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HomeMy WebLinkAbout12-15-2011 Housing & Community Development CommissionAGENDA HOUSING AND COMMUNITY DEVELOPMENT COMMISSION LOBBY CONFERENCE ROOM, CITY HALL 410 E. WASHINGTON STREET, IOWA CITY THURSDAY, DECEMBER 15, 2011 6:30 P.M. 1. Call Meeting to Order 2. Approval of the November 17, 2011 Minutes 3. Public Comment of Items Not on the Agenda 4. Staff/Commission Comment 5. Discussion Regarding FY13 Aid to Agencies Funding Requests • Discuss Aid to Agencies Allocation Process 6. Monitoring Reports • Successful Living — Rental Rehabilitation & Van Acquisition (Drum) • Shelter House — Rental Rehabilitation & Operations (Drum) • Iowa City Housing Authority — Tenant Based Rent Assistance (Drum) 7. Adjournment MINUTES HOUSING AND COMMUNITY DEVELOPMENT COMMISSION NOVEMBER 17, 2011— 6:30 PM LOBBY CONFERENCE ROOM, CITY HALL PRELIMINARY MEMBERS PRESENT: Cheryll Clamon, Jarrod Gatlin, Holly Jane Hart, Charles Drum, Michael McKay, Michelle Bacon Curry, Scott Dragoo MEMBERS ABSENT: Andrew Chappell, Rachel Zimmermann Smith STAFF PRESENT: Tracy Hightshoe, Steve Long OTHERS PRESENT: Phoebe Trepp, Shelter House RECOMMENDATIONS TO THE CITY COUNCIL: None. CALL TO ORDER: The meeting was called to order by Chairperson Michael McKay at 6:30 p.m. APPROVAL OF THE OCTOBER 21, 2011 MINUTES: McKay and Bacon Curry noted corrections for the minutes. Bacon Curry moved to approve the minutes with the corrections stated. Gatlin seconded. A vote was taken and the motion carried 7-0 (Zimmermann Smith, Chappell absent). PUBLIC COMMENT FOR ITEMS NOT ON THE AGENDA: None. STAFF/COMMISSION COMMENT: Long updated the commission on the FEMA and CDBG flood buyout programs and recent CDBG projects. The FEMA program finished last week and bought the last house. The CDBG funded program will continue because there are four to five houses left to be purchased. HOUSING AND COMMUNITY DEVELOPMENT COMMISSION NOVEMBER 17, 2011 PAGE 2 of 7 NEW BUSINESS: • Discuss and Review FY13 CDBG/HOME Funding Process Timeline Hightshoe stated that the timeline identifies the same process as last year with updated dates. The applicant workshops are being held on December 29 and January 9. The training is for the organizations that are applying for funds. Applications are due January 20, 2012 by noon and the question answer session will be held on Thursday, February 16, 2012 Locations have not been identified yet for the February and March meetings. Once determined, a revised timeline will be sent to all commission members. March 81h and 22" d will be meetings to determine the year's funding recommendations. March 22 is the most important meeting for HCDC members as the final HCDC recommendation for funding will be made at that meeting. Hightshoe encouraged members to review their schedules and keep these dates in mind. • Review and Approve FY13 CDBG/HOME Application Materials Hightshoe stated that the applications are the same as what the committee drafted. She stated the budgeted amounts may change as Congress has not set the budget yet for the CDBG and HOME programs. Unfortunately, it is likely that the programs will be cut more than what is stated in the draft applicant guide. Long stated that CDBG could be cut by 11 % and HOME could be up to 38%. Staff had anticipated cuts of 10% to each program. Hightshoe stated that because the entitlement amounts have been cut so drastically, this will affect any set aside taken out to the total entitlement as a percentage of the total budget. The City Council sets asides 15% of the CDBG entitlement or $105,000 (whichever is less) for Aid to Agencies. For FY13, there will be no funds available for public service applications outside of Aid to Agencies as 15% of the entitlement is less than $105,000. Federal rules also cap the amount of funds for public services to 15% of the CDBG entitlement. This is estimated to be about $91,000 in FY13. Only 20% of CDBG and 10% of HOME funds can be used to administer the programs. With a large cut, administrative time will need to be reduced and some staff may be reassigned other tasks. Staff usually administers 25-30 projects annually. With these cuts and changes in staff s duties, staff does not anticipate being able to administer the same number of projects as in previous years. Staff recommends some type of minimal allocation that would allow for 12-18 projects. Staff recommends a $50,000 minimum award for housing and public facility projects. Long stated that it might be good for an organization to think more strategically about projects and apply for projects that make a larger impact to the organization. McKay asked if staff considered the number of projects that will be capped and then just split the money. Hightshoe stated that they could look and see. McKay stated that if there were only ten projects to administer would it matter what the amount is? Bacon Curry asked if there would need to be a decision made about what the maximum is to tell the people. Hightshoe stated that it would be unknown about the final entitlement amount until this spring. Drum stated that he thinks that the $50,000 limit is the better way to go than the number of projects because it allows agencies to plan better. Bacon Curry asked if they should make it first consideration of projects or should it just be a minimum of a certain amount. Long stated he is open to a little wiggle room. Hightshoe stated that as far as planning, many applicants like to know in advance the funding parameters. Clamon HOUSING AND COMMUNITY DEVELOPMENT COMMISSION NOVEMBER 17, 2011 PAGE 3 of 7 asked if historically the smaller projects have had an impact. Long gave an example of the Shelter House and the impact that they received with a small amount of funding. Hightshoe stated funding amounts of any size typically help organizations; however she recommended that organizations review their long term needs, coordinate a capital campaign based on these needs and use CDBG as a possible source for larger improvements. Long recommended a minimum threshold, but would consider other alternatives. Hightshoe stated that the final budget is unknown and City Council will not be approving the funding recommendation until May. Long stated that it is anticipated that HOME will be cut by 45% in two years and CDBG will be cut by 26%. McKay stated that it would be good to say that with the reduced funding there wouldn't probably be more than 20 projects. He stated he would prefer to have a little wiggle room. Hightshoe stated that applications go out to the public on December 71h Bacon Curry suggested first consideration of projects will be those for over $50,000 with a maximum number of projects set by staff. Hightshoe confirmed what was agreed upon with the Commission that it should be first consideration of projects $50,000 or more and staff would set the limit for number of projects. Long stated that staff is reviewing the Housing Rehabilitation program due to significant cuts in funding. Currently there is a City Council resolution that states that 13% of the CBDG/HOME entitlement plus program income is allocated to housing rehabilitation or $200,000, whichever is greater. He stated that he encourages HCDC to allocate an additional $100,000 to this program. Staff will be making this recommendation to City Council so that the total amount allocated is $300,000. The majority of the rehab is in the form of a loan that gets repaid and is a way to sustain the program. When our allocation was much higher, the rehab program received quite a bit more than the $200,000. Long stated that on a positive note the state has informed us there will be a round four and five of the Single Family New Homes program. This is a flood recovery program designed to replace the homes that were demolished due to the flood. Possibly another 40 to 50 homes could be helped. Hart moved to accept the CDBG/HOME application materials with first consideration given to projects over $50,000 and staff will set the maximum number of projects to be funded. Staff will also adjust budget figures at the time applications go out. Clamon seconded. A vote was taken and the motion carried 7-0 (Zimmermann Smith, Chappell absent). UPDATE ON FY12 PROJECTS — CDBG PROJECTS THAT HAVE NOT ENTERED A FORMAL AGREEMENT WITH THE CITY OF IOWA CITY Hightshoe stated that there were three agencies that had not entered CDBG agreements by Sept. 30; Old Brick, Neighborhood Centers of Johnson County and Systems Unlimited. Since the October HCDC meeting, Old Brick entered their agreement and Neighborhood Centers with Johnson County resolved their issue with the lease hold mortgage and have entered an agreement. Systems Unlimited declined the funds and those funds will be reallocated. Long HOUSING AND COMMUNITY DEVELOPMENT COMMISSION NOVEMBER 17, 2011 PAGE 4 of 7 stated that the Housing Authority is returning approximately $70,000 in HOME funds for reallocation. DISCUSS SHELTER HOUSE'S REQUEST FOR A FY11 ANNUAL ACTION PLAN AMENDMENT Hightshoe stated that last year $200,000 was awarded to Shelter House to purchase a property to be used for a "lodge" to provide transitional housing for six disabled persons (first preference to veterans with chronic mental illness or other disability) Shelter House purchased a duplex on Ashley Drive. They were then awarded $75,000 through the FYI special allocation to rehab the property from a duplex to a SRO property with six bedrooms. The full $75,000 will not be needed and Shelter House requests that the unused funds go for rehab. expenses at a property they purchased on Amhurst St., their 2°d lodge model. Hightshoe introduced Phoebe Trepp with Shelter House and asked her to discuss the project and why the Ashley St. property does not need the full $75,000. Trepp stated that they had a contractor look at the remodel and they were going to open up the garages into shared living space. They would be turning a duplex into a single-family home. They received approval in the application processes and then had city inspectors review their plans. The inspector stated that if they did what was proposed they would be losing four parking spaces and would have to go through a special exception to have a driveway installed to their backyard. Trepp stated that they decided to scrap the idea of removing the garage parking spaces and decided to make two bedrooms smaller and opened up a hallway which reduced the cost. She stated that they were then able to add a new furnace for the house. They have approximately $25,000 remaining. Trepp stated that Shelter House purchased a second lodge with a loan from the Housing Trust Fund but there are renovation issues that need done on the property as well. Basically it is the same project just in two different homes. They are hoping to use the extra money left over from the other property on the second property just purchased. Gatlin asked if it was just moving the funds from one project to the other. Hightshoe stated it is a little bit more complicated than being able to move funds. In FYI Shelter House applied for property acquisition of a second lodge. They did not receive funding. This request is for rehabilitation of an existing property which is a new activity/project in a different location. Hightshoe went over the steps involved in allocating funds to a "new" project. As it is considered new, the commission must advertise funds available to the public and proceed with an allocation process to award these funds to this project. There was discussion of when the funds would be available to the applicant if awarded funds with the FYI allocation process. Hightshoe stated they would be available on July 1st, but there may be a way to provide the funds to the applicant earlier, such as May when the Council approves the projects. McKay stated this was a project that the Commission did not fund in FY12. He stated some of the reason they didn't fund a second lodge in FYI is that the commission wanted to see how the first model did and if sustainable before approving funding for a second lodge. Bacon Curry asked Trepp what their plans were if the funds could not be transferred. Trepp stated that there are things that could be done at the Ashley address. They would secure other funding or wait on repairs on Amhurst if not allowed to use these funds. HOUSING AND COMMUNITY DEVELOPMENT COMMISSION NOVEMBER 17, 2011 PAGE 5 of 7 McKay asked for a clarification on how the funds get returned and what the City does with the funds. Hightshoe stated that when the City allocates these funds, staff identifies the projects in HUD's disbursement system (IDIS). The money is reserved in the City's line of credit with HUD in IDIS. If a project is cancelled, the money stays in the city's line of credit and is available for reallocation to a different project that is then identified in IDIS. When a project spends funds (must be a previously approved project and in the City's Annual Action Plan), the City cuts a check to the organization and then draws down the funds from the IDIS system to reimburse the City for the expense. McKay asked when projects don't proceed, can staff allocate these funds to other projects. Hightshoe stated that staff must follow the Citizen Participation Plan. If a minor amendment, such as less than 25% of the project's budget, staff can administratively amend the organization's agreement and provide additional funds as long as the City has the funds available in our line of credit not committed to other projects. These minor amendments must be approved by the City Manager. If the City Manager deems it controversial or questions it in any way, he can forward the request for additional funds back to HCDC/City Council. Substantial amendments (greater than 25% of the project cost or $50,000) must always go back to HCDC/City Council for approval. Long stated that from time to time there are projects that run in to unforeseen circumstances and request additional funds. For example VNA was allocated $200,000 for property acquisition. VNA identified a site, but the sewer is at a greater distance than anticipated and will cost an extra $50,000 to connect the building to City sewer. VNA requested additional funds ($30,000) to cover a portion of the extra costs. Staff might receive 1-2 requests a year. It is not common and is only based on funds available. There is no guarantee that funds will be available for these requests from year to year. McKay asked if commission members wanted to proceed with an amendment and provide funding for the second lodge. Consensus of members was to not proceed with an amendment and Shelter House could apply for FYI funds. MONITORING REPORTS: • Neighborhood Centers of Johnson County • DVIP • Crisis Center Gatlin stated he had conversations with Neighborhood Centers of Johnson County who had several projects. One was a property acquisition at Pepperwood Plaza. The owners were set to purchase and were in a standoff over the inspection and recognition of the space as being a commercial condominium. NCJC has been in contact with city staff. NCJC will not proceed with the acquisition in Pepperwood, but will meet with potential building partners. NCJC has met with the Iowa City Community School District to look at a partnership on the Grant Wood Elementary property. They should have a plan by mid -December. Staff gave them until the day the applications are due in January to come up with something or the money ($395,000) would be reallocated. HOUSING AND COMMUNITY DEVELOPMENT COMMISSION NOVEMBER 17, 2011 PAGE 6 of 7 Gatlin talked about the siding repair at Pheasant Ridge. NCJC has solicited bids for the project. They received resolution today with their issue with Mark IV Investors. They plan to move ahead. Gatlin stated that the project for the Broadway Training and Learning Center had a delay as they will not be purchasing the space at Pepperwood. They do plan to proceed and hope to start in the spring of 2012. They are meeting with their partners Kirkwood and Goodwill to finalize program content and time and start dates for spring classes. They hope to begin classes in February 2012. Gatlin stated that with the DVIP is proceeding with the project. A pre -construction meeting for the door repair/replacement was held and will be started in the next two to three weeks and the project should be completed in a three day time frame. The Crisis Center received operational funds for their food bank, counseling services and emergency assistance programs. They have spent approximately $21,500 mostly on salaries and staff development. Gatlin asked if it was normal for so many projects to have delays. Hightshoe stated that depending on the project size and complexity, it is common to have delays. Permits do not come through as planned, acquisitions fall through, etc. It depends on the project, but few projects are cancelled or do not proceed. ADJOURNMENT: Drum made a motion to adjourn. Dragoo seconded. Motion carried 7-0 (Zimmermann Smith, Chappell absent). z O U) U) O L) H z W a0 OV W W W W �- Z O Q N z = z � FW- a O V z Q z N O co X w 0 X X X X X X i w O CD c 0 LU X X 0 LIJ X X X X O In x x o x x x x o x �o x x x x o x x x x X X X 0 X X X X X X X X X X X X X M _ _ o X X X X X X X X X ti x x x x x x x x x X X X X X X X X n' W T N 't ('7 CM N cM ' N r- (V N N N N N N N N N W rn rn rn rn rn rn rn rn rn rn H J LU a Z J LU C) W v z s m W z aW. = U J W o a�D 0 O °o -1 v � it z O W Z Q } = 2 LU _ U V co Q ? L = Q = H Q w N W Yx0Z r �,.®, CITY OF IOWA CITY , � Z-�c MEMORANDUM Date: December 8, 2011 To: Housing & Community Development Commission (HCDC) From: Tracy Hightshoe, Community Development Planner Re: December 15 Meeting Packet The following is a short description of the December 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. Discussion Regarding FY13 Aid to Agencies Allocation Process 15 organizations applied for FY13 Aid to Agencies funding. The applications are enclosed for your review. HCDC will review the applications and make a funding recommendation to City Council in January. At the December meeting, the commission will determine how they want to review the applications and if any evaluation criteria will be used. The public services evaluation criteria that was recommended for CDBG public service funding is attached your reference. 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Agency: 4Cs Community Coordinated Child Care Director: Susan Gray Board President: Rebecca Bergus Requestor: Susan Gray Phone: (319) 338-7684 Email: susan@iowa4cs.com Mailing Address: 1500 Sycamore Street, Iowa City, IA 52240 Website: www.iowa4cs.com Year Org Established: 2020 Vision Goals for the Common Good: please indicate Goal(s) that your agency supports: ® Education ® Income ® Health United Johnson Iowa City Coralville Way County equest for Funding FY13 30000 2000 2000 2140 udget K 808144 808144 808144808144 otal Budget 4% 0.2% This submission was considered and approved by (both signatures and date are required): Signatures: (, Zdl/ Agency Director date ZAgenc-yBoard Presii t date MW Way of IARM CM" CITY OF IOWA CITY 2020 Vision Goals for the Common Good For many people in Johnson County, the basic ingredients for a good quality of life are increasingly beyond reach. Six percent of all families are living in poverty and 40% of all households do not earn enough to support their basic living expenses. There are significant preparation gaps for children and youth to succeed in school and be ready for work and life. And health behaviors and limitations to accessing health care continue to create risk for serious health conditions such as diabetes, high blood pressure, heart disease, stroke and cancer. The efforts and expertise of hundreds of people have created a 2020 vision to move the needle in a positive direction on community conditions and measurably improve lives. This work requires collaboration across all sectors — large and small businesses, elected officials and government organizations, nonprofits, academia, the faith community, media, parents and neighbors. Working together we can accomplish things that no organization, no individual, no government, no single sector can accomplish on its own. The stakes are high and the goals are ambitious. Education Improve success for children and youth by decreasing the preparation gaps by 113 for school, post -secondary and work. Income Increase by 20% households in Johnson County that are financially stable. Health Increase by 113 the number of children and adults who are healthy and avoiding risk behavior. Submission Submit electronically to: fields �unitedwayjc.org Fields for text have a maximum of 2000 characters. Key Dates: REP Process August 5, 2011 Request for Proposal RFPpacket issued September 30, 2011 Deadline for submission at 4:30 pm .Z CITY OF IOWA CITY FY 13-FY 14 Community Impact Funding Application United Way Agency: 4Cs Community Coordinated Child Care Director: Susan Gray Board President: Rebecca Bergus Requestor: Susan Gray Phone: (319) 338-7684 x 102 Email: susan@iowa4cs.com Mailing Address: 1500 Sycamore Street, Iowa City, IA 52240 Website: www.iowa4cs.com Year Org Established: 2020 Vision Goals for the Common Good: please indicate Goal(s) that your agency supports: M Education M Income M Health United Way Johnson County Iowa City Coralville Total Request for Funding FY13 30000 2000 2000 2140 Total Budget 808144 808144 808144 808144 of Total Budget 4% 10.2% 0.2% 0.3% This submission was considered and approved by (both signatures and date are required): Signatures: Agency Director date Agency Board President date �r . � -X- CITY OF IOWA CITY United Way of )ohnson County Please attach a written summary addressing the following list and reference your responses to their relative numerical order. In responding, please endeavor to furnish the necessary information in a brief but complete manner. If a response is not applicable to the Agency, provide the explanation of omission. Agency Information a) What specific need in the community is Agency addressing? (Describe the extent of the problem, and the major factors in the community contributing to the problem.) 1. Quality child care during the first years of life is the most cost-effective and efficient way to prepare children to succeed in school and life. • Schools provide infrastructure for children K- 12. Although child care is now a fact of life in Iowa the infrastructure is still undeveloped and does not receive a comparable level of funding. • Almost 70% of children five years and younger (10,054 children) receive care outside of the home (CCR&R, July 2011). • Research confirms providers with higher education levels offer higher -quality early education programs with more positive child outcomes. The discrepancy reported between education levels of home -based providers and center staff indicates that additional support to home -based programs in particular will improve outcomes. • Research shows providers who receive results -based training e.g. Child Development Associate credential (CDA) provide higher -quality care. • The rate of children living in poverty in Johnson Co rose by 40% (2000 — 2006/8). These children particularly need quality child care. • 4Cs has 3/ FT home consultant providing services to approximately 120 home -based programs. Clearly our county is underserved and a more intense, comprehensive approach is necessary. 2. 4Cs supports financial stability in a number of ways: • Iowa's child care workforce employs more than 17,000 persons. Child care providers' median hourly wages compare poorly with many occupations. In 2009 the median take-home pay of family child care providers was $17,856. • Poverty and its related issues make it very difficult for some families to find quality child care. 3. 4Cs supports healthy development of young children in child care. • In 2006 WIC reported 17.9% children aged 2 — 5 years were at risk for overweight and 14.6% were overweight. • In Johnson Co, early intervention services are provided by Early ACCESS. Referrals are critical to maximize the opportunity to correct developmental delays early in life. 2. a) List and describe the programs and/or services of the Agency that are provided to Johnson County residents that address that need. Provider Services: Professional Development: 4Cs offers workshops and conferences each year, individual support is given to providers improving their professional qualifications e.g. CDA. Consultations: The quality of child care has to improve to ensure that children enter school ready to learn. Research shows that a combination of education and consultation/ coaching is the most effective means to create change. 4Cs plans to have 50 home based providers participate in our quality "Ready, Set, Go" program. They will receive a minimum of eight visits, workshops and consultations will focus on health & nutrition, positive behavior supports, literacy and early math skills which research indicates will achieve the best results. Providers in this program will serve families receiving child care assistance. Food Program: Approximately 75 registered home -based providers participate in this USDA funded program. The program ensures that nutritional guidelines are met and providers receive partial financial reimbursement for the meals served. This program brought $403,340 to Johnson Co last year. Parent Services: 4Cs Home Ties Child Care Center meets the needs of the most vulnerable families in our community by providing free, temporary child care to families that are homeless or at risk of homelessness. Parents work on their self -determined goals toward self sufficiency while their children attend the center. 4Cs Crisis Child Care program provides free 24/7 child care to families in Johnson Co that are dealing with a crisis. This program prevents the unnecessary placement of children in the foster care system, and supports the safety of all children. Referrals are accepted from social agencies and self -referrals. 4Cs Occasional Child Care provides Johnson Co parents with a list of college student "baby- sitters". These students may provide a few hours of care on a scheduled basis or as needs arise. This meets the needs of parents requiring limited child care. 3. a) Please complete Salaries & Benefits chart for entire Agency. (Form A) Client Information 4. Provide a succinct, specific description of your primary target population(s). Describe clients as a group in terms of their needs, requirements, and strengths. 4Cs serves two primary target populations: Child care providers and families in need of child care. Child care providers may be working in home or center -based programs in Johnson County. Their needs are good quality trainings and consultation to meet professional development needs, support in implementing quality initiatives and help in negotiating an ever -changing early childhood state -system. Families in Johnson County, that meet eligibility requirements, may receive care at 4Cs Home Ties Child Care Center. Our highest priority is to serve children living in shelters or transitional housing, then children whose parents are receiving services from such programs as UAY or MECCA. Our Crisis Child Care program is also open to all families in Johnson County and there are no income -eligibility criteria, referrals may be from agencies, law enforcement, or self -referrals. The Occasional Child Care program is for parents needing a few hours of care at a time. Care is primarily provided by college students. This program meets the needs of parents that do not need regular, full time care, or have extra needs outside of regualr child care hours. 5. Please include an unduplicated count of clients you have served for the past two years and one projected year. For your projected and proposed number of clients, please provide a realistic number based on past number of clients served. For example, if Agency does not have the capacity to increase number of clients served, please do not project or propose an increased number of clients. (Form B) Financial Management 6. Complete Form C. 7. a) In detail, describe the Agency need for funding from: i. United Way of Johnson County ii. If applicable, Local Government(s) 4Cs plans to continue all current programs, we also plan to significantly increase the consultation and support of family based child care programs. Home -based child care currently provides 2242 child care slots in Johnson Co and 4Cs is committed to providing meaningful support to these programs to support quality of care for children in those programs. Many small centers are struggling to survive. It is also our intention to research the needs and viability of implementing a shared services program for child care centers. We believe that these centers provide a valuable service to the community and we need to consider more innovative approaches to ensure the continuation of these services. Business as usual will not bring about the change that is required to impact the quality of care in our community. In the last few years the state has regionalized or centralized many child care services; this has impacted child care assistance, child abuse reporting, registration and, since July 2011, child care resource and referral (CCR&R). As a result of these decisions, 4Cs is no longer providing parent referrals, this service is being provided from the regional CCR&R office in Davenport. We do not believe that these changes are in the best interest of the local community. In recent years local funding for child care (e.g. Johnson County Empowerment) has received less funding. While the need for child care is the reality for most families in our community and the importance of quality care in preparing children to enter school ready to learn has never been clearer, the funding to make these improvements is not secure at either the state or local level. 4Cs receives funding from Johnson County Social Services and JC Empowerment to provide free child care slots at Home Ties Child Care Center and JCSS funds the Crisis Child Care program. JC Empowerment supports education, consultation and support of quality initiatives for child care programs in Johnson Co. b) If the United Way of Johnson County funding is not available and this funding request is not approved, describe the impact of that decision on Agency and the programs/services these funds would have supported. i) If applicable, describe impact if local government funding is unavailable. United Way and local government funding provides infrastructure which supports all our programs and will support some of the consultation in our home -based quality program: "Ready, Set, Go!". If we do not receive funding we would have to (a) decrease the number of consultations and trainings that we could do to home -based child care programs, (b) increase the number of paying child care slots at Home Ties Child Care Center and decrease the free child care slots. c.) How will United Way of Johnson County funding help leverage other revenue for Agency? i) If applicable, how will funding from local government help leverage other revenue? We are able to use this funding as a cash match when applying for other funding. The fact that we are funded by United Way of Johnson County and by local government gives us credibility when we are applying for a grant from state or national funders that do not personally know the agency. The funding can also be used as a cash match for these types of grants. Agency Accomplishments The United Way and Local Governments work towards making our community a better place to live. Through the 2020 Vision Goals for the Common Good, we will measure our progress towards improving community conditions. Please provide the following information. 8. Complete Form D and provide the Performance Measurements used (or will be used) by the Agency to measure results of services toward 2020 Vision Goals. 9. Provide an example of services provided by Agency that a weekly contribution of the following amounts would make possible. This list will be used to encourage giving at workplace campaigns. a) $2.00 per week for one year ($104) 40 nutritious lunches b) $5.00 per week for one year ($260) An infant crib which meets all the new 2011 safety requirements c) $10.00 per week for one year ($520) Provide crisis child care to a child in need for 24 hours a day for 3 days. d) $25.00 per week for one year ($1300) Provide 6 workshops to 15 child care providers serving a total of 90 child care providers in Johnson County. Required Attachments Form A: Salaries & Benefits Chart ❑Form B: Client Statistical Data Sheet [-]Form C: Budget Information OForm D: Performance Measurement ❑Current Board List with Terms FORM A Agency 4Cs Community Coordinated Child Care Check if Applicable Position Paid Leave Health Ins. Retire. Plan Current Salary Range Per Position Full -Time Equivalent FTEs Last Year This Year Next Year Executive Director x x $40,000 - $50.000 1 1 1 Provider Services Coordinator x x $25,000 - $35,000 1 1 1 Food Program Coordinator x x $25,000 - $32,500 1 1 1 Food Program Associate x x $18,000 - $25,000 3/4 3/4 3/4 Community Outreach Coordinator x x $18,700 - 525,000 3/4 3/4 Home Ties Coordinator x x $25,000 - $35,-000 1 1 1 Home Ties Lead Teachers x x $19,760 - $31,200 3 3 3 Home Ties Ass. Teachers $15,080 - $17,680 7 7 7 TOTAL FTEs 14. 75 15. 5 15.5 Form D Performance Measurement Agency 4Cs Community Coordinated Child Care r uantintsh did we do?)e-based child care providers d care centersd care providers attending .ilies served at Home Ties w # of children served at Home Ties # of children receiving crisis child care # of families served by Crisis Child Care # of Activities (by type) # of visits to home -based child care providers # of home -based child care providers that participate in Food Program. # of child care providers working on a CDA credential # of trainings offerred w # of assessments completed for HT children # of parents that set self-sufficiency goals. Additional Comments: Quali f(HoMwell on Measures (%) did we do it?)of staff providing services to child care programs that have worked for 4Cs more than 2 years. % of eligible home providers participating in the CACFP Food Program. % of classrooms at HT that achieve NAEYC reccommended child:staff ratios. % of parents are satisfied with care of their children at Home Ties Activity Specific Measures (%) (Is Anyone Better Off?) % of providers reporting improvements in their program. % of providers report increased awareness of the importance of nutrition and physical exercise for children in the program. % of completed CDA providers report an improvement in teaching expertise. % of providers attending training report that they learnt something new to implement in their work. % of children referred for services. % of families served at HT that were able to meet over 50% of their goals. 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 00000cr o 0000�f �t00000 0 0000� A O O o Ln Ln O O Ln O Ln .-4 N N O O N O O N 6 Iz 00 00 in• tn• a) M tn• Ln O to tn• tn- r-I O tn• tn• r-I Ln tn• 00 t/> tn• to M i-1 LL O O O O O O O O O O O O O O O O O O O O O O O O 0 0 0 0 Qi 4 O O O O O c; R* 0 0 00 Ln O O O O O O 00 A O O M M Ln O Ln O O al 1- N N I� cr N O 1, ri al ri Ln 1- in i/). to {n r- rN-I � tn• tn• t/) Q'j N a-1 L}L O co 0 0 O 00 O O O O O O O O O O O O O O (5 00 O a) Ln Ln M ri N O c•n R* d' 0o Ln r-I O O 00 N It 01 r-1 N M M 00 1- Ln N Ln a) 00 N 1- a) N a) cF 00 O d & Ln 00 r-1 -tn al N in r-I -kn r-I 1- 41? th r-I Ln tJ? tn 00 ri ri LL C O :3 E iv U U C:O � (o C ._ bA p L_ I_ � O ':3 O (n M \ (� to W UA ti a O N 0 U 4 I_ ^N^,, W -� {' C o M 0 u >\ C a) G1 C:C 4-C L N CL '� IZ LU C D n o u ap L o C ai OC >, U o a) H N am,, 4 -' c0 > a� a O O (C - in i w p N �O LJ CU _ �p f0 � - C E N L a--' N � M dA 3 L C C: 4-1 au O °>>tD� Ui Ln Li UF�- 0 0 0 0 0 0 000006 4 Ln00"tr°It ai k o ri Lr 00 M M to Vlk 00 0 tr} V -V} M ri O O O O O O L6 o0 O O O 4 Ln r- 0000 00 0 � 0000 n 00 dF Qi r- lD r- Ln N Ln In M 00 M -tn tn• M I- N ri O O O O O O LD O N N cti M Lo Ln LO la N r-I N M N 00 LD rl N a) N Ln to o0 W to t/} t/1- r-1 r-I 6L 0 • a ai �o u N .i u vi v U C N N C O N c v N Q) 7 LCC] (� C (v N > O Vf L CL Gl X _N " u C _0 L4 N f6 LO X LJJ tJ � �_ Q. i E GJ 4 C u �.+ Q H CO0 10 10 000 ri Om 0 w w iM 0 eM-I 00 � !0 00O ��i O0M O C11 �J} O t/- 0 O O (} 0 O O ilk 0 O O W 0 O O ice!} p O O O p 0000 M LL O 00 O O O or; r-IC)M O O r- k l0 00 iyj 00 V). 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'V). iJ} vi- mN ri } LL O 00 O O co O 00 coo COO O O O O O O N 0�0 ONO m 0Ict wO vlk o0 n M O r-I M Ln O M M Lr I� d Q1 Lr a Ln d' N I- N r-I A4 Ln tn -t4 N N ri } O O O O O O M u1 w R* 0 0 0 0 0 o M M r-1 00 Ct Ln N O O O w I� o0 N ri i- O O r-I M 1- O N Ln `Ln r- O O R4 4On rN-I rr-I iM/j- 000 t/? th 4A. t/? t!? t/? M r-I c-I } C V L U N (31 Y U Q) U L 0 a1 m + ( c0 L- O I- 76 C N _O > i 0 O O E 3 06 C C aj •� > N O w E u EEE,5 i U J aJ N 1 � fa C Cn i O sz O ,z 4- co •u u L N o a tko L L (0 LU LU to Vi a1 a)U ++ L U U m U t 4� U O (7 -n � u 0 u -, I- 4Cs Child Care Resource $ Referral BOARD OF DIRECTORS 2011-2012 President Rebecca Bergus 418 Wales street Iowa City, IA 52245 Home: (319) 338-9733 Work: (319) 358-5513 rbergus@gmail.com Term ends: 6/30/13 Vice President Lyn Kubit 3150 Whispering Ridge Lane Riverside, IA 52327 Home: (319) 648-2047 Work: (319) 688-5874 Cell: (319) 530-9099 Imkubit@iowatelecom.net Ikubit@co.johnson.ia.us Term ends: 6/30/13 Treasurer Lynne Kinney 3530 Cumberland Ridge Rd NE North Liberty, IA 52317 Home: (319) 626-6424 Office: (319) 626-6160 Cell: (319) 936-1051 kealm3530@aol.com Term ends: 6/30/11 Secretary Mary Pat Lease 1741 Louis Place Iowa City, IA 52245 Home: (319) 354-1954 Cell: 202-441-0040 Mplease7@aol.com Term Ends: 6/30/13 Bryson Dean 310 Scott Court #2, Iowa City, IA 52245> Home: 319 5418806 Email brysondean.iowa@gmail.com Term ends: 6/30/12 Meghann Foster 1710 loth Street Coralville, IA 52241 Cell: (319) 325-0920 meghannfoster@gmai I.com Term ends: 6/30/12 Suzanne Henry 21 East View Place NE Iowa City, IA 52240 Home: (319) 248-3013 suzannebhenry@hotmail com Term ends: 6/30/12 Tone Holland 50 Heidi Lane, North Liberty, Iowa 52317 Home: (319)665-2099/331-6148 Work: 335-9103 email: Lane-holland(c)uiowa edu Term ends: 6/30/13 Cheryl Whitney 2904 Meadow Cr NE Iowa City, IA 52240 Home: c 319-330-2895 Work: email: cwhitne@gmail.com Term ends: 6/14/14 4Cs Director: Susan bray 2653 Princeton Road, Iowa City, IA 52245 Home: (319) 338-1860 Work: (319) 338-7684 x 102 Cell: (319) 621-2082 Susan@iowo4cs.corn Form B Agency: 14Cs Agency summary of clients served during last two years and one projected year (unduplicated client count) FY10 FY11 FY12 Information/Education Provided 2296 3872 2000 Direct Services Provided 317 398 450 Gender Male 11% 29% 15% Female 83% 62% 85% Total (not all reported) 1 94% 91%1 100% Ethnicity Hispanic 1% 2% 3% Black 23% 14% 15% Caucasian 60% 50% 75% Native American 0% 0% 0% Asian 6% 4% 2% Pacific Islander 0% 0% 0% Other 10% 30% 5% Total 1 1 1 Age 0-5 49% 51% 38% 6-17 10% 10% 2% 18-29 4% 19% 25% 30-61 37% 15% 30% 62-75 5% 5% Over 75 Total 1 1 1 Geographic Location Johnson County (Combined, unduplicated) 2296 2320 400 Iowa City 1102 1285 212 Coralville 3701 1981 80 North Liberty 350 250 120 NX; US IMNed Way 0 An C.My CITY OF IOWA CITY 2020 Vision Goals for the Common Good For many people in Johnson County, the basic ingredients for a good quality of life are increasingly beyond reach. Six percent of all families are living in poverty and 40% of all households do not earn enough to support their basic living expenses. There are significant preparation gaps for children and youth to succeed in school and be ready for work and life. And health behaviors and limitations to accessing health care continue to create risk for serious health conditions such as diabetes, high blood pressure, heart disease, stroke and cancer. The efforts and expertise of hundreds of people have created a 2020 vision to move the needle in a positive direction on community conditions and measurably improve lives. This work requires collaboration across all sectors — large and small businesses, elected officials and government organizations, nonprofits, academia, the faith community, media, parents and neighbors. Working together we can accomplish things that no organization, no individual, no government, no single sector can accomplish on its own. The stakes are high and the goals are ambitious. Education Improve success for children and youth by decreasing the preparation gaps by 1/3 for school, post -secondary and work. Income Increase by 20% households in Johnson County that are financially stable. Health Increase by 113 the number of children and adults who are healthy and avoiding risk behavior. Submission Submit electronically to: pfields&!aitedwayjc orf; Fields for text have a maximum of 2000 characters. Key Dates: RFP Process August 5, 2011 Request for Proposal (RFP) packet issued Se tember 30, 2011 Deadline for submission at 4:30 pm ^� lot h 1 y��1\� CITY OF IOWA CITY tmMd Wry of Mmn County FY13-FY14 Community Impact Funding Application Agency: Big Brothers Big Sisters of Johnson County Director: Scott Hansen Board President: Lora Daily Requestor: Scott Hansen Phone: 337-2145 Email: scott@bbbsjc.org Mailing Address: 3109 Old Hwy 218 S. Iowa City, IA 52246 Website: www.bbbsjc.org Year Org Established: 2020 Vision Goals for the Common Good: please indicate Goal(s) that your agency supports: M Education M Income M Health United Wa Johnson County Iowa City Coralville Total Request for Funding FY13 66,000 50,000 35,000 10,000 Total Budget 430,628 430,628 430,628 430,628 % of Total Budget 15% 12% 8% 2% This submission was considered and approved by (both signatures and date are required): Signatures: Agency Director date Agency Board President date ay MW CITY OF IOWA CITY United Way of Johnson County Please attach a written summary addressing the following list and reference your responses to their relative numerical order. In responding, please endeavor to furnish the necessary information in a brief but complete manner. If a response is not applicable to the Agency, provide the explanation of omission. Agency Information 1. a) What specific need in the community is Agency addressing? (Describe the extent of the problem, and the major factors in the community contributing to the problem.) My Little Sister Khadija has a passion for helping others. Recently, Khadija and I made Hope Blankets for the soliders in Iraq during a BBBS event. Khadija was so impressed by this experience that she wanted to do more. She suggested making gift bags for the victims affected by the tornado in Joplin, MO. Khadija has a heart of gold and is always trying to make a difference in the world. I am very proud to be her Big Sis." --Big Sister Ann The mission of Big Brothers Big Sisters of Johnson County (BBBS) is to help children reach their potential. We work with families who, in their pursuit of well-being, face compound hurdles including poverty, educational barriers, and limited access to area resources. As reported in the 2010 Community Assessment, single female -headed households are disproportionately encumbered by these challenges. Children from single female -headed households compose the strong majority of our clients. A relationship with a one-to-one BBBS mentor has been proven to: --improve children's school performance, --encourage them to attend college, --help youth choose to avoid drugs, alcohol, and other illegal activities, and --teach children the importance of civic engagement and helping others. Locally, our programs also focus on: --connecting families with additional resources for income support and stability, --engaging youth in physical activity and healthful eating, and --developing social, personal, and leadership skills. 