<_ Safe Havens Project Application Kerr County Texas A. SUMMARY DATA SHEET Authorized Official: The Honorable Pat Tinley Kerr County Judge Kerr County Courthouse 700 Main Street Kerrville, Texas, 78028-5323 830-792-2211 ptinley~c~i co.kerr.tx.us Legal Name of Appicant and Type of Agency: Kerr County, Texas, Kerr County Commissioners' Court Local Unit of Government Collaborating Victim Services Program Hill Country Crisis Council, Inc. Supervised Visitation Program Kid CARES' Safe Haven Project, a division of the Hill Country Crisis Council, Inc. Post Office Box 291817 Kemille, Texas 78029-1817 830-257-2400 (main) 830-257-7097 (fax) Application Type: NEW Contact Information: Kerr County: Ilse Bailey, Assistant County Prosecutor Ken• County Courthouse 700 Main Street Kerrville, Texas 78028-5323 830-792-2225 830-792-222$ (fax) ibaile~~~co.kerr.tx.us PRIMARY Hill Country Crisis Council: Sheryl Howard, Executive Director Post Office Box 291817 Kerrville, Texas 78029-1817 830-257-7088, ext. 31 830-257-7097 (fax) sherylhoward(cllhillcountrycrisiscouncil org B. Project Abstract/Summary. To obtain neutral supervised visitation and/or safe exchange services, families in this service area must contract with private attorneys, the rare mental health professional providing such service, or travel better than an hour to San Antonio where such organized programs exist. This project will begin a Safe Haven designed to improve immediate safety during exchanges and visitations, in the two years since separation, and in the longer term. The program will be designed to answer questions up front (1) the role of the Safe Haven vis a vis the courts, victims advocacy services, the local battering intervention program for offenders; (2) roles of participants, courts, et al. in the program maturation and in individual service planning, (3) the protocols in cases with domestic violence; (4) the assessment tools to measure satisfaction of children, parents and other participants, referral sources, and allied organizations and agencies providing related services. Program Goals. Residents in Kerr County and surrounding rural areas will have access to distributed Safe Haven services in a manner to minimise problems of cultural, transportation, and financial barriers to quality supervised visitation and safe exchange services to improve the safety and welt being of children. Collateral needs in these families at risk of abuse, violence and neglect will be identified and more referrals to community resources will be made and more families will receive comprehensive services. Children will be safer and will suffer few immediate and long term effects from the conditions or situations that brought them to the Safe Haven. Objecfives. By the development yeaz's end, the Partners will have estimated service demand for primary Safe Haven services and identified satellite sites in the service area to best meet the °- needs of the scattered, rural population. The main campus and mobile unit will be designed and ready for operation with all policy and procedures in place; the program infrastructure including staff recruitment and training accomplished; initial phase of community-wide professional and public education/training completed. The Advisory Committee will be operating, and links to existing services in HCCC, the County and other child and family service agencies strengthened and streamlined with regazds to communications, referrals, decision-making and problem solving to better achieve wrap-azoand packages of services for families in crisis. The Project will have tools to assess child safety, family safety, family collateral needs (psychiatric, substance abuse, social service and legal services, etc) family satisfaction, and referral satisfaction. Work to address the complex confidentiality issues between victim's services, battering programs and the Project will be invested in this development year. By the two-yeaz Project Implementation end, the Project will have operated Safe Haven programs on the Project main campus and at three to four satellite locations through its mobile Kids CARE unit; will have provided supervised visitation services and safe exchange services with a record of 90% satisfaction or better from families and referral agencies/courts for those services delivered in the second year of operation. Some children will be screened for and referred to additional clinical counseling services offered at no cost or on sliding fees to accommodate family income levels. Some adults not previously enrolled in victims' services will receive information and referral to domestic violence services resulting in emergency shelter utilization, applications for Protective Orders and for Crime Victim's Compensation; abusers not already in battering offender services will be referred and screened. Age range-specific support ~, groups for children, mediation and therapeutic visitation services will be offered on the main campus. 2 C. Status of Current Project (Not Applicable for this NEW Project). D. Purpose of Application. The Problem and Benefits of DOJ Funding. Kerr County and surrounding rural areas lack organized supervised exchange and visitation services (SEVs) that address the economic realities of a majority of families needing such services or the cultural, transportation and language barriers that force families to resort to risky unsupervised or informal services. The rural nature and sparse population make for-profit operations impractical, and local jurisdictions lack sufficient resources to organize SEV services. For this reason, the applicant, Kerr County (County) has partnered with the Hill Country Crisis Council (I-ICCC), awell-established non profit serving Kerr, Kendall, Gillespie and Bandera counties in prevention, victim's services and batterers' programs, to be the operating entity for the Project. During the grant period, the Partners anticipate services in Ken• and parts of Bandera counties. An infusion of DOJ funds to develop and implement the Project will help in several ways: (1) it motivates the criminal justice