACE clients was also suspended. From March 16 through April 17 we maintained a skeleton crew to provide emergency care as needed; other staff were furloughed. With the help of a Paycheck Protection Program (PPP) loan for $375,000 from the Small Business Administration, beginning on April 20 we were able to recall staff. We then reorganized the clinics and developed protocols for the safe provision of care. We acquired the necessary personal protective equipment (PPE); some equipment was not readily available and we needed to develop alternative supply chains. We also installed HEPA air filtration units in our Louisville Clinic. Again in accordance with state guidelines we began to open our clinics for full service on May 13. Fewer clients can be served as we follow our safety protocols which require that all clients and staff be screened prior to entry in a clinic, limit the number of clients and employees in a clinic at one time, and require the scheduling of extra time between clients to allow staff time to completely sanitize the dental room and don all new PPE. Besides a reduced number of patients, we are not able to provide a full range of services. We are minimizing services that require aerosolization or cause droplets from patients’ mouths to be expelled into the air. Patients are also hesitant to seek dental care due to COVID-19 concerns; so we have seen a reduced number of patients seeking services. To better continue to reach all of our clients we have developed a teledentistry program and virtual oral health presentations. Virtual visits are available in real time to clients who are in pain or experiencing a dental emergency; and dentists are able to assess the oral health problem and schedule in-clinic appointments as needed. We updated our website to include teledentistry information and online scheduling. Because our hygienist has been unable to go to community locations to provide in-person services and it is anticipated that we will be unable to provide services to students at Boulder Valley School District and Boulder County Head Start locations during the next school year or at other community sites such as Senior Centers, we are developing virtual oral health presentations on oral hygiene and nutrition that can be presented virtually in real time or as recordings at these sites. COVID-19 also has had a major financial impact on our agency. Due to the closures of our clinics from March 16 through May 13 and the decreased number of patients that we can now safely serve, we 143 have seen a decrease in income from private pay fees and insurance reimbursements (Health First Colorado - Medicaid). At the same time, our cost per patient to safely provide services has increased by approximately 10%. Since May 13 we have experienced a slow increase in revenue; however, we are still 39% behind planned revenue for the year. Our Paycheck Protection Plan (PPP) loan funds were used up by June 15 and at that time we began paying all staff hourly. Since reopening we have reduced our clinic hours to match client demand and have been reasonably busy. In July we were able to resume paying salaried staff their full salary. When the clinics reopened several employees with health concerns chose not to return to work. To date we have not laid off any employees and no employees have tested positive for COVID-19. Our usual supplier of personal protective equipment with whom we have maintained standing orders, has been unable to keep some of the needed Personal Protective Equipment (PPE) in stock and meet our needs; and we have had to develop several new sources for supplies and equipment. It appears that this will be an ongoing problem. We are carefully monitoring expenses and have been operating efficiently. We plan to continue to closely monitor our income and expenses and adjust our staffing and our provision of services as needed. This fall we expect our Paycheck Protection Plan (PPP) loan to be be forgiven. We anticipate that we will emerge from this crisis as a somewhat smaller but more sustainable organization 5. Leadership: • How many people serve on your Board of Directors and how many of these are Louisville residents? We currently have a Board of Directors consisting of seven members. One individual who was a member of the Board has taken a leave from the Board while he serves as Dental Aid’s Interim Business Director. When a New Director is hired, the Board will return to having eight members. No members of the Board currently reside in Louisville. • How many staff does your organization employ and what is the total full-time equivalent? Are any of your staff members Louisville residents? We currently have 26 full-time employees and 5 part- time employees. No employees currently reside in Louisville • Does your organization utilize volunteers? If yes, provide a brief description of their role and the approximate number of volunteer hours donated in a year. We usually have some University of Colorado premedical and pre-dental students who volunteer to assist us in the delivery of dental services. In a typical year we would have 10-15 volunteers donating several hundred hours of their time. Due to the pandemic, it is not safe to have volunteers coming into our clinics. The Interim Business Director and the Grant Writer are serving as volunteers at this time • Who will be responsible for the administration of the program or service? Our leadership team includes the following individuals: David Becker, our Interim Business Director, Dr. Jose Mena, our Dental Director, Dr. Darby Barfield, our Director of Pediatric Dentistry, Dr. Talbot Fucci, our Community Health Outreach Dentist, and Karen Coronado, our Operations Manager. Please see the Key Staff attachment for further information of the qualifications and experience of these individuals. 7. Please include any additional information that would be helpful to the Finance Committee in evaluating your agency's need for funding. Our focus since March of 2020 has been on learning to provide oral health care in a pandemic. We have learned that our staff is extremely dedicated and has been flexible in adapting to changed schedules and ways of providing services. They have continued to be dedicated to providing oral health services to our clients while putting their own health at risk. The dental profession is the profession most vulnerable to COVID-19 transmission from clients. (New York Times- 3-15-20) We have also learned that we are a resilient organization. Using new safety protocols, our dental professionals have continued to provide services to clients. In response to not being able to provide services to clients in remote settings, we have 144 developed a teledentistry program. In response to no longer being able to provide in-person preventive oral health education to clients in community settings, we are developing age appropriate virtual oral health education programs that can be presented either in real times or as a recording. Our staff remains dedicated to our mission of making high quality oral care accessible to all regardless of income. In the coming year we look forward to being able to resume “business as usual” while also implementing changes that were necessitated by the pandemic but which may also be helpful on an ongoing basis. Grant funding from the City of Louisville helps Dental Aid continue to provide reduced-fee and subsidized comprehensive oral health care and education to low-income individuals in our community. Since the subsidization of dental services for low-income uninsured and underinsured individuals will never be sustainable, in order to continue to serve low-income uninsured individuals who cannot pay the cost of their care, we must supplement our earned revenue through donations and grants from foundations and local governments. 145 146 Dental Aid Board of Directors - 2020 " " ! 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' ' $ ")'+ ( &"(+& ( ""&$#&( ". '..&#! #)"(# ,# # -" . ..&#!&(( "'( ()(" .&#! ( " *&' (,## #&#. '+#& #( ' && "#&9,&'1 "&## ,"- +#& "&##! -# #"' $&#(( #" +,&#&64,&' " !'"#) &#)"( '-# #&#.&+#& "( $&#(( #" (# & #!! (!"((#$&*"( #"- "(&",##& "( #""##$&( #"-"%) (,. '&#) ( &' ''&'& &"+& (&'+ '#""( #"' "( #!!)" (,(# &+#& + ( "( . 149 150 151 GRANT APPLICATION FOR NON-PROFIT ORGANIZATIONS Please answer the following questions as concisely as possible in the space provided. If additional information is required, it will be requested by e-mail or telephone after the Finance Committee has reviewed the application. The proposal summary should be signed by both an official of the agency's governing board and, if applicable, the agency’s director. One (1) hard copy of the application and all required attachments should be submitted to: City of Louisville Kevin Watson Director of Finance 749 Main Street Louisville, CO 80027 Or in pdf-format via e-mail to: [email protected] Applications are due on or before 5:00 p.m., Monday, September 7, 2020 Required Attachments: x List of Board of Directors and key officers or active volunteers. x Copy of agency's 501(c)(3) tax ruling from IRS. Organization Good Samaritan Medical Center Foundation Program Title or “General Operating” Improving the Health of Newborns in the NICU Contact Person Jan Bonner Title Executive Director Address 200 Exempla Circle, Lafayette, CO 80026 Telephone 303-689-5251 E-Mail [email protected] Program Duration (if applicable) Begin N/A - ongoing End N/A - ongoing Anti-Discrimination Policy (Required) Yes X No Other 2021 2022 Grant Amount Requested for 2021 and/or 2022 $ $3,000 $ $3,000 152 CITY OF LOUISVILLE, COLORADO GRANT APPLICATION FOR NON-PROFIT ORGANIZATIONS 1. Organizational background: What is the mission of your organization? Briefly present the strategies you use to achieve your mission. What is the source of information used to verify the need for the services your organization provides? Good Samaritan Medical Center Foundation is the fundraising arm supporting Good Samaritan Medical Center (Good Sam), whose mission is to reveal and foster God’s healing love to the community it serves, especially the poor and vulnerable. Established in 2004, Good Sam is a 234-bed community hospital located in Lafayette, Colorado, about 20 miles northwest of Denver. Good Sam provides comprehensive services to a primary service area of more than 800,000 people. Good Sam's premier services include a Level II Trauma Center and 24/7 emergency services, Cancer Centers of Colorado, the Heart Institute of Colorado, an accredited Chest Pain Center, a Primary Stroke Center, a baby-friendly birthing center and the Center for Integrative Medicine. Good Sam was named one of America’s 50 Best Hospitals™ by Healthgrades in 2019 and 2020, placing it in the top 1% of hospitals in the nation for excellence in clinical care two years in a row. Good Sam conducts a community health needs assessment (CHNA) every three years to identify significant community health needs. The CHNA helps inform Good Sam’s strategic priorities, which include the following under its Mission Forward 2025 five-year plan; x Providing comprehensive cardiovascular care close to home x Striving for excellence in women and children’s health x Investing in workforce development by providing scholarships, continuing education and professional development x Helping patients in need overcome barriers to discharge through charity care and patient assistance x Providing access to high-quality emergency care through its Level II Trauma Center 2. Program description: What are the specific activities/programs for which you are requesting funding? If requesting general/operating support, provide an overview of the organization’s activities. Good Sam delivers over 2,000 babies each year and about 7% (140) are premature or high-risk, meaning they need care in the neonatal intensive care unit (NICU). Generally, low-income women are at higher risk for premature and high-risk births, and this trend is also present at Good Sam. Just under 70% of babies admitted to the NICU are from families that are enrolled in Medicaid or are uninsured altogether. Not only is premature birth (birth before the 37th week of pregnancy) the leading cause of newborn deaths in Colorado, it can also create lifelong health and development problems for those who do live. Part of the reason so many premature babies die is that there is a high risk of developing infections while in the NICU. One such infection is necrotizing enterocolitis (NEC), when infants’ intestinal walls die due to infection or lack of blood flow. NEC kills 30% of babies who develop it. Recent research has found that human breast milk, which is naturally antimicrobial and antibacterial, can be enhanced with lipids and probiotics to prevent NEC and encourage healthy tissue growth. According to the World Health Organization, babies who are breast-fed have fewer serious illnesses, such as SIDS, childhood cancers and diabetes, when compared with babies who were not breast-fed. Breast-fed babies are also less likely to be obese and have type 2 diabetes as adolescents and adults. Because of this, Good Sam is requesting $6,000 over two years to purchase five pumps to ensure mothers are able to provide 153 essential nutrients to their high-risk infants in the NICU. Currently, mothers must leave their room and baby to use a shared breast pump. Having a breast pump in each room will not only increase bonding time, but also increase patient safety during COVID-19. It is important to note that while a mother’s milk is preferred, Good Sam is sensitive to the fact that many moms can’t produce their own breast milk for a variety of reasons, or they simply can’t produce enough to meet the increased needs of their premature/high-risk babies. In these instances, Good Sam provides donor human breast milk to infants, to ensure the baby does not develop infections. 3. Program measurements: Provide the following information for the program/activities for which funding is requested: x Quantitative measures: For example, describe the overall population and geographic area targeted for service, with more specific information about the population you expect to reach in Louisville. Good Sam aims to serve low-income women and their babies in Louisville and greater Boulder County. As mentioned above, just under 70% of babies admitted to the NICU are from families that are enrolled in Medicaid or are uninsured altogether. x Qualitative measures: How will you measure the success of this program/activity? The overarching goal of the program is to provide every infant in the NICU, regardless of insurance or family income status, with as much breast milk as they need in order to prevent infections and ensure they grow and develop healthily. To measure the accomplishment of that goal, the project will achieve the following key objectives: 1. During the grant period, Good Sam will record zero cases of NEC among admitted infants, as measured by infant patient electronic health records. 2. During the grant period, Good Sam will provide human breast milk, using an infant’s mother’s milk if possible, to every infant who can ingest it, as measured by infant patient electronic health records. 4. Evaluation: If you offered this program in the past year, provide a brief description of successes and challenges. What, if any, changes will you implement to address this evaluation? Good Sam provides ongoing care in the NICU. Women's Health is a major focus for growth for Good Sam under SCL Health's Mission Forward 2025 strategic plan. As part of the strategic plan, our renowned clinical leaders are enhancing a forward-thinking model of integrated healthcare that supports women through all stages of their life, including labor and delivery, as well as cardiovascular, breast cancer and gynecological oncology care. We strive to lead advanced health and wellness services for women, with labor and delivery being a vital part of that mission. Furthermore, this strategic focus on Women’s Health also includes a complete renovation of the NICU in order to ensure the highest patient safety and neurological development is provided for the most vulnerable infants born at Good Sam. Good Sam received approval for this renovation in 2019 and construction was expected to begin in the first half of 2020. However, due to COVID-19, this timeline had to be pushed back to 2021. Despite this challenge, we estimate that this renovation will increase Good Sam’s NICU capacity by 40% once complete. 154 CITY OF LOUISVILLE, COLORADO GRANT APPLICATION FOR NON-PROFIT ORGANIZATIONS 5. Leadership: x How many people serve on your Board of Directors and how many of these are Louisville residents? Good Sam has 18 board members and one currently lives in Louisville. x How many staff does your organization employ and what is the total full-time equivalent? Are any of your staff members Louisville residents? The foundation has two full-time employees, neither of whom live in Louisville. x Does your organization utilize volunteers? If yes, provide a brief description of their role and the approximate number of volunteer hours donated in a year. While the foundation does not utilize volunteers beyond the board of directors, the hospital typically has over 300 volunteers who work in over 35 different departments throughout the hospital, serving in areas of hospitality, clerical, and as patient-care ambassadors. Several home volunteers make walker bags, prayer shawls, and baby hats. Overall, volunteers at Good Samaritan Medical Center contribute over 33,000 hours of service annually. The hospital is always recruiting new volunteers. x Who will be responsible for the administration of the program or service? Heide Bliss is the clinical manager of the NICU and will oversee this program. She also serves as the lactation manager and the baby-friendly coordinator. Heide has more than 12 years of experience in nursing and prior to joining Good Sam in May 2020, served as the Manager of Pediatrics and the Pediatric Intensive Care Unit at Denver Health. 