2. a) List and describe the programs and/or services of the Agency that are provided to Johnson County residents that address that need. "Last summer, Jay and I went swimming for the first time. Jay needed help as he moved about and tried to put his face under water. After expressing his desire to learn how to swim, his mom signed him up for swimming lessons immediately. Now, Jay is swimming on his own and jumping off the diving board." --Big Brother Jake Big Brothers Big Sisters has been partnering with families and volunteers to provide one-to- one youth mentoring services to our local area for 37 years. BBBS mentoring relationships provide children with a stronger network of support for their education and community involvement; increased social opportunities; and compassion, understanding, and friendship. Adult -child mentoring pairs, or matches, meet 2-4 times per month for a period of at least 1 year. Our volunteers are carefully selected to meet the individual needs of children and families. BBBS match supervisors communicate regularly with all involved parties in order to foster the development of a strong and long-lasting relationship. The process of matching children with volunteer mentors includes volunteer screening, orientation, and training; child and family orientation; introducing a child to a suitable volunteer; and supervision and support of these relationships through regular staff consultations, opportunities for individual and large -group activities, monitoring of child safety, and referrals to other agencies and resources. Our mentoring services are provided both through the general community and through the schools. Community -based youth mentoring allows children and volunteers to share a wider variety of activities and interests, with more direct involvement from the child's family. School -based mentoring, or School Buddies, offers a regular, once -a -week meeting time and occurs within the structure of the school day, making it a good option for families who are less able to organize out -of -school involvement for their child. 3. a) Please complete Salaries & Benefits chart for entire Agency. (Form A) Client Information 4. Provide a succinct, specific description of your primary target population(s). Describe clients as a group in terms of their needs, requirements, and strengths. "My mother died in August and (Little Sister) Jenna traveled 2.5 hours with her family to come to the visitation/memorial. Jenna would often come with me to visit my family on our home farm in NE Iowa. She was very close to my mom and called her 'Grams.' Jenna made a lap quilt for my mom for Christmas ' 10 which Mom used daily while on her recliner, often with her cat snuggled up in the quilt on her lap. It felt really good to have Jenna there with me at the visitation, offering her support and mingling with my family and friends, most of whom she knows. She is `family' to me and that was an important day to have her support." --Big Sister Peg Our community -based mentoring services are available to Johnson County children aged 6 to 17 without regard to family status or income. Most children served in the community -based program come from a single -parent and/or low-income household, and the largest percentage of clients contact us via self -referral. Children who participate in our school -based mentoring programs are between the ages of 6 and 12. They are often referred by school personnel because they have a social or behavioral need during their school day. Significantly, almost 50% of the children we serve live outside of Iowa City, where other support services are more limited. Statistics for our clients by race and ethnicity show that our services are accessible to people from many backgrounds and cultures, including Spanish speakers. The common denominator for every child we work with is that they have some need for an additional adult relationship in their lives. Families who participate in BBBS demonstrate a sincere desire to partner with us in creating opportunities and support for their children. They participate in ongoing relationships with program staff and volunteers. 5. Please include an unduplicated count of clients you have served for the past two years and one projected year. For your projected and proposed number of clients, please provide a realistic number based on past number of clients served. For example, if Agency does not have the capacity to increase number of clients served, please do not project or propose an increased number of clients. (Form B) Financial Management 6. Complete Form C. 7. a) In detail, describe the Agency need for funding from: i. United Way of Johnson County ii. If applicable, Local Government(s) Funding from United Way of Johnson County is critical to our ability to provide a reliable, consistent service to the Johnson County community. In order to cover our administrative costs and to continue providing our core services, we rely on funding from United Way to shield us from less predictable and shorter term sources of revenue, e.g., grants. In the last year, we have dramatically improved our capacity for client/volunteer record management and outcomes tracking. This service improvement resulted in an increase in our non - personnel expenses. With assistance from United Way, we can make these types of investments to move our program forward without potentially jeopardizing our capacity/resources for providing one-to-one youth mentoring. Local government funding ensures that we are able to reach residents throughout Johnson County's urban and rural areas with our mentoring programs. Our community -based mentoring clients live in Iowa City, Coralville, North Liberty, Solon, Lone Tree, Tiffin, and Oxford. Our school -based mentoring programs serve students at schools located in Iowa City, Coralville, North Liberty, and Oxford. Support from local governments has supported an overall increase in the number of children we serve. b) If the United Way of Johnson County funding is not available and this funding request is not approved, describe the impact of that decision on Agency and the programs/services these funds would have supported. i) If applicable, describe impact if local government funding is unavailable. Without support from United Way of Johnson County, we would either have to reduce our number of children served or replace experienced case workers with part-time, hourly staff with less experience. BBBS agencies that have a high staff turnover rate experience a decrease in the quality of relationships with volunteers and clients. Poor communication with volunteers and clients can lead to a decrease in match success and length and makes it difficult to effectively monitor child safety. Similarly, without support from local government funding, we lose our ability to effectively serve children in every neighborhood and community within Johnson County. c.) How will United Way of Johnson County funding help leverage other revenue for Agency? i) If applicable, how will funding from local government help leverage other revenue? The financial support that we receive from United Way, Iowa City, Johnson County, and Coralville demonstrates to our other fenders that we have a stable and diverse income. Funding from United Way and local governments shows great local support for Big Brothers Big Sisters' mission and quality of services. Agency Accomplishments The United Way and Local Governments work towards making our community a better place to live. Through the 2020 Vision Goals for the Common Good, we will measure our progress towards improving community conditions. Please provide the following information. 8. Complete Form D and provide the Performance Measurements used (or will be used) by the Agency to measure results of services toward 2020 Vision Goals. 9. Provide an example of services provided by Agency that a weekly contribution of the following amounts would make possible. This list will be used to encourage giving at workplace campaigns. a) $2.00 per week for one year ($104) Interview, screen, and train two new volunteer mentors. b) $5.00 per week for one year ($260) Plan and supervise community -service projects for children and their mentors. c) $10.00 per week for one year ($520) Create and supervise a one-to-one School Buddies mentoring relationship. d) $25.00 per week for one year ($1300) Create and supervise one-to-one community -based mentoring relationship for one family of children. Required Attachments ❑Form A: Salaries & Benefits Chart ❑Form B: Client Statistical Data Sheet ❑Form C: Budget Information ❑Form D: Performance Measurement ❑Current Board List with Terms Form D Performance Measurement Agency Big Brothers Big Sisters of Johnson County Quantity Quality # of Clients Common Measures (%) (How much did we do?) (How well did we do it?) 600 unduplicated children in FY13 75% of community -based matches meet regularly for at least one year. 40% of School Buddies mentors return 42. for a second school year with the same w child. # of Activities (by type) Activity Specific Measures (%) (Is Anyone Better Off?) 30,000 hours of direct, one-to-one service to youth 80% of clients demonstrate an ability to avoid drugs and alcohol 50 large -group activities, with an emphasis on educational and wellness 90% of clients demonstrate an themes, provided to youth and their understanding of the importance of rj 11 w mentors school attendance w Of new clients reporting permissive attitudes toward drug and alcohol use, 80% show improvement after one year. Of new clients reporting low interest in school, 80% show improvement after one year. Additional Comments: Other outcomes will be measured, including changes in: relationships with peers and other adults, attitudes toward illegal activities, and academic performance and confidence levels. Other program metrics will be evaluated, including average match length, time from inquiry to service, and volunteer recruitment and processing. FORM A Agency Big Brothers Big Sisters of Johnson County Check if Applicable Position Executive Director Paid Leave x Health Ins. x Retire. plan x Current Salary Range Per Position $50,000-70,000 Full -Time Equivalent FTEs Last Year 1 This Year 1 Next Year 1 Program Director x x x $45,000-$60,000 1 1 1 Case Manager x x x $28,000-$45,000 5 5 6 Office Assistant x $10414 per hour 0 .25 .25 Community Relations Director x x $28,000-$35,000 0 .75 .75 AmeriCorps X $11,500 2.5 1.0 1.0 TOTAL FTEs �95 10 Form C Agency- BBBS of Johnso County Specific- X Program Specific Budget is: (please indicate) Agency Revenues FY11 FY12 FY13 Coralville Funding $4,760.00 $4,760.00 $4,760.00 Iowa City Funding $24,000.00 $32,000.00 $30,000.00 Johnson County Funding $42,500.00 $42,500.00 $42,500.00 UWJC Allocation $50,000.00 $55,000.00 $66,000.00 UWJC Designations $18,476.00 $18,530.00 $18,000.00 Grants -Federal, State, Foundation $78,868.00 $86,819.00 $78,868.00 Membership Dues $0.00 $0.00 $0.00 Fees for Services $0.00 $0.00 $0.00 Sales to the Public/Contracts $0.00 $0.00 $0.00 Fundraising Events $144,489.00 $155,500.00 $160,000.00 Contributions/Donations (including in -kind) $14,378.00 $20,000.00 $15,000.00 Interest and Investment income $470.00 $550.00 $500.00 *Other $39,793.00 $15,500.00 $15,000.00 Total Revenue $417,734.00 $431,159.00 $430,628.00 Agency Expenses FY11 FY12 FY13 Total Salary and Wages $292,214.00 $322,490.00 $330,000.00 Benefits $61,098.00 $70,404.00 $75,000.00 Administrative $19,187.00 $22,057.00 $23,000.00 Occupancy $0.00 $0.00 $0.00 Other- Mileage, Fundraising Expense, $34,719.00 $21,200.00 $25,000.00 Computers, Postage, and Dues to BBBSA Total Expenses $407,218.00 $436,151.00 $453,000.00 Fund Balance FY11 FY12 FY13 Revenue $417,734.00 $431,159.00 $430,628.00 Carryover Balance From Prev Year $166,747.00 $177,263.00 $172,271.00 Total Operating Balance $584,481.00 $608,422.00 $602,899.00 Less Total Expenses $407,218.00 $436,151.00 $453,000.00 Ending Fund Balance $177,263.00 $172,271.00 $149,899.00 Less Restricted Balance Carryover Fund Balance $177,263.00j $172,271.00j $149,899.00 Bd/Donor/Funder Restricted Funds FY1: None Total Restricted Funds u In -Kind Support: ME 600 volunteers/ 34,152 Hrs. x $14.00 Office Space and Utilities Office equipment and maintenance Total In -Kind Support Grants FY11 Juvenile Justice Youth Dev.- School Based Mentoring 4-H After School Program Academic Mentoring Program- School Based Tuturing Program Comm. Found. of J.C.- Sports Buddies United Way Sports Buddies- Male Volunteer Recruitment Decat 4-H Mentoring Grant Misc. service clubs, etc. Total Grants FY12 FY13 $0.00 $0.00 $0.00 FY12 FY13 $478,128 $20,079 $411,230 $423,600 $20,079 $20,079 $10,307 $10,307 $10,307 $441,616.00 $453,986.00 $508,514.00 FY12 FY13 $25,822 $25,822 $25,822 $3,500 $3,500 $3,500 $5,000 $13,000 $13,000 $1,000 $2,500 $0 $0 $3,500 $0 $19,492 $0 $0 $30,000 $12,000 $76,322.00 $9,865 $40,000 $15,465 $12, 367 $91,644.00 $97,189.00 Board List and Terms Big Brothers Big Sisters of Johnson County Name City Occupation Term & End Date Office Committee(s) Rich Colgan Iowa City Quality Control 2nd Term, end: 10/11 Prog Lora Daily Crvl. Education 2nd Term, end: 10/13 Sec. P.R. Jeni Gustafson I.C. Accounting 2nd Term, end 10/12 Treas. Prog. JR Kenlin Crvl. Business Management 1st Term, end 10/13 B.D. Belinda Marner I.C. U of I- student serv. 2nd Term, end 10/11 Pres. Prog. Kelly McCann I.C. Public Relations 1 st Term, end 10/13 Prog. Peggy Meyer Crvl. Business Management 1 st Term, end 10/13 P.R. Joe Moreland I.C. Law 2nd Term, end 10/12 Pres-Elect Prog. Jenny Olson I.C. Marketing 1st Term, end 10/13 P.R. Evette Creighton I.C. Education 1 st Term, end 10/12 Prog Scott Finlayson Crvl. Finance/Law 1 st Term, end 10/11 Camp. Amy Henderson Crvl Finance/Real Estate 1 st Term, end 10/11 Camp. Pat Hobson I.C. Finance 1st Term, end 10/12 Camp Owen Wagner I.C. Architect 1st Term, end 10/11 Prog. Michelle Provorse I.C. Marketing 2nd Term, end: 10/11 P.R. Andreas Soemadi I.C. Education 2nd Term, end: 10/13 Prog. Dean Stockman Crvl. Finance 1 st Term, end: 10/13 Camp. Committee Key: Camp- Campaigns and Fund Plan- Planning PR- Public Development BFKS- Bowl For Kids' Sake Relations B.D.- Board Development Prog- Program and Personnel United Way CITY OF IOWA CITY FY 13-FY 14 Community Impact Funding Application Agency: The Crisis Center of Johnson County Director: Becci Reedus Board President: Joy Eyman Requestor: Becci Reedus Phone: 319.351.2726 ext. 109 Email: becci.reedus@jccrisiscenter.org Mailing Address: 1121 Gilbert Court, Iowa City, la 52240 Website: www.jccrisiscenter.org Year Org 1 970 Established: 2020 Vision Goals for the Common Good: please indicate Goal(s) that your agency supports: ❑ Education [C Income Q Health United -.Way Johnson Countv Iowa City Coralville Total Request for Funding FY13 $130,000 $78,981 $42,000 $10,000 Total Budget $1,012,533.64 $1,012,533.64 $1,012,533.64 $1,012,533.64 % of Total Budget 13% 8% 4% 1% This submission was considered and approved by (both signatures and date are required): Signatures: 3U/l Agency birector date ao-LA' -I'YL Y3c) li I Ag6&y 1yoard Preside t date uaee way or qhm tWmy CITY OF IOWA CITY 2020 Vision Goals for the Common Good For many people in Johnson County, the basic ingredients for a good quality of life are increasingly beyond reach. Six percent of all families are living in poverty and 40% of all households do not earn enough to support their basic living expenses. There are significant preparation gaps for children and youth to succeed in school and be ready for work and life. And health behaviors and limitations to accessing health care continue to create risk for serious health conditions such as diabetes, high blood pressure, heart disease, stroke and cancer. The efforts and expertise of hundreds of people have created a 2020 vision to move the needle in a positive direction on community conditions and measurably improve lives. This work requires collaboration across all sectors — large and small businesses, elected officials and government organizations, nonprofits, academia, the faith community, media, parents and neighbors. Working together we can accomplish things that no organization, no individual, no government, no single sector can accomplish on its own. The stakes are high and the goals are ambitious. Education Improve success for children and youth by decreasing the preparation gaps by 113 for school, post -secondary and work. Income Increase by 20% households in Johnson County that are financially stable. Health Increase by 113 the number of children and adults who are healthy and avoiding risk behavior. Submission Submit electronically to: piieldsC&unitedwayjc.org Fields for text have a maximum of 2000 characters. Key Dates: RFP Process Au ust 5, 2011 Request for Proposal (RFP) packet issued September 30, 2011 Deadline for submission at 4:30 pm WW Way «fO RM coact CITY OF IOWA CITY FY 13-FY 14 Community Impact Funding Application Agency: The Crisis Center of Johnson County Director: Becci Reedus Board President: Joy Eyman Requestor: Becci Reedus Phone: 319-351-2726 ext. 109 Email: becci.reedus@jccrisiscenter.org Mailing Address: 1121 Gilbert Court, Iowa City, IA 52240 Website: www.jccrisiscenter.org Year Org Established: 2020 Vision Goals for the Common Good: please indicate Goal(s) that your agency supports: ❑ Education ❑ Income ❑ Health United Way Johnson County Iowa City Coralville Total Request for Funding FY13 Total Budget % of Total Budget This submission was considered and approved by (both signatures and date are required): Signatures: Agency Director date Agency Board President date 1 _411 it- •� Y 4• WdV' CITY OF IOWA CITY united Way of Johnson County Please attach a written summary addressing the following list and reference your responses to their relative numerical order. In responding, please endeavor to furnish the necessary information in a brief but complete manner. If a response is not applicable to the Agency, provide the explanation of omission. Agency Information 1. a) What specific need in the community is Agency addressing? (Describe the extent of the problem, and the major factors in the community contributing to the problem.) The Crisis Center assists individuals seeking basic and emergency needs such as food, clothing, safe shelter, affordable housing and mental health counseling. The Crisis Intervention Program is a "first step" for many in our community in need of emotional support or referrals for assistance; a "middle step" for those dealing with mental illness; and a "last step" intervention for those whose hopelessness has led them to the point of suicide. The Food Bank has provided emergency food assistance to local families for more than 30 years, addressing food insecurity as "limited or uncertain availability of nutritionally adequate and safe foods, or limited or uncertain ability to acquire acceptable foods in socially acceptable ways." A critical component to a healthy life is nutrition, particularly in the first three years of life when establishing and maintaining a good foundation has implications on a child's future physical and mental health, academic achievement, and economic productivity. Feeding America's Map the Meal Gap lists the food insecurity rate of Johnson County, Iowa, as 13.4% of its population or 16,890 local residents, and the number of children living with food insecurity in our county as 4,090 or 16.9%. Feeding America has determined that 55% of those children live in families that are likely ineligible for federal nutrition programs. The Emergency Assistance program helps Johnson County residents with limited financial assistance to avoid eviction or loss of utilities, which can lead to homelessness. Our clients are not earning a "family supporting wage" as determined through the 2020 Income Goal of United Way of Johnson County's 2020 Vision. 2. a) List and describe the programs and/or services of the Agency that are provided to Johnson County residents that address that need. The 24-Hour Crisis Line provides emotional support, information and referrals, and suicide prevention and intervention services. Crisis Chat our messaging component and Iowa's only online emotional support service. Information and referrals are also available via a web - based searchable guide. The Food Bank provides Johnson County residents with food, both perishable and non- perishable items. Client Choice, our newest service delivery method, allows clients to choose healthy foods for their families. Emergency Assistance assists Johnson County residents with limited financial assistance to maintain or obtain basic needs such as housing, utilities, prescriptions, identification, work boots or minor car repair. To ensure the Johnson County community is well informed about the issue of suicide as a public health problem and has the knowledge and ability to respond to someone considering suicide, Crisis Center staff and volunteers provide suicide prevention, training, consultation and/or awareness materials to county school districts, colleges, law enforcement, social services, faith communities, businesses and organizations. a) Please complete Salaries & Benefits chart for entire Agency. (Form A) Client Information 4. Provide a succinct, specific description of your primary target population(s). Describe clients as a group in terms of their needs, requirements, and strengths. The Crisis Center's vision -- that every individual in Johnson County has support in a time of need -- describes the target population of our services. Emotional and material crisis strikes at any age, every ethnicity and all income levels. Accordingly, our clients are from all walks of life. Clients' needs include counseling, suicide prevention and intervention, information and referral, supplemental food, and financial and material assistance. A universal strength of Crisis Center clients is their ability to recognize and seek assistance during their time of crisis. In most cases, a simple intervention allows our clients to identify their own potential to improve their emotional well-being and/or physical situation. 5. Please include an unduplicated count of clients you have served for the past two years and one projected year. For your projected and proposed number of clients, please provide a realistic number based on past number of clients served. For example, if Agency does not have the capacity to increase number of clients served, please do not project or propose an increased number of clients. (Form B) Financial Management 6. Complete Form C. 7. a) In detail, describe the Agency need for funding from: i. United Way of Johnson County ii. If applicable, Local Government(s) Funding from the United Way of Johnson County, Johnson County, Iowa City and Coralville comprises approximately 26% of our annual budget. This funding is vital leverage with donors, who know their financil support will be used to provide direct services. The community has confidence in the Crisis Center because of the support of United Way of Johnson County, Johnson County, Iowa City, and Coralville. Private donors become partners in a county -wide effort to address critical needs and see this total effort as an ideal balance between government, United Way, our non-profit, and community members. b) If the United Way of Johnson County funding is not available and this funding request is not approved, describe the impact of that decision on Agency and the programs/services these funds would have supported. i) If applicable, describe impact if local government funding is unavailable. It is unrealistic that the Crisis Center could fundraise to replace the loss of over one-fourth of our budget. Without these funds, the Crisis Center Board of Directors would make the decision to reduce or close programming. Reductions in programming would require a leaner staff, which would lead to smaller numbers of volunteers in our programs. The downward spiral would ultimately lead to less or ineffective services to our clients. c.) How will United Way of Johnson County funding help leverage other revenue for Agency? i) If applicable, how will funding from local government help leverage other revenue? Funding from UWJC and local government helps us meet our basic operating needs. In the past three years, we have restructured staff to manage programs with efficiency, thereby increasing our ability to respond to other opportunities for programming. We have been instrumental in the past three years in development of a number of coalitions. The Hunger Project is a coalition of food pantries in Johnson County working for the past two years to discuss best practices, identifying other areas for pantry locations; and discussing ways to reduce duplication of services. The Johnson County Suicide Prevention Coalition (JCSPC) developed after the Crisis Center conducted a focus group in 2009 to determine the scope of suicide prevention and awareness activities in Johnson County. The Crisis Center and the JCSPC have secured funding from the State of Iowa for suicide prevention activities, recently held the second Out of the Darkness Walk to raise money for suicide prevention activities in the county, and secured private donations and sponsorships for community education for suicide awareness and prevention. Through the JCSPC, a Crisis Stabilization Program with Mobile Crisis response was developed and we continue to seek funds for this project. This is a true collaboration of community organizations with investment from Mid -Eastern Iowa Community Mental Health Center, Shelter House, Mid - Eastern Council on Chemical Abuse, Iowa Consortium for Mental Health, University of Iowa Hospitals and Clinics, Johnson County Mental Health and Disability Services, Crisis Center of Johnson County, Horizons, NAMI of Johnson County, Sixth Judicial District Department of Correctional Services, law enforcement, and consumers. We have secured $65,000 in the past three years from an anonymous donor for financial assistance in our Emergency Assistance program, and received operating support for the EA Coordinator position from Iowa City Community Development Block Grant. Agency Accomplishments The United Way and Local Governments work towards making our community a better place to live. Through the 2020 Vision Goals for the Common Good, we will measure our progress towards improving community conditions. Please provide the following information. 8. Complete Form D and provide the Performance Measurements used (or will be used) by the Agency to measure results of services toward 2020 Vision Goals. 9. Provide an example of services provided by Agency that a weekly contribution of the following amounts would make possible. This list will be used to encourage giving at workplace campaigns. a) $2.00 per week for one year ($104) Provide emergency financial assistance for one family to help avoid eviction or loss of utilities b) $5.00 per week for one year ($260) Provide emergency financial assistance for three families to help avoid eviction or loss of utilities c) $10.00 per week for one year ($520) Purchase one training program for a Suicide Prevention Trainer Provide food to one family every week for a year d) $25.00 per week for one year ($1300) Purchase 100 fans for distribution to our clients during summer months Required Attachments ®Form A: Salaries & Benefits Chart ®Form B: Client Statistical Data Sheet ®Form C: Budget Information ®Form D: Performance Measurement ®Current Board List with Terms FORM A Agency The Crisis Center of Johnson County Check if Applicable Full -Time Position Paid Leave Health Ins. Retire. Plan Current Salary Range Per Position Equivalent FTEs Last This Next Year Year Year Executive yes yes yes 56,000 - 66,000 1 1 1 Director Director of yes yes yes 48,000 - 56,000 1 1 1 Communications and Development Director of yes yes yes 43,000 - 53,000 1 1 1 Community Intervention Director of yes yes yes 35,000 - 44,000 1 1 1 Food Bank and Emergency Assistance Program Crisis Line yes yes yes 32,000- 37,000 1 1 1 Coordinator Training and yes no yes 14.00 - 16.00/hour 0 .5 .5 Crisis Chat Coordinator Food Bank yes yes yes 31,500 - 36,500 .5 1 1 Coordinator Emergency yes yes yes 32,000 - 37,000 1 1 1 Assistance Coordinator Asst. yes yes yes 31,500 - 36,500 .5 1 1 Communication and Development Coordinator Office Manager yes yes yes 28,000 - 36,000 1 1 1 All Night Line no no yes 8.00 to 10.00/hour 0 .4 1.6 Crisis Counselors - contingent positions Work Study no no no 8.00/hour .4 .4 .4 TOTAL FTEs 8.4 10. 11.5 3 Form D Performance Measurement Agency The Crisis Center of Johnson County Quantity Quality # of Clients Common Measures (%) (How much did we do?) (How well did we do it?) 1. Crisis Line calls received* 1/2/3. % of surveyed Crisis Intervention 2. Crisis Chats received clients who report that interaction was 3. Walk-in counseling clients helpful 4. Participants in Survivor Support 4. % of Survivors Group participants who Group report that group facilitators are 0 5. Participants in Johnson County knowledgeable wSuicide Prevention Coalition (JCSPC) 5. % of JCSPC members who report 6. Participants in QPR Suicide increased awareness of suicide prevention Prevention training resources 7. Food Bank clients 6. % of QPR participants who would 8. Emergency financial assistance recommend training to others clients 7. % of surveyed Food Bank clients satisfied with food availability 8. % of surveyed EA clients who report that financial assist was helpful # of Activities (by type) Activity Specific Measures (%) 1 .# of calls requiring counseling (Is Anyone Better Off?) 2. # of suicide -related calls 1. % of surveyed Cl clients who report 3. # of Survivor Support Group feeling better about their sitatuion after meetings held intervention 4. # of JCSPC meetings held 2. % of suicidal clients who develop a 5. # of QPR trainings held crisis plan during intervention 6. # of Food Bank visits/distributions 3. % of survivor group participants who 7. # of Financial assists provided report feeling less alone w 4. % of JCSPC members who report their w agency is better able to respond to suicide crises 5. % of QPR participants that increase knowledge of suicide warning signs 6. % of Food Bank clients who report that their visit(s) improved their food insecurity situation 7. % of EA clients who maintained housing Additional Comments: * Crisis Line calls include those made to the 24-Hour Crisis Line and to the National Suicide Prevention Lifeline. Form B Agency: lCrisis Center Agency summary of clients served during last two years and one projected year (unduplicated client count) FY10 FY11 FY12 Information/Education Provided 1,539 4146 6000 Direct Services Provided 55073 55089 63000 Gender Male 1672 1270 1500 Female 4924 5255 6000 Total 6596 6525 7500 Ethnicity Hispanic 2271 2071 2200 Black 2968 2929 3500 Caucasian 4218 4252 4500 Native American 80 86 100 Asian 431 115 150 Pacific Islander na na n/a Other 875 968 1200 Total 1 108431 104211 11650 Age 0-5 1526 1506 1550 6-17 2513 2318 2500 18-29 2457 2311 2400 30-61 3917 3870 4000 62-75 317 318 350 Over75 113 98 125 Total 10843 10421 10925 Geographic Location Johnson County (Combined, unduplicated) 10843 10421 11000 Iowa City 7813 7593 8000 Coralville 1789 1549 1700 North Liberty # we don't have demographic information on Crisis Calls or Chats Crisis Center Board of Directors 2010-2011 Joy Eyman, Chair (06/11-1 st) V 4 Pendale Terrace NE Iowa City, IA 52240 (H) 319-338-3845 (cell) 319-331-7853 eymanim@mchsi.com Jan Leff, Vice Chair 215 Sunset Street Iowa City, IA 52246 (H)337-4418 ialeff@mchsi.com Dedi Walker (06/11-1 st) C 19 Durham Court Iowa City, IA 52240 (H) 351-1354 dedi.walker@gmail.com (06/12-1st) V Chuck Traw (06/12-1st) C 411 Macbride Drive Iowa City, IA 52246 (H)351-0709(0)338-7551 traw@lefflaw.com John Spitzer , Treasurer (06/13-1st) C 124 Ferson Ave Iowa City, IA 52246 319-341-8343 ►ohn-spitzerOa uiowa.edu John Boardman (06/12-1st) C 3796 Oak Lane NE North Liberty, IA 52317 (H)626-4030 jboardmanl 1 @yahoo.com Mary Campbell 1604 N. Broadway Iowa City, IA 52240 (H) 337-3773 mec iowa@yahoo.com Patricia Westphal (06/13-1st) V 2226 10th St. Apt 1 Coralville, IA 52241 (cell) 321-4398 westphal.pattiOgmail.com William Riker (06/13-1st) C 25 Norwood Circle Iowa City, IA 52245 (H) 319-341-4558; (cell) 630-373-2792 wriker@inay.net (06/11-1 st) V Ousainou Keita (06/13-1 s) V 217 Lenz Ct Iowa City, IA 52240 (H) 358-1825 (cell) 594-1459 ousainoukeita@yahoo.com Ethan Novak, Student Rep (06/12-1st) V 2508 Clearwater Ct. Iowa City, IA 52246 (cell) 319 981-1305 ethan-novak@uiowa.edu Chris McDonnell (06/12-1st) C 5 Larkspur Court Iowa City, IA 52246 (H) 337-4347 (0) 358-3550 (Cell) 331-0197 cmcdonnell@tworiversbank.com Barbara Peterson (06/13-1 st) V 330 Butternut Lane Iowa City, IA 52246 (H) 319-351-3897 iatoo9406@aol.com Brandon Hofeldt 1070 Fairview Ln North Liberty, IA 52317 (cell) 563-320-1673 blhofeldt@yahoo.com Hanna Dvorak 110 Alydar Drive North Liberty, IA 52317 (cell) 319-423-4774 hdvorak@ci.coralvilie.ia.us Committee -at -Large Members Judy Atkins iatkins400@aol.com Steve Crane steve.crane@bankfirstamerican.com Patricia Knopf trishk@meardonlaw.com Roger Weber rweber@kctc.net Jeff Barta toadstickerl@gmail.com Board Members Roster. 2011.05.18. doc D2.Boord Members Directory. 2011.05. 18. doc (06/11-1s) C (06/11-1 s) C Form C Historical Balance Sheet Agency: Crisis Center (As of Agency's fiscal year-end) FY11 FY12 FY13 Current Assets Cash $206,121.53 $208,896.53 $191,016.93 Investmentments $339,018.13 $366,139.58 $395,430.74 Receivables<90 days $0.00 $0.00 $0.00 Total Current Assets $545,139.661 $575,036.11 $586,447.67 Other Assets Property $761,834.87 $761,834.87 $761,834.87 Equipment $205,537.45 $211,703.57 $218,054.67 Less Depreciation $438,116.24 $477,546.70 $520,525.90 Receivables>90 days Other (describe): Total Non -Current Assets $529,256.09 $495,991.74 $459,363.64 Total Assets 1 $1,074,395.75 $1,071,027.85 $1,045,811.31 FY11 FY12 FY13 Current Liabilities Accounts Payable $0.00 $0.00 $0.00 Payroll Taxes Payable $0.00 $0.00 $0.00 Contracts Payable $0.00 $0.00 $0.00 Mortgage Payable(6) $0.00 $0.00 $0.00 Total Current Liabilities $0.00 $0.00 $0.00 Other Liabilities Mortgage Payable Balance $0.00 $0.00 $0.00 Other Total Other Liabilities $0.00 $0.00 $0.00 Total Liabilities $0.00 $0.00 $0.00 Equity (Net Worth) Liab + Equity 3% increase each year(12 & 13) 9% increase each year (12 & 13) O O O O O O O 0 0 O O O O O O O lO O O tO O O ri O O O O N O O M O O 00 O O O O Ln O o M O O 0) O O O O -1 O -7 Ln O fV 00 O Ln m tD tD ri 6 N' i--I d' n m N M N tO VZ• Ln ri V)V? to �y V VY -i-* V} O rI t/1• M rl O O O O O O O n 0 0 n O O O O O O O M O (5 nn O O O O 00 N O N O N 4 O O N O N 0) O Ol O 00 r-I O O N O N O O a-i O M r-I n O Ln Lr Ici N O l0 ri O t0 V? r t Ant4 N 00 An An r-I AA. r-I -q O V1 V} in V? 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Fox September 29, 2011 City of Iowa City City Planning 400 E Washington Street Iowa City, IA 52240 To whom it may concern: Making friends. Changing Lives. Attached is the FY13-FY14 Community Impact Funding Application submitted by Compeer of Johnson County. As noted in your RFP, the basic ingredients for a good quality of life are increasingly beyond reach. Compeer works with a segment of the population that finds it even more difficult to access the quality of life they deserve. Just over 1/5th of the population is living with a diagnosable and treatable mental illness. Patients in treatment are the clients we work with. They are often isolated and lonely, bear the brunt of stigmatizing attitudes, and are unable to connect with the community in a meaningful way. Most of our clients have no support structure , other than their Compeer friend, outside of the mental health professionals being paid to care for them. Please carefully consider our application and remember that every individual in our community deserves to participate as active members. Sometimes individuals need the extra boost of a planned friendship in order to become productive community members. As Compeer grows more and more people living with the challenges of mental illness are re-entering our community in positive and productive ways. Sincerely, Karen J. Fox Director Compeer of Johnson County Iowa • 507 E. College Street • Iowa City, IA 52240 Phone 319.338.7884 ext. 245 compeer@meimhc.org www.compeerdohnsoncountylowa.org United' Way CITY OF IOWA CITY FYI 3-FY14 Community Impact Funding Application Agency: Compeer of Johnson County Director: Karen J. Fox Board President: Jo Bowers Requestor: Karen Fox Phone: 319-338-7884 x 245 Email: kfox@meimhc.org Mailing Address: 507 E College Street Iowa City, IA 5224 Website: www.compeerjohnsoncountyiowa.org Year Org Established: 2020 Vision Goals for the Common Good: please indicate Goal(s) that your agency supports: ❑ Education ❑ Income ® Health United Way Johnson County Iowa City Coralville Total Request for Funding FY13 $10,000 Total Budget $ % of Total Budget 30% This submission was considered and approved by (both signatures and date are required): Signatures: Agency Director date Agency Board President date an 4 MEYAM CITY OF IOWA CITY UnW Way of Johnson County Please attach a written swntnary addressing the following list and reference your responses to their relative numerical order. In responding, please endeavor to furnish the necessary information in a brief but complete manner. If a response is not applicable to the Agency, provide the explanation of omission. Agency Information 1. a) What specific need in the community is Agency addressing? (Describe the extent of the problem, and the major factors in the comnnmity contributing to the problem) National mental health statistics state that, 22.1 % of the population will suffer from mental illness during their lifetime. Over 28,925 adults in Johnson County will experience a mental health disorder in any given year.(According tothe 2010 Census, Johnson County has an estimated adult population of 13 0,8 82 people.) • People with mental illness experience loneliness and isolation resulting in reduced adherence to treatment protocol, difficulty structuring their day, an inability to participate in community events, increased hospitalizations, suicide ideation or attempts, difficulty finding motivation to leave the house or do anything productive. • People with mental illness experience stigmatization by society at large, setting artificial limits on what individuals living with mental illness can accomplish in their lives. A common perception is that those with mental illness are dangerous while, in reality, people diagnosed with mental illness are significantly greatly less likely to be violent than is the general population. Stigmatization can also lead clients to hold self -stigmatization ideas including that they are incapable of achieving meaningful lives or relationships. 'These beliefs limit their ability to participate in community events, volunteer, talk with people to establish new friendships, or simply leave of their house. • People with mental illness need role models as they learn to become an active part of the community. We all use role models in our lives to help us see how to take the next steps toward success . Often the experience of those with mental illness is that natural role models like family members or family friends, have disappeared. When a person is in the beginning stages of mental illness, and as the illness progresses they are often deserted by family members and friends who don't understand what is going on. Then when it's time for them to re-enter their community, there is no one to turn to. 2. a) List and describe the programs and/or services of the Agency that are provided to Johnson County residents that address that need. Compeer addresses issues of recovery from mental illness by providing one-to-one friendship with volunteers from our community. Clients gain an opportunity to interact with a friend on a regular basis, decreasing their sense of isolation and loneliness while increasing their social skills. When clients are asked why they have chosen to become a part of the Compeer Program, the most frequent answer is, "I need a friend, someone to get out and do things with." They are at the point in their recovery when establishing new, healthy friendships, as an equal, a friend, a peer, is a vital part of their continued improvement. Through Compeer friendships our volunteers naturally become advocates for those with mental illness. Compeer, in collaboration with NAMIJC and CMHCMEI also offers programs and outreach to increase public awareness of the challenges experienced by the mentally ill, thereby decreasing stigma in the community. Compeer volunteers become role models and encourge their Compeer friend to participate in community events, go out together for coffee or other kinds of entertainment. They model appropriate behaviors such as making and keeping appointments, communicating when a date has to be broken, setting personal boundaries, participating in activities, and engaging in the community by attending events. In the last six months Compeer has initiated two new elements to reach more Johnson County residents who are living with mental illness. • Collaboration with Shelter House to offer their clients who are chronically homeless and receiving mental health treatment the stabilizing effects of a consistent friendship. • CompeerCORPS:We have implemented the third CompeerCORPS program in the country matching veterans who volunteer in friendship with vets receiving mental health treatment and having difficulties re-entering the civilian community. Compeer clients are adult (18+ years old) living in Johnson County who are receiving mental health treatment. 