system, provider community and local government to pay attention to these services much needed for children's safety; (2) it provides the time and resources to develop the community linkages and relationships to address up front some of the weaknesses DOJ-funded research has already identified in programs elsewhere such as the demonstration sites in California, Michigan, Chicago and Kent, Washington; (3) it allows for a much richer mix of services that are not affordable in fee for service programs to address the problems of ,_ rural service delivery; and (4) it makes services available for children most at risk and from families least able to otherwise engage in safe SEV services. Finally, participating in the grant program allows the Partners to take advantage of the technical assistance available from the DOJ and its contractors in the development and eazly operations to team from experts and experienced providers azound the country and to avoid costly mistakes--in terms of children's safety and financial costs. Target Population. The Project target population is multi-fold and in some cases overlapping: - children in foster care for abuse or neglect; - children otherwise on Child Protective Services case loads for abuse or neglect with attention paid to the needs for those whose pazents were or are married and those whose parents were never married, especially the teenage parents; - children in families with intimate partner violence; - children victimized by sexual abuse; - children in families where drugs or alcohol have caused an SEV referral; - children in families with divorces or divorce proceedings in process voluntarily seeking SEV services; - children at risk of pazental abduction during exchange or visitation periods. Current Services and Gaps. Current services in the Project azea include a small number of private attorneys in Kerrville willing to handle exchanges in their offices for a fee; a small number of mental health clinicians in Kerrville also providing fee for service exchanges or visitation supervision; and a start up company awaiting its non profit designation which proposes to provide standard SEV services in Kerrville only, using a rate schedule beyond the financial abilities of many families. HCCC is in negotiations to subsume this small organization. Services are not available in other parts of Kerr County and none are known in Bandera County. 3 Demographic Characteristics. Ken County has approximately 46,496 residents (2005 US Census estimates) for a population density per square mile of 42.0. A Ken County map showing census reporting azeas and population densities is included as Attachment 1. Twenty percent aze school age children. (2000 US Census) Twenty-one percent of Ken residents aze Hispanic and 16 percent are in Spanish-speaking households. (2004 US Census) Some 13.7 percent are living in poverty and this number rises to 22.2 percent for those 17 years of age and under. Almost 11 percent of county residents aze divorced. Disabled adults between the ages of 21 and 64 comprise 25.3 percent, and some 636 residents aze grandparents living in the home with children as caregivers. Bandera County has 19,988 residents (2005 US Census) for a population density of 25.0 per square mile. (County map shown in Attachment 2) The number of school age children is 4107. (2000 US Census) Hispanic residents comprise 16.3 percent and 11.1 percent report Spanish spoken in the home. (2004 US Census) A slightly higher percentage of residents 17 and under live in Bandera County (23.1 percent); and 12.4 percent live in poverty with 20 percent of those 18 and under in poverty. A slightly higher percent aze divorced (12.3 percent); 21 percent of adults 21 to 64 aze disabled; and 207 grandparents are primary caregivers for children in their homes. The population density, combined with levels of poverty, disability and generational issues speak to the need for distributed services in these counties. The numbers of Hispanic residents speaks to the need for culturally sensitive services and the identified Spanish-speaking households shows a need for bilingual services. Income levels point to the need for affordable services that are free or provided on a sliding fee scale. The incidences of families in poverty, those with disabilities, those where grandparents are caregivers, etc. all point to risk factors to be addressed, and underserved populations to be tazgeted, by the program. Complemenfing the Texas STOP Plan. Of the 24 regional planning azeas with the Texas S.T.O.P. VAWA Plan, the Project service area falls within the Alamo Area region, with the tenth highest incidence rates of family violence and the sixth highest in sexual assault. The Project service azea is certainly identified as a priority for focus on prevention and intervention activities within the state. The latest plan, for 2006-2008, adopts a different approach compared to prior plans in that it focuses on avictim-centered approach to restoration, with services provided along acontinuum-- to prevent, intervene, serve and restore--victims of crime. The plan hinges on collaboration between criminal justice system and other providers working on equal footing with victims. The Project will be a victim services provider as envisioned by the Texas plan with the strong emphasis on improving safety for women and children in families with domestic violence and sexual assault; providing Project services in a manner to protect the safety of victims and prevent further victimization; being another voice in the community to raise awazeness about and train on domestic violence, abuse, neglect, sexual abuse, stalking, date rape, etc. with an opportunity to focus on the needs of and impact on children regazdless of whether they are the primary victim; ~.. with the broad county and non profit partnership, which brings into play as well, many other elements of the community through the development groups and ongoing Advisory Council (discussed below), and the work on cleaz means to communicate between and make and receive referrals from other service providers. 