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HomeMy WebLinkAbout12-19-2013 Housing and Community Development CommissionHOUSING AND COMMUNITY DEVELOPMENT COMMISSION DALE HELLING CONFERENCE ROOM 410 E. WASHINGTON STREET, IOWA CITY THURSDAY, DECEMBER 19, 2013 6:30 P.M. 1. Call Meeting to Order 2. Approval of the November 21, 2013 Minutes 3. Public Comment of Items Not on the Agenda 4. Staff/Commission Comment 5. Discussion Regarding FY15 Aid to Agencies Funding Requests 6. Analysis of Impediments to Fair Housing Choice - Update 7. Monitoring Reports • FY14 MECCA Facility Rehab. (Ralston) • FY14 MECCA —Aid to Agencies (Chappell) • FY14 Neighborhood Centers of JC —Aid to Agencies (Chappell) FY13 Neighborhood Centers of JC — Facility Rehab. (Bacon Curry) • FY12 Mayor's Youth — Rental Housing (Bacon Curry) • FY12 IV Habitat for Humanity Land Acquisition (Clamon) 8. Adjournment 11 r t� M h !/ Date: December 12, 2013 To: Housing & Community Development Commission (HCDC) From: Tracy Hightshoe, Community Development Planner Re: December 19 Meeting Packet The following is a short description of the December agenda items. If you have any questions about the agenda or if you are unable to attend the meeting, please contact Tracy Hightshoe at 356-5244 or by email at tracy-hightshoe@iowa-city.org. Discussion Regarding FY16 Aid to Agencies Allocation Process 20 organizations applied for FY15 Aid to Agencies funding. The applications are available online for your review. Paper copies of the application will be handed out to commission members at the December 19. If commission members wish to pick up the applications before December 19, they should be available at Planning (2" floor, City Hall) by 2:00 PM on Tuesday, December 17. HCDC will review the applications and make a funding recommendation to City Council in January. At the December meeting, the commission will determine how they want to review the applications and if any evaluation criteria will be used. The guidelines that HCDC recommended and approved by City Council are attached for your review. Analysis of Impediments of Fair Housing Choice — Update The revised draft, including a summary with recommendations, will be submitted next week. Upon receipt, city staff (Community Development, Human Rights and the Iowa City Housing Authority) will review for accuracy and then forward to commission members for the January HCDC meeting. Appendix A from the Service Agreement with the Public Policy Center (PPC) is attached for your review. Appendix A describes what the study needs to address and the format the study should be in. It is provided for your reference once the final draft is received. MonitoHng Reports • FY14 MECCA — Facility Rehab. (Ralston) • FY14 MECCA — Aid to Agencies (Chappell) Agency contact: Ron Berg, 351.4357, rberg@meccaia.com • FY14 Neighborhood Centers of JC —Aid to Agencies (Chappell) • FY13 Neighborhood Centers of JC — Facility Rehab. (Bacon Curry) Agency contact: Brian Loring, 358.0438, brian-loring@ncjc.org • FY12 Mayor's Youth — Rental Housing (Bacon Curry) Agency contact: Roger Lusala, 341.0060 x7001, r.lusala@myep.us • FY12 IV Habitat for Humanity — Land Acquisition (Clamon) Agency contact: Mark Patton, 337.8949, mark@iowavalleyhabitat.org MINUTES PRELIMINARY HOUSING AND COMMUNITY DEVELOPMENT COMMISSION NOVEMBER 21, 2013 — 6:30 PM DALE HELLING CONFERENCE ROOM, CITY HALL MEMBERS PRESENT: Michelle Bacon Curry, Andrew Chappell, Cheryll Clamon, David Hacker, Jim Jacobson, Peter Matthes, Dottie Persson, Rachel Zimmerman Smith MEMBERS ABSENT: Christine Ralston STAFF PRESENT: Tracy Hightshoe, Steve Rackis (ICHA) OTHERS PRESENT: John Sewell, Maryann Dennis, Bob Welsh, Jerry Anthony, Andrew Sanchez, Tiffini McClair, Kasey Befeler RECOMMENDATIONS TO COUNCIL: No recommendations. CALL TO ORDER: The meeting was called to order by Chair Andrew Chappell. APPROVAL OF OCTOBER 17, 2013 MINUTES: Clamon moved to approve. Zimmerman Smith seconded. A vote was taken and the motion carried 8-0. PUBLIC COMMENT FOR ITEMS NOT ON THE AGENDA: None. Commission members introduced themselves to new Commission member Peter Matthes. Hightshoe said she attended the Visiting Nurses Association's Open House. She said VNA used CDBG funds to acquire the lot for their new office building. It is a nice facility and a partnership with the Uofl College of Nursing. Hightshoe instructed the three new Commission members on the details of monitoring reports. Presentation by the University of Iowa Public Policy Center (PPC) on the Draft Analysis of Impediments to Fair Housing Choice (www.icaov.ora/actionplan) 0 Opportunity for Commission and Public to Comment HOUSING AND COMMUNITY DEVELOPMENT COMMISSION NOVEMBER 21, 2013 PAGE 2 of 6 Jerry Anthony of PPC gave a presentation on the draft study. He listed and explained the key six features of the study: segregation maps, segregation indices, a discussion of the Iowa City Affordable Housing Model, restrictive covenants, service of assisted and unassisted renters and bank lending data. Anthony said some of the census data is conflicting so if they can't reconcile it, they don't use it in the report. He said that the bank lending data shows that some banks are denying certain classes at a higher rate than others, but cautioned the Commission about jumping to conclusions, as the credit histories and credit scores are unknown. He said he has had difficulty getting certain data about Section Eight Vouchers and residency preference from the Iowa City Housing Authority. Anthony requested the addresses of Section 8 tenants. Anthony said he looks forward to public and Commission comment, and then in the near future, the PPC will draw up recommendations and the final report will come back to the Commission. Chappell opened the meeting for public discussion. Bob Welsh of Iowa City said the one weak spot in Iowa City Is the lack of accessible, affordable housing. He said he was concerned about the finding that some banks are denying certain classes at a higher rate than others and hopes that if it's because of racial reasons, that they be referred to the Human Rights Commission. He also asked if the Primary Reference Category on page 42 is a broad category or is there a preference within that. He said he is most concerned about a study from 2007 titled Affordable Housing Market Analysis of the Iowa City Metro Area that stated "there is an absence of developable land zoned for multifamily housing and available purchase in Iowa City. The scattered site policy and the Affordable Housing Location Map have made development of new assisted rental housing seemingly even more difficult." He asked if Anthony agrees or disagrees with that statement and what are the recommendations. Maryann Dennis, Executive Director of The Housing Fellowship, said in regard to fair housing access in the community, she agrees with the concerns described on page 28 of the report. She said the Affordable Housing Location Map is really specific for rental, and it has been a barrier to the development of scattered site affordable rental homes. She cited two rental homes the Fellowship owns on Hotz Avenue and Elizabeth Street and said this is a great neighborhood for low -wage working families, but the City will not use their federal funds to financially assist the Housing Fellowship to develop additional rental housing near these homes and other neighborhoods marked in the study. She said the study explains that land prices are high in areas where the City is trying to redirect affordable housing. HOME funds restrict the rents, so that means the Fellowship as a developer would have difficulty getting the project to have adequate cash flow. Dennis said she feels that there isn't the political will for inclusionary zoning, but she's glad to see that it is yet again a recommendation in this study, as it has been year after year in other housing studies. She stated that Iowa City is required to further fair housing and fair housing planning and to take appropriate actions to overcome the effects of any identified impediments, and she looks forward to seeing what actions are taken by the City. HOUSING AND COMMUNITY DEVELOPMENT COMMISSION NOVEMBER 21, 2013 PAGE 3 of 6 Steve Rackis, Administrator for the Iowa City Housing Authority, answered Welsh's first question by saying that the Housing Authority does use local preferences and went on to explain what they comprise. Rackis said that HUD issued a memorandum in 2010 that distinguished between what they felt was public and private information as it related to the Housing Choice Voucher Program. He said the City Attorney Sue Dulek reviewed that document and communicated to Anthony this week that in her opinion, the addresses of Section 8 tenants were confidential. Rackis said he met with students from the PPC in May and provided all the information they requested. He said they had no other requests for information until this week. All prior information that was readily available was provided. The study was due in August and the ICHA provided all the information requested during that May visit. He said the information requested this past week that required more labor-intensive staff time was not provided due to budget cuts in his department and his judgment that he had work that was of a higher priority than creating custom reports about who was on the Housing Authority's waiting list by preference category. He said the data he had on the waiting list was the data he reported in his 2013 Annual Report, and it was simply the primary preference category. Bacon Curry asked what information the primary preference category provides. Rackis said it's the break -down of elderly, disabled, families with children and racial characteristics. Zimmermann Smith asked what is missing from the study because the PPC doesn't have the information about the vouchers. Anthony said his instinct is that people who have housing choice vouchers live in disperse locations and he wants data to validate this. He said that the City wants both affordable housing and housing choice vouchers scattered throughout the city. Zimmermann Smith asked when the preference is established. Rackis replied that applicants apply and include their location of residency. They get placed on the appropriate waiting list. If they move to the jurisdiction after they apply and contact the City, their place on the waiting list changes as now a resident. If they were on the waiting list as a resident and notify the ICHA they moved out of the jurisdiction, they are moved to the appropriate preference category. The ICHA accepts their word concerning residency while in the applicant status. Proof of residency is not required until they are eligible to receive a voucher. The preference categories are constantly in flux based on demographics and people moving in and out of the community. Clamon asked if Anthony's charge was to do a study on the city only. Anthony said for some of the categories the data given to them, for example the Housing Authority, includes the entire area of their jurisdiction, not just the City. Zimmermann Smith stated the comments about the Affordable Housing Location Model were only received by a few affordable housing providers. They should be balanced by comments from the broader community. There was a community reason why the model was adopted and those comments should be included. HOUSING AND COMMUNITY DEVELOPMENT COMMISSION NOVEMBER 21, 2013 PAGE 4 of 6 Chappell said on page 28 the three most common concerns listed is misleading in that they could be construed as comments from the community in general rather than simply from the three people Anthony talked to. He said that another concern is that this section of the study is talking about affordable housing when the study is actually meant to address fair housing. To his understanding, the study is identify the impediments to fair housing, not affordable housing. Anthony said in this draft they are presenting the information they received from community members and when they write up their recommendations they will clarify that. Persson said she would appreciate having an appendix listing the abbreviations used in the report. Dennis said that Families with Children is a protected class under the Fair Housing Law and she thinks there has been a disparate impact on families with children in this community. She said she thinks the City has created policies based on the receiving of Federal funds that have resulted in an impediment to fair housing for families with children. Jacobsen said in some charts it would be helpful to have the numbers as well as the percentages listed. Chappell asked if they could include a citation on page 4 where impediments are defined. Anthony said that is directly taken from the HUD Fair Planning Guide. Chappell talked about the term Population Segregation and whether that is appropriate language to use. He also asked what the map showing the population segregation in Iowa City would look like if there was no segregation. Anthony said this is the first time doing this map for Iowa City so this will be the benchmark for going forward. He said population segregation is always calculated in percentage terms. Anthony said there will always be some population segregation because of choice rather than due to constraints, and it would be impossible to map choice versus constraints. New Business Discuss and Review FY15 CDBG/HOME Funding Process Timeline Review and Approve FY15 CDBG/HOME Application Materials Discuss and Review FY15 Aid to Agency Funding Process & Timeline Zimmerman Smith moved to approve the CDBG/HOME application materials. Persson seconded. The motion carried 8-0. Hightshoe explained how the Aid to Agency Funding process works. The Commission discussed the application form that is used. The FY15 application materials, almost identical to FY14, were approved. Hightshoe stated the commission will get paper copies of the applications unless they request it is not needed. Hightshoe cautioned that the budget may be different as Congress has not adopted a budget yet. The amounts identified in the Applicant Guide are staffs best estimates at this time and are subject to change. HOUSING AND COMMUNITY DEVELOPMENT COMMISSION NOVEMBER 21, 2013 PAGE 5 of 6 Monitoring Reports • FY14 MECCA —Aid to Agencies (Chappell) FY14 Neighborhood Centers of JC — Aid to Agencies (Chappell) • FY13 Neighborhood Centers of JC — Facility Rehab. (Bacon Curry) • FY12 Mayor's Youth — Rental Housing (Bacon Curry) The reports will be deferred until the December HCDC meeting. ADJOURNMENT: Persson moved to adjourn. Clamon seconded. Motion to adjourn carried 8-0. z O U5 U) 0 U U z cW 6 IL O 00 W W z g� UN o N 0 W `o z `° 7)jw =2 z d Z O m O U z z w a0 OO J V W W W W Z Q Z z CQ O U O Q 0 z CO) O 2 Cl) O N N O N r EI X X X X X X X - x r c I X X X LU 6 p x X X r w X X w O X ; x w O X x W, LO X x x I X X X I O O W O x X W O W O x x X x t: X x x X X uj X X x M X X x X x j X X X Z X x X x x p x x X r r x x x O O X ; X X _M r X X X O X X X X r co o x X X I X LU x x X P Xd V O It co T M T O T t0 T M T � co T O C O T O T IIJ rz O N O N O N O N\ O N\ O N O N O N O N O N O N\ O N O N IV iL \ T \ CD \ T \ CD \ T \ T \ T \ \ T \ \ T \ \ T \ \ T \ \ T \ T \ \ T \ \ T \ r W J J W W Z V W Z Z m F- W O O LU Z -C M F w ' LU G (� y z v J a J v Z O g O m N X Z z g J w z 0 n. 0 O m J w 1 {— O (n a) f- U) Ww S Q Q 2 Lu 2 d' Q Q Q Q Q W J r f� z m c O O x x a alga N N � n W N c.. cr2 i -0.0 O a¢Qz u u u u W YXOO` CITY OF 10WA CITY M 40R N U Date: December 12, 2013 To: Housing and Community Development Commission From: Tracy Hightshoe, Community Development Planner Re: Aid to Agencies Guidelines The City Council approved the following Aid to Agency guidelines at their July 23, 2013 meeting. A letter was mailed to all FY14 Aid to Agency recipients on July 24, 2013 notifying them of the changes for the upcoming application process. The Joint Funding application also included these instructions. As a note, transportation is also a high priority. The City Council approved this change to CITY STEPS on December 6, 2011. 1) Minimum allocation: $5,000. 2) New applicants are able to apply each year. 3) At least 80% of the applications awarded funding must meet a prioritized need as identified below (high priority in CITY STEPS): Crime Prevention and Awareness, Child Care, Youth Services, Life Skills, Financial Literacy, Substance Abuse, Mental Health Services, Employment Training, Homeless Services (as it relates to housing) and Transportation. 4) Up to 20% of the total funding may go to an organization that does not meet a high CITY STEPS need. For these applications, priority will be given to innovation and level of collaboration to address this need while avoiding duplicative services. 