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HomeMy WebLinkAbout01-03-2013 Housing and Community Development CommissionREVISED AGENDA HOUSING AND COMMUNITY DEVELOPMENT COMMISSION EMMA HARVAT HALL, CITY HALL 410 E. WASHINGTON ST., IOWA CITY THURSDAY, JANUARY 3, 2013 6:30 P.M. 1. Call Meeting to Order 2. Approval of the November 15, 2012 Minutes 3. Public Comment of Items Not on the Agenda 4. Staff/Commission Comment 5. Discussion Regarding FY14 Aid to Agencies Funding Requests 6. Discuss FY13 Annual Action Plan Amendment for CDBG Economic Development Projects • Recommendation to City Council 7. Monitoring Reports • HACAP — Playground (Zimmermann Smith) • Neighborhood Centers of Johnson County — Aid to Agencies (Zimmermann Smith) • Community Mental Health Center —Accessibility (Zimmermann Smith) • DVIP — Facility Rehabilitation (Hart) • FY12 Habitat for Humanity — Land Acquisition (Hart) • FY11 Shelter House — Rental Rehabilitation (Hart) • FY11 Isis Investments LLC — Rental Housing (Hart) • FY11 Wetherby Condos South LLC — Rental Housing (Hart) 8. Adjournment N H W 3 a , ��4 4/) 0 Y= U. 1 wN Ma W GJ Q O Q rl LL N d � Q O 0 0 N 0 0 0 0 O O O O O 0 O 0 0 CO14 0 � m v 0 A 0 to p W TF o 0 to Q z o V) 0 t o 0 Ln 01 N 0 0 Ul 0 o 0 m 0 0 o o Z 0 00 O .-i O O A v A to two V) `� to to 00 ,-i to v t/} U) t/? to LM i/? ri {h ti to r to Lr t/} to � to � a 3 .y LL U y 0 0 00 O O 00 O 0 0 0 O 0 0 0 m w cc Cl CD0 0 0 0 0 m O C O V O m 00 Z V to O O M O O vi Ql Z � 00 0 00 C I t/} �' to n t/} O t/} Lr) (/? [/? l/? V} N ,lh c-I ,-1 to V 00 to to e-I [/! 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N [[� to t/} V} t/} t/} t? tl? c-I V)- ci to LD to a -I 4} M w a LL to to 1t 0) c E V O R T V C E = U 0 O m U OA V V C 0 T, a c o U Y o a C o L 4: O E ..O N t 00 o uOQ c 0V U nE 3 o m a04 riYO Ee OO 2 T TV Vp 0 O E O NCm . m U L L U O > +m+ O C m O O y i ,—1 Y y 01 Q O O w E O O p Q E J O E j 0 s_ Y C V 0) ti r m L O } 01 t •y, N O E N Y 01 0J V Y 0J Y C Y p0 m W G C H h Q O T U N OL 16 v Q V c u w o m O, 0) 9 c o J 01 L C y 0) w O 0 1 0 u m s 3 u (U o a O1 tlngg H V V 40 E y� E 0/ 0) w V 3 Ln V L W C L T 01 u W 00 'aj t N m . Q a L Q m O U L V O 0 W X W O LL i— W 2 O 2 V U O Z N d t6 0) t t C C C to H d t. C .mrrnfi t r f ei!dindatmd Child :'are BY14.Ioint Government Application General Information Agency Name 4 Cs Conrmunny Coordindated Child Care Executive Director Name Susan Gray Board President Rebecca Way-Bergus Requestor Susan Gray Phone (319) 338-7684 Email susan@iowa4cs. corn Address 1500 Sycansore Street, Iowa City, , 52240, U.S.A. Website wwwJowa4es.com Agency Mission Statement 40 prhnary purpose is to proneote quality childcare in our community. 40 believes that good quality childcare is purl of the infrastructure of a vibrant, sustainable community that determines the quality ofl(fefur its residents. • 4Cs advances the quality and accessibility olchild cure. • 4Cs increases awareness of the value of high quality child carefor all children birth through the middle years. • 40progr,anis demonstrate best practices Number of Years in Operation 40 Year Org Established 1972 2020 Vision Goals for the Common Good Please indicate Goal(s) that your agency supports Income Yes Education Yes Health Yes Johnson County Rquest for Funding Johnson County: Request for Funding FY14 77.000 Total Budget (Johnson County) 87,000 Johnson County: % of Total Budget 88.51 Iowa City Request for Funding Iowa City: Request for Funding FY14 2,000 Iowa City: Total Budget 2,000 Iowa City: % of'Total Budget 100 Coralville Request for Funding Coralville: Request for Funding FY14 2,140 Coralville: Total Budget 2,140 Coralville: % of Total Budget 100 tir rrZ t"r5^ h -. ©2012e-Clmpactcom P,'tp9 f of,2 Agency Information Please complete the Salaries & Benefits chart for entire Ageney (Form A), in addition to the questions below. 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.) Poverty rates have increased in Johnson County with 39.8% of households in .Tohnson County at 2.50% ofFederal Poverty Level or below. Many of these families have young children and need child care to enable them to lookfor work, and in many cases, find housing. They also need assistance through the critical time period Offending work and then being approved to receive child care assistance. Keeping these children in safe, nurturing environments is also critical for their future du�elopmeni and success of school, this is on identified community need. Supporting theirfamiiies to become more financially stable is also a community need. (United Way OJJohnson County: 2020 Vision) Johnson County is a mobile community with many people attracted to the area by the University, the University Hospital and Clinics and the hope of a quality of life that Offers fmnifies a better opportunity to provide a safe and promising fixture to 1 heir children. The result of this mobility is that many families do not have extended family support or informal support networks within the community. tVhcn facedwith a crisis the family's isolation exacerbates the snualiun anda family's ability to "weather the storm. " There is a need to provide some resources to support families dealing with emergencies. There are approximately 10,000 children birth - 5 years in Johnson County. 70% of these children have both or their only parent working. Child care is their reality. Success at.school is highly dependant on a child's quaNv of life and experiences in theftrsi five years of life. This impacts the development qI the brain's architecture which determines how well the child is able to think and regulate emotions. This is particularly important for children raised in poverty as they are, found to be four times less likely to enter school ready to be success id. (Julia B. Isaacs, Child & Family Policy Fellow, Economic Studies, Tlhe Brookings Institution, March 2012). !'he lCCSD 4th grade reading prof ciency level is 74.7% and is below the state level (United Way ql Johnson County 2020 Vision). This indicates a need to improve the level ofschool readiness and national research indicates that this is best achieved by ensuring good quality care and education from birth. The major factors in the community that contribute to the problem are: We have traditionally thought of the education of children beginning at 5 or 6 years of age and continuing through 121h grade. Anything before, five years of was considered "babysitting"or keeping babies/toddlers safe. As we gained more information ubout the early years and concern rose about school readiness more attention was paid to preschool years, particularly to 4 year olds. The research unequivocally shows that good quality care and education matters froi n birth and that birth to three years is a particularly vulnerable stage in determining brain development. The second factor is that because the birth to five years care and education has not been considered as important as school age education there is not adequate support of an early childhood system in our community. 'There needs to be more infrastructure to support the child care programs irh our community. This worlc is criticcrlly important and shoutd not be done in isolation. The third factor is that the coinmunUy needs a qualified, effective child cure workforce to ensure successful outcomes for young children. Traditionally, because this work was considered "babysitting"there were veryfew requirements to qualify for employment or to establish one's own child care program. Significant changes in this area have been made in the past .few years, but this remains an circa of required growth. 11, r ,t7 !OS .M(; : ©2012e-Clmpact.com 2or is 2. List and describe the programs and / or services of the Agency that are provided to Johnson County residents that address that need. 1. 4Cs Home Ties Child Care Center meets the needs ofthe most vulnerable families in our community by providing free, temporary child care to frnilies that are homeless oral risk of homelessness. Parents work on then self -determined goals towards selfsujjiciency while their children attend the center. home Ties stafvvork very closely with Shelter House and DVIP, Developmental sereenings are done on children that .stay there longer than one month and referrals made as necessary. 2. 4Cs Crisis Child Care program provides a maximum of72 hours gffree child care 2417 to families in Johnson County that are dealing with a crisis. T his progrcmn prevents the unnecessary placement of children in the foster care system, and supports the safety of all children. Referrals are accepted. fr-orn social agencies and self -referrals. Children are placed in either licensed child care centers or registered home -bused child care programs while the parents deal with the crisis. After hour referrals are taken by the JC Cris is Center and then patched through to staff to organize placement. 3. 4Cs provides Professional Development opportunities to the early childhood commiunity. Last year over 2, 000 child care providers attended 125 workshops and two Early Childhood Conferences. 4Cs provides support and guidance to child care providers to better understand their career pathway choices. We work very closely with the Iowa Association and Education of Young Children (AEYC) and their TEACH scholarship program. If child care providers do not have appropriate early childhoodqualifrcations they are encouraged to participate in the Child Development Associate credential (CDA) which is considered thefrrsl step on the professional ladder. 4Cs has a CDA program that provides assistance with thi.sprocess. 4.. 4Cs Provider Services: 4Cs provides comprehensive support to 30 home-hased child care programs. Each provider receives multiple consultations and work on self -determined goals for their programs. There is a general focus on social skills, behavior management, emergent literacy and early math and science skills. All providers are expected to learn how to use a developmental screening tool, take training in the use. of an environment rating scale and be involved in a quality child care initiative. Peer -to -peer support is also an important aspect ofthe program. The purpose ofthis program is to address the lack of an early childhood system or infrastructure in our community. 40 provides consultations and a Directors' Workshop series for center directors to learn about community resources and to network and learn from one another. Anew, program provides support to home -based child care providers that maybe marginalized because of language or cultural barriers. Our concern is that the children in these programs need to enter .school ready to learn so our goal is to ensure that the child care providers are aware of community resources and comfortable accessing them. 5. 40 Food Program. Approximately 75 registered home -based providers participate in the USDA funded Child and Adult Care hood Program (CACFP). The program ensurer that nutritional guidelines are met and providers receive partial financial reimbursement for the meals served. This program brought over$400, 000 into the community last year. Participation in this program is a requirement far any program wishing to participate in the skate's child care quality initiative: The Quality Rating System. The purpose of this program is to improve children(s nutrition and to provide increasedfnancial stability to to the child care provider which addresses retention and quality, 6. 4Cs develops an Occasional Child Care progrann for the University ofIowa, This consists of college students interested in bahysitting In a parents home fora few hours. The list is given to the University of Iowa and is dispersed among University students or employees. 1 1. '2(, ' 1,'. 'i 0 Vt > i As f C "i © 2012 e-Cimpacl.com �0 ci 12 Client Information Please complete Client Demographic (Form B) in addition to the question(s) below. 3. Provide a succinct, specific description of your primary target populations(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 ofchild care. Child care providers may be. working in home or center -based programs, preschools or before and after school programs. There is a wide range of providers,liwat high .school and college students to people that have been working in the field, for over haent.y years, some with professional qualifications, others not. Their needs are good quality trainings, support in implementing new corrcepis info the child care progrars, tnjormarion and sarpporl regarding professional deveiopment opportunities, and for home providers support to address the issues that arise from the isolation of the work. We are .fortunate to have a strong component of the Johnson County child care workforce that is committed to professionalism and sets a standard for other providers to aspire to. Families in Johnson County, that meet eligibility requirements, may receive care al 4Cs home Ties Child Care Center. Our highest priority is to serve children living in shelters or transitionai housing, then children whose parents are receiving services from such progrmns as U,4Yor MECCA. Parents receivingsuppor(from DHS also meet the income eligibility guidelines. Our Crisis Child Care program is also open to all families in Johnson Counly regardless of income. Referrals may be from agencies, law enforcement, or self -referrals, We receive Jimdingfrorn the University of lowa to develop an occasional child care program. Participants are students at the University of Iowa that are prepared io babysit children in parents homes for a shore period of time. This list is given to the University oflowa and they disperse it to University of Iowa, famillies. 11 is no longer available to the general public. Financial Management Complete Form C(a) and berm C(b) 4. In detail describe the Agency need for funding from: City of Iowa City The majority ofgrants that 4Cs receives are to provide specific services or resources to child care programs. The. funding that we receive,from the City oflovva City helps support the inpastructure costs which enable the agency to function: our insurance, the cost ofour audit and.financial expenses. The Department of Human Services lists 51 licensed centers and 66 registered home -based child care pr-ograrns in Iowa City. 4Cs is providing professional development opportunities, support and resources to these programs. We have been working in this corm unity fur 40 years and have well established reiationshrps with these programs and conlinue to strive to establish a sense of community and collaboration between programs to better.serve the community, We would not be able to provide these services without funding. Home Ties Child Care Center and Crisis Child Care impactfamilies in Iowa City. home Ties works so closely with Shelter House and DVIP that families served are primarily from Iowa City although they may move to Coralvdle or North Liberly once they are able to secure housing or permanent child care. 4a. The objective of Iowa City's Consolidated Plan (a.k.a. CITY STEPS) is to promote a continuum of care within the community that includes jobs, housing and services for low -moderate income persons. 'fell us how the agency (or program of the agency) addresses the goals cited in the 2011-2015 CITY STEPS Plan (www.icgov.org/actioiiplail, pages 91-94). Addressing the needs of homelessness is an idenlifted goal of CITY STEPS Plan, Home Ties Child Care Center provides child care to homeless families so that the parents have the time to find housing, find work and access child care assistance, Home Ties is able to provide a maximum of three months off ce child care. The hope is that by the end of this period the parent will have found work, found child care and been able to access child care assistance. Last year 93 at risk children received care at Home Ties. The Crisis Child Care program is also able to help parents that are not able to cope with a crisis withoutsorne additional resources. This has been particularly helpful io families that are able to cope, but any additional challenges willpush then? over the edge For many families that are livingfirorn paycheck to paycheck a crisis can of en precpitate loss of work or housing, It has also served fambes that may have financial resources but are not we11 connected to the community and have no one that they can reach out to and ask for help. Many home -based child care providers are low-income and our services provide support and resources to hnprove .financial stability. Providers participating it? our Food Program receive partial reimbursement for meals served . 0 t 1 91p:6 c.1 :b? 02012e-Clmpactcom 'agenc» 12 5. In detail describe the Agency need for funding from: City of Coralville The majorily ofgrants that 4Cs receives are to provide spec{fTc services or resources to child care programs. Thefirnding that we receive from the City of Coralville helps support the infrastructure casts which enable the agency to frtnetion. on? - insurance, the cost ofour audit anditnancial expenses. The Department of Human Services lists II child care centers and 25 home -based child care programs in Coralville. All of these pr ugranns are eligible for• 4Cs professional development and consultation programs. There are also Coralville home - based child care providers participating in our Ready, Set, Go program which provides comprehensive support to these programs including consultations to promote the development of social skills, early literacy and early math skills. Our work is impacting the quality of child care in Coralville. Families in Coralville are eligible to receive services from Home Ties Child Care Center and the Crisis Child Care program. G. In detail describe the Agency need for funding from: Johnson County Johnson County provides finding for eleven child rare slots of Hone Ties Emergency Child Care Center. This allows homeless or low income parents the opportunity to have their children well cared.for while they look for employment, go back to school, do what is necessary to improve the family financial.stability. 11 is also very important that the children are cared jor in a center that understands the challenges that these children may be experiencing due to their stressful environment. It is important that the children are accepted and suppporled to be successful. The last thing such children need is to be. 'expelled"from child care. Home Ties provides child care providers that understand the challenges, believe in our mission and have experience in dealing with these issues. 1VOLS1 of children graduate to (lead Start or Neighbo-hood Crater programs. The majorily ofgrants that 4Cs receives are to provide specific services o- resources to child care programs. Thefirnding that we receive from Johnson County helps suppo t the infrastructure costs which enable the agency io junction: for example, our insurance, the cost of our audit andfinancial expenses The Department of Fluman Services lists 17licensed centers in Johnson County and 45 registered home -based programs (not including Iowa City and Coralville): Licensed Ccnters - !0 North Liberty, 2 Solon, 2 Swisher, 2 Tiijjin and l Oxford. Registered Home -based child care programs - 33 North Liberty, 6 Salon, 2 Tiffin, 4 Lone Tree. All of these programs are eligible for 4Cs professional development and consultation programs. There are also Johnson County home -based child core providers participating in our Ready, Set, Go program which provides comprehensive support to these programs including consultations to promote the development of social skills, early literacy and early math skills. They also participate in the 4Cs Food Program. This work is impacting the quality of child care in Johnson County but we do need financial support to ensure that rve can continue to function in the community. 7. If the local government 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. Horne Ties Child Care Center. lffimding is not approved we will have to reduce the number offamilies that we are able to serve. Lasl year we provided child care to 53 children wah.lohnson County funding. This is the only program in the community which provides this service so it would have a huge negative impact on homeless, famlles trying to get back on their feet. Home Tiescould increase their number of children receiving child care assistance as this is another community need, but our primary goal is to provide child care to the homeless and with funding cuts we would not he able to do this, This, funding is critically important to our agency because it is literally what keeps our doors open. It is used to fund things which are considered best practice of any non-profit agency but is seldom funded by grants that are secured for specific programs. /f funds administrative time to look.for and write grants andprovide, leadership to the agency, to secure efficient financial support to rim the agency and to have yearly audits. If we lost funding we would need to find another source of revenue. S. How will local government funding help leverage other revenue for Agency? Local government funding is especially helpful when applying for funding outside the county to an entity that does not have a prior relationship with the agency or know the community. It provides the agency a level of credibility and accountability if local government entities trust the work and support the agency. 9. If other hods are currently being leveraged using Johnson County Block Grant funds, please identify, the source of handing, dollar amount leveraged and the purpose of the funds (service provided). Funds are not currently being leveraged. 10:5 AV q,rF © 2012 e-Clmpactcoru Agency Accomplishments The United Way and Local Governments work towards makingour community abetter place to live. Through the 2020 Vision Goals for the Common Good, we wit measure out progress towards improving commnmily conditions. Please provide the,following information: Complete Form D and provide the Performance Measurements used (or will be awed) by the Agency to measue results of services toward 2020 Vision Goals, 10. Please provide specific outcomes/performance measures ,your organization achieved in T'Y 12. How are people hrttrr nff berauan of thr, c vind9 _nrvirwc vnn orm, .dr. 100 children from 75. famihes received child care at Home Ties Child Care Center. 84 of these children were in funded slots (.IC Social Services and JC Empowerment) and 9 were receiving either childcare assistance or had been placed in foster care. 7 children were in private pay s4ols. 97.5% ofthese children were demonstrating age appropriate skills. 100% of parents reported feeling that their children were safe, happy and learning at home Ties. 88% of parents reported meeting their goals towards self suff ciency (35 surveys). Professional Development. 98 % of class participants reported improving health & sclfedy conditions in their early learning environments (1781181). 98% of class participants reported being able to incorporate developmentally appropriate activities to create an unproved learning environment (3521360). 88 % of)-atingvlcertificatioizs/credeniialing/renewals were a direct result of professional development opportunities provided by 4Cs. (CDA W QRS 29134). Our Early Learning Pilot program with home -based child care providers (Ready, Set, Go! reported 93010 increased understanding in the teaching ofsocial skills, 100°%u reported increased activities to promote early literacy, 86%reported increased activities to promote early math skills, 86% reported increased servings offr�esh fr�uils and vegetables and 93% reported learning new ways to prepare fresh fruits and vegetables.(14 home -based programs with 16 child care providers participated in the program. 56 children received crisis child care. 96% (54156) were successful cod parents were able to resume care of their children. We had to report one case 0 children from one family) to DHS as the par etn s illness became more serious and the children needed to be placed with familly members that had travelled to the area. i ?! < 1" � . C - ] © 2012 e-Clmpactcom P'tym 6 of 12 i 1, on(lid l( a.,. FY14 Fonn A Agency Salaries & Benefits Please provide the information for employees in your agency. Ifyou do not find the position on the list, please add the position in the "other"section. )'ou will be individually add positions in "other" category. Please indicate ifthe position has paid leave, Health Insurance or Retirement byplaying a "I"in the box if the position receives that benefit. Please provide the information for employees in your agency. If you do not find the position on the list, please add the position in the "other" section. You will be individually add positions in "other" category. Please indicate ifthe position has paid leave, Health Insurance or Retirement by playing a "1 " in the hoc if the position receives that benefit. Position Paid Leave Health Ins Retiremen t Plan. Average Salary i FTE (Last Year) FTE (This. Year} FTE (Next YYear) Executive Director/ President / CEO 1.00 1,00 0.00 51,244.00 1.00 1.00 1.00 Director of Operations /COO Director of Development Program Director / Manager Director of Community Intervention Assistant Teacher O.00 0.00 0,00 15,600.00 7.00 7.00 7.00 Administrative Assistant 0.00 0.00 0.00 20,800.00 0,00 0.50 0.50 Advocate Assistant Coordinator Assistant Director Business Manager Case Manager Clerical Staff Clinical Services Manager / Director Clinical Support Maintenance / Repair Office Assistant Program Coordinator 3.00 3.00 0.00 32,111.00 3.00 3.00 3.00 Receptionist Services Coordinator Transportation Manager / Director *Other 2.00 2.00 0.00 40,211.00 3.75 3.75 3.75 Lead Teachers 1.00 1.00 0.00 22,096.00 3.00 3.00 .3.00 Program Associate 1.00 1.00 0.00 18,115.00 0.75 0.75 0.75 Total 6 6 0 159,966 14.75 15.25 15.25 1L 9 ( Ari; 1 02012e-Clmpact.com 0x,c7n?-11; ,J C, U IMAI,) t'oamm w a (hill i FY14 Form B - Agency Demographic Agency summary of clients served during last twa years and one projected year (unduplicated client count) kYlt tV 121 1'Y13 Lrformation/liducation Provided 3,872 2,119 2,200 Direct Services Provided 398 474 550 Total 4,270 2,593 2,750 Gender FY1I FYI2 FY13 Male 1151 84 85 Female 283 3901 465 Ethnicity FY1I FY12 FY13 IIispanic 8 13 20 Black 56 128 145 Caucasian 199 297 365 Native American 0 0 0 Asian 16 1 5 Pacific Istandcr 0 0 0 Other 119 35 15 Total 398 474 550 Age FYII FY12 FY13 0-5 155 150 150 6-17 32 12 10 18-29 12 148 180 30-61 117 159 205 62-75 0 5 5 75+ Years 0 0 0 Geographic Location FYI FY12 FY13 Johnson County (Combined, unduplicated) 2,320 474 550 Iowa City 1,102 364 426 Coralvitle 370 44 54 North Liberty 350 541 63 ©2012e-Clmpactcom p ,.e $of'I[ FYI Form C - Agency Budget Budget Type Indicate ifBudget is: 1 = e,.= y r v,_,t 2 = Pr groin SpecJic 3 -= Coun(V Spec fic Type Agency Revenues FY1I FY12 FY13 CoralvilleFunding 2,140.00 2,140.00 2,140.00 Iowa City Funding 0.00 2,000.00 2,000.00 Johnson County Funding 87,248.00 91,945.00 87,000.00 UWJC Allocation 19,380.00 19,380.00 19,380.00 UWJC Designations 2,359.00 2,396.00 2,400.00 Grants -Federal, State, Foundation 199,815,00 153,429.00 174,961.00 Membership Dues Fees for Services 524,705,00 552,437.00 545,850.00 Sales to the Public/Contracts Fundraising Events 8,503.00 1,103.00 5,000.00 Contributions/Donations (including in- kind) 10,281.00 9,182.00 8,000.00 Interest and Investment Income 4,522.00 808.00 500.00 *Other 16,940.00 15,955.00 17,850.00 Total 875,893.00 850,775.00 865,081.00 Expenses FY11 FY12 FY13 Total Salaryand Wages 393,566.00 366,108.00 365,673.00 Benefits 22,660.00 24,793,00 27,816.00 Administrative 58,662.00 57,256.00 57,845.00 Occupancy 6,232.00 10,300.00 15,150.00 Other 1 381,143.00 392,835.00 398,570.00 Total 862,263.00 851,292.00 865,054.00 Fund Balance FYII FY12 FY13 Revenue 875,893.00 850,775.00 865,091.00 Carryover Balance From Prev Year 0.00 13,630.00 13,1 13.00 Total Operating Balance 875,893.00 864,405.00 878,194.00 Less Total Expenses 862,263.00 851,292.00 865,054.00 I Il i2 9C.S + +�d i;I- l 02012 e-Clmpact.com `>,uo,n 9 of 12 FY14 Form C - Agency Budget Fund Balance FY11 FY12 FY13 Ending Fund Balance 13,630.00 13,113.00 13,140.00 Less Restricted Balance Carryover 1'nnd Balance 13,630.00 13,113.00 13,140,D0 Bd/Donor/Fuuder Restricted funds FYII FY12 FY13 Bd/Donor/Funder Restricted Funds - please itemize 0.00 0,00 0.00 Total 0,00 0.00 0.00 In -Kind Support FYI FY12 FY13 Services/Volunteers 15,948.00 11,159.00 12,000.00 Material Goods 2,000.00 2,000.00 2,000.00 Space, Utilities, etc. 68,000.00 69,200.00 69,200.00 Other 4,000.00 0.00 0.00 Total 89,948.001 82,359.001 83,200.00 Grants FYI FY12 FV13 *Grants - please itemize 252,390.00 279,513.00 287,881.00 JC Finpowermeent/ Provider Services 56,184.00 53,884.00 69,738.00 JC Empoermentl Home Ties 43,785.00 43,785.00 44,100.00 Washington Empowerment 6,042.00 25,33.5.00 26,738.00 JCSocialServices/HorneTies /Block grant 77,000.00 77,000.00 77,000,00 City of Iowa City 0.00 2,000.00 2,000.00 City ofCoralville 2,140.00 2,140.00 2,140.00 Universityoflowa 22,700.00 22,700.00' 15,300.00 lA County Empowerment 0.00' 1,523.00 2,065.00 JC Crisis Child Care 22, 800.00 14, 946.00 10, 000, 00 Jc United Wary 19,380.00 19,380.00 19,380.00' JC United Way/Priority Grant 0.00 14,424,00 17,020.00 JC United Waay/Designaled Giving 2,359.00 2,396.00 2,400,00 "total 252,390.00 279,513.00 287,881.00 121(,}.i^ nAr'JS"f 02012e-0Impact.com iarye °�0w12 oinn c, � i E I ( 0ordii J i 1,; j , ,', FY14 Form C - historical Balance Sheet (As of,4gerecy's fiscal year-end) Current Assets FY14 FY11 FY12 Cash 49,613,001 61,526,001 61,160.00 inveaunents 100,829,00 1 13,883.00 122,802,00 Receivables<90 days 174.00 0.00 0.00 Total Current Assets 150,616.00 175,409.00 183,962.00 Other Assets FYlll r FY11 FY12 Property 107,465.00 107,464.00 107,464.00 Equipment 126,544.00 128,930.00 132,980.00 Less Depreciation 164,256.00 177,939.00 190,857.00 Receivables>90 days 0.00 0.00 0.00 Other (describe): 0.001 0.00 0.00 Total Non -Current Assets 69,75300 58,455.00 49,587.00 Total Assets 220,369.00 233,864.00 233,549.00 Total 688,387.00 706,652.00 714,437,00 Current Liabilities FY10 `' FYI FY12 Accounts Payable 0.00 0.00 0.00 Payroll Taxes Payable 1,269.00 1,134.00 1,338.00 Contracts Payable 0.00 0.00 0.00 Mortgage Payable 0.00 0.00 0.00 Total Current Liabilities 1,269.00 1,134.00 1,338.00 Total 0.00 0,00 0.00 Other Liabilities FY10 FYI1 FY12 Mortgage Payable Balance 0.00 0.00 0.00 Other 0.00 0.00 0.00 "total Other Liabilities 0.00 0.00 0.00 Total Liabilities 1,269,00 1,134.00 1,338,00 Equity (Net Worth) 219,100.00 232,730,00 232,211.00 Liability+Equity 220,369.00 233,964,00 233,549,00 1 !J i ?fl5 AN CSl" 02012e-Clmpactcom F•oe 19 of 12 4 (" ( o on " 0( ( c I;, Iri C rt "a (_nMnunb:" r rrn.:inaP< i C �iiI'lt'att FY14 Form D: Performance Measurement Effort Quality. Common Measures Description: How well did we do it? Measure: Herne Ties Child Care Center. 90% of children will demonstrate age appropriate development. (901100 children) Measure. Home Ties is managed by experienced, qualified slyff. Measure. Ready, Set, Go program consultations will be provided by staff trained in positive behavior supports and early Ineracy. Measure. 4Cs will provide 100 hours ofprofessional development at low cost for child care providers. Measure. Child and Adult Food Program is managed by experienced, knowledgeable staff Quantity. H of Clients Description. How much did you do? Measure: Home Pies Child Cu e Censer. A rnininunn of 44 children will be served up to three months with Johnson Count),junding. 100 children will receive care at Horne Ties. Measure. Horne based child care program. Ready, Set, Go. 30 child care providers will participate in the program. Measarre. Professional Developrrrerrll 2000 parlieipanls will allend workshops or c•onferenaes. This is a duplicated number. Measure. 75 registered home -based child care providers will participate in the 4Cs Child and Adult Food Program. Effect Quantity. 4 oJ'Activities Description. By type Measure: flnrne Ties Child Care Center will provide safe, nurturing and age appropriate child care for a minimum of 44 children wilh Johnson County Social Service fuading. Measure: 60 developmental screenings will be cornpleled on children slaying at Horne Pies longer than one. month. Measure. 30 home -based child care providers will receive 8 consultations from the Ready, Set, Go program. Measure. 1.50 Ages and Stages Assessments will be completed by houre-based child care programs participating in the Ready, Set, Go! program. Measure. 1000 child care providers will complete workshop sun eys. Measure. 75 providers participating in the 4Cs Child and Adult Food Program will each receive a minimum of 3 visits in the year. Quality. Activity Specific Measures Description. What is difference made? Measure: 100% of children in Home Ties child care center not demonstrating age appropriate development will be referred for further assessment. Measure. 75% ofparents at Horne Ties receiving Johnson Counly funding will report meeting a minimum of one of their self sufficiency goals. Measure: 9.5% of child care providers participating in the Ready Set, Go program will report greater knowlege in teaching social skills, and support early literacy and math skills. Measure. 95% of child care providers participating in The Ready, Set, Go program will report reading to the children more frequently. 95% ofchild care providers partiaipatirrg in the Readtr, Set, Go program will report incorporating inure math activities into their programs•. Measure: 100% afRead,, Set, Go providers will request that parents seek further assessements for their child if the provider's screening indicates that there might be a developmental delay Measure. 90% of returned workshop surveys will indicate that participants learn at least 3 new things at the workshop and have three new s•trcaeglesl ideas to implement into their child care programs. Measure. 95 % Child care providers participating in the Child and Aduii Food Program arc compliant with nutritional guidelines AM 2012e-Glmpactcom ��_ge; 12 r.(12 FY14 Joint Government Application General Information Agency Name Executive Director Name Board President Requestor Phone Email Address 2620 Muscatine Ave, Iowa City, Iowa, 52240, U.S.A. Website Arc ofS'outheasl Iowa Bill Reaganl.fohn McFarland Bill Reagan (319) 351-5017 wmreaganrd,aresei. org www. theareic. org Agency Mission Statement The Are of Southeast Iowa, an agency serving the community over 50 years, is conanaled to being a leader in offering information, services and advocacy to individuals with disabilities, then -families and the community; to promote informed choices and the realization of their goals relating to where and how they live learn, work and play, Number of Years in Operation 56 Year Org Established 1957 2020 Vision Goals for the Common Good Please indicate Goal(s) that your agency supports. Income yes Education Yes Health yes Johnson County Rquest for Funding Johnson County: Request for Funding FY14 4,000 Total Budget (Johnson County) 0.20 Johnson County: % ol'Total Budget 2,000,000 Iowa City Request for Funding Iowa City: Request for Funding FY14 4,000 Iowa City: Total Budget 0.20 Iowa City: % of Total Budget 2,000,000 Coralville Request for Funding Coralville: Request for Funding FY14 4,000 Coralville: Total Budget 0.20 Coralville: % of Total Budget 2,000,000 1, 2 ; '0 (2 10:56 '4 Are CST © 2012 e-Cimpact.com )f 1 Agency Information Please complete the Salaries & Benefits chart for entire Agency (Form A), in addition to the questions below. 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.) The Arc of :Southeast Iowa addresses the needfor community EDUCATION advocating for inclusion, access andfadl rights of'citizenship for all members of our community. The Are of Southea.st Iowa is active in governmental affairs and Jorvms. sundry community events and public services. The Arc ofb'outheast Iowa has had numerous appearances on Johnson County radio, TV and newspapers as well as giving tomes and speaking presentations to numerous Johnson County area group8 clod Jfbaretu Ctvrd> T hc` A]ti iif :�ouihdu9i "wa i.'" r'cprr..iituii ve ugerzey' rVith iirc .v'"u C'iy i:via.i....... `y Sv,wl District .Special Education 'Task force; prevent child abuse Johnson County; Mental heulth/disability services planning council and Johnson County Americans With Disabilities Act (ADA) committee. INCOME: through the help ofcommunity support led by United Way of Johnson County The Are of.Southeast Iowa never turns anyone away in need ol'assistance. The Arc of Southeast Iowa's Supported Community Living Program allows people with disabilities to work towardspecific goals to increase indepem/end living skills and community independence enhancing their chances ofgaining employment. The Arc's supported employment program assists adults with disabilities find jobs in the community through assessment, job development, employer recruitment and,job coaching. The Arc's family centered home -based programs enable parents to maintain their employment while their child with the disability remains living at home with the family as opposed to insduaionalization. The Arc's information and referral service and Ilispernic family fellowship program (with the Are providing bi-lingual staff and volunteers) supports and assists individuals and families in connecting with available community resources. HEALTH: The Arc's inlernullenl medical monitoring treatment service supports children and adults with medical needs that require monitoring treatment and supports children and adults with medical needs that require monitoring and/or intervention with 2417 care. 2. List and describe the programs and / or services of the Agency that are provided to Johnson County residents that address that need. ARC OF SOUTHEAST IOTKA ADVOCACY.The Arc of Southeast Iowa acts in an udvocacy role to ensure Thal the rights of citizens with disabilities are secured and safeguarded. Families are kept informed of legislation and litigation pertaining to disability issues. Individuals with disabilities and parents ofchildren with disabilities may seek assistance from the Are when advocacy is required for their individual or personal needs. ARC OF SOUTHEAST IOWA INFORMATION AND REFERRAL. Families often find the .systen7 complicated and convoluted and this can be overwhelming. This can be especially challenging for new parents. The Arc provides assistance to purene; in navigating the system to identify and Link up with carmnunav resources for their child as well as offering any personal assitance the family may need. ARC OF SOUTHEAST IOWA RESPITE CARE: The Are offers families home-hasedlfarnily-centered in -home supports and services enabling parents to maintain their employment and to keep their child with the disability at home with the. family as opposed to making the paimiid decision for institutional placement out of the home (and out of the community); ARC OF SOUTHEAST IOWA GROUPRESPITE: The Arc offers opportunities for children with disabilities to interact with one anollrer through structured play, recreation and therapeutic activities, ARC OFSOUTHEAST IOWA SUPPORTED COMMUNITYLIVING.: the Arc assists individuals with disabilities to work toward specific goals and objectives to increase their independent living skills and community involvement; THE ARC OF SOUTHEAST IOWA SUPPORTED Ed113LOYMENTPROGRAM: The Arc helps adults with disabilities find competitive jobs if? The community. The Arc provides assessment, job development, employer recruitment and,job couching; THE ARC OF SOUTHEAST IOWA INTERMITTMENT MEDICAL MONITORING: The Arc provides monitoring and treatment support services for children and adults with medical needs that require monitoring and/or intervention with 2417 care; THE ARC OF SOUTHEAST IOWA CHILDREN AT HOME PROGRAM; The Arc administers the children at home program under the auspices of the deparmmni of human services in Johnson County The Arc's children at home program is intended to providefunding to allow parents to secure the adaptive equipment/devices necessary to assist the child with the disability to remain home, fiinetion more independently and increase community inclusion. Eligible expenses include medical equipment, home modifications and special adaptive equipment and devices; THE ARC OF SOUTHEAST IOWA HISPANIC FAMILY FELLOWSHIP.: the Arc a,ssiseas Spanish speakingfamilies with a child with a disability cope with a range of issues related to parenting a child with a disability (the Arc provides bi-fingual staff and volunteers); THE ARC OF SOUTHEAST IOWA SIRSHIP PROGRAM: Arc Sibship is a support group for children who have brothers and sisters with disabilities. Arc Sibship provides a supportive, safe, fun enviromnent for children to talk about their experiences, helping decrease their sense of isolation. A wide variety of game activities, fun and food are employed Throughout The meetings; ARC SUMMER DAYCAMPS, ARC PARENT EDUCATION; ARC PARENT SUPPORT GROUP and ARC OF SOUTHEAST IOWA FAMILY PE'LLOWSHIP. The Arc of Southeat Iowa is fully accredited by the Council on Quality and Leadership (CQI,). The Arc of Southeast Iowa summer day camps are accredited by the American Cony? Association (ACA). 1 5 0 C'i?fO:h( nAP, I(L.57 ©2012e-Clmpact,com CI.;;o2 o'11 Client information Please complete Client Demographic (Form B) in addition to the question(s) below. 3. Provide a succinct, specific description of your primary target populations(s). Describe clients as a group in terms of their needs, requirements, and strengths. The Arc of Southeast Iowa's primary larget population comprises children and adults with intellectual, developmental and physical disabilities as well as children and adults with fragile health, illness and chidden and adults with mental health issues including: intellectual disahility, Down Syndrome, Autism, Cerebral Palsy, Muscular Dustrophy, Brain Injury, Spina Bifida, Pervasive Development Disorder, Behavior Disorders. Cystic Fibrosis, Seizure Disorder, Chromosomal Deletion, .right and hearing impaired and non ambulatory as well as other developmental, physical and menrai health issues. The Arc of Southeast Iowa also provides an array ofprograms and services for the entire family. As a group the target population needs advocates as many are unable to advocate for themselves, the group needs access and inclusion to the communily; support services for parents to keep families together and to assist the parents in maintaining their employment and to avoid the painful decision for institutionalization (out of the community). Strengths of the target population include providing rich diversity to the community; a 56 year rich histoly ofsimport and advocacy from the Are of Southeast Iowa; a community (Johnson County) rich in resources where people can "LIVE UNITED; "great support front political leaders; Johnson County mayors and city connciA, the Johnson County Board of Supervisors and strong local comrnunity.support lead by the United Way of Johnson County. Financial Management Complete Form C(a) and Form C(b) 4. In detail describe the Agency need for funding from: City of Iowa City .The Arc of Southeast Iowa is the oldest continuously operating disability advocacy/provider agency located in Iowa City far all of its 56 years. The Arc of Southeast Iowa provides a number of important/beneficial services for Iowa City residents for which no traditional,fundingstreans exist including advocacy, information and referral,, familyfellowship, Hispanic family fellowship, andparent education. 7 he Arc depends on community support like funding from the City of Iowa City to maintain these services which Iowa City residents depend on in order to keep their families together and to continue employment and residence in the Iowa City comrnunity.Even in cases ofprograms with traditional,londing streams, many indhdduaA and.families fall through the cracks and do not quay forfunding. Community support like,fimdingfrom the City of lowa City enables the Arc to maintain its policy to never turn anyone away in need of supporl and services. The Arc of Southeast Iowa benefits the entire Iowa City conmiunity by assisting inclusion far Iowa City's most vulnerable citizens; strenghtening families enabling them to keep then- child at home here in Iowa City and enabling parents to maintain their erployment. Funding from the City of Iowa City is an impor^tant resource and of critical importance especially in these times of economic contraction. Funding, from the City of Iowa City can he used as a match for grant opportunities; in addition demonstrates support, commitment and partnership from the Arc of Southeast Iowa's home community 4a. The objective of Iowa City's Consolidated Plan (a.k.a. CITY STEPS) is to promote a continuum of care within the community that includes jobs, housing and services for low -moderate income persons. Tell us how the agency (or program of the agency) addresses the goals cited in the 2011-2015 CITY STEPS Plan (www.icgov.org/actionplan, pages 91-94). The Arc ofSoutheas7 lower pronotes a continuum ofcare within Iowa City by the availability nfservices for an individaul with a disability from birth throughout his/her life -time (and services Tor lheirfanailies); the strength and consistency ofan agency (the Arc of ;Southeast Iowa) with o rich 56 year history in the Iowa City communily. Over 56years the Arc of Southeast Iowa has served as the impelus.for many of the triumphs of the disability community (and lowa City as a whole). Services and programs provided by the Arc gfSoutheasl Iowa assist parents in keeping their jobs by providing home -based, family centered .service,s and supports; assist adults with disabilities secure competitive community employrnem; provides services and progran e to help individuals with developmental disabilities increase their independent living skills so they can mammin jobs and housing. 5. In detail describe the Agency need for funding from: City of Coralville The Arc of Southeast Iowa is the oldest continuously operating disability advocacy/provider agency located in Johnson County for all of its 56 years. The Arc of Southeast Iowa provides a number of important/beneficial services for Coralville residents for which no traditionalfunding see cams exist including advocacy, information and referral, fanny fellowship, Hi.spanle family fellowship, and parent education. The Arc depends on comrrnunhy support like.fumdirng from the City of Coralville to maintain these .services which Coralville residents depend on in order to keep their.families together and to continue employment and residence in the Coralville community. Even in cases ofprograms with tradilionalfunding streams, many individentA and.farnilies fall through the cracks and do not qualify for funding. Community support like fundingfr om the City of Coralville enables the Arc to maintain its policy to never (turn anyone away in need ofsupport and services. The Arc of Southeast Iowa benefits the entire Coralville community by assisting inclusion for Corolville's most vulnerable citizens; strenghummg, families enabling them to keep their child at home here in Coralville and enabling parents to maintain their employment Fundingfr'om the City of Coralville is an important resource and ofarifical importance especially in these times gfeconomic contraction. Fundingfrom the City of Coralville can he used as a match for grant opportunities; in addition demonstrates support, commitment and partnership, from the Are ofSoutheast Iowa's home community tCO2012e-Clmpact.com ,p�3r1 Si 6. In detail describe the Agency need for funding from: Johnson County The Arc of Southeast Iowa isthe oldest continuously operating disability advocacy/provider agency located in Johnson County for all of its 56 years. The Arc of Southeast Iowa provides a number of irnportant/beneficial.services. for Johnson County residents for which no traditional funding streams exist including advocacy, information and referral, family fellowship, Fli.spanie familyfellowship, and parent education, The Arc depends on community support like fundingfrom Johnson CouniJ, to rnctintain these services which Johnson County residents depend on in order to keep their families together and to continue employment and residence in the Iowa City a ornmurNty.Even in cases ofprograms with traditional fiotding streams, many individuals andfamilies fall through the cracks and do not qualifyforfunding. Community support like 61111ing. frnnl Inhrtcnn ('nymhr Ooohlec the Apr to irmwain itc noliri, to never' turn nnvnnr• awcnr irx nrarad of cupnurt and services. The Arc of Southeast Iowa benefils the entire Johnson County community by assisting inclusion for Johnson County's most vulnerable citizenns strenghtening families enabling Them to keep their child at home here in Johnson County and enabling parents to maintain their employment. Funding from Johnson County is an important resource and of critical importance especially in these tunes of economic contraction. Funding from Johnson County can be used as a match for grant opportunities; in addition demonstrates support, commilment and partnership firom the Arc of Southeast Iowa's home community 7. If the local government 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 world have supported. If the, funding is not available and the request is not approved this will cause a hardship and challenge for the Agency and could result in reduction of crilically needed services for Johnson County children, adults and families. The Are of Southeast Iowa would strongly endeavor to "find a way"as it is the policy of the Are of Southeast Iowa never to turn anyone away in need of assistance or services. This does become more challenging ha times of economic contraction with loss and reductions of historic/traditional, funding streams and with pressure on grant and charity dollars in this highly competitive atmosphere for community and charity dollars which are tight. 8. How will local government funding help leverage other revenue for Agency? Local government funding demonstrates support by the local goverment for a home agency like the Arc of Southeast Iowa. Grant opportunities periodically become available asking for nzatchingfunds and/or local government support. Local government is an important stakeholder to a home agency like the Arc of Southeast Iowa. The Arc of Southeast Iowa has been located in Johnson County serving Johnson County families for 56 years. The Ara of Southeast Iowa is the oldest continuously operating advocacy disabilityprovider agency in Johnson County. 9. If other funds are currently being leveraged using Johnson Comity Block Grant funds, please identify the source of funding, dollar amount leveraged and the purpose of the funds (service provided). NIA Agency Accomplishments The United Way andLocal Governments work towards making out- community a better place to live. Through the 2020 Vision Goals for the Common Good, we wil measure our progress towards improving community conditions. Please provide the following information; Complete Form D and provide the Performance Measurements used (or will be used) by the Agency to measue r-esulls of services toward 2020 Vision Goals. 10. Please provide specific outcomes/performance measures your organization achieved in FY 12. How are people better off because of the services you provided? Oulcume # 1: People can idenli/y personal champions - ey identifj,ingpersonal Champions this will increase quality of life for individdals with disabilities & thcirfctmilies. Outcome 12. Qualay of supports is measured - Through direct satisfaction surveys from families; feedback received at stgfngs and individualfcunilysupporl meetings. With the comprehensive services The Arc ofSEI provides to the individual and family, the goal is to prevent out ofhome placement/institutionalization; s1reng1heningfarnilies and enabling them to stay together. S'trenghtening the community by enablingfamilies to maintain their employment and continuing hying in and supporting the community. 0 0r AN' f;,T 02012e-Ompactcom F ar4of 11 FY14 Form A Agency Salaries & Benefits Please provide the iaforrnation,fnr employees in your agency. Ifyou do not find the position on the list, please add the position in the "other" section. You will be individually add positions in 'other" category. Please indicate iJYhe position has paid leave, Health Insurance or Retirement by playing a "1 " in the box if the position receives that benefit. Please provide the information for employees in your agencyifyou do not find the position on the list, please add the position in the "other" section. You will be individually add positions in 'other" category. Please indicate if the position has paid leave, health Insurance of Retirement by playing a "I " in the box i'the position receives that henefit. Position; Paid Leave Health Ins Retiremen t Plan Average Salary FTE (Last Year) FTE (This Year) FTE (Next -Year) Executive Director/ President / CEO 1.00 1.00 1.00 76,000.00 1.00 1.00 1.00 Director of Operations /COO 1.00 1.00 1,00 47,000.00 1.00 1,00 1.00 Director of Development Program Director / Manager 1.00 1.00 1.00 48,000.00 1.00 1.00 1,50 Director of Community Intervention Assistant Teacher Administrative Assistant Advocate Assistant Coordinator Assistant Director 1.00 1.00 4.00 33,000.00 1,00 1.00 0.50 Business Manager Case Manager Clerical Staff 1.00 1.00 1.00 23,500,00 0.75 1.20 1.20 Clinical Services Manager / Director Clinical Support Maintenance /ReIntir 15,000.00 0.70 0.70 0.70 011ice Assistant Program Coordinator Receptionist 1.00 18,000.00 1,00 1.00 1.00 Services Coordinator 5.00 5.00 5,00 25,500.00 5.00 5,00 5.00 Transportation Manager/ Director *Other 3.00 3.00 4.00 66,500.00 91.00 92.50 94.00 Training Coordinator 1.00 1.00 1,00 25,000.00 0.00 0.50 1.00 Full tone DCP 2.00. 2.00 2.00 22,000.00 1.00 2.00 3.00 Direct Care Profesxionaais 1.00 19,500.00 90.00 90.00 90,00 Total 13 13 18 352,500 102.45 104.40 105.90 i V,20 20 1; 911 ; vA ? t' CS, "IO 2012 e-Clmpactcom (Igc 5 of 11 nrL D; "oJai1!i]Eipi lisw;� FYI Form B - Agency Demographic Agency surnxnary of clienls served during Iasi two years and one prgjecied year (unduplicated client count) - hY 11 - I' V 121 Nl 13 Information/Education Provided 475 525 Direct Services Provided 533 526 538 Total 533 1,001 1,063 Gender FY11 FY12 FY13 Male 296 305 312 Female 237 221 226 Ethnicity FY11 FY12 FY13 Hispanic 55 56 58 Black 22 29 31 Caucasian 441 425 430 Native American 0 0 0 Asian 3 6 7 Pacific islander 0 0 0 Other 12 10 12 Total 533 526 538 Age FYII FY12 FY13 0-5 79 81 81 6-17 311 283 294 18-29 59 68 68 30-61 82 91 92 62-75 1 2 3 3 75+ Years 1 0 0 0 Geographic Location FYI FY12 FY13 .Johnson Comity (Combined, unduplicated) 449 436 452 Iowa City 289 296 296 Coralvil le 88 92 93 North Liberty 1 31 36 38 ` 10 no M M _ I © 2012 e-Clmpacttcam i ge 7 w 1 i Arc �sf `icudiun>t!�ti::=. FY14 Form C - Agency Budget Fund Balance FYII- FY121 FY13 Ending Fund Balance 13,289.00 -6,239.00 -23,954.00 Less Restricted Balance 10,000.00 10,000.00 10,000.00 Carryover Fund Balance 3,289.00 -16,239,00 -33,954,00 Bd/Donor/Funder Restricted Funds FY11 FY12 FY13 *Bd/Donor/Funder Restricted Funds - please itemize 10,000,00 10,000.00 10,000.00 Community Foundation 10, 000.00 10, 000.00 10, 000.00 Total 10,000.00 10,000.00 10,000.00 In -Kind Support FY11 FY12 FY13 Services/Volurneers 750.00 750.00. 750.00 Material Goods 1,000.00 1,500.00 1,000.00 Space, Utilities, etc. 1,000.00 1,000.00 1,000.00 Other Total 2,750.00 3,250,00 2,750.00 Grants FYI FY12 FY13 *Grants - please itemize 58,093.00 123,091.00 64,000.00 Sibslrip 1,250.00 1,000.00 1,000.00 CDBG 0.00 67,460.00 5,000.00 Children at Horne 46,801.00 48,856,00 48,500.00 Comnrunhty Foundation 0.00 1,000.00 Variety Club 1,500.00' Local churches/organizations 10,042,00 3,275.00 9,500.00 Total 58,093.00 123,091.00 64,000.00 41 ,0 2 10. C:S.1 © 2012 e-Clmpactcom Oowp B of 11 FY14 Form C - Agency Budget Budget Type Indicate if Budget is: 1 = Ag�nry t eye! 2 = Program Specific 3 = CountySpecific Budget Tvne 1.00 Agency Revenues FY11 FY12 FY13 Coralville Funding 2,150.00 2,150.00 4,000.00 Iowa City Funding 0.00 1,000.00 4,000.00 Johnson County Funding 0.00 0,00 4,000.00 UWJC Allocation 25,000,00 25,000.00 25,000.00 UWJC Designations 4,352,00 5,265.00 5,000.00 Grants -Federal, State, Foundation 58,093.00 123,091.00 64,000.00 Membership Dues 2,615.00 2,470.00 2,000,00 Fees for Services 1,501,682.00 1,581,167.00 1,593,100.00 Sales to the Public/Contracts 0.00 0,00 0.00 Fundraising Events 7,550.00 8,917.00 8,000,00 Contributions/Donations (including in- kind) 18,193.00 25,013.00 29,500.00 Interest and Investment Income 1 163.00 161.00 160.00 *Other 990.00 1,299.00 1,000.00 Total 1,620,788,00 1,775,533.00 1,739,760.00 Expenses FY11 FY12 FY13 Total Salary and Wages 1,292,394.00 1,379,406.00 1,417,100.00 Benefits 80,317.00 84,728.00 92,700.00 Administrative 73,852.00 105,849.00 93,550.00 Occupancy 96,741.00 95,449.00 94,300.00 Other 43,610,00 119,629.00 56,825.00 'Total 1,586,914,00 1,785,061.00 1,754,475.00 Fund Balance FYI FY12 FY13 Revenue 1,620,788.00 1,775,533.00 1,746,760.00 Carryover Balance From Prev Year -20,585.00 3,289.00 -16,239.00 'Total Operating Balance 1,600,203.00 1,778,822.00 1,730,521,00 Less Total Expenses 1,586,914.00 1,785,061.00 1,754,475.00 11 �J ',h (: �T © 2012 e-Clmpactcom AI, of Soul lwasu Co,:r FYI Form C - Historical Balance Sheet (As ofAgency'sfsyeal year-end) Current Assets FY10 FYI1 FY12 Cash 35,284,001 99,392.001 20,173.00 Investments 10,000.00 10,000,00 10,000.00 Receivables<90 days 263,770.00 226,366.00 248,446.00 Total Current Assets 309,054.00 335,757.00 278,619.00 Other Assets FY10 FY11 FY12 Property 837,905.00 837,905.00 837,905.00 Equipment 94,605.00 95,405.00 95,842.00 Less Depreciation 134,085.00 160,750.00 184,262.00 Receivables>90 days 0.00 0.00 0.00 Other (describe): 0.00 0.00 0.00 Total Non -Current Assets 1 798,425.00 772,560.00 749,485.00 Total Assets 309,054.00 335,757.00 278,619.00 "Dotal 2,174,074.00 2,202,377.00 2,146,113.00 Current Liabilities FY10 r' FYI] FY12 Accounts Payable 16,815.00 14,306,00 14,965.00 Payroll Taxes Payable 119,356.00 102,458.00 74,601.00 Contracts Payable 48,143.00 41,142.00 32,605.00 Mortgage Payable 7,686.00 8,058.00 9,510.00 Total Current Liabilities 1 192,000.00 165,964.00 131,681,00 Total 0.00 0.00 000 Other Liabilities FYiO FY11 FY12 Mortgage Payable Balance 617,666.00 610,667.00 599,263.00 Other 0.00 0.00 0.00 Total Other Liabilities 617,666.00 610,667.00 599,263.00 'I'otat Liabilities 809,666.00 776,630.00 730,944.00 Equity (Net Worth) 297,813,00 331,687.00 297,159.00 Liability + Equity 1,107,479.00 1,108,317,00 1,029,103.00 111-,i' M=;ST 02012e-Clmpacl.com i0 o(t1 Ar_ E 5rruth ,.a_ loss.:: a SoiIf! f FY14 Form D: Performance Measurement Effort Qualily: Common Measures Description: How well did we do it? Measure: Fducation (I063 individuals): The Arc of SEI community advocacy & education strengthen children with disabilities & then -families to jeully participate in the community school system by fostering inclusion & academic success• & achievement Arc of SFl in -home supports and services reducefarnHy.stress. Are education & advocacy efforts & programs like SIBSHIP• parcni education andfamilyjellowship have numerous posuve results like preventing bullying etc, Measure: health (464 invidividuals): In addition to intellectual, developmental & phrysical disabilities 39% ofArc clients have serious health issues, 6%with fragile & debilitating health. 35% ofAre clients, especially those with Downs Syndrome are obese, Arcs supported community living works on goals to develop & implement exercise regimens & healthy eating hahbils•. Arc collaborates with GICHF & Local Foods Connection to provide shelter & food. Measure. Income (538 families): Arc fancily centered in-horne services enable families to stay together & parents• to continue employment. The Arc makes certain all adult clients with disabilities are placed in contpetinve employment in the community with competitive wages, The Arc Hispanic familyfellawship program provides outreach & bilingual stgfj to assist Spanish speakingfnnilies with children with disabilities•, providing them with the resources to obalin & maintain employment & to secure housing. } ( + s E3 I 9 ^ : Sk T 0 2012 e-0Impacl.com Pti I,iofhilr; Bi .: tiistcI, of 4o0111sr I, i mnve FY14 Joint Government Application General Information Agency Name Executive Director Name Board President Requester Phone Email Address 3109 Oldllwy 218 S„ Iowa City, , 52246, U.S.A. Website Big Brothers Big Sisters ofJohnson County Scott Hansen Amy Henderson Scott Hansen (319) 337-2145 sc,otl@bbbajc,.org www, bbbsic,o g Agency Mission Statement The mission ojBig Brothers Big Sisters of Johnson County is to help children reach their potential through professionally supported, one-to-one relationships with mentors that have a measurable impact on youth. Number of Years in Operation 37 Year Org Established 1975 2020 Vision Goals for the Common Good Please indicate Goal(s) that your agency supports Income Yes Education Yes Health Yes Johnson County Rquest for Funding ,Johnson County: Request for Funding FYI 47,000 Total Budget (Johnson County) 496,879 Johnson County: % of Total Budget 9.46 Iowa City Request for Funding Iowa City: Request for Funding FYI 40,000 Iowa City: Total Budget 496,879 Iowa City: % of Total Budget 8.05 Coralville Request for Funding Coralville: Request for Funding FYI 7,500 Coralville: Total Budget 496,879 Coralville: 'SYo of Total Budget 1.51 11 "_t<i^.` I ��C"y ©2012e-Clmpactcom 1,1ga7of?7 Agency Information Please complete the Salaries & Bencfts chart for entire Agency loan( A), in addition to the questions below. 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.) "My Big Sister helps the with school andgives me. advice on how to do even better. She gives me another person to talk to. Thanks for supporting the program. It means a lot to me. "--Little Sister Savanna Big Brothers Big Sisters provides children andfamilies with caring focusedsupportfor their education, health and wellness, and goals for the future.. Our nnemors help youth via one-to-one, long-term, consistent involvement in manyfacee, of their lives. We serve children who need on additional adult role model. Most of lese youth come from single -parent homes. Most of them live in poverty. Many of them have recently moved,from large urban cities andare working to integrate themselves into life in Johnson County. We work with youth who need assistance with prozsocial.skills, and/or have mental health concerns such as depression, ADHD and ODD. We work with youth who struggle at school. We conservatively estimate that there are 3,000 children in Johnson County whose education, income, and health could bencft significantly from a relationship with a caring adult mentor. These are children who are not as likely to have a meaningful mentoring relationship unless they are served through a program such as Big Brothers Big Sisters: children who are less likely to be involved in sgfe, benefcial out-uf-school progiznnns, children with few or no relatives in the area; children who live in tieighborhood cormrnsrnities with few resources; and children who flourish under one-to-one attention rather than through more traditional group participation. A relationship with a one-to-one 13BBS 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 engagemenl and helping others. Locally, our programs also foots on. --conneclingfamilies with additional resources for income support and stability, --engaging youth in physical activity and healibful eating and --developing social, personal, and leadership skills. Parents cod guardians see Big Brothers Rig Sisters as an important partner in their child's development. Together, mentors andfamilies are making .sure that children have the opportunities, support, and encouragement that they need in order to live happy, healthy, and successful lives. 1 I. r ,t': 1' i s AM (:°;?" © 2012 e-Clmpactcom kic 2 or Q2 2. List and describe the programs and 1 or services of the Agency that are provided to Johnson County residents that address that need. "Our Little Brother Shane has started at a new school and is now in, junior high! He, has just began to play tackle football. We are so excited to cheer him on!" --A Big Couple Big Brothers Big Sisters has been partnering with families and volunteers to provide one-to-one youth mentoring services to our local area for 36 years. BBBS mentoring relationships provide children with a stronger network ofsupport.for their education and community involvement; increased social opportunities; and compassion, understanding, and friendship. Acluh-child mentoring pairs, or malehes, meet 2-4 times per month for o period of al least I year. Our volunteers are carefully selected to meet the individual needs of children andfamilies. BBBS match supervisors communicate regularly with all involved parties in order to foster the development of 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; --supervision and support ofthese relationships through regular slaffconsulunioas; - opportuniticsfor individual and large -group activities; —monitoring of child safety; and --referrals to other agencies and resources, The data reported in Question 10 helps to illustrate the scope and intensity q1 work we put into safely and carefully supporting our volunteers and youth. Our menloring services are provided both through the general community and through the schools. Community -based youth menloring allows children and volunteers to share a wider variety of activities and interests, with more direct involvement from the child's family. School -based inemoring, or School Buddies, of 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. Client Information Please complete Client Demographic (Form B) in addition to the question(s) below_ 3. Provide a succinct, specific description of your primary target populations(s). Describe clients as a group in terms of their needs, requirements, and strengths. "Thanks for talking with me about when I go with my dad. "--A fourth -grade School Buddy to his mentor Our conunt nily-based mentoring services are available m .Iohnson County children aged 6 to 17 without regard tgjamily status or income. Most children served in the cantor ty-based program come from a single -parent andlor low-income household, and the largest percentage ofclients contact us via self -referral. Children whopartieipate in ourschool-based mentoring programs are between the ages oj'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 oflowa City, where other support ,services are more limited. Statistics for our clients by race and ethmciTv show that our services are accessible to people f rom 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 ire 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. The youth we work with are bright, loving, capable, energetic, shy, thoiughtfid, impish, bold They represent a wonderful variety ofpersonalities and cultures. Each ofthem has one important thing in common --they need AND want a relationship wish a caring adult mentor. ?i 7 �012 10., S AM rsST 9 2012 e-Clmpact.com s-atte 3 of 12 Financial Management Complete Form C(a) and Form C(b) 4. In detail describe the Agency need for funding from: City of Iowa City In FY14, we anticipate serving approximately 260 children in Iowa City. Funding from local government is one of the most stable revenue sources we have. Although it accounts fur- a relatively small percentage of our budget, government,funding supports us in doing our very best work to provide long-term, consistent services to the children c f7owa City. 75% of our annual funding comes from one -home grants and private fundraising, and we work very hard to earn this funding. Acquiring these resources requires a significant staff inve3iment. The remaining 25% that comes from government and United Way provides a stable foundation for all o/ our programming efforts. It allows its to cover our administrative ecpenses in order Input all ofour other resources into providing strong youth mentoring programs throughout Iowa City and beyond. We are requesting an increase this year in the hopes that we can expand our currant reach to include the 261owa City youth who are currently waiting for a mentor through Big Brothers Big Sisters and other children who we have not yet been able to serve. 4a. The objective of Iowa City's Consolidated Plan (a.k.a. CITY STEPS) is to promote a continuum of care within the community that includes jobs, housing and services for low -moderate income persons. Tell us how the agency (or program of the agency) addresses the goals cited in the 2011-2015 CITY S'I FPS Plan (www.iegov.org/actionplan, pages 91-94). A high priority need identified in the CITYSTEPS plan is for public service activities that focus on youth services. Big Brothers Big Sisters mentoring has received national recognition as a rnodel youth program, One evaluating agency, Blueprints,for Healthy Youth Development, recognized BBBSfor the following' "BBBSA distinguishes itself from other mentoring programs via rigorous published standards and required procedures: —Orientation is required for all volunteers. --Volunteer Screening includes a written application, a background check; an extensive interview, and a home assessment, it is designed to screen out those who may inflict psychological or physical harm, lack the capacity to farm a caring bond with the child, or are unlikely to honor their time commitments. --Youth Assessment involves a written application, interviews with the child and the parent, and a home assessment; it is designed to help the caseworker learn about the child in order io make the best possible match, and also to secure parental permission. --Matches are carefully considered and based upon the needs of the youth, abilities of volunteers, preferences of the parent, and the capacity ofprogram staff. --Supervision is accomplished via an initial contact with the parent, youth, and volunteer within two weeks oJ'the match; monthly telephone contact with the volunteer, parent and/or youth during the first year, and quarterly contact with all parties during the durctuon of the match. An evaluation of the BBBSA program has been conducted to assess children who participated in BBBSA compared to their non-participatingpeers. After an eighteen month period, BBBSA youth: --were 46% less likely than control youth to initiate drug use during the study period. --were 27% less likely to initiate alcohol use than control youth, --were almost one-third less likely than control youth to hit someone. --were better than control youth in academic behavior, attitudes, and performance. --were more likely to have higher quality relationships with their parents or guardians than control youth. --were more likely to have higher quality relationships with their peers at the end of the study period than did control youth. " 1 rd J'12 10. 3+ t., C,13 7 © 2012 e-Clmpact-com ,aye 4 of 1; 5. In detail describe the Agency need for funding from: City of Coralville In FY14, we anticipate serving appraxirnately 70 children in Coralville. Fundingfrom local government is one of the most stable revenue sources we have. Although it accounts for a relatively small percentage ofour budget, government, funding supports us in doing our very best work to provide long-term, consistent services to the children ofCorolville. 75% of our annual finding comes from one-time grants and private fundraising, and we work very hard to earn this funding. Acquiring these resources requires a significant staff investment. The rarnaininv 25'% that comes iron oovernmeni and I%nited Way nrovide.s a stable fnundation for all ofour Programming e forts. It all us to cover our administrative expenses in order to put all of our other resources into providing sarong Youth mentoringprogranis throughout Coralville and beyond. We are requesting an increase this year in the hopes that we can expand our current reach to include the 16 Coralville youth who ar'e currently waiting for a mentor through Big Brothers Big Sisters and other children who we have not yet been able to serve. In particular, we see a strong need fr om Coralville-based elementary schools, for greater support through our School Buddies mentoring program. Staff at these schools believe strongly in BBBS mentoring, and world gladly double the number ofparticipating children if the resources became available to do so. 6. In detail describe the Agency need for funding from: Johnson County In FY14, we anticipate serving approximately 475 children in Johnson County. Fundingfr^am local government is one of the most stable revenue sources we have. Although it accounts Jor a relatively small percentage of our budget, government funding supports us in doing our very best work to provide long-tenn, consistent services to the children ofJohnson County. 750% ofour annual funding comes firom one-time grants and private fundraising, and we work very hard to earn this funding. Acquiring these resources requires a significant sta(jinvestment. The remaining 25% that comes from government and United Wayprovides a stable foundation, for all of our programming efforts. It allows us to cover our administrative expenses in order to put all ofour other resources into providing strong youth mentoring programs throughout all ofJohnson County. We are requesting an increase this year in the hopes that we can expand our current reach to include the 94 Johnson County youth who are currently waiting for a mentor through Big Brothers Big Sisters as well as children we have not yet been able to serve. 7. If the local government 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. YVithout support from local government, we would have to reduce the number of children served in the area that eliminated its funding support. A reduction in government support will also reduce our capacity for pursuing other, funding sources, as it would weaken our administrative resources, including possible staff rcduclains. 