4 Additionally, the VAWA funds allocated under the Texas S.T.O.P. Plan aze targeted to the priorities identified by a survey of the planning regions (Texas S.T.O.P. Plan, Attachment 4). Of the 10 priority areas, the Project satisfies squarely the top four: services in rural areas, community awareness of services, transportation to services (or in the case of the Project, bringing services to Waal residents) and ability to serve non-English speaking clients. In terms, therefore, of both need for services and approach to service delivery, the Project complements the Texas Plan. E. What Will Be Done. Kerr County, through the Kerr County Commissioner's Court (County) proposes to partner with the Hill Country Crisis Council (HCCC--together, the Partners) and its' Kid CARES division, to develop and operate a Safe Haven: Supervised Visitation and Safe Exchange program (the Project) for Kerr County and surrounding areas in the Texas Hill Country. The Hill Country is a largely rural area with widely scattered populations including substantial Latino residents, varying income levels with substantial poverty and low income families, few social services directed from within the counties if they are adequately provided at all, and no public transportation. Against this geographic and demographic backdrop, the County, the prosecutor's office, local courts and our victim's advocate organization, the Hill Country Crisis Council, have long understood the need for a supervised visitation and safe exchange program but lacked the resources. A fledgling private attempt in this area is hamstrung by single site services and a fee structure putting it out of reach of most eligible participants. In the development year, the Partners initially will be working intensively with two development groups to answer different questions. The first group includes in-house representatives from the criminal justice system (CJS), including the courts, law enforcement, prosecutors' offices, the County victim's services coordinator, probation and parole departments, the battering intervention program and victim's advocacy services. The second group will be other provider constituents of this project including other referral entities such as Child Protective Services, Kid's Advocacy Place (provider of forensic exams for child abuse victims), CASA, K'Staz (CPS contracted child services provider), the SANE nurse program at Sid Peterson Regional Hospital, Hill Country Community Mental Health and Mental Retardation Center, and local clinicians. Group One will be chazged to make recommendations on: Definition of "safety" for area children expected to access this Project Expectations of the Project from the CJS, particulazly the courts ordering SEV services o Neutrality of the SEV vs. selected advocacy, especially in domestic violence cases o Information desired from the Project by the courts, probation and parole, at various stages: referral, review, and in response to critical instances or points of concern • Expectations of the CJS from the Project o Information needed o Safety for child, other participants, staff and volunteers, community • Services, including physical plant of the main campus, hours and days of operation, language and cultural issues to be addressed, fee scales -- Consideration of standazd court orders to support the SEV efforts, such as records release; specific orders addressing abduction risks, unsupervised visitation, counseling/treatment/battering intervention services as a condition of visitation privileges (for offenders); judicial review; restricting access to Project records in subsequent proceedings related to the child by other consumers (primarily parents) of SEV services; discretion of the SEV to limit visits and amend supervision levels when determined to be in the child's best interests without returning to court • Training of Project staff o Court processes and procedures o Probation and pazole processes and procedures o Confidentiality limits o Safety--physical plant issues, weapons screening • Training of court and other CJS personnel o Function and purpose of the Project o The basics of child abuse, domestic violence--the dynamics, its impact on children, batterer characteristics o How SEVs can be manipulated to perpetuate abuse of children and battered spouses o Limitations of using SEV records to assess dangerousness, other risks to children and adult victims o Use of SEV records in conjunction with other information to evaluate ongoing need for or reduction in SEV services or other court-ordered protections for children and adult victims o Stalking o Value of confidentiality Ancillary services to benefit the child, the family, or individual pazents Evaluation services and assessing satisfaction (children, families, referral sources, others) Other issues as they come up. Group Two will have some overlapping and some unique chazges: • Defmition of "safety" of children expected to access the Project • Expectations of the Project by these other referral sources and related agencies and organizations providing services to child abuse victims and families in crisis • Relationship of the Project to these other organizations and agencies • Create communication lines and establish contacts, along with back ups • Address confidentiality issues and service coordination • Services, including physical plant of the main campus, hours and days of operation, language and cultural issues to be addressed, fee scales • Training of Project staff on referral processes, services from other organizations • Training for other organizations o The Project functions and purposes o The basics of domestic violence--the dynamics, its impact on children, batterer characteristics "` o How SEVs can be manipulated to perpetuate abuse of children and battered spouses o Limitations of using SEV records to assess dangerousness, other risks to children and adult victims o Use of SEV records in conjunction with other information to evaluate ongoing need for or reduction in SEV services or other court-ordered protections for children and