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Home My WebLink About09-16-2010 Housing & Community Development CommissionAGENDA HOUSING AND COMMUNITY DEVELOPMENT COMMISSION LOBBY CONFERENCE ROOM, CITY HALL THURSDAY, SEPTEMBER 16, 2010 6:30 P.M. 1. Call Meeting to Order 2. Approval of the August 19, 2010 Minutes 3. Public Comment of Items Not on the Agenda 4. Staff/Commission Comment 5. Nomination and Election of Officers 6. New Business • Allocation of $15,000 in CDBG Program Income for FY11 Public Service Funding Requests • Public Hearing & Approval of the FY10 Consolidated Annual Performance & Evaluation Report (CAPER) • Selection of Projects to Monitor in FY11 • Timeline for the Annual Review of CITY STEPS 7. Adjournment r r, CITY OF IOWA CITY M E M 0 RA N DUB Date: September 10, 2010 To: Housing and Community Development Commission From: Community Development Staff Re: September Meeting This month we welcome Scott Dragoo to the commission. The following is a short description of the September agenda items. If you have any questions about the agenda or if you are unable to attend the meeting, please contact Tracy Hightshoe at 356-5244 or by email at tracy-hightshoe@iowa-city.org. Nomination & Election of Officers Every September, the commission nominates and elects a Chair and Vice Chair. The commission will nominate and vote for these two positions at this meeting. New Business Allocation of $15,000 of CDBG Program Income to FY11 Public Service Funding Requests. The City received 10 requests for funds. This funding opportunity was limited to only those agencies that applied or received FY11 public service funding. Enclosed is the email from each agency requesting funds with their original FY11 application and the staff report completed in January. If HCDC decides to fund an applicant that was not funded previously, an Annual Action Plan amendment is required. The funding recommendation will be sent to Council. A 30-day public comment period and public hearing will be required. If the agency was allocated FY11 funds, an amendment to their agreement will be done and the funds can be spent upon its completion. Public Hearing & Approval of the FY10 Consolidated Annual Performance Evaluation Report (CAPER) The CAPER is a HUD required document that the City must submit to HUD within 90 days of the end of the plan year. The report describes the federally funded activities undertaken by the City and its partners, and the accomplishments for the federal fiscal year 2009. A draft of the CAPER is included in your packet for your review and comment. At this meeting, we will be asking HCDC to approve the document for submission to HUD. • Selection of Projects to Monitor. Each year commission members choose 2-3 projects to monitor during the year. A list of projects, with the agency's contact information, is included in the packet. Please review and indicate at the meeting which projects you would like to monitor for FY11. Timeline for the Annual Review of the Consolidated Plan (CITY STEPS) We are in the process of reviewing our CITY STEPS Plan. Details will be forthcoming regarding the number and locations of public meetings to solicit input regarding the Consolidated Plan. It is anticipated that all the community meetings will take place before the October HCDC meeting. HCDC will also hold a public hearing at their October 21 meeting. If HCDC decides to recommend any formal plan amendment(s), the proposed amendment(s) will be forwarded to the City Council for their consideration. We will keep you posted on the dates and times of the meetings. MINUTES PRELIMINARY HOUSING AND COMMUNITY DEVELOPMENT COMMISSION AUGUST 19, 2010 — 6:30 PM EMMA HARVAT HALL, CITY HALL MEMBERS PRESENT: Andrew Chappell, Andy Douglas, Charlie Drum, Holly Jane Hart, Michael McKay MEMBERS ABSENT: Jarrod Gatlin, Rebecca McMurray, Brian Richman, Rachel Zimmermann Smith STAFF PRESENT: Tracy Hightshoe, Steve Long OTHERS PRESENT: None RECOMMENDATIONS TO THE CITY COUNCIL: HCDC recommended that City Council adopt the revised CDBG and HOME Program Investment Policies as it pertains to homebuyer and public facility projects. Revised policy attached. (Vote:5-0) CALL TO ORDER: The meeting was called to order by Vice -Chairperson Charlie Drum at 6:30 p.m. APPROVAL OF THE JUNE 30, 2010 MEETING MINUTES: Long noted an error in a figure given in the minutes. Chappell motioned to approve the minutes as amended. Hart seconded. The motion carried 5-0 (Gatlin, McMurray, Richman, Zimmermann Smith absent). PUBLIC COMMENT OF ITEMS NOT ON THE AGENDA: None. HOUSING AND COMMUNITY DEVELOPMENT COMMISSION AUGUST 19, 2010 PAGE 2of10 STAFF/COMMISSION COMMENT: Long noted that the City had received another $1.4 million for the Single Family New Homes Program. This program involves replacing the housing stock that has or will be purchased through federal buy-out programs from the 2008 floods. Long said that the Single Family New Homes program built and sold 40 homes that were all completed and sold by this spring and there are 37 additional homes being constructed now under Round 2 of the program. The City was recently notified that there will be a Round 3 that will support approximately 30 additional homes. He said that it also sounds as if there may be a fourth and fifth funding round for this program in the future. Long said the program has been very successful and that builders have also been thrilled with it. Hart asked how many flood damaged homes had already been purchased. Long said that 56 homes have been acquired; he expects that approximately 100 will be acquired eventually. He said that 38 have been demolished and another nine should be down by next week. Long noted that the City had also applied for grant funds to build a levee to protect the Baculis and Thatcher mobile home parks and 50 nearby businesses. Chappell said that he thought the number of businesses involved had previously been stated as 20. Long said that there are approximately 20 business structures, but there are multiple businesses in a number of the structures. Long said the project would be about a $4 million project. Long said that the project had been voted down by HCDC at the June 30tn meeting but that City Council approving it. Hightshoe noted that the legal department had noted there were some votes recorded as "abstain" in the last few HCDC meetings. Hightshoe said that "abstain" means that a Commissioner is not voting on a matter because of a possible conflict of interest; whereas if a Commissioner feels they do not have enough information to vote on a matter or just not at a point to vote yes, then they should simply vote "no." REVIEW AND DISCUSS THE ALLOCATION PROCESS FOR ANTICIPATED AND RECENTLY RECEIVED CDBG PROGRAM INCOME: Long stated that there would be approximately $2.9 million in program income coming back into the CDBG line of credit from the Aniston Village project. Long said the funds would be received sometime this winter. The City Council recently allocated $1.9 million to the proposed west side level project with the remainder of the funds anticipated to come from an I -Jobs grant if the City is awarded funding. This would, leave about $1 million to allocate through the HCDC process. Long said that if the I -JOBS Board does not approve the City's application on September 15tn then the full $2.9 would need to be allocated. Long said this evening's discussion was how to address the additional funding from a theoretical and policy standpoint. Long said the daycare facility at 1516 Sheridan had been sold at the end of the City's fiscal year (June 2010). This repayment is considered CDBG program income and has to reallocated to CDBG eligible uses. Long said the City had assisted a non-profit in purchasing and renovating the building eight years ago; four years ago the building went into foreclosure and the City took the property over. Long said there is about $100,000 from the sale of the building to allocate. Long explained that Extend the Dream Foundation started their FY11 project before the environmental review was finished, despite numerous warnings and reminders not to do so. As a result, they are no longer eligible for the $40,000 that they were allocated. Starting any HOUSING AND COMMUNITY DEVELOPMENT COMMISSION AUGUST 19, 2010 PAGE 3 of 10 construction work before the City receives environmental clearance jeopardizes the whole project. The City will need to reallocate these funds as well. Hightshoe explained that as early as the application process funding recipients are clearly informed that they cannot begin projects before the environmental release from HUD and they enter into an agreement with the City. Federal guidelines prohibit the City from funding any part of the proposed project due to this procedural issue. Hightshoe said that because such a large amount of money is coming into the City's line of credit all at once, they need to begin spending and allocating funds before the next regular round. If the Commission waited and just included the money in the next funding round, the money could not be spent until the other FY12 allocations were released in July 2011. Because this money is "program income," the City can spend it immediately; it is prior -year money. Long noted that HUD has a policy stating that the City cannot have more than 1.5 times their allocation amount in their line of credit each year. Long said that it is likely the City will exceed that this year and will receive a warning from HUD. He said the more money that can be spent by the end of May, the better. Long said that even if the levee grant is approved, construction on it will not start until around March, so that allocated money ($1.9 million) will not be spent by the time HUD takes its first measurement. Long proposed having a special allocation round sometime this fall. He said that the idea would be to have a less formal process, with high minimums so that the number of projects to be reviewed was not overwhelming. Hightshoe said there is currently a policy in place for "windfall' income, which would apply to the funds being discussed. Hightshoe said the current policy says that HCDC will determine if: 1) existing projects that did not receive full funding should be considered, 2) projects that applied but did not receive any CDBG/HOME funding in the last funding cycle will be considered, 3) new proposals will be submitted, or 4) funds will go to the Contingency Fund. Hightshoe said the Contingency Fund is not really an option in this case. The amount of funding available for Public Services could not exceed 15% of anticipated program income, so internal amounts would be set for those projects. Hightshoe explained that one of the things that would have to be decided would be whether 15% of the $2.9 million would be withheld until FY12 for Public Services, or would be spent on eligible Pubic Facilities and Housing applications prior to July 1, 2011. Hightshoe said this item would be back on the Commission's agenda in September, and what staff was seeking at this point was guidance from the Commission on how they would like to see this proceed. Long said that this is an unprecedented amount of additional funding. Hightshoe noted that if the I -JOBS levee grant was not funded, then there would be another $1.9 million to allocate. Long urged the Commission to be creative as this was an opportunity to really make an impact. Long noted that 20 years ago the City took a $1 million pool of money and used it to create the Senior Center, which has a tremendous impact on the community. Long said that in the past large funding amounts like this have been used to make improvements to Ralston Creek and build dams in Hickory Hill Park. Hightshoe noted that City Departments will also be aware of this money and will be applying for funding as well. She said that when the money is opened up and advertised, it will be opened up to everybody. Long said it will be up to the Commission to decide what the best use for the funding is and whether there is a need for the proposed project. Hightshoe said that even some applying City departments may not understand that there must be a component of their project that benefits those with low -to -moderate incomes. Chappell asked if it was possible to move 85% of the $1 million now, and hold the other 15% back for the regular allocation cycle, and staff said that it was. Long said that if there was a particular project in their minds, a couple hundred thousand could also be held back for next year. HOUSING AND COMMUNITY DEVELOPMENT COMMISSION AUGUST 19, 2010 PAGE 4 of 10 Long said that there has been some talk about using funds to redevelop the Towncrest area by setting up a small business fund to encourage businesses to locate or expand into that neighborhood. Another idea that has been discussed is land -banking in which scattered -site lots are acquired and then developed at a later date. Chappell asked if Towncrest was in a low - to -moderate income census tract and Long said that it is not. Hightshoe said that if the business owner herself is low -to -moderate income then the funds could be used. Long said that fagade improvement was a possibility for the Towncrest area, but it could be difficult to justify. Long said that Riverfront Crossings is also an area that funds could be targeted toward. He said that the City has purchased the former site of St. Patrick's Church and would like to put affordable housing in the upper levels of the building when they redevelop the site. Long said money could be set aside for downpayment assistance or as incentives for rental housing. Long said he had brought the FY11 project list in consideration of the policy that states the Commission may first consider those projects that were not fully funded. Long said ISIS, The Housing Fellowship, Dolphin Point, Habitat for Humanity, MYEP and Big Brothers/Big Sisters all received less than full funding for FY11. Chappell asked if the Commission was required to reconsider these projects and staff said that they did not. Long said that the Commission could also go back to consider the two projects that had received no funding. Hightshoe said staff was just looking for a general direction and would put something together for the September meeting. Drum said that he is partial to looking at fully funding some of the projects that have already applied. Chappell said that given how unique it is to have that amount of money at one particular time he is partial to the idea of thinking creatively on how to spend the money. He said that the Commission could encourage those who were not fully funded to reapply, but reserve some funds for new ideas. Drum said that it would be great to be able to support one large project, such as when the Senior Center was created. Chappell said that he is interested in knowing how the funding will be advertised in order to get the word out that the Commission is seeking creative ideas. Long said that a number of non -profits are already aware that the money is coming and staff also works with members of the business community and other city departments. Hightshoe said the word will get out pretty fast. McKay said that his inclination is that the Public Services funds should be reserved to the greatest extent possible because that pot is always so small and the organizations so worthy. McKay said he would like to maximize the funds available to those groups. Chappell said he would like to see the $15,000 do something in the short term, and would like to reserve 15% of the one million and allocate that as part of the regular funding process next year. Long said that with small windfalls for Public Services in the past, staff has had just a one page application for those who had not received full funding in the prior funding cycle and distribution of the additional funds was done in one meeting. Hart said this was an appealing idea. She said that Public Services are always frustrating allocations because of the scarcity of resources. Chappell asked what the timeline would be if a separate allocation process was done for all but the Public Services set asides. Working backwards from an approximate funds -availability date HOUSING AND COMMUNITY DEVELOPMENT COMMISSION AUGUST 19, 2010 PAGE 5 of 10 of January 15th, staff determined that October 31 st would be a likely due date for applications. Chappell said he was not sure that more than a month of notification is necessary if everyone already knows this money is coming. Hightshoe said that the application due date will likely be sometime in October. Chappell asked if the Commission needed to do anything special if it decided to hold back some of the funding and use it for next year's allocation. Chappell said he wanted to be able to reserve some funds and not be committed to spending all of the money if the applications were not particularly exciting or creative. Drum said he did like the idea of being able to fund a larger project if it came along. Chappell said his comments had only pertained to the Public Services funding. Douglas said it sounded to him like there was enough money that all of these things could be done: fund public facilities, fund some of the housing/construction projects, and put money aside for other ideas as well. Chappell said that his thinking is to set aside the $15,000 for Public Services (% eligible from the resale of the Sheridan property) and allocate those funds to last year's applicants; have a second allocation process for the rest of the money (whether it is $1 or $2.9 million depending on the outcome of the I -Jobs application), letting applicants know ahead of time that the full amount of funds may not be allocated; and then hold $150,000 (from the % eligible of the Aniston repayment to be received in FY11) aside for Public Services in the FY12 allocation process. McKay said that made sense to him. Hart asked if this was something that needed to be agreed on tonight. Long said that if a consensus could be reached staff would go ahead with the notification process. Chappell suggested letting Public Services applicants reaffirm their need for funding by a simple e-mail rather than reapplying. Chappell asked if there would be one or two new members on the Commission and Long said it would only be one. Hightshoe said that she did not think the $15,000 would require an Annual Action Plan amendment if funding the same public service applicants. Long said that was correct; the money could be allocated the day after the vote. Long said the $1 million allocation would take place at the November meeting and would require a 30-day comment period. Hightshoe said the idea would be to spend as much money as they can by May. Commission members agreed that Chappell's summary represented a consensus on how to proceed. SELECT HCDC MEMBER TO REPRESENT THE COMMISSION DURING THE CITY MANAGER HIRING PROCESS: Long said that the consultant had narrowed the search to 15 candidates and the City Council will be narrowing it to five or six. Long said that the Council would like to have a representative from each Commission participate in the interview process. Hightshoe said that there will be a meet and greet" of candidates on September 27th 281h and 291h. Typically, Hightshoe said, the HCDC Chair would attend; however as of September Vt the Commission will have no Chair. The chair will be appointed at the September 16 meeting. Hightshoe clarified that the representative would have to be available for all of the meetings that week. McKay said he would be interested in participating. Chappell motioned to nominate McKay to represent the Commission in the City Manager hiring process. Drum seconded. A vote was taken and the motion carried 5-0 (Gatlin, McMurray, Richman, Zimmermann Smith absent). HOUSING AND COMMUNITY DEVELOPMENT COMMISSION AUGUST 19, 2010 PAGE 6of10 DISCUSS REVISED CDBG & HOME PROGRAM INVESTMENT POLICIES FOR PUBLIC FACILITY PROJECTS — RECOMMENDATION TO COUNCIL: Hightshoe explained the currently policy. For public facility projects, the compliance period is determined by the amount of CDBG funds received. The award amount is divided by 3,000 and the resultant number is the compliance period. For example, if a subrecipient received $30,000, they would have a compliance period of 10 years. Using this formula, Long said, there have been agreements that have resulted in compliance periods that ranged up to 99 years, the current maximum compliance period. This policy creates problems for some subrecipients. As the City places a lien/mortgage on the property to ensure compliance with the CDBG agreement during the compliance period, some subrecipients with large awards must show a liability on their books for 30-99 years depending on the CDBG award. Staff has also encountered problems when the useful life of the project is less than the compliance period such as for carpeting, bathroom remodels, etc. Hightshoe noted that this formula was developed by the City and is not a HUD policy. Hightshoe said that staff is proposing a maximum 20-year compliance period regardless of award amount. Hightshoe said that staff is also suggesting that the new formula to determine compliance periods would be to divide the allocation amount by 10,000, opposed to 3,000. For an allocation amount of $20,000, this would change the required compliance period from approximately 6'/2 years under the old formula to 2 years under the new. Long noted that HOME funds have a required "affordability period" period of 20-years for new construction and having the same maximum for CDBG would bring some consistency. Hightshoe stated there is also a proposed change to the homebuyer investment policy so that it is consistent with the City's policy as submitted to HUD for HOME homeownership projects. Hightshoe said that HUD had required the City to formalize its resale and recapture provisions this year in the City's Annual Action Plan approved by Council. Resale and recapture provisions are used for homebuyer projects under the HOME program. Hightshoe said that for a home ownership application the applicant must identify at the time of application whether they will go by a resale provision or a recapture provision. Under the resale provision, the assisted homeowner would have to sell their home to another income -eligible homeowner during the affordability period. The recapture provision says that the homeowner must repay the City all or a portion of the funds the applicant received from the homeowner's net proceeds upon the subsequent sale of the home. The policy states how the City will implement its resale or recapture option for HOME homebuyer projects. If an applicant proposes something different than the stated policy, this must be identified in the City's Annual Action Plan approved by City Council and then reviewed by HUD. Hightshoe said staff is proposing that City policy be consistent whether it is funded with HOME or CDBG funds. Basically the policy will be defined by the Annual Action Plan, approved by Council each year. In this way, our homebuyer investment policy and our Annual Action Plan sent to HUD will be consistent. Long said that at the time of application each year staff will give applicants the most recent policy. Chappell motioned to adopt the revised policy. McKay seconded. A vote was taken and the motion carried 5-0 (Gatlin, McMurray, Richman, Zimmermann Smith absent). HOUSING AND COMMUNITY DEVELOPMENT COMMISSION AUGUST 19, 2010 PAGE 7of10 Hightshoe noted that it was not unlikely that some of the agencies with 99-year compliance periods may come back before the Commission for amended terms if the City Council approves this policy change. ADJOURNMENT: McKay motioned to adjourn. Chappell seconded. The motion carried 5-0 (Gatlin, McMurray, Richman, Zimmermann Smith absent). The meeting was adjourned. HOUSING AND COMMUNITY DEVELOPMENT COMMISSION AUGUST 19, 2010 PAGE 8 of 10 EXHIBIT A — Draft CDBG AND HOME PROGRAM INVESTMENT POLICIES Economic Development Economic development projects making application to the CDBG Economic Development Fund will be reviewed by the Council Economic Development Committee. The Council Economic Development Committee will make a recommendation to the City Council for each project proposed for funding. Said recommendation shall include the amount of CDBG assistance to be allocated and the terms of investment. Typically, for -profit business projects will receive low -interest loans; whereas, non -profits may be recommended for forgivable loans or grants. Decisions regarding investment terms for economic development projects will be made based on the nature of the project including, but not limited to, the risk, potential for growth, the number of and quality of jobs created for low -moderate income persons, the ability to repay a loan and the amount of other funding leveraged. Housing Rental Housing. Except as noted below, the interest rate for rental housing activities will be zero percent (0%) for non-profit owned projects and prime rate (determined at the time the CDBG\HOME agreement is executed by the City) minus two points for for -profit owned projects with an amortization period up to thirty (30) years or the period of affordability, whichever is less. Homeownership. Each year Iowa City adopts resale/recapture provisions that apply to all HOME assisted homebuyer projects. The recapture/resale provisions shall be the same for both CDBG and HOME assisted homebuyer projects, These provisions are set forth in the Annual Action Plan for the year the funds were allocated to the Subrecipient/Recipient,. Tenant Based Rental Assistance (TBRA). All HOME funds provided for TBRA will be in the form of a grant. Exceptions. The City may grant a different interest rate and/or a different repayment option based on the nature of the project including, but not limited to, the revenue generated, the ability to repay a loan, the type of housing provided, the beneficiaries, the amount of other funding leveraged and the location of the site. Public Facilities The City of Iowa City, as the recipient of Community Development Block Grant (CDBG) funds, utilizes these funds for "public facilities" projects as defined in 24 CFR 570.201 (c) that are completed by the City and\or subrecipents. The following policy applies to CDBG assistance provided to non -governmental subrecipients ("governmental' includes only jurisdictions with taxing authority as provided for in Iowa Code). HOUSING AND COMMUNITY DEVELOPMENT COMMISSION AUGUST 19, 2010 PAGE 9 of 10 Projects that receive an allocation by the City of Iowa City will receive an earned grant, as defined herein, which will be secured by a mortgage or other comparable security instrument. The compliance term of the earned grant will be determined by the formula also provided herein. At the end of the applicable compliance term the lien or other security instrument will be released by the City. If the real property is leased, the lease shall be for a period that matches or exceeds the compliance term of the earned grant. Earned Grant: A lien against the real property being assisted, or other comparable security, which is repaid only upon transfer of title, rental of the property, or termination of services or occupancy as outlined in the applicable CDBG Agreement. If the subrecipient fully satisfies the terms outlined in the applicable CDBG Agreement the mortgage against the property, or other security instrument, will be released by the City following the completion of the compliance period that begins on the date of execution of the mortgage or security instrument. • :Earned Grant Formula: The l.amount of CDBG assistance allocated to a subrecipientin any one City fiscal year for a "public facility" project divided by $10,000 equals the number of CDBG compliance years for the Earned Grant.(For example: $20, 000 in CDBG assistance divided by $10,000 would equal a compliance term of 2 years or 24 months). If the Eamed Grant Formula results in a compliance term of less than one year (12 months) the minimum compliance term shall be one year (12 months). The maximum compliance term for any CDBG assistance shall be no more than twenty (20) years. Public Service Public Service projects as defined in 24 CFR 570.201 (e) shall receive CDBG assistance in the form of a grant with a term of not less than one year. 0 N N E d a N 4A � ,-f 0 0 0 07 � O � O • }r N N oo N Ln M r, n l0 Q i;pr tfi Jo�r {f} tR tfr Jd�r {fr ld)- Aft n 00 Lf1 O O O O O oc O O � 0 0 0 O O M N � � N � N � 'Z Ln ice- 4dT �- 4A 4 4 iPr �si- 01 lD lD kjc�r�, Q Q I� M to N Z Z R of ift � 4A i O O O O O O O O O O O O O O Lf) O O O O O N O O O NCOMV O O to O l0 rI C 0 Lo M O O M .i O O CD co m 00 h'1 1-1 O � 0 O EPr ift if} EPr <d} ifl to tPr ld�- N M 'G' Ln cD N C Q _= 2= 2 2 2 Z Z , ci O V) o c y �, O a) 4, c u N @ m O N n L +: a) fo rn c O O On L- Q O CL, E 0.N O ffo C +' n O 'u In O C 6 'C C q C n f0 E Lu •— C Ol a c o p-0 L v o Q O +� QJ .0 M io v o o M U o v p a) n a o •c - > a p E E v c a L O m w n E o ro ;; =3 E s L O U_ O_ C O � o c U) 4. N = N 4, } O N � N Q L rn U � v c c Lo o m U� v v, � — ui o v 'L = ,V) X (0 0O V -p C U V) -. ui Q ,-� Lu w FYI I Public Service Applicants Page I of 2 Tracy Hightshoe From: William Reagan [wmreagan@iowatelecom.net] Sent: Wednesday, September 08, 2010 8:22 AM To: Tracy Hightshoe Cc: Steve Long Subject: RE: FY11 Public Service Applicants Good Morning Tracy: We would like to be considered for funding in the amount of $3,183.85 representing our original request which was not funded. Thank you very much for this opportunity and for your consideration. Arc Bill Reagan President & CEO The Arc of Southeast Iowa 2620 Muscatine Avenue Iowa City, IA52240 319-351-5017 (office) 563-370-1428 (cell) 319-351-6837 (fax) www.thearcjc.org "Don't let the fear of striking out hold you back." Babe Ruth "Every strike brings me closer to the next home run." Babe Ruth 9/8/2010 1 CDB r �* e3 mtine Ave vice�.. Id, Care Service v gpport afford , ` grams that supP � n'tal counse* glen skills. (P.19) F. 44% 13% MFI 23% JC .:. - T REVIEW 78)- Setf Sufficiency: - , ,iaricement, `iOpnent and x 40 t F L+j ,F5 h. v f 9; F h rx a 4 i; A4 9 y ;o - x 10. Please provide a budget breakdown for your specific project. Complete the various categories appropriate for your project. Use categories such as property acquisition, architectural expenses, construction costs, material and administrative costs, etc. for construction/rehabilitation projects. The budget breakdown should only include those costs directly related to the project. If a construction project, provide the total estimated costs of the project, but do not include operational expenses or expenses not directly related to the construction project. Under the "status" column, indicate if funds are anticipated or committed for each source of funds. If anticipated, include the date the funds will be available if awarded funding. Please include the cost of an audit for any organization that expects to receive over $500,000 from all federal sources. Also, budget for the other items under Budget Considerations in the FY11 Applicant Guide. 164 Document Costs Whenever Possible. A construction estimate is strongly encouraged for all rehabilitation or new construction projects. PLEASE NOTE: The Housing and Community Development Commission may request a copy of your overall agency budget. Budget Breakdown (Include only those costs directly related to the project.) Expense Category (e.g. salaries, aaquisit/on, rehab) If possible, please prioritize the budget CDBG Funds Other Funds List Source of Other Funds Type Status � c c� Please place an 'X"in the box that applies Purchase $3183 85 $ 0 Assembly $ $ $ $ Volunteer Contribution otal from Question #11 $4 00 Total 1 $3138.85 $ 40.00 Amount of private\agency\other funds Amount of CDBG funds Total Project Funding Number of persons assisted Total cost per person Total CDBG Cost Per Person $ 40.00 (a) f 3138.85 (b) $ 3178.85 (c) (a + b) 360 (d) (see question 14) _ 8.83 (e) (c _ d) 8.83 (f) (b _ d) 11. If volunteers are used please describe how these volunteers are utilized for the proposed activity and estimate the amount of volunteer time and value dedicated to the identified tasks. Unskilled labor 4 hours x $10 per hour = $ 40.00 Skilled labor ( ) hours x $ per hour = $ Skilled labor ( ) hours x $ per hour = $ Total $a0-00 165 12. Does the proposed project pay full property taxes? OYes OXNo If yes, what is the estimated value of taxes generated from this Project? $ . If property taxes are not paid, does the proposed project pay a Payment In Lieu of Taxes or a reduced tax rate? OYes OXNo If yes, what is the percent of full taxes paid? % and amount paid is $ 13. Briefly outline the proposed timetable for the commitment and expenditure of the funding being requested (include other project factors such as rezoning, construction schedule, or application(s) for other funding). Please Note: Iffrunded, this sdMduie wii/be used for anypro ect agreementfor the use ofCDBG funding. Date: Description of Activity: July 1, 2010 Beginning of City Fiscal Year and Project Start Date If funded the Project will be completed within six months of announcement of grant award 166 14. Please indicate the population to be served by the proposed project according to the income categories shown in the Applicant Guide. (Please Note; rf this application is funded, the informaden In this table will be used as income targeting for the CDBGAgreement). Number between 0 - 30% median income Number between 31- 50% median income Number between 51 - 80% median income Number between 80 - 100% median income Number over 100% median income Total Percent LMI Percent Iowa City Residents 155 persons (a) 48 persons (b) 73 persons (c) 76 persons (d) 7 persons (e) 360 persons (f) 77 % (a + b + c) :- f 83 % 15. Please select one main objective, outcome, and output indicator for the proposed project (see applicant guide). Second, provide specific project indicators in the narrative (i.e. number of units to be rehabilitated, number of households assisted, number of units constructed, etc.) Objective: Outcome: O Suitable living environment O Decent affordable housing O Creating economic opportunities O Availability/accessibility Output Indicator: OX Persons O Sustainability 0 Housing units The Arc of Southeast Iowa serves 360 disabled children and adults and their families and emniovs 260 em Ig�oy-eAk83% of which are Iowa Cii�idents, inclusion. full citizenshiR dahts fostering independence and strengthening families are the major gals of the Arc of Southeast Iowa, 16. On the attached map, indicate the location of the proposed project. 167 17. Please list amount of CDBG funds received within the last three City fiscal years and the status of the project(s) undertaken. (Clty fiscal yearJuly 1 to June 30) Fiscal Year Funds Recv'd Budgeted Amount Amount Expended (as of 12/31/09) Date Project Completed FY08 (July 2007 - June 2008) -0- -0- N/A FY09 (July 2008 - June 2009) $4000,00 $3945.13 10108 FY10 (July 2009 - June 2010) $4500.00 $4500.00 9109 18. Is the applicant (including partners, co -applicants, etc.) currently in compliance with all federal, state and local laws, rules and regulations including any CDBG and/or HOME funded projects? OYes ONo If "No" or the matter is currently in litigation please give the name of the case and explain the basis of the case. N/A 168 19. If the applicant has not received CDBG funds in the last three years, please provide evidence of your organization's capacity, financial skills, commitment and/or experience to undertake and complete the proposed project within the established timetable and budget. 169 LJ N 170 SENSORY INTEGRATION 4VW!bulator III bis awesome indoor frame with built-in mat is ideal for all types of Avestibular therapy. It utilizes a freestanding frame with a U-shaped W�igbted base for security and stability in all directions. Requires 75V x 711/2"D floor space, 92"H and works within an 8'ceiling space; Assembles minutes. Comes with frame, two 60-1b. round bar we eight Austers, 30" therapy rope base, 2 carabiners, 3' thick floor mat and frame padding. Need to allow an additional 18" of space to accommodate rear otension of base. Weight capacity-. 300 lbs. Assembled weight 425 lbs. Compatible with all vestibulator II swing accessones. All swings and wing accessories sold separately 004 364 Horse Roll Shown with Optionui Horse R611 Vesfibulator III Oros Swing 5' Platform Swing 171 Pa4e 1 of 2 Tracy Hightshoe From: Becci Reedus[becci.reedus@jccrisiscenter.org] Sent: Friday, September 10, 2010 11:39 AM To: Tracy Hightshoe Subject: Re: FY11 Public Service Applicants Hi Tracy, Thank you for the opportunity to apply for additional money through the Community Development Block Grant funds. We requested $10,625.00 in our original applicationto support our Emergency Assistance Program. We received $3,177 in funding. We are requesting $ 7,448.00 from the additional money available. Thank you, Becci Reedus Executive Director The Crisis Center of Johnson County On Tue, Sep 7, 2010 at 6:35 PM, Tracy Hightshoe <Tracy -Hi htj shoena,iowa-city.org> wrote: Hello. The City of Iowa City received unanticipated CDBG program income at the end of our last fiscal year (received June 30, 2010). This is great news for public service applicants as that means we have an additional $15,000 that can be spent for FY11 public service applicants. These funds must be spent by June 30, 2011. The Housing and Community Development Commission was informed of this additional money at their August meeting and requested that staff notify recipients of its availability. At the September 16 HCDC meeting, HCDC will formulate a funding recommendation for this $15,000. These funds will be limited to those who submitted an application for FY11 public service funds (this includes UAY and ESI). If your agency was either not funded or not fully funded and wants to be considered for additional funds up to the original amount requested, please forward an email to my attention by 12:00 PM, Friday, September 10. Your email should express your interest and the amount requested. The amount requested may not to exceed your original application request. For example if you applied for $10,000 and received $2,500, you can request no more than $7,500. HCDC will not be considering new applications. Applicants that did not receive any funding must request at least $2,500. Based on your interest, your original application will be forwarded to HCDC for their review and recommendation. Please contact me with any questions and please email me upon receipt so that I know your agency has been informed of this funding opportunity. Thanks! Tracy Higlitgl#ve City of Iowa City 410 E. Washington St. Iowa City, IA 52240 319.356.5244 Fax 319.356.5217 9/10/2010 ReparneW rwma 11 CDBC- e A it t sam 'i �,Iprogram off 11 s �f r_+ °t s .t a. Public Service Projects (Operations) 1. Name of program for which funds are being requested: The Crisis Center Emergency Assistance Program 2. Total Amount of CDBG Funds Requested: $10,625.00 3. Applicant Name: The Crisis Center of Johnson County, Applicant Address: 1121 Gilbert Ct, Iowa City, IA 52240-4528 DUNS Number: 16-849-0613 Signature (please use blue ink): Becci Reedus, submitted electronically IN . J A N 2 6 2010 4. Contact Person: Becci Reedus Phone Number: 319-351-2726 Fax Number: 319-351-4671 Email Address: becci.reedus@jccrisiscenter.org 5. Indicate your organization's corporate status and number of years in business in the Iowa City community. Status: El Non-profit O For -profit Years in business: 40. 6. Did you attend the Applicant Workshop? O NO [H] YES - Please indicate date attended: 0 12/29/09 or [XI 1/13/10 7. Brief summary of the proposed project (please limit response to a paragraph). For more than a decade, the Crisis Center of Johnson County's Emergency Assistance Program has helped families avoid eviction and assist them with paying utilities and water bills. Residents of Iowa City are eligible to receive assistance three times in twelve months, up to $100 each time, for a total of $300 per year. Prior to fiscal year 2010, this program provided direct assistance from the financial contributions of the Consultation for Religious Communities, St. Anthony's Bread — a program of St. Mary's Church in Iowa City, and financial donations from individuals to the Crisis Center. Weekly requests for assistance always exceeded funds available. In the fiscal year budget 7/1/09 to 6/30/10, the Crisis Center allocated an additional $10,000 from Crisis Center funds to the Emergency Assistance Fund. In addition, through efforts of the Crisis Center, two major donations of $15,000 each were received in August & September 2009. Because of the additional funds, the Emergency Assistance Program has been able to double the number of families assisted each week. Since November 2009, in some weeks less than 15 families did not receive assistance — a decrease of 45% from the first six months of 2009. However, the additional funding increases the amount of staff time needed to assist families with these emergency needs. In response, the Food Bank Assistant Director's position was increased from 30 to 40 per week. We are requesting $10,625, or 25% of the salary and benefit costs to cover this salary increase in fiscal year 2011. 