8. How will local government funding help leverage other revenue for Agency? The financial support that we receive from Iowa City, •Johnson County, and Coralville demonstrates to our other funders that we have a stable and diverse income. Funding from local governments shows greal local suppor(for Big Brothers Big Sisters' mission and quality of services. Fundingfrons local government directly supports our other frndraisbag efforts, such as grant writing, individual and corporate solicitations', and special event planning. 9. If other funds are currently being leveraged using Johnson County Block Grant funds, please identify the source of funding, dollar amount leveraged and the purpose of the funds (service provided). Our national government finding sources require that we have diverse revenue acquired from local sources. For FY14, we lope to procure $100,000-200,000 in national fundingf•onn the Office of Juvenile.Justice and Deliquency Prevention. These fords will be used.for new and existing mentoring relationships. 1 t tsi 10.E I tit 1,S1© 2012 e-0Impact. com 5 of 12 Agency Accomplishments The United Wav, and Local Governments work towards making our community a better place to live. Through the 2020 Vision Goals for the Common Good, we wil measure our progress towards improving community conditions. Please provide the following information Complete Form D and provide the Performance Measurements used (or will be used) by the Agency to measue results of services toward 2020 Vision Goals. 10. Please provide specific outcomes/performance measures your organization achieved in FY 12. How are people „rr I....r rho "Note. In FY12, we made some changes to how youth participation was counted. Our FY12 numbers show a slight dip in numbers because we are tallying "children"instead of "matches. "Before, if a child had more than one volunteer -child mentoring relationship in the course of a fiscal year, they were shown twice in our data. Going forward, we have adjusted our recordkeeping to better reflect our agency capacity at a given point in time. Ourfocus is on serving each client with a long -Lasting, strong relationship. Quantity: #ofClients Measure: # of unduplicated children served: 452 Measure: # of volunteer interviews: 243 Measure: # ofchild and fbrnily interviews: 166 Measure: #of personal reference checks: 735 Measure: 8 of background checks: 2033 Quality: Common Measures Measure: % of community -based matches meet regulariv for at least one year. 70% Measure: % of School Buddies mentors return fbr second year with the same child: 27% Quantity: # ofActivities Meosurc: # of hours of direct, one-to-one services to youth: Approx 2200 hours Measure: # of large group activities, with an empahsis on educational and wellness themes, provided to youth and their mentors. 39 Measure: Nofpersonal match support contacts (youth, guardians, and volunteers): 4719 Quality: Activity Specific Measures Note: Baseline data was established for these performance measures during FYI2. At the end of F1'13, we will have comparison data in m der to report on these benchmarks, During FYI2, Big Brothers Big Slaters provided youth with strong opporh nitics and support for their social, emotional, health -related, and academic growth. We engaged youth and their mental in community .service activities, exercise, science leorning, positive community engagement, outdoor experiences, life skills training, and lots of f nt. During their regular one-to-one time together, volunteers and youth formed st rong,fr,iendships. They were able to talk about their relationships with their peers and adults, their hopes for the future, the problems they face --arid solutions for some of those problems--, and day-to-day news from their lives. Children matched with a mentor through Big Brothers Big Sisters know that they always have someone cheering them forward when they succeed, and they also have someone to support them when they snuggle. 1 f 2 ; ZU12 10..: 1 � AV CST OO 2012 e-Clmpact.com Page 6 of 17_ I,, ,IOt ICI' i+ ' bi,wIr of J h15ou � Jliili4 FY14 Form A Agency Salaries & Benefits Please provide the infarmation jor employees in your agency, ff you do not find the position on the list, please add the position in the "other" section, You will be individually add positions in "other" category. Please indicate if the position has paid leave, Health Insurance or Retirement by playing a "I " in the box if the position receives that benefit. Please provide the information for employees in your agency. Tf you do not ford the position on the list, please add the position in the "other" section You will be individually add positions in "other" category. Please indicate if the position has paid leave, Health Insurance or Retirement by playing a "i " in the box if the position receives that benefit. Position ' - Paid Leave Health Ins Retiremen t Plan Average Salary, FTE (Last Year) FTE (This ' Year) FTE (Next Year) Bxeculive Director President/CEO 1,00 1.00 1.00 65,000.00 1.00 1.00 1.00 Director of Operations /COO Director of Development 1.00 1.00 1-00 35,000,00 0,75 1.00 1,00 Program Director/ Manager 1.00 1.00 1.00 50,000.00 1.00 1,00 1.00 Director of Community Intervention Assistant Teacher Administrative Assistant 1.00 1.00 1.00 30,000.00 0.00 1.00 1.00 Advocate Assistant Coordinator Assistant Director Business Manager Case Manager 1.00 1.00 1,00 30,000.00 5.00 3.00 3.00 Clerical Staff Clinical Services Manager / Director Clinical Support Maintenance / Repair Office Assistant 1.00 5,000,00 0.25 0.25 0.25 Program Coordinator 1.00 1.00 1.00 35,000,00 0.00 2.00 2.00 Receptionist Services Coordinator Transportation Manager / Director Other 0,00 0,00 0.00 0.00 0.00 0.00 0.00 Total 6 6 7 250,000 8 9.25 9.25 I0j 12 10: 10„I�,,, ©2012e-Clmpactcom 7of '.> FY14 Form B - Agency Demographic Agency summary of clients served during laud Iwo years and one projected year (unduplicated client count) HX III HX 121 NY 13' Information/Education Provided Direct Services Provided 640 452 468 Toted 640 452 468 Gender FY11 FY12 FY13 Male 352 244 251 Female 288 208 214 Ethnicity FY11 FY12 FY13 Hispanic 38 34 35 Black 269 153 158 Caucasian 307 188 194 Native American 6 Asian 1 101 2 3 Pacific Islander Other 101 75 78 Total 640 452 468 Age FY11 FY12 FY13 0-5 6-17 628 444 460 I8-29 12 8 8 30-61 62-75 75+ Years Geographic Location FYI FY12 FY13 Johnson County (Combined, unduplicated) 640 431 444 Iowa City 406 236 243 Coralvil le 94 60 62 North Liberty 1 140 91 94 1- 0!2012 10'.5 1 r,e CST © 2012 e-CImpact, cam igo fl of 12 ial.,i:a of at;I h FY14 Form C - Agency Budget Budget Type Indicate fBudget is: 2 -- Prograrn Specific 3 = County Specific Budget Type 1.00 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 32,000.00 Johnson County Funding 42,500.00 42,500.00 42,500.00 UWJC Allocation 50,000.00 55,000.00 56,000.00 UW.JC Designations 18,476.00 18,530.00 18,500.00 Grants-Fedcral, State, Foundation 78,868.00 86,819.00 110,686.00 Membership Dues 0.00 0.00 0.00 Fees for Set -vices 0.00 0.00 0.00 Sates to the Public/Contracts 0.00 0.00 0.00 Fundraising Events 144,499.00 155,500.00 162,000.00 Contributions/Donations (including in- kind) 14,378.00 20,000.00 20,000.00 Interest and Investment Income 470.00 550.00 350.00 *Other 39,793.00 15,500.00 12,000.00 Total 417,734.00 431,159.00 458,796.00 Expenses FYI FY12 FY13 Total Salary and Wages 292,214.00 322,490.00 334,764.00 Benefits 61,098.00 70,404,00 82,815.00 Administrative 19,187.00 22,057,00 27,469.00 Occupancy 0.00 0.00 0.00 Other 34,719,00 21,200,001 51,831,00 Total 407,218.00 436,151.00 496,879.OD Fund Balance FY11 FY12 FY13 Revenue 417,734.00 431,159.00 458,296.00 Carryover Balance From Prev Year 166,747.00 177,263.00 172,271.00 Total Operating Balance 584,481.00 608,422.00 630,567.00 Less Total Expenses 407,218.00 436,151.00 496,879.00 1- ) 't'1Z V7 7 t Iv. CST © 2012 e-CImpactcorn t ,�,,> J o` 1z FYI Form C - Agency Budget Fund Balance FYII FY12 FY13 Ending Fund Balance 177,263.00 172,271,00 133,688.00 Less Restricted Balance 177,263,001 Carryover Fund Balance 172,271.001 133,688.001 Bd/Donor/Funder Restricted Funds FYII FY12 FY13 Bd/Donor/Funder Restricted Funds - please itemize 0.00 0.00 0.00 Total 0.00 0,00 0.00 In -Kind Support FYII FY12 FY13 Services/Volunteers 411,230.00 423,600.00 478,128.00 Material Goods Space, Utilities, etc. 20,079.00 20,079.00 20,079.00 Other 10,307.00 10,307.00 10,307.00 Total 1 441,616.00 453,986.00 508,514.00 Grants FYI FY12 FY13 *Grants - please itemize 91,644.00 104,689.00 112,187.00 JJYDP 25,822.00' 25,822.00 27,187.00 4-11Olerschool 3,500.00 3,500.00 0.00 AMP 13, 000.00 13, 000.00 13, 000.00 Community Foundation 1,000.00 2,500.00 0.00 Uw 3,500.00 7,500.00 0.00 Decat 19,492.00 0.00 0.00 4-HMentoring 9,865.00' 40,000.00 60,000.00 Misc 15, 465.00 12, 367.00 12, 000.00 Total 91,644.00 104,669.00 112,187.00 '[j -,210.E l .,,'tAf S' 02012 e-Clmpact.com a4a 't0 t,t 12 FY14 Form C - Historical Balance Sheet (As of Agency's fiscal year-end) Current Assets FY10 FYII FY12 Cash 169,696.00 187,405.00 166,244M investments 0,00 0.00 U0 Receivables<90 days 0.00 0.00 0.00 Total Current Assets 169,696.00 187,405.00 166,244.00 Other Assets FY10 FY11 FY12 Property 0.00 0.00 0.00 Equipment 5,000.00 5,000.00 5,000.00 Less Depreciation 1,500.00 1,500.00 1,500.00 Receivables>90 days 0.00 0.00 0.00 Other (describe): 0,00 0,00 0.00 Total Non -Current Assets 0.00 0.00 0.00 Total Assets 3,500.00 3,500.00 3,500.00 Total 10,000.00 10,000.00 10,000.00 Current Liabilities FY10 FYI FYI Accounts Payable 0.00 0.00 0.00 Payroll'raxes Payable 0.00 0.00 0.00 Contracts Payable 0.00 0.00 0.00 Mortgage Payable 0.00 0.00 0.00 Total Current Liabilities 1 0,00 0.001 0.00 Total 0.00 0.00 0.00 Other Liabilities FY10 FY11 FY12 Mortgage Payable Balance OM 0.00 0.00 Other 0.00 0.00 0.00 Total Other Liabilities 0.00 0.00 0,00 Total Liabilities 0.00 0.00 0.00 Fquity (Net Worth) 0.00 0.00 0.00 Liability + Equity 0.00 0.00 0.00 1-i ? 10..p t 6c CS i © 2012 e-Clmpact.com s 11 or I, �1 uTd 9 =i- ,I RliS t 1 t P�Ai f �� ib NU r:'ti'i 1 z I I 1¢ftYY1, 0 c i T i'dm oiiI FY14 Form D: Performance Measurement Effort Quantity: it of Clients Description: How much did you of)? Measure: # of unduplicated children served Measure: # of volunteer interviews Measure: # of child/family interviews Measure: # of personal references (volunteers) Measure: # of backgi ound checky (volunteers) Quality: Common Measures Description: How well did we do it? Measure. % of community -based matches that meet regularly for (it least one year Measure: % of School Buddies mentors that return for a second year with the same child Effect Quantity. #of Activities Description: By type Measure: # of hours of direct, one-to-one services to youth Measure: # oflargc group activities, with an empahsis on educational and nvellness themes, provided to youth and then - mentors Measure. # of personal match support contacts (youth, families, and volunteers) Quality: Activity Specific Measw es Description: What is difference made? Measure: % of clients who demonstrate an understanding of the importance ofschool attendance Measure: % of clients initially reporting low interest in school who show hnptrovement after- one year Measure: % of clients who demonstrate an ability to avoid drugs and alcohol Measure: % ofclicnts initially reporting permissive attitudcv towards drug and alcohol use who show improvement after one year ti ' i 12 ill n i'- C.`3T © 2012 e-Cimpact com f ")ity 12 " 12 C 'ri. i t "o❑ i`x i , IM)t 2 FY14 Joint Government Application General Information Agency Name Executive Director Name Board President Requestor Phone Email Compeer of fohnson County, Iowa Karen J Fox (319) 338-7884 x245 cumpeer()meimhc. org Address Compeer ofJohnson County, 507 E. College Street, Iowa City, Iowa, 52240, U.S.A. Website wsvw,compeerjohrrsoncomatyiowa.org Agency Mission Statement The Compeer Program ofJohnson County's mission is to reduce the loneliness and isolation of adults receiving mental health treatment by de. velopingstructured friendships with community volunteers. Number of Years in Operation 12 Year Org Established 2000 Compeer is under 501, c.3 umbrella of the Community Mental Mealth Centerfor Mid Eastern Iowa. An (ff ibiate of the international Compeer, Inc, we were established in Johnson County in 2000 and received a grant from the Robert Wood Johnson Foundation in 2001 to cover the first two years of operation. We are entirely dependent upon local support and community contributions and volunteers to make this important program work. There is no other program that of the kind of support to adults receiving mental health available. Clients referred by their mental health professional are matched in supported with volunteers from our community. Thefiriendships developed by Compeer support selfesteem, and community involvement. 2020 Vision Goals for the Common Good Please indicate Goals) that your agency supports Income No Education Yes Health Yes Johnson County Rquest for Funding Johnson County: Request for Funding FY14 Total Budget (Johnson County) Johnson County: % of Total Budget 0 Iowa City Request for Funding Iowa City: Request for Funding FY14 6,000 Iowa City: Total Budget 32,000 Iowa City: % of Total Budget 18.75 Coralville Request for Funding Coralville: Request for Funding FY14 t+ 2U12012 1s) Ar, CS1 © 2012 e-Clmpactcom t't',•a 1 cl V Coralville: Total Budget Coralville: % of Total Budget 0 Agency Informatio❑ Please complete the Salaries & Benefits chart for entire Agency (Form A), in addition to the questions below. t. 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.) People living with mentul illness need stable, supportive, and caring relationships. "Healthy and stable relationships are the most essential healing component in counseling. " Dr. William Lite, University of Iowa Professor and Therapist at Shelter house 1. People living with mental illness are often isolated and lonely. The help of afriend as they navigate their recovery and rettern to productive lives is paramount to a positive outcome. 2. The stigma held against people living with mental illnessneeds to he addressed and reduced so that they can integrate into the community as active and engaged members. 3. People living with mental illness need help to understand haw to improve their ability to make healthy choices infood, activities, and how to improve their social skills. 4. People living with mental illness need to develop caring relationships with people other than the professionals they work with. According to the 2010 Census, the adub population ofJohnron County is approximately 29,000, National statistics indicate that 22.1 % of adults (over one in five) live with a mental illness. That means that 6,400 adults in our county have a diagnosable mental illness, Loneliness is curable and fi,ierudship is good medicine. People living with mental illness are often isolated and experience profound loneliness, Their illness may prevent them from reaching out to their community for the, friendship that they need. This loneliness cued isolation can result in reduction ofadherence to treatment protocol, inability to participate ire community events, difficulty finding motivation to structure their day or leave their house, increased hospitalizations, and suicide ideation or attempts. These are devastating road -blocks to the progress individuals can make when theyfeel that someone cares about them. The stigmatization by society at large experienced by people living with mental illness has profoundly negative effects on their lives. Society sets artificial limits on what they can accomplish. Often the perception? is that people with mental illness are dangerous, while in reality, those diagnosed wide mcmai illness are significantly less likely to be violent than is the general population This societal stigmatization often results in what is known czs self -stigmatization, the ideas itew these patients hold about themselves include, that they are not capable of achieving a meaningful life; that they cannot have loving and caring relationships, that they cannot hold a job or even do meaningful volunteer work; and that the community looks down on them as being abnormal. People with mental illness need role models as they learn to become an active part oJ7he community. We, all use role models in our lives to help us see how to take the next steps toward success. When a person is in the beginning stages of mental illness, and as the illness progresses they are often deserted byfarnily members and friends who don't understand what is going on. Then, when i6 lime for them to re-enter their community, there is no one to turn to. 1 [ 'I? 10 F t f t � (J�" © 2012 e-Clmpact.com 2 ,d 1? 2. List and describe the programs and / or services of the Agency that are provided to Johnson County residents that address that need. Compeer ofJohnson County provides the following services to residents that address the needs.stated above: 1. Clients are matched in one-to-one friendship with a community volunteer who has interviewed, had their background checked, have attended a Compeer Volunteer Training Workshop, and stet with their mental health provider. The matched pair then gets together once a week for at least an hour to do things that both individuals enjoy. This friendship is not a treatment, a requirement, or a therapy. It is a meaningful friendship that grows over time. This results in decreasing the alients'sernse of loneliness and isolation, improving their potential for recovery, increasing their se1J-esteem, and encouraging their involvement in the community. A Compeer friends{rip snakes a real difference in the lives of both the client and the volunteer. 2. The Compeer Program reduces stigma held against those living with mental illness through several avenues. • Friendships developed by Compeer reduce the stigma held both by the volunteer and by the client. • We offer several events annually that encourage social integration, thereby helping to reduce the stigma held in the community. • Our director and board members write newspaper articles and letters to the editor to raise awareness of the challenges of living with mental illness. • A Compeer Newsletter is created rvice a year and is offered to the public to show what kinds of things we are doing and what our clients are involved in. • Our director and board members look fmr and take advantage of opportunities to talk to social and religious groups such as churches, Kiwanis, or Rotary clubs to increase their members' understanding of Aving with mental illness. 3. To address the needs of those living with mental illness to make good choices for, food, activities, and improve social skills, Compeer offers,faur annual events. • A summer pot luckpicnic includes, encourages people to bring healthy food, and brings our volunteers, clients, and board members together to engage in social skills. • A frall trip to the apple orchard is,fun and educational. • Whiter meelings emphasize the importance ofnutrition not only to our physical health, but also our mental health. We practice these skills by cooking healthy food and sharing a meal. These activities arejollowed by fiun physical exercise like Zoomba, enjoyed by all. • Spring events emphasize community activities of bringing ingredients and cooling together to have a healthy meal. 4. The friendships developed by Compeer are supportive and meaningful to both the client and the volunteer. Compeer offers a friendship that can help clients bridge between the time when they couldn't interact with community to a time when they can become active and important members of our society. In addition to the above, Compeer is in collaboration with Shelter House Iowa City to provide group friendships for veterans who are in them lodge and receiving mental health treatment. One of the Compeer Voh.mieers who is a vet in our CompeerCORPS Program is matched with up to three veterans. The group establishes a regular meeting time that suits ShcherRonnse, the volunteers, and the clients. They spend time doing things that they all er joy on a weekly basis. We are also working with Shelter House to develop one-to-one friendships with Compeer Volunteers and clients of the shelter house wo are receiving mental health treatment. 11 ' 10 5 , AW ',T © 2012 e-Clmpact.com , "'ok, 3 pr 1y Client Information Please complete Client Demographic (Form B) in addition to the question(s) below. 3. Provide a succinct, specific description of your primary target populations(s). Describe clients as a group in terms of their needs, requirements, and strengths. The Compeer client pool is those adults in Johnson County who are receiving treatment for mental illness. Clients are 18 years old and older. Our youngest client is 19, our oldest is in her 70s. Mental illness strikes indiscriminately, affecting all income levels, religions, races, and genders, The Compeer clientele in Johnson Counly is primarily people who live below the poverty line, increasing their need for the assistance of friends, and the availability of affordable options for activities, Two of our clients are able to hold down permanent employment. /it the current rune ail of clients are Caucasian. llowever, no person shall be denied participation or be discriminated against in any friendship matches or program activities because of the person's sex, race, religion, national origin, ancestry, creed, pregnancy, marital or parental status, .sexual orientation or physical, mental, emotional or learning disability. Compeer clients deepest need is for a meaningful friendship that helps them feel that they are part of our community. They often experience loneliness and isolation, which can impede their recovery, or their ability to sustain recovery. They have the same needs and requirements of any other individuals in our community. The need to feel that they are included in community, then they have talents and gifts to offer to the community. The strength of our clients is that they recognize that they are in need of help, and reach out for it. They have an underlying strength in their perseverance at reaching, fur recovery, doing what they can to take care of themselves, and are often gifted artists, writers, or musicians. My experience of our clients is that they are caring individuals, with creativity, humor, and strength. Financial Management Complete Form C(a) and Forin C(b) 4, In detail describe the Agency need for funding from; City of Iowa City Ire the twelve years of its existence, Compeer has never had a .stable funding source. Our• dedicated advisory board and om� director have created several avenues to raise dire,/irnds required to offer our program. Compeer ofJohnson County is completely dependent on local funding to support our program. Therefore, we have created several avenues to raise the fiords we need • We take advantage ofgrant opportunities including Local Funding, and Janssen Pharmaceuticals. We continually look.for additional grant opportunities. EVENTS. • "Sound of Friendship, " an anmua{fnndraising dessert concert, relies on the generosity of a a local church offering their sanctuary and,fellowship hall as well technical support, talented local musicians, and the baking expertise of restaurants, caterers, stores, anal individual cooks. • Direct mail fundraising campaign • This year we offered our first annual ice cream social, "Friendship Buih for Two. " It was a celebration of our first 10 years of creating friendships, and will be develuped as afandraiserforfuture years. We gffered a bicycle donated,p-con World of Bikes for raffle, the conntbution ofa local ukulele group, artistic talent, members ofNAM1UI participated in helping with .set-up and ticket selling. • Participate in Rummage in the Ramp • Miscellaneous opportunities like Dine at Devoley, Rummage in the Ranep, and other opportunities that arise • Local granting organizations like Rotary and Kiwanis Without the support of Local Funding, front Iowa Ci(g the clients who could benefrtfirom the Compeer Programs friendships oral group activities will remain isolated. Although we are arc affihale of an international program, there is no funding available to us fi-om Compeer, Inc. In fact we pay a u 500 annual licensing fee to them. I t 1- ,C', t0. 9 r 1 ,� © 2012 e-Cimpact.com sun �" C" %" 4a. 'The objective of Iowa City's Consolidated Plan (a.k.a. CITY STEPS) is to promote a continuum of care within the community that includes jobs, housing and services for low -moderate income persons. Tell us how the agency (or program of the agency) addresses the goals cited in the 2011-2015 CITY STEPS Plan (www.icgov.orglactionplan, pages 91-94). Iowa City's Comprehensive Plot? includes: Public service activities that focus as crime pr-evenlion and awareness, child care, youth services, life skills,, financial literacy, substance abuse services, mental heallh services, ctnd emrploymertl training are high priorities. Compeer of Johnson County offers a service to adults living with mental illness that is unique. Thefiriendships developed through our program allow clients to continue on their road to recovery and.success with a friend who encourages them along the way. Clients are more likely to adhere to treatment plans, join in the community in positive ways, reduce hospitalization, and increase productivity. Ninety f ve percent of Compeer ofJohnson County's clients are living al less that? 30% of the local median income. Expand in -home support systems such as: living skills training; check in/on service, "buddy system"supports/mentor program. The Compeer Program supports our clients through weekly visits and activities, thereby would be a check in, or buddy system. While the purpose of the friendships developed by Compeer is not a menloring relationship, clients learn better social skills, self care, communication skills, and how to integrate into the community through she friendsdup and the activities offered by our program. 5. In detail describe the Agency need for funding from: City of Coralville We only have two clients currently living in Coralville, therefore have not requested,frmdingfrorn this source 6. In detail describe the Agency need for funding from: Johnson County Most of the Compeer Programs in the country receive direct, and continual, fundingfironn their county. We have not requested this funding because of the cut -backs Johnson County is experiencing for the support of individuals living with mental illness. 7. If the local government funding is not available and this funding request is not approved, describe the impact of that decision on Agency and the programs l services these funds would have supported. Compeer operates on a shoe -string budges. We. do as much as we can with the financial resources that we have. Our goal is ro grow Compeer to meet the needs oflhe twenty-two people currently on our waiting list, and the need of those who will be referred to as by their mental health professionals in the future. Without City. imaing this is less likely to happen. In order for Compeer to remain viable, each and every funding source is necessary. If local,funding is not obtained for FY 14 certain aspects of the program will be cast or reduced. We currently support thirty matched friendships. To grow beyond this number and meet the needs o/ so many others in our comrnunity, including the twenty-two individuals currendy waitingfor a match, the program needs to expand. In order, for that to happen we need even,further.1mancial suppor tfrom our community so that we can support, at the very least, a,/all time director, We find that, with only a %: time director we have reached the capacity of what we can support. 8. How will local government funding help leverage other revenue for Agency? Being recognized by the City of Iowa City as an agency worth funding increases Compeers credibility when asking for fiords from other resources. Should an opporomily for matchingfrdnds become available we will use this allocation to generate additional funding. 9. If other funds are currently being leveraged using Johnson County Block Grant funds, please identify the source of funding, dollar amount leveraged and the purpose of the funds (service provided). N.1 1 IrADQ0 21n,51 c fit,, CST © 2012 e-Cimpactcom Paiw 5 of 12 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 Ciood, we wil measure our progress towards improving community conditions. Please provide the following information: Complete Form D and provide the Performance Mcami-ements used (or will be used) by the Agency to measue results of services toward 2020 Vision Goals. 10. Please provide specific outeomeslperformance measures your organization achieved in FY 12. How are people hetter nff heenoce of the cervieec vnn nrnvid.&' In FFY 2012 we served a total of 34 clients phis 27 individuals on the waiting list, We created seven new matches, and reduced our waiting list to 22, from 27, Our voh+nleers supplied 1156 hours of volunteer work. Our hoard members logged art additional 532 hours of volunteer time. We offered several everas for our Compeer 'Yamily"of clients, those on the waiting list, volunteers, and board members. The annual indoor picnic was attended by 35 people in our program 17 doing us for our outing to the tipple orchard 32 attended two weekends of learning about healthy eating and mental health, learning to cook, and ways to aJJbrd it. 43 people attended our "Friendship .Soup" event. One client, who has previously been uinable to overcome her anxiety to attend an event carve to the picnic for the first time. ,She was delighted to be there and surprised that .she was comfortable and.felt included. We will be recognized next month by the Iowa City Chamber of Commerce as "Non profit of the year I have someone to confide in which helps me feel good about myself 8l % I have someone who provides advice, guidance and helps me solve problems 87% 1 feel a sense oJ'belonging to others and. feel connected to other people 87% I participate in more leisure activities in the community 33% I out more interested in working in the community or have started to work 44% My housing situation has improved or•, if was previously satisfied with my housing, it has remained siable.56% My use of hospitalization to crisis services has been reduced or 1 have not needed such services 46% 100'% of our clients, volunteers, and referring therapist indicated that they were happy with the Compeer program and would refer others to it. +I,,,,.., !: ")` i'i'Sl 9)2012e-Clmpact.com Rvj,,r, 1 C m.pc of oI J , u - o n <bu,iry. FYI Form A Agency Salaries & Benefits Please provide the information jor employees in your agency. If you do not find the position on the list, please add the position in the "other" section. You will he individually add positions in "other" category. Please indicate ifthe position has paid leave, health Insurance or Retirement by playing a '7" in the box iflhe posilion receives that benefit. Please provide the information far employees in your agency. If you do not find the position on the list, please add the position in the "other" section. You will be individually add positions in "other" category. Please indicate if the position has paid leave, Health Insurance or Retirement by playing a "l " in the box d the posilion receives that benefit. Position Paid Leave Health Ins Retirement tPlan Average. Salary FTE (Last Year) FTC (This 'Year) FTE (Next Year) Executive Director/ President / CEO 1,191.00 14,800.00 18,000,00 0.50 0.50 0.50 Director of Operations /COO Director of Development Program Director) Manager Director of Community Intervention Assistant Teacher Administrative Assistant Advocate Assistant Coordinator Assistant Director Business Manager Case Manager Clerical Staff Clinical Services Manager / Director Clinical Support Maintenance / Repair Office Assistant Program Coordinator Receptionist Services Coordinator 'transportation Manager / Director Other 0,00 0.00 0.00 0,00 0.00 0.00 0,00 Total 1,191 1 0 14,800 18,000 0,50 0.50 0,50 IIQ t 0 11;LP I �j v f; T co 2012 e-C Impact com ('pit nlrccr,)I .lnhti4an C'on;cIN:, io.r,t FY14 Form B - Agency Demographic Agency summary oj'clients served during last two years and one p-ojected year (unduplicated client town) KY III rY1L NY 33 Information/Education Provided 32 45 50 Direct Services Provided 47 52 60 Total 79 97 110 Gender FY11 FY12 FY13 Male 14 17 19 Female 331 351 41 Ethnicity FYI FY12 FY13 Hispanic 0 0 0 Black 0 1 1 Caucasian 47 51 59 Native American 0 0 0 Asian 0 0 0 Pacific Islander 0 0 0 Other 0 0 0 Total 47 52 60 Age FY11 FY12 FY13 0-5 0 0 0 6-17 0 0 0 18-29 2 4 6 30-61 42 44 48 62-75 3 41 6 75+ Years 0 0 0 Geographic Location FY1I FY12 FY13 Johnson County (Combined, unduplicated) 47 52 60 Iowa City 36 42 45 Coralville 9 7 9 North Liberty 4 3 6 I l , 15.6. r Af, t,� © 2012 e-Clmpact,com .ge ¢ ,f 12 C r�pCIr „' 1 1111"utt < FY14 Form C - Agency Budget Budget Type Indicate y Budget is. -7 = 4,, ,y 1 ,,,1 2 = Program Specific Agency Revenues FY11'' FY12 FY13' Coralville Funding Iowa City Funding 5,000.00 5,000.00 6,000.00 Johnson County Funding UWJC Allocation UWJC Designations Grants -Federal, State, Foundation Membership Dues Fees for Services Sales to the Public/Contracts Fundraising Events 7,204.00 5,915.00 7,000.00 Contributions/Donations (including in- kind) 17,913.00 15,505.00 16,230.00 Interest and Investment Income *Other 30,117,00 36,420.00 29,230.00 Total 60,234,00 62,840.00 58,460.00 Expenses FYI FY12 FY13 Total Salary and Wages 18,424.00 20,220.00 18,500.00 Benefits 2,973.00 3,024.00 2,980.00 Administrative 4,649.00 3,024,00 4,305.00 Occupancy 2,400.00 2,400.00 2,400.00 Other Total 28,446.00 28,668,00 28,185.00 Fund Balance FY11 FY12 FY13 Revenue 30,114.00 36,421.00 29,230.00 Carryover Balance From Prev Year 7,220.00 -575.00 -42.00 Total Operating Balance 37,334.00 35,846.00 29,188.00 Less Total Expenses 28,446100 28,668,00 28,185.00 1;1j/Ui",iI I i'^.Fa ©2012o-CImpact. com I`Ijge 8 vi 12 C, Il o! ift ❑moo➢ Cmt. ,wI ,l FY14 Form C - Agency Budget Fund Balance FY11 FY12 FY13 Ending Fund Balance 8,888.00 7,178.00 1,003.00 Less Restricted Balance 9,463.001 7,220.00 7,310.00 Carryover Fund Balance -575.00 -42.001 6,307.001 Bd/Donor/Fonder Restricted Funds FY11 FY12 FY13 Bd/Donor/Funder Restricted Funds - please itemize 0.00 0.00 0.00 Total 0.00 0.00 0.00 In -Kind Support FYI FY12 FY13 Services/volunteers 33,930,00 Material Goods Space, Utilities, etc. Other Total 33,930.00 0.00 0.00 Grants FYlI FY12 FY13' *Grants - please itemize 3,000.00 4,000.00 4,000.00 Janssen Pharmaceuticals 3,000.00 4,000.00 4,000.00 Total 3,000.00 4,000,00 4,000.00 ? J1210 9 i,i —, ©2012 e-Cimpact.com ttp- 10 of "2 ( a.ntfcex a "i lit "on ( ourwv, ioua FY14 Form C - Historical Balance Sheet (As of Agenc))'s fiscal year-end) Current Assets FY10 FY11 FY12 Cash W � v 38,582.00 40,234,00 38,010.00 Investments 0.00 0.00 0.00 Receivables<90 days 38,582.00 40,234.00 3,810.00 Total Current Assets Other Assets FY10 FY1'1 FY12- Property 0.00 0.00 0.00 Equipment 2,500.00 2,000.00 1,500.00 Less Depreciation 500,00 500.00 500.00 Receivables>90 days 0.00 0.00 0.00 Other (describe): 0.00 0.00 0.00 Total Non-Carrent Assets 2,000.00 1,500.00 1,000,00 Total Assets 38,582.00 40,254.00 39,010.00 Total 43,582,00 44,254,00 42,010.00 Current Liabilities FY10 FY11 FY12 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 0.00 0.00 0.00 Total Current Liabilities 0.00 0.00 0.00 Total 0.00 0.00 0.00 Other Liabilities FY10 FYll FY12 Mortgage Payable Balance 0.00 0.00 0.00 Other 0.00 0.00 0.00 Total Other Liabilities 0.00 0.00 0.00 Total Liabilities 0.00 0.00 0.00 Equity (Net Worth) 0.00 0.00 0.00 Liability - Equity 0.00 0,00 0.00 ti 0 2 'e Av -�- 02012e-Clmpact.cem P,ge M of12 Q n n a ,;I' i,,.❑ .u¢i Chum, :ocvr, . ( omj,zol 'I f I I of JoIIY) i, k oal 1'c, iuwa FYI Form D: Performance Measurement Effort Qualify Common Measures Description: How well did ive do it? Measure. Survey. The Compeer annual survey indicated that the clients, referring mental health professionals, and volurneen of the Johnson County Compeer Program were very.saasfied with the experience and improvement of the clients receiving our services. Measure: The compeer Program of Johnson County increased its services to include 52 clients, both in matches and on the wailing list This is up from 47 the previous year. We were challenged with, five University of Lowo Students volunicering at the beginning of the hear and then quitting at the beginning of'the second semester Measure. An effort was made in FY 2012 to help clients understandpositive hfe style changes. We did this hp of progrananting that included diet and nutrition, leisure tune activities, and exercise. 02012e-Clmpacl.com I ,a i2 q`12 (i,'(,Ne;i 'kht.aur,( MA:I It FY14 Joint Government Application General Information Aaencv Name Crisis Center o(Johnson County Executive Director Name Becci Reedus Board President Janet Le/f Requestor Beuci lteedus Phone (319) 351-2726s109 Email becci.reedus(c4j'ecrisiscenter.org Address 1121 Gilbert Ct, Iowa Ci ); , 52240, U.S.A. W ebsite www.fterisiscenter.org Agency Mission Statement The Crisis Center answers in a nonjudgmental and caring way when a person asks for emotional or material support in Johnson County. The Crisis Center provides bninediate resource's nr referrals. In addition, the Crisis Center works collaboratively with individuals and organizations to help prevent and prepare for/uture needs. Number of Years in Operation 42 Year Org Established 1970 2020 Vision Goals for the Common Good Please indicate Goal's) that your agency supports Income Yes Education No Health Yes Johnson County Rquest for Funding Johnson County: Request for Funding FY14 7.5,220 Total Budget (Johnson County) 1,034,057 Johnson County: % of Total Budget 7.27 Iowa City Request for Funding Iowa City: Request for Funding FY14 49,540 Iowa City: Total Budget 1,0.34,057 Iowa City: % of Total Budget 4.79 Coralville Request for Funding Coralville: Request for Funding FY14 10,245 Coralville: Total Budget 1,034,057 Coralville: % of Total Budget 0.99 51 JYm^ 11 nc niA"i C.lii © 2012 e-Clmpact,com pale 1 of tS Agency Information Please complete the Salaries & Benefits char{far entire Agency (Form A,), in addition to the questions below. 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.) The Food Bank is addressing food insecurity. In Johnson County, 17,827 residents suffer from fond insecurity which means they do not always know where they will find their next meal. Of those residents, 3,840 are children under the age of 18. Although food insccuruty is harmful to any individual, food insecurity is particularly devastating among children dare to their increased vulnerability and the poentia{for long-term consequences. Several studies have demonstrated that food insecurity impacts cognitive deveiopnneni among young children and is linked to poorer school performance. Other data show the health consequences q/ food insecuroy among children, including increased illness and higher associated health costs. The Emergency Assistance Program assists residents to maintain their current housing. The majority of financial assists are utility payments and rental ass islance. Research shows that termination of utility service is a freynren! canase for relocaliun to other shelter or even to homelessness. The reasons for seeking services from the Food Bank and Emergency Assistance Programs are .similar. About half of our clients have experienced a change in employment that may include experiencing layoff or hours reduction, or often been unable to, find a job. Approximately one fourlft of our- clients report they receive SSDI income and it is their only source of income. Approximately 15% of oir clients have been seriously gfjected by a natural disaster (fire, flood, and tornado). Other common characteristics include medical problems, domestic violence and unpredictable temporary jobs. The Crisis Intervention program, which includes the 24 hoar Crisis Line and Crisis Chat services, specializes in suicide prevention, intervention and posivention. 1,Ve allow participants in the Crisis Intervention program to define what crisis means to thorn. Common prompts include mental health issues, stress fiom relationships, work or school, and isolation and fustration over a lacer of access to helpful resources. Most callers to the 24 hour Crisis Line are seeking emotional validation and the ability to decompress, from a crisis event. Mental health issues that presenl in Crisis Intervention contacts include depression, anxiety, paranoia, personality disorders such as emotional intensity disorders, post traumatic stress disorder (PTSD), obsessive compulsive disorder and schizophrenia. Simaptorns of these Issues that participants are often dealing with include addictive behaviors, eating disorders, self -harm, and thoughts of suicide. Stress is a less defined but just as debilitating.faetorfor participants who contact the program. Due to stress, normal coping mechanisms can become inadequate, escalating life events into crises. Poi all of These issues thal precipitate crisis, isolation often aggravates their severity. Callers who have insufficient ar even a total lack of.soc ial support utilize our programs for much needed social stimulus and stabilization. Many are,fron rural areas or have physical limitations that prevent them from being aclive members of their communily. Por-ticipawi often contact the Crisis Intervention program seeking information about what land of services are available to help in their situation and where those services can be accessed locally. 2. List and describe the programs and 1 or services of the Agency that are provided to Johnson County residents that address that need. The Crisis Center's Intervention program is staffed 24 hours a day, 36S days of the year. All contacts are free and confidential and there are no eligibility requirements and the service is available to all residents oj'Johnson County, The 24 -11our Crisis Line provides emotional support, information and referrals, and suicide prevention and intervention services. Crisis Chat is our messaging component for crisis intervention and Iowa's only online emotional support service. Information and referrals are also available via a web -based searchable guide. The Food Rank provides Johnson County residents with food, both perishable and non-perishable items and hygiene and cleaning produces. Client Choice, our new service delivery method, allows clients to choose a week's worth of food for their families. Emergency Assistance assists Johnson County residents whit 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 infornned about the issue of suicide as a public health problem and has the knowledge and ability to respond to someone considering suicide, Crisis Center stall and volunteers provide suicide prevention, training, consultoliou and/or awareness materials to county school districts, colleges, law enforcement, social services, faith communities, businesses and organizations. 1? 1211 N, AM Ct ,I ©2012e-Clmpact.com r, ,,"''), 4 Client Information Please complete Client Demographic (Form B) in addition to the questions) below. 3. Provide a succinct, specific description of your primary target populations(s). Describe clients as a group in terms of their needs, requirements, and strengths. Tire 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 elhnicity and all income levels. Accordingly, our clients are from all walks of life. Clients' needs mclude counseling, sancide prevention and intervention, information and referral, supplememai 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 identifjv their own potential to improve their emotional well-being and/or physical situation. Financial Management Complete Form C(a) and Porm C(b) 4. In detail describe the Agency need for funding from: City of Iowa City We are requesting salary assistance for the Emergency Assistance, Crisis Intervention and Food Barak programs. Emergency Assistance Coordinator.65FTE Requesifrom Iowa City: $19,66" Food Bank Coordinator 10 FTE Request from Iowa City: $13,256 Crisis Intervention Coordinator 1.0 FTE arsd Community Intervention Director .35 FTE Request from Iowa City: $16, 617 Iowa City residents are the single largest user of services by the Food Bank program (74%) and the Emergency Assistance Program (71 %). We currently do not have the equipment capability to capture demographic use of the Crisis Intervention program, however we will be installing a new communications systern by 6130113 and will be able to provide user information on the Crisis Intervention program in the FY13114 fiscal year. During the 7/1/11 to 6/30112 funding period, the Food Bank program served 8,819 individuals who registered with an Iowa City address. The Emergency Assistance Program provided $76,666 to residents oflowa City to help theta avoid uldhy disconnection and eviction for nonpayrnent of rent. In FY12, the Crisis Intervention Program completed 8,657 calls received on the 24 hour Crisis Line. We. answered 911 calls to the. National Suicide Prevention Lifeline in the same time period. As one of'only hvo accreddederisis centers in the stale of Iowa, Johnson County is a primary call area for our center for NSPL calls, however some suicide related calls do originate from outside Johnson County. During the FY12 ttmefr-anne, 11 % of the contacts in the Crisis Intervention program were related directly to suicide, including 52 that were suicides -in -progress. Of these, 42 required active intervention, where an outside agency (typically local police) was engaged to respond to the participant's location and ensure their.sofety. Another statistic from FY12 reveals that 56% of the population served required counseling, involving active listening arid engagement between the staff or volunteer and the participant in crisis. After assessment and response to a contact's immediate needs, a significant number of participants also received at least one referral to a local or relevant service provider for long -tern solutions andsupport. 4a. The objective of Iowa City's Consolidated Plan (a.k.a. CITY STEPS) is to promote a continuum of care within the community that includes ,jobs, housing and services for low -moderate income persons. Tell us how the agency (or program of the agency) addresses the goals cited in the 2011-2015 CITY STEPS Plan (www.icgov.org/actionplan, pages 91-94). For the five-year period of 2011 through 2015, the City has identified Persons and families at -risk for homelessness as a high priority. The two primary financial assistance requests received by the Emergency Assistance Program are I) utility assistance and 2) vent assistance. The Emergency Assistance Program survey results for individuals who receive assistance during a three year study indicated that 94% of the individuals receiving assistance were able to maintain housing between emergency fnancial assists. Furthermore, 75% of clients responded that the financial assistance greatly helped their situation. Food Bank clients reported that as a result of tire food assistance received at the Crisis Center, 58% spent less at the grocery store and 52% were able to pay other essential bills, r 12 1 1 ' i AN, CST © 2012 e-Clmpact.com r njpo ;, c;l 1.1 5. fit detail describe the Agency need for funding from: City of Coralville We are requesting salary assistance for the Emergency Assistance, Crisis Intervention and Food Bank programs. Emergency Assistance Coordinator 651'1E Request fi-om Coralville; $4,155 Food Banc Coordinator 1.0 FTE Request from Coralville: $2,580 Crisis Intervention Coordinator 1.0 FTE and Community Intervention Director, 35 FTE Request jhorn Coralville.. $3,510 Coralville residents are the second [tit gesi user of services by the Food Book program (14, 40%) and the Emergency Assistance Program (I5%). We currently do not have the equipment capability to capture demographic use of the Crisis Intervention program, however we will he installing a new communications system by 6130113 and will be able to provide user information on the Crisis Intervention nroLmom in the FY13/14 fiscal vear. During the 7/1 /11 to 6/30/12 funding period the Food Bank program served 1,706 individuals who registered with a Coralville address. The Emergency Assistance Program provided $18, 484 to residents aj Coralville to help them avoid utility disconnection and eviction for nonpayment of rent. In FY12, the Crisis Intervention Program completed 8,657 calls received on the 24 hour Crisis Line. We answered 911 calls to the National Suicide Prevention Lifeline in the some time period As one ofonly two accredited crisis centers in the state oflowa, Johnson County is a primary call area for our centerforNS'PL calls, however some suicide related calls do originate from outside Johnson County. During the FY12 timeframe, 11 % of the contacts in the Crisis Intervention program were related directly to suicide, including 52 that were suicides -in -progress. Of these, 42 required active intervention, where an outside. agency (typically local police) was engaged to respond to the participant's location and ensure their safety. 6. In detail describe the Agency need for funding from: Johnson County We are requesting continuation offending from Johnson County with no increases. Currently we receive $45,132 in funding,for the Crisis Intervention program and $30, 088 in, funding for the Food Bank program. Emergency Assistance Coordirralor.6.5FTE Requestfrom Johnson County: $0 Food Bank Coordinator 1.0 F7T' Request from Johnson County: $ 30, 088 Crisis Intervention Coordinator 1.0 FTE and Community Intervention Director 35 FIE Reques(Jrom Johnson County: $45, 132 Coralville residents are the second largest user ofservices by the Food Bank program (14.40%) and the Emergency Assistance Program (l5%). [Fe current; do not have the equipment capability to capture demographic use of the Crisis Intervention program, however we will be installing a new connmamications •system by 6130113 and will be able to provide user information on the Crisis Intervention program in the FY13/14frscal year, The Crisis Center's call renter is staffed 24 hours a day, 365 days of the year. All contacts are, i,ee and conjidential and there are no eligibility requirements and the service is available to all residents of Johnson Count),. In FY12, the Crisis Intervention Program completed 8,657 calls received on the 24 hour Crisis Line. We answered 9ll calls to the National Suicide Prevention Lifeline in the same time period. As one of only two accredited crisis centers in the state of Iowa, .Johnson County is a primary call area fur on?- center far NSPL calls, however some suicide related calls do originate, from outside Johnson County. During the FY12 timeframe, II % of the population served by the Crisis Intervention In was related directly to suicide including 52 that were suicides -in -progress. Oflhese, 42 required active intervention, where an outside agency (typically local police) was engaged to respond to the pur6cipant's location and ensure their safely. Another statistic,from FY12 reveals that 56% of the population served required counseling, involving active listening and engagement between the staff or volunteer and the participant in crisis. After assessment and response to a contact's immediate needs, a signijicant number of participants also received at least one referral to a local or relevant service provider for long-lervn solutions and support. i 1;"W?0 I " 1 1 00 U i rr+'SE;f ©2012e-Cimpactcom P;ggm4nlld 7. if the local government 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. The Crisis Center is able to meet the needs ofJohnson County residents in clients through the assistance of 307 volunteers providing services such as crisis counseling, foodassistance, emergency assistance interviews and assists. Our staffing level is minimal, but allows its to meet the needs of the agency. The Crisis Center, like any other nonprofit, has "unearned" revenue which comes prinrar•ily from donationsfrom individuals, foundations, businesses and government entities. Our ability to 'earn •• revenue through activities like ticket sales, fees charged to workshop porlicipants, publication sales, etc., is limited One of the top threats to any nonprofit organization is funding cuts and this threat is a constant. Funding losses can include losing a substantial portion or all dollars from one local funding source, and/or smaller decreases by more than one .fiaiding source. Both can be devastating to our abilily to provide services. Loss in funding will result in loss afserviees to the. residents ofJohnson County— it will "trickle down", in that positions would be cut w ehminule.d, less volunteers could he trained for providing services and finally less services provided overall by the agency. The .services impacted would be less than. 11,944 recipients of Crisis Intervention contacts 52 active interventions of.suicide 11,631 residents who received, food and related services 1,233 recipients of ernergency'ftnancial assistance Without the programs ofthe Crisis Center, Johnson County residents will be less stable and utilize other, often times mare costly, public: and private services such as increased police and sheriff calls and trips to hospital emergency rooms. Grocery store the ll and panhandling would also likely increase. Homelessness among the population would also increase. 8. How will local government funding help leverage other revenue for Agency? Local government provides the Crisis Center with a base of support, far our programming and demonstrate to other potential fenders a level of local,finaneial support. The Crisis Center accepts the funds with the responsibilityfor providing crisis intervention services,.food assistance and emergencyfrnancial assistance for the entire county. This level of responsibility also gives us leverage to speak to the need of coordinating services in the county. One example of this is the development of7he Hunger Project — a coalition of food pantries in Johnson County, The Hunger Project worked collaboratively to identify areas within John.mn County that do not have accessibility to food. The responsibility to address the hunger insecurity in those areas is clea4y the responsibility o1 the Crisis Center as the recipient of countyfunding. The Emergency Assistance program is unique to the Crisis Center among the other, food pantries in Johnson County. The base ofsupport that existedfor a number of years far thefinancial assistance to individuals came through the Common Fund— a project gflhe Consultation, for Religious Services in Johnson County. As we have worked on demonstrating the outcomes of this program addilional funding opportunities have been captured Through the efforts of the Crisis Center to greatly expand the financial assistance we have available for individuals needing this service. Another evantple is the provision of crisis intervention services. The base of support for our services is crucial for our survival and development of increased progranuning and services. The development of online emolional supporl services, i.e., C-isisChat.org is one example of'our efforts• to enhance current prograrnniing. Chat .services are utilized by a demographic of individuals who do not utilize the crisis intervention line. We are now working with the University of Iowa to lr-ain irtlerriationalstudents ar rhat specialists to provide services to inlernational students This service enhancement will break down the cultural barriers ofproviding services to this population of students. Additionally, as• the county funded program for crisis intervention services, the Crisis Center created the Johnson County Suicide Prevention Coalition with other agencies in the cowny to work collaboratively in providing education andprevention services. 9. If other funds are currently being leveraged using Johnson County Block Grant funds, please identify the source of funding, dollar amount leveraged and the purpose of the folds (service provided). Johnson County Block Grant, fiends are not used as snatching dollars for any other kind offunding steams at the Crisis Center. 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 wil measure our progress towards improving community conditions. Please provide thefollowing information. Complete Form D and provide the Performance Measurements used (or will he used) by the Agency to measue results of services toward 2020 Vision Goals. 10. Please provide specific outcomes/performance measures your organization achieved in FY 12. flow are people better off because of the services you provided? The Performance measurements are included into the Form D. We measure how much we do - output and survey to deternvi•ne haw well we did (clierit satisfkeiion). We also measure it clients are better off as a result of receiving our - services. 11 '2U12 11,00 04 AM Cg'I© 2012 e-Clmpact.com I ar'Jo 5 0' " II ,1011nLnnon Uol:nt4 FY14 Form A Agency Salaries & Benefits Please provide the information for employees in your agency. Tf you do not f nd the position on the list, please add the position in the "other" section. )on will be individually add positions in "other" category. Please indicate if the position has paid leave, Health Insurance or Retirement by playing a "I" in the box ifthe position receives that bonefit Please provide the information for employees in your agency. Ifyou do not,find the position on the list, please add the position in the "other" section. You will be individually add positions in °other"category. Please indicate if the position has paid leave, Health Insurance or Retirement by playing a "I" in the box if the position receives that benefit. Position Paid Leave Health Ins _Retirement t Plan Average. Salary: FTE (Last Year). FTE (This Year) FTE (Next ` Year) Executive Director/ President / CEO 1.00 1.00 1.00 65,245.00 69.905.00 75,190.00 Director of Operations "COO Director of Development 1,00 1,00 1,00 51,945.00 55,018.00 56,910.00 Program Director/ Manager 1.00 1.00 1.00 39,876.00 42,880.00 45,776.00 Director of Community Intervention 1.00 1,00 1.00 53,825.00 56,358.00 59,220.00 Assistant Teacher Administrative Assistant Advocate Assistant Coordinator Assistant Director Busincss Manager 1.00 1.00 1.00 35,717.00 38,044.00 41,514.00 Case Manager Clerical Staff Clinical Services Manager/ Director Clinical Support Maintenance 1 Repair Office Assistant Program Coordinator Receptionist Services Coordinator 'Cransportation Managci 1 Director *Other 6,00 6.00 6,00 0.00 128,375,80 171,283.29 200,162.68 Communications Coordinator 1,00 1.00 1.00 28.257,60 30,014.00 35,000.00 Crisis Chat Coordinator 1.00 1.00 I.00l 3,621.00 30,319.68 35,035.00 Food Bank Coordinator 1.00 1.00 1.00 25,726.70 32,413.20 34,966.44 Development Coordinator 1,00 1.00 I.00 0.00 7,070.0.5 18,540.00 I Ui 7^;2 I 0f 4 tt' t'?.T Oo 2012 e-CImpactcom Rage 6 of FY14 Form A Aeenev Salaries & Benefits Please provide the infnrmation,for employees in your agency. 11'you do not find the position on the list, please add the position by the 'other"section. You will he individually add positions in "other" category. Please indicate iftheposition has paid leave, Health Insurance or Retirement byplavinga "7" in the box iftheposition receives that benefrt. a..:a 1U—A+e r,,.. u-E:,.,,,..a.. .... A--.--- .:.FTF /l .,mot. 4'T. f7�hie Ti TF (Aiurt �... i..._., Leave 't Plan Salary Year) Year) Year) Emergency Assistance 1.00 1.00 1.00 35,546.16 37,530.60 39,541.24 Coordinator Crisis Intervention 1.00 1.00 L00 35,224.34 33,935.76 37,080.00 Coordinator Total II II I1 0 374,983.80 433,488,29 478,772,68 ©2012e-Clmpactcom t a.,a"urL4 (nvb t : 4iC1' < � i�iliil3Un t ,1 ii iltY FY14 Form B - Agency Demographic Agency sunrmary of clienis served during last two years undone projected year (unduplicated client count) NY 11 i+Y ILI NY Information/Education Provided 1,137 1,357 1,600 Direct Services Provided 52,376 61,371 65,000 Total 53,513 62,728 66,600 Gender FYIIJ FY12 FY13 Male 4,769 5,427 5,801 Female 5,255 5,891 6,247 Ethnicity FY11 FY12 FY13 Hispanic 2,071 2,428 2,637 Black 2,929 3,408 3,687 Caucasian 4,252 4,481 4,602 Native American 86 88 89 Asian 194 199 202 Pacific Islander 5 9 13 Other 545 703 804 Total 10,082 11,316 12,034 Age FY11 FY12 FY13 0-5 1,506 1,758 1,905 6-17 2,318 2,716 2,949 18-29 2,311 2,526 2,644 30-61 3,870 4,196 4,373 62-75 318 330 336 75+ Years 1 98 76 67 Geographic Location FY11 FY12 FY13 Johnson County (Combined, unduplicated) 10,326 11,631 12,366 Iowa City 7,593 8,659 9,267 Coralvillc 1,549 1,669 1,734 North Liberty 1 611 659 685 11 ;712 11:! h. (.IT © 2012 e-Clmpact.com ! a 6 ^i I C psis of Count% FY14 Form C - Agency Budget Budget Type Indicate if Budge! is: J — Algc cy r nV, ! 2 = Program Specifrc 3 = County Specific Budget Type 1.00 Aeenev Revenues FYI FY12 FY13 Coralville Finding 7,000.00 7,000.00 2,000.00 Iowa City Funding 40,000.00 40,000.00 40,000.00 Johnson County Funding 75,220.00 75,220.00 75,220.00 UWJC Allocation 115,000.00 115,000.00 115,000.00 UWJC Designations 20,830.00 24,504.00 24,790.00 Grants -Federal, State, Foundation 57,702.00 59,574.00 116,500.00 Membership Dues 0.00 0.00 OM Fees for Services 0.00 170.00 0.00 Sales to the Public/Contracts 0.00 0.00 20,000.00 Fundraising Events 133,011.00 172,417.00 218,750.00 Contributions/Donations (including in- kind) 278,893.44 299,647.26 543,500.00 Interest and Investment Income 78,270.96 5,258.76 0.00 *Other 27,864.80 125,594.64 79,975.95 Total 833,792.20 923,375.66 1,235,725,95 Expenses FY11 FY12 FY13 Total Salary and Wages 391,189.06 453,549.33 578,958.22 Benefits 57,087.59 58,695.99 69,474.98 Administrative 0.00 0.00 0.00 Occupancy 30,039.55 40,136.51 50,049.77 Other 299,423,731 381,496,251 335,574.37 Total 777,739.93 935,878.08 1,034,057.34 Fund Balance FYI FY12 FY13 Revenue 57,052.27 12,50246 201,668.61 Carryover Balance From Prev Year -1,912.03 -722,599.69 -1,645,975.31 Total Operating Balance 55,140.24 -710,097.23 -1,444,306.70 Less Total Expenses 777,739.93 935,878.08 1,034,057.34 1 i 1J A112. ! 1 00 N U, :S1 © 2012 e-Clmpact.cam 9 of 1" 01i i o,iicr Ili Lr;a.;n t n:rnv FY14 Form C - Agency Budgel Fund Balance FY11 FY12 FY13 Ending Fund Balance -722,599.69 -1,645,975.31 -2,478,364.04 Less Restricted Balance 0,001 0.00 0.00 Carryover Fund Balance -722,599.69 -1,645,975.31 -2,478,364.04 Bd/Donor/Funder Restricted Funds mill FY12 FY13 Bd/Donor/Funder Restricted Funds - please itemize 0.00 0.00 0.00 Total 0.00 0.00 0,00 In -Kind Support FY11 ' FY12 FY13 Seivices/Voluntecrs 559,770.54 551,005.56 560,000.00 Material Goods 175,806,25 178,572.75 190,000.00 Space, Utilities, etc. 0,00 0.00 0.00 Other 0.00 0.00 0.00 Total 735,576,79 729,578.31 740,000.00 Grants FY11 FY12 FY13- *Grants - please itemize 40,702.00 38,477,00 40,045.00 CommunityFoundazion/JC 2,200.00 3,432.00 .5,000.00 JP Morgan 20,000.00 30,000.00 30,000.00 RIO 13,457.00 0.00 0.00 EFSP 5,045.00 5,045.001 5,045.00 Total 40,702,001 38,477,00 40,045.00 III ' 1: , 4.00 t AN (1.9T © 2012 e-CImpaet.com "'a w 10 0` I t. crisis (cis?al of_h A) rIson ('oIo nv FY14 Form C - Historical Balance Sheet (AsofAgency's fiscal year-end) Current Assets FY10 FY11 FY12 Cash 193,137.93 206,121.53 172,456.41 Investments 339,018.13 415,086.63 419,267.26 Receivables<90 days 1,000.00 0,00 0.00 Total Current Assets 533,156.06 621,208.16 591,723.67 Other Assets FY10 FY11 FY12 Property 761,834.87 761,834.87 809,084,87 Equipment 199,031.91 207,467.75 213,611.69 Less Depreciation 401,941.54 440,429.19 478,227.51 Receivables>90 days 0.00 OM 0.00 Other (describe): 0,00 0.001 0.00 Total Non -Current Assets 558,925.24 528,873.43 544,469.05 Total Assets 1,093,081.30 1,150,081.59 1,136,192.72 Total 3,014,814.86 3,088,686.83 3,181,585.84 Current Liabilities FY10 FY11 FY12 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 0.00 0.00 0.00 Total Current Liabilities 0.00 0.00 0.00 "Total 0,00 0,00 0.00 Other Liabilities FY10 FYI FY12' Mortgage Payable Balance 0.00 0.00 0.00 Other 0.00 0.00 0.00 Total Other Liabilities 0.00 0.00 0.00 Total Liabilities 0.00 0.00 0.00 Equity (Net Worth) 0.00 0,001 0.00 Liability + Equity 0.00 0.00 0,00 11 P21211. PAI CS, " 92012 e-Clmpact.com page '11 of 1A £S n ,I . tunan t ru ot\ lfl I,'!FdO t ion FY14 Form D: Performance _Measurement Effort Quality: Comman Measures Description: How well did we do it? Effect Quality: Activity Specific Measures Description: What is difference made? J f1tUJ.f"A, ©2012e-Clmpact.wm )q,PZ O: (� a, Cc r:tcr 1;1 ', nr Of, t'o,u ,ti C:,r < i icv A""P, 4 ,y Pra�:rari FY14 Form D: Performance Measurement Effort Qualiy. Common Measures Description: flow well did we do it? Measure: Percentage of clients who report the financial a.csislance was helpful Effect Quality: Activity Spec fc Measures Description: What is dif erence made? Measure: Number of Einergency Assistance clients who maintained housing 1!;)G ` 1,!! 00 ul AM ,ST ©2012e-Glmpact,com 3gf1A (a , . itNcr, ` .rl:nwn ( o[Izo, I',,od 1ianlc FY14 Form D: Performance :Measurement Effort Quality: Common Measures Description: How well did we do n? Measure: Percentage of food bank clients satiafed with,food availability Effect Quality: llctivity Specific Measures Description: What is d ffercmv made? 19 01) UA ANCS i © 2012 e-CIrn act com ' na 14 c! M Unin t�,; t�u3h i Ic€crc a.ou Pro �, ra;-it FY14 Joint Government Application General Information AEenev Name Domestic Violence Intervention ProKrarn Executive Director Name Kristie Doser Board President Requestor Yasmine Rezai Kristie Doser Phone (219) 351-1042 Email Krivie(a),dvipiowa. ors Address P.O. Box 3170, Iowa City, Iowa, 52244, U.S.A. Website www.dvipiowo.org Agency Mission Statement The MWion of the Domestic Violence Intervention Program into provide comprehensive support and advocoey services to victirnAurvivors,,focusing onimmediale and long-term sate!}', empowerment, digvn!., and hope. In collaboration with the cornmunny, we strive to end domestic abuse through education, accountability, andsocialjustice. Number of Years in Operation 33 Year Org Established 1979 2020 Vision Goals for the Common Good Please indicate Goal(s) that your agency supports Income Yes Education No Health Yes Johnson County Rquest for Funding Johnson County: Request for Funding FY14 68,250 Total Budget (Johnson County) 1,063,280 Johnson Comity: % of 'total Budget 6.42 Iowa City Request for Funding Iowa City: Request for Funding FY14 52,500 Iowa City: Total Budget 1,063,280 Iowa City: % of Total Budget 494 Coralville Request for Funding Coralville: Request for Funding FY14 4,400 Coralville: Total Budget 1,063, 280 Coralville: % of Total Budget 0.41 1 1;1 W 1M, ;: ' © 2012 e-Clmpact.coin I , ... Agency Information Please complete the Salaries & Benefits chart fw- entire Agency (Form A), in addition to the questions below. I. 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.) DVIP resporids to the safety, trauma healing and self-sufficiency needs of victims ofdomestic violence providing immediate safety, support, and,facilitating viclim's interactions with the criminal justice, health and human services systems. DVIP provides unduplicated direct .support services, for victims in our,four county service area (Johnson, Washington, Iowa, and Cedar). All services are provided out of our Johnson County shelter location, with 67% of our clients originatingfrom Johnson Counly. Last year DVIP served 1064 women, men and children. Domestic violence as a leilrui c:inu -- ��: average statk their partners for 21 months after the victim has left. Of the 1664 served, 312 sought refuge in our sale,v shelter. What would it take to keep you safe from the one person that knows everything about you? They know your strengths, your weaknesses, whal you are most proud of and what you aren't so proud af: They know who you love and who you would protect with your own life. Y'hey 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 /mom, where to find you, because they know everyone and everything in your life. What would it lake 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 accomphsh 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. Domestic abuse occurs within the confines oJ'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. Perhaps the most significant fcrclors affecting victirns is availability ofsafe 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 andphysical 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 ofpreterm delivery, hr comparison with non -abused women, health costs are 36 percent higher for women who suffered physical and sexual abuse. Prevention and crisis intervention services,for youlh and adult victims ofdomestic violence are critical and requires a community wide effort, as the lowa Attorney General's office estimates as many as 44,000 lowarrs suffer abuse in their homes each year al the hands of an intimate partner. I r(; "IM) 'I I 0i 02 AM GST © 2012 e-Clmpact.00m "xJc 2 of 1.1 2. List and describe the programs and 1 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 orfi•iends. The DVIP 24-Ilour hotline is available for crisis intervention, support, infa-mation and referral. In the past 9 year DVIP has .served clients from 88 countries. 1)VIP uses the Language Line with access to more than 170 languages. This scrviee is critical in Johnson County's diverse population. Shelter is available to women and youth when staying in their current situation is no longer safe. Individuals and families stay in shelter far as long as 90 days, The current average length of stay is 45 days. The average length of stay is up significantly, just three years ago the average length ofstay was 32 days. This jump reflects the economic environment we struggle with, cuts in resources, and our area's lack ol'accessible, affordable housing. Advocacy includes both crisis and on -going support in wording with community institutions, DVIP advocates are members of the Domestic Abuse Response Team (DART) which works in collaboration with IC Police and Johnson Co. Atry's office, to improve proseculion. Economic Advocacy assisting victims accessingfnancial assistance resources, housing assistance and employment. DVIP provides Personal Economic Planning (PEP), a service for long-range.financial planning, job preparation and re.surne development. This service, along with the Life Issues groups, focuses heavily on securing independence and prevcwing.future violence. Peer Counseling Support is minimally available to adult and youth victims of domestic violence, 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 j ending reductions over the last ten years. We have two types of support group — Support and Life Issuea. In addition, we provide support group in two languages (English and Spanish). Transitional Housing: The Domestic Violence Intervention Program Transitional Housing Services provides victhn- centered services and housing assistance, including rental or utilities payments assistance msd 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, doling violence, sexual assault, or stalking to locate and secure permanent housing. We partner with Goodwill afthe Heartland to provide jab training services to transitional housing residents and/or the Women's Independent 5'cholarshtp Program to provide funds for tuition, books and living essentials to camplele an advanced degree. Youth Services are included in all of the previously listed services. The following are highlights services specific to youth of by domestic violence: • Parental Advocacy offers alternative suggestions and.support for families responding to difficult battering generated issues mad their impact on youth family members. Parenting advocacy goes hand in hand with daily life in a communal living sih.+ation, such as shelter. Our information oil 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 supporl to youth in areas if 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 excrcisw• 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 DVIP provides prevention and education resources to our community 1 1 "OtA'1211- i r`� EiT ©2012e-Clmpactcom "'-",o(7-i Client information Please complete Client Demographic (Form 6) in addition to the question(s) below. 