3. a) Please complete Salaries & Benefits chart for entire Agency. (Form A) Client Information 4. Provide a succinct, specific description of your primary target population(s). Describe clients as a group in terms of their needs, requirements, and strengths. Compeer clients are adult (18+years old) living in Johnson County and receiving mental health treatment. They are at the point in their recovery where they will benefit from and can commit to a friendship with another adult. Over 90% of our clients earn less than 30% or the median income of Johnson County and are receiving Social Security Disability Income. Currently all of our clients are white Caucasians. We now have thirty matched pairs participating in one-on-one friendships and twenty individuals waiting to be matched with a volunteer. Twenty-four percent of our clients are male. The age range of our clients is 21-74. Most are single and live alone. 3% are able to hold down a job and support themselves. Once clients and volunteers are matched in a friendship both members of the pair find that a meaningful and mutually supportive friendship develops over time. Friendships often continue for many years. Our clients' backgrounds include education ranging from 9th grade to multiple graduate degrees, former jobs as nurses, professors, factory workers, plumbers, waitresses, housewives, and more. Our clients are a cross section of our community. Strengths noticed in our clients include resiliency, willingness to try new things, creativity, a positive and hopeful outlook, and an ability to be a supportive friend as well as a friend who sometimes needs a little extra support. 5. Please include an unduplicated count of clients you have served for the past two years and one projected year. For your projected and proposed number of clients, please provide a realistic number based on past number of clients served. For example, if Agency does not have the capacity to increase number of clients served, please do not project or propose an increased number of clients. (Form B) Financial Management 6. Complete Form C. 7. a) In detail, describe the Agency need for funding from: iL United Way of Johnson County ii. If applicable, Local Govennnent(s) Compeer is under the umbrella of the Community Mental Health Center of Mid Eastern Iowa 510.c.3 and therefore does not qualify for funding from United Way. We request $10,000 from local government funding to help defray the on -going costs of our program including the added cost of the two new initiatives spoken of earlier. Compeer receives no state or federal funding. While we are programmatically supported by Compeer Inc, we receive no funding from them and, in fact pay $500 yearly dues to receive that support. We are entirely dependent on funds raised through grants, fundraising events and campaigns, and community support. As our program grows we depend on grants to sustain iprogress. The Johnson County Compeer Program was established through a one-time only start up grant from the Robert Wood Johnson Foundation in 2002. Since that time, the Compeer Program has been entirely funded through the fundraising efforts (direct mail, annual event, local grants, and small fund-raisers) of the Compeer Advisory Board and Program Director. Compeer appreciates the $5,000 grant received from Local Government Funding for FY 2011. In 2011 we also received temporary funding through a MHGB received by the Mental Health Center to increase our director's hours from 50% to 75% FTE. The purpose of this increase was to initiate the CompeerCORPS program and our collaboration with Shelter House. As we move forward we hope to be able to support our director's position at 60% FTE. This will take additional funding. b) If the United Way of Johnson County funding is not available and this finding request is not approved, describe the impact of that decision on Agency and the programs/services these fimds would have supported. m) If applicable, describe impact if local government funding is unavailable. As stated earlier, Compeer does not qualify to apply directly to United Way for funding. Should we not receive local government funding, Compeer will still be viable. We will reduce the director's hours to return to 50% FTE. We will make cuts in other parts of our budget where flexibility can be foundbe forced to reduce the Director's salary in order to meet our budget. Not receiving this funding, Compeer would • find itself unable to increase the hours and salary of our director or to make compensation commensurate with responsibilities. • remain small, needs of our target population would not be met, and we could not develop a pilot program for the other counties in Iowa. • not have the time needed to effectively collaborate with other agencies in a meaningful way, • not meet with the boards of businesses in the Johnson County area to encourage both monetary and volunteer support for our program, • not research possible on -going funding for our program. . c.) How will United Way of Johnson County funding help leverage other revenue for Agency? i) If applicable, how will finding from local government help leverage other revenue? At this point we are not aware of matching funds that we would qualify to apply for. The funding will help us continue to grow the program, making the community more aware of its benefits and increasing community support Agency Accomplishments The United Way and Local Governments work towards making our community a better place to live. Through the 2020 Vision Goals for the Common Good, we will measure our progress towards improving corm inity conditions. Please provide the following information. 8. Complete Form D and provide the Performance Measurements used (or wil be used) by the Agency to measure results of services toward 2020 Vision Goals. 9. Provide an example of services provided by Agency that a weekly contribution of the following amounts would make possible. This list will be used to encourage giving at workplace campaigns. a) $2.00 per week for one year ($104) Print posters for busses and display boards throughout the county b) $5.00 per week for one year ($260) Fund one or two Compeer Social Events c) $10.00 per week for one year ($520) A stipend of $20 per match to cover an outing for each pair d) $25.00 per week for one year ($1300) Increase our newsletter publication to four per year from the current 2 Required Attachments ®Form A: Salaries & Benefits Chart ®Form B: Client Statistical Data Sheet ®Form C: Budget Information ®Form D: Performance Measurement ® Current Board List with Terms FORM A Agency Check if Applicable Position Paid Leave Health Ins. Retire. Plan Current Salary Range Per Position Full -Time Equivalent (FTEs) Last Year This Year Next Year Director x x $21280 500 62. 5° 0 600 TOTAL FTEs 5 0% 7 5% for 6 mon the 6 0% Form D Performance Measurement Agency Compeer of Johnson County Quantity Quality # of Clients Common Measures (%) (How much did we do?) (How well did we do it?) 20% increase in number of clients served 47 clients, 30 in matched pairs, 17 on compared to FY 2010 waiting list. 13 new clients were 28% increase in attendance at events referred and 10 new matches were 11 % increase in number of volunteer t made. 7 matches were disolved for hours tR reasons like 5 moved away, one's w mental health deteriorated. 1 match was not satisfactory Hope to receive 15 new referrals and recruit 22 new volunteers in FY 2013 # of Activities (by type) Activity Specific Measures (%) 6 We offered 4 social events and 2 (Is Anyone Better Of) fundraisers, which were attended by Through participation in planned between 8 and 52 clients and volunteers activities and spending time with their volulnteer match, clietns gain in self - Volunteers offered over 1300 hours esteem, social skills, sense of confidence, spending time doing things with their feeling cared for and about, social w Compeer match that both enjoyed. interaction, and reduce hospitalizations w Surveys indicate that -95% report feeling Offered 4 volunteer training workhsops satisfied with their Compeer friendship with 8 potential volunteers attending. and 100% would recommend Compeer to Six volunteers matched with Compeer a friend. friends Additional Comments: Compeer documents hours and number of paraticipants in the program, hours volunteered in direct service to our clients, as well as the hours volunteered by our Board, and participation in events. An annual survey is performed by Compeer Inc, and local results are sent to us. These assess satisfactin with the program as well as progress made by clients. Form B Agency: Agency summary of clients served during last two years and one projected year (unduplicated client count) Gender Male Female Total Ethnicity Hispanic Black Caucasian Native American Asian Pacific Islander Other Total o 01 0 Age 0-5 6-17 18-29 30-61 62-75 Over 75 Total 01 0 0 Geographic Location Johnson County (Combined, unduplicated) Iowa City Coralville North Liberty Form C Historical Balance Sheet Agency: Compeer c (As of Agency's fiscal year-end) FY 2009 FY 2010 FY 2011 Current Assets Cash 37014 418291 40253 Investmentments OF 0 0 Receivables<90 days 01 01 0 Total Current Assets 370141 418291 40253 Other Assets Property Equipment 900 1300 1700 Less Depreciation 450 300 400 Receivables>90 days Other (describe): Total Non -Current Assets 450 1000 1300 Total Assets 37464 42829 41553 FY FY FY Current Liabilities Accounts Payable Payroll Taxes Payable Contracts Payable 0 0 0 Mortgage Payable(6) 0 0 0 Total Current Liabilities 1 0 01 0 ,f Johnson County Other Liabilities Mortgage Payable Balance 0 0 0 Other 0 0 0 Total Other Liabilities 0 0 0 Total Liabilities 0 0 0 Equity (Net Worth) Liab + Equity 37464 42829 4 SS13 0 0 0 M ri O O O N �-1 } LL O O O t/} r-I �-i } LL C Y C tto C O O a1 m 7 u U O O ._ O LL L N 0 O u Ln O Ln U N O Ln bA C bA C LL 0N aJ C O Q) -0 -0 C O '-- i *' O co ra O .L > N w O O O O O -P L O— d W 0 > v M a) W aJ A U _0 a1 O LL i N 4' 'c cn O m > T _ U O Q � O '� N L O ro f6 O E 4 c to O L a) O C O }' O +�-+ O Q U 7) Z) (D u. ra vn � U � F- 0 O 0 to M r}}l i�. O O O N rl } LL O O O ei } LL N a) bA f0 C Vf a) 0 > V) L �- x M >- (n Qi (B L U a)CL A ) 0 a x W U c- O CL L C ai � ai 73 U U 0 0 -0 ate-+ Q�— I m 0 0 0 H cc 0 0 0 0 0 M } LL OO 00 0 0 0 0 0 O N e� O 00 O O O O O ri i-i LL L a� } a: L 0 U aJ u U cu m a� U m v c f6 m m Ln a) M -O aJ M mai U i m +' m X W U_ 7 LL iC L ai =3 L L m :3 > Q O U- a > C i C O (6 i La) m 4J � L LL m U E— J W J u 0 0 0 M r-I } LL O O O N r-I } LL O O O e-1 e-i LL kn .a LL �.d �L H C L aJ LL C LL U L �L O aJ O O m F- 0 0 0 M .-i } LL O O O N ri �L O O O tJ} e-1 e-i LL L Ln i � 4' a) O CL a1 Q1 _N Q +1 _ 7 O C = -0 Lp a1 N Q. O to = > 0 4f Y _ Q 'a a) O i U 4J aj is Y L- m Q � O H V) Ln 0 0 0 m } 0 0 0 N r-I } O O O } LL VI C m � `L^ V m �1L V Lp r Compeer of Johnson County Board Members and Terms Jo Bowers 2002-2005, 2005-2008, 2008-2011, 2011-2014 Lois Brown 2007-2010, 2010-2013 Joyce Carman 2002-2005, 2005-2008, 2008-2011, 2011-2014 Kit Crane 2002-2005, 2005-2008, 2008-2011, 2011-2014 Lolly Eggers 2002-2005, 2005-2008, 2008-2011, 2011-2014 Bev Haigh 2006-2009, 2009-2012, David Jepsen 2010-2013 George Paterson 2002-2005, 2005-2008, 2008-2011, 2011-2013 Ryan Shannon 2011-2014 Margalea Warner 2002-2005, 2005-2008, 2008-2011, 2011-2014 Larry Yerkes 2009-2012 Marianne Wilkening 2010-2013 Sherri Zastrow 2002-2005, 2005-2008, 2008-2011, 2011-2014 Board members are permitted to extend beyond two three-year terms with the permission of the board. CITY OF IOWA CITY wsa way of ahm Co Mtv FY13-FY14 Community Impact Funding Application Agency: Domestic Violence Intervention Program Director: Kristie Fortmann-Doser Board President: Karen Michaeli and Renee Speh Requestor: Kristie Fortmann-Doser Phone: 319-351-1043 Email: kristie@dvipiowa.org Mailing Address: P.O. Box 3170 Iowa City, Iowa 52244 Website: www.dvipiowa.org Year Org Established: 1979 2020 Vision Goals for the Common Good: please indicate Goal(s) that your agency supports: ❑ Education ® Income ® Health United Johnson Iowa City Coralville Way Count Total Request for Funding FY13 66000 66000 55000 5000 Total Budget 1025 000 1025000 1 1025000 1025000 % of Total Budget 6% 6% 5% 1 -1% This submission was considered and approved by (both signatures and date are required): Signatures: Kristie Fortmann-Doser 9/28/11 Renee Speh or Karen Michaeli 9/28/11 Agency Director date Agency Board President date Jo , ^ '� • • ) �F �yit_ CITY OF IOWA CITY United Way of Johnson County Please attach a written summary addressing the following list and reference your responses to their relative numerical order. In responding, please endeavor to furnish the necessary information in a brief but complete manner. If a response is not applicable to the Agency, provide the explanation of omission. Agency Information 1. a) What specific need in the community is Agency addressing? (Describe the extent of the problem, and the major factors in the community contributing to the problem.) The Domestic Violence Intervention Program responds to the safety, trauma healing and self- sufficiency needs of victims of domestic violence. We respond to victim's needs for immediate safety, support, and facilitate victim's interactions with the criminal justice, health and human services systems. DVIP is the only agency that provides direct support services for domestic violence victims in our four county service area (Johnson, Washington, Iowa, and Cedar). All services are provided out of our Johnson County shelter location, with 57% of our clients originating from Johnson County. Last year DVIP served 1773 women, men and children. Domestic violence is a lethal crime; batterers on average stalk their partners for 21 months after the victim has left to create a new life for themselves and their family. Of the 1773 served, 306 sought refuge in our safe shelter. Domestic violence services are a relatively new field, with programming and shelters opening in the late 1970's. A 2009 study found that 9% of domestic violence victims had contact with victim service programs like DVIP; this is up from only 3% of victims in 1993.1 While it is clear domestic violence programs are increasing their scope of impact, it is daunting that so many victims still go without support. What would it take to keep you safe from the one person that knows everything about you? They know your strengths, your weaknesses, what you are,most proud of and what you aren't so proud of. They know who you love and who you would protect with your own life. They have legal access to your car, home, and children. They know your secrets and they know what you are scared of. They know what to say to shut you up and what to do to shut you down. They know where to find you, because they know everyone and everything in your life. What would it take to keep you safe from the one person that knows everything about you, if they were willing to use emotional and physical violence to get what they wanted? This is the question every individual battered by an intimate partner faces — the reality that the person threatening them has the tools, access and knowledge to accomplish their goals. This sounds like a typical Hollywood horror film where the villain shows up at exactly the right time, and place, and somehow knows exactly how to terrorize their victim. Unfortunately this truth is not stranger than fiction. Domestic abuse is a devastating crime. DVIP serves women and men victims of domestic abuse, their children and loved ones. Domestic abuse occurs within the confines of an intimate relationship and includes the following behaviors: physical violence, isolation, emotional abuse, psychological torture and sexual violence. Children, whether they directly witness violence or not, are profoundly affected by the battering of their parent. The impact of domestic violence is devastating, victims experience Post -Traumatic Stress Disorder, emotional trauma, poverty and the loss of important relationships in their lives. On September 15, 2010 Iowa participated in the 2010 National Census of Domestic Violence Services. On that date 1002 individuals were served 1 U.S. Department of Justice, Bureau of Justice Statistics. Use of Victim Service Agencies by Victims of Serious Violent Crime, 1993-2009, August 2011, NCJ 234212. by 27 Iowa domestic violence programs.2 DVIP is the fourth largest program in the state of Iowa, providing support services and has the only dedicated domestic violence shelter in a 13 county area (including the 1380 corridor communities of Iowa City, Coralville, Cedar Rapids, Waterloo and Cedar Falls). Perhaps the most significant factors affecting victims is availability of safe housing resources, economic hardship, and healthcare issues as they relate to victimization. Domestic violence affects every aspect of a victim's life from employment, faith issues, their children's education, mental and physical health, familial relationships and general well-being. Several new studies shed light on the specific issue of heath and the effects of domestic violence. Children of mothers experiencing violence are twice as likely to end up in emergency rooms as other children, and physical abuse during pregnancy can increase the chances of preterm delivery. In comparison with non -abused women, health costs are 36 percent higher for women who suffered both physical and sexual abuse. Children whose mothers experience severe abuse from an intimate partner are more than twice as likely as other children to end up in the emergency room. This increased risk may continue for three years after the mothers' abuse has ended. "It appears that even when the abuse ends, children's health and health care use may continue to be affected," the study's lead investigator, Dr. Megan H. Bair -Merritt of the Johns Hopkins School of Medicine, told Reuters Health. "That has implications for how we think about designing screening and interventions for abused women and their children." "Health Care Use of Children Whose Female Caregivers Have Intimate Partner Violence Histories" looks at data from the National Survey of Child and Adolescent Well -Being on more than 2,500 children whose families were reported to Child Protective Services in 1999 and 2000. The mothers were asked if they had been abused at the study's outset, and researchers followed up after 18 and 36 months. "What's remarkable is that women with an average age in their late 40s still suffer consequences from abuse that occurred decades ago," the study's leader, Amy Bonomi, an Associate Professor of Human Development and Family Science at Ohio State University, told Science Daily. "This study provides the strongest evidence to date about the impact of abuse well into adulthood ."3 • Domestic violence is part of a constellation of risk factors linked to poor outcomes in youth, such as, later victimization4, violent behavior and other delinquent behaviors.5 s 2 National Network to End Domestic Violence, 2010 Domestic Violence Counts: A 24-Hour Census of Domestic Violence Shelters and Services, November 2010. 3 Archives of Pediatrics and Archives of Adolescent Medicine, and can be found at http://archpedi.ama- assn. orp/cgi/content/full/162121134 4 Mitchell, K.J., & Finkelhor, D. (2001). Risk of crime victimization among youth exposed to violence. Journal of Interpersonal Violence, 16(9), 944-964. 5 Kelly, B.T., Thornberry, T.P., & Smith, C.A. (1997). In the Wake of Childhood Maltreatment.Juvenile Justice Bulletin. Washington, DC: United States Department of Justice, Office of Justice Programs, National Institute of Justice, NCJ 165257. • A disproportionately high number of youth in the juvenile justice system have lived in homes characterized by adversity, neglect, physical abuse and domestic violence.',$ • A significant portion of juvenile offenders perpetrate violence against intimate partners and/or family members.9,10,11 • Along with assessment for direct victimization (e.g., sexual abuse), evaluation for the presence, extent and impact of domestic violence assists in the identification of potential trauma and stressors contributintq to a delinquent youth's life circumstances, as well as the type and amount of intervention. 2 Prevention and crisis intervention services for youth and adult victims of domestic violence are critical and requires a community wide effort, as the Iowa Attorney General's office estimates as many as 44,000 Iowans suffer abuse in their homes each year at the hands of an intimate partner. 2. a) List and describe the programs and/or services of the Agency that are provided to Johnson County residents that address that need. DVIP serves victims of domestic abuse, their children and non -offending family or friends. DVIP provides the following crisis intervention and violence prevention services to adults and children: The DVIP 24-Hour Hotline is available to victims of domestic abuse, their children, family and friends for crisis intervention, support, information and referral. DVIP provides paid staff and volunteers to assist victims 24 hours/7 days a week. In addition, DVIP has access to the Language Line. The Language Line is a contracted phone service that provides interpreters for more than170 languages which can be accessed within minutes, 24 hours a day. This service is critical as Johnson County supports a very diverse population. In the past 9 year DVIP has served clients from 88 countries. Widom, C.S. (1992). The Cycle of Violence. Research in Brief. Washington, DC: United States Department of Justice, Office of Justice Programs, National Institute of Justice, NCJ 136607. Wiebush, R., Freitag, R., & Baird, C. (2001). Preventing Delinquency Through Improved Child Protection Services. Juvenile Justice Bulletin. Washington, DC: United States Department of Justice, Office of Justice Programs, National Institute of Justice, NCJ 187759. 8 Rhoades, P.W., & Parker, S.L. (1998). The legacy of domestic violence. In M.L. Dantzker, A.J. Lurigo, M.J. Sing and J.M Sinacore (Eds.), Practical Applications for Criminal Justice Statistics. Boston, MA: Butterworth -Heinemann. 9 Rossman, B.B.R., Hughes, H.M., & Rosenburg, M.S. (2000). Children and InterparentalViolence: The Impact of Exposure Philadelphia, PA: Brunner/Mazel to Silverman, J., Raj, A., Mucci, L., & Hathaway, J. (2001). Dating violence against adolescent girls and associated substance use unhealthy weight control, sexual risk behavior, pregnancy, and suicidality. Journal of American Medical Association, 286 (5), 572- 579. 11 Schwartz, M., O'Leary, S.G., & Kendziora, K.T. (1997). Dating aggression among high school students. Violence and Victims, 12, 295-306. 12 Buel, S.M. (2002). Why juvenile courts should address family violence: Promising practices to improve intervention outcomes. Juvenile and Family Court Journal, Spring, 1-16. Shelter is available to women and youth when staying in their current situation is no longer safe. Individuals and families stay in shelter for as long as 90 days. The current average length of stay is 42.days, with 35-40 women and children staying in our shelter daily. The average length of stay is up significantly; just three years ago the average length of stay was 32 days. This jump in stay length directly correlates to the economic environment we are all struggling with, cuts in resources to individuals struggling with poverty, and our area's lack of accessible, affordable housing. Residents in shelter share in household chores, cook their own meals and are responsible for maintaining their rooms. Residents attend two house meetings per week to discuss issues related to domestic violence and shelter living issues. Residents gather information from staff, support from each other and referrals related to life issues, such as financial resources, housing and employment. Criminal Justice Advocacy includes both crisis and on -going support in working with the criminal justice system. DVIP advocates are members of the Domestic Abuse Response Team (DART) which works in collaboration with the Iowa City Police Department and Johnson County Attorney's office, to improve prosecution of domestic abuse assault. Some additional arenas that staff and volunteers assist victims include: • Obtaining emergency Pro Se Protective Orders. • Victims involved with criminal proceedings (typically cases where their partner is the defendant). • Civil proceedings such as divorce or custody cases. • VAWA (Violence Against Women Act, Federal Govt. 1994 petition that provides safety and asylum for battered immigrant women). • Women and youth involved with the Department of Human Services or the juvenile justice system. Economic & General Advocacy includes advocating for victims accessing financial assistance resources, housing assistance and employment. DVIP provides Personal Economic Planning (PEP), a service for long-range financial planning, job preparation and resume development. This service, along with the Life Issues groups, focuses heavily on securing independence and preventing future violence. General Advocacy involves working with diverse fields, including healthcare professionals, faith -based communities, schools, employers and a wide range of groups, on behalf of individual victims and/or domestic abuse victims as a larger group. Peer Counseling Support is minimally available to adult and youth victims of domestic violence. Staff and volunteers utilize Brief Solution Based and Peer Counseling methods. Support Groups have become a critical aspect of DVIP services, because we are no longer able to offer one-to-one support as we have in the past, due to funding reductions over the last seven years. We have two types of support group — Support and Life Issues. In addition, we provide support group in two languages (English and Spanish). Support groups foster empowerment and provide an opportunity for victims to come together to discuss the impact of domestic violence and healing. Life Issues groups focus on barriers victims face individually, or in the community, in reaching their personal goals. Life Issues groups include the following topics: • Boundaries and Healthy Relationships • Safety Planning • Housing • Employment • Education • Finances and Economic Self -Sufficiency • Identifying Personal Strengths Transitional Housing: The Domestic Violence Intervention Program Transitional Housing Services provides victim -centered services and housing assistance, including rental or utilities payments assistance and assistance with related expenses such as payment of security deposits and other costs incidental to relocation to transitional housing. DVIP provides support services designed to enable individuals who are fleeing domestic violence, dating violence, sexual assault, or stalking to locate and secure permanent housing. We partner with Goodwill of the Heartland to provide job training services to transitional housing residents and/or the Women's Independent Scholarship Program to provide funds for tuition, books and living essentials to complete an advanced degree. This is a new program at DVIP, having just been funded in October 2009. In addition, this grant leveraged local funds through the Iowa City Housing Authority to support an additional four families. Families will use transitional housing apartments for a minimum of 6 months, or as long as 18 months. Case management, personal economic planning and employment training will be provided. Youth Services are included in all of the previously listed services. The following are highlights services specific to youth affected by domestic violence: • Parental Advocacy offers alternative suggestions and support for families responding to difficult battering generated issues and their impact on youth family members. Parenting advocacy goes hand in hand with daily life in a communal living situation, such as shelter. Our information on parenting is welcomed by many of our clients, but it is our support of the client's decision on their own parenting, coupled with the community that is built by the mothers within the facility, that are the agency's strongest assets. • Support group provides education and emotional support to youth in areas of concern such as feelings, self-esteem, and responsibility for violence, anger and conflict management as well as violence within families. Group uses art, music and movement exercises to explore self -expression as well as personal accountability and responsibility. • Collaborating with area schools to help youth stay connected to their school of origin, even while staying in shelter. • Bully Proof (violence prevention) Curriculum includes class discussions, role plays, case studies, writing exercises, reading assignments, art activities, and independent observation projects. The lessons are designed to give youth a way to work through the gray areas of joking around, teasing and bullying, as well as help identify ways in which to help those who are being bullied, figure out their role as a bystander and contribute to a "bully -proof' environment. This curriculum is implemented both in support group and the Iowa City Community School District literacy program. • Teen Education includes a series of discussion sessions revolving around the issues of teen dating violence. • Prevention -based Recreational Activities provides diverse, age -appropriate activities to youth to increase familiarity with the surrounding community and local resources, as well as support for social development and healthy interaction with peers. • Family Fun Night is a weekly activity planned by shelter families and staff to foster positive interaction between women and children with staff support in an informal setting, reinforcing respect for both the adult and child experience in crisis, the power of the healing process and the need for fun which can be achieved through inexpensive and creative ideas. Education Services provide for the following: • Volunteer and Staff Training • Community Speaking Engagements, last year DVIP spoke to 167 groups, including 3066 individuals. • Education Materials — for clients and community • Annual Report • Media — article series, letters to the editor, press releases and announcements • Professional Training and Consultation • Brochures, Handouts and Posters 3. a) Please complete Salaries & Benefits chart for entire Agency. (Form A) Client Information 4. Provide a succinct, specific description of your primary target population(s). Describe clients as a group in terms of their needs, requirements, and strengths. DVIP serves women and men who are victims of domestic abuse, their children and loved ones. Johnson County residents receive support, advocacy, shelter and education. During FY11, 1023 of 1773 clients served were from the Johnson County area. An additional 370 individuals were served from our extended service catchments area, including Cedar, Iowa, and Washington Counties. Finally, 306 individuals from outside our service area received support services, including other Iowa residents and out of state residents. Local municipal funders (Cities of Iowa City and Coralville, Johnson County and United Way) make up approximately 19% of DVIP's income. As stated earlier 57% of DVIP's clients reside in Johnson County; this means that 100% of local municipal funds support Johnson County residents seeking domestic violence services. Additional funds required to support Johnson County clients comes from local donors and state or federal grants. Safety for some victims can be an arduous journey. It is common for batterers to track their victims to the shelters where they have sought safety — forcing victims and children to move to yet another community. DVIP works closely with shelters across the state, and surrounding states to resolve these complex safety issues, whether it is a Johnson County victim needing safe shelter in another area or a victim from outside our service area seeking safety at our shelter. In the latter circumstances, we rely exclusively on referrals from the shelter services victims are currently using. Many of the images that come to mind when picturing a victim of domestic violence are based on social myths and assumptions. Violence of any kind is devastating, but add to that the impact of violence committed by someone you love and trust —certainly the outcome is traumatic and complex. It surprises many to learn that victims do not come to DVIP wanting to end their relationship, they come because they are hurt, confused and they want their partner to stop abusing them. The confusion and difficulty comes in the hopes and dreams they set forth in committing to an intimate partner, while learning over time that their partner may not stop using controlling and violent behavior. Ultimately, many victims learn they must leave their partners permanently to be safe. It is a myth victims don't leave, most do, but unfortunately it may take several tries before they can remain independent of an abusive partner. Victims are stronger than most give them credit, and certainly resourceful in maintaining as much safety as they can in their homes. Compassionate, non -judgmental support is critical. Ultimately resources and needs are based on the actions of the batterer. Does this victim need shelter in order to be safe? Do they need access to the criminal justice system for protection? Does their life depend on who knows what is happening in their home? Leaving is the most dangerous move a victim makes; women are 72 times more likely to be killed in the two weeks after leaving their partner, than at any point during the relationship.13 The needs and requirements of victims are dependent on their goals and could include any of the following: • Crisis intervention and Emotional Support • Housing Assistance • Criminal Justice Advocacy • Healthcare Assistance • Employment Assistance • Support for their Children • Access to Mental Health or Substance Abuse Services • Support from Peers that are Domestic Abuse Survivors 5. Please include an unduplicated count of clients you have served for the past two years and one projected year. For your projected and proposed number of clients, please provide a realistic number based on past number of clients served. For example, if Agency does not have the capacity to increase number of clients served, please do not project or propose an increased number of clients. (Form B) Financial Management 6. Complete Form C. 7. a) In detail, describe the Agency need for funding from: i. United Way of Johnson County ii. If applicable, Local Government(s) Funding from United Way of Johnson County and local governments is critical to continue current services for victims of domestic violence in Johnson County, as outlined in question 2. In past grant applications I have described the precarious funding situation through our state and federal funders. In 2000 the state of Iowa removed funding for victims of violent crime from their budget. This action closed three Iowa shelters immediately (of 32 programs in the state). For DVIP the loss was nearly 20% of our budget, approximately $146,000 annually. Over the ensuing years, 7 additional shelters have closed in Iowa, including a large Eastern Iowa shelter program in Waterloo. We worked to increase our budget and come back from the devastating losses. As stated previously, yet another Eastern Iowa shelter has closed (Cedar Rapids). This closure has had an impact on victims' access to safety in the larger corridor area. Over the past nine years, the Iowa Attorney General made the decision to use reserve funds to bolster remaining programs and we successfully rebuilt much of our lost programming, but that funding ran out in 2009. In answer the Iowa Legislature has reestablished state funding, but ultimately it is less than 75% of the total loss we faced in Johnson County and across the state dating back to 2000. We were fortunate that the federal government increased some funding, but without Recovery Act Funds, we would have lost a great deal of support. Clearly local support has never been more important. In fact, local funding (municipal and private) has been our most consistent support for victim services. Funding is needed to keep our shelter doors open for those victims facing the greatest barriers — including high lethality levels and poverty. To maintain critical support services that assist victims in 13 Bureau of Justice Statistics Crime Data Brief, Intimate Partner Violence, 1993-2001, February 2003 healing from trauma, assessing their safety needs and developing the skills and resources needed to live independently of an abusive partner. b) If the United Way of Johnson County funding is not available and this funding request is not approved, describe the impact of that decision on Agency and the programs/services these funds would have supported. i) If applicable, describe impact if local government funding is unavailable. Any funding loss will have significant impact. DVIP provides emergency and basic crisis services. The losses described above have dramatically changed the comprehensive nature of services DVIP can provide. Baseline services are our 24 hour hotline and 24 hour safe shelter. Loss of local funding, in conjunction with other potential losses, would make it impossible to maintain our 24 hour shelter. We are currently serving 300-400 women and children annually in our shelter, individuals who are forced to seek safety based on violent crimes committed against them in the one place they are supposed to be safest. If we do not lose state and federal funding, but were to lose local government funding, we would likely maintain the shelter and hotline, but other outreach services (such as counseling, support groups, criminal justice advocacy and other collaborative services) would be available through volunteer support only. We currently serve as many as 1400 adults and youth through our outreach services. And while shelter services are critical, outreach services provide the foundation for sustainable change in victims' lives. c.) How will United Way of Johnson County funding help leverage other revenue for Agency? i) If applicable, how will funding from local government help leverage other revenue? United Way and local government funding shows a firm commitment to emergency services for victims of domestic violence by Johnson County leadership. Specifically, DVIP recently received nearly $400,000 in federal funding to provide transitional housing for victims of domestic violence —this was due in large part to the local funding commitment DVIP was able to demonstrate. Community funding leverages grant opportunities with local and national corporations and reassures local donors that they are investing in an established, well respected agency. Agency Accomplishments The United Way and Local Governments work towards making our community a better place to live. Through the 2020 Vision Goals for the Common Good, we will measure our progress towards improving community conditions. Please provide the following information. 8. Complete Form D and provide the Performance Measurements used (or will be used) by the Agency to measure results of services toward 2020 Vision Goals. 