5) To be considered meeting a prioritized need, at least 50% of the agency budget or staff time must be dedicated to meeting this need. Staff may request additional information to support the agency's claim. Applicant can apply for a certain program within the agency; however funding will be based on the program's budget and impact in addressing the need identified. Appendix A: Details about an Analysis of Impediments to Fair Housing Study for Iowa city The Contractor shall complete an analysis of impediments to fair housing choice that meets the requirements of the Consolidated Plan regulations at 24 CFR 91. The Contractor shall use the suggested format as found In the Fair Housing Planning Guide found at www.hud-Roy/officesiffico/imsees/fhgo.adf. odf. Scope of the study Contractor understands "fair housing" to mean a condition in which individuals/households/families of similar income levels in the some housing market (in this case the Iowa City housing market), have a similar range of housing choices available to them regardless of race, color, ancestry, national origin, religion, gender or disability. And Contractor understands "impediments to fair housing" to mean actions, omissions, or decisions taken by individuals, private firms or government entities because of race, color, ancestry, national origin, religion, gender or disability that restrict housing choice or the availability of housing chokes. Contractor also notes that the notion of "fair housing" Is sometimes conflated with that of 'affordable housing." "Affordable housing" refers to the ability of persons/households/families to buy or rent housing, based on income; the term is also used to describe housing for low-income households. Thus the two concepts of "fair housing" and 'affordable housing' while intertwined are distinctly different. And an AI study is not a study of affordable housing. The geographic scope of this Analysis of Impediments study is the City of Iowa City, IA. Contractor will perform an assessment of laws, regulations, conditions or other possible obstacles that may affect an Individual's or household's access to housing. To this effect, Contractor will conduct: a) A review of laws, regulations, administrative policies, procedures and practices of public and private agencies involved In housing. b) An assessment of how those laws, regulations, administrative policies, procedures and practices affect the location, availability and accessibility of ownership and rental housing. 11. Process Contractor will collect Information from various secondary sources (such as the census, city codes and HMDA data), from Interviews with key persons from a wide variety of social service, housing and human rights organizations active in Iowa City, Johnson County and the state. Contractor may also directly collect Information from a sample of people that live in Iowa City, Through this data collection exercise Contractor plans to procure information on: • Site and neighborhood standards Affirmative fair housing marketing requirements and efforts The equal housing opportunity components of the Administrative Plan in the Section 8 Certificate and Housing Voucher Programs Tenant selection and assignment criteria in publicly -assisted housing programs Fair housing advertising Program accessibility, Including physical accessibility for persons with disabilities Reasonable accommodations Lending patterns of banks —primarily HMDA data and CRA reports For census data, Contractor will use Census 2000 and subsequent American Community Survey data. Contractor expects that the City will make available to the Contractor local housing data collected by the city —such as location and number of residential permits Issued, location of assisted housing units, fair housing advertising, etc Any surveys that Contractor plans would have to be structured as City of Iowa City surveys. Contractor will analyze this Information using standard statistical techniques, If Contractor finds any impediments to fair housing, Contractor will provide several suggestions on how to overcome them and to measure outcomes. Significant parts of the study will be Incorporated as a student project in the ongoing Spring 2013 Housing Policy course at the School of Urban and Regional Planning at the University of Iowa. Ili. Timeline Project initiation: April 22 (or thereabouts) Data collection: April 22 onwards First Draft (and presentation of findings to city staff): June 15 (or thereabouts) Second draft: July 15 Presentation to city council (if needed): AfterJuly 15 Final report: August 1, 2013 IV. Report structure The report will closely follow the HUD -mandated structure for AI studies, and will Include the following: I. Jurisdictional Background Dots • Demographic Data Income Data Employment Data Housing Profile Maps Other Relevant Data 1. Evaluation of Jurisdictions Current Fair Housing Legal Status Fair housing complaints or compliance reviews where the HUD Secretary has issued a charge of (or made a finding of) discrimination Fair housing discrimination suit filed by the Department of Justice or private plaintiffs Reasons for any trends or patterns Discussion of other fair housing concerds or problems 3. Identification of impediments to Fair Housing Choke e Public Sector o Zoning and Site Selection o Neighborhood Revitalization, Municipal and Other Services, Employment - Housing -Transportation Linkage o PHA and Other AssistedAnsured Housing Provider Tenant Selection Procedures; Housing Chokes for Certificate and Voucher Holders o Sale of Subsidized Housing and Possible Displacement o Property Tax Policies o Planning and Zoning Boards o Building Codes (Accessibility) Private Sector Lending Policies and Practices Public and Private Sector o Fair Housing Enforcement o Informational Programs o Visitabgity in Housing 4. Assessment of Current Public and Private Fair Housing Programs and Activities In the Jurisdiction S. Conclusions and Recommendations Contractor vWll provide electronic copies of the first draft, second draft and the final report. V. Cost estimate Data acquisition/survey costs: $800 PPC staff time (multiple persons) at $2,500/month for 4 months $10,0D0 University overhead at 806: 5864 Total: $31,664 The total amount listed above Indudes reimbursable expenses. City of Iowa City Public Policy Canter Project Budget May 1, 2013 -August 30, 2013 Personnel Jerry Anthony, PI 4 mos. @$1,958hno Fringe benefits: 27.7% Other Direct costs Data acquisition/survey costs Total Personnel Total Direct Costs Facilities and Administration (8.0%) Total Project Budget Total 7,831 2.169 10,000 10,000 800 10,800 964 11,664 0 41 1 ;!'divan 6. ,i 1 i 4_.1;' el C ant' FY15 Joint Funding Application General Information Agency Name Executive Director Name Board President Requestor Phone Entail Address 1 i 00 Sycamore Sn'eet, Iowa City, , 52240 U.S.A. Website Agency Mission Statement 4 Cs Community Coordindated Child Care Susan GraY Lynn Kubtt Snsa11 Gray 0/9) 338-704 MSWI,w iowa4cs. com xnvw. iowa4cs corn 4C3 primary purpose is to promote quality child care fn our community. 4('s believes that quality child, are is part of the infrastructure oja vibrant, sustainable comimmin that determines the quality ofiifefor its residents. 40 advances the quality and accessibility of child care. • 4Cs ins eayct awareness of the value ofhigh quality child carefor all children birth through the middle years. • 4Cs programs demonstrate best practices Number of Years in Operation 41 Year Org Established 1972 2020 Vision Goals for the Common Good Please indicate Goali s) that your agency supports: Income Yes Education Yes Health Yes United Way Request for Funding United Way: Request for Funding FY15 35,000 Total Budget (United Way) 35, 000 United Way: % of Total Budget Johnson County Request for Funding Johnson County: Request for Funding FY15 & 16 161,500 Total Budget (Johnson County) 161,500 Johnson County: % of Total Budget /00 For funding from Johnson County, please indicate category(s) that best describe your service areas: Services that enhance family and child well being YC's Services that provide for basic human needs such as food, shelter, safety, crisis intervention Y'es Health Services No ,_ ,j 02013 e-CImpactcom Iowa City Request for Funding Iowa City: Request for Funding FYI 10,000 Iowa City: Total Budget 10,000 Iowa City: % oft otal Budget 100 Q oralville Request for Funding Corah ifle: Request for Funding FY15 2,140 Coralville:'I'otal Budget 2,140 Corah ille: % of Totat Budget 100 Agency Information Please complete the Salaries & Benelit.r char( 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 problcin.) Poveri,v rates have nu reused in Johnson County with 17% of children living hit poverty. Child care is expensive and thus unaffordable for manvfamrhes. State t hild ca-c assistance is available ifparenis are working a minimum oft& hours a week. Alativ emplo}ees hire workers at fewer hours a week thus making thesis tneligiblefar child care assistance- There is A~ relieffor low-income families when the children are three or four years old and become eligible jin-Head Start prograrrrs, or the 4-year old Voluntary Preschool Program. Children birth to three years old do not have these options. Johnson County is also a mobile community with manypeople attracted to the area by the University o) lowa, University Hospital &Clinics and the hope ofa safer enviromnent to raise children. One result ofthis mobility is that marry families da not have extended support networks within the rorrnnunitr- {'then faced nnh a crisis theJanuily's isolation impacts their ability to "weather the storm", There 13 a need to provide resources to support families dealing with ernergenciea A second result of mobility in Johnson Caviar is that there are over 40 languages spoken within the Iowa City Corrtm oury School district. This is another challenge to the early childhood cornmanity to support this dioerslry and ensure that ALL children enter school ready to be successful. There are approtinalely 10,000 children birth - 5 years in Johnson Couny 70°0 of these children have both or then, only parent workbag. Many of these children are in child care for 50 hours a week Success atschool is highly dcpendarit on a child's qualitl y w ife and ecperiences in the first five years of dle, as this irnpacts the development of the brain's architecture, determining hoiv well the child is able to think and regulate emotions- This isparticularly Important for children rased in poverty cur iliev are found to be four tines less likely to enter school ready to be successful (Julia B_ !saws, The Brookings Institution, March 2012). The 1CCSD reading profreiency for 3.5th grade data supports these lindung-, 74.7% for- all students. low socm-economic status is 51.3%.,46.J%fin African- Americanstudents, 510%for Hispanic- There is at undeniable needid? increased public understanding that critical brain development begins at birth and is dete,rrrined by early childhood experiences. Quality childcare is critically inporant and it is imreubstic to hope that elementary teachers will be able to later "correct" this deficit. National resew ch indieatcs that school readiness is hest achieved by ensuring good quality care and education from birth, and that the birth to three years is a particularly vulnerable stage of development. The majorfactors in the camnunin that contribute to this problem are- 1. We have iruddionally thought ofthe education of children beginning at c or b years of age and continuing through 12111 grade. Anything before five yeaa of age ivas considered "babysitting"or keeping babies/toddlers safe. As we gained more irzfurmatian about child develapmeru and concerru rose about school readiness more attention was paid to preschool yeas, particularly to 4-year olds. The research however unequivocally shows that good quality, care and education matters from B1RTI1. 2_ The early childhood care vid education has ,tot been considered us important as school age edu, ation so there has riot been adequve support or inve_sunent in the early childhood system in our cortun uniry There needs to be more inlrastrzucture to support child care programs. These programs do critically important work and should not be working in isolation, 3- The cornnunnty needs a qualified, effte'tive early childhood x orl/ores ici ensure successful outconesfor young children. Traditionally, because this work was considered "babystttiug" there )mere ver /eiv requirements to qualify for employment. Whale significant changes have act cored this is still an area of r-equlredgrowth , 7 " ..'.! '4A ±•a;' © 2013 e-0Impactwm F.3e, 1 J i 2. List and describe the programs and / or services of the Agency that are provided to Johnson County residents that address that need. 1. 40 Home Tres Child Care Center meets the needs at the most vulncrable families in our co nnnow), by providingfree, temporary child care to fdnulies that are homeless or at risk of homelessness- Parents work on sc#-dete-rnined goals towards self sufficiency while their children attend the center. The goals are t}plcaily tofind housing, find employment, ahemd work or go back to school Home Ties works closaly wit Shelter House and DVIP, the domestic violence shelter. Our goal is that by the end of the child's 3-nrowh slay the parents will be able to access permanent child care - Developmental screenings are done on children staying longer than a month and referrals are made as needed 2. 4Cs Crisis Child Care program provides a maximum 0/`72 hours offree child cure 24/7 to families in Johnson County that mre dealing with a crisis and have no alternative child care choices. This program prevents the unnecessary placement of children in the foster- care system, and supports the safety of all children, Referrals are made from agencies or are self- referrals. Children birth - 1; 5 ears of age are served in this program. 3. 4Cs supports the development ofa strong child care workforce. 4Cs Proiider Services provides support to rrcnv child care providers who are Lust getting estah&.shed This work is especially important forproviders that may feel mur;nrali=ed hp language barriers and cultural barriers It is important that the children in these programs enter school really, to learn, so our goal is to ensa+re that the child care providers are aware oy commumw resourcca, m-e com%oriable accessing them and comfortable calling 4Cs with questions or concerns. 4, 4Cs provides comprehensive support to 30 home -based child careprograms (22% of registered homes). Each provider receives nnalaple consulmtzons and ww$s on self -dote -rosined goals for theirprogrurns There is a gerteral focus on social skills, emergent literacy and early math & science skills. All providers are expected to learn haw to use a developmental screening tool ralce training in the use ql an environment rating scale. It is our eepeclation that these providers will grow irno leadership and sarpport positions for the early childhood conmmnity. 5. 4Cs provides Professional Development opportantties to the early childhood eomnuuvil_L. Lastyear over 2200 participants attended l33 urorkshops and hno early childhood conferences- 4Cs also provides guidmice to child care providers in learning about thefr career ohoioes, and connects ll¢rrn to early childhood scholarships Providers that do rtnt has e adequate early childhood gucrli%tcalions are encouraged to earn a Child Development Associaie rredeniial This is considered the first rung ma the professional ladder 4Cs offers a program to support this. 6. 4Cs food Program. Appr oxhnately 75 registered home -based programs participate in the USDA funded Child and Adult Care Food Program (C4CFPJ. Th, progi am ensures that nutrilional guidelines are met and providers receive partial financial reimbur'sernenl for' the meals served. 7711s program brought over $475,000 into the c onnnzinh�c last year. Participation in this program is a requirement for anvprogram finishing to participate in the slate's child care quality initiative.- The Quality Rating System, Thepurpose c+'lhis program is to improve children's health through good nutrition and increased physical activity and to provide increased financial stability- to the child care providers which addresses retention and quality, .7. 4Cs Occos) iomal Child Care is a program fuunded and rain for the Uraiversny oflowa, College students provide bab�sIobg sers Ices tofa, Wit, staffandstudentsIII theC/niversay. l he program provides a needed service to a population that may not have yet have developed connections within the cornet nniv.. d 1.i'-_�:4,PMG5? 122013e-Chipacteom 0n!e 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 popnlations(s). Describe clients as a group in terms of their needs, requirements, and strengths. 4Cs serves nvo primary target populations. families in need of child care and child care providers. Families in Johnson County, that meet eligibility rzguirernents, may receive fumted child care at 4Cs Home Ties Child Care Cover Our highest priority is to serve children living in shelters or transitional housing, then children whose parents are receiving servicesfrom such programs as LAY (United Action for-Youthi or MECCA. (Substance Abuse treatment pi ograno. Parents receiving supporrftoni DHS also meet the income eligibility guidelines. All children are considered 'at risk'. Home Ties provides it limited number of child care assistance slots and private pco slots. This has been particularly beneficial in »roving temporary children into classrooms with established rowincs as it has increased the calmer ss and predictability of the classroomr. The needs and strengtts of the parents needing Hone ties services are very vended .some parents will have the skills and motivation that with the support oblered by Horne Ties they are able to get themsebes back on the road to success; other parents have nmltiple, cornples issues - alien iniergenerational - all embedded in poverty (eg, mental health issucs, substance abuse, lack of eduartion) that one 11675 to accept small steps as progress in a longjourney towards sellfsufficieney. Our- Crisis Child Careprogiam is open to allfamilies in Johnson County, regardless of income, as this can happen to any gamily. Referrals may be from agencies, low enforcement, or sc[frefer-rals. Children birth -17 years of age are served in the program. We serve all child care providers in Johnson county, they may be working in home or center -based programs. preschools or before and after school programs PVC ao-i, a wide educational range ofproviders front high school and college students to people that have been workntg in the field liar over hmTv years some with pofessional qualifications, others not 4Cs purpose is to develop and strengthen the child case rroorkfa'ce, 11re therefore recruit new home -based child care providers, especially those providing care to minority group children_ He provide assistance with becoming state registered, and help in understanding the state evpectations and the requirements of good g?uihli childcare If providers are able to begin work with a strongfoundation thev are more likely to provide good care to the children and run an efficient business. I i'any providers do not survive the first near in business as they have not established their business on a professional basis ;3'e then provide supportprogr-amsfor child care providers that have been providing child carefor a few years: they have survived the initial challenges are now ready to begin strengthening their programs. These providers ti parcularly appreciate networking opportunities and the opportunity to become »tore involved in guahty hatiatn es is thei.