6. Please identify any other agencies/organizations that are currently providing similar services to the targeted population. Describe any cooperative or collaborative efforts between your organization and the other agencies. Good Sam was the first hospital in Colorado to be named Baby-Friendly (see below for more information on this designation). The only other hospital in Boulder County with this designation is the Boulder Community Foothills Hospital. Good Sam also partners the Mothers' Milk Bank (MMB) in nearby Arvada to provide donor human breast milk. MMB, a nonprofit program of Rocky Mountain Children’s Health Foundation, collects, processes, tests and provides donor human milk to babies across the country. MMB is a member of and adheres to the strict guidelines of the Human Milk Banking Association of North America. 7. Please include any additional information that would be helpful to the Finance Committee in evaluating your agency's need for funding. Baby-Friendly is a designation given by the World Health Organization and UNICEF to hospitals that have created the best possible environment for breastfeeding. In order to receive and maintain this designation, Good Sam adheres to the "Ten Steps to Successful Breastfeeding" framework developed by a team of global experts and consist of evidence-based practices that have been shown to increase breastfeeding initiation and duration. The “Ten Steps” are also endorsed and promoted by the major maternal and child health authorities in the United States, including the American Academy of Pediatrics and the Association of Women’s Health, Obstetric and Neonatal Nurses. 155 CITY OF LOUISVILLE, COLORADO GRANT APPLICATION FOR NON-PROFIT ORGANIZATIONS Please list all funding sources anticipated for your 2021-2021 fiscal years for the entire program/agency. Estimated/Requested Percent Source of Funding Funding Amount of Total Walmart Foundation $2,500 16% Newborn Hope $4,000 27% RK Foundation $5,500 37% City of Louisville $3,000 20% I swear or affirm that the above information is true and correct to the best of my knowledge and belief. Signature Signature Jan Bonner Tom Alford Agency Director Board President 303-689-5252 303-598-1275 Telephone Number Telephone Number [email protected] [email protected] E-Mail Address E-Mail Address Applications may be considered public record after presentation to the Finance Committee pursuant to City Ordinance and the Colorado Open Records Act. The City will notify the applicant of any request for disclosure and it will be the responsibility of the applicant to object and to pursue any legal actions pursuant to Colorado law. An applicant shall notify the City within 24 hours of notification by the City of request for disclosure of the applicant’s objections to disclosure and the applicant’s intent to pursue lawful protection under Colorado law. Any proprietary or otherwise sensitive information contained in the application is subject to potential disclosure. Submitting it waives any recourse with respect to disclosure and indemnifies the City for any charges directly related to the City’s disclosure. 156 Good Samaritan Medical Center Foundation Board of Directors 2020 Tom Alford Board Title: Board Chair Committee: Executive Committee, Governance Committee Title/Employer: Vice President, Operations; Saunders Construction, Inc. Community Affiliation: Englewood, CO Term Dates: 2020-2023 Scott Busch Board Title: Board Secretary Committee: Development Committee; Governance Committee Title/Employer: Staff Software Engineer; Broadcom, Inc Community Affiliation: Louisville, CO Term Dates: 2019-2021 Peter Benkowski Committee: Governance Committee Title/Employer: Vice President, Strategy & Business Development; Good Samaritan Medical Center Community Affiliation: Lafayette, CO Term Dates: Ad Hoc Charmaine Cook, SCP, SPHR Committee: Executive Committee, Development Committee Title/Employer: Vice President, Human Resources; Lifehouse, Inc Community Affiliation: Erie, CO Term Dates: 2020-2023 Beth Forsyth Committee: Governance Committee Title/Employer: COO; Good Samaritan Medical Center Community Affiliation: Lafayette, CO Term Dates: (Ad Hoc) Geoff Dawdy Committee: Development Title/Employer: Senior Database Administrator; NexGen Technologies, Inc. Community Affiliation: Thornton, CO Term Dates: 2018-2020 157 Mike Meints Committee: Development Committee Title/Employer: CEO; Cator, Ruma & Associates Community Affiliation: Lakewood, CO Term Dates: 2019-2021 Gregg Moss Committee: Chair, Development Committee; Executive Committee Title/Employer: President & CEO; Metro North Chamber of Commerce Community Affiliation: Lakewood, CO Term Dates: 2020-2023 Melissa Whitmer Committee: Executive Committee, Development Committee, Governance Committee Title/Employer: Senior Vice President – Healthcare Banking; Key Bank Community Affiliation: Denver, CO Term Dates: 2018-2020 Wyman D. Robb Committee: Governance Committee Community Affiliation: Westminster, CO Term Dates: 2018-2020 Jennifer Alderfer Title/Employer: President, Good Samaritan Medical Center Community Affiliation: Lafayette, CO Term Dates: Ad Hoc Peter Kung Committee: Governance Committee Title/Employer: System Vice President, Innovation and Virtual Health; SCL Health Community Affiliation: Louisville, CO Term Dates: 2018-2020 John Bosio Committee: Development Committee Title/Employer: Vice President; Restoration Specialists, Inc. Community Affiliation: Broomfield, CO Term Dates: 2018-2020 Kelly Knudson, MD Committee: President, Medical Executive Committee Title/Employer: General & Trauma Surgery; Good Samaritan Medical Center Term Dates: 2019-2021 158 Scott Elmore Committee: Development Committee Title/Employer: General Manager; Stan’s Automotive Community Affiliation: Lafayette, CO Term Dates: 2018-2020 Louis Cicio Committee: Governance Committee Title/Employer: Director of Strategic Alliances; Lineup Systems Community Affiliation: Broomfield, CO Term Dates: 2019-2021 Edward Pyun, Jr., MD Committee: Development Committee Title/Employer: General & Trauma Surgeon; Good Samaritan Medical Center Community Affiliation: Lafayette, CO Term Dates: 2019-2021 Mary Beth Quiram Committee: Development Committee Title/Employer: Community Volunteer Community Affiliation: Westminster Term Dates: 2019-2021 Staff Jan Bonner, MS, CFRE Title/Employer: Executive Director, Good Samaritan Medical Center Foundation Committee: 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lease answer the following questions as concisely as possible in the space provided. If additional information is required, it will be requested by e-mail or telephone after the Finance Committee has reviewed the application. The proposal summary should be signed by both an official of the agency's governing board and, if applicable, the agency’s director. One (1) hard copy of the application and all required attachments should be submitted to: City of Louisville Kevin Watson Director of Finance 749 Main Street Louisville, CO 80027 Or in pdf-format via e-mail to: [email protected] Applications are due on or before 5:00 p.m., Monday September 7, 2020 Required Attachments: x List of Board of Directors and key officers or active volunteers. x Copy of agency's 501(c)(3) tax ruling from IRS. Organization Developmental Disabilities Center dba Imagine! Program Title or General Case Management Emergency Funds Operating Contact Person Patti Micklin Title Executive Director, Imagine! Foundation Address 1400 Dixon Avenue Lafayette, CO 80026 Telephone 303 926-6443 E-Mail [email protected] Program Duration (if applicable) Begin 7/1/2020 End 6/30/2022 Anti- Discrimination Policy Yes X No (Required) 2021 2022 Grant Amount Requested for 2021 and/or 2022 $ 1500.00 $ 1500.00 165 CITY OF LOUISVILLE, COLORADO GRANT APPLICATION FOR NON-PROFIT ORGANIZATIONS 1. Organizational background: What is the mission of your organization? Briefly present the strategies you use to achieve your mission. What is the source of information used to verify the need for the services your organization provides? The mission of Imagine! is to create a world of opportunity for all abilities. Imagine!’s guiding philosophy is that all individuals, regardless of ability or disability, have talents and strengths that make them vital members of the community. Imagine! was established in 1963 as a not-for-profit 501(c)(3) organization providing supports and services for individuals with intellectual and developmental disabilities– disabilities that result from neurological impairments such as Down syndrome or autism. The first community- initiated provider of services to this population in Colorado, Imagine! was created by a group of parents who wanted their children with intellectual and developmental disabilities to have the same opportunities as other children in their community. Imagine! is identified by the State of Colorado as the designated entry point in Boulder and Broomfield counties to access services for people with intellectual disabilities. Imagine!’s history includes celebrating 57 years of serving the needs of a large population who may have a combination of physical disabilities, mental illness, and/or behavioral needs. Today, Imagine! serves over 4,200 individuals with intellectual and developmental disabilities and their families. Over the past five decades, Imagine! has established a solid reputation for providing innovative responses to the challenges faced by local individuals with disabilities. For example, Imagine! built the first group home in the state specifically for senior citizens with intellectual and developmental disabilities, developed and continues to provide a unique service for children with autism spectrum disorders, and created the first residential facilities in the nation to use technology in a comprehensive way to improve the independence and self-sufficiency of residents with intellectual and developmental disabilities. The pandemic has created challenges and Imagine! has risen to the occasion. Many services are now delivered virtually or in small, socially-distanced groups. We continue to follow state and local guidelines to ensure the health and safety of those we serve. 2. Program description: What are the specific activities/programs for which you are requesting funding? If requesting general/operating support, provide an overview of the organization’s activities. The purpose of Imagine!’s Case Management Emergency Fund is to help low-income residents with intellectual and developmental disabilities meet urgent or extraordinary needs not covered by Medicaid or other funding sources. Imagine! provides limited financial assistance to help clients in crisis when no other funding source is available. Program guidelines define such situations as unexpected events that have a significant impact on the person’s health, safety, or welfare or may pose a threat to the health, safety or welfare of the individual if assistance is not available. Examples of approved expenses include housing costs, medical bills, grocery/food costs, monthly bills. 166 Case Management Emergency Funds help to stabilize Imagine! clients who are in crisis, averting worsening outcomes accompanied by increased costs to the community. Examples of such outcomes include not buying important prescriptions requiring co-pays (leading to the need for emergency medical care), increased family stress due to a lack of respite care (leading to placing children with intellectual and developmental disabilities in foster care), or being unable to pay rent after a period of illness (leading to homelessness). The COVID-19 crisis has not only left a large number of individuals without direct services, but has also presented a number of individuals with unexpected costs due to this emergent situation. As a result, Imagine! has experienced a significant increase in requests from individuals in services, seeking support due to unforeseen expenses and emergencies. As most individuals are considered low or very low income, they are without the safety net of a savings account. As the requests for Emergency Funds continue to increase, Imagine! hired a Crisis Specialist to ensure that requests are handled swiftly to avert a crisis when other resources are limited. This allows Imagine! to serve as a safety net for individuals with intellectual and developmental disabilities to prevent homelessness and promote the safety and well-being of an individual served by Imagine!. While Imagine! is not designated by the State as a “provider of last resort,” we believe firmly that if we can avert a crisis with funding, and maintain a stable situation, it is best to do that. Imagine! is prudent in providing Case Management Emergency Funds to individuals and families in crisis. Objectives x Funds must go toward averting or mitigating crisis situations affecting individuals with intellectual and developmental disabilities. x Funds must help assist the family in creating a plan going forward to prevent the emergency from becoming an ongoing issue. x Funds are the option of last resort, when all other funding options have been exhausted. x Funds must be used to preserve and promote the health, safety, and welfare of low- income clients with urgent or extraordinary needs to improve/stabilize the quality of life of individuals with intellectual and developmental disabilities. x Individuals are able to apply twice in a year to address new needs related to crisis resulting from COVID-19. (Previously they could only apply once a year.) 3. Program measurements: Provide the following information for the program/activities for which funding is requested: x Quantitative measures: For example, describe the overall population and geographic area targeted for service, with more specific information about the population you expect to reach in Louisville. The Case Management Emergency Fund is used to assist Imagine! clients (from infants to seniors) who may need emergency assistance. The Fund is accessed only when other options are exhausted. Imagine!’s services are not directly contingent upon income level; however, based on eligibility for Medicaid and other public programs, an estimated 80% of its clients would be categorized as either low-income 167 or very low-income. Between July 1, 2018 and June 30, 2020, Imagine! provided $379,281 in Case Management Emergency Funds to 231 individuals with intellectual and developmental disabilities, or their families, to avert a crisis. Grants totaling $8,990.00 were provided to seven individuals residing in Louisville. The Imagine! Foundation received a $1,000 grant from the City of Louisville, and 100% of that grant supported one of the seven Louisville residents. x Qualitative measures: How will you measure the success of this program/activities Targeted surveys in each program area help the organization measure the effectiveness and fine-tune the methodologies of programs. In the Case Management Emergency Funds program, written questionnaires are distributed to all individuals/families who receive those funds. Recipients of Emergency Fund distributions are asked to complete a program evaluation survey 60 days after receiving the funds. Of the 121 approved Emergency Fund requests during FY 2020, family follow-up surveys were received from 67 individuals and/or families, representing 55% of those who received emergency funds. Overall, Emergency Funding had a positive impact and made a difference in the crisis situation affecting the individual with a developmental disability. 98% of individuals/families who completed surveys indicated they agree or strongly agree the funds addressed their needs and supported their well-being. 4. Evaluation: If you offered this program in the past year, provide a brief description of successes and challenges. What, if any, changes will you implement to address this evaluation? The COVID-19 crisis has not only left a large number of individuals without direct services, but has also presented a number of individuals with unexpected costs due to this emergent situation. As a result, Imagine! has had a significant increase in requests from individuals in services, seeking support due to unforeseen expenses and emergencies. As most individuals are considered low or very low income, they are without the safety net of a savings account. For years, Imagine! has had Case Management Emergency Funds available for individuals receiving services. To date there have been 36 requests for individuals seeking support due to COVID-19. Due to this increase in need for individuals seeking Case Management Emergency Funds, Imagine! has taken action to better serve those in need including; 1)Hiring a Crisis Specialist to ensure that requests are handled swiftly to avert a crisis when other resources are limited. 2)Allowing individuals to apply twice in a year to address new needs related to crisis resulting from COVID-19. (Previously they could only apply once a year.) 3)Expansion of fundraising efforts directed toward the Case Management Emergency Funds to support current and future needs as we know a number of our (more than 4,200 clients) have been greatly impacted by recent events. 