adult victims o Stalking • Ancillary services to benefit the child, the family, or individual pazents • A community education/awazeness plan for the Project • Evaluating services and assessing satisfaction (children, families, referral sources, others) • Other issues as they come up. Work of the two groups is expected to continue for the first six months of the development year. In tandem, HCCC will internally review its service system in all three divisions--prevention, victims' services, and offender intervention--to incorporate changes needed to best support children and their families receiving SEV services through the Project. While much of the Development Group work will be handled electronically and by phone, each aze expected to meet at least three times during this period. HCCC anticipates involving grant managers and regulators at the state level, including the Texas Health and Human Services Commission Family Violence Program, the Texas Attorney General's Office Crime Victim's Division, and the Texas Governor's Office Criminal Justice Division on some thorny aspects of confidentiality and records release. Texas currently has no .... privilege or confidentiality protections in state law for victims' services, battering intervention or SEV programs. Appropriate policies, procedures and firewalls, as needed, between the divisions will be created based on this reseazch and consultation. In the second half of the development yeaz, the Partners will solicit participants from the Groups to become an ongoing Advisory Council to the Project. In addition to the provider constituents from the Development Groups, the Partners will review experience elsewhere on the benefits of, and process to, involving consumer constituents in the Council. The Advisory Council will continue to assist the Project as it moves toward implementation and assist the Partners to reconcile any conflicts between recommendations from the two groups and from the Partners themselves. The Advisory Council is anticipated to meet three times in the remainder of the first year, again, with more work handled electronically. A note about the proposed Kid CARES mobile SEV unit is important at this point. A mobile unit is desirable in this rural area where cultural and transportation barriers make it unlikely or impossible for families to access SEV services. Mobile SEV services--much like rural library and health screening services--aze highly advantageous due to their flexibility to meet changing local needs and their cost-effectiveness to service large azeas of sparse population which could not sustain the expense to obtain and operate fixed, dedicated sites throughout the service area. The mobile unit will be advance scheduled with local courts and law enforcement. The Partners recognize the need to approach this with much caze in order to adequately address service and safety concerns at these satellite locations for families with high conflict or domestic violence. ~, Other states have experimented with mobile services and the Partners anticipate seeking consultation from other operators and DOJ technical assistance staff: It is likely that families with certain risk factors will be triaged for services to the main campus regazdless of their residence location. 7 The Project Partners propose operating a main campus in Kerrville co-located with other HCCC non direct client programs, providing added safety and security, and creating easy access to information about and access to the rich array of resources HCCC otherwise offers to families in crisis, including emergency shelter, personal and legal advocacy, case management, counseling, group support, information and referral, immigration services for domestic violence victims and their children, job and training assistance. Selecting the main campus location and preparing the facilities will occur primarily in the year's second half, along with completing initial policies and procedures for operations. The final Project components during the development yeaz will be the community education awareness campaign and organizing volunteer services. The tazgets will include the professional community--attorneys, clinicians and other health care entities, and the public. Deliverables include one mailing (electronic and ground) to the professional audience, editorial beazd tours to the five newspapers in the service area, three professional trainings--Kerr County Baz Association; Kerr-Bandera County Medical Society; a training program for nurses, social workers and counselors as part of the ongoing continuing education offered jointly by HCCC and the South Texas Veterans' Health Caze System, Kerrville Division; and acommunity-oriented program as part of Community Forum--an annual series free to the public on relevant social topics such as mental illnesses, substance abuse, domestic violence and sexual assault, child abuse--to be held in the Spring 2008. A Program information brochure and a Guide for Families will be produced. a.. For volunteers to support the main campus, HCCC will turn to its partners in the community currently providing volunteer services in the emergency shelter, crisis hotline and for special projects. Volunteers are anticipated to be recruited from the Kerrville Junior Services Guild, the Schreiner University service sorority and fraternity, service organizations and the public. The Project will recruit and train 6 volunteers by the end of the development yeaz. The two Project implementation yeazs will include the following services offered at the main campus and through the mobile Kid CARES: monitored neutral exchange, supervised visitation, controlled visitation, documentation, information and referral, consultation and court testimony. Additional project services anticipated at the main campus include therapeutic visitation. Additional ancillary services anticipated at the main campus include group support for children, and educational opporhurities for adults. The Project will have the capacity to provide 1,800 supervised visitation (2 hour) sessions, 1,000 monitored neutral