3. Provide a succinct, specific description of your primary target populations(s). Describe clients as a group in terms of their needs, requirements, and strengths. D VIP 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 FY12, 1107 of 1664 clients served were from the Johnson County area. An additional 398 individuals were served from our extended service catchments area, including Cedar, Iowa, and Washington Counties. Finally, 139 individuals from outside our service area received support services, mciuding oilier Iowa residents and out of state residents. Local municipaijundcrs (Cities oflowa City and Coraiviiie, Johnson Coaenly and United lliay) make up approximately 19%ofDVIP'.s income. As stated earlier 67%ofDVIP's clients reside in Johnson County, this means that 100%of local municipal funds support Johnson County residents seeking domestic violence services. Additional fends required to support Johnson Cranny clients comes from local doctors and state or federal grants. Safegr fir some victims can be an arduous journey. It is cornmon 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 sa/ek)s issues, whether it is a.John,son 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 gfviolence committed by someone you love and trust- - certainly the outcome is traumatic and complex. It surprises many to learn that victims do not cone to DVIP warning to end their relationship, they come because they are hurl, confused and they want their partner to stop abusing them. The confusion and di frculty comes in the hopes and dreams• they set forth in committing to art intimate partner, while learning over time that their partner may not stop using controlling and violent behavior. Ultimately, marry victims learn they nest leave their partners perrnaneiilly 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 barterer. Does this victim reed shelter in order to be safe? Do they need access to the criminal justice .system jor• 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. The needs and requirements of victims are dependent on their goals and could include any of the following: • Crisis intervention and Feunional Support • Housing Assistance • Criminal Justice Advocacy • Healthcare Assistance • F,mployrnent Assistance • Support for their Children • Access to Mental Health or Substance Abuse Services • Support from Peers that are Domestic Abuse Survivors '. i 7 v i ,1'.i:1 s c,1 C'',` I ©2012 e-Clmpecl.com F =cc, of 1q Financial Management Complete Form C(a) and Form Qb) 4. In detail describe the Agency need for funding from: City of Iowa City Fundingfrom City of Iowa City is critical to continue current services for victims ofdomestic violence in Iowa City. In past grant applications I have described the precarious, finding sinration through our state andfederal,funders. In 2003 the state oflowa removed.landing for victims of violent crime from their budget. This action closed three Iowa shelters Immediately (of 37 progrcnns in the state), For DVIP the loss was nearly 20%of our budget, approximately S146,000 annually. Over the ensuing years, 8 additional shellers have closed or merged in Iowa, or 29% of total services for victims in Lowa. We worked to increase our budget and come back, from the devastating lasses. Yet another Eastern Iowa shelter has closed (Cedar Rapids). ]his closure has had all 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 rebuill much of our lost programming, but that funding ran out in 2009, In answer the Iowa Legislature has reestablished slate funding, but ultimately it is less than 75% of the total loss we faced in Johnson County and across the state dating hack to 2000. We were fornmate that the federal government increased some famding, but without Recovery Act Funds, we would have lost a great deal of support. This coming year we face a crossroads in services for domestic violence victims in Iowa. The Iowa Attorney General has informed progranr.s they can no longer reinforce funding evils wilh reserve,firnds and with the significant cuts seen on the state aadfederal level ($1.5 million total in Iowa- 28% of currimt funding) we arefacing devastating cuts or regionalization ofsevkes come July 1, 2013, 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 dams open for those victims facing the greatest barriers — including high lethality levels and poverty. Yb maintain critical support services that assist victims in healingfrom trauma, assessing their safety needs and developing the skills and resources needed to live independently of an abusive partner. I 0 J?11 s t,Chi j ©2012e-Clmpact.com (a<robd1A 4a. The objective of Iowa City's Consolidated Plan (a.k.a. CITY STEPS) is to promote a continuum of care within the community that includes jobs, housing and services for low -moderate income persons. Tell us how the agency (or program of the agency) addresses the goals cited in the 2011-2015 CITY S'IEPS Plan (www.icgov.orglactionplan, pages 91-94). The Domestic Violence Intervention Program provides safe shelter, crisis intervention .services, advocacy and support services that help keep victims of domestic violence safe from immediate danger and harm. These services are unduplicated in ourfouar county service area (1ohnson, Washington, Iowa and Cedar Counties). While residents/clients seekservices fiom DVIP, it is our goal for clients to reach the highest level ofsafely and self-sufficiency possible. Maintaining a shelter with appropriate facilities, contriburtes to service provision and our client's efforts to increase self-sufficiency. This goal is supported by the current City Steps 2011-2015 Iowa City "s Five -Year Consolidated Plan for Housing, Jobs and Services , far Low -Income Residents approved the Iowa City Council on December 14, 2009. A critical aspect of on? -safe shelter and crisis intervention Support services is providing a safe environment and appropriate.facilities for women and yocrth while they move beyond initial stages of crisis and homelessness to permanent housing. Without appropriate upgrades in building and maintenance, client's safety° and ongoing support would be compromised. Under the Cily Steps Homeless Strategic Plan, addressing Sheller needs of persons who are homeless is the .following citation. Expand/Rehabilitate Emergency Shelter. • Improve and maintain existing. shelterfacilines. • Support expansion or addition of facilities to meet increased demand. • Expand staffwithin existing system to provide improved service. Ira addition, the City Steps 2011 - 2015 Consolidated Plan also identifies victims of domestic violence as: • Persons at risk of becoming homeless. • In need of services to prevent homelessness. Victims of domestic violence face large barriers to ,self - ,sufficiency and permanent housing. In a 2002 report by the U.S. Conference of Mayors, 44% of the oilier surveyed identified domestic violence as a primary cause of homelessness. 92% of homeless women have experiwnced severe physical and/or sexual assault at some paint in their lives. Other important information and statistics include: • A lack of alternative housing often leads women to stay in at, return to violent relationsln'ps. In Minnesota in 2003, for instance, 46percent of homeless women reported that they had previously stayed in abusive relationships because they had nowhere to go. • In 2003 in Chicago, 56percent of women in homeless shelters reported they had been viathns of domesti.c violence and 22 percent stated that domestic violence was the immediate cause of their homelessness. • Abusers typically use violence as part of larger strategies to exercise power and control over their partners and isolate their partners from support networks. As a resuh, a victim of damestic violence will often have rza access to money and no friends or family to rely on ifshe flees a violent relationship. • Because a victim ofdamestic violence will often leave her abuser multiple times bcfure. she finally escapes the violence, she and her children may experience multiple bouts of homelessness. • Many landlords have adopted policies, such as "zero tolerance for crime"policies, that penalize victims of domestic violence. These policies punish tenants when violence occurs in their homes, regardless ofwhedui the tenant is the victhn or the perpetrator of the violence. Like many non-profbs, we have struggled with funding cuts, and while the current ecommn y doesn't cause domestic violence, there is no question we are seeing increasingly severe trauma and lethality. Victims are waiting to leave abusive partners, because they are afraid there will be no job, no safe place to live. For the women and children staying in our shelter- -we're fighting every day to meet their most basic needs, but it's taking longer and longer to find those resources, and having sub -par resources makes things that more difficult. 11 0 1 r CAM (S 't © 2012 e-Gmpact.com Po,, 6 v 5. In detail describe the Agency need for funding from: City of Coralville Funding from City of Coralville is critical to continue current services for youth victims of domestic violence in Coralville. In past grant applications I have described the precarious funding situation through our state anc{feder-al funders. In 2003 the state of Iowa removed fundingfor victims of violent crime from their budget. This action closed three Iowa shelters immediately (of37programs in the state). For DVIP the loss was nearly 20% of our budget, approximately $146, 000 annually. Over the ensuing years, 8 additional spellers have closed or merged in Iowa, or 29% of total services for victims in Iowa. We worked to increase our budget and come back from the devastating losses. Yet another Eastern lower shelter has closed (Cedar Rapids). this closure has had an impact on victims' access to safety ira 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 na 2009. In answer the town Legislarime has reestablished state funding, but uhnnately 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 ofsupport. This coming year we face a crossroads In services for domestic violence victims in Iowa. The Iowa Attorney General has informed programs they can no longer reinforcef aiding cuts with reservefimds and with the significant cuts seen on the state andfederal level ($1.5 million total it? Iowa - 28% of current funding) we are facing devastating cuts or regionalization of services come Julv 1, 2013. Clearly local support has never been more important. In fact, local funding (n inicipal and private) has been our most consistent support for victim services. Coralville funding is needed io maintain our youth support groups urid youth activities jar children living in our shelter. Coralville finding maintains critical support services that assist youth victims in healing from trauma, assessing their safely needs and healing their parent/child relationship. 6. In detail describe the Agency need for funding Prom: Johnson County Funding front Johnson County is critical to continue current services for victims of domestic violence in Johnson County. In past grant applications I have described the precarious funding situation through our state rmd federal funders. In 2003 the state of Iowa removed funding for victims of violent crime from their budget. This action closed three Iowa shelters immediately (of 37 programs in the state). For DVIP the loss was nearly 200% of our budget, approximately $146, 000 annually. Over the ensuing years, 8 additional shelters have closed or merged in Iowa, or 29% of total services for- victims ira Iowa. We worked to increase our budget and come back fronn the devastating losses. Yet another Fu.stern Iowa shelter has closed (Cedar Rapids). This closure has had an impact on victims' access to safety in the larger carridor area. Over the past none years, the Iowa Attorney General made the decision to use reserve funds to holster 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 ullonately it is less than 75% of total loss wefaced 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. This corning year we.,lace a crossroads in service.s.for domestic violence victims in Iowa. The Iowa Attorney General has informed programs they can no longer reinforce funding cuts with reserve funds and with the significant cuts seen on the state and federal level ($1.5 million total in Iowa - 28% ofcu rent.funding) we are facing devastating ctds at, regionalization of.services come July I, 2013, Clearly local support has never been more important. In fact, local funding (municipal and private,) has been our most consistent support for Wethn services. Funding from Johnson County is needed to keep our shelter doors open for those victims facing the greatest barriers — including high lethality levels and poverty. In addition, Johnson Countyfiach ng provides important advocacy support as victims access the criminal, social and human services systems in our- area. To maintain critical ,support services that assist victoms in healingfrom trauma, assessing their safety needs and developing the skills and resources needed to live independently of abusive partner. 1 9 0 Oi2 t I;r, ,rwy O2012 e-Clmpectoom Page 7 0: 1d 7. If the local government 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. Quite bluntly, with the pending losses on the state and federal level, the loss of local finding would devastate, the program and jeopardize services and shelter fur victims in Johnson County, The Attorney General's plan to regionalize services in Iowa includes funding three programs in our region (the Southeast Region - inchrding 14 counties). While DVIP is well positioned to be one of the three contracts, this is not a guarantee. Local government funding and communih> fundraising is what ensures that victims of domestic violence in Johnson County receive the support and safety they need and deserve. Combined, local government funding and Johnson County community fundraising makes up 35% ofDVIP's budget. State and Federal fundins adnuini.etered by the Iowa Attorney General'soffice rnakes up 24% ofDVIP's budget Remaining funding comesfrom other counties we serve and specialized programming like Transitional Housing, the Iowa Accountability Project and Rapid Rehousing Funding. DVIP has worked hard to diversify our funding so that we are not reliant on any one t,} pe offending. With that said, the cuts we have seen over the past 10 years means that we have whittled our expenses and resources sign ficantly. Any large loss would be devastating at this point. S. How will local government funding help leverage other revenue for Agency? United Way and local governmern,tandingshows a firm commitment to emergency services for victims ofdonestic violence by.7ohn.son County leadership. Spec fcally, DVIP nearing the and of a grant for 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. In addition, DVIP recently received new fmrding through the Iowa Finance Authority to provide Rapid Rehousing services, which was awarded in part due to our capacity to match with local funding support. Community frmding leverages grant opportunities with local and national corporations and reassures local donors that they are, investing in an established, well respected agency. 9. If other funds are currently being leveraged using Johnson County Block Grant funds, please identify the source of funding, dollar amount leveraged and the purpose of the funds (service provided). Office on Violence Against Women, Transitional Housing Funds $147, 000 to provide rental assistance and case management services for victims to establish permanent housing and independence from an abusive partner. Rapid Rehousing and Emergency Shelter Operations, Iowa Finance Authority $80, 000 to provide short term rental assistance to prevent homelessness and sustain emergency sheherfor immediate crisis response to domestic violence. Crime Victim Assistance Division, Iowa Attorney General, State and Federal Funding $265,050 to provide crisis intervention services to adult and youth victims of domestic violence - including a 24 hour crisis line, 24 hoar sgfe shelter, advocacy services, counseling and support groups. Agency Accomplishments The United Way and Kcal Governments work towards making our connnunity a better place to live. Through the 2020 Vision Goals for the Common Good, we Ml measure our progress towards improving community (onditions. Please provide the following information. Complete Form D and provide the Performance Measurements used (or will he used) by the Agency to measue results of services toward 2020 Vision Goals. 10. Please provide specific outcomes/performance measures your organization achieved in PY 12. How are people better off because of the services you provided? We have outlined our performance measures in form D. Perhaps the rnost important way victims are better off because of the services we provide is that we provide immediate safei)r and supportive services to assist victims in reaching their goals, We understand that when people think of ending domestic violence, theyfacus on victims leaving the abusive situation. While many victims do leave, we know they face Mcredible barriers many barterer generated. Without intervention, many victims state they would not be able to escape. As stated earlier, baiterers, 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 hatterer behavior has caused victims to lose employmern, he evicted from a rental unit, or damaged important resources like automobiles. We believe looking at and naming victims success in movingforward requires documenting the barriers and sabotage that is bancrer generated —and victims must overcome. With new statistical software, we are in a position to track bunerer behavior in new ways that will give us information on the needfor community based barterer confinement, Prow to develop relationships with groups often affected by barterer behavior (for example landlords and employers) and help on?, community shift its focus fi-om victims leaving, to affecting perpetrator/battereer- behavior as o meanns to erhd domestic violence. We are partnering with researchersfrom the University oflowa, with a spec fe,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. i 1/ 0 7L"12 11 i1 0- AM CS-1 0 2012 e-Clmpact.com FY14 Form A Agency Salaries & Benefits Please provide the inforrnation,for employees in your agency. Ifyou do not find the position on the list, please add the position in the "other%ection. You will be individually add positions in "other" category. Please indicate it the position has paid leave, Health Insurance or Retirement by playing a "I " in the box ifthe position receives that benefit. Please provide the information for employees in your agency. lfyou do no{fnd the position on the list, please add the position in the "olher"section. You will be individually add positions in 'other" category. Please indicate ifthe position has paid leave, health Insurance or Retirement byplaying a "I" in the box if [he position receives that benefit. Position Paid Leave Health Ins Retiremen tPlan Average Salary FTE (Last " Year) FTE (This Year) FTE (Next .Year) Executive Director/ President / CEO 1.00 1.00 1,00 68,000.00 1,00 1.00 1.00 Director of Operations /COO Director of Development Program Director/ Manager 1.00 1.00 1.00 45,000.00 2.00 2.00 2.00 Director of Community Intervention Assistant Teacher Administrative Assistant Advocate 1.00 1.00 1.00 27,500.00 3.00 3.00 4.50 Assistant Coordinator Assistant Director 1.00 1,00 1,00 55,000.00 1.00 1,00 1,00 Business Manager 1.00 1,00 1,00 35,000.00 0.75 0,75 1,00 Case Manager 1.00 1,00 1.00 30,000.00 950 9.50 9.50 Clerical Staff Clinical Services Manager / Director Clinical Support Maintenance l Repair Office .Assistant Program Coordinator Receptionist Services Coordinator Transportation Manager / Director Other 0,00 0,00 0.00 0.00 0.00 0.00 0.00 Total ti 6 6 260,500 1725 17.25 19 1 ,0 A3'I 9 1 t I r',�- CO 2012 e-Clmpact. com Fogs F3 of i I FY14 Form B - Agency Demographic Agency summary of clients served during last hvo years and one projected year (unduplicated client count) - FY III FY 121 PY 13, Information/Education Provided 3,644 3,775 3,800 Direct Services Provided 7,123 7,423 7,500 Total 10,767 11,198 11,300 Gender FYII FY12 FY13 Male 204 175 190 Female 1,567 1,469 1,520 Ethnicity FYI FYI FY13 Hispanic 206 65 120 Black 556 524 510 Caucasian 924 875 900 Native American 10 17 15 Asian 16 25 20 Pacific Islander Other 81 138 120 Total 1,793 1,644 1,705 Age FY11 FY12 FY13 0-5 109 68 80 6-17 97 80 85 18-29 617 450 550 30-61 807 886 850 62-75 1 21 17 20 75+ Years 1 3 5 4 Geographic Location FY11 FY12 FY13 Johnson County (Combined, unduplicated) 1,023 1,107 1,060 Iowa City 703 908 800 Coralville 142 138 140 North Liberty 63 61 62 tiiA 10^211,J s id`JST O2012e-Clmpact.com 1.c =, 'iq orm Doi nc,,O1 ok r+ Ellen c i i o,- II FYI Form C - Agency Budget Budget Type Indicate ifBudget is. 1 = Avenry l,avvJ 2 = Program .Specific 3 = Cutull + Specific Type Agency Revenues 1.00 FY11 FY12 FY13 Coralville Funding 4,000.00 4,000.00 4,000.00 Iowa City Funding 52,000.00 52,000.00 50,000.00 Johnson County Funding 63,500.00 63,504.00 65,000.00 UWJC Allocation 61,540.00 63,700,00 65,500.00 UWJC Designations 16,260.00 16,416.00 17,000.00 Grants -Federal, Stale, Foundation 566,759.00 538,917.00 599,940.00 Membership Dues Fees for Services 96,600.00 57,000.00 62,700.00 Sales to the Public/Contracts Fundraising Events 78,925.00 92,400.00 98,000.00 Contributions/Donations (including in- kind) 37,033.00 52,000.00 65,000.00 Interest and Investment Income 41,140.00 94,500.00 95,445.00 *Other Total 1,017,657.00 1,034,437.00 1,122,585.00 Expenses FYI FY12 FY13 Total Salary and Wages 565,000.00 620,000.00 635,500.00 Benefits 136,200.00 138,400.00 138,400.00 Administrative 1 18,495.00 119,920.00 122,918.00 Occupancy 154,854.00 75,300.00 77,182.00 Other 77,300.001 66,800.001 68,470.00 Total 1 1,051,839.00 1,020,420.00 1,042,470.00 Fund Balance FYI1 FY12 FY13 Revenue 1,017,657.00 1,034,437.00 1,122,585.00 Carryover Balance From Piev Year 36,000.00 1,818.00 15,835.00 Total Operating Balance 1,053,657.00 1,036,255.00 1,138,420.00 Less Total Expenses 1,051,839.00 1,020,420.00 1,042,470.00 I Vllj:I'll 1 I ! 1 r. (it;T © 2012 e-Clmpacl.cem ?egF -I 5t bt FY14 Form C - Agency Budget Fund Balance FY11 FY12 FY13 Ending Fund Balance 1,818.00 15,835.00 95,950.00 Less Restricted Balance lCarryover Fund Balance 1,818.001 15,835.001 95,950.001 BdlDonor/Funder Restricted Funds FY11 FY12 FY13 *Bd/Donor/Funder Restricted Funds - please itemize 16,557.00 16,634.00 46,104.00 Women'sIndependence Scholarship Lund 9,000.00 9,000.00 9,000.00 Opportuniry and IA Realtor Fund 4,893.00 4,943.00 4,992.00 Youth Funds 320.00 323.00 326.00 Direct Aid 594.00 600,00 30,000,00 Housing Trust Fund 1,750.00 1,768.00 1,786.00 Total 16,557.00 16,634.00 46,104.00 In -Kind Support FYI] FY12 FY13 ServicesNolunteers 2,225.00 2,247.00 2,269.00 Material (foods 30,000.00 30,300.00 30,600,00 Space, Utilities, etc. Other 953.00 962.00 972,00 Total 33,178.00 33,509.00 33,941.00 Grants FYI FY12 FY13 *Grants - please itemize 566,759,00 538,917.00 599,940.00 Government 404,70200' 359,417.00 419,756.00 State 98,141.00' 98,500.00 99,103.00 Direct Public 63,916.00 81,000.00 81,08L00 Total 1 566,759,00 538,917.00 599,940.00 1 1-1 01 i i NO CS! 0 2012 e-Clmpact.com P.,YN 1T o' 1 Do w,Tu. wl i.ca litl Cfti C,O t,f�❑ I'�os°rm: FY14 Form C - Historical Balance Sheet (As of Agency's,fscal year --end) Current Assets FY10 - FYll FY12 Cash 19,103.001 40,692,00 45,000.00 Investments 199,285.00 220,257.00 275,921.00 Receivables<90 days 94,324.00 120,116.00 121,350.00 Total Current Assets 312,712,00 381,065.00 442,271.00 Other Assets FY10 FY11 FY12 Property 774,965.00 774,965.00 779,965M Equipment 160,324.00 161,324.00 172,324.00 Less Depreciation 377,097.00 430,525.00 487,953.00 Receivables>90 days 0.00 0.00 0.00 Other (describe): 0,001 0.001 0.00 Total Non -Current Assets 558,192.00 505,764.00 464,336.00 Total Assets 870,904.00 886,829.00 906,607.00 Total 2,741,482.00 2,759,407.00 2,811,185.00 Current Liabilities FY10 FY11 FY12 Accounts Payable 21,550.00 19,000.00 20,000.00 Payroll Taxes Payable 26,344.00 25,000.00 25,625.00 Contracts Payable 0.00 0.00 0.00 Mortgage Payable 0.00 0.00 0.00 Total Current Liabilities 47,894.00 44,000.001 45,625.00 Total 0,00 0,001 0.00 Other Liabilities FYIO FYI FY12 Mortgage Payable Balance 0.00 0.00 0.00 Other 0.00 0.00 0.00 Total Other Liabilities Total Liabilities 47,894.00 44,000.00 45,625.00 Equity (Net Worth) 823,010.00 842,829.00 860,982.00 Liability I Equity 970,904,00 886,829.00 906,607.00 1 1 U 20111 ' i1 1 A A CS! 02012 e-Clmpact.com 13 of 14 f r,mr, ^ir V1 'U ._c intent ., "!(-"I..i, llama . l wl"In. Inter rriti, )i I iu, rain FY14 Form D: Performance Measurement Effort Quantity: #of Clients Description: How much did you do? Measure: 50 clients will participate in unhealthy relationships prevention education Measure: 1600 clients will participate in safety planning Measure: 700 clients will participate in Life Skills and Support Groups Quality: Common Measures Description: How well did we do it? Measure: 90% of Clients are able to ident fy indicators of zrnhealthv relationships. Measure: 90% of Clients are able to identify tools or resources to increase their safety. Measure: 65 % of Clients are able to identify tools or resources to increase their self-sufficiency. Effect Quantity: #of Activities Description: By type Measure. DVIP will provide 3 cycles of an 8 week group on unhealthy rclationship prevention eduction Measure. DVIP will provide 1-3 safety counseling session to rovomen, men and children affected by domestic violence Measure: DVIP will provide 1-3 Life Skills groups to 700 women and men Quality Activity Specific Measures Description: What is dpfference made? Measure: SS% of support group participants will self report maderskrndirrg and applying hnnwledge regardtng unhealthy relationships to examine the reallionship they are currently in. Measure: 90 , of clients receiving safety couseling will self report they feel safer or can name more resources that affect their safety (this indicator does not corarol,for hatterer explicit behavior) Measure: 65% gfchents will develop skills related to self=sufficiency, including capacity to work with a landlord, creating and maintaining a budget, and increased capacity to work with socials services and the criminal justice system. rot1— o02012e-CImpact.com I:Idar ;, r' wes inc. FY14 Joint Government Application General Information Agency Name Executive Director Name Board President Requestor Phone Email Address 1556 S. First Avenue, Ste. A, Iowa City, Iowa, 52240, U.S.A. Website Elder- Services Inc. Susan Wehr Dr. Brian Kaskie Susan Wehr (319) 338-0515 swehr e�elderservicesine. corn wwv, elderservicesinc.cunt Agency Mission Statement Elder Services, Inc. provides unique programs, services, and resources to assist persons age 60 and over in Johnson County and east cenh-allowa to story active, independent, and safe in their own homes. Number of Years in Operation 32 Year Org Established 1980 2020 Vision Goals for the Common Good Please indicate Goal(s) that your agency supports Income Yes Education Yes Health yes Johnson County Rquest for Funding Johnson County: Request for Funding FY14 55,000 Total Budget (Johnson County) 4.21 Johnson County: % of Total Budget 1,306,413,30 Iowa City Request for Funding Iowa City: Request for Funding FY14 60,000 Iowa City: Total Budget 4.59 Iowa City; %v of Total Budget 1,307,189.54 Coralville Request for Funding Coralville: Request for Funding FY14 8,000 Coralville: Total Budget 0.61 Coralville: % of Total Budget 1,311,475.41 l )12 11 0 r 35 AM Ca 7 © 2012 o-Clmpact.ccm P se 1 u 15 Agency Information Please complete the Salaries & Benefits chart for entire Agency (Form A), in addition to the questions below. 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. provies programs, services and resources to assist persons age 60 and over in Johnson County to remain active, independent and safe in their own homes. Many persons age 60 and older find it difficuh to reman in their own home, afamiliar environment, fir tow primary reasons. physical independence liked to declining health and economic issues associated with limited resources. Many of ESI's clients have urliy one source ofincome: social securhy. The reamn.s far such issues vary as does the client's needs. But overall, manyfnd their helath declining as they age. A client's heatili may unexpectedly deteriorate after a,fall. Or heuhh issues that were manageable when younger may vecaome dfftcult to control as a person ages. Milt the current econorny, everyone has seem prices on grocieries, untilitie.s, gasoline, and medication nerease. Unfortunately, social security income has remained static, making it diiculi to make ends meet. According to HARP, "Social Security is currendly the principal .source of income far nearly two-thirds of older American households receiving henefrts, and roughly one third of those households depend on Social Security fur nearly all of their income. 11alfof1hose 65 and older have annual incorncs below $18,500, and many older Americans have experienced recent and sign jicant losses in retirement savings, pensions, and home values. Today, every dollar of the average Social Security benefit of about $14,000 is absolutely critical to the typical beneficiary." Sixty-three percent ofL'SI's clients in Johnson County have incomes less than $15,000 annually 1?/ G �', "'.12 11." r Nv ("I'T © 2012 e-ClmpaoLoom l-,zrC 2 or 75 2. List and describe the programs and / or services of the Agency that are provided to Johnson County residents that address that need. F.SI provides a variety ofserdces that provide a safety net while the client remains in their own home. These services include nutrition, home assistance, money management, elder answers (information, referral, and counseling) medical transportation, and case management. Nutrition: ESI provides both congreate dining and home delivery of meals to clients, through parr Meals on Wheels Program. A congreate dining site is currently located in Solon at the Methodist Church and at the Iowa City/Johnson County Senior Center. F,SI provides on average 14 aongreale meals in Solon 1londay through Friday, and 51 congreate meals at the Senior Center daily. Congregate meal sites provide an opportunity for seniors to meet, cal and socialize with others. Elder Services provided nearly 250 home delivered nneals a day to Johnson County residents. Home Delivered meals are provided to the most,fragile seniors in our community. Meals are delivered either by volunteers at -staff This allows for the senior to have someone check on Them daily and bring any concerns to ESI staff attention. Meals include a hot noon meal, breakfast bags, and frozen meals for the client's evening meal. Some of ESI's clients receive all three meals daily through our Nutrition program. Additionally, ESI's RSVP program provides information to clients about the SNAP program, Iowa's food share program, and assists the client with registration. Home Assistance: ESI provides services to clients such as snow removal, lawn mowing, house cleaning, meal preparation, respite care, and hearty cleaning This program is available to clients age 60 and over, regardless of income. However, income does determine how much a client pays for the service. Local government funds/grants are used to subsidize the work for low income clients. Over 75% of clients utilizing this service qualify.for subsidy. Money Management: In 11arch, 2012 ESL was recognized by the Social Security Administration as a Representative Payee Agency. As such, F,SI provides money managmeni to clients receiving social secuhy, but for various reasons such as mental health, cognitive issues, or dementia, need someone to oversee their social security check each moth, prepare a budget and pay their bills. ESI currently serves 26 clients. As a Representative Payee Agency, ES1 is able to be reimbursed $38 monthly per client from the client's funds. ESI utilizes government funding to cover the differoce in staff wages. Elder Answers: ESI provides information, counselingm and consultation to seniors and their family metiers concerning resources avaiaable to help meet the client's needs. Typically, this service begins wish a telephone call, eitherfrom the client, afanily member, a concerned neighbor or friend. Staff delernune if thew is a need io do a home visit, or if referrals to another department within ESI or an outside resource is appropriate. The requests varyfrom an neighbor who has wiewssed a signglcanl decline in cognitive or health in the client, or an adult child in another state, or an adult child of'a parent in another state. Staff often identify andd asssit clients in applying the the Medicatid Waiver Program. Medical Transportation: ESI recruits and trains volunteers who will provide door through door medical transportation to clients in Iowa City, Coralville and North Liberty Clients, far various reasons are no longer able to access public transportation, and without this help would find it extremely difflcrult to make it to minor surgeries, or doctors appointments. Case Mangement The State of Iowa participates in the Medicaid Elderly Waiver program. This prograisn utilizes Medicaid landing to purchase needed services that will allow the client (age 65 and older, who meet income and asset guidelines) to remain in their home. ESI's case managers provide services to those on the Waiver program and also to those who do riot qualify. Client Information Please complete Client Demographic (Form B) in addition to the question(s) below. 3. Provide a succinct, specific description of your primary target populations(s). Describe clients as a group in terms of their needs, requirements, and strengths. ESI's target population is anyone in Johson County age 60 and older, and their caregivers. As individuals are unique, so is each client's needs. Many of ESTs clients lack basic resources for services that will allow them to remain independeol. The term "elderly" encompasses 40 years or better. Neczrly 213 ofall of ESl's clients are age 75 and older. Clients at this age discover that they have more health issues, are gften more frail, and need more services. However, many older that age 75 hesitate to ask.for services. ES1 works to ensure their dignity while providing them with the assistance they need. 9 2C12C7'11:V xnAMC.'1 02012o-Clmpactcom f l03of16 Financial Management Complete Form C(a) and Form C(b) 4. In detail describe the Agency need for funding from: City of Iowa City Elder Services will usefundingfrom the City oflowa City to: 1. Support the Elder Answer's program. This program is staffed by a Registered Nurse and a Case Manager. Funding will allow staff to provide services to the very, frail and elderly in Iowa City. Funds will support 1.25 staff: 4n- The nhieetive of Iowa Citv's Consolidated Plan to-k-a- CITY STEPS) is to promote a continuum of care within the community that includes jobs, housing and services for low -moderate income persons. Tell us how the agency (or program of the agency) addresses the goals cited in the 2011-2015 CITY STEPS Plan (www.iegov.org/actionplan, pages 91-94). City,funds will be use to support the "entry portal "for many of F.SI's clients. When contacting ESl, '7ookingfor information or help", the caller begins with Elder Answers. Slaff conduct are assessmenl of the clients needs and determine what services will be neede to maintain the client's independence in their own home, avoidingpremature institutionalization. Many client's fen oty members will call us confidentially, their elderly relf.al ve--usually dad or mom-- does not want them to share theh, issues,, frightend olbeing,lanced into a nursing home ". ES] works with the client to put them at ease and to allow them to feel that they have control of their own destiny. 5. In detail describe the Agency need for funding from: City of Coralville Funding -from the City of Coralville is used to support ESI s marbion program. Funds will be used to support .25 fte of a volunteer coordinator. Funding will also be used to sauppa'1 staff time in the Elder Answers program 6. In detail describe the Agency need for funding from: Johnson County Funding from Johnson County will support 1. E.SI'.s suh,sizided Chore program. Nearly 75% of all monthly Chore Services are provided to clients who earn less than 50% of median income, the majority earn less than .30% at the median income. Without funding to support these clients, ES] would have to discontinue h's Chore program. 777is program is small, but makes a huge difference in a client's life.. Funding will also be used to support the .4 fte coordinator 2. F.Sl's Representative Payee Program. EST has a staff rnenuber working slightly more than 112 time. The fees ESI is able to aollcet,frorn clients covers approximately 12 hours each week, hundingfrorn Johnson County will be, used to suppor1.25 fie. 3. ESI's Nutrition program, ESI will utilize funds to support a site manager al the Solon Meal site, reimburse Meals on Wheels drivers— delivering meals, and fund .5 fie volunteer coordinator. Last year volunteers spent more thrnu 3,000 hours delivering meals. 7. If the local government finding 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. Without local governmental, funding, valued programming that keep Elderly safe and independent would be reduced or ellminaled. 8. How will local government funding help leverage other revenue for Agency? Governmental funding is used to leverage Older American Act funding. Without the ability to .show that, funding exists to cover the costs of the program, F,S1 would be ineligible for,funding. Additionally, as ESI searches for other fording to secure its programs, Ihe,fact that local government funding supports the agency lends a great deal ofcredibilay. 9. If other funds are currently being leveraged using Johnson County Block Grant funds, please identify the source of funding, dollar amount leveraged and the purpose of the fonds (service provided). For FY2013, ES1 utilized United Way and Joini Governmental lording as agency match to obtain OAAfunding of $274,872 (nutrition), state funding franc the Heritage Agency of $11,053for a.25 Elder Abuse Specialist in the Case Managrnent Department, and,for $9,000from the Johnson County Comrrnmity Foundation to cover service costs.for clients not on the Medicaid Wai ver Program 11 0 AF CSI 0 2012 e-Clmpactcom r lye e of IS 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 wil measure our progress towards improving community conditions. Please provide the following iglbrmalion: Complete Form D and provide the Performance Nleasurernenis used (or will be used) by The Agency to mcesue results of services !award 2020 Vision Goals. 10. Please provide specific outcmnes/performance measures your organization achieved in FY 12. How are people ueup vu oeeuwe vo we ace va, a you pe vvaua.v. ESI's Nutrition and Chore programs survey clients annually. In March, 2012 Nutrition Clients were surveyed. Of those resportsding. 77% believe that their overall nutrilion has improved since receiving home delivered rneaLs. 18% replied they do not know if their nutrition has improved and 5% replied that they do not believe their nutrition has improved. 86%feel that the meals delivered to them are more nutritious than what they wauid be able to prepare for themselves. 10% replied they do not know if this is true, and 4% repliedno, the rneaLs were not more nutritious. 80% believe that receiving home meals has allowed them to remain in their own home. I1 % responded they do not know if this is true and 7%responded rro, Respondents are encouraged to submit comments with their surveys. When asked what is the most valuable part of the Meals on Wheels Program, responses include: "Vegetables and fruits" "Having not to find something to eat" "It saves me from worrying about nuritons meals, and gives my family peace of mind and it's affordable" "Getting proper nutrition --the boost supplement was requested by my doctor and brought to me —how gratefulI am" "Seeing a live person, discussing the weather etc. for a minute, i send my thanks,for the generosity of the people that deliver and their personalities" "I thank all the volunteers who deliver us our meals each clay. Without their help we would not be able to have our meals" Chore clients were .surveyed in March, 2012. Of those responding: 93% believe the customer service andprgfessionalism ofslgff is excellent. 7% list it as goad 88% believe the workers performance and quality of .service is excellent. 12% list u as good. Comments on the survey include. "Find some more excellent persons --the need is great. " "Great price for great service and great quality" "Your service is helpful and appreciated" "Keep helping with the snow" Slaffineniber is a "very pleasaral person, able to cope with a difficzrlt hrrsbrnad" (who suffers with dementia) ESI serves a variety ofclients each day. Each client has unique needs, requiring services that meet those needs. For example, F.SI case managers worked with a coatple who had atuhple issues. At the forefront was the issue of domestic abuse. Secondary issues were the inability to pay their bills despite having adcquate,lands and major health issues; blindness and early dementia. They were reluctant to make any changes although their lives were in total chaos. Case managers and EW'.y Rep Payee provided intensive services to them for several months. After this intervention, both clients have resolved the prevailing issues and are doing well. Elder Services makes a d fference in Johnson Counly because we snake a difference in lives, one person at a time 1 1 QQ,Aj72 11.01 , Ak CST © 2012 e-Clmpact.00m P, re 5 of 15 ii aor"C'r erti lnn. FYI Form A Agenev Salaries & Benefits please provide the information far employees in your agency. Ifymr do nod find the position on the list, please add the position in the "other"section. You will be individually addpositions in "other" category. please indicate if the position has paid leave, Health Insurance or Retirement by playing a "I" in the box ifthe position receives that heneftt. Please provide the information for employees in your agency, U you do not, find the position on the list, please add the position in the "other"section. You will be individually add positions in 'other" cadegory. Please indicate if the position has paid leave, Health Insurance or Retirement by playing a "I" in the box if the position receives that benefit. Position Paid Leave Health Ins 4tetiremen t Plan: Average Salary = FTE (Last Year) FTE (`this Year) FTE (Next fir Year) Executive Director / President / CP.O 29,00 4,540,00 0.00 62,500.00 1.00 1.00 1,00 Director of Operations /COO 22.00 2,770.00 0.00 38,400.00 1.00 1.00 1,00 Director of Development Program Director / Manager 57.00 9,499.00 0,00 56,500.00 3.00 3.25 3,00 Director of Community Intervention Assistant Teacher Administrative Assistant Advocate Assistant Coordinator Assistant Director Business Manager 16.00 0.00 0.00 38,200.00 1.00 1.00 1.00 Case Manager 38.00 3,753.00 0.00 35,383.00 2.00 2.00 2.00 Clerical Staff Clinical Services Manager / Director 0,63 Clinical Support Maintenance / Repair 22,00 4,273.00 0.00 25,000,00 1.40 1.40 1.40 Office Assistant Program Coordinator 22.00 2,770,00 0.00 23,000.00 0,63 0.63 0.63 Receptionist 19.00 6,034.00 0.00 22,000.00 1.00 1.00 1.00 Services Coordinator 0,00 0.00 0.00 25,700.00 0.75 0.88 1.00 Transportation Manager/ Director *Other 133.00 6,468.00 0.00 21,000.00 7.75 7,00 7.00 nutrition workers I33.00 6,468,00 0.00 21,000.00 7.75 7.00 7.00 Total 358 40,107 0 347,683 19.53 19.16 I9.66 ii ,'121!0 nlC.v ©2012o-CImpact.com 6:f1; I 1 ki `rititi:Cs ho'- FY14 Form B - Agency Demographic Agency samuncu y of clients served during last two years and one projected year (unduplicated client count) FY III FY 121 11' 13 Inforniation/Education Provided 207 218 240 Direct Services Provided 1,25 L 1 1,212 1,225 Total 1,458 1,430 1,465 Gender FY11 FY12 FY13 Male 557 474 643 Female 9011 956 S22 Ethnicity FYI FY12 FY13 Hispanic 16 21 22 Black 23 28 29 Caucasian 1,402 1,352 1,384 Native American 2 4 4 Asian 10 15 16 Pacific Islander 3 5 5 Other 2 5 5 'Dotal 1,458 1,430 1,465 Age FY11 FY12 FY13 0-5 0 0 0 6-17 0 0 0 18-29 0 0 0 30-61 42 52 50 62-75 4971 476 500 75+ years 919 902 915 Geographic Location FYI FY12 FY13 Johnson County (Combined, unduplicated) 1,402 1,427 1,425 Iowa City 1,087 1,151 1,129 Coralville 167 191 201 North Liberty 72 85 95 '11 t -2,12 91 0 , AM CC'! © 2012 e-Clmpactcom t' 1,i 7 of 15 C Ider S,c11 "':rs !ac.. FY14 Form C - Agency Budget BudgetType Indicale if Budget is: I -- Agerzev Level 2 =Program Specfc Agency Revenues FY11 FY12 FY13 Coralvillc Funding 2,000.00 2,000.00 2,000.00 Iowa City Funding 54,000,00 54,000.00 52,000.00 Johnson County Funding 48,804.00 35,971 M 35,971.00 UWJC Allocation 44,035.00 44,035.00 44,035.00 UWJC Designations 16,552.00 19,565.00 17,481.00 Grants -Federal, State, Foundation 527,303.00 260,533.00 220,176.00 Membership Dues 0,00 0.00 0.00 Fees for Services 597,537.00 822,787.00 845,325.00 Sales to the Public/Contracts 0.00 0.00 0.00 Fundraising Events 68,016.00 17,475.00 24,500.00 Contributions/Donations tincluding in- kind) 31,606.00 21,604.00 27,300.00 Interest and Investment Income 35,273.00 59.00 60.00 *Other 10,129.00 6,722.00 1,950.00 Total 1,435,255.00 1,284,751.00 1,270,798.00 Expenses FY11 - FY12 FY13 Total Salary and Wages 694,441.00 705,798.00 645,877.00 Benefits 131,800.00 137,691.00 132,175.00 Administrative Occupancy 54,654.00 42,300.00 42,300.00 Other 513,336,001 474,255.001 465,938.00 Total 1,394,231.00 1,360,044.00 1,286,290.00 Fund Balance FYI FY12 FY13 Revenue 1,435,255.00 1,284,751.00 1,269,198.00 Carryover Balance From Prev Year -102,558.00 -61,534.00 -136,827.00 Total Operating Balance 1,332,697.00 1,223,217.00 1,132,371.00 Less Total Expenses 1,394,231.00 1,360,044.00 1,286,290.00 111 �0 00' : 11 Si i H (7gT © 2012 e-Clmpact.com i r 3 of 15 Elder Se,,:is IM" FYI Form C - Agency Budget Fund Balance FY111 FY12 FY13 Ending Fund Balance -61,534,00 -136,827.00 -153,919.00 Less Restricted Balance 0.00 -61,534.001 0.00 0.00 Carryover Fund Balance -136,827.001 -153,919.00� Bd/Donor/Funder Restricted Funds FYI FY121 FY13 Bd/Donor/Funder Restricted Funds - please itemize 0.00 0.00 0.00 Total uo 000 0.00 In -Kind Support FY11 FY12 FY13 Services/Volunteers 80,102.25 56,241.00 62,870.00 Material Goods 7,000.00 Space, Utilities, etc. 86,400.00 60,6O0.00 60,600.00 Other Total 1 173,502.25 116,841.00 123,470,00 Grants FY11 FY12 FY13 *Grants - please itemize 413,504.00 416,104.00 319,66300 Corporation for )Vatiooal Service 89,101.00 71,281.00 71,281.00 towaDept oj'ElderAffairs 29,888.00 29,883.00 29,884.00 Dept of Human Services 4,500.00 0.00 0.00 Dept of Housing and Urban Developemeni 50,875.00 45,698.00 50,945.00 City ofBurlingloa 1,500.00 6,000.00 6,000,00 Wehnark Foundation 69,249.00 46,166.00 0.00 Johnson CouniyCommunity Foundation 1,000.00 9,000.00 9,000.00 Meals on Wheels Association 0.00 21,000.00 800.00' City of Iowa City 54, 000.00 54,000.00 0.00 Johson County 35,971.00 20,660.00 20,660.00 Johnson County Rd ofPublic Health 12,833.00 15,311.00 15,311.00 Citv of Coralville 2,000.00 2,000.00 2,000.00 New Freedom grant 0.00 30,005.00 51,266.00 Pilot Club 2,0OO.00 1,500.00 1,000,00 Johnson County United Way 60,587.00 63,600.00 61,516.00 Total 413,504.00 416,104.00 319,663.00 49 11 W )r„h(M O2012 e-0lmpact.com if)0,ai15 (±Ie1e� yen irrs FY14 Form C - Historical Balance Sheet (As of Agency's,fiscal year-end) Current Assets FY10 FY11 FY12 Cash 21,060.00 45,529,00 26,384.00 Investments 244,461.00 243,290.00 236,422.00 Receivables<90 days 110,126.00 107,695.00 70,862.00 Total Current Assets 375,647.00 396,515.00 333,668.00 Other Assets FY10 FY11 FY12 Property 0.00 0.00 0.00 Equipment 124,672.00 128,018.00 157,890.00 Less Depreciation 93,711.00 79,597.00 92,204.00 Receivables>90 days 2,075.00 2,558.00 685.00 *Other (describe): 71,884.00 100,783.00 89,879.00 grants receivable 68,808.00 nuiridion inventory 8,879.00 Petty cash 56.00 prepaid agency insurance 8,138.00 prepaid sure steps grant 3,998.00 mise 71,884.00 100,783.00 Total Non -Current Assets 104,920.00 151,763.00 156,250.00 Total Assets 480,567.00 548,277.00 489,918.00 Total 877,829.00 1,010,996.00 986,826,00 Current Liabilities FY10 FY11 FY12 Accounts Payable 47,487.00 39,210.00 29,912.00 Payroll Taxes Payable 10,792.00 0.00 12,859.00 Contracts Payable 0.00 0.00 0.00 Mortgage Payable 0.00 0.00 0.00 Total Current Liabilities 58,279.00 39,210.00 42,671.00 Total 1 0,00 0.00 0.00 Other Liabilities FY10 FY11 FY12 Mortgage Payable Balance 0.00 0.00 0.00 Other 15,964,00 57,067.00 30,132.00 Total Other Liabilities 15,964,00 57,067.00 30,132,00 Total Liabilities 74,243.00 96,277.00 72,803.00 t1 , 1 012 11 'Y r,P -:Si o02012 e-Clmpactcom -,ye 11 of 15 I:Ider `=G;� �� ices 1cc. FY14 Form C - Historical Balance Sheet Other Liabilities FYlil FYll FY12 Equity (Net Wroth) 406,324,00 452,000.00 417,115.00 Liability+Equity 480,567,001 548,277.00 489,918.00 1 i;, 11:( 5 AlC+il' © 2012 e-CImpact.com f- ;qr� 'I 'I of 76 tCld � oeviee. h„ ; 1i<ne FY14 Form D: Performance Measurement Effort Quality.Common Measurer Description: How well did we do it? Measure: All clients will receive an annual survey. Of those responding 90% will indicate that the Chore worker exibited excellent customer service/prgfessionalism. Measure: All clients will receive an annual survey. Of those. responding, 90% will rate the quality of service as excellent. Measure: All clients will receive an annual survey. Of those responding, 90% will indicate that the service they received is necessary for them to be able to remain in their own home Effect Quality Activity Speck is R4easures Description: What is difference made? Measure: 90% of clients will report that utilizing the Chore Program allows them to remain in their own home. , r :'Sti ©2012e-Clmpact.com f �ye 11 ), H FY14 Form D: Performance Measurement Effort Quality: Common Measures Description: How well did we do it? Measure: All Clients contacting ElderAnswwrs will be asked at the end of the phone call/consulting/counseling session if they are :Hare aware of the options available to them. 90% will indiewe yes. Effect Quality: Activity Specgfe Measures Description: What is d fference made? Measure: All clients who have received conscelting/coamseling through Elder Answers will be contacted either by phone or survey 3 months after initial contact. 90% of clients responding will indicate that they followed up with the options offered and feel more in currtrol of their situation t 1 b AP +, T © 2012 e-Clmpacl. com 1.3 of 15 1 `x" S_:- i 1i� . III imot FY14 Form D: Performance Measurement Effort Qualify: Common Measures Description: flow well did we do it? Measure; All Nutrition Clients will receive an annual sot vey. Of those returned, 90ib willindicate that the meal they received is more nutritious than those they would prepare for themselves. Measurer All Nutrition Clients will receive an annual survey. Of those returned, 90% will indicate that they would not have eaten a hot meal over the noon hour 50% of the week. Effect Quality. Activity Specific Aileasurcs Description: What is difference made? Measure: All Meals on Wheels Nutriion Clients will receive an annual survey. Of those returned. 80% will indicate that their overall nutrition has improved since receiving the the home delivered meals. Measure: All Meals on Wheels Nutriton Clients will receive an annual survey. Ofthose returned, 90% willindicate that receiving home delivered meals has helped them to remain in their own home. I I1 AI U0 A 11.W r >Ni CST 02012 e-Clmpact.com t; 1P"J'15 [J " va;cca II1, i, rpi o I,,'i A xr1v: P ivc!. FY14 Form D: Performance Measurement Effort Quality: Common Measures DescriD c n: How well did we do it? luleasure: All clients wit receive an annual survey. providing the service was professional and helpful. Measure: All Clients will receive an annual survey. Representative Payee reduced their daily stress. Of those responding, 90%will indicate that the staff member Of those responding 90%will indicate that having a Effect Quality: Activity Specific Measures Description: What is d fference made? Measure: All clients will receive an annual survey, Of the surveys returned, 80% will indicate that they are more aware of their finances and that bills are paid on time as compared to the tone before having a Representative Payee t '(�10"t .0 9) 2012 e-ClmpacLeom < ; ,J {Fm"Ira! th" Fouts titati:m FY14 Joint Government E General Information Agency Name Executive Director Name Board President Requestor Phone Email Address 730 S. Dubuque St., Iowa City, Iowa, 52240, U.S.A. Extend the Dream Foundation Tone Gilsenan Mercedes Bern-Klug Tom Gilsenan (612) 339-0804 torrmgilsenan((tgmad com Website wwwuptawnbills.org Agency Mission Statement In the spirit o/ Bill Sackter, we strive to nurture and encourage individuals with disabilities by pr oviding. 1) A gathering place where people of all abilities are welcome 2) Employment and micro -enterprise opportunities for individuals with disabilities. 3) A community foram we abilities awareness Number of Years in Operation 11 Year Org Established 2001 Extend the Dream Foundation is a non-profit organization in Iowa City which includes a number of different enterprises including a cgflec house, bookstore, antique shop and others. Each includes individuals with disabilities in its work. Extend the Dream is an outgrowth a the original Wild Bill's Co�Jeeshop on the University of Iowa campus, 2020 Vision Goals for the Common Good Please indicate Goal(s) that your agency supports. Income Yes Education Yes Health Yes Johnson County Rquest for Funding Johnson County: Request for Funding FY14 5,000 Total Budget (Johnson County) 258,000 Johnson County: % of Total Budget 1,94 Iowa City Request for Funding Iowa City: Request for Funding FY14 20,000 Iowa City: Total Budget 258,000 Iowa City: % of Total Budget 7.75 Coralville Request for Funding Coralville: Request for Funding FY14 Coralville: Total Budget Coralville: % of Total Budget 0 i t '0/01 1 11 'A W>A 1 C:S'i© 2012 e-Clmpactcom 11„tie 1 0r 7 Agency Information Please complete the Salaries & Benefits chart for entire Agency (Form A), in addition to the questions below. 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.) Offering employment and micro -enterprise opportunities for individuals with disabilities. Supported with community volunteers and a media campaign oa abilities awareness. Also, expanding Abilities Awareness in the general community. 2. List and describe the programs and / or services of the Agency that are provided to Johnson County residents that address that need. I) Coffeeshop, bookstore, vintage shop and other enterprises where individuals with disabilities participate in a variety of ways, including work and volunteer opportunities. 2) Community center for all types of organizations and groups, including support groups. 3,) Supporting a demonstration house for individuals with disabilities. Client Information Please complete Client Demographic (Form B) in addition to the question(s) below. 3. Provide a succinct, specific description of your primary target populations(s). Describe clients as a group in terms of their needs, requirements, and strengths. 1) Individuals with disabilities seeking a) Work readiness training, b) Experience in a variety of employment settings c) Support for starting a small business. 2) Raising awareness about abilities/disabilities in the general community. Financial Management Complete Form C(n) and Form C(b) 4. In detail describe the Agency need for funding from: City of Iowa City Funding from the city oflowa City has helped us strengthen and expand our work in a variety always, For this coming year, support would be targeted to help support a) replacing the floor covering at Uptown Bills, 730 S. Dubuque St. b) replacing the roo/ at the Vintage Shoppe, 2203 F St. 4a. The objective of Iowa City's Consolidated Plan (a.k.a. CITY STEPS) is to promote a continuum of care within the community that includes jobs, housing and services for low -moderate income persons. 'Pell as how the agency (or program of the agency) addresses the goals cited in the 2011-2015 CITY STEPS Plan (www.icgov.org/actionplan, pages 91-94). In the City Steps survey (human Service Needs). there were requests for more programs Jbr youth and seniors, literacy programs and community centers. Extend the Dream is the only community center in Iowa City which includes serving individuals with disabilities as part of idscore mission, The organization operates Uptown Bill's Coffee House, Bookstore and other enterprises, These provide a venue for music, poetry and arts for individuals of all abilities. Also, the organization provides a meeting place for a variety of community groups, with a focus on groups which serve individuals with disabilities. Preposedfunds,from the city would help improve the facilities. 5. In detail describe the Agency need for funding from: City of Co•alville 6. In detail describe the Agency need for funding from: Johnson County Funds, frotn Johnson County have helped us strengthen and expand our work, particularly among individuals with disabilities who are also low-income o- homeless 7. If the local government 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. We. would probably postpone the proposed improvements, or complefe only a portion ofThem. S. How will local government funding help leverage other revenue for Agency? Local government (Iowa City) finding would cover about half of the cost of the proposed improvements. EDF would be able to finance the rest from its regular budget and donations dedicated to these improvements. 9. If other finds are currently being leveraged using Johnson County Block Grant funds, please identify the source of funding, dollar amount leveraged and the purpose of the funds (service provided). Funds from the county are combined with, funds earned through EDF enterprises and invested in such projects as expanded hours for the coffee house and expanded work and volunteer opportunities. far individuals with disabilities. 'it J?U1'11i;11 v'sAN_C,,;T ©2012e-Clmpact,com p;gr,?Cfg Agency Accomplishments The United Way and Local Governments work towards making our community a better place to live. Through the 2020 Vision Goalsfor the Common Good. we wit measure our progress towards improving community conditions. Please provide the following information: Complete Form D and provide the Performance Weasurernent.s used (or will be used) by the Agency to measue results aJ' services toward 2020 Vision Goals. 10. Please provide specific outcomes/performance measures your organization achieved in FY 12. How are people U V44V I V I � VGlYusC Vl diG JGrYkJ YY--\f provided? Our goals for next year. 1) Provide micro -enterprise opportunities to 15 people 2) Offer volunteer opportunities to 140 people 3) Incorporate individuals with disabilities in at least 40 percent of the 100 Spoken Word/Open Mic events during the coming year. 1 i A % t 7 aO 2012 e-0Impact_com o 3yo 3 of 0 L au..jd the i7.c .ut ;,rind itinn FY14 Form A Agency Salaries & Benefits Please provide the information far employees in your agency. Ifyou do not find the position an the list, please add the position in the 'other" section. You will be individually add positions in "other"category. Please indicate if the positron has paid leave, Health Insurance or Retirement by playing a "I" in the box rf the position receives that benefit. Please provide the information for employees In your agency. If you do not find the position on the list, please add the position in the "other" section You will be individually add positions in 'other" category. Please indicate if the position has paid leave, Health Insurance or Reth ernent by playing a "I" in the box if the position receives that benefit. Position :'Paid ' "Leave Health Ins Retiremen t Plan Average Salary FTE (Last 'Year) FTE (This Year) FTE (Next Year) Executive Director/ President / CEO 0.00 0,00 0.00 40,000.00 1.00 1.00 1.00 Director of Operations /COO Director of Development Program Director / Manager Director of Community intervention Assistant'l eacher Administrative Assistant 0.00 0.00 0.00 7,500.00 0.00 0.50 0.50 Advocate Assistant Coordinator Assistant Director Business Manager Case Manager Clerical Staff Clinical Services Manager / Director Clinical Support Maintenance / Repair Office Assistant Program Coordinator Receptionist Services Coordinator Transportation Manager / Director Other 0.00 0.00 0.00 0.00 0.00 O.00 0.00 Total 0 0 0 47,500 1 1.50 1.50 I 1 3{ i i AM CST © 2012 e-Clmpact.com Iqu 4 o"' tklz:rc liw f'I "e-i❑ I ound;111ou FY14 Form B - Agency Demographic Agency summary of'chents .served during last two years and one projected year (unduplicated client count) FY Ili FY 121 FY 13 lnformation/Lducation Provided 1,200 1,400 1,600 Direct Services Provided 425 500 575 Total 1,6251 1,900 2,175 Gender FYII FY12 FY13 Male 65 60 55 Female 35 401 45 Ethnicity FY11 FY12 FY13 Hispanic 5 5 7 Black 5 5 7 Caucasian s0 70 70 Native American 2 5 5 Asian 3 5 5 Pacific Islander Other 6 Total 95 90 100 Age FY11 FY12 FY13 0-5 5 5 5 6-17 l0 10 10 18-29 20 30 35 30-61 30 35 30 62-75 25 15 15 751 Years 10 5 5 Geographic Location FYI FY12 FY13 Johnson County (Combined, unduplicated) 100 100 100 Iowa City 90 90 90 Coralville 5 5 5 North Liberty 5 5 1 5 11 (2W11 M 39 _P p5T © 2012 e-Clmpact cam t ,yo 5 of J Ithe 17 ,r 1 rund 1h,,, FY14 Form C - Agency Budget Budget Type Indicate ij Budget is. e — Igcn�y rov t 2 = Program Specific 3 = County Specific Type Agency Revenues 1.00 FYI] FY12 FY13 Coralville Funding 0.00 0.00 0.00 Iowa City Funding 0.00 0.00 Johnson County Funding 5,000.00 3,000.00 UWJC Allocation 0.00 0.00 0.00 UWJC Designations 0.00 0.00 0.00 Grants -Federal, State, Foundation 2,400.00 0.00 Membership Dues 0.00 0.00 0.00 Fees for Services 0.00 0.00 0.00 Sales to the ?ublie/Contracts 200,900.00 215,200-00 225,300,00 Fundraising Events 22,000.00 5,000.00 5,000.00 Conu'ibutions/Donations (including in- kind) 24,400.00 35,000.00 25,000.00 Interest and Investment Income 1 1,028.00 800.00 1,000.00 *Other 0.00 0.00 0.00 Total 255,728,00 259,000.00 256,300.00 Expenses FYlt FY12 FY13 Total Salary and Wages 20,000.00 47,500.00 57,500.00 Benefits 0.00 0.00 0.00 Administrative 80,000.00 70,000-00 60,000.00 Occupancy 80,000.00 72,000.00 74,000.00 Other 70,000.001 50,000.00 40,000,00 Total 1 250,000.00 239,500.001 231,500.00 Fund Balance FYII FY12 FY13 Revenue 248,300,00 240,000.00 235,000.00 Carryover Balance From ?rev Year 1,376.00 -324.00 176.00 Total Operating Balance 249,676.00 239,676.00 235,176.00 Less Total Expenses 250,000.00 239,500.00 231,500.00 1- 'd"� t 4 it 9 ,R- C8 i (0) 2012 e-Clmpact.com pee ( :ut 0 t r.i i � � ,o l7 ..,•i I o �r!a �u;,n FY14 Form C - Agency Budget Fund Balance FY11- FY12 FY13 Ending Fund Balance -324.00 176.00 3,676.00 Less Restricted Balance 0,00 0.00 0.00 Carryover Fund Balance -324.00 176.00 3,676.0� Bd/1lonor/Funder Restricted Funds FYl l I FY12 FY13 Bd/Donor/Ftmder Restricted Funds - please itemize 0.00 0.00 0.00 Total 0.00 0,00 0.00 In -Kind Support FY11 FY12 FY13 ServicesNolunteers 19,500.00 26,550.00 34,125.00 Material Goods 7,000.00 8,000.00 9,000.00 Space, Utilities, etc. 0.00 0.00 0.00 Other Total 1 26,500.00 34,550.00 43,125.00 Grants FY11 FY12 FY13 'Grants - please itemize 5,000.00 3,000.00 0.00 Johnson County 5,000.00 3,000.00 Total 5,000.00 3,000.00 0.00 31 n At! C.S-f © 2012 e-Clmpactcom 7 of 5 F ttcar t I w t)ICd.Y' I'ounddtior FY14 Form C - Historical Balance Sheet (As of Agency's fiscal year-end) Current Assets FY10 FYI1 FY12 Cash 14,000.00 14,000.00 12,000.00 Investments 26,152.00 35,671.00 42,223.00 Receivables<90 days 5,000.00 4,000.00 4,000.00 Total Current Assets 45,152.00 53,671,00 58,223.00 Other Assets FYIO FY11 FY12 Property 390,000.00 400,000.00 400,000.00 Equipment 65,809.00 66,484.00 67,200.00 Less Depreciation 44,000.00 51,900.00 52,000.00 Receivables>90 days 0.00 0.00 0.00 Other (describe): 0.00 O.Ool 0.00 Total Non -Current Assets Total Assets Total 499,809.00 518,384.00 519,200.00 Current Liabilities FYIO FY11 FY12 Accounts Payable 107,000,00 107,000.00 107,000.00 Payrolt'Taxes Payable 0.00 10,500.00 12,500.00 Contracts Payable 97,000.00 95,000.00 75,000.00 Mortgage Payable 14,000.00 14,000.00 13,200.00 Total Current Liabilities 218,000.00 226,000.001 207,000.00 Total 1 0.00 0.00 0.00 Other Liabilities FY10 FYI FY12 Mortgage Payable Balance 221,000.00 210,300.00 201,400.00 Other 22,130.00 23,300.00 22,400.00 Total Other Liabilities 0.00 0.00 0.00 Total Liabilities 243,400.00 233,600.00 223,800.00 )equity (Net Worth) 266,700.00 265,000.00 270,000.00 Liability + Equity 510,100.00 499,100.00 493,800.00 i 1 !Ui 2 11. 36 4i N/ CST 9 2012 e-Clmpact.com agU is of 9 P.w1u, tlaeihwei ruunLl.oWl I nj lclo w( rpn"C I'i ajcc4 FY14 Form D: Performance Measurement Effort Quantity: 9 of Clients Description: How much did you do? Measure: Smati business/Micro-enterprise training far 15 new individarals with disabilities Qualily: Common Measures Description. How well did we do it? Measure: Successfid completion of Internet or other training course. © 2012 e-Clmpactcom �a_)c 9 of 9 FY14 Joint Government Application General Information Agency Name Executive Director Name Board President Requestor Phone Email Address Website Free Lunch Program Mary Palmberg Randa Lipsius Mary Palrnherg ('319) 400-0388 icfreelunch(jgmail. cum PO Box 2831, Iowa City, Iowa, 52244, U.S.A. www. icflp. org Agency Mission Statement Tyre Free Lunch Program provides a noon meal Monday through Saturday (except Thanksgiving Day) to whoever comes to dine; An open door, a full plate, no questions asked Number of Years in Operation 29 Year Org Established 1983 The Free Leach Program, begun in 1983, is a h-days-per-week noon meal program serving Monday - Saturday (except Thcnrksgiving) in space rented at the Wesley Center. Volunteer serving teams front over 35 different religious, student, and social groups take turns providing the meals. Volunteers— numbering more than 900—use their own food or donated and/or low-cost food from Table to Table Food Rescue Organizotiou and the FLP pantry 7'he FLP purchases food and oiher.suppiiee from John's Grocer0r (milk for each day's areal; John's provides free delivery), the IIACAI' Food Reservoir, Hawk eye Food Service Outlet, and local stores. In 2011, FLP volunteers served 36,950 noon meals, and clients enjoyed over 7, 000 self -served breakfasts. 2020 Vision Goals for the Common Good Please indicate GoalO that your agency supports: Income Yes Education No Health Yes Johnson County Rquest for Funding Johnson County: Request for Funding FY14 2,000 Total Budget (Johnson County) 57,235 Johnson Comity: % of Total Budget 3.49 Iowa City Request for Funding Iowa City: Request for Funding FY14 2,000 Iowa City: Total Budget 57,235 Iowa City: % of Total Budget 3.49 Coralville Request for Funding Coralville: Request for Funding FY14 Coralville: Total Budget Coralville. % of Total Budget 0 "1 r P 1,)) t1';5; ©2012e-Clmpact.com r. 1e, I 14 Agency Information Please complete the Solm-ies & Benefits chart,for entire Agency ('Form A), in addition to the questions below. 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.) The Free Launch Program (FLP) addresses the community's need for a place where persons in need oia 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 115 meals are served daily ... some days recently up to 170 or more meals. Factors in the community that contribute to the prohlems that bring people to Free Lunch are also causing more clients for the Crisis Center, Shelter (louse, and enter agencies serving persons struggling to survive in the current strained economic: poverty, low-income jobs, loss of jobs, paucity of low-cosl housing, and high cost of living in the area it? general. In addition, many of our guests .snuggle with mental illness and substance abuse. 2. List and describe the programs and / or services of the Agency that are provided to Johnson County residents that address that need. The Free Lunch Program provides a noon meal Monday through Saturday (except Thanksgiving Day) to anyone who wishes to eat an open door, a fill plate, no questions asked. tFe also provide, beginning al B a,tn. 6 days a week, items that clients use to make self -served breakfasts: bread, toaster, peanut boner, jelly, margarine, coffee, creamer & sugar, & water. Client Information Please complete Client Demographic (Form B) in addition to the question(s) below. 3. Provide a succinct, specific description of your primary target populations(s). Describe clients as a group in terms of their needs, requirements, and strengths. Our target population is those persons living in orpassing 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 therefor meeting their nutritional needs andfo alleviating economic strain. Being able to get a good meal daily al no cost gften helps these folks stretch a very small paycheck or government check far enough to cover basicbutvery meager —living expenses. And some are homeless, whh a tiny income from collecting cans. Each day several al'uur guests slay 'til 1:00 so they can take home leftovers — f there ore any that day —far a meal later that day for themselves, perhaps at their 2nd or 3rd-shift jobs, or to help provide food for their families or friends who can't get to Free Lunch midday hecause ofjob conflicts or disabilities. They therefore rnalce the effort to extend the economic and nuwitional benefits ofFree Lunch not orzlyfor themselves, but to those whose schedules or physical coadition prevent them from coming to the dining room during lunch. 11,' 1.1 2")> n i: ©2012e-rimpact.com aq;=7C"!!1 Financial Management Complete Form C(a) and Form C(b) 4. In detail describe the Agency need for funding from: City of Iowa City Beyond the work of the director, reimbursed at a rate of less than 85, 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 seurch,for a new location that will provide both ground -level aecessibibory and adjacent parking. On an everyday basis, our valrmteers—over 900 of (been— provide.sorne of thefood 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 HA CAP food reservoir in Hiawatha, IA, primarily (when available) basics like pasta, canned vegetables and,fruit, canned tomatoes and spaghetti sauce, and canned 100%fruit juice.. Most of our teams rely on these food ilerns from our pantry to round out their meals. Over the past year, the amount offend we've been able to obtain through IIA CAP has declined considerably, and the cost has risen For instance, in October 2010 we were able to obtain 1,109 pounds offend and paid $21.24 for it. Just this mmnth, September 2011, we were able to order only 696 pounds of food and paid S66.16for it. (We realize that the resources ofHACAP 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 caffeefor some months now. [f'e make 100 cups of coffee each morning, which usually gets us through the lunch hour. • When not available through IIACAP or from food drives, we must purchase pcamat butter and jelly. Pb&j are pall out each morning at 8; Jolks come in to make their own breakfasts. Later, some will make pb&j sandwiches to supplement their lunch m- 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 marnlhs. The FLP also buys non Jood items essential to providing the meals, including napkins, foil, and plastic wrap. We pay vendors to make sure equipment needed by the volunteers it available and maintained: the dish sanilizer, 2 refrigerators, an inslituhonal stove, 2 microwaves, 2 freezers, and the toaster and coffee iron. We most meet our increasing monthlyJinancial commitment to the Wesley Foundation for rent and custodial services (which will account fo, nearly half our prograrn'.s annual budget in 2011) and to pqv insurance and other- necessary administrutive 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 nany cases, possible for our volunteer teams to continue serving meals. 4a. The objective of Iowa City's Consolidated Plan (a.k.a. CITY STEPS) is to promote a continuum of care within the community that includes jobs, housing and services for low -moderate income persons. Tell us how the agency (or program of the agency) addresses the goals cited in the 2011-2015 CITY STEPS Plan (www.iegov.org actionplan, pages 91-94). The FLP addresses an underlying goal of the IC Consolidated Plum by providing the opportunity for persons with some initiative to take advantage of a wov to stretch theirfood dollars and increase theirfnancial slability, and in some cases, thereby reduce the chance of homelessness. In addition, the nutritious meals served by the FLP's volunteers provide real health henefts for our clients. 5. in detail describe the Agency need for funding from: City of Coralvflle i I , "?£ e r r: O 2012 e-Clmpactcom , 6. In detail describe the Agency need for funding from: Johnson County Beyond the work of the director, reimbursed at a rate of less than $7000 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 learns, who are truly the heart of our program. Our concern,for optimum conditions, for both our vohrnieers and our guests inspires our current involvement in the 1105 project, which will provide both ground -level accessibility and adjacent parking. On an everyday basis, our volunteersover900 of them provide some of the. food and most of the hospitality that ensure -Pa,, Pf P rn >ina it" horde nl oor ovaste Our agency provides our teams food and supplies that are essential to serving the meals: • The FLP provides mills for every lunch; cost for milk in 2011 was $4, 591. • The FLP ablains food at low or - no cost from the HACAPfood reservoir in lliawalha, IA, primarily (when available) basins like pasta, canned vegetahles and fruit, canned tomatoes and spaghetti sauce, and canned 100%fruit juices. Most of our teams rely on these food items ftonn our pantry to round aut their meals. Over the past year or two, the amount of food we've been able to obtain through 11ACAP has declined steadily and drastically, and the cost has risen. For instance, in October 2010 we were able to obtain 1,109 pounds at lbod and paid $21.24 for il. M 4pril 2012 we were able to order only 416 pounds offood and paid $22,64. hi same recent moruths, none of our staples appeared on the monthly order list; this just didn't happen in past years. (We realize that the resources of 11ACAP Food Reservoir are strain ed, too,) • When not available from Table to futile, the local food rescue organization, offood drives, theFLP rnast purchase coffee, We have needed to purchase coffee for some months now. We make 100 cups of coffee each morning, which sometimes recently doesn't last 'tii the lunch hour because of the increasing nunnbers ofpersor7s coming in earlier,for self -served breakfasts • When not available through PIACAP or from food drives, we must purchase peanut flutter mad jelly. Pb&j are put out each morning at 8, folks came in to make their own breakfasts. Later, some will make toMi sancbviches 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 HA CAP a while ago, but it's running out. We've had to purchase grape jelly for many months. The FLP also buys nun -fond 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 clove, 2 microwaves, 2 freezers, and the toaster and coffee urn. We must meet our monthlyfnnancial commitment to the Wesley Foundation for rent and custodial services (which accounts fur- nearly half our program's annual budget in 2012), We'll have more space at 1105 Gilbert Cl, and anticipate higher monthly occupancy costs there. We pay iiasurance and other necessary administrative costs for our organization. Financial helpfirom the United Way, local governmentsources, 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 heals, 7. If the local government 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. Without the items that the FLP provides, many, if not most, of our volunteer teams would not be able to serve. Tf we lose volunteer teams because of our inability to support them, our board will need to took at cutting back on the naunber of days we can provide lunch. Our clients ol'ien tell us how much they count on as, bill ifour jimding is reduced, we simply can't provide the help many of our teams need in order to continue serving. 