168 While Imagine! is not designated by the State as a “provider of last resort,” we believe firmly that if we can avert a crisis with funding, and maintain a stable situation, it prevents cascading issues. Imagine! is prudent in providing Case Management Emergency Funds to individuals and families in crisis. At the same time, we know that we are not able to fully meet all of the need that exists. By increasing the funding for this program, we believe we are mitigating situations in people’s lives who are already facing huge challenges. The survey results point to this, as the funds provided have helped prevent escalating situations that would be more stressful and more costly in the long run. Case Management Emergency Funds have been successful in providing funding to 90% of the requests received in FY20 and half of the requests received were related housing stability or avoiding homelessness. CITY OF LOUISVILLE, COLORADO GRANT APPLICATION FOR NON-PROFIT ORGANIZATIONS 5. Leadership: x How many people serve on your Board of Directors and how many of these are Louisville residents? Between the 30 members of the Imagine! Board and The Imagine! Foundation Board, there are 7 members (Don Brown, Jodie Gilbert, Marie Gambon, Steve Bryant, Pete Madden, Meg McClellan and Paige Norton) residing in Louisville. x How many staff does your organization employ and what is the total full-time equivalent? Are any of your staff members Louisville residents? Imagine! employs 314 people full-time and 447 people part-time, for a total of 320 FTEs. Twenty one Imagine! staff members reside in Louisville. x Does your organization utilize volunteers? If yes, provide a brief description of their role and the approximate number of volunteer hours donated in a year. During FY20 numbers, 282 volunteers (including Board members) contributed a total of 8,110 hours to supporting persons with intellectual and developmental disabilities in 10 different program areas. Of the 412 volunteers serving with Imagine! this past year, 68% of support reported were in roles that serve directly with individuals in services. This is a reduction of hours served with volunteers from FY19 to FY20 as we had to suspend all volunteer activity when the pandemic started but we are please that volunteers have resumed to support in remote role to continue providing community interaction for individuals with disabilities. x Who will be responsible for the administration of the program or service? Jenna Corder Director of Client Relations 169 6. Please identify any other agencies/organizations that are currently providing similar services to the targeted population. Describe any cooperative or collaborative efforts between your organization and the other agencies. Imagine! holds a unique position as the primary local organization responsible for addressing the needs of a large population who may have a combination of physical disabilities, mental illness, and/or behavioral needs. As the entry point for services to people with Intellectual and developmental disabilities, Imagine! coordinates services and supports provided by a network of approximately 275 organizations and individuals throughout Boulder and Broomfield Counties. Imagine!’s partner organization, the Association for Community Living (ACL) and many organizations in the community (e.g. the Sister Carmen Center, O.U.R. Center or local churches), recognize this need and offer resources to low-income individuals in crisis situations. However, these resources are heavily utilized by community members who are not diagnosed with a cognitive disability or are not among Imagine!’s service population. The scope and availability of these resources are unable to meet the needs of our very vulnerable population. Additionally, the State and Medicaid waiver services for Imagine! clients does not include housing. Because this is a state-wide challenge, Imagine! is working with Alliance, a Colorado association dedicated to strengthening community services and supports for people with intellectual and developmental disabilities by collaboratively advancing innovative policies and practices. Alliance intends to set up a committee to study this issue, statewide, as more and more Community Centered Boards are grappling with the issue of affordable housing for persons with intellectual and developmental disabilities and determine the scope and resources available to address this issue with community leaders to help avert homelessness. 7. Please include any additional information that would be helpful to the Finance Committee in evaluating your agency's need for funding. Imagine! appreciates the opportunity to share information about the Case Management Emergency Fund program with the City of Louisville. We hope that you will continue to support Imagine! and the individuals and families in Louisville who may need emergency funding with a generous grant of $3,000 over the next 2 years. One-hundred percent of all City of Louisville grants received by the Imagine! Foundation have been used for the Case Management Emergency Fund to serve Louisville clients in crisis. No overhead has been reserved. Please note that Imagine!’s fiscal year is from July 1st thru June 31st and due to COVID-19 we are still compiling data for our FY20 Agency Profile which will be ready to share with Imagine! partners by mid to late September. 170 CITY OF LOUISVILLE, COLORADO GRANT APPLICATION FOR NON-PROFIT ORGANIZATIONS Please list all funding sources anticipated for your 2021-2021 fiscal years for the entire program/agency. Estimated/Requested Percent Source of Funding Funding Amount of Total Boulder County Mil Levy Funds $294,158 80% Broomfield County Funds $40,000 11% Foundations, Corporations, Churches $31,500 9% $365,658 I swear or affirm that the above information is true and correct to the best of my knowledge and belief. Signature Signature Agency Director Board President 720.399.4190 303.464.9301 Telephone Number Telephone Number [email protected] [email protected] E-Mail Address E-Mail Address Applications may be considered public record after presentation to the Finance Committee pursuant to City Ordinance and the Colorado Open Records Act. The City will notify the applicant of any request for disclosure and it will be the responsibility of the applicant to object and to pursue any legal actions pursuant to Colorado law. An applicant shall notify the City within 24 hours of notification by the City of request for disclosure of the applicant’s objections to disclosure and the applicant’s intent to pursue lawful protection under Colorado law. Any proprietary or otherwise sensitive information contained in the application is subject to potential disclosure. Submitting it waives any recourse with respect to disclosure and indemnifies the City for any charges directly related to the City’s disclosure. 171 Imagine! Board of Directors: Ron Alford Northrop Grumman, Parent | Broomfield, Broomfield County | 2020 Cathy Bodine, Department of Bioengineering, U. of Colorado | Denver, Denver County | 2024 Sarah Boylan, Boulder County Housing & Human Services, Boulder, Boulder County | 2022 Don Brown, Founder, Optimal Blue Secondary Services, Louisville, Boulder County 2028 Jodie Gilbert, Attorney, Howard O. Bernstein, P.C., Louisville, Boulder County 2027 Marie Gambon, Founder, Gambon Enterprises, Louisville, Boulder County, 2028 Tim Haverstick, 3H Paint, Parent | Boulder, Boulder County | 2022 Brenda Kaiser-Burger, Conscious Living Group CEO, Parent, Broomfield, Broomfield County2028 Bella Larsen, Longmont Humane Society, Consumer | Boulder, Boulder County | 2022 Kevin Nelson, Stewart Title | Boulder, Boulder County | 2020 Vanessa Oldham Barton, Deputy Director, Broomfield Health & Human Services, Broomfield, Broomfield County 2028 Walt Pounds, Self Employed, Family Member of an Imagine! Consumer | Boulder, Boulder County | 2021 Rebecca Rose, In Clover Research President, Boulder, Boulder County, 2028 JoAnn Ross Wells Fargo Home Mortgage Banker, Parent, Erie, Boulder County, 2028 Heidi Storz, Benson Kerranc, Storz & Nelson, Attorney at Law | Boulder, Boulder County | 2021 172 Imagine! Foundation Board of Directors: Jana Petersen, (President), County Administrator | Lafayette, Boulder County | 2022 Sandy Brown (Vice President), Owner, Whimsy Farm | Boulder, Boulder County | 2022 Pat Daly, (Treasurer), Vice President, Pueblo Bank & Trust | Erie, Boulder County | 2021 Pete Madden (Secretary), VP, SunStreet | Louisville, Boulder County | 2021 Brad Bickham, Partner, Colorado Financial Management | Boulder, Boulder County | 2023 Steve Bryant, Private Banking Manager, Wells Fargo | Louisville, Boulder County | 2023 John Creighton, President, High Plains Bank | Longmont, Boulder County | 2023 Jackie Friesth, Owner, Bolder Insurance | Louisville, Boulder County | 2023 Courtney Gimeno, Relationship Mgr, Elevations Credit Union | Boulder, Boulder County | 2021 Meg McClellan, Chief Legal Officer, UCAR | Louisville, Boulder County | 2021 Paige Norton, Vice President, Commerce Bank | Louisville, Boulder County | 2023 Zoe Polk, Manager, Pedestrian Corp | Boulder, Boulder County | 2021 Jessie Thompson, Vice President, Guaranteed Rate Affinity | Lafayette, Boulder County | 2023 Jessica Tyler, Susan G. Komen | Broomfield, Broomfield County | 2022 Ed Wassom, Sunrise Eagle Ranch | Broomfield, Broomfield County | 2021 Emeritus Directors Robert F. Charles, Jr. (Founder, Emeritus), President, B & J Enterprises | Boulder, Boulder County George M. Karakehian (Emeritus), Owner, Art Source International | Boulder, Boulder County John R. Mehaffy (Emeritus), Attorney at Law, Retired | Longmont, Boulder County Leona Stoecker (Emeritus), Former Longmont Mayor | Longmont, Boulder County 173 174 GRANT APPLICATION FOR NON-PROFIT ORGANIZATIONS Please answer the following questions as concisely as possible in the space provided. If additional information is required, it will be requested by e-mail or telephone after the Finance Committee has reviewed the application. The proposal summary should be signed by both an official of the agency's governing board and, if applicable, the agency’s director. One (1) hard copy of the application and all required attachments should be submitted to: City of Louisville Kevin Watson Director of Finance 749 Main Street Louisville, CO 80027 Or in pdf-format via e-mail to: [email protected] Applications are due on or before 5:00 p.m., Monday, September 7, 2020 Required Attachments: x List of Board of Directors and key officers or active volunteers. x Copy of agency's 501(c)(3) tax ruling from IRS. Organization Impact on Education Program Title or “General Operating” General Operating Contact Person Allison Billings Title Executive Director Address 720 Front St., Suite A Louisville CO 80027 303-524-3865 Telephone E-Mail [email protected] Program Duration (if applicable) Begin End Anti-Discrimination Policy (Required) Yes X No Other 2021 2022 Grant Amount Requested for 2021 and/or 2022 $ 4,000 $ 4,000 175 CITY OF LOUISVILLE, COLORADO GRANT APPLICATION FOR NON-PROFIT ORGANIZATIONS 1. Organizational background: What is the mission of your organization? Briefly present the strategies you use to achieve your mission. What is the source of information used to verify the need for the services your organization provides? Impact on Education is the foundation supporting all 56 Boulder Valley public schools. Our wide- ranging projects and programs drive innovation and foster excellence throughout the Boulder Valley Public School District (BVSD), and impact approximately 31,000 local students and 4,000 educators each school year. Our programs focus on improving equity by addressing economic and learning barriers that curtail success, promoting innovation in education, and fostering excellence in instruction. We serve the entire BVSD student body across 56 schools in Boulder, Broomfield, Lafayette, Louisville, and Superior. We also serve Nederland, Gold Hill, Jamestown and the mountain communities, especially those areas where we see great inequities and concentrations of poverty. We not only support and empower our district's most at-risk students, but we improve the playing field for all students through innovative uses of technology and instructional tools that enable all of our students to become successful 21st-century learners. Since our inception in 1983, we have strived to stay at the forefront of new technology and educational advancements. We work closely with donors and community stakeholders to provide teachers high-quality professional development opportunities and students access to a wealth of science, technology, mathematics, literacy, history, social-emotional and other types of educational tools and materials. Impact on Education is committed to creating opportunities for success, providing access to high quality pre- K-12 education and college readiness for at-risk and underserved youth. For this reason, we invest approximately 90% of our program funds to help address inequities and improve learning and engagement for students confronted by economic, ethnic, linguistic and similar barriers to success, primarily the nearly 6,500 BVSD students from low-income homes. Impact on Education relies on data provided by the Boulder Valley School District to determine the need for the services we provide. We also meet with the top levels of leadership across the District, from BVSD administrators to principals in the schools where we work, to establish their greatest needs and determine where and in what capacities IOE can best serve these needs. Impact on Education relies on data provided by the Boulder Valley School District to determine the need for the services we provide. We also meet with the top levels of leadership across the District, from BVSD administrators to principals in the schools where we work, to establish their greatest needs and determine where and in what capacities IOE can best serve these needs. 2. Program description: What are the specific activities/programs for which you are requesting funding? If requesting general/operating support, provide an overview of the organization’s activities. Impact on Education requests operating support. We offer programs benefiting students and educators across the district. Each program takes a slightly different approach to most effectively tackle the obstacles our students and educators face. Programs include Crayons to Calculators (C2C) to provide school supplies for students in need, Summer Shuffle to provide literacy and numeracy support for rising preschool and kindergarten students, Computer Science providing teacher professional development, Career Discovery to connect students with career opportunities 176 projected to be in demand in the future, and Impact Awards that support and motivate teacher excellence. IOE has shifted programs significantly to respond to the changing needs of students and their families during the COVID-19 pandemic. These priorities were identified in close partnership with BVSD and community partners. Immediate critical needs were addressed by supplying Chromebooks for online learning, WiFi internet access for 1,000 students, and healthy emergency food resources Programs such as Crayons to Calculators have shifted with some increased operating costs. In the past C2C received in-kind donations of school supplies and relied on volunteers to fill 11,000 backpacks for students annually. This year IOE had to purchase school supply kits scaled to grade level from a wholesale provider and launch a comprehensive fundraising campaign for this program. These kits will take into account the unique needs of each school district as well as a possible need for at-home learning during the 2020-21 school year. Summer Shuffle’s primary goal is for young children to enroll in preschool and Kindergarten. To help reach this goal while maintaining safe distances, we assembled and distributed packages of theme-driven materials to 100 preschool children and families. The packages were created to follow a curriculum developed by our lead teacher, an experienced, bilingual BVSD Early Childhood Education teacher. Each week, the lead teacher offered virtual storytime--with the books included in the weekly packages. She also hosted virtual playgroups for parents to check in and visit with her and one another. Additionally, IOE launched a new initiative, the Critical Needs Fund, to respond to the COVID related needs of BVSD students and families. IOE plans to continue to evolve responses as the impacts of the pandemic continue in 2021 and 2022. One known focus for the 2021 school year will be to continue to provide food for the 6,500 children who are currently participating in the program. 