9. Provide an example of services provided by Agency that a weekly contribution of the following amounts would make possible. This list will be used to encourage giving at workplace campaigns. a) $2.00 per week for one year ($104) One night of shelter and peer counseling services for a family of 3. b) $5.00 per week for one year ($260) Supplies and curriculum for youth support group. c) $10.00 per week for one year ($520) Shelter for 1 person for one week. d) $25.00 per week for one year ($1300). An Advocate to accompany 52 victims to court over the span of a year. Required Attachments ®Form A: Salaries & Benefits Chart ®Form B: Client Statistical Data Sheet ®Form C: Budget Information ®Form D: Performance Measurement ®Current Board List with Terms FORM A Agency: Domestic Violence Intervention Program Check if Applicable Position Paid Leave Health Ins. Retire. Plan Current Salary Range Per Position Full -Time Equivalent FTEs Last Year This Year Next Year Executive Dir. x x x 55000-65000 1 1 1 Assist. Executive Dir. x x x 45000-55000 0 1 1 Dir. Of Shelter Services x x x 38000-45000 1 1 1 Dir. Of Outreach Serv. x x x 38000-45000 1 1 1 Outreach Coordinator x x x 30000-40000 2.25 3.25 3.25 Transitional Housing Coor. x x x 30000-40000 1 1 1 Shelter Coor. x x x 27000-34000 4.25 4.25 4.25 Shelter Advocate 25000-27000 2.5 2.5 2.5 Volunteer Coor x x x 28000-32000 1 1 1 Bookkeeper x x 28000-32000 .5 .75 .75 Youth Coor. x x x 27000-34000 1 1 1 Youth Advocate 25000-27000 .5 .5 .5 Work Study, UofI 9.00-12.00 hourly 1 0 1.5 TOTAL FTEs 17 118.25 19.25 Form B Agency: Domestic Violence Intervention Program Agency summary of clients served during last two years and one projected year (unduplicated client count) FY10 FY11 FY12 Information/Education Provided 3066 3644 3700 Direct Services Provided 6953 7123 7000 Gender Male 173 204 200 Female 1620 1569 1570 Total 1793 1773 1770 Ethnicity Hispanic 161 206 190 Black 580 556 570 Caucasian 861 924 900 Native American 6 10 8 Asian 12 16 14 Pacific Islander Other 173 81 98 Total 1793 1773 1770 Age 0-5 123 109 120 6-17 173 97 150 18-29 612 617 615 30-61 813 807 810 62-75 17 21 20 Over 75 4 (51 unknown) 3 (119unknown) 4 (51 unknown Total 1793 1773 1770 Geographic Location Johnson County (Combined, unduplicated) 1016 1023 1020 Iowa City 729 703 720 Coralville 131 142 135 North Liberty 47 63 60 Form C Agencv: Domestic Violence IntervPntinn arnvrnm Historical Balance Sheet As of Agency's fiscal ear -end FY11 FY12 FY13 Current Assets Cash 19103 40692 45000 Investmentments 199285 220257 275921 Receivables<90 da s 94324 120116 121350 Total Current Assets 1 312712 1 381065 442271 Other Assets Property 774965 774965 779965 Equipment 160324 161324 172324 Less Depreciation 377097 430525 487953 Receivables>90 days Other (describe): Total Non -Current Assets 558192 505764 464336 Total Assets 870904 886829 906607 FY11 FYI FY13 Current Liabilities Accounts Payable 21550 19000 20000 Payroll Taxes Payable 26344 25000 25625 Contracts Payable Mortgage Payable(6) Total Current Liabilities 47894 44000 45625 Other Liabilities Mortgage Payable Balance Other Total Other Liabilities 0 0 0 Total Liabilities 47894 44000 45625 Equity Net Worth 823010 842829 860982 Liab + E uit 870904 886829 906607 Form C : DVIP Agency County S ecific Pro ram Spec! Budget is: A enc Agency Revenues FY11 FYI FYI Coralville Funding $4,000.00 $4,000.00 $4,000.00 Iowa City Funding $52,000.00 $52,008.00 $52,988.00 Johnson County Funding $63,500.00 $63,504.00 $64,509.00 UWJC Allocation $61,540.00 $63,700.00 $64,656.00 UWJC Designations $16,260.00 $16,416.00 $16,662.00 Grants -Federal, State, Foundation $566,759.00 $518,917.00 $519,940.00 Membership Dues Fees for Services $96,600.00 $57,000.00 $62,700.00 Sales to the Public/Contracts Fundraising Events $78,825.00 $84,000.00 $92,400.00 Contributions/Donations(including in -kind $37,033.00 $47,000.00 $51,700.00 Interest and Investment income $41,140.00 $94,500.00 $95,445.00 *Other Total Revenue $1,017,657.00 $1,001,045.00 $1,025,000.00 Agency Expenses FY11 FYI FY13 Total Salary and Wages $565,000.00 $620,000.00 $635,500.00 Benefits $136,200.00 $145,840.00 $149,486.00 Administrative $118,485.00 $119,920.00 $122,918.00 Occupancy $154,854.00 $75,300.00 $77,182.50 Other describe Transitional Housing $77,300.00 $66,800.00 $68,470.00 Total Expenses $1,051,839.00 $1,027,860.00 $1,053,556.50 Fund Balance FYI FY12 FY13 Revenue $1,017,657.00 $1,001,045.00 $1,025,000.00 Carryover Balance From Prev Year $36,000.00 $30,000.00 $30,000.00 Total Operating Balance $1,053,657.00 $1,031,045.00 $1,055,000.00 Less Total Expenses $1,051,839.00 $1,027,860.00 $1,053,556.50 Ending Fund Balance $1,818.00 $3,185.00 $1,443.50 Less Restricted Balance Carryover Fund Balance $1,818.00 $3,185.00 $1,443.50 Bd/Donor/Funder Restricted Funds FYI FY12 FY13 Women's Independence Scholarship Fund $9,000.00 $9,000.00 $9,000.00 Opportunity and IA Realtor Funds $4,893.00 $4,943.00 $4,992.00 Youth Funds $320.00 $323.00 $326.00 Direct Aid Funds $594.00 $600.00 $606.00 Housing Trust Fund $1,750.00 $1,768.00 $1,786.00 Total Restricted Funds $16,557.00 $16,634.00 $16,710.00 In -Kind Support: FYI FY12 FY13 Services/Volunteers Material Goods $2,225.00 $30,000.00 $2,247.00 $30,300.00 $2,269.00 $30,603.00 Space, Utilities, etc. Other: lease identify) Gift Cards $953.00 $962.00 $972.00 Total In -Kind Support $33,178.00 $33,509.00 $33,844.00 Grants FY11 FY12 FY13 Government $404,702.00 $339,417.00 $339,756.00 State $98,141.00 $98,500.00 $99,103.00 Direct Public $63,916.00 $81,000.00 $81,081.00 Total Grants L $566,759.00 $518.917.00 $519,940.00 Form D Performance Measurement Agency Domestic Violence Intervention Program Quantity Quality # of Clients Common Measures (%) (How much did we do?) (How well did we do it?) 50 clients will participate in unhealthy 90% of clients are able to identify relationships prevention education indicators of unhealthy relatioinships 1600 clients will participate in Safety 90 % clients are able to identify tools or wPlanning resources to increase their safety. w 700 clients will participate in Life Skills 65% of clients are able to identify tools counseling or support groups or resources to increase self-sufficiency skills. # of Activities (by type) Activity Specific Measures (%) (Is Anyone Better Off?) DVIP will provide 5 cycles of an eight 85% of support group participants will week support group on unhealthy self report understanding and applying relationships prevention education. knowledge regarding unhealthy relationships to examine the realtionship they are currently in. DVIP will provide 1-3 safety counseling 90% of clients receiving safety couseling �, sessions to 1600 women, men and will self report they feel safer or can w children. name more resources that affect their safety (this indicator does not control for batterer explicit behavior) DVIP will provide 1-3 Life Skills 65% of clients will develop skills related counseling and/or support groups to 700 to self-sufficiency, including capacity to women and men. work with a landlord, creating and maintaining a budget, and increased capacity to work with socials services and the criminal justices stem. Additional Comments: We understand that when people think of ending domestic violence, they focus on victims leaving the abusive situation. While many victims do leave, we know they face incredible barriers, many batterer generated. As stated earlier, batterers, on average, stalk their intimate partners for 21 months after they leave. Stalking behavior is dangerous and sabotages resources victims develop for their independence. In our area alone we can report hundreds of cases where batterer behavior has caused victims to lose employment, be evicted from a rental unit, or damaged important resources like automobiles. We believe looking at and naming victims success in moving forward requires documenting the barriers and sabotage that is batterer generated — and victims must overcome. With new statistical software, we are in a position to track batterer behavior in new ways that will give us information on the need for community based batterer confinement, how to develop relationships with groups often affected by batterer behavior (for example landlords and employers) and help our community shift its focus from victims leaving, to affecting perpetrator/batterer behavior as a means to end domestic violence. We are partnering with researchers from the University of Iowa, with a specific focus on public health and epidemiology. We believe this research will provide significant resources in reaching our community's 2020 Vision Goals as facilitated by United Way of Johnson County in collaboration with our community citizenry and leadership. DVIP Board of Directors, FY12 Name Title & Committee Affiliations Term Farlinger, Mayura • Management • Internal Auditor, Alliant Energy Sept. 11- Aug. Committee 14 Hawley, Sara . Budget Committee • Auditor, Midwest One Bank May 10- May 13 Heimer, Karen . Mission Committee • Professor of Sociology, April 10-April 13 Iowa City University of Iowa Hitlin, Steve • Mission Committee • Assistant Professor Sociology, Feb 06 — Feb. Iowa City University of Iowa 12 McMahon, Laura • New — not yet • Web Developer June 11 — May Iowa City assigned • Fundraising Chair, Church 14 Michaeli, Karen . Management • Society for Human Resource August 10- July Iowa City Committee Management (SHRM) 13 Eastern Iowa Human Resource Association (EIHRA) • WorldatWork • National Association of Social Workers NASW Mitchell, Sara New — not yet • Professor of Political Science, June 11 — May Iowa City assigned University of Iowa 14 • American Political Science Association • International Studies Association • Girl Scouts of America Iowa Commission on the Status of Women O'Gara, Erin Mission Committee • Former Domestic Violence April 10-April 13 Iowa City Program Staff • Instructor, University of Iowa Rezai, Yazmine . Budget Committee • Association of Public Health Sept 10 — Laboratories August 13 MBA University of Iowa Roth, Maggie • Management • Retired Feb 08-Feb 14 Washington Committee . Washington Coalition Against Domestic Violence Speh, Renee • Co -Chair Unitarian Universalist Church Nov. 08- Oct. 11 Iowa City Former Executive Director of a domestic violence program in Maine ON LM. MA , PE, CITY OF 101VA Cirr FYI 3-FY14 Community Impact Funding Application 2020 Vision Goals for the Common Good: please indicate Goal(s) that your agency supports: ❑ Education M Income ® Health United I Johi 'ay Coll Total Request for Funding FY13 47,117 37,7 Total Budget 1,319,739 % of Total Budget 3 57% 2.86 ison u Town City Coralville 70 55,620 2,000 '/0 4.21 % 10.15% This submission was considered and approved by (both signatures and date are required): Signatures: I. Agency Director date Agency Board President date Aaenev Information 1. What specific need in the community is Agency addressing? (Describe the extent of the problem, and the major factors in the community contributing to the problem.) Elder Services, Inc. provides programs, services and resources to assist persons age 60 and over in Johnson County to stay active, independent, and safe in their own homes. Many persons age 60 and older find it difficult to remain in their own home, a familiar environment for two primary reasons: physical independence linked to declining health and economic issues associated with limited resources. Many of ESI's clients have only one source of income, social security. The reasons for such issues vary as does the client's needs. But overall, many people find their health declining as they age. A client may find themselves in the "picture" of health until a major fall. Or health issues that were manageable when younger may become difficult to control as a person ages. With the struggling economy, everyone has seen prices on groceries, utilities and gasoline increase. Unfortunately, social security income has remained static over the past few years, and many of ESI's clients find it extremely difficult to make ends meet. Half of all seniors fall below an annual income of $25,503, and for female seniors that amount falls to $14,559. 2. List and describe the programs and/or services of the Agency that are provided to Johnson County residents that address that need. ESI offers a great variety of services to help our clients remain in their own homes. They include: Nutrition: ESI provides Meals on Wheels to homebound individuals. A hot noon meal is delivered to the client's home and, if needed, breakfast bags containing bread, milk, hot and cold cereal may be delivered. We even provide frozen entries to clients who may need evening meals, or to have on hand when the weather is such that our volunteer drivers are unable to deliver the noon meal. For individuals who still have the mobility to "get out" during the day, ESI provides meals at congregate dining sites within Johnson County. Additionally, our RSVP program is providing information to clients on the SNAP program, Iowa's food share (formerly known as food stamps/assistance). Many of our clients qualify for the SNAP program, and are being registered by the RSVP volunteers. Case Management: The state of Iowa participates in the Medicaid Elderly Waiver program. Basically, this program uses Medicare funding to purchase needed services to allow the client age 65 and older to remain in their home, rather than being placed in a nursing home. This program is a win for the taxpayer since the cost for this program for a client in the Elderly Waiver program averages slightly more than $600 per month, compared to the average cost of more than $3,500 a month for a nursing home. This program is also a win for the client, who is able to stay in comfortable, familiar. surroundings. ESI has 2.5 fte case managers on staff to provide services under the Elderly Waiver Program. The supervisor of this program is a registered nurse, and all of the case managers have a minimum of a Bachelors in Social Work. When a client is eligible for the Elderly Waiver Program, BSI's case managers meet with the client, complete a detailed assessment of the client's needs and, with the client's input, develop a service plan for the client for the upcoming year. Services are arranged for the client, and may include a lifeline, home modification, delivered meals, home health care, assistance with bathing and dressing, respite care, assistance with lawn care, snow removal, or cleaning, and/or transportation. Case managers maintain a monthly contact with all clients and coordinate the IeveI and the client's choice of service providers. Quarterly visits are done, with an annual reassessment of the client's needs. Additionally, ESI has a .25 fte case manager devoted to investigating suspected elder abuse Home Assistance: ESI offers two primary types of home assistance. The first is the CHORE Program. CHORE's employees, like all ESI employees, must have a background and reference check, and are covered by ESI liability insurance. CHORE employees provide services such as cleaning out the attic or garage, snow removal, lawn mowing and fall/spring cleanup, house cleaning, meal preparation, respite care, etc. This program is available to anyone age 60 and older, regardless of income. However, income does determine how much a client pays for the service. ESI uses local government funding to subsidize this work for our lower income clients. The second type of home assistance ESI offers is that of a Representative Payee. Clients receiving social security, but for various reasons such as a cognitive issue or dementia, may need someone to oversee their social security check each month, prepare a budget, and pay their bills. ESI began this service only recently, and anticipates the program to be fully running by January with approximately 40 clients. Since the word has gotten out that ESI is offering this service, we have had several calls from individuals looking for this service. Having an agency provide this service, rather than a family member, can protect the clients funds, and the family relationship. Elder Answers: Elder Answers provides information, counseling, and consultation to seniors and their family members concerning resources available to help meet the needs of the client. The supervisor of this department is certified by AIRS (Alliance of Information and Referral Systems). ESI's staff provides services in a variety of ways. Typically, this service begins with a telephone tail; either from the client themselves or from someone who cares about them such as adult children, a neighbor, a friend, or even grandchildren. Elder Answers staff determine if there is a need to do a home visit, or if referrals to another department within ESI or an outside resource is appropriate. The requests vary from an adult child calling from their home in Europe concerned about the father who is over 80 and living alone in Iowa City, to adult children who live in Johnson County but have parents in another state, who come in for a counseling session on options available. Elder Answers staff often identify and assist clients in applying for the Medicaid Elderly Waiver program. RSVP: RSVP is the Retired & Senior volunteer Program. This program currently has nearly 400 Johnson County residents over age.55 that participate and volunteer at various entities. Such volunteer activities include the "Rock and Read" program in the Iowa City School District, Meals on Wheels delivery, and providing volunteers who work at many local nonprofit agencies and even for the local police Department. The RSVP program keeps people age 55 and older active in Johnson County, and last year provided enough volunteer hours to equal 39 full time equivalent staff! 3. Please Complete Salaries & Benefits chart for entire Agency. (form A) See attached Client Information a. Provide a succinct, specific description of your primary target population(s). Describe clients as a group in terms of their needs, requirements, and strengths. ESI's target population, for all of our programs except RSVP, is anyone in Johnson County age 60 and older, and their caregivers. For the RSVP program, it is anyone, who passes a background check, age 55 and older. The client's needs vary from program to program. Clients who attend our congregate meal sites may need no other services from ESI. However, ESI does have some clients who entered through Elder Answers, received counseling and assistance from that department, and then become clients of ESI's Case Management program. As such, they may receive nutrition through the Meals on Wheels program, have CHORE workers help them at home, and use ESI as their Representative Payee. While it is imperative that case managers make the client aware of all regional providers who provide various services, it is not unusual for the Client to select the local agency they already know, The opportunity to work with our clients brings an awareness of how valuable the population ESI serves is to the community. The majority has resided in Johnson County for most, if not all, of their life and has contributed to what Johnson County is today. 5. Please include an unduplicated count of clients you have served for the past two years and one projected year. (form B) See attached Financial management 6. Complete Form C See attached. 7. a) In detail, describe the Agency need for funding from: i. United Way of Johnson County In 2011 ESI saw a 16% increase in service delivery as compared to 2010. We anticipate an 11 % increase for 2012. These numbers represent real people, who need assistance to continue to successfully function in their own home. United Way funds will be used to provide case management for non -waiver clients. These are individuals who are still struggling financially but have not yet been accepted to the Medicaid Waiver program, or may have been denied and are in the appeals process, or have been unable to apply, or denied, due to financial reasons. To qualify for the Medicaid Waiver program, an individual must have no more than $2,020 income from all sources each month, and may not have assets totaling more than $2,000. Some clients may have more than $2,000 in assets, such as an insurance policy, or even a camper, but still may only have $1,100 in income each month. They would not qualify for the Waiver program. Approximately 50% of our current waiver clients have less than $1,000 in monthly income. ESI plans to utilize United Way funding to provide staff for the non -waiver case management. ESI is actively seeking other funds to pay for the services Medicaid traditionally pays for services such as a life alert, home modifications, transportation or personal care. It is anticiated that a .5 fie staff member would be able to accommodate 30 to 35 clients a month. p United Way funding will also be used to pay a portion of staff costs in the Elder Answers department. ii. Local Governments Funding from Local Governmental entities has been crucial in previous years to subsidize ESI's Nutrition and CHORE Programs for those residents who are unable to contribute to its cost. Additionally, without continued financial support, Elder Answers would cease to exist. In 2011 ESI saw a 16% increase in clients from Johnson County, a 21 % increase in clients from Iowa City, a 15% increase in clients from Coralville. Local Government funds allow us to maintain our services that exist to provide help to the increased number of clients. Additionally, ESI uses these funds to help cover non direct costs such as the cost of ESI's bookkeeper and receptionist who are crucial to the success of ESI's programs. b) If the United Way of Johnson County funding is not available and this funding request is not approved, describe the impact of that decision on Agency and the programs/services these finds would have supported. Unfortunately in non-profit social services, the majority of an agency's budget is devoted to Personnel. Funding cuts would result in staff cuts. Staff cuts would prohibit ESI from providing the needed programs that assist our community's seniors. The residents in Johnson County would not have Elder Answers, or short term case management services available. This would negatively affect both the client and their caregiver. Describe impact if local government funding is unavailable. Again, ESI would be forced to cut staff, which equates to the loss of valued programing for residents of Johnson County. ESI services would have to be eliminated. c. How will United Way of Johnson County funding help leverage other revenue for the Agency? i. How will funding from local government help leverage other revenue? ESI continues to search for additional funding streams. Most funding entities require local match funding. Funding from the United Way and this Joint Funding Application is the anchor for other grants and purchase of service contracts we receive. ESI is proud to show that we are an affiliated partner with the United Way when we use United Way funding as a match. Due to the increase of services in the past year and increases projected for next year, ESI is requesting modest increases from the United Way, Johnson County, and the City of Iowa City. Agency Accomplishments iii. Complete Form D See Attached iv. Provide an example of services provided by the Agency that a weekly contribution of the following amounts would make possible. a) $2.00 per week for one year ($104) A $2.00 contribution per week will provide a client with a month of noon meals delivered to their home. b) $5.00 per week for one year ($260) A $5.00 contribution per week will provide short term case management services to a low income client for 3 months. c) $10.00 per weeIc for one year ($540) A $10.00 contribution each week will provide a homebound client with 3 nutritionally balanced meals a day for 6 months. d) $25 per week for one year ($1300) A $25.00 contribution per week will provide a homebound client with a CHORE worker each week to help maintain their home. FORM A Agency Elder Services, Inc. Check if Applicable Position Executive Director Paid Leave X Health Ins. X Retie. Plan X Current Salary Range Per Position $60,000 -- $65,000 Full -Time Equivalent FTEs Last Year This Year Next Year 1 1 1 Fiscal Officer X X X $40,000 - $45,000 1 1 1 Program Directors Clinical Staff (Social Workers) X X X X X X $26,000 - $46,000 $20,000 - $40,000 2.5 4.5 2.2 5 2.25 3.2 5 4 Program Coordinators X X X $25,000-$35,000 2.5 1.5 2 Clerical Staff X X X $20,000 - $32,000 2.2 5 2 2 Nutrition/ Kitchen Staff X X X $8,000 -- $25,000 10 8.5 10 Chore Workers X X X $4,000 - $25,000 1.2 5 1.2 5 2 TOTAL FTEs 25 20. 124.2 75 5 Form B Agency:1 Elder Services, Inc. Agency summary of clients served during last two years and one projected year (unduplicated client count) FY10 FY11 FY12 Information/Education Provided 461 Direct Services Provided 139,048 154,443 171,432 Gender Male 369 424 471 Female 706 825 916 Total 10751 12491 1387 Ethnicity Hispanic 8 14 16 Black 11 24 27 Caucasian 1042 1193 1324 Native American 3 3 3 Asian 7 9 10 Pacific Islander 4 6 7 Other Total 1075 1249 1387 Age 0-5 0 0 0 6-17 0 0 0 18-29 0 0 0 30-61 56 110 122 62-75 613 369 410 Over 75 406 7701 855 Total 1075 1249 1387 Geographic Location Johnson County (Combined, unduplicated) 1075 1249 1387 Iowa City 712 864 959 Coralville 1441 165 183 North Liberty 711. 67 74 Dorm C Historical Balance Sheet Agency: Elder Services, Inc. (As of Agency's fiscal year-end) FY09 FY10 FY11 Current Assets Cash 16,195 21,060 45,529 Investments 274,760 244,461 243,290 Receivables<90 days 126,0101 116126 107,695 Total Current Assets 416,965 375,647 396,515� Other Assets 71,884 Property Equipment 111,819 124,672 128,018 Less Depreciation 86,840 93,711 79,597 Receivables>90 days 2,131 2,075 2,558 Other (describe): 68,797 71,884 100,783 FY09 FY10 FY11 Current Liabilities Accounts Payable 621851 47,487 39,210 Payroll Taxes Payable 7,776 10,792 0 Contracts Payable 0 0 0 Mortgage Payable(6) 0 0 0 Total Current Liabilities 70,62?j 58,2791 39,210 Other Liabilities Mortgage Payable Balance 0 0 0 Other 79,664 15,964 57,067 Total Other Liabilities 79,664 15,964 57,067 Total Liabilities 150,291 74,243 96,277 Equity (Net Worth) 362,581 406,324 452,000 Liab + Equity 512,872 480,567 548,277 O O D ao -1 D s � a' n m w' 3 N m .K C N is (A A rt 'C �" m (D m c v 0 n� d."-OQ N N (A N (Daa n Vn a CL Q 3' N m �n to T N A W `Pw 00 O N � O O ,NO to O O Ili0) -G I� N 00 00 O `ONO V �44p 0000 OF�� V Ln G O O N ol 10 O O 10 1 O �G FA W 00p v N Nw N Ili � O �P O Ln Wi vLi O O O m O c �m Dp n N �m fD O- -1 r+ Q. 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Ln Pb NO v V �Ln v� �- LO N O V N Ln W �4 O O -1 00 lD O ih 'V- O O O V)- V 01 O O O i/} 00 H O O O 00 0 00 F-W N O O W O 00 Ln 0 0 0 0 0 0 0 0 0 0 0 0 0 0 o 0 0 0 0 0 01010 0101010 0 IA NV UUl Q1 `H Ln N tD W V), Vh O ifs iJh �4 lD O N W ih CO W 0 0 0 0 0 c7 O O 0o 0 0 0 0 0 W O O O O O O O O W O O lD O O Form D Performance Measurement Agency Elder Services, Inc. uantity ts Quality Common. Measures (%) did we do?) (How well did we do it?) July, 2011 EST provided ren 1. Two out of 28 CM surveys returned. o 28 case management clients Both reflect 100% satisfaction. osatisfaction2. 88 /o of recipients surveyed responded Meals on Wheels help them to rovided meals to 1091that l clients in Johnson County. remain in their own home. w 3. RSVP has 316 volunteers in Johnson 3. 154 of 316 RSVP volunteers returned County who were surveyed about their their surveys; 80% were very satisfied, satisfaction with the porgram 19% were satisifred with the RSVP Program # of Activities (by type) Activity. Specific Measures (%) 1. Since July, ESI provided 28 re- (Is Anyone Befter Ojj1) assessments for Elderly Waiver. 1. Survey respondents believe case 2. ESI provided a total of 130,801 management allow them to remain in meals to clients in Johnson county their own home. 3.316 RSVP volunteers surveyed about 2. a. 79% of the receipients surveyed the impact being a volunteer has in their responded that Meals on Wheels has life. improved their overall nutrition. wb. 85% of recipients surveyed responded that the meals they receive through Meals on Wheels are more nutritious than they would prepare. 3. 93% of surveyed RSVP volunteers responded that the program made a positive difference in their life. Additional Comments; ELDER SERVICES, INC. BOARD OF DIRECTORS FY 2012 Susan Wehr, Executive Director ® ELDER w)338.0515 h)333-1773 AV SERVICES I/:COA1DAA1/0 OFFICERS President Brian Kaskie 11/2006 7 Fairview Knoll NE Iowa City, IA 52240 384-5134 (w) brian-kaskie@uiowa.edu Secretary Sara Sanders 6/2009 70 Lynx Lane North Liberty, IA 52317 331-6355 (c) / 335-2079 (w) sara-sanders@uiowa.edu David Bright 1205 Jefferson Street Iowa City, IA 52240 356-0209 (h)/ 338-9222 (w) djbright@nyemaster.com Rich Colgan 804 Cypress Court Iowa City, IA 52245 354-4670 (h) brushesici@aol.com Geraldene Felton 522 Larch Lane Iowa City, IA 52245 338-7542 (h) geraidene-felton@uiowa.edu Elizabeth Herman 65 E Weston Dr North Liberty, IA 52317 319-430-6051 (c) liz@lizherman.com Allyn Jordan 405 N Mt Vernon Dr Iowa City, IA 52245 356-9046 (w)/ 337-2708 (h) Allyn.d.jordan@usbank.com Vice President Pat Schnack 4/2008 2324 Mayfield Road Iowa City, IA 52245 351-2876 (h) rschn5028@aol.com Treasurer Stan Miller 6/2009 2 Cottage Grove Dr NE Iowa City, lA 52240 339-4309 (h) / 430-5393 (c) smiller52240@gmaii.com DIRECTORS 11/2004 Vicki Lensing 605 Kirkwood Blvd Iowa City, IA 52240 338-8171 (w)/ 338-6148 (h) vickilensing@juno.com 2/2011 Jayne Sandler 41 Tucson Place Iowa City, IA 52246 887-7480 (w)/ 339-9934 (h) jrs320@aol.com 11/2006 Dale Simon 46 Pentire Cir Iowa City, IA 52245 887-3658 (w) / 337-2674 (h) dsimon@kirkwood.edu 10/2009 Sally Stutsman 3754 500th Street SW Riverside, IA 52327 356-6000 (w) / 679-2347 (h) sstutsma@netins_net 10/2009 10/2009 2/2011 8/2010 2/2010 Last updated: 9/16/11 ,ate, ,! t CITY OF IOWA CITY uA%a 2020 Vision Goals for the Common Good For many people in Johnson County, the basic ingredients for a good quality of life are increasingly beyond reach. Six percent of all families are living in poverty and 40% of all households do not earn enough to support their basic living expenses. There are significant preparation gaps for children and youth to succeed in school and be ready for work and life. And health behaviors and limitations to accessing health care continue to create risk for serious health conditions such as diabetes, high blood pressure, heart disease, stroke and cancer. The efforts and expertise of hundreds of people have created a 2020 vision to move the needle in a positive direction on community conditions and measurably improve lives. This work requires collaboration across all sectors — large and small businesses, elected officials and government organizations, nonprofits, academia, the faith community, media, parents and neighbors. Working together we can accomplish things that no organization, no individual, no government, no single sector can accomplish on its own. The stakes are high and the goals are ambitious. Education Improve success for children and youth by decreasing the preparation gaps by 1/3 for school, Post -secondary and work Income Increase by 20% households in Johnson County that are financially stable. Health Increase by 113 the number of children and adults who are healthy and avoiding risk behavior. Submission Submit electronically to: Fields for text have a maximum of 2000 characters. Key Dates: RFP Process August S, 2011 Request for Proposal (RFP) packet issued S tember 30, 2011 Deadline for submission at 4:30 nm jol1CL�i1' 1 ! .a.0 CtrY OF IOWA GTY wra War d )%' WM Caadr FY13-FY14 Community Impact Funding Application Agency: Four Oaks Director: Jim Ernst Board President: Mark Danielson (Iowa City Community Board) Requestor: Dusti Dalton, Program Coordinator Phone: 319-338-8238 Email: ddalton(k',fouroaks.org Mailing Address: 1916 Waterfront Dr. Iowa City, IA 52240 Website: www.fou roaks.or� Year Org Established: 1973 2020 Vision Goals for the Common Good: please indicate Goal(s) that your agency supports: ❑ Education ❑ Income ® Health United Wa Johnson County Iowa City Coralville Total Request for Funding FY13 $30,000 $40,000 $1,000 $1,000 Total Budget $30,000 $40,000 $1,000 $1,000 % of Total Budget 1 1% 15% <1% <1 % This submission was considered and approved by (both signatures and date are required): Signatures: Agency Director date Agen y Board President date J hn5vri j r .� CITY OF IOWA CITY Udhd Way of Johnson county Please attach a written summary addressing the following list and reference your responses to their relative numerical order. In responding, please endeavor to furnish the necessary information in a brief but complete manner. If a response is not applicable to the Agency, provide the explanation of omission. Agency Information 1. a) What specific need in the community is Agency addressing? (Describe the extent of the problem, and the major factors in the community contributing to the problem.) The Four Oaks Agency works with more than 14,000 kids and families in all 99 counties each year and addresses all three levels of need. For the purposes of this application, we will be focusing on the Four Oaks PAL Program, rather than the agency as a whole, due to the request for funds going directly to this program. The PAL Program stands for Pursuing Adventures in Learning and serves primarily Johnson County children. The PAL Program offers lower staff ratios, staff trained in behavior management, family support, evidenced based curriculum, and successful results to keep children with behavior and/or emotional disorders out of placement. The PAL Program is unique in that it is the only day program in Johnson County that serves this population. Many children who are not able to be maintained in "regular" after -school and summer programming are referred to the PAL Program and have been successful in transitioning back to community programs. In FY 'I I the PAL Program served 37 Johnson County children. Based on the child abuse numbers in Johnson County and other statistical data from the Iowa Child Welfare and Juvenile Justice publications, children are at risk in our community for out of home placement, mental health issues that affect school attendance, learning and overall adjustment, in addition to child abuse. According to Iowa DHS data, in 2010 Johnson County had 357 Unique and 396 Duplicated confirmed or founded abuse reports. Of these reports 103 were victims age 6 to 10 and 398 were identified as neglect for denial of critical care. In comparison to other counties in our service area Johnson County was the second highest with Linn County having the highest numbers. Mental Health Americas �� ,, ,����I�. ,r is a nationally recognized non-profit site organized to advocate, educate and serve America through their 300+ affiliates. 10% of children and adolescents in the US suffer from serious emotional and mental disorders that cause significant functional impairment in their day-to-day lives at home, in school, and with peers. (Mental Health: A Report of the Surgeon General, 1999). 70% of youth involved in state and local juvenile justice systems throughout the, country suffer from mental disorders, with al least 20% experiencing symptoms so severe that their ability to function is significantly impaired. (Blueprint for Change, National Center for Mental Health and Justice, 2006). Attention Deficit Disorder is not only one of the most common diagnosis among the children served in the PAL Program, but according to MHA the most common reasons for referral of children for mental health services, affecting 1 in every 20 children with 40 to 60% of them suffering from serious learning difficulties. Symptoms of ADHD can not only make it difficult for children to functioning academically at school, but to also function in the home developing trust and meaningful relationships and being socially accepted in the community by peers and society due to difficulty maintaining focus, following rules, and/or excessive talking. MHA also reports that children with ADHD are also more likely to suffer from other mental disorders such as oppositional defiance, anxiety disorder, depression, as well as bi-polar and those children who go untreated are more at risk for developing substance abuse disorders. Research continues to insist that preventing and treating mental illness in its earliest stages will not only save money for the child welfare and juvenile justice systems, but will ultimately produce better outcomes for children, youth, and society. According to the City of Iowa City Affordable Housing Market Analysis in December 2007; "Approximately 29% of all households in the study area have household incomes of less than $25,000. This is equivalent to 11,344 households (including student households) having household incomes of about 52% of the Johnson County median household income." Child abuse reports, poor school attendance, mental health, and substance abuse are just a few exTXles of increased risk in areas with the highest poverty rates. Iowa City was also ranked as the "67 most expensive housing market out of 451 markets across the US" in 2000. When there is a lack of resources and housing available families in our community are directly affected by increased crime rates, and mental health issues. The stress experienced by these families in turn directly affects the children in the family through increased mental health issues and incidents of reported child abuse. 2. a) List and describe the programs and/or services of the Agency that are provided to Johnson County residents that address that need. Child Welfare Emergency Services (OWES): • Youth Emergency Shelter (YES): Provides emergency and short-term residential care, counseling, and supervision to runaway and homeless children; to victims of abuse, neglect or exploitation; and to children who have been removed from their homes because of emotional, behavioral, or family problems. • Emergency Services (ES): Provides in home service working with the family experiencing crisis to connect them to community services and prevent the child from being placed in shelter. Pursuing Adventures in Learning (PAL): Provides after school and summer programming for children ages 5-12 that are diagnosed with an emotional and/or behavioral disorder and are not able to attend regular day care or summer programs due to difficulties with acting out behaviors. An evidenced based curriculum called PATHS is used to provide remedial skill groups. Functional Family Therapy (FM: Provides evidenced based in -home delinquency intervention recognized as a Blueprint Model Program by the Office of Juvenile Justice and Delinquency Prevention and the United States Department of Justice. Strategies Towards Effective Performance Classroom (STEP): Provides specific intervention services to middle and high school age children who have been suspended from school for an infraction and utilized the evidenced based ART program. Detention Alternative Program (DAP): Provides a four week intensive in home detention service for juvenile offenders as an alternative to being placed in juvenile detention. Electronic monitoring, MAYSI-2 assessment, and risk assessment are utilized to assist with monitoring the client and assuring their needs are being met. Aggression Replacement Training (ART): An evidenced based group for juvenile delinquents to build upon there social skills, moral reasoning, and anger control. Parents are involved in a weekly parent group to work towards facilitating as a transfer coach for there children and build upon there parenting skills. Adoption and Family Foster Care Program: Serves children ages 0-18 and their families, while children are temporarily placed in family foster care. Services include recruitment, retention, foster care licensing, adoption home studies, and on -going crisis support to foster and adoptive families. Safety and Permanency Services: Provides families that are involved in child abuse assessments supportive safety services so that children can remain in their parents home through the course of the assessment. Permanency services help families with an open DHS case access community supports that will reduce the risk of a child needing a foster care, shelter care, or group care placement. Cornerstone - A Family Development Self -Sufficiency Program (FaDSS): Partners with high -risk welfare recipients in working towards economic self-sufficiency and family stability. Cornerstone provides intensive and comprehensive family support services through outreach to families who may face multiple psycho -social and resource barriers. Outpatient Behavioral Health Services: Therapeutic and skill building services to reduce or alleviate mental health symptoms. PAL Aftercare: Provides education, guidance, and financial support to youth aging out of the foster care system. 3. a) Please complete Salaries & Benefits chart for entire Agency. (Form A) Client Information 4. Provide a succinct, specific description of your primary target population(s). Describe clients as a group in terms of their needs, requirements, and strengths. ?'he following outlines a succinct and specific description of the Four Oaks Iowa City PAL Program's target populations: Targeted Population: Children ages 5 to 12 who live at home or in foster care and are diagnosed with mental or behavioral health. disorders. • Needs / Requirements: Consistency, stability, skill building, behavior management, family support, consequences for negative behavior, goals to improve behavior, success in school, therapy, tolls to cope, supervision, safety, and assurance that there basic needs are being met. • Strengths: Ability to change, community that cares, advocates in school and the community, access to services through Title 19 and private insurance, and a wide array of services to address their needs. Targeted Population: Parents and families of children with behavioral or mental health needs. • Needs / Requirements: Skill building, family support, advocacy, education on resources. therapy, basic needs met, parent support. • Strengths: Ability to change, access to behavioral health intervention and outpatient services through insurance, community with many additional resources to help them to be successful, top rated school district, family resource centers. 5. Please include an unduplicated count of clients you have served for the past two years and one projected year. For your projected and proposed number of clients, please provide a realistic number based on past number of clients served. For example, if Agency does not have the capacity to increase number of clients served, please do not project or propose an increased number of clients. (Form B) Financial Management d. Complete Form C. 7. a) In detail, describe the Agency need for funding from: i. United Way of Johnson County There is a need for mental health services for children with emotional and behavioral disorders, as well as for after school and summer programming to prevent out of home placement of children, involvement in the Child Welfare and Juvenile Justice Systems, and parental employment. The community conditions will be improved because community members will receive help without taxing government agencies like law enforcement, DHS, and JCS. Fewer children will leave their families and communities for out of home placement and Four Oaks's mission to assure children become successful adults will be more attainable with the ability to start interventions early and provide support to families. Many parents of children with behavioral and emotional disorders are unable to work due to being called at work and having to leave work regularly in order to pick their child up from their "regular" afterschool or summer program due to their child's behaviors causing them to be asked for removal. Whether a parent is working or not, many of them may not have the skills to parent their child adequately or to address their child's mental or emotional needs and may also be addressing their own mental health issues. ii. If applicable, Local Government(s) Four Oaks has not received local government funding from Iowa City or Coralville. b) If the United Way of Johnson County funding is not available and this funding request is not approved, describe the impact of that decision on Agency and the programs/services these funds would have supported. Funding through the United Way and Johnson County has been extremely vital to many children having access to the services of the Iowa City PAL Program due to the instability of families qualifying for child care assistance. Children and families of Johnson County seeking services through the PAL Program have been directly impacted each year that the funding through United Way and Johnson County has decreased. In Fiscal Year 2009, the PAL Program was awarded $37,000 and was able to serve 15 children out of 25 that could not qualify for other funding. In Fiscal Year 2010 and 2011, the PAL Program was awarded 525,000 and was able to serve 12 children out of 24 in 2010 and 8 children out of 21 that could not qualify for other funding. When parents can't afford the program it is disappointing to them that there are services available but they aren't able to take advantage of them. The job market is somewhat stable in Iowa City for educated persons; however, for those with fewer skills there are many people competing for service sector jobs. Through a child's attendance at the PAL Program, the parent is able to have the time needed to seaz arch for employment or maintain their employment. Without this funding many parents would not be able to maintain there employment because they can't afford other child care options or because their child cannot be accepted into another child care center due to their behavioral and mental health needs. Many parents are not sure of how to make changes and are worried for their children. Without this funding there would be a tremendous community impact of young children at risk of being removed from their homes and communities due to their need for emotional and behavioral support. i) If applicable, describe impact if local government funding is unavailable. Four Oaks has not received local government funding from Iowa City or Coralville. c.) How will United Way of Johnson County funding help leverage other revenue for Agency? i) If applicable, how will funding from local government help leverage other revenue? There is not a direct link between the local government funding and the ability to leverage other revenue at this time. Four Oaks feels it is important to use the local government money as efficiently and responsibly as possible in order to build a strong base of services. Agency Accomplishments The United Way and Local Governments work towards making our community a better place to live. Through the 2020 Vision Goals for the Common Good, we will measure our progress towards improving community conditions. Please provide the following information. S. Complete Form D and provide the Performance Measurements used (or will be used) by the Agency to measure results of services toward 2020 Vision Goals. 