• continue to develop and rejnhe their pogvms. The challenge for providers that have beer, providing child care for some years is to keep the freshness and passion alive. b9any of these providers have warzderfid sn enghts which use cultivate: either nzviling them to mentor' it less experienced provider, hosting a supportgroi+p in their home, or getting i n olved in adi ocncyfor early childhoud While child care providers needs are varied, 8iere is a universal tie-ed for good gzrafity trainings, support in ariplemcrz tng best practices and new concepts into the child cm-e programs, information and support regarding professional development opportunities, A strong component ojthe Johnson Count child gar e workforce is committed to professionalism and this is something 4Cs supports and promotes, as it sets a standard for other providers to asph e to. +T ;, •? ftA ,:. - 0 2013 e-Clmpacteom -'zgl 4 11 Financial Management Yon must complete the Historical Baton, e Sheet form CI and the Budget Form C2, in addition to the questions below Beloit. you will only need to answer the questions for the entities from which you are applying fbrfimding. 4. In detail describe the Agency need for funding from: City of Iowa City 4Cs is dedicated to ensuring that all children in our community have good quality early child unba care to ensure optimal growth and development during this critical stage of life development, This will help to ensure that children enter school ready to learn and be successful at school and beyond. In order to achieve this w, need stable child care programs and wel/-tr-aireed childcare providers with a clear understanding of .state and local expectations, knowledge ofwhat coruihules good quality child care aad ideas to suppporl early learning, The significant changes in the socio-economic and cultznal makeup ()fine community has brought new needs to the city - Many of the new families have young children that require child care to enable parcrus to go to work. The expense- o,/'child care drives fainnies to use care frorn within their family/fr'iends and neighborhoods. 4Cs needs to provide additional support to these chdo' creproviders. Many of them are marginalized as a result or' larrguage at, cultural barriers. We need to snows tliese providers to the point of feeling at home' within the early childhood conunintay. When these provideisfeel comfortable having a ctnasuhunl visit and support Their program, attending classes, interacting withpecrs, then we will also see children that also move snore comfortably back and forth between family and trrainstremn culture. This will positively impact school readiness. In FY 13 we rei eivedfunding from JC Ernpower anent to tzar a small pilot program. r, en king with 5 child care providers and parnui erg with the Neighborhood Centers (/'Johnson Courrti,, Thev provided a family resource worker and 4Cs provided an early childhood,onsultant. The Neighborhood Ceraers provided knowledge of the neighborhood, specifically tozo vicage of who was prodding informal child care and sooretures help it oh language translation We were able to support these provider through state req ca ements, got them to attend CPR / I st Aid training and rovorked individually with them on the safety of their environments and activllies to keep the children engaged The program was very successful and in FY 14 we will continue this program with renewed funding from,1C Empowerment. We are requesling fundhrgfor F )' 15 so anal we curs carcase the nramber ofchild care pr oviders served 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) specifically addresses the goals cited in the 2011-2015 CITY STEPS Plan (www.fcgov.org/actionplan, pages 91-94), Iowa Citv's Consolidated Plan identified child care as a need 4Cs addresses the- problem of child care specifically the lack of uccessibilav to affordable qualtty carc. Low- moderate income farniltesfind it very diriicult to afford child care. Many f<snilies need child car e assistance, but do not qualify because they do not meet the 28 hours of'week(v employment requirement They still have to work to put food ort the table and in the hope that once they have proved themselves to be reliable workers, they will lute their hours increased, and will then also qualty for child care assistance. in the meantime they still need child care If the children are older than 3 years enrollment ar Head Start is a possibility 4-Year Old Voluntary Preschool might be an option although the hours (10 hours a week) snake this very limiting without some exn a funding to cover, the additional 30-40 hours a week that nmst working parents need For families with no transportation even Head Start remains a problem, causing inanyfarnilics tc opt for, childcare that is close to home. Families with n'arisportatiorr still have hair t,rs: very few centers accept part time care, leaving horn, -bused child care the main option as it is usually cheaper and the tigress are more flexible- Parents usually choose child care within their own ca bural groups andlor neighborhoods It is critical that these children receive safe, nurturing and stimulating care to thol they are able to trnnsttion with ease into mainstream culture when they are ready for more formal education_ Greater -support of these home -based child care programs will positively impact parents it attendance (child care in will have clearly stated policies and work hours); stable child care also impacts parents productivity_ Children will receive unproved care, will be complelcelas needed on children so that any possible developmental delays can be detected and dealt with is early as possible. F'mndies will be supported irr accessing child care assistance as soon as /hcr ate eligible. Id, the c hild care provider is eligible for state registration we will assist with this. This will increase the child care statefee that then will bepaid and snake them eligible toparticipate in the Child and Adult p'ood program which will partially r-ebnburse ihem for the tneals the} >erve. This will increase the -financial stahility of tile child care provider, thus eahancing the stability of the program. `Y ' - -.i'44 ?'SA C5T �' 2013 e-Olmpactcom 11t41P '' �' 46. Tell us how your agency (or program) addresses the established priorities in Iowa City's Strategic plan? Please identify the priority(s). (www.icgov.org/strategieplan) Prun lit Child Core We wet, select 8 home -based child carepi oviders: eligibility is°ill be based on low income (free -lunch eligibility), ethnic rninoriry who is serving more than 50'r of low income children (/ree lunch chgihlliryJ in the program, Zhe prrovider »-ill receive a minimum at 8 consultations, wrilt a goal of 10 consultations, Initial visits will be nuide with stafffrom the Neighborhood Centel of Johnson Coromty until language harriers can be resolved (The expectation is that most of the childcare providers whiprovide services in the Neighborhood Center areas:) The work will all be done in close collaboration between the family resource worker and the early childhood consultant The focus of this work will be. creating a safe and healthv environment, establishing nurturing relationships with all children, creating a learning environment and encouraging good nutrition through the use pffresh food 4Cs currently is partnering with Local Food Counechon and, it possible would extend this.services to these providers. The child eat e providers will set their oven goals, state registration 1011 be encouraged Developmental screening will be completed and cone crns will be referred to Grant Wood APAfn- further assessment, Information about child ,are assistance, Head Start ehgibility, preschool scholarships will be shared with parents, The age focus for the child care provider will be birth - owee pears ofage with the eipeciation that older children spill be referred to Head Startprograrns or receive preschool scholarships. lino) ninnon about community resourecs will also be shared pith the provider and families e,g. Public 1;theory services, Tot Time at the Rer centers and tarni7y ccernbership.s to the Iowa Childrens Museum through the ICMfor Everyone whicinve- 5. in detail describe the ,agency need for funding from: City of Coralville 4Cs such as Johnson Counts Empowerment to run specifi, prograrns, for early childhood progrcots in Johnson County_ 4Cs serves as the Home Sponsor for the Child and Adult Food Program in Johnson County and receives state funding to run this program. 40 also provides professional development opportunities at low cost to child care providers. All Coralville child careproviders are ioelcome to par ttcpate in all these services, There are currently _'-6 home -based child care providers in Coralville and 10 licensed child care centers at preschools. In the tact year 4Cs visaed 73% of the home -based child care programs with an average of 4 1 isits each and had a further 15% of home -bused child care providers attend lasses anal or call for technical support 4Cs slid has established relationships with all the centers in Coralville. While ire receive funding )or specific progiarnrning we do not receive funding that support, the infrastructure necessar-to run a non-profit agency which n7akes this pragrarmning available to the conunimay'. We ate requesting finding to support this ujruim ucnrre Spec fcally we use funding designated for it f astructure costs to cover such expenses as' irsuranco 17' support, our audit, ared financial winless. 6. In detail describe the Agency need for funding from: Johnson County 4Cs is i aguestingfundingfor 11 child careslots at Home Ties Emergency Child Care Ces enter. The slots enable us to provide a rnaxiimon of7hree months oflvnded child care to families that arc homeless or at threat pfhomelessnes.e. This funding enables its to provide children with a safe, nurturing environment to play and learn while their parents have the time to work on self -.sufficiency goals which will enable then to better support their family Last ,v ,re 38% of children in funded slots were living In shelters. 42%of parents mere able to achieve two or more goals and 47% were able to achieve at least one goal fvpioa7ty these goals are to fir¢d Irousirug, find work, alien) si ork /sehoal medfina permanent chdk(ecrre. We have requested these 11 child care slots at a 5% increase as we have nvt r-egnesied inereasedittnding since before 2006 cod it is una-easingly di ficon to meet the expenses of the program_ j$78, 750) 4(, rec ewes (teriding frond funderr such as Johruon County Empowerment m rare specific programs for ear/y childhood prograrns in Johnson County. 4C's serveaas the Ilonre Sponsor lar the Child m¢d.Adult Food Program in Johnson Coung% aria receives shrtefirndirtg ro nzn this program, 4Cs also provides professional development oppor7unities at lox- Lost to child care provides. All Johnson County child eare providers are welcome to paracpate in all these cervices. 1 here are currently 135 registered home -based child care providers in Johnson County. In the last year 4Cs visited 142 hon7e-based child care programs, with a total of414 visits to JC home -based programs. There are 59 licensed child care centers or preschools in Johnson Conine.4Cs works closely with 76% of these progi ams. iPe do not work as closely with the Head Start programs and hCCO preschools as they have resources and supports from within their own syshtns We do provide professional oppm hrnitu=s for thzrru to atiend, and support through our credentialing program. We also provide proJessurnul development and technical.ruppor7 as needed to Before and After School prograrns. bPhda 4Cr receives furdding far specifze progranurnirtg, we do not receive hndnug that supports the brfrastr`uctur-e accessary to run a non pr ofrf agency which rnakrathis programming anal/able to the i ommunitj�. 11'e sire reguestirtgfuruding to support This in)rnstrnecture. SpecZfica111 we use finding designated for infi asn uc-tare costs to cover such cspenses as insurance, 1T suppor-1, our audit cmdfinancial servo es We are requesting $2000 to help support this need. ',2^' lv i5 P41 ST J2013 e-Cimpact.com P7,oS c"r 7. In detail describe the Agency need for funding from: United Way 4Cs is specifically requestingfunding for a newprogram for 4Cs rvhich aligns »nth Untied Wui's education goal of the 2020 vision. This program will addressthe need to inipruve school readiness KGndergaron? tcacher.s consistently report that children entering school do not hat c the social skols necessary to be su�cessinl, the importanc e of teaching social dolls and HOIV io teach them in group care is relatn,elp new. In the past there was the perception that children rvouldjust auzonatioally acquire these skills_ The rcmlt is that in child care centers it e see teachers teaching children daily horn to courn, say their ABCs and recognize their colors, but when a child hits, lodes or bites hevshe is morc Iikeh to be di.seiplined than taught a more uppropriate skill! This is the core ottee need that this program will address. Ife will provide this program initially ao S centers w°hich will vary in size, location and all will accept low income families- This project has the capacity to impact approximately 300- 500 children, depending on the centers size, 4Cs null work in portnership with agencies and zrrstnutions participating in Get Ready Iowa, o school readiness initiative started with the University of lowa and extended to community members. 4Cs will help these centers implement the Positive Behavior- Intel vcinion Support pros? am using a mashing nwdel, tlnl is a wel!-researched, evident -based program that has been adopted by the State of Iowa and is teed within Inc Iowa On, Connnunity School District. The program supports children's acquisition of social rule, leas nin,r; how to control their outbursts and develop self regulanon, have greater' fexiNlity in solving social problems and nnderstazding other children's points of weiv. This- program will focus on implementation of level / and 2 (li' the Pyramid Model: Nurturing & Respurtsire Relationships /High quality supportive environments and hiel2 is Targeted Social Ernotiunin Supports, rvhich is a systematic approach to teachingsoeial skills for preventative in, remedial effect, Phase 1 of this program will focus on implementation of these principles in one classroom and Phase 2 will support implementation center -wide 40 receives Junding to run epecilk-pi ograms: jiinded child co c slots to support children that are hoinelessi at risk of honeiessness at Home Ties Child Care Center, funding to run the Crisis Child Care program, funding to ram gwdlity child care initiatives nvith home -based child care piogrants and to provide professional development to develop the child care ivo� kforae, and state funding to run the Child and Adult Food Program. Wktle we receive funding fo these direetpi ogi ains ii c >till need support in providing the int?,astructure within the agency that enables is to operate. .spec?liaally we need Jiending that enables staff to attend connn one, building meetings, to develop conununity collaborations, keep cwrent with research and hest practices to inform pragron design and write grants. Funding is also reguiredfor spec this intrastructare needs such as uverall program insurance, agency audol financial and !'T serr�iaes- Tn a sense thins funding is used to yr ovide the cohesity of the agency work and the ability to be proactive and to plan and prepare to meet new elemmnds in the early childhood coninno ity. 8. What public entities has your organization sought funding from in the last year? .Johnson County Empowerment (Carly Childhood Iowa - Area - ECI-.A) , Hemy-fVashington ECI-A and Iowa Count), ECI- A sought some professional development support. University oflowa, the Iowa Dept. of Education (}ands the Child & Adult hood program. ) kl e also sought hindingfrom Johnson County, Cities of Iowa Cigr and Corahille and United Way, 9, From who do you receive ongoing funding? Johnson County Ernpowennent, Henry 07ashington M-A, Johnson County, dohnson & YVashington United itay, Cities of Iowa City and Corah ille and University of Iowa. . '2-•-i, 13 i'M v',n 212013 e-Clmpad com Fs; , 10. If the focal 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 the local funding is not approved it will not be possiblefor 4Cs to continue to provide the level of sei vices that roc currently provide the conununiry. in 2011 the Depar anent of Hxmaan Services centralized child care resource & referral services in Dai eriport to serve the 20 county area ofSF. Iowa. This ryas a signzf cant loss to 4Cs and meant a loss of local parent referrals and some professional development. 