3. Program measurements: Provide the following information for the program/activities for which funding is requested: x Quantitative measures: For example, describe the overall population and geographic area targeted for service, with more specific information about the population you expect to reach in Louisville. Impact on Education serves all BVSD schools, including youth in grade K-12 and teachers and administrators across the district. Funding from the City of Louisville will help Impact on Education to deliver high-quality programming across Louisville’s schools in particular, serving youth and teachers/staff from K-12. As an example, in 2019-20, Impact on Education directly delivered the following resources to Louisville schools and students: x $6,000 of Opportunity Fund money went to Louisville schools; this figure represents 8% of total Opportunity Fund money distributed x We estimate that 5% of our total went to Louisville schools via our Crayons to Calculators program x Raised $500,000 for the Critical Needs Fund providing families emergency food bags and grocery gift cards, ChromeBooks, backpacks, school supplies, and quality wifi. These figures offer only a snapshot of what we do; Impact on Education consistently delivers high- quality programming and resources across the district. Teachers’ professional development, program innovation and other areas where we support BVSD are less tangible and cannot be measured in dollars, but improve the caliber of public education for everyone. 177 x Qualitative measures: How will you measure the success of this program/activity? Each of our student-centered programs includes pre- and post-participation questionnaires and opportunities for parental and educator involvement, so we can ascertain not only our programmatic successes but also the areas where programming can be modified or adapted for greater success. Impact on Education evaluates each of its programs to ensure that we meet our goals while remaining true to our funders’ priorities. Given the wide range of programming we deliver, our evaluation methods vary greatly by program, but typically include: 1) Pre- and post-program parent surveys establish students’ motivation and knowledge before and after participation and parental satisfaction with the program and their child’s growth. 2) Pre- and post-program student surveys gauge students’ academic growth and learning. 3) Regular instructor reports during the semester provide qualitative and quantitative data 4) Program participation is yet another consideration in our evaluation of programs. Since most of our programming is voluntary, high student participation is a significant measure of success. Short-term, we expect to see increased daily attendance rates at participating schools. Long-term, we expect to see higher than average high school completion rates and post-secondary or career placement advancements upon graduation. 5) For some programming, IOE convenes an annual summit of principals, program managers and school counselors to brainstorm and strategize how to improve programming. 4. Evaluation: If you offered this program in the past year, provide a brief description of successes and challenges. What, if any, changes will you implement to address this evaluation? We have enjoyed tremendous success this past year. During the 2019-20 academic year, for example, Impact on Education: x distributed $75,000 in Opportunity Funds across BVSD. x completed a 3-year grant from Google to provide teacher professional development in Computer Science. x provided school supplies and new backpacks to over 11,000 youth in K-12 across two school districts. x Provided $50,000 to train 46 interventionists and teachers in the Orton Gillingham approach to support and identify students with dyslexia. x Raised $500,000 for the Critical Needs Fund to respond to COVID-19 providing support for students, teachers and families. IOE responded immediately to the pandemic. We worked with BVSD and community organizations to address the most critical needs of students and families. IOE raised over $500,000 to support students and families and just a small portion for IOE general operating expenses. In order to sustain IOE operation during this immediate market disruption and long term, IOE worked closely with Social Venture Partners Boulder County and the IOE Finance Committee, comprised of members of the Board of Directors to create an updated, and more conservative, 2020-21 FY budget. This budget recreation also included and initial review of the security of the $1.4 million in our investment accounts which they regularly monitor. 178 We will continue to adjust our work around three things in response to the current climate and for long-term sustainability: x Strategy Development and Program Alignment – establish strategic goals that define and prioritize the work we do x Increasing Brand Awareness, Visibility and Community Engagement – increase organizational awareness, heighten visibility and growing support within the community. x Fund Development – create opportunities to diversify funding or raise more flexible funding that supports program pivots and helps us remain flexible. 5. Leadership: x How many people serve on your Board of Directors and how many of these are Louisville residents? We have 19 Board members, 2 of whom reside in Louisville x How many staff does your organization employ and what is the total full-time equivalent? Are any of your staff members Louisville residents? We employ 4 full-time and one part-time employee. At the present time, we do not have any Louisville residents on our staff, but our offices are in Louisville, and our contract a grant writer resides in Louisville. Additionally, we all dine and shop in Louisville on a daily basis! x Does your organization utilize volunteers? If yes, provide a brief description of their role and the approximate number of volunteer hours donated in a year. Impact on Education relies heavily on generous donations of time and talent from our community members. Our fundraising and outreach events rely on about 20-25 volunteers throughout the year and require only a passion for working towards our common goal. For grant readers and evaluators, we rely on 50 volunteers who often come from teaching or administration and may include parents of school-age children. In a non-pandemic year, Crayons to Calculators enjoys the assistance of around 350 volunteers, with most of them stepping up in July and August to stuff backpacks with school supplies for children in need. In total, we estimate that our volunteers contribute around 3,000 hours to the work of Impact on Education each year. x Who will be responsible for the administration of the program or service? Executive Director Allison Billings will be responsible for the administration of programming and oversight of funds. 6. Please identify any other agencies/organizations that are currently providing similar services to the targeted population. Describe any cooperative or collaborative efforts between your organization and the other agencies. Impact on Education is the only organization – other than the Boulder Valley School District (BVSD) – that serves the entire BVSD student body of over 31,00 students and 4,000 educators. We partner with a wide range of organizations and institutions to ensure that we deliver the most current and most engaging programming. Partnerships are integral to much of our work, allowing Impact on Education to most effectively use its limited resources and keep its overhead low while ensuring long-term sustainability. BVSD is our partner across the range of our programming. Other partners vary according to our programming, including, for example: University of Colorado, 179 Boulder Community Hospital, Google, Foothills United Way, “I Have a Dream” ® Foundation of Boulder County, Sister Carmen Community Center, the Education Foundation for the St. Vrain Valley, and St. Vrain School District (Crayons to Calculators); Boulder Housing Partners Foundation (Summer Shuffle). We continually develop new partnerships with businesses, community members, and nonprofits to enhance our program offerings. Working in collaboration with like-minded institutions and organizations allows us to maximize our impact and serve students and educators across the approximately 500 square miles of BVSD. Impact on Education has “ambassadors” in all 56 BVSD schools to strengthen school communication and relationships. We actively participate in the Colorado School Foundation Association to share best practices with other education support organizations and work with Great Education Colorado to locally leverage their statewide efforts. Our participation in a partnership with area research labs (NOAA, NIST, NCAR, Ball) facilitates the exchange of science events, expertise and opportunities between our science community and schools. CITY OF LOUISVILLE, COLORADO GRANT APPLICATION FOR NON-PROFIT ORGANIZATIONS Please list all funding sources anticipated for your 2021-201 fiscal years for the entire program/agency. Estimated / Requested Percent of Source of Funding Funding Amount Total Government grants (federal, state, county, local) $ 50,400.00 3% Foundations $ 109,200.00 7% Business $ 204,513.00 13% Events (include event sponsorships) $ 305,078.00 0% Individual contributions $ 903,309.00 56% Fees/earned income $ 25,280.00 2% Workplace giving campaigns $ 10,384.84 1% Other $ 6,674.00 0% $ 1,614,838.84 180 Board of Directors 2020 Ann Cooper, Trustee| Realtor, ReMax Boulder Resides in Boulder | Term ends 2022 Greg Evans, Trustee | First Vice President of Investments, Millstone Evans Group of Raymond James Resides in Longmont | Term ends 2022 Matthew Fargo, Treasurer | Partner, Kurtz Fargo LLC Resides in Louisville | Term ends 2021 Carly Hare, Trustee | National Director, CHANGE Philanthropy Resides in Westminster | Term ends 2022 David Kendall, Trustee | Founder, Attorney and CEO, Bold Legal Resides in Boulder | Term ends 2020 Shannon Knobel, Trustee | Community Volunteer and Founder of MOD Moms Resides in Superior | Term ends 2020 Karen Kruse, Trustee | Vice President and COO, Boulder Chamber Resides in Boulder | Term ends 2022 Liles Lipe, Trustee | Vice President, First Western Bank Resides in Lafayette | Term ends 2020 Ema Lyman, Trustee | McKinney Vento Specialist & Child Welfare Liaison Boulder Valley School District Resides in Boulder | Term ends 2022 Carlos Pacheco, Chair | CEO, Premier Members Credit Union Resides in Boulder | Term ends 2022 Nathan Seiler, Trustee | Partner, Ballard Spahr Resides in Lafayette | Term ends 2022 Jill Stravolemos, Secretary | Vice President, Daily Camera Resides in Erie | Term ends 2020 Cindy Ward, Trustee | Vice President of Finance and Administration, JVA, Inc. Resides in Longmont | Term ends 2022 Samara Williams, Trustee | Principal, Emerald Elementary School Resides in Superior | Term ends 2022 Kelly Wyatt, Trustee | Community Volunteer Resides in Boulder | Term ends 2021 Jill Zender, Trustee | Council, Fargre Baker Daniels Resides in Boulder | Term ends 2022 1 181 David Ziegert, Trustee | Chief Operating Officer, One Brands Resides in Lafayette | Term ends 2022 Rob Anderson, Superintendent, Boulder Valley School District Resides in Louisville Terri Mulford, President, Boulder Valley Education Association Resides in Boulder 2 182 183 184 185 186 187 188 189 190 191 192 193 194 195 196 197 198 199 200 GRANT APPLICATION FOR NON-PROFIT ORGANIZATIONS Required Attachments: • List of Board of Directors and key officers or active volunteers. • Copy of agency's 501(c)(3) tax ruling from IRS. 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T. December 2015 – Katherine Merlin, Secretary Boulder, CO 80304 Merlin, LLC; Colorado December 2022 Environmental Advocates Meteorologist, September 2011- Boulder, CO 80301 National Oceanic and Lisa Darby, Immediate Past Chair December 2020 Atmospheric Administration Self-Employed January 2019 – Kris Batchelder, Member Boulder, CO 80304 Consultant/Coach January 2022 Law Clerk, December 2019- Hanna Bustillo, Member Boulder, CO 80303 Colorado Supreme Court December 2022 December 2018 Chris Maughan, Member Boulder, CO 80302 President, Alpine Bank December 2021 Founder: Colorado Emotional August 2014- Linda Pounds, Member Boulder, CO 80304 Intelligence Assessment & Counseling August 2021 Retired, Adjunct Lecturer, November 2019- Denise Walker, Member Lafayette, CO 80026 University of CO, Boulder November 2022 Honorary Board Linda Damon Boulder, CO 80304 Aurora Public Schools, Retired Member Enrichment Kindergarten Honorary Board Reggie Schmidt Louisville, CO 80027 Specialist, BVSD Member Honorary Board Lydia M. Tate Boulder, CO 80305 Attorney, Retired Member 100% of SPAN Board members contribute financially to the organization 207 208 209 Grant Application for City of Louisville Kevin Watson, Director of Finance 749 Main Street Louisville, CO 80027 Organization: St. Benedict Health & Healing Ministry Program Title: General Operating Contact Person: Shelly Dierking Title: Executive Director Address: PO Box 325, Louisville, CO 80027 Telephone: (303) 669-2700 Email: [email protected] Program Duration: Begin: January 2021 End: December 2022 Anti-Discrimination Policy: Yes Grant Amount Requested: 2021 - $5000 2022 - $5000 1. Organizational Background: St. Benedict Health and Healing Ministry’s mission is to improve the physical, mental, and spiritual health of the people in our community who have need but who lack access to health care resources. Since 2003, we have been providing no-cost healthcare for our most vulnerable populations; those who are uninsured, under-insured, and/or homeless residents of Boulder County. Utilizing a Free Clinic model, our licensed medical professionals provide one-on-one patient centered consultations covering numerous medical services such as blood pressure checks, diabetes management, heart health and hypertension management, foot care, wound care, acute care, referrals for HIV testing, mental health, and other needed care. We are always focused on connecting patients with a patient- centered medical home, providing prevention education, and follow through with a care plan. We participate with the Colorado Safety Net Collaborative, the Human Services Alliance of Boulder County, and have partnerships with many local human services agencies to stay in touch with the ever changing needs of our most vulnerable populations. 2. Program Description We are requesting general operating support for our organization’s activities. In addition to our Free Clinics, we offer homeless outreach through the Don Burt Community Cares program where volunteers provide over-the-counter medications for those staying in shelter, we have a Medical Financial Assistance Program which is a no-cost prescription drug program that covers payment for vital prescriptions, we offer preventative medical care including referrals for mammograms, other men’s and women’s health screenings, vaccinations, wellness education regarding healthy eating habits, nutrition, and free yoga classes. Shelly Dierking PO Box 325 https://stbenedicthealthandhealing.org/ Executive Director Louisville, CO 80027 [email protected] (303) 669-2700 210 3. Program Measurement – Quantitative: In the past year we held 121 Free Clinics that provided 1050 free healthcare services for 681 patients. The care we provided included 483 blood pressure checks, 114 glucose checks for patients managing diabetes, 33 patients seen for wound care, 9 patients with acute issues/trauma, 65 health service referrals made and 44 patients seen for foot care, and a myriad of other services. Of the 681 patients served, patients reported their geographic areas of residency as follows; 227 in Boulder, 328 in Longmont, 70 in Lafayette, 16 in Louisville, and 40 listed as other. Program Measurement – Qualitative: The most important aspect of St. Benedict Health and Healing Ministry has not changed…the commitment of everyone involved to provide a safe and comforting space for the medically underserved of Boulder County. Whether we check a blood pressure, assess an acute illness, discuss the importance of a seasonal influenza vaccine, provide foot care, or take the time to truly listen, the connections we make with our clients are invaluable…both for our clients and for our volunteers. We have weekly conversations with our patients discussing the challenges they are facing and how we can better meet their needs. In response, we work in a continuous quality improvement model, securing additional needed supplies for our patients, updating information monthly and helping them access services where they can receive shelter, food, clothing, clean water, laundry services, and access to bathrooms. 4. Evaluation We have had to adapt during COVID-19 in order to be able to continue to provide health services for our vulnerable populations. As local area churches and community centers closed their doors to the public, we no longer had indoor space with which to hold our weekly clinics. To meet this challenge, we have continued to care for our patients by holding outdoor clinics. We have purchased additional supplies in quantities not previously budgeted such as disinfecting supplies, personal protective equipment, hand sanitizer, and additional equipment specifically necessary for COVID-19 operations, such as infrared, no- contact thermometers. Knowing that the cold weather months are not far off and with no end to the pandemic insight, we are working diligently to raise additional funding to be able to purchase a mobile clinic unit. The healthcare needs of our vulnerable populations have not decreased during COVID-19. In fact, our patients need us now more than ever. As many have lost full-time employment they have also lost their health insurance. We provide much needed supplies, education, and resources about how to stay as safe as possible during the pandemic. We also continue to provide the basic primary healthcare services that are the core of our mission. We believe that with a mobile clinic unit we will be able to provide care for more patients in communities that often do not have access to transportation to come to us. We also foresee that once a Coronavirus vaccination is available, being able to help bring an end to the pandemic by quickly and broadly vaccinating as many as possible. Shelly Dierking PO Box 325 https://stbenedicthealthandhealing.org/ Executive Director Louisville, CO 80027 [email protected] (303) 669-2700 211 5. Leadership St. Benedict Health & Healing Ministry currently has 9 people who serve on the Board of Directors. Of the 9 board members, 1 resides in Boulder, 2 in Longmont, 2 in Louisville, 1 in Lafayette, 2 in Nederland, and 1 in Lakewood. Our organization employs 1 full time Executive Director who resides in Louisville and is responsible for the administration of our programs and services. Volunteers are the heart of St. Benedict Health & Healing Ministry. In the past year, we had 46 total volunteers who provided 1659 hours of volunteer time, valued at $70,226. The majority of our volunteers are licensed medical professionals who provided 370 MD/Nurse Practitioner care visits, 279 RN consultations, and 44 free yoga classes. 