9. Provide an example of services provided by Agency that a weekly contribution of the following amounts would make possible. This list will be used to encourage giving at workplace campaigns. a) $2.00 per week for one year ($104) • One Pal child's reward for good behavior • Notebooks to allow for parent, PAL and school communication for two PAL children • One snack for a PAL child b) $5.00 per week for one year ($260) • Gas to transport a clients to and from PAL for one day • One parents meal for parents group c) $10.00 per week for one year ($520) • Thirty minutes of one on one mentoring for a child • Recreational or cultural activity for two PAL clients d) $25.00 per week for one year ($1300) • One meal per day for a child • One full-time staff s salary for one hour with benefits • Almost one-half day fee at the PAL Program Required Attachments ®Form A: Salaries & Benefits Chart ®Form B: Client Statistical Data Sheet ®Form C: Budget Information ®Form D: Performance Measurement ®Current Board List with Terms FORM A Agency: PAL Program Check if Applicable Full -Time Current Salary Range Equivalent Per Position (FTEs) Last This Ne Year Year xt Ye Position Paid Leave Health Ins. Retire. ply Youth Counselor I N5D (PT) 19,200 - 26,880 See Above ar Youth Counselor II N5D (PT) 22500 - 31,500 See Above Shift Leader II N5D X x X 26,660 - 37,325 1 1 1 Program Coordinator N5D x X X 31,300 - 43,830 0 1 1 Program Manager X X X 40,850 - 57,190 1 0 0 f TOTAL FTEs 2 2 2 Form D Performance Measurement Agency PAL Program Quantity Quality # of Clients Common Measures (%) (How much did we do?) (How well did we do it?) • # of children served . % of referrals from past clients • # of children by diagnosis . % of referrals admitted to PAL • # of children in Behavior Focused . % of children by diagnosis served Classrooms o % of children discharged that returned to • # of daily attendance a regular daycare setting w • % of children discharged that remained in the home • % of children remaining in Behavior Focused Classrooms upon discharge # of Activities (by type) Activity Specific Measures (%) (Is Anyone Better Off?) • # of Clinical Assessments completed • % of children with BHIS services • # of skill groups offered o % of children with outpatient services • # of parent support groups offered • % of parents attending support groups �• • # of restrictive interventions used offered • # of community based groups offered • % of children with no restrictive • # of clients whose basic needs are being interventions 5 out of 7 days / week met. • % of parents with community supports in place upon child's discharge • % of reports made to DHS for dependent adult or child abuse Additional Comments: Four Oaks quality standards are to improve performance and outcomes to the children and families we serve. Four Oaks is always evolving in our operation toward the agency goal of becoming more outcomes focused, in order to assure that we are meeting our goal of assuring each child and families success. Four Oaks believes that in order for a child and family to achieve their goals they must have their needs met in a holistic manner. In order to assure that a child moves towards stability the following areas must be considered: mental and physical health, family, basic needs, community, and education. It is through the above performance measurements that the Four Oaks Iowa City PAL Program will continue to evolve in its unique delivery of service in Johnson County and assure that the children and families we serve have the best outcomes possible and the most success during their engagement with the agency. Form B Agency: PAL Program Agency summary of clients served during last two years and one projected year unduplicated client count) FY10 IFY11 I FY12 Information/Education Provided Skill Building: individual, Group, Family Direct Services Provided Day Programming, BHIS Services, Family Support Gender Male 34 31 33 Female 11 6 9 Total 45 37 42 Ethnicity Hispanic 4 0 2 Black 14 12 13 Caucasian 18 16 18 Native American 0 0 0 Asian o 0 0 Pacific Islander o 0 0 Other 9 9 9 Total 45 37 42 Age 0-5 9 1 6 6-17 36 36 36 18-29 0 0 0 30-61 0 0 0 62-75 0 0 0 Over 75 0 0 0 Total 45 37 42 Geographic Location Johnson County (Combined, unduplicated) 45 37 Iowa City 25 i7 Coralville 10 s North Liberty 8 6 42 23 9 7 Form C Historical Balance Sheet Agency: Four Oaks (As of Agency's fiscal year-end) FY 2009 FY 2010 FY 2011 Current Assets Cash 3,611,345 4,364,921 5,954,287 Investmentments 41712,392 4,585,119 6,237,192 Receivables<90 days 5,996,768 4,800,000 3,311,477 Total Current Assets 14,320,505 13,750,040 15,502,956 Other Assets Property 151492,515 17,511,786 15,933,992 Equipment 3,951,718 1,843,651 4,117,476 Less Depreciation 10,953,989 9,963,482 10,766,599 Receivables>90 days 300,000 149,923 50,000 Other (describe): 2,848,778 4,0901537 1,674,123 Total Non -Current Assets 11,639,022 13,632,415 11,008,992 Total Assets 25,95%527 27,382,455 26,511,948 FY FY FY Current Liabilities Accounts Payable 1,972,434 31,696,068 2,438,925 Payroll Taxes Payable 0 0 0 Contracts Payable 0 0 0 Mortgage Payable(6) 294,414 286,414 80,053 Total Current Liabilities 2,266,848 3,982,482 2,518,978 Other Liabilities Mortgage Payable Balance Other Total Other liabilities Total Liabilities Equity (Net Worth) Liab + Equity 7,618,667 7,390,107 2,323,971 1,000,000 1,303,243 535,100 80618,667 8,693,350 2,859,071 10,885,515 12,675,832 51378,049 15,074,012 14,706,623 21,133,899 25,959,527 27 382 455 2 511948 o 0 0 0 0 o a O N O 1-I O N Ln 0 to O O 00 C0 to c'ri O 00 r\ d r4 Ln m to r- o ran N a -I :i 00 M } LL O O O O O O O N O 0) O r- in O O O O 00 CO M N Ln Ln r` vim' th r - ri O m m cni r-i d 00 CN th N �-I } LL O O O O C)O O O N � t0l- O M v)- 0) tf1 CD 00 W � al 01 CD' N 00 N 0) to d' T-q r-I Gl CD C4 -I d 00 N th ih N ri ri } Ll.. 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W Oo 00 m N N N ri } LL a O N 00 N 00 O W ONO O Ct LLf kD 0) 0)j tD lD N d O O M M co 00 N Ln 00 N 00 M M N r-I } LL a O 0r0 0000 N 00 a) 0) d' lzt � rn rn M W t-D N N N O 0 W lD d' N N 00 00 06' tl) N N N e-I LL L i L O U O N u Li u � U C m t1A m m ru Q Wu CO C LL f0 > O Q D LL of m o Q O f" 0n N 0 ate++ N -p _: � LL U �— J W J V N } LL O O O O O co v�. e-1 } LL 0 dl M Q. 0CL N _O o QJ $ fl. O O +_' ro :3 > U r a tn _ _ v '0 (3) u y a L i ru fu0 .0 ++ Z c, H 0 0 O m 0 0 0 N } 0 0 0 c� L t G f6 {6 4-8 0 COMMUNITY BOARD MEMBERS 2011/2012 MARK DANIELSON P.O. BOX 2447 IOWA CITY, IOWA 52244 HOME:354-0428 WORK: 338-7551 JANICE BAUMBACK 705 DIANA COURT IOWA CITY IOWA 52240 HOME:337-5898 FAX: 338-6902 danielso,n(@Iefflaw.com 1 8o i!Lbaumback@mchsi.com JUNE 2001 MARK HEFFRON 2663 HILLSIDE DRIVE IOWA CITY, IOWA 52245 HOME: 337-7010 WORK: 248-2239 heffronm@hotmail.com MAR. 2003 JILL WEIGEL GRANTWOOD AEA SITE REGIONAL ADMINISTRATOR 44016TH STREET S.W. CEDAR RAPIDS, IOWA 52404 319-368-5874 JAN WALKER 2743 TRIPLE CROWN IOWA CITY, IOWA 52240 HOME:358-6737 jw,ilkol2oo@yahoo.com OCT. 2.005 'wei el aeal_o.kl2.ia.us JUNE o9 SHARON RAFFENSPERGER 13o8 BROOKWOOD DRIVE IOWA CITY, IOWA 52240 HOME: 351-6995 iaaff@gYva.lon.net SEPTEMBER 2007 01 gLLrr ! ` W 11r CITY OF IOWA CITY Unhed Way of Johnsen County FY13-FY14 Community Impact Funding Application 2020 Vision Goals for the Common Good: please indicate Goal(s) that your agency supports: ❑ Education ® Income ® Health United Way Johnson Count Iowa City Coralville Total Request for Funding FY13 8,610 2000 2000 Total Budget of Total Budget 37,798 23% 375798 5% 37,798 5% This submission was considered and approved by (both signatures and date are required): Signatures: Agency Director date Agency Board President date Johnsonlim r , a -•a aa� United way of Johnson County CITY OF IOWA CITY 2020 Vision Goals for the Common Good For many people in Johnson County, the basic ingredients for a good quality of life are increasingly beyond reach. Six percent of all families are living in poverty and 40% of all households do not earn enough to support their basic living expenses. There are significant preparation gaps for children and youth to succeed in school and be ready for work and life. And health behaviors and limitations to accessing health care continue to create risk for serious health conditions such as diabetes, high blood pressure, heart disease, stroke and cancer. The efforts and expertise of hundreds of people have created a 2020 vision to move the needle in a positive direction on community conditions and measurably improve lives. This work requires collaboration across all sectors — large and small businesses, elected officials and government organizations, nonprofits, academia, the faith community, media, parents and neighbors. Working together we can accomplish things that no organization, no individual, no government, no single sector can accomplish on its own. The stakes are high and the goals are ambitious. Education Improve success for children and youth by decreasing the preparation gaps by 1/3 for school, post -secondary and work. Income Increase by 20% households in Johnson County that are financially stable. Health Increase by 113 the number of children and adults who are healthy and avoiding risk behavior. Submission Submit electronically to: pfields ,unitedwayjc.org Fields for text have a maximum of 2000 characters. Key Dates: REP Process August 5, 2011 Request for Proposal (RFP) packet issued September 30, 2011 Deadline for submission at 4:30 pm h�sot� I r •". [ y CITY OF IOWA CITY United Way of Johnson County Please attach a written summary addressing the following list and reference your responses to their relative numerical order. In responding, please endeavor to furnish the necessary information in a brief but complete manner. If a response is not applicable to the Agency, provide the explanation of omission. Agency Information 1. a) What specific need in the community is Agency addressing? (Describe the extent of the problem, and the major factors in the community contributing to the problem.) 2. a) List and describe the programs and/or services of the Agency that are provided to Johnson County residents that address that need. 3. a) Please complete Salaries & Benefits chart for entire Agency. (Form A) Client Information 4. Provide a succinct, specific description of your primary target population(s). Describe clients as a group in terms of their needs, requirements, and strengths. 5. Please include an unduplicated count of clients you have served for the past two years and one projected year. For your projected and proposed number of clients, please provide a realistic number based on past number of clients served. For example, if Agency does not have the capacity to increase number of clients served, please do not project or propose an increased number of clients. (Form B) Financial Management 6. Complete Form C. 7. a) In detail, describe the Agency need for funding from: i. United Way of Johnson County ii. If applicable, Local Government(s) b) If the United Way of Johnson County funding is not available and this funding request is not approved, describe the impact of that decision on Agency and the programs/services these funds would have supported. i) If applicable, describe impact if local government funding is unavailable. c.) How will United Way of Johnson County funding help leverage other revenue for Agency? i) If applicable, how will funding from local government help leverage other revenue? Agency Accomplishments The United Way and Local Governments work towards making our community a better place to live. Through the 2020 Vision Goals for the Common Good, we will measure our progress towards improving community conditions. Please provide the following information. 8. Complete Form D and provide the Performance Measurements used (or will be used) by the Agency to measure results of services toward 2020 Vision Goals. 9. Provide an example of services provided by Agency that a weekly contribution of the following amounts would make possible. This list will be used to encourage giving at workplace campaigns. a) $2.00 per week for one year ($104) b) $5.00 per week for one year ($260) c) $10.00 per week for one year ($520) d) $25.00 per week for one year ($1300) Required Attachments ®Form A: Salaries & Benefits Chart ❑Form B: Client Statistical Data Sheet ®Form C: Budget Information ®Form D: Performance Measurement ®Current Board List with Terms FORM A Agency Check if Applicable Position Paid Leave Health Ins. Retire. Plan Current Salary Range Per Position $5,688 Full -Time Equivalent (FTEs) Last This Next Year Year Year director .20 TOTAL FTEs Form D Performance Measurement Agency Quantity Quality # of Clients Common Measures (%) (How much did we do?) (How well did we do it?) 100 %- The Free Lunch Program The Free Lunch Program served 35,942 volunteers necver left a guest unfed. meals in the 2010 year. We have served 17,904 meals from January - June 2011; that's 900 above the meal count for c w January - June 2010. w # of Activities (by type) Activity Specific Measures (%) The Free Lunch Program has one (Is Anyone Better Ofj?) function and that is to serve a nutritious 100 % of guests that consumed a meal meal to anyone who feels they are in provided by the Free Lunch Program need of one. were better off. w w w Additional Comments: FREE LUNCH PROGRAM (to accompany FY13 application) Agency Information 1. The Free Lunch Program (FLP) addresses the community's need for a place where persons in need of a noon meal and of a welcoming atmosphere can come to enjoy both. The extent of the problem we address is reflected in the fact that, currently, an average of over 110 meals are served daily ... some days recently up to 170 meals. Factors in the community that contribute to the problems that bring people to Free Lunch are also causing more clients for the Crisis Center, Shelter House, and other agencies serving persons struggling to survive in the current strained economy: poverty, low-income jobs, loss of jobs, paucity of low-cost housing, and high cost of living in the area in general. In addition, many of our guests struggle with mental illness. 2. The Free Lunch Program provides a noon meal Monday through Saturday (except Thanksgiving Day) to anyone who wishes to eat: an open door, a full plate, no questions asked. We also provide, beginning at 8 a.m. 6 days a week, items that clients use to make self -served breakfasts: bread, toaster, peanut butter, jelly, margarine, coffee, creamer & sugar, & water. 3. Form A attached 4. Our target population is those persons living in —or passing through —our community who need a free noon meal. Their strengths lie in taking the initiative and making the effort to come to the Free Lunch dining room between 12-1, the time the meal is served, so that they can take advantage of the help provided there for meeting their nutritional needs and for alleviating economic strain. Being able to get a good meal daily at no cost often helps these folks stretch a very small paycheck or government check far enough to cover basic —but very meager —living expenses. And some are homeless, with a tiny income from collecting cans. Each day several of our guests stay 'til 1:00 so they can take home leftovers — if there are any that day — for a meal later that day for themselves, perhaps at their 2"d or Td-shift jobs, or to help provide food for their families or friends who can't get to Free Lunch midday because of job conflicts or disabilities. They therefore make the effort to extend the economic and nutritional benefits of Free Lunch not only for themselves, but to those whose schedules or physical condition prevent them from coming to the dining room during lunch. 5. Counts of individuals are not taken at Free Lunch. We count meals served. The FLP's FY runs Jan 1 — Dec 30. In the FLP's FY10, 35,942 meals were served. We are on track to serve 36,500 in our FY11. We project the count of meals served in our FY12 will be at least 37,000. 6. Form C attached (Note: The FLP's fiscal year is January thru December.) 7. a .i.&ii. Beyond the work of the director, reimbursed at a rate of less than $5,700 per year, who operates out of her home on her own equipment (the FLP has no office), all the work of the FLP is accomplished by volunteers. Therefore, the FLP director and board strive to support our 35 volunteer serving teams, who are truly the heart of our program. Our concern for Optimum conditions for both our volunteers and our guests inspires our current search for a new location that will provide both ground -level accessibility and adjacent parking. On an everyday basis, our volunteers —over 900 of them —provide some of the food and most of the hospitality that ensure the success of the FLP in meeting the needs of our guests. Our agency provides our teams food and supplies that are essential to serving the meals: • The FLP provides milk for every lunch; cost for milk in 2010 was $4,402. • The FLP obtains food at low or no cost from the HACAP food reservoir in Hiawatha, IA, primarily (when available) basics like pasta, canned vegetables and fruit, canned tomatoes and spaghetti sauce, and canned 100% fruit juices. Most of our teams rely on these food items from our pantry to round out their meals. Over the past year, the amount of food we've been able to obtain through HACAP has declined considerably, and the cost has risen. For instance, in October 2010 we were able to obtain 1,109 pounds of food and paid $21.24 for it. Just this month, September 2011, we were able to order only 696 pounds of food and paid $66.16 for it. (We realize that the resources of HACAP Food Reservoir are strained, too.) • When not available from Table to Table, the local food rescue organization, or food drives, the FLP must purchase coffee. We have needed to purchase coffee for some months now. We make 100 cups of coffee each morning, which usually gets us through the lunch hour. • When not available through HACAP or from food drives, we must purchase peanut butter and jelly. Pb&j are put out each morning at 8; folks come in to make their own breakfasts. Later, some will make pb&j sandwiches to supplement their lunch or to take for the meal break at their jobs. We are still using peanut butter that we were able to purchase at HACAP a while ago, but it's running out. We've had to purchase grape jelly for many months. The FLP also buys non-food items essential to providing the meals, including napkins, foil, and plastic wrap. We pay vendors to make sure equipment needed by the volunteers is available and maintained: the dish sanitizer, 2 refrigerators, an institutional stove, 2 microwaves, 2 freezers, and the toaster and coffee urn. We must meet our increasing monthly financial commitment to the Wesley Foundation for rent and custodial services (which will account for nearly half our program's annual budget in 2011) and to pay insurance and other necessary administrative costs for our organization. Financial help from the United Way, churches, individuals, and foundations is crucial in order for the FLP to provide food and supplies in amounts that make it easier --and in many cases, possible —for our volunteer teams to continue serving meals. 7.b.&b.1 Without the items that the FLP provides, many, if not most, of our teams would not be able to serve. If we lose volunteer teams because of our inability to support them, our board will need to look at cutting back on the number of days we can provide lunch. Our clients often tell us how much they count on us, but if our funding is reduced, we simply can't provide the help many of our teams need in order to continue serving. 7.c.&c.1 Currently, this funding is not used to leverage other funds 8. Form D attached 9. a) $2/week ($104/yr) buys 192 46-oz cans of apple juice from HACAP food reservoir b) $5/week ($260/yr) buys jelly for peanut butter & jelly sandwiches for 6 months c) $10/week ($520/yr) brews coffee for a year d) $25/week ($1300/yr) buys milk for 9 weeks Forms A, C, D, & Board list attached. The FLP does not collect demographic data (Form B) on its clients. Our long-standing policy is: An open door, a full plate, no questions asked. FREE LUNCH PROGRAM BOARD OF DIRECTORS Fall 2011 Ronda Lipsius Board Chair 1820 Dubuque Road --term expires 2011 " Iowa City, IA 52245 Mary Palmberg FLP Director& 1718 Wilson St. Volunteer Coord. Iowa City, IA 52245 Sherri Zastrow Board Vice -Chair 9 S. Mt. Vernon Dr. --term expires 2013 Iowa City, IA 52245 Jeanette Carter Board Secretary 424 Oakland Ave. --term expires 2011 * Iowa City, IA 52240 Cathy Holmes FLP Treasurer 9 Rapid Creek Dr. NE --term expires 2011 * Iowa City, IA 52240 Paul M. Shultz Director, Wesley 120 N. Dubuque St. Foundation Iowa City, IA 52245 Elizabeth Momany Board Member 603 381h Ave. --term expires 2011 Amana, IA 52203 Dorieanna Dewey Board Member 507 E. College St. --term expires 2012 Iowa City, IA 52245 Vicki Curran --term expires 2012 Board Member 1717 Friendship St. Iowa City, IA 52245 Alan Elgar Board Member 1427 Dolen PI --term expires 2012 Iowa City, IA 52246 Dave Caplan --term expires 2012 Board Member 520 Brookland Park Dr. Iowa City, IA 52246 Dick Javes --term expires 2012 Board Member 620 Northwood Drive Iowa City, IA 52245 Linda Schrock Board Member 19 Hummingbird Lane --term expires 2013 Iowa City, IA 52245 Barbara Lange Board Member 906 Sunset St. --term expires 2013 Iowa City, IA 52246 Jane Yoder Short --term expires 2013 Board Member 1705 Angle Road SW Kalona, IA 52247 *Renewing terms Form B Agency: Agency summary of clients served during last two years and one projected year (unduplicated client count) Gender Male Female Total Ethnicity Hispanic Black Caucasian Native American Asian Pacific Islander Other Total 0 0 0 Age 0-5 6-17 18-29 30-61 62-75 Over 75 Total o 01 0 Geographic Location Johnson County (Combined, unduplicated) Iowa City Coralville North Liberty Form C Historical Balance Sheet Agency: Free Lunch Program (As of Agency's fiscal year-end) FY ' 10 FY ' 11 FY ' 12 Current Assets Cash 38,985 34,500 50,573 Investments 10,3361 10,956 0 Receivables<90 days (Total Current Assets 1 49,3211 45,4561 50573 Other Assets Property Equipment 4,400 4,600 4,600 Less Depreciation 2,200 2,300 2,400 Receivables>90 days Other (describe): 1,957 2,085 1,500 Total Non -Current Assets 4157 4385 3700 Total Assets 53478 49841 54273 FY'10 FY'11 FY'12 Current Liabilities Accounts Payable 5,160 5,420 3,150 Payroll Taxes Payable Contracts Payable Mortgage Payable(6) Total Current Liabilities 5160 5420 3150 Other Liabilities Mortgage Payable Balance Other 23,959 24,830 34,648 Total Other Liabilities 23959 24830 34648 Total Liabilities 29119 30250 37,798 Equity (Net Worth) 24,359 19,591 16,475 Liab + Equity 53,478 49,841 54,273 Form C Budget is: (please indicate County Specific Agency Revenues FLP FY10 FLP FY11 Coralville Funding Iowa City Funding Johnson County Funding UWJC Allocation $8,000.00 $8,400.00 UWJC Designations $4,400.00 $4,472.00 Grants -Federal, State, Foundation (EFSP) Membership Dues $3,545.00 $3,545.00 Fees for Services Sales to the Public/Contracts Fundraising Events (Rummage in the Ramp) $515.00 $515.00 Contributions/Donations $16,925.00 $14,350.00 Interest and Investment income *Other $320.00 $350.00 Total Revenue $33,705.00 $31,632.00 Agency Expenses FLP FY10 FLP FY11 Total Salary and Wages $5,688.00 $5,688.00 Benefits $508.00 Administrative (Accounting Services) $555.00 $250.00 Occupancy (rent/phone/Ins/Maint. & Repair) $22,368.00 $231368.00 Other (supplies/food/milk) $7,235.00 $7,297.00 Total Expensest-- $36,354.00 $36,603.00 Fund Balance FLP FY10 FLP FY11 Revenue $33,705.00 $31,632.00 Carryover Balance From Prev Year Total Operating Balance $41,175.00 $74,880.00 $40,578.00 $72,210.00 Less Total Expenses Ending Fund Balance $36,354.00 $38,526.00 $36,603.00 $35,607.00 Less Restricted Balance Carryover Fund Balance $38,526.00 $35,607.00 Bd/Donor/Funder Restricted Funds FLP FY10 FLP FY11 Total Restricted Funds $0.001 $0.00 In -Kind Support: FLP FY10 FLP FY11 Services/Volunteers $112,320.00 $112,320.00 Material Goods (food & supplies) $53,040.00 $56,160.00 Space, Utilities, etc. Other: (please identify) Total In -Kind Support $165,360.00 $168,480.00 Grants FLP FY10 FLP FY11 EFSP (FEMA) $3,545.00 $2,000.00 Total Grants $3,545.00 $2,000.00 Program Specific FLP FY12 58, 610.00 $5,988.00 $2,000.00 $1,000.00 $19,160.00 $101.00 $36,859.00 FLP FY12 $5,688.00 $675.00 $23,411.00 $8,004.00 $37,778.00 FLP FY12$36,859.00 $35,607.00 $72,466.00 $37,778.00 $34,688.00 $34,688.00 IFLP FY12 1 $0.00 1 IFLP FY12 $112,320.00 $56,160.00 1 $168,480.00 1 IFLP FY12 1 $2,000.001 1 $2,000.001 Ak�k A � Tti CITY OF IOWA CITY uplud Way of 10 l"s twnry FY 13 -FY 14 Community Impact Funding Application Agency: Iowa City Free Medical Clinic/Dick Parrott Free Dental Clinic Director: Sandy Pickup & Barbara Vinograde Board President: Adam Case Requestor: Sandy Pickup Phone: 319-337-9727 Email: spickup@freemedicalclinic.org Mailing Address: 2440 Towncrest Drive Iowa City, IA 52240 Website: www.freemedicalelinic.org Year Org Established: 2020 Vision Goals for the Common Good: please indicate Goal(s) that your agency supports: ❑ Education ® Income ® Health United Way Johnson County Iowa City Coralville Total Request for Funding FY13 110,000 110,000 8,000 3,000 Total Budget 411,800 411,800 41100 411,800 of Total Budget 27% 27% 2% 1% This submission was considered and approved by (both signatures and date are required): Signatures: Agency Director date Agency Board President date Johnson 1 i ui rot ""'�.✓V� united Way of Johnson Cwory CITY OF IOWA CITY 2020 Vision Goals for the Common Good For many people in Johnson County, the basic ingredients for a good quality of life are increasingly beyond reach. Six percent of all families are living in poverty and 40% of all households do not earn enough to support their basic living expenses. There are significant preparation gaps for children and youth to succeed in school and be ready for work and life. And health behaviors and limitations to accessing health care continue to create risk for serious health conditions such as diabetes, high blood pressure, heart disease, stroke and cancer. The efforts and expertise of hundreds of people have created a 2020 vision to move the needle in a positive direction on community conditions and measurably improve lives. This work requires collaboration across all sectors — large and small businesses, elected officials and government organizations, nonprofits, academia, the faith community, media, parents and neighbors. Working together we can accomplish things that no organization, no individual, no government, no single sector can accomplish on its own. The stakes are high and the goals are ambitious. Education Improve success for children and youth by decreasing the preparation gaps by 113 for school, post -secondary and work. Income Increase by 20% households in Johnson County that are financially stable. Health Increase by 113 the number of children and adults who are healthy and avoiding risk behavior. Submission Submit electronically to: fin eldsAunitedwayjc.org Fields for text have a maximum of 2000 characters. Key Dates: RFP Process August 5, 2011 Request for Proposal (RFPpacket issued September 30, 2011 Deadline for submission at 4:30 pm Johnson. , r m,t� • `f . =91 CITY OF IOWA CITY United Way of Johnson County Please attach a written summary addressing the following list and reference your responses to their relative numerical order. In responding, please endeavor to furnish the necessary information in a brief but complete manner. If a response is not applicable to the Agency, provide the explanation of omission. Agency Information 1. a) What specific need in the community is Agency addressing? (Describe the extent of the problem, and the major factors in the community contributing to the problem.) While Iowa City Free Medical Clinic/Dick Parrott Free Dental Clinic (FMC/FDC) addresses "education" and" income" needs indirectly, "health" is the specific community challenge we are most suited to treat. Baseline information reported in the "Johnson County Community Indicators" report clearly demonstrates problems with access and appropriate utilization of health care services. FMC/FDC has long provided access for those who were unable to afford health insurance or had no other place to turn for treatment of acute and chronic health problelms. 2. a) List and describe the programs and/or services of the Agency that are provided to Johnson County residents that address that need. FMC/FDC is an ambulatory medical clinic. Patients are treated for acute or chronic health concerns. Lab, pharmacy and specialty services (e.g. podiatry, ENT, gynecology, ophthalmology) are available. Care management is provided to all patients treated at FMC for chronic illness such as diabetes, hypertension or asthma. Dental services include x-ray, extraction, and fillings as well as hygiene. Financial assistance is available for eyeglasses, hearing aids, medications and medical supplies. Referrals are made to other local providers for services FMC is unable to provide. Often referrals made by FMC are discounted to the patient or free of charge. 3. a) Please complete Salaries & Benefits chart for entire Agency. (Form A) Client Information 4. Provide a succinct, specific description of your primary target population(s). Describe clients as a group in terms of their needs, requirements, and strengths. 92 % of FMC/FDC patients are uninsured or waiting to be seen in the IowaCare program and are between 18-64 years of age. 27% of patients have a chronic health problem. 92 % of Johnson County residents live in the Iowa City/Coralville area and 8% live in North Liberty, or smaller Johnson County towns. 5. Please include an unduplicated count of clients you have served for the past two years and one projected year. For your projected and proposed number of clients, please provide a realistic number based on past number of clients served. For example, if Agency does not have the capacity to increase number of clients served, please do not project or propose an increased number of clients. (Form B) Financial Management 6. Complete Form C. 7. a) In detail, describe the Agency need for funding from: i. United Way of Johnson County ii. If applicable, Local Government(s) FMC/FDC relies heavily on local funding for general operating costs, including salaries, liability insurance, utilities and mortgage payments. All FMC/FDC programs and services are linked to this funding. With these funds staff are able to leverage hundreds of thousands of dollars of in -kind and financial contributions which in turn allow FMC/FDC to provide services to over 2500 patients annually. b) If the United Way of Johnson County funding is not available and this funding request is not approved, describe the impact of that decision on Agency and the programs/services these funds would have supported. i) If applicable, describe impact if local government funding is unavailable. If UWJC or Johnson County funding were unavailable FMC/FDC would be unable to operate at our current level. I would see the clinic remaining open but possibly one or two evenings a week with all volunteer medical staff and one or two paid staff. We would not be able to see patients with chronic health problems because there would be no way to do adequate follow- up. c.) How will United Way of Johnson County funding help leverage other revenue for Agency? i) If applicable, how will funding from local government help leverage other revenue? The largest contributions leveraged by UWJC & govt dollars are the in -kind contributions staff is able to procure. For the cost of paying someone for a few hours a week, thousands of dollars of medications are obtained free of charge from drug companies and the state medication recycling program. The volunteer coordinator recruits and trains highly skilled professional medical as well as non medical volunteer staff, without whom we would be unable to see the large numbers of patients that come through our doors. Grant opportunities are more available to an established and successful organization, which FMC/FDC has become thanks local support. Agency Accomplishments The United Way and Local Governments work towards making our community a better place to live. Through the 2020 Vision Goals for the Common Good, we will measure our progress towards improving community conditions. Please provide the following information. 8. Complete Form D and provide the Performance Measurements used (or will be used) by the Agency to measure results of services toward 2020 Vision Goals. 9. Provide an example of services provided by Agency that a weekly contribution of the following amounts would make possible. This list will be used to encourage giving at workplace campaigns. a) $2.00 per week for one year ($104) 40 quickstrep tests b) $5.00 per week for one year ($260) 4 patient visits (including labs and medications) c) $10.00 per week for one year ($520) will stock the pharmacy for over a month d) $25.00 per week for one year ($1300) will provide 35 prescription vouchers Required Attachments ®Form A: Salaries & Benefits Chart ®Form B: Client Statistical Data Sheet ®Form C: Budget Information ®Form D: Performance Measurement ®Current Board List with Terms FORM A Agency Free Medical/Dental Clinic Check if Applicable Position Paid Leave Health Ins. Retire. Plan Current Salary Range Per Position Full -Time Equivalent FTES Last Year This Year Next Year Co -Director X X X 41,844 2 2 2 Medical Director X 46.36 per hr .34 .34 .34 Case Manager X X X 35,568 1 1 1 Office Coordinator X X X 10 - 12 per hr 1 1 1 Volunteer Coordinator X X X 13-14 per hr 1 1 1 Pharmacy Assistant X X X 10-12 per hr .63 .65 .65 Office Assistant X X X 11.21 per hr .5 .5 .5 Dental Assistant 10-10.25 per hr .08 .13 .13 Nurse X 16.75 per hr .39 .5 .5 TOTAL FTEs 6.9 4 7.1 2 7.12 Form D Performance Measurement Agency Free Medical/Dental Clinic Quantity Quality # of Clients Common Measures (%) (How much did we do?) (How well did we do it?) Treat 300 patients with chronic illness 100% will be offered dietary counseling100% will be offered flu vaccine 100 % will have annual lipid panel and/or HbA l c w w Provide dental services to 200 patients 30% of dental patients will receive preventive hygiene # of Activities (by type) Activity Specific Measures (%) 100 patients with chronic disease will (Is Anyone Better Off?) change their eating habits 10 % of patients will achieve good BMI 300 patients will receive flu vaccine 80% of patients will avoid illness 300 patients will get lab results 50% of patients with diabetes will maintain good blood sugar levels 60 dental patients will have their teeth 80% of dental patients will learn better w cleaned 2 times a year hygienge, floss and brush daily Additional Comments: FMC/FDC is a 40 year old community resource that has always believed that access to health care services is a basic right. Providing families with affordable health care (sometimes it does need to be free) will help reduce the gaps between wages and cost of living. Employer provided health insurance is no longer a given. Unemployment and under -employment may increase the likelyhood that stress related health conditions will occur. FMC/FDC srtives, along with other UWJC agencies to help families avoid a downward spiral, or look up and experience opportunities to improve their lives. Form B Agency: I Free Medical/Dental Clinic Agency summary of clients served during last two years and one projected year (unduplicated client count) FY10 FY11 FY12 Information/Education Provided unknown unknown Direct Services Provided 2590 2491 2570 Gender Male 1252 1188 1224 Female 1338 1303 1342 Total 1 25901 2491 2566 Ethnicity Hispanic 718 717 739 Black 427 433 446 Caucasian 1227 1119 1153 Native American 6 13 13 Asian 97 84 87 Pacific Islander 0 0 0 Other 115 125 129 Total 2590 2491 2566 Age 0-5 22 19 20 6-17 87 77 79 18-24 424 405 417 25-44 1196 1120 1154 45-64 780 785 809 Over 65 81 851 88 Total 2590 2491 2566 Geographic Location Johnson County (Combined, unduplicated) 2043 1979 2038 Iowa City 1559 1469 1513 Coralville 301 3181 328 North Liberty 113 94 97 Form C Iowa City Free Medical/Dental Clinic Historical Balance Sheet (As of Agency's fiscal year-end) FY 09 FY 10 FY 11 jun 3u, ue Jun 30, 10 Jun 30, 11 ASSETS unaudited Current Assets Total Checking/Savings 22,171 6,616 Accounts Receivable 9,522 16,533 343 343 Board Reserved Funds 178,415 149,491 126,893 Prepaid insurance 119,510 15,163 15,163 Total Current Assets 336,629 171,613 151,921 Fixed Assets Building and land 0 403,971 403,971 Furniture & Equipment 84,246 89,946 Less Accumuated Depreciation 89,946 -59,253 -59,253 -59,253 Total Fixed Assets 24,993 434,664 434,664 Other Assets Investment in Community Foundation 30,000 Leasehold improvements 30,000 30,000 95,627 95,627 95,627 Total Other Assets 125,627 125,627 125,627 TOTAL ASSETS 487,249 731,904 712,212 LIABILITIES & EQUITY Current Liabilities Accounts Payable 7,200 4,784 3,844 Credit Cards 197 194 64 Real estate tax proration Deferred Revenue 0 13,190 13,190 Payroll Liabilities 0 0 0 34,358 28,474 28,213 Total Current Liabilities 41,755 46,642 Long Term Liabilities 45,311 Mtg. pay. -Iowa City/CDBG 90,772 Mortgage payable-HBT 90,772 90,772 Loan payable -City I.C.-due 2019 0 260,000 260,000 31,500 31,500 31,500 Total Long Term Liabilities 122,272 382,272 Total Liabilities 382,272 164,027 428,914 427,583 Equity Fund Balance 337,758 323,222 302,990 Net Income -14,536 -20,232 -18,361 Total Equity 323,222 302,990 284,629 TOTAL LIABILITIES & EQUITY 487,249 731,904 712,212 O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O o 0 O O O O O O in V). i/} O O O O O 00 O O O a) N O O I- 00 M 00 O O N lD a1 -ce N l0 rl i/i- in. rl rl rl M u1 1.0 ih ih rl rl rl n i/} i/} i/} M ri } LL 0 0 0 0 0 0 0 0 0 0 0 0 0 0 O O O O O O O O O O O O O O 0 0 0 0 0 0 0 0 0 0 0 0 0 0 O O u1 O O O ih V)- O O O O u1 O u) I- O O 01 N u1 O u1 M N r- al O N cr 6 M N l0 & i/)- •V). 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O O }' rp ma 3 > C7 — a1 io u _1 V) \ +' Q v "a a) ru E c i U Qj i E of Y U N 0 i ro r0 t ul U +�+ N G N 0 N o O 00 O O O O O O O 0 0 0 0 0 O O O O O o o Ln Rt rn lD L6 N fM lD r-I -tn -Ln ri m 4/? qj)- V). m ri O O O O O O o 0 O o 00000 O O O O O Ln O o R* as Lf V o m m r-I ih Ql ri N V} r! i/) (N in i/)- N c-i L.L O O O O O O O O O O O u'1 O 00 m O i- ri 3 In Ln i- lD Ql o0 u1 "Z Q1 M O R* 00 c-I ri } CA L. 0 � U V) 0 u 4 0 - O V) C 4-M L ++ U UA L Vr co cu C7 E U O F- Joii,nson r CITY Or IOWA CITY United Way of Wh County FY13-FY14 Community Impact Funding Application Agency: MECCA SERVICES Director: Ronald Berg Board President: Michael Flaum Requestor: Berg Phone: FRonald ) 351-4357 Email: rg@meccaia.com Mailing Address: 430 Southgate Avenue, Iowa City, IA 52240 Website: www.meccaservices.com Year Qrg Established: 1969 2020 Vision Goals for the Common Good: please indicate Goal(s) that your agency supports: ❑ Education ❑ Income ® Health United Johnson Iowa City Coralville Way Count Total Request for Funding FY13 57,090 350,000 20,000 1,710 Total Budget 8,293,790 8,293,790 8,293,790 8,293,790 % of Total Budget 0.7% 4.2% 0.24% 0.02% This submission was considered and approved by (both signatures and date are required): Signatures: Agency Director .? date Agency Boafd President date Johmon tunX t CITY OF 101VA CITY United Way of Johnson County Please attach a written summary addressing the following list and reference your responses to their relative numerical order. In responding, please endeavor to furnish the necessary information in a brief but complete manner. If a response is not applicable to the Agency, provide the explanation of omission. Agency Information 1. a) What specific need in the community is Agency addressing? (Describe the extent of the problem, and the major factors in the community contributing to the problem.) According to the National Survey on Drug Use and Health in the United States, 23.6 million or 9.6 percent of persons aged 12 or older needed treatment for an illicit drug or alcohol use in 2006. Of these, about 4 million persons aged 12 or older or 1.6 percent of the population received some kind of treatment for a problem related to the use of alcohol or illicit drugs. Therefore, 19.6 million persons or 8 percent of the population aged 12 or older who needed treatment for an illicit drug or alcohol use problem did not receive treatment. In Johnson County, with a population of around 125,000, this translates to about 12,000 people in need of treatment annually, but with only 2,000 that actually receive it. This leaves about 10,000 people in Johnson County every year that do not get the treatment they need to lead healthier lives. The presence of a large college population also tends to create a more permissive attitude towards the use of alcohol among students and other populations. According to the same survey, young adults aged 18 to 22 enrolled full time in college were more likely than their peers not enrolled full time (i.e., part-time college students and persons not currently enrolled in college) to use alcohol in the past month, binge drink, and drink heavily. 