72 Public Service Projects (Operations) FYI CDBG/HOME Funding Request 8. The objective of the CITY STEPS Plan is to promote a continuum of care within the community that includes jobs, housing and services for low -moderate income persons. Tell us (a) why this project is needed, (b) how it fills a gap in the City's continuum of care or partners with other services and (c) how it addresses the goals cited in the 2011-2015 CITY STEPS Plan. Include information from studies\research or other supporting documentation, where available. Why this project is needed CHAS Data 2000 reports 25,144 households in Iowa City, with 53% of those, or more than 13,000, as renters. Just over 80% of these renting households are classified as "low, very low or extremely low" income. Not surprisingly, the CHAS Data 2000 categorizes almost 55% of these renting households as "experiencing housing problems." The Crisis Center's Emergency Assistance program was created to respond to client requests for financial assistance to avoid eviction and loss of utilities. In collaboration with St. Mary's Church and the Consultation of Religious Communities, the center has become a single -point resource for individuals and families seeking financial assistance. By collaborating with the local faith community, the Crisis Center has reduced duplicated requests and begun to data collection regarding emergency financial needs in the community. How the project fills a gap in the City's continuum of care Like the majority of government -based assistance programs, those for rent and utility assistance have a maximum income guideline. When a family's income exceeds that threshold by even $1, they cannot qualify for assistance even though their income does not classify as a living wage. Most of the clients served in the Crisis Center's Emergency Assistance program fall into this gap. The disabled face a similar issue, in that their supplemental security income (SSI) does not adequately cover living expenses. Data from the Emergency Assistance program provides an additional snapshot of the continuum of care gap. From 1/l/09 to 6/30/09, the Emergency Assistance Program provided assistance to 313 households — allocating an average of $93.66. Total program expenditures for these six months were $29,516.90. Ninety-six percent of the assists were for rent or mortgage assistance or utilities. Unfortunately, during that same period of time, approximately 676 families were turned away during the same time period, due to a lack of funding. By contrast, from 10/1/09 to 12/30/09, the program assisted 229 households with an average allocation of $94.20. Total program expenditures during this three months were $21,571.85. Ninety-nine percent of the assists were for rent or mortgage assistance or utilities. During this time period, approximately 180 families were turned away not due to lack of funds, but because of limited staff time to adequately process these requests. Without the Emergency Assistance program, in recent months: • a 39 year old single mother of one on unpaid medical leave would have lost her housing • a 51 year old single man who was injured at work and whose workman's compensation was pending, would have lost his housing. • a 59 year old disabled man would have had his water shut off • a 28 year old single mother of three, whose work hours were cut from full to part-time, would have had her electricity disconnected The Crisis Center has worked diligently to increase the program budget and garner additional financial contributions to assist households with avoiding eviction or loss of utilities. However, the staff time necessary to administer the program has capped the center's ability to provide assistance. How it addresses goals cited in the 2011-2015 CITY STEPS Plan Preventing homelessness is a key goal for the 2011-2015 CITY STEPS Plan. The Crisis Center Emergency Assistance program is one existing program in Iowa City that is directly meeting the goals of Objective A — to assist low-income households in maintaining and retaining their existing housing. Public Service Projects (Operations) 173 1 FY11 CDBGIHOME Funding Request 9. Provide a budget breakdown for your specific program or expense. The budget breakdown should include ONLY those costs directly related to the program or expense. For example, if the project is the addition of one staff person, the budget should include only the estimated cost of and resources available for that position. Alternatively, if the project is the implementation of a specific service program, provide the total estimated costs of and resources available for the project, broken out by general categories such as salaries, materials, office expense, marketing, etc. (Please include the cost of an audit for any organization that expects to receive over $500,000 from all federal sources.) If other non-CDBG resources are used to fund the projectlexpense, please list the sources, [state if the funds are in -kind or cash,] and check if the funds are anticipated or already in -hand (committed). If anticipated, indicate the date the funding will be available if awarded. Document Costs Whenever Possible. Budget Breakdown (Include only those costs directly related to the project.) Type Status Expense Category (e.g. salaries, acquisition, rehab) _ If possible, please CDBG Other List Source of Y a ,� E prioritize the budget Funds Funds Other Funds p Please place an in the Salary $8,500 $8,500 General Operating box that a lies: X Benefits $2,337 $2,337 General Operating X Office Supplies & Printing $ $2,500 General Operating X Postage $ $100 General Operating X Direct Assistance $ $48,763 General Operating, X Mead Foundation, Anon ous Donor Direct Assistance (third $ $36,000* Council for Religious X per') Communities, St. Anthony's Bread (St. Mary's Church) Volunteer Contribution $16,224 (Total from Question #10 Total $10,837 $114,334 * Figure is approximate. The Consultation for Religious Communities makes weekly donations to the Emergency Assistance program based on contributions from member churches. Public Service Projects (Operations) 174 FYI CDBG/HOME Funding Request 10. If volunteers are used, please describe how these volunteers are utilized for the proposed activity. Unskilled labor hours x $10 per hour = $ Skilled labor (Client Interviewers) 16/wk x 52 weeks = 832 hours x $19.50 per hour = $16,224 Skilled labor ( ) hours x $ per hour = $ Total $16,224 Volunteers assist with client interviews to assess need and determine eligibility for emergency financial assistance. The per hour rate of $19.50 is a nationally accepted figure for volunteer time. 11. All public service projects are required to expend their full award and complete the proposed project by the end of the fiscal year (June 30, 2010). Will you be able to meet this requirement? rx-1 Yes []No 12. Please indicate the population to be served by the proposed program according to the income categories shown in the Applicant Guide. If you are requesting money for a specific administrative expense (e.g., a staff member's salary), indicate the population served by your agency as a whole. (Please Note: If this application is funded, the information in this table will be used as income targeting for the CDBG Agreement). Number between 0 - 30% median income Number between 31 - 50% median income Number between 51 - 80% median income Number between 80 - 100% median income Number over 100% median income Total Percent LMI Percent Iowa City Residents _4591 persons (a) _299 persons (b) _47 persons (c) .3 persons (d) 2 persons (e) _4942 persons (f) _99.9 % (a+b+c)=f _89.0 % Please describe the basis or methodology used to estimate the number of clients to be served (i.e. survey, last year's reports, etc.) The figures provided document the Crisis Center's Food Bank program population for fiscal year 2009 and are representative of the Emergency Assistance program's population. Public Service Projects (Operations) 175 FYI I CDBG/HOME Funding Request 13. Please select one main objective, outcome, and output indicator for the proposed project. Second, provide specific project indicators in the narrative (i.e., number of households assisted, number of persons assisted, etc.) Objective: I] Suitable living environment Outcome: El Availability/accessibility Output Indicator: El Persons O Decent affordable housing O Affordability O Households 13 Creating economic opportunities 0 Sustainability O Housing units In fiscal year 2011, the Emergency Assistance program intends to provide assists to 850 families. 14. In the last five years, has your agency received a CDBG award of which all or a portion has reverted to the City due to non -expenditure of funds? If so, please explain. No. 15. Is the applicant (including partners, co -applicants, etc.) currently in compliance with all federal, state and local laws, rules and regulations including any CDBG and/or HOME funded projects? E7Yes []No If "No" or the matter is currently in litigation please give the name of the case and explain the basis of the case. 16. If the applicant has not received CDBG funds in the last three years, please provide evidence of your organization's capacity, financial skills, commitment and/or experience to implement the proposed program or service within the established timetable and budget. N/A. Public Service Projects (Operations) 176 FYI CDBG/HOMEFunding Request �� us ; s sir po JOHNSON COUNTY CRISIS CENTER 91121 Gilbert Court Iowa City, IA 52240•(319) 351-2726 Annual Budget 2009-2010 Revenue United Way $ 132,863 Local Funding $ 139,655 Rebuild Iowa $ 96,331 Fund Raising $ 112,000 Churches $ 75,000 Donations $ 175,000 Project Holiday $ 32,000 Grants $ 30,000 Interest $ 2,000 Carryover Balance $ 210,172 Total. Revenue $ 1,005,021 Expenses Salaries $ 517,406 Training and Development $ 15,850 Program Costs $ 165,401 Occupancy & Equipment $ 139,385 Insurance $ 8,370 Professional Services $ 14,300 Office/Postage $ 19,800 Fund Raising and Marketing $ 30,274 Held in Reserve $ 94,235 Total Expenses $ 1,005,021 177 Page 1 of 2 Tracy Hightshoe From: a.petersen@eccocast.com Sent: Tuesday, September 07, 2010 7:21 PM To: Tracy Hightshoe Subject: RE: FY11 Public Service Applicants Tracy, Yes, we would like very much to be considered for the newly appropriated CDBG funds. Our organization is growing and we have been looking for a way to integrate with other local organizations like Systems Unlimited, the Extend the Dream Foundation and Wesley House to provide low-cost broadband for their facilities and clients. Funding NetReach at this stage with $7,500 would launch that program and others that we are working on, like our PCFree initiative to lend refurbished computers to households that can't afford them (a recent study of Internet accessibility in Iowa found that for over thirty percent of those who do not have broadband Internet access, the reason given was lack of a computer). We are currently purchasing computers from U of I surplus and fixing them for this project. Funding would allow us to kick it into high gear. A few questions: Should I attend the Sept. 16th meeting? Also, do we need to submit another proposal? Thanks, Amos Petersen -------- Original Message -------- Subject: FY11 Public Service Applicants From: "Tracy Hightshoe" <Tracy-HiahtshoeO)iowa-city.orq> Date: Tue, September 07, 2010 6:35 pm To: "William Reagan" <wmreagan(abiowatelecom.net>, "Becci Reedus" <becci.reed us(abjccrisiscenter.org>, <a.petersenCa eccocast.com>, "Tom Walz" <thomas-walz@uiowa.edu>, "Sandra L. Pickup" <SPickup300mchsi.com>, <salome-raheimOatt.net>, "Roger Lusala" <r.lusala(cbmyep.us>, "Crissy" <crissy@shelterhouseiowa.ora>, "Jim Swaim" <JimSwaim(abunitedactionforyouth.org>, "Mary Wiemann" <mwiemann@eiderservicesinc.com> Cc: "Steve Long" <Steve-Lona@iowa-city.org> Hello. The City of Iowa City received unanticipated CDBG program income at the end of our last fiscal year (received June 30, 2010). This is great news for public service applicants as that means we have an additional $15,000 that can be spent for FY11 public service applicants. These funds must be spent by June 30, 2011. The Housing and Community Development Commission was informed of this additional money at their August meeting and requested that staff notify recipients of its availability. At the September 16 HCDC meeting, HCDC will formulate a funding recommendation for this $15,000. These funds will be limited to those who submitted an application for FY11 public service funds (this includes UAY and ESI). If your agency was either not funded or not fully funded and wants to be considered for additional funds up to the original amount requested, please forward an email to my attention by 12:00 PM, Friday, September 10. Your email should express your interest and the amount requested. The amount requested may not to exceed your original application request. For example if you applied for $10,000 and received $2,500, you 9/8/2010 abor memo= Public Service Projects (Operations) _ 1. Name of program for which funds are bein 2. Total Amount of CDBG Funds Requested: 3. Applicant Name: EccoCast Communication; Applicant Address: 322 E Bloomington St. DUNS Number: Signature (please 4. Contact Person: Amos I. Petersen Phone Number: 319-936-3309 Fax Number: 866-600-2081 Email Address: a.petersen@eccocast.com 5. Indicate your organization's corporate status and number of years in business in the Iowa City community. Status: O Non-profit ,0'For-profit Years in business: :--2 6. Did you attend the Applicant Workshop? O NO ,'YES - Please indicate date attended: C3 12/29/09 or ;3'1/13/10 7. Brief summary of the proposed project (please limit response to a paragraph). EcroCasYs NetReach program will bring low-cost and free high speed intemet access to underserved areas with a primary focus on assisted living developments and housing for the elderly and disabled. Utilizing emerging technologies such as mesh networking, bandwidth aggregation and the new MIMO architecture for wireless base stations, EccnCast is able to significantly reduce outlays for that would actrompany "wired -Internet infrastructure such as copper and optic fiber footprints: NetReach is a program designed to make the most of these technologles in providing reliable, low-cost broadband intemet access to LMI communities that would most benerit from it. 178 8. The objective of the CITY STEPS Plan is to promote a continuum of care within the community that includes jobs, housing and services for low -moderate income persons. Tell us (a) why this project is needed, (b) how it fills a gap in the (Ity's continuum of care or partners with other services and (c) how it addresses the goals cited in the 2011-2015 CITY STEPS Plan. Include information from studies\research or other supporting documentation, where available. A) We live in a society that embraces technology wholeheartedly; today, more than ever, reliable access to the Internet is an economic imperative — a utility. Having access to the Internet at home provides a host of benefits and positive externalities that many of us take for granted. Unfortunately, as with many Indispensible commodities, Internet access is often more valuable to those who can least afford it. for the elderly, the handicapped and for unemployed job -seekers — especially those from lower and middle income backgrounds — Internet acmes is a valuable tool that can help them to overcome various obstacles to need -fulfillment. By facilitating placement of resumes, enabling contact with prospective employers and providing the ability to instantly send and receive email, Internet access can reduce the time unemployed persons spend out of the work and contribute to a higher degree of technical proficiency which research has shown to follow with higher - paying jobs. Chances for a better education are also greatly improved when a household has Internet access; online colleges enable nontraditional students to earn a degree, work and raise a family at the same time — a situation that would be untenable for someone attending classes in person. Finally, Internet access has been shown have a precise negative correlation with the ranee of certain kinds of violent crime' according to Anthony D'Amato, Professor of Law at Northwestern University in and article written for 1URISTLega/News and Research. B) Most assistance programs focus on the immediate provisioning of the person in need. Once food and shelter are covered, however, there is often a tendency for organizations to step back and congratulate themselves before that person is well on their way to self-sufficiency. One of the easiest and most cost- effective ways of promoting literacy and economic growth is increased access to the Internet. Thanks to a great degree of flexibility in the range and deployment of EccoCast's wireless infrastructure, the NetReach program is mutable, easily scalable and less prone to outages than wired Internet solutions. Following recent developments in wireless technology, our equipment now has an effective range of 15km. Access can be tailored to meet the needs of any underserved demographic anywhere in Iowa City; given a clear line-of- 179 sight, broadband Internet access can be beamed into public housing concerns, homeless shelters, youth program venues and community centers quickly and unobtrusively. Q By increasing LMI community access to Internet services, NetReach can assist the City with its 2011-20.15 CITY STEPS Plan in several areas: InoreaseHomelessEmployment.• NetReach Internet access can aid homeless persons becoming employed as stated in the City's goal of 11% increase in homeless employment. Reduce povertymWcken families- Increased Internet availability will also aid the City in its efforts by enabling struggling families access to Internet distance -learning programs, online universities and a host of resources and economically beneficial information that would not otherwise be readily available. Services Coordination: Better connected persons are usually better coordinated. NetReach will allow quick communication between service providers and service consumers. Elderly and Handicapped Quality ofUfe Improvements: Elderly and handicapped persons enjoy many social benefits and personal empowerments that may remain elusive without the communications medium of the Internet. Additionally, many elderly and handicapped persons benefit greatly from instant access to health information that allows them to take a more active, engaged and knowledgeable role in the treatment of any medical conditions they might have. http://jurist.law.pift.edu/forumy/2006/06/rape-porn-and-criminality-political.php 180 9. Provide a budget breakdown for your specific program or expense. The budget breakdown should include ONLY those costs directly related to the program or expense. For example, if the project is the addition of one staff person, the budget should include only the estimated cost of and resources available for that position. Alternatively, if the project is the implementation of a specific service program, provide the total estimated costs of 'and resources available for the project, broken out by general categories such as salaries, materials, office expense, marketing, etc. (Please include the oast of an audit for any organization that expects to receive over $500,000 from all federal sources.) If other non-CDBG resources are used to fund the project/expense, please list the sources, [state if the funds are in -kind or cash,] and check If the funds are anticipated or already in -hand (committed). If anticipated, indicate the date the funding will be available if awarded. Document Costs Whenever Possible. Budget Breakdown (Include only those costs directly related to the project.) Expense Category (e.g- sa/aiies, acqu&Ww, stab) If possible, please prioritize the budget CDBG Funds other Funds List Source of OUw Funds 7j►pe Status M _ A Please place an "X'ln the box Mat a hm Equipment $7320 $ X Bandw/dth $1000 $501010 Eba) ast Purriiase X Assoc Legal, Regulatory Compliance andAccoilliffliq fees $ $2500 Anixipation of Donated Services X Administrative Casts $ $4300 $ $ $ $ Volunteer Contribution (Total from Question #10 $42640 Total 1 $8320 $54440 181 10. If volunteers are used, please describe how these volunteers are utilized for the proposed activity. Unskilled labor _520 hours x $10 per hour = $5200 Skilled labor (Network Deployment, Maintenance and Service Calls) _1040 hours x $36 per hour = $37440 Skilled labor ( ) hours x $ per hour = $ Total 1 $42640 The EccoCast staff is committed to the success of the NetReach program. All work related to the program — deployment, maintenance and administrative labor — will be performed on a volunteer basis. Any cost incurred in the deployment, maintenance and administration of the network will be borne by EccoCast. 11. All public service projects are required to expend their full award and complete the proposed project by the end of the fiscal year (June 30, 2010). Will you be able to meet this requirement? ?es ONo 12. Please indicate the population to be served by the proposed program according to the income categories shown in the Applicant Guide. If you are requesting money for a specific administrative expense (e.g., a staff member's- salary), indicate the population served by your agency as a whole. (PlhaseNofie; Iftfiisapplicaffonis funded, Me informafJon in this table will be used as income tangeffng for Me CORGAgraelnent), Number between 0 - 30% median income Number between 31 - 50% median income Number between 51 - 80% median income Number between 80 - 100% median income Number over 100% median income Total Percent LMI Percent Iowa City Residents _60 persons (a) _17 persons (b) —3 persons (c) persons (d) persons (e) _80 persons (f) _100 % (a+b+c)=f _100 % Please describe the basis or methodology used to estimate the number of clients to be served (i.e. survey, last year's reports, etc.) Estimate based on likely population of service users @ 70% (56) elderly, disabled and/or SSI sole source of income. Acoording to these calculations, maximum SSI benefit < 50% median income qualifications, so normal standard distribution of remaining 24 persons would fall approx. 4/17/3 over the IJVII categories. 2 http://www.socialsecurity.gov/OACT]ProgData/retirebenefit2.htmi 182 13. Please select one main objective, outcome, and output indicator for the proposed project. Second, provide specific project indicators in the narrative (i.e., number of households assisted, number of persons assisted, etc.) Objective: O Suitable living environment Outcome: p(Availability/acoessibility Output Indicator: C3 Persons O Affordability XHouseholds Indicators of successful project would be number of households assisted. O Sustainability 0 Housing units 14. In the last five years, has your agency received a CDBG award of which all or a portion has reverted to the City due to non -expenditure of funds? If so, please explain. 15. Is the applicant (including partners, co -applicants, etc.) currently in compliance with all federal, state and local laws, rules and regulations including any CDBG and/or HOME funded projects? ;3�es ONo If "No" or the matter is currently in litigation please give the name of the case and explain the basis of the case. 16. If the applicant has not received CDBG funds in the last three years, please provide evidence of your organization's capacity, financial skills, commitment and/or experience'to implement the proposed program or service within the established timetable and budget. Our organization is fully funded and owns rights to a private radio tower on the North side of Iowa City, less than a quarter mile from Ecumenical Towers. EccoC.ast's technical staff has over 30 years combined experience in radio communications and engineering, as well as 15 combined years of business administration experience. The CEO, Amos Petersen, is a permit holder and co-owner of LaVallee's, a successful mobile vending concern that has operated continuously with a presence in the Iowa City pedestrian mall since 2006. Mr. Petersen has a long history of business operation in the Iowa City area, often working with other local organizations such as 183 UAY and Systems Unlimited to help improve services. Since deployment of the wireless infrastructure requires much less time than would traditional fiber or copper footprint, short timelines are realistic and expected. _ 184 Fly O 1: O tf C eK E1OH o E �y fQ N V tD N� V M C Cl 7 -a W m 185 01/25/2010 Multi -Family Housing for Elderly and Ha... Google$maps http://maps.google.com/maps/ms?ie=U... 186 1/4 01/25/2010 Multi -Family Housing for Elderly and Ha... AP �"yr V � �.. Tin. •.! �gg��:�w, tear P sk $' t, Hoover Golf:'4 np- C& Piik �7 Park id,_. } Rend Pa h� ! 12tti F $ Z * The fP. iversify RachegterAwe @ r i c'a`er 4Vrst for i Lemmes. t'-eitrx .:: E G.ti,.rt'r Sti0I,A N _ yaCdlt Pdk er >,. r� Y rmr�ietiv '4k R� scar Grsr Roosevek 4 s` i4ilhfEt Park Ski kYi/�° lisj 0. Municipal+ 0 y t ldarniaA;n { W Lucas 1N+tlkway a} - (_?hR>riie or 3 m Mes4aaae Ttir W4ttEi 4� ss Park`i sry ` C3 is7+:S'f. sffiffil c m0C-0090 4 .� n Multi -Family Housing for Elderly and Handicapped This map lists the addresses for many of the multi -family housing complexes for the elderly and handicapped in and around the Iowa City area. Autumn Park Apartments* Autumn Park Apartments 3042 Muscatine Avenue `_ Iowa City, IA 52240-2808 (319) 337-7176 Autumn Park Apartments II* http://maps.google.com/maps/ms?ie=U... 187 MnW daO GM ORkWW 2/4 From: Tom Gilsenan [mailto:tomgilsenanCagmail.com] Sent: Wednesday, September 08, 2010 8:48 AM To: Tracy Hightshoe Cc: Tom Walz Subject: Additional CDBG funds Good morning. Thanks for the invitation to apply for additional funds. Extend the Dream Foundation/Uptown Bill's would be interested in applying for $2,500. Thank you. Tom Gilsenan Mot MTRI Public Service Projects (Operations) 1. Name of program for which funds are being requested: FINANCIAL 2. Total Amount of CDBG Funds Requested: $3600 3. Applicant Name: Extend the Dream Foundation .Applicant Address: 401 S. Gil DUNS Number: 179498386 Signature (please use blue ink): 4. Contact Person: Thomas Walz, St., Iowa City, Iowa 52240 Phone Number: Walz 530-8765; Edberg 248-3306 Fax Number: Edberg, fax 337-2704 Chair of Board Email Address: thomas-walz uiowa.edu; Edberg jeff@icrealestate.com 5. Indicate your organization's corporate status and number of years in business in the Iowa City community. Status: ® Non-profit C3for-profit Years in business: 9 6. Did you attend the Applicant Workshop? O NO ® YES - Please indicate date attended: FX 12/29/09 or O 1/13/10 7. Brief summary of the proposed project (please limit response to a paragraph). For the past nine years, the Extend the Dream Foundation (EDF), the sponsor and supporter of nine handicapped owned micro -enterprises in Iowa City, has been administered by volunteers. As a result of the growth and success of the program, EDF is transitioning to a more professional model with a paid Executive Director and an improved financial management system. As of 7/01/10, the new Executive Director will join our staff. EDF is currently seeking assistance with a part-time contract accountant firm (Taxes Plus) and a Quick Book (QB) specialist to improve our financial management system. In this project we are asking for matching funds 1) to employ a Quick Book specialist to input data and prepare reports and 2) funds to contract with the accounting firm to provide monthly financial reviews and continued Quick Book consultation. Matching funds will come from 1) the Taxes Plus accounting firm (half their contract fee will be donated) and 2) half of the QB specialist's time will be picked up by EDF. 8. The objective of the CITY STEPS Plan is to promote a continuum of care within the community that includes jobs, housing and services for low -moderate income persons. Tell us (a) why this project is Public Service Projects (Operations) 188 FYI I CDBG/HOME Funding Request needed, (b) how it fills a gap in the City's continuum of care or partners with other services and (c) how it addresses the goals cited in the 2011-2015 CITY STEPS Plan. Include information from studies\research or other supporting documentation, where available. a) Why the Project is needed: The Extend the Dream Foundation has had unprecedented success in helping persons with disabilities start-up and sustain micro -enterprises. Currently, it sustains nine such enterprises providing work opportunities to 10 independent business managers , six additional paid workers and 13 volunteer workers, all of whom are low-income persons with chronic disabilities. One set of (four) businesses are co -located businesses jointly referred to as Uptown Bill's small Mall, located at 401 S. Gilbert St. The Mall businesses which include a meeting/music venue, a used bookstore, a publishing house and an ice cream and coffee bar have gained a reputation as an important support center and alcohol -free location in the downtown area for persons with disabilities and recovery issues. For the past nine years EDF has been directed by a volunteer Executive Director supported by community, student and consumer volunteers. With the continued success of the program and its subsequent growth, our volunteer system, given its limitations, is insufficient to run such an extensive project. Addressing the complexity of its operation, the Board has recognized the need to employ professional help. In 2010, it committed to hiring a paid Executive Director as well as improving the current financial management system. The incoming Executive Director has accepted the Board's offer and will take over as Chief Administrator of EDF on 7/1/10. This proposal is for matching CDBG funds to cover the cost of an improved financial management support system, to consist of a part-time QB specialist (data inputs, grants management, report writing) and a contract with an accounting firm to provide a monthly review of EDF's financial activities (currently done through Quick Books). The accounting firm, Taxes Plus, is donating half their professional time as match, while the Quick Book specialist expense will be shared by EDF. (b) Fills gap in City's continuum of care and partners with other services: EDF with its nine consumer managed enterprises plays an important, unduplicated, role in the community. EDF has been unique in assisting persons with disabilities start-up and sustain small enterprises. Ten persons with disabilities currently manage their own businesses as non -profits and in turn provide (19) other persons with disabilities employment as part-time workers or volunteers. Through its small Mall development, EDF has established a safe alcohol -free social venue in the downtown area for low-income persons and persons with disability and or recovery issues. This supportive environment is open everyday of the year, with special programs on major holidays. The Mall frequently serves as a center for crisis intervention for this group of people with its availability of three professionally trained Public Service Pmjects (Operations) 189 FY11 CDBG/HOME Funding Request volunteers at the master's level. Regular use by persons with disability and recovery issues averages over (80) persons daily. EDF has partnered with many organizations and groups over its nine year history: (1) Partnered with Access to Independence to develop a media -based information program for persons with disability on PAN. (2) Partnered with Elderly Services and Ecumenical Towers to provide chore services to older persons and persons with disabilities through its RAMP -Chore business. (3) Partnered with the University of Iowa in operating Wild Bill's Coffee Shop (employs six handicapped workers); with the School of Social Work in providing practicum placements and internships for its students; and, with River Run and I Envision student groups in fund raisers on behalf of the small Mall enterprises. (4) Partnered with the AA community to offer a home to ten AA meetings weekly in the small Mall. (5) Partnered with Shelter House and the STAR program to provide internships to homeless persons in one or more of the micro -enterprises. A total of six internships have been arranged over the past two years. (6) Partnered with the Riverside Music Cooperative to provide performance opportunities to local musicians interested in performing in an alcohol -free environment. (7) Partnered with Tate School to provide community service opportunities for their students. (8) Partnered with the Sixth Judicial District to provide community service opportunities to offenders wishing to work off their fines. (9) Partnered with Goodwill to provide internships for younger junior and senior high school age students. c) How our program addresses City Steps: EDF serves both low-income persons with disabilities (including some elderly) with its mission of helping these individuals start-up and sustain small businesses in the Iowa City area. Economic development is a targeted goal under City Steps which EDF addresses through its work with these nine handicapped -run businesses and through its special internet training that we offer to persons with disabilities and retired elderly via four ten week training courses annually. The goal of the latter project is to help low-income persons become self-employed in their homes or apartments by learning how to buy and sell on the internet. Through two of its projects, EDF also provides some housing for low-income persons. EDF provides three units of low income housing at its 912 2"d Ave. property, a fourth unit across the street at 2220 F Street and provides 190 Public Service Projects (Operations) FYI I CDBG/HOME Funding Request property management assistance to three other persons with disability who live in the Sackter House, a universally designed facility, located at 1821 B Street. 9. Provide a budget breakdown for your specific program or expense. The budget breakdown should include ONLY those costs directly related to the program or expense. For example, if the project is the addition of one staff person, the budget should include only the estimated cost of and resources available for that position. Alternatively, if the project is the implementation of a specific service program, provide the total estimated costs of and resources available for the project, broken out by general categories such as salaries, materials, office expense, marketing, etc. (Please include the cost of an audit for any organization that expects to receive over $500,000 from all federal sources.) If other non-CDBG resources are used to fund the project/expense, please list the sources, [state if the funds are in -kind or cash,] and check if the funds are anticipated or already in -hand (committed). If anticipated, indicate the date the funding will be available if awarded. Document Costs Whenever Possible. Budget Breakdown (Include only those costs directly related to the project.) Expense Category (e.g. salaries, acquisition, rehab) If possible, please prioritize the budget CDBG Funds Other Funds List Source of Other Funds Type Status = U .0 do in E c� Please place an 'X"in the box that a lies: Salaries or contract equivalent $3600 $3600 Taxes Plus 2400 $ $ EDF 1200 $ $ Volunteer Contribution Total from Question #10 $ Total 1 $3600 $3600 10. If volunteers are used, please describe how these volunteers are utilized for the proposed activity. Unskilled labor hours x $10 per hour = $ Public Service Projects (Operations) 191 FY11 CDBG/HOME Funding Request Skilled labor ( ) hours x $_ per hour = $ Skilled labor ( executive director ) _750 hours x $ 2.5 per hour _ $17,500 Total $17,500 11. All public service projects are required to expend their full award and complete the roposed project by the end of the fiscal year (June 30, 2010). Will you be able to meet this requirement? ] Yes 13No 12. Please indicate the population to be served by the proposed program according to the income categories shown in the Applicant Guide. If you are requesting money for a specific administrative expense (e.g., a staff member's salary), indicate the population served by your agency as a whole. (Please Note: If this application is funded, the information in this table will be used as income targeting for the CDBGAgreement). Number between 0 - 30% median income 25 persons (a) Number between 31 - 50% median income 5 persons (b) Number between 51 - 80% median income persons (c) Number between 80 - 100% median income 3 persons (d) Number over 100% median income persons (e) Total 33 persons (fi) Percent LMI 91916 (a f b f c) = f Percent Iowa City Residents 100910 Please describe the basis or methodology used to estimate the number of clients to be served (i.e. survey, last year's reports, etc.) We have included only those managers with disabilities of the nine micro -enterprises that we support and other persons with disabilities who receive some paid -employment through these enterprises. It does not include the large number of persons with disabilities and recovery issues who are being served as clients or customers (e.g. the dozens of regulars at Uptown Bill's small Mall and the attendees of the numerous recovery meetings). 13. Please select one main objective, outcome, and output indicator for the proposed project. Second, provide specific project indicators in the narrative (i.e., number of households assisted, number of persons assisted, etc.) Objective: Outcome: O Suitable living environment O Decent affordable housing O Availability/accessibility O Affordability X reating economic opportunities ®Sustainability Public Service Projects (Operations) 192 FY11 CDBG/HOME Funding Request Output Indicator: RC Persons O Households O Housing units OUTCOME INDICATOR: The mission of EDF is to help start and sustain small businesses to provide "manager" opportunities (a type of ownership within a non-profit umbrella) and part-time employment (both paid and volunteer) for persons with disabilities. Outcome indicators that we use include: 1) Number and duration of the managers of these non-profit micro -enterprises. 2) Number of part-time paid or volunteer opportunities these businesses provide other disabled persons. 3) Measures of economic sustainability of the businesses: gross revenues, net revenues and growth trends. 14. In the last five years, has your agency received a CDBG award of which all or a portion has reverted to the City due to non -expenditure of funds? If so, please explain. No 15. Is the applicant (including partners, co -applicants, etc.) currently in compliance with all federal, state and local laws, rules and regulations including any CDBG and/or HOME funded projects? [X]Yes ONo If "No" or the matter is currently in litigation please give the name of the case and explain the basis of the case. We are checking with our accountant and attorney to determine whether our use of independent contractors is the most appropriate means of contracting with managers, workers and major sub -contractors. To date all paid persons working with the micro -enterprises are independent contractors who receive annually 1099 forms for purposes of income tax filing. 16. If the applicant has not received CDBG funds in the last three years, please provide evidence of your organization's capacity, financial skills, commitment and/or experience to implement the proposed program or service within the established timetable and budget. We have received CDBG funds within the last three years, but would like to update our improved organizational capacity. Beginning in 2009 we employed a part-time Quick Book specialist and retained an accounting firm (Taxes Plus) to provide some Quick Book consultation and to prepare our IRS filing. We are planning to retain Taxes Plus as of 7/1/10 to provide monthly reviews of our financial transactions (mini -audits). An official audit was completed for 2008 by Greenwood and Crim and is available for review and the Board has authorized that, henceforth, annual audits will be made by this firm. Beginning 7/1/10 the Board has authorized the employment of a new Executive Director to assure the continued success of this organization given the advancing age of the founder/director Tom Walz. Walz, however, will continue to provide full time volunteer service under the direction of the new director, Thomas Gilsenan. Gilsenan has confirmed in writing that he will accept the Public Service Projects fOperations) 193 FY11 CDBG/HOME Funding Request Director's position in July, 2010. New by-laws governing financial transactions and procedures are in development and will be presented to the Board as soon as possible, then will be forwarded to the State of Iowa to be added to the articles of incorporation. EDF is working with the Community Development staff to review its compliance with all federal regulations and guidelines. 