6. Collaborative Efforts St. Benedict Health and Healing Ministry strives to bring together multiple agencies to help remove barriers to accessible health care. We believe in the power of partnerships with local and regional health care and human services provider organizations. We are continually looking for more ways to collaborate with local entities that promote healing and improve health so that the needs of the medically underserved in Boulder County can be more fully addressed. Our partners include; Boulder Community Health, Boulder County AIDS Project, Boulder County Housing Authority, Boulder County Public Health, Boulder Homeless Shelter, Boulder Housing Partners, Cultivate, Dental Aid, People’s Clinic, Clinica Family Health, Sister Carmen Community Center, Hope Light Clinic, OUR Center, HOPE, and Salud. We collaborate with the OUR Center, with HOPE and with Sister Carmen Community Center by holding Free Clinics during the times that they are providing drive up food boxes and lunches. We partner with Boulder Community Health, Clinica Family Health, Hope Light Clinic, and Salud through homeless outreach, the referral of patients, and with follow-up efforts for high risk healthcare needs. We also refer patients to the Boulder County AIDS Project and Dental AID. We partner with the Boulder Homeless Shelter and with the Boulder County Housing Authority by participating in monthly discussions on current issues, resource information updates, and collective efforts to better serve our most vulnerable populations. 7. Additional Information As mentioned previously, we are an organization that has been significantly impacted by COVID-19 and have had to adapt by providing outdoor clinics. We are diligently working to raise the funding needed to purchase a mobile clinic unit. As the pandemic continues with no end in sight, we seek to have greater flexibility to care for the most vulnerable residents of Boulder County. The need for healthcare services has increased during COVID-19 as many folks have lost their full time employment and their health benefits. In addition to allowing us to provide health care for a greater number of folks in Louisville and all of Boulder County, we know that once a COVID-19 vaccination becomes available, a mobile clinic unit will also allow us to more quickly and broadly vaccinate our residents. We believe this will help bring an end to the pandemic and help our cities and communities return to strong economic prosperity. Shelly Dierking PO Box 325 https://stbenedicthealthandhealing.org/ Executive Director Louisville, CO 80027 [email protected] (303) 669-2700 212 Sources of Funding Anticipated for 2021 Foundation Grants $135,000 53% City/County Grants and Funding $40,000 15% Church Funding $30,000 12% Corporate Donors $15,000 6% Individual Donors $10,000 4% Event Income $25,000 10% Total = $255,000 I swear or affirm the above information is true and correct to the best of my knowledge and belief. ______Executive Director Signature (303)669-2700 [email protected] Shelly Dierking PO Box 325 https://stbenedicthealthandhealing.org/ Executive Director Louisville, CO 80027 [email protected] (303) 669-2700 213 Board of Directors William Eliason, President - Resides in Boulder Katherine Fox, Treasurer - Resides in Nederland Mary Doran, RN; Board Secretary - Resides in Lafayette The Rev. Lucy S.L. Amerman - Resides in Nederland The Rev. Jan Dewlen, Chairperson Don Burt Community Care Program - Resides in Longmont The Rev. Michael Houlik, Chairperson Medical Financial Assistance Program - Resides in Longmont Marsha Ruggeri, RN - Resides in Louisville Charlotte Ricchetti, PharmD, BCPS, CDE - Resides in Lakewood Shelly Dierking, Executive Director - Resides in Louisville Shelly Dierking PO Box 325 https://stbenedicthealthandhealing.org/ Executive Director Louisville, CO 80027 [email protected] (303) 669-2700 214 215 216 217 218 219 220 221 222 223 224 225 Sister Carmen Board of Directors 1/1/2020 Board Position Committee(s) Company Skill Set Term Term Expires Kathy Rimar Chair Advocacy Retired Development 1st Term, Apr/15 Mar-22 Erie, CO 80516 Board Advancement Attorney Dave Ireland Vice Chair Advocacy Self Employed 1st Term, Jan/17 Dec-20 Louisville, CO 80027 Treasurer Software development Dan Mackin Secretary Advocacy Applied Trust Welding 1st Term Jan/18 Dec-23 Lafayette CO 80026 IT Don Sprague Compliance - Chair Equitrust Finance/Acctg 4th Term, Feb/17 Feb-21 Broomfield, CO 80023 Self Employed Administration Larissa Caparachini Board Advancement Access Immigration 1st Term, Apr/16 Mar-20 Lafayette, CO 80026 Facilitation Jacque Molenaar Advocacy - Chair Flatirons Administration 3rd Term, Sep/15 Aug-22 Lafayette, CO 80026 Finance Finance Joe DiRago Faegre, Baker, Daniels LLP Law/Transactions 1st Term/Jan 20 Dec-24 Boulder, CO 80312 Attorney Derek Brouwer Advocacy Corelogic Spatial Solutions Software 1st Term/Jan 17 Dec-20 Erie, CO 80516 Software Applications Sarah Harrison Board Advancement - Stranahan Foundation Admin 1st Term, Jan/17 Dec-20 Erie, CO 80516Chair Community Liason Non-Profit James Hall Compliance Retired 1st Term Jan/18 Dec-23 Lafayette CO 80026 Russ Porter Advocacy Porter Insurance Agency Public Speaking 1st Term Jan/19 Dec-23 Lafayette, CO 80026 226 Sister Carmen Community Center - Key Staff Suzanne Crawford - Chief Executive Officer Suzanne has over 25 years of experience in nonprofit and retail management. She began her position as Chief Executive Officer of the Sister Carmen Community Center in January 2005. Before that, Suzanne worked for the American Red Cross for over six years in Disaster Services and as the Boulder and Broomfield Branch Manager. Katie Warning - Director of Programs Katie has a Master’s in Nonprofit Management and over 8 years experience working for nonprofits. She joined SCCC in May 2017 as the Nutrition & Healthy Living Manager and moved into the Director of Programs position in July 2019. Prior to Sister Carmen, Katie worked for five years at a regional food bank in Kansas City, MO – serving a year as an AmeriCorps member and eventually holding a community engagement manager position to raise food and fund donations. Brittany Parsons – Advocate Manager Brittany is a Licensed Social Worker who began at Sister Carmen in August, 2019. Prior to SCCC she worked three years as the Advocate Coordinator for the Association for Community Living (ACL) serving Boulder and Broomfield, was the Program Coordinator for the Atlas Initiative Community Action Partnership in Lancaster, Pennsylvania, and a Family Therapist for the Pathways Program. Brittany has also volunteered for the Boulder County Circles Program, and is a certified Brides out of Poverty Trainer. She recently completed the Boulder County Leadership Fellows Program. Kristen Bohanon - Director of Development Kristen joined the SCCC in 2018. She holds a Master’s in Nonprofit Management, has over 10 years of experience working for nonprofit organizations, and over five years in fundraising. Ann Huggins – Director of Volunteer Services Ann joined the SCCC staff in 2012 after some time as a SCCC volunteer. She has been a part of the nonprofit world and worked with volunteers for over 12 years. Previous work includes positions at Habitat for Humanity and the American Solar Energy Society. Kathy Thomas – Retail Director Kathy has been an integral part of Sister Carmen Community Center since 2010. She was previously the Retail Manager of the SCCC thrift store until she was promoted to Retail Director in 2018. Dan Greeley – Facilities/Operations Director Dan has experience leading several Sister Carmen Community Center departments since 2005. Prior to his current role, he served as the Thrift Store (Retail) Director. Trish Devlin – Human Resource Manager Trish has 20 years of Human Resource experience. Before coming to SCCC in 2014, she worked in high-tech manufacturing as the HR Generalist for 7 years and then as the HR Business partner for 11 years in consumer products manufacturing. 227 228 229 230 231 232 233 234 235 236 237 238 239 240 GRANT APPLICATION FOR NON-PROFIT ORGANIZATIONS Please answer the following questions as concisely as possible in the space provided. If additional information is required, it will be requested by e-mail or telephone after the Finance Committee has reviewed the application. The proposal summary should be signed by both an official of the agency’s governing board and, if applicable, the agency’s director. One (1) hard copy of the application and all required attachments should be submitted to: City of Louisville Kevin Watson Director of Finance 749 Main Street Louisville, CO 80027 Or in pdf-format via e-mail to: [email protected] Applications are due on or before 5:00 p.m., Monday, September 7, 2020 Required Attachments: x List of Board of Directors and key officers or active volunteers. x Copy of agency’s 501(c)(3) tax ruling form IRS. Organization Boulder Voices for Children Program Title or “General Operating” General Operating Contact Person Katlyn Maloney Title Fund Development Manager Address 5408 Idylwild Trail, Boulder, CO 80301 Telephone 303-440-7059 Email [email protected] Program Duration (if applicable) Begin ______End ______ Anti Discrimination Policy (Required) Yes __X___ No ______Other ______ 2021 2022 Grant Amount Requested for 2021 and/or 2022 $ 1000______$ 1250______ 241 CITY OF LOUISVILLE, COLORADO GRANT APPLICATION FOR NON-PROFIT ORGANIZATIONS 1. Organizational background: What is the mission of your organization? Briefly present the strategies you use to achieve your mission. What is the source of information used to verify the need for the services your organization provides? Our mission is to provide trained, court-appointed volunteers to advocate for abused and neglected children in Boulder County. Our Court Appointed Special Advocate (CASA) volunteers are automatically appointed to every case of abuse and neglect in Boulder County and provide an objective voice for the child’s best interest throughout the case. Each volunteer is matched to a case based on an interest form they filled out during their training that details their interests in terms of ages, languages, and situations they feel most comfortable or excited to work with. We aim to fully support our children and their CASAs by maintaining relationships with other community partner agencies in the community so that CASAs are always able to offer resources that can support children and their families as they navigate the court process. In 2019, BVFC served 323 children, 12 of whom were from Louisville. 2. Program description: What are the specific activities/programs for which you are requesting funding? If requesting general/operating support, provide an overview of the organization’s activities. Our CASA volunteers advocate for the human rights of children in our community. For the children we serve, CASAs are often the only stable, safe adult that they have in their lives. Throughout their time on a case, CASA volunteers become confidants, mentors, and long-term connections for the children in our community. CASAs must go through 35 hours of training and a rigorous background check process before working on one of our cases and unlike caseworker and Guardians ad Litem, CASAs only work with one case at a time, which allows them to get to know a child better than any other case professional. Our volunteers help to ensure the basic needs of the children we serve are met in areas of physical health, mental health, education, and safety. CASAs meet with children at least monthly to check-in on their needs and well-being and investigate their unique situations int heir placements. These investigations then inform reports to the court given by CASAs on a quarterly basis. Our programs include the General CASA Program, Kids in Court Program, Educational CASA Program, and Juvenile Justice Reform Project which are outlined below: General CASA Program: This program connects trained CASA volunteers with children who are involved in court due to abuse and neglect at home. These children are often floating from place to place in the foster system with little sense of stability or connection. CASA volunteers provide these children with a consistent, caring adult during the most unstable time in their life. CASAs meet regularly with these children and do anything from playing cards and going to the park, transporting them to visits with their siblings or parents, advocating for increased access to medical care or mental health services, or simply providing these children with a shoulder to lean on when the world 242 feels a little too hard. The connections that CASAs form with the children they serve ensure that these children have at least one advocate who will regularly speak out in court about not only what is best for the child, but what the child believes is best for them. Kids in Court Program: The Kids in Court program was created in 2016 as a way to provide children with the tools and support necessary to speak up in court on their own behalf. This program has proven to be highly successful and is now regularly incorporated with our CASA program allowing any child wishing to make a statement or testify during a court proceeding to do so without anxiety or fear. Educational CASA Program: Children who receive a CASA through the Educational CASA program have open truancy cases due to their lack of attendance at school. CASA volunteers connect with the children and their families to help determine the extenuating circumstances that often contribute to a child’s truancy. These circumstances encompass anything from lack of reliable transportation to and from school, financial instability at home, lack of parental support or supervision, or limited access to regular meals and nutrition. CASA volunteers working with children in this program can provide access to services and skills to children and their families that will mitigate the negative circumstances leading to a child’s truancy. These volunteers also make sure that children have appropriate support and learning plans at school in addition to gaining access to educational supports such as tutoring and extracurricular activities in order to ensure their broader success in the classroom. Juvenile Justice Reform Project: Our newest program is the Juvenile Justice Reform Project, which began in January 2020. This program works with youth involved in the juvenile delinquency system by providing them with a CASA volunteer who works to guide them through the probation or diversion processes and connect them with pro-social life skills that reduce the likelihood they will reoffend in the future and ensure they are connected with a community of positive connections who can help maintain their success moving forward. 3. Program measurements: Provide the following information for the program/activities for which funding is requested: x Quantitative measures: For example, describe the overall population and geographic area targeted for service, with more specific information about the population you expect to reach in Louisville. BVFC collects quantitative data including demographic information including age, race/ethnicity, gender, and location of our children and volunteers. This is done through a dynamic online database that both CASAs and staff have access to. This database can track the number of times a CASA has had individual contact with children, court reports completed, and information regarding relevant parties on a case. This quantitative information is used to track trends to that BVFC can tailor our programs to the needs of our community. For example, after evidence between 2018 and 2019 displayed that there was an increase in the number of children involved in abuse and neglect cases also becoming involved in juvenile delinquency cases, we launched the Juvenile Justice Reform Project in January 2020, which provides children with open juvenile delinquency cases a CASA volunteer who can guide them through the process and provide them with resources and connections that will assist them in building positive relationships into the future and 243 decrease the likelihood that they will continue to be involved in the justice system in their adult lives. Our program serves the entire 20th Judicial District which consists of all cities in Boulder County. On average each year in Boulder County, 2,500 children experience abuse and neglect and over 300 are removed from their homes and placed in foster care. x Qualitative measures: How will you measure the success of this program/activity? BVFC measures our impact based on the outcomes for youth our programs serve. As of October 2019, we have begun working collaboratively with other CASA programs in Colorado to streamline our outcomes collection process and now use a single system to collect qualitative data associated with our programs through what we call “wellbeing assessments”. CASAs complete these wellbeing assessments, which track outcomes in the areas of physical and mental health, education, placement, safety, and permanency and submit them on a quarterly basis. This new system allows for a simplified comparative analysis between outcomes experienced by children in our programs and those in other CASA programs across the state. We also collect qualitative data in the form of feedback on the success and impact of CASA volunteers from other professionals such as caseworkers and Guardians ad Litem. These surveys allow us to determine the actual impact of individual CASAs and assess whether additional support needs to be provided in certain areas while CASAs are working on their cases. 