2. a) List and describe the programs and/or services of the Agency that are provided to Johnson County residents that address that need. MECCA provides a continuum of programs and services for the treatment and prevention of substance abuse, mental health, and other behavioral health concerns. All services are confidential and offered to anyone regardless of age, race, gender, religion, sexual orientation, ethnicity, or income. Substance Abuse Treatment: Successful treatment for substance abuse does not occur in isolation from other essential services. Therefore, our philosophy for the treatment of substance abuse and co-occurring disorders is the "continuum of care." A comprehensive continuum of community -based care includes these services: Evaluation and assessment Family Services Adolescent Outpatient Adult Outpatient Residential (Inpatient) Day Treatment Continuing Care Halfway House Transitional housing Case Management Services Detoxification services Substance Abuse Prevention: Prevention services provided in Johnson county include a wide range of evidenced -based programs, presentations and trainings available to schools, parents, coalitions, businesses and communities. The role of prevention is to create healthy communities by establishing the following conditions: • Healthy environments at work and in schools • Supportive communities and neighborhoods • Positive connections with families and friends • Drug and crime free neighborhoods Services include: Community Coalitions Parent/Family Education School -Based Services for Faculty and School Staff Site Based (high hchool) Counselors Workplace Services Early Intervention Services (EIS) 12 Hour OWI Course Additional MECCA Programs and Services: We offer a range of other services including Problem Gambling, HIV/AIDS, Case Management, Co -Occurring Disorder Services, OWI treatment program, and Drug Testing services. 3. a) Please complete Salaries & Benefits chart for entire Agency. (Form A) Client Information 4. Provide a succinct, specific description of your primary target population(s). Describe clients as a group in terms of their needs, requirements, and strengths. MECCA treatment services primary target population is low to very low income clients. They typically enter treatment while dealing with other issues or complications due to legal infractions, unemployment or underemployment, unstable housing, childcare and transportation barriers or lack of health insurance. The strength of this population is that they have considerable motivation MECCA, to improve their lives and circumstances by the time they reach MECCA prevention services place a heavy emphasis on early intervention and prevention education programming for youth. In both urban and rural settings, we target youth of all ages. This population is important to our programming because a majority of alcohol, tobacco and other drug addictions begin during the teenage years. The strength of this group is that most have not yet developed an addiction and they are better able to adopt healthy attitudes and behaviors. ICARE: ICARE currently provides services for persons who are HIV positive and HIV negative. This population includes concerned others, hard -to -reach populations, minorities, and injecting drug users. Many of these people must also deal with other issues such as unemployment or under -employment, unstable housing, childcare, food, transportation and lack of health insurance. Site -based Counselor services: MECCA provides direct prevention counseling and referral services at four Johnson County High Schools. Adolescence is a pivotal time for making healthy decisions and there is a strong need for direct, confidential services that are accessible to this age group. Jail -based Services: MECCA provides substance abuse assessment services at the Johnson County Jail to individuals charged with Operating While Intoxicated (OWI), or other substance -related charges. Services are provided to indigent individuals residing in or recently released from the Johnson County jail, as ordered by file court. 5. Please include an unduplicated count of clients you have served for the past two years and one projected year. For your projected and proposed number of clients, please provide a realistic number based on past number of clients served. For example, if Agency does not have the capacity to increase number of clients served, please do not project or propose an increased number of clients. (Form B) Financial Management 6. Complete Form C. 7. a) In detail, describe the Agency need for funding from: i. United Way of Johnson County ii. If applicable, Local Government(s) i - MECCA's state public health dollars are capped so they do not increase proportionate to the number of clients served. If we serve more people in any given year the funding amount does not change accordingly. However, in the reverse, if we serve fewer people, we are subject to reductions in funding. Consequently, like many other non -profits, we struggle to find unrestricted funds to sustain essential operational, administrative and programmatic functions. These services include information and referral services for families, pre and post treatment services, supplemental rental assistance for transitional housing, HIV / AIDS supportive services, and detoxification services. United Way's Community Impact funding provides the funds that allow us to maintain direct services not funded through public health dollars, when costs exceed the cap, restrcited funding, or for other unbudgeted expenses. ii - Need for local funding — Like UWJC funding, local government money provides unrestricted funds that allow us to maintain a number of core administrative and services functions including detoxification and rental assistance among others that the state does not cover. Local funding also sends the message to our community that these services are needed and valued by our community. b) If the United Way of Johnson County funding is not available and this funding request is not approved, describe the impact of that decision on Agency and the programs/services these funds would have supported. i) If applicable, describe impact if local government funding is unavailable. Lack of UWJC funding would greatly restrict our ability to provide infonnation and referral services for families, pre and post treatment services, supplemental rental assistance for transitional housing and detoxification services. Information services include staff time to field calls from those the community seeking information about substance abuse services. Phones are staffed 24 hours a day, seven days a week, allowing round the clock, free, public access to substance abuse prevention and treatment information. MECCA received an average of 152 calls per month in FYI I from the public seeking information about substance abuse and our services for a total of 1,833 calls in FYI 1. No other funding source covers the cost of this service. These services also include staff time to field information requests via MECCA's public website. MECCA's website www.meccaservices.com provides information about our prevention and treatment services along with additional informational resources available to any community member. The website is staffed by a MECCA employee who responds to emails and forwards requests to MECCA staff as appropriate. 96 requests for information via MECCA's public website were received and responded to in FYI 1. No other funding source covers the cost of this service. Impact on services if local funding is not available — MECCA operates the only stand alone detoxification service in Johnson County. Detoxification servcies would be eliminated entirely without local funding dollars. This would, in turn, force residents in need of emergency detoxification services to either go to the emergency room at the U of I hospital, Mercy Hospital or end up in local ,jails. All of these alternatives are more expensive and strain local resources. c.) How will United Way of Johnson County fimding help leverage other revenue for Agency? i) If applicable, how will funding from local government help leverage other revenue? Although we have been successful at securing funding (primarily for prevention programs and services) without match requirements, we are looking to diversify our funding resources as a part of a larger strategy to secure multi -year funding through matching grants from a variety of sources. This diversification will include funding for both treatment and prevention programming. Leveraging other revenue with local funding — MECCA is able to leverage additional funding to Johnson County through Iowa Dept. of Public Health, County Substance Abuse Programs; Federal, Drug Free Communities as well as local match from Empowerment funds. The ability to leverage these funds helps stretch each dollar to have maximum impact. We will take advantage of having established successful programs from local funds to leverage additional funding. For example, we are looking to build on our collaboration with Johnson County Housing Trust Fund to create a more sustainable Rental Assistance Program. Agency Accomplishments The United Way and Local Governments work towards making our community a better place to live. Through the 2020 Vision Goals for the Common Good, we will measure our progress towards improving community conditions. Please provide the following information. 8. Complete Form D and provide the Performance Measurements used (or will be used) by the Agency to measure results of services toward 2020 Vision Goals. 4. Provide an example of services provided by Agency that a weekly contribution of the following amounts would make possible. This list will be used to encourage giving at workplace campaigns. a) $2.00 per week for one year ($104) $2 / week pays for 10 hours of childcare for parents in treatment. Childcare is a very common barrier to treatment for many single -parents with limited incomes and other resources to fall back on. For these parents, one hour of childcare is equal to one hour of treatment. b) $5.00 per week for one year ($260) $5 / week pays for one "starter kit" to new families moving in to the transitional housing program. This kit includes complete dinnerware and bedding w/ pillows for a household of four, which they can keep. c) $10.00 per week for one year ($520) $10 / week pays for weekly Healthy Relationships group sessions for women in recovery dealing with physical and emotional abuse issues. d) $25.00 per week for one year ($1300) $25 / week pays for one uninsured client with enough medications for one full year. Required Attachments ®Form A: Salaries & Benefits Chart ®Form B: Client Statistical Data Sheet ®Form C: Budget Information ®Form D: Performance Measurement MCuirent Board List with Terms FORM A Agency MECCA Check if Applicable Position Paid Leave Health Ins. Retire. Plan Current Salary Range Per Position Full -Time Equivalent FTEs Last Year This Year Next Year Childcare Provider X 9.00 -11.70 .75 0 0 Recovery Assistant Full- time Full- time X 9.50 -13.30 9.35 9.8 9.8 Secretary Full- time Full- time X 10.25 - 14.35 4.7 4.4 4.4 Accounting Tech I X X X 10.25 -14.35 2.0 3.0 3.0 Accounting Tech II X X X 12.00 -16.20 2.0 2.0 2.0 Admissions Rep X X X 12.00 -16.20 1.0 0 0 Drug Monitoring Tech X 10.25 -14.35 .25 .25 .25 1 Init Clerk X X X 10,25 -14.35 1.0 0 0 Facilities Specialist X X X 12.00-16.20 1.0 1.0 1.0 Executive Assistant X X X 15.00 - 22.00 2.0 1.0 1.0 Financial Oper Supervisor X X X 30,000-42,000 1.0 1.0 1.0 Drug Monitoring Coordinator X X X 30,000-42,000 1.0 1.0 1.0 Case Manager X X X 30,000 - 42,000 1.5 1.5 1.5 Gambling Education Coor. X X X 30,000-42,000 1.5 1.0 1.0 Office Manager X X X 30,000 - 42,000 1.0 1.0 1.0 Computer Support Tech X X X 32,000 - 44,800 1.0 1.0 1.0 Facilities Coordinator X X X 32,000 - 44,800 1.0 1.0 1.0 ]CARE Program Coordinator X X X 32,000 - 44,800 1.25 1.20 1.20 Site -Based Counselor X X X 32,000 - 44,800 4.0 3.6 3.6 Prevention Specialist X X X 28,000- 39,200 0.0 2.0 2.0 Prevention Project Coord X X X 30,000 - 42,000 5.5 4.0 4.0 Gambling Counselor X X X 30,000-42,000 .5 0 0 Outpatient Counselor X X X See below 9.875 9.275 9.275 Residential Counselor X X X See below 4.0 4.0 4.0 Synchrony Counselor X X X See below 1.6 1.6 1.6 Events &Volunteer Coor X X X 34,000 - 47,600 1.0 0 0 Admissions Coordinator X X X 34,000 - 47,600 1.0 1.0 1.0 Network Technician X X X 34,000 - 47,600 1.0 0 0 Services Coor X X X 36,000 - 50,400 2.0 g g FGrantordinator X X X 36'000-50,400 1.0 I.0.0 g Coordinator X X X 36,000 - 50,400 p.p 1.0 1.0 p 0 Training Coordinator X X X 36,000 - 50,400 0 0 Fund Development Manager X X X 36,000 - 50,400 1.0 1.0 Nurse X X X 40,000 - 58,000 4.75 4.75 4.75 Prevention Manager X X X 40,000 - 58,000 1.0 1.0 0 0 Staff Accountant X X X 40,000 - 58,000 1.0 1.0 Clinical Manager X X X 45,000 - 55,250 3.0 3.0 3.0 Network Administrator X X X 45'000 - 65,250 1.0 1.0 1.0 Quality Manager X X X 45,000 - 65,250 1.0 1.0 1.0 1.0 Regional Director X X X 50,000 - 72,000 1.0 1 0 Performance Imprvmnt Mgr X X X 50,000 - 72,000 1.0 1.0 1.0 Chief Financial Officer IT Manager X X X X X X 55,000 - 82,500 55,000 - 82,500 1.0 1.0 I.0 1.0 1.0 1.0 Clinical Director Human Resom ces Manager X X X X X X 55,000 - 82,500 55,000 - 82,500 1.0 1.0 1.0 1.0 1.0 1.0 Physician's Assistant X X X 55,000 - 82,500 .3 p 0 Vice President X X X 62,000 - 93,000 2.0 1.0 1.0 Chief Executive Officer X X X 75,000 - 112,500 1.0 1.0 1.0 FTEs TOTAL 87.825 77.175 77.175 Form B Agency: MECCA Agency summary of clients served during last two years and one projected year (unduplicated client count) FY10 FY11 FY12 Information/Education Provided 12,434+ 12,500+ 12,575 Direct Services Provided 3,007 3,100 3,200 Gender Male 2,104 2,154 2,200 Female 903 946 1,000 Total 3,007[_3,10013,200 Ethnicity Hispanic 191 205 218 Black 499 514 537 Caucasian 2,210 2,229 2255 Native American 39 54 64 Asian 48 64 78 Pacific Islander Other 20 34 48 Total 3,007 3,100 3200 Age 0_5 260 281 295 6-17 1,013 1,045 1065 18-29 975 997 1035 30-61 757 770 790 62-75 2 7 15 Over 75 Total 1 3,007 3,100 3200 Geographic Location Johnson County (Combined, unduplicated) 3007 3100 3200 Iowa City 2057 2121 2300 Coralville 5941 6121 740 North Liberty 132 136 160 Form C Historical Balance Sheet Agency MECCA (As of Agency's fiscal year-end) FY09 FY10 FY11 Current Assets Cash 424,457 798,584 748,203 Investmentments Receivables<90 days 755,209 783,616 667,616 Prepaid & unconditionals 236,906 84,689 71,857 Total Current Assets 1,416,572 1 1,666,8891 1,487,676 Other Assets Property 6,063,949 6,078,742 6,080,542 Equipment 1,601,889 1,699,226 1,742,138 Less Depreciation 2,400,899 2,580,678 2,853,274 Receivables>90 days Other (describe): Intagiable Asset - Bond 43,332 Total Non -Current Assets 5,264,939 5,197,290 5,012,738 Total Assets 6,681,511 6,864,179 1 6,500,414 FY09 FY10 FY11 Current Liabilities Accounts Payable 1,000,548 862,487 904,129 Payroll Taxes Payable Contracts Payable Mortgage Payable(6) 191,710 102,397 191,848 Total Current Liabilities 1,192,258 964,884 1,095,977 Other Liabilities Mortgage Payable Balance 4,019,470 4,156,462 4,964,457 Other Total Other Liabilities 4,019,470 4,156,462 4,964,457 Total Liabilities 5,211,728 5,121,346 6,060,434 Equity (Net Worth) 1,469,783 1,742,833 439,980 Liab + Equity 6,681,5111 6,864,1791 6,500,414 Q U U LU 2 a m U H u 0 0 o p 0 LT Ln vi o l" o r1 0 0 Ol o Ln 1l n N p to O 1� 0 0 0 0 .-a N CO O N t\ tO O O 1: M n a 00 ri N fh f, v► N Ln Ln t/i. 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L CL y LL N ; O h0n c Of O �CU 0 J W J V C) LLn O 00 01 rl d' Vim? t4 M m Ln d' O W 0) f- d' r-I' t/T N ti LL 01 u1 d O o0 Ot i� ct e-1 to tD N V). v} r-I rl ri L}L Vi a C 3 LL M OJ u -W fu N C Gl c C 'o N u O a U C N 0 0 t aj m O j Ln Ln N N N N M O O N N t4 IA- N rt rl rl rl r'i ri rl Z t N +' o +U+ C a. t 0i N a 7 C -0 to w t/1 a? o 2 in a a+ C 7 > l7 w to n = a m c u O F- rq � � 00 d; N NO r. ri 00 N n O �-1 M U! m } LL d d 00 d IV tD 1� ri 00 H tD 00 rl M Cf to V} 4A N r}l G. H N M �00 N tD f\ ri 00 00 P- rr-I tD 00 ri M d H r-I LL to C_ E m LD E Q1 O a 06 c C C C m N C � L C7 _ > m M Q1 N ►+ Form D Performance Measurement Agency MECCA SERVICES Quantity Quality # of Clients (How much did we do?) Common Measures (%) (How well did we do it?) 1.984 received evaluation services MECCA began implementation of "Pro- 2.435 received residential treatment filer as its primary client record services management system database for 3. 10,698 received prevention and substance abuse treatment in FYI land education services will complete by Jan. 2013. This system 4. 1,736 received problem gambling is certified by the Certification prevention and education services Commission for Health Information Technology (2011) as an Ambulatory 0 5. 1,095 received extended and intensive outpatient (SA and Gambling) Electronic Health Record (EHR) and W6.48 received halfway house treatment Behavioral Health system.* services 7. 165 received HIV / AIDS case ingt• MECCA Prevention Services utilizes and other support services Minimum Data Set (MDS) and Database 8. 59 received detoxification services Builder web based systems to collect, 9.221 received EAP health services report and evaluate prevention and education data. (Synchrony) In FYI 0, 15,441 persons received treatment, prevention and other health services through MECCA in Johnson County. # of Activities (by type) Activity Specific Measures (%) (Is Anyone Better Off?) 1. Evaluation and assessment services 2. Residential treatment services 1. FY10 data for admission and discharge 3. Prevention and education services rates are consistent with statewide 4. Problem gambling prevention and averages. Primary data comparison is W education services between admitted clients to those who w5. Extended and intensive outpatient completed treatment plans. (SA and Gambling) 6. Halfway House treatment services 2. FY10 data confirms projected delivery 7. HIV / AIDS case managent and other of services with expected results. Data support services support compliance with all contract 8. Detoxification services requirements and satisfactory delivery of 9. EAP health services (Synchrony) services to targeted populations. Additional Comments: * Due to the State of Iowa's discontinuation of its client Substance Abuse Reporting System (SARS) at the end of FYI 0, MECCA has begun implementation of "Pro -filer" as its primary client record management system database. This system is certified by the Certification Commission for Health Information Technology (2011) as an Ambulatory Electronic Health Record (EHR) and Behavioral Health system. Pro -filer will eliminate duplicatation of records and enable MECCA to remain in compliance with new federal regulations for Healthcare Reform expected by 2014. MECCA expects the transition from SARS to Pro -Filer to be completed by Jan. 2013. Because client numbers are still being transferred from one system to the other, MECCA can more accurately project client numbers for FYI based on FYI data for Johnson County. 1 2011 MECCA Board of Directors Michael Flaum [2011 ], Chair U of I Carver College of Medicine Psychiatry Research/MEB 1401 Iowa City, IA 52242 Represents: University of Iowa 353-4340 (0) 330-3599 (C) mchael-flaumna.0 iowa.edu Quality Improvement & Assurance committee Susan Hauer [20131, Vice -Chair 626 Oakland Avenue Iowa City, IA 52240 Represents: University of Iowa 335-3442 x884 (0) 338-6161 (H) susan-hauerOu Iowa. edu Executive, Human Resource, Quality Improvement & Assurance committee Verne Nelson [20121, Treasurer 3439 Tulane Court Iowa City, Iowa 52245 Represents: Retired Business Community (CPA) 351-4550 (H) 331-5140 (C) veme.nelson a mchsi.com Executive, Finance and Audit committee Dorothy Maher [20141, Secretary 836 West Side Drive Iowa City, IA 52246 351-2784 dorothy.maher@mchsi.com Bill Nusser [20111, 508 River Street Iowa City, IA 52246 Represents: Business Community 351-0333 (0) 354-9136 (H) billnusser@gwestoffice.net Mark Behlke [2013] Int. DNA Technologies, Inc. 1710 Commercial Park Coralville, Iowa 52241 Represents: Community 626-8432 (0) 354-0264 (H) mbehlke(@jdtdna.com Quality Improvement & Assurance committee Rev. 2/16/11 Steve Davis [2011 ] Washington County Board of Supervisors Washington County Courthouse; PO Box 889 Washington, Iowa 52353 Represents: Washington County 653-7713 (0) 658-2813 (H) (C) sdavis a,co.washineton.ia.us Finance, Audit committee Linda Yoder [2012] P.O. Box 126 Marengo, Iowa 52301 Represents: Iowa County 642-5642(H) berryhill jowatelecom.net Quality Improvement & Assurance committee Denise Suess [2013] 13215 Pineview Drive Clive, Iowa 50325 Represents: Community 515-222-0775 (0) 515-556-2556 (C) baxterl0l@aol.com Human Resource committee Sally Stutsman [2012] Johnson County Board of Supervisors 913 S. Dubuque Iowa City, Iowa 52240 Represents: Johnson County 356-6000 (0) sstutsma@cojohnson.ia.us Quality Improvement & Assurance committee Vacant [2013] Committee Vacant[20131 committee Vacant [20111 Represents: Committee r •'fi CITY OF IOWA CITY UnW Way of phn C"my FY13-FY14 Community Impact Funding Application Agency: Neighborhood Centers of Johnson County Director: Brian Loring Board President: Jeff Triplett Requestor: Brian Loring Phone: 319-358-0438 Email: brian-loring@ncjc.org Mailing Address: P.O. Box 2491 Iowa City IA 52245 Website: www.ncjc.org Year Org Established: 2020 Vision Goals for the Common Good: please indicate Goal(s) that your agency supports: M Education M Income M Health United Johnson Iowa City Coralville Way Count Total Request for Funding FY13 115,500 77.700 63,000 1,500 Total Budget 1,772,280 1,772,280 1,772,280 1,772,280 % of Total Budget 6.5% 4.4% 3.6% 1 .08% This submission was considered and approved by (both signatures and date are required): Signatures: Agency Director date Agency Board President date Jo on r 1WUnited Way of fohamn Comity CITY OF IOWA CITY 2020 Vision Goals for the Common Good For many people in Johnson County, the basic ingredients for a good quality of life are increasingly beyond reach. Six percent of all families are living in poverty and 40% of all households do not earn enough to support their basic living expenses. There are significant preparation gaps for children and youth to succeed in school and be ready for work and life. And health behaviors and limitations to accessing health care continue to create risk for serious health conditions such as diabetes, high blood pressure, heart disease, stroke and cancer. The efforts and expertise of hundreds of people have created a 2020 vision to move the needle in a positive direction on community conditions and measurably improve lives. This work requires collaboration across all sectors — large and small businesses, elected officials and government organizations, nonprofits, academia, the faith community, media, parents and neighbors. Working together we can accomplish things that no organization, no individual, no government, no single sector can accomplish on its own. The stakes are high and the goals are ambitious. Education Improve success for children and youth by decreasing the preparation gaps by 113 for school, post -secondary and work. Income Increase by 20% households in Johnson County that are financially stable. Health Increase by 113 the number of children and adults who are healthy and avoiding risk behavior. Submission Submit electronically to: pfields(a),unitedwayjc.org Fields for text have a maximum of 2000 characters. Key Dates: RFP Process August 5, 2011 Request for Proposal (RFP) packet issued September 30, 2011 Deadline for submission at 4:30 pm _n I i * CITY OF IOWA CITY United Way of Johnson County Please attach a written summary addressing the following list and reference your responses to their relative numerical order. In responding, please endeavor to furnish the necessary information in a brief but complete manner. If a response is not applicable to the Agency, provide the explanation of omission. Agency Information 1. a) What specific need in the community is Agency addressing? (Describe the extent of the problem, and the major factors in the community contributing to the problem.) The correlation between poverty, poor school performance and health risks are well established. Neighborhood Centers addresses the factors that trap families in a cycle of vulnerability that impedes their progress towards self-sufficiency, stability and happiness. Low-income families have always been a primary target of our programming. However, the needs of those families began to change in the mid-1990s in the wake of state and federal welfare reform. During this time, we began to see a change in the type and scope of support families were requesting from the Centers. As parents entered or re-entered the workforce, a discouraging deficit in the availability of dependable, quality childcare became increasingly apparent. For the families in our neighborhoods, limited access to transportation has made the location of the childcare important, and because most of our families use Child Care Assistance for payment, finding a provider that will accept that subsidy has become an enormous barrier. Meanwhile, Iowa City and Johnson County have seen a rise in poverty, especially among families with school -age children; resulting in an in increase in demand for youth and family services. The increasing poverty in our community is reflected in the free/reduced lunch enrollment in the neighborhoods we serve. For instance, at Grant Wood elementary school free/reduced lunch enrollment went from 19% to 68% from 1995 to 2010. Neighborhood Centers prides itself on our ability to adapt to the changing needs in our neighborhoods. Over the years, the needs and barriers for children and families evolve but our goals remain consistent. We collaborate with low-income adults to help them find success as parents, workers, neighbors and citizens. We provide education and support programming for children and youth to help them make key life transitions and become happy and independent adults. 2. a) List and describe the programs and/or services of the Agency that are provided to Johnson County residents that address that need. • Child Development: Programs for children birth to 5 years. Includes child care for infants, toddlers and preschoolers. We also provide home visits and therapeutic support for young children with special needs. • Youth Development: Programs for school -age children include afterschool programs, summer day camp, enrichment programs (music, art, foreign language, sports camp, golf, etc.), health and wellness, tutoring and pre -employment. • Family Development: Provides support to parents and families through home visitation programs, parenting classes, English Language Learners, adult basic education, issue/activity focused adult groups, and family literacy. • Community Development: This area of programming responds to issues and concerns that affect the entire neighborhood or the larger community. Examples are the work we have done to reduce crime and improve the image and safety of southeast Iowa CIty. Some of the issues addressed have been: supporting job readiness, getting a crosswalk at Broadway & Hwy 6, informing residents by holding candidate forums, childhood obesity and youth summits, etc. 3. a) Please complete Salaries & Benefits chart for entire Agency. (Form A) Client Information 4. Provide a succinct, specific description of your primary target population(s). Describe clients as a group in terms of their needs, requirements, and strengths. Neighborhood Centers of Johnson County runs programs and services in low-income neighborhoods. Families in these neighborhoods are often in transition. Families are moving into these neighborhoods seeking a safer environment, better job opportunities and more supportive schools. As families make our neighborhoods their new home, we are aware that we must act to help make their transition successful, particularly for the young children. We recognize that the success of children is linked to community's involvement in the education and support of all children. Fortunately, the Johnson County and Iowa City community has a long history of accepting responsibility for our children. Our family -centered and community -based approach provides a long-term commitment to improving the quality of life for families in the low-income neighborhoods we serve. Listed below are the neighborhoods that we serve: The Pheasant Ridge Center is located at 2651 Roberts Road, on the west side of Iowa City. The primary target area is the Pheasant Ridge Apartment complex, located on Bartelt Road. The Pheasant Ridge Center also includes the low-income and subsidized areas of Petsel Place, Clearwater Court, Westwinds Drive, Emerald Court and Douglas Court. The Broadway Center is located at 2105 Broadway Street, on the southeast side of Iowa City. Broadway provides services to families living in the southeast quadrant of Iowa City, an area east of Hwy. 1 and south of Hwy. 6. That incorporates many of the subsidized units in Johnson County on the tenth of a mile that is Broadway Street, as well as the surrounding area. Children from our target neighborhoods attend Grant Wood, Twain and Roosevelt Elementary Schools. At Wood and Twain, we operate programs (BASP and Preschool) in the school. At Roosevelt, we are collaborating on the afterschool program. We offer support services in three Latino mobile home neighborhoods in Johnson County. 5. Please include an unduplicated count of clients you have served for the past two years and one projected year. For your projected and proposed number of clients, please provide a realistic number increase number of clients served, please do not project or propose an increased based on past number of clients served. For example, if Agency does not have the cap ac (Form B) ity to number itof clients. Financial Management 6. Complete Form C. 7. a) In detail, describe the Agency need for funding from: i. United Way of Johnson County ii. If applicable, Local Government(s) i&ii) Funding from United Way, Iowa City, Johnson County and, more recently, Coralville are responsible for the growth and mission success of the Neighborhood Centers of Johnson County. The block grant nature of this funding has allowed us to create new programming, continue successful programming after funding cuts and, over the years, leverage millions of dollars in State, Federal and private funding. It also provides an essential core of funding that helps pay overhead that other funders prefer not to support. b) If the United Way of Johnson County funding is not available and this funding request is not approved, describe the impact of that decision on Agency and the programs/services these funds would have supported. i) If applicable, describe impact if local government funding is unavailable. Local government funding cover three primary areas: 1) matches dollars for leveraging new and existing grant support; 2) it allows us to respond to quickly emerging needs; 3) covers cost for overhead that allows us to put grant funding directly into programming. c.) How will United Way of Johnson County funding help leverage other revenue for Agency? i) If applicable, how will funding from local government help leverage other revenue? One of the important, and often overlooked, products of local support for Neighborhood Centers, and other human service agencies, is that we are able to use that support to leverage additional funding from outside the community to address local issues. The financial support of the municipalities and the Johnson County make our funding application more appealing to funders outside the community. Demonstrating that our state and federal funding applications have the support of local government makes our applications more competitive. Loss of local funding would, inevitably, lead to reductions in existing funding supports as well as lost opportunities for future funding. Neighborhood Centers uses local funding as match for several grants. We directly leverage just over $400,000 into Johnson County with the supportive match of the United Way, Johnson County and the City of Iowa City. Agency Accomplishments The United Way and Local Governments work towards making our community a better place to live. Through the 2020 Vision Goals for the Common Good, we will measure our progress towards improving community conditions. Please provide the following information. 8. Complete Form D and provide the Performance Measurements used (or will be used) by the Agency to measure results of services toward 2020 Vision Goals. 9. Provide an example of services provided by Agency that a weekly contribution of the following amounts would make possible. This list will be used to encourage giving at workplace campaigns. a) $2.00 per week for one year ($104) One year of tutoring supplies for two children Entry fee and equipment for youth to be on a baseball team b) $5.00 per week for one year ($260) Garden supplies for community garden Supplies for 6 week nutrition class for 12 school-agers c) $10.00 per week for one year ($520) Summer camp scholarship for one camper Campus visit costs for teens to view area colleges d) $25.00 per week for one year ($1300) One summer preschool scholarship One 6-week parenting skills class for 12 families Required Attachments ®Form A: Salaries & Benefits Chart ®Form B: Client Statistical Data Sheet ®Form C: Budget Information ®Form D: Performance Measurement ®Current Board List with Terms FORM A Agency Neighborhood Centers of Johnson County Check if Applicable Position Excutive Director Paid Leave X Health Ins. X Retire. Plan X Current Salary Range Per Position $72,120* Full -Time Equivalent (FTEs) Last Year 1 This Year Next Year 1 1 Associate Director X X X $63,872* 1 1 1 Business Manager X X X $35,000-$50,000 .8 .8 .8 Program Director X X X $35,000-$54,000 1 1 1 Childcare Coordinator X X X $30,000-$40000 , 2 1 1 Family Support Workers X X X $30,000-$40,000 7 5 5 Nutrition Coordinator X X X $24,500-35,000 .8 1 1 Youth Coord/ Lead Teachers X X X $26,000-34,000 10 12 12 Youth Counselor Asst. Teachers/ Summer Temp X X X X X X $9.00-15.00/hr. 20 18 19. 25 Office Managers X X X $11.00-15.00/hr. 2 2 2 Resource Manager X X X $30,000-42,000 .5 1 1 Food Service Workers X X X $8.50-10.00/hr. 5 5 5 A orps/ VISTA VISTA IST *Range is set when position is open - positions have not been open for for more han 15 years stipend 2.5 3.5 4.5 TOTAL FTEs 49. 1 47. 8 50.0 5 Form D Performance Measurement Agency Neighborhood Centers of Johnson County Quantity # of Clients (How much did we do?) 1300 children 0-18 will develop social, emotional, aesthetic and artistic, physical and intellectual skills along a developmental continuum designed to strengthen skills to improve their chances of achieving success in school and life. 600 adults will strengthen their networks of support, work towards developing life skills necessary for achieving their personal goals and meeting their diverse needs. w w Quality Common Measures (%) (How well did we do it?) - Increase appropriate developmental stages for birth-5 as recorded on the Ages and Stages and Creative Curriculum - Decrease number of youth involved in juvenile crime through police reports - Decrease number of youth involved in school related behavior incidences as tracked by PBIS - Increase school attendance of K-12 grade students as measured through ICCSD attendance - Increase in youth communication, daily living, self care, social relationships and work/study skills as measured by the he Casey Life Skills survey. - Increase the areas of fine motor, cognitive/verbal, speech, social/behavior, gross motor, hearing and vision as measured by GWAEA. - Increase language and literacy use as recorded through UI - Wendell Johnson Speech and Language Center - Increase adult literacy skills as tracked by CASAs and graduation rates - Increase parent progress and attitudes on supporting their child's literacy development in the home measured by Parent Education Profile (PEP) - Increase behaviors, attitudes and skills of both parents and children as measured with the Life Skills Progression (LSP) - Increase parent progress and attitudes on discipline, parenting style, stress -level, and in -home literacy as recorded in the Family Support Surveys # of Activities (by type) Activity Specific Measures (%) • 230 children age 0-5 and 161 (Is Anyone Better Off?) households participated in 2010 Parents • 100% of assessed children showed as Teachers home visits gains in all areas on the Creative • 39 Spanish speaking families and their Curriculum including an 82% increase in 31 children 0-5 participated in 87 parent the language and literacy domain. education and family literacy events • 187 children (81%) have received a • 5 Parent Partners matched with 17 screening during the program year; 26 birth parents referrals made; 13 receiving services. • Community Liaison Project assisted • 100% of the 52 students completing 27 families working with DHS Life Skills survey increased skills in each • Licensed child care programs offered cohort, with the highest increase in 245 days of care to over 300 children communication skills and the lowest • Parent Book Nights distributed 500 skills increase in work and study skills books in targeted neighborhoods • Of the 12 PBIS referrals, 3 youth were • 52 preschool children attended a removed from programming because of minimum of 10 hours/weekly through excessive violence and failure to follow the state-wide preschool program. with intervention plan. The remaining 9 • Pilot "Lunch Box" project delivers were successful in following the wnutritious lunches to summer school intervention plan and remained in group. participants at Willowind School • 100% of the 26 families in the • Summer camp and summer lunch Community Liaison program reported an offers programs for 7 weeks for youth in increase in knowledge of DHS process 4 neighborhoods. and procedures: 21 parents participating • YES placed 50 teens in jobs at NCJC in parent groups completed a satisfaction (kitchen prep, child care, summer lunch, survey, 81 % gave it the highest rating for garden) being helpful for their family (the • Youth Leadership Program enrolled remaining 19% responded very good). 24 youth for 7 weeks • Of the 95 families completing pre and • Volunteer tutor project matches 50 post LSP's, results show largest gain was neighborhood youth with community made with participating families in tutors healthy family functioning, problem • Bike and Walk to School Week had 9 solvig and communication of 85%. elementary schools participate • 38 adults actively participated in ELL • 319 Music Fest had approximately and GED; 100% showed improvement on 450 attendants their scores during the year. . • 96% of parents attended and participated in parent/teacher conferences. Additional Comments: Form A Staff Salaries & Benefits Check if Applicable Position Paid Leave Health Ins. Retire- ment Plan ** Current Salary Range Per Position Full -Time Equivalent TEs Last Year This Year Next Year Executive Director X X X $72,120* 1 1 1 Associate Director X X X $63,872* 1 1 1 Business Manager X X X $35,000-50,000 .8 .8 .8 Program Directors X X X $45,000-54,000 2 1 1 Childcare Coordinator X X X $30,000-40,000 1 1 1 Family Support Workers X X X $30,000-40,000 7 5 5 Nutrition Coordinator X X X $24,500-35,000 .8 1 1 Youth Program Coordinator X X X $25,000-34,000 3 3 3 Lead Teachers X X X $26,000-34,000 7 9 9 Youth Counselors X X X $10.00-$15.00/hr 2 1.25 1.25 Assistant Teachers X X X $9.00-$12.00/hr 15 14.75 15 Office Manager X X X $20,800-37,000 2 2 2 Resource Manager X X X $30,000-42,000 .5 1 1 Food Service Workers X X X $8.50-$10.00/hr .5 .5 .5 AmeriCorps Members X X Living allowance 1.5 1.5 1.5 VISTA Members Living allowance 1 2 3 Summer Temp Employees $8.50-$15.00/hr 3 2 3 TOTAL FTEs 49.1 47.8 50.05 *The salary range for positions is generally set when position is open. These positions have not been open for 10 years, so there is not a current range. Form B ncy I Neighborhood Centers of Johnson County Agency summary of clients served during last two years and one projected year unduplicated client count) FY10 FY11 FY12 Information/Education Provided Direct Services Provided 1735 1735 1864 1880 1864 1880 Gender Male Female Total Ethnicity Hispanic Black Caucasian Native American Asian Pacific Islander Other Total Geographic Location Johnson County (Combined, unduplicated Iowa City Coralville Total 78S 946 1735 882 895 982 985 18641 1880 439 531 520 943 920 950 253 258 250 0 15 20 43 62 60 0 0 0 57 78 80 1735 1864 1880 361 807 567 E568580 1735 1 E42 27 40 1635 1742 1750 58 95 90 1735 1864 1880 NEIGHBORHOOD CENTERS OF JOHNSON COUNTY BOARD OF DIRECTORS 2011 PRESIDENT: Jeff Triplett, CPA (2012) 4426 Buckingham Lane Iowa City, IA 52245 H: (319) 351-5564; C: 319-594-3746 jriplett@lcom.net VICE-PRESIDENT: Bryan Coy, Assistant Director of Development (2012) University of Iowa Foundation SECRETARY/TREASURER: Roger Reilly, Vice President (2011) Hills Bank & Trust 1401 Gilbert Street Iowa City, IA 52240 319-358-2223 Roger—Reilly@hillsbank.com Sandy Lawrence, Retired Principal (2011) 1708 Newbury Avenue NE Solon IA 52333-9103 Phone: (319) 624-4099 sandylawrence@southslope.net Mary Kate Pilcher, Attorney (2013) Kennedy Cruise Frey & Gelner 14 Heather Drive Iowa City, IA 52245 319-321-6412; wk 319-351-8181 mpilcher@kcfglaw.com Caroline Sheerin, Professor (2014) UI College of Law 1184 Hotz Avenue Iowa City, IA 52245 319-688-9771; C: 312-925-6007 caroline-sheerin@uiowa.edu 606 Westgate St., Apt. 27 Iowa City, IA 52246 bryan-coy@uiowa.edu bryankcoy@hotmail.com C: 507-279-3737; H: 319-338-1224; 0: 319-467-3638 Kenya Badgett, Engineer (2013) Whirlpool, Amana 1929 Lakeside Drive Iowa City, IA 52240 Phone: 319-622-2148 Cell: 319-621-9146 Kenya,_S—Badgett@whirlpool.com Dawn Barker -Anderson, Assistant Professor (2013) UI College of Law 628 Fairway Lane SE Iowa City, Iowa 52240 H: 358-8333; C: 530-0486 dawn-r-anderson@uiowa.edu John Roffman, Owner (2014) Roffinan Construction 1314 Burry Drive Iowa City, Iowa 52246 351-3141 roffmanjohn@mchsi.com Sarah J. Majerus, Attorney (2013) Iowa City Public Defender's Office 1612 E. Court St., Iowa City Iowa City, IA 52245 W:319-351-1327 C:641-425-9041 F:319-351-0042 smajerus@spd.state.ia.us Form C A enc :Nei hborhood Centers Financial Mans ement A. Three Year Historical Balance Sheet As of your fiscal ear -end FY09 FY70 FY11 Current Assets Current Liabilities Cash $241,108 $340,566 $378,800 Accounts Pa able Investments $53,308 $54,349 $55,519 Pa roll Taxes Pa able Receivables < 90 days $230,246 $175,652 $216,984 Accrued wages and vacation Other - United Way - promise to give $81,268 $81,268 $81,268 Deferred Revenue Total Current Assets $605,929 $651,835 $732,571 Total Current Liabilities Other Assests Other Liabilities Propeqy $1,056,144 $1,071,364 $1,184,000 Mort a e Pa able -Balance Equipment $249,089 $235,494 $151,192 Other less depreciation $670,292 $700,316 $754,183 Total Other Liabilities Receivables > 90 days Total Liabilities Other $5,979 Equity Total Non -current Assets $634,941 $606,542 $586,988 Total Assets $1,240,870 $1,258,377 $1,319,559 Liabilities+E uit Form C Agency: Neighborhood Centers of Johnson County FY11 FY12 FY13 B. Income & Expenses Income Local Funding Sources Iowa City $60,000 $60,000 $63,000 Coralville $1,500 $1,500 $1,500 Johnson County $74,000 $74,000 $77,700 United Way - Allocation $107,314 $110,000 $115,500 - Designated Giving $3,409 $3,500 $3,675 Grants -Federal, State, Foundation $1,234,509 $1,231,469 $1,116,905 Net Sales of Service $308,301 $335,000 $335,000 Net Sales of Materials Contributions/Fundraising $35,782 $40,000 $50,000 Investment Income and Interest $2,867 $3,000 $3,000 Other (includes forgiveness of debt CDBG) $6,046 $6,000 $6,000 Total Income $1,833,728 $1,864,469 $1,772,280 Expenses Wages & Salaries $1,182,666 $1,205,000 $1,205,000 Benefits $265,879 $270,000 $270,000 Occupancy $152,106 $155,000 $155,000 Non -occupancy $237,371 $240,000 $240,000 Other $1,838,022 $1,870,000 $1,870,000 C. Fund Balance Revenue $1,833,728 $1,864,469 $1,772,280 Carryover Balance from previous year $49,169 $44,875 $39,344 Total Operating Budget $1,882,897 $1,909,344 $1,811,624 Less Total Expenses $1,838,022 $1,870,000 $1,870,000 Ending Fund Balance $44,875 $39,344 ($58,376) Less Restricted Balance (explain) Carryover Fund Balance $44,875 $39,344 ($58,376) Form C A enc : Nei hborhood Centers of Johnson Coun D. Bd/Donor/Funder Restricted Funds Des! nated for: FY11 Donor Restricted Youth Golf Pro ram $2,850 FY12 FYI Donor Restricted Music Festival $1,696 Board Restricted/EmeMency Funds $1,804 $734 $55,519 $55,800 $56,000 Total Restricted Funds $60,173 $58,230 $56,000 E. In Kind Support: Services/Volunteers Board Members, Work Stud Students $97,000 $97,000 $97,000 Senior Volunteers Foster Grandparents $4,000 $4,000 $4,000 Material Goods Table to Table, HACAP $20,000 $20,000 $20,000 Space, Utilities, etc S ace in churches and schools $11,000 $11,000 $11,000 AmeriCor s/VISTA Volunteer time rovided $19,485 $18,876 $18,000 Total In -kind Support $151,485 $150,876 $150,000 F. Grants Description/Purpose Child Nutrition Program Meals for childcare ro rams $85,955 $86,50 $86,50 Department of Education Even Start Pro ram $109,565 $0 Department of Education Shared Visions Grants $104,263 $97,148 $ 0 $97,148 Head Start State of Iowa Head Start Program $137,574 $137,574 $137,574 DECAT Summer Camp Pro ram $13,130 State of Iowa DECAT Community Liaison Grant $56,615 $57,047 $75,000 State of Iowa DECAT Parents as Partners Grant $49,689 $49,700 $49,700 State of Iowa DECAT LEAD Grant $18,000 $18,000 $18,000 Johnson County Social Services YES Pro ram $21,365 $26,119 $26,119 Johnson County Social Services Breckenrid e/BOOST $43,731 $35,892 $35,892 State of Iowa Johnson County Empowerment St State Wrap Funds $42,000 $42,000 $42,000 State of Iowa Em owerment Pro rams $275,632 $243,572 $243,572 Juvenile Iowa Prevent Child Abuse Project Crime Prevention Grant $50,354 $50,354 $50,354 Iowa Department of Human Services Famil NEST Pro ram Team Meetin s $9,446 $9,446 Barbara Bush Foundation Barbara Bush Literacy Grant $1,350 $,0 $36,000 CDBG Funds Em to ment Trainin 64 $,99 Kohls Grant Wellness Grant $15,000 0 Iowa City Communit School District 21st Centu Pro rams/Forestview $57,206 $15,200 $52,527 Iowa City Community School District Universal Preschool $15,200 $15,200 $152,880 $194,400 $194,400 Total Grants $1,234,509 $1,231,469 $1,116,905 NEIGHBORHOOD CENTERS OF JOHNSON COUNTY BOARD OF DIRECTORS 2011 PRESIDENT: Jeff Triplett, CPA (2012) 4426 Buckingham Lane Iowa City, IA 52245 H: (319) 351-5564; C: 319-594-3746 jriplett@lcom.net VICE-PRESIDENT: Bryan Coy, Assistant Director of Development (2012) University of Iowa Foundation 606 Westgate St., Apt. 27 Iowa City, IA 52246 bryan-coy@uiowa.edu bryankcoy@hotmail.com C:507-279-3737;H:319-338-1224;0:319-467-3638 SECRETARY/TREASURER: Kenya Badgett, Engineer (2013) Whirlpool, Amana 1929 Lakeside Drive Iowa City, IA 52240 Phone:319-622-2148 Roger Reilly, Vice President (2011) Hills Bank & Trust 1401 Gilbert Street Iowa City, IA 52240 319-358-2223 Roger_Reilly@hillsbank.com Sandy Lawrence, Retired Principal (2011) 1708 Newbury Avenue NE Solon IA 52333-9103 Phone: (319) 624-4099 sandylawrence@southslope.net Mary Kate Pilcher, Attorney (2013) Kennedy Cruise Frey & Gelner 14 Heather Drive Iowa City, IA 52245 319-321-6412; wk 319-351-8181 mpilcher@kcfglaw.com Caroline Sheerin, Professor (2014) UI College of Law 1184 Hotz Avenue Iowa City, IA 52245 319-688-9771; C: 312-925-6007 caroline-sheerin@uiowa.edu Cell: 319-621-9146 Kenya_S_Badgett@whirlpool.com Dawn Barker -Anderson, Assistant Professor (2013) UI College of Law 628 Fairway Lane SE Iowa City, Iowa 52240 H: 358-8333; C: 530-0486 dawn-r-anderson@uiowa.edu John Roffman, Owner (2014) Roffinan Construction 1314 Burry Drive Iowa City, Iowa 52246 351-3141 roffmanjohn@mcbsi.com Sarah J. Majerus, Attorney (2013) Iowa City Public Defender's Office 1612 E. Court St., Iowa City Iowa City, IA 52245 W:319-351-1327 C:641-425-9041 F:319-351-0042 smajerus@spd. state. ia.us 3 LIA" UAW wow 61 MR CITYW IGM-t'"Y FY13-FY14 Community Impact Funding Application Agency: Director: Pentacrest, Ine.IPathways Adult Jeff Kellbach Day Health Center 11oard President: Mary Peterson Requestor: Jeff l�ellbach Phone: 319-339-6162 Email: jkellbach@abbe.org Mailing Address: 817 Pepperwood Lane Iowa City, Iowa 52240 Website: www.pentacrestiowacity.org Year Org Established: 2020 Vision Goals for the Common Good: please indicate Goal(s) that your agency supports: ❑ Education ® Income Health United�J�ohnio�nIowa Wa City Coralville Total Request for Funding FY13 25,000 10,000 5,000 5,000 Total Budget % of Total Budget 695 330 695,330 3.6% 695,330 695,330 1.4%. 