exchange services, and 36 age-appropriate support groups for children yeazly. Additionally, by the second yeaz of implementation, the Project is expected to generate annually--at no cost to the Project-- 10 emergency shelter admissions for domestic violence victims not otherwise registered in HCCC services; 20 applications for Protective Orders and 15 filings; 20 applications for Crime Vicfim's Compensation; 10 abusers referred and screened for battering intervention services; 30 referrals to victim's advocacy services; 30 adult and child referrals for HCCC counseling services (at no cost) and another 20-30 referrals to other providers where the client has the ability to pay for services. At no time will services be conditioned that adult victim participants seek protection »- orders, counseling or some other course of action with which they disagree. Because HCCC handles all printing in house to avoid the expense and inflexibility of maintaining large inventories of printed materials, both the Program brochure and Guide for 8 ,~ Families (produced in the development yeaz) will be printed on an as-needed basis. 1n this way, the Partners are able to refine such materials to add new information, clarify any confusing aspects, and modify the materials consistent with any Program changes over time. And while it may be bold to do so prior to operating any services or developing the assessment tools to be used, the Partners have tazgeted a 90 percent satisfaction rate by the end of the second implementation yeaz for children clients, adults participating in SEV services, and referral sources. This matches the satisfaction rates HCCC achieves in existing victim's services. During each implementation yeaz, the Advisory Council is projected to meet three times with interim worklinquiries handled electronically. Subgroups of the Council will be formed as needed to address selected issues as they arise. Additional Requirements 1. Continued development and/or implementation to increase SEV options for families with a history of domestic violence, dating violence, child abuse, sexual assault, or stalking. The Project has several components built in to ensure ongoing development and improvements-- the active participation of the Advisory Council, and the commitment to both program evaluation and consumer/referral source satisfaction assessments. 2. Compliance with Minimum Requirements. "~ Demonstrate expertise. HCCC has been the local provider of state grant funded services for victims of domestic violence and sexual assault since 1984, and more recently for prevention services and offender intervention programs for its four-county service area. HCCC is routinely audited by its state grant agencies including the Texas Attorney General's office and the Texas Health and Human Services Commission Family Violence Program. These reviews include staff training, service design, service delivery, and other contract compliance. Ensure that any fees changes are based on income. The Partners will use a sliding fee scale consistent with income ranges used by other County services such as probation. The Partners are not anticipating earned revenues to be a substantial part of the implementation years' budgets or the continuation plan (discussed elsewhere). Although not a part of the Program per se, ancillary services provided by HCCC through its victim's services division will be provided at no charge, and battering intervention services for offenders referred to the program are chazged at the nominal rate of $15 per session. Demonstrate that adequate security measures, including adequate facilities, procedures, and personnel capable of preventing violence, are in place for the operation of SEVs. The Partners, with the consultation of the two development groups followed by the Advisory Council, will incorporate reasonable facility security, procedures and staffing patterns/staff training to reduce the risk of violence or other abuse during SEV services. Facility considerations will vary between the main campus and mobile unit, again, reflecting the need to likely triage families with high conflict, histories of serious domestic violence, stalking or abduction risks, to the main campus. 9 ..., Facility issues to be considered include: locks, separate entrances, sepazate and/or secured pazking at the main campus, separate waiting rooms; panic buttons for internal security and law enforcement response, scheduling notice to law enforcement (for mobile unit) to allow for drive bys; weapons detection; exterior cameras. Procedure issues include strict compliance with policies on azrivaUdeparture times; recording and reporting rule violations (e.g., abusers arriving eazly or employing other stalking methods to intimidate another party, gift exchanges, etc.), confidentiality (including addresses, telephone numbers, schools and workplaces of the custodial parent and child), critical incident responses (e.g., weather emergency, violence or abuse, etc.), facility issues (e.g., lock checks, camera checks, etc.) for consistent monitoring of the facility and grounds for safety risks, and documentation. Other important procedures include the processes for informing all staff about protective orders, and for weapons screening and disarmament. A principal procedure to ensure safety will be to routinely inquire of children clients and adult participants what they feel would improve their safety both on site and during the period when SEV services are engaged by the family. Staffing patterns will vary depending on the number of services scheduled, but at a minimum no less than two paid staff--one of which is trained as a monitor for SEV services and one security personnel--will be on duty. Training will include at a minimum that recommended by the National Supervised Visitation Network and: • training required of HCCC employees on domestic violence (including its impact on children), sexual assault, Texas laws, clients' rights (adding participants' rights to refuse ancillary services and to decline to make application for or seek protective