8, How will local government funding help leverage other revenue for Agency? Currently, local government funding is not used to leverage other,funds. 9. If other funds are currently being leveraged using Johnson County Block Grant funds, please identify the source of funding, dollar amount leveraged and the purpose of the funds (service provided). G , _ <rl, .y c;ur OO 2012 e-Clmpactcom 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 wil measure our progress towards improving community conditions. Please provide the following information: Complete Form D and provide the Performance Measurements used (or will be used) by the Agency to measue results of services toward 2020 Vision Goals. 10. Please provide specific outcones/performance measures your organization achieved in PY 12. How are people ......._ .. _...., .,,...,___.:.._.. j.._ _._.._.:.�...�� ueecm me ue.eneme m u�c. aa.i ice o yvu P. vr.v..w. The FI,P currently has no farmal performance rneasu es in place, But if the LFSP funding guidelines, which place a $2 value on meals, were utilized to assess how people are better off because of the FLP's services, there would be a $79, 496 economic/income benefit to our clients from the meals they enjoy at the FLP. t -.IS r= r,^ 02012e-Clmpact.com Po;rc';pi11 FY14 Form A Agency Salaries & Benefits Please provide the information, for employees inyour agency. Ifyou do notfrnd the position on the list, please add the position in the 'other" section. You ivill he individually add positions in 'other" category, Please indicate if the position has paid leave, health Insurance or Retirement by playing a "I" in the box ifthe position receives that benefrt. Please provide. the information for employees in your agency. Tf you do notfrnd the position on the list, please add the position in the 'other" section. YUu Will he individually add positions in "other" category. Please indicate if the position has paid leave, health Insurance or Retirement by playing a "1 " in the hox ?%'the position receives that benefrt. Position Paid Leave Health Ins Retiremen t Plane Average Salary. FTE (Last Year) FTE (This Year) FTE (Next Year) Executive Director / President / CEO 6,757,00 Director of Operations /COO Director of Development Program Director / Manager Director of Community Intervention Assistant Teacher Administrative Assistant Advocate Assistant Coordinator Assistant Director Business Manager Case Manager Clerical Staff Clinical Services Manager / Director Clinical Support Maintenance / Repair Office Assistant Program Coordinator Receptionist Services Coordinator Transportation Manager/ Director Other 0.00 0.00 0.00 090 0.00 0.00 0.00 'Iotal 0 0 0 6,757 0 0 0 1 7 1, J —d . 1 r .1 ' - OO 2012 e-Clmpact.com I':eu a o pl 11 -rec (11YE:L 1' : . �g713 �q1 FY14 Form S - Agency Demographic Agency summary of clients served during last two years and one projected year (unduplicaled client count) ... d, Y III H V IZ Information/Education Provided Direct Services Provided 36,741 39,748 43,000 Total 36,741 39,748 43,000 Gender FYI1 FY12 FY13 Male Female Ethnicity FY11 FY12 FY13 Hispanic Black Caucasian Native American Asian Pacific islander Oilier Total 0 0 0 Ake FY1I FY12 FY13 0-5 6-17 18-29 30-61 62-75 75+ Years Ccographic Location FY11 FY12 FY13' Johnson County (Combined, unduplicated) Iowa City Coralville North Liberty ©2012e-Clmpact.com f-rce Lunch FY14 Form C - Agency Budget Budget Type Indicale Iil'Budgel is. 2 Program Spec Jic 3 = County Specific Budget Type Agency Revenues FY11 FY12 FY13 Coralvilte Funding Iowa City Funding 2,000.00 2,000.00 Johnson County Funding 2,000.00 UWJC Allocation 8,000.00 8,200.00 8,610.00 UWJC Designations 8,981.00 10,572.00 9,000.00 Grants -Federal, State, Foundation 2,000.00 2,000.00 Membership Dues Fees for Services Sales to the Public/Contracts Fundraising Events 1,040.00 1,391.00 550.00 Contributions/Donations (including in- kind) 28,557.00 31,971.00 32,000.00 Interest and Investment Income 1 124,00 75.00 75.00 *Other 1,772.00 3,059.00 1,000.00 Total 48,474,00 59,167.00 57,235.00 Expenses FY11 FY12 FY13 Total Salary and Wages 6,757.00 6,757.00 6,757.00 Benefits Administrative Occupancy Other 22,746.00 20,463.00 23,203.00 'I otal 29,503.00 27,220.00 29,960.00 Fund Balance FYI FY12 FY13 Revenue 48,474.00 59,167.00 57.235,00 Carryover Balance From Prev Year 10,623.00 29,594,00 61,541.00 Total Operating Balance 59,097.00 88,761.00 119,776.00 Less Total Expenses 29,503.00 27,220.00 29,960 00 11 1 "? i',. r ;. "- 9 2012 e-Clmpact.corn {age 8 oI 11 FY14 Form C - Agency Budget Fund Balance FY111 FY12 FY13, Ending Fund Balance 29,594.00 61,541.00 88,816.00 Less Restricted Balance Carryover Fund Balance 29,594,00 61,541,00 88,816.00 Bd/Donor/Funder Restricted Funds FYI I FY12 FY13 Bd/Donon'F'under Restricted Funds - Please itemize 0.00 0.00 0.00 Total 0,00 0.00 0.00 In -Kind Support FY11 FY12 FY13 Services/Volunteers 112,140.00 112,140,00 112,140.00 Material Goods 53,040.00 53,040.00 53.040.00 Space, Utilities, etc. Other Total 1 165,180.00 165,180.00 165,180, 00 Grants FYI FY12 FY13 *Grants - please itemize 0,00 2,000.00 0.00 Johnson County Bloch Grant 2,000.00 Total 0.00 2,000.00 0.00 1 , ^ I <, O2012e-Clmpact.com ,'y'W ti " I.unc:t. FY14 Form C - Historical Balance Sheet (As ofAgency(s fiscal year-end) Current Assets FY10 FY11 FY12 Cash 57,836,001 58,017.00 75,167.00 Investments 0.00 0.00 0.00 Receivables<90 days 0.00 0.00 0.00 Total Current Assets 57,836.00 58,017.00 75,167.00 Other Assets FY10 FYI FY12 Property 0.00 0.00 0.00 Equipment 0,00 0.00 0.00 Less Depreciation 0,00 0.00 0.00 Receivables>90 days 0.00 0.00 0.00 Other (describe): 0.00 0.00 0.00 Total Non -Current Assets 0.00 0.00 0.00 Total Assets 0.00 0.00 0.00 Total 0.00 0.00 0.00 Current Liabilities FY10 FYI FY12 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 0.00 0.00 0.00 Total Current Liabilities 172,00 464.00 566.00 Total 0.00 0,00 0.00 Other Liabilities FY10 FY11 FY12 Mortgage Payable Balance 0.00 0.00 0.00 Other 0.00 0.00 0.00 Total Other Liabilities 28,926.00 29,039.00 26,654.00 Total Liabilities 29,098.00 29,503.00 27,220.00 Equity (Net Worth) 28,738.00 28,514.00 47,947.00 Liability + Equity 1 57,836.00 58,017.00 75,167.00 i „i. '3:2, M J6 T ©2012 e-Clmpact.com i r; I unch 1 tas � in ;;i it ieh FY14 Form D: Performance Measurement Effort Quatany: Hof Clients Desariptiun: How nnuch did you do? Measure: assess client satisfaction with lunch Measure: client comments on satisfaction with lunch 1 1 , �) C: , © 2012 e-Clmpact. com FY14 Joint Government Application General Information Apenev Name lldlcrest Family Services Executive Director Name Board President Nlel Miller Requestor Cindy Mess, Director of Adult Community-Based,14ental Health Services Phone (563) 583-7357 Email ciiidy.he.vv@l?illcrest-,fs.org Address 2005 AshueyRoad, Dubuque, Iowa, 52001, USA Website www.hillcres4-js.org Agency Mission Statement Ililleresi Family Services enhances the lives of children, families and adults in need by teaching skills andproviding infnrnzation and resuurcesWe advocate on their behalfandwork collaboratively with local communities to provide. a range of quality and innovative services. Number of Years in Operation 116 Year Org Established 1896 2020 Vision Goals for the Common Good Please indicate Goals) that your agency supports Income No Education Na Health Yes Johnson County Rquest for Funding Johnson County: Request for Funding FY14 4,000 Total Budget (Johnson County) 1 Johnson County: % of Total Budget 400,000 Iowa City Request for Funding Iowa City: Request for Funding FY14 4,000 Iowa City: Total Budget 1 Iowa City: % of Total Budget 400,000 Coralville Request too- Funding Coralville: Request for Funding FY14 0 Coralville: Total Budget 0 Coralville: % of Total Budget 0 1 ., rv1s,< �, +'::. ©2012e-rImpactcom Fume 1 C 1" Agency Information Please complete the Salaries & Benefits chart for entire Agency (Form A), in addition to the questions below, 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.) Hillcresl Family Services is addressing the need for adults in Johnson County with a mental illness to access services for mental health, physic at health care, preventive health care, dental, pharmaceutical, and vision services. Additionally, untreated mental illness in the community can lead to on increased risk ofsubstance abuse, criminal behavior, poverty; homelessness, .social isolation, suicide, family discard and abuse. We have seen an increase in the numbers of persons presenting at hirllcrest with a co-occuring disorder at mentai illness and Yubsiance abuse. This increases their neeafor support and treament. Deinslilulionalization trends have increased the number ofpersons with these needs in the community. Without support and professional intervention, often these individuals present with many complex issues. 4Ve feel that this is aamecessary, as programs like llillarevl Supported Living and Birch House can assist and reehice the impact their mental health and substance abuse symptoms have on themselves, family and the community. It is our hope to assist individuals develop a support network in the communing, increase hope and confidence, create success and satisfaction, increase community involvement, improve copinghvellness skills and prevent unnecessary hospitalizations. 2. List and describe the programs and / or services of the Agency that are provided to Johnson County residents that address that need. Hilicrest Supported Living (HSL) and Birch (louse are recovery -based community and residential living programs filial assist individuals who have been diagnosed with a mental illness, mental illness and substance abuse, or brain injury in developing the supports and skills they want or need to gain satisfaction or personal meaning in their lives. Services are provided in their own home, apartment, group home or in a,fami(v home, and can be provided as often as the individual requests. Counselors fi oin both programs provide skill -building and training in all areas of daily life, including, decision - making, money management, mental health and medication management, community living skills, coping/wellness skills, developing and maintaining a daily routine, learning about and how to apply for community resources and scheduling/attending appointments, as examples. Additionally, there is a 24-hour crisis line available to individuals to persons in the Supported Living program and Birch house has 24 hour staffcoverage. Furthermore, Visiting Counselors collaborate on a regular basis with learn members, which may include clients, case managers, therapists, vocational counselors, substance abuse counselors, physicians/prescribers, payees, visiting nurses and family members or friends. Face-to-face meetings are held at least twice a year with the team. Additionally, many more communications occur on a regular- basis with individual temp members. The Iowa City Supported Living Program also of in -home psychiatric musing services and 7-day.follow-up assessnreiu from a hospitalization. This is a coordinated effort behveen A4agOn Behavioral Health Services and the University oflowa Hospitals and Clinics. This joint effort attempts to reduce psychiatric inpatient recidivism. The nurse can assist in many areas, including predication nianagernent,, medical case management, resource coordination and referral. Client information Please complete Client Demographic (Form B) in addition to the question(s) below. 3. Provide a succinct, specific description of your primary target populatimts(s). Describe clients as a group in terms of their needs, requirements, and strengths. Hillcrest Supported Living program and Birch House group home serve adults age 18 and over who are diagnosed with mental health disorders such as} Schizophrenia, Bipolar Disorder, Major Dcpressive Disorder, and Anxiely Disorder, as examples. Many have a secondary diagnosis ofsubstance abuse disorder or an intellectual disorder. Additionally, these individuals present smith manyphysical/mediccd concerns, They often do not have a primary care physician and have many underlying medical factors, including diabetes, obesity, hypertension and pour nutrition. In.fact, persons diagnosed with a serious mental illness have a life expectancy of 2.5 years less than the general population Also, very often individuals are experiencing repeated and often unnecessary psychiatric hospitalizations, isolative behaviors, poor medication compliance, poor- social.support system, poverty, homelessness, self -medicating or self-har-rning behaviors and criminal behavior. Many of these individuals end up getting involuntarily committed and are required to reside in residential care facilities or institutions, when likely what they really needed was soine supportive community services. This costs the system so much time and monev, and too often, human life Additionally, they usually have other psychosocial stressors in the legal, financial and social areas. Most ineel the low income poverty guidelines and are on a fixed income with Social Security benefits. The majority of the individuals we serve live in their own homes/apartments, with family members, or live in our Birch !louse group home. Overall strengths is their proven ability to persevere through very difficult circumstances, gften with a lack ofsupport. Also, they are very resilient people, who have overcome ranch in their life.! They truly want to recover! In our programs, ive focus and build on these strengths to help guide them to achieve more success and satisfaction in their lives. 1 (2 7 g, r g© 2012 e-Clmpact.com P "uv 2 ui 10 Financial Management Complete Form C(a) and Form C(b) 4. In detail describe the Agency need for funding from: City of Iowa City Illcrest Family Services Supported Living and Birch House programs in Iowa City are in need of additional funding so that we are able to continue to provide quality services to individuals with a mental illness, utilizing the most qualified, experienced and caring counselors. We primarily rely on public government funding, and since those sources have been struggling and placing caps on rates or implementing reductions in rates, regardless ofprovider costs, we arefrnding it ever -increasingly difficult to be able to be able to continue to be fiscally sound andjust fy continuation of the services from an administrative perspective. The needs are greater than ever, and the individuals we serve are very complex in terms of their mental health symptoms, health status, legal status, social history, etc. If they were not to receive our services, many would be at an increased risk for homelessness or end up homeless. We would like to continue to be part of7he Iowa City Continuum of Care and help to maintain individuals in their current housing in the Supported Living Program and continue to provide affordable housing to this special needs population with Birch House residential services. 4a. The objective of Iowa City's Consolidated Plan (a.k.a. CITY STEPS) is to promote a eontinmun of care within the community that includes jobs, housing and services for low -moderate income persons. Tell us how the agency (or program of the agency) addresses the goals cited in the 2011-2015 CITY STEPS Plan (www.icgov.org/actionplan, pages 91-94). In the areas of "Housing Needs" and "Ilomeicss Needs', Birch House provides a transitional housing componentfor persons with mental illness. It is a HUD Prac 811 housing project, ufferdng affordable housing to individuals who have a serious mental illness. Many individuals utilize the home to transition back out into the community in their- own place, We help develop the skills and supports needed and wanted by the individual .so that discharge back out into the community is successful. Many have a history of homelessness and risk of homelessness, Additonally, Hillcrest .Supported Living Program assists in .supporting the mviduals while living in the community to maintain their current housing, and not increase the number of horrieless in the cominunay. Without this support, many of the persons we serve may not,follow through with recommcnded Treatment, may not pay their bills, etc. and jeopordize their ability to live in their current housing. In the identified area ofneed labeled "Prevention and Outreach Activities', Hillcrest Supported Living Program does assist low-income individuals in maintaining arid retaining their- ecistirrg hoaushsg in the commumly. We provide skills training, support and resource/support coordination for the individuals we. serve. And finally, in the identified area of "Homeless Prevention- Non -Homeless Special Needs ", counselors from both programs provide: skill -building and training in all areas cfdaily life, including: decision -making, money management, mental health and medication management, community living skills, coping/wellness skills, developing and maintaining a daily routine, learning about and how to apply for community resources and scheduling/attending appointments, as examples. They assist in transporting when necessary to appointments, and learning the public bus system too. Additionally, Birch (louse provides affbrdable housing to individuals below 30% MFI. S. In detail describe the Agency need for funding from: City of Coralville ATIA 6. In detail describe the Agency need for funding from: Johnson County All of the individuals we serve in the Supported Living Program and Birch House reside in Johnson County. These programs are in need of additional f aiding so that we are able to continue to provide quality .services to individuals with a mental illness, utilizing the most qualt,'fied, experienced and caring counselors. We primarily rely on public government fording, and these sources have been struggling for the past couple. years. They have placed caps on rates, for several years now or have implemented reductions in rates, regardless ofprovider costs, thus we are finding it ever -increasingly cfi frcult to be able to be able to continue to be fiscally sound and justify continuation of the services from an administrative perspective llowcver, the needs are greater than ever in Johnson County for the services we offer, and File individuals we serve are more complex in terms of their mental health symptoms, health status, legal states, social history, eta We have worked well with Johnson County MLI/DS to he sure to get any client who mov be eligible for Medicaid insurance to become enrolled, .so that the county may have some fiscal reliefas they struggle managing a very tight budget also. By doing this, however, we are now working under a Medicaid rate that is way below what our costs are. We would like to continue to be part of the Johnson County array ofservice of and help to maintain individuals in their current housing in the Supported Living Program, and continue to provide affordable housing to the special needs population with Birch House residential services, This additionalfundingsuppori can help as to do that. 1-,.., i, y;` tP.'""1 ©2012e-Clmpact.com 3,)t tt. 7. if the local government 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. It -we were not to receive the requested.funding, we would have to reduce our Hillerest Supported Living Program and Birch House budgets. This would probably mean a reduction in staff hours, which would in turn, impact parr- ability to serve our clientele. needs adequately or may require us to turn down referrals of clients who are in need of our support and assistance. Other areas that could be impacted, is forgoing slgjf wage increases; which would reduce our ability to retain quality veteran staff. Staff turnover has remained low, and we hope to continue with this trend. Counselors are very experienced with the clients we serve and have built great working relationships with them. They have aproven ability to work( the moss difficult of cases. 8. How will local government funding help leverage other revenue for Agency? The local government f.mds would help offset money lost due to Medicaid, funding cuts and caps in rates. One of our fimding streams has maintained 2.5% decrease in all rates. Our largest funder is for Medicaid services called1bourly and Daily Ilome-Based Habilitation. These rates are capped and do not cover our actual program costs. In fact, for the Supported Living Pi agr-arn, they are set $18.151hr. below our costs, and. far Birch House, they are set $25.24 per person/ per day ($126.20 a day total) less than our costs, which makes it dri frcull fur us to balance the budget to serve client needs. Costs continue to rise for our agency, but we do not receive rate reimbursement to cover these increased costs. This funding would help to make this more manageable. Hillcrest views the Supporter) Living Program and Birch House to be very valuable ,services offered to Johnson County residents and wants to continue to provide quathy services with well-educated and experienced counselors; however, extra fimding is needed in order to do so. 9. If other funds are currently being leveraged using .lohnson County Block Grant funds, please identify the source of funding, dollar amount leveraged and the purpose of the funds (service provided). Nol applicable- not currently accessing Johnson County Block Grant funds. Agency Accomplishments The United Way and Local Governmems work towards making our community a Getter place to ire. Through the 2020 Vision Goals far the Common Good, we wil measure our progress lowards improving community conditions. Please provide the, following information: Complete Form D cod provide the Perfornrcrnce Measurements used (or will he used) by the Agency to measue results of services toward 2020 Vision Goals. 10. Please provide specific outcomes/performance measures your organization achieved in FY 12. How are people better off because of the services you provided? We utilize an assessment tool called the Multnomah Community Ability Scale (MCAS) that measures the level of frmctioningfor adults who are diagnosed with chronic mental illness and are living in the community. The loot measures degree of ability through 17 indicalors grouped in 4 sections: (1) Interference with Functioning, (2) Adjustment to Living, (3) Social Competence, and (4) Behavioral Problems. Ratings offrecprency are lotated,for each indicator, and both a total score and sub -scores for each section are calculated for the client. Total scoes are then grouped into three categories: low (17-47), medium (48-62), and high (63-85),junclioning. According to our Multnomah data comparing 2011 results to 2012 revults for the same clientele, scores show an overall improvement in our clientele's general level of famcnontng in the community. ** In section one (Interference with Fun(lloning), the scores have remained the same as 2011- with no increase or decrease noted, ** In section two (Adjustment to Living), the score increases! by 11.1 %, In seclion three (Social Competence), the score increased by 5.9%; ** And in sec lion four (Behavioral Problems), the score increased by 5.3%. 7 his year, we also indicated an improvement in the Overall scores of 12%. This data supports that our program is effective in enhancing the functioning and lives of the clients we serve and helps clients mainlain laving independently in the community Additionally, our most recent satisfaction survey results indicated that 100%Satisfaction with our Services fron reporting clientele, family members and Case Managers. For FY 14, we Will be utilizing a loot named the Consumer Health Inventory(CHI), a system used by Magellan health Corporation and all mental health centers in Iowa. It is a rnenlat heallh-system wide recognized outcomes tool that is used to gather and report data on the following domains. physical health, mental health, and risk behavior. The tool willbe implemented every sir months. I <<,r �-",).rr (",i ©2012e-Clmpaftcom oo<tof^J 11 • I-.wj�� i, ,, FY14 Form A Agency Salaries & Benefits Please provide the information jor employees in your agency. Ifyou do not find the position on the list, please add the position in the °other"section. You will be individually add positions in 'other" category. Please indicate if the position has paid leave, Health Insurance or Retirement by playing a "I " in the box Iflhe position receives that benefit. Please provide the information, for employees in your agency. Ij you do not find the position on the list,, please add the position in the 'other" section. You will be individually add positions in 'other" category. Please indicate if the position has paid leave, Health Insurance or Retirement by playing a "1 " in the box if the position receives that benefit. Position Paid Leave Health Ins Retiremen tPlan Average Salary FTE (Last Year) FTC+ (This Year) FTE (Next -:Year) Executive Director / President / CEO Director of Operations /COO Director of Dcvclopment Program Director/ Manager 1.00 ].00 1.00 48,425.00 0.20 0.20 0.20 Director of Community Intcrventiun Assistant'feacher Administrative Assistant Advocate Assistant Coordinator Assistant Director Business Manager Case Manager Clerical Staff Clinical Services Manager / Director Clinical Support 14,000.00 0.30 0.30 0.30 Maintenance/Repair 19,864.00 030 0,30 0.30 Office Assistant 1.00 1,00 1.00 30,430.40 0,19 0,19 0,19 Program Coordinator 1.00 1,00 1.00 31,710.00 L31 I31 1.31 Receptionist Services Coordinator Transportation Manager / Director *Other 2.00 2.00 2.00 71,454.05 7201. 7.20 7.20 FISL Visiting Counselors 1,00 1.00 1.00 45,017.25 4.O0 4.00 4.00 Birch House Counselors 1.00 1.00 1.00 26,436.80 3.20 3.20 3.20 Total 5 5 5 215,883.45 9.50 9.50 9.50 t ,l ,, i, 3<i M`„tiT ©2012e-CImpact.com 4 'lo5pt 1:; tiIli <a i arn!l, rs FY14 Form B - Agency Demographic Agency su nnzary of clients served during last two years and one projected year ("unduplicated client count) FY11' uY1i ii13 Information/Education Provided Direct Services Provided 2,849 3,048 4,580 Total 2,849 3,048 4,580 Gender FYIII FY12 FY13 Male 161 15 20 Female 36 25 29 Ethnicity FYI1 FY12 FY13 Hispanic 1 0 0 Black 3 1 1 Caucasian 39 34 43 Native American 0 0 0 Asian I I Pacific Islander 0 0 0 Other 8 4 4 Total 52 40 49 Aec FYI FY12 FY13 0-5 0 0 0 6-17 0 0 0 18-29 10 5 7 30-61 38 32 39 62-75 1 4 3 3 751- Years 0 0 0 Geographic Location FY11 FY12 FY13 Johnson County (Combined, unduplicated) 52 40 49 Iowa City 36 36 45 Coralville 7 4 4 North Liberty 21 0 0 ©2012e-Clmpact.com „e CSU`"(: FY14 Form C - Agency Budget Budget Type Indicate rf6zrdgel is. i —ny-, enCy Le'vei 2 = Program Specific Agency Revenues FYI1 FY12 FY13 Coralville Funding Iowa City Funding Johnson County Funding UWJC Allocution 8,000.00 6,608.81 4,000,00 UWJC Designations 970.00 300.30 Grants -Federal, State, Foundation Membership Dues Fees for Services 436,362.88 513,105.84 470,872.52 Sales to the Public/Contracts Fundraising Events ContributionsMonations (including in - kind) Interest ,aid Investment Income *Other Total 445,332.88 520,014,95 474,872.52 Expenses FYII FY12 FY13 Total Salary and Wages 321,249.34 325,630.28 299,729.84 Benefits 54,637.63 59,034.34 56,638.35 Administrative 56,637.51 57,029.99 56,153.43 Occupancy 34,916.16 37,059.82 35,284.26 Other 15,234.82 13,193.681 11,228.42 Total 1 482,675,46 491,948.11 459,033.30 Fund Balance FYI FY12 FY13 Revenue 445,332.88 520,014.95 474,872.52 Carryover Balance From Prev Year 0.00 -37,342.58 -454,608.62 Total Operating Balance 445,332.88 482,67237 20,263.90 Less Total Expenses 482,675.46 491,948,11 459,033,30 I- I„ ,�5 ' 1, ?J 'i, A, C , P © 2012 e-Clmpactcom ' i,:r 7 of M FY14 Form C - Agency Budget Fund Balance FYI I FY121 FY13 Ending Fund Balance -37,342.58 -9,275,74 -438,769.40 Less Restricted Balance 0.00 0.00 0.00 �Cariyover Ford Balance -37,342.581 -9,275.741 -438,769.401 Bd/Donor/Funder Restricted Funds FYI FYI 2 FY13 Bd/Donor/Funder Restricted Funds - please itemize 0.00 0.00 0.00 Total 0.00 0.00 0.00 In -Kind Support FY11' FY12 FY13 Serviccs/Volonteers 0.00 0.00 0.00 Material Goods 0.00 0.00 0.00 Space, Utilities, etc. 0.00 0.00 0.00 Other 0.00 0.00 0.00 Total 0.00 0.00 0.00 Grants FYII FY12 FY13 Grants - please itemize 0.00 OAO 0.00 Total 0.00 0.00 0.00 9I" 2i12 16 AV =;P 92012 e-ClmpactLcom . � 2!i lIU ti21 C(i CS FY14 Form C - Historical Balance Sheet (As ofAgency(s fiscal year-end) Current Assets FY10 FY11 FY12 Cash 594,953.881 753,819,72j 349,981.81 Investments 1,417,186.32 1,767,429.68 1,212,316.68 Receivables<90 days 3,461,000,25 2,871,448.84 2,729,35748 Total Current Assets Other Assets FY10 FY11 FY12 Property 6,801,231.00 7,331,962.25 11,213,603.50 Equipment 2,170,681.13 2,274,858.23 2,332,621.64 Less Depreciation 4,896,751.58 5,321,725. 14 5,875,152.45 Receivables>90 days 2,034,925,11 2,125,984.27 1,959,173.21 Other (describe): 0.00 0,00 0.00 Total Nan -Current Assets Total Assets 11,593,226,10 11,803,778.00 13,921,901.90 Total 27,486,814.92 28,858,307.89 35,302,452.70 Current Liabilities FY10 FYI FY12 Accounts Payable 337,077.81 266,391.12 155,506.07 Payroll'Taxes Payable 960,010,11 1,122,532.43 1,253,955.82 Contracts Payable 0.00 0.00 0.00 Mortgage Payable 552,506.13 514,317.49 2,614,366.93 Total Current Liabilities 1 1,849,594.05 1,903,231.04 4023,828.82 Total 0.00 0.00 0.00 Other Liabilities FY10 FYI FY12 Mortgage Payable Balance 0.00 0.00 0.00 Other 1,348,157.77 580,138.33 373,516,42 Total Other Liabilities 1,348,157.77 580,138.33 373,516.42 Total Liabilities 3,197,751,82 2,483,369,37 4,397,345.24 Equity (Net Worth) 8,385,474,29 9,320,408.48 9,524,556.66 Liability + Equity 11,583,226.10 11,803,778.00 13,921,901.90 i' �.IJ A2! t .gyp" "; i- © 2012 a-Clmpact.com H it ,w•. a,. 1, 5.� -_ I .-,.- FY14 Form D: Performance Measurement Effort Quantity: 9 of Clients Description: How much did you do? Measure.: 49 clients int err Sarpported Living Program and Birch House Program Quality: Common Measures Description: How well did we do it? Measure. 90% ofclients reporting satisfaction with provider Effect Quantity: 4 gfActivities Description: By pipe Measure: 5 clients reporting on improvement in physical health A9easwe: 5 clients reporting an improvement in emotional health Measure: l I clients who report substance use, reporting a decredse in drug and alcohol use Quality: Activity Specific Measures Description: What is difference made? Measure: 10%ofclients reporting an improvement in physical health Measure. 10% of clients reporting an improvement in emotional health Measure. 10016 of clients who report substance use, reporting a decrease in drug and/or alcohol use. © 2012 e-Clmpact.com , I ri 0 =1ok ing d I u I:,mnof 4,1 IsoIICou:In r t'Ci'IC'1 FY14 Joint Government Application General Information Agency Name Executive Director Name Board President Requestor Phone Email Address Website Agency Mission Statement Housing Trust Fund of Johnson County (IITFJC) Tracey Achenhach 3193580212 tachenbach lhl&.org 322G2ndSt, IowaCio) Iowa, 52240, U.S.A. h(fic.org To promote and support afordable housing in Johnson County. Number of Years in Operation 9 Year Org Established 2004 1177%JC is a housing non-profit that provides funding for affordable housing providers, builders and developers it? Johnson County. HTRIC administers a revolving loan jimd, which has been funded with slate funds, local government, funds, and HTFJC.lunds, HTFJC requests applications/or those.funds fwrr limes a year, ifpossible. Eligible activities include the acquisition, or the creation of new or the rehabilitation of existing owner or renter housing, and other activities related to providing housing to,fanulies at or below 80% of the area median income. 1127,JC may also applyfor and administer other program funds that furlher the mission of the organization and allow for mmefunding to he. dedicated to gffardable housing. 2020 Vision Goals for the Common Good Please indicate Goals) that your agency supports: Income Yes Education No Health No Johnson County Rquest for Funding Johnson County: Request for Funding FYI 24,000 Total Budget (Johnson County) Johnson County: % of Total Budget 0 Iowa City Request for Funding Iowa City: Request for Funding FY14 8,000 Iowa City: Total Budget Iowa City: % of Total Budget 0 Coralville Request for Funding Coralville: Request for Funding FY14 15,000 Coralville: Total Budget Coralville: % of Total Budget 0 `.3P 0t' AM C,E ! © 2012 e-Clmpact.com P =( y pt 11 Agency Information Please complete the Salaries & Benefits chart for entire Agency (Form A), in addition to the questions below. 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.) Johnson County has a longstanding and well -documented needfor affordable (rousing. The presence oj'thc University of Iowa, the economic vitalhy of the Cedar Rapids/Iowa City corridor, and a shortage ofpublic funds for housing are among the factors that make it difficult far many low income households to secure housing that is gffordable. The presence of the University of Iowa creates a demand for housing, for .students and employees and for employees of the other businesses and services associated with the University at siudem populcuiun. The nigh dernund/or housing increases the co.m of housing. Ira addition, the Cedar Rapids/Iowa City corridor is one of the few areas in Iowa that has continually increased in population, which also creates a demand for housing, increasing the cost. While the demand for housing is high, the income levels of some of the residents ql the county do not match what is needed in order to ajford the higher cost of housing. In addition, because the City of Iowa City is the only community in the county that is considered an "enlitlernent" community, it limits the number offederal dollars that are dedicated to affordable housing in the county. This creates even more of a needfor the HTRICfunding. The HTFJC grant or loan funds are provided to those who develop, Improve or create housing that benefits those at or below, 80 percent of the area median income throughout the entire county. According to the 2010 census, 21 percent of the homeowners in Johnson County were paying more than 30 percent of their income for housing, which is considered to be cast burdened. Moreover, over 80 percent of the lower income homeowners (those with income at or below 41 percent of the area median income) were cost burdened, which was much higher than the percent for the entire slate, at 65 percent. In addition, 50 percent of the households with income between 41 and 72 percent of the area median were also considered cost burdened. While there have been some. programs offered in recent years to assist lower income households with home ownership, the census numbers indicate a continued need to lessen the cost burden of home ownership for those at lower incorne levels. According to the 2010 census, over ll, 000 rental households in Johnson County were considered cost burdened, paying more than 30percent oftheir incomefor housing. According to projections, it was estimated that there would be a needfor an additional 1,519 rental units affordable to low income households by 2012, Moreover, in 2012, fair market rent in Johnson County is $746. for a two -bedroom apartment, and in order for it be affordable, the household must earn $29, 520 in annual income, According to the census estimates for 2009, over 28 percent of the households had income under $25, 000 and over 3, 000 of them were family households. These numbers indicate that there is a continued need io provide lower cost housing to lower income rental households. Finally, the shelter and transitional housing providers in the community also report a significant number of persons who are in need of emergency or service -oriented housing. The Shelter House, the county's only shelter, reports that since their new facility was built, which has allowed them to house over 70 persons, they have not been able to accommodate the number in need ofshelter. Further, the Iowa City Community School District reported that 471 children enrolled in the school district in 2011-2012 were considered homeless. For those families in erner-gcncy shelter- or in need of transitional housing, the need for housing assistance is greatest, because their income is often very low 1± ,_,.� jr Vi:;5 ," ©2012e-Clmpact.com f 2C(11 2. List and describe the programs and / or services of the Agency that are provided to Johnson County residents that address that need. HTFJC combines slate, local government, 117FJC funding, and other contributions and fidnding to offer a revolving loan fmd to affordable housingproviders and developers that build or rehabilitate dwellings with the goal of increasing or maintaining the number or of owner at, rental housing units that are provided to households with low -to -moderate income. Providers or developers are able to apply to the HTFJC revolving loan fund in order to reduce the cost of the overall project, which allows then¢ to redrice the cost of housing for the renter or owner, or io snake sloe project feasible at all. These providers/developers may receive a no -interest or very low -interest loan or a grant from HTFJC. The terms of the loans or grants are based on the provider/developer's ability to repay the HTFJC and the terms that will allow for the most affordable housing that can be provided to the buyers or renters. Every quarter, HTFJC Board oJDirectors makes available for applicants the amount offirnds they have available that are not restricted for other use. While this may mean there are no, funds one quarter, it also means that in other quarters there is significantly more than just the state and local governmentfunding that has been made available (for example, HTF.IC funds from loan repayments, interest earned, contract income, etc.). HTFJC shrives to keep its operating budget very small so that nearly allefits availahle funds can he awarded to affordable housingproviders/developers. After applications are accepted, a committee of the hoard reviews the applications and then makes recommendations to the board. The board considers the recommendations and approves the awards. When making awarddecisions, the board takes into account the location of the project, the income level it will serve (with priority givers to the lowest income), the need for HTFJCfmds for the project, and the community need for the project, In addition to its revolving loan fund, HIIJC may also approve usiiag funds for specific projects or initiatives that support its mission and allow IIT6JC to be part of a collaborative effort with other organizations. In the current fiscal year, HTI%JC approvedsupplying funds to supplement the minor repairprogram established with its PHLB Affordable Housing grant. In the past, HTFJC collaborated with the Iowa City Area Association ofRealtors and other organizations to construct a new homie for a low-lo-rnaderate income buyer and to purchase and rehabilitate another home for a low-to- rnoderate income hover. ILTPJC also promotes and supports affordable housing by serving in an administrative capacity for specified initiatives or projects. HTFJC staff is currently providing administrative support Jo- the Local Homeless Coordinating Board and will likely also act as the. fiscal agent fair the LHCB. HTFJC is also providing administrative support for a Cormly Board of Supervisors program that is dedicated to repairing mobile homes in the rural areas of the county. Client Information please complete Client Demographic (Form B) in addition to the question(s) below. 3. Provide a succinct, specific description of your primary target populations(s). Describe clients as a group in terms of their needs, requirements, and strengths. HTFJC only awards funding to affordable housing projects that will benefit low -To -moderate income (80% of the area median income or below) households. Further, HTFJC is required by the state to award 30% ojfits .state funding to projects that benefit persons with extremely low income (30% of the area median income or below). Therefore, the primary target population far HTJFC.funds are low -to -moderate income households, with a portion each year largeted to extremely low income households. HTFJC Board oJDirectors attempts to use the minimaun amount ofits revolving lowifund possible to achieve the maximum benefit to the community. Because HTFJC emphasis is on providing affordable housing to all low-do-rnaderate Income hoaaseholds, and the use of its finds is dependent on the project applications it receives, other demographic requirements have not been in place when awarding funds. It is possible; however, because a portion ej the state, fonds moist be used to benefit extremely low income households, a target population may be snore specifically defined as those with disabilities, ,seniors, the homeless, or those threatened with homelessness. HTFJC awards its revolving loan fundfunding to providers/developers who serve clients, who are described in their applications for funding. In sortie cases, the demographic information of the client may not be known until many months after funding is provided, because the units may not be solder rented to the benefiting household unfit much later. This limits The demographic information that we are provided by awardees. There are a few specific programs; however, for which 1177,JC must process client applications, and through our own agency monttaring system we may receive demographic information an clients served This information is provided on Form B. It ,should also be noted that because weprovide funding to organizations (not usually specific clients), there may be client numbers in form B that are also provided by the organization awarded HTFJCJimds. i t i i t d° M 2S,- © 2012 e-Clmpact.com ' '-)o: cY 11 Financial Management Complete For in C(a) and Form C(b) 4. In detail describe the Agency need for funding from: City of Iowa City In securing state funding, IITFJC is required to demonstrate direct local support, so the City of Iowa City funding allows HTFJC to accomplish this. Demonstrating local support allows IITJC to apply for stale funding that is four times the local amount. More specif cally, the City funding is combined with state funding and other funding to make the maximum amount available to affordable honssirig providers and developers in Johnsort County. In addition, 0 small proportion (zero to 15 percent) ofCity funding is usedfor administering the revolving loan,fund, which is also necessary for H71UC to sustain ih, revolving loan fund. 4a. The objective of Iowa C:ity's Consolidated Plat (a.k.a. CITY STEPS) is to promote a continuum of care within the community that includes jobs, housing and services for low -moderate income persons. "fell us how the agency (or program of the agency) addresses the goals cited in the 2011-2015 CITY STEPS Plan (www.icgov.org/actionplan, pages 91-94). The CITY STEPS identified the following housing needs as high priorities: 1) non -student renter• households up to 50% AMI; and 2) persons andfamilies at risk of being homeless; and.?) rehabilitation of owner -occupied housing units. While the applications for assistance in FYI are unlcown at this time, based on previous awards of over $2.4 million since 2004, it is likely that H"TFJC.funding will be used toward projects that address one of these goals. Just in the past year IITFJC awarded $265,000 for purchase/rehabilitation or rehabilitation of rental units, and $25,000 for rehabilitation of an owner - occupied unit. All of the units were located in Iowa Cior, and often tunes HTF.IC, taufing is used on projects that are also receiving City of Iowa Cityfunding. H'PFJC provides an additional financial resource.for projects, which may lessen the financial requesl,frum the City. 5. In detail describe the Agency need for funding from: City of Coralville In securing state funding, HTFJC is required to demonstrate direct local support, so the City of Coralville funding allows HTFJC to accomplish thus. Demonstrating local support allows 111JC to apply,for stalejunding that is four limes the Local amount. Mure specifically, the City funding is combined with state, funding and other funding to make the maximum amount available to affordable housing providers and developers in Johnson County. In addition, a small proportion (zero to 15 percent) of City funding is used, for administering the revolving loan, fend, which is also necessary for 1171'JC to sustain its revolving loan find. Since 2004, HTFJC has awarded over $2.4 million for projects located in Johnson County. Further, HTFJC may also use funds for other project initiatives or collaborations that benefit lower income residents in Johnson Counly. More specifically, HTFJC was part of the collaborative effort with the Iowa City Area Association of Realtors, which purchased a home in Coralville, whh the purpose of making some home improvements and reselling the home. The intent was to offer an of home that remained affordable post -purchase for a low-lo-moderate income household, which was possible because of the HTFJC, firrrdirag. IITFJC, funding is available for any housing providers or developers in Johnson Counly who wish to target low -to -moderate income households. The City of Coralville funding is necessary for HTFJC to maintain its level of presence and finding in the County. 6. In detail describe the Agency need for finding from: Johnson County In securing its annual sunefunding allocation, II'TbJC is required to demonstrate direct local support, so the Johnson Counly funding allows IITFJC to accomplish this. Demonstrating local ,support allows HT.JC to apply for stale fending that is four times the local amount. More specifically, the County funding is combined with state funding and other fouling to make the maximum amount available to affordable housing providers and developers in Johnson County. In addition, a small proportion (zero to 15 percent) of Counly funding is used for administering the revolving loan fund, which is also neccssaryfor I177'JC to sustain its revolving loan fund. Since it began in 2004, HTFJC has awarded over $2.4 million in,funding to projects located throughout the County. In addition, HTFJCslgff have served on several committees dedicated to solving housing issues that exist in the tonally. In the past year the Board of Supervisors dedicated $20,000 in countyfunding to a mobile home repair program, which HTFJC is administering on the county's behalf. Further, HTFJC is a sponsor of the owner -occupied home minor repair program funded by the Federal Home Loan Bank (F'HLB), which can only be utilized outside of the metro area. In support of the program, IFIT,JC board also dedicated $20, 000 of its funding in order to fill in the gaps for those who may need additional repairs to thch homes or for those who are not in the metro area but do not qualify, for the FHLB program. The Johnson County funding is necessary far HTFJC to .sustain its revolving loan fund and maintain hs level ufpresencc and assistance in the County. 11 l 1 �::3q (6 AM C.-,; (0) 2012 e-Clmpact.com rcye 4 of 91 7. If the local government funding is not available and this funding request is not approved, describe the impact of that decision on Agency and the programs I services these funds would have supported. HTFJC is eligible to apply. for state funding each year, and an application for state funding requirement is that 25 percent ofthe amount requested must be provided by local sources and combined with the stare funding for IITFJC to usefor affordable housing projects. Without that government funding, HTFJC would be required to solicit a local match from other sources, which may prove. dpfficull and/or impossible. Without the local government and state funding, HTFJC would have very IblIe, fimdbng lobe made available for affordable housing providers and developers in Johnson County, In FY12, the total arnount of local government and statefunding received was $280,882, That funding comhined with IITFJC funding allowed HTFJC to award a total of $365,800. 1f11TFJC had not received local government support and state funding, then HTFJC only would have had $85, 000 to award. Further, because most of the awards made by HTFJC are in the form of loans, the continued state and local government funding support allows HTFJC to build upon its revolving loan fund, allowing more and more dollars to be available for affordable housing improvernent or development in Johnson Count),. 8. How will local government funding help leverage other revenue for Agency? As the only cerl f ed housing tryst farnd in Johnson County, HTFJC is the only entity eligible to apply for state housing trust found dollars that may be used to address the affordable housing issues for low-ro-moderate income households in the county. In LHTF funding applications in the last four years, the local governnenl famding has helped leverage $972,952 in state funding. This is finding for which only a certified housing trust fund may apply, and according to state regulations, only one certified housing truslfaund is allowed to represent a geographic urea. As a result of the local government funding, nearly $1 million has been leveraged in four years, and that is funding that is dedicated to affordable housing providers or developers in Johnson County. In addition, because most of the HTF.JCfannding awards are loans, the leveraged finding is used again as loan repayments are made, which brings further revenue to HTFJC, which allows for even more dollars to be made available for affordable housing. 9. If other funds are currently being leveraged using Johnson County Block Grant funds, please identify the source of funding, dollar amount leveraged and the purpose of the funds (service provided). Johnson County and the cities ofIowa City and Coralvihe provided local suppot for the current application to the Iowa Finance Authority far next year's famding. The total amount of the .state dollars leveraged with that fimchng Xmas $250, 882. The purpose of the funding will he used Toward affordable housing projects that benefit low`to-moderate income households. All of the local government funding will be used toward housing projects, and 10 percent of the state finuling request will be used !award administration of the revolving loan fund. lit addition, 30 percent of the state funding will be used to benefit extremely low income households. The housing projects and households that will be provided.fviding are not loeown at this time, as applications. from affordable housing providers or developers will be accepted in 2013 fur- that funding. 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 wil measure our progress towards improving community conditions. Please provide the fallowing iraforinalion. Complete Form D and provide the Performance Measurements used (or will be used) by the Agency to measue results of services toward 2020 Vision Goals. to. Please provide specific outcomes/performance measures your organization achieved in FY 12. How are people better off because of the services you provided? In FY12; Awarded $365,800 in revolving loan funds, which would provide assistance toward the purchase, preservation or construclion of 42 housing units. While all of the funds must benefit low -to -moderate income households, a minimum of$68,000 must benefit extremely low- income households, The ,finding awards made resulted in $115, 000 being dedicated to projects Thal benefited extremely low income households, In addition, it was estimated that 19 households would be assisted using FY12 funding, bill in actuality, 42 households were assisted. HTFJC exceeded its perfornance expectations with the awards that were made in FY12. While the gffardable housing providers or developers bencfited from receiving IITFJC hndirng, because of the receipt of no -interest, low interest at forgivable Loans, the persons living in the housing units are the end beneficiaries of the funding. Ln some cases, the housing units are more of f it them to purchase because of the HTFJC famding, or the housing units are more energy efficient or more maintenance -free, because ofthe IITFJCfunding. In sane cases, the houusing is improved and provides a more safe and healthy living environment, because gfthe MEICfunding. Finally, one of the projects would not have been possible without the IITFJC famding, which provided permanent rental housing to six disabled veterans attempting to transition out of homelessness. © 2012 e-Clmpaftcam FY14 Form A Auencv Salaries & Benefits Please provide the information for employees in your agency. Ifyou do not find the position on the list, please add the position in the "other" section. You will be individually add positions in 'other" category. Please indicate if the position has paid leave, Health Insurance or Retirement by playing o "I" in the box if the position receives that benefit. Please provide The information. for employees in your agency. If you do not find the position on the list, please add the position in the "other " section . You will be individually add positions in "other "category. Please indicate ifthe position has paid leave, Health Insurance or Retirement by playing a "I " in the box if position receives that benefit, Position Paid Leave Health Ins Retiremen t Plan Average Salary. FTE (Last Year) FTE (This Year) FTE (Next "Year). F.xccuti vc Director/ President / CEO 1.00 60,000-00 1.00 1.00 1.00 Director of Operations/COO Director of Development Program Director / Manager Director of Community Intervention Assistant Teacher Administrative Assistant Advocate Assistant Coordinator 12,000.00 0.50 0.50 0.50 Assistant Director Business Manager Case Manager Clerical Staff Clinical Services Manager / Director Clinical Support Maintenance / Repair Office Assistant Program Coordinator Receptionist Services Coordinator Transportation Manager / Director Other 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Total 1 1 0 0 72,000 1.50 1 5()l 1.50 ©2012e-Clmpact.00m ,=5of 11 I-lokmill L , 7hc.t Fund nt Johnson C'( !iv t' � I f,i,F,C.) FY14 Form B - Agency Demographic Agency sumrnaty of clients served during last two years and one projected year (unduplicated client uuunl) rx a1.1 rx.ta 1-11 rx is Infonnation/Education Provided 0 0 0 Direct Services Provided 134 52 29 Total 134 52 29 Gender FY11 FY12 FY13 Male Female 2 34 20 Ethnicity FY11 FY12 FY13 Hispanic 2 1 Black 2 12 5 Caucasian Native American Asian I Pacific islander Other 37 32 10 Total 40 46 16 Age FY11 ` FY12 FY13 0-5 6-17 18-29 30-61 62-75 75+ Years Geographic Location FY11 FY12 FY13 Johnson County (Combined, unduplicated) 134 52 29 Iowa City 93 50 15 Coralville 7 0 0 North Liberty I 0 2 0 '1'1. 0 rU 1 ,, 8 A 2012e-CImpact.com I rpe ITu, [ wid %ij'< m o'uW,;.IJ�, FY14 Form C - Agency Budget Budget'1'ype Indicate ifBudgel is. .1 = nrrawry 1 -= Program Specific 3 = County Specific I Budeet Tvne 1 1.001 Agency Revenues FY11 FY12 FY13 Coratvilte Funding 15,000.00 15,000.00 15,000.00 Iowa City Funding 8,000.00 8,000.00 8,000.00 Johnson County Funding 24,000.00 24,000.00 24,000.00 UWJC Allocation UWJC Designations Grants -Federal, State, foundation 364,300.00 286,090.00 270,182.00 Membership Dues Fees for Services 198,452.00 19,462,00 48,000.00 Sales to the Public/Contracts Fundraising Events 10,000.00 10,000.00 50,000.00 Contributions/Donations (including in- kind) 20,100.00 Interest and investment Income 15,000.00 18,000.00 16,000.00 *Other 15,500.00 153,000.00 153,100.00 Total 650,252.00 533,552.00 604382.00 Expenses FYI FY12 FY13 Total Salary and Wages 63,000.00 63,000.00 75,590.00 Benefits 5,270.00 5,295.00 6,448.00 Administrative 16,708.00 20,958.00 21,958.00 Occupancy 2,400.00 2,400.00 3,600.00 Other 212,809.00 288,544.00 214,576.00 Dotal 300,187,00 380,197,00 322,172.00 Fund Balance FY11 FY12 FY13' Revenue 650,252.00 533,552.00 604,382.00 Carryover Balance From Prev Year 104,142.00 0.00 0.00 Total Operating Balance 754,394.00 533,552,00 604,382.00 Less'Total Expenses 300,187.00 380,197.00 322,172.00 © 2012 e-Clmpact.corn s le g o' 1 i.i,i 11�, d s .,. 11 ?11sty: I l(i FY14 Form C - Agency Budget Fund Balance FYII FY12 FY13- Ending Fund Balance 454,207.00 153,355.00 282,210.00 Less Restricted Balance Carryover Fund Balance 391,382.00 468,159.00 496,504.00 621825,001 -314,804.001 -214,294,001 Bd/Donor/Funder Restricted Funds FYl1 FY12 FY13 Bd/Donor/Funder Restricted Funds - please itemize 0.00 0.00 0.00 Total 0.00 0,001 0.00 In -Kind Support FY11 FY12 FY13 Services/Volunteers 31,500.00 31,500.00 31,500.00 Material Goods Space, Utilities, etc. Other Total 31,500.00 31,500.001 31,500.00 Grants FYII FY12 FY13 Grants - please itemize 0.00 0.00 0.00 Total 0.00 0.00 0.00 1 , 2 9., 9 wl GS7 9 2012 e-CImpact.com 1,C)" i 9 of 11 (I uvna�t 77ur1 ( m (i N Joh C'unl (' � i =` J( FY14 Form C - Historical Balance Sheet (As q1 Agency's,fzscal year-end) Current Assets FY10 FY11 FY12 Cash 425,104.001 96,47,001 328,248.00 Investments 666,698.00 573,394.00 277,540.00 Receivables<90 days 11,974.00 2,998.00 3,833.00 Total Current Assets 1,103,776.00 672,879.00 609,621.00 Other Assets FY10 FYII FY12 Property 0.00 0.00 R00 Equipment 5,557.00 5,341.00 5,341.00 Less Depreciation 2,629.00 3,121,00 3,829.00 Reeeivablcs>90 days 309,114.00 1,035,152.00 1,434,941.00 Other (describe): 0.00 0.00 0.00 Total Non -Current Assets 317,896.00 1,042,477.00 1,447,663.00 Total Assets 1,421,662.00 17715,356.00 2,057,284.00 Total 2,056,848.00 3,801,447A0 4,949,058.00 Current Liabilities FY10 FYI I FY12 Accounts Payable 0.00 0.00 1,002.00 Payroll Taxes Payable 2,522.00 2,035.00 2,487.00 Contracts Payable 0.00 0.00 0.00 Mortgage Payable 0,00 0.00 0,00 Total Current Liabilities 2,522.00 2,035.00 3,489.00 Total 0,00 0.00 0.00 Other Liabilities FY10 FY11 FY12 Mortgage Payable Balance 0.00 0.00 0.00 Other 0.00 0.00 40,800.00 Total Other Liabilities Total Liabilities 2,522.00 2,035.00 44,289.00 Equity (Net Worth) 1,419,140.00 1,713,321.00 2,012,995.00 Liability + Equity 1,421,662.00 11715,356,00 2,057,284.00 U", '.S1 © 2012 e-Clmpact.com ( off IC of I2 FY14 Form D: Performance Measurement Effort Quantity: #of Clients Description: How much did you do? Measure: Amount of fmading available for agencies Measure: Number of households assisted Measure: Number of households below 30%AMI Quality: Common Measures Description. How well did we do it? Measure: Percentage of project applications able to fund Measure: Percentage gfhouseholds assisted that have extremely low income Effect Quantity: #ofActivities Description: 6y type Measure: Amount offunding available for agencies Measure: Number of households assisted Measure: Number of households with income below 30%AtYII Quality:: Activity Specific Measures Description: What is difference made? Measure: % of Project applications able to fund Measure: % of households assisted that have extremely low income 11 ., ii. ,, r "'ST ©2012e-Clmpact.com , tt ,'11 ?c ,1,I"riIII v 1.4�.u.ce( f y.,.. FY14 Joint Government Application General Information Agency Name Executive Director Name Board President Requestor Phone Email Address 1725 N. Dodge Street, Iowa City, Iowa, 52245, U.S.A. Website ICCSD Family Resource Centers Marla Swesey Joan Vanden Berg (319) 688-1015 Vanden Berg.JoanCci)iccsd.kl2. ia.us http: /hvww edline net/pagesflCCSD Agency Mission Statement The mission of the Iowa City Community School District is to ensure all students will become responsible, independent learners capable ofmaking informed decisions in a democratic society as well as in the dynamic global community; this is accomplished by challenging each student with a rigorous and creative curriculum taught by a diverse, prgfessional, caning skiff and enriched through the resources and the efforts offarnilies and the entire community. Number of Years in Operation 145 Year Org Established 1867 2020 Vision Goals for the Common Good Please indicate Goal(s) that your agency supports: Income Yes Education Yes Health Yes Johnson County Rquest for Funding Johnson County: Request for Funding FY14 Total Budget (Johnson County) Johnson County: % of Total Budget 0 Iowa City Request for Funding Iowa City: Request for Funding FY14 50,000 Iowa City: Total Budget Iowa City, : % of Total Budget 0 Coralville Request for Funding Coralville: Request for Funding FY14 42,716 Coralville: Total Budget Coralville: '% of 'I otal Budget 0 I -_1' <i •P 1 r 1 :; © 2012 e-Clmpactcom enc) * , of ': I Agency information Please complete the Salaries & Benefits chart fo- entire Agency (Form A), in addition to the questions below. 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.) The Iowa City Community School District's Family Resource Center was established to address issues ofpoverty and academic failure. Poverty has increased in the ICCSD from 14% in 1995 to 33% in 2012. Children irr poverty experience numerous barriers to learning. High rates of mobility, inadequate housing, poor nutrition, inaccessible health care, lack of affordable childcare and/or preschool all impede the students' ability to succeed ire school which in turn perpetuates the cycle ofpoverty. In addition to poverty, the number of students experiencing mental hecrhh issues has increased amongJamilies ofALL income levels. In the 2011-12 school year, 1,242 students were identified as having a social -emotional issue. Students with anxiety, depression, adjustment disorders and attention issues all need additional supports to be able to come to school ready to learn. 2. List and describe the programs and / or services of the Agency that are provided to Johnson County residents that address that need. The ICCSD annually invests over eight million dollars in programs to assist students who are experiencing "barriers to learning. " School -based interventions supported with education dollars include: alternative education, additional reading and math support, guidance counselors, behavior interventionists, and instructional coaches. however, partnerships with the community are essential to address the increasingly complex social and emotional issues of our youth, The ICCSD has a long history efpartnering with community. The Family Resource Center model has been developed in partnership with the cone ntoWv to assist students andfanrilies overcome barriers to learning. The first Family Resource Center webs established in 1995, currently all 25 schools have at least a part -tune worker to providing ossislance to students and families. The mission of the Family Resource Center program is to ensure that all students come to school ready to learn. This is accomplished by services which encourage a strong home -school partnership. Through the Family Resource Center the following activities are provided to address the 3 priority areas: Income: • Assistance with enrolling in the free and reduced hunch program • Rack Pack program /,food distribution (in four ehanentary schools) • Clothing distribution • Support with transportation • Support the Earned Income Tax Credit outreach program • Assistance with technology to bridge the "digital divide - • Referral to community resources for emergency shelter, subsidized housing, utility assistance, food, employment opportunities, child cure. Health: • Assistance with accessing health insurance - Medicaid, hawk-1 • Assistance with accessing the Healthy Kids Community Care school based health clinic • Referral to the Free Medical Clinic • Coordinate school -based mental health services provided by Family .Systems & Four Oaks • Referral to community resources to address mental health and substance abuse issues • Liaison between sludenis, families, school stgffand community based mental health providers Education: • Aclivities to support student connection to .school and sarong attendance. • Education, counseling and support to parents to encourage active involvement in their children's education. • Promote strong home -school couenunicalion helping educators understand family issues, and parents to understand school practices. t r ,i 2` I 11 f;Sl © 2012 e-Olmpactcom 1 ,;c 2 u' 11 Client information Please complete Client Demographic (Form B) in addition to the questions) below. 3. Provide a succinct, specific description of your primary target populations(s). Describe clients as a group in terms of their needs, requirements, and strengths. Our programs primarily serve students and their families who are experiencing barriers to learning, as evidenced by: • Poor attendance • Behavior issues • Failing grades • Lucri of Feud and rauih proficiency Each student and family has unique needs and requires an individualized ptan. Whether the plan is addressing an academic concern or a social -emotional issue, it inu.si start with identilving the student's strengths. Involvement of the .student and parent in the planning process is essential. Our programming needs to be flexible to meet the diverse needs of our student population. Financial Management Complete Form C(a) and Form C(b) 4. In detail describe the Agency need for funding from: City of Iowa City Through a combination of district SILO.funding, di-opoul prevenlionfunding and the federal Snfe Schools Healthy Students grant, the ICCSD has established a district -wide system ofsuppori fir students and families with social -emotional issues. Each of the district's 25 buildings has at least apart -time Family Resource Center position. With grantfimds the ICCSD has been able to provide services to more Iowa City students. In addition to the five high poverty schools in Iowa City (Tivain, Wood, Lucas, Mann, and Roosevelt) that had already established Family Resource Center programs, the grant fsnded part-time positions at the other six additional elementary schools that Iowa City students attend (Longfellow, Hoover, Lemine, Lincoln, Weber, Horn and Shimek); a 0,8 P'TEpwitlon at South Last Junior High and fidl-time positions at City & West High Schools, The Safe Schools Health Students grant will expire June 30, 2013, Funding for the positions at City and West High have been secured, butfunding for other additional positions has not. Ifadditioaral f.mding aanrtot be secured, .services to Iowa City students will be significantly reduced. The Balmy and benefiz,r fir the Family Resource Center staffserving Iowa City students is $585,709, not including the high school positions. The ICCSD would like to invite the City of7owa City to partner with us to support the Family Resource Center program, by providing one fdl--time position to .support the programs at Wood, Tivain and South East. The City of Iowa City has becna a strong supporter of the program by providing CDBG dollars for the Grant Wood addition, but to date has not provided funding for operating costs for- the program. However•, the City of North Liberty, the City of Coralville, and the City, if Hills have all provided funding to the Family Resource Center partnership. having the City q/ Iowa City as a partner will not only help sustain valuable services, but will also enhance the communication between the ICCSD and the City of luwa City so that resources can be best aligned to support the City of Iowa Ciiy's priorities ideated in the Consolidated plan. 4a. The objective of Iowa City's Consolidated Plan ('a.k.a. CITY STEPS) is to promote a continuum of care within the community that includes jobs, housing and services for low -moderate income persons. Tell us how the agency (or program of the agency) addresses the goals cited in the 2011-2015 CITY STEPS Plan (www.icgov.org/actionplan, pages 91-94), On in 92 of the CUTY STEPS plan states r "Public service activities that focus on crime prevention and awareness, childcare, youthservices, life skillsfinancial literacy, substance abuse, mental health and employment training are high priorities. " As indicated in our progrmn description, the ICCSD Family Resource Center addresses several priority areas of Iowa City Consoldiated Plan, particularly youth services, child care, and accessible mental health and substance abuse supports. Additionally on P.93, for prevention and outreach activities, the plan states: "Assist low-income. households in maintaining and retaining thier existing housing. " The ICCSD Family Resource Center Program fits perfectly in the strategy of expanding in -home .supportsyslems, particularly in our schools with high numbers of homeless or near homeless families. 1 2 91 40 1 1 AU CST © 2012 e-Clmpact.com C ie 3 o('I t 5. In detail describe the Agency need for funding from: City of Coralville In 2004 the Coralville Family Resource Center was established. The equivalent ofone full-time position was hired io provide services to ftmilies attending Coralville Central and Kirkwood Elementar-yschools. Funding for the position was split three ways: one third from the ICCSD; one third fi-om Johnson County and one Chiral from the City of Coralville. Over the past eight years, the ICCSD & the City of Coralville both allocated additional funds so that Coralville Central and Kirlcwoodcould each have afiell-time position. Thenuinher-of.servicesprovided expanded and morefamilies received assistance. In 2008 the ICCSD received o federal Safe Schools Healthy Students grant which was written to establish a district -wide system ofsuppori for students with social -emotional issues, including at least apart -lime Family Resource Center position in each of the district's 25 buildings. With grant, funds the ICCSD has been able to provide services to more Coralville students and, families,, funding a 0,33 FTF, position at Wickham. a 0.8 FTE position at Northwest Junior High and afull-time position at West High. The Safe Schools Health Students grant will expire June 30. 2013, Funding fur the position at West High has been secured, but funding jor otherpositions has not. If additional, funding cannot be secured, staff from Coralville Central and Kirkwood will need to provide services to additional buildings, decreasing the level of service and the number of Curalve7cfarnilies served. Currently the ICCSD provides.fundingfur seventy jive percent ojthe Coralville Central and Kirlovood positions, and all of the fundaigfor the .33 position at Wickham. Increasing Coralville', contribution by a 0.5 FTE will help ensure the ,same level ofservice fm' Coralville students and.families. 6. In detail describe the Agency need for funding from: Johnson County 7. If the local government funding is not available and this funding request is not approved, describe the impact of that decision on Agency and the programs i services these funds would have supported. Ifadditional funding cannot he secured, services to luwa City students and families in both Coralville and Iowa City will be significantly reduced. Tire cost of the lPamily Resource Centerprograrai exceeds the .$300, 000 annual allotrnent available through SILO. Dropout prevention funding has a numher of State of Iowa regulations which limits the ICCSD's. lexibility on who can be served and is best .rutted to serving the high school population. 8. How will local government funding help leverage other revenue for Agency? The ICCSD was successful with our Safe Schools Healthy Students application because we could demonstrate strong local support from our comrnuniry parmcrs. Over the. past five years, this federal grant has brought in over five million dollars to our coninnuoly. l'he ICCSD will continue to .search, for new, federal and state grants, having local support has always strengthened our grant applications. 9. If other funds are currently being leveraged using Johnson County Block Grant funds, please identify the source of funding, dollar amount leveraged and the purpose of the funds (service provided). I6 ., ,., `r` ©2012e-Cimpact.com Agency Accomplishments The Uniled Way and Local Governments work towards making our community a better place to live. Through gc 2020 Vision Goalsfor the Common Good, we wit measure our progress towards improving community conditions. Please. provide the following information: Complete Form D and provide the Performance Measurements used (or will be used) by the Agency 10 measue results of services toward 2020 Vision Goals. 10. Please provide specific outcomes/performance measures your organization achieved in FY 12. How are people horror off horonea of thr enrv:one von n v:dnd9 --- ..._..