1 .7% .7% This submission was considered and approved b pp y (both signatures and date are required): Signatures; 1 irector date Agency Bda�d President date l" CITY OF IOWA CITY United Way of Johnson County Please attach a written summary addressing the following list and reference your responses to their relative numerical order. In responding, please endeavor to furnish the necessary information in a brief but complete manner. If a response is not applicable to the Agency, provide the explanation of omission. Agency Information a) What specific need in the community is Agency addressing? (Describe the extent of the problem, and the major factors in the community contributing to the problem.) Pathways is addressing the need for a cost effective alternative to assist individuals, families, and caregivers in keeping their loved ones at home preventing premature institutionalization. If Pathways did not exist many individuals, families, and caregivers would be left with no other option, but to send their loved one to a Nursing Home. 2. a) List and describe the programs and/or services of the Agency that are provided to Johnson County residents that address that need. Pathways Adult Day Health Center provides adult day health care services for adults 18 and over who are experiencing physical and/or psychological challenges. These individuals are at risk of losing their independence should they not receive the support and assistance to cope and/or deal with their challenges. Pathways provides assistance with personal cares, walking/transferring, mentally and physically stimulating activities, exercise, coordination of transportation, social work and nursing services. We also provide additional services at an extra cost that includes showers, glucose monitoring, diabetes management, intermittent catheterization, tube feeding and dietary consultations. 3. a) Please complete Salaries & Benefits chart for entire Agency. (Form A) Client Information 4. Provide a succinct, specific description of your primary target population(s). Describe clients as a group in terms of their needs, requirements, and strengths. Pathways Adult Day Health Center is the only provider of adult day services in Johnson County that specializes in Dementia and skilled level of care for challenged adults and seniors. The service population consists of frail individuals who are moderately disabled or experiencing early to later stages of cognitive impairment and are 18 years of age and older. 5. Please include an unduplicated count of clients you have served for the past two years and one projected year. For your projected and proposed number of clients, please provide a realistic number based on past number of clients served. For example, if Agency does not have the capacity to increase number of clients served, please do not project or propose an increased number of clients. (Form B) Financial Management 6. Complete Form C. 7. a) In detail, describe the Agency need for funding from: i. United Way of Johnson County ii. If applicable, Local Government(s) i. United Way funding is crucial to Pathways as it allows Pathways to lower our normal daily rates as low as $12 a day. A day of service includes, breakfast, lunch, snack, transportation to and from the facility, nursing services such as medication distribution, assistance with personal cares, and educational, social, and physically stimulating programming. ii. Local Government funding would be very beneficial to residents of Johnson County as it would pay for days of service to those individuals that have no other funding source and are unable to pay privately for services. The need for this funding has increased over the past few years as we have seen an increase in those that live in poverty and do not qualify for any other funding source and need the services of Pathways to remain in their homes and avoid premature or unnecessary placement at Chatam Oaks, Nursing Home, or other long term care placement. Pathways is a cost effective option compared to any other options. Johnson County funded would be used to residents of Johnson County over the age of 18 that are in need of the services offerred at Pathways that are living in poverty. Iowa City funding will be used for residents of Iowa City over the age of 18 that are in need of the services offerred at Pathways that are living in poverty. Coralville funding will be used for residents of Coralville over the age of 18 that are in need of the services offerred at Pathways that are living in poverty. b) If the United Way of Johnson County funding is not available and this funding request is not approved, describe the impact of that decision on Agency and the programs/services these funds would have supported. i) If applicable, describe impact if local government funding is unavailable. Losing United Way funding would be devastating to many families and participants in Johnson County as there is no way we can provide our services at a reduced rate. Families would be forced to place their loved one in institutional care prematurely which would cost tax payers. For other families it may mean having to quit work to stay home with their loved one and not getting a much needed respite from their caregiver role. i. The impact of no funding from the local government would mean that residents of Johnson County, Iowa City, and Coralville living in poverty would very likely not be able to remain in their homes and be forced into premature placement into long term care such as Chatam Oaks or a Nursing Home. Pathways services would save the local government many dollars by allowing these individuals to remain in their homes and attend Pathways which provides nutritious meals, nursing services, assistance with personal cares, and cognitively, socially, and physically stimulating programming. c.) How will United Way of Johnson County funding help leverage other revenue for Agency? i) If applicable, how will funding from local government help leverage other revenue? United Way money would not assist with leveraging other funds. Pathways already has diverse funding streams, but none of these funding streams can assist with the need that United Way money provides. i. Local government funds will not assist with leveraging other funds. Pathways has diverse funding streams, but none of these funding streams can assist with the need that local government money could provide to local residents. Agency Accomplishments The United Way and Local Governments work towards making our community a better place to live. Through the 2020 Vision Goals for the Common Good, we will measure our progress towards improving community conditions. Please provide the following information. 8. Complete Form D and provide the Performance Measurements used (or will be used) by the Agency to measure results of services toward 2020 Vision Goals. Provide an example of services provided by Agency that a weekly contribution of the following amounts would make possible. This list will be used to encourage giving at workplace campaigns. a) $2.00 per week for one year ($104) Would provide 2 days of adult day service for an individual. b) $5.00 per week for one year ($260) Would provide over 5 days of adult day service for an individual. c) $10.00 per week for one year ($520) Would provide over 10 days of adult day service for an individual. d) $25.00 per week for one year ($1300) Would provide approximately 26 days of adult day service for an individual. Required Attachments ®Form A: Salaries & Benefits Chart ®Form B: Client Statistical Data Sheet ®Form C: Budget Information ®Form D: Performance Measurement ®Current Board List with Terms FORM A Agency Pentacrest, Inc./ Pathways Adult Day Health Center Check if Applicable Position Paid Leave Health Ins. Retire. Plan Current Salary Range Per Position Full -Time Equivalent (FTEs Last Year This Year Next Year Executive Director x x x $40,000-$50,000 1 1 1 Assistant Director X X X $28,000-$35,000 1 1 1 Registered Nurse x x x $39,000-$45,000 1 1 1 Licensed Practical Nurse x x x $27,000-$35,000 1 1 1 Administrative Assistant x x x $21,000- $26,000 1 1 1 Activity Coordinator x x x $22,000-$26,000 1 1 1 Certified Nursing Assistant x x x $20,800-$24,000 3 3 3 TOTAL FTEs 9 9 9 Form D Performance Measurement Agency Pentacrest, Inc./ Pathways Adult Day Health Center Quantity Quality # of Clients Common Measures (%) (How much did we do?) (How well did we do it?) -100% of referrals were contacted within -Served 50 participants that were living 24 hours of their initial inquiry. in poverty last year. -100% of staff has been employed for -Served 60 participants over the age of over 6 months. L 65. -75% of staff have been employed 2 years w -Served 21 participants over the age of or longer. w 85. -100% of stakeholders rated their overall -Served 36 participants with Dementia. satisfaction with Pathways as good. -Served 60 participants that live with a -95% of participants find the staff at caregiver. Pathways professional, friendly, courteous, and respect their confidentiality. # of Activities (by type) Activity Specific Measures (%) -Provided 9,756 days of adult day (Is Anyone Better Off?) services. -76% of participants attended for over 6 -Served 2,775 breakfasts. months. -Served 9,3561unches. -51% of participants attended 2 years or -Coordinated and assisted with 4,977 longer. rides to and from Pathways. -88% of participants on the Elderly w -Facilitated 24 sessions of our Caregiver Waiver attended for 6 months or longer. w Support Group last Fiscal Year. -75% of participants on the Elderly -Administered 1,175 nursing procedures Waiver attended 2 years or longer. last year to participants. -95% of participants think Pathways has assisted them in remaining independent and remaining in their home. Additional Comments: Pathways has been able to assist individuals to remain in their homes for long periods of time as evidenced by their length of stay with the program. This is significant as this is a strong indicator of how long we can delay placement into a long term care facility. Pathways services allow individuals to stay in their homes (where they want to be) longer while also providing the most cost effective option to long term care. Nursing procedures include catheterizations, blood sugar checks, insulin injections, and tube feedings. Form B Agency: Pentacrest, Inc./ Pathways Adult Day Health Center Agency summary of clients served during last two years and one projected year (unduplicated client count) FY10 FY11 FY12 Information/Education Provided 123 129 136 Direct Services Provided 97 105 111 Gender Male 44 49 52 Female 53 56 59 Total 1 97 1 105 1 111 Ethnicity Hispanic 1 2 2 Black 4 8 10 Caucasian 89 93 97 Native American Asian 3 2 2 Pacific Islander Other Total 97 105 111 Age 0-5 6-17 18-29 0 1 1 30-61 32 32 32 62-75 21 25 28 Over 75 44 47 50 Total 97 105 111 Geographic Location Johnson County (Combined, unduplicated) 97 105 111 Iowa City 69 73 76 Coralville 1 16 117 18 North Liberty 1 5 1 6 1 6 Form C Historical Balance Sheet Agency: Pentacrest (As of Agency's fiscal year-end) FY09 FY10 FY11 Current Assets Cash 10974 33897 21523 Investmentments 17053 10117j 10354 Receivables<90 days 145284 1284861 91289 Other 12157 12143 8899 Total Current Assets 18S4681 184643 132065 Other Assets Property 885112 1546178 1554198 Equipment 89273 75599 98442 Less Depreciation 259500 294032 375183 Receivables>90 days Other (describe): Total Non -Current Assets 714885 1327745 1277457 Total Assets 900353 1512388 1409522 FY09 FY10 FY11 Current Liabilities Accounts Payable 14453 142692 11154 Payroll Taxes Payable 3394 824 570 Contracts Payable 0 0 38452 Mortgage Payable(6) 18998 18998 18998 Total Current Liabilities 36845 162514 69174 Other Liabilities Mortgage Payable Balance 270405 512574 491904 Other 27034 30835 26115 Total Other Liabilities 297439 543409 518019 Total Liabilities 334284 705923 587193 Equity (Net Worth) 566069 806465 822329 Liab + Equity 900353 1512388 1409522 O O O O O O O O O O O O O O O O O O O O O O O O O O O O 6666ui o6m66u ca 4o6 O O O O r-I O t/h 00 th O Ln I- O q* O O O O LD O N O M r-I W O Lr V1 O Lr M O Ol Ql V1 O M ih in c-I N -Ln M Ql i./} 'V)- N r-I V1 to I� iJ} ih M ri } LL O O O O O O O O O O O O O O O O O O O O O O O O O O O O 66 6 6 d' i-: O I, O O O V1 O M * ON O Un It* O N r-q O O N N t/} O O N IL4 OO -Ln t�h r14 r* qj� Ln w t!} N r-I LL O O O O O O O O O O O O O O O O O O O O O O O O O O O O 0 0 0 0 V1 O m O N Il u7 O N tl} V). t./? 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BOARD OF DIRECTORS ROSTER September 2011 NAME TERM EXPIRES TERM Moore, Susan December 31, 2011 2" Dickens, Willa December 31, 2012 3ra Robert Gaffey December 31, 2012 1St Ann Larew December 31, 2012 1St Dr. Harold Adams December 31, 2012 1St Anne Peacock December 31, 2012 1St Grause, Matt December 31, 2013 lst Globokar, Brian December 31, 2013 3ra Collins, Chris December 31, 2013 3rd Tippe, Carol December 31, 2013 3rd Peterson, Mary December 31, 2013 3rd r UnH�d Way al bhmon cnnmy CITY of Iowa Cnv FY13-FY14 Community Impact Funding Application Agency: RVAP Director: Karla S. Miller Board President: - Pat Mason -Browne Requestor: Karla S. Miller Phone: - - --- -- 335-6001 Email: rvap@uiowa.edu Mailing Address: 332 S. Linn Street, Suite 100 Iowa City, LA 52240 Website: iwww.rvap.org - - __.._...._----------------- Year Org 197'1 Established: 2020 Vision Goals for the Common Good: please indicate Goal(s) that your agency supports: ❑ Education ❑ Income ® Health United wa City i Johnson;12.3 -- -----. _ -- ----- - �'a _ Request for Funding - q FY13 31,000 County____Total - -__--- E Total Budget596,5335965336533 % of Total Budget o g --18,000,000 - ' -_ 5.20% 3.02%5% 0.67% This submission was considered and approved by (both signatures and date are required): Signatures: Agency Director date Agcney Board 1resident da Johnson _ i t .rw.L- CITY OF IOWA CITY United Way of Johnson County Please attach a written summary addressing the following list and reference your responses to their relative numerical order. In responding, please endeavor to furnish the necessary information in a brief but complete manner. If a response is not applicable to the Agency, provide the explanation of omission. Agency Information a) What specific need in the community is Agency addressing? (Describe the extent of the problem, and the major factors in the community contributing to the problem.) RVAP addresses sexual assault, sexual harassment and other sex -related crimes by providing direct victim services; education and awareness programming; participation in policy -making, and other related activities. In FYI 1, RVAP received 640 reports of sexual abuse, including 317 from residents of Johnson County. Of the 317 Johnson County clients served, 53% (168) were between the ages of 18 to 29, and 12% (38) under the age of 18. RVAP served 288 female and 29 male victims of sexual abuse in Johnson County in FYI 1. The FBI reports that sexual assault is one of the most under reported crimes and estimates that only about 1 in 10 are reported. The Centers for Disease Control states that "many cases are not reported because victims are afraid to tell the police, friends, or family about the abuse. Victims also think that their stories of abuse will not be believed and that police cannot help them. They may be ashamed or embarrassed. Victims may also keep quiet because they have been threatened with further harm if they tell anyone." Therefore, we can conclude that there are many more assaults occurring in our community than those reported to RVAP. Factors contributing to sexual assault in our community are the same as in society as a whole. There are multiple factors that contribute to this being so: individual pathology of offenders; a culture that supports, condones or ignores sexually violent messages and behavior; exploitive images of women and children in the media; gender inequity; the marginalization of women and children, and the assumption of sexual availability of women. Combined, these factors contribute to a "rape culture." 2. a) List and describe the programs and/or services of the Agency that are provided to Johnson County residents that address that need. RVAP provides sexual assault and harassment crisis services and educational programs to Johnson County residents. Comprehensive crisis services include: (1) 24-hour Rape Crisis Lines; (2) in -person medical, legal, court, and systems advocacy; (3) individual counseling by certified sexual assault counselors; (4) support groups, and (5) direct services to significant others. Services are provided by RVAP staff and trained volunteers, and are free and confidential. Rape prevention/education programming is an integral part of our services and is vital to reducing sexual violence perpetration and victimization. RVAP education and risk reduction programs: (1) teach healthy relationships; (2) dispel myths about sexual abuse and victims of sexual violence; (3) increase awareness of RVAP services and programming; (4) teach risk reduction techniques, and (5) train area professionals on best practices in serving sexual assault victims/survivors. We maintain a significant lending library and extensive website (rvap.org) for victims/survivors, significant others, students, reporters, and the public. 3. a) Please complete Salaries & Benefits chart for entire Agency. (Form A) Client Information 4. Provide a succinct, specific description of your primary target population(s). Describe clients as a group in terms of their needs, requirements, and strengths. Our primary target population includes anyone who has experienced sexual abuse, harassment, intimate partner violence (e.g. date rape), or stalking. We also serve family members and friends of victims. Further, we provide prevention education and risk reduction programming. We offer services for those 12 and older, and provide information and referrals for individuals under the age of 12. Each client served is unique, yet the impact of sexual abuse among victims have similarities. Sexual abuse victims come to us often stating that they have lost total control over their lives for at least a short period of time, or over many years. All aspects of their lives have been affected, including trust, control, spirituality, identity, sexuality, and relationships. They cannot return to "normal" because normal has forever changed. We help clients create a new "normal" and identity by providing support and resources, and we assist them in developing and maintaining support systems. Victims need others who can listen, provide validation and options, and help them go beyond trying to make sense out of senseless behavior. They require understanding, not blaming; truth instead of lies, and comfort and patience in dealing with the ubiquitous grief and loss that accompanies cruel, selfish and irrational acts. For some, reporting the crime to authorities is an important way of holding offenders accountable, while others may choose to report only to RVAP. Still, many never report to anyone. Most of all, victims must know their options and have support in determining what is right for them. They need us to listen and to serve as their voice until they find their own. 5. Please include an unduplicated count of clients you have served for the past two years and one projected year. For your projected and proposed number of clients, please provide a realistic number based on past number of clients served. For example, if Agency does not have the capacity to increase number of clients served, please do not project or propose an increased number of clients. (Form B) Financial Management 6. Complete Form C. 7. a) In detail, describe the Agency need for funding from: i. United Way of Johnson County ii. If applicable, Local Government(s) United Way and local government funding allows RVAP to provide direct services and educational programming within Johnson County. These funds are used for direct services, programs, staff training and administrative salary support. Most of our grants do not allow for administrative salaries, making United Way and local government funds critical for paying essential administrative costs.These integral positions provide agency oversight including leadership, financial management, reporting and statistics, developing strategic plans, and monitoring agency goals and outcomes. b) If the United Way of Johnson County funding is not available and this funding request is not approved, describe the impact of that decision on Agency and the programs/services these funds would have supported. i) If applicable, describe impact if local government funding is unavailable. United Way and local government funding is a vital piece of our ability to deliver the most services while staying financially sound. Loss of United Way and/or local funds would compromise or prohibit our ability to secure grants that require matching funds. Without these critical funds, we would be faced with both staffing reductions and program curtailment. c.) How will United Way of Johnson County funding help leverage other revenue for Agency? i) If applicable, how will funding from local government help leverage other revenue? United Way and local government funds are used to leverage Federal, State and private grants. For example, our Federal grants require matching funds from a non -Federal source. United Way and local government funds demonstrate community support and investment in RVAP. For FYI 2, Federal grants for RVAP require $29,061 in matching (leveraged) funds from non -Federal sources such as United Way and local government. As the old adage goes "money attracts money." Agency Accomplishments The United Way and Local Governments work towards making our community a better place to live. Through the 2020 Vision Goals for the Common Good, we will measure our progress towards improving community conditions. Please provide the following information. 8. Complete Form D and provide the Performance Measurements used (or will be used) by the Agency to measure results of services toward 2020 Vision Goals. Provide an example of services provided by Agency that a weekly contribution of the following amounts would make possible. This list will be used to encourage giving at workplace campaigns. a) $2.00 per week for one year ($104) 2 individual counseling sessions (includes counseling and staff case management) b) $5.00 per week for one year ($260) 2 educational programming sessions (includes supplies and staff time) c) $10.00 per week for one year ($520) 10 hours client advocacy services (medical, legal, court, and/or systems) d) $25.00 per week for one year ($1300) 32 hours of training for three individuals to become RVAP advocates (includes supplies and staff time for preparation, presentations, and follow-up training sessions with volunteers). RVAP trains 12 to 24 advocates annually in the 32-hour training format. Volunteer advocates provide an average of 260 to 375 direct service hours annually. Required Attachments ®Form A: Salaries & Benefits Chart ®Form B: Client Statistical Data Sheet ®Form C: Budget Information ®Form D: Performance Measurement ®Current Board List with Terms FORM A Agency RVAP Check if Applicable Full -Time Position Paid Leave Health Ins. Retire. Plan Current Salary Range Per Position Equivalent FTEs Last This Next Year Year Year Executive X X X $67,903 1.0 1.0 1.0 Director Assistant X X X $56,534 1.0 1.0 1.0 Director Fiscal Manager X X X $50,551 1.0 0.7 0.6 Johnson County X X X $38,080 1.0 1.0 1.0 Services Coordinator Volunteer X X X $32,640 1.0 1.0 1.0 Coordinator/ Education Coordinator Youth Education X X X $33,660 1.0 1.0 1.0 Coordinator Iowa Sexual X X X 35,715 1.0 1.0 1.0 Abuse Hotline Coordinator nformd.net X X X 38,500 1.0 1.0 1.0 Coordinator Office $8.00-$9.00/hour .4 .5 .5 Assistant (work-study) TOTAL FTEs 8.4 8.2 8.1 Form B Agency: RVAP Agency summary of clients served during last two years and one projected year unduplicated client count) FY10 FY11 5,982 FY12 Information/Education Provided 9,449 6,000 Direct Services Provided 329 317 330 Gender (direct services only) Male Female Total Ethnicity (direct services only) Hispanic Black Caucasian Native American Asian Pacific Islander Unknown Total 35 29 30 294 288 300 329 317 330 28 19 165 0 4 0 113 329 22 25 9 10 164 165 0 0 3 4 0 0 119 126 317 330 Age (direct services only) 0-12 16 8 13-17 34 30 18-29 158 168 ZO 30-44 51 28 45-64 18 21 Over 65 1 2 2 2 Unknown 51 60 68 Total 329 317 330 Geographic Location Johnson County (Combined, unduplicated) IOwa Clty 9,778 7,432 6,299 6,330 4,545 4,750 Coralville North Liberty 1,271 98 755 760 64 65 Form B - page 1 Form C Historical Balance Sheet Agency: RVAP (As of Agency's fiscal year-end) FY09 FY10 FY11 Current Assets Cash (1) $ 127,826 $ 191,830 $ 219,214 Fundraising Inventory $ 923 $ 1,123 $ 1,358 Receivables<90 days (2) $ 1,773 $ 2,857 $ 1,480 Total Current Assets $ 130,522 $ 195,810 $ 222,052 FY09 FY10 FY11 Other Assets Equipment $ 62,528 $ 44,561 $ 44,765 Less Depreciation $ (41,281) $ (29,705) $ (31,515) Receivables>90 days $ 590 $ 290 $ 160 Other: Endowment (3) $ 79,135 $ 87,595 $ 106,391 Total Non -Current Assets $ 100,972 $ 102,741 $ 119,801 Total Assets $ 231,494 $ 298,551 $ 341,853 FY09 FY10 FY11 Current Liabilities Accounts Payable $ 3,933 $ 1,792 $ 755 Total Liabilities $ 3,933 $ 1,792 $ 755 Equity (Net Worth) $ 227,561 $ 296,759 $ 341,098 Liab + Equity $ 231,494 $ 298,551 $ 341,853 Footnotes: 1) Cash includes unrestricted funds that can be used for necessary expenditures or held as reserves. 2) Receivables <90 include prepaid expenses and accounts receivable. 3) Endowment established by a donor for the benefit of RVAP; funds are held at the UI Foundation. Form C1- page 1 Form C Budget is: Entire Agency Agency: RVAP Agency Revenues Coralville Funding Iowa City Funding Johnson County Funding UWJC Allocation UWJC Designations Grants -Federal, State, Foundation Membership Dues Fees for Services Sales to the Public/Contracts Fundraising Events (net of expenses) Contributions/Donations (including in -kind) Interest and Investment income (1) Other (2) Total Revenue Agency Expenses Total Salary and Wages Benefits Administrative (3) Occupancy Other (4) Total Expenses Fund Balance Revenue Carryover Balance From Prev Year Total Operating Balance FY11 FY12 FY13 $ 3,000 $ 3,000 $ 4,000 $ 12,000 $ 12,000 $ 14,000 $ 16,325 $ . 16,325 $ 18,000 $ 25,834 $ 27,125 $ 31,000 $ 3,769 $ 4,093 $ 4,000 $ 434,880 $ 431,136 $ 411,316 $ 1,928 $ - $ _ $ 348,761 $ 347,324 $ 356,193 $ 29,001 $ 10,109 $ 10,800 $ 36,030 $ 32,307 $ - $ 911,528 $ 883,419 $ 849,309 FY11 FY12 FY13 $ 346,317 $ 359,407 $ 355,000 $ 121,999 $ 136,815 $ 142,355 $ 31,015 $ 25,600 $ 25,739 $ 44,400 $ 45,600 $ 46,800 $ 323,458 $ 321,709 $ 329,785 $ 867,189 $ 889,131 $ 899,679 FY11 FY12 FY13 $ 911,528 $ 883,419 $ 849,309 $ 296,759 $ 341,097 $ 335,385 $ 1,208,287 $ 1,224,516 $ 1,184,694 Less Total Expenses $ 867,189 $ 889,131 $ 899,679 Ending Fund Balance $ 341,097 $ 335,385 $ 285,015 Less Restricted Balance $ 106,391 $ 112,000 $ 118,000 Carryover Fund Balance $ 234,706 $ 223,385 $ 167,015 Form C2 - page 1 Form C Budget is: Entire Agency Bd/Donor/Funder Restricted Funds Schenken Schmidt Endowment Total Restricted Funds In -Kind Support: Services/Volunteers Material Goods Space, Utilities, etc. Other: Website hosting Total In -Kind Support Grants Federal Victims of Crime Act Federal Victims of Crime Act ARRA Federal Violence Against Women Act Federal Violence Against Women Act ARRA Federal Rape Prevention Education Federal Violence Against Women on Campus State Sexual Abuse State Sexual Abuse - statewide hotline State Victim Services State Victim Services - statewide hotline University of Iowa Student Government United Way of East Central Iowa Anonymous grant Total Grants Footnotes: Agency: RVAP FY11 FY12 FY13 $ 106,391 $ 112,000 $ 118,000 $ 106,391 $ 112,000 $ 118,000 FY11 FY12 FY13 $ 281,995 $ 288,552 $ 297,388 $ 645 $ 645 $ 645 $ 44,400 $ 45,600 $ 46,800 $ 360 $ 360 $ 360 $ 327,400 $ 335,157 $ 345,193 FY11 FY12 FY13 $ 96,107 $ 88,523 $ 90,293 $ 922 $ - $ - $ 22,839 $ 20,790 $ 21,206 $ 4,197 $ - $ - $ 25,703 $ 23,658 $ 23,658 $ 23,054 $ 32,429 $ 5,777 $ 62,030 $ 73,870 $ 75,347 $ 76,819 $ 87,776 $ 89,532 $ 8,472 $ - $ - $ 3,415 $ - $ - $ 54,322 $ 47,090 $ 48,503 $ 32,000 $ 32,000 $ 32,000 $ 25,000 $ 25,000 $ 25,000 $ 434,880 $ 431,136 $ 411,316 1) Interest and unrealized gain on investments (FY11 interest=$4577; gain=$24,424) 2) UI funds to support nformd.net program, honoraria, conference revenue (net of expenses), and event sponsorship 3) Audit expense, equipment/computer expense, internet/email, office supplies, postage, repairs, staff development, endowment/gift account expenses and depreciation 4) In -kind volunteers & services; staff development, travel, professional consultants, phones, translation services, printing, publicity, website hosting, library, SAAM, WhistleSAFE, subscriptions/publications/memberships, volunteers, and other program expenses Form C2 - page 2 Form D Performance Measurement Agency RVAP Quantity Quality # of Clients Common Measures (%) (How much did we do?) (How well did we do it?) # clients serviced through direct service; # crisis calls; # participants in healthy relationship # individual counseling; programming; # advocacies; # participants in educational #support groups; w programming # healthy relationship groups; W # educational programming # of Activities (by type) Activity Specific Measures (%) % certified staff as defined by Iowa (Is Anyone Better Off?) Legal Code; % of callers who experience reduction in % staff who have received Building crisis response; Global Community certificate; % of callers who identify coping skills; % of new counseling clients % of callers who connected with offered/receiving appointment within additional resources; one week; % of counseling clients meeting three % of Spanish speaking clients receiving fourths of counseling goals; in -person response vs. language line % of counseling & support group clients interpretation; reporting reduction on PTSD response; % of requests for in -person advocacy % of advocacy clients completing w responded to with twenty minutes; medical exam or police report; w % schools receiving Safe Dates % of advocacy clients participating in programming within six months of ongoing legal remedies; request; % of support group participants % of educational programs scheduled identifying two new coping strategies; within two weeks of request; % of healthy relationship program % of staff practicing one self -care participants demonstrating increase in activity weekly knowledge & skills; % of education participants able to identify compassionate response to victims; % of education participants able to identify bystander intervention skills Additional Comments: RAPE VICTIM ADVOCACY PROGRAM ADVISORY BOARD MEMBERS (as of 9/ 11) Name /Occupation /Employer Member Since Pat Mason -Browne Feh_ 9.007 Senior Associate Director, Academic Programs & Student Development UI College of Liberal Arts & Sciences Heather Ockenfels Nov. 2009 Doctoral Student, Higher Education and Student Affairs; Graduate Assistant, Office of the Dean of Students University of Iowa Loralee Walker Nov. 2009 Probation/Parole Officer Department of Corrections JP (Justin) Claussen Nov. 2009 Special Education Teacher West High School Christine Grant Sept. 2005 Retired Associate Professor and Athletic Director Emerita UI Dept. of Health & Sport Studies Pam French Feb. 2007 Training Specialist Pearson Ewa Bardach July 2011 Chief Financial Officer Iowa Donor Network Jan Warren July 2011 Administrator for Student Programs UI Belin Blank Center '-T� CITY OF IOWA C11Y U.h.d Way of Johnson county FY13-FY14 Community Impact Funding Application Agency: Shelter House Community Shelter and Transition Services Director: Christina M. Canganelli Board President: Alan Elgar Requestor: Christina M. Canganelli Phone: (319)338-5416 ext. 200 Email: crissy@shelterhouseiowa.org Mailing Address: P.O. Box 3146, Iowa City, IA 52244-3146 Website: www.slielterliouseiowa.org Year Org Established: 2020 Vision Goals for the Common Good: please indicate Goal(s) that your agency supports: M Education M Income M Health United Johnson Iowa City Coralville Way Count Total Request for Funding FY13 $85,000 $52,500 $40,000 $6,0 00 Total Budget $2,085,275 $2,085,275 $2,085,275 $2,085,275 of Total Budget 4.1% 2.5% 1.9% 0.3% This submission was considered and approved by (both signatures and date are required): Signatures: n D� gency uectol ) date Agency board President date CITY OF 101MA CITY United Way of ►ohnson County Please attach a written summary addressing the following list and reference your responses to their relative numerical order. In responding, please endeavor to furnish the necessary information in a brief but complete manner. If a response is not applicable to the Agency, provide the explanation of omission. Agency Information 1. a) What specific need in the community is Agency addressing? (Describe the extent of the problem, and the major factors in the community contributing to the problem.) Shelter House provides shelter, basic & transitional resources, while encouraging self- sufficiency, to any person in our community who is homeless & is the only shelter for the general homeless population in the county. The agency not only addresses essential human needs of food & shelter but moves beyond these to address issues related to the transition back into the community, obtaining & maintaining permanent housing, employment & health benefits. CITY STEPS 2011-2015 sites education, job training, & self-sufficiency skills among the greatest needs of those in poverty. Shelter House's STAR Program, Workshops, Culinary Skills Training, & Professional Cleaning Services directly respond to these needs. CITY STEPS specifies the following strategies which are consistent with Shelter House services including Drop -In Center, the Shelter and the Lodge: ❑ Support expansion or addition of homeless facilities to meet increased demand. ❑ Improve day shelter opportunities & improve public & private space showers & laundry Expand availability to case workers within existing system to provide improved service. ❑ Continuation of the STAR Program. 11 Provide services to support special needs populations in non -facility based care environments Johnson County sits astride the intersection of 2 major interstates, contains 3 major hospitals, each with a psychiatric inpatient unit (a disproportionate number of mentally ill persons settle here). Shelter House serves many who, during and after receiving medical attention, have nowhere else to turn and are discharged with nowhere but the shelter to go. Johnson County is the most housing cost -burdened county, has one of the higher poverty rates, & rental housing costs remain among the highest in the state. The burden is heaviest on the working poor —this includes the homeless. Good schools, job opportunities, & a safe community, these are the reasons people come to us and why many remain. 2. a) List and describe the programs and/or services of the Agency that are provided to Johnson County residents that address that need. Drop -In Services: Include showers, laundry, phones, & counseling & are available to the public daily. Haircuts, legal aid, mental health counseling, & VA outreach are available weekly & monthly. Emergency & Transitional Shelter for men, women, children, disabled & elderly who are homeless: Emergency stays are 1 to 2 weeks. Transitional stays do not exceed 90 days. Clients are required to participate in STAR. Transitional Living Program for Veterans: 14 transitional beds for homeless veterans maximum stays are 2 years. Clients are required to participate in STAR. STAR: Case managers work with clients to achieve greater independence through employment. STAR addresses barriers to employment & works with the client to decrease inhibitors, such as, housing, mental health, substance abuse, vocational & life skills deficits, transportation, childcare, education & medical needs. Clients acquire & maintain employment, access qualifying benefits, & acquire more permanent housing. Skills Workshops: Include Self -Empowerment, Employment Readiness, Job Club, Healthy Living, Money Management, Creative Writing, & Parenting & are taught by staff & volunteers from the U of I Counseling Psychology Program. Food Production & Culinary Training: Breakfast & dinner are offered daily. Meals are made from scratch & meet state nutrion guidelines. Shelter House provides meal service for Youth Homes & Mecca & has standing contracts with several U of I Departments. Shelter House offers a 12 week Culinary Training Program for interested residents. Successful graduates are Sery Safe Certified & therefore competitively positioned for local employment. Lodges provide permanent housing for 12 adults with serious mental illness, preference is given to military veterans. The core philosophy is the belief that people who live & work together, & have significant control over their lives, can overcome homelessness & recover from ental illness becoming active & contributing members of the community. 3. a) Please complete Salaries & Benefits chart for entire Agency. (Form A) Client Information 4. Provide a succinct, specific description of your primary target population(s). Describe clients as a group in terms of their needs, requirements, and strengths. Shelter House provides shelter and support services for men, women, and children, the disabled and elderly. Women and children constitute 45% of those served. Veterans constitute 15% of adults served. 