194 Public Service Projects (Operations) FY1 t CDBG/HOME Funding Request Engagement Agreement This engagement agreement outlines services that Taxes Plus agrees to provide to Extend the Dream Foundation in 2010. While an employee of the foundation will do routine data entry in QuickBooks, Taxes Plus will answer questions and assist with any tasks as needed to keep the books in proper order. Foundation personnel will provide Taxes Plus with electronic copies of the books and bank statements each month as soon as they are available. Taxes Plus will then review income and expense entries for each of the foundation's businesses and reconcile all bank statements in QuickBooks. Taxes Plus also will update the foundation's records to properly reflect assets and liabilities and maintain current balance sheets. Appropriately updated electronic copies of the books will be returned to the foundation, along with any reports requested by board members. These tasks will require an estimated eight hours per month. The base fee will thus be $400 per month, or about $50 per hour. We will donate half of the hours, leaving the balance fee of $200 per month. If a project requires considerable extra time, an additional fee will be negotiated. Preparation fees for Form 990 will be according to Taxes Plus' current fee schedule. No additional bookkeeping time should be needed for tax preparation. Signed: Marlene J. Perrin, Owner, Taxes Plus Tom Walz, Executive D"r ctor, Extend the Dream Foundation 6 East Benton Street Iowa City, IA 52240 195 319.338.2799 FAX 338.2855 tnYP-nluslCnaWest.net December 29, 2009 To: Tom Walz Extend the Dream Foundation From: Tom Gilsenan I an, delighted to accept the offer of executive director for Extend the Dream Foundation/Uptown Bill's Small Mall. I Look forward to%: joining you this summer. In many ways this is a return to work I was doing before. I was manager of Upthe town Bill is Waoriginails Bill's Coffeeshop for five years (2000-2005). It was during that time p established. We worked together on a variety of projects. on work projects Though I have been in Aberdeen, SD for the past few years, I have continued to p serving individuals with disabilities, including: Fallout Creative Community, an effort to include individuals of all abilities in arts programs. ion of the spirit of Bill Sackter which I have been Bill's Coffeeshop Newsletter, an extens writing for 10 years. "Abilities awareness" programs and workshops in Aberdeen and other communities. • position at Presentation at Presentation College will be finished at the end of May. I My current p will move to Iowa City after that and be ready to start on or before July 1, 201 . 7/l/09-6/30/10 ACCOUNT INCOME EXPENSES Coffee Shop $29,500 $29,500 (a.) Sales-$29,000 (b.) Donations- $500 Ramp -Chore $50,750 $50,750 (a.) Services-$50,750 Book Mark $17,750 $17,750 (a.) Sales- $8,500 (b.) Pay Pal/Postage-$9,000 Matt's Music $3,700 $3,700 (a.) Sales- $3,700 Extend the Dream Foundation $64,917 $64,917 (a.) Sales-$2,000 (b.) Services-$18,000 (c.)Donations-$13,500 (d.) Grants- $12,200 (e.) Fund Raisers-$17,500 (f) Other- $1,717 H-P Project $6,000 $6,000 (a.) Grants-$6,000 Sackter House $18,000 $19,960 (a.) ($500 per mo.)x 3 householders Vintage Shoppe $96,310 $96,310 (a.) Sales-36,000 (b.) Services-$57,310 (c.) Donations-$ 3, 000 Sackter House Media Productions $8,300 $8,300 (a.) Sales-$3,000 (b.) Donations-$2,000 (c.) Other- $3,300 Mad Hatter $7,100 $7,100 (a.) Rents-$5,500 (b.) Other- $1,600 TOTALS $302,327 $304,287 197 Tracy Hightshoe From: spickup3@mchsi.com Sent: Friday, September 10, 2010 10:19 AM To: Tracy Hightshoe Subject: Re: FY11 Public Service Applicants Tracy, I would like to request that Free Medical Clinic be considered for additional funding in the amount of $7,390. Sandy ----- Original Message ----- From: "Tracy Hightshoe" <Tracy-Hightshoe@iowa-city.org> To: "William Reagan" <wmreagan@iowatelecom.net>, "Becci Reedus" <becci.reedus@jccrisiscenter.org>, "a petersen" <a.petersen@eccocast.com>, "Tom Walz" <thomas-walz@uiowa.edu>, "Sandra L. Pickup" <SPickup3@mchsi.com>, salome-raheim@att.net, "Roger Lusala" <r.lusala@myep.us>, "Crissy" <crissy@shelterhouseiowa.org>, "Jim Swaim" <JimSwaim@unitedactionforyouth.org>, "Mary Wiemann" <mwiemann@elderservicesinc.com> Cc: "Steve Long" <Steve-Long@iowa-city.org> Sent: Tuesday, September 7, 2010 6:35:29 PM GMT -06:00 US/Canada Central Subject: FY11 Public Service Applicants Hello. The City of Iowa City received unanticipated CDBG program income at the end of our last fiscal year (received June 30, 2010) . This is great news for public service applicants as that means we have an additional $15,000 that can be spent for FY11 public service applicants. These funds must be spent by June 30, 2011. The Housing and Community Development Commission w as informed of this additional money at their August meeting and request ed that staff notify recipients of its availability. At the September 16 HCDC meeting, HCDC will formulate a funding recommendation for this $15,000. These funds will be limited to those who submitted an application for FY11 public service fund s (this includes UAY and ESI) . If your agency was either not funded or not fully funded and wants to be considered for additional funds up to the original amount requested, please forward an email to my attention by 12:00 PM, Friday, September 10 . Your email should express your interest and the amount requested . The amount requested may not to exceed your original application request. For example if you applied for $10,000 and received $2,500, you can request no more than $7,500. HCDC will not be considering new applications. Applicants that did not receive any funding must request at least $2,500. Based on your interest, your original application will be forwarded to HCDC for their review and recommendation. Please contact me with any questions and please email me upon receipt so that I know your agency has been informed of this funding opportunity. Thanks! Tracy Hightshoe City of Iowa City 410 E. Washington St. Iowa City, IA 52240 319.356,5244 I: M fix+ r � Clink, t .,y .� to sx it r;- t� " fl � e�rrr �C+►p uryyy t yMV (W, t t k �! Public Service Projects (Operations) 1. Name of program for which funds are being requested: Pharmacy/Pharmaceutical Assistance Program (PAP) 2. Total Amount of CDBG Funds Requested: $ 1Q000 3. Applicant Name: Iowa City Free Medica Clinic/Dick Parrott Free Dental Clinic (FMC/FDC) Applicant Address: 2440 Towncrest Drive, Iowa City, IA 52240-6622 DUNS Numbei Signature (plea 4. Contact Persoi Phone Numbe Fax Number: Email Address 5. Indicate your organization's corporate status and number of years in business in the Iowa City community. Status: X3 Non-profit O For -profit Years in business: 39 6. Did you attend the Applicant Workshop? O NO 0 YES - Please indicate date attended: O 12/29/09 or 9 1/13/10 7. Brief summary of the proposed project (please limit response to a paragraph). FMC will provide medication assistance to 250 patients with chronic diabetes, high blood pressure, asthma and other chronic medical problems. FMC will provide all other patients treated for acute problems with medications. the .65 FTE pharmacy assistant will apply to pharmaceutical company programs to get free medications and ccordinate pharmacy activities during clinics. Public Service Projects (Operations) 198 FY11 CDBG/HOME Funding Request 8. The objective of the CITY STEPS Plan is to promote a continuum of care within the community that includes jobs, housing and services for low -moderate income persons. Tell us (a) why this project is needed, (b) how it fills a gap in the City's continuum of care or partners with other services and (c) how it addresses the goals cited in the 2011-2015 CITY STEPS Plan. Include information from studies\research or other supporting documentation, where available. (a) Why is the project needed? In FY 09 over 2,600 patients used FMC/FDC services for a total of 6,344 patient visits. Over 5,900 prescriptions were dispensed from our pharmacy to those patients. 457 patients were enrolled in PAP and received medicine for their chronic illness. While some patients are able to purchase generic medications for $4 from local pharmacies, many are unaffordable. A patient with diabetes and high blood pressure might have to pay between $200 and $300 per month for their medications, were it not for FMC. In a 2008 New York Times article Stephanie Saul illustrated the problems of high cost medications. "people are having to choose between gas, meal and medication," said Dr. James King, the chairman of the Academy of Family Physicians. "I've seen patients today who said they stopped taking their Lipitor because they can't afford it." If people try to save money by forgoing drugs, controllable conditions could escalate into major medical problems. This could eventually raise the nations' total health care bill and lower the nations' standard of living... Having access to health care and medications is a public health issue. FMC addresses this issue. (b) How it fills a gap. FMC is the only free clinic in Johnson County and one of the very few places a person with a chronic illness could get free medication. Whether homeless or merely unable to afford their medicine, residents may need this service. (c) how it addresses the goals cited in the 2011-2015 CITY STEPS Plan. Health services are ranked medium priority. Throughout the "Plan" health services are conspicuously absent but access to adequate health care is a critical component of family stability. On page 68 FMC is listed as a service available to persons who are homeless or at risk of becoming homeless. Public Service Projects (Operations) 199 FYI CDBG/HOME Funding Request 9, Provide a budget breakdown for your specific program or expense. The budget breakdown should include ONLY those costs directly related to the program or expense. For example, if the project is the addition of one staff person, the budget should include only the estimated cost of and resources available for that position. Alternatively, if the project is the implementation of a specific service program, provide the total estimated costs of and resources available for the project, broken out by general categories such as salaries, materials, office expense, marketing, etc. (Please include the cost of an audit for any organization that expects to receive over $500,000 from all federal sources.) If other non-CDBG resources are used to fund the project/expense, please list the sources, [state if the funds are in -kind or cash,] and check if the funds are anticipated or already in -hand (committed). If anticipated, indicate the date the funding will be available if awarded. Document Costs Whenever Possible. Budget Breakdown (Include only those costs directly related to the project.) Expense Category (e.g. salaries, acquisition, rehab) If possible, please prioritize the budget CDBG Funds Other Funds List Source of Other Funds Type Status _ Y H _ y v dr o E $ Please place an W"in the box that applies: Salaries & benefits $10,000 $10,100 agency x x Medications $ $ 400,000 IA Drug Repository X $ $ Mercy IC X $ $ Drug Companies X $ $ Volunteer Contribution (Total from Question #10 $ 8,750 Total 1 $10,000 $418,850 Public Service Projects (Operations) 200 FYI CDBG/HOME Funding Request 10. If volunteers are used, please describe how these volunteers are utilized for the proposed activity. Unskilled labor hours x $10 per hour = $ Skilled labor (pharmacists ) 250 hours x Wper hour = $ 8,750 Skilled labor ( ) hours x r hour = $ Total ,$8,750 volunteer pharmacists and pharmacy assistant fill prescriptions and dispense medications to patients. 11. All public service projects are required to expend their full award and complete the proposed project by the end of the fiscal year (June 30, 2010). Will you be able to meet this requirement? CRYes ONo 12. Please indicate the population to be served by the proposed program according to the income categories shown in the Applicant Guide. If you -are requesting money for a specific administrative expense (e.g., a staff member's salary), indicate the population served by your agency as a whole. (Please Note: If this application is funded, the information in this table will be used as income targeting for the CDBGAgreement). Number between 0 - 30% median income 75 persons (a) Number between 31 - 50% median income 177 persons (b) Number between 51 - 80% median income 166 persons (c) Number between 80 - 100% median income 39 persons (d) Number over 100% median income persons (e) Total 457 persons (f) Percent LMI 91 % (a + b + c) = f Percent Iowa City Residents 60 % Please describe the basis or methodology used to estimate the number of clients to be served (i.e. survey, last year's reports, etc.) this is based FY 09 CDBG reporting with % of Iowa City residents based on total patients seen in FY 09 Public Service Projects (Operations) 201 FYI CDBGIHOME Funding Request 13. Please select one main objective, outcome, and output indicator for the proposed project. Second, provide specific project indicators in the narrative (i.e., number of households assisted, number of persons assisted, etc.) Objective: Outcome: 0 Suitable living environment O Decent affordable housing O Creating economic opportunities CKAvailability/accessibility 0 Affordability Output Indicator: M Persons O Households O Sustainability O Housing units Objective: The pharmacy assistant will monitor patient medications and provide timely refills and manage all paper work associated with PAP. Outcome: In free clinic setting patients are best served by receiving medications at point of service. Output:all patients will have access to medications needed for treatment. 14. In the last five years, has your agency received a CDBG award of which all or a portion has reverted to the City due to non -expenditure of funds? If so, please explain. None has reverted 15. Is the applicant (including partners, co -applicants, etc.) currently in compliance with all federal, state and Idcal laws, rules and regulations including any CDBG and/or HOME funded projects? byes ONo If "No" or the matter is currently in litigation please give the name of the case and explain the basis of the case. 16. If the applicant has not received CDBG funds in the last three years, please provide evidence of your organization's capacity, financial skills, commitment and/or experience to implement the proposed program or service within the established timetable and budget. Public Service Projects (Operations) 202 FY11 CDBG/HOME Funding Request Iowa City Free Medical Clinic/Dick Parrott Free Dental Clinic Public Service Projects (Operations) Explanation of Attachments A: Agency budget as requested B: This is a 5 year collection of diagnosis by visit stats. Highlighted by the dark boarders are the diagnosis of particular interest because they are the types of diagnosis that require the most resources to manage and treat. These are Diabetes, Hypertension, Lipids and asthma, but most of the other diagnosis also require some form of medication therapy. C: This chart illustrates that the numbers of people using our services has increased over the past couple of years as well as the numbers of new people. The "new" refers to patients that have never received services FMC before. I understand that as our community changes so do priorities as outlined in the new City Steps but I hope that you will see fit to continue to fund this valuable community asset. 203 Iowa City Free Medical Clinic/Dick Parrott Free Dental Clinic Attachment A Agency Budget Agency Revenues: FY09 FY10 FYI1 Coralville Funding 2,000 2,000 7,000 Iowa City Funding 7,500 7,263 8,000 Johnson County Funding 10,8000 109,750 110,000 United Way of Johnson County 10,4675 110,000 110,000 Grants -Federal, State, Foundation 11,3945 6,3546 51,500 Membership Dues 0 0 0 Fees for Services 0 0 0 Sales to the Public/Contract Services 0 0 0 Fundraising Events/Self Support 50,836 57,200 62,200 Contributions/Donations (incl. "in -kind") 60,956 8,1500 8,1500 Interest and Investment Income 2,790 4,000 4,000 *Other 6,232 4,200 4,200 Total Revenue 456,934 439,459 438,400 Agency Expenses FY09 FY10 FY11 Total Salary and Wages 263,070 274,805 279,678 Benefits 38,224 45,265 50,407 Administrative 40,895 38,950 37,549 Occupancy (mortgage payment) 33,100 20,400 20,400 Other (describe)medical supplies, equipment, medications, liability insurance 67,733 57,260 52,725 Total Expenses 443,022 436,680 440,759 204 Iowa City Free Medical Clinic/Dick Parrott Free Dental Clinic Attachment B IOWA CITY FREE MEDICAL CLINIC STATISTICS FY09 FY08 FY 07 FY06 FY 05 Total Clients: 2665 2585 2516 2474 2668 rowecm RE FFEEEDIICCALCUNICC Total Clinic Visits 6344 6118 5944 5792 6226 Diaenoses (visits) FY09 FY08 FY07 FY 06 FY 05 FY09 FY08 FY07 FY 06 FY 05 CARDIOVASCULAR GASTROINTESTINAL BP Check 49 39 28 25 19 Abdominal pain 171 130 139 133 133 Chest pain 19 21 7 32 32 Diaz/Const 46 48 69 59 58 CHF 6 5 14 27 24 GERD 152 164 216 225 202 CAD 4 15 34 36 35 Hemorrhoids 13 16 21 14 24 Edema 33 22 7 15 11 Ova/Parasite 3 3 1 3 Htn/Diabetes 484 397 332 331 346 Ulcer 10 10 15 14 11 Hypertension 732 698 666 689 691 Other 82 79 64 112 85 Lipids 608 530 576 575 580 Other 75 42 59 79 84 GENITOURINARY Cystitis 68 59 107 109 104 DENTAL 302 157 109 73 123 Prostatitis 6 6 14 9 9 Referrals 48 Urethritis 7 7 8 9 10 Other 59 42 26 24 34 Other 178 142 137 131 157 DERMATOLOGY GYNECOLOGY Acne 24 21 23 17 16 Breast lesion 12 11 6 11 10 Cellulitis 12 23 14 28 31 Breast exam 70 84 99 85 85 Cyst/Nodule 74 56 58 67 105 Contraception 43 35 58 114 94 Dermatitis 53 75 69 82 76 HRT 14 26 42 48 42 Eczema 45 28 30 27 33 Menses, irreg. 91 67 52 62 64 Impetigo 7 2 2 Pain 53 40 37 31 33 Injury 60 49 54 52 54 PAP 250 259 312 314 301 Lice 2 4 2 3 PID 6 4 3 8 4 Nail 62 48 36 40 37 Pregnancy test 99 118 105 73 76 Rash 97 143 100 96 108 Vaginitis, bact. 44 36 40 55 44 Scabies 12 22 23 32 18 Vaginitis, card. 35 57 43 35 54 Tinea 65 72 58 57 51 Vaginitis, trich 8 12 19 9 11 Warts 26 23 37 16 16 Other 93 89 74 67 73 Other 192 163 178 177 115 HEMATOLOGY 73 62 87 60 72 EAR/NOSE✓THROAT Cerumen 25 25 19 28 17 LABORATORY TEST 326 263 225 194 221 Otitis, adult 47 53 43 ,' 38 44 Otitis, child 12 24 28 16 38 MEDICATION Otitis, externa 23 27 30 31 34 Injection 25 22 6 5 6 Sinusitis 73 89 95 90 113 Dispensed 5,921 6396 7409 8471 8407 Other 102 77 94 107 89 3 205 Iowa City Free Medical Clinic/Dick Parrott Free Dental Clinic MUSCULOSKELETAL ENDOCRINE Arthritis 91 83 90 69 74 Diabetes 154 1 217 306 338 402 Bursitis 20 14 13 15 23 Diabetes/Htn 484 397 332 331 346 Carpal tunnel 11 9 9 14 18 Obesity 46 73 81 94 DJD 29 18 37 42 57 Thyroid 187 193 192 212 220 Fibro 4 9 13 9 19 Other 17 15 15 12 21 Fracture 12 17 8 9 15 Injury/strain 400 461 371 333 399 EDUCATION Lumbago 11 16 23 37 68 Dietary 4 5 15 Sciatica 12 13 23 12 29 Smoke cessation 40 121 63 41 60 Tendinitis 19 23 44 18 28 Other 2 Other 48 53 67 80 75 NEUROLOGICAL SEXUALLY TRANSMITTED INFECTIONS Headache 109 99 110 116 125 Chlamydia 49 52 50 45 45 Vision/vertigo 44 31 36 44 40 Condyloma 97 114 127 138 63 Other 44 64 118 77 Gonorrhea 18 19 14 13 15 Neuropathy 57 76 Herpes 23 24 12 20 30 STI check 443 430 369 411 425 OPHTHALMOLOGY Syphillis 10 4 4 Exam 69 63 73 82 89 Other 5 9 13 3 5 Infection 36 32 31 33 39 Stye 7 9 2 4 3 Other 57 33 51 45 62 VIRAL Flu syndrome 3 25 6 9 12 PHYSICAL EXAM Gastroenteritis 24 25 29 26 21 Fatigue 38 39 37 31 22 Hepatitis 17 22 19 21 32 Follow-up 172 176 173 119 118 Molluscum 14 10 6 16 5 Immun., adult 455 391 315 303 172 Other 12 11 10 23 18 Immun., child 1 1 4 1 3 Job 101 134 102 101 51 HIV Counseling 201 316 Residential 2 1 1 3 HIV Post -testing School 14 13 15 15 17 Sport 2 2 2 12 47 Well -child 1 2 4 2 8 Other 107 134 92 75 113 General 19 13 26 22 Gout 19 23 12 Insomnia 18 PSYCHOLOGICAL Anxiety 35 36 41 55 73 Depression 50 66 75 99 150 Drug/ETOH 14 8 13 6 15 Other 13 6 12 12 14 Screen 5 25 4 206 Iowa City Free Medical Clinic/Dick Parrott Free Dental Clinic RESPIRATORY Asthma 168 1 Apnea 7 Bronchitis 71 Bronchospasm 4 COPD 29 Environment 90 Pneumonia 15 PPD, positive 16 Throat, strep 50 Throat, viral 44 URI 192 Other 42 137 194 208 235 2 8 5 13 94 92 55 97 4 8 21 29 35 30 19 23 82 119 130 120 28 18 23 34 8 11 6 11 47 38 58 44 54 35 35 69 260 230 250 310 40 55 53 67 6i 207 Page 1 of 2 Tracy Hightshoe From: salome-raheim@att.net Sent: Thursday, September 09, 2010 10:18 PM To: Tracy Hightshoe Cc: Yolanda Spears; handncer@aol.com Subject: Re: FY11 Public Service Applicants Hi Tracy, Isis Investments, LLC requests consideration for funding for the Isis Affordable Homes Family Investment Project, which was submitted but not funded for FY 11. We request $8,000, which was the original amount requested. However, any funding for the family support services we provided will be helpful. Thank you, Salome Salome Raheim, Managing Member Isis Investments, LLC salome-raheim@att.net (319) 530-4375 From: Tracy Hightshoe <Tracy- H ig hts hoe@ iowa-city.org > To: William Reagan <wmreagan@iowatelecom.net>; Becci Reedus < becci. reed us@jccrisiscenter.org >; a.petersen@eccocast.com; Tom Walz <thomas-walz@uiowa.edu>; Sandra L. Pickup <SPickup3@mchsi.com>; salome-raheim@att.net; Roger Lusala <r.lusala@myep.us>; Crissy <crissy@shelterhouseiowa.org>; Jim Swaim<JimSwaim@unitedactionforyouth.org>; Mary Wiemann <mwiemann@elderservicesinc.com> Cc: Steve Long < Steve- Long@ iowa-city.org > Sent: Tue, September 7, 2010 7:35:29 PM Subject: FY11 Public Service Applicants Hello. The City of Iowa City received unanticipated CDBG program income at the end of our last fiscal year (received June 30, 2010). This is great news for public service applicants as that means we have an additional $15,000 that can be spent for FY11 public service applicants. These funds must be spent by June 30, 2011. The Housing and Community Development Commission was informed of this additional money at their August meeting and requested that staff notify recipients of its availability. At the September 16 HCDC meeting, HCDC will formulate a funding recommendation for this $15,000. These funds will be limited to those who submitted an application for FY11 public service funds (this includes UAY and ESI). If your agency was either not funded or not fully funded and wants to be considered for additional funds up to the original amount requested, please forward an email to my attention by 12:00 PIM, Friday, September 10. Your email should express your interest and the amount requested. The amount requested may not to exceed your original application request. For example if you applied for $10,000 and received $2,500, you can request no more than $7,500. HCDC will not be considering new applications. Applicants that did not receive any funding must request at least $2,500. Based on your interest, your original application will be forwarded to HCDC for their review and recommendation. 9/10/2010 t11 -treet, CI0 khi' 7, }RtMao �i for tenant ad? frc�n� Public Service Projects (Operations) 1. Name of program for which funds are being requested 2. Total Amount of CDBG Funds Requested: $ 3. Applicant Name: Applicant Address: 6 E. Benton Street, c/o Taxes DUNS Number: 4oxt-'1t�t- Signature (please use blue ink): 4. Contact Person: Salome Raheim Isis Investments LLC Phone Number: (319) 530-4375 Fax Number: Email Address: salome-raheim@att net Isis Affordable Homes Family Investment Project 5. Indicate your organization's corporate status and number of years in business in the Iowa City community. Status: O Non-profit Q For -profit Years in business: 3.5 years 6. Did you attend the Applicant Workshop? O NO 0 YES - Please indicate date attended: O 12/29/09 or 1/13/10 7. Brief summary of the proposed project (please limit response to a paragraph). Isis Investments, LLC operates the Isis Affordable Homes project, which increases affordable, scattered site rental housing in single family homes for Iowa City families with incomes at 0 - 30% and 31 — 50% of median family income. After one year of rental, families are eligible to purchase the home. The proposed project is designed to address the problems of families living in poverty and promote sustainability, including homeownership, for ten rental families by increasing financial literacy and life skills. At least eight families who will participate in the project have Section 8 housing vouchers. Strategies to. accomplish the aims of the project include financial literacy training, mentoring to increase self-sufficiency skills, English -Spanish interpretation and translation services, and counseling and service coordination to promote family preservation. Financial literacy training will be provided by Susan Mills, Heartland Investments, as a volunteer. Isis Investments, LLC staff, two MSW-level social Public Service Projects (Operations) 1 FY11 CDBG/HOME Funding Request workers, ,will •provide case management and .direct -services. to ,promote -self-sufficiency and family preservation. 8. The objective of the CITY STEPS Plan is to promote a continuum of care within the community that includes jobs, housing and services for low -moderate income persons. Tell us (a) why this project is needed, (b) how it fills a gap in the City's continuum of care or partners with other services and (c) how it addresses the goals cited in the 2011-2015 CITY STEPS Plan. Include information from studies\research or other supporting documentation, where available. This project addresses two high priority community development needs identified the 2011-2015 CITY STEPS Plan: life skills and financial literacy (p. 4). It also addresses the goal of "Affirmatively Furthering Fair Housing —Prevention and Outreach Activities: Assist low-income households in maintaining and retaining their existing housing" (p. 93). Family preservation, Financial Literacy and other self- sufficiency skills building services will assist families to retain their existing housing, as well as address the problems of families living in poverty. Need The proposed project addresses the problems of those living in poverty, using approaches identified in the 2011 — 2015 CITY STEPS Plan. As reported in the Plan, Census 2000 data indicate that a significant number of Iowa City families are living in poverty, (p. 78). Extremely low income and very low income families have particular needs for supportive services (pp. 31-32), which this project provides. The CITY STEPS Plan identifies affordable housing, family preservation, self-sufficiency skills and services coordination as the greatest needs in addressing the problems of these families (p. 77). Unfortunately, assistance provided to people in poverty tends to be more oriented toward managing crises than prevention of poverty or more long-term interventions that invest in a family's future (p. 79). The applicant is currently addressing affordable rental housing needs through the Isis Affordable Homes project. The proposed project expands the services available through Isis Affordable Homes to provide needed family preservation services, services coordination and self-sufficiency skills, including financial literacy. These are long-term, family investment strategies. A secondary focus of Isis Affordable Homes is promoting homeownership. The CITY STEPS Plan acknowledges that the ability to successfully make the transition from renting to home ownership can be daunting. Learning how to budget, allowing for home maintenance, keeping a credit history in good shape —all of these elements are key components of home ownership counseling which must be available to first time homebuyers to help them achieve long-term stability and avoid default or foreclosure. While the City provides and supports a homebuyer counseling program through ICHA and the Iowa City Area Association of Realtors, there remains a need for additional counseling, particularly in the areas of financial literacy and credit counseling (pp. 39-40). The financial literacy services this project will provide address the needs of families who want to become homeowners. How We Fill the Gap This project fills the gap in the continuum of care by providing 1) case management services to link tenant families with available services; and 2) direct services when those services are not available or accessible due to limited funding, waiting lists or language accessibility. Services Coordination The CITY STEPS Plan indicates that many services are available to low-income residents, but that some individuals are unable to take full advantage of these resources. Lack of information on available services and inexperience with how to access and coordinate them are likely reasons that families may not access needed services (79-80). Project staff members' experience with Latino families in Iowa City indicate that language barriers are another reason that families may not take advantage of available services. This project addresses the need for services coordination by using a case Public Service Projects (Operations) 2 FYI CDBG/HOME Funding Request management, approach. Rroject=staff-members .provide4case.management-services.for tenant families to assess, plan, implement, coordinate, monitor, and evaluate the options and services required to meet their needs. Using their expert knowledge of service providers and the services network in Iowa City and bi-lingual skills, project staff link tenant families to needed resources and advocate for and with them as needed. We also provide information and referral to families seeking housing that are not yet Isis Affordable Homes tenants. Examples of past case management and services coordination activities include: • Refer applicant families to housing opportunities that will meet their needs (e.g., Housing Fellowship) • Coordinate with the Iowa City Community School District (ICCSD) to cover transportation costs to the Iowa School of the Deaf in Council Bluffs, IA • Communicate with local government officials to help families advocate for health care • Coordinate with ICHA— o Arrange temporary housing for tenant family while repairs were being made after a house fire o Provide interpretation and translation services for Spanish speaking families to enable them to apply for ICHA programs • Help families navigate service systems— o Public school system (re: IEP's, registration, attend meetings) o Community resources for emergency food and utility payments o DHS for services • Network with community to inform about the mission of Isis Affordable Homes and to recruit volunteers, such as Susan Mills, Heartland Investments Family Preservation Iowa City has excellent programs to support families, such as Hawkeye Area Community Action Program (HACAP), the Johnson County Head Start Family Service Program, the Neighborhood Centers of Johnson County, and the Head Start Family Service Program (2011-2015 CITY STEPS, p. 78). Some of these are neighborhood -based programs, which are not accessible to Isis Affordable Homes tenant families. All of these programs are in great demand in the community and often have waiting lists. The CITY STEPS Plan indicates that creating more case management interaction would assist in earlier, comprehensive intervention that will contribute to improving and maintaining nurturing family environments (p. 79). This project helps fill the gap of needed family preservation services by providing case management, referral and direct counseling. Examples of project services that the project has and will provide are: • Referral to the Johnson County Focus on Youth Fund and assistance with accessing funding for childcare. • Problem solving with families who experience barriers and road blocks in the community • Counseling services to assist tenant mother to ,discuss safe sexual behavior with her adolescent daughter Self -Sufficiency Skills The CITY STEPS Plan states that there are some important services available in Iowa City aimed at developing self-sufficiency skills, which include budgeting/money management, family and parental counseling, skills development and communication skills. While many of these services are already available in the Iowa City area, access to them can be an issue (p. 79). While the City provides and supports a homebuyer counseling program through ICHA and the Iowa City Area Association of Realtors, there remains a need for additional counseling, particularly in the Public Service Projects (Operations) 3 FYI CDBG/HOME Funding Request areas of financial.literacy.andcredit,counseling.(pp.-.3.9-44). Susan. Mills�of.Heartl_and :Investments,(a volunteer) will provide financial literacy/financial management training to project participants. This project links tenant families to available services to develop their self-sufficiency skills, as was as provide direct services —including financial literacy training. Self-sufficiency skill building services to be provided are similar to past project activities. These include: Support for GED completion Budgeting/financial counseling Mentoring and coaching to enhance o effective communication o conflict resolution o positive relationship building o goal setting o personal organization and time management • Mentor and coaching to develop home maintenance skills, such as installing flooring, painting, and minor home repairs Project staff build positive, caring relationships with tenant families. The goal of these relationships and all project activities is to support an optimum level of wellness, self -management, and functional capability to become engaged members of the Iowa City community. The project link clients with appropriate providers and resources throughout the community while ensuring that services provided are culturally and linguistically competent, effective, client -centered, timely, efficient, and equitable. Provide a budget breakdown for your specific program or expense. The budget breakdown should include ONLY those costs directly related to the program or expense. For example, if the project is the addition of one staff person, the budget should include only the estimated cost of and resources available for that position. Alternatively, if the project is the implementation of a specific service program, provide the total estimated costs of and resources available for the project, broken out by general�categories such as salaries, materials, office expense, marketing, etc. (Please include the cost of an audit for any organization that expects to receive over $500,000 from all federal sources.) If other non-CDBG resources are used to fund the project/expense, please list the sources, [state if the funds are in -kind or cash,] and check if the funds are anticipated or already in -hand (committed). If anticipated, indicate the date the funding will be available if awarded. Document Costs Whenever Possible. Budget Breakdown (Include only those costs directly related to the project.) Public Service Projects (Operations) 4 FYI I CDBG/HOME Funding Request 'Type 'Status Expense Category (e.g. salaries, acquisition, rehab) possible, If ossible lease CDBG List Source of Y U E prioritize the budget Funds Other Funds Other Funds N Please place an W" in the box that Salaries $8,000 $ X pfies: No $ $4,000 Applicant X Yes Volunteer Contribution $1,500 Susan Mills, Yes Total from Question #10 Heartland Invest. Total $ Public Service Projects (Operations) 5 FY11 CDBG/HOME Funding Request 10. If volunteers are used,.please-describe howthese. volunteers are utilized for the.proposed activity. Unskilled labor hours x $10 per hour = $ Skilled labor (_Susan Mills, _50 hours x $_30_ per hour $1,500 Heartland = Investment ) Skilled labor ( ) hours x $ per hour = $ Total $1,500 Susan Mills of Heartland Investments will provide financial literacy training, both individually and in groups to tenant families. 11. All public service projects are required to expend their full award and complete the proposed project by the end of the fiscal year (June 30, 2010). Will you be able to meet this requirement? QYes DNo 12. Please indicate the population to be served by the proposed program according to the income categories shown in the Applicant Guide. If you are requesting money for a specific administrative expense (e.g., a staff member's salary), indicate the population served by your agency as a whole. (Please Note: If this application is funded, the information in this table will be used as income targeting for the CD54G Agreement). Number between 0 - 30% median income Number between 31 - 50% median income Number between 51 - 80% median income Number between 80 - 100% median income Number over 100% median income Total Percent LMI Percent Iowa City Residents persons (a) persons (b) persons (c) persons (d) persons (e) persons (f) (a+b+c)=f 100 Please describe the basis or methodology used to estimate the number of clients to be served (i.e. survey, last year's reports, etc.) Current tenant rolls Public Service Projects (Operations) 6 FYI I CDBG/HOME Funding Request 13. Please select one�main•objectiveeciutcome,-andoutput..indiclatorfor.