___..... Despite the increasing rate ofpoverty in the district, the number oirs7udents dropping out of our schools has decreased. Our of dropout number for the 2009-2010 year was 1 it students which is the lowest dropout rate in among the urban districts in Iowa. For 2010 - 2011 the number decreased to 102 students, The official count, for 2011-2012 has not yet been completed, but preliminary results would indicate that our dropout rates will again be very low. Though we haven't completed any scientific research, it appears that the array of Learning Supports programming that we have established has been effective in helping students succeed in school. The ICCSD had been working to develop an evaluation system to measure the progress made for• sttdents participating in The Family Resource CeWcrprogram, as well as other interventions. We are measuring the following changes ir'i behavior or condition, Number of students involved with, juvenile court who do not re -offend % ofstudents who improve their attendance Yo ofstudents who reduce office referrals Ole ofsonlent who reduce the number of suspensions that they receive % ofsecondary students who improve their- GPA of secondary students who receive no 1, grades % Of elementary students Who are proficient on the DIBELs assessment Data that was gathered and analyzedfor 2011-2012 war inconclusive and we recognize that more work is needed to make our data collection and analysis more sophisticated. Grantwood AEA has developed a new database within the 1CCSD's data managgementsystetn, Powerschoot, which will allow us to gather more accurate data, including the freguenev count and the duration of the service. We look f n-ward to analyzing the data that can be pulled from the new system, and would welcome any supportfr-om community partners to do further research. Listed below are quotes fr orn Family Resource Center.staff. Coralville Central - There are several stories to share that are on a continuum of sticcess with students and theirfarnilies. Most o1 bl?un are relative to the overall services a firmily resource person can provide, referrals to community agencies, food pantry, school supplies, gaiesGon about the school systems, etc. Othersfocw on homeless services, like transportation, so the .student can make it to school. All of these are important and successful in their own way. The most successf nl stories for me are the ones where the mothers tellyou how march you have helped there, how nice and comforting 1 made then feel. Or the smiles and hugs Iget when. families meet me in the hallway. Or the heartfelt tears as mothers talk about their life struggles. We were given the chance to know each other and beconne partners. The connections and building relationships With the.farnilies arnd students are the nnost successful stories to rye. 1 think that the jamilie.s' k nowledge that there is someone who will genuinely advocate.for them and support their children is also succeysful. SEJH - Worked intensely with a mule student and single atom (Spanish language only) in person on weekends with translator to connect student to psychiatry, general practice physician, .summer progranss, after school tutoring (to begin next year). Additionallty suggested she apply for free and reduced lunch and qualified fo- reduced, provided transportation for dentist, registration and transportation for nimmer school and successfilly assisted the schoot principal in communicating specific school rides to strident when he was notfollowing them. The student's referrals went down, grades inched up and mom is much more cormecteelto school and better understands what's happening with her son. ©2012e-Clmpact.com E tr,; , ,i 1 11 [i(',1)1 w leers Ih1r, FY14 Form Agency Salaries & Benefits Please provide the inforrnation.for employees in your agency. Ifyox do notfind the position on the list, please add the position in the 'other" section, You will be individually add positions in "other" category. Please indicate if the position has paid leave, Health Insurance or Retirement by playing a "I" in the box if the position receives that benefit. Please provide the information for employees in your agencyIf . .Irou do notfind the position on the list, please add the position in the "other" section. You will be individually add positions in "other" category. Please indicate i/ the position has paid leave, Health Insurance or Retirement by playing a "I " in the box if the position receives that benefit. Position - Paid Leave IIealtb Ins Retiremen tPlan ' Average Salary. FTE (Last Year) FTE (This Year) FTE (Next 'Year) Executive Director / President / CEO Director of Operations/COO Director of Development Program Director / Manager Director of Community Intervention Assistant Teacher Administrative Assistant Advocate Assistant Coordinator Ass'isianf Director Business Manager Case Manager 1.00 1.00 1.00 37,749.00 17.00 17.00 17.00 Clerical staff Clinical Services Manager / Director Clinical Support 1.00 1.00 1.00 27,855.00 0.50 0.50 0.50 Maintenance / Repair Office Assistant Program Coordinator Receptionist Services Coordinator Tran sportali on Manager / Director *Other 0.00 0,00 0.00 0.00 0,00 0.00 0.00 Total 2 2 2 65,604 17,50 1750 17 50 11i .,')4140 1 •nPi 02012e-Clmpact.com Pw6o ;1 It r �I atnily I<.rcd ( ewers FY14 Form B - Agency Demographic Agency summary of clients served during last tivo years and one projected year (unduplicated client count) NY 1L. 1Y12 FY 13 information/Education Provided 12,017 12,454 Direct Services Provided 2,037 2,109 2,387 Total 14,054 14,563 2,387 Gender FY11 FY12 FY13 Male Female Ethnicity FYI FY12 FY13 Hispanic Black Caucasian Native American Asian Pacific Islander Other Total 0 0 0 Age FY11 FY12 FY13 0-5 6-17 2,037 2,109 2,387 18-29 30-61 62-75 75+ Years Geographic Location FYII FY12 FY13 Johnson County (Combined, unduplicated) 2,037 2,109 2,387 Iowa City 1,407 1,426 1,658 Coralville 358 339 411 North Liberty 1 272 279 318 YI z.,?o` 1 2012e-Clmpactcom ",1r;7c�1� 1C t �I, i a^2�,a F'Y14 Fonn C - Agency Budget Budget Type Indicate if Budget is: 2 = Program Speck Agency Revenues FY11 FY12 FY13 Coralville Funding 19,000.00 19,000.00 19,000.00 Iowa City Funding 0.00 .Johnson County Funding 0.00 UWJC Allocation UWJC Designations Grants -Federal, State, Foundation 465,435.00 440,589,00 262,956.00 Membership Dues Fees for Services Sales to the Public/Contracts Fundraising Events Contributions/Donations (including in - kind) Interest and Investment Income *Other 290,109.00 410,13100 570,471.00 Total 774,544.00 869,720.00 852,427.00 Expanses FY11 FY12 FY13 Total Salary and Wages 461,914.00 563,075.00 500,178.00 Benefits 104,630.00 123,491.00 172,349.00 Administrative Occupancy Other 208,000, 00 183,154.00 179,900.00 Total 1 774,544,00 869,720.00 852,427.00 Fund Balance lilyi FY12 FY13 Revenue 774,544.00 869,720.00 852,427.00 Carryover Balance From Prev Year 0.00 0.00 'Total Operating Balance 774,544.00 869,720.00 852,427.00 Less Total Fxpenses 774,544.00 869,720.00 852,427.00 I ' 9,10 17 tV CST 0 2012 e-Clmpactcom i r,,ui 1I of 1, FYI Form C - Agency Budget Fund Balance FYIl FY12 FY13 Ending Fund Balance 0.00 0,00 0.00 Less Restricted Balance o.001 Carryover Fund Balance 0.001 0,001 Bd/Donor/Funder Restricted Funds FY]I FY12 FY13 Bd/Donor/Funder Restricted Funds - please itemize 0.00 0.00 0.00 'Total 0.00 0.00 0.00 In -Kind Support FYI] FY12 FY13 Services/Volunteers 40,000.00 40,000.00 40,000.00 Material Goods 20,000.00 40,000.00 40,000.00 Space, Utilities, etc. 25,000.00 25,000.00 25,000.00 Other Total 85,000,00 105,000,00 105,000,00 Grants FYI] FY12 FY13 *Grants -please itemize 465,435.00 440,589.00 262,956.00 Marra K-12 grant 25, 056.00 25, 056.00 25,056 00 Federal SSHS 382,379.00 357,533.00 179,900.00 City of Hills 8,000.00 8,000.00 8,000.00 City afNorth Liberty 50,000.00 50,000.00 50,000.00' 'Total 465,435.00 440,589.00 262,956.00 II LV�012 E7rp `M Oc2012e-Cimpact.com FY14 Form C - Historical Balance Sheet (As ofdgency's fiscal year-end) Current Assets FY10 FYII FY12 Cash O.Ool 0.001 0.00 Investments 0.00 0.00 0.00 Receivables<90 days 0.00 0.00 0.00 Total Current Assets 0.00 0.00 0,00 Other Assets FY10 FY11 FY12 Property 0.00 0.00 0.00 Equipment 0.00 0.00 0.00 Less Depreciation 0.00 0.00 0.00 Receivables>90 days 0.00 0.00 0.00 Other (describe): 0,001 0.001 0.00 Total Non -Current Assets 0.00 0.00 0.00 Total Assets 0.00 0.00 0.00 Total 0.00 0.00 0.00 Current Liabilities FY10 FYI1 FY12 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 0.00 0.00 0.00 Total Current Liabilities 0.001 omj 0.00 Total 0.00 0.00 000 Other Liabilities FYIO FY1I FY12 Mortgage Payable Balance 0.00 0.00 0.00 Other 0.00 0.00 0.00 Total Other Liabilities 0.00 0.00 0.00 Total Liabilities Equity (Net Worth) Liability + Equity 0.00 0.00 0.00 #i i i; r © 2012 e-Clmpact.com � ,� . 10 !<_ i �,r a;,,,7i1 < :v,.i rcr, i'rnt:,�,s Ir cnril .. ,au:.zt t r r t •• xrin: FY14 Form D: Performance Measurement Effort Quality: Cornnzon Measures Description: How, well did we do it? Measure: Percent ofparents who report theirsatisfrcation wiith the FRCprogram Percent ofschool siaffwho report their satisfaction with the FRC program Percent ofhomeless families who are processed for enrollment, freelyeduced lunch and transportation services within 24 hours Measure: Percent ofstudents who improve their attendance Percent ofsludent who reduce office referrals Percent ofstudents who reduce the number ofsuspensions received Percent ofsecondary students who improve their CPA Percent ofsecondary students who receive no Fs Precent of elemenlary student who are proficient no the DIBELs assessment I 1 9) 0 .i f �,T © 2012 e-rImpact.com >>,xt r 0 of 11 knr (i`a1'rc, ,I�dICalC I. I)ick:a. ua Y-cr1),r,w tBari.: FY14 Joint Government Application General Information Agency Name Iowa City Free Medical Clinic/Dick Parrott Free Dental Clinic Executive Director Name Barbara Vinograde Board President Gruharn Dameron Requestor Barbara Vinograde Phone (.319) 337-4459 Email bvinograde ir) reemedicalalinic.oig Address 2440 Towncrest Drive, Iowa City, Iowa, 52240, US.A. Website www.freemedicalclinic.org Agency Mission Statement The Iowa City Free Medical and Dental Clinic is a private nanprgfit corporation, providing health care to the under -served in.1ohn,son County by eliminaiingfinancial, social and language barriers whenever possible. Number of Years in Operation 41 Year Org Established 1971 2020 Vision Goals for the Common Good Please indicate Goal(s) that your agency supports: Income Yes Education Yes Health Yes Johnson County Rquest for Funding Johnson Comity: Request for Funding FY14 110,000 Total Budget (Johnson County) 410,650 Johnson County; % of Total Budget 26.79 Iowa City Request for Funding Iowa City: Request for Funding FY14 10,000 Iowa City: 'Total Budget 410,650 Iowa City: % of Total Budget 2.44 Coralville Request for Funding Coralville: Request for Funding FY14 5,000 Coralville: Total Budget 410,650 Coralville: % of Total Budget 1.22 1 „... <I l' c s" © 2012 e-Clmpactcam 1 of 1, Agency Information Please complete the Salaries & Benefits chart for entire Agency (Form A), in addition to the questions below. 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.) the Free Clinic's mission, to provide the widest scope of medical services possible to the uninsured and underinsured in Johnson County, remains strong and relevant. Clinic staff and volunteers assist high numbers of patients for treatment of acute and chronic diseases. Access to affordable health care remains not only a national but a local challenge, as documented in the 2011-2015 City Steps and in Johnson County's 2012 Health Improvement Plan. According to the U.S. Census Bureaur's Wrest recent Srnaii Area Ilealtir insuuzmce estimates 1�0i v"), 10.7io of Iowans and 9. o b gfJuhnson County residents under the age of 65 are uninsured. Of the three 2020 Vision Goals for the Common Good the Free Medical Clime first and foremost supports the goal of heakda, and access to of care. But the goals ofeducalion and income are also significant to our mission, our volunteers, and our patients. Patient education is an hnportant component in every palient interaction. While the Free Clinic is not primarily an educationalfacility, we ivnrlc with many community voiamteers, including rrtedical.studerus from the University gflowa Carver College of Medicine. The Free Clinic serves as a site for UII1CFamily Practice residents to see patients, as well as a .site frd o.stuerut interiislaips in Nursing and Public Health. All of our volunteers and students comefizce-to face with the challenges ow- clients encounter in regard to access to care. The Vision Goal of income plays a part in our mission. Access to needed health cure impacts all people's ability to search for employment and generate income. Just over 50% of our patients are employed, but marry in low wage positions with no benefits. According to the City of Iowa City's 2012 Area Median Income Guideleines, 71 % ql Free Clinic patients seen during fiscal year 2012 had incomes that fell below or at poverty level. For the uninsured in on?- community, the Free Clinic serves as an option to the high cost and misuse of the Emergency Rooms at University allows Hospitals and Clinics and Mercy hospital. We anticipate the number of uninsured people seeking Clinic services to remain high, and funding for these services will remain a priority. 2. List and describe the programs and / or services of the Agency that are provided to Johnson County residents that address that need. The Free Medical and Dental Clinic is on ambulatory medical clinic. During six weekly clinics, patients are of the widest scope of services possible for acute and chronic illnesses. Case management, medications and laboratory services are available on site. Radiology procedm-es are available at Mercy hospital mid Steindler Orthopedic Clinic. Appoinanents with specialists are available at the Clinic; speciality clinics include Dermatology, Ophthalmology, Podiatry, Neurology, Orthopedics, Gynecology, EMT and Physical Therapy. Clinic dental services include exams, xrays, fillings, limited extractions, hygiene, and Iowa Care referrals for more extensive needs. Clinic staff work with representatives from other local agencies, including Hope !louse, Shelter House, MECCA and Johnson County Public Health, to address health needs of their clients. Clinic staffwork with the healthy Kids Clinic, to provide needed laboratory testing and oeeasaumal specialty care. DYe continue to offer Mercy Night at the Free Clinic. Free Clinic staff'work with Ob/Gyn Associates in Coralville, to provide needed gynecologic services for ourpatients. Patients approvedfor Iowa Care but waiting, for an appointment, receive care at the Free Clinic; out- Case Manager works with the Iowa Care nrnse case managers to expedite appointment times for patients with more emergent medical needs. Through voucherprogrant.s, furearicial assistance i.s availahle for patients to purchase eyeglasses, hearing aids, medications and medical supplies. 1 i ,v 1, ,:+t W„ ;Y 02012 e-Clmpactcom P •, P Client Information Please complete Client Demographic (Form B) in addition to the quesoon(s) below. 3. Provide a succinct, specific description of your primary target populations(s). Describe clients as a group in terns of their needs, requirements, and strengths. The Clinic's target population are the uninsured and under -insured in Johnson and surrounding counties. In fiscal year 2012, 82% of clinic clients were uninsured and 15% were underinsured. Approxin aWy 80% ofciients seen at the Clinic in fiscal year 2012 were fi^om Johnson County. Farienis using Clinic services also came,f-om surrounding counties, including Muscatine, Washington, Iowa and Cedar. Just over 50%were employed, but primarily at low -wage jobs and with no insurance benefits. Patients use the Free Clinic to receive joh physicals needed. for employment, 67job physicals were provided in fiscal year 2012. According to the City of Iowa City's 2012 Area Median Income Guidelines, 71 % of Free Clinic patients seen during this period had incomes that fell below or at poverty level. 31 % ofFree Clinic patients identified as Hispanic, 17% identified as Black African American; 4% as Asian, and 9% as multi -racial. Free Clinic patients speak many, languages other than English, the most common being Spanish. Three ofour stall'speak fluent Spanish and many volanteer interpreteros assist cis needed. Increased numhers of uninsured patients with chronic diseases, specifically diabetes and hypertension, seek 1%rce Clinic services. Four of our six weekly clinics target patients with chronic diseases. In fiscal year 2012, we served 475 people with diabetes and/or hypertension, for a total of 1,188 clinic visits, Due to the large numbers ofpatients with chronic diseases in need of our services, we currently have a waiting list of 6 to 8 weeks for new patients to establish cure. In fiscal year 2012, there was a decrease in the inunhers o/'clients seen and the number of clinic visits. This was due in part to an increase in the nwnbers ofpatients presenting with more complex, chronic problems. These visits required more attention and more examiner time. Also of note is Ihe.faci that Shelter House residents have long used the Free Clinic as their medical home. Thispast year, residents were primarily seen in the Sheller's new on -site nurse -managed clinic. Financial Management Complete Form C(a) and Form C(b) 4. In detail describe the Agency need for funding from: City of Iowa City During fiscal year 2012, 1,300 people from Iowa City received services for acute and chronic medical concerns at the Free Clinic. Funding from the City of lour City contributes to the. Clinics operating costs, including .rtaff'salaries. In turn, Clinic staff work with community put oters to leverage hundreds of thousand ofdollars of in -kind services to more than 2,500 people annually. City funding is linked to all our programs and services, and is directly related to the numbers of patients we see and the services ive offer. 4a. The objective of Iowa City's Consolidated Plan (a.k.a. CITY STEPS) is to promote a continuum of care within the community that includes jobs, housing and services for low -moderate income persons. Tell us how the agency (or program of the agency) addresses the goals cited in the 2011-2015 CITY STEPS Plan (www.icgov.org/actionplan', pages 91-94). Access to health care was identified as apt iorityfor special needs populations in Iowa City's CITY STEPS, and the Free Clinic meets the nedical needs ofhundreds ofuninsured people in our community. 71 % of Free Clinic patients .seen during FY 2012 had incomes Ihat fell below oral poverty level. The Clinic makes medical care accessible to our patients, and increasingly serves as a medical home for many in our community. 5. In detail describe the Agency need for funding from: City of Coralville Last fiscal year, 300 people from Coralville received Free Clinic ,services. These residents received medical services for both acute and chronic diseases, including laboratory testing; medications and case management. Fundingfrom Coralville, like all local funding, is directly related to the numbers ofpatients we can serve, and the services we can offer. Coralville funding contributes to clinic operating costs, and all our programs and services are linked to This fnhnding, Wal funding from the City of Coralville, Clinic staff leverage hundreds of thousands of dollars of in -kind services far over 2,500 people annually. it t"J=1, hs /ET 02012e-Clmpact.com Flo •,;§c.=1;, 6. In detail describe the Agency need for funding from: Johnson County The Free Medical and Dental Clinic relies heavily on local ,luriding from Johnson County for operating costs, including suf(salarin, liability insurance, utilities and mortgage payments. All Clinic programs crud services are linked to this funding. With Johnson County Jiunding, Free Clinic staff leverage hundreds of thousands of dollars of in -kind services to provide medical assistancefor over 2,500 patients annually; 80% of these patients live in Johnson County. 7. If the local government 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. Without local funding, the numbers of uninsured people with acute and chronic diseases served at the Clinic would decrease sign ifrcantly. Not only will the numbers of appointments decrease, but the prognosis for the health of the uninsured in our community will be signifrcantly and adversely affected. Local funding directly impacts the successful operation of the Free Clinic. Without this, funding, the Clinic would eventually close. 8. How will local government funding help leverage other revenue for Agency? Staff salarics are dependent on local funding, and Free Clinic staff leverage significant in -kind services through community partnerships far our patients, Our Volunteer Coordinator recruits, ,schedules and orients approximately 250 volunteers. Physicians, dentists, nurses, nurse practitioners, physician assistants, lab technicians andpharmacists provide thousands oj'dollars of in -kind services at the Free Clinic, Our Case Manager serves as a liaison with many local organizations, to provide many in -kind services to our patients. These include laboratory services through University of Iowa Hospitals and Clinics, rnedication.s from Mercy Hospital, and radiology procedures through Mercy and Sleindler Orthopedic Clinics. Our Pharmacy Assistant coordinates the Clinics Medication Assistance Program. Iler work with pharamaceutical companies provides patients with tens of thousands of dollars of needed medications. 144 patients currently receive medications through this program; many receive mcaficationsfrorn nauhiple pharmaceutical companie). A 2010 research study conducted by a student at the University of Iowa, with supervision from our staff nurse, found concrete evidence gfour successful leverage for other revenue. Their study, a detailed analysis of the care provided at the Clinic and the corresponding cost of care in the current market, found that the Free Clinic provides $5 worth of services for every $1 we receive. Theirstudy found that apatient at the Free Clinic receives on average $160 worth ofservlces per visit. 9. If other funds are currently being leveraged using Johnson County Block Grant funds, please identify the source of funding, dollar amount leveraged and the purpose of the funds (service provided). HIV counseling and testing is available at the Free Clinic through Johnson County Grant finding. Appointments are available on Monday unit Thursday evenings. Clients receiving Hli/services are also screenedfor Hepatitis AIB irnmuni=ion eligibility, the immunization series is also available at the Free Clinic, 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 wil measure our progress towards improving community conditions. Please provide the following information: Complete Form D and provide the Performance Measurements used (or will be used) by the Agency to measue results of services toward 2020 Vision Goals, 10. Please provide specific outcomes/performance measures your organization achieved in FY 12. How are people better off because of the services you provided? F'MC WILL PROVIDE CASE MANAGEMENT .SERVICES FOR PATIENTS WITH CHRONIC ILLNESSES. * During FY 12, 475 people with diabetes and/or hypertension received services at the Free Clinic. * 90 percent ofpatimas with diabetes and/or hypertension seen during this period had access to dietary iraforvnation and educational materials at appointments with Their prhnary physician. * 100 percent ofpcnients with diabetes had access to a flu vaccine at the Clinic. + 90 percent ofpahents with a chronic disease diagnosis requiring lipid panel screening and/or IIbAl c sareening,for optimum care were scheduled for and/or received testing. Patients were provided with information about how to buy low-cost glucorneters and strips. Patients received diabetic supplies as available. FMC WILL PROVIDE SPECIALI7E'D, LIMITED HEALTH AND ANCILLARY SERVICES TO ELIGIBLE PATIENTS * Through Mercy Hospital, The Free Clinic provided 19 screening mammograms, 12 breast ultrasounds, and 17 diagnostic mammograms for our patients. * There were 293 clinic visits for dental services during FY 2012, Services included dental hygiene, fillings, extractions and referrals for• more complex care. * Vouchers written during FY2012 included 80 for assistance with medication costs, 87for the pin -chase ofeyeglasses, 4 for assistance with the cost of hearing aide, and 10 to assist children with medical costs. 2 9 41 i 1, 51 © 2012 e-Clmpactcom p,,�.�'i of 1; Q2012 e-Clm pact com Icss I ip t I.nti" Iiit mw, FY14 Form A Aaenev Salaries & Benefits Please provide the drzfurmation for employees in your agency. Tfyou do not find the position on the list, please add the position in the "other" section. You will be individuapy add positions in 'other" category. Please indicate if the position has paid leave, Health Insurance or Retirement by playing a "I" in the box if the position receives that benefit. Please provide the inforrnation, for employees in your agency. /f you do not find the position on the list, please add the position in the 'other" section. You will be individually add positions in 'other"category. Please indicate if the position has paid leave, Health Insurance or Retirement by playing a "I" in the box iJ7he position receives that benefit. Position Paid Leave Health Ins Reviremen `' tPlan. Average Salary FTE (Last Year) PTE (This Year)t i'TE (Next .Year) Executive Director/ President / CEO 1,00 1,00 50,000.00 0,06 1.00 1.00 Director of Operations /COO Director of Development Program Director! Manager Director of Community Intervention Assistant Teacher Administrative Assistant Advocate Assistant Coordinator Assistant Director Business Manager Case Manager 1.00 1.00 35,924.00 1,00 1,00 1.00 Clerical Staff Clinical Services Manager / Director Clinical Support Maintenance / Repair Office Assistant Program Coordinator Receptionist Services Coordinator Transportation Manager / Director "Other 0.00 2.50 2,50 146,801,00 3.95 4,27 4.27 h'olunteerl0mic Coordinator 1.00 1.00 28,704.00 1.00 1.00 1.00 Office Manager 1.00 1.00 23,109.00 7.00 1.00 1.00 [Medical Director 38,950.00 0.40 0.40 0.40 Chnicdssistant 0.50 0.50 11,775,00 0.50 0.50 0,50 92012 e-Clmpactcom l,o� Q. ,I 13 FY14 Form A Auencv Salaries & Benefits Please provide the information for employees in your agency. If you do not find the position on the list, please add the position in the "other" section. You will be individually add positions in 'other" category. Please indicate if the-poshion has paid leave, Health Irourance or Retirement by playing a "I" in the box if the position receives that benelh, P[tS,•%%[1f1 : PoW Leave 14.E lfh me -- t Plan A..r.J 4alary FTF,11,q Year)] k FF LThic Year) . F+TF I-Ney Year) StoffMase 17,597.00 0.50 0.50 0,50 Ph"I mar); Assistant 5,382.00 0.13 0.13 0.13 Physician Assistant 4,202.00 0.10 0.10 0.10 Dental Assistant 2,691.00 0.13 0.13 0.13 DentalAssistam 2,691.00 0,13 0.13 0.13 Bookkeeper 11,700.00 0,06 0.38' 0.38 Total 0 4,50 4,50 232,725 5,01 6.27 6.27 9)2012e-Clmpact.com /oi°;3 i ( sto i t `7 xhral L i z! )wk Prot F -, Dry i;d ( h;rC FY14 Form B - Agency Demographic Agency summary oj'clients served during last lwo years and one projected year (unduplicated client count) AY if I+Y 121 FY 13 Information/Education Provided Direct Services Provided 2,491 2,303 2,400 Total 2,491 2,303 2,400 Gcndcr FY11- FY12 FY13 Malc 1,188 1,125 1,175 Female 1,303 1,178 1,225 Ethnicity FYll FY12 FY13 Hispanic 717 715 750 Black 433 397 415 Caucasian 1,119 856 900 Native American 13 0 Asian 84 84 85 Pacific Islander 0 0 Other 125 251 250 Total 2,491 2,303 2,400 Age FYI FY12 FY13 0-5 19 12 10 6-17 77 31 40 18-29 705 657 700 30-61 1,495 1,414 1,500 62-75 185 178 140 75-1 Years 10 1 I 10 Geographic Location FY11 FY12 FY13 Johnson County (Combined, unduplicated) 1,979 1,796 1,800 Iowa City 1,459 1,300 1,350 Coralville 318 300 325 North Liberty 94 97 105 +? �„ �, h , (:I ; (gT © 2012 e-Cimpact.com t; of 13 FY14 Form C - Agency Budget BudgetType Indicate ifBudget isr 1 = Anomry 7 nv�! 2 Program Specific 3 = C uuwy Specific Bud net Tvne 1 1.00 Agency Revenues FY11 FY12 FY13 Coralville Funding 2,000.00 2,000.00 2,000.00 Iowa City Funding 7,500.00 7,500.00 7,500.00 Johnson County Funding 109,750.00 109,750.00 109,750.00 UWJC Allocation 110,000.00 110,000.00 110,000.00 UWJC Designations 12,000.00 12,000.00 12,000.00 Grants -Federal, State, Foundation 78,010.00 48,900.00 48,000.00 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 58,200.00 59,200.00 57,889.00 Contributions/Donations (including in- kind) 1,277,310.00 1,363,500.00 1,363,500.00 Interest and Investment Income 4,000.00 2,000.00 2,000.00 *Other 4,200.00 6,500.00 6,500.00 Total 1,661970.00 1,7212350,00 1,719,119.00 Expenses FY11 FY12 FY13 Total Salary and Wages 274,906.00 280,851.00 283,278.00 Benciits 53,793.00 51,127.00 55,436,00 Administrative 28,950.00 35,475.00 34,125.00 Occupancy 34,620.00 19,800.00 19,768.00 Other 84,918.00 37,068.00 37,068.00 Total 477,187.00 424,321.00 429,675.00 Fund Balance FY11 FY12 FY13 Revenue 454,660.00 421,350.00 419,139.00 Carryover Balance From Prey Year 1,779.00 -20,748.00 -23,719.00 Total Operating Balance 456,439.00 400,602.00 395,420.00 Less Total Expenses 477,187.00 424,321.00 429,675.00 9i ' .�.� "9.-1 Aw ,. ©2012e-Clmpact.com ,te9 o''3 (uA,ai Q .[4 I-n ir:u (: pie,'. ol i ::,c I FYI Form C - Agency Budget Fund Balance FY11 FY12 FY13 Ending Fund Balance -20,748,00 -23,719.00 -34,255,00 Less Restricted Balance 0.00 0,00 0.00 Carryover Fund Balance -20,749.00 -23,719.00 -34,255,001 Bd/Donor/Funder Restricted Funds FYI FY12 FY13 *Bd/Donor/Funder Restricted Funds - please itemize 126,890,00 120,000.00 120,000.00 Board Reserved Funds 126,890.00 120,000.00 120,000.00 Total 126,890.00 120:000.00 120,000.00 In -Kind Support FY11 FY12 FY13 Services/Volunteers 288,310.00 300,000.00 300,000.00 Material Goods 920,000.00 1,000,000.00 1,000,000.00 Space, Utilities, etc. Other Total 1,208,310.00 1,300,000,00 1,300,000.00 Grants FYI FY12 FY13 *Grants - please itemize 78,010.00 48,900.00 48,000.00 Mercy Hospital 15,500.00 15,500.00 15,500.00 CDBG-City of Iowa City 45, 610.00 15, 000.00 15, 000.00 Mini -Grants 2,000.00 5,000.00 5,000.00 Other Grants (clubs/orgs) 14,900.00 13,400.00 12,500.00 Total 78,010.00 48,900.00 48,000.00 t+ ',2A., _ AU CO2012e-Clmpact.com '1�lo;0or19 FY14 Form C - Historical Balance Sheet (As of Agency's fiscal year-end) Current Assets FY10 FY11 FY12 Cash 8,931,00 11,802.00 55,536.00 Investments 0.00 0.00 0.00 Receivables<90 days 343.00 277.00 277.00 Total Current Assets 9,274.00 12,079.00 55,813.00 Other Assets FY10 FYll FY12 Property 403,971.00 403,971.00 403,971.00 Equipment 94,922.00 94,922.00 94,922.00 Less Depreciation 83,429.00 109,178.00 109,178.00 Receivables>% days 0.00 0.00 0.00 *Other (describe): 293,430.00 294,775.00 297,361.00 Property Improvements 95, 627.00 120, 622.00 120, 622.00 Investment in Community Foundation 30,000.00 30,000.00 30,000.00 U1CCU CDs and Mutual Funds 150,927.00 126,893.00 129,479.00 Prepaid Insurance 16,876.00 17,260.000' 17,260.00 Total Non -Current Assets 708,894.00 684,490,001 687,076.00 Total Assets 718,168.00 696,569.00 742,889.00 'Total 2,302,814.00 2,283,905.00 2,335,397.00 Current Liabilities FY10 FY11 FY12 Accounts Payable 4,571.00 3,472M 13,897.00 Payroll Waxes Payable 0.00 U0 0.00 Contracts Payable 0.00 0.00 0.00 Mortgage Payable 0.00 0.00 0.00 Total Current Liabilities 1 4,571.00 3,472.00 13,897.00 Total 1 0.00 0,00 0.00 Other Liabilities FY10 FY11 FY12 Mortgage Payable Balance 345,776.00 340,824.00 340,824.00 Other 76,896.00 94,591.00 95,105.00 Total Other Liabilities 422,672.00 435,415.00 435,929.00 Total Liabilities 427,243.00 438,887.00 449,826.00 Equity (Net Worth) 290,925.00 257,682.00 293,063.00 Liability+Equity 718,169,00 696,569.00 742,889.00 f AFV, C!3I © 2012 e-Clmpactcom p 32e I of 1 lit, I)i'k 4ri If f wd lyl �It ,!p .'9 iai .'\4'a'.i i((ah• FY14 Form D: Performance Measurement Effort Quantity: 80o clienis Description: How much dicl yrou do? Measure: Provide.services for 350 patients with diabetes and/or hypertension Measure. Provide services for 150 patients In need of dental care Measure: Provide services for 1,500 patients with acute illnesses Quality: Common Measures Description: How well did we, do it? Measure: 90% ofpatients with diabetes will receive yearly HbAlc testing: 75% ofpatients with hypertension will receive medication reviews twice a year for better control; 100% of patients with a diagnosis of diabetes will be offered a flu vaccine. Measure: 30% of dental patients will receive hygiene services; 30% q/'dental patients. will receive needed fillings; 20% of dental patients will receive Iowa Care referrals necessaryfor extractions. Measure. 10% of patients seen in Acute Care Clinics will receive STD screening, 5% ofpatients seen in Acute Care Clinics will receivejab physicals, 5% gfpatienis seen in Acute Care Clinics will receive gynecologic services: 5% ofpatients seen in Acute Care Clinics will receive ordered laboratory testing; 75% ofpatients seen in Acute Care clinics will receive treatment for- an acute illness. Effect Quantity: flofActivities Description, By type Measure. 315 patients with diabetes will receive a baseline and follow-up HbA1c, 264 patients with hypertension will receive medication reviews twice a year,for better- control; 350 patients with a diagnosis of diabetes will be offered a flu vaccine. Measure: 45 patients will receive dental Hygiene services; 45patients will receive neededfllings, 30 patients will receive Iowa Care referrals for needed extractions. Measure: 150 patients will receive.STD screenings: 75 patients will receive job physicals: 75 patients will receive gynecologic services; 75 patients will receive ordered laboratory testing; 1,125 patients will receive treatment for acute illness. Quality: Actively Specific Measures Description: What is difference made? Measure: 50% of patients with diabetes will decrease their llbAlc; 500% of patients with hypertension will lower their blood pressure or maintain their goal blood pressure: 80%ofpatients with diabetes will receive aflu vaccine. Measure: 100% of dental patients will receive intervention to lessen chances offature complications. Measure: 100% of patients seen with acute illness will receive care to prevent po.ssibie complications. 7 r' )lbt AV (",I ©2012e-Clmpactcom I rr:r3o V! FY14 Joint Government Application General Information Agency Name Johnson County Social Services Executive Director Name Board President Requestor Lynette Jacoby Phone (319) 356-6090 Email tjacoby@co Johnson. ia. its Address 855 S. Dubuque St. Suite 202 B, Iowa City, Iowa, 52241, USA. Website tivww.johnson-coamty.com Agency Mission Statement To enhance the quality oflif, for people ofJohnson County by providing exceptional pauhlic .services in a collaborative, responsive, andfi.veally accountable manner. Number of Years in Operation 6 Year Org Established 2006 Johnson County Social Services offers a wide array of hetp to individuals and families residing in Johnson County, including the General Assistance and Focus on Youth Programs. Additionally, direct jimding is provided to community - based organizations to offer services to residents across the liL span. 2020 Vision Goals for the Common Good Please indicate Goal(s) that your agency supports. Income Yes Education Yes Ileahh No Johnson County Rquest for Funding Johnson County: Request for Funding FY14 24,000 Total Budget (Johnson County) 45,000 Johnson Comity: % of Total Budget 53.33 Iowa City Request for Funding Iowa City: Request for Funding FY14 10,000 Iowa City: Total Budget 45,000 Iowa City: % of Total Budget 22.22 Coralville Request for Funding Coralville: Request for Funding FY14 500 Coralville: 'Total Budget 45,000 Coralville: % of'fotal Budget l.11 '12C „ .� 2 i v C)'! © 2012 e-Clmpect Gam P uge l _r 1 Agency Information Please complete the Salaries & Benefits chart for entire Agency (Form A), in addition to the questions below. 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.) The Consorlium.ftir Youth Employment was initiated by Johnson County Social Services in the spring of2007 after a community -based needs assessment was conducted. The Consortium partners include; Johnson County Social Services (Administrator), Goodwill of the Heartland (workforce partner), United Action for Youth (youth service partner), Neighhorhood Centers of Johnson County (youth service partner), Community Corrections Improvement Association (youth service par(ner) and iviayors i'ouin Empowerment Program iyue�ith service parbrer). T kfc puryvae of the i,unsur iii.+Pro is to engage in community collaboration to enhance the lives of Johnson County youth (14— k8 years ojage) towards a successful and productive adulthood 77ae Consortium has partnered to implement the Youth Empowered to Serve! Program (YF.S.t) for the Iasi four years. Opportunities for employment for teenagers have dropped drastically over the past several years. Ir't 2012 the youth unemployment rate is higher than fo" other age groups. For black teens, the unemployment rate is even higher. 177e recession has had a negative impact on the employmennt market, additionally youth now compete for older workers looking to suppientent their income and recent college graduates who at e unable to locale work in their field of study. TYhen the job market is tight, teens are forced to compete ,for job 7 with older, more experienced workers, M 2000, teens were nice as lilcely to have jobs as those 54-69,years of (ige. In 2010, more older adults were employed than teenagers. On the Iowa Youth Survey the number aflowa I l in graders reporting having worked at a paid job during the school year declinedfrom 62% in 1999 to 47% in 2008. The reduction in private sector employment opportunities coupled wilh the reduction in the federally funded WIA (Workforce lnvesnnent Act) Youth Program, a program that targets low-income youth with barriers to employment and provides services that help prepare them.for employe nent and post-secondaty education has been par-ticdarly devastating for youth with barriers to employment. Employment and training programs offer at-riskyouth many benefits including, financial resources to support them and sometimes theirfamily, valuable soft skills and problem solving skills criticalfo future employment, support with ,school completion and enrollment in higher education, enhancing youth's positive identity as a productive member of societ)r, providing a positive connection to the community, increasing job readiness skills, reducing risky behaviors and decreasing involvement in the juvenile justice system. Job training programs that provide soft skills are increasingly impw unit os recent studies including the Skills 2014 report released by the Corridor Alliance and Kirkwood Community College and the 2011 employer survey, from the Manufacluring Institute suggest that a growing number of job applicants are missing valuable soft skills. The Consortium for Youth Employment seeks to decrease this gap by providing youth with valuahle soft skills training targeting low income, minority teens. There has been high demand fo the Consorlium's Youth Empowered to Serve! employment program. Nearly halfof the 100 applicantsfo- each ofthe past no summers were turned away as a result of the limited program capacity. ©2012e-Clmpact. com 1 wn m Ii 2. List and describe the programs and / or services of the Agency that are provided to Johnson County residents that address that need. The Consortium for Youth Employment is a collaboration of local service providers working to address the employment needs of.lohn.son County youth facing barriers to employment. Youth Empowered to Serve Program (YES!) is a program developed and implemented by the Consortium. The mission of the YES! Program is to provide an opportunity for Johnson County youth to develop job skills and positive community connections toward a productive adulthood. Aligned with the goals of the Iowa Collaboration for Youth Development and Iowa's Promise, YES! Program seeks to ensure that local youth have the opportunio, lobe prepared for a successful aduhhood. the YES.+ Program provides youth with meaningful employment and life skills, soft skills, positive and supportive connections to caring adults and peers, on opportunity to become more connecled to their cwnmicraly and personal skill building classes. 7'he YES! Program operates, for eight weeks during the summer. Youth must be between 14 and 17 years of age to participate. Priority for program participation is given to low income, minority youth with limited or no previous work or community service experience. Youth receive a $25 stipend, for every four hours ofprogrann participation (including attendance at skill building workshops and work experience). Youth participate in 8— 10 hours ofprogrannming per week. There arefourprirnary components to the YF,S' Program which include: Pre -employment training: Gcrch youth participator• in 10 hozrrs ofpre-ernployrnent training classes offered by Goodwill of the lleartland. Youth learn valuable job seeking skills, ands•oft skills such as effective communication, corflict resolution, professionalism, work ethic, timeliness and dependability. Youth learn how to complete jab applications, develop personal resannes•, practice inlerviewingskills and learn effeclive conimurdcalion.skills. Youth are also assisted in obtaining appropriate interview attire. Personal building classes: Two hours x,eekly participants attend a sell' empowermendlife skills gender specific group. These groups utilize the Girl's Circle and Young Men's Counsel curriculums and are facilitated by staff from the Neighborhood Centers ofJohnson County, Community Cori-cctions Improvement Association, United Action for Youth, Johnson County Social Services and community volunteers. Topics addressed include; postiive se Beare, conflict resolution, self -esteems enrichment, health, personal goal setting and effective communiciation. Work/community service experience: Each youth participant is assigned a weekly work1connnunity service assignment following successful completion of orientation, Youth are matched with work sites based on individual skills and the interests expressed by the youth. Members of the Consortium far Youth Employment have been working to expand the worksile opllons available in order to offer more diverse careers offerings, During the summer of2012 private, governmental and nun proft businesses partnered to offer employment/service opportunities in child care, gardening, recycling, store associate, and administrative services. Some ofthe past worksites include; Neighborhood Centers, the Cities of Iowa City and Coralville., Johnson County, Uptown Bills, Dirty Face Creek Farm, Uptown Bills and Strike Marlial Arts. Work supports: Each program participant is assigned a youth support counselor they meel with weekly providing the youth support through the various components of the program while also serving as a joh coach. Client Information Please complete Client Demographic (Four) B) in addition to the question(s) below. 3. Provide a succinct, specific description of your primary target populations(s). Describe clients as a group in terms of their needs, requirements, and strengths. The Consortium for Youth Employment targets services to Johnson County youth 14 - 18 years of age. The majority of youth served through this program are low-income and minority youth, as they mo e fieyrrently,face barriers to employment, Minority youlh face greater challenges to obtaining employment and curt ently experience some of the highest unemployment rates. Young people growing up in homes with generational poverty may lack role models fo positive work ethic and employment. Teens are the perfect target population for this project as they are often eager, energetic and exciled far the oppornmily to grow and learn. 7'he YES! Program gNrs youth the chance to earn income while they learn valuable employment and personal skills. The YES! Program operates.f om the Positive Youth Development Model that emphasizes the importance of focusing on youths' •strengths instead of their risk factors to ensure that all youth grow up to become .successful andpr•oductive adults. Providing youth with a comprehensive approach to employment andpersonal skills training through an effective community collaboration is ernpowering to the program participants andprovides•,lot successfu outcomes, This program not only strives to meet the needs of the youth participants, but also builds effective community partnerships with the business community and assists in bringing more qualified and competent laborers to the job market. I C 2 9.-12, to (;—T © 2012 e-Clmpactcom ie ') ci 11 Financial Management Complete Form C(a) and Fof m C(b) 4. In detail describe the Agency need for funding from: City of Iowa City In fiscal year 2012 85% (72 off 85) of the youth served in the Youth Empowered io Serve! Program were Iowa City residents. Providing productive summer -time prograrming for teens benefits the community by increasing positive partnerships with area youth. Prior to FY 13 the Consortium for Youth Employment received Jiunding support from the City of Iowa City to support employment skills training and work experience opportunities. As a result al the transition ofthe Johnson CountySocial Services Coordinator at the time the,I.oint funding applications were clue the Consortium for Youth Employment did not submit a grant applicatima for lasifscal year. Fundingfrom the City aflowa City for FY 14 will allow this comprehensive employment and training programming to be sustained,for Inwa City youth as it was originally designed and provide the ability to meet the growing demands for the YES! Program. 4a. The objective of Iowa City's Consolidated Plan (a.k.a. CITY STEPS) is to promote a continuum of care within the community that includes jobs, housing and services for low -moderate income persons. Tell its how the agency (or program of the agency) addresses the goals cited in the 2011-2015 CITY STEPS Plan (www.iegov.org/actionplaii, pages 91-94). The Iowa City Consolidated Plan has idcnt fed youth services and employment training as two high priority areas that will be emphasized for CDBC.funding. This proposal from the Consortium for Youth Employment combines positive youth development programming and employment training in the comprehensive Youth Empowered to Serve Program! (YES.!). This program is a unique collaborative effort with several successful youth serving partner organizations, This collaboration relies heavily on the expertise at' each organization to support this comprehensive appraah to youth employment and training. This proposal supports the Iowa City Consolidated Plan "s goal of reducing the number of poverty level families in Iowa City, The YF.S.! Program of a long-range strategy toward self-sufficiency. The program is not designed to move teenagers doword self-saciency, but rather to build afoundation and provide the support, education and training to improve job skills and the potential for employment and long-term earnings. 5. fit detail describe the Agency need for funding from: City of Coralville During FY 12 six youth residing in Coralville participated in the Youth F,ntpowered to Server Program. The Coralville Recreation Center also served as a workcsile for the YES.! program. Funclingfrom Coralville would,support employment and skills training and work experience opportunitiesJbr Coralville youth, including the cost ofyotah stipends. F,xpanded outreach efforts will take place in an effort to increase the number of Coralville youth enrolled in the 1 GS.!Program. 6. In detail describe the Agency need for funding from: Johnson County Johnson County provides,financial support this project with Juvenile Crime Preverstiur7 ftnd/ng. Stgf.fsuppor tlor the coordination and administration of YES! Program is provided in -kind by.fohnson County. 7. If the local government 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. If funding is unavailable the pardeipant capacity, for the YF,S! Program will he reduced and the services offered as part of the cornyrehensive pr^ogran7 may be scaied bank. The demand for the YES,! program, for the past two ,summers has been double the capacity. Half of the youth seeking emplo7m7ent training and workplace experience have been turned away. There is a need to expand youth employment and training opportunities in our community. 8. How will local government funding help leverage other revenue for Agency? Local government funding is not currently used to leverage additional revenue, however, we continue to search for state cmdfederal,funding opportunities to support the Youth Empowered to Serve Program and other potential youth en?ployn7enl programming opportunities, Should additional funding opportunities arise the support of local governmental entities would no doubt be appealing and an asset to the overall grant application. 9. If other finds are currently being leveraged using Johnson County Block Grant funds, please identify the source of funding, dollar amount leveraged and the purpose of the funds (service provided). ]VIA © 2012 e-Clmpactcom of 11 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 wil measure our progress towards improving community oonditions. Please provide the following information. Complete Form D and provide the Perfm-mance _Measurements used (or will he used) by the Agency to nieasue results of services toward 2020 Vision Goals. 10. Please provide specific outcomes/performance measures your organization achieved in FY 12. How are people bcucroffD...............f fl.........�.:.c. -,........-....C.1cd? v�ua.. vie vwuu a�. vs uuc, na.� v� � u Yc vv.uc-u. 88% o� the youth enrolled in the summer 2012 Youth Empowered to Serve! Pi ogran ,successfully completed orientation and were retained in the program throughout the summer 45% ofyouth received the maximum stipend amount available 100% of youth reported they Would use the skills they learned in the Goodwill SoO Skills class 100% of:youth reported that the YES! Program was a good way to spend free time during the summer 92% of youth reported feeling prepared for a job after completing the Goodwill Soft Skills class 91 % gfyouth reported that they felt prepared to be a good employee $14, 312.50 in stipends was paid to YES! Program participants during the summer of 2012 11rr ) - i 'W GET © 2012 e-Clmpact.com ,l m,CwCI"rCit,,, FY14 Form A Agency Salaries & Benefits Please provide. the information for employees in your agency. Ifyou do not find the position on the list, please add the position in the. "other" section. Pou will be individually add positions in "other" category. Please indicate if the position has paid leave, Health Insurance or Retirement by playing a "I" in the box if the position receivesthat beneft. Please provide the information{for employees in your agency. Ifyou do no{find the position on the list, please add the position in the 'other" section. You will be individually add positions in 'other" category. Please indicate if the position has paid leave, Health Insurance or Retirement by playing a "I " in the box if the position receives Thal benefit. Position : Paid Leave:. Health Ins Retiremen tPlan Average. Salary FTE (Last Year) FTE (This Year) FTE (Nest '.Year). 13xecutive Director/ President / C8O 1.00 1,00 1.00 68,000.00 1.00 1.00 1.00 Director of Operations COO Director of Development Program Director / Manager Director of Community Intervention Assistant Teacher Administrative Assistant Advocate Assistant Coordinator Assistant Director Business Manager Case Manager Clerical Staff Clinical Services Manager / Director Clinical Support Maintenance / Rcpaa Office Assistant Program Coordinator 1.00 1,00 1.00 53,000,00 1.00 1.00 1.00 Receptionist 1.00 1.00 1.00 31,000.00 1.00 1.00 1.00 Services Coordinator Transportation Manager / Director Other 0.00 0.00 0.00 0.00 0,00 0.00 0.00 Total 3 3 3 152,000 3 3 3 ^lor'-T 02012e-Clmpact. coo .I'11"on Curb i, ';Gc -1 ti 1, e,� FY14 Form B - Agency Demographic Agency suinn2ary of clients served during last two years and one projected year (unduplicated client count) FY ILIF`i i3 Information/Education Provided 110 1101 125 Direct Services Provided 84 85 90 Total 194 195 215 Gender FY111 FY12 FY13 Male 45 37 45 Female 39 48 45 Ethnicity FYI FY12 FY13 Hispanic 6 9 5 Black 75 68 80 Caucasian 3 5 5 Native American 0 0 0 Asian 0 0 0 Pacific Islander 0 0 0 Other 0 3 0 Total 84 85 90 Age FY11 FY12 FY13 0-5 0 0 0 6-17 84 85 90 18-29 0 0 0 30-61 0 0 0 62-75 U 0 0 751 Years 0 0 0 Geographic Location FY1I FY12 FY13 Johnson County (Combined, unduplica(ed) 84 85 90 Iowa City 80 72 72 Coralville 4 6 10 North Liberty 1 7 8 n4�j' 02012e-Clmpactcom I'\1�7011 FY14 Form C - Agency Budget Budget Type Indic -cite if Budget is; 2 = Program Specific 3 = Coemly Specific Budget Type 2.00 Apenev Revenues FY11 FY12 FY13 Coralville Funding 0.00 0.00 0.00 Iowa City Funding 14,000.00 14,000,00 0.00 Johnson County Funding 17,193.00 19,793,00 24,000.00 UWJCAllocation 0.00 0.00 0.00 U°WJC Designations 0.00 0.00 0.00 Grants -Federal, State, Foundation 9,830.00 5,171.00 0.00 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 0.00 480.00 0.00 Contributions/Donations (including in- kind) 13,700.00 12,000,00 12,000.00 Interest and Investment Income 0.00 0.00 0.00 *Other 0.00 0.00 0.00 Total 54,723.00 51,444,00 36,000.00 Expenses FYI FY12 FY13 Total Salary and Wages 0,00 0.00 0.00 Benefits 0.00 0.00 0.00 Administrative 0.00 0.00 0.00 Occupancy 0.00 0.00 0.00 Other 41,023.001 39,445MI 45,000.00 Total 41,023.001 39,445,00 45,000.00 Fund Balance FY11 FY12 FY13 Revenue 41,023.00 39,444.00 24,000.00 Carryover Balance From Prey Year 5,348.00 5,348.00 5,347.00 Total Operating Balance 46,371.00 44,792.00 29,347,00 Less Total Expenses 41,023,00 39,445.00 45,000.00 12( ' I2_ ) ,IV CS`t 00 2012 e-Clmpactcom rla,,�o b of 11 i, 0 . Cr i (( a - FY14 Form C - Agency Fund Balance FYI1 FY12 FY13 Ending Fund Balance 5,348.00 5,347.00 -15,65100 Less Restricted Balance 0.00 0.00 0.00 Carryover Fund Balance 5,348 00I 5,347.001 -15,653.001 Bd/Donor/Funder Restricted Funds FY11 FY12 FY13 Bd/Donor/Funder Restricted Funds - please itemize 0.00 0.00 0.00 Total 0.00 0.00 0.00 In -Kind Support FY11 FY12 FY13 Services/Volunteers 4,825.00 9,643.00 9,643.00 Material Goods Space, Utilities, etc. Other 13,700.00 12,000.00 12,000.00 Total 18,525.00 21,643,00 21,641,00 Grants FYII FY12 FY13 *Crams - please itemize 9,830.00 5,171.00 0.00 DecalegorLullon 9,830.00 5,171.00 0.00 Total 9,830.00 5,171.00 0.00 1.,I Q U ",I✓ ('>t OO 2012 e-Clmpactcom PeIgo Fr of ( i ,loll I Cum IG V `' "" rti' UC t i, U" FY14 Form C - Historical Balance Sheet (As of Agency's fiscal year-erid) Current Assets FY10 FY11 FY12 Cash 23,587.00 41,02-3.001 39,444.00 Investments 0.00 0.00 0.00 Receivables<90 days 0.00 0.00 0.00 Total Current Assets 0.00 0.00 0.00 Other Assets FY10 FY1I FY12 Property 0.00 0.00 0.00 Equipment 0.00 0.00 0.00 Less Depreciation 0.00 0,00 0.00 Receivables>90 days 0.00 0.00 0,00 Other (describe): 0.00 o.00l 0.00 Total Non -Current Assets 0.00 0.00 0.00 Total Assets 0,00 0.00 0.00 Total 0.00 0.00 0.00 Current Liabilities FY10 FY11 FY12 Accounts Payable 23,597.00 2,980,00 1,639.00 Payroll Taxes Payable 0.00 0.00 0.00 Contracts Payable 0.00 32,695.00 29,033,00 Mortgage Payable 0,00 0.00 0.00 Total Current Liabilities 1 0.00 0.00 0.00 Total 0.00 0.00 0.00 Other Liabilities FY10 FY11 FY12 Mortgage Payable Balance 0.00 0.00 0.00 Other 0.00 0.00 0,00 Total Other Liabilities 0.00 0.00 0.00 Total Liabilities 0.00 0.00 0.00 Equity(Net Worth) 0.001 0.00 0.00 Liability I- Equity 0.001 0.00 0.00 AM -S, (D 2012 e-Clmpacrcom I '')go 10 W 11 FY14 Form D: Performance Measurement Effort — Please Select -- Description: Quantity: #ofClients Description: flow march did yore do? Measure. 50 -60 Johnson County youth, 14 -17 years of age, at least 90% low income Quality: Common Measures Description: [low well did we do it? Measure: 100% of applicants will recetvefollow up contact At least 90% ofparticapancs will report that they were happy with their worksile At least 90% of participants will report that they would refer a, friend to the YES Program At least 90% ofparticipants will report ihai staffprovided them with lots of support Quantity: #ofClients Description: How much did you do? Effect Quantity: #afAcovities Description: By type Meas'tue: Offer at least 30 hours ofjoh training classes Offer at least two weekly Girls Circle groups for YES participants Offer at least two weekly Young Men's Council groups, for YF.S participants Offer 10 -15 worksile options Provide parent orientation for the YES Program Provide a rninlnaaem of four hours per week per youth in ivork experience training Provide one on one joh coaching Quality: Activity Specific Measures Description: What is difference made,? Measure: At teas! 75% ofyouth will success/idly complete the summer program At least SO% of youth will report feeling prepared to have a job At least 90% ofyouth will have a completed resume and sample job application At least 90% ofyouth will be able to identO, at least three traits of a good employee i'1 U ` ? 4446AV <1 © 2012 e-Clmpactcom No i 1 d , 1 - tr'€'Y oin ! po..cci �'i�3rzrm FY14 Joint Government Application General Information ALenev Name Executive Director Name Board President Requestor Phone Email Address 407 Highland Court, Iowa Cite, Iowa, 52240, USA. W ebsite Agency Mission Statement Mayor's Youth Empowerment Program Katie Lammers Ruger Lusala (319) 341-0060 r.lusala�a)rnyep. us hvp:1/www.jr7yep. us/ The Mayors Youth F.rnpowerment Program (MYL'P) exists to provide advocacy and support to at -risk youth, children and adults with disabilities who face barriers to independence and resources to them families. Number of Years in Operation 44 Year Org Established 1968 The Mayor's Youth Empowerment Program (AfYFP) utilizes an array ofservices to support positive youth behaviors and create opportunities for youth to give back to the community by working with local schools, higher education, local businesses and government, and area service organizations to support today's at-rakyouth by enhancing relationships and promoting youth development policies and programs. MYEP works with exislingprograrns that support youth; develops and implements training -programs with reward systems to attract youth and involve them to best practices and development; and involves youth in planing; and evaluates results by following up with youth who graduates fr ofn the program. 2020 Vision Goals for the Common Good Please indicate Goal(s) that your agency suppoms Income Yes Education Yes Health Yes Johnson County Rquest for Funding Johnson County: Request for Funding FY14 10,000 Total Budget (Johnson County) 2,834,812 Johnson Comity: % of Total Budget 0.35 Iowa City Request for Funding Iowa City: Request for Funding FY14 15,000 Iowa City: Total Budget 2,834,812 Iowa City: % of Total Budget 0.53 Coralville Request for Funding Coralville: Request for Funding FY14 5,000 Coralville: Total Budget 2,834,812 Coralville: % of Total Budget 0.18 . ; fr; I x50 A',", CvT CO 2012 e-Cimpact.com 3, pr 15 Agency Information Please complete the Salaries & Benefits chart for entire Agency (Forst A), in addition to the questions below. 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.) Low income African American youth in Johnson Couno) especially in Iowa City and Coralville. face major societal Problems, such as high rates of child andfamily poverty, homelessness, unemploymem, substance abuse, unequal education, family and community violence and racism, and classism. Research shows these challenges have har inful effects on families and directly impact child well-being (Oupingu & Bent-Goodley, 2004). Johnson County is not immune to these soaterai ills. 7ne purpose of the ivPi%i''s i'uuil¢ Leadership PrugraraiFnsTruc irusirue Eierrseuavy is to reduce the negative inipact ofthesefactors through a community based program for disengaged youth,from elementary school through high school. Building working relationships with local organizations, increases community networks in the service of participants Hnhfall et at (2009) identjfy five essential progrrun elements that have proven to he effective in providing pro -social programs to youth. Those elements are promotion of (1) a sense of safety in the youth and theirfaintlics (Solomon, Shklai, & Mikulin(er, 2005), (2) calm inglealumess, (3) a sense ofself and community efficacy, (4) connectedness, and (5) hope. Some recent studies have supported the role of positive ernotions when coping with stress, trauma, and adverse lift circumstances (Frederickson, 2001, Fredrickson, Tugade, Waugh, & Larkin, 2003). 2'hese are some ofthe guiding principles, for YLPIFasTi ac IFTE. Each program helps to empower participating youth and their families by developing and maintaining enduring trusting relationships, diagnosing academic, intellectual, and sociallemotionalneeds, providingaferschool, weekend, andsumner acNvilies, providing job training, placement, aid support; connecting participants to external supports and opportunities to serve the community, and holding them accountable for then- engagement and persistence. YLPIFas Trac supports academic performance and helps participants chart a path to college- and career -readiness. YLPIT asTrac staff members are on call to consult with youth and their families when unexpected events threaten to derail achievement of their goals. 0 2012 e-Clmpact com Fa�t� 2 of 15 2. List and describe the programs and / or services of the Agency that are provided to Johnson County residents that address that need. FasTrac is geared to help students and thehfamilies gain the belief that their positive actions can lead to generally positive outcomes. The Youth Leadership Program is an entry program to MYEP's youth programming, designed for youth referred by Juvenile Probation and the courts or youth in danger ofinvolvement with the juvenih justice system by schools, community members, parents, and youth mentors. Upon entering the YLP, the youth is shadowed by the Youth Leadership Coordinator, who spends time with them and theirs family including accompanying the youth to school to meet with teachers, to activities outside ofschaol, and to the youth's home. These shadowing helps staffs to determine influences in the social lives of participating youth, discover employment interests and strengths, and gain knowledge oftheir daily schedule. Through observation, interviews, and meetings with parents, teachers, and mentors who currently are involved with the youth, the YL coordinator builds trust, gets to know the family, and gains insight on the youth'.sfamily, community, and school context. FosTrac is a program comprised of youth in grades 7-12 who have exhibited maturity and a strong sense of their goals. Like YLP, FasTrac provides mentoring, cultural studies programs, job training and placement, peer and staff accountability, and referrals to community organizations and support programs, all based on student interests. Indeed, the core programs in FasTrac are very similar to thane in the Youth Leadership Program. Students interested in participating in FasTrac most go through on application process just like the YLP process described above. FasTrac has even higher expeclations,for youth —including expectations for matriculation to college after graduating high school - and offers more advanced referrals to jobs and school and community organizations, college visits, and offsne cuhural programming. It is our hope that every participant in the Youth Leaders hip Program eventually will gain the skills and motivation to jain and succeed in FasTmc. While FasTrac participants who are not referrcdfrorn the Youth Leadership Program have not been in trouble with law crafor-cemem, FasTrac still attructs youth who feel disconnected from school and the community and youth who have experienced traun w. flies, as with all ofourprograrns, the trust we develop with FasTrac youth and lhebfamilies is critical. Sorne key activities unique to FasTrac are encompassed in our mentoring programs, college -bound activities, cultural programming support for engagement in extracurricular activities, and higher -level job placements. All of daese activities enhance self awareness and self-eslcem and have been very motivational for youths who have participated in prior years. Finally, in terms ofjohs, YLPIFasTrac stafjmembers provide rnentorship and training so participams develop or strengthen their work ethic and learn vahaable.job skills. FasTrac youth are as,sigrred an internship orjob placement within the community based on individual interests. Some of these will be for an hourly wage or stipend. Some major employers in the communiy such as Menards, McDonalds, Kiddie Konnec7ion Daycare, MC. Ginsberg, and Pizza IZcmch—have accepted referrals from FasTrac. They indicate that they want employ FasTrac students because they know they will be Kehl accounta�ble.fa showing up on time, exhihitingpositive work behaviors, and improving in areas identified by worksupervisors. In some cases, tl9YEP is able to cover- the salaries ofyouth working in communityplacements. 11 rt ,,°_ 7 CST © 2012 o-Clmpact. cum Client Information Please complete Client Demographic (Form B) in addition to the queslion(s) below. 3. Provide a succinct, specific description of your primary target populatimts(s). Describe clients as a group in terms of their needs, requirements, and strengths. The population that MYEP targets are the at risk youth in Johnson County, ages 41h grade through 12th grade (and occasionally high school aged youth who are completing CED). Any youth who wants to participate in YLP/FasTrac/FTE programming is eligible to apply but the program targets youth from.families in low income situations, youth in single parent households, youth struggling with Life stresses in school and in the community. Students of any race or ethnicity are accepted into the ZPirasTrac programs, though most participants are Black. We have had an increase in Latino student participation over the past year and expect more Latino students to join as we are able to expand on?- oJfcrings. To date, 95% of the youth served through YLP/FasTrac are youth of color. The YLP is specifically geared towards youth who are referred by the juvenile justice system, rathe than sentence youth, the courts prefer lu place them into a program that will help them to not re -offend. FasTrok is for Junior and Senior High school students who are willing to commit to setting educational, emplcvmenl and community involvement goals.for themselves that will be monitored by MYEP staff and FT peers. FasTracE is an afterschuol pi-ugrann That works to irtnprove. children's self confidence and stimulate their interest in school and enhance their capability and desire to make good decisions. Families nn of agree, through wrinen contract, to participate in prograiming and support their child's involvement in each of these programs.. FasTrac-E is for elementary school.' chool youth in grades 4-6; currently FasTrac-E includes youthfrom seven ICCSD elennenlary schools (Weber, Longfellow, Mann, Twain, thorn, Grant Wood, and Lucas). FasTrac-E has many qi the same components as FasTrac, Fast -rac-E youth are referred by the school, parents, and word of month. Currently FasTrac-E youth meet once a week on Tuesdays from 6-8 pm at Grant Wood. Programming includes an accountability discussion, group activities, and free -play time. High school -aged FasTrac students staJ17he program with the guidance ofFasTrac staff. With a block grant from Johnson County, we will be able to expandprogramming and provide a safe space for elementary school -aged youth to congregate and receive meinlorship and support. The FasTrac-E high school student coordinators seek opportunities for FasTrac-E to engage in community service as a group. An example of a program they created is the Grant Wood Neighborhood Community Project, which will provide F'as7)rac-E youth an opportunity to build community connections by spray painting numbers and/or designs on mailboxes and curbsfree of charge to neighborhood residents. Building relationships with neighborhood residents in this way will help the youths he more likely to respond positively to neighhor requests or concerns, as well as help them to .simply be a good neighbor. YLP/FasTrac-F, staff members will support this project so that the youth learn to work together, develop a work ethic, and develop pride in a job well done. In 2011-12, FasTrac-E served 45 youth in elementary school. If we are not able to garner additionallanding we will need to cut back these important programs. It is at the heart of the high participation and long-term relationships that are common to FasTrac and it is the foundation of our ability to help youth persist in achieving the goals they made in their action plan, including continuingparlicipaliun in external agency programmuing to which they commihed. An important goal of the program is that the most FT establishes with youth and families exlcnds to external agencies, employers, schools and the community as a whole. 71 '1 I F r ;t- OO2012e-Clmpact.com 4 1, Financial Management Complete form C(a) and Form C(h) 4. In detail describe the Agency need for funding from: City of Iowa City YLP11:11FTE services are all aimed at providing services to youth to ready them far employment, teach them life skills, includingfnam ial literacy which allleads to crime prevention and.str ong community social structure. We will use finding to cover the following strategic activities, 1, Stipends for swnn7er concessions .stand work ($7250). 10 hours per week at $7.25per hocu- (minimum wage) for 10 weeks, 10 studews. Summer enhployrnerar provides MYEP with the first opportunity to support youth as they develop the habits, skills, and desirefn- employment, The concessions stands operated by MYEP provides the only opportunity for youth under I6 to earn stipends. 2. Wages for youth as they are trained to work in city agencies ($8700). This funding would allow 10 youth to earn minimum wage to work in city agencies as they learn the routines at the jobs and overall workplace skills. Ideally, each youth works for len hours per week, for up to twelve weeks, During this time, youth are held accountable by MYF.P staff far showing rip to work on time and to completing all assignments, they are coached to develop workplace skills and habits as they receive on-the-job training Once their 12 weeks has completed, the city agencies have a trained applicant pool for when more permanent positions open up. Agencies where we have placed youth in the past include the Iowa City Public Library, the Recreation Centers, City Park, and Iowa City High School. 3, FasTrac T-Shirts ($960$I2 per shirt x 80 stedenes Shirts with the FasTrac logo are a badge of honor for the participants and are a constant reminder of the FasTrac motto and goals. Wearing a FT shirt is appropriate workplace attire for most of7heirjoh sites. 4. Administ-ative Overhead ($6046). 20% of tyre grant covers administrative overhead, including insurance,,facililies, payroll services, reporting and other administrative staff time. 4a. The objective of Iowa City's Consolidated Plan (a.k.a. CITY STEPS) is to promote a continuum of care within the community that includes jobs, housing and services for low -moderate income persons. Tell us how the agency (or program of the agency) addresses the goals cited in the 2011-2015 CITY STEPS Plan (www.icgov.org/actionplan, pages 91 94). The program addresses youth programming includingjobs for low and moderate income youth, and homelessness. 5. In detail describe the Agency need for funding from: City of Coralville Bus passes 034800 ). One of the greatest barriers to employment far youth is transportation. MYEP has vans and is able to provide some transportation to and,fram workplaces. however, the need for support to at -risk youth in the community far exceeds capacity for job transport. A better solution is to provide students with hus passes which has the added benefit ofproviding a highly motivational and tangible, benefit. For many of these students, bus passes are tantamount to a gold card. Not only can they use the pass to get to aml, from school and work, they also can use the passes to get to recreational and social activities as well, Having byes passes also gives our staff one more opportunities to monitor behavior in the community and expect accountability. 6. In detail describe the Agency need for funding from: Johnson County FasTrac-E ($8520 $7.25 per hour x 10 hours per week x 36 weeks x 2 students for the school year; $7?5 per hr x 15 hours /week x 11 weeks,for- the summer). Last year, two high school students were hired to run the Fas7S-ac-F. program, under the supervision of MYEP staff Without these block grant fimds, we have had to reduce the time we spend with our younger participants. Studies show youth decisions about and dispositions toward high school, college, and careers begin at a very early age. The FasTroc-E program expands the reach and impact of the YLP/FasTrae programs by intervening with youth before they are so disengaged they do something that lands them in the criminal justice system. These sorts of early intervention programs are critical (Dodge el al 2006, Latessa and Lowenkamp, 2006, Cary, 2007). However, this expansion also is what has created the most .stress on the current staffing. A block grant will allow as not only to maintain, but also to expand FasTrac-E to include n7ore youth and to engage them over a longer lime period 7. If the local government 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. Though we had receivedfunding,for several years, we did not receive notice to apply last year when the new system was introduced As a result, we have not been able to pay youth wages as we had in previous years. YLP/FT pr ogr-arns have suffered since youth employment and the wages students earn are a major incentive for participation in the program. - !, SP, ep+ i;GT © 2012 e-Clmpacteom A,io li D, e 8. How will local government funding help leverage other revenue for Agency? Private donors are more inclined to support an agency that has government funding since that insures there will he repor ong andfiscal accountability, Likewise, applicatiow.forgrants ,from non profits and other governmental ,sources are easier to get once a credible funding stream has been established. 