4. Evaluation: If you offered this program in the past year, provide a brief description of successes and challenges. What, if any, changes will you implement to address this evaluation? Due to the impact of COVID-19 we have seen a shift from several funders who wish to re-evaluate their funding priorities. This will ultimately lead to a reduction in funding received by our organization, which presents a challenge considering the current statistics surrounding child abuse and neglect in Colorado. The Colorado Child Abuse and Neglect Hotline has reported that in the first week of lockdown calls dropped to 2,435 from 4,424 the week prior. Since then they have reported that calls have dropped by 45% overall and are not anticipated to rebound until children are seeing more mandatory reporters such as child care providers, teachers, and school staff who make up 40% of calls to the hotline annually. COIVD-19 has also increased risk factors of child abuse and neglect such as social isolation, parenting stress, financial insecurity, and absence of child care. Increases in these risk factors in addition to drops on reporting have led to predictions that there will be a substantive increase in child abuse and neglect cases once children return to seeing mandatory reporters. To ensure we are able to continue serving our current children in addition to this potential influx in cases, it is imperative that we continue to seek additional sources of funding and express to current funders the detriment that losing current funds due to re-evaluation of funding priorities will present to our CASA program. Despite challenges associated with moving toward all-virtual interactions on the program side and challenges anticipated above, we have experienced incredible success over the past year including reaching our goal of being able to provide a CASA volunteer to 100% of children in Boulder County 244 who need one. We have also purchased a new building that has increased our capacity to serve CASAs and children in our community by providing them with an additional space where they can meet on a regular basis. In the last year we have also hired three new employees to ensure we are able to continue expanding our organizational capacity to serve the children in need in our community. 5. Leadership: x How many people serve on your Board of Directors and how many of these are Louisville residents? We currently have 13 members on our Board of Directors and none of them are Louisville residents. x How many staff does your organization employ and what is the total full-time equivalent? Are any of your staff members Louisville residents? Boulder Voices for Children employs 11 full-time staff members, one of whom is a Louisville resident. x Does your organization utilize volunteers? If yes, provide a brief description of their role and the approximate number of volunteer hours donated in a year. We currently have 291 active CASA volunteers. In 2019 these volunteers gave 7,162 hours of their time and drove 64,080 miles while serving on their cases. As stated above, these volunteers are appointed by the court to work with children who are involved in the court system, primarily due to abuse and neglect in the home. x Who will be responsible for the administration of the program or service? Jacob R. Harmon, Executive Director, and Dana Walters, Program Director, are responsible for the administration and direction of the CASA program throughout the county. 6. Please identify any other agencies/organizations that are currently providing similar services to the targeted populations. Describe any cooperative or collaborative efforts between your organization and the other agencies. Boulder Voices for Children is the only agency providing this type of in-depth child advocacy in Boulder County. Collaboration is critical to this work and we collaborate in the following areas: -Professionals on cases and referrals to systems partners: CASA volunteers are trained on the roles of other professionals working on these cases and how to interact and support them. As an organization, BVFC works closely with the heads of agencies and departments to ensure our service delivery is meeting their needs. CASAs are also introduced to many organizations and agencies during their training and throughout their service as a volunteer. Collaboration with these agencies such as Blue Sky Bridge, Attention Homes, OUR Center, Sister Carmen, etc. is essential to ensure long-term safety for our children since services must continue to be provided long after cases close in the courts and our program. 245 -In-service expertise: BVFC holds monthly in-service trainings, which are provided entirely by partner agencies who have expertise in their fields. These trainings encompass a wide range of subject matter such as cultural competency, appropriate interaction with law enforcement, trauma- informed communication techniques, and how to identify development milestones in young children. These trainings help our volunteers to gain access to important information that pertains to their cases and become even more effective in their service. -Other CASA programs: BVFC relies on the network of CASA programs within the state and nationally for their expertise, best practices, and ideas for effective programming. This can be seen in the implementation of standardized wellbeing assessment data collection between programs in October of 2019, which allows for easier cross-comparison of program activities and successes or challenges being experienced by each state CASA program. 7. Please include any additional information that would be helpful to the Finance Committee in evaluating your agency’s need for funding. As mentioned above, we anticipate both a drop in funding and a rise in need for our services due to the COVID-19 pandemic. We understand that this is a challenge being faced by many organizations in Boulder County and are dedicating much of our organizational planning on how to address this issue in the coming months. We thank you for consideration of our organization for this funding and appreciate your support of our work with children in Louisville and the broader Boulder County area. Source of Funding Estimated/Requested Percent Funding Amount Of Total VOCA Grant $156,753 15% VALE Grant $15,500 2% DHHS Contract $33,527 3% HSF – City of Longmont $5,000 <1% HSF – City of Boulder $7,500 <1% City of Louisville $1000 1% IMPACT $30,000 3% OCR $85,000 8% Individual Giving $177,000 17% Foundation Grants $50,000 5% Fundraising Events $150,000 15% Corporate Contributions $20,000 2% Service Groups $43,000 4% 246 247 Voices for Children Board of Directors Roster January, 2020 PRESIDENT Boulder, CO 80301 Steve Peterson - Retired BOARD MEMBERS C:303-521-1852 December 2016 - Executive Marianne Balin – Retired [email protected] 2014 Balsam Dr. July 2019 Boulder, CO 80304 641 Ken Mar Ct. C: 303 919-0305 Longmont, CO 80501 [email protected] C: 510-326-2398 [email protected] Colleen Stout – State of Colorado VICE PRESIDENT January 2020 Steve Welsh – Pinnacle Insurance LiMin DePenning - FirstBank 4461 W. Colorado Ave. October, 2017 - Executive November 2016, Finance Denver, CO 80219 1417 Venice Ln. 791 Crescent Dr. C:303-918-8199 Longmont, CO 80503 Boulder, CO 80303 [email protected] C: 303-931-5753 [email protected] [email protected] Jocelyn Diles – Self-Employed Non-Voting Members TREASURER July 2019 Jacob R. Harmon - Executive Tom Briggs - Retired 1521 Norwood Ave, Apt. A Director November, 2017 – Executive, Boulder, CO 80304 151 E. 5th St. Finance C. 206-920-9837 Nederland, CO 80466 701 Rider Ridge Rd. Longmont, CO [email protected] C: (303) 909.1170 80504 W: (303) 953.7492 C: 571-225-5166 (Preferred) Michael Dougherty – Boulder [email protected] H: 720-684-6533 County [email protected] September, 2018 1777 6th Street. SECRETARY Boulder, CO 80302 Kristi Celico – Self-employed W: (303) 441-3700 Feb. 2018 [email protected] 2698 Trailridge Drive West, Lafayette, CO 80026 Iona Mara-Drita – Self-employed C: 970.368.0999 February 2017 [email protected] 2290 Vassar Dr. Boulder, CO 80305 C: 510.847.6454 [email protected] Susana Lopez-Baker – YWCA November 2019 10 S. 17th Ave. Dr. Brighton, CO 80601 C:303-505-6919 [email protected] Sarah Sparks – Public Relations Consultant November 2019 4934 Valhalla Dr. 248 Board Committee Assignments: Executive Committee: Steve Peterson, President Steve Welsh, Vice-President Tom Briggs, Treasurer Kristi Celico, Secretary TBD – Member at Large Governance Committee: Iona Mara-Drita, Chair Michael Dougherty Finance Committee: Tom Briggs, Treasurer - Chair Steve Peterson LiMin DePenning Fundraising Committee: Steve Peterson, Chair Marketing Committee: Steve Welsh, Chair Kristi Celico 249 Boulder Voices for Children Key Program Staff Jacob R. Harmon – Executive Director Joined August, 2017 Jacob has nearly 15 years of experience in education, management, and non-profit fund development experience. After graduating with a B.A. from Reed College in Portland, Oregon, and an M.A. from the University of Nevada, Reno, Jacob has worked to strengthen communities through education and advocacy. Jacob is passionate about child welfare issues, and works to raise awareness of these challenges within the community and amongst our elected officials. Dana Walters, JD – Program Director Joined April of 2016 Dana began her career as a case manager and court advocate at the Center for Community Alternatives, a New York City Alternative-to-Incarceration Program for adolescents charged with felony offenses. Dana went on to serve as the Outreach Director for the Justice for DC Youth Coalition, a multi-generational organizing group in Washington DC aimed at promoting a more fair and effective youth justice system in the District. In 2007 she was awarded the Julius Hobson Civil Rights Scholar award to attend law school at the University of the District of Columbia. While there, Dana served as a student attorney representing parents and caregivers in Dependency & Neglect cases. In 2008 Dana received an Equal Justice Works Fellowship to work in the Office of General Counsel at the D.C. Department of Youth Rehabilitation Services, where she supported organizational reform efforts aimed at bringing a positive youth development focus to D.C.'s juvenile justice agency. After earning a J.D. in 2010, Dana worked with the Campaign for Youth Justice, a non-profit organization that works to reduce the number of youth in the adult criminal justice system. In 2011 Dana returned to Colorado, where she worked with the Colorado Juvenile Defender Center, a Denver non-profit organization that engages in legislative advocacy around juvenile justice reform and youth empowerment. In 2014 Dana joined the Project REACH team at Boulder County DHHS, as a bilingual caseworker for court-involved youth in the child welfare system. Since 2016, Dana has lent her unique experience to her position as Program Director at Voices for Children CASA. Dana is well-versed in both the child welfare and juvenile justice systems, and believes that all children deserve the right to build healthy, self-determined lives. She holds a B.A. in Sociology from Colorado College and J.D. from the University of the District of Columbia School of Law. She is an inactive member of the Maryland Bar Association. Katie DePoy, MPA – Development Director Joined Summer of 2015 After graduating with her Bachelor of Music Degree from Arizona State University in 2011, Katie became a music teacher where she also assisted in planning and coordinating performances for 250 school events, fundraisers and grade level performances. In 2015 Katie got her first taste of working with CASA programs when she became a Special Events Intern with CASA of Adams and Broomfield. She became the Lead Events Intern for CASA of Adams and Broomfield during the summer of 2016. With this experience under her belt, Katie decided to make a career change and moved from being a teacher to the Development Coordinator for Voices for Children CASA in Boulder in January of 2017. She has recently graduated to the role of Development Director at our organization. She has extensive experience and success in planning events and organizing funds from many different sources and holds a major part in the continued success of Voices for Children. Arlene Brugal, MA, LPCC – Co-Director of Strengthening Families Joined January 2017 Arlene grew up in Boulder, CO and has deep roots in this community. A graduate of the University of Colorado Boulder with a degree in Psychology, Arlene is a Spanish speaker and Latina with a deep passion for direct service. Arlene has a Masters of Counseling Education from Adams State University and is pursuing her Licensed Professional Counselor and Registered Play Therapist certifications to help bring the direct service of counseling to local children. Mike Rowe – Advocate Supervisor Joined May of 2018 Mike served as a CASA volunteer for many years during a long corporate career with Visa. After moving to Boulder County, Mike joined the Voices for Children team to provide the fantastic support to other CASAs that he had gotten during his time as a volunteer. Laura Arentsen, JD – Advocate Supervisor, Kids in Court Joined October of 2018 After working in private practice and serving as a Guardian Ad Litem in Denver through the Rocky Mouontain Children’s Law Center, Laura joins Voices for Children to lead our Kids in Court program and help empower the children we serve to advocate for themselves in a court setting. Laura earned her J.D. from the University of Denver Sturm College of Law, and was a published member of the law review. She held legal internships at the Colorado Attorney General’s Office and the US Securities and Exchange Commission. In 2012 Laura was admitted and licensed to practice law in Colorado, Utah and Wyoming. She was also a junior board member at the Children’s Law Center for 2 years. Rachel Russell, MSW – Co-Director of Strengthening Families Joined Summer of 2018 Rachel received her B.S. in Human Development and Family Studies, with a concentration in Preventional and Intervention Sciences from Colorado State University. Deep experience in child welfare and case management, Rachel has her MA of Social Work from Metro State University. She is now 251 pursuing her License in Clinical Social Work to open up opportunities for direct engagement with children who have been undeservedly placed in the child welfare system. Katlyn Maloney, MPP – Fund Development Manager Joined April of 2019 Katlyn studied at the University of Denver where she earned Bachelor’s Degrees in German and International Studies with specializations in International Organizations and Human Rights as well as in International Health and Development. During this time, she worked at several nonprofit organizations working in the areas of child development and the empowerment of minority communities. She subsequently went on to earn a Master’s of Public Policy degree from the University of Edinburgh in Scotland. Upon finishing her Master’s, she pursued a career teaching English to children in China. Once she returned home, she joined the Voices for Children team as our Grants and Office Manager and later was promoted to the role of Fund Development Manger working solely on fundraising for the organization alongside the Development Director. Priscilla Bolitho – Executive Assistant Joined March of 2020 Priscilla is a Colorado native who loves spending time with her husband, children, and grandchildren. She became connected to our cause after training to be a CASA volunteer in fall of 2017 and subsequently became a foster parent in Boulder County where she has supported four children in having a safe and stable place to call home. Priscilla is highly experienced in account management, bookkeeping, and office management. Priscilla is also a licensed notary public. Bri Berens, MSW – Advocate Supervisor Joined July 2020 Bri is highly passionate about child welfare and has made it her life’s mission to support children and families as they navigate the challenging foster system. In 2011, Bri graduated from the Metropolitan State University of Denver with a Bachelor of Social Work and went on to attain a degree of Master of Social Work in 2014 from the same institution. Since then, Bri has gained ten years of experience in working with vulnerable populations to overcome complex social issues such as domestic violence, sexual assault, mental and behavioral health, addiction, abuse, and neglect. She has worked as a legal advocate, caseworker, and family case manager before coming to us to support our children and CASA volunteers. Jessica Perez Diaz, CAN – Advocate Supervisor Joined July 2020 Jess comes to us after becoming a CASA volunteer in January 2020. Jess has varied and valuable skills and experience which make her an excellent resource for our volunteers. She has been involved in child development work and medical care, working as a CNA and care provider. Jess is multi-lingual and 252 fluent in Spanish, English, and French. She is currently working on obtaining her Bachelors Degree in Psychology with a clinical counseling concentration from the Metropolitan State University of Denver. 