orders, counseling, offender intervention or other services with which they disagree, except as ordered by a court in the case of battering intervention services), confidentiality, occupational and food safety, and HCCC policies and procedures • safety and de-escalation training such as PMAB (the non-restraint tactics of this module) or a similaz program • cultural sensitivity orientation • training on how barterer behavior can appeaz during SEV services (attempting to control or manipulate staff, denial of abusive behavior, requesting exceptions from the Program--e.g., limitations on gifts, visit monitoring, etc.) • education on how SEV services can be manipulated by abusers and result in continuing victimization of child sexual abuse victims and child and adult victims of domestic violence • training on responses to severe distress of a child in response to, or during, SEV services • training on minimal screening (by observation and non clinical) for participant mental status, toxicity (drug or alcohol), and lethality. HCCC does not now offer, and the Partners will not include as part of the Project, activities that may compromise victim safety, including but not limited to: Mediation, alterative dispute resolution, or family counseling as a response to domestic violence, sexual assault or stalking 10 • Offering perpetrators the option of entering pre-trial diversion programs • Batterer intervention programs that do not use the coercive power of the CJS to hold batterers accountable • Conditioning SEV services on victims seeking protection orders, counseling or some other course of action with which they disagree. Prescribe standards by which SEV services will occur. The partners will begin with the minimum standards of the National Supervised Visitation Network and build on and tailor these with the experiences of other providers, the research conducted by DOJ and its contractors at evaluation sites, and through DOJ technical assistance. Formal initial policies and procedures will be in place by the end of the development yeaz. 3. The Community to be served including the diverse, traditionally underserved populations of victims of domestic violence, dating violence, child abuse, sexual assault, or stalking. As a Project Partner, HCCC will bring its expertise in victims and victims' services to this project, ensuring a quality approach to SEV services with participants and clients so victimized. Additionally, this Project is designed to reach traditionally underserved populations by addressing barriers of rural isolation, and culture and language. The Partners aze sensitive to local issues that the Project will tazget, including the unique needs of grandparents who are cazegivers of children, and never married parents, especially teenage parents. And, traditionally anderserved in this service azea are those lacking the financial resources to afford private attorneys, therapists or San Antonio-based SEV programs. The combination of no cost and _„ sliding fee scale services will make the Program financially accessible to all residents. 4. Sound development and thoughtful innovation. The Partners are investing resources into the development of this proposal and the beginnings of the Project business plan. With the proposed linkages to existing DV services and offender programs, and the mobile unit, the plans aze perceived to be both sound and innovative. We feel confident that the development groups and the Advisory Council will enrich the Project, both by the time of implementation and going forward. 5. Descriptions of development and implementation, staff capability, project components and general timelines. The development, project components and timelines are variously described above. Staff capability with respect to traditional victims' and offender services has been explained. HCCC has also incorporated trained staff from the local SEV start up into its current staff roster. It is HCCC's intent to use this personnel to manage the Project under the direction of the HCCC executive director. The current HCCC executive director is experienced at diverse project and non profit management. Additionally, the existing HCCC administrative infrastructure for grants management, accounting and bookkeeping, publication production, technology, fundraising, volunteer coordination and facilities management will support this Project at minimal expense to the Project itself. F. Who will implement the Project. The Project Partners include the County, including substantial elements of the local courts, probation and law enforcement for Kerr County, and _.., HCCC, the victims' services and offender program provider for both Ken and Bandera counties. HCCC meets the required criteria: • Provides victims' services and has a 23-year history of effective work 11 • Addresses a demonstrated need by providing services that promote dignity and self sufficiency, improves access to resources, and creates options for safety through its crisis hotline, emergency shelter, victims' advocacy (case management, service planning, information and referral, entitlement advocacy), clinical counseling, group support, prevention, and professional and community education • Does not engage in activities that compromise victim safety, as described under the "Additional Requirements" section of Section E above. The County and HCCC will work closely with the County of Bandera, Bandera County Commissioners Court and components of the local CJS for services extended into that county. And finally, the Project service area includes portions of two state district court jurisdictions. The Partners will work closely with District Judges Steve Ables, 216a' US Judicial District Court, and Karl Prohl, 198a' US Judicial District Court, and their staff in the design, implementation and operation of the Project. In terms of the Project partners, HCCC will be the SEV operator with monthly performance and financial accounting to the County. Project staff will be employees of HCCC and all expenses aze the responsibility of HCCC; HCCC retains all Project income. The County