9. If other funds are currently being leveraged using Johnson County Block Grant funds, please identify the source of funding, dollar amount leveraged and the purpose of the funds (service provided). Nei :..6.....a .. �e d tigiuw-y' :ii%v7Ti�rnan umo ca 77,E 1' ':at.... "t';3l 02012e-Clmpact.com 1'he United Way and Local Governments work towards making our cotnuninity a better place to Live. Through the 2020 Vision Goals for the Common Good we wil measure our progress towards improving eummunity conditions. Please provide the following information: Complete Form D and provide the Performance Measurements used (or will be used) by the Agency to ineasue results of services toward 2020 Vision Goals. 10. Please provide specific outcomes/performance measures ,your organization achieved in FY 12. How are people better off because of the services you provided? I seninv and ohlaininv educaliunol vnols is a hh, nart of the FT program. so .some of the first steps (resides doing well in .school) were to prepare far taking the required college entrance exwns, , complete college opplicaliens and actually apply ,for college entrance. Eight students preparedfin- n- and took the ACT exam 2. A goal was for 42 of the FT youth to improve their daily attendance al school, 3. Another academic goal was for 100% of the FT youth to improve their grades. 4. AR si.x ofihe 2012 FT HSgradzuates began post-sec-ondary edc.+cation Ac the fall of2012. 5. 26 students iaere employed through YLP/FT programs July-Septennher 2011 6. 28 students were employed through YLP/FT programs from May —September 2012 7, 7 additional HS yoarth were employed through the snow removal jobs (January -March 2012) and 5 other ILS students had olherjobs during the school year. 8. 35 FTE students participated ira community clean-up efforts 9. 24-35 FT E' students met weekly to have fun and discuss developmental issues 10. 30-60 FT students rnel weekly to discuss school and commmunity issues 11. 60 FT youth had access to open gyrn at the SPOT three days a week 12. 50 FT youth attended two leadership conferences, 13. An invulvement goal was for 100% (N=60) of the FT youth to participate in extracurricular activities. The activities varied, but 12 FT youth participated in the Dodge Street Basketball League., 14, It was hoped that 26 of the youth would participate in summer progrannnting in at to have an organized opportunity ,for academic and/or social activities. Twenty four of 35.studeats didparticipate in organized summer activities 15. FT began a parent -.support group in the fall of 2011 with the hopes of helping the parents of all FT youth (60 youth). 16. Goal was fur h'T youth to assume leadership roles. Three youth worked with FTE, students, two youth served as leaders at weekly FT nneetings, and 10 youth gave a presentation at the University of Iowa. 17. Goal was for students to beconne more involved in their fancily, schools and communities and begin to give back to the community; 35 FTE students par licipated in the community clean-up efforts, 12 students participated to painting house numbers on curbs as part of an Iowa City grain; 10 students gave a presentation at the University of Iowa regarding the FT progaan, the Fiestudents responded positively to the fights and inappropriate behaviors that occurred in Iowa City during FY2012. Only 3 of the 60 FT youth had any criminal charges against them during any tune period. 18. A varied number of FT youth attended cultural activities/lectr4res/presenlalions: a. 10 attended the Coreita Scutt King Luncheon b. 50 attended two leadership cot ferences that focused on leadership in znderrepresented populations. c. 38 FT students attended the 9 day Civil Right Tour d. 10 students attended the African American Museum leadership conference e. 10 students attended the Brother to Brother Male Leadership Conference f. 10 students attended the Youth Summit for Black Teenagers (lI ii,Vi `; 02012e-Clmpact coin �,ap=7o: 1ti wi rors"t'tn ith 1 utlrowerm �nl 1'ur„ratm FY14 Form A Agency Salaries & Benefits Please provide the m1brmation fin employees in your agency. If you do not find the position on the list, please add the position in the "other" section, You will be individually add positions in "other" category. Please indicate if the position has paid leave, Health Insurance ar Rctirenaent by plcryirrg a "I" in the box if the position receives that benefit, Please provide the information far employees in your agency. If you do notfind the position on the list, please add the position in the "other" section. You will be individually add positions in "other" category. Please indicate if the position has paid leave, Health Insurance or Retirement by playing a "I " in the box if the position receives that benefit. Position Paid Leave Health Ins Retiremen tPlan Average. Salary. FTE (bast Year) FTE,(This Year) FTE.(Next Year) Executive Dircct01-/ President / CEO Eff) 1.00 1.00 85,000.00 1.00 1.00 1.00 Director of Operations /COO Director of Development Progam Director/ Manager 2.00 2.00 2.00 60.00 2.00 2.00 2,00 Director of Community Intcrvcntion Assistant Teacher Administrative Assistant 100 1.00 1,00 30.00 1.00 1.00 1.00 Advocate Assistant Coordinator Assistant Director Business Manager 1,00 1.00 1.00 45.00 1.00 1.00 1,00 Case Manager Clerical Staff Clinical Services Manager / Director Clinical Support Maintenance l Repair 0.00 0.00 0.00 2000, 0.50 0.50 0.50 Office Assistant Program Coordinator Receptionist 0.00 0.00 0.00 ISM 0.50 0.75 1,00 Services Coordinator 3.00 3.00 3.00 35.00 3.00 3.00 5.00 Transportation Manager / Director *Other 11.00 11.00 11.00 265.00 126.00 141.50 174,75 Director ofHR& Facility 1.00 LOU 1.00 60.00 1,00 1.00 1,00 Director o.jQA and Trainu 1.00 1.00 I.00 60.00 1.00 1,00 1.00 Lead Direct Support Professionals 8.00 8.00 8.00 35.00 8.00 8.00 12,00 1 4" AIV("'I © 2012 e-Clmpactcom V :.Yo , � 1 ,,.r, r .; f , I , 1 + FY14 Form A Agency Salaries & Benefits Please provide the irforrnalion for employees in your agency. If you do not find the position on the list, please add the position in the "other" section. You will be individually add positions in "other" category. Please indicate ifthe position has paid leave, 11calth Insurance or Retirernent hyployinga "7"in the box (fthe position receives that benef. ;tlSilLUll �1'•Z1IU `Leave iiciEiiii iuq �VGtu cucqu tPlan tvvm arc Salary r x �uGoi ' Year) a �a i s u m Year) a u a n� � �p 'Year) Dnect Support Pro}fesionals 0.00 0.00 0.00 30.00 116..00 131,00 159.00 Director ofFYnance 1.00 1.00 1.00 65.00 0.00 0.00 1.00 Szu,fDainer 0,00 0.00 0.00 15.00 0,00 0.50 0.75 "Total 19 19 19 85,470 135 150.75 186.25 1 i204: t".`>T n 2012 e-CImpact.com F q, '(gof1E V'ou Fmzrr,'m FY14 Form B - Agency Demographic Agency summary of clients served during last hvo years and one projected year (unduplicated client count) FY II A-Y-121 UY 13 Information/Education Provided 45 1 50 55 Direct Services Provided 150 170 174 Total 195 220 229 Gender FY1,11 FY121 FY13 Male 115 139 148 Female 80 81 81 Ethnicity FYI1 FY12 FY13 Hispanic 10 15 15 Black 70 40 49 Caucasian 90 150 150 Native American 0 0 0 Asian > 111 11 Pacific Islander 0 0 0 Other 0 4 4 Total 175 220 229 Age FYI FY12 FY13 0-5 15 2 2 6-17 90 113 142 18-29 80 87 87 30-61 10 18 18 62-75 0 0 0 75= Years 0 0 0 Geographic Location FY11 FY12 FY13 Johnson County (Combined, unduplicated) 195 226 229 Iowa City 135 158 167 Coralvillc 30 47 47 North Liberty 30 IS 15 1_, F 1C:ST 02012e-Clmpact,com L1c1,'!70T 15 FYI Form C - Agency Budget Budget'rype Indicate y'Budget isr 1 = A2nnrw 7 i,,;nl 2 = Program Specific Agency Revenues FY11 FY12 FY13 Coralville Funding 3,000.00 3,000.00 0.00 Iowa City Funding 10,000,00 10,000.00 0.00 Johnson County Funding 0.00 0.00 0.00 UWJC Allocation 0.00 0.00 0,00 UWJC Designations 347.88 707.85 0.00 Grants -federal, State, Foundation 6,8t6.00 1,700.00 40,000.00 Membership Dues 0,00 0.00 0.00 Fees for Services 1,591,338.90 2,008,250.20 2,670,150.00 Sales to the Public/Contracts 0,00 0-00 0.00 Fundraising Events 21,556.50 15,001.50 14,000.00 Contributions/Donations (including in- kind) 42,363.75 37,021.17 15,000.00 Interest and Investment Income 157.48 214.12 120.00 *Other 36,920.02 133,202.45 85,542.50 Total 1,712,500.53 2,209,097.29 2,824,812.50 Expenses FYI FY12 FY13 Total Salary and Wages 1,305,466,00 1,698,525.00 2,146,635.00 Benefits 62,060.39 109,676.36 137,739.00 Administrative 311,128.50 339,493.60 349,578.00 Occupancy 33,589.74 43,985.74 48,000.00 Other 0,00 0.00 U0 Total 1,712,244.63 2,191,680.70 2,681,952.00 Fund Balance FYI I FY12 FY13 Revemle 1,712,153.50 2,209,09T25 2,834,812.50 Carryover Balance From Prev Year 276,228.94 276,137.81 293,554.36 Total Operating Balance 1,988,382.44 2,495,235.06 3,128,366,86 Less Total Expenses 1,712,244.63 2,191,690.70 2,681,952.00 111;, i ;,'1M 9)2012e-Clmpact.com (2 ;f i;; FY 14 Form C - Agency Budget Fund Balance FYII FY12 FY13 Ending Fund Balance 276,137,81 293,554.36 446,414.86 Less Restricted Balance 0.00 0.00 0.00 Carryover Fund Balance I 276,137.811 293,554.361 446,414.861 Bd/Donor/Funder Restricted Funds FYtl FY12 FY13 Bd/Donor/Fender Restricted Funds - please itemize 0.00 0.00 0.00 Total 0.00 0.00 0.00 In -Kind Support FY11 FY12 FY13 ServicesNoluntcers 0.00 0.00 0.00 Material Goods 0.00 0.00 0.00 Space, Utilities, etc. 0.00 0.00 0.00 Other 0.00 0.00 0.00 Total 0.00 0.00 0.00 Grants FY11 FY12 FY13 Grants - please itemize 0.00 0.00 0.00 Total 0.001 0.00 0.00 i 1'7 I.4_ .'11� A"A'"? ©2012e-Clmpact.com F n,p; 13 W 1h Ma, :,c Vwoh I mpmss l i it I'u:.a arty FY14 Form C - Historical Balance Sheet (As q, Agcncy's fiscal year-end) Current Assets FY10 FY11' FY12 Cash 63,032.16 164,125,001 8,842.31 Investments 1,609.91 3,234.56 583.81 Receivables<90days 150,193,70 219,503A3 262,343.43 l'otal Current Assets 214,835.77 386,863.59 271,769.55 Other Assets FY10 FYI I FY12 Property 646,783.00 1,160,745,00 1,414,786.50 Equipment 16,901.19 23,094.94 18,8%61 Less Depreciation 0.00 0.00 OM Receivables>90 days 16.839.53 6,234.00 17,597.86 Other (describe): 0.00 0.00 0.00 Total Non -Current Assets 13,825.00 70,722.00 91,315 22 Total Assets 909;184.68 1,647,660.81 1,814,337.81 Total 1,603,533.39 2,908,456.75 3,356,906.02 Current Liabilities FYI 0 FY11 FY12 Accounts Payable 235,812.50 130,232.82 36,959.85 Payroll Taxes Payable 3,397.19 189,388.98 60,470.96 Contracts Payable 3,680.01 149,455.60 200,617.19 Mortgage Payable 390,860.70 902,775.84 1,221,148.13 Total Current Liabilities 633,749.91 1,371,853.22 1,519,196.17 Total 0.00 0.00 0.00 Other Liabilities FY10° FYI FY12 Mortgage Payable Balance 0.00 0.00 0.00 Other 0.00 0.00 0,00 Total Other Liabilities 0.00 0.00 0.00 Total Liabilities 633,749.91 902,775.84 1,221,148.13 Equity (Net Worth) 275,434.77 275,807.59 295,14L64 Liability + Equity 909,184,68 1,647,660.81 11814,337.81 I l� g:q , i ©2012 e-Clmpact.com ype 'I4 o± 75 r€a s i, npo�+cD Iiu,t f' O',Itil. rSitag FYI Form D: Performance Measurement Effort Quantity. AofClients Description: How much did you do? Quanliry: 9 of Clients Description: How much did you do? Measure: 45 high school youth participated in FT, 15 jr high youth in YLP and 3.5 in FTF. 30-50 FT/YLP students allended weekly meetings 25-35 FTE students attended weekly meetings Measure: employment during FY12 35 FT/YLP youth employed in various cornmonity work places Measure: cultural/community/leadership involvement 351'7E's parlicipaled in comrnimily clean up activities 24 FTE 's participated in organized summer activities 50 FT/YLP youth attended leadership conferences 10 FT youth presented on program in U1 College of Ed 381%7/YLP youth went on spring cultui abHBCU trip Measure: education 6 out of FT ,seniors attending post hs education programs fall 2012 0 FI/YLP students left school Qualit,: Common Measures Description: How well did we do it? Measure: employment 58% F71YLPs employed Measure: nuKi+rat/leadership/communi{y involvement 90% FT/YLP's attended leadership confeiences 75% FT/YLP 's participated in extra curricular activities 95% FT/YLP/FTE did out have crimminal charges 60% FT/YLP participated in volunteer activities in the community Alleasure: education 80% of the FT students eligible to lake the ACT exam took it 80% of the FT sludenls improved their grades ; ave CPA 2.6 80% of the FT students improved their attendance 100% FT Its seniors graduated and are attending post secondar7r education programs Measureprogram participalion 50% parents/guardians gfFT's participated in quarterly meetings 70% ofl%1L' pai tioipated in weekly pr,ograinmirrg. 50-90%FT/YLPparticipation in meetings each week I ',I70.1< PY(L:If ©2012e-Umpacicom �'v, „3of1s M I ({ :C'A te:. iLv, FY14 Joint Government Application General Information Aecncv Name WFCCA Services Executive Director Name Ron Berg Board President Michael Flaunr Requestor Ron Berg Phone (319) 351-4357 Email r berg@rneccaia. cwn Address 430 Southgate Ave., Iowa City, lower, 52240, U.S.A. Website www.rneccaservices.conr Agency :Mission Statement Dedicated to the possibilities of change, and committed to enhancing quality of life through accessible behavioral health services. Number of Years in Operation 43 Year Org Established 1969 2020 Vision Goals for the Common Good Please indicate Goals) that your agency supports Income No Education No Health Yes Johnson County Rquest for Funding Johnson County: Request for Funding FY14 343,602 Total Budget (Johnson County) 7,916,62.5 Johnson County: 'Yo of Total Budget 4.34 Iowa City Request for Funding Iowa City: Request for Funding FV14 33,022 Iowa City: Total Budget 7,916,625 Iowa City: 'U of Total Budget 0.42 Coralville Request for Funding Coralville: Request for Funding FY14 1,800 Coralville: Total Budget 7,916,625 Coralville: % of Total Budget 0.02 . , T I: 1';' © 2012 e-Clmpactcom Agency Information Please complete the Salaries & Benefits chart for entire Agency (Form A), in addition to the questions below. 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.) According to the National Survey on Drug Use and Ilealth in the United States (2010), 22.6 million Americans ages 12 and older use illicit drugs. This is 8.9% of all Americans. The survev also reports that over half of Americans (51.8%), ages 12 and older are current alcohol drinkers. In 201Q 4.1 million people received treatment, for alcohol andlor an illicit diutg Problem. However, that means that 20.5 million Americans needed treatment, but did not receive may. There is a need for suhstance abuse prevention and treatment for college age and high school age John You County residents. According to the 2012 National College Health Asseesmenl, nearly 8 in 10 University oflowa students have used alcohol in the past 30 days, with 64.1 % ofstnrlents reporting high risk drinking. Negative consequences reported include: 43.6% doing something they later regretted, 42.9% forgot where they were or what they did and 25.2% had unprotected sexy. 24% of UI students report using marijuana in the past 30 days. According to 2010Iowa Youth Survey data, 26% of Johnson County 11 th graders report using alcohol within the past month, with 19% conshtming 5 or more drinks at a time. 13% of I l th graders report using marijuana, Attitudes and perception of harm around use are also concerning, with 37% of l I th graders reporting it is not against their values to use alcohol or other drugs and only 38% of Il th graders reporting that they felt daily alcohol use was q(great risk. Onlv 45% ofsterdernts reported perception ofgreai risk aroamd mm,ijumaa use. 41 '01iSkI'k Wri ©2012e-Clmpactcam fury i2 of r? 2. List and describe the programs and 1 or services of the Agency that are provided to Johnson County residents that address that need. MECCA provides a continuum ofprograms and services for the treatment and prevention ofsubstance abuse, mental health, and other behavioral health concerns. All services are confidential, genderspecific, culturally competent, outcome oriented andjbeusecion the least restrictive huerventions. MECCA provides services with a Recovery Oriented System of Care (ROSC) approach which builds on the strengths and resilience of individuals, offers a comprehensive menu of services to mcel the individual's needs, is consumer and family driven, timely and responsive, and maximizes use of natural supports and settings. Substance Abuse Treatment: Evaluation and assessment: Clearly and effectively determines the extent of difficulties experienced and appropriate level of care. Detoxification: Provides a safe and supervised place.for people to withdrowfrom extreme drug use while they are closely monitored and supported. Family Services: Provides education and suppar-t,for concerned persons. Assistance is available every if the substance abuser is not involved in treatment. Adolescent Outpatient: Group, individual and family based services, coordinated with other community agencies serving youth. Adult Outpatient: Includes counseling sessions provided in a group, individual, or./onety setting with ff-equency and amount of treatment depends upon Individual need. Residential (Inpatient): Offers individuals with substantial substance abuse problems daily intensive treatment contact in a 24-hour setting. Dory 7realmeal: provides slightly less intense care than residential services and without the 24-huur 'live-in"support. Continuing Care: Continued support far individuals completing the primary treatment phase. Group meetings on a weekly basis and works with other community agencies and support groups to connect clients with the resources and assistance they need, lfabiva{ house: Persons slabilizing their recovery.fron? substance abuse can wark and/or go to school and vocational programs while maintaining the changes they have made. Transitional housing:Two-near program providing safe, affordable, substance -free housing for, families in .substance abuse recovery with the goal of fostering.sellf sufftcienev through ongoing substance abuse a eatmem and case management services. Case Management Services : Enhances substances abuse treatment success On the coordination ofcommunity resources for both mother and children. t"Vft"CCA's Substance Ahuse Prevention services include classroom, worksite and oomrnrnity lyfortnation and education. We provide onsite services at local high schools for students, parents and school staff. Early Intervention Services (EIS) is a 6-hour, research -based program for youth who have received a drug or alcohol charge and would benefit jrom additional education. MECCA's 12 hour OW curriculum which utilizes research-basedguidelines to help participants avoidfurther prroblerns with alcohol or- drnegs. The O WI Course rueets the Departmental Education and Departrnernt of Transportation requirements under Iowa law 321J.2 and 321J.17. Additional Services include: Behavioral Health Services: Synchrony Employee Assistance Program provides support to employees and employers who struggle in the worliplace for a variety of reasons from alcoholism to stress. bacludes mental health counseling by licensed clinicians. Problem Gambling Services: Outpatient treatment andprevention services fur Johnson County residents experiencing problem gambling behaviors, Drug Testing: Available for employers, family me»nbers, monitoring ofcliews while in treatment, and to meet the. Department ofTransporlalion requirements far drivers and other safety sensitive positions. Contracted Services: JYIECCA staffprovides services in a variety of onsile setings for many organizations, including assessments at the Johnson County Jail. Client Information Please complete Client Demographic (Forth B) in addition to the question(s) below. 3. Provide a succinct, specific description of your primary target populations(s). Describe clients as a group ill terms of their needs, requirements, and strengths. The target population for MECCA's treatment services is low to very low income clients. They typically enter treatment while dealing with other issues or complications due !o 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, both interrnally and externally, to improve their lives and circumstances by the time they reach MECCA. MECCA's prevention services place a heavy emphasis on early intervention and prevention education programming for youth. In both to and rural. settings, we target youth of all ages and backgrarunds. This' population is important because a majority of alcohol, tobacco, and other drag issuesdevelop during the. pre -teen and teenage years, The strength of this group is that most have not yet developed an addiction and they are open to and better able to adopt healthy attitudes and behaviors. 11 is important to be accessible to youth, and our sire -based counselor services and other school based services provide easy access for support. 2012 e-Cimpact.com I ,7r. 1 of 12 Financial Management Complete Form C(a) and Form C(h) 4. fit detail describe the Agency need for funding from: City of Iowa City Localfrnds allow us to maintain direct services notfimded Through public health dollars, when costs exceed the cap or for other unbudgeted expenses. For treatment services, 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 arty 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, litre many other non profits, we struggle to find unresiricted,fimds to sustain essential operational, administrative arid prograrmrratic,fimctions. T{ae_se services inchrde information and referral services for fnmihes, pre and post treatment servvices, and delo.xrf coion services. With our transitional housing program, m, we provide supplemental rental assistance to families who need to move in right away, but are still awaiting Section 8 approval. 2atherihonforce families to stay in an unsafe or unstable housing situation, we go ahead and cover a potion their rent until they receive their Section 8 approval. This ensures that families who are in urgent need can move in to safe, supportive housing bmnedialely. With our prevention .services, the majority of grants we receive do not cover the fill[ actual cost ofproviding services. Indirect costs, travel costs, IT costs, etc. are not always included and yet are a real cost of providing the staff and services. Local funding helps usfrll in the gaps to ensure that we can provide quality programming, including helping to fund a prevention manager to oversee the network of services, avoiding duplication and improving efficiency to make best use of resources. 4a. The objective of Iowa City's Consolidated Plan (a.k.a. CITY STEPS) is to promote a continuum of care within the community that includes jobs, housing and services for low -moderate income persons. Tell us how the agency (or program of the agency) addresses the goals cited in the 2011-2015 CITY STEPS Plat (www.icgov.org/actionplan, pages 91-94). MECCA addresses Community Development Needs by directly providing substance abuse, mental health, and problem gambling services. Our Case Management Services assist our clients with day care, life skills, housing and employment in addition io theh, substance abuse issues. We also address the City Steps Plan goal oI lloneless Needs by providing Transitional Housing to low-income families in need ofsupport to maintain their recovery Item alcohol and drug ablese. 5. In detail describe the Agency need for funding from: City of Co �alville The need for Jirndingfrom the City of Coralville is the same as the creed described above, for Iowa City 6. In detail describe the Agency need for funding from: Johnson County The need. for Johnson County finding is also the same as we have described for Iowa City and Coralville 7. If the local government 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. MECCA operates tire only stand alone detoxification service in Johnson County. Detoxification services 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 al the University of Iowa hospital, Mercy Ilospital or end up in local jails. All ofthese alternatives are moe expensive and strabh local resources. Lack of funding would also have an irreversible negative impact on all those services that these unrestricted funds had eupparted including rental assistance for transitional housing and our 24-hour support, !! hmoarld affect orrr crbilily to staff our phones 24 hours a day, seven dogs a week, allowing round the clock free public access to prevention and treanment information. MFCCA received 4,049 calls in FY12, averaging ll calls per day. We responded to 302 email requests for infomalion and referral. S. How will local government funding help leverage other revenue for Agency? We have been successful at securingfunding (pi-irmarily.forprevenlion programs and services) without match requirements, however we are anticipating that future applications will start requiring match. Having local, funding available provides a rare unrestricted/ending source to leverage to maximize dollars, 9. If other funds are currently being leveraged using Johnson County Block Grant funds, please identify the source of funding, dollar amount leveraged and the purpose of the funds (service provided). In FY13, MECCA leveraged Johnson County Block Grant funds to secure the Comprehensive Substance Abuse Prevention grant from the Iowa Department ofPublic Health. %this grant is $170,515 per year, and provides evidence based programming to Johnson County youth. 11 I� ;.3.t_ t us 1 © 2012 e-Clmpact.com 4,i I:? Agency Accomplishments The United Way and Local Governments wok towards making our community a better place to live. Through the 2020 Vision Goals for the Common Good, we wil measure our progress towards improving community conditions. Please provide thefollowing information: Complete Form D and provide the Performance Measuremerus used (or will he used) by the Agency to rneasue results of services toward 2020 Vision Goals, 10. Please provide specific outcomes/performance measures your organization achieved in pY 12. How are people better "Iff beca..cn of the servi— 'Ivid nd `1 Measur-e,� Changes in perception ofrtsk/harm for youth. MECCA conducts pre and post tests with youth receiving evidence based prevention services. Pre/post test dalafrom FY12 indicated that 88% of youth participating in the Life Skills Training program, and 97% of youth participating in Early bilervention Services showed an increase in perception of substance abuse risk/harm. Measure: Ability to maximize resources to serve all it? need. In FY12, we were able to exceed our state contract goal of 1,958 substance abuse clients by serving 2,118 clients (105% of contract, Measure: Client satisfaction rate. In FY12, MECCA averaged a 92% client satisfaction rate. This data came from client sanveys conducted by a third -parry, Measure; Length of.stay. Research tells us that the longer a client is engaged in services, the better the outcomes. MECCA monitors length ofstay for clients in all levels q/'service. In FY12, our average length of3lgy.far residential, halfway and intensive outpatient services exceeded state averages, Measure: Wait time for substance abuse evaluations. Improving access to services is a priority. MECCA has instituted walk-in evaluations and has decreased wait time, r evaluations in Iowa City to 1.5 days. Measure. Wait tone,far outpatient services. In FY12, MECCA lowered the average wait limefor outpatient services from 8 slays to 3,3 days. I r ,• 9 2012 e-Clmpact.com , FY14 Form A A2enev Salaries & Benefits Please provide the information for employees in your agency, If do notfind the position on the fist, please add the position in the "other" section. You will he individually add posiLbns in "other" category. Please indicate if the position has paid leave, Health Insurance or Retirement by playing a "1 " in the box if the position receives that heoefit. Please provide the information for employees in your agency. Ifyou do not find the position on the list, please add the position in the "other"section. You will be individarally add positions in "other" category. Please indicate if the position has paid leave, Ileallh Insurance or Retirement by playinga 'V" in the box ifibe position receives that benefit. Position Paid 'Leave Health Ins 12etiremen t Plan Average.. Salary FTE (Last Year) FTE (This Year) FTE (Next Year) Executive Director/ President / CEO 1.00 1,00 1,00 102,000.00 1.00 1.00 1.00 Director of Operations /COO 1.00 1.00 1,00 72,000.00 1.00 1.00 1.00 Director of Development 1,00 1.00 1.00 60,770.00 1A0 1,00 1.00 Program Director/ Manager 2,00 2.00 2.00 60,135.00 2.00 2,00 2.00 Director of Community intervention 0.00 0.00 0.00 0.00 0.00 0,00 0,00 Assistant Icacher 0.00 0.00 0.00 0.00 0.00 0,00 0,00 Administrative Assistant 1.00 1.00 1.00 37,440.00 1.00 1,00 I.00 Advocate 0.00 0.001 0,00 0.001 0.00 0.00 0.00 Assistant Coordinator 0.00 0.00 0.00 0,00 0.00 0.00 0.00 Assistant Director 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Business Manager 0.00 0.00 0.00 0,00 0.00 0.00 0.00 Case Manager 1.50 1.50 1,50 37,560.00 1.50 1.50 150 Clerical Staff 7.00 7.00 7.00 28,080.00 7.00 7.00 7.00 Clinical Services Manager / Director 6.00 6.00 6.00 49,227.00 5.00 6.00 6.00 Clinical Support 10.00 10A0 25.90 23,380.00 25.90 25.90 25.90 Maintenance/Repair 3.00 3.00 3.00 24,120.00 3.00 3.00 3.00 Office Assistant 0.00 0.00 0.00 0.00 0.00 0.00 0,00 Program Coordinator 5.10 5.10 5.10 35,723.00 6.10 5,10 5.10 Receptionist 7.00 7.00 7.90 25,730.00 8.80 7,90 7.0 Services Coordinator 0.00 0.00 0.00 0.00 0.00 0,00 0,00 Transportation Manager/ Director 0.00 0.00 0.00 0.00 0.00 0.00 0,00 *Other 62.80 62.80 64.00 1,096,830.00 65.00 64,00 64.00 Vice President 1.00 1.00 1.00 73,200.00 1,00 1.00 1.00 [human Resources Director 1.00 1,00 1,00 70,920.00 1.00 1.00 1.00 IT Manager 1.001 1.00 1.001 64, 920.00 1.00 1.00 1.00 CFO 1.00 1.00 1.00 61,560.00 1,001 1.00 1.00 1 .1` ls 1 1 r M';.'"> © 2012 e-Chnpact,com .„ i of 17, FY14 Form A Aeencv Salaries & Benefits Please provide the information for employees in your agency. Ifyoau do viol find the position on the list, please add the position in the "other" section, You will be individually add positions in 'other" category. Please indicate il' the position has paid leave, Health Insurance or Retirement by playing a "I " in the box if the position receives that benefit. v� t, P.id Leave rrs<o1fh i_,, -R t men.Avvrao t Plan Salary FTF (i qxt Year) FTF.(Thit Year) F9TF.iNe.xG Year) Compliance Of 0,90 0.90 0.90 52,200.00 0.90 0.90 0.90 Clinical Supervisor 3.00 3.00 3.00 38,333.00 1.00 3.00 3.00 Clinical Services Coor 1.00 1.00 1.00 40,000.00 3.00 1.00 1.00 Counselors 29.00 29.00 29.70 35,232.00 30.10 29.70 30.70 ICARE Coordinator 1.00 1.00. 1.00 41,460.001 1.00. 1.00 0.00 Nurse 600 6.00 6.10 47,683.00 6.10 6.10 6.10 Drug Monioring Coor 1,00 1.00 1.00 35,568.00 1.00 1.00 1.00 Drug Monitoring Tech 2.00 2,00 2.30 22,048.00 1.30 2,30 2.30 Financial Oper Supervisor 1.00 1.00 1.00 41,100.00 1.00 1.00 1.00 Gambling Educ Coo, 2,90 2.90 2.90 35,426.00 2.90 2.90 2.90 Grant GSi'iter 1.00 1.00 1.00 42,000.00 1.00 100 1,00 Information Specialist 1.00 1.00 7.00 50,600.00 1.00 1.00 1.00 Medical Director 0.00 0.00. 0.10 40.560.00 0.10 0.10 0.10 Network Adminwrator 1.00 1.00 1.00 51,120.00 too 7.00 1.00 Office Manager 2,00 2,00 2.00 35.580.00 2,00 2.00 2.00 Quality Manager 1.00 7,00 1.00 59,160.00 1.00 1,00 1.00 Admissions Coor 1.00 7.00 1.00 37,200.00 1.00 1.00 1.00 Site -based Counselors 2,00 2.00 2.00 35,500,00 .3.60 2.00 2.00 SXaffAccountant 1.00 1.00 1.00 48,300,00 1.00 1,00 1.00 Technical Support Analyst 1.A0 1.00. 1.00 37,100.00 1.00 1,00 1.00 Total 108.40 108.40 126.40 1,652,995 128.30 126.40 120.40 92012e-Clmpad.comc'''- ,,,II t ( /A Srs,.-i c; % FYI Form B - Agency Demographic Agcncy summary of clients served dw,ing last two years and one projected year (unduplicated client count) I+Y ll CY"1G F.x 1.1 Information/Education Provided 12,500 12,629 12,750 Direct Services Provided 68,061 69,975 70,000 Total 80,561 82,604 82,750 Gender FY11 FY12 FY13 Male 8,331 9,593 9,630 Female 8,602 7301 7,520 Ethnicity FY11 FY12 FY13 IIispanic 634 707 800 Black 933 926 1,042 Caucasian 15,041 15,022 15,182 Native American 25 33 40 Asian 243 288 300 Pacific Islander 2 1 1 Other 559 463 500 '1 otal 17,437 17,440 17,865 Age FYI FY12 FY13 0-5 65 76 56 6-17 5,901 6,911 6,950 18-29 2,745 3,026 3,175 30-61 8,083 6,657 7,000 62-75 134 212 220 75-i-Years 6 9 10 Geographic Location FY11 FY12 FY13 Johnson County (Combined, unduplicated) 10,889 10,306 10,400 lowa City 10,372 9,802 9,800 Coralville 310 307 400 North Liberty 1 160 148 200 © 2012 a-Clmpactcom 4�,,,i e M 12 FY14 Farm C - Agency Budget Type Indicate if Budget is: 2 = Prograin Specific Agency Revenues FY11 FY12 FY13 Coralville Funding 1,710.00 1,710.00 1,710.00 Iowa City Funding 29,950.00 35,243.00 31,450.00 Johnson County Funding 327,240.00 327,240.00 327,240.00 lIWJC Allocation 57,090.00 57,090,00 57,090.00 UWJC Designations 2,773,00 3,877.00 4,300.00 Grants -Federal, State, Foundation 2,131,547,00 1,684,892.00 1,510,475.00 Membership Dues 0,00 0,00 0.00 Feesfor Services 1,596,287.00 1,761,932.00 1,739,571.00 Sales to the Public/Contracts 000 0.00 0.00 Fundraising Events 20,005,00 13,754.00 0.00 Contributions/Donations(including in- kind) 102,473,00 83,738,00 117,500.00 Interest and Investment Income 1,909.00 1,823.00 1,546.00 *Other 4,032,099.00 4,0197096,00 4,015,567.00 Total 8,303,083.00 1990,3 85 001 7,806,449.00 Expenses FYI FY12 FY13 I oral Salary and Wages 5,043,502.00 4,815,845.00 4,811,800.00 Benefits 979,464.00 957,086.00 992,992.00 Administrative 183,794,00 186,039.00 157,600.00 Occupancy 278,478.00 275,461.00 240,264,00 Other 2,077,484.001 1,560,075.00 1,583,762,00 TOLal 8,562,722,00 7,794,506,00 7,786,418.00 Fund Balance FYII FY12 FY13- Revenue 8,303,083.00 7,990,385.00 7,806,449.00 Carryover Balance From Prev Year 0.00 -259,639.00 -63,760.00 Total Operating Balance 8,303,083.00 7,730,746.00 7,742,689.00 Less Total Expenses 8,562,722.00 7,794,506,00 7,796,418.00 n i 3 !.> 20 1 1 ;S?. ©2012 e-CImpact.com � 5 c, i,_ "!! . ";C',.:,r. FY14 Form C - Agency Budget Fund Balance FYll FY12 FY13 Ending Fund Balance -259,639,00 -63,760,00 -43,729.00 Less Restricted Balance 0,00 0-00 0.00 Carryover Fund Balance -259,639.00 -63,760,00 43,729,001 Bd/Dmtor/Fonder Restricted Funds FY11 - FY12 FY13 *Bd/Donor/Fonder Restricted Funds - please itemize 141,791.00 141,791.00 147,953.00 United Way of.lohnsonCounty 57,090.00 57,090.00 57,090.00 Other United Ways 84,701.00 84,701.00 90,863.00 Total 141,791.00 141,791.00 147,953.00 In -Kind Support FY11 FY12 FY13 Services/volunteers 13,345.50 17,529.96 14,000.00 Material Goods 27,747.00 7,260.00 7,500.00 Space, Utilities, etc. 0,00 000 0.00 Other 0.00 0.00 0.00 Total 1 41,092.50 24,789,96 21,500,00 Grants FY11 VY12 FY13 *Grants - please itemize 4,878,683,00 4,643,398.00 4,715,945.00 Prevention and Problem Gambling 1,197,441.00 975,907.00 1,063,826,00 Magellan 3,681,242.00 3,667,491.00 3,652,119.00. Total 4,878,683.00 4,643,398.00 4,715,945.00 2012 e-CImpactcom -G!t 3 19 'IT9; FY14 Form C - Historical Balance Sheet (As of Agency'' fiscal year-end) Current Assets FY10 FY11 FY12 Cash 808,582.001 744,946,001 660,736.00 Investments 0.00 0.00 0.00 Receivables<90days 999,600.00 807,341.00 741,349,00 Total Current Assets 1,808,182,00 1,552,287.00 1,402,085.00 Other Assets F'Y10 FYI FY12 Property 6,078,742.00 6,080,542,00 6,104,304.00 Equipment 1,699,226.00 1,736,242.00 1,774,532.00 Less Depreciation -2,580,678.00 -2,948,065.00 -3,050,486,00 Receivables>90 days 0.00 0,00 0.00 *Other (describe): 0,00 43,332,00 41,100.00 Intangible Asset - Bond 0.00 43,332.00 41,100.00 'Total Non -Current Assets 1,808,182.00 1,552,287.00 1,402,085.00 'Total Assets Total 7,005,472.00 6,564,338.00 6,271,535.00 Current Liabilities FYIO FYI FY12 Accounts Payable 1,070,273.00 1,015,342.00 745,501.00 Payroll Taxes Payable 0.00 0.00 0.00 Contracts Payable 0.00 0.00 0.00 Mortgage Payable 111,053.00 118,234.00 123,349.00 Total Current Liabilities 1,181,326.00 1,133,576.001 868,850.00 Total 0,001 0.00 0.00 Other Liabilities FY10 FYI FY12 Mortgage Payable Balance 3,714,681.00 3,639,152.00 3,553,200.00 Other 259,087.00 200,870.00 180,616.00 Total Other Liabilities 3,973,768.00 3,840,022,00 3,733,816-00 Total Liabilities 5,155,094.00 4,973,598.00 4,602,666.00 Equity (Net Worth) 1,850,378.00 1,590,740.00 1,668,869.00 Liability+Equity 7,005,472.00 6,564,338.00 6,271,535.00 1 f 9 2012 e-Clmpactcwm sale( \,,'I,<< Tili.('A Form D: Performance Measurement Effort Qualiy,: Common Measures Description: How well did we do it? Measure: Changes in perception of risk/harm, far youth. MECCA conducts pre and post tests with youth receiving evidence based prevention services. Pre/post test data frrom FY 12 indicated thal 88%ofyouth participating in the Life Skills Training program and 97% of youth participating in Early Intervention Services, showed an increase in perception ofsuhstance abuse risk harm. Measure: Ability to maximize resources to serve all in need. In FY 12, we were ale to exceed our state contract goal of 1, 958 substance abuse clients by serving 2,11E clienis (105% of contract). Measure: Client satisfaction rule. In FY 12, MECCA averaged a 92% client satisfaclion rate. This data camefrom clienl sin veys conducted bi, a third -party. Effect Quality: Activity Speck Measures Description: What is difference wade? Measure: Length ofstay. Research tells us that the longer a client is engaged in services, the better the outcomes. MECCA monitors length ofsta� for clients In all levels Ofservioe. In P'Y 12, the average length ofstay for residential, halfivap and intensive outpatient services exceeded the state averages. Measure. Wait time for substance abuse evaluations. Improving access to services is a priority. MECCA has insiinrled walk-in evaluations and has decreased wait lime for evalualiarrs ira Iowa Ch)p to 1.5 days, Measul c, Wait time for outpatient services. In FY 12, MECCA lowered the average wail lime.for outpatient services from 8 days to 3.3 days. f--! CST © 2012 e-Clmpact com s {i. i2 of i2 A,d�,,.dxn�x�ori(cid��s o',ICrim;on ibunCy, FY14 Joint Government Application General Information Aeencv Name Executive Director Name Board President Requester Phone Email Address Website Ne4zhhorhood Centers ofJohnson Counts Brian Loring Sandy Lawrence Brian Loring (319) 358-0438 hrian-1 oring@ncjc, are P.O. Box 2491, Iowa Ciq,, , 52244, US.A. tvww.ncjc.org Agency Mission Statement Whether it is getting chilch-en ready,for kindergarten or preparing new parents for life with a baby, Neighborhood Centers is committed to helping our neighbors,jind their place in the communio, and use their talents to bring then? success and happiness. Number of Years in Operation 39 Year Org Established 1973 2020 Vision Goals for the Common Good Please indicate Gool(s) that your agency supports Income Yes Education Yes Health Yes Johnson County Rquest for Funding Johnson County: Request for Funding FY14 80,000 Total Budget (Johnson County) 1,800,000 Johnson County: % of Total Budget 4.44 Iowa City Request for Funding Iowa City: Request for Funding FY14 70,000 Iowa City: Total Budget 1,800,000 Iowa City: % of Total Budget 3.89 Coralville Request for Funding Coralville: Request for Funding FY14 1,500 Coralvillc:'1'otal Budget 1,800,000 Coralville: % of Total Budget 0.08 19 ' 1 12 9052 2�> rP' C , r © 2012 e-Clmpact.com rl,�,Cej 1 of 1 a Agency Information Please compiete the Salaries & Seiefts chart, for entire Agency (Farm A), in addition to the questions below. f. 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.) •7'hecori-elationbeM,eerrpoverty,poorschoolper fm-maneca2ndhealihrisksarewellestablished NeighborhoodCenters addressthefaclaslhatirapfaaiiliesiiiacycle.ofvielne'abilioy thatimpedestheirprogre.sslowards,sell-suljiciency, stabit hyandhappin ess. •Law-incornefamilieshavealwaysbeenaprimarytcagetofourprogramm ing. However, needsofihosefar2iil iesb(ganio changeininensia�-i ivv"'a'inivte waiceu%uaiuieursdlederui weijur-erefw iu.iiur ing iieisluioe, rveuegu'riilseeachangeia thetypeofscopeofsupportfarrrilieswererequesiingfrorntheCeniers. •Asparentset2teredorie-enteredthewor-k force,adiscarrrogingdeficitintheavailabilit),ofdependable,qualirychildcare becameincreasinglyapparent. Forthefamiliesinourneighborhoocis, lim itedacces.stotransportationhasrnadethe localiunofthechildcare.centerirnportant, a2dbecausemo.sl(lozu fdn2 itiesuseChilciCareAsslstanceforpayment, finding aproviderthatwillacceptlhatsubsidyhasbecomeanenormousbarrier. •Meanwhile,IowaCio)andlohn,sonCountyhaveseenariseinpoverty,especiall anjongfamilie,swithschool-aged children, resultinginanincreaseindeinandfor))outhandfamilyserviees. Thee'ncreasingpo vertyinourcormnunityis reflectedinthefreelreducedluncherarollmentintheneighbrn•hoodriveserve.Forinstance,alGrawWoodF.lementary School,freeh-c ducedh.inehenrolimentwenlfrrom l9%toM%from 19951o2010. •Neigh borho odCentersprides i tselfono urabi l ityloadcrp t t o thecharzgirzgneedsinourneighhorhoods. Overth eyears, theneedsandbarriersforchildrenandfamiliesevolvebietozrrgoalsremainconsisternt. Wecollaboratewithlnw-income fami7iesiohelpihernfindsuccessasparent c, worlce-s, neighborsandcitizeis. Wep-ovideeducadonandsupport programmingforchildrencnndyorrlhtohelpthemniakekeyllfen'mssitlonsandbeconeehappyandindependerztadidis. 2. List and describe the programs and / or services of the Agency that are provided to Johnson County residents that address that need. •ChildDevelopment: Programsforch ildrenbirthtgfrveycros. hzoludeschiddcareforirpfants, toddlersandpreschoolers. Yi'ealroprovidehm2ie-visitsandthe-apeuticsuppmtfnr7�oungchildremaithsyecia(needs.NcighborhuodC'enterslsa trainedPosiliveBehaviorinierveoiionSupports(PBLS)cohortandfatilitatesmonthlytrainingsforchilddevelopmentstaff. YorithDeve.lopnernt:l'rogramaforschuobagechildrenincludegfie�schoolprograms,sarrnnierdaycamp,enrichment programs, (music, cookingsports, camp, cycling etc.)healthandwellness, tutoringandpre-ernploymerit. Wealsooffer tivorlrskillsandcollegepreparationforteeas. TogetherwithihelCCSD,ivearepitotinganaeademicsuppa7ive c{fterschoolpi-ograniasopartof2l stCe.nturySchools, •FaniidyDevc lopment. Providessupporitoparentsandfamilies ihroreghhomevisilationpr'ogrcnns, parentingelasses, Engl i,shLanguageLeai neis, adultbasiceducation, issuelactivilyjocusedadultgroups, andfamilyliteracy, 7'heNEST project(.ffersince,nlivestopregnamwomentoreceivepernalalcare. Wealsowor7nvithparentswithchilaS�eiinthefaster caresy.stennb)lprovidingmentorsandcoinnnunitysupport. •CommuenityDevelopmcia. Thisareaofprogr-arnmhigresporndstoissuesandconcernsthataffecitheentirerieighborhood orthelargercomneunity.Ezamplesareiiieworinaehavedonetorediteecrin2eandimprovetheinvageandsafetyof southeastlowaCity.Someofihei.ssuesaddressedlravebeen,.supportingjohreadiness,gettingacros.swalk,citize2 actiivitics. O2012e-Clmpact.com Client Information Please complete Client Demographic (Form B) in addition to the question(s) below. 3. Provide a succinct, specific description of your primary target populations(s). Describe clients as a group in terms of their needs, requirements, and strengths. Ne.ighborhoodCentersofJohnronCouratyr-urzsprogramscii7dservicesinlow-incomeneighborhoods.Farniliesinthese neighbor hooclsareoftenintrarn.sition. Fain ilievaremovingintotheseneighborhoodssee/citigasgferenvironrnent, hetter joboppo-tunitiesarndrnorestepportiveschouls. .. - wmw.. Asfannrtresmakeournetghvorhooastnetrnenoe,eareawaretnatwemuslaclionetpmaKetnerrJransnton successful particularh!fortlreyoungehildren. Werecngnizethatthe.sziecessofchildrenislinkediocomrnti'tity's involvementinthecducationandsatpportofcrllchildren.Fortunately,theJohn.soiiCountyandlowaCitycommunityhave alonghistorvofacceptingresponsibilityofourchildren.Ourfamily-centeredandcommunity-basedapproachprovidesa lung- termcomn ihnenttoimprovingthequalityoflifeforfbmiliesinthelow-ineomeneighborhoodsthatweserve. Wehavetwocenters. ThePheasantRidgeCenterisdocatedal26517toberisRoad onthe WestsideoflowaCity. The primarytargetareoisthePheasantRidgeApartmeniC.onsptex, locatedonBarteltRoad.ThePheasantRidgeCenteral so inetarde.sthelow-incomeandsubsidizedareasofPetselPlace, ClearwaterCourt, WestwindsDrive, EmeraldCoarrt, and DouglasCourl. Ourrecondlocationis[heBroadwayCenterlocatedat2105BroadrvnyStreei, ontheSoutheaslsideoflowaCit v. BroadwayprovidesservicestgfamiliestivinginthesoutheastquadrantoflowaCity, andareaEastoflIighwayl and Southofllighway6.2'hatincoi-poratesmanyofthesubsiciizedrerriisinJohnsonCountyorithetenthofaniilethaiis BroadwaySneei,aswcldasiheswro¢mdingarea, Childrenfronoatriargetneighborhood sattendC,rantWood, Twain,LernmeandWeberElementarySchools.AtWood, !'wain, (Indl,emrneweoperateprograms(BASI', preschoolandafterschoolenrichment) intheschool. Wealsohave workedwithMamraollabo-alingoniheafterschoolrmdsumrnerpr ogr-ams.Inaddit ion, weoffersupporiservicesitiLatino mobilehomeneighborhoodsinlohnsonCozmty. Financial Management Complete Form C(a) and Form C(b) 4. In detail describe the Agency need for funding from: City of Iowa City Fundingfrom Iowa City, Johnson County and, more recently, Coralville are responsibleforgrowth and mission success of the Neighborhood Centers of Johrnsorr Cozrnty. The block grant nature of this, funding has allowed as to creme new programming, continue.successfiel prograinnehag and, over the years, leverage millions of dollars in State, Federal, and privatefunding. It also provides an essential core of fiending that helps pay overhead that other fenders prefer not to support, 4a. The objective of Iowa City's Consolidated Plan (a.k.a. CITY STEPS) is to promote a continuum of care within the community that includes jobs, housing and services for low -moderate income persons. "Cell us how the agency (or program of the agency) addresses the goals cited in the 2011-2015 CITY STEPS Plan (www.icgov.org/action plan, pages 91-94). Neighborhood Cenlers address several of the key public service activities cited as priorities in CITY STEPS such as crime prevention and awareness, child care, youth services, life .skills, financial literacy, and employment training. All of these activities are considered a high priority under the CITYS2EPSplan 5. In detail describe the Agency need for funding from: City of Coralville We ogf,rparent srepport io low-incarrne families ire Coralville. Services include home visits to mothers with infants and toddlers. We hope to use Coralville's .support to leverage additional program grants to reach school -age youth with out -of - school time programming. 6. In detail describe the Agency need for funding from: Johnson County Funding from Johnson County has been a key factor responsible for 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 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. 7. If the local government loading 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. Local government fm7ding cover three primary areas: 1) Matches dollars for leveraging new and existing grant support, 2) It allows its to r^espornd to quickly emerging needs, 3) Covers cost for overhead that allows us to put grant funding directly into programming. Loss of this funding will impact our ability to address emerging needs and reduce our competitiveness in leveraging onutside resources into the county. Without local support, grants becorne less attractive to funders. I 1 V 'W ` 0'1 r AN 1i;-I © 2012 e-Cimpactcom 1 .,e 3 of 1,t 8. Ilow will local government funding help leverage other revenue for Agency? One of the important, and often overlooked, by-products of local support,for Neighborhood Centers, and other human service agencies, a that we are able to use that support to leverage additional fording fn'orn outside the community to address local issues. Nuf financial support of the municipalities and the Johnson County make ourfunding applications appealing to finders, particularly fundcrs outside ofthe community. Demonstrating that our private, Slate, and Federal funding applications have the support of the local government makes our applications more competitive. Loss of local funding would, inevitably, lead to reductions in existing funding supports as well as Iasi opportunities, for future funding. Neighborhood Centers uses local funding as match for several grants. We directly leverage just over $400,000 into t.,h—,' ('n,.nry ,n,fth thn mntrh "/'the t hatted 4V..o Mhncnn Cnvnht and the ntv nl lnwa cif. 9. If other funds are currently being leveraged using Johnson County Block Grant funds, please identify the source of funding, dollar amount leveraged and the purpose of the funds (service provided). Department of Education Shared Visions grant classroom and parem support for young children-$110,00, State DHS wrap funding for early childhood classrooms - $36, 000; JC Empowerment (guaranteed for JC but not NCJQ early childhood programmirng - $255, 41 Z; Prevent Child Abuse Iowa for the Nest program - $8, 510, This year we have match in our Community Development Bloick Grant funding for rehab of building and grounds - $110,000, We also provide general sgit match support for the State -Wide Voluntary Preschool Program. 11 t, u ) _,.. AN CST © 2012 e-Clmpact.com a .; 4 of 13 Agency Accomplishments T17eUrritedWayarrdI.ocalGovei nmeratsworktowardsnrakingourcommunityabctler placetolive. Throughtlre2020 VisionGoalsforthcCommonGood, wewilmeaszrreourprogress7owardsirnpr-ovingcmmnurzitycondilions. Pleaseprovidethef llowingin/ornaaliorr: CornpleteFormDandprovidelhePerformaneeMeasurernenisused(oiwillbeused)6ythcAgencytonzeasueresultsof servicestoward2020VisionGools. 10, Please provide specific outcomes/performance measures your organization achieved in FY 12. How are people bcrtcr Uff because of the o vidnd9 CHILDOUTCOMES. •InourSharedVision,sprogrnrn, 76childre.nbir4h-3receivedaiiAgesand Slagesscreeningandan,4gesandStages-- SoaialGmotionalscreeningduringtheprograrnyear.Basedontheresulisofthescreenings, 51 childrenshoweddelaysin 2ormoredevelopmenlalareas; 23childrenwerereferredfarservicestoGWAEA, UIHC-CDD, orthe Universitygflowa Wendell,IohnsoizSpeechandllear6agClinic; 8childrennowhaveartlFSPinplace. Childrenenrolledinchild developnzentprogranzswerealsoassessedbytheCreativeCurriculurnforEarlyChildhoodDevelopmeniandLearrzing ChecklistbzP'YI2, children shoxmedgainsinallareasontheCreativeCurricuiamincictdingan86%increaseinthe languageandliler(icyclomain. •TheLFAD(LearningEnrichmentAssed)cvclopment)your1c,w-veysha wedthatparticipothzgyoutharemuchmore interesledinattendingcollegeandactuallybelievethaitheyarea'good'studen frompre/post. Spechcal4, students askeciwhatkindofsttrdentlheyfellthe,ywereinthedrre-surveyreportedoverwhelmingly fairorpoor. 'Onlhepost- sm-vcy,100'S6ofihestudenisreporled `goodore.xcellent.'Aslcedifiheywozrldgoontocollegeortrainingschool again, onthepre-survey,youth(85%)reported'noormaybe.'Ontheposi-st.+rvey,hovvever, 0%reportednoand48%reported yes. •LifeSkillsSurveys: Duringl'Y12, 61 yorethcompletedapre-assessnzentinQ2; 44completedapost-assessment; 39 completedbothapre/post. TheAnsell-C'asepLifeSkJldsAssesmenl(Yot.+thLeve(2)iscryoarthself-assessnzentoJSsubscale areas: communication, dailyliving selfcar•e,socialrelaiionships, andwork/studyhabits. Youlhscoreiheirarrswerona simplescale(notlikense,sornewhatlikenze,anchrerynruchlikenre).Asourprograrnresultsshowgainsfrotnpreanclpost surveysincrllareas: ?Comm ie?ication: 0%master yto49%nicisici y ?DailyLiving:31 %master,)rto72%mastery ?SgfCare. 21 %rnaste.ryto80%mastery ?SocialRelationships: 0`%rnasleryto54%rna.slery ?WorkandStudySkills:l0%maslerylo59%maslery •PositiveBehaviorReportReferrals: 16irtcidentreportsresultedinaPBSreferrallothelnierverztionisi.Ofthosel6 referrals, 2yacdhwereremo vedfronzprogrammlngbeccrerseofexcessiveviolencean4failw-etafollmvwithiiitervention planforaperiodof30days;lheyrelurnedtop-ogramrningi,vithone-on-oncsupportsinplace,Theremainingl4were s uccessful i of o Ilowirzgth eint erren ti onpl arzandrernain edingroup. ADULTOU'TCOMF.S, •18adrdisactivelypai licipatedinEnglishprg5n,anzmingiorvorlctowardsdcvelopinglifesklllsnecessaryforachieving theirpersonalgoals.Tlzesel8adultsmeasuredthelrsucces.sihrorrghpreandpostCASAsassessnzents;100%showed improvementontheirscore.sdurioglhe),ea-. Thesame 18adultsalsocompletedtheParentEducalionPr•ofile, aloof designedtonteasatrehomeliterocyzrsuge.Theadulisshowedsignificarrtirrereasesinthcirsupportandpartnershipwith wirecationalseltirxgsattendedbylheirahildren.100%ofparenlsaHendedparenl/ieucherconferencesattheirclrlld'school. -100%ofihesurveyedjamiliesinCommunityLiaismzprogramreportanhscreoseiiiknowledgegfDIISprocessand procedures.Ofihecarrentl0father'senrolledintheF'athersSupportGroarp, nonehadphysicalcustodywhenthegroup began. Sinceparlic: ipat irrginthcgrorrp, 3fathersnowhavcfullauswclyand6havepartial/sharedcustodyoftheir- children. •Yoathdevelopmemparenisurveys'97campletedl2esuhssho w : 7'hepr ogramhashelpedrneandnryfanzily: 35of47 respondedstronglyagree(74%), thcrcmah7nzg12of47respondcdagree(26%) ilowwouldyourateiheprograrn: Again, 35of47respondedexcellertt(74%)withther-ernainingl2of47respondingveiygood(26%). 1 (21 GL >b A M C:s! © 2012 e-Cmpact.com , 5 of 13 i1 > >ri�C;il ( of "j, i_'om;!t FY14 Form A Agency Salaries & Benefits Pleasepravidetheinfarmafonforervrployeesirzyouragency.IfyoudonoFfndthel)ositiononthelist,please(icidihe position in the "other "section. Yao willbeindividuaiivaddpositionsin "other "category. Pteascindicaleiftheposnionhaspaidleave,IlealthlnsuranceorRetirementbyplayinga"1 "inthe boxifth eposition receivesthatbene/n. Pleaseprovidetheinformationforenipioyeesinyouragenay.Ifvoudonoiftndthepositiononthelis7,pleaseaddthe po,sitioninthe "other "section. You willbeindividualivaddpositionsin "other"category. Me aseindicateiftheposnionhaspaidlcave,llealthlnsuranceorRetirementbyplayinga"I "iniheboxiftheposition receivesthalbenefit. Position Paid Leave Health Ins Refiremen t Plan Average Salary FTE (Last Year) FTE {This Year)Year) FTE (Next Executive Director/ President / CEO 1.00 1.00 1.00 74,700.00 1.00 1.00 1.00 Director of Operations /COO 1.00 1.00 1.00 66,108.00 1.00 1.00 1.00 Director of Development Program Director/ Manager 1.00 1.00 1.00 55,000.00 1.00 1.00 1.00 Director of Community intervention Assistant Teacher 1.00 1.00 1.00 17,500.00 14.75 17.00 17.00 Administrative Assistant Advocate Assistant Coordinator Assistant Director Business Manager 1.00 1.00 1.00 35,000.00 0.80 0.80 0.80 Case Manager Clerical Staff Clinical Services Manager / Director Clinical Sopporl Maintenance / Repair Office Assistant Program Coordinator Receptionist Services Coordinator Transportation Manager / Director *Other 9,00 9.00 9.00 301,300.00 32.05 34,80 35.30 On & O(fSite Childcare Directors 1.00 1.00 1.06 40,000.00 1.00 2.00 2.00 Family Support Worker 1.00 1,00 1.00 40,000.00 5.00 6.00 6.00 Lead Teachers 1.00 1,00 1.00 30.000.00 9.00 8,00 8.00 Youth Program Coordinator 1.00 1.00 1,00 30,000.00 3,00 3.00 3,00 YI �X?W Ari © 2012 e-Clmpact.com /� ti„1e 6 of 13 iNtr nbcrhuu i t < +.r561 oh11°,On County FY14 Form A Agency Salaries & Benefits Pleaseprovidetheirrforrnationforemployeesinyouragency.Ijyoudonokfindihepositiononthelisi,ple(isea(idthe positioninthe "other"section. Yotrwellbeindividuallyaddpo.sitionsin "other "category, Plcaseindiaateifthepositiunhaspairlleare,llealthlnsnranceorltetirenaentbyplayinga"1 "intheboxiftheposition receivesihatbenolt. 1.VJSG1Vfi l illLL Leavc llGllltil lilt - l\Gi4Y Glllyil t Plan !\YGi4].jG Salary LL tLiOJL Year) Y`Ll'i 'L SYLJ Year) 1.W `l.\GAt Year) Development/Fundraiser 1.00 1.00 1.00 40,000.00 0.511 0.50 1.00 Nutrition Coordinator 1.00 1.00 1.00 20,000.00 0.80 0.80 0.80 Youth Counselors 1.00 1.00 1.00 20,000.00 1.25 3.50 3.50 OffceA4anager 1,00 I00 1.00 27,500.00 2.00 2.00 2.00 Resource Manager 1.00 1.00 1.00 42,000.00 1.00 1.00 1.00 Food Service Worker 9,500,00 1.50 1.00 1. 00 AmeriCorys Workers 0.00 3.00 3.00 3.00 Vista Members 0.00 1,00 L00 1.00 Summer Temporary Employees 2,300.00 3.00 3.00 3.00 Total 14 14 14 549,608 50,60 55,60 56.10 11,( r'/!(.� AM(4r T ©2012e-Clmpact.com � =/of13 f�cunn- FY14 Form B - Agency Demographic Agencyyummarygfclients.rervedduringlasttwoyearsandoneprojectedyear- (unduplicatedclrenteount) FY Ill FY 121 FY 13 Information/Education Provided 1,864 1,823 1,850 Direct Services Provided 1,864 1,823 1,850 'total 3,728 3,646 3,700 Gender FYI I FY12 FY13 Male 882 781 800 Female 9821 1,042 1,050 Ethnicity FYII FY12 FY13 Hispanic 531 435 440 Black 920 976 990 Caucasian 258 317 315 Native American 15 10 15 Asian 62 17 20 Pacific Islander Other 78 68 70 Total 1,864 1,823 1,850 Age FYII FY12 FV13 0-5 369 412 420 6-17 927 782 800 18-29 568 226 240 30-61 371 370 62-75 751- Years 32 20 Geographic Location FYII FY12 FY13 Johnson County (Combined, imdupticated) 1,864 1,823 1,850 Iowa City 1,711 1,662 1,700 Coralville 140 130 130 North Liberty 13 311 20 otz t0f1 F� CST ©2012 e-Cimpact.comI nrW3 of 19 ^� i�nheiuin,i t ;111C' 0 FY14 Form C - Agency Budget Budget Type LndicateiJBudgctis. r -,,g', c, -! eve 1 2=YrugramSpeciflc 3=CountySpec fc Budget 'type Agency Revenues FY11 FY12 FY13 Coralvillc Funding 1,500.00 1,500.00 1,500.00 Iowa City Funding 60,000.00 27,000.00 19,000.00 Johnson County Funding 74,000.00 74,000.00 74,000.00 UWJC Allocation 107,314.00 110,000,00 115,500.00 UWJC Designations 3,409.00 3,411.00 3,500.00 Grants -Federal, State, Foundation 1,234,429.00 1,234,904.00 1,050,208.00 Membership Dues Fees for Services 308,301.00 422,355A0 425,000.00 Sales to the Public/Contracts Fundraising Events 35,782.00 78,220.00 95,000.00 Contributions/Donations (including in - kind) Interest and Investment Income 2,867.00 2,080.00 2,500.00 *Other 6,046.00 27,167.00 9,500.00 Total 1,833,648,00 1,980,637.00 1,795,708.00 Expenses FYI 1 FY12 FY13 Total Salary and Wages 1,182,666,00 1,248,925.00 1,240,000.00 Benefits 265,879.00 264,386.00 260,000.00 Administrative 237,371.00 243,206.00 245,000.00 Occupancy 152,106.00 154,799.00 155,000.00 Other Total 1,838,022,00 1,911,316.00 1,900,000.00 Fund Balance FY11 FY12 FY13 Revenue 1,833,648.00 1,980,637.00 1,795,708.00 Canyovcr Balance From Prev Year 49,169.00 44,795.00 114,116.00 Total Operating Balance 1,882,817.00 2,025,432.00 1,909,824.00 Less Total Expenses 1,838,022.00 1,911,316.00 1,900,000.00 111 "i210.: V (�,,. ©2012e-Clmpactcom ! .,)rz1,M I'i d .ianon { '`,c , 01 rt t it 1oww1 FY14 Form C - Agency Budget Fund Balance FY11 - FY12 FY13 Ending Fund Balance 44,795.00 114,116.00 9,824.00 Less Restricted Balance Carryover Fund Balance 44,795,00 114,116,00 9,824.00 Bd/Donor/Funder Restricted Funds FYI FY12 FYI *Bd/Donor/Funder Restricted Funds - please itemize 4,654.00 3,282.00 3,760.00 Donor Restricted Youth Gulf Program 2,850.00 200.00 Donor RestrlctedMusic Festival 1,804.00 3,082.00 3,760.00 Total 4,654.00 3,282.00 3,760.00 In -Kind Support FYII FY12 FY13 Services/Volunteers 97,000,00 97,000,00 97,000.00 Material Goods 20,000.00 20,000.00 20,000.00 Space, Utilities, etc. 11,000.00 11,000.00 11,000.00 Other 19,485.00 18,876.00 18,663.00 Total 1 147,485.00 146,876.00 146,663.00 Grants FYI FY12 FY13 *Grants - please itemize 1,234,429.00 1,234,904.00 1,050,208.00 Child Nut? itionProgram 85,955.00 94,051.00 95,000.00 City oflowa City 31,9 Musci Fest 2,562.00 3,000.00 Department Of Education - Even Start 109, 565.00 0.00 0.00' Department afEducation- Shared Visions 104,263,00 98,733.00' 109,930. 00 Head Start 137,.574.00 103,075.00' 0.00 State oflowa- DBCATSunnnerCanip 13,130.00 11,070.00' 13,000.00 State of Iowa - Cononuniry Liaison 56,61500 57,047.00 65,000.00 Stale of Iowa - Parent Partner 49, 689. 00 49, 700, 00 48, 000. 00 State oflowa - DECAT LEAD Grant 18,000.00 18,000.00 18,000..00 .Johnson County Social Services YES Program 21,365.00 26,119.00 22,000.00 Johnson County Social Services - Brecktzdge/BOOST femme/ BOOST PR 43,731.00 36,258.00 47„500.00 State oj1owaSuve Wrap 42,000.00 39,500.00 36,000.00 Johnson County Empowerment 275,632.00 242,852.00 255,412.00 State oflowa JJYD 50,354.00 50,354.00 56,056.00 Iowa Prevention 'VLSI' 9,446.00 13, 510.00 11i C 7C 12 M r A'',P? ©2012 e-Clmpactcom pago ,q of M1°' FY14 Form C - Agency Budget Grants FY11 FY12 FY13 Iowa Department of Hurnan .Services Family Tearn Meetings 1,350.00 2, 970.00 0.00 Barbara Bush t'oundation 64,990.00 U.no CDBG Funda Employment Training 48, 000.00 41, 000.00 Kohls Grant 57,206.00 52,527.00 0..00 Iowa City Community School 21 Century 15, 200. 00 15, 200.00 14, 600. 00 Iowa City ComrnunitySchool2lst Century Summer 6,800.00 6,800.00 Iowa City Community School Universal Preschool 152,800.00 194,400.00 187,200.00 United Way Community Priorities Grant 11,250.00 18,200.00 `1'otat 1,234,429.00 1,234,904.00 1,050,208.00 ©2012e-Clmpectcom r,,lc ti of l[} 'S�h i f I,w,, i;CB, .,,_. 1't-vit C U..r¢`, FY14 Form C - Historical Balance Sheet (As of Agency's fiscal year-end) Current Assets FYIO FYll FY12 Crash 340,566.00 378,800.00 494,127.00 Investments 54,349.00 55,519.00 56,267.00 Receivables<90 days 256,920.00 325,668.00 317,585.00 Total Current Assets 651,835.00 759,987.00 867,979.00 Other Assets FY10 FY11 FY12 Property 1,071,364.00 1,184,000.00 1,246,147.00 Equipment 235,494.00 151,192.00 152,581.00 Less Depreciation -700,316.00 -754,183.00 -807,503.00 Receivables>90 days 0.00 0.00 0.00 *Other (describe): 0.00 5,979.00 0.00 Deferred Fspense 5,979.00 TotalNon-CurrentAssets 606,54200 586,988.00 591,225.00 Total Assets 1,258,377.00 1,346,975.00 1,459,204.00 Total 2,471,461.00 2,520,951.00 2,641,654.00 Current Liabilities FY10 FYI FY12 Accounts Payable 22,879.00 17,934.00 26,572.00 Payroll Taxes Payable 15,728,00 22,101.00 5,671.00 Contracts Payable 62,302.00 50,257.00 54,535,00 Mortgage Payable 27,688.00 34,700.00 36,128.00 Total Current Liabilities 1 129,597.00 124,992.00 122,906.00 'rota) 10.001 0.00 0.00 Other Liabilities FY10 FYI1 FY12 Mortgage Payable Balance 253,452.00 278,025.00 316,480.00 Other 0.00 0.00 0.00 Total Other Liabilities 253,452.00 278,025.00 316,480.00 Total Liabilities 382,049.00 403,017.00 439,386.00 Equity (Net Worth) 876,328.00 943,958.00 1,019,818.00 Liability + Equity 1,258,377.00 1,346,975,00 1,459,204.00 If) s -i _2 2, At,, CPT O 2012 e-Clmpact.com P;Igfo Y2 of 13 %c i<, Il>orhoEv cI I ,crs of .f u:ns.m Coed �— - Nci,L,,Lhomood Ccutua of-JollI ar Cow I' FY14 Form ll: Performance Measurement Effort Quality: ComnaonMeasures Descriotlon: Flowwelldidwedoit? Measure:1300Chi1dren0-18willdevelopsocial,emotional, aeslhetdcandarlistic, physicalandintellectualskidls al o ngadevelopm en tal eont iraz.+un:designedto,sl rengt henskillsto improvet hebrhance.sofach ievingsuccessinschoo 1 andlife. 100%ofchildren.showedgain,s,187havereceivedascreet7ing 100%ofthe47studencssurveyincreasedskills,child aareoffercd245daystoover300, 72preschoolchildreninSWVPP, YLPenrolled24youth, tutormatches60tutors,Bike loSchoolWeekat 13schools Measure: 600adultswillstrengthentheirnc lworksofsupport, worktowardsdevelopingl{feskillsnecessaryfor ach ievirigih eirpersonalgoaLscrndineetingtheirdiverseraeeds. 18adulisacln+elvparticipateir;F[,I,arndGED; 100%.shoii+edimprovemer7tontheirscoresduringtheyear 96%of)anentsattendedci?7dparRcipatedinparent/teacher87parenteducationa?7dfan+ilyliteracyevenls 5ParentPortnensrnatchedwith22hirthparents 319d4usicl,'esiheidover7001)articipants '1' 20 c ff I P GST 0 2012 e-CImpact.com P , e 't3 ccf h9 i'�m ue:>t, 1o, I ti>>eac .1dul; t1;;raii Cei=ter FY14 Joint Government Application General Information Agency Name Pentacre.st, Inc./Pathways Adult Day ❑ealth Center Executive Director Name Jeff Kellbach Board President Requestor Phone Email Address 817 Peppenvood Lane, Iowa City, , 52240, U.S.A Mary Peterson Jeff Kellbach (319) 339-6162 jkellbachLabbe.org Website www.pentacrestiowacity.org Agency Mission Statement Pathways Adult Day Health Center iscommhled to providing a supportive, therapeutic and social environment designed to ofjerr opportunities for adults with challenges. Number of Years in Operation 32 Year Org Established 1996 2020 Vision Goals for the Common Good Please Indicate Goal(s) that your agency supporls Income Yes Education No Health Yes Johnson County Rquest for Funding Johnson Comity: Request for Funding FY14 5,000 Total Budget (Johnson County) 676,340 Johnson County: % of Total Budget 0.74 Iowa City Request for Funding Iowa City: Request for Funding FY14 5,000 Iowa City: Total Budget 676,340 Iowa City: % of Total Budget 0.74 Coralville Request for Funding Coralville: Request for Funding FY 14 2,500 Coralville: Total Budget 676,340 Coralville: % of Total Budget 0.37 ©2012e-Clmpact, cam Wi. of 1il Agency Information Please complete the Salaries & Benefits chart fur entire Agency (Dorm A), in addition to the questions below. 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.) Pathways is addressing the need,for a cost effective ahernulive to assist individuals, families, and caregivers in keeping their loved ones at home preventing premuture institutionalization, {fl'athways 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. List and describe the m•o_lrrams and l or services of the Agency that are provided to Johnson Coanty residents that address that need. Pathways Adull Day Health Center provides adult day health care services for adults 18 and over who are experiencing physical and/or, psychological chulenges. These individuals area( risk of losing their independence should they not receive the support and assistance to cope and/or deal with their challenges. Pathways prrovides 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, tubefeeding and dietary consultalions. Client Information Please complete Client Demographic (Form B) in addition to the question(s) below. 3. Provide a succinct, specific description of your primary target populations(s). Describe clients as a group in terns of their needs, requirements, and strengths. Pathways Adult Day health Center is the only provider of adult day services in Johnson Couno, that specializes in Dementia and skilled level of care for challenged adults andseniors. The servicepopulation 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. Financial Management Complete Form C(a) and Form C(b) 4. In detail describe the Agency need for funding from: City of Iowa City City oflowa City funding would be very beneficial to residents of Iowa City as it would pay for days of service to those individuals over the age of 18 living in poverty that have no other funding source and are unable to pay privately for services. The need for this.J riding hus increased over the past few yens cis we have seen an increase in those that live in poverty and do Prot qual{fy,for any other funding source and need the services of Pathways to remain in their homes and avoid premature or wsnecessaryplacement at Chalam Oaks, Nursing Homes, or other long term care placements. Pathways is a cost effective option compared to any other options. 4a. The objective of Iowa City's Consolidated Plan (a.k.a. CITY STEPS) is to promote a continuum of care within the community that includes ,jobs, housing and services for low -moderate income persons. Tell us how the agency (m, program of the agency) addresses the goals cited in the 2011-2015 CITY STEPS Plan (www.icgov.org/actionplan, pages 91-94). We addressed the goal gfNorz-Homeless Special Need with the services we offer. YYe assist many low income individuals including the elderly with completing necessary paperwork to access .SEATSparatransit and set up rides do different service including medical appointments. We are also providing medical care to these individuals as we have a full time RN and LPN that complete nursing procedures .such as blood sugar checks, cotheterization.s, colostomy care, and routine vital checks. We coordinate our services with physicians and assist participants in carrying oaui their case plans and goals. Pathways also assist those that are at risk of losing their homes indirectly by providing affordable care. far participants. 5. In detail describe the Agency need for funding from: City of Coraiville City, of Coralvillefumding would be very beneficial to residents of Coralville as it would pay for days of service to those individuals over the axe of 18 living in poverty 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 to those that live in poverty and do not qualify for any other finding source and need the services of Pathways to remain in then homes and avoid premuhure or unnecessary placement at Chatam Oaks, Nursing Homes, or other long term care placements. Pathways is a cost effecuve option compared to any other options. 6. In detail describe the Agency need for funding from: Johnson County Johnson County funding would be very beneficial to residents of Johnson County as it would puy,for days oJ'service to those individuals that have no other fading 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 qual fy for any other finding 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 ofJohnson Courtly over the age of 18 that are in need of the services offerred at Pathways that are living in poverty. i t' 1- 1 I ,ut f5f 1 © 2012 e-Clmpact.com P )': 2 of 10 7. If the local government 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. The impact of no.fundingfrom the local government would mean that residents of.7ohnson County, Iowa City, and Coralville living in poverty would very likely not be able to remain in their homes and be. forced into more costly premature placement into long term care such as Chatom 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. :11 1. eal m al. :..... ing hQ!p s.,ernge .,a..... for Agency? u. scoff nc...va.,b4..:.......... funding ... e. d ., e..a. .a.d..r<<..< Agency? Local gover-nrnen{funds will not assist with leveraging otherjnds. 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 9. If other funds are currently being leveraged using Johnson County Block Grant funds, please identify the source of finding, dollar amount leveraged and the purpose of the funds (service provided). N/A Agency Accomplishments The United Way and Local Governments work towards making our- community a beter place to live. Through the 2020 Vision Goals,for the Common Good, we wil measure our progress towards improving community conditions, Please provide the following information: Complete Form D and provide die Performance Measurements used (at-willbe used) by the Agency to nneasue results of .services toward 2020 Vision Goals. 10. Please provide specific outcomes/performance measures your organization achieved in FY 12. How are people better off because of the services you provided? Pathways served 94 participants from the cornmunif)v last year, 55 of which were living in poverty. The average length of stay far participants enrolled in our program last Fiscal Year was 3 and a half years which demonstrates how Pathways has assisted many individuals in remaining in their homes while receiving the proper care to help them stay there longer. Nearly half of the participants enrolled last year in the program have been at Pathways for at least 2 years. Without the services provided at Pathways many of our current participanW would be forced into long tern care as they could flat afford other care alternatives and also because there is no program that offers the socialization, nutrition, nursing services, exercise programs, and access to Physical, Speech, and Occupational therapy on site like Pathways. 1 : U 12 11: 5'W" CE:? © 2012 e-Clmpact.com fain 3 W 10 I,. t', lr't�, lino I,;1v d !, 1 .-•rxl Cti FY14 Form A A2eney Salaries & Benefits Please provide the information, far employees in your agency. If ),on do not find the position on the list, please add the position in the "other" section. You will be individually add positions in 'other"category. Please indicate if the position has paid leave, Health Insurance or Retirement by playing a "I" in the box if the position receives that benefit, Please provide the information for employees in your agency. If you do not find the position on the list, please add the position in the "other"section. You will be. individually add positions in 'other" category. Please indicate if the position has paid Leave, Health Insurance or Retirement by playing a "I " in the boa if the position receives that benefit. Position Paid Leave. Health Ins Retiremen t Plan Average Salary 'FTE(L,ast Year) FTE.(This Year) FTE(Next ' Year): Executive Director / President / CEO 1.00 1.00 1.00 46,000.00 1.00 1.00 1,00 Director of Operations /COO Director of Development Program Director / Manager Director of Conunnnity Intervention Assistant Teacher Administrative Assistant 1.00 1.00 1,00 23,000.00 1.00 1.00 1,00 Advocate Assistant Coordinator Assistant Director 1.00 1.00 1.00 33,000.00 1.00 0.00 0.00 Business Manager Case Manager Clerical Staff Clinical Services Manager / Director Clinical Support Maintenance / Repair Office Assistant Program Coordinator Receptionist Services Coordinator Transportation Manager / Director' *Other 6,00 6.00 6.00 160,000,00 6.00 6.75 0.75 Registered Arurse 1.00 1.00 1.00 40,000.00 1.00 100 1.00 Licensed Practical Nurse 1.00 1,00 1.00 30,000.00 1,00 1,00 1.00' Certified Nursing Assistant 1.00 1.00 1,00 21,000.00 2,00 2.00' 2.00 Activity Coordinator 1.00 1.00 1.00 24,000.00' 1.00 1.00' 1.00 11 F.;1 r 11'26 < ,V t;S"Y OO 2012 o-Clmpactcom a,1e <? o; 50 FY14 Form A Aaeney Salaries & Benefits Please provide the m/bi-mation for employees in your agency. Ifyou do not find the position on the list, please add the position in the "other"section. You will he individually add positions in "other"category. Please indicate rf the position has paid leave, Health Insurance or Retirement by playing a "I "in the box jThe position receives that benefit. 