-the.proposed.pr_oject._Second,,provide specifiic project indicators in the narrative (i.e., number of households assisted, number of persons assisted, etc.) Objective: O Suitable living environment Outcome: O Availability/accessibility Output Indicator: O Persons Q Decent affordable housing O Creating economic opportunities O Affordability Q Households 21 Sustainability O Housing units A minimum of ten household will be assisted. A total of number 40 persons will be assisted, when the children in 16. If the applicant has not received CDBG funds in the last three years, please provide evidence of your organization's capacity, financial skills, commitment and/or experience to implement the proposed program or service within the established timetable and budget. The Isis Affordable Homes housing project has a proven record of success in creating affording housing for extremely low income, and very low income families. Although Isis Investments, LLC received CDBG/HOME funds in the two previous fiscal years, we note here relevant details about our capacity, commitment and experience. Since 2007, Isis Investments, LLC (the applicant) and Salome Raheim (Managing Partner) have converted ten market value priced homes into affordable housing and rented them to families with Section 8 housing vouchers (nine in Iowa City and one in Johnson County). Prior to receiving CDGE/HOME in FY 2009, Isis Investments, LLC partners —Salome Raheim, Yvonne Roberts and Joshua Raheim—began creating affordable housing in Iowa City and Johnson County with private funds (i.e., bank loans and personal funds) and volunteers. Two houses were purchased and rehabilitated and a third house that had been rented at market value was converted into an affordable housing unit. The first acquisition was a collaboration with community volunteers in Public Service Projects (Operations) 7 FYI I CDBG/HOME Funding Hequest .Oxford, .IA.to,purchase-and rehabilitate a vacant, neglected property. The home was to be occupied by a nine -member family with an urgent need for Section 8 approved housing. The acquisition was accomplished in eight days, including initial viewing, securing financing, professional housing inspection and closing. Over twelve skilled and unskilled volunteers completed rehabilitation in one week, which involved drywalling, electrical work, carpentry and painting all finished, interior walls. The family occupied the home twelve days after closing. Isis Investments, LLC owns and manages a total of seven properties and maintains a collaborative and supportive relationship with all tenants. The capacity to support tenants was increased in FY 2009 by hiring Yolanda Spears, a social worker, to serve as Property Manager. In FY 2010, the addition of an Assistant Property Manager, Ladiester LaMaster, who is a Latina, bi-lingual social worker in the Iowa City School District, has expanded our capacity to recruit and effectively serve Spanish-speaking families. Our history of acquisition, rehabilitation and management of affordable rental properties, as well as the culturally and linguistically competent support services provided to tenants, demonstrate our experience, capacity and commitment to undertake the proposed addition to our existing project. Isis Investments, LLC Managing Member, Salome Raheim has extensive administrative and financial management experience. She was director of the University of Iowa School of Social Work for over seven years and served for 1.5 years as Senior Associate to the President of the University of Iowa. As the School of Social Work director, she was responsible for oversight of more than thirty faculty and staff, the general operating budget and over three million dollars of grants and contracts. Isis Investments, LLC Property Manager, Yolanda Spears is the director of the Iowa City Community School Family Resource Center at Lucas Elementary. As the Lucas FRC Director, she is responsible for working with parents to encourage meaningful involvement in their children's education, to strengthen families, connect families to district and community resources, provide education, manage (financially and oversight) of grant supported programming and counseling to build skills, help create a welcoming school environment in which families feel supported and accepted. She works with Isis Affordable Homes' tenant families to assist in gaining knowledge and skills and removing barriers to maintaining their home and good relationships in their new communities. Raheim, Roberts and Spears each have knowledge of the target population, which also demonstrates capacity to undertake this project. They have personal experience living in low- income urban areas. All are trained human service/health care professionals with professional experience working with the target population for this project. They have excellent communication and assessment skills and have been able to effectively interview and screen rental applicants and maintain positive and supportive relationships with families in the project. FYI I Public Service Applicants Page I of 2 Tracy Hightshoe From: Roger Lusala [r.lusala@myep.us] Sent: Wednesday, September 08, 2010 11:19 AM To: Tracy Hightshoe Subject: Re: FY11 Public Service Applicants Good Morning Tracy, MYEP would like to be consider for the allocation of the public service fund for the purchase of equipments for the Youth Entrepreneurship. We are requesting an additional $5, 707.00 to reach our maximum of our original request of $8,332.00 Thank you for your consideration, Best Regards, Roger B. Lusala Executive Director, MYEP 407 Highland Ct, Iowa City, IA 52240 Phone: 319-341-0060 Ext.7001 / FAX: 888-883-1235 / www.myep.us "Develop an attitude of gratitude, and give thanks for everything that happens --- Brian Tracy On 9/7/2010 6:35 PM, Tracy Hightshoe wrote: Hello. The City of Iowa City received unanticipated CDBG program income at the end of our last fiscal year (received June 30, 2010). This is great news for public service applicants as that means we have an additional $15,000 that can be spent for FY11 public service applicants. These funds must be spent by June 30, 2011. The Housing and Community Development Commission was informed of this additional money at their August meeting and requested that staff notify recipients of its availability. At the September 16 HCDC meeting, HCDC will formulate a funding recommendation for this $15,000. These funds will be limited to those who submitted an application for FY11 public service funds (this includes UAY and ESI). If your agency was either not funded or not fully funded and wants to be considered for additional funds up to the original amount requested, please forward an email to my attention by 12:00 PM, Friday, September 10. Your email should express your interest and the amount requested. The amount requested may not to exceed your original application request. For example if you applied for $10,000 and received $2,500, you can request no more than $7,500. HCDC will not be considering new applications. Applicants that did not receive any funding must request at least $2,500. Based on your interest, your original application will be forwarded to HCDC for their review and recommendation. Please contact me with any questions and please email me upon receipt so that I know your agency has been informed of this funding opportunity. Thanks! Tracy ffigli 000 City of Iowa City 9/8/2010 Public Facility, Planning & Other Projects 1. Name of Project: The Arc of Southeast Iowa 2. Total Amount of CDBG Funds Requested: $3,183.85 3. Applicant Name: The Arc of Southeast Iowa Applicant Address: 2620 Muscatine Ave. Iowa City Iowa 52240 DUNS Number: 8844878 Signature (please use blue ink): 4. Contact Person: Bill Reagar Phone Number: (319) 351 Fax Number: (319) 351-68 tman Aaaress: wmreagan0l9wi atelecom net S. Location of proposed project: 2620 Muscatine Ave. Iowa City 6. Did you attend the Applicant Workshop? D NO O xYES - Please indicate date attended: 012/29/09 or 0X1/13/10 7. Brief summary of the proposed project (please limit response to a paragraph). The proposed project includes purchase and installation of Sensory Intgdrptipn indoor therapy RlaY g9ulnment-the Vestibulator III: a freestanding frame, -built in mat U shaR§d weighted base for stability and security. Includes two 60 11b. round fear weights, height adjusters, t. herraaRy roe, frame padding 36" horse -roll free swing and 5' platform swing, To be utilized by children with disabilities 8. Please specify the one most applicable priority need and priority need level, as shown in CITY STEPS 2011-2015. Developmentally Disabled Children Priority Need Priority Need Level High 162 9. Tell us why this project is needed (include information from studies\research or other supporting documentation) and how it fills a gap in the community as outlined in CITY STEPS. Also, indicate how the project partners with existing services/facilities. The Arc of Southeast Iowa is celebrating its 53rd anniversary and is the longest running disabill y provider agency in Iowa City The Arc of Southeast Iowa M,rves children and adults with mend mttardation. Down syndrome autism, brain IniuM cembrall RMIMy and other counlitive and developmental disabilities and their families. The Arc of Southeast Iowa g vides an array of services and err grams including adxQMM respite. supported community living. consumer directed attendant care. Intermittent medical monitoring and treatment supRqted eMRIOVMent services children at home program sibling support g.. roue_parent support grouu, Hispanic summd group. social skills da, aMnt education, family fellgwshiq, home a and vehicle modlMon program and two summer day camps (one for little tykes and one for adolescents acid teens). The Arc of Southeast Iowa Rgrtners with the City of Iowa Cii<y PArks and Rpr and with the Iowa City Communft School DisbIjct Services provided by the Arc of Southeast Iowa enable many developmentally disabled ch lldrren to remain IMng with th their families and Ifty se enable many developmentally disabled adults to remain living in our community and to avoid institutionalization or other more restrictive living situgtions. The IowwQFfy AWS gffze2 nW rMg_er ran a story December 2A. 2009 about one of the families served by the Arc of u wa Quintero- i Quintero --Rodriguez Sigh suroedes W date Induding two heart surgeries, eve surggM hip surgery surgery Qn Intestines and back sumenr Pammy's pgrents rP_aty and QgMingo were told she would never walk, talk eat. She now waiks and talcs (speaks Engles and SganLqhl and can eat a fewfQods on bM own. Patty and Domingo were gggted: "we aregrateful for all of the wonderful SUMMrt from the Arc of Southeast Iowa."" We think of the Arc i2 mgIyerr£.as family." " The progress Pammv has made is a mirade." " The Arc of Southeast Iowa makes it possiibie for us to keen Pa tmMy at home and fer us to engage in all the routine activities of a busy working family " The Arc of Southlast Iowa was the 2008 redolent of the Iowa City Chamber of-Comlg@= Diversity and Induslon award In ems of advocacy the Am of Southeast =owa took a strong stand on Public MeasuIS D. better known as the "Idiot Amendment" The "Daily Iowan" ran an article quoting the Arc of Southeast Iowa's Rggition: dariffication was needed because the law did not accur-a1tellydes-a a the pQonte to whom it applies." If you look in the did9onatyunder i lot, it sayl a foolish person/an offensive RUM." "There Is nothing that mak�n Intellectually disabled person inherently foolish or offensive." In addition the measures influence go -es b!Mond the actual voting law." "Words like idiot can affect sodetai attitudes and lead to the devaluation of the Qerson." The Arc of Southeast Iowa is proud to have been a strong voice advocating EmItI g in the removal of this offensive lanc ivage 1M constitutionand strengthening the rilghil of the disabled, i n th dui Babied In gaining full inclusion In our community, The Vestibulator Ili will be installed in the Arc's Children's enhancement Rlay therapy area and will be used by children during programmiing and leisure time. 163 10. Please provide a budget breakdown for your specific project. Complete the various categories appropriate for your project. Use categories such as property acquisition, architectural expenses, construction costs, material and administrative costs, etc. for construction/rehabilitation projects. The budget breakdown should only include those costs directly related to the project. If a construction project, provide the total estimated costs of the project, but do not include operational expenses or expenses not directly related to the construction project. Under the "status" column, indicate if funds are anticipated or committed for each source of funds. If anticipated, include the date the funds will be available if awarded funding. Please include the cost of an audit for any organization that expects to receive over $500,000 from all federal sources. Also, budget for the other items under Budget Considerations in the FY11 Applicant Guide. 164 Document Costs Whenever Possible. A construction estimate is strongly encouraged for all rehabilitation or new construction projects. PLEASE NOTE: The Housing and Community Development Commission may request a copy of your overall agency budget. Budget Breakdown (Include only those costs directly related to the project.) Expense Category (eg, salaries, acquisMon, rehab) If possible, please prioritize the budget CDBG Funds Other Funds List Source of Other Funds Type status c q -5 c� Please place an 'X"in the box that applies: Purchase $3183.85 $ 0 Assembly $ $ $ $ Volunteer Contribution (Total from Question #1�$3138,85 $4000 Tote/ $ 40.00 Amount of private\agency\other funds Amount of CDBG funds Total Project Funding Number of persons assisted Total cost per person Total CDBG Cost Per Person $ 40.00 (a) g 3138.85 (b) 3178.85 (c) (a + b) 360 (d) (see question 14) $ 8.83 (e) (c _ d) $ 8.83 (f) (b _ d) 11. If volunteers are used please describe how these volunteers are utilized for the proposed activity and estimate the amount of volunteer time and value dedicated to the identified tasks. Unskilled labor 4 hours x $10 per hour = $ 40.00 Skilled labor ( ) hours x $ per hour = $ Skilled labor ( ) hours x $ per hour = $ Total [40,w- 00 165 12. Does the proposed project pay full property taxes? OYes O_XNo If yes, what is the estimated value of taxes generated from this Project? $ If property taxes are not paid, does the proposed project pay a Payment In Lieu of Taxes or a reduced tax rate? OYes OXNo If yes, what is the percent of full taxes paid? 96 and amount paid is $ 13. Briefly outline the proposed timetable for the commitment and expenditure of the funding being requested (include other project factors such as rezoning, construction schedule, or application(s) for other funding). Please Note: Iffunded, this spa Wule will be used for anyprofectagreement for the use of CDBG funding. Date: Description of Activity: July 1, 2010 Beginning of City Fiscal Year and Project Start Date If funded the nro9ect will be completed within six months of announcementgrant award 166 14. Please indicate the population to be served by the proposed project according to the income categories shown in the Applicant Guide. (Please Note. If this application is funded, the information In tfils table will be used as income targeting for the CDBGAgreement), Number between 0 - 30% median income Number between 31 - 50% median income Number between 51 - 80% median income Number between 80 - 100% median income Number over 100% median income Total Percent LMI Percent Iowa City Residents 155 persons (a) 48 persons (b) 73 persons (c) 76 persons (d) 7 persons (e) 360 persons (f) 77 4b (a+b+c)+f 83 % 15. Please select one main objective, outcome, and output indicator for the proposed project (see applicant guide). Second, provide specific project indicators in the narrative (i.e. number of units to be rehabilitated, number of households assisted, number of units constructed, etc.) Objective: Outcome: O Suitable living environment O Decent affordable housing O Creating economic opportunities O Availability/accessibility Output Indicator: OX Persons O Sustainability O Housing units The Arc of Southeast Iowa serves NO disabled children and adults and their families and empiovs 260 employees-83% Qf which are Iowa City residents. Inclusion full citizenshig_riohts, fostering independence and strengthening families are the major goals of the Arc of Southeast Iowa 16. On the attached map, indicate the location of the proposed project. 167 17. Please list amount of CDBG funds received within the last three City fiscal years and the status of the project(s) undertaken. (Gly fiscal yearJuly 1 to.lune 30) Fiscal Year Funds Recv'd Budgeted Amount Amount Expended (as of 12/31/09) Date Project Completed FY08 (July 2007 - June 2008) -0- -0- N/A FY09 (July 2008 - June 2009) $4000.00 $3945.13 10108 FY10 (July 2009 - June 2010) $4500.00 $4500.00 9109 18. Is the applicant (including partners, co -applicants, etc.) currently in compliance with all federal, state and local laws, rules and regulations including any CDBG and/or HOME funded projects? [Wes [No If "No" or the matter is currently in litigation please give the name of the case and explain the basis of the case. N/A 168 19. If the applicant has not received CDBG funds in the last three years, please provide evidence of your organization's capacity, financial skills, commitment and/or experience to undertake and complete the proposed project within the established timetable and budget. MLA 169 ----'- -~---'-�.-_�r170 SENSORY INTEGRATIM estibulator III. yt'Iiis awesome indoor frame with built-in mat is ideal for all types of vestibular therapy. It utilizes a freestanding frame with a U-shaped tVeighted base for security and stability in all directions. Requires 75"W x 9X/2"D floor space, 92"H and works within an 8' ceiling space< Assembles In minutes. Comes with frame, two 60-lb. round bar weights, height Ousters, 30" therapy rope base, 2 earabiners, 3" thick floor mat and frame padding. Need to allow an additional 18" of space to accommodate rear extension of base. Weight capacity: 300 lbs. Assembled weight: 425 lbs. Compatible with all Vestibulator II swing accessories. All swings and awing accessories sold separately. 0841AP7600AF Vestit ulator III .......... ............ $2299:95 #841 AP7601 36" Horse Roll .......... I ...........::$44Q"OU #841 APA7602 Free Swing ........................:..: $74"95' #841 AP7603 5' Platform Swing .................... :$359:95 361 Horse Roll Vestibulator III Shown with :Optionol Horse Roll Free Swing 5' Platform Swing 171 Pa&e 1 of 2 Tracy Hightshoe From: Becci Reedus[becci.reedus@jccrisiscenter.org] Sent: Friday, September 10, 2010 11:39 AM To: Tracy Hightshoe Subject: Re: FY11 Public Service Applicants Hi Tracy, Thank you for the opportunity to apply for additional money through the Community Development Block Grant funds. We requested $10,625.00 in our original applicationto support our Emergency Assistance Program. We received $3,177 in funding. We are requesting $ 7,448.00 from the additional money available. Thank you, Becci Reedus Executive Director The Crisis Center of Johnson County On Tue, Sep 7, 2010 at 6:35 PM, Tracy Hightshoe <Tracy-Hightshoe(a�iowa-city.org> wrote: Hello. The City of Iowa City received unanticipated CDBG program income at the end of our last fiscal year (received June 30, 2010). This is great news for public service applicants as that means we have an additional $15,000 that can be spent for FY11 public service applicants. These funds must be spent by June 30, 2011. The Housing and Community Development Commission was informed of this additional money at their August meeting and requested that staff notify recipients of its availability. At the September 16 HCDC meeting, HCDC will formulate a funding recommendation for this $15,000. These funds will be limited to those who submitted an application for FY11 public service funds (this includes UAY and ESI). If your agency was either not funded or not fully funded and wants to be considered for additional funds up to the original amount requested, please forward an email to my attention by 12:00 PM, Friday, September 10. Your email should express your interest and the amount requested. The amount requested may not to exceed your original application request. For example if you applied for $10,000 and received $2,500, you can request no more than $7,500. HCDC will not be considering new applications. Applicants that did not receive any funding must request at least $2,500. Based on your interest, your original application will be forwarded to HCDC for their review and recommendation. Please contact me with any questions and please email me upon receipt so that I know your agency has been informed of this funding opportunity. Thanks! Tracy HigAtOoe City of Iowa City 410 E. Washington St. Iowa City, IA 52240 319.356.5244 Fax 319.356.5217 9/ 10/2010 y v .: � IE k r r r r : K x CAi WOW e ° h nv f d �■ �� i3� Ry'1 y .. . .• a �. ° `-.. � ,. x .. � � t N" rid.. s�' .? - �y`.Y t* ki � 4 'Jr• f, i £ c � � F ol Mll- ftw N h 9 lot ITT, I y F 4 � 4A 1a i WI VMS pp; s �Jjkhv Public Service Projects (Operations) 1. Name of program for which funds are being requested: The Crisis Center Emergency Assistance Program 2. Total Amount of CDBG Funds Requested: $10,625.00 3. Applicant Name: The Crisis Center of Johnson County Applicant Address: 1121 Gilbert Ct, Iowa City, IA 52240-4528 DUNS Number: 16-849-0613 Signature (please use blue ink): Becci Reedus, submitted electronically 4. Contact Person: Becci Reedus Phone Number: 319-351-2726 Fax Number: 319-351-4671 Email Address: becci.reedus@jccrisiscenter.org JAN 2 6 2010 5. Indicate your organization's corporate status and number of years in business in the Iowa City community. Status: 1X] Non-profit O For -profit Years in business: 40 6. Did you attend the Applicant Workshop? O NO El YES - Please indicate date attended: O 12/29/09 or FRI 1/13/10 7. Brief summary of the proposed project (please limit response to a paragraph). For more than a decade, the Crisis Center of Johnson County's Emergency Assistance Program has helped families avoid eviction and assist them with paying utilities and water bills. Residents of Iowa City are eligible to receive assistance three times in twelve months, up to $100 each time, for a total of $300 per year. Prior to fiscal year 2010, this program provided direct assistance from the financial contributions of the Consultation for Religious Communities, St. Anthony's Bread — a program of St. Mary's Church in Iowa City, and financial donations from individuals to the Crisis Center. Weekly requests for assistance always exceeded funds available. In the fiscal year budget 7/l/09 to 6/30/10, the Crisis Center allocated an additional $10,000 from Crisis Center funds to the Emergency Assistance Fund. In addition, through efforts of the Crisis Center, two major donations of $15,000 each were received in August & September 2009. Because of the additional funds, the Emergency Assistance Program has been able to double the number of families assisted each week. Since November 2009, in some weeks less than 15 families did not receive assistance — a decrease of 45% from the first six months of 2009. However, the additional funding increases the amount of staff time needed to assist families with these emergency needs. In response, the Food Bank Assistant Director's position was increased from 30 to 40 per week. We are requesting $10,625, or 25% of the salary and benefit costs to cover this salary increase in fiscal year 2011. Public Service Projects (Operations) 172 FYI CDBG/HOME Funding Request 8. The objective of the CITY STEPS Plan is to promote a continuum of care within the community that includes jobs, housing and services for low -moderate income persons. Tell us (a) why this project is needed, (b) how it fills a gap in the City's continuum of care or partners with other services and (c) how it addresses the goals cited in the 2011-2015 CITY STEPS Plan. Include information from studies\research or other supporting documentation, where available. Why this project is needed CHAS Data 2000 reports 25,144 households in Iowa City, with 53% of those, or more than 13,000, as renters. Just over 80% of these renting households are classified as "low, very low or extremely low" income. Not surprisingly, the CHAS Data 2000 categorizes almost 55% of these renting households as "experiencing housing problems." The Crisis Center's Emergency Assistance program was created to respond to client requests for financial assistance to avoid eviction and loss of utilities. In collaboration with St. Mary's Church and the Consultation of Religious Communities, the center has become a single -point resource for individuals and families seeking financial assistance. By collaborating with the local faith community, the Crisis Center has reduced duplicated requests and begun to data collection regarding emergency financial needs in the community. How the project fills a gap in the City's continuum of care Like the majority of government -based assistance programs, those for rent and utility assistance have a maximum income guideline. When a family's income exceeds that threshold by even $1, they cannot qualify for assistance even though their income does not classify as a living wage. Most of the clients served in the Crisis Center's Emergency Assistance program fall into this gap. The disabled face a similar issue, in that their supplemental security income (SSI) does not adequately cover living expenses. Data from the Emergency Assistance program provides an additional snapshot of the continuum of care gap. From 1/l/09 to 6/30/09, the Emergency Assistance Program provided assistance to 313 households — allocating an average of $93.66. Total program expenditures for these six months were $29,516.90. Ninety-six percent of the assists were for rent or mortgage assistance or utilities. Unfortunately, during that same period of time, approximately 676 families were turned away during the same time period, due to a lack of funding. By contrast, from 10/1/09 to 12/30/09, the program assisted 229 households with an average allocation of $94.20. Total program expenditures during this three months were $21,571.85. Ninety-nine percent of the assists were for rent or mortgage assistance or utilities. During this time period, approximately 180 families were turned away not due to lack of funds, but because of limited staff time to adequately process these requests. Without the Emergency Assistance program, in recent months: • a 39 year old single mother of one on unpaid medical leave would have lost her housing • a 51 year old single man who was injured at work and whose workman's compensation was pending, would have lost his housing. • a 59 year old disabled man would have had his water shut off • a 28 year old single mother of three, whose work hours were cut from full to part-time, would have had her electricity disconnected The Crisis Center has worked diligently to increase the program budget and garner additional financial contributions to assist households with avoiding eviction or loss of utilities. However, the staff time necessary to administer the program has capped the center's ability to provide assistance. How it addresses goals cited in the 2011-2015 CITY STEPS Plan Preventing homelessness is a key goal for the 2011-2015 CITY STEPS Plan. The Crisis Center Emergency Assistance program is one existing program in Iowa City that is directly meeting the goals of Objective A — to assist low-income households in maintaining and retaining their existing housing. Public Service Projects (Operations) 173 . FY19 CDBGIHOME Funding Request 9. Provide a budget breakdown for your specific program or expense. The budget breakdown should include ONLY those costs directly related to the program or expense. For example, if the project is the addition of one staff person, the budget should include only the estimated cost of and resources available for that position. Alternatively, if the project is the implementation of a specific service program, provide the total estimated costs of and resources available for the project, broken out by general categories such as salaries, materials, office expense, marketing, etc. (Please include the cost of an audit for any organization that expects to receive over $500,000 from all federal sources.) If other non-CDBG resources are used to fund the project/expense, please list the sources, [state if the funds are in -kind or cash,] and check if the funds are anticipated or already in -hand (committed). If anticipated, indicate the date the funding will be available if awarded. Document Costs Whenever Possible. Budget Breakdown (Include only those costs directly related to the project.) Type Status Expense Category (e.g. salaries, acquisition, rehab) c If possible, please CDBG Other List Source of 1 U) p E prioritize the budget Funds Funds Other Funds N v p $ Please place an 'X' in the box that a lies: Salary $8,500 $8,500 General Operating X Benefits $2,337 $2,337 General Operating X Office Supplies & Printing $ $2,500 General Operating X Postage $ $100 General Operating X Direct Assistance $ $48,763 General Operating, X Mead Foundation, Anonymous Donor Direct Assistance (third $ $36,000* Council for Religious X Ply) Communities, St. Anthony's Bread (St. Mary's Church) $ $ Volunteer Contribution $16,224 (Total from Question #10 Total $10,837 $114,334 * Figure is approximate. The Consultation for Religious Communities makes weekly donations to the Emergency Assistance program based on contributions from member churches. 174 Public Service Projects (Operations) FY11 CDBG/HOME Funding Request 10. If volunteers are used, please describe how these volunteers are utilized for the proposed activity. Unskilled labor hours x $10 per hour = $ Skilled labor (Client Interviewers) 16M x 52 weeks = 832 hours x $19.50 per hour = $16,224 Skilled labor ( ) hours x $ per hour = $ Total $16,224 Volunteers assist with client interviews to assess need and determine eligibility for emergency financial assistance. The per hour rate of $19.50 is a nationally accepted figure for volunteer time. 11. All public service projects are required to expend their full award and complete the proposed project by the end of the fiscal year (June 30, 2010). Will you be able to meet this requirement? 0 Yes ONo 12. Please indicate the population to be served by the proposed program according to the income categories shown in the Applicant Guide. If you are requesting money for a specific administrative expense (e.g., a staff member's salary), indicate the population served by your agency as a whole. (Please Note: If this application is funded, the information in this table will be used as income targeting for the CDBGAgreement). Number between 0 - 30% median income Number between 31 - 50% median income Number between 51 - 80% median income Number between 80 - 100% median income Number over 100% median income Total Percent LMI Percent Iowa City Residents _4591 persons (a) _299 persons (b) _47 persons (c) 3 persons (d) 2 persons (e) _4942 persons (f) _99.9 % (afbfc)=f _89.0 % Please describe the basis or methodology used to estimate the number of clients to be served (i.e. survey, last year's reports, etc.) The figures provided document the Crisis Center's Food Bank program population for fiscal year 2009 and are representative of the Emergency Assistance program's population. Public Service Projects (Operations) 175 FYI 1 CDBG/HOME Funding Request 13. Please select one main objective, outcome, and output indicator for the proposed project. Second, provide specific project indicators in the narrative (i.e., number of households assisted, number of persons assisted, etc.) Objective: El Suitable living environment Outcome: El Availability/accessibility Output Indicator: 0 Persons O Decent affordable housing O Creating economic opportunities O Affordability O Households O Sustainability O Housing units In fiscal year 2011, the Emergency Assistance program intends to provide assists to 850 families. 14. In the last five years, has your agency received a CDBG award of which all or a portion has reverted to the City due to non -expenditure of funds? If so, please explain. No. 15. Is the applicant (including partners, co -applicants, etc.) currently in compliance with all federal, state and local laws, rules and regulations including any CDBG and/or HOME funded projects? N]Yes ONo If "No" or the matter is currently in litigation please give the name of the case and explain the basis of the case. 16. If the applicant has not received CDBG funds in the last three years, please provide evidence of your organization's capacity, financial skills, commitment and/or experience to implement the proposed program or service within the established timetable and budget. N/A. Public Service Projects (Operations) 176 FYI CDBG/HOMEFunding Request 0 us. s • Grtsts:Genrer r! yfitpo" JOHNSON COUNTY CRISIS CENTER •l121 Gilbert Court Iowa City, IA 522409(319) 351-2726 Annual Budget 2009-2010 Revenue United Way $ 132,863 Local Funding $ 139,655 Rebuild Iowa $ 96,331 Fund Raising $ 112,000 Churches $ 75,000 Donations $ 175,000 Project Holiday $ 32,000 Grants $ 30,000 Interest $ 2,000 Carryover Balance $ 210,172 Total. Revenue $ 1,005,021 Expenses Salaries $ 517,406 Training and Development $ 15,850 Program Costs $ 165,401 Occupancy & Equipment $ 139,385 Insurance $ 8,370 Professional Services $ 14,300 Office/Postage $ 19,800 Fund Raising and Marketing $ 30,274 Held in Reserve $ 94,235 Total Expenses $ 1,005,021 177 Pagel U 2 Tracy Hightshoe From: a.petersen@eccocast.com Sent: Tuesday, September 07, 2010 7:21 PM To: Tracy Hightshoe Subject: RE: FY11 Public Service Applicants Tracy, Yes, we would like very much to be considered for the newly appropriated CDBG funds. Our organization is growing and we have been looking for a way to integrate with other local organizations like Systems Unlimited, the Extend the Dream Foundation and Wesley House to provide low-cost broadband for their facilities and clients. Funding NetReach at this stage with $7,500 would launch that program and others that we are working on, like our PCFree initiative to lend refurbished computers to households that can't afford them (a recent study of Internet accessibility in Iowa found that for over thirty percent of those who do not have broadband Internet access, the reason given was lack of a computer). We are currently purchasing computers from U of I surplus and fixing them for this project. Funding would allow us to kick it into high gear. A few questions: Should I attend the Sept. 16th meeting? Also, do we need to submit another proposal? Thanks, Amos Petersen -------- Original Message -------- Subject: FY11 Public Service Applicants From: "Tracy Hightshoe" <Tracy-Hiahtshoe@iowa-city.org> Date: Tue, September 07, 2010 6:35 pm To: "William Reagan" <wmreagan(a)iowatelecom.net>, "Becci Reedus" <becci.reed us@jccrisiscenter.org>, <a.petersen(d)eccocast.com>, "Tom Walz" <thomas-walz(@uiowa.edu>, "Sandra L. Pickup" <SPickup3(dmchsi.com>, <salome-raheim(cbatt.net>, "Roger Lusala" <r.lusala0myep.us>, "Crissy" <crissy@shelterhouseiowa.org>, "Jim Swaim" <JimSwaim(a)unitedactionforyouth.org>, "Mary Wiemann" <mwiemann@elderservicesinc.com> Cc: "Steve Long" <Steve-Lonq@iowa-citv.org> Hello. The City of Iowa City received unanticipated CDBG program income at the end of our last fiscal year (received June 30, 2010). This is great news for public service applicants as that means we have an additional $15,000 that can be spent for FY11 public service applicants. These funds must be spent by June 30, 2011. The Housing and Community Development Commission was informed of this additional money at their August meeting and requested that staff notify recipients of its availability. At the September 16 HCDC meeting, HCDC will formulate a funding recommendation for this $15,000. These funds will be limited to those who submitted an application for FY11 public service funds (this includes UAY and ESI). If your agency was either not funded or not fully funded and wants to be considered for additional funds up to the original amount requested, please forward an email to my attention by 12:00 PM, Friday, September 10. Your email should express your interest and the amount requested. The amount requested may not to exceed your original application request. For example if you applied for $10,000 and received $2,500, you 9/8/2010 /� . : {�. . ° ... . . ... .. . . r. ....,��:� «« Public Service Projects (Operations) _. 1. Name of program for which funds are being requested: NetReach 2. Total Amount of CDBG Funds Requested: $8320 . 3. Applicant Name: EccoCast Communications Applicant Address: 322 E Bloomington St. DUNS Number: Signature (please i 4. Contact Person: Amos I. Petersen Phone Number: 319-936-3309 Fax Number: 866-600-2061_ Email Address: a.petersen@ec cocast.com S. Indicate your organization's corporate status and number of years in business in the Iowa City community. Status: O Non-profit ;Ttor-profit Years in business: 6. Did you attend the Applicant Workshop? O NO 'YES - Please indicate date attended: O 12/29/09 or p'1/13/10 7. Brief summary of the proposed project (please limit response to a paragraph). Ec oCast's NetReach program will bring low-cost and free high-speed intemet access to underserved areas with a primary focus on assisted living developments and housing for the elderly and disabled. Utilizing emerging technologies such as mesh networking, bandwidth aggregation and the new MIMO architecture for wireless base stations, EccoCast is able to significantly reduce outlays for that would accompany 'WirednInternet infrasbvcture such as copper and optic fiber footprints NetReach /s a program designed to make the most of these technologies in providing reliable, low-cost broadband Internet access to LMI communities that would most benefit from if 178 8. The objective of the CITY STEPS Plan is to promote a continuum of care within the community that includes jobs, housing and services for low -moderate income persons. Tell us (a) why this project is needed, (b) how it fills a gap in the Ciity's continuum of care or partners with other services and (c) how it addresses the goals cited in the 2011-2015 CM STEPS Plan. Include information from studies\research or other supporting documentation, where available. A) We live in a society that embraces technology wholeheartedly; today, more than ever, reliable access to the Internet is an economic imperative — a utility. Having access to the Internet at home provides a host of benefits and positive externalities that many of us take for granted. Unfortunately, as with many indispensible commodities, Internet access is often more valuable to those who can least afford it. for the elderly, the handicapped and for unemployed job -seekers — especially those from lower and middle income backgrounds — Internet access is a valuable tool that can help them to overcome various obstacles to need -fulfillment. By facilitating placement of resumes, enabling contact with prospective employers and providing the ability to instantly send and receive email, Internet access can reduce the time unemployed persons spend out of the work and contribute to a higher degree of technical proficiency which research has shown to follow with higher - paying jobs. Chances for a better education are also greatly improved when a household has Internet access; online colleges enable nontraditional students to earn a degree, work and raise a family at the same time — a situation that would be untenable for someone attending classes in person. Finally, Internet access has been shown have a precise negative coirelatim with the rate of certain kinds of violent crime' according to Anthony D'Amato, Professor of Law at Northwestern University in and article written for JURIST Lega/ News and Rearm. B) Most assistance programs focus on the immediate provisioning of the person in need. Once food and shelter are covered, however, there is often a tendency for organizations to step back and congratulate themselves before that person is well on their way to self-sufficiency. One of the easiest and most cost- effective ways of promoting literacy and economic growth is increased access to the Internet. Thanks to a great degree of flexibility in the range and deployment of EccoCast's wireless infrastructure, the NetReach program is mutable, easily scalable and less prone to outages than wired Internet solutions. Following recent developments in wireless technology, our equipment now has an effective range of 15km. Access can be tailored to meet the needs of any underserved demographic anywhere in Iowa City; given a clear line-of- 179 sight, broadband Internet access can be beamed into public housing concerns, homeless shelters, youth program venues and community centers quickly and unobtrusively. Q By increasing LMI community access to Internet services, NetReach can assist the City withits 2011-20.15 CITY STEPS Plan in several areas: Increase Homeless Employment.• NetReach Internet access can aid homeless persons becoming employed as stated in the CiWs goal of 11% increase in homeless employment. Reduce povetWstricken families.- Increased Internet availability will also aid the City in its efforts by enabling struggling families access to Internet distance -learning programs, online universities and a host of resources and economically beneficial information that would not otherwise be readily available. Services Coordination. Better connected persons are usually better coordinated. NetReach will allow quick communication between service providers and service consumers. Elderly and Handicapped Quality of Life Improvements Elderly and handicapped persons enjoy many social benefits and personal empowerments that may remain elusive without the communications medium of the Internet. Additionally, many elderly and handicapped persons benefit greatly from instant access to health information that allows them to take a more active, engaged and knowledgeable role in the treatment of any medical conditions they might have. http://jurist.law*.pitt.edu/forumy/2006/06/rape-porn-and-criminality-political.php 180 9. Provide a budget breakdown for your specific program or expense. The budget breakdown should include ONLY those costs directly related to the program or expense. For example, if the project is the addition of one staff person, the budget should include only the estimated cost of and resources available for that position. Alternatively, if the project is the implementation of a specific service program, provide the total estimated cats of and resources available for the project, broken out by general categories such as salaries, materials, office expense, marketing, etc. (Please Include the cast of an audit for any organization that expects to receive over $500,000 from all federal sources.) If other non-CDBG resources are used to fund the project/expense, pease list the sources, [state If the funds are in -kind or cash,] and check if the funds are anticipated or already in -hand (committed). If anticipated, indicate the date the funding will be available if awarded. Document Costs Whenever Possible. Budget Breakdown (Include only those ousts dim4dtly related to the project) 7j�pe Status Expense Category (e.g. salaries, acaquis&bn, rebab) V c If possible, please the budget CDBG Funds Other Ust Source of a prioritize Funds Other Funds d� Please place an '�r/n the box ftt agalies., Equipment $7320 $ X Bandwidth $IWO $5" EccoCast X Pur0ase Assaaated Legal, $ $2500 An6opabon of X Regulatory Compliance Donated Services andAqcaujWqg Fees Adminisbative CosLS $ $4300 $ $ $ $ $ $ Volunteer Contribution $42640 ota1 from Question #10 Tots/ $8320 $54440 181 10. If volunteers are used, please describe how these volunteers are utilized for the proposed activity. Unskilled labor 520 hours x $10 per hour = $5200 Skilled labor (Network Deployment, Maintenance and Service Calls) _1040 hours x $36 per hour = $37440 Skilled labor ( ) hours x $ per hour = $ Total J$42640 The EccoCast staff is committed to the success of the NetReach program. All work related to the program — deployment, maintenance and administrative labor — will be performed on a volunteer basis. Any cost incurred in the deployment, maintenance and administration of the network will be bome by EccoCast. 11. All public service projects are required to expend their full award and complete the proposed project by the end of the fiscal year (June 30, 2010). Will you be able to meet this requirement? RI&s Mo 12. Please indicate the population to be served by the proposed program according to the income categories shown in the Applicant Guide. If you are requesting money for a specific administrative expense (e.g., a staff member's- salary), indicate the population served by your agency as a whole. (MleaseNoft Iffhis appbtationis funded, the infivrmmtfon in this table will be used as income tarigeting for the CDBGAgreement). Number between 0 - 30% median income Number between 31- 50% median income Number between 51 - 80% median income Number between 80 - 100% median income Number over 100% median income Total Percent LMI Percent Iowa City Residents _60 persons (a) _17 persons (b) —3 persons (c) persons (d) persons (e) _80 persons (f) _100 % (a+b+c)=f _100 % Please describe the basis or methodology used to estimate the number of clients to be served (i.e. survey, last year's reports, etc.) Estimate based on likely population of service users @ 70% (56) elderly, disabled and/or SSI sole source of income. According to these calculations, maximum SSI benefit < 50% median income qualifications, so normal standard distribution of remaining 24 persons would fail approx. 