253 Active Volunteer List Abbitt, Kaitlin Ahrendt, Wendy Ainsworth, Kimberly Alderete, Jaqueline Allen, Ryley Alter, Paul Angel, Anezka Arizmendi, Thomas Baez, Richard Balin, Marianne Barlowe, Charlotte Barraza, Elia Battaglini, Vitale Beierwaltes, Ben Bejarano, Francine Bennett, Lisa Benson, Abby Bernardoni, Deborah Bilgin, Azra Blood-Smyth, Angela Blum, Georgia Boettcher, Nicki Boh, Jenna Boland, Patricia Boring, Jeffrey Bradley, Cara Bradley, Lindsey Brodsky, Anne (Gwen) Brown, Carolynn Brown, Connie Browne, Marla Burns, Leslie Busalacchi, Maria Buur, Lars Calabrese, Jami Calderazzo, Michael Callaghan, Theresa Canby, Alex Carlson, Kristin Carnes, Colleen Carrigan, Tara Chew, Kathryn Church, Susan Clarke, Holly Claussen, Natalie Coady, Janabeth 254 Cordova, Vanessa Cotton, Melissa Cure, Paul Dailey, Sarah Davis, Eithne De Castro, Diego Di Muro, Crocifisso Diles, Jocelyn Dillie, Dennis Dixon, Sharon Dodge, Deborah Dodson, Chelsea Doyle, Tiernan Eads, Khristie Errante, Jennifer Escobedo, Faith Faatz, Katrine Fagan, Susanne Fahn, Robert Fajkowski, Rebecca Fallon, Justine Feifer, Barbara Fields, Douglas Fields, Laurel Fischer, Lynn Fisher, Michele Fitts, Natalie Flanders, Paul Flax, Lucas Floyd, Rick Fox, John Freund, Karl Gamm, Grace Garcia, Liz Garrity, Deborah Geagan Wagner, Stacy Gehr, Susan Giese, Jarad Gloer, O'Ryan Goebl, April Goldman , Jeanette Gordillo , Maria Gorecki, Maria Gould, Cheri Greene, Max Gryzik, Abby Guadagni, Elizabeth 255 Gutowski, Matthew Hagen, Anja Hagen, Linda Hamlin, Amanda Hanau, Seth Harlaar, Nicole Harlow, Meg Harrington, Keara Harris, Maribeth Hart, Casey Hart, Ellen Hartig, Julia Hartig, Marilyn Hartman, Jessica Hebert, Jane Ann Heinlein, Shari Hemming, Anna Henderson, Natalie Henley, Jessica Hensley, Mandy Hess, Ann Hirsch, Norman Hoebel, John Holmes, David Holub, Barbara Hortick, Leonard Invernizze, Enzo Invernizze, Rosa Jarman, Sarah Jean, Peterson Jelinek Brown, Kristel Johnson, Linda Johnson, Lorene Johnston, Beatrice Kahn, Shoni Kirby, Dawn Kishner, Megan Knapp, Barb Koenigseker, Abigail Kopf, Jennie Kopf, Thomas Koski, Brook Kranidas, Anne Krystman, Patrycja Lackner, Christopher Lambert, Kevin Landa Posas, Magnolia 256 Lane, Bruce Larsen, Marjorie Lawrey, Heather Lawson, Judith Leahy, Caitlin Lee, Eliza Lee, Theresa Lehnhoff, June Leifer, Michele Leonardi , Brooke Levitz, Lynda Liberato, William Liebman, Richard Liebmann, Brant Long, Jeffrey Ma, Sujin Magnera, Georgia Maish, Shelley Maldonado, Julie Maloney, Katlyn Mann, Laurie Mantione, Roberta Mara-Drita, Iona Marquis, Melinda Marvin, Elizabeth Mastro, Christine Maxon, Vickie McConnell, Aileen McGill, Keelin McGowan, Lauren McGowan, Lon McNally, Desiree Melonakis, Michelle Mentasti, Robin Mesenburg, Mary Mikalaitis, Mercedes Milan, Christiane Mitchell, Janet Mitzelfeld, Susan Mohammad, Amber Moman, William Montana, Jami Montana, Michael Moore, Jordan Morales, Ann Morey, Alexa Morrell, Steven 257 Mowat, Julie Mueller, Margaret Mulshine, Barbara Mulshine, Connor Murray, Paige Myrent, Erin Nieves, Sandi Norris, Rose Novara, Tamara Nusrath, Talat ODea, Louise Olenwine, Susan Oliver, Ashley Olsen, Robert Orback, Jody Orman, Alan Otterness, Samantha Patel, Stacy Patrick, Ralph Patterson, Emily Peel, Teresa Phillips, Karen Phouminh, Brittany Pink, Debbie Platt, Allison Platz, Chelsea Poncia, Dina Popp, Melissa Prescott, Jacquie Randles, Ranelle Read, Pat Redfern, Betsy Reed, Brandon Richards, Jan Richards, Kit Richmond, Arthur Rightmyer, Maria Ritzer, Andrea Roberts, Dave Roberts, Jane Robins, Bryan Robinson, Caron Robinson, Margie Rolen, Helen Rousseau, Anna Russell, Kristi Ruth, Kathryn 258 Rutherford, Debra Sagrillo, Robert Sakany, Ellen Samkus, Starr Samu, Diane Saunders, Avram Savage, Dia Scheuer, Camille Schulte, Stacey Schumann, Debra Schwarting, Ann Schwartz, Amanda Schwartz, Phyllis Scott, Lynn Seelinger, Cathy Segall, Paige Selden, Stefanie Seskind, Scott Sewell, Emily Sherman, Merrie Sloan, Michelle Smith, Eva Smith, Nicole Smith, Sasha Solem, Jody Squarer, Aza Star Cloud, Bettye Stone, Rebecca Suchsland, John Suggs, Susan Sutherland, Robert Talbott, Clint Talley, Kristen Tawa, Meera Tonnessen, Kathryn Travis, Ashley Trimber, Elizabeth Tuttle, Donna Vagi, Melissa Van Alstyne, Aidan Vanderheiden, Lindsey Vermilye, Krista Vernon, Lura Vorthmann, Danielle Wagnaar, Jeffrey Walent, Edwin Wassink, Nia 259 Wax, Andrew Weiner, Max Wettergren, Robert Willis, Elle Wilson, Sandra Wingert, Kerri Wise, John Youren, Kimberly Zucker, Carmel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udgettoYTDActualasofNovember03,2020 Annumof initialbudget YearofBudget Final2020 YTD Account CityDepartment SubǦProgram ProjectDescription OriginalBudget CurrentBudget approval Origination Budget expenditures ProjectManager %SpentYTD (relatedtoCF) ProjectProgress NotesonProject(UpdatedQuarterly) OPENSPACEANDPARKSFUND Ƭ ʹͲͳͷͳͳǦ͵Ͳͳʹ Ǧ ̵ ʹͲʹͲ ̈́ͳͳǡͲͲͲ ̈́ͳͳǡͲͲͲ ̈́ͳͳǡͲͲͲ ̈́͵ǡͶ͵ͺ ͵ͳΨ ȋ ȌǤ Ƭ ʹͲͳͷͳͳǦ͵Ͳͳʹͻ Ǧ ʹͲͳͻ ͳʹǡͲͲͲ ͳʹǡͲͲͲ ǡͲͲͲ Ǧ ͲΨ Ƭ ʹͲͳͷͳͳǦ͵Ͳͳ͵ʹ Ǧ ʹͲͳͻ ʹͲǡͲͲͲ ͳͳǡͲͲͲ ͳͳǡͲͲͲ ͻǡ͵Ͳͷ ͺͷΨ Ƭ ʹͲͳͷͳͳǦͶͲͲͲͳ Ǧ Ƭ Ȁ ͷʹǡͷͲͲ ͷʹǡͷͲͲ ͷʹǡͷͲͲ Ǧ ͲΨ ΨǦͳͲͲΨ Ƭ ʹͲͳͷʹͺǦͲͲ Ǧ ͶʹǦ ʹͲͳ ͵ͲͲǡͲͲͲ ͳǡͷͷͻǡͶͲ ͳǡͷͷͻǡͶͲ ͳǡͶͶͷǡͲͲʹ ͻ͵Ψ ʹͲͳ ΨǦͳͲͲΨ ǦǤ Ƭ ʹͲͳͷʹͺǦͲʹͲͳ Ƭ Ǧ ʹͲʹͲ ͵ǡͺͲͲ ͵ǡͺͲͲ ͵ǡͺͲͲ Ǧ ͲΨ Ͷʹ OPENSPACEANDPARKSFUNDTOTAL$ 433,300.00 $1,684,040.00 $1,678,040.00 $1,457,745.00 87% CONSERVATIONTRUSTǦLOTTERYFUND Ƭ ʹͲʹͷͳͳǦ͵ͲͲͶͺ Ǧ ʹͲͳ ̈́ʹͺͲǡͲͲͲ ̈́͵͵ǡͺͲ ̈́͵͵ǡͺͲ ̈́͵Ͷǡͷ͵ ͳͲͲΨ CTǦLOTTERYFUNDTOTAL $280,000 $363,680 $363,680 $364,536 100.24% CEMETERYFUND Ƭ ʹͲͶͻͻǦͶͲͲͲͳ Ǧ Ƭ Ȁ ̈́ǡͷͲͲ ̈́ǡͷͲͲ ̈́ǡͷͲͲ ̈́Ǧ ͲΨ ΨǦͳͲͲΨ CEMETERYFUNDTOTAL $7,500 $7,500 $7,500 $ Ǧ 0.00% PEGFEEFUND PEGFEEFUNDTOTAL $Ǧ $ Ǧ $ Ǧ 0.00% HISTORICALPRESERVATIONFUND Ǥ ʹͲͷͶʹǦʹͲͳͲͻ Ǧ ̵ ʹͲͳ ̈́ʹʹǡͲͲͲ ̈́ʹͲͺǡͲͲͲ ̈́ʹͲͺǡͲͲͲ ̈́ͳͷǡͲͳͲ Ψ ʹͲͳ ͲǦʹͷΨ ǤʹͲʹͲǤ ʹͲʹͳ Ǥ ʹͲͷͶʹǦʹͲͳͳ͵ Ǧ ʹͲͳͻ ͲǡͺͷͲ ͲǡͺͷͲ ͲǡͺͷͲ Ǧ ͲΨ HISTORICALFUNDTOTAL $82,850 $268,850 $268,850$ 15,010 5.58% RECREATIONFUND ʹͲͺͷ͵͵ǦͶͲͳ͵ͺ Ǧ ʹͲʹͲ ̈́ͳͲǡͲͲͲ ̈́ͳͲǡͲͲͲ ̈́Ǧ ̈́Ͳ Ψ ʹͲʹͲ ʹͲͺͷ͵ͷǦʹͲͳʹʹ Ǧ ʹͲʹͲ ͻǡͲͲͲ ͻǡͲͲͲ ͻǡͲͲͲ ͺͻǡͳͲͲ ͳͳ͵Ψ ʹͲͺͷ͵ͺǦ͵Ͳͳͷ͵ Ǧ ʹͲͳͻ ʹͷǡͲͲͲ ʹʹǡͷ͵Ͳ ʹʹǡͷ͵Ͳ ʹʹǡ͵Ͳ͵ ͻͻΨ ʹͲͺͷ͵ͻǦͶͲͳʹ͵ Ǧ ʹͲͳͻ ͲǡͲͲͲ ͲǡͲͲͲ ͵ǡͲͲͲ ǡʹͶ ͻΨ RECREATIONFUNDTOTAL $184,000 $181,530 $164,530 $118,347 65% CAPITALPROJECTSFUND Ǥ ͵ͲͳͳͲ͵Ǧ͵Ͳͳ͵ͳ Ȁ Ǧ ʹͲͳͻ̈́ ʹͲǡͲͲͲ ̈́ ͷǡͲͲͲ̈́ ͷǡͲͲͲ ̈́ Ǧ ͲΨ ͲǦʹͷΨ Ǥ Ȁ Ǥ ͵ͲͳͳͲ͵ǦͶͲͲ͵Ͳ Ȁ Ǧ ʹͲͳͻ ͺǡͲͲͲ ʹͲǡͲͲͲ ʹͲǡͲͲͲ Ǧ ͲΨ ʹͲͳͺ ͲǦʹͷΨ Ǥ ͵Ͳͳͳ͵ǦͷͲͲ͵ͷ Ǧ ʹͲͳ ͵ͶͺǡͷͲ ͷͲǡͻ͵Ͳ ͷͲǡͻ͵Ͳ ͳͺǡͲ͵ʹ ͵ͷΨ ʹͲͳ ΨǦͳͲͲΨ ȋȌ ͵Ͳͳͳ͵ǦͷͲͲͻͻ Ǧ ǡǡ ʹͲʹͲ ͳ͵ͷǡͲͲͲ ͳͶͷǡͺͲ ͳͶͷǡͺͲ ͳͶͷǡͺ ͳͲͲΨ ͳʹͲʹͲ ǡ ͵Ͳͳͳ͵ǦͷͲͳͲͲ Ǧ ʹͲʹͲ ʹͶǡͻͲͲ ʹͶǡͻͲͲ ʹͶǡͻͲͲ ͲΨ ͲǦʹͷΨ Ǥ ͵Ͳͳͳ͵ǦͲʹͷͺ Ǧ ʹͲͳͻ ʹͲͲǡͲͲͲ ͳͶǡͳͳͲ ͳͶǡͳͳͲ ͺǡͶ ͷΨ ΨǦͳͲͲΨ ͵ͲͳʹͳͳǦʹͲͳͳ Ƭ Ǧ ʹͲͳͻ ʹͺʹǡͷͲͲ ʹͺʹǡͷͲͲ ͵ͺʹǡͷͲͲ ͷǡͺͺͻ ʹΨ ʹΨǦͷͲΨ ͵ͲͳʹͳͳǦʹͲͳͳͺ Ƭ Ǧ ʹͲͳͻ ʹǡͲͲͲ ʹǡͲͲͲ ʹǡͲͲͲ ͳǡ ͷΨ ʹΨǦͷͲΨ ͵ͲͳʹͳͳǦʹͲͳʹͷ Ƭ Ǧ ʹͲͳͻ ʹͲǡͲͲͲ ͷǡͲͲͲ ͷǡͲͲͲ ͻǡͺ͵ ͳͻΨ ͵ͲͳʹͳͳǦͶͲͲʹͶ Ƭ Ǧ Ǧ ʹͲͳ ʹ͵ǡʹͷͲ ͳͳǡͳͲͲ ͳͳǡͳͲͲ ͳǡͻͳͷ ͳΨ ʹͲͳ ʹΨǦͷͲΨ ͶǤ ͵ͲͳʹͳͳǦͶͲͳͲ Ƭ Ǧ ʹͲͳ ʹͶǡͳͲ ͷǡͲͲͲ ͷǡͲͲͲ ͷǡͲͲͲ ͳͲͲΨ ʹͲͳ ϭ 264 initialbudget YearofBudget Final2020 YTD Account CityDepartment SubǦProgram ProjectDescription OriginalBudget CurrentBudget approval Origination Budget expenditures ProjectManager %SpentYTD (relatedtoCF) ProjectProgress NotesonProject(UpdatedQuarterly) ͵ͲͳʹͳͳǦͶͲͳͳͶ Ƭ Ǧ ʹͲͳ ͳͷǡͲͲͲ ͷǡͲͲͲ ͷǡͲͲͲ ͷͶ ͳͳΨ ͷͳΨǦͷΨ Ǥ ͵ͲͳʹͳͳǦͶͲͳʹͶ Ƭ Ǧ ͲͲǦͺͲͲ ʹͲͳͻ ͳͷǡͶʹͲ ͵ͲͶǡͺͲ ͵ͲͶǡͺͲ Ǧ ͲΨ ʹΨǦͷͲΨ Ǥ ͵ͲͳʹͳͳǦͷͲͲʹ Ƭ Ǧ ǡǡ ʹͲͳ ͺǡͲͲͲ ͺǡͲͲͲ ͺǡͲͲͲ Ǧ ͲΨ ʹͲͳ Ͷ ͵ͲͳʹͳͳǦͷͲͲͺͻ Ƭ Ǧ Ȁ ʹͲͳ ͵ͲͲǡͲͲͲ ͳͲǡͻͲ ͳͲǡͻͲ ͳͳͶǡͲͲ ͳΨ ʹͲͳ ͵ͲͳʹͳͻǦʹͲͳʹͲ Ǧ ʹͲͳͻ ʹͷǡͲͲͲ ʹͷǡͲͲͲ ʹͷǡͲͲͲ Ǧ ͲΨ ʹΨǦͷͲΨ ͵ͲͳʹͳͻǦͲʹ Ǧ ʹͲͳͻ ͳͻͻǡͲͲͲ ͶͳǡͺͺͲ ͶͳǡͺͺͲ ͳͳǡͶͺ ʹͺΨ ͵Ͳͳ͵ͳͳǦ͵Ͳͳ͵ͺ Ƭ Ǧ ʹͲͳͻ ͳͷǡͲͲͲ ͳͷǡͲͲͲ ͳͷǡͲͲͲ ǡ͵ Ͷ͵Ψ ʹΨǦͷͲΨ Ǥ ʹͲʹͳ Ǥ ͵Ͳͳ͵ͳͳǦͲʹͲʹ Ƭ Ǧ ʹͲͳ ͵ͷʹǡͷͲͲ ͵ǡʹͶǡͲʹͲ ͵ǡʹͶǡͲʹͲ ͳͺǡͷ͵ ͳΨ ʹͲͳ ͲǦʹͷΨ Ǥ ͵Ͳͳ͵ͳʹǦ͵ͲͳͶͳ ʹͲͳͻ ͳͷǡͲͲͲ ͺͺǡͷͲ ͺͺǡͷͲ Ǧ ͲΨ ͷͳΨǦͷΨ Ǥ Ǧ ͵Ͳͳ͵ͳʹǦ͵ͲͳͶʹ ʹͲͳͻ ʹͷǡͲͲͲ ʹͷǡͲͲͲ ʹͷǡͲͲͲ ʹǡͺͷ ͳͲΨ Ǧ ͵Ͳͳ͵ͳʹǦ͵ͲͳͶͶ ʹͲͳͻ ͳǡͲͲͲǡͲͲͲ ͵ǡͶʹ͵ǡͷͲ ʹǡʹ͵ǡͷͲ ͳǡͷǡͻ ͶͺΨ Ǧ ͵Ͳͳ͵ͳʹǦͶͲͲͲͳ Ƭ Ȁ ͷǡͲ͵Ͳ ͵ǡͲ͵Ͳ ͵ǡͲ͵Ͳ ͵ǡͲʹ͵ ͳͲͲΨ Ǥ Ǧ ͵Ͳͳ͵ͳʹǦͲͲͳʹ Ȁ ͷǡͲʹͺǡͳ͵Ͳ ͷǡͶͶͻǡͷͲ ͷǡͶͶͻǡͷͲ ͶǡͳͳǡͺͶʹ ͺͷΨ ΨǦͳͲͲΨ Ǧ Ǥ Ǧ ͵Ͳͳ͵ͳʹǦͲͲʹʹ Ȁ ͷǡͲͲͲ ͻͲǡͳʹͲ ͻͲǡͳʹͲ ǡʹͷ͵ ͺͷΨ ʹͲͳ ΨǦͳͲͲΨ Ǧ Ǥ Ǧ ͵Ͳͳ͵ͳʹǦͲͲͶ ʹͲͳͻ ͵ͲǡͲͲͲ ͳ͵ͲǡͲͲͲ ͳ͵ͲǡͲͲͲ Ǧ ͲΨ ʹͲʹͲǤ Ǧ ͵Ͳͳ͵ͳʹǦͲͲͺ ȋΨȌ ʹͲͳ ͳǡͷ͵ǡͷʹͲ ͳ͵ǡͷͲͲ ͳ͵ǡͷͲͲ Ͷǡʹͷ ͵Ψ ʹͲͳ Ǧ Ǥ Ǧ ͵Ͳͳ͵ͳʹǦͲͲͻ Ͷʹ ʹͲͳ ͶͻͻǡͺͲ ͳ͵ͳǡͶ͵Ͳ ͳ͵ͳǡͶ͵Ͳ ʹǡͷ ʹͲΨ ʹͲͳ Ǧ ͵Ͳͳ͵ͳʹǦͲʹʹʹ Ͷʹ ʹͲͳ ͳǡͷͲͲǡͲͲͲ ʹǡͺ͵ǡͶͺͲ ʹǡͺ͵ǡͶͺͲ ͳǡͺͻͶǡͷͻʹ Ψ ʹͲͳ ΨǦͳͲͲΨ ǦǤǤ Ǧ ̈́ʹͲǡͲͲͲʹͲʹͳǡ ͵Ͳͳ͵ͳʹǦͲʹͷ Ȁǫǫ ʹͲͳͻ ͲǡͲͲͲ ͳͶʹǡͲͲͲ ͳͶʹǡͲͲͲ Ǧ ͲΨ ǡ Ǧ ǡǡ Ǥ ͵Ͳͳ͵ͳ͵ǦͶͲͲͲͳ Ǧ Ƭ Ȁ ǡͷͲͲ ǡͷͲͲ ǡͷͲͲ Ǧ ͲΨ ΨǦͳͲͲΨ Ǥ ǡ ͵Ͳͳ͵ͳ͵ǦͲʹͷͶ Ǧ ʹͲͳͻ ͺͲǡͲͲͲ ͳǡͲͲͲ ͳǡͲͲͲ Ǧ ͲΨ Ǥ Ǥ ͵Ͳͳ͵ͳͶǦͶͲͲͲͳ Ƭ Ǧ Ƭ Ȁ ǡͷͲͲ ǡͷͲͲ ǡͷͲͲ Ǧ ͲΨ ΨǦͳͲͲΨ Ǥ ͵Ͳͳ͵ͳͶǦͶͲͳͶͲ Ƭ Ǧ ʹͲʹͲ ʹʹǡͳͷͲ ʹʹǡͳͷͲ ʹʹǡͳͷͲ ͲΨ ͷͳΨǦͷΨ ʹ ǡͳ Ƭ ͵ͲͳͷͳͳǦ͵ͲͲͶͺ Ǧ ʹͲͳͻ ͷǡͲͲͲ ͻͲǡͷͲͲ ͻͲǡͷͲͲ ͻͶǡ͵ͳʹ ͳͲͶΨ Ƭ ͵ͲͳͷͳͳǦ͵ͲͲ Ǧ ʹͲͳͻ ʹͺǡͲͲͲ ͳ͵ͳǡͲͲͲ ͳ͵ͳǡͲͲͲ ͳͳ͵ǡʹͶ ͺΨ ΨǦͳͲͲΨ ǡ Ƭ ͵ͲͳͷʹͺǦͲͲͺ Ǧ ȋΨȌ ʹͲͳ ͳǡͷ͵ǡͷʹͲ ͳǡͺͻͲ ͳǡͺͻͲ Ǧ ͲΨ ʹͲͳ Ǧ Ǥ Ƭ ͵Ͳͳͷ͵ͳǦ͵Ͳͳʹ Ǧ ̵ ʹͲʹͲ ʹʹǡͲͲͲ ʹʹǡͲͲͲ ʹʹǡͲͲͲ Ǧ ͲΨ ΨǦͳͲͲΨ ͻͷΨ ǡ ȋǤǤȌǤ Ƭ ͵Ͳͳͷ͵ʹǦ͵Ͳͳʹ Ǧ ̵ ʹͲʹͲ ʹʹǡͲͲͲ ʹʹǡͲͲͲ ʹʹǡͲͲͲ Ǧ ͲΨ ΨǦͳͲͲΨ ͻͷΨ ǡ ȋǤǤȌǤ ͵ͲͳͷͷͳǦͷͲͲͺ Ǧ ʹͲʹͲ ͳͷǡͲͲͲ ͳͷǡͲͲͲ ͳͷǡͲͲͲ Ǧ ͲΨ Ǧ Ǥ ͵ͲͳͷͷʹǦʹͲͲ͵ͺ Ǧ ʹͲͳͺ ͷͻǡ͵ͷͲ ʹͳǡͶͲ ʹͳǡͶͲ ʹǡͳͻͲ ͳͲΨ ʹͲͳͺ Ǥ ͵ͲͳͷͷʹǦʹͲͲͻ Ǧ ȋΨȌ ʹͲͳ ͶͻǡͲͲͲ ͵ͲǡͲͲͲ ͵ͲǡͲͲͲ ͵ͲǡͲͻͲ ͳͲͲΨ ʹͲͳ ͵ͲͳͷͷʹǦʹͲͳͳ͵ Ǧ ʹͲͳͻ ͲǡͺͷͲ ͲǡʹͲ ͲǡʹͲ ͵ǡʹͳ ͲΨ Ǥ Ǥ ͵Ͳͳͷͷ͵ǦʹͲͳͳͶ Ȁ Ƭ Ǧ ʹͲͳͻ ͶǡʹͲ ͶǡʹͲ ͶǡʹͲ Ǧ ͲΨ Ǥ ͵Ͳͳͷͷ͵Ǧ͵Ͳͳ͵ Ȁ Ƭ Ǧ ʹͲͳͻ ʹͶǡͲͲͲ ͳͷǡͲͲͲ ͳͷǡͲͲͲ Ǧ ͲΨ Ǥ Ǥ ͵Ͳͳͷͷ͵ǦͶͲͲͲͳ Ȁ Ƭ Ǧ Ƭ Ȁ ͷǡͲʹͲ ͵ǡͲ͵Ͳ ͵ǡͲ͵Ͳ ͵ǡͲʹ͵ ͳͲͲΨ Ǧ Ǥ ͵ͲͳͷͳǦ͵Ͳͳ͵ Ƭ ƬǦ ʹͲͳͻ ʹͷǡͲͲͲ ʹͷǡͲͲͲ ʹͷǡͲͲͲ ʹͶǡͲͲͲ ͻΨ ʹʹͲʹͲǤ Ϯ 265 initialbudget YearofBudget Final2020 YTD Account CityDepartment SubǦProgram ProjectDescription OriginalBudget CurrentBudget approval Origination Budget expenditures ProjectManager %SpentYTD (relatedtoCF) ProjectProgress NotesonProject(UpdatedQuarterly) CAPITALPROJECTSFUNDTOTAL$ 14,690,550 $18,606,920 $18,006,920 $9,098,550 49% WATERFUND WATERFUND ͷͲͳͶͻͺǦͶͲͲͲͳ Ǧ Ƭ Ȁ ̈́ͻǡͷͲ ̈́ͶǡͲͲ ̈́ͶǡͲͲ ̈́͵ͶǡͶʹ͵ ͶͺΨ Ǥ ͷͲͳͶͻͺǦͶͲͲͶͷ Ǧ ʹͲͳͻ ͳͺǡͲͲͲ ͶͶǡʹͺͲ ͶͶǡʹͺͲ Ǧ ͲΨ ΨǦͳͲͲΨ Ǥ ͷͲͳͶͻͺǦͲͳͺʹ Ǧ ͳǡͺͶͶǡͲͲͲ ͳǡͷʹͻǡͶͶͲ ͳǡͷʹͻǡͶͶͲ ͳͲͷǡ͵Ͷͷ Ψ ʹͲʹͳ ͷͲͳͶͻͺǦͲʹͲͷ Ǧ ͷǡͲͲͲ ͷǡͲͲͲ ͷǡͲͲͲ Ǧ ͲΨ ʹͲͳ Ǥ ͷͲͳͶͻͺǦͲʹ͵ Ǧ ʹͲͳͺ ͳͲͷǡͲͲ ͺͳǡͺͻͲ ͺͳǡͺͻͲ ͳͲǡͻ͵ͳ ͳ͵Ψ ʹͲͳͺ ͷͲͳͶͻͺǦͲʹͷͻ Ǧ ʹͲͳͻ ͳͲͷǡͲͲͲ ͻʹǡͻͷͲ ͻʹǡͻͷͲ ʹͷǡͶ ʹΨ ͲǦʹͷΨ ͷͲͳͶͻͻǦʹͲͳͳͻ Ǧ ʹͲʹͲ ͵ʹǡͷͲͲ ͵ʹǡͷͲͲ ͵ʹǡͷͲͲ Ǧ ͲΨ ͲǦʹͷΨ ͷͲͳͶͻͻǦ͵ͲͳͶ Ǧ ʹͲʹͲ ͳͳͲǡͲͲͲ ͳͳͲǡͲͲͲ ͳͳͲǡͲͲͲ Ǧ ͲΨ ͷͲͳͶͻͻǦͶͲͳͳ Ǧ ʹͲͳ ͳͲʹǡͷͲͲ ʹ͵ǡͳͲ ͷͷǡ͵ͲͲ ͳǡͺʹ ʹͶʹΨ ʹͲͳ Ǧ ͷͲͳͶͻͻǦͲͳͷ Ǧ ʹͲʹͲ ͶͲͷǡͲͲͲ ͶͲͷǡͲͲͲ ͶͲͷǡͲͲͲ Ǧ ͲΨ ͷͲͳͶͻͻǦͲͳͻͲ Ǧ Ǧ ʹǡͷͲͲǡͲͲͲ ʹǡͷͲͲǡͲͲͲ ʹǡͷͲͲǡͲͲͲ ͵ͺǡͲͲͲ ͳͷΨ ǡʹͲʹͳ ͷͲͳͶͻͻǦͲʹͳͳ Ǧ ʹͲͳ ͳͲǡͲͲͲ ͳʹͷǡͺ͵Ͳ ͳʹͷǡͺ͵Ͳ ͵ǡʹͲͳ ͵Ψ ʹͲͳͺ ΨǦͳͲͲΨ ͷͲͳͶͻͻǦͲʹͳʹ Ǧ ʹͲͳͺ ͷʹǡͷ͵Ͳ ʹͻǡͲͲͲ ʹͻǡͲͲͲ Ǧ ͲΨ ͷͲͳͶͻͻǦͲʹ͵ʹ Ǧ Ȁ ʹͲͳ ͷͷǡͲͲͲ ʹʹǡʹ͵Ͳ ʹʹǡʹ͵Ͳ Ǧ ͲΨ ʹͲͳ ΨǦͳͲͲΨ ǡǤ ͷͲͳͶͻͻǦͲʹ͵ Ǧ ʹͲͳͺ ͺͶǡͲͷͲ ʹͷͺǡͷͳͲ ʹͷͺǡͷͳͲ ͳ͵ͷ ͲΨ ʹͲͳͺ ͲǦʹͷΨ ͷͲͳͶͻͻǦͲʹ͵ Ǧ ʹͲʹͲ ͷͲǡͲͲͲ ͷͲǡͲͲͲ ͷͲǡͲͲͲ Ǧ ͲΨ ͷͲͳͶͻͻǦͲʹͶ͵ Ǧ ʹͲͳ ʹͷͲǡͲͲͲ ͳ͵ͲǡͲͳͲ ͳ͵ͲǡͲͳͲ ͵ǡͺͷʹ ͷΨ ʹͲͳ Ǧ ͷͲͳͶͻͻǦͲʹͶͷ Ǧ ʹͲͳ Ͷͻ͵ǡͲͲͲ ͶʹǡͶͲ ͶʹǡͶͲ ǡͻͷͻ ʹΨ ʹͲͳ Ȁ Ǥ ͷͲͳͶͻͻǦͲʹͲ Ǧ ʹͲʹͲ ʹʹͷǡͲͲͲ ʹʹͷǡͲͲͲ ʹʹͷǡͲͲͲ ͻͻ ͲΨ ͲǦʹͷΨ ͷͲͳͶͻͻǦͲʹͳ Ǧ ʹͲʹͲ ͷǡͲͲͲ ͷǡͲͲͲ ͷǡͲͲͲ ͻ ͲΨ ͲǦʹͷΨ ͷͲͳͶͻͻǦͲʹͶ Ǧ ʹͲͳͻ ͻ͵ǡͲͲͲ ͳͷͲǡͲͲͲ ͳͷͲǡͲͲͲ ͳͷʹǡͷͷͻ ͳͲʹΨ ͷͲͳͶͻͻǦͲʹͷ Ǧ ʹͲͳͻ ʹͺǡͲͲͲ ͳǡͷͳͶǡ͵Ͳ ͳǡͷͳͶǡ͵Ͳ Ͷ͵ͷǡͶʹ ʹͻΨ WATERFUNDTOTAL $7,131,290 $8,155,780 $8,447,370$ 1,888,286 23% WASTEWATERFUND ͷͲʹͶͻͺǦͶͲͲͲͳ Ǧ Ƭ Ȁ̈́ ͻǡͷͲ ̈́ͶǡͲͲ ̈́ͶǡͲͲ ̈́ͷǡͻʹ ͳʹͶΨ Ǥ ͷͲʹͶͻͺǦͲͳͺ͵ Ǧ ͶͻͺǡͲͲͲ ͷͳͺǡͶʹͲ ͷͳͺǡͶʹͲ ͷͶǡͷͻ ͳͳΨ ʹͲͳ ΨǦͳͲͲΨ ǥ ͷͲʹͶͻͺǦͲʹͷ Ǧ ʹͲͳͻ ͵ʹǡͲͲͲ ͻͺǡͲͲͲ ͻͺǡͲͲͲ ͳͶǡʹ ͳͷΨ ΨǦͳͲͲΨ ͷͲʹͶͻͻǦͶͲͳ͵ʹ Ǧ Ȁ ʹǡͲͲͲ ʹͲǡͲͲͲ ʹͲǡͲͲͲ ͳʹǡͳͻ ͳΨ ͷͲʹͶͻͻǦͶͲͳ͵͵ Ǧ ʹͲͳͻ ͷͲǡͲͲͲ ͶͶǡͲ ͶͶǡͲ Ͷǡͻͻ ͳͲΨ ͷͲʹͶͻͻǦͲʹʹ Ǧ ̵ ʹͲͳͻ ʹǡͲͲͲ ͳǡͻ͵Ͳ ͳǡͻ͵Ͳ Ǧ ͲΨ ͲǦʹͷΨ ͷͲʹͶͻͻǦͲʹ͵ Ǧ ʹͲͳͻ ͷͲǡͲͲͲ ʹͲǡͲͲͲ ʹͲǡͲͲͲ ͺǡͳʹͲ ͶͳΨ ͷͲʹͶͻͻǦͲʹ Ǧ Ƭ ʹͲͳͻ ͳͷͲǡͲͲͲ ͳͶͳǡͳͲ ͳͶͳǡͳͲ ͷǡͶͲͶ ͶΨ ͷͲʹͶͻͻǦͲʹͺ Ǧ ʹͲͳͻ ͶͷǡͲͲͲ ͶͷǡͲͲͲ ͶͷǡͲͲͲ ʹͻǡͷͶͺ Ψ ͷͲʹͶͻͻǦͲʹͻ Ǧ ʹͲͳͻ ʹ͵ͷǡͲͲͲ ʹ͵ͶǡͻͲ ʹ͵ͶǡͻͲ ͶͶǡͻͻͺ ͳͻΨ WASTEWATERFUNDTOTAL $1,203,650 $1,199,390 $1,199,390 $222,746 19% STORMWATERFUND ϯ 266 initialbudget YearofBudget Final2020 YTD Account CityDepartment SubǦProgram ProjectDescription OriginalBudget CurrentBudget approval Origination Budget expenditures ProjectManager %SpentYTD (relatedtoCF) ProjectProgress NotesonProject(UpdatedQuarterly) ͷͲ͵ͶͻͻǦ͵ͲͲͻ Ǧ ̈́ ͳͳͺǡͷͲͲ ̈́ ʹ͵ͺǡͷ͵Ͳ ̈́ʹ͵ͺǡͷ͵Ͳ ̈́Ǧ ͲΨ ʹͲʹͳ ͷͲ͵ͶͻͻǦͶͲͲͲͳ Ǧ Ƭ Ȁ ͶǡʹͲ ͳǡͷͲ ͳǡͷͲ ʹǡͳ ͳ͵Ψ Ǥ ͷͲ͵ͶͻͻǦͲʹ͵ Ǧ ʹͲͳͻ ͳͲͲǡͲͲͲ ͳͻͳǡͶʹͲ ͳͻͳǡͶʹͲ ͶǡͷͲͲ ʹͶΨ ΨǦͳͲͲΨ STORMWATERFUNDTOTAL $223,120 $431,520 $431,520 $49,217 11% GOLFCOURSEFUND Ƭ ͷʹͲͻͻǦʹͲͳʹ Ƭ ʹͲʹͲ ̈́͵ͷǡͲͲͲ ̈́͵ͷǡͲͲͲ ̈́͵ͷǡͲͲͲ ̈́͵ͲǡͻͶͳ ͺͺΨ Ƭ ͷʹͲͻͻǦͶͲͳͶͳ Ƭ ʹͲʹͲ ͳ͵ʹǡ͵ͲͲ ͳ͵ʹǡ͵ͲͲ ͵ͲʹǡͷͲ ͵ͲʹǡͷͲ ʹʹͻΨ GOLFCOURSEFUNDTOTAL $167,300 $167,300 $337,650 $333,591 199% TECHNOLOGYMANAGEMENTFUND ͲʹͳʹͲǦͷͲͲͳͷ ̈́ͲǡͲͲͲ ̈́ͲǡͲͲͲ ̈́ͲǡͲͲͲ ̈́ͶǡͲͶ ͳʹ͵Ψ ΨǦͳͲͲΨ ʹͲʹͲ Ƭ TECHNOLOGYMANAGEMENTFUNDTOTAL$ 60,000 $60,000 $60,000 $74,046 123% VEHICLEREPLACEMENTFUND Ͳ͵ʹͳͳǦͶͲͲͲͲ Ƭ Ǧ ʹ ̈́ʹ͵͵ǡͺͻͲ ̈́ͳǡʹͶͲ ̈́ͳǡʹͶͲ ̈́ǡͶͶ ͵ͺΨ ΨǦͳͲͲΨ VEHICLEREPLACEMENTFUNDTOTAL$ 233,890 $177,240 $177,240 $66,644 38% ALLFUNDSTOTAL $24,697,450 $31,303,750$ 31,142,690 $13,688,718 44% ϰ 267 ),1$1&(&200,77(( &20081,&$7,21 68%-(&7 &$6+ ,19(670(1765(3257)257+(48$57(5(1'(' 6(37(0%(5 '$7( 129(0%(5 35(6(17('%< .(9,1:$7621),1$1&(',5(&725 6800$5< $WWDFKHGLVWKH6HSWHPEHUTXDUWHUO\UHSRUWIURP&KDQGOHU$VVHW0DQDJHPHQW WKH&LW\¶V,QYHVWPHQW$GYLVRU $VRI6HSWHPEHUallFDVKDQGLQYHVWPHQWVWRWDOHGPLOOLRQDGHFUHDVHRI PLOOLRQVLQFH-XQH7KHDYHUDJHUDWHRIUHWXUQRQDOOFDVKDQGLQYHVWPHQWVIRU WKHILUVWQLQHPRQWKVRIZDVDSSUR[LPDWHO\ 7KH IROORZLQJ FKDUW VXPPDUL]HV WKH GLVWULEXWLRQ RI DOO FDVK DQG LQYHVWPHQWV DQG WKH DYHUDJHUDWHRIUHWXUQIURP'HFHPEHU WKURXJK6HSWHPEHU ),1$1&(&200,77((&20081,&$7,21 268 INVESTMENT REPORT City of Louisville Period Ending September 30, 2020 CHANDLER ASSET MANAGEMENT, INC. | 800.317.4747 | www.chandlerasset.com 269 Table of Contents As of September 30, 2020 SECTION 1 Economic Update SECTION 2 Account Profile SECTION 3 Portfolio Holdings SECTION 4 Transactions 1 270 SECTION | Section 1 | Economic Update 2 271 Economic Update The economy experienced a strong rebound in the third quarter, following a steep decline in activity in the second quarter, but we believe GDP remains well below its pre-pandemic peak. Economic data has recently softened and we anticipate the path to a full economic recovery may be uneven. In our view, the outlook for the economy hinges largely on the course of the pandemic, the timing and amount of additional fiscal relief, and the timeline for a vaccine. With jobless claims remaining elevated and the prospect of additional fiscal relief waning in the near-term, we believe the underlying fundamentals of the economy remain vulnerable and economic data may soften. We think additional fiscal stimulus is likely but the timeline has been pushed out. Nevertheless, we remain optimistic about the progress toward a vaccine and therapeutic treatments for the virus, which we will believe will help propel the economic recovery next year. We also expect the Fed’s highly accommodative monetary policy framework will continue to provide support for the financial markets. The Federal Open Market Committee (FOMC) kept monetary policy unchanged in September with the fed funds target rate in a range of 0.0% to 0.25%. Monetary policy remains highly accommodative and Fed Chair Powell maintained a dovish tone during his press conference. The Fed will continue to use its balance sheet to support smooth financial market functioning by purchasing Treasury and agency mortgage-backed securities and will continue to use its lending facilities to support the flow of credit to businesses and municipalities, as needed. In the September policy statement, the FOMC noted that inflation continues to run below its 2.0% target, as weaker demand and lower oil prices are holding down consumer prices. Longer-term, the FOMC will allow inflation to run above 2.0% for some period of time before it looks to tighten policy, which implies the fed funds target rate will remain anchored near zero for years. The Fed’s updated summary of economic projections signals that the target fed funds rate will remain unchanged through at least 2023, as policymakers do not expect inflation to exceed 2.0% during that timeframe. The next FOMC meeting is scheduled for November 4th-5th. On a year-to-date basis, the yield on 2-year Treasuries was down 144 basis points to 0.13% and the yield on 10-year Treasuries was down about 123 basis points to 0.68% at the end of September. In September, the Treasury yield curve was little changed on a month-over-month basis, following moderate curve steepening in August. The yield curve has steepened further in October, driven by a moderate increase in longer-term rates as the front end of the curve remains anchored near 0.0%. 