4Cs, ii hit continued /neat support, was able to rally froru this loss and continue to provide local services. In the past tc w years it has become evident to its that one cannot expect the same level of ainderstandnig of local ,undhions, passion and commitment that one receives from people who are serving their own comrnunity. This ei a critical time for 4Cs to be expanding its services if we are to make real and lasting changes to the early childhood community. All resear,h enequnocally shores that the care children receive from birth affects all faaure growth and success- This requires a shift br focus h, as a comrnunity, we truly want to make a positive impact in ehibben'.s lives_ 4Cs is totally commuted to being inst-umental in these cl inges and therefore see hus as a time of critical growth. In the past year 40 has been very involved with the "Got Readv Iowa"project if rniouni e of the Delta Group at the Universn ojlovva, cornrmnuty agerretes and inter estedgrroupA cuncerned about school readiness- I believ-e that this grout' has the potential to truly irrdpaut the comrnunity as vase vworh together with a common purpose, Again this is mr exciting lime for early childhood iciih a grout deal ofcncrgy and cormnllinent,from a s'igniituant mariber of groups Ivhhin the comrnunity. It needs to be a lane of expansion_. 1l our fending is cut, then we will have to do what non -profits always do. Determine hour rare cart be true to our mission and the community need vcuh less resources, This may be reducing the number of people that we are able to serve, or the number ofservices wer are able to provide Except for our Food Program, Avhie h receives federal funding via the State, all OW r fending is local. We understand too, that at sole point funding cuts can leave an agency with the agonizing decision of whether tile) can continue to operate and fulfill their mission, we certainly hope to never- reach that point, if our f coding jor Home Tres child care slots were cut we would have to i cduoe the number of funded slots and increase the number of child care assistance. We would not be supporting the families with the highest need in our conununitg but we would Continue to meet a need for low income families that struggle to lm,I child care centers that will accept state pay If'our funding from City oflowa City or Ginned if'av center project is not approve, we Arill have to put these programs on hold until further funding is found. This will be difficult for us as eve believe that the school district's 3rd-51h grade reading and math results show very significant nerd for lox income finnities and minority groups. Research and any kindergarten tear her v,dll tell its that children vvho enter school with deficits tend to continue down that trajectory, - eve must gel to children younger and we believe that a significant part ofihe solution is to improve the child care that they are receiving. ,4 very sad u-net is that the children ill our comrnunity with the greatest need far quality childcare have /l¢e least access to it and this most dchnlely includes childre-ri birth to three years of age, 1,unding_from tinned Wujy Johnson County and City of Coralville that supports our nffrasa uctan-c needs. this is what keeps agencies vibrant and able to meet the evolving challenges a/ a comnmrnitp, tNithout it we will be holding on, being careful rather than innovuti ve. 11. Do you have a fee structure for services? If yes, please explain. We aocep{fees for -some chill care slots at Home Lies. Some of these slots are reserved for child care assistance which n paid by the Department of Human Services- 14c also receive .some private pqv child care slots, Wz charge rr modest regislratrurz fe-e (b10) J'or our 2-hour educativrial vvor$shops and a fee for our two costjerences that are held annuallk We know that child care providers are some gft/ne lowest paid employees in the, omrnunity rvorkfoce, so intentionally keep our,fees as love as possible. Since 2010 the state has required national backt round checks of all child care providers working in child care centers. This was also implemented, for all home -based child care providers in Judy 2013, Part of this requirement is the need for finger printing. 4Cs began providing this service In MO and charges a fee to roll the finger -prints. 12. Row will local funding help leverage other revenue for Agency? Local fending is an hnportant indication of confidence in the agency's ability to f at, non suecessfirly, bothflscallland at the program unplernentation level. Thin is important when applyying fin, state or national finding, and is often asked 12a. 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). VA _ 2013 e-Clmpact,com —a0c i +' 1 Agency Accomplishments The United Way and Local Governments work toward making our community= a better place to live. Through the 2020 Vision Goals for the Common Good, we nil measure our progress towards improving community conditions. Please complete Me Performance Measurement Form (Pori D) to addition to the question below. On Form D, please provide the Performance Measurements that will be sued by the Agen g to measue results of services, You need to enter projected oumwnes, not outcomes thatyou have ahvaav achieved, YOUR APPLICATION WILL NOTBE COMPLF7'B' WITHOUT FORMD. 13. Please provide specific outcomes/performance measures ,your organization achieved in FY13. How are people/conditions better because of the services Nou provided? Home Ties' 68 children rec eived f ruled childcare slots and a total of 83 children, from 66 famillies received services from Home Ties, 3SH of the funded chddren were living in AcIters, transportation ryas provided daily to ensure chddren could tatend the center. 60 Ages and Stages Quesiionnab-es and 44 ,4ges & SlagesrSocial-Etnotional Quesstionnaime were completed as our dcvelopinental screening tool- This resulted in 4 chaldr-erx being referredfor /ierther assessment and ,receiving additional serVices- 28 families completed surveys and I00% reported that they feh that their children 11 ere safe, happy and learning at Home lies X9°o of the fannilies Jc1i chat Ihey had nznde significunt progress in meeting their goals 7I% �J parents at Home Ties were able to meet 50°% or more of their goals_ 100% of Horne Ties classroonns meet AAEYC recommended child staff ratio. 4Cs Child Care Provider- Services: 4Cs provided coas'ultations to 136 registered home -based chid care programs and provided services to 47 centers. 2232 child care providers attended 133 hainh¢gs provided by 4Cs. 54 visits mere made to home -based child care providers, 43 child care providers were working on earning a Child Development Associate credential. 111 Ages & Stages Questionnun es were completed by horse -based programs, 80% offidl time 40 staff have worked for 4Cs for more than 2 years. 55% of eligible home providers participate in the Child & Adult food Program (State goal is 50%) 100°, of child care providers receiving consuhations reported making improvements in their programs. 90% q/ provtd n reported nrereased awareness ofthe importance ofraartridorr and physical exesuse for children in their progran. 10012 of providers that earned a CDA credential reported an increase in their teaching expertise. 98% of providers that attended tramings reported that thzy learned something new to implement in their work. - C1 7V 0273e-CImpadxom am4ofv FNA5 Form A: Agency Salaries & Benefits Please provide the infra rnation fbr employees in your agency. If you do notfnd the position on the list, please add the position in the 'other"section. You will be individual/y add ponttons in "other" category. Please indicate if the position hers paid leave, Health Insurance or Retirement by playing a 7" in the boa if the. position receives that bene/n. Pleaseprovide the information for employees in youragency. #,Vou to nol lnd theposhion on the list, please add the position in the "other" section. You will be individually add positions in "other" categor,v. Please indicate rltlee position has paid lerme, ITealth Inszrrtmce or l2etlrement by playing a 7" in the baz if the position receive. that benefit. (Position Paid Leave Health Ins Retiremen tPlan Average Salary FTE (Last Year) FTE (This Year) FTE (Nest Year) L^'secutive Director/ President / CEO I.00 Loo 0.00 48,316.00 1.00 1,00 1.00 Director of Operations /COO Director A Development Program Duectm / Manager Director of Community Intervention Assistant Icacher 0.00 0,00 0.00 16,640,00 4_SO 4.50 4.51) Administrative Assistant L00 1.0n 0.00 24,960,00 1.00 I.00 1.00i, Advocate /lssistant Coordinator 1.00 1.00 0.00 18;115.00 0.75 D.75 0.75 lAssistant Director Basiness Manager Case Managcr ICIclical Staff Ctiuical Services Manager Director Clinical Support Maintenance ! Repair Office Assistant Program Coordinator 3.00 3.00 0.00 32,967.D0 3.00 3.00 1.00 Receptionist I Services Coordinator Transportation Managcr/ Director *Other 390 3-00 OAO 24,429.00 3.00 3.00 3,00 Lead Teachers 3 00 300 000 24,429001 300 3.00 3.00 Tutul 9 9 0 IhS,4271 11.25 13.25 1325 C 2013 e-Clmpactcom 4 ! , i u+nnnuity $ ,wdvm cd Child Cure FYI Form B; Agency Demographic Provide the Agenc y sttrnrnary of clients servzd durirxg last two years and one yrojected fear. Lfyum Agenci does not have a Ckent count,for a;ry o(the utegories, please eater ©" in that bov. DO NOTLFAPF ANY BLANK. (unduplicated client ,Uunt) FY12 FY13 FY14 lnfonnatioi>I&iucationProvided 2,119 2,232 2,250 Direct Services Provided 691 652 700 Total 2,810 2,884 2,950. Gender FY12 FY13 FY141 Male 54 42 1401 Female 46 41 560' Ethnicity FY12 FY13 FY14 Hispanic 0 8 42. Black 52 46 166 Caucasian 32 20 420 Native American 0 1 0 Asian 0 0 2. Pacific Islander 0 0 0. (Other 13 8 70 'Total 97 83 700 Age FY12 FY13 FY14'11 0-5 100 83 150 6-17 0 0 10 18-29 0 41 250 30-61 0 75 N2 62-75 0 5 8 75+ Years 0 0 0 Geographic Location 1 FY12 FY13 FY14j Johnson County (Cmnbined, 2,233 unduplicated) 1,929 2,950' Iowa City 1,591 1,085 1,770. Coralville 410 261 413! North Liberty 175 308 5021 02013e-Clmpactcom 41 i .,, A!!. rrds E ild'_i::. F175 Form C1: Historical Balance Sheet ,As ofAgency'sfis(al year-end) The anto-calculation on this farm totals the colu»tns in the section after the information is saved, In orderfm any of the entries to dedttatjrorn the total, the number must be entered in as a negative number, using the "-"eytnbol, Current Assets FYI1 FY12 FY13 Cash 61,526 00 61,227.00 50,821.00 InvestmenW 113,883,00 122,735.00 131,59TW Receivables<90 days 0-0o 0.00 0.00 ,Total Current Assets 175,409.00 183,9o2.00 182,685.00 Other Assets FYI FY12 FY13 Property 107,464.00 107,464.00 107,464,00 Equipment 128,930.00 132,980.00 132,980.00 Less Depreciation -177,939.00 -190,857.00 -1-03,857,00 Receivables>90 days 0,00 0,00 0-00 Other (describe): 0,00 0001 0.00 "Total Non -Current Assets �Tota Cwreutl Assets 175,409.00 183,962.90 182,685.00 Total 233,864,00 233,549.00 219,272,00� Current Liabilities FYI FY12 FY131 Accounts Payable 0,00 0.00 1,932.00 Payroll Taxes Payable 1,134.00 1,337.00 1,073.00 Contracts Payable 0.00 0.00 0.00 Mortgage Payable 0.00 0.00 000 Total Current Liabilities 1,134.00 1,337.00 3,005.00'i Total 0,00 0001 400 Other Liabilities FY11 FY12 1 FY13 Mortgage Payable Balance 0,00 0.00 0.00 Other 0.00 0.00 000 'Dotal Other Liabilities 0.00 0.00 0.00 Total Liabilities 1,134,00 1337-00 3,005.00 Bquity(Net Worth) 232,730.001 23L212.00 216,267.00 Liability + Equity 233,864.00 233,548-00 219,272.00 J2013 e-Clmpact_com �g,p, % 1 I t. , i t vonGnate;) l Jii111 t_nre FY15 Form C2: Agency Budget Please complete ILL information. IJthere is an item that does not apple to Lour budget or the value is zero, you MLSY enter a 0" in that bus. DO NOT LEsI VE ,IN ITEM BL,?NK. Z'hc columns have auto-cah adation, but it does not auto -calculate until the information is saved, Pleasc save information Often to aotivate the caleailated fields. For the items that require itemization, click the hak to enter specific information in the itemization form. Budget Type Indicate if Budget is: 1—,41,enc.c Level 2 = Program Speck 3 = County Specific Agency Revenues FY12 FY13 FY141 CoralvillcFunding 2,140.00 2,140,00 2,140M Iowa City Funding 2,00000 2,000,00 1,87000 Johnson County Funding 7-1 MOM 77,000.00 77,000.00 UW JC Allocation 19,380,00 19,000 00 19,380.00 UWJC Designations 2,396.00 2,033.00 1,631,00 Grants -Federal, State, Foundation 168,375.00 166,42300 188,514.00 .-Membership Dues 0.00 0.00 09oo� Fees for Services 552,437.00 601,494.00 5555250.00 Sales to the Public/Contracts 0.00 0.00 0,00 Fundraising Events 1,10300 1,776.00 4,000.00 Contnbutions/Donations (including ne kind) 9,182.00 7,093.00 7,750.001 Interest and Investment Income 808.00 522.001 500.00 *Other 15,955.00 16,405.00 16,700,00 Total 850,776.00 895,88600 874,735,00 Expenses FY12 FY13 FY14 "Dotal Salary and Wages 366,108,00 360,175.00 367,269.00 Benefits 24,793.00 25,542.00 29,928.00 AdministrsGvc 57,256.00 62,24:00 61,67000 Oceupanoy 10,300.00 1 1,070.00 11,650-00 Other 392,835.00 452,803.00 412,065.00 Total 851,292,00 911,831-00 882,58200 1. av rr �,fl2013 e-Clmpactcom Page. .! FY15 Form C2: Agency Budget Fund Balance FY12 FY13 FY14 Revenue 850,775.00 895,886.00 874,595.00 C,wryover Balance From Prev Year 13,630.00 13,1 13,00 -2,832,00 Total Operating Balance 864,405.00 908,999.00 871,76,00 Less Total Expenses 851,292.00 911,831,00 882,582.00 Ending Fund Balance 13,11100 -2,832.00 -10,819,00 Less Restricted Balance 0.00 0,00 0.00 Carryover FsndBalance 13,113,00 -2,832.00 -10,819,00 Bd/Donor/Funder Restricted Funds FY121 FY13 FY14 'Bd/DonorLunder Restricted Funds - lPlease itemize 0,00 0.00 0.00'. Total 0.00 0.00 0.00 In -Kind Support FY12 FY131 FY14 Services/Volunteers 14,672.00 15,0010MI 16,000.00 Material Goods 1,000,00 2,000.001 2,000,00 Space, Utilities, etc. 64,000,00 64,000-00 64,500.00 Other 3,000.00 4,000.00 4,500.00i Total 82,672.00 85,000.001 87,000.00�� Grants FY12 FV13 FYI+ 'Grants - please itemize 268,645.00 2292,956.001 270,035.00'. JC Erziporv-errnent/I'rovtder Services 53,68400 69,738.00 71,13200 ,ICE.inpowerment/Home Ties 43,785 00) 44,100 001 44,982 00 Henry/Washington ECI 25, 335, 091 26, 7 38.001 22, 076.00 JCSoeial Semces/ Home 7 ics 75,000,00 75,000.00 75,000.00 JC Social Services/Al,encv 2, 000 001 2,000.00 2,000.00 ,IC Criws Child Care I Q 000.001 15,00000 15, 000. 00 City ollowa 011 2,00000 2,DOQ 00 1,850.00 Cap Q/ coralwile 2,14000 2,14000 2,140.00 University° of lowa 20,000,00 15,300 00 15,300 00 United Way 19,380 00 19,00000 19, 380. 00 St Mary's 500.00 0.00 000 United 9q,r1PnorLtvgram 14,424.00 17,020.00 0.00 loovAEYC i 197.00 14600 175.00 Iowa Count), ECI 0.00 2,27400 1,000.90 JC Communm Foundation 000 500.00 0001 ^c- 2013 e-CImpactcom FY15 Form C2: Agency Budget Grants FY12 FY13 FY14 Washington County Riverboat 0 00 Foundation 2, 000.00 000 Total 268,645.00 292,956.00 170,035 00 _ _. 02013e-Cmpact.com Form iD: Performance Measurement Effort Quantity: 4 of Clients Description: How much will you do' (Nwnbcr) i.e a of sluden/s served Measure: Home l ies will serve 100 children, birth 5 rears. 75 chddren will receive funded slots. Measure: Horns Ties ivill serve 75 families. 65Jan? rhes will receh e funded slots. Measure Clvild Care Pro order Services:' 145 home -based child care providers will receve consultations. Consultations focars on business practice child developrnent, safety, social skills, early literacy, early math &science and individual Issues. Measure: Child Care Provide? Services. 80 home -based child are providers will partic spate in the 4CsFood Program. Measure: Child Care Provider Services: 2250 child care providers will attend professional development opportunities. Measna, Crisis Child Care: 60 children will recen e services through this program. Oualay Client Common Measures ("ratio) Description: How well will you do it? (%) i.e. student teacher ratio Measure.' Home Ties; 75°v of Jidl time siall will have completed a degree to early childhood or a relatedfield Aleasare: Home Ties 753„ of fiill lime staff imi/I have at least 2 years of expo knee of working x ith pm-crns a/ Home 7 itss. Measrn-e: Child Care Pros ides Smnices 95°6 gtpai ocipants receiving consultations will report anebtaction with the program. Measure: Child Care Provider Services: 100% of staff itOrki�ngfor the 4Cs Food Pi o„gram will be fully trained. Measure: 6005 of workshop presenters will have received training in adult teaching strategies. Measure: Crisis Child Care 100", of child care providers providing crisis child care will be compliant with all program requirements. Quantity: & ofActivities Description: 4ofActivites(By /Vinc)i,e 4Oft kusesgffered Measure Home TFes: Children thatstay longer than one month atHome 2Yes will receive a developmental screening. 75 screenings will be, completed Measure: Horne Ties. 66 parents will setgoals towards selfsuffieieney to complete while their children are receiving care at (tome Pies. ;Measure: Child Care Provider Services: 250 consultations will be provided to child care programs. These conszdnnions will focus on business prac true, child development, social skills early life'ow, nralh cf science skills and indn idual needs of the program. Aleasure: Child Care Provide Services: 80 home based child are providers pm iicipaling in the 4Cs Food Program will receive a minimum of 3 visits; 240 visits, Measm-e. Child Care Provider Services: 150 workshops wild b, offered to the early childhood cai e and education community and the Before and Alter School communtlies. Measurer 500 horns of crisis child care will he provided Quality Ac(nsit), Speck Mewures i (ratio) Description. How well will we do it? (°i,) .e. percent ofstag with a tram ag certJzoate Measure: Home Ties: 75% ofsluff have a minimum of 2 years working with ow child population. 