4/17/3 over the LMI categories. 2 http://www.socialsecurity.gov/OACT/ProgData/retirebenefit2.htmi 182 13. Please select one main objective, outcome, and output indicator for the proposed project. Second, provide specific project indicators in the narrative (i.e., number of households assisted, number of persons assisted, etc.) Outcome: 6vailability/accessibility O Affordability O Sustainability Output Indicator: O Persons 'Households O Housing units Indicators of successful project would be number of households assisted. 14. In the last five years, has your agency received a CDBG award of which all or a portion has reverted to the City due to non -expenditure of funds? If so, please explain. No. 15. Is the applicant (including partners, co -applicants, etc.) currently in compliance with federal, state and local laws, rules and regulations including any CDBG and/or HOME funded projects? es ONo If "No" or the matter is currently in litigation please give the name of the case and explain the basis of the case. 16. If the applicant has not received CDBG funds in the last three years, please provide evidence of your organization's capacity, financial skills, commitment and/or experience'to implement the proposed program or service within the established timetable and budget. Our organization is fully funded and owns rights to a private radio tower on the North side of Iowa City, less than a quarter mile from Ecumenical Towers. EccoCast's technical staff has over 30 years combined experience in radio communications and engineering, as well as 15 combined years of business administration experience. The CEO, Amos Petersen, is a permit holder and cc -owner of LaVallee's, a successful (nobile vending concern that has operated continuously with a presence in the Iowa City pedestrian mall since 2006. Mr. Petersen has a long history of business operation in the Iowa City area, often working with other local organizations such as 183 UAY and Systems Unlimited to help improve services. Since deployment of the wireless infrastructure requires much less time than would traditional fiber or copper footprint, short timelines are realistic and expected. 184 c o �a c K 3 0 E10H 0 � N N U Im 0 c uIm-1Oa 185 01/25/2010 Multi -Family Housing for Elderly and Ha... c maps http.//maps.google.com/maps/ms?ie=U... 186 1/4 01/25/2010 Multi -Family Housing for Elderly and Ha... ;`y ce'r ro anal perkNq Hoover 6 > land C+Pi G41f.{ City P.uk � ' Pats Rd ` y fiertsert h Pat W Park •- - 1 Un�versrfy _ F�kkrine ^ t of lMa R®ctlei�s Ave i o n'er 4V�sr ar itGarxse r'nAti�. Lemmes Co Rd F+... E Caur St Howl" WE SCatt Pik HEi _ _ - -,t ` rSiziCvr Gett Ceu'se j a 1M1irlltry �.=/ "y o Creek Valk ;. - F Roosevelt a - l U 1 iAer Park Munn l moo&, . � � kWetfaerL t dlfnrnrAA n y W Lucas -F + m Mesmaa�le.' Twain `-�' s Park; Rxrer.%rr.: _ Sycarncre St 3 ; Weasawi Vailey b o53oe St SE Golf Cow !. ^ lip data @30lL'. Multi -Family Housing for Elderly and Handicapped This map lists the addresses for marry of the multi -family Musing complexes for the elderly and handicapped in and amrid the lama City area. Autumn Park Apartments* Autumn Park Apartments 3042 Muscatine A%enue Iowa City, IA 52240-2808 (319) 337-7176 Autumn Park Apartments II* http://maps.google.com/maps/ms?ie=U... 187 2/4 From: Tom Gilsenan [mailto:tomgilsenan amail.com] Sent: Wednesday, September 08, 2010 8:48 AM To: Tracy Hightshoe Cc: Tom Walz Subject: Additional CDBG funds Good morning. Thanks for the invitation to apply for additional funds. Extend the Dream Foundation/Uptown Bill's would be interested in applying for $2,500. Thank you. Tom Gilsenan �� , �° ��, � �, ��. �� zj ne 4 .' � � Public Service Projects [Operations] 1. Name of program for which funds are being requested: FINANCIAL 2. Total Amount of CDBG Funds Requested: $3600 3. Applicant Name: Extend the Dream Foundation .Applicant Address: 401 S. Gi DUNS Number: 179498386 Signature (please use blue ink): 4. Contact Person: Thomas Walz, St., Iowa City, Iowa 52240 Phone Number: Walz 530-8765; Edberg 248-3306 Fax Number: Edberg, fax 337-2704 Chair of Board Email Address: thomas-walz@uiowa.edu; Edberg jell@icrealestate.com 5. Indicate your organization's corporate status and number of years in business in the Iowa City community. Status: ® Non-profit O For -profit Years in business: 9 6. Did you attend the Applicant Workshop? O NO ® YES - Please indicate date attended: ❑X 12/29/09 or O 1/13/10 7. Brief summary of the proposed project (please limit response to a paragraph). For the past nine years, the Extend the Dream Foundation (EDF), the sponsor and supporter of nine handicapped owned micro -enterprises in Iowa City, has been administered by volunteers. As a result of the growth and success of the program, EDF is transitioning to a more professional model with a paid Executive Director and an improved financial management system. As of 7/01/10, the new Executive Director will join our staff. EDF is currently seeking assistance with a part-time contract accountant firm (Taxes Plus) and a Quick Book (QB) specialist to improve our financial management system. In this project we are asking for matching funds 1) to employ a Quick Book specialist to input data and prepare reports and 2) funds to contract with the accounting firm to provide monthly financial reviews and continued Quick Book consultation. Matching funds will come from 1) the Taxes Plus accounting firm (half their contract fee will be donated) and 2) half of the QB specialist's time will be picked up by EDF. 8. The objective of the CITY STEPS Plan is to promote a continuum of care within the community that includes jobs, housing and services for low -moderate income persons. Tell us (a) why this project is Public Service Projects (Operations) 188 FY11 CDBG/HOME Funding Request needed, (b) how it fills a gap in the City's continuum of care or partners with other services and (c) how it addresses the goals cited in the 2011-2015 CITY STEPS Plan. Include information from studies\research or other supporting documentation, where available. a) Why the Project is needed: The Extend the Dream Foundation has had unprecedented success in helping persons with disabilities start-up and sustain micro -enterprises. Currently, it sustains nine such enterprises providing work opportunities to 10 independent business managers , six additional paid workers and 13 volunteer workers, all of whom are low-income persons with chronic disabilities. One set of (four) businesses are co -located businesses jointly referred to as Uptown Bill's small Mall, located at 401 S. Gilbert St. The Mall businesses which include a meeting/music venue, a used bookstore, a publishing house and an ice cream and coffee bar have gained a reputation as an important support center and alcohol -free location in the downtown area for persons with disabilities and recovery issues. For the past nine years EDF has been directed by a volunteer Executive Director supported by community, student and consumer volunteers. With the continued success of the program and its subsequent growth, our volunteer system, given its limitations, is insufficient to run such an extensive project. Addressing the complexity of its operation, the Board has recognized the need to employ professional help. In 2010, it committed to hiring a paid Executive Director as well as improving the current financial management system. The incoming Executive Director has accepted the Board's offer and will take over as Chief Administrator of EDF on 7/1/10. This proposal is for matching CDBG funds to cover the cost of an improved financial management support system, to consist of a part-time QB specialist (data inputs, grants management, report writing) and a contract with an accounting firm to provide a monthly review of EDF's financial activities (currently done through Quick Books). The accounting firm, Taxes Plus, is donating half their professional time as match, while the Quick Book specialist expense will be shared by EDF. (b) Fills gap in City's continuum of care and partners with other services: EDF with its nine consumer managed enterprises plays an important, unduplicated, role in the community. EDF has been unique in assisting persons with disabilities start-up and sustain small enterprises. Ten persons with disabilities currently manage their own businesses as non -profits and in turn provide (19) other persons with disabilities employment as part-time workers or volunteers. Through its small Mall development, EDF has established a safe alcohol -free social venue in the downtown area for low-income persons and persons with disability and or recovery issues. This supportive environment is open everyday of the year, with special programs on major holidays. The Mall frequently serves as a center for crisis intervention for this group of people with its availability of three professionally trained Public Service Projects (Operaffons) 189 FY11 CDS GIHOME Funding Request volunteers at the master's level. Regular use by persons with disability and recovery issues averages over (80) persons daily. EDF has partnered with many organizations and groups over its nine year history: (1) Partnered with Access to Independence to develop a media -based information program for persons with disability on PAN. (2) Partnered with Elderly Services and Ecumenical Towers to provide chore services to older persons and persons with disabilities through its RAMP -Chore business. (3) Partnered with the University of Iowa in operating Wild Bill's Coffee Shop (employs six handicapped workers); with the School of Social Work in providing practicum placements and internships for its students; and, with River Run and 1 Envision student groups in fund raisers on behalf of the small Mall enterprises. (4) Partnered with the AA community to offer a home to ten AA meetings weekly in the small Mall. (5) Partnered with Shelter House and the STAR program to provide internships to homeless persons in one or more of the micro -enterprises. A total of six internships have been arranged over the past two years. (6) Partnered with the Riverside Music Cooperative to provide performance opportunities to local musicians interested in performing in an alcohol -free environment. (7) Partnered with Tate School to provide community service opportunities for their students. (8) Partnered with the Sixth Judicial District to provide community service opportunities to offenders wishing to work off their fines. (9) Partnered with Goodwill to provide internships for younger junior and senior high school age students. c) How our program addresses City Steps: EDF serves both low-income persons with disabilities (including some elderly) with its mission of helping these individuals start-up and sustain small businesses in the Iowa City area. Economic development is a targeted goal under City Steps which EDF addresses through its work with these nine handicapped -run businesses and through its special internet training that we offer to persons with disabilities and retired elderly via four ten week training courses annually. The goal of the latter project is to help low-income persons become self-employed in their homes or apartments by learning how to buy and sell on the internet. Through two of its projects, EDF also provides some housing for low-income persons. EDF provides three units of low income housing at its 912 2"d Ave. property, a fourth unit across the street at 2220 F Street and provides 190 FYI I CDBG/HOME Funding Request Public Service Projects (Operations) 9 �' property management assistance to three other persons with disability who live in the Sackter House, a universally designed facility, located at 1821 B Street. 9. Provide a budget breakdown for your specific program or expense. The budget breakdown should include ONLY those costs directly related to the program or expense. For example, if the project is the addition of one staff person, the budget should include only the estimated cost of and resources available for that position. Alternatively, if the project is the implementation of a specific service program, provide the total estimated costs of and resources available for the project, broken out by general categories such as salaries, materials, office expense, marketing, etc. (Please include the cost of an audit for any organization that expects to receive over $500,000 from all federal sources.) If other non-CDBG resources are used to fund the project/expense, please list the sources, [state if the funds are in -kind or cash,] and check if the funds are anticipated or already in -hand (committed). If anticipated, indicate the date the funding will be available if awarded. Document Costs Whenever Possible. Budget Breakdown (Include only those costs directly related to the project.) Expense Category (eg, salaries, acquisition, rehab) If possible, please prioritize the budget CDBG Funds Other Funds List Source of Other Funds Type Status c = H 8 �. p d c E $ Please place an Win the box that applies: Salaries or contract equivalent $3600 $3600 Taxes Plus 2400 $ $ EDF 1200 $ $ $ $ $ $ $ $ Volunteer Contribution (Total from Question #10 $ Total $3600 $3600 10. If volunteers are used, please describe how these volunteers are utilized for the proposed activity. Unskilled labor hours x $10 per hour = I $ Public Service Projects (Operations) 191 FY11 CDBGIHOME Funding Request Skilled labor ( ) hours x $._ per hour = $ Skilled labor ( executive director ) _750 hours x $ 25 per hour _ $17,500 Total $17,500 11. All public service projects are required to expend their full award and complete the proposed project by the end of the fiscal year (June 30, 2010). Will you be able to meet this requirement? ] Yes 0No 12. Please indicate the population to be served by the proposed program according to the income categories shown in the Applicant Guide. If you are requesting money for a specific administrative expense (e.g., a staff member's salary), indicate the population served by your agency as a whole. (Please Note; If this application is funded, the information in this table will be used as income targeting for the CDBG Agreement), Number between 0 - 30% median income 25 persons (a) Number between 31 - 50% median income 5 persons (b) Number between 51 - 80% median income persons (c) Number between 80 - 100% median income 3 persons (d) Number over 100% median income persons (e) Total 33 persons (f) Percent LMI 91 % (a f b + c) = f Percent Iowa City Residents 100% Please describe the basis or methodology used to estimate the number of clients to be served (i.e. survey, last year's reports, etc.) We have included only those managers with disabilities of the nine micro -enterprises that we support and other persons with disabilities who receive some paid -employment through these enterprises. It does not include the large number of persons with disabilities and recovery issues who are being served as clients or customers (e.g. the dozens of regulars at Uptown Bill's small Mall and the attendees of the numerous recovery meetings). 13. Please select one main objective, outcome, and output indicator for the proposed project. Second, provide specific project indicators in the narrative (i.e., number of households assisted, number of persons assisted, etc.) Objective: 0 Suitable living environment Outcome: 0 Availability/accessibility 0 Decent affordable housing 0 Affordability ®creating economic opportunities EC Sustainability Public Service Projects (Operations) 192 FY11 CDBG/HOME Funding Request Output Indicator: ®Persons O Households O Housing units OUTCOME INDICATOR: The mission of EDF is to help start and sustain small businesses to provide "manager" opportunities (a type of ownership within a non-profit umbrella) and part-time employment (both paid and volunteer) for persons with disabilities. Outcome indicators that we use include: 1) Number and duration of the managers of these non-profit micro -enterprises. 2) Number of part-time paid or volunteer opportunities these businesses provide other disabled persons. 3) Measures of economic sustainability of the businesses: gross revenues, net revenues and growth trends. 14. In the last five years, has your agency received a CDBG award of which all or a portion has reverted to the City due to non -expenditure of funds? If so, please explain. [Me 15. Is the applicant (including partners, co -applicants, etc.) currently in compliance with all federal, state and local laws, rules and regulations including any CDBG and/or HOME funded projects? [X]Yes 0No If "No" or the matter is currently in litigation please give the name of the case and explain the basis of the case. We are checking with our accountant and attorney to determine whether our use of independent contractors is the most appropriate means of contracting with managers, workers and major sub -contractors. To date all paid persons working with the micro -enterprises are independent contractors who receive annually 1099 forms for purposes of income tax filing. 16. If the applicant has not received CDBG funds in the last three years, please provide evidence of your organization's capacity, financial skills, commitment and/or experience to implement the proposed program or service within the established timetable and budget. We have received CDBG funds within the last three years, but would like to update our improved organizational capacity. Beginning in 2009 we employed a part-time Quick Book specialist and retained an accounting firm (Taxes Plus) to provide some Quick Book consultation and to prepare our IRS filing. We are planning to retain Taxes Plus as of 7/1/10 to provide monthly reviews of our financial transactions (mini -audits). An official audit was completed for 2008 by Greenwood and Crim and is available for review and the Board has authorized that, henceforth, annual audits will be made by this firm. Beginning 7/1/10 the Board has authorized the employment of a new Executive Director to assure the continued success of this organization given the advancing age of the founder/director Tom Walz. Walz, however, will continue to provide full time volunteer service under the direction of the new director, Thomas Gilsenan. Gilsenan has confirmed in writing that he will accept the Public Service Projects (Operations) 193 FY11 COBG/HOME Funding Request Director's position in July, 2010. New by-laws governing financial transactions and procedures are in development and will be presented to the Board as soon as possible, then will be forwarded to the State of I,owa to be added to the articles of incorporation. EDF is working with the Community Development staff to review its compliance with all federal regulations and guidelines. 194 Public Service Projects (Operations) FY11 CDBG/HOME Funding Request ti c- Engagement Agreement This engagement agreement outlines services that Taxes Plus agrees to provide to Extend the Dream Foundation in 2010. While an employee of the foundation will do routine data entry in QuickBooks, Taxes Plus will answer questions and assist with any tasks as needed to keep the books in proper order. Foundation personnel will provide Taxes Plus with electronic copies of the books and bank statements each month as soon as they are available. Taxes Plus will then review income and expense entries for each of the foundation's businesses and reconcile all bank statements in QuickBooks. Taxes Plus also will update the foundation's records to properly reflect assets and liabilities and maintain current balance sheets. Appropriately updated electronic copies of the books will be returned to the foundation, along with any reports requested by board members. These tasks will require an estimated eight hours per month. The base fee will thus be $400 per month, or about $50 per hour. We will donate half of the hours, leaving the balance fee of $200 per month. If a project requires considerable extra time, an additional fee will be negotiated. Preparation fees for Form 990 will be according to Taxes Plus' current fee schedule. No additional bookkeeping time should be needed for tax preparation. Signed: v Aflele- Marlene J. Perrin, Owner, Taxes Plus Tom Walz, Executive D'r, ctor, Extend the Dream Foundation 6 East Benton Street Iowa City, IA 52240 195 319.338.2799 FAX 338.2855 tnYpenhisicnowest.net December 29, 2009 To: Tom Walz Extend the Dream Foundation From: Tom Gilsenan I am delighted to accept the offer of executive director for sung You this summer. nd the Dream Foundation/uptown Bill's Small Mail. I look forward to.J before. I was manager of the original Wild In many ways this is a return to work I was doing that time that Uptown Bill's was Bill's Coffeeshop for five years (2000-2005). It was during established. We worked together on a variety of projects. Though I have been in Aberdeen, 5D for the past few years, I have continued to work on Projects serving individuals with disabilities, including: Fallout Creative Community, an effort to include individuals of all abilities in arts Fall programs. an extension of the spirit of Bill Sackter which I have bee Bill 's Coffeeshop Newsletter, n writing for 10 years. "Abilities awareness" programs and workshops in Aberdeen and other communities. • at Presentation at Presentation College will be finished at the end of May. I My current positionto start on or before July 1. 2010. Will move to Iowa City after that and be ready AGGREGATE BUDGET ALL MICRO ENTERPRISES AND EDF 7/l/09-6/30/10 ACCOUNT INCOME EXPENSES Coffee Shop $29,500 $29,500 (a.) Sales-$29,000 (b.) Donations- $500 Ramp -Chore $50,750 $50,750 (a.) Services-$50,750 Book Mark $17,750 $17,750 (a.) Sales- $8,500 (b.) Pay Pal/Postage-$9,000 Matt's Music $3,700 $3,700 (a.) Sales- $3,700 Extend the Dream Foundation $64,917 $64,917 (a.) Sales-$2,000 (b.) Services-$18,000 (c.)Donations-$13,500 (d.) Grants- $12,200 (e.) Fund Raisers-$17,500 (f) Other- $1,717 H-P Project $6,000 $6,000 (a.) Grants-$6,000 Sackter House $18,000 $19,960 (a.) ($500 per mo.)x 3 householders Vintage Shoppe $96,310 $96,310 (a.) Sales-36,000 (b.) Services-$57,310 (c.) Donations-$3,000 Sackter House Media Productions $8,300 $8,300 (a.) Sales-$3,000 (b.) Donations-$2,000 (c.) Other- $3,300 Mad Hatter $7,100 $7,160 (a.) Rents-$5,500 (b.) Other- $1,600 TOTALS $302,327 $304,287 197 Tracy Hightshoe From: spickup3@mchsi.com Sent: Friday, September 10, 2010 10:19 AM To: Tracy Hightshoe Subject: Re: FY11 Public Service Applicants Tracy, I would like to request that Free Medical Clinic be considered for additional funding in the amount of $7,390. Sandy ----- Original Message ----- From: "Tracy Hightshoe" <Tracy-Hightshoe@iowa-city.org> To: "William Reagan" <wmreagan@iowatelecom.net>, "Becci Reedus" <becci.reedus@jccrisiscenter.org>, "a petersen" <a.petersen@eccocast.com>, "Tom Walz" <thomas-walz@uiowa.edu>, "Sandra L. Pickup" <SPickup3@mchsi.com>, salome-raheim@att.net, "Roger Lusala" <r.lusala@myep.us>, "Crissy" <crissy@shelterhouseiowa.org>, "Jim Swaim" <JimSwaim@unitedactionforyouth.org>, "Mary Wiemann" <mwiemann@elderservicesinc.com> Cc: "Steve Long" <Steve-Long@iowa-city.org> Sent: Tuesday, September 7, 2010 6:35:29 PM GMT -06:00 US/Canada Central Subject: FY11 Public Service Applicants Hello. The City of Iowa City received unanticipated CDBG program income at the end of our last fiscal year (received June 30, 2010) . This is great news for public service applicants as that means we have an additional $15,000 that can be spent for FY11 public service applicants. These funds must be spent by June 30, 2011. The Housing and Community Development Commission w as informed of this additional money at their August meeting and request ed that staff notify recipients of its availability. At the September 16 HCDC meeting, HCDC will formulate a funding recommendation for this $15,000. These funds will be limited to those who submitted an application for FY11 public service fund s (this includes UAY and ESI) . if your agency was either not funded or not fully funded and wants to be considered for additional funds up to the original amount requested, please forward an email to my attention by 12:00 PM, Friday, September 10 . Your email should express your interest and the amount requested . The amount requested may not to exceed your original application request. For example if you applied for $10,000 and received $2,500, you can request no more than $7,500. HCDC will not be considering new applications. Applicants that did not receive any funding must request at least $2,500. Based on your interest, your original application will be forwarded to HCDC for their review and recommendation. Please contact me with any questions and please email me upon receipt so that I know your agency has been informed of this funding opportunity. Thanks! Tracy Hightshoe City of Iowa City 410 E. Washington St. Iowa City, IA 52240 319.356.5244 Public Service Projects (Operations) 1. Name of program for which funds are being requested: Pharmacy/Pharmaceutical Assistance Program (PAP) 2. Total Amount of CDBG Funds Requested: $ 10200 3. Applicant Name: Iowa City Free Medica Clinic/Dick Parrott Free Dental Clinic (FMC/FDC) Applicant Address: 2440 Towncrest Drive, Iowa City, IA 52240-6622 DUNS Numbei Signature (plea 4. Contact Persoi Phone Numbe Fax Number: Email Address 5. Indicate your organization's corporate status and number of years in business in the Iowa City community. Status: X] Non-profit O For -profit Years in business: 39 6. Did you attend the Applicant Workshop? O NO 0 YES - Please indicate date attended: O 12/29/09 or 9 1/13/10 7. Brief summary of the proposed project (please limit response to a paragraph). FMC will provide medication assistance to 250 patients with chronic diabetes, high blood pressure, asthma and other chronic medical problems. FMC will provide all other patients treated for acute problems with medications. the .65 FTE pharmacy assistant will apply to pharmaceutical company programs to get free medications and ccordinate pharmacy activities during clinics. Public Service Projects (Operations) 198 FYI CDBG/HOME Funding Request 8. The objective of the CITY STEPS Plan is to promote a continuum of care within the community that includes jobs, housing and services for low -moderate income persons. Tell us (a) why this project is needed, (b) how it fills a gap in the City's continuum of care or partners with other services and (c) how it addresses the goals cited in the 2011-2015 CITY STEPS Plan. Include information from studies\research or other supporting documentation, where available. (a) Why is the project needed? In FY 09 over 2,600 patients used FMC/FDC services for a total of 6,344 patient visits. Over 5,900 prescriptions were dispensed from our pharmacy to those patients. 457 patients were enrolled in PAP and received medicine for their chronic illness. While some patients are able to purchase generic medications for $4 from local pharmacies, many are unaffordable. A patient with diabetes and high blood pressure might have to pay between $200 and $300 per month for their medications, were it not for FMC. In a 2008 New York Times article Stephanie Saul illustrated the problems of high cost medications. "people are having to choose between gas, meal and medication," said Dr. James King, the chairman of the Academy of Family Physicians. "I've seen patients today who said they stopped taking their Lipitor because they can't afford it." If people try to save money by forgoing drugs, controllable conditions could escalate into major medical problems. This could eventually raise the nations' total health care bill and lower the nations' standard of living... Having access to health care and medications is a public health issue. FMC addresses this issue. (b) How it fills a gap. FMC is the only free clinic in Johnson County and one of the very few places a person with a chronic illness could get free medication. Whether homeless or merely unable to afford their medicine, residents may need this service. (c) how it addresses the goals cited in the 2011-2015 CITY STEPS Plan. Health services are ranked medium priority. Throughout the "Plan" health services are conspicuously absent but access to adequate health care is a critical component of family stability. On page 68 FMC is listed as a service available to persons who are homeless or at risk of becoming homeless. Public Service Projects (Operations) 199 FY11 CDBG/HOME Funding Request 9, Provide a budget breakdown for your specific program or expense. The budget breakdown should include ONLY those costs directly related to the program or expense. For example, if the project is the addition of one staff person, the budget should include only the estimated cost of and resources available for that position. Alternatively, if the project is the implementation of a specific service program, provide the total estimated costs of and resources available for the project, broken out by general categories such as salaries, materials, office expense, marketing, etc. (Please include the cost of an audit for any organization that expects to receive over $500,000 from all federal sources.) If other non-CDBG resources are used to fund the project/expense, please list the sources, [state if the funds are in -kind or cash,] and check if the funds are anticipated or already in -hand (committed). If anticipated, indicate the date the funding will be available if awarded. Document Costs Whenever Possible. Budget Breakdown (Include only those costs directly related to the project.) Expense Category (eg, salaries, acquisition, rehab) If possible, please prioritize the budget CDBG Funds Other Funds List Source of Other Funds Type Status _ = 43 B 8 E Please place an 'X"in the box that applies. - Salaries & benefits $10,000 $10,100 agency x x Medications $ $ 400,000 IA Drug Repository X $ $ Mercy IC X $ $ Drug Companies X $ $ $ $ $ $ Volunteer Contribution (Total from Question #10 $ 8,750 Total $10,000 $418,850 Public Service Projects (Operations) 200 FYI CDBG/HOME Funding Request 10. If volunteers are used, please describe how these volunteers are utilized for the proposed activity. Unskilled labor hours x $10 per hour = $ Skilled labor (pharmacists 250) hours x A35 ;per hour = $ 8,750 Skilled labor ( ) hours x Ciper hour = $ Total I ,$8,750 volunteer pharmacists and pharmacy assistant fill prescriptions and dispense medications to patients. 11. All public service projects are required to expend their full award and complete the proposed project by the end of the fiscal year (June 30, 2010). Will you be able to meet this requirement? iHYes Mo 12. Please indicate the population to be served by the proposed program according to the income categories shown in the Applicant Guide. If you are requesting money for a specific administrative expense (e.g., a staff member's salary), indicate the population served by your agency as a whole. (Please Note: If this application is funded, the information in this table will be used as income targeting for the CDBGAgreement). Number between 0 - 30% median income 75 persons (a) Number between 31 - 50% median income 177 persons (b) Number between 51 - 80% median income 166 persons (c) Number between 80 - 100% median income 39 persons (d) Number over 100% median income persons (e) Total 457 persons (f) Percent LMI 91 % (a + b + c) + f Percent Iowa City Residents 60 % Please describe the basis or methodology used to estimate the number of clients to be served (i.e. survey, last year's reports, etc.) this is based FY 09 CDBG reporting with % of Iowa City residents based on total patients seen in FY 09 Public Service Projects (Operations) 201 FYI I CDBGIHOME Funding Request 13. Please select one main objective, outcome, and output indicator for the proposed project. Second, provide specific project indicators in the narrative (i.e., number of households assisted, number of persons assisted, etc.) Objective: Outcome: 0 Suitable living environment O Decent affordable housing O Creating economic opportunities 2Availability/accessibility O Affordability Output Indicator: M Persons O Households O Sustainability O Housing units Objective: The pharmacy assistant will monitor patient medications and provide timely refills and manage all paper work associated with PAP. Outcome: In free clinic setting patients are best served by receiving medications at point of service. Output:all patients will have access to medications needed for treatment. 14. In the last five years, has your agency received a CDBG award of which all or a portion has reverted to the City due to non -expenditure of funds? If so, please explain. None has reverted 15. Is the applicant (including partners, co -applicants, etc.) currently in compliance with all federal, state and Idcal laws, rules and regulations including any CDBG and/or HOME funded projects? E Yes ONo If "No" or the matter is currently in litigation please give the name of the case and explain the basis of the case. 16. If the applicant has not received CDBG funds in the last three years, please provide evidence of your organization's capacity, financial skills, commitment and/or experience to implement the proposed program or service within the established timetable and budget. Public Service Projects (Operations) 202 FYI CDBGIHOME Funding Request Iowa City Free Medical Clinic/Dick Parrott Free Dental Clinic Public Service Projects (Operations) Explanation of Attachments A: Agency budget as requested B: This is a 5 year collection of diagnosis by visit stats. Highlighted by the dark boarders are the diagnosis of particular interest because they are the types of diagnosis that require the most resources to manage and treat. These are Diabetes, Hypertension, Lipids and asthma, but most of the other diagnosis also require some form of medication therapy. C: This chart illustrates that the numbers of people using our services has increased over the past couple of years as well as the numbers of new people. The "new" refers to patients that have never received services FMC before. I understand that as our community changes so do priorities as outlined in the new City Steps but I hope that you will see fit to continue to fund this valuable community asset. 203 Iowa City Free Medical Clinic/Dick Parrott Free Dental Clinic Attachment A Agency Budget Agency Revenues: FY09 FY10 FY11 Coralville Funding 2,000 2,000 7,000 Iowa City Funding 7,500 7,263 8,000 Johnson County Funding 10,8000 109,750 110,000 United Way of Johnson County 10,4675 110,000 110,000 Grants -Federal, State, Foundation 11,3945 6,3546 51,500 Membership Dues 0 0 0 Fees for Services 0 0 0 Sales to the Public/Contract Services 0 0 0 Fundraising Events/Self Support 50,836 57,200 62,200 Contributions/Donations (incl. "in -kind") 60,956 8,1500 8,1500 Interest and Investment Income 2,790 4,000 4,000 *Other 6,232 4,200 1 4,200 Total Revenue 456,934 439,459 1 438,400 Agency Expenses FY09 FY10 FY11 Total Salary and Wages 263,070 274,805 279,678 Benefits 38,224 45,265 50,407 Administrative 40,895 38,950 37,549 Occupancy (mortgage payment) 33,100 20,400 20,400 Other (describe)medical supplies, equipment, medications, liability insurance 67,733 57,260 52,725 Total Expenses 443,022 436,680 440,759 204 Iowa City Free Medical Clinic/Dick Parrott Free Dental Clinic Attachment B IOWA CITY FREE MEDICAL CLINIC STATISTICS FY09 FY08 FY 07 FY06 FY 05 Total Clients: 2665 2585 2516 2474 2668 Total Clinic Visits 6344 6118 5944 5792 6226 Diaenoses (visits) FY09 FY08 FY07 FY 06 FY 05 CARDIOVASCULAR BP Check 49 39 Chest pain 19 21 CHF 6 5 CAD 4 15 Edema 33 22 Htn/Diabetes 484 397 Hypertension 732 698 Lipids 608 530 Other 75 42 DENTAL 302 157 Referrals Other 59 42 DERMATOLOGY Acne 24 21 Cellulitis 12 23 Cyst/Nodule 74 56 Dermatitis 53 75 Eczema 45 28 Impetigo 7 Injury 60 49 Lice 2 Nail 62 48 Rash 97 143 Scabies 12 22 Tinea 65 72 Warts 26 23 Other 192 163 EAR/NOSE/THROAT Cerumen 25 25 Otitis, adult 47 53 Otitis, child 12 24 Otitis, externa 23 27 Sinusitis 73 89 Other 102 77 wwecm FREELEEDICCAICUNNC FY09 FY08 FY07 FY 06 FY 05 GASTROINTESTINAL 28 25 19 Abdominal pain 171 130 139 133 133 7 32 32 Diar/Const 46 48 69 59 58 14 27 24 GERD 152 164 216 225 202 34 36 35 Hemorrhoids 13 16 21 14 24 7 15 11 Ova/Parasite 3 3 1 3 332 331 346 Ulcer 10 10 15 14 11 666 689 691 Other 82 79 64 112 85 576 575 580 59 79 84 GENITOURINARY Cystitis 68 59 107 109 104 109 73 123 Prostatitis 6 6 14 9 9 48 Urethritis 7 7 8 9 10 26 24 34 Other 178 142 137 131 157 GYNECOLOGY 23 17 16 Breast lesion 12 11 6 11 10 14 28 31 Breast exam 70 84 99 85 85 58 67 105 Contraception 43 35 58 114 94 69 82 76 HRT 14 26 42 48 42 30 27 33 Menses, irreg. 91 67 52 62 64 2 2 Pain 53 40 37 31 33 54 52 54 PAP 250 259 312 314 301 4 2 3 PID 6 4 3 8 4 36 40 37 Pregnancy test 99 118 105 73 76 100 96 108 Vaginitis, bact. 44 36 40 55 44 23 32 18 Vaginitis, cand. 35 57 43 35 54 58 57 51 Vaginitis, trich 8 12 19 9 11 37 16 16 Other 93 89 74 67 73 178 177 115 HEMATOLOGY 73 62 87 60 72 19 28 17 LABORATORYTEST 326 263 225 194 221 43 38 44 28 16 38 MEDICATION 30 31 34 Injection 25 22 6 5 6 95 90 113 Dispensed 5,921 6396 7409 8471 8407 94 107 89 3 205 Iowa City Free Medical Clinic/Dick Parrott Free Dental Clinic MUSCULOSKELETAL ENDOCRINE Arthritis 91 83 90 Diabetes 154 1 217 306 338 402 Bursitis 20 14 13 Diabetes/Htn 484 397 332 331 346 Carpal tunnel 11 9 9 Obesity 46 73 81 94 DJD 29 18 37 Thyroid 187 193 192 212 220 Fibro 4 9 13 Other 17 15 15 12 21 Fracture 12 17 8 Injury/strain 400 461 371 EDUCATION Lumbago 11 16 23 Dietary 4 5 15 Sciatica 12 13 23 Smoke cessation 40 121 63 41 60 Tendinitis 19 23 44 Other 2 Other 48 53 67 NEUROLOGICAL Headache 109 99 Vision/vertigo 44 31 Other 44 Neuropathy 57 OPHTHALMOLOGY Exam 69 63 Infection 36 32 Stye 7 9 Other 57 33 PHYSICAL EXAM Fatigue 38 39 Follow-up 172 176 Immun., adult 455 391 Immun., child 1 I Job 101 134 Residential 2 1 School 14 13 Sport 2 2 Well -child 1 2 Other 107 134 General 19 13 Gout 19 23 Insomnia 18 PSYCHOLOGICAL Anxiety 35 36 Depression 50 66 Drug/ETOH 14 8 Other 13 6 Screen 110 36 64 76 73 31 2 51 37 173 315 4 102 1 15 2 4 92 26 12 116 44 118 82 33 4 45 31 119 303 1 101 15 12 2 75 22 SEXUALLY TRANSMITTED INFECTIONS 69 74 15 23 14 18 42 57 9 19 9 15 333 399 37 68 12 29 18 28 80 75 125 Chlamydia 49 52 50 45 45 40 Condyloma 97 114 127 138 63 77 Gonorrhea 18 19 14 13 15 Herpes 23 24 12 20 30 STI check 443 430 369 411 425 Syphillis 10 4 4 89 Other 5 9 13 3 5 39 3 62 VIRAL Flu syndrome 3 25 6 9 12 Gastroenteritis 24 25 29 26 21 22 Hepatitis 17 22 19 21 32 118 Molluscum 14 10 6 16 5 172 Other 12 11 10 23 18 3 51 HIV Counseling 201 316 3 HIV Post -testing 17 47 8 113 41 55 73 75 99 150 13 6 15 12 12 14 5 25 4 206 Iowa City Free Medical Clinic/Dick Parrott Free Dental Clinic RESPIRATORY Asthma 168 1 Apnea 7 Bronchitis 71 Bronchospasm 4 COPD 29 Environment 90 Pneumonia I5 PPD, positive 16 Throat, strep 50 Throat, viral 44 URI 192 Other 42 137 194 208 235 2 8 5 13 94 92 55 97 4 8 21 29 35 30 19 23 82 119 130 120 28 18 23 34 8 11 6 11 47 38 58 44 54 35 35 69 260 230 250 310 40 55 53 67 5 207 Page 1 of 2 Tracy Hightshoe From: salome-raheim@att.net Sent: Thursday, September 09, 2010 10:18 PM To: Tracy Hightshoe Cc: Yolanda Spears; handncer@aol.com Subject: Re: FY11 Public Service Applicants Hi Tracy, Isis Investments, LLC requests consideration for funding for the Isis Affordable Homes Family Investment Project, which was submitted but not funded for FY 11. We request $8,000, which was the original amount requested. However, any funding for the family support services we provided will be helpful. Thank you, Salome Salome Raheim, Managing Member Isis Investments, LLC salome-raheim@att.net (319) 530-4375 From: Tracy Hightshoe <Tracy- H ig hts hoe@ iowa-city.org > To: William Reagan <wmreagan@iowatelecom.net>; Becci Reedus <becci.reedus@jccrisiscenter.org>; a.petersen@eccocast.com; Tom Walz <thomas-walz@uiowa.edu>; Sandra L. Pickup <SPickup3@mchsi.com>; salome-raheim@att.net; Roger Lusala <r.lusala@myep.us>; Crissy <crissy@shelterhouseiowa.org>; Jim Swaim <)imSwaim@unitedactionforyouth.org>; Mary Wiemann <mwiemann@elderservicesinc.com> Cc: Steve Long <Steve-Long@iowa-city.org> Sent: Tue, September 7, 2010 7:35:29 PM Subject: FYI Public Service Applicants Hello. The City of Iowa City received unanticipated CDBG program income at the end of our last fiscal year (received June 30, 2010). This is great news for public service applicants as that means we have an additional $15,000 that can be spent for FY11 public service applicants. These funds must be spent by June 30, 2011. The Housing and Community Development Commission was informed of this additional money at their August meeting and requested that staff notify recipients of its availability. At the September 16 HCDC meeting, HCDC will formulate a funding recommendation for this $15,000. These funds will be limited to those who submitted an application for FY11 public service funds (this includes UAY and ESI). If your agency was either not funded or not fully funded and wants to be considered for additional funds up to the original amount requested, please forward an email to my attention by 12:00 PM, Friday, September 10. Your email should express your interest and the amount requested. The amount requested may not to exceed your original application request. For example if you applied for $10,000 and received $2,500, you can request no more than $7,500. HCDC will not be considering new applications. Applicants that did not receive any funding must request at least $2,500. Based on your interest, your original application will be forwarded to HCDC for their review and recommendation. 