7A . i o A VmV ri --J VWV crt, V 1,1, I re-c Leave t Plan Sa3ary Year) Year) Year) Special Care Unit 1.00 1.00 1.00 23,000.00 1.00 1.00 1.00 Coordinator Social Worker 1.00 1.00 1.00 22,000.00 0.00 0.75 0.75 Total 9 9 9 262,000 9 8.75 8.75 II"WO" I , 2012e-Clmpact. com sgp:6of',6 si. ie Paflrrtinv i .di. (iae I1 11W1 ( citi.c,. FY14 Form B - Agency Demographic Agency summary of clients served during last two years and one proiccled year (unduplicated client count) FY III FY 121 FY 13- Information/Education Provided 43 52 60 Direct Services Provided 94 94 100 Total 137 146 160 Gender FY11 FY12 FY13 Male 43 45 48 Female 511 49 52 Ethnicity FYI FY12 FY13 Hispanic 4 3 4 Black 7 7 7 Caucasian 81 83 88 Native American 0 0 0 Asian 2 1 1 Pacific Islander 0 0 0 Other 0 0 0 'Total 94 94 l00 Age FYI FY12 FY13 0-5 0 0 0 6-17 0 0 0 18-29 0 1 0 30-61 25 27 29 62-75 26 28 30 75-1 Years 40 38 41 Geographic Location FY11 FY12 FY13 Johnson County (Combined, unduplicated) 91 90 96 Iowa City 66 70 74 Coralvil le 17 9 13 North Liberty 1 0 3 11 %0 2 +^.:: r f ('J t 02012 e-Clmpact.com Pvr, 6 of 16 sI, In ItJ :t, ldul': I)ul' i .i�,� FY14 Form C - Agency Budget Budget Type Indicate i/'Budget is: i —A guncy Lu vet 2 =Program Spccn'ic 3 Counw Specific Budeet Tvne 1.00 Aeenev Revenues FY11 FY12 FY13 Coralville Funding 0.00 0.00 0.00 Iowa City Funding 0.00 0.00 5,000.00 Johnson County Finding 0.00 0.00 0.00 UWJC Allocation 20,000.00 22,500.00 22,500.00 UWJC Designations 3,544.00 4,544.00 3,500.00 Grants -Federal, State, Foundation 26,815.00 24,233.00 31,879.00 Membership Dues Fees for Services 482,739.00 500,401.00 571,661.00 Sales to the Public/Contracts Fundraising Events 73,652,00 21,938.00 16,000.00 Contributions/Donations (including in- kind) 6,177.00 13,550.00 5,000.00 Interest and Investment Income 2,012.00 309.00 400.00 *Other 20,060.00 26,182.00 20,400.00 Totat 634,999.001 613,657.00 676,340.00 Expenses FYI FY12 FY13 Total Salary and Wages 270,735.00 271,677.00 289,704.00 Benefits 84,877.00 90,232.00 103,238.00 Administrative 59,706.00 66,681.00 71,823.00 Occupancy 147,309.00 149,511,00 137,600.00 Other 54,763.00 54,793.00 68,975.00 Total 617,450.00 1 632,894.00 671.340.00 Fund Balance FYI FY12 FY13 Revenue 634,999.00 613,657.00 676,340.00 Carryover Balance From Prev Year 806,465.00 466,572.00 447,335.00 Total Operating Balance 1,441,464A0 1,080,229.00 1,123,675.00 Less Total Expenses 617,450,00 632,894.00 671,340.00 31 rJ 'v 2 11:'t ti; ( S'.Y 02012 e-Clmpactoom P 1q,t t of i:] P zsi, !,,c l . , ,.,::.:. lc l liu" 1I„ il. 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FY14 Form C - Agency Budget Fund Balance FYII FY12 FY13 Ending Find Balance 824,014.00 447,335.00 452,335,00 Less Restricted Balance 357,442.001 0.00 0.00 Carryover Fund Balance 466,572.00 447,335,00 452,335,00 Bd/Dont r/Fonder Restricted Funds FY11 FY12 FY13 Bd/Donor/Funder Restricted Funds - please itemize 0.00 0.00 0.00 Total 0.00 0.00 0.00 In -Kind Support FYI FY12 FY13 Services/Volunteers Material Goods Space, Utilities, etc. Other Total 0.00 0,001 0.00 Grants FYll FY12 FY13 *Grants - please itemize 26,815.00 24,233.00 31,879.00 Dep. ofEduaation-Nietrition 23,315.00 24,233.00 25,000,00 srnallprivate grants 3,500.00 0,00 6,879.00 Total 26,815,00 24,233.00 31,879.00 11.:5 ks" ;t., ©2012e-Clmpactcom Paqc0of10 I'< �resI.Ij" i.;hUnv la+tL("wo FY14 Form C - Historical Balance Sheet (As ofAgency's fiscal year-end) Current Assets FY10 FY11 FY12 Cash 33,997.00 21,523.00 17,920.00 Investments 10,1 17.00 10,354.00 10,598.00 Receivables<90 days 128,486.00 91,289.00 86,714.00 Total Current Assets 184,643.00 133,752.00 131,051,00 Other Assets FY10 FY11 FY12 Property 1,546,178.00 1,554,198.00 1,554,198,00 Equipment 75,599.00 98,442.00 102,839.00 Less Depreciation 294,032.00 375,183.00 457,069.00 Receivables>90 days 0.00 0.00 1.00 Other (describe): 0.00 0.00 0.00 Total Non -Current Assets 1,327,745.00 1,277,457.00 1,199,969.00 Total Assets 1,512,388.00 1,411,209.00 1,331,020.00 Total 4,755,942.00 4,716,489.00 4,645,096.00 Current Liabilities FY10 FY11 FY12' Accounts Payable 142,692.00 11,154.00 9,584.00 Payroll "faxes Payable 824.00 570.00 679.00 Contracts Payable 0.00 38,452.00 0.00 Mortgage Payable 18,998.00 18,998,00 18,998.00 Total Current Liabilities 1 162,514.00 69,174.00 29,261.00 Total 0.00 0,00 0.00 Other Liabilities FY10 FY11 FY12 Mortgage Payable Balance 512,574.00 491,904.00 471,549.00 Other 30,836.00 26,116.00 25,433.00 Total Other Liabilities 543,410.00 518,020.00 496,983.00 Total Liabilities 705,923.00 587,193.00 526,243.00 Equity (Net Worth) 1 806,465.00 824,016.00 804,777.00 Liability * Equity 1 1,5 t2,388.00 1,411,209.00 1,331,020,00 1I 1_",rA Phi.CS- Oo2012e-Clmpactcom I'<u z"!"',!n P,�!In% r', n,[it[7ay!Ie, (hCcn' I i"�rhwry, FY14 Form D: Performance Measurement Effort Quantity: N,of Clients Description: Now much did you do? Measure: Served 55 participants that were living in poverty last year. Measure: Served 61 participants over the age of 65. Measure: Served 58 participants that lived with a caregiver. Quality: Common Measures Description: How well did we do it? Measure. 100% of participants find the staff at Pathways professional, friendly, and courteous. Measure: 95% of stakeholders rated their overall satisfaction with Pathways as good. Measure: I00% of referrals were contacted within 24 hours of their initial iuguby. Effect Quantity: li ofAclivilies Description: By type Measure: Provided 9,485 days of Aduh Day Services. Measure: Served 11,765 meals. Measure: Coordinated and assisted with 13,804 rides to andfrom Pathways. Quality: Activity Specific. Measures Description: What is difference made? Measure: 100% ofparlicipants and/or caregivers think Pathways has assisted them in remaining independent and living in their home.. Measure: 76% of participants attended for over 6 months. Measure: 48%ofparticiponls attended 3 yearn or longer. 92012e-CImpactcom of Rap, %i ctim,vk oc.:ia Proms ,m FY14 Joint Government Application General Information Agency Name Rape Victim Advocacy Pro2ranr Executive Director Name Karla Miller Board President Pat Mason -Browne Requestor Karla S. Miller, LISW, Executive Director Phone (319) 335-6001 Email Karla -Miller cyuiowa.edzr Address 332 S, Linn St, Ste. 100, Iowa City, , 52240, U.S.A. W ebsite www. rvap. org Agency Mission Statement The Rape Victim Advocacy Program provides confidential, accessible support and advocacy to victims/survivors o/sexual abuse and their partners, friends, and,lonily members and works to create a community fr-ee,li om sexual violence by providing education and prevention strategies and by promoting social change. Number of Years in Operation 39 Year Org Established 1973 2020 Vision Goals for the Common Good Please indicate Goal(s) that your agency supports Income No Education Yes Health Yes Johnson County Rquest for Funding Johnson County: Request for Funding FY14 19,500 Total Budget (Johnson County) 520,160 Johnson County: % of Total Budget 3.75 Iowa City Request for Funding Iowa City: Request for Funding FY14 15.400 Iowa City: 'total Budget 520,160 Iowa City: % of Total Budget 2.96 Coralville Request for Funding Coralville: Request for Funding FY14 5,000 Coralville: Total Budget 520,160 Coralville: % of Total Budget 0.96 i21136 A C:;l ©2012e-Clmpact.com k'ay�i of I=� Agency Information Please complete the Salaries & Benef+ts chart far entire Agency (Form A), in addition to the questions below. 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.) RVAP staff assist victims of sexual assault, sexual harassment and other sex -related crimes by providing direct victim services; education and awareness programming, RVAP.sigff also participation in policy -making, and other related activities. Sexual violence and related crimes (e.g., sexual harassment, stalking) are significant problems in the United States. According to the U.S. Department ofJustice, a woman is raped every 2 112 minutes. F.B.I. states that sexual abuse is the most under -reported crime, with only one out of 10 ropcs is reported The Center. for Disease Control (CDC) states that many cases are not reported because victims are afraid to tell the police, fi-icnds or family about the abuse. Victims also think that their.storie.s of abuse will not be believed and that police cannot help them. Many may be ashamed and embarrassed. Victims may also not reports because of threats by the perpetrator. In the National Violence Against Women Survey, 64% ofwomen and 16% of men reported being raped, physically assaulted, or stalked by an intimate partner. This includes a current or former spouse, co-habitating Partner, boyfriend/girlfriend, or on a date (Nationallnstitute ofJustiee; 2000), Additionally, -Among high school students surveyed nationwide, about 8% reported having been forced to have sex. Females (I I %) were more likely to report having been forced to have sex than males (4%). -An estimated 20% to 25% of college women in the United States experience attempted or complete rape during their college career. -in the United States, I in 6 women and I in 33 men reported experiencing an attempted or completed rape at some time in their lives. (National Institute ofJustiee & Centers for Disease Control & Prevention. Prevalence, Incidence and Consequences of Violence Against Women Survey, 1998.) -In the year 2000, 246, 000 women survived rape and sexual assault. This computes to 28 women every hour (Renni.son, C. M. "National Crime Victimization Survey, Criminal Victimization 2001. Changes from 2000-2001 with Trends 1993-2001, " Washington, D.C. US. Department o1'Jus7lce, Bureau of Justiee Statistics, NCJ 187007, 2002). Women between the ages of 16 to 24 will experience rape at a rate that's four times higher than the assault rate of all women. (U.S. Department of.lusace. 2003 National Crime Victimization Survey, 2003.) The experience ofsexr.+al assault results in significant consequences,for persons in the 13 to 17 age group. The Center for Disease Controlstates that "teens report dating abuse more often than other age groups ". The effects• on these victims include low academic achievement and participation in self harming behaviors including drug and alcohol use. Research suggests that prevention activities can have a significant impact towards preventing sexual violence. Adolescents are at a stage where they are developing future gender roles andsocial behaviors. Appropriately timedprevention strategies can reduce future .sexual violence. In FY12, RVAP statistics show 682 reports ofsexual abuse, 240 of those reports resulted in unduplicated direct services to residents ofJohnYon County. 135 of those victims, or 56% were 18 to 29 years of age and 41 victims, or 17% were between the ages of 0 and 17. 221 were females and 19 were males. Contributing Factors To the Incidence and Prevalence of Scxrtal Abuse include; lack of awareness or denial about sexual abuse, using 'partying" or alcohol as excuses to behave inappropriately or to incapacitate victims, incivility, failm-e to hold of accountable, sexism, racism, homophobia, a high lolerancefor inappropriate behavior, gender inequiRy, sexually violent messages and behavior; exploitative images of women and children In the media; The marginalization of women, children and disenfranchised groups, and the assumption ofsexual availability of women. Combined, these factors contribute to a "rape culture. " 2. List and describe the programs and / or services of the Agency that are provided to Johnson County residents that address that need. R VAPprovides direct sexual assault victim service to victims (and their signifwani others) who are Johnson County residents. Comprehensive crisis services include: (1) the 24 hour Rape Crisis Line; (2) in person medical, legal, court and systems advocacy; (3) individual counseling by certified sexual assault counselors; (4) support groups, and (5) direct services for the significant others of victims1survivors of sexual abuse, sexual harassment, dating violence, and stalking. Services are provided by RVAP staff and trained volunteer advocates. All services are, free and are confidential. 12 1 t: i r I C)rr; © 2012 e-Clmpactcom I 1 of 1F Client Information Please complete Client Demographic (Form 8) in addition to the questions) below. 3. Provide a succinct, specific description of your primary target populations(s). Describe clients as a group in terms of their needs, requirements, and strengths. Our primary target population includes anyone 12 and older who has experienced sexual abuse, harassment, intimate partner violence (e.g. date rape), or stalking We, also serve significant others, family members, andfr-iends of victims. RVAP provides outreach and services to the Latina, disability, international student, and LGBTQ communities, among others. These populations have traditionally experienced snore barriers to receiving services. isolation and not 'being aware of existing services, historically culturally insensitive mainstream services, and concerns regarding adverse consequences resulting from seeking help have often precluded these populations from seeking services. Requests for RVAP services by Spanish-speaking victims/survivors have increased cis a result of the activity of our bilingual staffin Lalincn/o conirnunities. One ofour bilingual staffinembers has been recently recognized on a national level and serves on committees addressing policies at that level that improve services locally. During the last two years, RVAP increased outreach to the LGBTQ community, We educated ourselves, and increased our competency. In F'Y12, we built on this work through forming the Transgender Resource Alliance, a multidisciplinary group working towards providing culturally competent .services for transgender members of the community. RVAP was selected as one of four sites chosen nationally by Forge Forward, a national Transgender advocacy group, to receive technical assistance to make our services more welcoming for trans'gendered clients. RVAP also participated in IC Pride activities. RVAP contottes to provide leadership in the area of meeting the needs ofpeople with disabilities who experience sexual violence. R VAP worker collaboratively with area disabilities services providers to offer counseling, advocacy and skills trainings to clients and slgff. RVAP leads a community group which is developing an interactive training program to train professionals to work more competently with crime victims who have a disability. RVAP services are victim -centered and victim -driven, meaning that we meet clients where they are and provide them information and options frmn which they can snake The best choices for themselves and we support theist in their decisions. F.ach client served is unique, yet there are similarities in the impact ofsexual abuse among victims. Often, sexual abuse chinos come to us 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 gffeetcd including trust, control, .spirituality, identity, sexuality, and relationships. They cannot return to "normal' because normal has forever changed. We. lielp clients create anew "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 hying to make sense out of senseless behavior. Thar require understanding, not blaming, truth instead of lies, and comfort and patience in dealing with the ubiquitous griefand loss that accompanies cruel, selfish and irrational acts. For some, reporting the crime to authorities is ma important way of holding of accountable, while others may choose to report only to R VAP. Still, many never report to anyone. Most ol'all, victims must know their- options and have support in determining what is rightfor them. They need tis to listen and to serve as their voice until They fnd their own. 'Y 7 1 : 'r6 y © 2012 e-Clmpactcom t ;�3 3 oP 15 Financial Management Complete Form C(a) and Form C(b) 4. In detail describe the Agency need for funding from: City of Iowa City Iowa City has unique urban qualities including a lager, more concentrated and diverse population, with a permanent base of residents and a large student population. These funds leverage other local, state and federal funds for use in providing services to victims ofsexual assault, harassment, and related crimes in Iowa City. There is demonstrated need for the RVAP services as follows: • 24-hour Rape Crisis Line — with both a local and toll -free number • In -person medical, legal, and court and .systems advocacy • Individnral arad grorap coa.+nseling-coannselors and.fkcilitators • Education options: a lending libraryat RVAP office, with art inter -library loan program established with Coralville, North Liberty and .Solon public libraries • Ediicalional progrannming.for middle -upper education students and community residents. • Resotn-ces and edarcational information a eonnprehensive vveh,site • Assistance and training for local community prrofessiunals for information about sexual assault/abuse issues and best practices services provision. Iowa Cityfunds are used to pay part of the essential administrative costs jor personnel that provide agency oversight and supervision, and to pay for direct services. Selected duties include leadership and .strategic planning, financial and dala rnanagernent, staff.supervtsion, and monitoring and evaluation ofpiograms arnd otitcomes. Since the majoriq, of our other grants du not rSnclnrde sufficient administrative costs, Iowa City are critical in maintaining a strong and effective infrastructure so we can provide services to victims and education in the community. Funding for direct services, programs, staff training and administrative salary support are more important than ever in weathering severe. budget cuts from other funding stremns and attracting other funds to maintain capacity. L L 11_ ., r i, iL`;i © 2012 e-Clmpact com :41e A i,,�, 4a, The objective of Iowa City's Consolidated Plan (a.k.a. CITY STEPS) is to promote a continuum of care within the community that includes jobs, housing and services for low -moderate income persons. Tell as how the agency (or program of the agency) addresses the goals cited in the 2011-2015 CITY STEPS Plan (www.iegov.org/actioiiplail, pages 91-94). R VAP services andprograms electively address the need for victim services andfacilitate change in the cultural climate, lowering the risk of some sexual crimes. We. meet the demand for victim services while also addressing longer -term causes andproblems that increase the risk of sexual abuse. Particularly, RVAP addresses four areas highlighted in the City Steps Plan: (1) crime prevention, (2) youth programming, (3) l fe skills, and (4) mental health. 1. Crime Prevention-Assisling victhns who report crimes, and conducting rape prevenliorr/education programming are integral parts of our services. Education is key in reducing the risk of .sexual violence and helping people learn how to support victim., Sexual assaults mainly occur between people who know each other (est. 85%), while 15% of the cases involve strangers, We. leach healthy relationships curricula; dispel myths about sexual abuse; increase awareness of services and issues; leach risk reduction; train area professionals on best practices in the field, and network with others on policy matters. 2. Youth Programming -We conduct programming in schools to strengthen relationships between youth and supportive adults to prevent sezaal violence; improve organizational policies and practices of organizalions and institutions, and increase the capacity ofcommunny professionals to do primary prevention. The Center for Disease Control states that "teens report dating abuse more often than other age groups. " Dating abuse has a negative effect on health throughout life. Teens that are abused are more likely to do poorly in school. They often engage in unhealthy behaviors, like drug and alcohol use. To assess this creed, we worked on community coalitions addressing issues related to teen challenges and successes. We also met individually with stakeholders and collaborative partners. School personnel and area youth workers identified that the youth they serve are experiencing dating violence andsexual assault, affecting both their ability to learn in school and to establish and maintain healthy relationships. 3. Life Skills -we holdpsycho-educalionalsessions for individuals and groups for learning healthy skills fir living. For clients who were sexually abused in formalive years, we address educational and developmental deficits, For others, we enhance skills they may already have. 4. Menial Health - A. Availability/Accessibilih,-The sexual assaull crisis lines are available 2417. Advocates provide immediate crisis counseling, support and referrals to individuals on the phone and to friends, family and others. Further, program -certified and slgff advocates czre dispatched on a 24 hour bari.s in person to provide assistance and support to victhns at the hospital, police deparhnents, and other- venues. Slqff members also provide supporl and advocacy to victim/wimesscs in the criminal juslice system (e.g., depositions and court), and Individual and group counseling in the office. Outcome]: 241365 hour availability of crisis services to all clients. Outcome 2. crisis counseling, group coumseling, systerns advocacy (courtlinslitulions), programming and other services available during business hours. B. Affordability-RVAP services are free. Oulcome: No cost ever to all RVAP clients for services. C. Susminability-we work to improve communities by raising community awareness regarding sexual assault, and reducing risk tlmrough cdareadoun and pronnuling of feader accountability, and collaborating to promote legislative and policy change. D. We work with people on improving mental health by assisting clients in resolving or managing trauma issues, and !caching effective Life skills. Outcome 1: clients will experience less distress and more feelings gfself e[f cacy, and Outcome 2.- clients will be better equipped emotionally and healthier overall to be more confident, positive and productive members of society. 5. In detail describe the Agency need for funding from: City of Coralville R VAPprovides comprehensive sexual abuse victim services to residents in Coralville, and conducts programming in schools and to commuraty groups, and presents awareness programming and crime -reporting (e.g., statistics, trends, self- protection). Specifuccrlly, Coralville funds payfor program expenses, including materials and such things as required for training to nainnun certification. Combined with otherfunds, Coralville's contribution assists in producing campaigns and materials that allow us to fulfill our mission to serve victims and promote and facllitale sustaining change through education. I', 2W2012 11 br f t i CS-t © 2012 e-Clmpact.com 3,ie 5 of 15 6. In detail describe the Agency need for funding from: Johnson County Just like anywhere else, rural communities share common needs regarding sexual assault services and programming that their urban counterparts have, however, there are some critical considerations unique to rural areas. Arguably the most critical factors include concerns regarding corufrdentiality, a feeling ofsocial isolation for victims (especially because offenders are often part of'a close -davit community); close, affordable access to resources is limited, and potentially there is a decreased level ofsupporl for victims in some communities_ Johnson County lundine helps eav lot the RVAP adrninisnrative expenses. and the rural e-ducalor who delivers programming to small towns and mural areas in Johnson County, and other program expenses. RVAP offers unique and challenging opportunities far volunteers that beneft people in Johnson County, and directly and immediately of the lives of Johnson County citizens when victimized by predators. These highly trained and supervised volunteers provide counseling over the phone and are available to go in person to provide advocacy and support to victims at the hospital and police departments, court and wherever else a viclhn goes following an assault. State -certified staff' provide a variety ofservices to county residents, including counseling, support groups and assistance with engaging professionals. Johnson County funds are leveraged with otherfunds to provide comprehensive sexual assault victim services and education to citizens of.7ohnson County. Finally, RVAP offers volunteer opportunities and sometimes employment opportunities. 7. If the local government 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. The loss o f this funding so -cam would jeopardize slate and federal, furnding since local, financial support is used for leaverage, and ive must demonstrate local support for the program. State funding for viatinn services in the upcoming year is being cut $1.5 million dollars. In response, the Attorney Generally Office immediately ordered a reorganization oj' services, placing even greater importance on this fimdiog. Additionally, these. funds are also critical to funding RVAP operations since most of our grants do not allow funding for operating costs. Local monies support Ivey admint.strative staffsuch as the executive and assistant directors and the fiscal officer. Program planning and administration are possible through this grant. Gram accounting requirements dictate the creation of financial statements, progress and outcome reports, and statistics. Funding from Coralville, Iowa City andJohnson County has allowed us to provide comprehensive sexual assault services. All RVAP staff, including the L'D and the AD, provide direct services to victims and !heir loved ones. Further, sigffprovide cducational programming tailored to communities in the respective locations. A signi icant portion of our educational programming is designed 10 achieve outcomes outlined in City Steps and the MPO that improve community climate and ive also are working with victims to improve their lives so that they can fully participate in the communities in which they live. We work with local law enforcement, the county attorneys office, medical personnel, agencies and institulions to improve and enhance communities'resleonscs to victims and their commitment to perpetrator accountability. Most sign fcantly, the Iowa Attorney General's Office that has been covering shortfalls in state and federal funding for several years announced that it can no longer do so. Victhn services across the state will see a $1.5 million card realized in FY14. The Crime Victim Assistance Division (CVAD) is working with the 28 victim services center- directors to devise a plan to cover more counties with considerably fewer resources and with fewer centers. There will be a massive reorganization with the state being divided imo six regions. There will only be three centers fu+nded in each region: one. each for sheltering services, comprehensive donnestic violence services and comprehensive sexual assault services. Local funding has allowed RVAP (and DVIP) to develop the capacity to step tip to be considered to remain the respective centers in the region. Many centers and shelters will be closing and the funded centers will cover more areas as best they can. RVAP is a strong center with the capacity to remain the only existing sexual assault center in the Southeast Region, and the de facto center far comprehensive sexual assault services considered by the current directors of the six other agected centers in our region. This is possible because of7he strength of our urban and rural local community ,support from Coralville, Iowa City and Johnson County. This support has allowed its to lead. Without this finding, our existence will be jeopardized. a0 2012 e-UmpacLoom Y,ryr, v of 15 S. How will local government funding help leverage other revenue for Agency? Local funding will fulfill the match of local funding reguirennerats for other grants. Most importantly, this finding will allow its to applyforfederalfunds to be the designatedsexual assault center in the Southeast region of Iowa. Most other sexual assault/domestic violence centers will be closed Our multiple local streams of financial and in -kind support make us a program with the skills, training, technical expertise in the areas of sexual assault and harassment and related crimes to be considered a valuable and credible program by other funding bodies. 9. if other funds are currently being leveraged using Johnson County Block Grant funds, please identify the source of funding, dollar amount leveraged and the purpose of the funds (service provided). Grants FYI FY12 FY13, respeotively Federal Vtctirns of Crime Act $ 96,107$ 88,523 $ 76,535 Federal Victims of Crime Act ARRA $ 922 $ - $ - Federal Violence Against Women Act .$ 22,839S 20,790 $ 20,475 Federal VOCA ARRA $ 4,197 $ - $ - Federal Rape Prevention Education $ 25,703 $ 23,658 $ 23,658 Federal Violence Against Women on Campus $ 23,054 $ 32,429 $ 6,548 State Sexual Abuse 862,030 $ 73,870 $74,925 State Sexual Abuse - statewide hotline $ 70,819 $ 87,776 $ 87,776 State Victim Services $ 8, 472 $ - $ - Sta1e Victim Services - statewide hotline $ 3, 415 $ - $ - University of Iowa Student Government $ 54,322 $ 47,090 $ 47,964 United Way ojEast Central Iowa $ 32,000 $ 32,000 $ 32,000 Anonymous grant $ 25,000 $ 25,000 $ 25,000 Total Grants $ 434,880 $ 431,136 $ 394,881 Footnotes: These funds are used for direct services, programming, operating costs and federal match. �tMi, "sI' ©2012e-Clmpadcom t ry; /y3'1S Agency Accomplishments The United Way and Local Governments work towards making our community a hetter place to live. Through the 2020 Vision Goalsfor the Common Good, we wit measure otrprogress towards improving community conditions. Please provide the following information: Complete Form I) and provide the Performance Measurements used (or will he used) by the Agency to measue results of services toward 2020 Vision Goals. 10. Please provide specific outcomes/performance measures your organization achieved in FY 12. How are people vec...c o.. oww.. o., Of Me w.... o You pro.....w. In FY12, we had 1, 088 crisis and follow-up calls. In Johnson County, Iowa City, and Coralville, 119 assaults were reported and we accornparned victims to the hospital80 times, to the police 30 times, and we provided 9legal advocacies. In FY12, we provided 307 speaking engagements to 4,495 people. 198 of those were conducted in Johnson County to 4,099 People. For those counseling clients completing their work in FY12, t/te clients were seen an average of 5.5 times. Reports were gathered oh 43 new clients and 3 returning clients for 270 sessions. The outcomes indicated a goal achievement average of 2.7 on a four point scale. This indicates on average clients were able to idenlifi, situations when particular issues did not have an adverse effect and were working towards idenhfjring strategies for healing. In FY12, RVAY wrote for and received a scholarship from the Office for Victims of Crime (OVC•) for a community team scholarship to attend the "Responding to Crime Victims with Disabilities Conference" in December 2011. In conjunction with Systems Unlirnued, Inc. stof/,,' the RVAP Johnson County Services Coordinator provided a solely skills support group to clients who had been identified as hosing an interest hh the subject gfrisk reduction and safety oplions. This group elicited the. followhhg responses from the participants. "I really enjoyed the class, it was cool and I hope I can come hack " "I liked the class and learned some good things. " The staffwho attended the sessions with their clients had the following to say about the group. "I thinkyou, the teacher connected well and used real life situations to teach realistic examples. " "7 would say [rate] 11 was a 5 for one of them [client] as she talked about what she was learning outside of class. " "1 was only here for one class, but I think it a class that every individual we .serve needs to attend. " Outreach effbrts to the Spanish-speaking community iesulied in bilingual sigff being recognized for their expertise in addressing the needs ofsexual assaull victims within that community. We have seen a correlation between the requests for RVAP services by Spanish-speaking victuns•1s•urvivors and the activity of our bilingual stgfj'in the Latina community. In FY12, RVAP served 26Latinalo clients and provided there with 32 repeat advocacy sessions. These clients were also able to attend counseling sessions provided in Spanish, and receive counseling materials and fill oul. forms that have been translated into Spanish. One of the Spanish-speaking counseling clients provided this comment. Client. "Thank you to your agency and the lowaCASA attorney. I have the hope to see my two daughters. It has been 10 years since the last time I saw them. " R VAP was selected as one of only four sites in the nation toparticipate uh the FORGF. initiative. Out of this effort was born the Transgender Resource Alliance (IRA), a n-ndli-disciplinary group working towards developing training and boner practices, for professionals to serve tr-ansgender individuals in our community. This group includes the transgender community, medical communal', victim services, students, and mental health providers. RVAP also participated in IC PRIDE this past summer by having all information table during thefair, providing brochures and give -a -way items. RVAP keeps slats on counseling clieals by giving a voluntary intake form to each client which asks them to identify ethnicity, gender mid sc vital identity/orientation. From the past 2 years RVAP has seen our LGBTQ clients increase from 12% in FYI] to 14.2% in FY12. f 1 N) i 2 :1:,q7 AM (;:57 © 2012 e-Clmpactcom P=� (!0 9 of 13 Ir �, .rtitu S i cae} (' ,.fcaui FY14 Form A Agency Salaries & Benefits Please provide the infornnation for employees in your agency. If you do not find the posbion on the list, please add the position in the "other" section. You will be individually add positions in "olher" category. Please indicate i/'the pavilion has paid leave, Health Insurance or Retirement by playing a "I" in the box if'the position receives than benefit. Please provide the inforrnation.for employees in your agency. lfyoet do no{fnd the position on the list, please add the position In the "other"section. You will be individually add positions in "other"category. Please indicate if the position has paid leave, Health Insurance or Retirement by playing a "I" in the box if lire position receives that benefil. Position Paid Leave Health Ins Retiremen -' t Plan Average Salary , FTE (Last Year) FTE (This 'Year) FTE (Next -.Year) Executive Director/ President / CFO 1.00 1,00 1.00 69,600.00 1.00 1.00 1.00 Director of Operations /COO 1.00 1.00 1,00 53,267.00 1.00 1.00 1.00 Director of Development Program Director / Manager Director of Community Intervention Assistant'reacher Administrative Assistant Advocate Assistant Coordinator Assistant Director Business Manager 1.00 1.00 1,00 37,982,00 1.00 1.00 1.00 Case Manager Clerical Stall 13,000.00 0,25 0.50 0.50 Clinical Services Manager/ Director Clinical Support 18.500.00 0.10 0.50 0.50 Maintenance / Repair Office Assistant Program Coordinator Receptionist Services Coordinator Transportation Manager / Director *Other 4.00 4.00 4,00 144,061.00 4.00 4.00 4.00 Johnson Co. Services Coordinator 1.00 1,00 1.00 39,241,00 1.00 1.00 1.00 Rural Youth Education Coordinator 1,00 1,00 1.00 33,590.00 1A0 1.00 1.00 EducalmdAdvocate 1.00 1.00 1.00 34,340.00 1.00 1.00 1.00 ISAH Coordinator 1,00 1.00 1,00 36,890.00 1.00 1.00 1,00 T1 1 n ,' ..., ,/, Ah. CST © 2012 e-Cimpactcom ,n=p;,r of 1 S s• i' V ictiri� Fro,n,mm FY14 Form A Agency Salaries & Benefits Please provide the information. far employees in your agency. If you do not find the position on the list, please add the position in the 'other-" section. You will be individually add positions in "other" category. Please indicate if the position has paid leave, Health Insurance or Retirernent by playing a "I , in the box if the position receives that benefit. o.,oa x.,.• .o....:........... A ......... : '.. =V fr....... Va i=eM- VmcU..(nd;;.:... u.,,...,.. . ---e ............a ......-.,.w a , u Leave t Plan .Salary Yearj Year) year; Ycarj Ycar). ear) Total 7 7 7 336,410 7.35 R 1 8 1; J,12 hI.: .. ©2012e-Clmpact.com r .;�1i]o:"t5� R p,IVi"tint ,Wd cul,} I' FY14 Form B - Agency Demographic Agency suminan) of clients served during last lwo years and one projected year (undupliealed client count) . B Y 11 N Y BIZ YY l3 Infomration/Education Provided 5,665 4,099 5,000 Direct Services Provided 317 240 300 Total 5,982 4,339 5,300 Gender FY11 FY12 FY13 Male 29 19 20 Female 288 2211 280 Ethnicity FYI1 FY12 FY13 Hispanic 22 13 25 Black 11 14 25 Caucasian 164 155 190 Native American 0 0 0 Asian 3 5 15 Pacific Islander 0 0 0 Other 13 53 45 'Total 213 240 300 Age FYI FY12 FY13 0-5 2 5 5 6-17 36 36 45 18-29 132 148 195 30-61 41 88 45 62-75 21 3 5 75+ Years 0 0 5 Geographic Location FYll FY12 FY13 Johnson County (Combined, unduplicated) 212 206 300 Iowa City 131 156 175 Coralville 35 18 30 North Liberty 3 5 10 11( 1F' 7ST O2012 e-Clmpactcom Px•; rI o[ 15 FY14 Form C - Agency Budget Budget Type Indicate if Budget is 1 = A Pnr.v Lnvel 2 = Program Specific 3 = Caunly Specific Budget Type I 1.001 Agency Revenues FYI1 FY12 FY13 Coralville Funding 3,000.00 3,000.00 3,000.00 Iowa City Funding 12,000.00 12,000.00 12,000.00 Johnson County Funding 16,325.00 16,325.00 16,325.00 UWJCAllocation 25,834.00 27,125.00 27,125.00 UWJC Designations 3,769.00 4,561.00 5,028.00 Grants -Federal, State, Foundation 468,447.00 458,012.00 382,672.00 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 2,837.00 875.00 0.00 Contributions/Donations (including in- kind) 347,755.00 347,596.00 356,965.00 Interest and Investment Income 1 23,373,00 372,00 500.00 *Other 2,855.00 1,257,00 0.00 Total 906,195.00 871,123,00 803,615.00 Expenses FYI ` FY12 F'Y13 Total Salary and Wages 346,317.00 330,658.00 307,947.00 Benefits 121,999.00 123,405.00 108,672.00 Administrative 23,663.00 23,150.00 20,971.00 Occupancy 44,400.00 45,600.00 46,800.00 Other 325,477,001 324.141.001 329,935,00 Total 1 861,856.00 846,954.00 814,325.00 Fond Balance FYI FY12 F'Y13 Revenue 906,195.00 871,123.00 803,615.00 Carryover Balance From Prev Year 296,759.00 234,707.00 161,190.00 Total Operating Balance 1,202,954.00 1,105,830.00 964,805.00 Less "Total Expenses 861,856.00 846,954.00 814,325.00 t f o 2012 11.: i Ak4 2012 e-Clmpactcom (-_.q• 12 of 15 vi"liln on FY14 Form C - Agency Budget Fund Balance FY11 FY12 FY13 Ending Find Balance 341,098,00 258,876,00 150,480.00 Less Restricted Balance 106,391,001 97,686.001 99,500,00 (Carryover Fund Balance 1 234,707,00 161,190,00 50,980.00 Bd/Donor/Fuuder Restricted Funds FY11 FY12 FY13 *Bd/Donor/Funder Restricted Funds - please itemize 106,391.00 97,686.00 99,500.00 Schenken-Schmidt Endowment 106,391.00 97,686.00 99,500.00 Total 106,391.00 97,686.00 99,500.00 In -Kind Support FY11 FY12 FY13 Services/Volunteers 281,995.00 288,146.00 294,165.00 Material Goods 645.00 645.00 645.00 Space, Utilities, etc. 44,400.00 45,600.00 46,800.00 Other 360.00 360.00 360.00 Total 327,400.001 334,751,001 341,970.00 Grants FYI FY12 FY13 *Grants - please iteinize 434,880.00 426,619.00 379,155.00 Federal Victims ofGimeAct 96,107.00 88,523.00 76,535.00 Federal Victims oj'Crime Act ARRA 922.00' 0.00 0.00 Federal Violence Against Women Act 22,839.00 20,790.00 20,475.00 Federal Violence Against Women Act ARIA 4,197.00 0.00 0.00 Federal Rape Pt eventr'on Education 25,703.00' 22483 7,932.00 Federal Violence Against Women on Campus 23, 054.00 33351 6,548.00 State Sexual Abuse 62,030.00 73,870.00 74,925.00 State Sexual Abuse - Statewide Hotline 76,819.00 87,776.00' 87, 776.00 Stale Victim Services 8,472.00 0.00' 0.00 State Victim Services - Statewide Hotline 3,415.00 0.00 0.00 University oflowa Studcnn Government 54,322.00 42826 47,964.00 United Way of East Central Iowa 32,000.00 32,000.00 32,000.00 Anonymous Gran( 25,000.00' 25,000-00 25,000.00 Total 434,880,00 426,619.00 379,155.00 1 7� >F , c� © 2012 e-Clmpactcorn r ay�a „1 0l 1I5 Rip'! \ iwI ., Pro, rsui FY14 Form C - Historical Balance Sheet (As ojfAgency's fiscal year-end) Current Assets FY10 > FYII FY121 Cash 192,120.001 219,215.001 245,074.00 Investments 0.00 0.00 0.00 Receivables<90 days 1,329.00 230.00 450.00 'Total Current Assets 193,449.00 219,445,00 245,524.00 Other Assets FYIO FY11 FY12 Property 0.00 0.00 0.00 Equipment 44,561.00 44,765.00 56,092.00 Less Depreciation 29,705.00 31,515.00 34,686.00 Receivables>90 days 290.00 160.00 90.00 *Other (describe): 89,956.00 108,999.00 98,942.00 Schenken-SchmidtEndowrnent 87,595.00 106,391.00 96,507.00 Inventory 1,123.00 1,358.00 1,007,00 Prepaid Expenses 1238 1,250.00 1,428.00 Total Non -Current Assets 105,102.00 122,409.00 120,438.00 Total Assets 298,551.001 341,854.00 365,962.00 "Total 568,165.00 649,702.00 676,210.00 Current Liabilities FYIO FYI FY12 Accounts Payable 1,792.00 755.00 692.00 Payroll Taxes Payable 0.00 0.00 0.00 Contracts Payable 0.00 0,00 0.00 Mortgage Payable 0.00 0.00 0.00 Total Currem Liabilities 1 1,792,001 755,001 692.00 Total 1 0,00 0.00 0.00 Other Liabilities FY10 FYI FY12 Mortgage Payable Balance 0.00 0.00 0.00 Other 0.00 0.00 0.00 total Other Liabilities 0.00 0.00 0.00 Total Liabilities Equity (Net Worth) 296,759,001 341,099.00 365,270.00 Liability + Equity 299,551,00 341,854,00 365,962.00 I i J 2 11."( )t6 t1, r © 2012 e-Clmpactcom .:a 1A o' 16 k"Tc vi"?.ml mim AcIvt .ac.g Pro<< -run 14 Form D: Performance Measurement Effort Quantity. 9 of Clients Description: How much did you do? Measure: # of youth and adults participating in healthy relationships programming Measure: # of clients served through direct services Measure: # of persons participating in educational presenlations and activities Quality: Common Measures Description: How well did we do it? Measure: % of cert f ed slgff as defined by Iowa State Code Measure: % of requests for in -person advocacy responded to within 20 minutes Quality: Common Measures Description, How well did we do it? Measure; % of new counseling clients offered/receiving appointment within 1 week Quality.Common Measures Description: How well did we. do it? Measure: % of schools receiving Safe Dates programming within six months of request Measure: % of educational programs ,scheduled within two weeks of request Effect Quantity. # ofActivities Description. By type Measure. ## of individual counseling sessions Measure: #of advocacies Measure. # of support groups Measure. # of healthy relationship groups Measure # of educational presentations Measure. # of educational activities other than presentations (poster/ad campaigns, info tables, etc.) Quality. Activity Specific Mcasin cs Description: What is diJJerence made? Measure % of callers connected with additional resources Measure. % of callers who identhr roping ,skills Measure: % of counseling clients meeting 314 of counseling goals Measure: % of counseling and support group clients reporting reduction in PI SD response Measure: % of advocacy clients completing medical exam and/or police report Measure: % ofadvucacy clients participating in ongoing legal remedies Measure: % of education participants able to identify compassionate response to victims Measure: %ofeducanonal participants able to identify bystander intervention skills f > >,rT21'.. ANICf3- ©2012e-Clmpact.com I :gci5 o11", Sh:eLer ! incase FY14 Joint Government Application General Information Agency Name Shelter House Executive Director Name Crissy Canganelli Board President Gale Kolbet Requestor Crissy Canganelli Phone (319) 338-5416 Email ctdssY@sheterhouseiowa.org Address PO Box 3146, Iowa City, , 52244, U.S.A. W ebsite rvwwshelterhouseiowa. org Agency Mission Statement To provide shelter, basic and transitional resources, while encouraging self-sgfficiency, to any person in our community who is homeless. Number of Years in Operation 29 Year Org Established 1983 2020 Vision Goals for the Common Good Please indicate Goal(s) that your agency supports Income yes Education yes Health yes Johnson County Rquest for Funding Johnson Comity: Request for Funding FY14 55,000 Total Budget (Johnson County) 1,895,805 Johnson County: % of Total Budget 2.90 Iowa City Request for Funding Iowa City: Request for Funding FY14 64,500 Iowa City: Total Budget 1,895,805 Iowa City: % of Total Budget 3.40 Coralville Request for Funding Coralville: Request for Funding FY14 10,000 Coralville: Total Budget 1,895,805 Coralville: % of Total Budget 0.53 11 a A 12, 11:? 4 N (+ ,;T © 2012 e-Clmpact.com l (19 Agency Information Please complete the Salaries & Benefits chart for entire Agency (Norm A), in addition to the questions below. 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.) Shelter House provides shelter, basic & transitional resources, while eitcouraging.relfsufficiency, to any person in our community who is homeless & is the only shelter for the general homeless population in the county (risen, women, children, the disabled and elderly). In the last year alone, Shelter House provided shelter and services for 961 unduplicated individuals and ran al capacity most every night, On average 3-5 individuals were, denied shelter nightly due to lack of bed capacity. The agency not only addresses essential human needs of food & shelter but moves beyond these to address issues related to the transition of the individual or family back into the cammmudy, and the work necessary to obtain & maintain permanent housing, employment & health services. CITY STEPS 2011-2015 (p70) idenilfaes emergency shelter and supportive services for the homeless as high priorities and further sites education, job training, & self-strf iciemy skills among the greates4 needs of those in poverty. One hundred percent of who we work with are living in poverty and homeless. Shelter House's S7AR Program (comprehensive case management and vocational training), Homeless Veterans Reintegration Program (employment placement and retention for veterans), Skills Workshops, Culinary Skills Training, the Lodge, & Janitorial Services directly respond to these needs. CITY STEPS (1)70) specifies the following strategies which are consistent with Shelia house services including Drop -To Center, the Sheller and the Lodge (permanent supportive housingfor persons with serious persistent mental illness): 1) Support expansion or addition of homeless fcrcihties to meet increased demand 2) Improve day shelter opportunities & improve public & private space, showers & laundry 3) F,xpand availability to case workers within existing system to provide improved service. 4) Conlinuallon of the STAR Program. 5) Provide services to support special needs populations in non facility based care environments Johnson County sits astride the intersection oft major interstates, contains 3 major hospitals, each with a psychiatric inpatient unit (a disproportionate number ofnzentally 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 one of'the most, iij not the most, housing cost -burdened county, has one of the higher poverty rates, & rental housing costs remain among the highest in the .state. The hurden is heaviest on the working poor —this includes the homeless Each year, in addition to people who have Lived in the area for years, ar indeed their entire io es, so too do people new to the community corne. A strong economy with employment opportunities draws many to our community. The employment opportunities most folks face are in the service -sector, or if in manufacturing, are through temporary hire only. Some employers advertise and bring people to the community for lempormy hire. People came with nothing in hand a desire to work, but no where but the shelter to go. Good schools, job opportunities, & a safe community, these are the reasons people come to us and why many remain. Shelter House is the entry point for homeless persons in the community to access the continuum of services that will move them towards greater independence and self-sufficiency. A Continuum of Care system is designed to address the critical problems of homelessness through a coordinated community -haled process of idemoving needs and building a system to address those needs. The approach advanced in this proposal recognizes that homelessness is not entirely caused by lack of shelter, but also by an array of underlying unmet needs (physical, economic and social). 11 t„'siI! ,AMCl' ; ©2012e-ClmpacLcom h.,;te'uf 19 2. List and describe the programs and l 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, menial health couum eling, & VA outreach are available weekly & monthly. Emergency & Transitional Shelter for men, women, children, disabled & elderly who are homeless: Emergency slays are I to 2 weeks. Transitional stays do not exceed 90 days. Clients are required to participate in STAR. Transitional Living Program fur- Veterans: 14 transitional beds for homeless veterans rnaxinnun staysare 2 years. Clients are required to participate in STAR. DAR 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 & late skills deficits, transportation, childcare, education & medical needs. Clients acquire & maintain employment, access qualifying benefits, & acquire more permanent housing. The primary service activity of the program is Employment Assistance which includes assistance with employment search and placement, employability skills training, job coaching, vocational training, paid internships & supported work placements in local businesses. Homeless Veterans Reintegration Program: In partnership with the United States Department of Labor, SH is assisting homeless veterans in achieving permanent employment by providing individualized employment training, skills development, vocational counseling & job placements. Veterans in the reintegration program are earning an average wage of $12.18 per hour. Skills Workshops: Workahaps cover pre -employment topics such as resume writing, & mock interviews; employment topics such as reliability, accountability & productivity in the workplace; .lob Lab & Job Chub (during which men & women learn how to search & applyfor jobs on-line, meet to discuss & process information about work once employed); Rental Housing Resources & Responsibilities; Money Management, Sc1,fEmpowerment, Anger Management, & Creative Writing. Workshops are taught by SH staff & volmnteers from the U of'I Counseling Psychology Program & Writers Workshop. Nurse Managed Health Clinic: The UofI College of Nusing is partnering with SH to provide weekly on -site acute care an health screenings to clients presenting health concerns. Culinary Stars: Breakfast & dinner are offered daily. Meals are made from scratch & meet .state nutrion guidelines. Shelter House provides meal service for Youth Homes & Mecca thus ensuring other w-risk populations have access to nutritious, balanced meals & has standing contracts with several U oft Departments. SII offers a 12 week Culinary Training Program for interested residents. Successful graduates are Sery Safe Certified & therefore competitively posnumed,for local employment. In July of this year, SH partnered with the U of I and opened a Deli located in the University Services Building; thus expanding our retail and training opportunities. Fairweather Lodge: Sll now offers permanent supportive housing for° adults with .serious persistent mental illness (diagnosis ofschizophrenia, hrpolar disored, etc.). Prefereence is given to military veterans. The Fairweather Lodge is based on the core principle that people who live & work together, & can overcome homelessness & recoverfirom their- mental illness. The Lodge si the first demonstration Lodge in the ,state o/Iowa. Fresh Slarts: Employment is a core component,fo the Lodge. In order to guarantee employment for all Lodge participants, SH initiated Fresh Stars, a small business start-up which provides reliable, low-cost cleaning janitorial services. Our crew is trained & supervised to meet a range ofjanttorial needs & uses green cleaning techniques and Green Seal Products. tl A) � © 2012 e-ClmpacLcom Ps, Client Information Please complete Client Demographic (Form B) in addition to the queslion(s) below. 3. Provide a succinct, specific description of your primary target populations(s). Describe clients as a group in terms of their needs, requirements, and strengths. Sheller House provides shelter and support services for men, women, and children, the disabled and elderly. Women and children constitute 43% of those served. Veterans constitute 15% of all clients served whereas they are only 5% of the total Johnson County population. 17% of adults served are chronically homeless having, by definition, a disabling condition and repeated stays of homelessness. Ail Shelter House clients are living in poverty. Current residents at Shelter (louse 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, any show evidence of a co-occurring disorder exhibiting symptoms of both a substance abuse andmental health problem. health complications are further exacerbated due to lack of access to and a payment source for mental health and substance abuse treatment services. Poor credit histories, criminal records and low orfixed incomes Beverly limit our clients' ability to access what limited of housing that is available in the community. Shelter ]louse clients have profound skills and health deficits that severely and negatively impact their ability to compete ira 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 comingfrom fancily breakup and domestic violence, lack of affordable housing, lack of access to substance abase and mental health .services, no medical coverage and medical impoverishment, lack ofjobs thatpay a living wage, lack of skills, education, and job expericnce necessary to attain and maintain available employment opportunities, hWi �? A ^,i GEl ©2012 e-Clmpactcom Pays'l of 19 Financial Management Complete Forma C(a) and Form C(b) 4. In detail describe the Agency need for ftrnding from: City of Iowa City In November of 2010 Shelter House moved to the new shelter facility increasing shelter bed capacity from 29 to 70 beds overnight. The new,facility was a county -wide initiative with broad suppor7 from both the public and private sectors. It is without comparison to the old, but has of course come with substantially nureased operating costs such as utilities (even with a geothermal system utility costsin the new facility are three times that aj'the old Gilbert Street house) and staff (wilh a census of 70 people, overnight shifts now require two people on shift whereas as with a census of 29 there was only one). Funding from the City of Iowa City for Sheler House operations has remained level, federal. funding, for shelter operations across the nation has continued to decline. At the same time, and as compelled by the aormnunity, our capacity to serve has more than doubled. 629 people received shelter and support services in the last year alone. Drop -In Services are entirely funded by local funding, bath public and private as there arena federal finds available for such services-473 people were provided basic living support and outreach in the last year alone through Drop -In Services. City gfluwca Cityfrmating is further utilized to leverage the federal funds for the STAY? Program, conlinuation ofwhich, is a spec fcally articulated goal in CITYSTEPS (p70). Shelter House is contractually obligated to raise $106,750 in cash match each year for the STAR Program (leveraging over $448, 000 in federal fiends for the homeless of Johnson County). Without the local match, Shelter House wound be nothing more than a bed to sleep in & a place to get out of the cold. Shelter House just received notification that the United Way did not renew funding for the Fairweather Lodge (a loss of $15, 000). Iffunded at the requested level, City of Iowa City fiords would be, further utilized to support the operating budget of the Fairweather Lodge Program. The Shelter House Lodge is the first in the slate. To dale, five adults, each snffering from a serious persistent mental illness, have moved beyond homelessness, successfully graduated into the Lodge and are maintaining their health, employment and housing. The current capacity of program is 12 adults between the two Lodge properties purchased with support front City of Iowa City HOME funds and the Housing Trust Fund ofJohnson County. Sheller House staff, board, and volunteers aggressively engage in fundraising activities each year. The agency has launched Avo small businesses (catering andjanitorial) which provide education, job training, and,job placement.for our clients while simultaneously generating revenue for the agency. We have been successful in acquiring new funding sources through the. Department of Veterans Affairs and Department ojLabor to ensure both capacity and service for homeless veterans. We are building an Endowment to provide a guaranteed funding stream jor years to come. F,ven so, we are using savings to finance an existing gap in the operating budget that was an undetsiood and caledated risk taken fur the first three years of operations in the new facility. however, this is not an approach that can continue. Shelter House cannot replace the substantial and much needed investment currently made by the City of Iowa City and Joint Fenders combined. Even to cowinue our work, we are seeking greater support. Funding from the City of Iowa City, not only assists our community in meeting the goals of CITY STEPS but further allows Shelter House 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 (such as STAR, Culinary Starts and the Lodge) that invest in moving people forward in their lives and permanernlly out of and beyond homelessness. 3A f0 2012 e-Olmpact.com 4a. The objective of Iowa City's Consolidated Plan (a.k.a. CITY STEPS) is to promote a continuum of care within the community that includes jobs, housing and services for low -moderate income persons. Tell us how the agency (or program of the agency) addresses the goals cited in the 2011-2015 CITY STEPS Plan (www.icgov.org/actionplan, pages 91-94). This application is requesting support for emergency shelter and the, full conlimann ofsupportive set vices for the homeless af%red at Shelter House, CITY STEPS identifies emergency shelter and supportive services for homeless as a high priorrty (p 93). Thefollowing goals from CITYSTEPS are supported by this submission (p 91-94). Housing Needs: 1)Non-student renter households up to 50% ofMFL The Lodge Program has created 12 new, affordable, permanent supportive hou.singopportunae.s./or single adults suffering./rom serious persistent mental illness (s(hizophrenia, bipolar disorder, etc...). Upon graduation, Lodge panccipams move into the Lodge and live and work in community. Five individuals have graduated to date, and are maintaining their housing, employment, and health. 2) Persons and.families al -risk ofhornelessness: S"IAR case managers continue to work with individuals and fan iliesfor uplo six months following their transition from the shelter concentrating of what is needed to maintain their housing placement. Community Development Needs: 1) Public service activities that focus on child care, life skills, financial literacy, substance abuse services, mental health services, and employment training are high priority. Assisting families with day care, life skills, etc.., to maintain theirjob and housing will he a priority: The Shelter House STAR Program provides these services through SH case managers, skills workshops and services paid, for and leveraged through the STAR Program. Participants have access to the full spectrum of services during their stay at SH and for up to six months following their transition to more permanent housing. 2) Economic development activities specifically employment training: Through the STAR Program, the Homeless Veterans Reintegration Program, Culinary Starts, and Fresh Starts (SHjannortal services) SH clients are offeredpaid internships, job coaching and shadowing, empleivrnent training and even support with educational opportunities such as CNA, forklift certifications, eta... Homeless Needs: l) Improve and maintain existing .shelterfacilities: S11 is the only general use homeless shelter in the county. A portion fo the requestedfunding will be used to address SH operations and facility maintenance. 2) Expand staff within existing syslen to provide improved service and expand available services such as social/case worker availability: Sit expanded staff over the last two fiscal years in order to responsibly staff the new shelter facility. Sll is staffed 24 hours a day, seven days a week Funding at the requested level would allow for maintenance of the new and increased effort. 3) Supported Training andAccess to Resources (STAR) program continuation: Coniitnuation ofour STAR Program is literally a goal cited in the 2011-2015 Plan. 4) Provide Services to support special needs populations in non -facility based care environments: Operating support for the S11 Fahgvealher Lodge guarantees services far a .special needs populailon (chronically homeless adults with a diagnosed serious persistent mental illness). The, following strategies to address the chronic homeless population are further addressed by SH: I) Create new permanent housing beds for chronically homeless persons: The Lodge Program has created 12 new, q/fordable, permanent supportive housing opportunites for single adults sufferingfram serious persistent mental illness, roost if not all participants were chronically homeless. 2) Increase the percentage of homeless persons moving, from transitional housing to permanent housing to 61 %. Shelter House STAR participants perenially exceed this goal. 3) hncrease percentage of homeless person becoming employed by I 1 %. Shelter House STAR participannts peremally exceed this goal. © 2012 e-Clmpactcom 5. In detail describe the Agency need for funding from: City of Coralville In the lastfi.scal year, the City of Coralville increased Iheirfrnancial support and contribution to the work of Shelter House from $4, 000 annually to $7, 000. This increase is deeply appreciated and greatly needed. At the current level of funding, Shelter House dedicates Coralville,fwzds to the Resident Services budget which is comprised cfall costs related to operating the actual shelter and Drop -I n Services. In November of 2010 Shelter House moved to the new shelterfacihty increasing shelter bed capacity from 29 to 70 beds overnight, 1be new facility was a county -wide initiative with broad support from both the public andprivate sectors. Iffy without corrwmIson to the old. but has ol'course come with substantially increased otreratin2 costs such as utilities (even with a geothermal system utility costs in the new facility are three times that of the old Gilbert Street house and at year end will exceed $42, 000 for gas, electric, and water combined) and staff (with a census of 70 people, overnight shifts now require two people on shift whereas as with a census of 29 there was only one). 629 people were provided shelter in the last program year. Drop -In Services are entirely, funded by local funding, both public andprivate as there are no federal funds available for such services-473 people were provided basic living support (access to .showers, laundry, phones, professional staff etc...) and outreach in the last year alone through Drup-In Services, Sheller Hoarse staff, board, and volunteers aggressively engage in fundraising activities each year. The agency has launched two small businesses (catering and,janitordal) which provide education, job training, and job placement for our clients while simultaneously generating revenue for the agency. We have been successful in acquiring new funding sources through the Department of Veterans Affairs and Department of Labor to ensure both capacity and service for homeless veterans. We are building on Endowment to provide a guaranteed,fimding stream for years to come. Even so, we are using ,savings to finance an existing gap in the operating budget that was an understood and calculated risk taken for the first three years of operations in the neafacilay. However, this is not an approach that can continue. Shelter House cannot replace the substantial and much needed investment currently made by the City of Coralville and Joint Funders combined Even to continue our work, we are seeking greater support. Fundingfi-om the City of Coralville allows Shelter House to go far in continuing to address homelessness at the grassroots level, addressing needs and gaps in services as they exist in our commumit)r, providing creative, flexible programs that invest in moving people forward irr their lives and pennanently out of and beyond homelessness. 1110., ? 11 17 AM C! ©2012e-Clmpactcom 6. In detail describe the Agency need for funding from: Johnson County In November of 2010 Shelter (louse moved to the new shelierfacility increasing shelter bed capacityfirom 29 to 70 beds overnight. The new facility was a county -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 suhstantiolly increased operating costs such as utilities (even with a geothermal system utility costs in the newfiacility are three times that of the old Gilbert Street house) and staff (with a census of 70 people, overnight sh fs now require twopeople on sh fit whereas as with a census of 29 there was only one). Funding, frown Johnson Countyfor Shelter House operations has remained level for the past several years; ,federal funding for vhelter nnaratinns across the narinn leas continued rn decline. At the same time. and as compelled by the community. our capacity to serve has more than doubled In the last year alone, 629 were provided shelter and supportive services at Shelter House. Drop -In Services are entirely fronded by local funding, both public and private as there are no, federal funds available for such services-473 people were provided hasic living support and outreach in the last year alone through Drop -In Services. Johnson Coimtvf ending isfrrther utilized to leverage the federal,frnds for the STAR Prograrn. Shelter House is contractually obligated to raise $106,750 in cash match each year for the STAR Program (leveraging over $448, 000 in federal funds for the homele.r.s ofJohn.son Counttv). Without the local match, Shelter House would lose the STAR Program and be nothing more than abed to sleep in & a place to get out of the cold. Shelter House ja.rst received notification that the United Way did not renew funding fbr the Fairweather Lodge (a loss of $15,000). Iffunded at the requested level, a portion of Johnson County finds would hefierther utilized to support the operating budget of the Fairweather Lodge Program, The Shelter HouseLodge is the first in the state. To date, five ad its, each suffering from a serious persistent »rental illness, have moved beyond homelessness, successfully graduated into the Lodge and are maintaining their health, employment and housing. The current capacity of the program is 12 adults between the two Lodge properties purchased with support from City of Iowa City HONIF, funds and the Housing Trust Fund ofJohnson County. Shelter House stall board, and volunteers aggressively engage in fundraising activities each year. The agency has laamched two small businesses (catering andfanitorial) which provide education, jab training, andjob placernent.for our cdienls while sinauhaneously generating revenuefim dze crgcnc:y. We have been successful in acquiring newfunding sources through the Department of Veterans Affairs and Department of Labor to ensure both capacity and service far homeless veterans. We are building an Eradm-ynient to provide a guaranteed fnnnding,stream for years io comae. Even so, we are. using savings to finance an existing gap in the operating budget that was an understood and calculated risk taken for ihe,frst three years of operations in the new facility. however, this is not an approach that can continue. Shelter House cannot replace the substantial and much needed investment currently made by Johnson County and the Joint Funders combined Even to continue our work, we are seeking greater support. Fundingfrom Johnson County, allows Shelter (louse 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 (such as STAR, Culinary Starts and the Lodge) that invest in moving people forward in their lives and perinareently out of'and beyond homelessness. 7. If the local government hording is not available and this funding request is not approved, describe the impact of that decision on Agency and the programs 1 services these funds would have supported. The loss of local governmentfunding would have an immediate and crippiing effect on all shelter services. Shelter (louse does have a Linn iccl amount of reserve funds and has access to a line of credit for, short -falls in the short -run. The agency would, however, need to reorganize and reconsider anything that is done at the shelter above and beyond meeting basic needs of residents, Depending on the magnitude of the loss, it is possible that Shelter House would ultimately have to consider reducing the shelter residential capacity. If local government funding is unavailable it will create the added burden that the fundingfor the.MR Program and all daytime activities of Shelter House would be at risk andJi.+ndamentally compromised. Local government,ftnding leverages the (IUD funding for the STAR Program. The contract agreement with HUD is binding. If the full amomnt of the cash patch obligation for the STAR Program is not committed, the entire grant can he remanded. This would represent a loss to our community of $448,000 in HUD funds and would require Shelter House to reorganize entirely, reverting to only the most basic, essential services —overnight shelter. Shelter House is administratively lean. The loss or significant reduction in local government funding would lead to cuts in program. Agency staff',board rnenabers and volunteers are actively and aggressively involved in community fndraising efforts. We. as an organizalion would not be able to make up such a significant loss in funding. Ai G; ! 1 © 2012 e-Clmpactcom ,-;o R 01 19 8. How will local government funding help leverage other revenue for Agency? The City oflowa City and Johnson County together leverage $448, 000 in federal fiends from HUD and in so doing have invested in the work of the S"I AR 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 Hoarse so much more than just a bed to sleep in. It is through the STAR Program that Sheller House is able to help people move into more pernanent housing, provide skills building, vocational training and job placement, and help the disabled and elderly to access bem:f Is jor which they g iuhfy. Local match is sroeciflrnlly utilized towards case management. life skills huildPnv, emplovmew assistance (job coaching, vocational training, paid internships, and joh placement), health care costs if no other finding source is available, education, and transportation. The range o/'services is extensive and the im+esanent by the City oflowa City andJonson County is significant. City oflowa City and Johnson County funnt ds also leverage Emergency Solutions Grow Program (ESGP) funds Ihnt support shelter operating costs such as utiTilics and overnight staffing- -the ven activities that keep the lights on and our doors opera and in the next year rapid rehousing services. ESGP funds are HUD funds and require a dollar for dollar match, The frmding avrarcifor the rzext.Tsca1 year is $250, 000 mad includes $220, 000 in Rapid Rehousing funds (first time award) intended to move people oul ofhomelessness, through time limited rent assistance, more quickly and into permanent housing. It tic a regiiirenaent of the newly passed f1EA1t7H legislation. Shelter l-louse is collaborating with the Domestic Violence Intervention Program to ensure equitable access to rapid rehousfng,funds.for victims of domestic violence. 9. If other funds are currently being leveraged using Johnson County Block Grant funds, please identify the source of funding, dollar amount leveraged and the purpose of the funds (service provided). The City oflowa City and Johnson County together leverage $448, 000 in federal fmds from HUD and in so doing have invested in the work of the STAR Program. Tine cash match requirement i.r $106,750 (20% ofthe supportive services budget) annually. The STAR Program is the anchor prugram which makes Shelter House so much more than just abed 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 qualif}r. Local match is specifically utilized towards case management, life skills building, employment assistance Oob coaching, vocational training, paid internships, and job placement), health care costs rl/ no otherfunding source is available, education, and transportation. The range of services is extensive and the investment by the City of Iowa City and Johnson County is significant. City oflowa City and Johnson County funds also leverage Emergency Solutions Grant Program (ESGP) funds that support shelter operating costs such cis utilities and overnight staffng--the very activities that keep the lights err and our doors open and in the nailyear rapid rehousing .services. ESGP funds are it UD, funds and require a dollar jor dallm match, The funding award jor the next ji.rca7 year is $250, 000 and inchrdes $22Q 000 in Rapid Rehousing finds (first time award) intended to move people out gfhomelessness, through time limited rent assistance, more quickly and into permanent housing. II is a requirement of the newly passed IIEAlZ'l'H legislation. Shelter House is collaborating with the Don istic Violence Intervention Program to ensure equitable access to rapid i ehousingfunds for victims of domestic violence. Agency Accomplishments The United Way and Local Governments work lowards making our community a better place to live. Through the 2020 Vision Goals for the Common Good, we wil measure oar progress towards improving community conditions. Please provide lhefollowing information: Complete Form D and provide the Performance Measurements used (or will be used) by the Agency to measue results of services toward 2020 Vision Goals. 10. Please provide specific outcomes/performance measures your organization achieved in FY 12. How are people better off because of the services you provided? Quantity of Effort: tt of Clients (Flow much did we do?) Resident Services: 1) 629 clients received shelter 2) 473 people utilized the Drop -In Center 3) 97 veterans were served Support Services (STAR): I) 376 adults participated in case management (116 children) Culinary Starts: 1) 3 openings in training per week 2) 1 referrals received per month tl R, r iv 11._ At © 2012 e-Clmpactcom ( ,,c 0 ai 74 1) 4.5 clients participaled in training per week 2) Clients maintained 77% attendance rate in ail available trainings. Quality oft fforl: Common Measures r%) (How well did we do it?) Resident Services: I) 37%ofadult clients sufferedfr�orn mental illness or other disabling condition. 