1hev have training in the use oJthe developmntal screening tool and have experience in the referral system andj'ollow-up rapport. Measurer Home Ties: 80% of parents 3e sling roll suJfcieacy goals wzll receve information about cormmunity resources to assist then in meeting their gouts, Measure: Child Care Provider Scrvkcs 30%, of consultations mild be completed by stall with training specific to the age of child; receiving cure. Measure: Child Care Pravtder Services: 75's ofhorne-based child cm'e providers participating in the 4C5 Food Program will renerov their participation in the program. Aleasuie: Child Care Provider Servicesfaction imifh the cicr.uce Aleuvure: Crisis Child Care: 90% ofparents responding to survey will report the program was an important support for the tarnih; while in crivis. Effect Quality: Change in Behaviors or Conditions Ratio) Description. What is the quality of change in Behm'ior or Condition? (4.0) Changes in Knowledge, Sldll Level or Attitude, i.e. percent of students that graduate an time Measiov, 95% of ehddren will be developing within the normal range of development Qualihz Change in Behaviors or Conditions (Ratio) Des, ription 11 hat is the yuulov of change in Behavior or Condition' ('V Changes in Knowledge, Skill Level or Attitude, i_e-percent cif sludents that graduate on time A9eusure "OP; of parents n ill meet one or more oh' Their goals towards self-s ufficfency. 0 2013 e-Clmpactcom :age: ' c •d ? s Form D: Performance Measurement Onaln,J. Change in Behaviors or Conditions (Rollo) Description; bVhat is the (Iualm; ofchange In Behavior or Condaton' (%a) Changes in Knowledge, Skill Level or Attitude, i.e. percent of sPide,nts that graduate on time Measure: 95% of participants will report that they have made imp rovemir ents in thechildcare program in or least one of the Jollowus', m-ecrs: Program policies, operation of busiuess�, child development, so' id skills, early literacy, math Bz science skills or envu onnlent set up, ouahn) Change in Behaviors or Conditions (Ratio) Description: What is the qualm of change in Behavior o- Condition? ("0) Changes in Knowledge, Skill Level or Attintde, i.e. percent ofstudents that graduate on time A2<asure: 754o aJ-participants in the Food Yrngrum i+i11 report a concerted effort to provide increased servhtgs oJJresh fruit and vegetahles. Quality: Change In 1ehaviors or Conditions (Ratio) Description. PY'hat is the quality of change in Behavior or Condition? (%i Changes in Kno)wledge, Skill Level or Altitude, i.e. percent ol-students that graduate on time Afeasure 95% of workshop parocipants will report that they have new at least Iwo learnt new ideas or strategies to implement info their classroom/program. Measure; 75% of children using the Crisis Child Care pr-ograna w011 not be placed in the foster care sysrem, • 0 J `G.fi513 PM C'-7 O 2013 e-Clmpact.com PagF " of ' 7 FY15 Joint Funding Application General Information Agency Name Executive Director Name Board President Requestor Phone Email Address 2620 A4uscatine Ave, Iowa CiA, Iowa, 52240, USA. Website Agency Mission Statement Arc of Southeast Iowa Karen DeGrow John UcFartand Karen DeGroor (319) 351-5017 karendegrooeha aresei.org www.thearcjcorg The Arc of Southeast lorvu, an agency ten ing the comrrninity over 50 years, is committed to being a leader in offering information, ser-rices and advocacy to individuals with disabilities, their families and the cornmunin'; to promote informed choices and the realizalion of their goals relating to where and how they live learn, ivorlc and play.. Number of Years in Operation 51 Year Org Established 195' 2020 Vision Goals for the Common Good Please indicate Goa1(s) that youragency .supportsr Income Fes Education Yes Health Yes UnitedWay Request for Funding United Way: Request for Funding FY15 40,000 Total Budget (United Way) 1,910,150 United Way: % of Total Budget Johnson County Request for Funding Johnson County: Request for Funding FY15 &.16 Z,500 Total Budget (Johnson County,) ),910,150 Johnson Comity: % of Total Budget 0.13 For funding from Johnson County, please indicate category(s) that best describe your service areas: Services that enhance family and child well being Yes Services that provide for basic human needs such as food, shelter, safety, crisis intervention ',6 Health Services No Iowa City Request for Funding Iowa City: Request for Funding FYI 5,000 2 � .�.,; -.='r © 2013 e-CImpact.com 1 ;f , Iowa City: Total Budget 1, 91 U,150 ioova City: % of Total Budget 0.26 Coralville Request for Funding Coralville; Request for Funding M5 2,500 Coralville: Totai Budget 1,910,150 Coralviile: % of'Yotal Budget 0,13 Agency Information Please complete the Salaries cl 13enejits chen t for entire Agency (Form A), in addition to the 0uestion.s 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 o/'Southecut lower addresses the need for community inclusion, access and full rights of citizenship jor all members ofour cornmawty. The Arc of Southeast Iowa is active in governmental alfan s and forums, conrmunto events and put i, services. "1`he Arc ofSoutreast lowa has had numerous appearances on local radio, TV and newspapers as well as giving tours and speaking presentations to numerous Johnson County area groups and organizations. The Arc of Southeast Iowa is a representative agency with the Iowa City Community School District Special Education TaskForce; Mental healthliisabitiy services planning council acid Jolursori Counry Americans FVith Disabilities Act (ADA) cotmnitiee. INCOME; through the help ofconernunity support led by United 6Vay ofdohnson Counry The Arc of Sowheastloi�a never turns anyone aivay ire need ofassistance. The Arc of Southeastlowa'.r Supported Community Living Program allowspeople with disabilities to work towardspecfc goats to increase independent living skills and community independence enhancing their chancee ofgabung employment. The Arc's supported employment program assists aduN with disabi&ies find jobs in the community through assessment, job developneat, employer recruitment and job coaching. T he Arc's farntl} centered borne -based prograrnr enable parents to maintain their employment while their child is ah the disability remains living ar home writh the family as opposed Xo irutihutionak..aXion, The Arc's information and re%real service and llispanicjhmtli lcllowship progranv (Mth the Arc providing bi-lingual staff supports and assists indtvPduals andfarnities in connecting with available connnumty resources, IIEALZF[: The Arc's intermittent n7c,&al monitoring treatment serh u e supports children and adults with medical needs that regun e monitoring treatment and supports children and adults with medical needs that regaire monitoring and/or intervention with 2Th7 care The Arc also promotes healthier living umm�g nrur clients and fatnihes by providing services and supports to access medical care, to obtain and prepare healthyjoods, and to provide opportunities crud motivation for physical acnviiies and exercle. 2 . , V "SF © 2013 c-Clmpact.ccm - q t1 - , , -- 2. List and describe the programs and / or services of the Agency that are provided to Johnson County residents that address that need. ARC 01, SOUTHEAST 1044 ADVOCACY The Arc of Southeast Iowa ciat in an advocacy role to ensure that the rights of cRizens with disabilities are secured and stafeguai ded. Families are kept informed oflegislation and litigation pertaining to disability issues. Individuals with disabilities and parents ofchildren with disabilities may seek assistance from the Are when advocacy is requn ed for their individual or personal needs. ARC OF SOUTHEASTIOWA INFORMATION AND REFERRAL: Families often find the system complicated and convohded crud this can be overwhelm og. This can be especially challenging for new parents. The Arc provides assistance to parents in navigating the system to idenoly and link up with community resources for their child as well cis o6tei ing ariv personal as'shance thefanrily may need, ARC' OF SOUTHEAST IOW.A RESPITE CARE: The Arc offers families borne-basedrtamrh'-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 panful decision lot, institutional placement out of the home (and out ofthe, connumniti j; ARC OF SO1H71EAS11OWA GROUP RESPITEThe Arc offers oppornoobes for children with disabilities to interact with one another through s6 uctnred pia}�, recreation and therapeutic actin hies; dRC of SOUTHEASI ]Oi1',4 SUPPORTED C0A1t14UNITY LIVING: the Arc assists individuals with disabilities to work toward specific goals and objectives to increase their independent living skills and cornmm�ity involvement: THEARCOFSOUTHEASTIOWA SUPPORTED IiNfPLOYD-lENTPXOGRAIV7.' The Arc helps adults with disabilities fbtd competttnejobs to the community. The Are provides assessment, job development. employer recruitment and joh coaching; THE ARC Oh" SOLTIIF.4S7' 1O1TA INTERn,lIT7R9ENT MEDICAL MONITORING: The Are provides monitoring and treatment support services for children and adults with medical needs that require monitoring and/or intervention with 29/7 carer THE .ARC OFSOUTHEAST lO66'A CHILI)RENAT HOMIF PROGR.AML The Arc administers the children at home program under the auspices ofthe department of hunan services in Johnson County. The Arc's children at home program is intended to prof idefundtng to allow parents to -secure the adaptive equipment/deuces ruecevsany to assist the child with the disability to remain home funetima more nidependently and increase cwnmuntry inchtsian. Eligible expenses inzclude medical eyuzprnent, home modifications and special adaptive equipment and devices; THE ARC OF SOUTIIP,'AST IOW_A HISPANIC FAMILY FELLOWSHIP .- the Are, assistsis Spanish speaking families with a child with a dlsabdiry cope with a range c f issues related to parenting a child rvitli a disability (the Arc provider bi-lingual stuff); 7HE ARC OF SOU'1'HEASTIOWA SBSHIP PROGRAM Arc Sibship is a support group for children who have brothers and .sisters with disabilities- Are Sibship provides a supportive, safe, furs enyiromnent for children to talk about their experiences, helping decrease their sense of isolation. A wide variety of games, activities, fun and food are employed throughout the meetings; ARC SUMMER DAY CAiII'S; ARC PARENT ED U('ATION, _ARC PARENT SUPPORT GROUP and ARC OF SO UTHEAST IOWA FAMILY FELLOWSHIP_ The Arc ofSoutheat Iowa isfuilly accredited by the Council on Quality and Leadetship (COL), The Arc of Southeast Iowa summer dqv camps erne accredited by the American Camp Association (ACA). Client Information Please complete Client Demographic ('Form B) in addition to the guestion(s) below. 3. Provide a succinct, specific description of your primary target populations(,$). Describe clients as a group in terms of their needs, requirements, and strengths. The Arc of Southeast Iowa's primary target population comprises children and adults iwth unellectunk developmental and phhrsical disabilities as well as children and oduls with fragile health, Illness and children and adults with mental health issues including: intellectual disability, Down Syndrome, Autism, Cerebral Palsy, 1hiecudar Dustrophy, Brain injury, Spina Blfida, Pervasive Development Disorder, Behavior Disorders, Cystic Fibrosis, Hipolar Disorder, Seizure Disorder, Chromosomal Deletion, sight and hearing impaired and non ambulatory as well as other developmental, physical and mental health issues. The At of Southeast Lam°o also provides an array of programs and services for the entire fannilp_As a group the target population needs advocates as many are unable to advocate for themselves; the group needy access and inclusion to the community; support services /orparent_s to keep families together and to assist the parerts in maintaining their enployment and to avoid the pair fil decision for institutionalization lout of the cornmunit7)- Strengths of the target population include providing rich diversity to the connnunrty; a 57 year- rich history of support and ach ocacy� from the Arc g1 Setwheastloira,- a cormnunily (Johnson County) rich in resources where people can "LIVE UNTIED;"grcat support from political leaders:.talmson Counil.mayors and city councils; the Johnsoi Couinty Board o/Supervisors and strong local corrmiunih support lead bt the United Way of Johnson County. 26" i j cM �,se rSl' 0 2013 e-Clrnpactcem r,Ir,q 2 . , Financial Management iou must complete the Historical Balance Sheet Form Cl and (he Budget Forn C2, in addition to the questions below. Belmv, you it ill only need to answer the guestionsfor the entitiesfrom which you are applyingforfunding. 4. In detail describe the Agency need for funding from: City of Iowa City The Arc of Southeast Iowa is the oldest coniin enigly operating disability /der agency located in Iowa City for all of its./? years, The Arc of Southeast lox aprovide-s a murnbe of important/beneficial .services for Iowa Cio, residents for which no traditional funding streams exist including advocacy, information and referral, family fellowship, Hispanic farrti/yfellowslrip, and parent education. The Arc depends on �onnmmity support like fundingfi,om the City oflowa Citv to maintain them services which Iowa City residents depend on in order to keep thelrfnnrlies together and to continue emplownem and residence in the Iowa City cornmunity.Evcn in cases ofprograns with t-aditioncil fimding.streams many individuals and families fall through the cracks and do not ntalifyforfunding. Conrrmnity support like funding from the City of Iowa City enables the Arc to maintain its policy to never turn anyone anvuy in need ofsupport anti services, The Arc of Southeast Iowa benefits the entire Iowa City community by assisting inclusion for Iowa C'iry's roost mu(nerable citizens; strenghterting lamllies enabling them to keep their child at home here in lawn City and enabling parents to rncrintain their employment. B'unding fiwn the City of Iowa City is an important resource and ofcr-itica7 hr¢portarzoe especially in these times of economic contraction, pindirag from the City of lolva City can be used cis a match far grant opportm¢ines; in addition demonstrates support, comrnurrtent and partneralup from the Are ofSocitheast Iowa's hone conrrtuniti, 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) specifically addresses the goals cited in the 2011-201.5 CPI'Y SrFEPS Plan (www.icgov.org/actionplan, pages 91-94). The Arc of Southeast lowapromotes a continmm of care ivithm lowa City by the avarYabrlitg afservices fm an individaul with a disability ioin birth throughout /?Lher life -time (and services for their families/ the.grengrh and consistency ofan agency (the Arc of Southeastlowa) with a rich.57ye�r history in the Iowa City carnmanuty. Over 57 years the Arc of Southeastlowa has served cis the impetus for many of the triumphs of the disability community ('andlowa City as a whole). Services and progtaws provided by the Are o(Nowheast Iowa assist parents in keeping theirjobs by providing home -based, fancily centered serlrices nrd supports. assist adults with disabilities secure competitive communhy ernplopnae-rrt; provides services and programs to help individuals with developmental disabilities increase their independent living skills so they can naintain jobs and housing. 4b. Tell us how your agency (or program) addresses the established priorities in Iowa City's Strategic Plan? Please identify the priority(s). (www.iegov.org/strategieplan) The Are of Southeast Iowa promotes a stronger community within Iowa Ciry by the availability oilfservices for on individaul it all a disability from birth thi oughouu his/her life -time (and services far then'Jantiliesl the strength and consistency of an agency (the At e of Soadheast Iowa) with a rich 57 year history in the Iouca City cornnaaat c Over 57 years the Arc of .Southeast Iowa has servedas the impetus for naainy ofthe triumphs of the disability community (aadIowa City as a whole). Services and programs provided by the At of Southeast Iowa assist parents in keeping their jabs by pia riding home -based, family centered services and supports; assist adults with disabilities secure competitive community employment, provides services and programs to help individuals with developmental disabilities increase their independent living skills so thc-y can maintain jobs and housing_ 5. In detail describe the Agency need for funding from: City of Coralville The Are of Southeast Jowu ie the oldest contimeouslr operating disability advocaep/provider agency loealed in Johnson Countyfor all of its 57 rears- Thedre t�fSoutheust Iowa provides anumber of inportant/6eneJ'icial aern�ices for Coralville residents for which no traditional fiunding streams exist including note,ac , arfannation and referral, jurnil7.fellowship. Hispanic familyfellowship, and parent education. The Ar-c depei¢ds ora connntmity support lilce funding from the City of Coralville to maintain these services itinch Corahille residents depend oil iri order to keep Theo Jamilies together and to cominue ernployrnent and residence irr the Coralville cormnuniry. F'ven in cases ol'progr-anss with traditional finding strecuns, many ntdividaals andfiimilies ja71 through the cracks and do not yual farfunding C'ommtncity azrpport like funding from the City of Corahille enables the Arc to maintain its policy to never turn anyone mvay in need ofsupport and sere tees. Tice Arc of Southeastlowa benefits the entire Coralville community he assisting m, luslon for Coralville's post vulnerable cai-citiv; s'trenghteningJamilies enabling them to keep their child at home here in Cot ahille and enabling parents to maintain their enrployrnent Funding from the City of Coralville is an important resource and of critical importance especially in these tines ofeconomic contraction. Fuwhngfrom the City of Coralville can be used as a match for limn opportunities; in addition demonstrates wpport conrmitnent and partnership fom the Arc of Southeast lowa'.s home eoinmunitu 12 ', `'r ' .. !b PM ^'z7 0 2013 e-Clmpact.com p_ia,. 