21 % of adults served are chronically homeless having, by definition, a disabling condition and repeated stays of homelessness. All Shelter Douse clients are living in poverty. Current residents of Shelter House are homeless. Roughly 55% of the homeless have no medical coverage, 26% suffer from acute infectious conditions and 46% suffer from chronic health conditions. Approximately one- third of Shelter House clients suffer from histories of drug and alcohol addiction and approximately one-third suffer from a serious mental illness. Many show evidence of a co- occurring disorder exhibiting symptoms of both a substance abuse and mental health problern. Health complications are further exacerbated due to lack of access to and a payment source for mental health and substance abuse treatment services. Shelter House clients have profound skills and health deficits that severely and negatively impact their ability to compete in the open market. Because of this, they are often times unable to effectively participate in the market without supports. Primarily, causes of homelessness locally mirror those reported in the most recent Statewide Study on Homelessness: significant numbers coming from family breakup and domestic violence, lack of affordable housing, lack of access to substance abuse and mental health services, no medical coverage and medical impoverishment, lack of jobs that pay a living wage, lack of skills, education, and job experience necessary to attain and maintain available employment opportunities. Please include an unduplicated count of clients you have served for the past two years and one projected year. For your projected and proposed number of clients, please provide a realistic number based on past number of clients served. For example, if Agency does not have the capacity to increase number of clients served, please do not project or propose an increased number of clients. (Form B) Financial Management 6. Complete Form C. 7. a) In detail, describe the Agency need for funding from: i. United Way of Johnson County ii. If applicable, Local Government(s) The need for United Way & Local Government funding is both immediate and significant. In November of 2010 Shelter Iouse moved to the new shelter facility increasing shelter bed capacity from 29 to 70 beds overnight. The new facility was a community -wide initiative with broad support from both the public and private sectors. It is without comparison to the old, but has of course come with substantially increased operating costs such as utilities and staff (overnight shifts now require two people on shift whereas as with a census of 29 beds there was only one). There continues to be disinvestment at the federal level in shelter services. Federal funds for shelter operations (Emergency Shelter Grant and FEMA) have dropped 25% in the last year alone and 30% since 2009. At the same time, and as compelled by the community, our capacity to serve has more than doubled. Drop -In Services are entirely funded by United Way, Local Government, faith communities, & other local private funds; there are no federal funds available for such services. United Way and Local Government funding is also utilized to leverage the federal funds for the STAR Program (discussed in section c below). Without the local match, Shelter House would be nothing more than a bed to sleep in & a place to get out out of the cold. Shelter House staff, board, and volunteers aggressively engage in fundraising activities. The agency has launched two small businesses (catering and janitorial) which provide education, ,job training, and job placement for our clients while simultaneously generating revenue for the agency. However, we cannot replace the substantial and much needed investment currently made by the United Way & Local Government. This funding allows the agency to go far in continuing to address homelessness at the grassroots level, addressing needs and gaps in services as they exist in our community, providing creative, flexible programs that invest in moving people forward in their lives. b) If the United Way of Johnson County funding is not available and this funding request is not approved, describe the impact of that decision on Agency and the programs/services these funds would have supported. i) If applicable, describe impact if local government funding is unavailable. Shelter House is still in its first year of operations in the new facility --still striving to meet the costs of operating a new, larger, and more sophisticated facility. The loss of United Way & Local Government funding would have an immediate and crippling effect on all Shelter House services. Shelter House has limited reserve funds with access to a modest line of credit for short -falls in the short -run. The agency would need to reorganize and reconsider anything that is done above and beyond meeting essential needs. There would also be the very real possibility that even these would need to be reduced ulitmatley limiting bed capacity leaving shelter beds empty should there be an inability to provide adequate staff to ensure a safe environment. As Shelter House currently runs at capacity most every night, even more people would be denied shelter and left with no where but the street to go. Loss of said funding will create the added burden that the funding for the STAR Program and all daytime activities of Shelter House would be at risk and fundamentally compromised. HUD funds are currently leveraged by United Way and Local Government funds. The contract agreement with HUD is binding. If the full amount of the cash match obligation is not met in full, the entire grant can be remanded. This would represent a loss to our community of $448,000 in HUD hinds, a loss in all services that work to help people move forward in their lives and achieve greater finanical independence, and would require Shelter House to revert to only the most basic, essential services ---overnight shelter. Shelter I-Iouse is administratively lean. The loss or significant reduction in United Way and/or Local Government funding would lead to cuts in program. Agency staff, board members and volunteers are actively and aggressively involved in community fundraising efforts. We as an organization would not be able to make up such a significant loss in funding. c.) How will United Way of Johnson County funding help leverage other revenue for Agency? i) If applicable, how will funding from local government help leverage other revenue? The United Way, City of Iowa City and Johnson County together leverage $448,000 in federal funds from HUD and in so doing have invested in the work of the STAR Program. The cash match requirement is $106,750 (20% of the supportive services budget) annually. The STAR Program is the anchor program which makes Shelter House so much more than just a bed to sleep in. It is through the STAR Program that Shelter House is able to help people move into more permanent housing, provide skills building, vocational training and job placement, and help the disabled and elderly to access benefits for which they qualify. Local match is specifically utilized towards case management, life skills building, employment assistance (job coaching, vocational training, paid internships, and job placement), health care costs if no other funding source is available, education, and transportation. The range of services is extensive and the investment by the United Way, City of Iowa City, and Johnson County is significant. United Way, City of Iowa City and Johnson County funds also leverage Emergency Shelter Grant Program (ESGP) funds that support shelter operating costs such as utilities and overnight staffing —the very activities that keep the lights on and our doors open. ESGP funds are HUD funds and require a dollar for dollar match. The current level of funding is $25,000. Agency Accomplishments The United Way and Local Governments work towards snaking our community a better place to live. Through the 2020 Vision Goals for the Common Good, we will measure our progress towards improving community conditions. Please provide the following information. 8. Complete Form D and provide the Performance Measurements used (or will be used) by the Agency to measure results of services toward 2020 Vision Goals. 9. Provide an example of services provided by Agency that a weekly contribution of the following amounts would make possible. This list will be used to encourage giving at workplace campaigns. a) $2.00 per week for one year ($104) The gift will sponsor four nights of shelter and service for someone in need in our community. b) $5.00 per week for one year ($260) The gift will sponsor 10 nights of shelter and service for someone in need in our community. c) $10.00 per week for one year ($520) The gift will sponsor nearly three weeks of shelter and service or five nights for a family in need in our community. d) $25.00 per week for one year ($1300) The gift will sponsor nearly two months of shelter and service for someone or two weeks of shelter and service for a family in need in our community. Required Attachments ®Form A: Salaries & Benefits Chart ®Form B: Client Statistical Data Sheet ®Form C: Budget Information ®Form D: Performance Measurement ®Current Board List with Terms FORM A Agency Shelter House Check if Applicable Fu11= Time Position Paid Leave Health Ins. Retire. Plan Current Salary Range Per Position Equivalent FTEs Last This Next Year Year Year Executive X X X $55,250 - $65,500 1 1 1 Director Development X X X $40,250-$42,500 .75 1 1 Director Department X X X $40,250-$42,250 3 3 3 Directors (Program Development, Resident Services, Support Services) Shelter Manager X X X $28,250-$32,500 2 2 2 Kitchen Manager X X X $30,500-$32,500 1 1 1 & Trainer Case Manager X X X $32,500-$39,500 6 6 6 Lodge X X X $30,500-$32,500 0 1 1 Coordinator Vocational X X X $30,500-$32,500 0 1.5 2 Coordinator Kitchen X X X $19,750-$21,750 .5 1 1 Assistant Shelter X X X $9.50-$10.40/hour 2 2 2 Coordinator Shelter X Coordinator $9.50-$10.40/hour 4.5 4.5 4.5 Administrative X X X $27,250-$29,500 1 1 1 Assistant Janitor X X X $9.00-$10.40/hour 1 1 1 Janitor X $9.00-$10.40/hour .5 .5 .5 VISTA Volunteer 1 1 1 TOTAL FTEs 24. 27. 28 25 5 Form B Agency: Shelter House Agency summary of clients served during last two years and one projected year (unduplicated client count) Information/Education Provided 7/01/09-6/30/10 1 7/01/10-6/30/11 7/O1/11-6/30/12 1,250 persons Direct Services Provided 1,250 persons 1,250 Persons 850 persons 819 persons 675 persons Gender Male Female Total 388 191 579 438 237 675 550 300 850 Ethnicity Hispanic Black Caucasian 47 247 222 55 292 259 70 365 330 Native American 20 8 6 10 Asian 3 5 Pacific Islander Other 401 55 70 Total 1 5791 675E_EE 850 Age 0-5 76 52 65 6-17 70 66 85 1 &29 93 112 140 30-61 62-75 332 8 436 550 9 10 Over 75 Total 579 675 ����85 Location Johnson County (Combined, unduplicated) 244 Iowa City 181 Coralville 52 North Liberty 285 425 212 316 61 90 9 15 The tables above take into account administrative records only for Resident Services, Drop -In Center, and Support Services. The new facility opened in November of 2010. 2010-2011 figures only reflect 7.5 months at the new bed capacity of 70. Therefore an increase in clients served is projected for 2011-2012. Form C Historical Balance Sheet Shelter House FY08 FY09 FY10 Current Assets Cash $488,952 $843,965 $168,101 Investments (CD for New Facility) $261,810 Designated Endowment $637,168 $793,147 $880,134 Receivables<90 days Total Current Assets $1,387,930 $1,637,112 $1,048,235 Other Assets Property $453,168 $453,168 $3,736,627 Equipment $196,225 $196,225 $390,963 Less Depreciation $341,111 $366,434 $315,450 Receivables>90 days Construction in Progress $56,248 $215,397 Contributed Asset Held for Sale $36,500 Total Non -Current Assets $364,530 $498,356 $3,848,640 Total Assets $1,752,4601 $2,135,468 $4,896,875 FY08 FY09 FY10 Current Liabilities Accounts Payable $802 Payroll Taxes Payable $12,584 $16,610 $16,463 Contracts Payable $3,500 Mortgage Payable(6) $164,000 Total Current Liabilities $16,084 $16,610 $181,265 Other Liabilities Mortgage Payable Balance Other Total Other Liabilities $0 $0 $0 Total Liabilities $16,084 $16,610 $181,265 Unrestricted Net Assets $310,830 $357,977 $3,380,228 Temporarily Restricted Net Assets $1,425,546 $1,760,881 $1,335,382 Total Net Assets $1,736,376 $2,118,858 $4,715,610 Total Liabilities and Net Assets $1,752,460 $2,135,468 $4,896,875 14 O O O O O M 00 N t- 00 00 to t/) O to �n O v) "t "o t- 0 O N t� C7 W 01 N x 1C) �o 00 00 0 0 � 00 Vl N M ^ (f? 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O a ' d b cdFZ a xCd 0 0 0 0 tn 0 00 O M O 69 O a It O NN M� 00 69 69 N OfA � _ _kn 69 69 Cos 64 O N �o O t- O O1 d vl N M to 69 t- O .-i ti O \O t`- M 0 N ,-� N --� M t� �O l0 t� et O 00 69 N m r-� 69 64 69 69 T 69 t-- r-t 69 64 ti t� M p .1 r �-1 M N bo4 O a O O O 69 o0 O oo d r- cr O 69 M \�p mot- oO r-+ �1 b 4 00 — t- l —q 6s p., Vn O O O N 69 00 w N d •--� M 69 Q b O s.. a W ^ o a� ^ ^^ O a' En p U U � w 1 [� CITY OF 101NACITY CORALVILLE United Way of Johnson Co Form D Performance Measurement: 7/01/2010 — 6/30/2011 Quantity Quality # of Clients Common Measures (%) (How much did we do?) (How well did we do it?) Resident Services: Resident Services: 1. # of clients who received shelter = 502 1. % of adult clients with mental illness or adults and 116 children for 618 other disabling condition = 26% individuals served. 2. % of adult clients who are chronically 2. # of people who utilized Drop -In Center homeless = 21 % =116 t 3. # of Veterans = 75 w W Support Services (STAR): Support Services (STAR): 1. # of case management clients = 294 1. % of adult case management clients with adults and 111 children mental illness or other disabling condition = 32% 2. % of adult case management clients who are chronically homeless =18% 3. % of case management clients that are families =16% # of Activities (by type) Activity Specific Measures (%) (Is Anyone Better Off?) Resident Services: Resident Services: 1. # of nights of shelter = 18,437 1. % of clients who moved to more permanent housing = 33% 2. % of clients employed at exit = 27% 3. % of clients with a source of income at exit = 67% Support Services: W1. % of case management clients who moved to more permanent housing = 73 % 2. % of case management clients employed at exit = 49% 3. % of case management clients with a source of income at exit = 93% * ►..�.T Farm D CITY OF 1014A CITY CORALVILLC united way of Johnson Co Performance Measurement: 7/O1/2011 — 6/30/2012 Quantity Quality # of Clients (Now much did we do?) Common Measures (%)(How well did we do it?) Resident Services• Resident Services: 1. # of clients who received shelter 1. % of clients with mental illness or other 2. # of people who utilized Drop -In Center disabling condition. 3. # of Veterans 2. % of clients who are chronically homeless. 3. % of clients who ate at least one nutritious meal per day from the Shelter House kitchen. 4. % of clients evicted due to violence or illegal activity. SunooJ•t Services (STAR): Support Services (STAR): L # of case management clients 1. % of veterans participating in Transitional Living Program. 2. % of veterans participating in Homeless Veterans Reintegration Program t 3. % of case management clients with mental illness or other disabling W condition. 4. % of case management clients that who are chronically homeless. 5. % of case management clients that are families. Culinary Starts: 6. % of referrals for case management clients resulting in services. 1. # of openings in training per week 2. # of referrals received Culinary Starts: Lode: 1. % of applicants who enroll in training 1. # of clients in training per week 2. # of hours each client missed of Lodge: available trainings. 1. % of clients who would have ordinarily been evicted under house rules. 2. % of clients graduating training within established time frame (first must establish average length of training). w U W # of Activities (by type) Resident Services: 1. # of nights of shelter 2. # of loads of laundry, showers, and counseling through Drop -In Center 3. # of nutritious meals served 4. # of clients seen by Nursing Clinic Support Services: 1. # of case management clients who participate in Skills Development and Empowerment Workshops 2. # of referrals to outside provides Culinary Starts: 1. # of trainees per week Activity Specific Measures (%) (Is Anyone Better Off?) Resident Services: 1. % of clients who moved to more permanent housing 2. % of clients employed at exit. 3. % of clients with a source of income at exit. Support Services: 1. % of clients who increased skills and education. 2. % of case management clients who moved to more permanent housing. 3. % of case management clients employed at exit. 4. % of case management clients with a source of income at exit. 5. % of clients who applied for SSUSSDI that were awarded benefits. 6. % of clients who sustained independence (in own housing with adequate income to support the cost of room and board). Culinary Starts: 1. % of program income generated by Culinary Starts' fee -for -service and contract activities. 2. % of clients who are competitively employed three months following graduation. Lodge Lodae: 1. # of undesirable incidents per client per 1. FTG% of hours worked per week per week 2. # of clients with adequate income to support the cost of room and board. client. 2. % of clients taking meds as prescribed 80% or more of the time. 3. % of clients seen by medical professionals when needed. 4. % of clients hospitalized monthly. zi U0 • V) O O ��i i0 aJ � 41 p, 0- ^C} W y O N 6 U U ai 0 0 0 o U C7 U A A C7 Q A a A Lar C7 C7 C7 Q A U w Q A n, m d Cl N A N N N NO N N N N H M M c1 M M M M M M M M M M cn h O N cC U ,C"j U rn, C i—r N o cn402 a, w O y,, � x co o o Cl) o ° a) 3 O CO o v �.o �, ° 0 °U 0 o ° Z w O C -, •> o U � U U U U � U U U U U U o 3 3 3 3 Z ° o 0 0 ,° 0 N '� a cd a xi 0 Z W w w o x O a� C7 j a, cn CA 0 o U ej W U O N 'd O N O N O N O N U U U rU A 3 o VI z > U o o �D �(4-4 O aO O cu U O N o O i411l� Johr>soi r i CITY OF IOWA CITY FY 13-FY 14 Community Impact Funding Application United Way Agency: United Action for Youth Director: Jim Swaim Board President: Leslie Harrington Requestor: Jim Swaim Phone: 319-338-7518 Email: jimswaim@unitedactionforyouth.org Mailing Address: P,0 Box 892 Iowa City, IA 52244-0892 Website: unitedactionforyouth.org Year Org Established: 1970 2020 Vision Goals for the Common Good: please indicate Goal(s) that your agency supports: 0 Education ❑ Income � Health United Way Johnson County Iowa City Coralville Total Request for Funding FY13 $72,000 $115,000 $65,000 $4,500 Total Budget $1,788,805 $1,788,805 $1,788,805 $1,788,805 % of Total Budget 4% 6.4% 3.6% 0.2 /o This submission was considered and approved by (both signatures and date are required): Signatures: Jim Swaim 9/15/11 Agency Director date Leslie Harrington 9/15/11 Agency Board President date Jason` i -.r CITY OF IOWA CITY United Way of Johnson County Please attach a written summary addressing the following list and reference your responses to their relative numerical order. In responding, please endeavor to furnish the necessary information in a brief but complete manner. If a response is not applicable to the Agency, provide the explanation of omission. Agency Information a) What specific need in the community is Agency addressing? (Describe the extent of the problem, and the major factors in the community contributing to the problem.) UAY's programs address multiple needs of youth & 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, & 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 addres tmental health issues has risen in recent years. The Iowa City Schools has established a baseline of mental health needs of children in the schools, 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. 2. a) List and describe the programs and/or services of the Agency that are provided to Johnson County residents that address that need. Counseling assistance to teens and parents to resolve issues & challenges at home, school, with peers, or in the community. Also served are prior victims of abuse/crime, runaway & homeless youth, or seeking assistance with mental health issues. Individual & group counseling is provided at UAY, in home, schools & community settings. Counselors rotate on call 24 hrs/day day to provide crisis intervention & in -person help to runaways & youth in crisis. UAY is a resource to the Iowa City Schools to provide case management to children & families referred by student support teams at the jr highs. Teen Parent Program provides counseling, support, skill building & assistance to pregnant and parenting teens & their infant children. Staff help teen mothers & fathers to improve parenting skills, provide counseling in -home, offer weekly groups, & respite child-care. A nurse practitioner provides health services; well -baby care; promotes wellness activities & assists pregnant & parenting teens & their children to connect with health services. Youth Development (YD) provides young people opportunities to develop skills, connect with peers in a positive way, & connect to the community through healthy youth/adult partnerships; preventing substance abuse, delinquency, school failure, & teen pregnancy. A location for YD is the Youth Center, an innovative arts environment offering communication arts, traditional arts, & the use of electronic media as a compelling alternative to unhealthy behavior. The Youth Center has a recording studio, art studio, art gallery, performance space, Rotary Center for Youth Volunteers, & drop -in area. Staff provide support & counseling & instruction in various arts activities. YD activities are offered at several school & community sites including Solon, North Liberty & neighborhoods assisting with after -school programs. An Academic Mentoring Program with the Iowa City schools includes UAY case managers to assist students & mentors. a) Please complete Salaries & Benefits chart for entire Agency. (Form A) Client Information 4. Provide a succinct, specific description of your primary target population(s). Describe clients as a group in terms of their needs, requirements, and strengths. 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 and after -school programs. 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 students having difficulty at school; some are young people who are having challenges with their peers. In the youth development program UAY's target is all youth; that is any young person (12-18) 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. Most of the youth who receive counseling also are involved in youth development. UAY's Kids First program serves children of divording parents. 5. Please include an unduplicated count of clients you have served for the past two years and one projected year. For your projected and proposed number of clients, please provide a realistic number based on past number of clients served. For example, if Agency does not have the capacity to increase number of clients served, please do not project or propose an increased number of clients. (Form B) Financial Management 6. Complete Form C. 7. a) In detail, describe the Agency need for funding from: i. United Way of Johnson County ii. If applicable, Local Government(s) UAY uses local funds 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. The funds give UAY the capacity to provide crisis intervention to youth and families on a 24 hour/day basis as well as respond to emerging counseling needs that develop such as changing community demographics or an unexpected traumatic event. United Way and local funds also help pay for the operating costs for the Youth Center and the Family Service Center. With few exceptions, many of UAY's state and federal grants have been at the same level of funding for over ten years, while local support has increased by less than 5% in 5 years. At the same time UAY's operating costs have increased each year including transportation costs, utilities, rents for teen parents, and the costs for effective computer and information technology. Most salaries at UAY have not increased for a few years and there was an across the board cut in salaries last year to reduce the deficit. Benefit costs have also risen, and again UAY has had to increase the staffs share of health insurance costs and reduce other benefits. The increases sought in local funding will help meet these increased costs and enhance UAY's ability to leverage additional federal, state, and private grants to provide for the needs of young people and families in Johnson County. The funding support will have a direct bearing on helping decreased preparation gaps for school and work among youth (Education Goal); and increase the number of children and adults who are healthy and avoiding risk behaviors. (Health) Our programs also help the financial stability of families of teen parents. (Income). b) If the United Way of Johnson County funding is not available and this funding request is not approved, describe the impact of that decision on Agency and the programs/services these funds would have supported. i) If applicable, describe impact if local government funding is unavailable. Without United Way & local funds, UAY would be unable to obtain or sustain several of its federally funded or state funded programs. UAY would have to discontinue the Crime Victim program; Street Outreach and program for runaway youth; the Transitional Living Program that serves homeless youth & teen parents; the Community Pregnancy Prevention Program; and the IA Dept of Public Health Youth Development program. These programs have multi -year funding support that is for at least 3 years, so the impact would include a loss of funds already secured by UAY. It is highly unlikely that we could continue to operate the Youth Center on a daily basis without the help of United Way & local government funding. UAY's overall ability to operate would be significantly reduced because local funds support our ability to have a basic service capacity. The overall impact would be a dramatic loss of support and intervention to help young people and families 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 performance in school due to increased barriers to learning. The expiration of federal funds and reductions in state funds this past year was significant, but despite these reductions, local support helped maintain UAY's level of effort for both counseling & youth development. c.) How will United Way of Johnson County funding help leverage other revenue for Agency? i) If applicable, how will funding from local government help leverage other revenue? UAY has consistently used local funding to leverage federal, state, and private resources that assist young people and families. In the past this has included securing support for two distinct national demonstrations —for the Teen Parent Program in the 1990s and the Positive Youth Development project from 2004-2009. UAY also collaborates with other Johnson County providers such as MECCA and the Iowa City schools to leverage state and federal demonstration efforts, such as the Substance Abuse Coalition, the Academic Mentoring Program, and the Safe Schools Healthy Students initiative. Among the grants requiring local match that are included in the proposed funding year are: Basic Center for Runaway and Homeless Youth; Transitional Living Program for older homeless youth and parenting teens; the Street Outreach Program; Victims of Crime Assistance Act (VOCA) support for child abuse and crime victims; the AmeriCorps Communities of Promise initiative with Iowa State University; Community Adolescent Pregnancy Prevention Program; a federal capacity building opportunity; an anonymous foundation youth development project; and a federal expansion of services to victims. UAY also consistently blends funds from other local initiatives such as those funded by Empowerment or De -categorization with other local, state and federal funds in order to enhance how funds are leveraged. UAY takes advantage of federal Community Development Block Grant funds from Iowa City to support services and space needs. During the current year that includes using $350,000 in Iowa City CDBG funds to acquire additional housing for teen parents and homeless youth. Agency Accomplishments The United Way and Local Governments work towards making our community a better place to live. Through the 2020 Vision Goals for the Common Good, we will measure our progress towards improving community conditions. Please provide the following information. 8. Complete Form D and provide the Performance Measurements used (or will be used) by the Agency to measure results of services toward 2020 Vision Goals. 9. Provide an example of services provided by Agency that a weekly contribution of the following amounts would make possible. This list will be used to encourage giving at workplace campaigns. a) $2.00 per week for one year ($104) one month of infant supplies for one teen parent in the transitional living program; arts supplies in one month of weekly afterschool activities. b) $5.00 per week for one year ($260) one week of groceries in the transitional living cluster site for teen parents, or the supplies used in one of UAY summer arts workshops for teens, or the supplies used in one quarter at the Solon youth center c) $10.00 per week for one year ($520) will pay for a group of 20 youth to use the Ropes Course for team building and skill building for one half day, or for the recognition awards and banquet for UAY volunteers, or for one outing for the teen parent support group with their children. d) $25.00 per week for one year ($1300) will pay the rent for one month for the teen parent cluster site, or will pay for one peer counselor to be on the UAY staff for a year part time or provide one quarterly match payment to have a full time AmeriCorps member conduct youth development activities, or sponsor 1 teen parent staff person to get certification and training related to Parents as Teachers or Strengthening Families. Required Attachments ®Form A: Salaries & Benefits Chart ®Form B: Client Statistical Data Sheet ®Form C: Budget Information ®Form D: Performance Measurement ®Current Board List with Terms FORM A Agency United Action for Youth Check if Applicable Full -Time Paid Health Retire. Current Salary Range Equivalent Position Leave Ins. Plan Per Position (FTEs) Last This Next Year Year Year Executive Director X X X $55,000-$68,000 1 1 1 Associate or Program X X X $38,000-$55,000 4.8 4.4 4.8 Directors Youth Counselors X X X $26,000441,000 5.5 4.75 5 Family Counselors X X X $38,000-$52,000 3 2.4 3 Therapists Case Managers X X X $28,000- $41,000 4.6 3.5 3.5 Family Support X X X $28,000-$41,000 5 4.6 5 Counselors Youth Development X X X $20,000438,000 2 1.5 2 Specialists Office X X X $25,000-$38,000 3 2.8 3 Managers/Clerical Custodian NA NA NA $22,000432,000 .5 .5 .5 AmeriCorps Members $12,000 stipend + $4,800 4 2 2 Ed. Award Child Care/Child $18,000- $32,000 .25 .25 .25 Development *health is provided to employees who are at least 60% *UAY retiement is provided after 3 yrs at UAY TOTAL FTEs 33.6 27.7 30.0 5 5 Form D Performance Measurement Agency United Action for Youth Quantity Quality # of Clients Common Measures (%) (How much did we do?) (How well did we do it?) decrease in binge drinking Youth Svy # Youth all programs: 2317 decrease in teen pregnancy rate Hlth rept. # babies teen parent: 99 decrease in runaways requiring police # parents in counseling: 464 intervention compared to 2000 # Youth in counseling: 743 decrease in founded child abuse cases # Youth in Youth Dev: 2,084 decrease in teen moms having subsequent # of Pregnant & parenting teens: 92 births %,c # of youth victims in VOCA: 163 used evidence based programs -Parents as w # of runaway homeless youth: 135 Teachers, LifeSkills # of youth in divorce groups: 158 increase access to Mental Health reported # of youth in leadership prog.: 37 85% of runaways reunite with families or # of sign -ins during Youth Center drop- safe home in: 4048 Increase in youth volunteering # youth with Academic mentor: 114 5% of youth in YES had subsequent # youth with Ment. Hlth case mgr: 111 delinquent charge, fewer than 5% # of minority males in YES: 42 suspended at school # of Activities (by type) Activity Specific Measures (%) Teen Parent: (Is Anyone Better Off?) home visit hrs: 1104 no developmental delays, 1 low parents skill training hrs:1924 birthweight (4% of teens in program) Groups/contacts: 336 community referrals made: 194 68% of youth in counseling also involved Health service contacts by PNP: 344 in Youth Development programs ALL Programs: skill building: 8160 sessions 78% of clients in therapy report Counseling sessions: 1840 satisfaction in meeting their goals Family Couns sessions: 494 w Crisis interveniont: 176 100% of teen parents participate in group w Advocacy: 1156 increased participation of youth in Kids First (divorce) sessions: 20 community presentations about drugs, YOUTH Development: alcohol, and risky behavior Arts Projects completed: 3750 Music projects completed: 238 MLK Day community project completed Band shows art exhibits: 24 by youth/band shows/exhibits attended by Solon Youth Center nights: 42 400 youth and 150 community members Parent education workshops: 3 sets Drama lab hours: 162 Youth in LifeSkills demonstrate improved understanding of health consequences of drinking Additional Comments: UAY struggled with deficits for the past three years, attempting of have each year's deficit be less than the depreciation (non -cash) expense. Part of the problem has been the limited ability to recover the full costs of programs from the state and federal grants and the operating overhead needed to keep the Youth Center and Family Resource Center open during the year. The Balance sheet value of UAY's property does not represent the higher market value of the property. UAY has consolidated its loans effective 9/29/11 securing them with the properties at 355, 410, and 422 Iowa Avenue. Cook Appraisal valued the properties at $1,970,000 and the board secured a mortgage of $860,000 to address the deficit. The board also adopted current and future budgets that have no deficits, even when non -cash expenses are included in the projections. The UAY board is working with the Executive Director, to complete a succession plan that reflects his potential retirement in the next 2 years. Form B Agency: I United Action for Youth Agency summary of clients served during last two years and one projected year (unduplicated client count) Parents 370 464 500 Gender Male 1587 1202 1350 Female 1589 1115 1275 Total 31761 23171 2625 Ethnicity Hispanic 383 302 350 Black 525 496 510 Caucasian 1929 1313 1500 Native American 16 6 10 Asian 91 54 75 Pacific Islander Other/Multi-racial 232 146 180 Total 3176 2317 2625 Age (Youth clients) under 10 182 224 230 10 to 12 514 406 450 13 to 15 1513 1025 1200 16 to 18 822 552 625 over 18 145 110 120 Babies-- teen parent program 92 99 95 Total (includes babies) 3268 2416 2720 Geographic Location Johnson County (Combined, unduplicated) 2679 2021 2250 Iowa City 1677 1396 1500 Coralville 3401 2151 290 North Liberty 326 198 230 Form C Historical Balance Sheet Agency: UAY (As of Agency's fiscal year-end) United Action for Youth FY2009 FY2010 FY2011 Current Assets Cash $55,388 $38,825 $17,183 Investmentments Receivables<90 days $112,623 $140,097 $121,473 Total Current Assets 1 $168,0111 $178,9221 $138,656 Other Assets Property $7931833 $758,806 $715,947 Equipment $81,420 $94,994 $63,086 Less Depreciation Receivables>90 days Other (describe): furniture prepaid ins, & pledges $17,322 $7,495 $6,089 Total Non -Current Assets $892,575 $861,295 $785,122 1 $1,060,586 $1,040,217 $923,778 FY2009 FY2010 FY2011 Current Liabilities Accounts Payable $10,855 $13,847 $30,190 Payroll Taxes Payable $13,922 $5,628 $5,136 Wages Payable $29,614 $33,669 $38,184 Interest Payable $856 $1,881 $1,980 Vacations Payable $72,370 $61,090 $67,848 Deferred Income $54,911 $38,864 $40,178 Contracts Payable Mortgage Payable(6) $100,000 $188,275 $198,550 Total Current Liabilities $282,5281 $343,2541 $382,066 Other Liabilities Mortgage Payable Balance $694,274 $679,157 $664,350 Other Total Other Liabilities $694,274 $679,157 $664,350 Total Liabilities $976,802 $1,022,411 $1,046,416 Equity (Net Worth) $83,784 $17,8 6 --$122,638 Liab + Equity $1,060,586 $1,040,217 $923,778 Form C iftency Specific Budget is: (please indicate) I United Action for Youth Agency Revenues FY11 FY12 FY13 Coralville Funding $3,500.00 $3,500.00 $4,500.00 Iowa City Funding $60,000.00 $410,000.00 $65,000.00 Johnson County Funding $107,000.00 $107,000.00 $115,000.00 UWJC Allocation $64,524.00 $66,000.00 $72,000.00 UWJC Designations $6,020.00 $6,192.00 $7,000.00 Grants -Federal, State, Foundation $1,143,043.00 $1,111,200.00 $1,156,105.00 Membership Dues Fees for Services $118,051.00 $173,700.00 $200,400.00 Sales to the Public/Contracts Fundraising Events $38,326.00 $36,500.00 $41,600.00 Contributions/Donations (including in -kind) $152,809.00 $106,000.00 $126,700.00 Interest and Investment income $459.00 $200.00 $500.00 *Other Total Revenue $1,693,732.00 $2,020,292.00 $1,788,805.00 Agency Expenses FY11 FY12 FY13 Total Salary and Wages $1,119,851.00 $951,650.00 $1,065,650.00 Benefits $272,545.00 $251,529.00 $271,531.00 Administrative Occupancy $194,177.00 $545,000.00 $195,800.00 Other (describe) $247,603.00 $213,700.00 $247,750.00 Total Expenses $1,834,176.00 $1,961,879.001 $1,780,731.00 Fund Balance FY11 FY12 FY13 Revenue $1,693,732.00 $2,020,292.00 $1,788,805.00 Carryover Balance From Prev Year $17,806.00 -$122,638.00 -$64,225.00 Total Operating Balance $1,711,538.00 $1,897,654.00 $1,724,580.00 Less Total Expenses $1,834,176.00 $1,961,879.00 $1,780,731.00 Ending Fund Balance -$122,638.00 -$64,225.00 -$56,151.00 Less Restricted Balance Carryover Fund Balance -$122,638.00 -$64,225.00 -$56,151.00 Bd/Donor/Funder Restricted Funds FY31 FY12 FY13 anonymous Foundation $40, 178 UAY Board reserve $3,000.00 $6,000.00 "ted Funds 1 $40,1781 $3,000.00 $6,000.00 In -Kind Support: FY11 FY12 FY13 Services/Volunteers $175,000.00 $195,000.00 $200,000.00 Material Goods $50,000.00 $55,000.00 $60,000.00 Space, Utilities, etc. $3,600.00 $4,000.00 $6,000.00 Other: (please identify) Total In -Kind Support $228,600.001 $254,000.00 $266,000.00 Grants FY11 FY12 FY13 Federal runaway and victim $524,100.00 $514,000.00 $545,000.00 Youth Development Prevention $377,610.00 $387,900.00 $402,000.00 Teen Parent $187,960.00 $177,000.00 $185,045.00 AmeriCorps and other grants $53,373.00 $32,300.00 $24,060.00 Total Grants $1,143,043.00 $1,111,200.00 $1,156,105.00 UAY Board Members FY11 NAME EMAIL OCCUPATION Jan Finlayson, Secretary finn 2365 msn.com 2City, =1owa Leslie Harrington, Chair leslie-harrington@uiowa.edu U of Iowa Carver College of Medicine 2 Neva Evans, Vice - Chair Neva@SFCoralville.com Insurance & Financial Services 2013 North Liberty, IA 52317 Nate Koch nkoch@citystatebank.net SVP Business Development 2013 Iowa City, IA 52246 Maggie Moore betty-moore@uiowa.edu Univ. of Iowa 2012 Iowa City, IA 52245 Attorney, Integrated DNA Roman Terrill rterrill@idtdna.com Technologies 2012 Coralville, IA 52241 Randy Willman, Treasurer willman@lefflaw.com Lawyer, Leff Law Firm 2014 Iowa City, IA 52240 Nick Westergaard nick@westergaard.com Owner of Westergaard Advertising 2014 Coralville, IA 52241 Owner:Architect John F. Shaw AIA, Sohn Shaw hn@'ohnfshaw.com LEED AP, INC. 2012 Iowa City, IA 52240 Shannon Christensen ----Shannonchr@mchsi.com U of Iowa Carver College of Medicine 2014 Iowa City, IA 52246 Melanie Cloud Sross lmelaniegross@gmaii.com Pearson. Coralville, IA 52241 Officers: Chair: Leslie Harrington Succession Planning Committee: Finance Committee: Marketing & Development Committee: Vice -Chair: Neva Evans Nathan Koch Nathan Koch Nick Westergaard Treasurer: Randy Willman Randy Willman John Shaw Randy Willman Melanie Cloud Gross Secretary: Jan Finlayson Leslie Harrington Leslie Harrington Jan Finlayson Shannon Christensen Neva Evans updated 6-11 EVALUATION CRITERIA PUBLIC SERVICE PROJECTS This evaluation sheet will be used as a guide to assist the Housing and Community Development Commission (HCDC) in the FY13 allocation process. HCDC members will evaluate each project according to the questions\criteria shown below. However, the scores will not be the sole determinant of a funding decision. I. Need\Priority (maximum 20 points) Meets identified need in CITY STEPS? Yes No If yes: 1. What priority level in CITY STEPS? (High=15, Medium=7, Low=2 points) 2. How well has applicant documented the ability of the project to meet this need? (0-5 points) II. Leveraging Resources/Budget (maximum 30 points) Project budget is justified? (Costs are documented\reasonable) Yes No If yes: 1. How well does the organization and/ or project leverage human resources or utilize community partnerships? [Volunteers, collaboration, etc.] (0-10 points) 2. Does the project leverage private financial resources? [including in kind] (0-10 points) 0 to 25% Private Funds (0-1 point) 26% to 50% Private Funds (2-4 points) 51 % to 75% Private Funds (5-7 points) 76% to 99% Private Funds (8-10 points) 3. Has applicant documented adequate efforts to secure other private or public funding? (0-5 points) 4. Applicant did not receive Aid -to -Agency funding within prior fiscal year that could have been used for project. (0-5 points) III. Feasibility/Need for Subsidy (maximum 20 points) 1. How well has applicant demonstrated the requested level of public subsidy is necessary? [Private\other funds not available?] (0-8 points) 2. Does the project schedule adequately demonstrate the project will be completed and funds expended within the required time period? (0-4 points) 3. How well does the proposed budget establish the project is viable without further subsidy? (0-8 points) IV. Impact\Benefit (maximum 25 points) Does the project help persons gain self-sufficiency? Yes No If yes: 1. What primarily level of low- to median -income persons are targeted? (0-30%=10, 31-50%=6, 51-60%=4 points, 61-80%=1) 2. How innovative of a solution to the problem does the project represent? (0-10 points) 3. Is the project likely to produce a demonstrable benefit to the community in comparison to its cost? (0-5 points) V. Capacity\History (maximum 5 points) Applicant can maintain regulatory compliance? Yes No If yes: 1. Has applicant demonstrated strong financial skills or arrangements for necessary financial management and established the administrative capacity to successfully complete this project? (0-5 points) PROJECT NAME: PROPOSED ALLOCATION: $_ (Maximum amount of points — 100) GRAND TOTAL FY13 Applicant Guide 3