9/10/2010 wxJ tit � �# WR IT, 5 v4Rao VIM s- -too, ,} �` t x 3 a "m j Public Service Projects (Operations) 1. Name of program for which funds are being requested: Isis Affordable Homes Family Investment Project 2. Total Amount of CDBG Funds Requested: $ 3. Applicant Name: Isis Investments LLC Applicant Address: DUNS Number: // UJ if V i Signature (please use blue ink): 2010 4. Contact Person: Phone Number: (319) 530-4375"""� Fax Number: Email Address: Salome-raheim@att.net 5. Indicate your organization's corporate status and number of years in business in the Iowa City community. Status: O Non-profit 0 For -profit Years in business: 3.5 years 6. Did you attend the Applicant Workshop? O NO 0 YES - Please indicate date attended: O 12/29/09 or Z 1/13/10 7. Brief summary of the proposed project (please limit response to a paragraph). Isis Investments, LLC operates the Isis Affordable Homes project, which increases affordable, scattered site rental housing in single family homes for Iowa City families with incomes at 0 - 30% and 31 — 50% of median family income. After one year of rental, families are eligible to purchase the home. The proposed project is designed to address the problems of families living in poverty and promote sustainability, including homeownership, for ten rental families by increasing financial literacy and life skills. At least eight families who will participate in the project have Section 8 housing vouchers. Strategies to. accomplish the aims of the project include financial literacy training, mentoring to increase self-sufficiency skills, English -Spanish interpretation and translation services, and counseling and service coordination to promote family preservation. Financial literacy training will be provided by Susan Mills, Heartland Investments, as a volunteer. Isis Investments, LLC staff, two MSW-level social Public Service Projects (Operations) 1 FYI I CDBG/HOME Funding Request workers, will .provide case management .and .direct.,services to ,promote _self-sufficiency and family preservation. 8. The objective of the CITY STEPS Plan is to promote a continuum of care within the community that includes jobs, housing and services for low -moderate income persons. Tell us (a) why this project is needed, (b) how it fills a gap in the City's continuum of care or partners with other services and (c) how it addresses the goals cited in the 2011-2015 CITY STEPS Plan. Include information from stud ies\resea rch or other supporting documentation, where available. This project addresses two high priority community development needs identified the 2011-2015 CITY STEPS Plan: life skills and financial literacy (p. 4). It also addresses the goal of "Affirmatively Furthering Fair Housing —Prevention and Outreach Activities: Assist low-income households in maintaining and retaining their existing housing" (p. 93). Family preservation, Financial Literacy and other self- sufficiency skills building services will assist families to retain their existing housing, as well as address the problems of families living in poverty. Need The proposed project addresses the problems of those living in poverty, using approaches identified in the 2011 — 2015 CITY STEPS Plan. As reported in the Plan, Census 2000 data indicate that a significant number of Iowa City families are living in poverty (p. 78). Extremely low income and very low income families have particular needs for supportive services (pp. 31-32), which this project provides. The CITY STEPS Plan identifies affordable housing, family preservation, self-sufficiency skills and services coordination as the greatest needs in addressing the problems of these families (p. 77). Unfortunately, assistance provided to people in poverty tends to be more oriented toward managing crises than prevention of poverty or more long-term interventions that invest in a family's future (p. 79). The applicant is currently addressing affordable rental housing needs through the Isis Affordable Homes project. The proposed project expands the services available through Isis Affordable Homes to provide needed family preservation services, services coordination and self-sufficiency skills, including financial literacy. These are long-term, family investment strategies. A secondary focus of Isis Affordable Homes is promoting homeownership. The CITY STEPS Plan acknowledges that the ability to successfully make the transition from renting to home ownership can be daunting. Learning how to budget, allowing for home maintenance, keeping a credit history in good shape —all of these elements are key components of home ownership counseling which must be available to first time homebuyers to help them achieve long-term stability and avoid default or foreclosure. While the City provides and supports a homebuyer counseling program through ICHA and the Iowa City Area Association of Realtors, there remains a need for additional counseling, particularly in the areas of financial literacy and credit counseling (pp. 39-40). The financial literacy services this project will provide address the needs of families who want to become homeowners. How We Fill the Gap This project fills the gap in the continuum of care by providing 1) case management services to link tenant families with available services; and 2) direct services when those services are not available or accessible due to limited funding, waiting lists or language accessibility. Services Coordination The CITY STEPS Plan indicates that many services are available to low-income residents, but that some individuals are unable to take full advantage of these resources. Lack of information on available services and inexperience with how to access and coordinate them are likely reasons that families may not access needed services (79-80). Project staff members' experience with Latino families in Iowa City indicate that language barriers are another reason that families may not take advantage of available services. This project addresses the need for services coordination by using a case Public Service Projects (Operations) 2 FY11 CDBG/HOME Funding Request ,management. approach. -Project -staff -members .provide case,management,services.for tenant families to assess, plan, implement, coordinate, monitor, and evaluate the options and services required to meet their needs. Using their expert knowledge of service providers and the services network in Iowa City and bi-lingual skills, project staff link tenant families to needed resources and advocate for and with them as needed. We also provide information and referral to families seeking housing that are not yet Isis Affordable Homes tenants. Examples of past case management and services coordination activities include: • Refer applicant families to housing opportunities that will meet their needs (e.g., Housing Fellowship) • Coordinate with the Iowa City Community School District (ICCSD) to cover transportation costs to the Iowa School of the Deaf in Council Bluffs, IA • Communicate with local government officials to help families advocate for health care • Coordinate with ICHA— o Arrange temporary housing for tenant family while repairs were being made after a house fire o Provide interpretation and translation services for Spanish speaking families to enable them to apply for ICHA programs • Help families navigate service systems— o Public school system (re: IEP's, registration, attend meetings) o Community resources for emergency food and utility payments o DHS for services • Network with community to inform about the mission of Isis Affordable Homes and to recruit volunteers, such as Susan Mills, Heartland Investments Family Preservation Iowa City has excellent programs to support families, such as Hawkeye Area Community Action Program (HACAP), the Johnson County Head Start Family Service Program, the Neighborhood Centers of Johnson County, and the Head Start Family Service Program (2011-2015 CITY STEPS, p. 78). Some of these are neighborhood -based programs, which are not accessible to Isis Affordable Homes tenant families. All of these programs are in great demand in the community and often have waiting lists. The CITY STEPS Plan indicates that creating more case management interaction would assist in earlier, comprehensive intervention that will contribute to improving and maintaining nurturing family environments (p. 79). This project helps fill the gap of needed family preservation services by providing case management, referral and direct counseling. Examples of project services that the project has and will provide are: • Referral to the Johnson County Focus on Youth Fund and assistance with accessing funding for childcare. Problem solving with families who experience barriers and road blocks in the community • Counseling services to assist tenant mother to ,discuss safe sexual behavior with her adolescent daughter Self -Sufficiency Skills The CITY STEPS Plan states that there are some important services available in Iowa City aimed at developing self-sufficiency skills, which include budgeting/money management, family and parental counseling, skills development and communication skills. While many of these services are already available in the Iowa City area, access to them can be an issue (p. 79). While the City provides and supports a homebuyer counseling program through ICHA and the Iowa City Area Association of Realtors, there remains a need for additional counseling, particularly in the Public Service Projects (Operations) 3 FYI CDBG/HOME Funding Request .areas of financial literacy.and. credit .counseling.(pp .-.39-40).-_Susan.Mills�of: Heartland_Investments,(a volunteer) will provide financial literacy/financial management training to project participants. This project links tenant families to available services to develop their self-sufficiency skills, as was as provide direct services —including financial literacy training. Self-sufficiency skill building services to be provided are similar to past project activities. These include: Support for GED completion Budgeting/financial counseling Mentoring and coaching to enhance o effective communication o conflict resolution o positive relationship building o goal setting o personal organization and time management Mentor and coaching to develop home maintenance skills, such as installing flooring, painting, and minor home repairs Project staff build positive, caring relationships with tenant families. The goal of these relationships and all project activities is to support an optimum level of wellness, self -management, and functional capability to become engaged members of the Iowa City community. The project link clients with appropriate providers and resources throughout the community while ensuring that services provided are culturally and linguistically competent, effective, client -centered, timely, efficient, and equitable. Provide a budget breakdown for your specific program or expense. The budget breakdown should include ONLY those costs directly related to the program or expense. For example, if the project is the addition of one staff person, the budget should include only the estimated cost of and resources available for that position. Alternatively, if the project is the implementation of a specific service program, provide the total estimated costs of and resources available for the project, broken out by general -categories such as salaries, materials, office expense, marketing, etc. (Please include the cost of an audit for any organization that expects to receive over $500,000 from all federal sources.) If other non-CDBG resources are used to fund the project/expense, please list the sources, [state if the funds are in -kind or cash,] and check if the funds are anticipated or already in -hand (committed). If anticipated, indicate the date the funding will be available if awarded. Document Costs Whenever Possible. Budget Breakdown (Include only those costs directly related to the project.) Public Service Projects (Operations) 4 FY11 CDBG/HOME Funding Request Expense Category (e.g, salaries, acquisition, rehab) If possible, please prioritize the budget CDBG Funds Other Funds List Source of Other Funds `Type 'Status Y p E E Please place an 'X" in the box that applies., Salaries $8,000 $ X 7/10 No $ $4,000 Applicant X 7/10 Yes $ $ Volunteer Contribution Total from Question #10 $1,500 Susan Mills, Heartland Invest. Yes Total I $ $ 0 Public Service Projects (Operations) 5 FYI CDBG/HOME Funding Request 10. -If volunteers are used,. please. describe how these.volunteers are utilized for the.proposed activity. Unskilled labor hours x $10 per hour = $ Skilled labor (_Susan Mills, _50 hours x $_30_ per hour $1,500 Heartland Investment ) Skilled labor ( ) hours x $ per hour = $ Total $1,500 Susan Mills of Heartland Investments will provide financial literacy training, both individually and in groups to tenant families 11. All public service projects are required to expend their full award and complete the proposed project by the end of the fiscal year (June 30, 2010). Will you be able to meet this requirement? ZYes ONo 12. Please indicate the population to be served by the proposed program according to the income categories shown in the Applicant Guide. If you are requesting money for a specific administrative expense (e.g., a staff member's salary), indicate the population served by your agency as a whole. (Please Note: If this application is funded, the information in this table will be used as income targeting for the CDBG Agreement). Number between 0 - 30% median income Number between 31 - 50% median income Number between 51 - 80% median income Number between 80 - 100% median income Number over 100% median income Total Percent LMI Percent Iowa City Residents persons (a) persons (b) persons (c) persons (d) persons (e) persons (f) 91, (a+b+c)=f 100 910 Please describe the basis or methodology used to estimate the number of clients to be served (i.e. survey, last year's reports, etc.) Current tenant rolls Public Service Projects (Operations) 6 FY11 CDBG/HOME Funding Request 13. Please select one, main, objective, -outcome, -and output..indicator.for the.proposed.pr_oject.._Second,:provide specific project indicators in the narrative (i.e., number of households assisted, number of persons assisted, etc.) Objective: O Suitable living environment Q Decent affordable housing O Creating economic opportunities Outcome: O Availability/accessibility O Affordability Q Sustainability Output Indicator: O Persons Q Households O Housing units A minimum of ten household will be assisted. A total of number 40 persons will be assisted, when the children in these households are counted. 14. In the last five years, has your agency received a CDBG award of which all or a portion has reverted to the City due to non -expenditure of funds? If so, please explain. No 15. Is the applicant (including partners, co -applicants, etc.) currently in compliance with all federal, state and local laws, rules and regulations including any CDBG and/or HOME funded projects? DYes ONo If "No" or the matter is currently in litigation please give the name of the case and explain the basis of the case. 16. If the applicant has not received CDBG funds in the last three years, please provide evidence of your organization's capacity, financial skills, commitment and/or experience to implement the proposed program or service within the established timetable and budget. The Isis Affordable Homes housing project has a proven record of success in creating affording housing for extremely low income, and very low income families. Although Isis Investments, LLC received CDBG/HOME funds in the two previous fiscal years, we note here relevant details about our capacity, commitment and experience. Since 2007, Isis Investments, LLC (the applicant) and Salome Raheim (Managing Partner) have converted ten market value priced homes into affordable housing and rented them to families with Section 8 housing vouchers (nine in Iowa City and one in Johnson County). Prior to receiving CDGE/HOME in FY 2009, Isis Investments, LLC partners —Salome Raheim, Yvonne Roberts and Joshua Raheim—began creating affordable housing in Iowa City and Johnson County with private funds (i.e., bank loans and personal funds) and volunteers. Two houses were purchased and rehabilitated and a third house that had been rented at market value was converted into an affordable housing unit. The first acquisition was a collaboration with community volunteers in Public Service Projects (Operations) 7 FY11 CDBG/HOME Funding Request Oxford, .IA.to,purchase.and rehabilitate a vacant, neglected property. The home was to be occupied by a nine -member family with an urgent need for Section 8 approved housing. The acquisition was accomplished in eight days, including initial viewing, securing financing, professional housing inspection and closing. Over twelve skilled and unskilled volunteers completed rehabilitation in one week, which involved drywalling, electrical work, carpentry and painting all finished, interior walls. The family occupied the home twelve days after closing. Isis Investments, LLC owns and manages a total of seven properties and maintains a collaborative and supportive relationship with all tenants. The capacity to support tenants was increased in FY 2009 by hiring Yolanda Spears, a social worker, to serve as Property Manager. In FY 2010, the addition of an Assistant Property Manager, Ladiester LaMaster, who is a Latina, bi-lingual social worker in the Iowa City School District, has expanded our capacity to recruit and effectively serve Spanish-speaking families. Our history of acquisition, rehabilitation and management of affordable rental properties, as well as the culturally and linguistically competent support services provided to tenants, demonstrate our experience, capacity and commitment to undertake the proposed addition to our existing project. Isis Investments, LLC Managing Member, Salome Raheim has extensive administrative and financial management experience. She was director of the University of Iowa School of Social Work for over seven years and served for 1.5 years as Senior Associate to the President of the University of Iowa. As the School of Social Work director, she was responsible for oversight of more than thirty faculty and staff, the general operating budget and over three million dollars of grants and contracts. Isis Investments, LLC Property Manager, Yolanda Spears is the director of the Iowa City Community School Family Resource Center at Lucas Elementary. As the Lucas FRC Director, she is responsible for working with parents to encourage meaningful involvement in their children's education, to strengthen families, connect families to district and community resources, provide education, manage (financially and oversight) of grant supported programming and counseling to build skills, help create a welcoming school environment in which families feel supported and accepted. She works with Isis Affordable Homes' tenant families to assist in gaining knowledge and skills and removing barriers to maintaining their home and good relationships in their new communities. Raheim, Roberts and Spears each have knowledge of the target population, which also demonstrates capacity to undertake this project. They have personal experience living in low- income urban areas. All are trained human service/health care professionals with professional experience working with the target population for this project. They have excellent communication and assessment skills and have been able to effectively interview and screen rental applicants and maintain positive and supportive relationships with families in the project. FYI Public Service Applicants Tracy Hightshoe Page 1 of 2 From: Roger Lusala [r.lusala@myep.us] Sent: Wednesday, September 08, 2010 11:19 AM To: Tracy Hightshoe Subject: Re: FY11 Public Service Applicants Good Morning Tracy, MYEP would like to be consider for the allocation of the public service fund for the purchase of equipments for the Youth Entrepreneurship. We are requesting an additional $5, 707.00 to reach our maximum of our original request of $8,332.00 Thank you for your consideration, Best Regards, Roger B. Lusala Executive Director, MYEP 407 Highland Ct, Iowa City, IA 52240 Phone: 319-341-0060 Ext.7001 / FAX: 888-883-1235 / www.myep.us "Develop an attitude of gratitude, and give thanks for everything that happens --- Brian Tracy On 9/7/2010 6:35 PM, Tracy Hightshoe wrote: Hello. The City of Iowa City received unanticipated CDBG program income at the end of our last fiscal year (received June 30, 2010). This is great news for public service applicants as that means we have an additional $15,000 that can be spent for FY11 public service applicants. These funds must be spent by June 30, 2011. The Housing and Community Development Commission was informed of this additional money at their August meeting and requested that staff notify recipients of its availability. At the September 16 HCDC meeting, HCDC will formulate a funding recommendation for this $15,000. These funds will be limited to those who submitted an application for FY11 public service funds (this includes UAY and ESI). If your agency was either not funded or not fully funded and wants to be considered for additional funds up to the original amount requested, please forward an email to my attention by 12:00 PM, Friday, September 10. Your email should express your interest and the amount requested. The amount requested may not to exceed your original application request. For example if you applied for $10,000 and received $2,500, you can request no more than $7,500. HCDC will not be considering new applications. Applicants that did not receive any funding must request at least $2,500. Based on your interest, your original application will be forwarded to HCDC for their review and recommendation. Please contact me with any questions and please email me upon receipt so that I know your agency has been informed of this funding opportunity. Thanks! Tracy Hi,041940e City of Iowa City 9/8/2010 NK Mt i )Nouth 1 S s yip � s yy t r� 4ial-vW i Oi (Page 79) 49% Pl 16% r 4 jj.. d, � ➢ d k { �s aw � Public Service Projects (Operations) 1. Name of program for which funds are being requested: Mavor's Youth EMDDwerment Pro ram (MYEP) Youth Leadershiv Program in Collaboration with FAS TRAC Co/%Qe Bound Program. 2. Total Amount of CDBG Funds Requested: $ 8,331.36 3. Applicant Name: Roger Lusala, Executive Director of MYEP and Henry Harper Fas Trac Program Coordinator Applicant Address: 1060 Cross Park Avenue, P.O. BOX. 307 Iowa City. Iowa 52244 DUNS Numbe- ^" ^^""' Signature (pie 4. Contact Persc Phone Numb( Fax Number: Email Address: r.lusala(cbmveo.us 5. Indicate your organization's corporate status and number of years in business in the Iowa City community. Status: x Non-profit O For -profit Years in business: 42 6. Did you attend the Applicant Workshop? i7 NO X YES - Please indicate date attended: X 12/29/09 or O 1/13/10 7. Brief summary of the proposed project (please limit response to a paragraph). To purchase equipments and supplies to establish a Micro -enterprise for at risk youth in the Fas Trac College bound and MYEP Youth Leadership Programs This Micro -enterprise will provide summer employment opportunities to youth in these oroorams to teach them the value of money work ethic and occupied their time and stir them away from life of crime and unproductive activities 8. The objective of the CITY STEPS Plan is to promote a continuum of care within the community that includes jobs, housing and services for low -moderate income persons. Tell us (a) why this project is needed, (b) how it fills a gap in the City's continuum of care or partners with other services and (c) how it addresses the goals cited in the 2011-2015 CITY STEPS Plan. Include information from studies\research or other supporting documentation, where available. 217 Public Service Projects (Operations) FY11 CDBGMOME Funding Request 05D Youth Services 570.201(e) and 05H Employment Tra/n/ng 570.201(e) are h/apr/or/ needs in the 20112015 MYEPs mission is to provide advocacy and support to at Isk youth children and adults with disabilities who face barriers to independence and resources to their families MYEP currently provides employment to area at nsk youth through the aid to the agency funding stream and the agency's yearly fund raising. With the economic downturn we are facing many challenges finding fund to continue these much needed proarams and finding businesses willing to hire at -risk youth as pan` of the youth work -based program This protect will create empyment opportunities for these youth to sell things during Festivals such as the Jazz Fest, Art Fest, community and neighborhood events and school events which in turn will provide venues for youth to work and stay away from unproductive behaviors by learning mo_ney management, work ethic and entrepreneurial shims MYEP began as a federal initiative encouraging cities to provide summer employment opportunities for disadvantaged Youth and young adults- primarily between the ages of �4 24 Since that time MYEP has been active in offering direct; supportive programs to individuals with disabilities and area at-r/sk youth From 1968 through 1996, MYEP was considered a quasi -department of the City of Iowa City In 1996 MYEP filed for and became a 501(c) QJ private non profit corporation. In 2002 MYEP became an approved service provider under the State of Iowa Medicaid Waiver Home and Commun/tv Based Service 6HC85J through these contracts MYEP provides Indiyidual Group and Camp Respite Care, Supported Community Lbft both Hour/v and Residentially, Job Coaching and Job Placement Prevocational Services Adult Day- Habilitation Services Adult Day Care Consumer D/rectAttendant Care (CDAQ and continues to expand its services under the following Waivers. intellectual Disability Waiver (formally known as Mental Retardation WaiverJ, Il/and Hand/capped Waiver Brain Injury Waiver Physical Disability Waiver Children Mental Health Waiver, and Res/dent/al Based Supported Commun/ty Living Waiver MYEP currently serves more than 150 families. In addition to our Medicaid services MYEP provides services over 30 area at -risk Youth through our Youth Leadership Pro r� The Youth Leadership Program support area at -risk youth to become socially morally emotionally physically and cogn/t/ve/y competent and contributing members of the community through our four main areas that have proven to fostered best results while working with youth /ntegrat/on of family, peers and the community,• positive adult and youth Interact/on • work -based learning with area businesses and communitX serv/ces The curriculum of the Youth Leadership Program includes. money management, • preventing /dent/tying and reporting domestic, physical and sexual abuse; prevent/ng bullies • on -fine safety tips • community services • the importance of post secondary education; and many more. MYEP has provided services in Iowa C/ty since 1968. During this t/me we have served an immeasurable number of youth and their families 9. Provide a budget breakdown for your specific program or expense. The budget breakdown should include ONLY those costs directly related to the program or expense. For example, if the project is the addition of one staff person, the budget should include only the estimated cost of and resources available for that position. Alternatively, if the project is the implementation of a specific service program, provide the total estimated costs of and resources available for the project, broken out by general categories such as salaries, materials, office expense, marketing, etc. (Please include the cost of an audit for any organization that expects to receive over $500,000 from all federal sources.) If other non-CDBG resources are used to fund the project/expense, please list the sources, [state if the funds are in -kind or cash,] and check if the funds are anticipated or already in -hand (committed). If anticipated, indicate the date the funding will be available if awarded. Document Costs Whenever Possible. Public Service Projects (Operations) 218 FY11 CDBGMOME Funding Request Budget Breakdown (Include only those costs directly related to the project.) Type Status Expense Category (e.g. salaries, acquisition, rehab) c E If possible, please CDBG List Source of E prioritize the budget Funds Other Funds Other Funds 43 � � $ Please place an W"in the box that applies. Acquisition of Funnel $ 2,330.43 $ X 07101 Cake Machine Acquisition of Shaved $1,000.00 $ X 07101 Ice Machine Acquisition of Popcorn $ 729.00 $ X 07101 Machine Acquisition of Tent $11000.00 $ X 07101 Funnel Cake Ring(4) $123.96 $ X 07101 Funnel Cake Pourer (4) $123.96 $ X 07101 Funnel Cake Supplies $ 200 $ X 07101 Shaved Ice Supplies $ 649.45 $ X 07101 Popcorn supplies $174.56 X 07101 Initial Training classes, $ 2,000.00 X 07101 other supplies and material needed Volunteer Contribution $ $500.00 X X (Total from Question #10 Total $ 8,331.36 $500.00 Public Service Projects (Operations) 219 FY11 CDBG/HOME Funding Request 10. If volunteers are used, please describe how these volunteers are utilized for the proposed activity. Unskilled labor 50 hours x $10 per hour = $ 500.00 Skilled labor ( ) hours x $ per hour = $ Skilled labor ( ) hours x $ per hour = $ Total $ 500.00 11. All public service projects are required to expend their full award and complete the proposed project by the end of the fiscal year (June 30, 2010). Will you be able to meet this requirement? X Yes []No 12. Please indicate the population to be served by the proposed program according to the income categories shown in the Applicant Guide. If you are requesting money for a specific administrative expense (e.g., a staff member's salary), indicate the population served by your agency as a whole. (Please Note: If this application is funded, the informadon in this table will be used as income targeting for the CDBG Agreement). Number between 0 - 30% median income Number between 31 - 50% median income Number between 51 - 80% median income Number between 80 - 100% median income Number over 100% median income Total Percent LMI Percent Iowa City Residents 75 persons (a) 25 persons (b) 30 persons (c) 23 persons (d) 0 persons (e) 153 persons (f) 84.9 % (a+b+c)=f 94.7 Please describe the basis or methodology used to estimate the number of clients to be served (i.e. survey, last year's reports, etc.) Last year's numbers Public Service Projects (Operations) 220 FY11 CDBGIHOME Funding Request 13. Please select one main objective, outcome, and output indicator for the proposed project. Second, provide specific project indicators in the narrative (i.e., number of households assisted, number of persons assisted, etc.) Objective: OSuitable living environment O Decent affordable housing X Creating economic opportunities Outcome: X Availability/accessibility O Affordability O Sustainability Output Indicator: X Persons O Households O Housing units HistorySection 4 Capacity/ of the Applicant i 14. In the last five years, has your agency received a CDBG award of which all or a portion has reverted to the City due to non -expenditure of funds? If so, please explain. No 15. Is the applicant (including partners, co -applicants, etc.) currently in compliance with all federal, state and local laws, rules and regulations including any CDBG and/or HOME funded projects? X Yes ONo If "No" or the matter is currently in litigation please give the name of the case and explain the basis of the case. 16. If the applicant has not received CDBG funds in the last three years, please provide evidence of your organization's capacity, financial skills, commitment and/or experience to implement the proposed program or service within the established timetable and budget. MYEP has not received CDBG funds in the past However our organization has the capacity financial skills, commitment and experience to complete the proposed project within the established timetable and budget MYEP has a Business Manager who oversees the business side of the organization including administering the accounting responsibilities and the Executive Director approves the expenses and signs checks MYEP has effective financial checks and balances /n place and has administered county and state contacts close to $'1,000,000.00 Marl K Public Service Prgecft (Operations) ' 221 FY11 CDBG/HOME Funding Request 222 i�i 223 F5 e e o e e o e e e e o e o e e e o e e e e e -; Aj t� N O t� O N rl O O� O .y �O rl O W N [� f`; rl N �D •-I .1 N f� f`j 00 •r O� fy p� O O f`� O O O O O O O O O O' O y'3 r1 .ti C O O O O O O O O O O O O O O O O O h p O O O O O O O O O O '+ O OO O O O O O O O O O. 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O O- O O O O O O O N Vl S O O O �/1 O vl O O O O O O O O �n 'cT N O O O O k O vl O v1 VI fy a O+ .+ �D 00 .-� M N Vt .� �--� O 2 %O N N M � b M O� M o0 M N O O N S 0 0 0 0 0 0 0 7 N O 0 O O M V O, O O �/1 O O O O Vl G O O N 0 0 0 0 0 0 0 �n CDG0 O O O @j M 0'.r M m M N O 10 of M ..+ O N r M U b Wu1 O 0 0 0 0 vl CDO O �n O v1 O O O N CD0 0 0 0 0 0 C, �n CD O �n O O b "t N O O b O V1 N V! Q� . M z ` ? O 0 0 0 0 vi O , O O O O O N O 00 0 0 0 0 0 �n O O �n O O w�. s M O\ M o0 M N O - I M V vi N O M .r O O O V1 V' N �O O .r O V1 N 1n CD, N O y O: O O O O O O �/t O vi C/1 O O O N O O Cl O O O O O N M N O O O O O vl N M O O O In O O O N O 0 0 0 0 0 0 0 O O O O O O . cc F- M Ol N M 00 M N O Vl �O Vl .� "T h N O M h O Vl O r O O V') vl O- M rq O O r" V N Vl CIA O O VI !- O N V1 Vl N b 00 V Ni r a" O Ul O O O O O Vl O O O N O O O O O O O O h O �. `. a, 10 O Vt 10 vt �--� 'R Vl N O M Vl O �/1 O '+ O O a/1 �n 0 M 0 0 0 r- 7 N a/1 IDVl O [- Clvt N Vl N r" N ; 3 v cwi W F F zgn z °' z B w ❑ ❑ N O g a L) ° iC V' w w U w U w W G W A O µ� F+ W F ti z a w U t 5 m WW R� ? d y z z z w ti❑ ww Osdz0 w q°v a' zWU t❑6 � z O w ��Su w�d 1,4 a �F. Wa a 36 cIt o wa ao<0 w a 0dod 0aa�W1a i s ; O -It v 3y aad U❑oa¢ ¢ coa m U ti � N r� r o o r g o o N ery o 0 O rv� O d o 0 o 0� V ? o v 0 O o V r 0 O 0 n a— oe � o N d O V O W, 9 d �% 224 FYI Public Service Applicants Tracy Hightshoe Pagel of 2 From: Crissy [crissy@shelterhouseiowa.org] Sent: Wednesday, September 08, 2010 10:19 AM To: Tracy Hightshoe Subject: RE: FY11 Public Service Applicants Dear Tracy, Please accept this e-mail as written verification that Shelter House would greatly appreciate being considered for full funding for FYI 1. We respectfully submit a request in the amount of $7,112. These additional funds would be most helpful at this time as Shelter House prepares to open the new shelter in November and faces substantially increased operating expenses for which new funding has not been secured. Thank you, Crissy Canganelli Executive Director, Shelter House 319.338.5416 ext. 102 319.358.7132 fax 319.530.8706 cell www.shelterhouseiowa.org 6he1bz;;.L T4ouse From: Tracy Hightshoe [mailto:Tracy-Hightshoe@iowa-city.org] Sent: Tuesday, September 07, 2010 6:35 PM To: William Reagan; Becci Reedus; a.petersen@eccocast.com; Tom Walz; Sandra L. Pickup; salome- raheim@att.net; Roger Lusala; Crissy; Jim Swaim; Mary Wiemann Cc: Steve Long Subject: FYI I Public Service Applicants Hello. The City of Iowa City received unanticipated CDBG program income at the end of our last fiscal year (received June 30, 2010). This is great news for public service applicants as that means we have an additional $15,000 that can be spent for FYI I public service applicants. These funds must be spent by June 30, 2011. The Housing and Community Development Commission was informed of this additional money at their August meeting and requested that staff notify recipients of its availability. At the September 16 HCDC meeting, HCDC will formulate a funding recommendation for this $15,000, These funds will be limited to those who submitted an application for FYI I public service funds (this includes UAY and ESI). If your agency was either not funded or not fully funded and wants to be considered for additional funds up to the original amount requested, please forward an email to my attention by 12:00 PM, Friday, September 10. Your email should express your interest and the amount requested. The amount requested may not to exceed your original application request. For example if you applied for $10,000 and received $2,500, you can request no more 9/8/2010 a Cm� IQ,14� E .. 3 a Project NameUS@ ;� � � �I�ent Services Number ° Project Add+Oss1� ert Street ` ,y-'� � �"� d of ` :• ,Ma 'F- "s �-�. '_ �E�F a Activity Typ ce CITY Sr P$ Prl 5' r�M04 rt r Ski11s. CITY STEPS.boal utprogra Mt. (Page 79) AchieveaC rt Age teach programs to a h> ru and of 02} Ben Amount Regriettrf Rq&yment Period of Aft s F Percent 4OP > tpm -11 T M h k� �m k $ t + L } S - � e ��rZSY$?��+• -y�, *�"§� *'� ,.k �j�'�S �¢ '4r53c� }. NO OWNS, i fills1 UP w "y NO Knot Lot Public Service Projects (Operations) Name of program for which funds are being requested: STAR Program Cash Match/Client Services Coordinator 2. Total Amount of CDBG Funds Requested: $10,000 Applicant Name: Shelter House Community Shelter & Transition Services Applicant Address: 331 N. Gilbert, Iowa City, IA 52240 DUNS Number: 827151770 Signature (please use blue ink): 4. Contact Person: Christina M. Canganelli, Executive Phone Number: (319) 338-5416 ext. 102 Fax Number: (319) 358-7132 Email Address: crissy@shelterhouseiowa.org 5. Indicate your organization's corporate status and number of years in business in the Iowa City community. Status: x Non-profit O For -profit Years in business: 26 6. Did you attend the Applicant Workshop? O NO x YES - Please indicate date attended: O 12/29/09 or x 1/13/10 7. Brief summary of the proposed project (please limit response to a paragraph), Shelter House is requesting CDBG funding for the purpose of cash match for the Supported Training and Access to Resources (STAR) Program to provide support for the position of one .75FTE Client Services Coordinator at Shelter House. The Client Services Coordinator is responsible for providing direct client services at Shelter House, coordinating outreach efforts in conjunction with the STAR Program Manager, and ensuring that all pertinent client demographic and outcome data is recorded and managed in Service Point, the federally mandated Homeless Management Information System (HMIS). Our intent is to maintain the existing accessibility of staff at Shelter House for clients, potential clients and local service providers. Additionally, funds awarded in FY10 for this position were utilized to leverage more than $448,000 in federal funds for supportive services for the homeless of Johnson County as part of the STAR Program. It is our intent to use FY11 CDBG funds to meet a portion of the cash match requirement that totals $106,750. 