4 _t 6. In detail describe the Agency need for funding from: Johnson County The Arc of Southeast Iowa is the oldest continuously operatng disability adtiooacTiprovider agency located if? Johnson C,agj, 1'01 all of its 57 years. The Arc of Southeast Iowa provides a number of irnpo tant'beneRckr! services jor- Johnson County residentsj' r which no traditiwialJzanding streams exisl incliding adl�ocacy, information and referral, frsnily fellowship, Hispanic foully fellowship, and parent education. The Arc depends on community support like landing), otri Johnson County to maintain these services which Johnson Coiirrti, residents depend oar in under to keep their families together and to continue employment and residence in the Iowa City community. E"ven in cases ofprugrarns wllh traditional frordhrg streams, many individuals mvd families fall through the cracks and do not qualm pr for fumdiog. Connnunity sarpporl like fiundingfrarn Johnson County enables the At to maintain its policy to never turn ail one allay' in need ofsupport and services. The Are of Southeast Iowa benefits the entire Johnson County cwmnunity by assisting inclusion for' Johnson Cottntv's mostiulnerable citizens; ,strenghtening families enabling them to keep their child at home here in Johnson Countj.' and enabling pcvenls to maintain their enrplownent. Funding from Johnson County is an important resource and gfcriNcal importance especially ira these thnss of economic Contraction, Ftindinngfrom Julrnson County can be used as a mulch for grant oppormames, in addition demonstrates support, commitment andpartnership from theArc of Southeast Iowa's horse conmiunity_ 7. In detail describe the Agency need for funding from: United Way The Arc of Southeast Iowa is the oldest continuously operating disability advo,acylpi ovrder agency located in Johnson County for all of its 57 years. The Arc ofSoutheast lowaprovides a m+mber of importarmbeneficial servicesjor Johnson County residents for which no traditional funding streams exist including adioea,v, information and r eferral, fancily hlloovshlp. Hispanic famil} fellowship, andparent education. The Arc depends onjtindingfrom United Way to maintain these services which Johnson County residents depend on in order to beep theirfarndies together and to continue employment and residence ba the local coinnnmity. Even in cases ofprograms with nraditional funding streams, nmri_v indnaducds andjamilies tall through the cracks cold do not qualiti, for funding Corrnnurrity suppwt through United Hay enables the Arc to manitain its policy to never tuna acvone- away in need gfsapporl and sea vices, TPue Arc ef'Southeast Iowa benefits the entire Johnson County comnnmit} by wsisting inclusion for JohnaOn County's moat vtilnerohh citizens; strenghtening families enabling then to keep their child at home and enabling parents to maintain their employment funding from Grated gal is an important resource and ojeritical importance especially in these times of economic contraction. S. What public entities has your organization sought funding from in the lastyear? Name other than those listed ii nhin this application form. 9. From oho do you receive ongoing funding? The tine of Southeast Iowa i eeeives funding for direct suppot s arnices through Lax°a Medicaid Enterprise for those indhideals who qualrJy warner progranny This ongoingfundbrg constitutes the largest portion ol"The Arc oea fSouthst Iowa's annual budget However, it is increasingly difficult far individuals and families to qualify and remain eligible for yard waiver programs in addition to becoming more and more mare consuming and diffic thl to coflel t Jrom ibledi aid the Arc of Souteeast Iowa is also able to collect fees from Ioiaa Focatemal Rehabilitation Services and front the county of Johnson Count} for specific servioes rendered. The At ofSoutheast Iowa provides a number of nnpo-tani"bene-facial services jor which fit, traditional fundingstreami exist including advocacy, information and referral, family fellowslap, Hispanic farnil y fellowship, and parent education. lh. if the local 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. If the frunding is not available and tare I egauest is not approved this will cause a hardship anad challenge jor the agency arrd could result in reduction of critically needed servicesjor Johnson Coatnty children adults and families. The Arc of Southeast Iowa would sP ongly endeavor to 'find a suety" as it is the policy of the Arc of Southeast Iowa never to turn anyone away in need of assistance or services. this does became more challenging In tunes ofeconomic contraction with loss and reductions ajhistm ic/t aditional funding streams and with pressure ors grant and charity dollars in this highly competitive atmosphere for community and charity dollars which are tight 11. Do you have a fee structure for services? If yes, please explain. Not applicable_ 12. How will local funding help leverage other revenue for Agency? Local governnicin janding demonstrates support by the local goverrnentfoi a home agency like the Arc ofSoutheast Iowa. Grant oppo timities perlodxally become available asking for mcm hingfunds and/or local government support. Local governnew is all important stakeholder to a horse agency like the At of Southeast Iowa. The 9rc of Southeast Iowa has been located in Johnson Coamty serving Johnson CountyJamihes for 57 years The Arc of Southeast Iona is the oldest continuously operating advocaev disability In agency if; Johnson Conlin. I2a. 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). Not applicable. n,s nk , ,; ; OO 2013 e-Clmpact.com Agency Accomplishments 1'lie United Way and Local Governments a -or). toward making our community a betterplace to live Through the- 2020 Vision Goalsj'or the Common Good, we wil measure ourprogress towards improving community conditions. Please complete the Performance Measurement Form (Fora; D) in addition to the question below. On Form D, please provide the Performance Measurements that will be used by the Agency to measare results oPserviees. You need to eruer projected outcorncs, not outcomes that you have already achieved YOUR APPLICATION WILL NOT BE COA-IPLETE WITHOUT FORMD. 13. Please provide specific outcomes/performance measures your organization achieved in FY13. How are people/conditions better because of the services you provided'? Measure Education (1000+ individuals). The Arc of Southeast Iowa connnunin advov acy & education strengthen children ii ah dnabdaies & their families to fully participate in the mrmnmuty school Svsteni by,l'oster-neg inclusion & academic success A achievement Are of Southeast Iowa in -home supports and services reduce family stress The Arc of Southeast Iowa held a parent echreation seminar spec foully to address the challenges of navigating the individual education plan and spec ial education system. The Are alma accepted numerous imviations andfound other opportunities to Speak before several community groups. Education & on) oeacy cjforts & programs like SIBSIIIP, parent education and )arnily fellova�shzp have numerous positive results like creating family and peer support networks, preventing bullying etc. Weasure; Health 1500+ individuals). In addition to imelleotual, developmental & phvsi al disabilities 39%of_Afc clients have serious health issues, 6% with fragile & debilitating health 35e, of Are clients, especially those with Downs Syrhdrome are obese Al -Cs Supported Community= Living program rt orks on goals to deg elote & implement exercise regimens & healthy eating habits. Arc collaborates with GICHF & Local Foods Connection to provide .shelter A food. The dre v services and p ogrannning assists children and adults with dlsabiluies to remain living in thefantily home or independenth in the Conn tanUy. Many of our clients would require a higher level of care if notjor the attention of our staff and .services. Measure: Income (546 taaniliev) At family centered in -home services enable farnili-3 to stay together & patents to continue emplovrnent The .9re makes certain all achrlt clients with disobdittes are placed in competitive employment in the community it competitive ;sages. The Arc program provides outreach & bilingual staft to assist Spanish speakmgjnrnilies with children with disabilities, providing them with the resources to obtain A maintain employment & to secure housing The Arc's Children at Home Program c svws loin income faminat with obtaining items or services needed to keep their child with special needs living in the home with their family. ©2D13 e-Clmpact con �1ry of Soith•xr,i FYI Form A: A2encv Salaries & Benefits Please provide the infornmtion far employees in your agenev. 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 zndicat, if the position has paid leave, health Insurance or Retirerncia by playing a 7" to the box it/he position receives that benefit. Please provide the irrJormation for employees in your agency. If you do not find the po.smon on the list, please add the position in the "other" section. You will he individually add positions in "other" categor) Please indicate iftheposition haspaid leave, Health Insurance at- Retirement by playing a 7" in the box if the posinon 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 1.00 1.00 1.00 65,000.00 1,00 1.00 1.00 Director of Operations /C 00 1.00 100 1.00 45,O0.00 1.00 1.00 1.00 Director of Development Program Director/ Manager 1.00 1,00 100 40,000,00 2,00 2,00 L00 Director of Community Intervention Assistant Teacher Administrative Assistant t.00 1.00 1,00 24,000,00 1.50 1,50 200 Advocate .Assistant Coordinator Assistan[ Director Business Mamwer Cage Manager Clerical Staff Clinical Services Manager ! Director Clinical Support Maintenance / Repair 250 050 0.50 0.50 Office Assistant 8.00 1.00 1.00 1.00 Program Coordinator 'Receptionist Services Coordinator 1.00 1.00 1,00 27,000.00 5.00 6.00 6.00 Transportation Manager/ Director 1'0ther 1,00 1 00 L00 22,010.00 94.00 94,00 95.00' Drect Cane ' Professmnals oil) 100 1 00 1.00 22.000.00 4.00 4.00 5,00'., Direct Care Prof ssionats 10 001 9000, 9000 9000 Total 6 6 6, 223,02550 1061 107 107,56 J 2013 e-Chipact.corr FY15 Form B: Agency Demographic Provide the Agency summary ofclients served during las/ two years and one projected,ycar. Lf your Agency does nol have a client count for any of the categories, please enter d" in that boa. DO NO1 LEAVEANP BLANK (unduplicated client count) FY 12 FY 13 FY 14 Inhormation/Education Provided 475 525 525 Diroct Services Provided 526 535 540 Total 1,001 1,060 1,065 Gender FY12 FY13 FY14 Male 305 310 308 Female 221 225 232 Ethnicity FY12 FY13j FY14 Hispanic 56 60 60 Black 19 30 30 Caucasian 425 425 423', Native American '.Asian 6 8 12 Pacific Islander Other 10 12 15 Total 526 535 540 Age FY121 FY13 FY14 0-5 81 81 80 6-17 283 295 295 1R 29 68 69 65 30-61 91 92 94 62-75 3 4 5 1 ears 0 ll 1 Geographic Location FY12 FY13 FY14I Johnson County(Combined, 430 452 450�i Iowa City City 296 296 250 Coralville 92 93 9>" ;forth Liberty 36 40 45 9'i 7:5' 8 FM -; © 2013 e-ClmPact com . ,�q Arc of 3outlra,st .; FY15 Form Cl: historical Valance Sheet (As end) The auto-caladation on this jornx totals the eolurnns in the section after the information is saved. In order lot- any ofthe entries ro deduct 1/rnm the total, the number must be, entered in as a negative in neber. wing the ° symbol. Current Assets FY11 FY12 FY13 Cash 99,392.00 20,173.00 41,609.00 Investments 10,000.00 10,000.00 10,000.00 'Receivables<90 days 226,366.00 289,769,00 327,175.00 Total Current Assets 335,75T00 319,942.00 378,794.00 Other Assets FYI FY12 FY13 Property 837,905,00 902,365.00 902,365,00 Equipment 95A(15.00 100,217.00 107,303.00. '.Less Deprecialion 160,750.00 184,271.00 207,298.00 Receivables>90 days 0.00 O,00 0.00 Other (describe): 0.00 0,00 0,00 Total \on -Current Assets 772,360.00 818,311.00 Told Currentl Assets 335,757.00 319,942.00 378,78490 Total 2,202,377.00 2,32 5,106 00 1,595,750.001 Current Liabilities FYI1 FY12 FY13 Accounts Payable 14,30600 14,261.00 8,072.00 Payroll Tares Payable 102,458,010 71,277.00 107,29L00 Contracts Payable 41A42.00 47,494.00 48,741.001 Mortgage Payable 8,058.00 14,929.00 16,550.001 Total Current Liabilities 1651964,00 147,961.00 136,7SL7/ lbtal 0.00 0.00 0.00 Other Liabilities FYI FY12 F1'13 Mortgage Payable Balance b1D,667.00 60U76,00 594,268.00' Other 0.00 49,531.00 49753L00 'Dotal Other Liabilities 610,667,00 658,80700 643,799.00 'lutal Liabilities 776.630.00 806,76800 780,586.00! Equity tNct Worth) 331,68700 331,486.00 400,568,001 LiabilityEquity l 1,108,317.00 ],138,25300 1,181,154.00 v :.:; G 2013 e-Clmpaiaeorr , , %n, ol Southc(IA S.m FYI Form C2: Agency Budget Please complete ALL information. If there is an item that does not apply to vour budget or the vahte is zero, you 1NUST enter a 0" in that box- DO NOT LE9VEAN %1'EMBLANK. The columns have auto -calculation, but it does not auto -calculate until the information is saved Please save in1brtnation ujten to activate the calculatedJields. For the items that require hemuation. click the link to enter specific inlorm,zllon in the ilemizats'on,lorrn, Budget Type Indicate if Budget is: I — Agency Level 2 = Program SpeciJio Agency Revenues FY12 FY13 FY14 'COFalvillc Funding 2,150.00 2,150.00 2,500-00 Iowa City Funding 1,000.00 1.000.00 ),000.00 Johnson County Funding 0.00 000 2,500,00, UAVJCAllocation 25,000,00 25,000.00 30,00000 UWJC Designations 5773.00 3,443,00 3,OOQ0o Grants -Federal, State, Foundation 58,63L00 63,488.00 62,000.00, ,Membership Dues 2,470.00 1,622.00 2,000.00 Fees for Services 1,581,167.00 1,720,715.00 1,773,000.00 Sales to the Public/Contracts 0.00 0,00 0,00 Fundraising EN onts 8,917.00 5,164.00 5,000,00 Contributions/Donations (including in- kind) 25,013.00 24,614.00 15,000.00 iInterest and Investment Income 161.00 141.00 150.00 *Other 90.00 606.00 1,000.00. Total 1,710,372.00 1,547,943.00 1,901,150.00 Expenses FY12 FY13 F114 'Iotal Salary and Wages 1,404,757.00 1_529,290 00 1,575,850.00 Benefits 90,810,00 94,270.00 95,500.00 Administrative 84,397,00 83,550.00 85,250.00 (Occupancy 95,532.00 94.300.001 92.500.00 Other 35,07TOL)l 26,825MI 32,500.00 'Total 1,710,573.00 1,825,235.00 1,881,60QO1O J2D13 e-Clmpact.com r-� ,:i rP.c. I:,.,i FY15 Form C2: Agency Budget Fund Balance. FY12 FY13 FY14 Revenue 1,710,372D0 1,847,943.00 1,903,150.00 Carryover Balance From Prev Year 3,874.00 -6,327,00 3,381.00 Total Operating Balance 1,714,246-00 1,841,616.00 1,906,53 LOO Less Total Expenses 1,710,573.00 1,828,235.00 1,881,600.00, Fndinl- Fund Balance 3,673.00 13,38L00 24,931.00 Less Restricted Balance 10,000.00 10,000.00 10,00U.00 Cat yovcr Fund Balance -6,327.00 3,38L00 14,931,00 Bd/[Donor/Funder Restricted Funds FY12 VY13 rY141 *Bd/Donor/Funder Restricted Funds - 10,000.00 1 U00,00 10,000.00' .please itemize Comrmunnt ' Foundation 10, 000.00 10,000.00 10, 000.00 Total 10,000.00 10,000.00 10,000.00 In -Kind Support FY12 FY13 FY14 iServiccs/Voluntccrs 750.00 750.00 750,00 Material Goods 1,500.00 1,000.00 1,000.00, !Space, Utilities, etc- 1,000.00 1,000.00 1,00000 Other 0,00 0.00 OM Total 3,250M 2,750,00 2,750.00 Grants FY12 FY13 FY14 *Grants -please itemize 58,631.00 63,488.00 62,000,00 Su5ship 1,000.00 1,00000 21000 00 ! CD6G 0.00 .5,000.001 0.00 ! Children at Home 48,856.00 48,933.00 49,000.00. Variell=Club r l 1,500.00 0.00 2,500,001 Local churches/groups 7,175.00 8,55500 8,500,00 Total 58,631.On 63,488.00 62A00.00 0 2013 e-Clmpact.com Forin D: Performance Measurement Effort Oucoltity: dofClients Description, Ho amuch will you do? (Arumber) i.e. `n ofstudents served Measure: Cur goal is to track and increase the number- of individuals that we seri c through progranming for which there are no lraditiarzalfiendingsneanrs such as: advocacy/education, resource referral, and supportprograms. We plan to track the number of individuals it hoparticipate in grant funded programs. A9easure. Ow goal is to tack and increuse the rnmtber of individuals that we sersie through proga antning for which there are no traditional funding streams sueh as. adtoeacy.leducalion, resource referral, mad support programs. We plan to track the number of Individuals involved during public outreach and education. Measure: Oat goal is to track and am reczsc the number of Individuals that we serve through progrurnmingJor which there are no traditonal finding streams such as act) ocacyleducation, resource referral, and support programs. W'e plan to nountarn cvnnnumicatrr ton logs relerecing the number of resource rcjerr'als etude, Quallty: Client Common Afeasures /ratio) Description How we11 will you do it' Po i.e. student teacher ratio Measure: We believe that one possible way to measure the quality of our public outreach can be demonstrated through the percent of ozm client referrals drat came from public sources rather than through a targeted case managemenX service or other social work agency alreav aware of our programming. Measure: Me iwould also like to track the success rate ofour resource matches. If we re-ce-tve a call, entail or visitor with a request for crssisrcrnce how often are we able to match them with the resources needed to address their concern_ Measure We would also like to .survey the pa ticipants in ors support programs to mote the areas of strengths and weaknesses. What is the percent o(satstred iruhviduals/fanilies' And are there furnilies that report having received u pport matches (eg. inentuis, friends, etc) through At, progranming7 Quantity: 8 of Acti vikies Description ko1 4cpvnes (B);t)7?c i.e. T ofclasses offered iWeasure: The Arc of Southeast Iowa n ould like to offer advocacyredr<calorr and public outreach flu uugh offering sennhnms, by participating in public forums, and by speaking to area groups and organizations about disability related Issues We hope to present arrd participate in at least one event per calendar quarter - Measure: The Arc ul Southeast Iowa will arrange to have an in/brutuaon booth at area events, suclt as the Johnson County Fair, oil 4 occasions annually. Measurer Z he Arc of Southeaer st lowplans to hold 9 sessions for our- SIBSHIP, sibling support program. Our summer camp programmingwill meet fur 9 weeks during the Sumner months. The At will also offer at least onefamily fellowship gathering quarterly including gatherings to target Hispanic families. Qucdity: Activity Jl)ec(fic Aleasmes (ratio) Description: How well will iv do it' (°,d ire. percent of sniff)vith a training cer'th Bate Measure: The Arc- will hand outsm veys to participants following amv q{%red seminar and will rule the nie nber of satisfied attendees. Measure; The Arc ivill pros ride educated and experteraced staff to answer inlpwies and provide additional intorrnation and resource referral at all informational booths ar ranged 0 e will measure (he percent of sinte that the staff participated and was available for questions. Mrasure The Are will measure the quality of our S7BSHIP andf<rmilyjellowship programs by the percent of particpmrts who attend 2 or more gatherings. The Arc wih adrninrs ter surveys to our client's parents folloavirg the saomner camp programming and will measure the percent ofparticipmvts .cattofed wi17v the summer comp program overall inchading quality ofstafJ upervisian and activities offered. Effect Qualily-: Change In Behaviors or Conditions (Ratio) Description.' Wlaat is the quality of change in Behavior or Condilumi ("/o) Changes in Knowledge, Skill Level or Attitude, Lc, percent ofstudents that graduae on tune Measure; Percent of new employers working with the agency to place hulividuaA wish disabilities in cvnumunity based robs. Measure; Percent of families empoxnered to remcnrr bract with children. Measure-.