2) 17% of adult clients were chronically homeless. 3) 40%ofclients ate al least one nutritious meal per dalr from the Shelter house kitchen. 4) 5% of clients were evicted due to violence or illegal activity. Support Services (.STAR): 1) 50% of veterans participated in the Transitional Living Program. 2) 57% of veterans participated in homeless Veterans Reintegration Program 3) 33% of case management clients suffered f-om mental illness or other disabling condition. 4) 19.7%ofcase management' clients were chronically homeless. 5) 15%ofadult case management clients were infarnily households. 6) 78% of referrals for case management clients resulted in services. Culinary Starts: 1) 67% of trainees completed it Lodge: 1) 9% of clients would have ordinarily been evicted under house rules, 2) 75% of clients graduated training within 6 months. Quantity ofF.ffect: # of Activities (by type) Resident Services: I) 24,703 nights ofsheher were provided 2) 724 loads of laundry & 593 showers were provided for non -shelter residents during Drop -In Center 3) 20,991 nutritious meals were served 4) 87 clients seen by the Nursing Clinic for 177 clinic visits fiom October through June Support Services (STAR). 1) 263 case management clients participated in Skills Development and Empowerment Rorkshops Culinary Starts: 1) 1 trainee per week (average) participated Lodge: l) Less than 1.5 undesirable incidents per client per week 2) 100% ofgraduates maintaineelpermanent housingfor more than six months and have adequate income to support the cost of room and board. However, 50% were considered heavily cost burdened as such their rent obligation was graduated so as to stay within an affordable range. Quality of Effect: Activity Specific Alcasures (%) (Is Anyone Betler Off?) Resident .Services: 1) 56%ofclients moved to more permanent housing 2) 51 %ofclients were employed at evil. 3) 66% of clients exited with a source of income. Support Services (STAR): 1) 70% of clients increased skills and education. 2) 75% ofcase management clients moved to more permanent housing. 3) 57% of case management clients were employed at exit. 4) 86% of case management clients exited with a source of income. 5) 37% of clients who applied, for SSI/SSDI were awarded benefrls (55% are still waiting a decision). 6) 67% of clients sustained independence (in own housing with adequate Income to support the cost ofroom and board). Culinary Starts: I) 5.6% of Shelter House revenue was generated by Culinary Starts' contract and catering activities. 2) 75%ofgraduates were competitively, employed three months, following graduation. Lodge: 1) Trainees maintained. 301"VEY and graduates maintained .37FTE'.s of hours worked per week per cliend. 111.: ' AV C) T 02012 e-Cimpact.com 118'.c' VF 2) 100% of trainees and 100% of graduates took coeds as prescribed 80% or more of the time. 3) 100% of trainees and 100% of graduates were seen by mental health professionals when needed. 4,) Only 12% of clients were hospitalized monthly. 11 > AN' C] "! ©2012 e-Clmpact.com Payo I I o± 1ua �i1C11 CC I loww FY14 Form A Agency Salaries & Benefits Please provide the information,for employees in your agency. !(you do notfnd the position on the list, please add the position in the "other "section, You will be individually add positions in "other" category. Please indicate ijYheposition has paid leave, Health Insurance or Retirement byplaying a "1" in the box if the position receives that benefit. Please provide the information jor employees in your agency. If you do not find the position on the list, please add the position in the "other" section. You will be individually add positions in "other" category. ]'lease indicate ij the position has paid leave, Health Insurance or Retirement by playing a "I " in the box xf the position rarnivve Ihni heneflL Position Paid Leave Health Ins Retiremen t Plan Average Salary - FTE (Last Year) FTE (This; Year} FTE (Next. Year) Executive Director/ President / CPO 1.00 1.00 1.00 65,000.00 1.00 1.00 1,00 Director of Operations/COO 0.00 0.00 0.00 0.00 0,00 0.00 0.00 Director of Development 1.00 1,00 1.00 42,500.00 1,00 1.00 1,00 Program Director/ Manager 3.00 3.00 3.00 45,000.00 3,00 3.00 3,00 Director of Community Intervention 0.00 0.00 0,00 0.00 0,00 0.00 0.00 Assistant Teacher 0.00 0,00 0.00 0.00 0.00 0.00 0,00 Administrative Assistant 0.00 0.00 0.00 0.00 0.00 0.00 0,00 Advocate 0.00 0.001 0.001 0.00 0.00 0.00 0.00 Assistant Coordinator 0.00 0,00 0.00 0,00 0.00 0.00 0.00 Assistant DrTcUt0T 0.00 0,00 0.00 0.00 0.00 0.00 0.00 Business Manager 0,00 0,00 0.00 0.00 0.00 0.00 0.00 Case Manager 5,00 5.00 5.00 32,500,00 6.50 7.00 6.00 Clerical Staff 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Clinical Services Manager/Director 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Clinical Support 0,00 0.00 0.00 0.00 0.00 0.00 0.00 Maintenance / Repair 0.00 0.00 0.00 9.50 1.50 1.50 1.50 Office Assistant 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Program Coordinator 1.00 1.00 1.00 36,500.00 2.00 1,00 2.00 Receptionist 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Services Coordinator 2.00 2.00 2.00 10,00 T50 7.50 7.50 Transportation Manager/ Director 0.00 0.00 0.00 0.00 0.00 0.00 0.00 *Other 6.00 6.00 6,00 131,270.00 3.50 7.00 9.00 Agency Accountant 1.00 1.00 1.00 36,500,00 0.00 1.00 1,00 Vocational Coordinator Loo 1,00 1.00 36,500,00 1.50 2.50 .3.50 Kitchen Manager 1.00 1.00 1.00 36„500.00 1.00 1.00 1.00 Kitchen Assistants 3,00 3.00 3.00 21,750.00 1.00 2,00 3.00 11 lw.'612 11 � e P'. (;ST 0 2012 e-Clmpact.com 1 . 12 of 19 FY14 Form A Agency Salaries & Benefits Please provide the information.for employees in your- agency. If you do not find the position on the list, please add the position in the "other" section. You will be individually add positions in 'other" category. Please indicate if the position has paid leave, Health Insurance or Retirement by playing a '7" in the box if the position receives that benefit. It ff� :U+.LI a l h 1 o I. y .. Cms (L .�- P.mC r'R",a .. V' V mL...,e . ..� .m,: .,.. ,....., . ,,.. ,...., ... .... c. Leave t Plan Salary >, Yearj Year] Year) Endwoment Campaign 0.00 0.00 0.00 20.00 0.00 0.50 0.50 Manager Total 19 19 19 352,789.50 1 26 29 31 "_ ' n", CS' 02012 e-C Impact. com _ �, 13 of 1g SPA. arr i;onsc FY14 Form B - Agency Demographic Agency summary of clients served during last lwo years and one projected year (unduplicated client count) PY ILI 14 Information/Hducation Provided 1,250 1,250 1,750 Direct Services Provided 675 961 1,015 Total 1,925 2,211 2,765 Gender FY11 I FY12 FY13 We 438 614 648 Female 237 347 367 Ethnicity FY11 FY12 FY13 Hispanic 55 57 60 Black 292 467 493 Caucasian 259 358 378 Native American 8 6 6 Asian 6 5 5 Pacific Islander 0 0 0 Other 55 68 73 Total 675 961 1,015 Age FY11 FY12 FY13 0-5 52 74 79 6-17 66 58 62 18-29 112 332 350 30-61 436 479 505 62-75 9 18 19 75+ Years 0 0 0 Geographic Location FY11 FY12 FY13 Johnson County(Combined, unduplicated) 285 529 559 Iowa City 212 429 452 Coralville 61 81 86 North Liberty 91 7 7 h.'17 C' 1 a0 2012 e-Cimpactcom 1 of 19 5;hv;tcr i}Dune FY14 Form C - Agency Budget Budget Type Indicate if'Budget is. Agency Revenues FY1I FY12 FY13 Coralville Funding 4,000.00 7,000.00 10,000.00 Iowa City Finding 36,500.00 36,500.00 50,500.00 Johnson County Funding 45,000.00 45,000.00 50,000.00 UWJC Allocation 52,500.00 57,490.00 59,979.00 UWJC Designations 20,899.00 18,152,00 17,500.00 Grants -Federal, State, Foundation 832,125.00 849,006.00 1,018,243.00 Membership Dues 0.00 0.00 0.00 Fees for Services 0.00 0.00 0.00 Sales to the Public/Contracts 68,365.00 148,023.00 185,033.00 Fundraising Events 113,783.00 115,000.00 155,000,00 Contributions/Donations (including in- kind) 298,296.00 296,025.00 348,000,00 Interest and Investment Income 544.00 750.00 750.00 *Other 0.00 0.00 0.00 Total 1,471002.00 1,572,946.00 1,895,005.00 Expenses FYI FY12 FY13 Total Salary and Wages 786,463.00 873,128.00 925,970.00 Benefits 86,798.00 102,908.00 118,750.00 Administrative 94,047.00 105, 868.00 110,100.00 Occupancy 117,360.00 107,570.00 115,000.00 Other 343,979.001 453,985.00 625,985.00 Total 1,428,647.00 1,643,459.00 1,895,805100 Fund Balance FYI1 FYI FY13 Revenue 1,472,002.00 1,572,946.00 1,895,005.00 Carryover Balance From Prev Year 129,279.00 172,634.00 102,121,00 Total Operating Balance 1,601,281.00 1,745,580.00 1,997,126,00 Less Total Expenses 1,428,647.00 1,643,459.00 1,895,805.00 I?2J't) Y IS._ . lily ;I ©2012e-Clmpact.com On�3 Ili cr t;7 FY14 Form C - Agency Budget Fund Balance FYI1 FY12 FY13 Ending fund Balance 172,634.00 102,121.00 101,321.00 Less Restricted Balance 102,121.001 101,321.001 � Carryover Fund Balance 172,634.001 Bd/Donor/Funder Restricted Funds FYII FY12 FY13 Bd/Donor/Funder Restricted Funds - Please itemize 0.00 0.00 0.00 Total 0,00 0.00 0.00 In -Kind Support FYI FY12 FY13- ServicesNolunteers 87,093.00 88,835.00 90,650.00 Material Goods 81,345.00 82,972.00 84,630.00 Space, Utilities, etc. 0.00 0.00 0.00 Other 271,942.00 271,942.00 271,942.00 Total 440,380,00 443,749.00 447,222.00 Grants FYI FY12 FY13 *Grants - please itemize 832,125.00 849,006.00 1,018,243.00 CD6GI17UD 22, 616, 00 12, 233. 00 0.00 CACFP 32,352.00 33,652,00 35,000.00 HVRPIDOL 29,134.00 105, 425. 00 105, 425.00 HPRP/HUD 47, 912.00 26,871.00 0.00 EFSGiFEAM 3,689.00 9,384.00 7„500.00 ESG/HUD 20,105.00 34,395.00 250,000.00 Veterans Ajjbdrs 106, 899.00 171, 228.00 172, 000.00 STARIHUD 486,978.00 448;318.00 448,318.00 1-Jobs 75,000.00 0.00 0,00 UWJC Community Priority Impact 7,50Q 00 7,500.00 0.00 Total 832,125.00 849,006.00 1,019,243.00 1i iil%1i'-', =Jl' ©2012 e-Clmpact.com >„<{ 6uf1i7 She;ter How" FY14 Form C - Historical Balance Sheet (As ojAgency's jisca1 year-end) Current Assets FY10 FY11 FY12 Cash _ 843,965.00 168,101.00 181,663.00 Investments 793,147.00 880,134.00 898,067.00 Receivables<90 days 0.00 0.00 0.00 'I owl Current Assets 1,637,112.00 1,048,235.00 1,079,730.00 Other Assets FY10 FY11 FY12 Property 668,565.00 3,773,127.00 4,003,617.00 Equipment 196,225.00 390,963,00 502,956.00 Less Depreciation 366,434,00 315,450.00 479,995.00 Receivables>90 days 0.00 0.00 0.00 Other (describe); 0.00 0.00 0.00 Total Non -Current Assets 498,356.00 3,848,640.00 294,455,00 Total Assets 2,135,468.00 4,896,875.00 5,400,763.00 Total 3,965,048.00 13,225,055.00 10,681,786.00 Current Liabilities FY10 ` FY11 FY12 Accounts Payable 0.00 802.00 0.00 Payroll Taxes Payable 16,610,00 16,463.00 19,164.00 Contracts Payable 0.00 0.00 0.00 Mortgage Payable 0.00 164,000.00 329,000.00 Total Current Liabilities 1 16,610,00 181,265.00 348,966.00 Total 1 0,00 0.00 0.00 Other Liabilities FY10 FY11 - FY12 Mortgage Payable Balance 0.00 0.00 0.00 Other 0.00 0.00 0,00 Total Other Liabilities 0.00 0.00 0.00 Total Liabilities 16,610.00 181,265.00 348,966,00 Equity (Net Worth) 2,119,858.00 4,715,610.00 5,051,797.00 Liability + Equity 2,135,468,00 4,896,875.00 5,400,763.00 1 '(;12 11: V 1,11 M1 ;1 < © 2012 e-Gmpact.com ,,j,; � 7 of 17 'ih rr Ha:rsx ", ��Lzrfdnusc FY14 Form D: Performance Measurement Effort Quantity: 4 of Clients Description. How mach did you do? Measure: Resident Services: 1) Number of clients receivingshelter Measure: Resident Services: 2) Number of individuals utilizing Drop -In Center services Measure: Resident Services: - 3) Number of veterans served Measure: Support Services: 1) Number of adults participating in case management and number of children who benefited Measure: Culinary Starts: 1) Number ofopenings available in the tronungprogram per week Measure: Culinary Starts: 2) Number ofreferrals to the training program per month Measure: Lodge: I) Number• of clients parlicipal ing !n training per week Meamre: Lodge. Rate of client attendance in all available trainings Quality. Common Measures Description: How well did we do it? Measure: Resident Services.- 1) Percent of adult clients who suffer from mental illness or other disabling condition Measure: Resident Services: 2) Percent of adult clients who were chronically homeless Measure: Resident Services. 3) Pcreenl of clients who ate at least one nutritious meal per dayfrrom the Shelter House kitchen Measure: Resident Services: 4) Percent of clients who were evictecl due to violence or illegal activity Measure: Support Services: I) Percent of veterans participating in the Transitional Living Program Measure: Support Services: 2) Percent of veterans participating in the homeless Veterans Reintegration Program Measure: Support Services: 3) Percent of case management clients suffering from mental illness or other, disabling condition Measure: Support Services: 4) Percent of case management clients who are chronically homeless Measure: Support Services: 5) Percent of adult case management clients in family households Measure: Support Services: 6) Percent of referrals for case management clients that resulted it? services Measure: Culinary Starts: 1) Percent of irainess who completed training Measure: Lodge. 1) Percent of clients who graduated training within six months J _012 1 t3 A r IC I'3T © 2012 e-Clmpact.com I rr„ 1P3 of " 51 't I .Yi 1._, # ... ._ FY14 Form D: Performance Measurement Effect Quanthty: NofActivities Description: By type Measure: ResidentSemlces: Measure. Resident Services: 2) Nubmer of showers and loads of laundry provided fvr Drop-13z Center clients Measure: Resident Services: 3) Number of nutritious meals served Measure: Resident Services" 4) Number of unique clients seen by the Nursing Clinic and number of total clinic visits Measure: Support Services: 1) Number of case management clients participating in Skills Development and Empowerment Workshops Measure: Culinary Starts: 1) Number of trainees per week Measure: Lodge. I) Number of undesirable incidents per week Measure: Lodge: 2) Percent of graduate,s with adequate income to support the cost at room and board Quality: Activity Specific Measures Description: What is 64flerence made? Measure: Resident Services: 1) Percent of clients who moved to more permanent housing Measure: Resident Services: 2) Percent of clients who were employed at exit Measure: Resident Services. 3) Percent of clients who exited with a source of income Measure. Support Services: 1) Percent of clients who increased skills and education Measure. Support .Services: 2) Pei -cent of case management clients who moved to more permanent housing Measure. Support Services: 3) Percent of case manangement clients who were employed at exit Measure: Support Services: 4) Percent of case management clients who exited with a source of income Measure. Support Services: 5) Percent of case management clients who applied for SSIISSDI and were awarded heneftts Measure: Support Services: 6) Percent of clients who sustained independence in their own housing with adequate income to support the cost of room and board Measure: Culinary Starts. 1) Percent of agency revenue generated by Culinary Starts contract and catering services Measure: Culinary Starts: 2) Percent of graduates competitively employed three momhs,following graduation Measure: Lodge. 1) Rate of fulkime equivalency in employment for trainees and for graduates Measure: Lodge: 2) Pei°cent of trainees and percent of graduaics who took medications as prescribed 80% or more of the time Measure: Lodge: 3) Percent of trainees and percent ofgraduates who were .seen by a mental health professional when needed Measure: Lodge: 4) Percent of'clients who were hospitalized monthly ti T( 2^941:: r1NOC'S-3 ©2012e-Clmpact.com a1'Y19 i'hc Lir_.u?7 i`c M' I FY14 Joint Government Application General Information Agency Name Executive Director Name Board President Requestor Phone Email Address 1929 Lakeside Drive, Iowa City, Iowa, 52240, U.S.A. W ebsite Agency Mission Statement The Dream Center Frederick O. Newell Kenya Badgett Fredericks Newell (319) 621-8253 ftederick.newell@thedreameenteria.org www.thedreamcenlcria.org The Dream Center is dedicated to STRF.NOTHF.NING FAWLIES FIRST by equipping adults and youth with the tools necessary to reach theirfull potential through educalion, aommunay engagement, and menlaring. The Dream Center is also committed to being a leader and proactive collaborator with all local agencies in the Johnson county area and to work towards creating a more un f ed, colleclive approach to understanding and working to solve the struggles that f rcefcrmilies in our eommumigr. Number of Years in Operation 1 Year Org Established 2012 The Dream Center is a not -for -profit organization established to enrich the Johnson county community by strengthening families through transforntationai pr•ograntrning. The Dream Center offers individuals and families the opportunity to change their lives through mentor -ship, leadership, and formal and informal supports. The transforrnatiornal programming is positioned to be accessible to individuals and farilies fall socio-economic backgrounds, 2020 Vision Goals for the Common Good Please indicate Goal(s) that your agency supports Income Yes Education Yes Health Yes Johnson County Rquest for Funding Johnson Comity: Request for Funding FY14 78,600 Total Budget (Johnson County) 131,000 Johnson County: % of Total Budget 60 Iowa City Request for Funding Iowa City: Request for Funding FY14 39,300 Iowa City:'fotal Budget 131,000 Iowa City: % of Total Budget 30 Coralville Request for Funding Coralville: Request for Funding FY14 13,100 Coralville: Total Budget 131,000 1 L4t 1U AN, �S1 ©2012 e-Clmpact.com ;e 1 of sp Coralville: % of Total Budget 10 Agency Information Please complete the Salaries & Benefits chart far- entire Agency (form A), in addition to the qucs ions below. 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.) The Dream Center is committed to helping all,families in the community but we are currenlly.focusing our energy in working to understand and improve the issue of 'Disproportionate Minority Contact". Currwnt statistics regarding the rnflnn rnoa nf,ni"rirtac in shi, a� �n n ""11 nee rnfnc air ir:�firnrn rhn> th", i n thnt i rn�m�n vcn�nctnn not being adequately addressed. While it would be impossible to pinpoint any one particular cause, based upon our conversations with members of the Dream Center andgiven our ayperience as educators andsocial workers, we believe their miscommunication and cultural differences, inadequate community support and awareness of resources and education and educational challenges play central roles in contribuling to thisgrowing concern. 2. List and describe the programs and / or services of the Agency that are provided to Johnson County residents that address that need. Obviously there are no easy solution's to this difficult situation but at the Dream Center we believe that there are preventive measures and prograinmatic interventions that can be implemented to better understand address and improve our current struggle's. The Dream Center will,focus on three central areas: education, community and leadership. The Dream Center will work to develop these areas through a family focused environment that provides comprehensive support, eytended hours ofservice and culturally responsive ,services, with a .specific focus on educational programs, ranging from mentoring middle -school students to theirparents who are working on their GED to high school students who want to attend college, regardless of the individual's background or goal, The Dream Ccnter is committed to providing academic and personal support to help deserving individuals in need achieve their dreams. Client information Please complete Client Demographic (Form B) in addition to the questions) below. 3. Provide a succinct, specific description of your primary target popalations(s). Describe clients as a group in terms of their needs, requirements, and strengths. The Dream Center is committed to working with families of all socioeconomic backgrounds, however, our cmrent emphasis is with low-income, high risk famihes. In particular, we will work with fathers and African -American students. These groups are underrepresented and not living up to the full potential that we believe they possess, With proper intervention, academic guidance andposuive peer interactions, we believe we can help these individuals better understand how to negotiate the difficulties theyface as members of this community. Financial Management Complete Form C(a) and Form C(b) 4. In detail describe the Agency need for funding from: City of Iowa City We are currently working with Southeast Junior Klgh, Grant Wooa`Elementary, the Department oflluman services, JuvenUe Court, Neighborhood Centers ofJohnson County, United Action for Youth, local churches and we would like to continue to deepen our connection with these programs. Given that our hone base is in Iowa City and given d au we will be most directly impacting the local schools, juvenile courda, we request support inproviding salaries forpernnanentstajj in order to develop lasting relationships. For these reasons we request that Iowa City assist with funding 30% ('539,300) i f our budget. 4a. The objective of Iowa City's Consolidated Plan (a.k.a. CITY STEPS) is to promote a continuum of care within the community that includes jobs, housing and services for low -moderate income persons. Tell us how the agency (or program of the agency) addresses the goals cited in the 2011-2015 CITY STEPS Plan (www.iegov.orglactionplan, pages 91-94). The Dream Center will work to "identify priority needs" and "engage the participation ofpublic agencies and nonprofit organizalions in a positive and collaborative manner." The Dream Center will also connect any of its clients in need to the appropriate resources, such as the Shelter (louse, Pheasant Ridge Apartments et, al. I li `12 1;1.lu 9 N' 1:;'- i © 2012 e-Clmpactcam Flu,;e 2 o` 7Q 5. In detail describe the Agency need for funding from: City of Coralville We are currently working with 28 students from Coralville and 27 from North Liberty but we would like to expand our outreach. however, given that the number of our clients from Coralville are relatively low, we requesl that Coralville assist with 10% ($13,100) of our budget. 6. In detail describe the Agency need for funding from: Johnson County With the support ofJohnson Courtly wefeel we. conserve as leaders in developing comprehensive support and collaboration between all community organizations in Johanson County. Given our holistic, broad -reaching approach, we, believe we can nrovide comprehensive information and effective intervention and educational strategies that will assist all organizations in developing a more impacting outreach. For this reason we request that Johnson Counny provide 600% ($78,600) of our budgel. 7. If the local government funding is not available and this funding request is not approved, describe the impact of that decision or Agency and the programs / services these funds would have supported. The Dream Center will continue to develop fundraising ideas and draw on the service of the many wonderful volunteers who are willing to devote their time, talent and energy to helping us achieve our dream, that being said, the impact that legitimizing and recognizing the need for this type of organization cannot be understated. As soon as we are able to ,financially support members the sooner we will be able to make the 1}pe of impact that is needed in this community. 8. How will local government funding help leverage other revenue for Agency? Once established, the Dream Center can begin to funnel itsJundrai,ring efforts to directly impacting youth and adults with Wei/ designed, impactfiul lesson plans and meaningful, field trips, lire will also begin to expand our programming to focus more on health development, providing workshops for other organizations andproviding meals for students and families as well as daycare. 9. If other funds are currently being leveraged using Johnson Comity Block Grant funds, please identify the source of funding, dollar amount leveraged and the purpose of the funds (service provided). N/A Agency Accomplishments The United Way andLocal Governments work towards making our community a better- place to live. Through the 2020 Vision Goals for the Common Good, we wil measure our progress towards improving community conditions. Please provide the following information, Complete Form D and provide the Performance Measurements used (or will be used) by the Agency to mea.sue results of services toward 2020 Vision Goals. 10. Please provide specific outcomes/performance measures your organization achieved in pY 12. How are people better off because of the services you provided? 1n 2012, The Dream Center has grown from having 25 participating students the first month to over 80+students in programming now. The goal of the Dream Center programs fm students have been to assist students academically as well as to help students realize their full potential through personal development, community engagement, and rnentoring. Some of the outcomes that have been achieved have been students applying themselves in their classrvork, .students taking leadership rotes within their communities, as well as students participating in athletic programs. The Dream Center also has founded a Parenting Support Program that focuses on encouraging parem.s to actively participate in their children lives with an emphasis on falher support The Dream Center has served 39 fathers and 82 mothers as to date. The program ruses the 2417 Dad curriculum which focuses on the characderislics men need to be good fathers 24 hours a day, 7 days a week. Some of the outcomes that have been achieved are fathers who were not actively participating in their children lives now participate, 8 fathers have been reunified with their children after removal, and 4 fathers in the program now have ,full physical custody of their children. The Dream Center has served 225 individuals through our programs. Currently we are measuring our success by the continued growth of the program which continues to surpass our expectations. 11 r ti AN! C;CT OO 2012 e-Clmpact,coo „'? r" 10 I1;e, -3I ,,,Im , -star FY14 Form A Agency Salaries & Benefits Please provide the information for employees in your agency. If you do not find the position on the list, please add the position in the 'other" section. You will be individually add positions in "other" category. Please indicate if the position has paid leave, health Insurance or Retirement by playing a "I" in the box if the position receives that benefit. Please provide the information fmr employees in your agency. fyou do not find the position on the list, please add the position in the "other" section, You will be individually add positions in "other" category. Please indicate f the position has paid leave, 11calth Insurance or Retirement by playing a "I " in the box if the position receives that benefit. Position Paid Leave Health Ins Retiremen t Plan Average Salary FTE (Last Year) FTE (This Year) FTE (Next Year) Executive Director/ President / CEO 0.00 0.00 0.00 32,000.00 0.00 0,00 32,000,00 Director of Operations /COO 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Director of Development 0.00 0.00 0.00 0.00 0,00 0.00 0,00 Program Director/ Manager 0.00 0.00 0.00 27,000.00 0.00 0.00 27,000,00 Director of Community Intervention 0.00 0.00 0.00 0.00 0.00 0.00 0,00 Assistant Teacher 0.00 0.00 0,00 0.00 0.00 0.00 0.00 Administrative Assistant 0,00 0.00 0.00 0.00 0.00 0.00 0.00 Advocate 0.00 0,001 0.00 18,000.00 0.00 0.00 18,000.00 Assistant Coordinator 0.00 0.00 0.00 0.00 0,00 0.00 0.00 Assistant Director 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Business Manager 0,00 0.00 0.00 0.00 0,00 0.00 0.00 Case Manager 0,00 0.00 0.00 0.00 0.00 0.00 0.00 Clerical Staff 0.00 0.00 0.00 15,000.00 0.00 0.00 15,000.00 Clinical Services Manager / Director O.00 0.00 0.00 0.00 0.00 0.00 0.00 Clinical Support 0.00 0.00 0,00 0.00 0.00 0.00 0.00 Maintenance/Repair 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Office Assistant 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Program Coordinator 0.00 0.00 0.00 0.00 0.00 0,00 0.00 Receptionist 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Services Coordinator 0,00 0.00 0.00 0.00 0.00 0.00 0.00 Transportation Manager/ Director 0.00 0.00 0.00 0.00 0.00 0,00 0.00 Other 0,00 0.00 0,00 0.00 0.00 0.00 0.00 Total 0 0 0 92,000 0 0 02,000 1 » ' p72 11 'fo -,4 C6T © 2012 e-Olmpaet.com f ,z 4 c If, I'hc U�alr�, t �:e.nfer FY14 Form B - Agency Demographic Agency sannmary of clients served during fast two years and one projecled rear (unduplicated (lien! count) FY11 I 11-Y 121 FY13 Information/Education Provided 0 225 337 Direct Services Provided 0 179 269 Total 0 404 606 Gender FY1I FY12 FY13 Male 0 135 202 Female 0 90 135 Ethnicity FYI1 FY12 FY13 Hispanic0 22 33 Black 0 175 262 Caucasian 0 28 42 Native American 0 0 0 Asian 01 01 0 Pacific Islander 0 0 0 Other 0 0 0 Total 0 225 337 Age FY11 FY12 FY13 0-5 0 0 0 6-17 0 133 199 18-29 0 25 37 30-61 0 67 101 62-75 0 0 0 75+ Years 0 0 0 Geographic Location FY11 FY12 FY13 Johnson County (Combined, unduplicated) 0 225 337 Iowa City 0 170 255 Coralville 0 28 42 North Liberty 1 0 27 40 1 �10:2 + , s„ ^ .:' `,T oO 2012 e-Clmpact.com � 5 0{ 10 "I h, , ircapt t rntcr FY14 Form C - Agency Budget Budget Type Indicate ifBudgel is, 2 =Program Specifc 3 = County Specgfc Budget Type 1,00 Agency Revenues FY11 FY12 FY13 Coralville Funding 0,00 0.00 Iowa City Funding 0.00 0,00 Johnson County Funding 0.00 0.00 UWJC Allocation 0.00 0.00 UWJC Designations 0,00 0.00 Grants -Federal, State, Foundation 0,00 0.00 Membership Dues 0.00 0.00 Fees for Services 0.00 0.00 Sales to the Public/Contracts 0.00 0.00 Fundraising Events 0.00 0.00 Contributions/Donations (including in- kind) 0.00 20,500.00 Interest and Investment Income 0.00 0.00 *Other 0.00 0.00 Total 0.00 20,500,00 0.00 Expenses FYI FY12 FY13 Total Salary and Wages 0.00 0.00 92,000.00 Benefits 0.00 0.00 0.00 Administrative 0.00 0.00 0.00 Occupancy 0.00 0.00 24,000.00 Other 0.00 3,000.00 15,000.00 Total 0.00 3,000,00 131,000.00 Fund Balance F'Y11 FY12 FY13 Revenue 5,000.00 250,000.00 Carryover Balance From Prev Year 0.00 2,000.00 Total Operating Balance 0.00 5,000.00 252,000.00 Less Total Expenses 0.00 3,000.00 131,Oft00 I U d0 (' 11>-10 9 t A cr'r © 2012 e-Clmpactcom ;e B of 10 _1"if i)rv'til it [�C41 it't FY14 Form C - Agency Budget Fund Balance FYII FY12 FY13 Ending Fund Balance 0.00 2,000.00 121,000.00 Less Restricted Balance 2,000,001 Carryover Fund Balance 0.001 121,000,001 Bd/Donor/Funder Restricted Funds FY11 FY121 FY13 Bd/Donor/l'under Restricted Funds - please itemize 0,00 0.00 0.00 Total 0.00 0,00 0.00 In -Kind Support FY11 FY12 FY13 SetvicesNolunteers I0.000.00 Material Goods 10,500.00 Space, Utilities, etc. Other Total I D.00 20,500,00 0.00 Grants FYII FY12 FY13 Grants - please itemize 0,00 0.00 0.00 Total 0,00 0.00 0.00 11'0' 2,l 1, W (I s i CO 2012 e-Glmpact.mm f ,,e - W 10 FY14 Form C - Historical Balance Sheet (As ofAgency''s fiscal year-end) Current Assets FYiO FYll FY12 Cash 0.00 0.00 2,000.00 Investments 0.00 0,00 0.00 Receivables<90 days 0.00 0.00 0.00 'Total Current Assets 0.00 0.00 Other Assets FY10 FY11 FY12 Property 0.00 0.00 0.00 Equipment 0.00 0.00 5,000.00 Less Depreciation 0.00 0.00 0.00 Receivables>90 days 0.00 0.00 0.00 Other (describe): 0,001 0.00 0.00 Total Non -Current Assets 0.00 0.00 Total Assets 0.00 0.00 Total 0.00 0.00 5,000.00 Current Liabilities FY10 FY11 FY12 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 0.00 0.00 0.00 Total Current Liabilities 1 0.001 0.00 Total 1 0.00 0.00 0.00 Other Liabilities FY10 FYII FY12 Mortgage Payable Balance 0.00 0.00 0.00 Other 0.00 0.00 0.00 Total Other Liabilities 0.00 0.00 Total Liabilities 0.00 0.00 Equity (Net Worth) 0.00 0.00 Liability + Equity 0.00 0.00 t 1 , AN' (.; ; © 2012 e-Clmpactcom t 3e 9 of 10 FY14 Form D: Performance Measurement Effort Quantily: # of Clienrs Description: How much did yorr do? Measure. Nmnber efSingle Mothers attending meetings Effect Quanliry: #ofAclivities Description: By 4,I)e Quantity: #ofAclivitics Description: By type it � 12 i i .2o , All 2012 e-Clmpactcom of 10 ,_nrt t., i tci i ", I t ,r,t to —itisnt FY14 Form D: Performance Measurement Effort Quanno,: #of Clients Description: How much did you do? Measure; Nunber ofstudent parlicipants. Measure: Frequency ofparticipation and graduation rates. Effect Quantity: 8 ofActivities Description: By orpe Measure: Numberof Croup Activities 2012 e-Cimpactcom tto 10 of 1 C Pmlc:d Action for Tanis FY14 Joint Government Application General Information Agency Name United Action for Youth Executive Director Name Jim Swaim Board President Shannara ChrlSlensen Requestor Jim Swaim Phone (319) 3.38-7518 Email jim.swaim@vniledoctionfbiyouth. org Address P.O. Box 892, Iowa City, , 52244, U.S.A. W ebsite www. Uraiiedactiorafor�)outh. org Agency Mission Statement The mission of United Action jhr Youth is to nourish the potential ot'all youth to create, grow and lead. Number of Years in Operation 42 Year Org Established 1970 2020 Vision Goals for the Common Good Please indicate Goal(s) that your agency supports Income No Education Yes Health Yea Johnson County Rquest for Funding Johnson County: Request for Funding FY14 110,000 Total Budget (Johnson County) 2,070,000 Johnson County: % of Total Budget 5.31 Iowa City Request for Funding Iowa City: Request for Funding FY14 65,000 Iowa City: Total Budget 2,070,000 Iowa City: % of Total Budget 3.14 Coralville Request for Funding Coralville: Request for Funding FY14 6,000 Coralville: Total Budget 2,070,000 Coralville: % of Total Budget 0.29 "A 1 f dam" © 2012 e-Cimpactcom 4 Agency Information Please complete the Salaries & Benefits chart for entire Agency (Form A), in addition to the questions below. 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.) UAY's programs address multiple needs ofyouth & families in the community. Each year UAYserves over 100 runaway and homeless youth and over 100leens• 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 pregnam and parenting teens served by UAY each year. There is a need for these teens to learn effective parenting, slay 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 there in their education, The number ofyoung people with some needs for early counseling to addres tmental health issues has risen in recent years. The Iowa CirySchools has established a baseline ofnenial health needs ofchildren in the schools, sufficient to warrant a major federal grant to support expanded services. There are many factors that coalribmrle to some of these problems. Lack ofservices for teens outside ot'school and the general lack at easy access to mental health services for teens is contributing to the request far UAY to provide counseling. Economic stress and prior exposure to violence contributes to young people su1(feringfron child abuse or running away or being homeless. Lack of information about teen .sexuality or the demands ol'being a parent conbibule 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 invesied 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. List and describe the programs and 1 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 and challenges at home, school, with peers, or in the community. Also served are prior victims of abuselerime, runaway and homeless youth, or seeking assistance with mental health issues. Individual and group counseling is provided at UAY, in home, schools and community settings. Counselors rotate on call24 his/day day to provide crisis intervention and in -person help to runaways & youth in crisis. UAYis a resource to the Iowa City Schools to provide case management to children and families referred by student support terns at the junior highs. The Teen Parent Program provides counseling, support, skill building, advocacy, health services, and other assistance to pregnant and parenting teens and their infant children. Staff help teen mothers and fathers to improve parenting skills, provide counseling in -home, offer weekly groaps, and respite child-care. A nurse practitioner provides health services; well -baby care; promotes wellness activities and assists pregnant and parenting teens and their children to connect with health services. Youth Development (YD) provides young people opportunities to develop skills, connect with peers in a positive way, and connect to the community through healthy youth/achdtpartnerships; preventing substance abuse, delinquency, school failure, teen pregnancy and other problems faced in adolesence. A location jor YD is the Youth Center, ail innovative arts environment of communication arts, tradhional arts, and 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 Centerfor Youth Volunteers, and drop -in area. Staffprovide support and counseling and instruction in variousarts activities. YD activities are offered at several school and community sites including Solon, North Liberty and neighborhoods assisting with after -school programs. The UAY Schoolfor the Arts is a partnership with the U oflowa Art F,dueaton Department and provides arts workshops in the spring, using university space. An Academic Mentodng Program with the Iowa City schools includes UAYease managers to assist students and mentors. The AMP staff assist youth and jamihes in connecting with their mentors, helping to connect mentors to school staff, and generally providing community support for the students in the program. 1 i CYO 2 1 14 ^ ANdo GS 1 © 2012 e-Clmpact.com ilag'r 2 0" I Client Information Please complete Client Demographic dorm B) in addition to the queslion(s) below. 3. Provide a succinct, specific description of your primary target populations(s), Describe clients as a group in terms of their needs, requirements, and strengths. The UAI'programs are primarily targetedat teens and theirfamilies. For severalprograms, younger children are served, such as in the Academic Mentoring Program and afler-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 VAY's target is ailyouth, that is any young person (f[-I b) is eligible to participate in many of those programs. One of the strengths ofserving this range of clients is that participants with many talents serve as role models for -youth who are trying to gain new drills. It also reduces stigmafor youth such as victims, who are blended in and indistinguishable from other youth using UA Y Most of the youth who receive counseling also are involved m youth development. UAY's Kids First program serves children ofdivorcing parents. Financial Management Complete Form C(a) and Form C(b) 4. in detail describe the Agency need for funding from: City of Iowa City UAYuses local funds to match several state and federal grants, generating over $I, 000,000 in additional funding support for programs in Johnson County. In addition local fiords help augment services at the Youth Center and support counseling for persons not eligible as viclirns or runaways. Thefunds give UAYthe capacity to provide crisis intervention to youth and ,families on a 24 hour/dray basis as well as respond to emerging counseling needs that develop such as changing community demographics or an unexpected traumatic event. Local funds also help pay for the operating costs for the Youth Center and the Fami(v Service Center. Wilh 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. Al the scone Cane UA Y's operating costs have increased each year including transportation costs, utilities, rents for teen parents, and the costs for effective computer and information technology. Salaries al UAYhave not increased by more than 2% or 301,for a few years and there was an across the board cut in salaries two years ago 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 benefts. 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. 1'he funding support will have a direct bearing orl helping decrease preparation gaps for school and work among youth (Education Goal), and increase the number ol'children and adults who are healthy and avoiding risk behaviors. (Health) Our programs al.m help the financial stability offamilies of teen parents. (Income). 4a. The objective of Iowa City's Consolidated Plan (a.k.a. CITY STEPS) is to promote a continuum of care within the community that includes jobs, housing and services for low -moderate income persons. Tell its how the agency (or program of the agency) addresses the goals cited in the 2011-2015 CITY STEPS Plan (wwwdegov.org/aetionplan, pages 91-94). UAY is responding to the City Steps need for services for youth that help f cus on crone prevention, child care, youth services, life skills, substance abuse services, mental health services, and employment training. This is a high priority in the City Steps plan. In addition UA Yis helping with transitional housing for runaway and homeless youth andpregnant and parenting teens. 5. In detail describe the Agency need for funding from: City of Coralville UAY uses local,fimds to match several state and,fMeral grants, generating over $1, 000, 000 in additional funding support for programs in Johnson County. In addition local, fiords help augment services at the Youth Center and support counseling for persons not eligible as victims or runaways. The funds give UAY the copachy 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. Local fiords also help pay for the operating costs for the Youth Center and the Family .Service Center. LYtth few exceptions, many of UAY's state and federal grants have beer? 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 CAY's operating costs have increased each year including transportation costs, utilities, rents fir teen parents, and the costs for affective computer and information technology. Salaries at UAYhave not increased by more than 2% or 3%for a few years and there was an across the board cut in salaries two years ago to reduce the defiail. Benefit costs have also risen, and again UAY has had to increase the slays 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, slate, 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 decrease preparation guies,for .school and work among youth (Education Goal), and increase the number ofchildren and adults who are healthy and avoiding risk behaviors. (Health) Our programs also help the financial stability of families of teen parents. (Income). 'I 11 2012 II 1 J t (;Sl (0) 2012 e-Gimpaet.com I 'age 3 o"'F/ 6. In detail describe the Agency need for funding from: Johnson County UAY uses local fonds to match several stale and federal grants, generating over $1, 000, 000 in additional funding support jor programs in Johnson County. he addition local fiends help augment .services at the Youth Center and support counseling for persons not eligible as victims or runaways, The, fiends give UAY the capacity to provide crisis intervention to youth and ,families on a 24 hour/day basis aswell as respond to etnerghrg counseling needs that develop such as changing community demographics or an unexpected traumatic event. Local funds also help pay for the operating costs for the Youth Center and the Faintly Service Center. With few exceptions, litany of UAY's state and, federal grants have been at the same level of funding, for over ten years, while local support has Nd h„ taus rhr,n M in S vunrc At rho cr v rimy 114 Y'c nnarr,tino rnvlc hrnyF inrrancad nark v.nr inrhrdlnv transportation costs, utilities, rents for teen parents, and the costs for effective computer and infor nnation technology. Salaries at UAYhave not increased by more than 2% at- 3%jor a few years and there was an across the board cut in salaries two years ago to reduce the deficit. Benefit costs have also risen, and again CIA Yhas had to increase the stgff's 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 andfamilie.s in Johnson County. The funding support will have a direct bearing on helping decrease 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. (Ileallh) Our programs also help the financial stability ofjamUtes of teen parents. (Income). 7. If the local government 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. Wilhuu, local, fiends, UAY would be unable to obtain or sustain several of its federally funded or stale, funded pr ogroms. 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 landing support that is./or at least 3 years, so the impact would include a loss offunds 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 local government funding UAY's overall ability to operate would he significantly reduced because local funds support our ability to have a basic service capacity. The overall impact would be a dramatic loss ofsupport 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 nol helping teen parents, and poor student performance in school clue to incr-eased barriers to learning. The decrease ofsome federal funds and reductions in state funds the past two years has had an impact on services, but despite these reductions, local support helped nwintain UAY's level ofeffort.for both counseling & youth development. 8. How will local government funding help leverage other revenue for Agency? UAYhas consistently used local fitnding to leverage federal, state, and private resources that assist young people and families. In the past this has included .securing supporl,for two distinct national demonstrations— for the Teen Parent Program in the 1990s and the Positive Youth Development projectfrom 2004-2009. UAY also collaborates with other Johnson County providers such as MECCA and the Iowa City schools to leverage stale andfederal 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 f aiding 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 Assislance Act (VOCA) support for child abuse and crime victims; the AnneriCorTs 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 afederal expansion of services to victims. UAYalso consistently blends fiends front other local inilialives such cis those funded by Empowerment or De -categorization with other local, state and federal funnds in order to enhance how,furnds are leveraged. UAY takes advantage of federal Community Development Block Gram fimds from Iowa City to support services and space needs. During the current year that includes using $350, 000 in Iowa City CDBG, fends to acquire additional housing for teem parews and homeless youth. 9. If other funds are currently being leveraged using Johnson County Block Grant funds, please identify the source of funding, dollar amount leveraged and the purpose of the finds (service provided). Much of this question is answered earlier in general terms. UAY speci lcally relies on the county as its prime match source for its grants jor Victims of Crane Act program, The Basic Cenler� fen- Runaway and Homeless Youth, The Transitional Living Program, the Community Adolescent Pregnancy Prevention Program, and the AmeriCorps grant, This year nearly $50, 000 ofthe county block grant allocation to UAY will be used as cash match to tlrese programs, Agency Accomplishments The United Way and Local Governments work lowards making our community a better place to live. Through the 2020 Vision Goals for the Common Good we wil measure our progress towards improving community conditions. Please provide the.Jnllowing information: Complete Form D and provide the Performance Measurements used (or will be used) by the Agency to mea.sue results of services loward 2020 Vision Goals. i 1 ,) r 12 1 ic43 ,n v l r;;} 02012 e-Clmpact.com r,e+t of 11 10. Please provide specific outcomes/performance measures your organization achieved in PY 12. How are people better off because of the services you provided? 1 t'913 >I ANIC[iT 02012e-Clmpact.com „a 50`1a Effort Quantity: #ofClieats Description. How much did you do? Measure: # Youth, all programs: 2,145 Measure: #babies, teenparent: 107 Measure: #parents in counseling: 424 Measure: #Youth in counseling: 804 Measure. # Youth in Youth Dev: 1,802 Measure: # of Pregnant & parenting teens: 105 Measure: it of youth victims in VUCA: 118 Measure: # of runaway homeless youlh: 93 Measure: # of youth in divorce groups: 212 Measure. # ofyouth in leadership prog: 28 Measure: # ofsign-ins cluing Youth Center drop -in: 3,636 Measure: # youth with Academic mentor: 46 Measure: #youth with Went. Hlth case ingr: 52 (Safe. Schools project only) Measure.: # of minorily males in YF,S: 33 Quality: Common Measures Description. How well did we do it? Measure. % decrease in binge drinking Youth Svy: most recent survey has not yet been reviewed Measure, IN decrease in teen pregnancy role Hhh repl: most recent data, 2009 the rate. is 3.2%, Measure: % decrease in runaways requiring police intervention (comp. to 2000). dropped 60% Measure: % decrease in founded child abuse cases: not reviewed for this year yet Measure : % used evidence based programs -Parents as Teachers, Life skills: 100% Measure: % increase access to Mentallleallh reported, 100% (Safe Students grant) Measure. % of runaways reunite with families or sale home. 90% Measure. % increase in youth volunteering: 15% increase at Youth Center Measure: %ofyoulh in YF.S had subsequent delinquent charge, few ver than 5%suspended ai school: Not reviewed for this year yet Affect Quanfio). #of Activities Description: By type Measure: #home visit hours: 1187 Measure. # parents skill training hrs: .576 Measure: #groups/contacts: 1,362 Measure. # community referrals made: 161 AQeasure: # health service contacts by PAT. 751 Measure: ilAillbuddingsessions: 7,361 Measure: #counselingsessions: 2,005 Measure: #family counseling sessions: 463 Measure: #crisesinterventions. 105 Measure: #advocacy: 947 Measure: #Kids First divorce sessions. 8 (32 ifcounting each age group) Measure: #Arts projects completed. combined with music-4,689 Measure: # nuesic projects completed: see above Measure: # band shows art ecibot : 18 Measure: it Solon Youth Center nights: 38 Measure: # Pm,ent education workshops: 90 Measure: # Drama lab hours: 12 Qualil : Activity Specific Measures Description: What is difference made? Measure: % of teens in program with low birthweight: 0 Measure: % ofyouth in counseling also involved in Youth Development programs: 57% Ifeasure. % of clients in therapy report safisfiction in meeting their goals: 68%2YG 78%other clients Measure: % of teen parents participate in group increased participation of youth in community presenlations about drugs, alcohol, and risky behavior: 10% of keen parents assisting Measure: % MLK Day community projects completed by youlhlband shuwslexhibils attended by 400 youth and 150 cornmunit)r members: 100% ofMLKprojecte connphne; 411 youth attending events, 100 sommunity members altendling Measure: Y youlh in LrfeSkills demonstrate improved understanding of health consequences ofdrinking. 65% of all 80% of middle school youth. 100!"(102 11 (i Aee CST © 2012 e-Clmpact.com ilarle 6 of Cnne<7 A. i, m fi.r Fo,lh FY14 Form A Agency Salaries & Benefits Please provide the inforrnalion for employees in your agency. Ifyou do nol,Tnd the position on the list, please add the position in the "other" section. You will be individually add positions in 'other" category. Please indicate if the position has paid leave, Health insurance or Retirement by playing a "I" in the box if the position receives that benefit. Please provide the btformation.for employees in your agency. Ifyou do not.find the position on the list, please add the position in the "other" section You will be individually add posilions in 'other" category. Please indicate if the position has paid leave, Health Insurance or Retirement by playing a "7 " in the box if the position receives that benefit. Position Paid Leave Health Ins Re0iremen t Plan Average Salary ' FTE (Last Year) FIE (This Year) FTE (Next Year). Executive Director/ President / CEO 1,00 1,00 1,00 70.000.00 1.00 1.00 1,00 Director of Operations /COO Director of Development 1.00 1.00 1.00 56,000,00 0.60 0.60 0.75 Program Director/ Manager 1.00 1.00 1.00 52,000.00 4.00 3.00 4.00 Director of Community Intervention Assistant Teacher Administrative Assistant Advocate Assistant Coordinator Assistant Director 1,00 1.00 I.00 60,000.00 0.80 0.80 0.80 Business Manager 1.00 1,00 1.00 44,000.00 1.00 1.00 1.00 Case Manager 1.00 1.00 1.00 42,000.00 11.00 l l.80 12.00 Clerical Staff Clinical Services Manager / Director 1.00 1.00 1.00 52,000.00 3.10 3.40 3.50 Clinical Support Maintenance/Repair 34,000.00 0.50 0.50 0.50 Oft -ice Assistant 1.00 1,00 1.00 38,000.00 2.80 2.60 3.00 Program Coordinator Receptionist Services Coordinator "transportation Managcl / Director *Other 1,00 1.00 1,00 38.000.00 3.25 3.10 3.50 Youth Development /.00 1.00. 1.00 38,000.00 3.25 3.10 3.50 Total 9 9 9 486,000 28,05 27, 80 30.05 Ir :I711:+1i I A r,-CS' ©2012o-Clmpact. corn pogoFSo11d t:mtcd A,r, 14 Ar Yot�Gt FYI Form B - Agency Demographic Agency summary of clients sewed during last two years and one projected year (unduplicated client count) FY III FY 121 FY 33 Information/LducationProvided 2,880 2,676 2,800 Direct Services Provided 2,880 2,676 2,800 Total 5,760 5,3521 5,600 Gender FYll FY12 FY13 Male 1,115 1,070 1,100 Female 1,202 1,0751 1,100 Ethnicity FY11 FY12 FY13 Hispanic 302 256 300 Slack 496 482 500 Caucasian 1,313 1,163 1,200 Native American 6 7 7 Asian 54 32 40 Pacific Islander 0 0 0 Other 146 205 143 Total 2,317 2,145 2,190 Age FYIi FY12 FY13 0-5 99 107 105 6-17 2,317 2,145 2,200 18-29 232 212 240 30-61 232 212 240 62-75 75+ Years Geographic Location FYll FY12 FY13 Johnson County (Combined, unduplicated) 2,247 2,220 2,400 Iowa City 1,596 1,576 1,700 Coralville 235 251 300 North Liberty 228 203 250 02012e-Clmpect.com 1..niled Arimi, Tor Youth FY14 Form C - Agency Budget Budget Type Indicate i/ Budget is: 2 = Program Specie 3 = County Spectfac Budget Type 1,00 Agency Revenues FY11 FY12 FY13 Coralville Funding 3,500.00 3,500.00 3,500.00 Iowa City Funding 60,000.00 60,000.00 60,000.00 Johnson County Funding 107,000.00 107,000.00 107,000.00 UWJC Allocation 64,524.00 66,000.00 67,846.00 UWJC Designations 6,020.00 6,192.00 6,222.00 Grants -Federal, State, Foundation 1,143,043.00 1,111,200.00 1,164,227.00 Membership Dues 0.00 0.00 0.00 Fees for Services 118,051.00 173,700.00 199,549.00 Sales to the Public/Contracts 0.00 0.00 0.00 Fundraising Events 38,326.00 36,500.00 34,935-00 Contributions/Donations (including in- kind) 152,809.00 106,000.00 123,885.00 Interest and Investment income 1 459.00 200.00 52.00 *Other 0.00 0.00 0.00 Total 1,693,732.00 1,670,292.00 1,767,215.00 Expenses FY11 ` FY12 FY13 Total Salaryand Wages 1,119,850.00 1,016,087.00 1,066,276.00 Benefits 272,545.00 239,491.00 247,698.00 Administrative 0.00 0.00 0.00 Occupancy 194,177.00 195,113.00 203,500.00 Other 247,603.00 217,299.00 208,751.00 Total 1,834,175.00 1,667,990.00 1,726,225.00 Fond Balance FY11 FY12 FY13 Revenue 1,693,732.00 1,670,292.00 1,767,215.00 Carryover Balance From Prev Year 17,806.00 -122,637.00 -120,335.00 Total Operating Balance 1,711,538,00 1,547,655.00 1,646,880.00 Less Total Expenses 1,834,175.00 1,667,990.00 1,726,225.00 2012 e-Clmpactcom 10 r,f I'I FY14 Form C - Agency Budget Fund Balance FYll FY12 FY13 Ending Fund Balance -122,637.00 -120,335,00 -79,345.00 Less Restricted Balance 0.00 -122,637.00 0,00 0.00 �CanyoverFund Balance -120,335.00 -79,345.00 Bd/Donor/Funder Restricted Funds FYI1 FY12 FYI Bd/Donor/Fonder Restricted Funds - please itemize 0.00 0.00 0.00 Total 0.00 0.00 0.00 In -Kind Support FYI 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 0.00 0.00 0.00 Total 228,600,00 254,000.00 266,000.00 Grants FYI FY12 FY13 *Grants - please itemize 1,143,043.00 1,111,200.00 1,156,105.00 Federal runaway & victim 524,100.00 514,000.00 ,545,000.00 Youth development prevent. 377,610.00 387,900.00. 402,000.00 Teen parent 187, 960.00 177, 000.00' 185, 045.00 AmeriCorps&other 53,373, 00 32,3W00 24,060.00 'total 1,143,043.00 1,11 1,200.00 1,156,105,00 i I, '"+� 5' Ape (.5i ©2012e-Clmpact.com Crilo4c[iou tol Mouth FY14 Form C -Historical Balance Sheet (As ofAgenry's fiscal year-end) Current Assets FY10 FY11 FY12 Cash 3S,825.001 17,183.001 21,743.00 Investments 0,00 0.00 0.00 Receivables<90 days 140,097.00 138,656.00 107,113.00 Total Current Assets 178,922.00 138,656.00 128,856.00 Other Assets FY10 ' FY11 FY12 Property 1,172,488,00 1,172,488.00 1,172,488.00 F,quipment 342,951.00 346,499,00 341,339.00 Less Depreciation 665,188.00 736,406,00 790,001.00 Receivables>90 days 0.00 0.00 0,00 *Other (describe); 7,495.00 6,088.00 6,000.00 prepaid Insurance 7,495.00 6,088.00 6,000.00 TotaINon-Current Assets 856,275M 788,669.00 729,826.00 Total Assets 1,035,197.00 927,326.00 858,682.00 Total 4,079,594.00 3,977,476.00 3,898,336.00 Current Liabilities FY10 FY11 FY12 Accounts Payable 13,847.00 30,190.00 19,531.00 Payroll Taxes Payable 5,628.00 5,136.00 4,101.00 Contracts Payable 101,835.00 110,006.00 105,675.00 Mortgage Payable 188,275.00 t98,550.00 57,700.00 Total Current Liabilities 1 343,254.00 382,066.00 187,295.00 Total 0.00 0.00 0,00 Other Liabilities FY10 FY11 FY12 Mortgage Payable Balance 679,157.00 664,350.00 847,876.00 Other 0.00 0,00 0.00 Total Other Liabilities 679,157.00 664,350.00 847,876.00 Total Liabilities 1,022,411.00 1,046,416.00 1,035,171.00 Equity (Net Worth) 17,806,00 -122,638.00 -176,323.00 Liability *Equity 1,040,217,00 923,778.001 858,849.00 I a 4A AN, CST 02012 e-Clrupactcom I law, 12 of 14 t i A,c 10t ii)I Ycttth t Act, t �u Youth FY14 Fonn D: Performance Measurement Effort Qtwlity. Common Measures Description: How well did we do it? Quantity: # of Clients Devci ipmmn. flow much did you do? Quontay. #ofClients Description How much did you do? Mcasure: #babies, teen parent Measure: #parents by counseling Meastere. # Youth in counseling Measure. # youth, all programs Aleasure: # Youth in Youth Development Measure: # Pregnant and parenting teens Measure: #youth victims in VOCA Measure: # Runawav and llomeless Youth Measure, # Youth in Divorce Groups Measure. # Youth in Leadership Program Measure: #Sign -ins during Youth Center drop -in Measure: # Youth with Academic Mentor Measure: #Youth with Mental Health Case Manager Measure: # Minority Males by YES Quality: Common Measures Description: How well did we do it? Measure: % Decrease in hinge drinking, Youth Survey Measure. % Decrease in teen pregnancy rate, Health Report Measure %Decrease in runaways requiring police intervention (compared to 2000) Measure. % Decrease in founded child abuse cases Measure: % used evidence based programs- Parents as Teachers, Life Skills Measure: % report increased access to mental health care A4casure: % aJ'runawg7rs reunited with families or safe home Measure: % increase in youth volunteering Arleasure. % of youth in YES had subsequent delinquency charge andfewer than 5%suspended at school Effect Quality: Activity Specific Measures Description: What is difference made? Quantity, #of Activities Description: By type Quality: Activity Specific Measures Description. What is difference made? Measure: % of teens in program with low birth weight babies Measure: %ofyouth in counseling also involved in Youth Developmentprogroms Measure: % of clients in theropy report satisfaction in meeting their goals Measure. % of teen parents participate in group increased participation ofyouth in community presentations about drugs, alcohol and risky behavior Measure. % A1LK Day communityprojects completed by youth/band shows/exhibits attended by 400 youth and 150 community members Measure. % youth in LpfeSkills demonstrate improved amderstanding of health consequence of drinking 1Y 112 S— Q2012 e-Clmpact.com f ,c,v i' aX 14 l n1c t "dior. L ocdh i ft,i ", i i- l our!. FYI Form D: Performance Measurement Quantity. #of Activities Description: By type Measure. #home visit hours Measure. # parent skills training hours Measure: #groups/contacts Measure: #community referrals made Measure: lihealth service contacts by PAP Measure. #shill building ,sessions Measure: # counseling sessions Measure: #family counseling sessions Measure: # crises interventions Measure: if advocacy Measure: # kids First Divorce Workshop sessions Measure: #Art Projects completed Measure: # Music Projects completed Measure: f7 hand ,shows and art exhibits Measure: #Solon Youth Center nights Measure: #Parent Education Workshops Measure: #Drama Lab hours I S iI, 1-.. ,7SI 00 2012e-Clmpact.com sxi: lQ ) , 1 MINUTES PRELIMINARY HOUSING AND COMMUNITY DEVELOPMENT COMMISSION NOVEMBER 15, 2012 — 6:30 PM HELLING CONFERENCE ROOM, CITY HALL MEMBERS PRESENT: Andrew Chappell, Michelle Bacon Curry, Cheryll Clamon, Charlie Drum, Jarred Gatlin, Holly Hart, Jim Jacobson MEMBERS ABSENT: Scott Dragoo, Rachel Zimmermann Smith STAFF PRESENT: David Purdy OTHERS PRESENT: John Shaw RECOMMENDATIONS TO THE CITY COUNCIL: None. CALL TO ORDER: The meeting was called to order by Chappell at 6:30 p.m. APPROVAL OF THE OCTOBER 18, 2012 MINUTES: Hart moved to approve the minutes. Bacon Curry seconded. A vote was taken and the motion carried 7-0. PUBLIC COMMENT FOR ITEMS NOT ON THE AGENDA: None. STAFF/COMMISSION COMMENT: None. PUBLIC MEETING: Discuss and Review FY14 CDBG/HOME Funding Process Timeline Purdy said the process follows the same timelines as in previous years. Applications are submitted by the third Friday in January and there are three possible meetings -one in February and 2 in March- to discuss and make recommendations. Chappell stated that the second meeting in March is not required but is arranged, if needed. HOUSING AND COMMUNITY DEVELOPMENT COMMISSION November 15, 2012 PAGE 2 of 6 • Review and Approve FY 14 CDBG/HOME Application Materials Chappell asked if anyone had changes they wanted to make to the applications. Purdy said that staff is recommending that public facility projects be at least $50,000. He also said the City Council has been emphasizing the City Strategic Plan and staff is encouraging applicants to review the Plan. He said part of the application is the applicant indicating how the project meets the City Strategic Plan. He said that's not part of how the Commission scores the application, but he believes that City Council will be looking at that. Purdy reminded the Commission they have a lot less money to allocate this year. Chappell asked what the current estimate is. Purdy replied that there will be $587,000 available after all the set asides. Last year the commission had carry-over money from the previous year. He said last year they started with nearly $700,000 more to allocate. Chappell said he is supportive of the changes in the application outline. Chappell asked for a motion. Drum moved to approve the FY14 CDBG/HOME Application Materials. Gatlin seconded. A vote was taken the motion carried 7-0. Discuss and Review FY 14 Aid to Agency Funding Process and Timeline Purdy said the applications were due at United Way October 315t. He said Tracy will have them compiled for the Commission the first Monday or Tuesday of December, at the next meeting the Commission will discuss it, and on January 171h the Commission will review and formulate a budget for the $380,000 available. Chappell said he thought they could use both December 201h and January 17`h to discuss the 22 applications. He said this is the first year the Commission will be getting the full application. He said he believed that the application is not made solely for the Commission, so he reminded the Commission that they don't have to study everything in the application. Drum asked if there will be some staff comments for each of the applications. Purdy said they could do that. Bacon Curry asked if there was some talk of not making this process so automatic. Chappell said his understanding is that this used to be dealt with by a sub -committee of the City Council, and through that process became almost a status quo. He said they have never received any specific guidance from Council to mix things up. He said he doesn't think that everyone has to be funded, especially with the limited funds. Chappell said from his perspective, if Council really wants the Commission to start taking a hard look at whether all of these entities need to be funded, they should give the Commission specific guidance. HOUSING AND COMMUNITY DEVELOPMENT COMMISSION November 15, 2012 PAGE 3 of 6 Hart said she was uncomfortable about receiving guidance from Council. She said she thought this Commission was chosen to provide some sort of insight into what services the City is providing. Chappell said the guidance he is looking for is from a policy level —whether the Council wants the Commission to start over and look at everything, and if so, it would helpful if either the City Manager or the Council could let the Commission know that. Bacon Curry said last year there was a concern about looking at the applications with a less automatic approval and the agencies have had no "heads up" or inkling that might be the case. She asked if agencies are expecting the same funding this year. Purdy said if the Commission wants the applicants to know there might be a different review, staff will tell them as part of the applicant workshop. Bacon Curry said it would be concern for her to pull the carpet out from under them. Drum said it would be helpful to have a history of what the commission has recommended for the two years they have been doing it. Chappell said Commission members can have the binders with all the applications or Tracy will make it downloadable. The applications with no binders took the day with the exception of Chappell and Drum. Jacobson asked how each agency requests Iowa City funding through the United Way. Chappell said there may be some applicants through the United Way that specify that they only want to apply to the City or to the County. Purdy agreed that there were several like that. Chappell reminded the Commission that they can create an addendum to the application or they can ask that additional questions be added to the application if there are things the Commission may feel are germane to their process. • Consider Community Mental Health Center's Request for Project Revision Shaw said he met with members of the Center's Board, people who were helping with the fund-raising effort, and staff. He said initially they decided not to try to raise the extra funds that would have been required for the elevator. He said they have come up with a project that is absolutely focused on accessibility at the building, which was the intent of the original CDBG grant. He said this new project concept takes the south portion of the lower level of the building and makes it accessible off the south parking lot. He said the concrete ramp on site is not compliant with the ADA. He investigated replacing it with a new ramp, but it would have had to extend 36 feet back into the parking lot, when the back retaining wall of the parking lot is 39 feet, 4 inches from the building. He said when he proposed taking the ramp off, staff rebelled, saying they were lots of people who wanted to use it even if it is non -compliant and could not get into the building without the ramp. He said he intends to repair the ramp as necessary and put compliant hand and guard rails on it and repair and maintain the existing concrete stairs as necessary. He said they will spend as little money as they have to on the ramp repair but what they do is going to have to be a 15 to 20 year fix. Shaw said there would also be a new entry at parking lot level into the south portion of the building and redoing the spaces down there. HOUSING AND COMMUNITY DEVELOPMENT COMMISSION November 15, 2012 PAGE 4 of 6 He said the wood deck and stairs will be removed and new siding will be put on the entire lower level, they will create a covered entry, and establish new windows on the lower level to make the building more pleasing to look and get more light into the play area. He said they will also have some benches out in back. Bacon Curry asked if the back entrance door will be an automatic door in some way. Shaw said they can do that, but whatever they do with it will be ADA compliant. He said they will establish an accessible play therapy area and a waiting area and two counseling rooms and restroom. He said the entire project speaks to accessibility, which was the original intent of the grant they were given. He said everyone still thinks that an elevator was the best solution for this building, but given the cost and age of the building, practicality won out. Shaw said his rough estimate is that this project will be between $140,000 and $160,000. Shaw explained that the CDBG grant was for $100,000. He said that some more donations have come in. He said staff of Community Mental Health says their fund- raising is not over yet. Bacon Curry asked if there was still some intent to do a capital campaign. Shaw replied that it had always been the intent to do a bridge loan even if the capital campaign was not successful. Bacon Curry suggested an automatic panel on the entry door. Shaw said he could do that, but he wasn't sure how it would work with the outer storm door needed for weather protection. He said he would think about that some more. He said he thinks what he is proposing is a reasonable compromise to the economic problem they were faced with, and it does provide accessibility to the people who need to use the building. Chappell said he is sold on this proposal and the way Shaw has solved the economic and accessibility problems. He said he thinks this way will impact the entire building more than just an elevator would have. He reminded Shaw that Community Mental Health couldn't come back in a few years and say they had changed their minds about the elevator. Shaw said everyone involved is very clear on that. Jacobson asked if there is anything on the second floor that people with disabilities would need to access and, if so, is there a way to get them upstairs. Shaw said the only people who might have disabilities that would use the second floor are people who work there. The rooms on the lower level would be scheduled rooms so when people who might have disabilities come to the Center, they will be scheduled into one of these lower level rooms. Chappell said he thought the aesthetic improvements on the back of the building are nice. Drum moved to approve the request for the project revision for Community Mental Health. HOUSING AND COMMUNITY DEVELOPMENT COMMISSION November 15, 2012 PAGE 5 of 6 Clamon seconded. A vote was taken and the motion carried 7-0. Monitoring Reports • Zimmermann Smith was not in attendance to give her monitoring reports. They will be scheduled next month. FY12 Mayor's Youth — Rental Housing Monitoring Report Chappell reported that they were budgeted at $99,800 and so far have spent $49,800. He said in August 2011 they purchased the first of two lots for the rental homes project. He said the lot is in Stonebridge Estates on 80 White Chapel Drive. He said construction commenced September 1, 2011, and the house was converted on December 15`h. He said four residents have moved in as of July 16, 2012. He said the second lot will be purchased in early 2013 with a target completion date of June 151h, 2013. FY12 Successful Living — Rental Rehab. Monitoring Report. Chappell reported that they have $5,200 left in retainage of the $52,000 yet to pay out. He said all the contracted work is completed. He said the paperwork is all they have left to finalize. He showed the Commission photos of the work that has been done and read descriptions of it all. FY12 IV Habitat for Humanity — Owner -occupied Rehab. Monitoring Report Chappell reported that Habitat received $40,000, and this funding was for the accessibility of the ramps they were going to put on existing houses. He said they have been turned down by a number of mobile home court owners who would not give permission to build a ramp to code because they don't want any part of the ramp to be off a sidewalk or a driveway. He said they now have three sets of portable modular metal ramps that cost $7,144.00. He said they put a ramp at 1134 Wylde Green Road for $650.48, one at 1205 Laura Drive for $732.44, and one at 2801 Highway 6, #159. He said they have spent a total of $9,376.92 and have $32,623.00 remaining. He said it appears there will be money coming back because Habitat is not going to spend the remainder of the funding, which will go back into the big pot. Bacon Curry asked if the funds were switched to ramps because they couldn't get the weatherization done on trailer courts. Chappell asked if part of the problem wasn't also asbestos issues. Purdy said that was true. ADJOURNMENT: Bacon Curry moved to adjourn. Drum seconded. A vote was taken and the motion carried 7-0. M G N O � '6 E h E V p O U 2 p[ C O O N O 0 0 0 0 0 C d 0 0 0 0 O O O O O O O N O 0 0 O O O N li a. 0 0 0 o V1 O O z 001.0 0 0 0 a 0 Ul 0 0 0 0 c} Z i+1 C m 01 0 L!1 m rjW O O m Ll1 M kD m 7 CD ¢ ¢Z ¢oo o`oo a a¢¢ od'o o0000 00 N CD Z ZZ Z Z m o N Z W Z O M N N O iO O1 LL 7 O O O 0 0 0 O O O O 0 0 0 0 O O O O O aO O O O O o o o O o O o L m O o¢ O o o O Un a O o Ln o 0 0 0 0 o a¢ Z N a Z a Z CD co O Z N tD Z O N N nl N m u1 d' V1 `-I 00 h fy ci �-1 l0 ci W m lD N tn LL N 0 � � a N V c O C N c N E o p a`i u u E U U@ V C Y C C ` y m Y i =O O> i^ u U U O O N76 d L 3 U u u E @ v c p of v O o v}@ N m v o 0 N N 0 ]' LL @ +�+ C� O r 0 o` O c¢ U° E O O u t '^ U E v O V O a E O E U O C u i Li I- T L in u w o w a �n a O c LL v o ¢ a = o v¢ c° v V L ccc6 V E O O _� X O __ 2 O 2 U V � 2 Z a K K H Q Y¢ m V U W W LL LL G to 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 questionslcriteria shown below. However, the scores will not be the sole determinant of a funding decision. I. NeedlPriority (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\ reason able) 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? [Privatelother 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. ImpactlBenefit (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. CaoacitvtHistory (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: GRAND TOTAL PROPOSED ALLOCATION: $ (Maximum amount of points — 100) FY13 Applicant Guide 3