will be responsible for reporting to the DOJ and for facilitating the involvement of the local CJS in the development, implementation and operation of the Project. The County will assist HCCC in promoting the Project. G. Sustainability. While the Project design and the commitment of the partners is intended to attract DOJ continued investment on the Project, HCCC projects to sustain the Project independent of DOJ future funding, if necessary, through retained Project fees, grant funding, Project-related fundraising, and other unrestricted HCCC income. This is nothing new to HCCC. For FY 2007, for example, HCCC had to, on very short notice, replace one grant funding stream for victims' services in the four counties. This funding was more than replaced with a grant from the Kronkosky Charitable Foundation and local fundraising. Far from causing service reductions, HCCC is providing a significant increase in client services this yeaz across its service azea. HCCC is in the process of joint venturing with two other area non profits on an unrelated business income venture. This collaborative initiative is an exciting development which promises to reduce HCCC's dependence on government funding overall. HCCC will not be looking to the County for continuation funding following the Project grant from DOJ. 12 Budget Detail Worksheet A. Personnel Name/Position Computation (year: annualized salary @ %FTE) Cost 1. Project Coor. 1:$28,995@50%; 2:$30,451; 3:$31,237@100% $ 76,186 2. Monitor 1 1:$22,880@10.3%; 2:$22,880@62.5%; 3$:23795@62.5% $ 31,529 3. Monitor 2 1:$22,880@0%; 2:$22,880@.33%; 3:$23795@62.5% $ 22,422 4. Security 1 1:$20,800@3.3%;2:$20,800@50%; 3:$21,632@50% $ 21,904 5. Security 2 1:$20,800@0%; 2:$20,800@.33%; 3:21,632@50% $ 17,676 6. Executive Dir. 1:$40,000@15%; 2:$41,995@15%; 3:$43,675@10% $ 16,667 7. Volunteer Coor. 1:$29,078@6.25%;2:$30,534@14.4%; 3:$31,762@9.6% $ 9,266 8. Admin. Coor. 1:$24,211@15%; 2:$25,422@20%; 3:26,438@20% $ 14,004 9. Finance Coor. 1:$34,320@5%;2:$36,047@7%; $37,482@8% $ 7,238 SUB-TOTAL $216,892 B. Fringe Benefits i. FICA Salary x .0765 $ 16,592 2. Worker's Comp. Project only staff: full annual rate*; shazed staff: % of Salary on Project. (*Rates used for calculations: Yeaz 1:$212.50; Yeaz 2: $212.50; Yeaz 3: $225.00) $ 2,805 3. Unemployment Project-only staff: TWC rates by % of FTE; shared Staff: % of salary on project x TWC rates by % of FTE (Year 1 full time rate: $52.50; Yeaz 2: $52.5; Year 3: $55) $ 544 4. Health 8c Life Full-time HCCC staff (30 hrs/week or more) are eligible; (Year 1: $4,800; yeaz 2: $5,700; Yeaz 3: $6,500) $ 21,361 SUB-TOTAL $ 41,302 C. Travel i. Reimbursed Development Group and Advisory Council Meetings in Kemille; 12 meetings @ 3 staff @ 10 miles @$.445/mile $ 160 2. OVW Required Technical Assistance Conferences (from $50,000 set aside funds) a. Year 1 1. Three participants attending technical assistance training In San Francisco--air fare: $325 x 3, hotel for two nights $190 X 3, $100 taxi, $55 reimbursed mileage to San Antonio Airport X 2, $22 for 48 hours airport pazking x 2; $25/day meal allowance x 3 $ 1,949 2. Three participants attending technical assistance training in 13 .-- Minneapolis--air fare: $575 x 3; hotel for two nights: $190 x 3, $100 taxi, $55 x 2 reimbursed mileage to San Antonio Airport, $22 x 2 for 48 hours airport parking; $25/day meal allowance x 3 $ 2,699 3. Three participants attending technical assistance training in Washington, D.C.--air faze: $403 x 3, hotel for two nights $250 x. 3, $150 taxi, $55 reimbursed mileage to San Antonio Airport x 2, $22 for 48 hours airport pazking x 2; $25/day meal allowance x 3 $ 2,413 b. Year 2 1. Three participants attending technical assistance training in Chicago--air faze: $768 x 3; hotel for two nights: $250 x 3; $100 taxi; $55 reimbursed mileage to San Antonio Airport x 2, $22 for 48 hours airport pazking x 2 ; $35/day meal allowance x3 $ 3,518 2. Two participants attending technical assistance training in Detroit--air fare: $637 x 2; hotel for two nights: $250 x 2; $100 taxi; $55 reimbursed mileage to San Antonio Airport, $22 for 48 hours airport pazking; $35/day meal allowance x 2 $ 2,168 3. Two participants attending technical assistance training in Orlando, Florida--air fare: $415 x 3; hotel for two nights: $300 ~.. X 2; $100 taxi; $55 reimbursed mileage to San Antonio Airport x 2, $22 for 48 hours airport pazking x 2, $35/day meal allowance x 2 $ 2,239 c. Year 3 1. Three participants attending technical assistance training in New York--air fare: $650 x 3; hotel for two nights: $300 x 3; $150 taxi; $55 reimbursed mileage to San Antonio Airport x 2; $22 for 48 hours airport parking x 2; $35/day meal allowance X 3 $ 3,364 2. Two participants attending technical assistance training in Chicago--air faze: $768 x 2; hotel for two nights: $250 x 2; $100 taxi; $55 reimbursed mileage to San Antonio Airport x 2, $22 for 48 hours airport pazking x 2; $35/day meal allowance X 2 $ 2,430 3. Two participants attending technical assistance training in Washington, DC--air fare: $550 x 2; hotel for two nights: $250 X 2; $150 taxi; $55 reimbursed mileage to San Antonio airport X 2; $22 for 48 hours airport pazking x 2; $35/day meal allowance X 2 $ 2,044 Total Technical Assistance Travel $22,824 TOTAL $22,984 14 D. Equipment 1. None TOTAL $ 0 E. Supplies 1.Office Supplies, postage $ 2,000 2. Printing, publications $ 7,000 3. Meeting support (snacks, materials) $ 2,500 4. Child snackslfood $ 2,600 5. Children's toys, books, other supplies (diapers, wipes) $ 2,000 TOTAL $16,100 F. Construction 1. None TOTAL $ 0 G. Consultants/Contracts 1. None TOTAL $ 0 H, Other Costs 1. Facility Rent Year 1: None ; Yeaz 2: $675month; Year 3: $708.75/month $ 16,605 2. Utilities Based on projected operating: Year 1: None; Yeaz 2: $6,000; Year 3: $6,000 $ 12,000 3. Surveillance Year 1: None; Year 2: $4,000; Yeaz 3: $4,500 $ 8,500 4. Mobile Rental $800 per month for 20 months $ 16,000 5. Mobile Fuel/Maintenance 4 trips per week for 75 weeks; avg, of 70 miles per trip; two years=$21,000 @.445/mile $ 9,345 6. Insurance Estimated