- Peccut atcustorne-rs who report that they are satisfied with supportprograms_ 2 t •2 ':, ?FM SST (D2013e-Clmpaci.com rxr, _� , FY15 Joint Funding Application General Information Agency Name Executive Director Name Board President Requestor Phone Email Address 3109 Old Hwy 218 S., Iowa City, , 52246, U.SA. Website Big Brothers Big Sisters ofJohnson County Scott Hansen Atov Henderson Scott Hansen (319) 337-2145 scott@hhbsjcorg wwcv. bbhsjcorg Agency Mission Statement The mission of Big Brothers Big Sisters olJohnson County is to help children reach theirpotential through professionally supported, one-to-ane relationships �mzthmentors that have a measurable impact on youth. Number of Years in Operation 38 Year Org Established 1975 2020 Vision Goals for the Common Good Please indicate Goals) that your ageneysupports' Income Yes Education Yec Health Fes United Way Request for Funding United Way: Request for Funding FYIS 01,600 Total Budget (United Way) 681,289 United Way: % of Total Budget Johnson County Request for Funding Johnson County: Request for Funding FY15 & 16 46,750 Total Budget (Johnson County) 681,289 Johnson County: % of Total Budget 6.86 For funding front Johnson County, please indicate category(s) that best describe your service areas: Services that enhance family and child well being Yes Services that provide for basic human needs such as food, shelter, safety, crisis intervention No Health Services .8'O Iowa City Request for Funding Iowa City: Request for Funding FY15 35,200 Iowa City: Total Budget 681,289 1 I- 3 f Ga` 92013 e-C Impact.com I ,c 1 of 2 Iowa City: % of Total Budget 5.17 Coralville Request for Funding Coralville: Request for Funding FY15 5,236 Coralville: Total Budget 681,289 Coralville: % of Total Budget 0.77 Agency Information Please complete the Salaries & Bene-fits chart for entire Agency (Form .4), in addition to the questions below. 1. What specific need in the community is Agency addressing? (Describe time extent of the problem, and the major factors in the community contributing to the problem.) Our com munity is,lailnng to adequately include all children and families in our pursuit of common goals such as. economic stability; safety and success for youth; a welcoming, vibrant, diverse community, strong educational opportunities in and out ofschool, and a netivork ql support far those who are struggling, Children need academic, social, and behavioral interventions that are stronger, more effective, and more equitable. Families need to feel welcomed and engaged in our- connnuaity. PVc need to create more stability in our housing, relationships, and neighborhoods. FCe conse-r vative(y estimate that there are 3, 000 children in Johnson County whose education, income, and health could benefit significantly from a relationship with a caring adult mentor. These are children who are less likely to be involved in efi safe, bencial nut-o¢sdzootprogranzs: children withfew or no relatives in the area; children who live in neighborhood communities with few resources, and children who flourish mender one-to-one attention rather than groups. 2. List and describe the programs and / or services of the Agency that are provided to Johnson County residents that address that need. We serve children who need an additional adult role model. Blast ofour youth come front single parent homes. Most of them live nr poverty. rmany of therm have recently moved front large urban cities and are working to integrate themselves into life in Johnson County. Tfe work with youth who need assistance with pro -social skills and/or have mental health concerns such as depression, ADHD and ODD. 9 e work with youth who struggle at school. A relationship with a one-to-one BBBS mentor has been proven to: —improve children's school performance, —encourage them to attend college. --help youth choose to avoid drugs, alcohol, and other illegal activities, and —teach children the importance of civic engagement and helping others. Locally, ono programs also focus on: --connecting families with additional resources for income support and stability, —engaging youth in physical activity and healthy eating, and —developing social, personal, and leadership skills, Adult -child rnentoring pairs, or "matches, "rued-4 times per month for a period of at least one year Our volumeers are carefullvselected to meet the individual needs of children andfcanilies. BBBS match supervisors communicate regularly with all invohed parties in order to fister the development of a strong and long-lasting relationship. The process of matching children with volunteer mentors includes: --volunteer screening, orientation, and training, --child andfamily orientation, --introducing a child to a suitable volunteer, --supervision and support of these relationships through regular staffconsultation' --opportunities for individual and group educational activities, --monitoring of child safety, and --referrals to other agencies and resources. Parents and guardians see Big Brothers Big Sisters as an important partner in their child's development. Together, mentors and families are making sure that children have the opportunities, support, and encon? agernent that they need in order to live happy, healthy, and successful lives. 0 2013 e-Clmpactcom y 2 or 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 populgtions(s). Describe clients as a group in terms of their needs, requirements, and strengths. Our communiq)-bused mentoring services are available to Johnson County children aged 6 to 17 without regard to funnily status or income. Most children served in the community -based program came from a single -parent and/or low-hrcorne household, and the largestpercentage of clients contact its via self -referral. Children who participate in our school based mentoring programs are between the ages of 6 and 12. They are often referred by school persomel because they have a .s octal or behavioral need during them school day. Significantly, almost 50% of the Children we serve live outside of Iowa City, where other support services are more limited Statistics for out- clients by race and ethnicity show that out services are accessible to people from many backgi ournds and cultures, including Spanish speakers. The common denornirotor for ever), child we work with is that they have some need for an additional adult relationship in their lives. Families who participate in BBBS demonstrate a sincere desire to partner with as in creating opportunities and support for their children- They participate in ongoing relationships with program staffand volunteers. The youth we work with are bright, loving, capable, energetic, shy, thoughhd, impish, hold. They represent a wonderyid variety ofpersonalities and arinires. Each of them has one important thing in common --they neca AArD want a relationship with a caring adult mentor. Financial Management You must complete the Historical Balance Sheet Form Cl and the Budget Form C2, in addition to the questions below_ Below, you will only need to answer- the questions for the entities from which you are applyingjorfunding. 4. In detail describe the Agency need for funding from: City, of Iowa City In FY1 S, we anticipate serving oppro-xirnately 300 children in Iowa City. Funding from local government is one of the most stable revenue sources we have. Although it accounisfor a relatively small percentage ofour budget, government funding supports us in doing our very hest work to provide long-term, consistent services to the children of Iowa City. 75% of our annual fiinding comes from one-time grants and private fundraising and we work very hard to earn this funding. Acquiring these resources requires a sign cant staff inv"imeru. The remaining 2535 that canes from government and United 0'av in a stable foundation for all of our programming efforts. It allows its to cover our administrative expenses in order to put all of our other resources into providing strong youth mentoring programs throughout Iowa City and beyond. It'e are requesting a IO% increase this year hr order to fund an expansion to more youth who need and watt a Big Brothers Big Sisters mentor. Every child deserves this opportuntiv to have a connrnitted friend and caring adult who will cheer there forward. With increased support fi-om Iowa City, we can reach children who have a critical needJor a mentor, ©2013 aClmpacLcom ,� J� -,;t? 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) specifically addresses the goals cited in the 2011-2015 CITY STEPS Plan (www.icgov.org/actionplan, pages 91-94). A high priority need identOfed in the CITY STEPS plan is for public service activities that focus on youth services. Big Brothers Big Sisters mentoring has recenred national recognition as a model youth program. One evaluating agency, Blueprints f—Healthy Youth Development, recognized BBBSfor the following. 'BBBSA distinguishes itse- from other mentoring programs via rigorous published standards and requiredprocedures: --Orientation is required far all volunteers. —Yohmteer Screening includes a written application, a background check, an extensive interview, and a home assessment; it is designed to screen out those who may it flirt psychological or physical harm, lack the capacity to forte 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 to make the best possible match, and also to seine parental per-rnission. --Matches are carefidly considered and based upon tine needs of the youth, abilities at volunteers, preferences of theparent, and the capacity ofprograrn staff. --Supervision is accomplished via an initial contact with the parent, youth, and volunteer within two weeks of the match; monthly telephone contact with the volunteer, parent and/or youth during the first year; and quarterly contact with all parties during the duration of the match. Are evaluation ofihe BBBSA program has been conducted to assess children who participated in BBBSA compared to their non participating peers..4fter 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 then control youth to {nit 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 Iikely to have higher quality relationships with their peens at the end of the study period than did control voutla. " 4b. Tell us how your agency (or program) addresses the established priorities in Iowa City's Strategic Plan? Please identify the prorty(s). (www.icgov.org/stratcgicplan) Big Brothers Big Sisters contributes directly to Neighborhood Stabihzaton. By working with neighborhood schools to invest in the .vuccess of then students and families and by bringing University oflowa students and resources into our neighborhoods, we are contributing to the overall health and stability of Iowa City and its citizens. 5. In detail describe the Agency need for funding from: City of Coralville Inn FY15, we anticipate serving approximately 100 children in Coralville. Funding from local government is one of most stable revenue sources iwe have. Although it at for a relatively small percentage of our budget, government Funding supports its in doing our very best work to provide long-terni, consistent services to the children of Coralville. 75% of our annual funding comes from one-time grants and private fundraising, and we work very hard to earn this fording. Acquiring these resources require-s a significant staff investment. The regaining 25% that conies from government and United Wav provides a stablefoundation for all of our programming efforts. It allows its to cover our administrative expenses in order to pan all of our other resogees into providing strong poidh mentoring programs throughout Coralville and beyond. Me are requesting a 1046 increase this year in order tofund an expansion to more youth who need and want it Big Brothers Big Sisters mentor. Every child deserves this opportunity to have a committed fiend and caring adult who will cheer there forward. IFitle irucr'easecisupport frori Corah,ille, we can reach children who have a critical needfor a mentor. 10i29id013 1 . qo s nti `;2r © 2013 e-Clmpacteom f c ,-f i, 6. In detail describe the Agency need for funding from: Johnson Comity In FY15, we anticipate serving approximately 525 children in Johnson County. Funding from local government is one of the Wrest stable revenue sources we have. Although it accounts for a relatively smallpercewage of our budget, government funding supports its in doing our very best work to provide long-term, consistent services to the children ofJohnson County, 75/ of our annualfunding caries from one-time grants and private f tndr'aising, and we way* very hard to earn this funding, Acquiring these resources requires a significant staff investment. The remaining 2536 that comes from government and United lVcry provides a stable f noulation for all of our programming efforts- P allows its to cover our administrative expenses in order to put all of our other resources into providing strong youth mentoringprograms throughout the county. !f e are requesting a 1096 increase this year in order to fund an expansion to more youth who need and want a Big Brothers Big Sisters incnlor. Every child deserves this opportunity to have a conmided friend and caring adult who will cheer- them forward. 67ith increased supportfrom Johnson County, we can reach children who have a critical needfor a mentor. 7. In detail describe the Agency need for funding from: United Way In FYI 5, we anticipate serving approximately 550 children in Johnson County and I�Ve-st Branch. Fundingfrom United TVay is one of the most stable revenue sources we have, Although it ticccounts for a relatively small percentage of our budget, United Way finding supports us in doing our very best work to provide longterm, consistent services to the children ofJohnson County. 75% of out- annual fmding comeseron? one-time grants and private fundratsing and we work very hard to earn this funding. Acquiring these resources requires a significant staff investment. The remaining 25%dot comes fr oin government and United Tray provides a stable foundation for all of our programming effn-te It allows as to cover our adninish-ative expenses in order to put all of our other resources into providing strong youth mentoring progratm throughout the county. lYe- at requesting a 10% increase this year in order to fnd on expansion to mare youth who need and want a Big Brothers Big Sisters mentor. Every child desei,es this opportunity to have a committedfriend and caring adult who will cheer them forward. With increased support from Johnson County, we can reach children who have a critical need far a mentor, 8. What public entities has your organization sought funding from in the last year? (ice afJuvenile Justice and Delinquencv Prevention (subgrantee); Iowa City Community School District (subcontractor - on Academic Alentoring Program), cites ofloiwa Ciry, Coralville, and North Liberty; Johnson County and.7ohnson County Decal and Juvenile Justice/Youth Development, 6Vest Branch schools 9. From who do you receive ongoing funding? Our ongoing finding comes from the cites of Iowa City, Coralville, and Arorth Liberty, Johnson County, and United TVay. The balance- ofour,funding is acquired through grants, contracts, individual and corporate donors, and special events. 10. If the local 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. !d'ithout support from local government, we would have to reduce our number of children saved in the area that eliminated its funding .support_ N'e may have to lay a f o reduce staff hams. 11. Do you have a fee structure for services? If yes, please explain. No fee- is charged for our mentoring programs, 12. flow will local finding help leverage other revenue for Agency? The financial support that we receive from Iowa Ctry, Johnson County, and Coralville demonst ales to our other fioulcrs that we have astable and diverse income Funding fron local governments shows great local support for Big Brothers Big Sisters' mission and quality ofservices. Funding from local government directly supports our other fundraising efforts, such as grant writing, individual and corporate solicitations, and special eventplanning. We receive- approximately a 3-1 return on each local funding dollar. 12a. 