3 272 Unprecedented Fed Intervention Fed Action Details • Cut fed funds target rate by 1.50% to 0.00-0.25% • Discount window rate lowered to 0.25% Rate Cuts • Fractional reserve requirement 0% • Interest on Excess Reserves cut to 0.10% TSY/Agency MBS Purchases • Purchases in the amounts needed to ensure smooth market functioning Repo Operations • $1.5 trillion+ short-term repo facilities to provide liquidity Commercial Paper Funding Facility (CPFF) • Purchases of Tier 1 CP* Primary Dealer Credit Facility (PDCF) • Loans to Primary Dealers up to 3 months Money Market Mutual Fund Liquidity • Liquidity to MMFs in form of loans to banks to purchase assets from MMFs Facility (MMLF) FX Swap Lines • Temporary lending to boost circulation of dollars worldwide Primary Market Corporate Credit Facility • Purchases of investment grade corporate debt directly from issuers** (PMCCF) Secondary Market Corporate Credit Facility • Purchases of investment grade debt and ETFs (IG and HY) in the secondary (SMCCF) market • Loans to investors to buy highest-rated ABS, CMBS and CLOs to support Term ABS Loan Facility (TALF) consumer and business credit • Up to $500 billion in lending to states and municipalities via debt security Municipal Liquidity Facility purchases from states, counties, and cities Main Street Lending Program • Up to $600 billion in loan purchases from small- and mid-sized businesses Paycheck Protection Program Liquidity • Liquidity to participating financial institutions through term financing backed by Facility (PPP) PPP loans to small businesses *CP issuers that were Tier 1 as of March 17, 2020 and were subsequently downgraded to no lower than Tier 2 may be eligible on a one-time basis. **Issuers that were rated at least Baa3/BBB- as of March 22, 2020 and were subsequently downgraded to no lower than Ba3/BB- may be eligible. Source: US Federal Reserve 4 273 CARES Act and Other Fiscal Stimulus: $2.7 Trillion and Counting Large Corporations & Individuals Federal Reserve Small Businesses $1.07T $581B $500B Business Loans, Cash payments, Federal Reserve Lending Grants, Tax Relief, wage unemployment benefits, Program/Economic protection, airline relief tax breaks, tax filing Stabilization Fund postponed Funds for SNAP program, child nutrition, food banks, housing, FEMA Public Health State/Local Safety Net Governments $87B $228B $175B Hospitals, drug access, Testing, Temporary student loan CDC funding, veteran community Education/Other relief, work-study funds, health care, medicine development extended limits on and supplies grants, schools $96B subsidized loan and Pell Grant eligibility, funds for post office Source: U.S. Congress 5 274 Employment Nonfarm Payroll (000's) Unemployment Rate 28.0% 10,000 Underemployment Rate (U6) 24.0% 6,000 Unemployment Rate (U3) 2,000 20.0% -2,000 16.0% -6,000 Rate (%) 12.0% -10,000 8.0% MOM Change In (000's) -14,000 Non-farm Payroll (000's) -18,000 3 month average (000's) 4.0% -22,000 0.0% Source: US Department of Labor Source: US Department of Labor U.S. nonfarm payrolls were lower than expected, up 661,000 in September versus expectations of 859,000. The unemployment rate declined to 7.9% in September from 8.4% in August. The decline in the unemployment rate was better than expected, however, it was partially driven by a decline in the labor participation rate to 61.4% in September from 61.7% in August. The labor participation rate improved modestly after plunging to 60.2% in April, but remains near the lowest levels since the 1970’s.Nearly 4.5million people have droppedout of the laborforce since January, and 12.6 million people in the labor force were unemployed in September, according to the U.S. Bureau of Labor Statistics household survey. Workers who classified themselves as employed but absent from work in the September survey understated the unemployment rate by about 0.4%. The U-6 underemployment rate, which includes those who are marginally attached to the labor force and employed part time for economic reasons, remained high but eased to 12.8% in September from 14.2% in August. 6 275 Initial Claims for Unemployment Initial Claims For Unemployment July 10, 2020 - October 09, 2020 25,000 Initial Jobless Claims Continuing Claims 16,951 20,000 16,151 16,090 15,480 14,759 14,492 13,544 12,747 13,292 12,747 11,979 11,183 15,000 10,018 10,000 In thousands 5,000 1,308 1,422 1,435 1,191 971 1,104 873 1,011 884 893 866 849 845 898 - Source: US Department of Labor In the most recent week, the number of initial jobless claims increased to 898,000 compared to 845,000 in the prior week. The level of continuing unemployment claims (where the data is lagged by one week) declined to about 10.0 million from roughly 11.2 million in the prior week. Continuingjobless claims have declined from the peak of nearly 25million in early May, butthey remain well above the 2019 average of 1.7 million. 7 276 Inflation Consumer Price Index (CPI) Personal Consumption Expenditures (PCE) 3.0% 3.0% 2.5% 2.5% 2.0% 2.0% 1.5% 1.5% YOY(Change %) 1.0% YOY(Change %) 1.0% 0.5% CPI YOY % Change 0.5% PCE Price Deflator YOY % Change Core CPI YOY % Change PCE Core Deflator YOY % Change 0.0% 0.0% Source: US Department of Labor Source: US Department of Commerce The Consumer Price Index (CPI) was up 1.4% year-over-year in September, versus up 1.3% in August. Core CPI (CPI less food and energy) was up 1.7% year-over-year in September, unchanged from August. The Personal Consumption Expenditures (PCE) index was up 1.4% year-over- year in August, versus up 1.1% year-over-year in July. Core PCE, which is the Fed's primary inflation gauge, was up 1.6% year-over-year in August, versus up 1.4% year-over-year in July. Pricing pressures are increasing but remain below the Fed's inflation target. 8 277 Consumer Retail Sales YOY % Change Consumer Confidence 10.0% 150 5.0% 140 0.0% 130 -5.0% 120 -10.0% 110 YOY (%)Change Index Level -15.0% 100 -20.0% 90 -25.0% 80 Source: US Department of Commerce Source: The Conference Board Consumer spending trends were unexpectedly strong in September. Retail sales increased 1.9% in September and were up 5.4% on a year-over- year basis. Excluding vehicles and gas, retail sales were up 1.5% in the month, well ahead of expectations for a 0.4% increase. On an adjusted basis, sales picked up in every major category in September on a month-over-month basis, with the exception of electronics & appliances. The Consumer Confidence index jumped to 101.8 in September from 86.3 in August. The improvement in consumer confidence was much better than expected in September but the index remains well below pre-pandemic levels at the start of this year. 9 278 Economic Activity Leading Economic Indicators (LEI) Chicago Fed National Activity Index (CFNAI) 6.00 6.0% 4.00 4.0% 2.00 2.0% 0.0% 0.00 -2.0% -2.00 3 Month Average MOMChange ( %) -4.0% -4.00 -6.0% -6.00 -8.0% -8.00 Source: The Conference Board Source: Federal Reserve Bank of Chicago The Conference Board’s Leading Economic Index (LEI) rose 1.2% in August, followinga 2.0% increase in July. On a year-over-yearbasis, the LEI was down 4.7% in August versus down 6.1% in July. According to the Conference Board, the recovery is losing steam and the US economy will likely head into 2021 under substantially weakened economic conditions. The Chicago Fed National Activity Index (CFNAI) declined to 0.79 in August from 2.54 in July. On a 3-month moving average basis, the CFNAI declined to 3.05 in August from 4.23 in July. Although the CFNAI declined in August on a 3-month moving basis, it is above the -0.7 recessionary level. 10 279 Housing Housing Starts S&P/Case-Shiller 20 City Composite Home Price Index 2000 8.0% Multi Family Housing Starts 1800 Single Family Housing Starts 7.0% 1600 1400 6.0% 1200 5.0% 1000 800 4.0% 600 %) Change YOY( 3.0% 400 2.0% 200 MOM Change (In Thousands Units) Thousands (In Change of MOM 0 1.0% Source: US Department of Commerce Source: S&P Total housing starts fell 5.1% in August to an annual pace of 1,416,000. Single family starts rose 4.1% to an annualized rate of 1,021,000, while multi-family starts declined 22.7% to an annualized rate of 395,000. On a year-over-year basis, total housing starts were up 2.8% in August. Meanwhile, permits declined 0.9% in August on a month-over-month basis, to an annualized rate of 1,470,000 (flat on a year-over-year basis). According to the Case-Shiller 20-City home price index, home prices were up 3.9% year-over-year in July versus up 3.5% year-over-year in June. The housing market has remained strong during the pandemic. Very low mortgage rates, solid stock market performance, and a meaningful shift toward working from home are providing strong tailwinds for the housing sector, despite an otherwise challenging economic backdrop. 11 280 Manufacturing Institute of Supply Management Purchasing Manager Industrial Production Index 8.0% 62 60 EXPANDING 4.0% 58 56 0.0% 54 -4.0% 52 50 -8.0% 48 YOY(Change %) -12.0% 46 CONTRACTING 44 -16.0% 42 40 -20.0% Source: Institute for Supply Management Source: Federal Reserve The Institute for Supply Management (ISM) manufacturing index slipped to 55.4 in September from 56.0 in August. New orders remained strong but declined to 60.2 in September from 67.6 in August. Readings above 50.0 are indicative of expansion in the manufacturing sector. The Industrial Production index was down 7.3% year-over-year in September, versus down 7.0% in August. On a month-over-month basis, the Industrial Production index declined 0.6% in September, versus expectations for a 0.6% increase, following a 0.4% increase in August. Capacity Utilization declined to 71.5% in September from 72.0% in August, but remains well below the long-run average of 79.8%. Overall manufacturing conditions have improved, following a deep contraction earlier this year, but that improvement reversed slightly in September. 12 281 Gross Domestic Product (GDP) Gross Domestic Product (GDP) Components of GDP 9/19 12/19 3/20 6/20 10.0% 5.0% Personal Consumption Expenditures 1.8% 1.1% -4.8% -24.0% 0.0% Gross Private Domestic Investment 0.3% -0.6% -1.6% -8.8% -5.0% -10.0% Net Exports and Imports 0.0% 1.5% 1.1% 0.6% -15.0% -20.0% Federal Government Expenditures 0.3% 0.3% 0.1% 1.2% -25.0% GDP QOQ % Change State and Local (Consumption and 0.1% 0.2% 0.1% -0.4% -30.0% GDP YOY % Change Gross Investment) -35.0% Total 2.6% 2.4% -5.0% -31.4% Source: US Department of Commerce Source: US Department of Commerce According to the third estimate, US gross domestic product (GDP) declined at an annual rate of 31.4% in the second quarter, just slightly less negative than the initial and second estimates but still the largest decline on record. This follows a 5.0% annualized decline in first quarter GDP. Personal consumption expenditures plunged 33.2% in the second quarter, following a 6.9% decline in the first quarter. The consensus forecast calls for a strong rebound in consumer spending and overall economic activity in the third quarter, and a slower pace of improvement in activity thereafter. 13 282 Federal Reserve Federal Reserve Balance Sheet Assets Effective Federal Funds Rate 7,500,000 3.00% 7,000,000 2.50% 6,500,000 2.00% 6,000,000 5,500,000 1.50% Yield (%) Yield In $ millions 5,000,000 1.00% 4,500,000 0.50% 4,000,000 3,500,000 0.00% Source: Federal Reserve Source: Bloomberg The Fed has taken a wide range of aggressive actions to help stabilize and provide liquidity to the financial markets. The Fed has lowered the fed funds target rate to a range of 0.0%-0.25% and continues to purchase Treasury and agency mortgage-backed securities to support smooth market functioning. Policymakers reinstated the Commercial Paper Funding Facility and Money Market Mutual Fund Liquidity Facility in order to provide liquidity to the commercial paper, money markets, and the municipal bond markets. The Fed has established the Primary Market Corporate Credit Facility and Secondary Market Corporate Credit Facility to support the corporate bond market. The Term Asset-Backed Securities Loan Facility has been established to enable the issuance of asset-backed securities backed by student loans, auto loans, credit card loans, and loans guaranteed by the Small Business Administration. The Fed has established the Paycheck Protection Program Liquidity Facility and Fed’s Main Street Lending Facility to support the flow of credit to businesses. The Fed established the Municipal Liquidity Facility to purchase short-term debt directly from US states, counties, and cities. The Fed has also provided short-term funding through large-scale repo operations and lowered the reserve requirement for depository institutions. 14 283 Bond Yields US Treasury Note Yields US Treasury Yield Curve 3.5% 3.5% 2-Year 3.0% Sep-20 3.0% 5-Year Jun-20 10-Year Sep-19 2.5% 2.5% 2.0% 2.0% Yield (%) Yield 1.5% (%) Yield 1.5% 1.0% 1.0% 0.5% 0.5% 0.0% 0.0% Source: Bloomberg Source: Bloomberg At September month-end, Treasury yields were much lower on a year-over-year basis. The 3-month T-bill yield was down 172 basis points, the 2-year Treasury yield was down 150 basis points, and the 10-Year Treasury yield was down 98 basis points, year-over-year. Yields declined precipitously in March 2020, with the Fed cuttingrates by atotal of 150 basis points and a flightto safe-haven assets drivingdown yields across the curve. The Fed has signaled plans to keep the front end of the Treasury yield curve anchored near zero for at least the next few years. 15 284 SECTION | Section 2|2 | Account Profile 16 285 Objectives As of September 30, 2020 Investment Objectives Safety of principal is the foremost objective of the investment program. The investment portfolio shall remain sufficiently liquid to meet all operating requirements that may be reasonably anticipated. The investment portfolio shall be designed with the objective of attaining a market rate of return throughout budgetary and economic cycles, taking into account the investment risk constraints and liquidity needs. Chandler Asset Management Performance Objective The performance objective for the City of Louisville is to achieve an annual total return on the portfolio that exceeds the return of the 2 Year Held-To-Maturity Treasury Index and the ICE BAML Blended 0-3 Year Treasury Index. Strategy In order to achieve its objective, we will invest the City’s funds in a well diversified passive portfolio comprised primarily of U.S. Treasury and Agency securities. All securities will be in compliance with the City’s Investment Policies and CRS 24-75-601. 17 286 Compliance As of September 30, 2020 City of Louisville Assets managed by Chandler Asset Management are in full compliance with state law and with the City’s investment policy. Category Standard Comment Treasury Issues 5 years maximum maturity; 5% minimum Complies 95% max inclusive of Corporate or Bank Securities, 35% max per issuer (includes FFCB, FHLB, FHLMC, FNMA, GNMA), Government Instrumentalities, GSEs Complies 3 years max maturity Municipal Securities A- or above by two NRSROs for Colorado GO and Revs; AA- for Non-Colorado by two NRSROs; 3 years max maturity Complies Banker’s Acceptances A-1,P-1, or F-1 by two NRSROs; 25% maximum; 5% max per issuer; 270 days max maturity Complies Commercial Paper A-1,P-1, or F-1 by two NRSROs; 25% maximum; 5% max per issuer; 270 days max maturity Complies CDs AA- rated; 25% maximum; 5% max per issuer; 5 years max maturity Complies US Corporate (MTNs) AA-/Aa3 rated by two NRSROs; 25% maximum; 5% max per issuer; 3 years max maturity Complies Money Market Fund AAAm rated; 20% maximum; 10% max per issuer; 100% U.S. Treasury Complies LGIP AAAm rated Complies Repurchase Agreements Not used by Investment Adviser Complies GICS Not used by Investment Adviser Complies Maximum Maturity 5 years Complies 18 287 Portfolio Characteristics As of September 30, 2020 City of Louisville 9/30/2020 6/30/2020 Benchmark* Portfolio Portfolio Average Maturity (yrs) 1.04 0.90 0.87 Average Modified Duration 1.03 0.89 0.86 Average Purchase Yield n/a 1.41% 1.71% Average Market Yield 0.14% 0.19% 0.30% Average Quality** AA+ AA+/Aaa AA+/Aaa Total Market Value 46,177,469 45,126,254 *2Yr Held-To-Maturity Treasury Index **Benchmark is a blended rating of S&P, Moody’s, and Fitch. Portfolio is S&P and Moody’s respectively. 19 288 Duration Allocation As of September 30, 2020 City of Louisville 35% Agency 30% Commercial Paper 25% Corporate Local Gov Investment Pool 20% US Treasury 15% 10% 5% 0% 0 - 0.25 Years 0.25 - 0.5 Years 0.5 - 1 Years 1 - 2 Years 2 - 3 Years 3 - 4 Years 4 - 5 Years 5+ Years 0 - 0.25 0.25 - 0.50 0.50 - 1 1 - 2 2 - 3 3 - 4 4 - 5 5+ 09/30/20 19.8% 16.4% 26.8% 31.4% 5.6% 0.0% 0.0% 0.0% 20 289 Duration Distribution As of September 30, 2020 City of Louisville September 30, 2020 vs. June 30, 2020 40.0% 35.0% 30.0% 25.0% 20.0% 15.0% 10.0% 5.0% 0.0% 0 - 0.25 0.25 - 0.50 0.50 - 1 1 - 2 2 - 3 3 - 4 4 - 5 5+ September 30, 2020 June 30, 2020 0 - 0.25 0.25 - 0.50 0.50 - 1 1 - 2 2 - 3 3 - 4 4 - 5 5+ 09/30/20 19.8% 16.4% 26.8% 31.4% 5.6% 0.0% 0.0% 0.0% 06/30/20 14.0% 17.9% 33.3% 33.6% 1.2% 0.0% 0.0% 0.0% 21 290 Portfolio Allocation & Duration Changes As of September 30, 2020 City of Louisville Portfolio Allocation 65.3% Agency 55.0% 23.0% US Treasury 33.1% 7.2% Corporate 7.4% Local Gov 2.3% Investment Pool 0.1% 9/30/2020 Commercial 2.2% 6/30/2020 Paper 4.4% Duration as a % of the Benchmark 110.0% 104.4% 105.0% 101.4% 100.0% 95.6% 95.0% 90.0% 87.4% 85.0% 80.0% 12/31/2019 3/31/2020 6/30/2020 9/30/2020 Benchmark: 2Yr Held-To-Maturity Treasury Index 22 291 Issuers As of September 30, 2020 City of Louisville – Account #10236 Issue Name Investment Type % Portfolio Federal Farm Credit Bank Agency 29.59% Federal Home Loan Bank Agency 23.88% Government of United States US Treasury 23.00% Federal Home Loan Mortgage Corp Agency 7.45% Federal National Mortgage Association Agency 4.38% Apple Inc Corporate 2.78% CSAFE Investment Pool Local Gov Investment Pool 2.33% Wal-Mart Stores Corporate 2.25% Microsoft Corporate 2.18% Toyota Motor Corp Commercial Paper 2.16% TOTAL 100.00% 23 292 Quality Distribution As of September 30, 2020 City of Louisville September 30, 2020 vs. June 30, 2020 100.0% 90.0% 80.0% 70.0% 60.0% 50.0% 40.0% 30.0% 20.0% 10.0%
City Council Finance Committee