premiums for liability, property, auto for two yeazs operating $ 12,000 7. Audit Expense County pro rated costs for triggering single audit $ 1,000 TOTAL $ 75,450 15 Budget Summary A. Personnel $216,892 B. Fringe Benefits $ 41,302 C. Travel $ 22,984 D. Equipment $ 0 E. Supplies $ 16,100 F. Construction $ 0 G. Consultants/Contracts $ 0 13. Other $ 75,450 Total Direct Costs $ I. Indirect Costs $ 0 TOTAL PROJECT COSTS $372,728 Budget Narrative The Partners submit the above reasonable budget which projects costs over the three years of the Project. Personnel and other operating expenses vary greatly between Yeaz 1, the development year, and Years 2 and 3, the implementation years. And during implementation, it is anticipated that the Project will not have demand for services on day 1 requiring a full complement of personnel, so a phase in of personnel is shown in the budget. A. Personnel. Yeaz 1 anticipates only three staff positions on the Project for the full year--the Project Coordinator at half time for the year, the executive director averaging 15% during the year, and the Finance Coordinator to prepare financial reports each month. As the Project moves toward implementation, amonitor and security personnel are added in the last quarter, and the Volunteer Coordinator and Administrative Coordinator v~ill begin on volunteer recruitment and training, and publications, respectively. In Year 2, the Project Coordinator moves to a full-time position with the Monitor 1 and Security 1 moving to their projected part-time levels. The Monitor 2 and Security 2 positions aze projected to begin training in the third quarter and be ready for client services before the end of the yeaz. The ED (15%), Volunteer Coordinator (14.4%), Administrative Coordinator (20%) and Finance Coordinator (7%) continue at their part-time levels. 16 In Year 3, the Project Coordinator continues at full-time; both Monitors and both Security personnel are funded at their projected part-time levels. Work of the ED, Volunteer, Administrative and Finance coordinators continues. B. Fringe Benefits. Fringe Benefits includes FICA, worker's compensation coverage and unemployment (as required by Texas law), and health and life insurance benefits. FICA is calculated as .0765 x salary expense. Worker's compensation and employment insurance are based on today's rates, escalated slightly by Yeaz 3. HCCC offers health and life insurance benefits through its group plan to full-time (30 hours per week or more) regulaz employees. No Project part-time staff (less than 30 hours per week) is eligible for health and life insurance benefits, sick time or vacation/holiday pay unless this is a shazed staff with other HCCC projects. For those full-time HCCC personnel working a percentage on the Project (e.g., the ED, Volunteer Coordinator, Administrative Coordinator, etc.) receiving HCCC benefits, the benefit costs to the project are prorated based on the percent time on the Project. C. Travel. Most of the anticipated Development Group and Advisory Group members office within blocks of the Ken County Courthouse, making travel expenses minimal for these activities. The projections for required technical assistance travel aze based on telephone conversations with OVW staff during the development of this application including that (1) project sites are anticipated to be attending at least three trainings per yeaz for each yeaz of the grant; (2) project sites send at least 2 to 3 staff/MOU participants to each training; (3) trainings aze all across the "" country and past trainings have been in San Francisco, Florida, Minneapolis and New York, (4) there are no registration fees or materials charges for these trainings. For purposes of this applicafion, these sites along with Detroit (a DOJ demonstration site) and Washington DC were projected based on available Internet rates for air fare and hotel expenses today. Depending on opportunifies to obtain discount plane tickets, share hotel rooms, etc., the Partners anticipate that these travel expenses can be reduced substantially. Also, if the trainings aze scheduled in more sites that are more accessible to the South, the costs will be less. Air travel, on the other hand, could be significantly higher over then next three years. There are substantial unknowns. OV W staff has encouraged us to make the best guess possible at this time. Any mileage expenses aze based on the IRS allowable rate of $.445 per mile. D. Equipment. No equipment is to be acquired with DOJ funds. E. Supplies. Supply expenses include usual and customary expenses for the administrative functions of the Project, including forms, publications and reports. The significant postage expense is during Yeaz 1 with the community awareness/education mailing piece to selected audiences. Other supply expense items include support for the Development Group and Advisory Council meetings (bottled water, snack food), snacks/food for child clients receiving SEV services, and other supplies for the children including toys, books, and baby supplies (diapers, wipes) and basic paper products. F. Construction. No construction is contracted with DOJ funds. 17 ,_ G. Consultants/Contracts. No consultants or other contracts for professional services are to be obtained with DOJ funds. (Surveillance services of the main campus aze possibly provided by a services contract; that is shown in Other Costs below.) H. Other Costs. Expenses for facility rent, utilities, the mobile unit, etc, aze budgeted only for the two implementation yeazs. Projections aze based on the prevailing area rates and the formulas shown on the Budget Detail Worksheet for this section. The Audit Expense line item is a County expense in the event that in Yeaz 3, the funds received for the Project cause the County's income from federal sources to exceed $500,000 and thereby trigger the requirement that the County undergo a single audit for that yeaz. The $1,000 allocated would help offset this added expense to the County as a result of the Project. I. Indirect Costs. No indirect costs aze to be paid with DOJ funds. 18