8. The objective of the CITY STEPS Plan is to promote a continuum of care within the community that includes jobs, housing and services for low -moderate income persons. Tell us (a) why this project is• needed, (b) how it fills a gap in the City's continuum of care or partners with other services and (c) how it addresses the goals cited in the 2011-2015 CITY STEPS Plan. Include information from stud ies\resea rch or other supporting documentation, where available. a) The need for this project in the Iowa City community can be witnessed through the different levels of service that are afforded to homeless in the community. Shelter House is the entry point for 225 homeless persons in the community to access services that will move them towards self-sufficiency. Each year, Shelter House serves approximately 450 men, women and children in Johnson County meeting the most critical need of emergency and transitional shelter. Shelter House staff further provides direct client services assisting individuals in accessing existing community programs and resources. Clients intending more than a transient stay at the shelter participate in Shelter House's anchor, the In -House Counseling Program, which offers on -site support in finding employment, saving resources for more stable housing, applying for appropriate services and connection for mental health and substance abuse services. Due to the inherent time limitations for persons staying at the shelter (up to 90 days), the STAR case management program is used as a vehicle for providing more comprehensive services to shelter clients and other homeless adult men and women throughout Johnson County. As a second level of service, the STAR Program fills an even broader gap in providing critical supportive services throughout the county. The Purpose of the STAR Program is to assist persons who are 18 years of age and older, chronically unemployed and homeless in the greater Iowa City area to achieve their highest level of self-sufficiency through employment. The program is comprehensive in scope and addresses the full spectrum of barriers to economic self-sufficiency experienced by most chronically unemployed homeless persons including but not limited to physical and mental limitations, substance abuse, life skills and employability skills deficits, education, child care and transportation. As such, program funds are utilized for the following supportive services: Outreach, Case Management, Utility and Rent Deposit Assistance, Substance Abuse Evaluation, Mental Health Assessment and Treatment, Life Skills Training, Other Health Care Needs (including prescription, vision, and dental assistance), Education Assistance, Child Care, Transportation, and Clothing. The primary service activity of the program is Employment Assistance which includes not only assistance with employment search and placement but employability skills training, job coaching, vocational training, paid internships and supported work placements with local businesses and community based organizations. Referrals are also made to mainstream resources such as Vocational Rehabilitation for severely limited individuals in need of long-term vocational support. As a third level of service the STAR Program offers outreach services to high risk homeless persons in the community that may not be connected to or receiving services in the community. The Client Services Coordinator oversees outreach services at Shelter House, and works with program staff to maintain outreach services at the Wesley Center which houses the Free Lunch Program. STAR Program staff also provide weekly outreach services at the Domestic Violence Intervention Program (DVIP) and on the streets. Our outreach efforts provide a critical point of contact for the more service resistant individuals in the homeless population, in particular, individuals who are chronically homeless. Outreach services also allow the program to reach a far greater number than would otherwise be served through our case management program and connect with a multi -risk population that may otherwise not seek out needed services in the community. b) The In- House Counseling and STAR Programs are integral components of the Johnson County Continuum of Care system and provide for integrated case management services for homeless and chronically homeless persons in the community. Case management services for participants involve the coordination of multiple service providers and services such as, substance abuse counselor and treatment facility, psychiatrist and treatment facility, mental health therapist, social security administratiori caseworker, vocational specialist, budgeting specialist, and life skills specialist. Supportive services as provided not only sustain participant self-sufficiency but fill the gap between participant and providers. Additionally, STAR Case Managers take a hands-on approach to case management and provide services to fill a needed gap of services that may not be readily accessible. For example, while clients remain on waiting lists for mainstream resources and funding sources, services and funding through the STAR Program are utilized to meet client's critical needs. Without these essential components, the continuum can never be fully accessed or function efficiently to meet the needs of those it is intended to serve. 226 rVd 4 rn Mn /I I/l AIc I .._ I;...,. n_,...... _a Additionally, as the STAR Program is a county -wide case management program, there are many STAR program participants that are referred into the program from other providers. Residential clients of DVIP and HACAP can and do fully participate in the STAR Program. Other referring agencies include: the 6tn Judicial Department of Corrections, Jail Alternatives of Johnson County, Iowa Legal Aid, Iowa City Community School District, Mid -Eastern Iowa Community Mental Health Center and Salvation Army. c) The In -House Counseling and STAR Programs address many of the priority needs outlined in the CITY STEPS Consolidated Plan for 2011-2015. Within the Public Services sector the plan outlines the following areas as High Priority: Child Care Services, Life Skills, Substance Abuse Services, Mental Health Services and Employment Training (Page 4 CITY STEPS). Shelter House responds to these needs as the Client Services Coordinator works with both individuals and families during their stay at the shelter providing supportive services, focusing on coordinating life skills assistance, access to child care resources, existing mental health and substance abuse services, and facilitates the transition to longer term case management and employment training services through the STAR Program. Further support for our project is articulated on page 62 of the CITY STEPS Plan under Homeless Needs which cites that "...there is a growing need to provide homeless households with proper supportive services including drug and alcohol counseling, financial literacy, case management, life skills training, and job training and placement services." Under Homeless and Homeless Prevention Activities the CITY STEPS Plan identifies strategies designed to address the needs of homeless persons including to Expand/ Rehabilitate Emergency Shelter with one objective being to Expand staff within existing system to provide improved service (Page 70 CITY STEPS). The proposed project speaks to this strategy directly in that funding for the Client Services Coordinator position allows the shelter to more adequately serve the men, women and children residing in the shelter while building the infrastructure and support for the STAR Program. Additionally, under the Strategy: Support plans for improving day shelter opportunities the objectives are to Expand available services such as social case worker availability... and Supported Training and Access to Resources (STAR) Program continuation. It is therefore specifically expressed as an objective of the CITY STEPS Plan to continue STAR Program activities and continue to expand staff availability at the shelter which fully support our project application (Page 70 CITY STEPS). Within the CITY STEP's 5 year Strategic Plan Antipoverty response, Education/ Job Training/Self- Sufficiency Skills are noted as one of the greatest needs in addressing the problems of those living in poverty. The STAR Program as an employment program that serves homeless directly addresses this by assisting clients in building employability skills, alleviating barriers to employment and assisting with other supportive services that enable clients to become successful in the working environment including transportation, child care assistance, work clothing and other health care needs. As an example of Employment Training specifically, the STAR Program utilizes community internships as a way to offer job training to program participants while benefiting other local services organizations by building their staff infrastructure. The STAR Program has partnered with several community organizations such as Old Brick Church, Crisis Center, Crowded Closet, Uptown Bills and Goodwill Industries of the Heartland to offer these training opportunities. Also through the program we assist clients in building their education by helping them access certifications or other continuing education courses through Kirkwood Community College such as Certified Nursing Assistant and Forklift training. In terms of outcomes and program performance, the STAR Program continues to meet the expectations of the Local Homeless Coordinating Board's (LHCB) Continuum of Care (CofC) Strategic plan to address Chronic Homelessness (Page 72 CITYSTEPS). The STAR Program increases the percentage of homeless persons staying in permanent housing over 6 months, increases the percentage of homeless persons moving from homelessness or transitional housing to permanent housing, increases the percentage of homeless persons becoming employed and ensuring that the local CofC has a functional HMIS system. Based on Service Point HMIS data for the operating year September 1, 2008 through August 31, 2009, the STAR Program served 174 adults and 103 227 01,hlin Q-4— D_io fc 1r)n #;n 1 CV44 /+Pl__/ /-(- r _J:__. ___..__a Children. Of those participants exiting the program during the operating year: 75% exited to transitional or permanent housing placements (62% exited to permanent housing placements only); there was a 36% increase in the employment rate (exit compared to entry); and a 20% increase in the percentage of participants exiting with an income at exit over entry. 9. Provide a budget breakdown for your specific program or expense. The budget breakdown should include ONLY those costs directly related to the program or expense. For example, if the project is the addition of one staff person, the budget should include only the estimated cost of and resources available for that position. Alternatively, if the project is the implementation of a specific service program, provide the total estimated costs of and resources available for the project, broken out by general categories such as salaries, materials, office expense, marketing, etc. (Please include the cost of an audit for any organization that expects to receive over $500,000 from all federal sources.) If other non-CDBG resources are used to fund the project/expense, please list the sources, [state if the funds are in -kind or cash,] and check if the funds are anticipated or already in -hand (committed). If anticipated, indicate the date the funding will be available if awarded. Document Costs Whenever Possible. Budget Breakdown (Include only those costs directly related to the project.) Expense Category (e.g. salaries, acquisition, rehab) If possible, please prioritize the budget CDBG Funds Other Funds List Source of Other Funds Type Status x U) U � A dr' o 43 Please place an "X" in the box that applies: Outreach/Cgse Management $ $215,360 HUD X X Employment Assistance $ $138,340 HUD x X Life Skills $ $45,800 HUD X X Security Deposit and Utility Assistance $ $10,200 HUD X X Mental Health $ $2,230 HUD X X Alcohol and Drug Treatment $ $2,120 HUD X X Child care $ $1,895 HUD X X Transportation $ $6,000 HUD X X Other Health Care $ $3,025 HUD X X Education $ $1,200 HUD X X Clothing $ $800 HUD X X Cash Match $5,000 Goodwill X X Cash Match $91,750 Shelter House X X Cash Match/Client Services Coordinator $10,000 X 7110 228 Budget Breakdown (Include only those costs directly related to the project.) Type Status Expense Category (e.g. salaries, acquisition, rehab) c E If possible, please CDBG List Source of Y = a prioritize the budget Funds Other Funds Other Funds Program Administration $ $21,348 HUD Including audit Volunteer Contribution $7,500 X (Total from Question X #10 Total $10,000 $552,568 As mandated by HUD, Shelter House is required to provide $106,750 in cash match to the STAR Program. Currently, the City of Iowa City, Johnson County and the United Way contribute to this match requirement. Remaining funds are raised through private contributions from local fundraising efforts. A failure to meet the HUD match requirement would result in a loss of the entire grant and all services therein. All day -time case management activities at the shelter (the In -House Counseling Program) would end. All clients participating in the In -House Counseling Program directly benefit from the STAR Program as the In -House Counseling case management staff positions are funded through STAR. Cash match must be used across the supportive services line items indicated in the budget chart and is not to be used of administrative expenses. Therefore, cash match will augment the service line items (employment, life skills, case management, etc...) as needed. 10. If volunteers are used, please describe how these volunteers are utilized for the proposed activity. Unskilled labor 750 hours x $10 per hour = $7,500 Skilled labor ( ) hours x $ per hour = $ Skilled labor ( ) hours x $ per hour = $ Total $7,500 Volunteers provide administrative assistance three mornings per week at the shelter from 9:00am - 12:00pm. During this time volunteers answer phones, take messages, schedule appointments, and respond to general questions. Volunteers also assist with data entry, copying and other miscellaneous administrative tasks. This relieves the daytime staff from such duties so that they may focus on direct services to individual clients. During the drop -in center between the hours of 5-10pm, volunteers help with other tasks such as serving the evening meal and sorting donations. 11. All public service projects are required to expend their full award and complete the proposed project by the end of the fiscal year (June 30, 2010). Will you be able to meet this requirement? xYes Mo 229 12. Please indicate the population to be served by the proposed program according to the income categories shown in the Applicant Guide. If you are requesting money for a specific administrative expense (e.g., a staff member's salary), indicate the population served by your agency as a whole. (Please Note. If this application is funded, the information in this table will be used as income targeting for the CDBG Agreement). Number between 0 - 30% median income Number between 31 - 50% median income Number between 51 - 80% median income Number between 80 - 100% median income Number over 100% median income Total Percent LMI _450 persons (a) persons (b) persons Cc) persons (d) persons (e) _450 persons (f) _100 % (a+b+c)=f Percent Iowa City Residents _75 % Resident is defined as physical presence with intention to stay. Please describe the basis or methodology used to estimate the number of clients to be served (i.e. survey, last year's reports, etc.) The method for determining the number of clients to be served is based on number of clients served in the previous year. Shelter House currently utilizes Service Point the federally mandated Homeless Management Information System (HMIS) managed by the Iowa Institute for Community Alliances to track clients served which is also used as a basis for determining the number of clients to be served. Consistent with previous years we estimate that 100% of clients served will fall within 0-30% of the median income. 13. Please select one main objective, outcome, and output indicator for the proposed project. Second, provide specific project indicators in the narrative (i.e., number of households assisted, number of persons assisted, etc.) Objective: Outcome: O Suitable living environment O Decent affordable housing O Availability/accessibility Output Indicator: x Persons O Affordability O Households x Creating economic opportunities x Sustainability O Housing units While the Shelter House facilitates the transition of clients from homelessness to stable housing as a function of the In -House Counseling and STAR Program, the most applicable objective is creating economic opportunities with the outcome of sustainability. It is expressed in the agency's mission to encourage self-sufficiency by providing shelter, basic and transitional resources to homeless in the community. A total of 174 adults participated in the case management program with 103 children. Shelter House is contracted with HUD to provide case management services to 60 adults with only 12 children. The program has substantially exceeded the projected capacity. 230 14. In the last five years, has your agency received a CDBG award of which all or a portion has reverted to the City due to non -expenditure of funds? If so, please explain. No. 15. Is the applicant (including partners, co -applicants, etc.) currently in compliance with all federal, state and local laws, rules and regulations including any CDBG and/or HOME funded projects? XYes ONo If "No" or the matter is currently in litigation please give the name of the case and explain the basis of the case. 16. If the applicant has not received CDBG funds in the last three years, please provide evidence of your organization's capacity, financial skills, commitment and/or experience to implement the proposed program or service within the established timetable and budget. Not Applicable. 231 FYI 1 Public Service Applicants Tracy Hightshoe Page 1 of 2 From: Mary Wiemann [mwiemann@elderservicesinc.com] Sent: Wednesday, September 08, 2010 9:19 AM To: Tracy Hightshoe Cc: 'Mary Wiemann'; 'Barb Fulton' Subject: RE: FY11 Public Service Applicants Thank you for this wonderful news! Elder Services is very interested and would like to request $6,168 — the difference between FYI I request and actual funding — which will be used for unmet needs. Please let me know if you need any additional information. Mary Wiemann, Executive Director Elder Services, Inc. 1556 S. First Avenue, Suite A Iowa Ciry, IA 52240 319-338-0515 (fax 0531) mwiemann@elderservieesinc.com Elder Services, Inc. provides programs, services, and resources to assist persons age 60 and over in Johnson county and east central Iowa to stay active, independent, and safe in their own homes Our services include, but are not limited to: Nutrition Program including Senior Dining sites and Meals on Wheels; Geriatric Care Management including Case Management for the Frail Elderly, Elder Abuse Initiative, "Elder Answers" formerly known as Aging & Disability Resource Center, Medicare Improvements for Patients and Providers (MIPPA/SHIIP), Ecumenical Towers Service Coordination, and Premier Care private pay care management; Retired & Senior Volunteer Program (RSVP), and "Chore" Home Assistance & Modification Program. From: Tracy Hightshoe [mailto:Tracy-Hightshoe@iowa-city.org] Sent: Tuesday, September 07, 2010 6:35 PM To: William Reagan; Becci Reedus; a.petersen@eccocast.com; Tom Walz; Sandra L. Pickup; salome- raheim@att.net; Roger Lusala; Crissy; Jim Swaim; Mary Wiemann Cc: Steve Long Subject: FYI I Public Service Applicants Hello. The City of Iowa City received unanticipated CDBG program income at the end of our last fiscal year (received June 30, 2010). This is great news for public service applicants as that means we have an additional $15,000 that can be spent for FYI I public service applicants. These funds must be spent by June 30, 2011. The Housing and Community Development Commission was informed of this additional money at their August meeting and requested that staff notify recipients of its availability. At the September 16 HCDC meeting, HCDC will formulate a funding recommendation for this $15,000. These funds will be limited to those who submitted an application for FYI I public service funds (this includes UAY and ESI). If your agency was either not funded or not fully funded and wants to be considered for additional funds up to the original amount requested, please forward an email to my attention by 12:00 PM, Friday, September 10. Your email should express your interest and the amount requested. The amount requested may not to exceed your original application request. For example if you applied for $10,000 and received $2,500, you can request no more 9/8/2010 Johnson _ I c -,� CITY OF IOWA CITY Local Government Funding Application Agency: Elder Services, Inc. Director: Mary Wiemann Board President: Brian Kaskie Requestor: Mary Wiemann Phone: 319-338-0515 E-mail: mwiemann@elderservicesinc.com Mailing Address: 1556 S. First Avenue, Suite A, Iowa City, IA 52240 Website: elderservicesinc.com ,.,, Wo CORLV[ Mission Statement: Elder Services, Inc. provides programs, services, and resources to assist persons age 60 and over in Johnson county and east central Iowa to stay active, independent, and safe in their own homes. Please indicate agency's priority area(s) ❑ Improving Health ® Protecting and Meeting Basic & Emergency Needs ❑ Helping Children & Youth Reach Full Potential ❑ Helping Individuals & Families Achieve Self -Sufficiency Johnson County oWa Ci ';_ Coralville Total Request for Funding FY1I 50,000 60,168 7,500 Total Budget 1,247,489 % of Total Budget 4.01 % 4.82% 0.60% This submission was considered and approved by (both signatures and date are required): Signatures: 9/ 18/2009 9/ 18/2009 Agency Director Date Agency Board President Date Elder Services, Inc. Agency Information a) Elder Services, Inc. over its almost 30 years of service in this community has evolved into a trusted comprehensive resource for seniors and their farnily caregivers in Johnson County. We are the entry point into a system of care for seniors and their caregivers that encompasses not only the clinical and supportive services, but also information about and referral to the broad array of community resources that are required to assist older adults to stay active, independent, and safe in their own homes. By virtue of our long service in the community, we are the first resource that those over 60 years of age turn to when they are in need, especially in need of diversion from nursing home placement. We are well aware of the demographic imperative of aging - there are currently over 10,000 individuals age 60 and over in Johnson County; the over 60 age group is the fastest growing segment of the population. As point of first call, Elder Services' strives to offer a full spectrum of services to assess need and provide either resources or referral across federally -funded and private pay options for remaining safe and independent in a home of their own. Our major programs are: Senior Dining & Meals on Wheels Nutrition Program - Provides nutritious meals at congregate dining sites (for example, the Senior Dining program at the Iowa City/Johnson County Senior Center — 7 days per week) or through Meals on Wheels delivery to homebound seniors. Our Meals on Wheels program is considered a "gateway" service as inability to prepare meals is often the first sign of decreasing ability to maintain one's independence. Meals on Wheels may be the senior's first entry into community -based services, and our staff and volunteers are first-hand observers of the warning signs of increased need and a conduit to our Options Counselor. In FYI 0, congregate dining sites in Coralville and North Liberty were scaled back in recognition of low attendance on a weekly basis and a corresponding lack of funds to address the issue. Elder Services realizes each reduction in service has both an immediate and on -going impact as small problems become large ones if left unaddressed, i.e. poor nutrition can lead to weight loss that can lead to lower resistance to disease which can lead to hospitalization. Additional reductions are possible as Elder Services strives to fulfill our mission in the face of decreased funding. Geriatric Continuum of Care and its component services — Our vision for our Geriatric Continuum of Care Program is to address the continuum of need and our support to the frail and vulnerable elderly to help them stay independent in their own homes. The main building blocks of the Continuum of Care are in place but additional funding is needed to fill in the gaps, such as geriatric mental health expertise, and to tie them all together in a coordinated and consistent manner. And to inform the community of seniors, their caregivers, and referrals sources of the availability of our support. According to the September 18, 2009, community planning event held by the Johnson County Livable Community for Successful Aging Initiative, a significant number of seniors, and event attendees, are not aware of the services available. Elder Services, Inc. • Case Management Program for the Frail Elderly (CMFE) — Provides assessment services, care plan development, and monitoring for low-income and frail older adults based on documented Level -of -Care. Works with many different Medicaid Waiver for the Elderly -approved providers to ensure the older adult can remain in their home. Elder Abuse Case Management a.k.a. At -Risk Case Management- works specifically with older adults at risk of familial abuse or self -neglect among other. Due to the highly emotionally sensitive nature of these referrals and the time -sensitive intervention required, this case management service frequently works with law enforcement officials, Department of Human Services, elder law attorneys, physicians and medical personnel, and others to ensure the very vulnerable older adult's needs are recognized and that the individual receives the services they need. Aging and Disability Resource Center (ADRC)- ADRC could be called "one -stop shopping for home and community -based services." The goal of the ADRC project is to streamline how older adults and persons with disabilities access services in Johnson County. It provides information and referral and short-term counseling on options available to consumers and their caregivers, helps create certified information specialists at the common entry ways into the system, and helps create standardized information and processes for any agency serving older adults or persons with disabilities. This was a one- year pilot project funded by the Iowa Department on Aging whose funding expired June 30, 2009. Service has been provided uninterrupted as our Board of Directors recognized the need for and value of finding answers, services, and funding resources and approved the continuation of ADRC service without assistance from any funder. However, staff has been cut from LFTE and .50 FTE to just the one twenty hour per week Options Counselor. Home Assistance & Modification Program — this is the original program on which Elder Services was founded in 1980 and continues to be an essential component in fulfilling our mission of keeping those over sixty years of age safe and independent in their own homes. We provide a variety of non -medical services to assist seniors in their homes, sometimes as minor but worrisome and recurring as changing light housekeeping, hard -to -reach light bulbs, assistance in sorting & packing to deter hoarding. Seasonal activities such as window -washing, replacing screen doors & windows with storm equivalent, lawn -mowing and in winter, shoveling sidewalks and driveways to prevent falls and clear access for home -delivered meals or other home -based service providers. One-time major or minor home repair includes safety measures such as stabilizing stair railings and steps, installing grab bars in bathrooms and other areas, and building wheelchair ramps to allow dignified egress and entrance to homes by the individual. Chore" is an essential component of keeping both the senior safe and independent in their own home, and in maintaining the home and surrounding property as a community asset. This is another "gateway" service and staff is trained to recognize client's decreasing ability to maintain one's independence. 2 Elder Services, Inc. Retired & Senior Volunteer Services (RSVP) —RSVP is a nationwide volunteer program of the Corporation for National and Community Service which has been sponsored locally by Elder Services for the past 25 years. The program recruits and links persons 55 years and older with volunteer opportunities that meet critical community needs and provides a high quality experience that will enrich the life of the volunteer and those they serve. RSVP includes the Friendly Visitor Program, where seniors "volunteer" to train University of Iowa nursing students in aging in one-on-one informal sessions, and where other senior"volunteers" train UI College of Medicine students in geriatric medicine. Outcome -based programs include mentoring and tutoring programs with at -risk students at local elementary and middle schools. b) In our major program areas we are often the only provider for low-income, and almost as often the only provider regardless of income. In Senior Dining and Meals on Wheels, we are the only provider of daily hot meals for seniors. In Geriatric Care Program: Case Management Services for the Frail Elderly we are the only provider for low-income, as is true of Elder Abuse Case Management. One entity, Home Safe, provides private pay case management services. In Home Assistance & Modification Program, we are the only year-round institutionalized program available on a sliding fee scale. For -profit providers of these services exist including Home Instead, Comfort Keepers, and Caring Hands and More. The Aging & Disability Resource Center is unique in this area and was one of only 43 pilot sites funded through the Administration on Aging. ADRC is also unusual in its ability to refer clients to both federally and privately funded resources, and to make home visits to assess needs. In the Retired & Senior Volunteer Program, The Senior Center provides volunteer opportunities for people to assist at the Senior Center. The United Way Volunteer Center provides volunteer opportunities for people of all ages. c) In all program areas, ESI considers collaboration, cooperation, and coordination with other agencies to be important in both service provision to individuals and overall agency success in fulfilling our mission. Senior Dining and Meals on Wheels, accepts referrals from individuals, hospital discharge planners as well as home health agencies. The main kitchen for the program is located within the Iowa City/Johnson County Senior Center. Case Management Services for the Frail Elderly accepts referral from other home and community -based service providers such as Visiting Nurse Association or discharge planners at the University of Iowa Hospitals & Clinics, coordinates services with all local Medicaid waiver approved agencies and participates with other Case Management professionals through Heritage Area Agency on Aging. Elder Abuse Case Management is a member of the monthly multi -disciplinary team meetings held at the Johnson County Sheriff office which include local and state agencies charged with preventing abuse. Home Assistance & Modification Program works with teams of volunteers as available from local churches or United Way -sponsored volunteer days. Aging & Disability Resource Center has an Advisory Council of over 50 agencies representing the spectrum of non-profit service provision to the elderly and those with disabilities. Retired & Senior Volunteer Program provides volunteers to over 50 Elder Services, Inc. service locations including the Iowa City Community School District and the City of Iowa City police department. The goals from the board approved Strategic Plan are: 2. a) Goal 1: Ensure accountability and transparency in governance policies and procedures. Objectives: Define our mission, vision, and values to meet real needs; protect the public interest by Board selection; Hire and regularly evaluate the Executive Director. Develop effective Board procedures, fulfill legal requirements of incorporation and the By-laws, maintain the integrity of the organization, and avoid conflict of interest. Goal 2: Assure organizational viability by obtaining adequate funding sources and plan for new resources. Objectives: Monitor financial operations through having appropriate budgetary, investment, audit, and accounting procedures. Provide financial monitoring and oversight including money management, record keeping, licensing, and reporting the costs of doing business. Goal 3: Satisfy the needs and expectations of our customers and constituent communities in fulfilling the vision. Objectives: Develop and set priorities; assure approval of policies and major commitments; ensure ongoing evaluation of organizational performance; and share information and resources throughout the state as appropriate. Goal 4: Provide ongoing evaluation and assessment of the organization and its operations. Objectives: Develop and utilize satisfaction surveys, expected outcomes, and other instruments to measure whether we are serving consumers and moving the agency forward. Develop a strategic scorecard to review staff, board members, board committees, and program areas. Progress on long-term goals as outlined above is monitored by the Strategic Planning Committee of the Board of Directors on a regular basis. Short-term goals, since the arrival of the new Executive Director on December 01, 2008, have all been in relation to financial stability of the organization in light of the global economic downturn in combination with the flood recovery. All ESI funding sources have adjusted their support of ESI based on the impact of both of those events. ESI has adjusted budgets downward to reflect level of support but has also ramped up Board -level fundraising to compensate. It is our goal to not reduce services but to provide them in a more cost-effective manner if at all possible. Service assistance requests have increased and will continue to increase. b) Elder Services is here to serve individuals over the age of 60 in Johnson County and the people, and sometimes the organizations that are invested in their well-being. Our clients represent a demographic imperative — people are living longer — and the advances that have lengthened their lives have not necessarily been as successful in improving the quality of those lives. Unfortunately, the quality of life they experience as they age varies significantly with income and family status. The majority of our clients across all L' Elder Services, Inc. programs are low-income, frail, and without other emotional or physical support systems such as family or living friends who are able to provide assistance. The major exception to this is the Retired & Senior Volunteer Program which recruits volunteers regardless of income, and the Aging & Disability Resource Center. In the ADRC, we have accepted a contract with the University of Iowa Employee Assistance Program to provide eldercare counseling on a one-on-one basis to supplement our budget shortfall. Johnson County is one of the fastest growing counties in the state regarding the percentage increase in older adults. The number of older adults in Johnson County over the age of 60 is approaching 14,000, over the age of 65 is approaching 10,000, and the number of older adults over the age of 75 is nearing 4800. Finally, over 1400 residents in the county are over the age of 85. The 75+ and especially the 85+ older adults are much frailer and have more memory loss issues. The agency is also serving an increasing number of older adults with mental health issues. Even when affordable facilities are available to assist with the increasing number of older adults, most older adults want to remain in their homes for as long as possible. An AARP survey indicated that nearly 90% of older adults want to stay in their home. An important part of assuring older adults can remain in their home is by assisting caregivers. Nearly 80 % of the care provided to older adults is done by caregivers. Elder Services has been assisting an increasing number of caregivers and will continue to do so through the ADRC options counselor. In addition to the increase in more frail older adults, Elder Services is preparing for the encroaching wave of baby boomers reaching 60. The population ages 55-59 of Johnson County grew 64 per cent since 2000. The boomers will present new challenges to current service provision norms as the population is accustomed to greater choice and flexibility but may not have any more disposable income than their predecessors, if that. 3. a)See attached Form A for Salaries and Benefits chart. b) How many FTE's serve Johnson County? 21.5 c) How many FTE's live in Johnson County and what is their combined salaried amount? 15.5 FTE's with a combined salary of $419,183 d) The staff development budget for this year is $2,500. Additionally, staff members receive in -housetraining on core issues such as privacy and confidentiality, first aid and CPR, and communicating effectively. ESI encourages attendance to one national conference for its Executive Director and Division Directors. These may vary based on the position (i.e. National Family Caregivers, National Conf. of Geriatric Care American Soc on Aging/NCOA Conference, Etc. New information is then shared at the next scheduled agency staff meeting. Elder Services, Inc. All Case Managers are required to complete a regional quarterly training at Kirkwood Community College. Various professionals working at the agency participate in continuing professional education at the local or state levels, as appropriate. All of our In -Home Support staff is required to attend an annual training covering emergency responses, HIPAA, agency policies and procedures and how to work with the aging population. This training is produced in-house and there is no direct charge for the training. The Nutrition Program Manager, Fiscal Officer and Director of Operations are required to attend annual training sessions given by Heritage Area Agency on Aging. All training opportunities are contingent on the budget. The Board and Executive Director of Elder Services are committed to making training and education available to the staff. We encourage exposure to new ways of providing care and services and we constantly challenge our staff to pull new ideas into our agency from their educational experiences. e) Volunteers are a vital part of the agency. Elder Services could not provide many of its services with out the help of volunteers. For the Meals on Wheels Program, volunteers deliver to 8 routes and thus deliver nearly 100 meals per day- including on weekends! Volunteers also help prepare and serve food at several of our congregate meal sites. Volunteers are an integral part of ensuring the RSVP program is so successful. Obviously, volunteers perform many activities in the community as part of the program, but they also help Elder Services by assisting with mailings, serving on the advisory council, and becoming friendly visitors to many of the homebound elderly we serve in several of our other programs. Elder Services also receives help from volunteers with many of our home assistance chores. This might include anything from raking leaves to snow shoveling to painting a house. Finally, volunteers assist with office clerical duties at the agency and by answering the phone. Client Information 4. Elder Services primary target population is older adults 60 years of age and older. While the level of frailty varies, in general most of the older adults we serve are approaching 80, female, and living alone. They may have a wide range of activities that they can no longer do- everything from minor indoor chores such as being able to carry laundry baskets up and down stairs, or managing the purchase and preparation of grocery items for meals, to maintaining their home and lawn. They usually require assistance learning what services are available, how to pay for them, and ensuring that they receive the most appropriate services. They also need assistance when their frailty increases- rearranging services, working with care givers, support adjusting to life -changing events. Their strengths include their knowledge and life experiences, however, their lives are often affected by mental health issues, including depression, anxiety, and dementia. We also work extensively with caregivers for older adults. They are usually family members- some of them spouses of the care recipient but more likely children of frailer Elder Services, Inc. older adults. They also require information and assistance, but many also need some type of support or counseling. They bring a vast amount of knowledge and caring for the older adult, but might have reached the limit as to what they can do or provide to their loved one. Most calls we receive from caregivers are at the time of crisis, not in preparation to avoid a crisis. The other target population that we serve is the increasing number of younger older adults. These are people in their 60s or early 70s that may have retired but still want to contribute to society. They may volunteer at numerous places around the community or just need assistance with mowing the yard or snow shoveling, etc. These people bring a strong sense of civic commitment and energy to the programs and the agency. 5. See attachment Form. B for an unduplicated count of clients we serve. 6. Elder Services assesses client satisfaction by distributing a Client Satisfaction and Outcome Survey on an annual basis. For example, in the Nutrition Program the measure of success would include not only the number of people served, but also whether the consumers are happy with the food being served, whether the staff was friendly and helpful, and whether the meals fit into their special diets. The outcomes measured for the program would include whether the older adult, or their doctor, has noticed an improvement in their health and/or medical condition since the MOW started. We also provide comment cards and respond to those cards in a timely manner. We are also audited by the Heritage Area Agency on Aging who also conducts satisfaction surveys. For the Home Assistance Program it would include the number of people served, whether the consumer was satisfied with services, whether services were provided in a timely manner, and whether the consumer was connected to other services that might help them remain in their home. This is done through quantitative and qualitative means such as satisfaction survey sand clients' notes and stories. For Case Management, a Client Satisfaction Survey is sent annually. Questions include, whether the Case Manager helped the consumer determine what service was needed, whether the consumer receives the services that the Case manager helped to arrange, and whether the Case Management Program improved their ability to be successful in their own home. This survey also includes the client rating their heath and safety risk being in their home before they used the case management system and after they started using the case management program. The Heritage Area Agency on Aging also conducts an annual audit and review of the Case Management and Elder Abuse Initiative Programs to ensure level of service. The Aging and Disability Resource Center is evaluated annually by the Iowa Department on Aging in conjunction with Iowa State University to assess satisfaction and compliance to standards. ESI is planning to implement a comment card system for all programs to allow client feedback throughout the year. Financial Management 7. Form C and Agency's Fiscal Year Budget are attached. Elder Services, Inc. a) Local government funding is absolutely vital to both daily provision and long-term sustainability of services the agency provides to older adults. These funds are primarily targeted to the Case Management Program for the Frail Elderly and Elder Abuse Case Management in Iowa City and throughout Johnson County. Another use of the funds is for Home Assistance & Modification on a subsidized basis, a.k.a. Sub -Chore. Money from Iowa City CBDG helps fund Case Management. Money from Johnson County helps fund Case Management clients in the county and creates a subsidized chore fund, so that lower -income older adults in the county may afford such chores as grocery shopping, snow removal, yard work, transportation, and minor home repairs. Money from Coralville helps fund home assistance chores for Coralville consumers. b) If local government funding is unavailable, frail older adults would likely be ejected from the case management program, the cornerstone of keeping older adults out of institutions. Approximately one-half of our monthly case load of approximately 120-140 case management clients are Elderly Waiver -approved recipients; the other half would be at greatest risk of discharge as they are often just on the margin of financial qualifications for Waiver making them financially unable to acquire services on a private -pay basis. There would also most likely be a longer waiting list before an older adult or their caregiver could access the services. If there was no funding available for subsidized chore, many older adults would be unable to maintain their property and jeopardize their own safety and the neighborhood property values. If no money was available from Coralville then fewer frail older adults could be served in that area. At the very minimum, a waiting list system would have to be established to serve those most in need. State funding has dropped and is expected to continue to drop unless federal appropriations drastically change in FYI and FYI 1. For example, loss of $75,000 in Iowa Department on Aging funding for the ADRC resulted in a loss of LOFTE knowledgeable and compassionate 30-year veteran of geriatric social work as an Options Counselor to this community. Elder Services had only enough unallocated funding to cover one 20-hour per week counselor who received over 100 calls in the month of July. This is a severe stretch to our resources which has necessitated cuts in other areas to cover the highly needed area. c) Local government funding leverages many other revenue sources for Elder Services and provides needed dollars to assist the seniors in our community. The United Way ADRC funds leverages an internal funding to attempt to cover costs of the ADRC. Research and grants are being sought to assist in these resources but currently there are not other dollars available. The RSVP Community Impact Funding helps leverage nearly $120,000 in state and federal funds which we provide a percentage match internally. Community Impact Funding helps leverage nearly $240,000 in additional federal funds for nutrition programming including Meals on Wheels throughout Johnson County and senior dining sites. Community Impact Funding helps leverage nearly an additional $16,000 for Home Assistance Programs. Elder Services, Inc. Local .government funds leverage over $52,000 in Case Management funds from the Heritage Area Agency on Aging. Funds from Johnson County and Coralville leverage an additional $20,000 for the Home Assistance Program. d) Research shows that typically funding for home and community based services from United Way and local governments enable seniors to stay in their homes an average of 30 months, with an average cost savings of over $63,000 per senior relative to nursing home care. It is also increased the number of seniors enrolled in Case Management services by 25%, connecting them to services that support them in maintaining their independence. In addition, supportive services provided as a result of this funding have allowed caregivers to provide care with less stress and interruption to family and work environments. These funds allow ESI to serve seniors who may otherwise fall in the cracks of the Medicaid to private pay system for both case management and home assistance support. Funding for RSVP has benefited people in the community from all age groups, including mentoring low income elementary and junior high students, providing valuable resources to other social service agencies and assisting police and other governmental units. The volunteer hours provided by RSVP volunteers account for thousands of dollars in pay for the organizations they serve. Funding for Nutrition programs has assisted older adults to improve their nutrition and health, which results in fewer visits to doctors and hospitals and less spending on health care. The data on the benefits of home and community based services are immense and it comes down to the more services we provide our seniors the longer they can stay active and involved in their communities as well as safe in their own homes and out of the long term care system. Collaborations 9. Elder Services collaborates extensively with other agencies and services to benefit older adults. An exploration of new partnerships is always on going. In FY10, ESI is investigating and piloting a program with Habitat for Humanity to streamline and increase availability of home assistance services to seniors in Johnson County. It is in the beginning stages but both agencies find it a unique and beneficial arrangement. ESI is also exploring partnerships with agencies in neighboring counties such as Aging Services and Witwer Senior Dining to ensure those in the far reaches of Johnson County and other areas of rural Eastern Iowa are being served at optimal levels and are utilizing best practices. ESI also serves on the Livable Community for Successful Aging Policy Board and is the subcontractor to Johnson County to house and administer the program. ESI is collaborating with the University of Iowa College of Nursing, Visiting Nurses Association, University of Iowa Geriatric Education Center, University of Iowa Injury Prevention Center and Heritage Area Agency on Aging to reduce anxiety of falling and provide knowledge and assistance in lowering risk of falling in Johnson County. ESI is co -sponsoring Caregiver Information Sessions with Iowa City Hospice and is working with UI to provide services to the UI Employee Assistance program. ESI is a host site for the HACAP Over 50 Employment program and has had one worker thus far. Discussions with Goodwill have also occurred to provide training opportunities. The RSVP program has expanded a partnership to include oral histories of Melrose Meadows residents and West High students as well as the Newman Center to provide Friendly Visiting. There are 0 Page 1 of 1 Tracy Hightshoe From: Jim Swaim[JimSwaim@unitedactionforyouth.org] Sent: Wednesday, September 08, 2010 12:18 PM To: Tracy Hightshoe Cc: Kate Moreland; Erin Mullins Subject: UAY interest in CDBG funds 9/8/2010 Dear Tracy, Thank you for the memo regarding additional CDBG funds. UAY is interested in the additional funds. Our original request to the City of Iowa City was $70,000 and our award for the year was $60,000. We therefore request $10,000. This funding would be applied to our counseling work with victims, runaway and homeless youth, in the same fashion as UAY's current CDBG award. This would be especially helpful in the coming year. UAY had received a special stimulus grant for Victims of Crime Assistance from the Iowa Attorney General's VOCA program last year in the amount of $25,000. As with most stimulus funding, this was a one time, one year only award that was added to our normal VOCA grant of $73,000. The additional $10,000 from CDBG would help us continue the level of services we provided last year. Thank you for your consideration. Jim Swaim Jim Jim Swaim Executive Director United Action for Youth 410 Iowa Avenue Iowa City, IA 52240 319-338-7518 United Action for Youth Notice: This email, including attachments, is the property of United Action for Youth, is covered by the Electronic Communications Act, and is confidential and may be legally privileged. If you are not the intended recipient, you are hereby notified that you are prohibited from retaining, disseminating, distributing or storing this communication on any media. Please reply to the sender if you have received this message in error and immediately delete it. Any views or opinions presented in this email are solely those of the author and do not necessarily represent those of UAY. The recipient should check this email and any attachments for the presence of viruses. UAY does not warrant any email or attachment to be virus free and accepts no liability for any damage caused by any virus transmitted by this email. 9/8/2010 CITY OF IOWA CITY Local Government Funding Application Agency: United Action for Youth Director: Jim Swaim Board President: Leslie Harrington Requestor: Jim Swaim Phone: 319-338-7518 E-mail: jimswaim@unitedactionforyouth.org Mailing Address: P.O. Box 892, Iowa City, IA 52244-0892 Website: www.unitedactionforyouth.org CORALVILLE Mission Statement: The mission of UAY is to assist youth and families in helping themselves to a healthy future. We do this by offering youth development, counseling and prevention programs that make use of young people's talents, creativity and energies. Please indicate agency's priority area(s) ® Improving Health ❑ Protecting and Meeting Basic & Emergency Needs ® Helping Children & Youth Reach Full Potential ® Helping Individuals & Families Achieve Self -Sufficiency Johnson County 1C1"a(.7iI3'# Coralville Total Request for Funding FYI 110,000 70,000 3,500 Total Budget 1,917,300 % of Total Budget 6% 13.7% 0.2% This submission was considered and approved by (both signatures and date are required): Signatures: ncy Director Date Agency Board President U Date Johnson: ,t. T _ 4 It CITY OF IOWA CITY CORALVILLE 1. Programs and services: United Action for Youth (UAY) provides services to youth and families in Johnson County under two broad categories of counseling and youth development. Counseling generally includes assistance to teens and parents to resolve issues related to youth who are having challenges at home, in school, with their peers, or in the community. Some of the youth served are prior victims of abuse, runaway or homeless youth, crime victims or in some cases young people seeking assistance with mental health issues. Professional counselors offer help to young people and their families with individual and group counseling provided at UAY, in home, in schools and in other community settings. UAY has a federally supported Street Outreach service in the community and in the area schools to provide opportunities for the counseling staff to maintain trusting relationships with at -risk youth in the community, helping them develop the skills to address problem situations without becoming more serious issues that require court intervention or more extensive treatment. Staff are on call 24 hours a day to provide crisis intervention and in - person response to runaways and youth in crisis. UAY acts as a resource to the Iowa City Schools to provide case management to children and families referred by student support teams at the junior highs. UAY provides therapy and skill building services to youth and families, funded by grants and by direct fees. UAY's Teen Parent Program provides counseling, support, skill building and assistance to pregnant and parenting teens and their infant children. Teen Parent staff work with teen mothers and fathers to improve parenting skills, provide counseling in -home, offer weekly groups, and provide enhanced respite child care. A nurse practitioner is under contract to provide health services, well -baby help, promote wellness activities and assist pregnant and parenting teens and their children in connecting with health services in the community. The Teen Parent program also has a federally funded Transitional Living program for teen parents ages 16 to 21 who are homeless or without support from families, to assist them in making a successful transition to living on their own Youth development programs offer young people opportunities to develop skills, connect with their peers in a positive way, and connect to the community through healthy youth/adult partnerships. Much of the youth development work is intended to prevent problems such as substance abuse, delinquency, school failure, or teen pregnancy. Positive youth development activities are offered in several settings Monday through Saturday, especially during out -of - school hours. A primary location for youth development is the Youth Center, an innovative arts environment for youth to become involved in communication arts, traditional arts, and the use of electronic media as a compelling alternative to inappropriate or illegal behavior. The Youth Center has a professional recording studio, art studio, art gallery, performance space, Rotary Center for Youth Volunteers, and drop -in area. Professional youth workers provide support and counseling in addition to instruction in various arts activities. The program's drop -in component has had steadily increasing use for the last few years, and this trend has United Action for Youth j Johnson t _ wr•�� CITY of IOWA CITY CORALVILLE continued since the opening of the new Youth Center at 355 Iowa Avenue. UAY also provides a Solon Youth night at a Solon community site and activities at Regency Trailer Park Community Center. UAY conducts youth development activities at several school sites assisting with after -school programs. An Academic Mentoring Program has been developed in collaboration with the Iowa City schools that includes UAY case managers to assist the students and mentors. UAY developed a collaborative project with MECCA to increase youth development activities to prevent substance abuse. UAY's work in youth development included being one of nine national demonstration sites for the U.S. Department of Health and Human Services' Positive Youth Development Demonstration Project, which ended this past year. There are several activities that relate to promoting civic engagement of young people and to provide them opportunities to partner with adults in making the community a healthy place. The development of a teen line has enhanced the overall program and helped us increase the use of both teen and adult volunteers. UAY works with the Iowa City Chamber of Commerce to provide a community youth leadership program and offers other leadership programs and training. Youth volunteers provide over 2,000 hours of assistance to peers in the program each year. Similar services: There are several public and private agencies that provide related services to youth and families. Four Oaks assists youth and families, providing residential services and counseling services. Neighborhood Centers of Johnson County assists youth and families, organizing programs in specific neighborhoods. MECCA provides substance abuse counseling and prevention, including treatment for teens. Community Mental Health provides counseling to youth and parents. Goodwill and MYEP assist youth in pre- employment youth development programs. DVIP and RVAP provide victim services to families. Planned Parenthood and Emma Goldman collaborate on pregnancy prevention services with UAY. Big Brothers Big Sisters provide youth development and prevention services, as does Four-H, and the Community Corrections Improvement Association. Various scouts, Extension, and Campfire also provide youth development services. There are many faith based youth groups at various churches, synagogues, and mosques as well as Youth for Christ. Area schools provide a wide range of after school youth development activities for youth. Iowa City, Coralville, and North Liberty provide recreation programs and other youth development programs for area youth, as do their respective libraries. There are more but these are some of the main ones that UAY tries to stay informed about. Coordination efforts: UAY has multiple collaborative projects with other providers described above. Some projects include specific sub -contracts for service either from UAY to a partner, or from a partner to UAY. In addition there are several work group settings in which providers are collaborating to coordinate services. Here are some of the major collaborative efforts: Juvenile Justice Youth Development— With several other providers- this project provides youth development activities in several places including the Youth Center and rural locations and assistance to youth who might benefit from early intervention. This year there are special projects directe3d at North Liberty, Coralville, and Solon, as well as an effort to assist young men in some of the neighborhoods in southeast Iowa City. There is also an effort to expand United Action for Youth Uougf aw, f��=°s ` yw�l,' \ CITY OF IOWA CITY CORALVILLE the use of Youth Program Quality Assessments to help agencies enhance the quality of their youth development programs. Pregnancy Prevention Community Grant-- With area schools, Emma Goldman, Mercy hospital, Planned Parenthood, DVIP, MECCA and U of I Hospitals this provides prevention activities to junior high youth, high school youth and parents. UAY was successful last year in obtaining a six year grant from the Iowa Department of Human Services to support this and additional services have been provided to students in the Clear Creek Amana district. Academic Mentoring Program-- With Iowa City Schools and Big Brothers Big Sisters UAY provides case managers to assist mentors who work with youth and provide activities and skill building for students and parents. The program has expanded to the high schools. UAY is a partner in the recently funded school safety and mental health project and will be providing case managers to work in each junior high. UAY has had several collaborations with Four Oaks. Last year UAY was a partner on the Safety and Permanency effort to work with children in the child welfare system. UAY and Four Oaks collaborate on several other projects —the runaway program, UAY's Street Outreach, the work for FaDSS, and education support for youth in shelter. 2, Goals and objectives: UAY has four goals for strategic directions; primary goals and objectives for its services; and multiple goals and objectives that relate to specific programs and funded grants. The strategic directions are: • Develop better integration, orchestration, streamlining of programs within UAY and effective and creative use of each other. • Expand programs and opportunities while maintaining success of existing programs & maintaining productivity and health of staff. • Use our best practices and staff expertise to tell our story, get recognition of success for programs and inform the field through research and demonstrated outcomes • Build a cohesive and effective environment through communication processes, communication technology, space improvements, job/task descriptions, training and defined action plans. The overall service goals and objectives are COUNSELING Goal I: To provide counseling and conduct an outreach program that will identify and assist youth and families in stressful situations and respond to their needs and requests for counseling and intervention. Objective A: To provide assistance and appropriate intervention to youth identified by UAY or others as being involved in delinquent behavior or at risk. • Maintain significant contact with an estimated 1500 young people in their own environment . • Provide counseling to 600 individuals and 300 families in Johnson County • Provide an estimated 300 direct crisis interventions to individuals as needed. • Maintain one-to-one and group interaction with 400 youth directed at counseling, individual problem solving and improved self-esteem. United Action for Youth Johnson County. 'gins 1 CITY OF IOWA CITY CORALVILLE • Facilitate support groups during the year, especially in areas in which youth share a common interest (at least 4 on -going groups). • Maintain an outreach office that is an accessible, comfortable atmosphere where young people can drop in for assistance. • Act as an advocate for youth when requested or appropriate. • On a 24-hour basis, be directly available to parents, youth, law enforcement, and other agencies to respond in person to runaway, homeless, or other youth in need of immediate assistance. Objective B: To provide accurate information to youth and families in response to their concerns and interests, referring them to resources in the community to help meet their identified needs. • In conjunction with MECCA and area school personnel, law enforcement, as well and for other groups in Johnson County, offer assistance as part of intervention teams, especially responsive to requests from schools. • In cooperation with DVIP, MECCA, Mercy and other agencies, conduct workshops which are directed at the prevention of teen pregnancy, substance abuse, child abuse and other problems challenging young people. • Maintain an up-to-date resource file of helpful information at the outreach office which includes materials for distribution, and a resource book for TeenLine. • Facilitate workshops in other areas of interest to young people (40 workshops reaching 2000 individuals). • Refer individuals to other agencies or resources to meet needs unmet by UAY (500 referrals of 150 individuals and families). • Conduct public awareness campaigns and participate in other forums that improve public knowledge of problems that affect teenagers (including Sexual Abuse Prevention Week, Child Abuse Prevention Week, substance abuse town forums, SafePlace,Victims Rights Week, etc.). Objective C: Act as a resource to other agencies in meeting the needs of young people accepting referrals to provide UAY's services to individuals, groups and families. • Provide in -home services to families referred by the schools, DHS or court to prevent out of home placement. • Consult with and coordinate UAY's services with other agencies in Johnson County. • Accept an estimated 200 referrals from other agencies, schools and individuals for counseling and intervention. • Respond to requests for UAY services or assistance in projects that benefit youth. • Work with multi -disciplinary team, case management, and youth development work group. • Sub -contract with Four Oaks, Mercy, MECCA and other providers to provide family support, substance abuse prevention for youth; health services and other needed support to assist youth and families • Actively participate in MINK (a network of services for runaway and homeless youth), FutureNet, The Iowa Collaboration for Youth Development and the National Network United Action For Youth 4(1�7uno CITY OF IOWA CITY A�� CORALVILLE for Youth, national Safe Place, and other networks to draw on best practices in other communities and improve services for youth. Youth Development Goal II: To provide youth development programs that promote the involvement of young people in the community and enhance their skills and opportunities for creative expression and civic engagement. Objective A: To organize activities, initiate and otherwise make available opportunities for youth which help them develop improved social skills, self-esteem, individual talents, and greater participation in the community. • Provide or assist others in maintaining skill development leadership training, and peer helper training programs for adolescents in Johnson County. • Coordinate recreational/leisure activities for youth which encourage the choice of positive alternatives to delinquency, substance abuse, and other socially defeating behavior (at least 100 activities with 800 participants). • Utilize young people as staff, volunteers and board members of United Action for Youth (at least 2 youth staff, 60 volunteers and 2 board members). • Operate a peer counseling phone line and web site utilizing 20 trained teen volunteers to confidentially respond to the concerns of young people. • Encourage and help develop positions of responsibility within other community groups for young people including positions on agency boards and public service committees. Objective B: Provide creative learning environments in which young people can learn about electronic media, communication arts, and traditional forms of artistic expression, as well as team building and adventure based self esteem enhancement. • Maintain a sound and music studio which is equipped for instructional use by young people for multi -channel recording and sound reproduction. • Provide space for other arts related activities as it is available and arranged for use by young people. • Provide individual and group instruction in the use of studio equipment and facilities, • Involve artists, student interns, and other volunteers as resources to participants. • Operate and staff the studio and Youth Center so that they are convenient for use by drop -ins (open afternoons, evenings, and weekends). • Coordinate adventure based learning activities for youth and families using the ropes course and outdoor events. Objective C: Facilitate the active participation by youth in community events and programs which allow them to demonstrate their talents and concerns for others. • Organize workshops and projects that involve youth with other populations, including persons with disabilities, other cultures, older persons, and younger children. • Help facilitate the active use of public access opportunities available to youth, including those at the public library and recreational center. United Action for Youth Johnsarr k ,i Coda ty, I ,IY 1 r CITY OF IOWA CITY — - &_; I I i 6"k CORALVILLE Help facilitate the organization of performances and exhibitions by young people in order to display their talents to others in the community. Organize projects in cooperation with other groups in which young people can act as media resources to others in the community, or demonstrate helpful skills. Objective D: To organize activities, initiate and otherwise make available opportunities for parents which help them improve their parenting skills, communication with their children, and general well being • Conduct outreach to families using school and neighborhood based settings and in - home visits to reach parents asking for help. • Organize parent skill training workshops to provide parents skill training. Including workshops for teens who are parents, workshops for parents and teens to reduce teen pregnancy, and substance abuse prevention skill building groups • Facilitate regular parent participation in area forums for youth and family services, including the community youth development program and teen parent program. • Assist in family resource centers to enhance parent skill and family functioning. • Provide in -home counseling to families seeking assistance prior to needed intervention Community needs addressed: UAY's programs address multiple needs of youth and families in the community. Each year UAY serves over 100 runaway and homeless youth and over 100 teens who have been child abuse victims. These teens need counseling and support, as well as other services to return home safely or to heal from past treatment. In recent years there have been over 100 pregnant and parenting teens served by UAY each year. There is a need for these teens to learn effective parenting, stay in school, establish support networks for themselves and become participants in the work force. The Iowa City Schools and other area schools have documented the need for many students to overcome barriers to learning. For some of these youth, mentoring programs are helping them, others need after -school and community support to assist them in their education. The number of young people with some needs for early counseling to assist them with mental health issues has risen in recent years. The Iowa City Schools is in the process of establishing a baseline of mental health needs of children in the schools, but it was sufficient to warrant a major federal grant to support expanded services. There are many factors that contribute to some of these problems. Lack of services for teens outside of school and the general lack of easy access to mental health services for teens is contributing to the request for UAY to provide counseling. Economic stress and prior exposure to violence contributes to young people suffering from child abuse or running away or being homeless. Lack of information about teen sexuality or the demands of being a parent contribute to teen pregnancy. There is also a need to offer creative and exciting ways for young people to connect to the community. A national study by the Academy for Educational Development reports that there is a $10 return on every dollar invested in youth development. Young people who feel more connected to their community are less likely to commit crime or be involved in unhealthy behavior. As part of the National Youth Development Demonstration Project, UAY is helping the U.S. Health and Human Services Family Youth Service Bureau learn about how youth development programs can be created and sustained in communities across the United States and in Iowa. United Action for Youth I. County ' n �.It CITY OF IOWA CITY CORALVILLE 3. Salaries and benefits: The chart for UAY is attached as form A. There are approximately 34 FTEs that provide services in Johnson County. There are approximately 33 FTEs who live in Johnson County with an estimated salary of $1,100,000 this year. Staff development: UAY devotes over $15,000 from its budget for staff training and development. That does not include the staff time that UAY allows staff for training. In addition UAY frequently gets additional support for training from its membership in state and national networks, or scholarships to attend training that are not reflected in the budget. UAY encourages staff development with paid time to attend conferences and training events. In - services are provided by outside agencies on a monthly basis. Topics last year included: teen abuse of prescription durgs,treatment and effects; multi- culturali sm; community youth development; responding to teen suicide; and an "Internet Safety" presentation for prevention educators. Monthly in-service programs are generally about an hour- in length. In addition, staff members have training plans with their teams that identify potential training interests and trainings attended during the year. Training on maintaining appropriate boundaries, sexual abuse, and crisis intervention/community resources are provided through UAY's "new staff' orientation and Victim Support Counselors. In-service training also provides information about UAY's history and mission, skill development in cultural competence, mandatory child abuse reporting, Iowa mental health commitment laws, conflict resolution, HIV and sexually transmitted diseases, and an orientation to teen substance abuse. Also, training and support has been provided to the Basic Center Coordinator/Associate Director by the National Victim Assistance Academy. The Safe Place training uses materials and the training model developed by SafePlace to train workers at business sites. We also use the Advancing Youth Development training for new staff. Volunteers: Volunteer staff play an increasingly important role at the agency. They are recruited and trained by the UAY Youth Development Coordinator. Volunteer participation has been enhanced by the AmeriCorps program which has provided AmeriCorps members to assist in youth development, including the development of Safe Place. Different volunteer positions require different levels of support and training. Youth Center attendants are trained in a group setting in the fall and in the spring. They require twenty hours of training on procedures, nurturing, and listening skills. Peer helpers require similar training with six additional hours of in-service instruction from other service providers. Youth presenters receive training in presentation skills and education about youth issues. Other training is provided as suited to the type of activity. All UAY volunteers are interviewed and screened by the Youth Development Coordinator, who then schedules and supervises their activity appropriately with other UAY staff. Recruitment varies from public announcements, to volunteer fairs and includes the University of Iowa students requiring experience for credit. We also use the service of the United Way and volunteer bureaus to help recruit. Client Information 4. Primary target: The UAY programs are primarily targeted at teens and their families. For several programs, younger children are served, such as in the Academic Mentoring Program. The Teen Parent Program also serves the infants and small children of teen parents. As described above some of the teens are runaway or homeless youth; some are prior victims of abuse; some are United Action for Youth c I �1�7 � CITY OF IOWA CITY 7i• CORALVILLE runaway youth; discontinue the transitional living program that currently serves teen parents; discontinue the Community Pregnancy prevention Program that was just funded for the next six years. It is highly unlikely that we could continue to operate the Youth Center on a daily basis without the help of United Way and local government funding. The overall impact would be a dramatic loss of support and intervention to help young people respond to the challenges they face. A likely impact would be an increase in juvenile crime, added health costs from not helping teen parents, and poor student perfonnance in school due to increased barriers to learning. The expiration of federal funds and reductions in state and county funds this past year was significant, but despite these reductions, UAY's youth development programs are being sustained. Leveraging funds: As mentioned above, UAY uses local funding to match state and federal grants, with over $1,000,000 funds currently coming to the county to support services. Community impact: As mentioned above, some of the impact of UAY's programs are organized in various grant reports. Teen parents in UAY's programs are less likely to have a second pregnancy, more likely to finish school, more likely to be gainfully employed and able to support themselves, and more skilled as parents. These outcomes are tracked and compared to state and national averages. In the Academic Mentoring Program, outcomes indicate that students improve academically and enjoy more success at school, as well as improve their interaction at home. In UAY's violence prevention programs, we have tracked a 50% reduction in bullying incidents and improved self-esteem of participants. In general, the success of the youth development programs has resulted in Johnson County being a safe and healthy community. Collaborations 9. With other agencies: Several collaborations are described in the Coordination section above, including the CAPPP and AMP programs as well as the Youth Development project. All three of these benefit youth served by UAY joining with other providers to reduce teen pregnancy; working with mentors in the schools to improve academic achievement for at -risk youth; and collaborating to improve out -of -school opportunities and civic engagement for youth. 10. Benefits of collaboration: In addition to the outcomes mentioned above, a benefit has been to obtain additional state and federal resources. The Community Adolescent Pregnancy Prevention Program grant scored the highest of any in the state, in part because of the effective community partnership demonstrated that included the schools, MECCA, Mercy, and DVIP, and will therefore bring almost $100,000 a year from the Iowa Department of Human Services for the next six years.. The youth development collaboration resulted in being a national demonstration project site and provided the opportunity to learn what is working in other communities. The success of the Academic Mentoring case managers has been a factor in the new school safety program's use of case managers to assist at -risk youth with identified mental health and substance abuse needs and will likely lead to enhanced services for these youth. 11. Continued collaboration: Collaboration is a cornerstone of many of the successful UAY programs and will continue in FYI 1. The Street Outreach partnership with Four Oaks as well as the FaDSS work with them is expected to coninue. The AMP and school safety project with the United Action for Youth l0 CITY OF IOWA CITY i - - G��n CORALVILLE students having difficulty at school; some are young people who are having challenges with their peers. In the youth development program are target is all youth, that is any young person is eligible to participate in many of those programs. One of the strengths of serving this range of clients is that participants with many talents serve as role models for youth who are trying to gain new skills. It also reduces stigma for youth such as victims, who are blended in and indistinguishable from other youth using UAY. 5. Client count: is attached on form B 6. Client satisfaction: UAY tracks several outcomes that are specific to some of its programs to determine its success. The following feedback systems are used as well: (a) Client: UAY uses client satisfaction surveys for various services. Interviews by third party evaluators, peer reviewers, and funding sources are conducted with clients. UAY tracks referral sources and nearly 400 referrals last year came from peers (20%), indicating client satisfaction. From all these sources the indicators are that youth and parents are very satisfied with both counseling and youth development services. We also incorporate client feedback in design of services, involving youth in the design of several programs including youth development, the Teen Parent Program, street outreach and the Youth Center. This year UAY has continued to pilot the use of the Youth Program Quality Assessment (developed by High Scope) to evaluate youth development programs. (b) Community: UAY funding sources include meetings with community members during site visits and evaluations by third parties, such as the National Resource Center for Family Centered Practice. UAY is also involved in several collaborative projects with other service partners in which community satisfaction is assessed (such as Strengthening Families and the Youth Development project). We also solicit community feedback to the board and at open houses sponsored by the agency and solicit external community feedback during staff evaluations. During this year's site visit of the runaway programs, the reviewer stated that UAY's aftercare program was the best of any program she had ever reviewed. Financial Management 7. Form C is attached 8. Funding need: QUAY uses local fungi to match several state and federal grants, generating over $1,000,000 in additional funding support for programs in Johnson County. In addition United Way and local funds help augment services at the Youth Center and support counseling for persons not eligible as victims or runaways. United Way and local funds also help pay for the overhead of operating the Youth Center and the Family Service Center. Lost funding: Without United Way and local funds, UAY would be unable to obtain or sustain several of the federally funded or state funded programs. 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