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 federal government fading sources and private grants require that we have diverse revenue acquired from local sources. For FY15, we hope to receive $100, 000 in national finding from the Office of Juvenile Justice and Delinquency Prevention- These funds will be used for new and existing mentoring relationships. '- AM CSr © 2013 e-Clmpact.com N 9' "of r2 Agency Accomplishments The United U'ay and Local Governments work toward making our comnn nitl, a better place to live. Through the 2020 Vision Goals for the Common Good, we wil measure our progress towards improving community conditions. Please complete the Performance Measurcrneret Form Form D) in addition to the question below. On Form D, please provide the Performance Measurements that will be used by theAgency to measue results of services. You need to enter projected outcomes', not outcomes that you have already achieved. YOUR APPLIC,4 TION WILL NOT BE COMPLETE THTHOUT FORM D. 13. Please provide specific outcomes/performance measures your organization achieved in f+Y13, How are people/conditions better because of the services you provided? Quantity: #of Clients Description. How much did you do? 423 unduplicated children served 252 volunteer interviews 156 cluldrfvnily interviews 530 personal references (volunteers) 1,913 background checks (volunteers) Quality.' Common Measues Description: How well did we do it? 67% of community -based matches met regularly for at least one year 26% of School Buddies mentors re-t rncd for a second year with the same child Quantity: # o/ Activities Description: By type Approx. 23,000 hours ofdbect, one-to-oneservices to youth 37large group activities, with an emphasis on educational and wellness themes, provided to youth and their mentors 5,137 personal match support contacts (youth, jarnilies, and volunteers) Quality: Activityspecjfrc Measures Description. What is difference made? 90% at clients demonstrate are understanding of the importance ofschool attendance 664% of clients initially reporling low interest in school showed improvement after one year 93% of clients demonstrate an ability to avoid drugs and alcohol 50% of clients initially reporting permissive attitudes towards drugs and alcohol showed improvement after one year ©2013e-Clmpactcom „?2 Bli ri lF,::: Itig Sistcfs of JVilflsutl s%1 catty FYI Form A: Agency Salaries & Benefits Please provide the information far- employees in your agency. Ifyou do rot 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. 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. Pleasc indicate f the position has paid leave, Health Insurance or Retirement by playing a 7" in the box if theposition receives that benefit. Position Paid Leave Health Ins Retiremen tPlan .overage Salary I FTE !Last Year) FTE ('Phis Year) FrE (Next Year) Executive Director / President / CEO 1.00 1.00 1,00 69,000,00 1.00 L00 1.00 Director of Operations /COO Director of Development 1.00 1.00 1.00 46,000.00 1.00 1.00 1,00 Program Director, Manager L00 1.00 1.00 59,000.00 1.00 1.00 1.00 Director of Cmnmunity Intervention Assistant Teacher Administrative Assistant 1.00 1.00 1.00 30,000.00 1.00 1.00 1.00 Advocate Assistant Coordinator 'Assistant Director Business Manager Case Manager 1.00 1.00 1.00 30,000.00 5Ao 3.80 4.50 Clerical Staff i Clinical Services- Manager Director Clinical Support Maintcnancc / Repair Office Assistant 5,000.00 0.80 OM Program Coordinator 1.00 1.00 1.00 46,000.00 2.00 1.00 1.00 Receptionist Services Coordinator Transportation Manager/ Direetor t - Other 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Total 6 6 6 285,000 11 9.601 10.30 o. O2013e-Clmpact_com F -,7oii2 SD;1' nnte: i Er;;els r,J ,h��ra,en 4a)x:Asi; FYI Form B: Agency Demographic Provide the Agency summary of clients served during last two years and one projected year. 1jyour Agency does not luv e a client count for any of the categories, please enter 0" in that box. DO NOT LEAVE ANYBLANK (unduplicated client count) PY 13 FV 174, ]nforination/Education Provided 0 0 0 ,Direct Services Provided 452 423 475 Total 452 423 475 Gender FY12 FY13 FY14 Male 244 203 229 Female 208 220 246 Ethnicity FY121 FY13 FY14 Hispanic 34 32 36 Black 153 145 168 Caucasian 188 178 196 �-Native American 0 2 2 Asian 2 1 1 Pacific Islander 0 0 0 Other 75 65 72 .Total 452 423 475 Age FY121 FY13 FY14 0-5 0 1 6-17 1 444 418 470 18-29 8 4 5 30-61 0 0 62-75 0 0 75+ Years 0 0 Geographic Location FY12 FY13 FY14 Johnson County (Combined, unduplicated) " 431 406 470 Iowa City 236 232 290 Coralville 60 68 90 North Liberty 91 73 80 2013 e-Clmpact.com P t , El ;.1 Hit, { ,.,thca. ii ,i21'a of Phi+ or t. FY15 Form CI: Historical Balance Sheet (As of Agency's fiscal year-end) The auto -calculation on this form totals the columns in the section after the information is saved. In orderfor any of the entries to deduct from the total, the nt nrber tmrst be entered in as a negative number, using the "-"symbol. Current Assets FYII FY12 FY13 Cash 187,405.00 166,244.00 159,477.00 Investments 0.00 0,00 0.00 Receivables<90 days 0.00 0.00 0.00 Total Current Assets 187,405.00 166,244,00 159,477.00 Other Assets FYI] FY12 FY13 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>90days 0.001 0.00 0.00 Other (describe): 0.00 0.00 0,00 Total Non -Current Assets Tota Currentl Assets 3,500.00 3,500.00 3,500.00 Total 10,000.00 10,000.00 10,000,00 Current Liabilities FYI 1 FY12 FY13 ,Accounts Payable 0.00 ODO 0.00 Payroll Taxes Payable 0.00 � 0.001 0,00 Contracts Payable 0.00 OAO' OM Mortgage Payable OM 0.001 0.00 'Total Current Liabilities 0.00 0.00 OM 'Total 0.00 0.00 0.001 Other Liabilities FY11 FY12 FY131 Mortgage Payable 3alanee Q00 OM 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 Q00 0.00 Liability + Equity 0.00 0.00 0.00 Z 1 . ' .: [' , , q s -fig © 2013 e-Clmpact.com r 1jg of 12 13i_ �ths�bi ..u> of iolulsolt 0:oilla" FY15 Form C2: Agency Budget Please complete ALL it fornation. if there is an kern that does not apply to your budget or the value is zero, you MUST enter a 0" in that box. DO NOT LEAVE AN ITEMBL.INK. The columns have auto -calculation, but it does not auto -calculate until the nxfornation is saved_ Please .rave information often to activate the calculated fields. For the iterns that require itetization, click the link to enter specific information in the itemization form. Budget Type Indicate if Budget is 1 = Agency Level 2 = Program Speck Agency Revenues _ FY12 F'Y13 F'Y14 �Coralville Funding 4,760.00 4,760.00 4,760,00 Iowa City Funding 32,000.00 32,00000 29,325.00 Johnson County Funding 42,500M 42,500.00 42,500.00 UWJC Allocation 55,000.00 56,000.00 56,000.00 UWJC Designations 18,53A00 16,996.00 18,000,00 Grants-Fcdoral, State, Foundation S6,819.001 110,552.00 106,474M Membership Dues OM 0.00 0.00 Fees for Services 0.00 0.00 OM Sales to the Public/Contraets OM 0.00 0.00 Fundraising Events 155,500.00 146,571.00 140,000.00 Contributions 'Donations (including in- kind) ' 20,000.00 31,63 L00 50,000.00 Interest and Investment Income 550.00 1,090.00 6,300.00 *Other 15,500.001 16,110, 00 19,750.00 Total 431,159A0 458,210.00 473,109.00 Expenses F'Y121 FY13 FY14 Total Salary and Wages 322,490.00 335,515.00 341,902.00 Benefits 70,404.001 83,433,00 86,342.00 Administrative 22,057.00 24,085.00 25,610.00 Occupancy OM 0.00 0.00 I,Other 21,200.00 22,383A0 23,450.00 'Total 436,151.00 465,416.00 477,304.00 , z"• p ' © 2013 e-Olmpact_com r t, r. 10 of 1? i3it �r� �.ct+;t ,:' ,�. ,�n i_1 irN j• FY15 Form C2: Agency Budget Fund Balance FY12 FY13 FY14 Revenue 431,159.00 458,210.00 473,109.00 Carryovor Balance From Prev Year I 177,263M 172,271.00 165,065.00 Total Operating Balance 608,422.00 630,481.00 638,174.00 Less Total Expenses 416,151.00 465,416.00 477,304,00 Ending Fund Balance 172,271.00 165,065.001 160,870.00 Less Restricted Balance 0,00 0,00 0.00 Carryovcr Fund Balance 172,271.00 165,065.00 160,870.00 Bd/Donor/Fonder Restricted Funds 1 Y Bd/Donor/Funder Restricted Funds - 0.00 0.00 0.00 please itemize Total 0-00 0.00 0.00 In -Kind Support FY12 FV13 FY14 ServicesNolunteers 423,60000 478,128.00 492,47L00 Material Goods j 0.001 0-00 0.00 Spaco, Utilities, etc. 20,079M 20,079.00 20,079.00 Other 10,307.00 10,30Z00 10,307.00 Total 453,986.00 508,514.001 522,957,00 Grants FY121 FYl3 FY14 *Grants - please itemize 104,689.00 110,552.00 106,474.00 JJFDP 25,8.2.00 24,911.00 27,18600 4-HMentoring 40,000.00 6R271.00 43,556,00 Academic Mentoring 13,00000 13,000.00 13,000.00 CommunilyFoundation 2,500.001 2,000.00 2,000.00 UW 7,50000 0.00 0.00 Decat 0,00 0.00 9,232.00 BBBSA 0.001 1,370.00 1,500.00 4-HAfterschool 3,500.00 Mist. 12,367.00) West Branch Mentoring r 10,000.00 Total 104,689.00 110,552.00 106,474.00 10 4^7+ AM 02013e-Clmpect.com gc 110:12 4;t 13 nlier:;i. ,.csol ,I. .o :n('o r'i;'1�,i!_i ti;' �. L.," ,iol❑ C.:;U;nt, Form D: Performance Measurement Effort Quantity: 4 of Clients Description: How march will you do? (Number) i.e. # ofstudents served Measure: # of unduplicated children served Measure-: # of volunteer interviews Measure: # of child/fnrnily interviews Measure: #ofpersonal references (volunteers) Nfeasure. # of background chef ks(volunteers) Quawit4Y # ofActivities Description: "ofActivites (By type) i.e. # ofclasses offered tbfeasure: # oj'hours of direct, one-to-one services to youth Measure # of large group activities with an emphasis on educational and ellness themes, provided to youth and their mentors Measure: # ofpersonal match support contacts (youth, families, and volunteers) Quality: Activity Suede Measures (ratio) Description. How well will we do it? (%) i.e. percent gfstglf with a training cernfzcate Measure % of clients who demonstrate an understanding of the importance ofschool attendance Measure: %of clients initially reporting loit interest in school who show improvement after one year Measure: °f, of clients who demonstrate an ability to avoid drugs and alcohol Measure, °b of clients initially reporting permissive attitudes towards ch-ug and alcohol use who show irnppovement after One year Quality. Client Common Measures (ratio) Description. How well will von do it? (%) i.e- student teacher -ratio IAeasure.- % of community -based matches that meet regularly for at least one year Measure: % of School Buddies mentors that return for a second year with the same child ©2013e-Clmpacf.com F ��I2 01 52 FY15 Joint Funding Application General Information Agency Name Executive Director Name Board President Requester Phone Email Address 951 29th dvenue SW, Cedm- Rapids Iowa, 52404, U. S.A. Contnrunin, Corrections Imp] ovemewt 4ssocinlian GcraldR, I-1omnan Steve Orel Kristin Norfolk (319) 1-30-1173 hinrieiaaot cosn W ebsita wihnv. iowachc. ore'CCfa Agency Mission Statement C0,4's mission is to supporl comnrunlg baserf cOn-C, bans with cornrranit , involvement, acceptance and the financial resources to estabti3h and embrace proaL rive programs that break the Cycle of crtrrte- Number of Years in Operation 22 Year Org Established 1991 CCIA is a i01 tct t3) non-profitfbundation incorporated in 1991 as a bootstrapfourtdation to the 6th,lodicial District Dcpartrnent of Correctional bervices ('ptovideslo)la Code mandated conunnniry-based correctional programming to sic counties in east central Iowwn). CCIA is considered a leader in building solutions far safer cornnrunilics. In 1995, it was a finalist o„i'AA1p;R2CA'S Beet Innovation Awards by rile Council ofstate Governments. 2020 Vision Goals for the Common Good Please indicate Goal(O that your agency supports: Income Yes Education Yes Health No United Way Request for Funding United Way: Request for Funding FY15 Total Budget (United Wa)) United Way: % of Total Budget Johnson County Request for Funding Johnson County: Request for Funding FY15 & 16 15,000 Total Budget (Johnson County) Johnson County: IN, ol'!'otal Budget 0 For funding from Johnson County, please indicate category(s) that best describe your service areas: Services that enhance family and child well being No Seri ices that provide for basic human needs such as food, shelter, safety, crisis intervention No Health Services No .. , 0, 2013 e-Olmpact.com Iowa City Request for Funding Iowa City: Request for Funding BY15 10,000 Iowa City: Total Budget Iowa City: % of Total Budget 0 Coralville Request for Funding Cora➢vine: Request for Funding FY15 10,000 Coralville: Total Budget Coralville: % of'I'otal Budget 0 Agency Information Please complcte the Sainties & Benefits chartJor enure Agency (Form A), ill addition to the questions below. 1. What specific need in the community is Agency addressing? (Deseribe the extent of the problem, and the major factors in the cumrnunity contributing to the problem.) Comnntnit)- Con recllons Improvement Association (CC1.4) and as Each One Reach One AmeriCorps Program (F,ORO) address the Issues of crime prevention andpublic safety, Pew Charitable Trust 2008 research documented the fact that I in 31 people in the United States is under some firm of correctional supemoon, citing the new mass -incarceration society a waste of dollars and human lives. Recognizing the tremendous economic and social costs to our community and its families when ouryontil get in serious trouble and offenders in the criminal justice system reoJfend The Community Corrections Improvement Association's Fach One Reach One AmeriCorps program is doing more thanpist waiting for problems to happen. Seri ices to system involved offenders living in urban high crime, high poverty neighborhoods in Linn andJohnson Counties are targeted because research points to art accumulation gfrisk factors whtrh mukes it daffrcult forpeople living there to be successntl_ Crane and violence tend to he high in w eas to which at least 20%ofthe residents are poor (Lamison. White, 1996) These areas are oftetn characterized by high concentrations o/'poverty and unernploymervt, high levels ofresidential instability, famrly� disruption, crowded homing drug rhstribution networks, and law cornuaamit7rparticipation (Lolan, Smith, & henry; 2003), 2011 Correctional Services data reveals there are 1,203 moderate to high risk offenders In ing in the targeted service area of Linn, Johnson, and Tama aountisi,- this risk level means that they are llkel-e to recidira t? ifthe mlderlying factors contributing to their criminal behavior are not addressed mp The costs of irimenng one offender avers u,Qes 31 281780/year ire Iowa (Department of Corrections, 2010). To reduce that cost, data was extracted from the Level of Service Lnvewory- Revised a validated, evidence based individualized offender riskowedls assessment on offenders inr the targeted service area, This data validated the top three risloireedfactors contributing to their criminal behavior. The program design addresses these needs: 1) Access to Housrn;1F1nune1u1 Literacy. According to the Iowa Er-OJJender Re -Envy Task Force Housing Subcommittee Report Oune 18, 2010), ofali the issues forcing the 58, 000 returning Iowa offenders, lions, is more inenechate than the need to secure adequate honsirng as the success of other supports such as enaployrnc nt services, menrunng, mental health treatment, and mislu nec abuse cozrnseling is es tremely limped in the absence of housing. Data was extracted from the lop a Corrections Ofender Netiwork database in 2009 on housnrK stability. OJleaders that moved three or mare times in an 18 month period had more violations and were revoked at a higher rateb to therenw e, offenders with three address changes acre more likely not to appeur to office visits, had nca arrests, arrdpositive urinal}psis and substanc e usage. (Skinner, 2009). Zj Ernploymeret'Education, Laeaf/j-, 3I%are tutderemphyed or xrnemployed and 20P� of offenders are undereducated (Correctional Services, 2010), This is a concern as offenders with lott levels of education face high unemployment rates and downward mobility which, in nan, is related to poverty, substance abuse, and homelessness, which are all linked to Urirne (Pctersilia, 2003). 3j Lack ofMentan mg Support: Lae offenders targeted are unemplciyed or underemployed, undereducated, and also ttrnder socia]ized- They hc--come ovenvhelrncd by both large and small problems as the}-Ozavefcw ar no cmrnech'ans Io positive social sxnppart rneAvorks available to help them fg w e out how to change their prospects in life- They often succumb to the pressur es by using illegal substances. The fede, ally funded Xcu<1y4PVork program Jbund thut participants is=ho .net with a mentor ar least once showed stronger outcomes than those who did not. (Public/Private Ventures, September, 2006). .-, cs, �11A i $' CEj 2013 e-Clmpact.com Pr.oa - _. i 2. List and describe the programs and / or services of the Agency that are provided to Johnson County residents that address that need. Community CorrecOinks Inbei ovementAssociatian (CCIA) provides services to Johnson Comity residents that address the needs Of'cruns prevention and awareness. public safety, education, unfunder employment, homelessness, and nonprofit Capacity building. CCIA's Each One Reach One AmeriCorps program (EORO) utilizes ArnerlCorps members -national service participants -in providing these services to Johnson County residents and cononundv agencies. Through the workfor,,e development program, residents are provided with pre -vocational job skills training, such as. job readiness assessments, resume itriting, assistance with online job searchhrg and application completion, and interiwiv skills coaching, Ob`itnders areprovided with experiential job irahhng through cormmnrity service projects. Hardjob skills, nech as dry -walling, car detailing, and fioor refinishing are learned by completing these tasks jbr various non-profit agencies. Suit job skilA such iss accountability, pride in work, and appropriate behavior are taught through mentoring and leadership provided by .AnieriCarps members. This initiative addresses the lack ojeducatian by providing GED tnrloring to adult clients. Conununity vohrrrteers are recruited, specifraally fi oin the Untvcrsi(v of 4>wa(s L'ollege ofEducaiiori, to asslstit ah educational iusb-uc Lion In 2012-2013, assistance ii as provided to 13 low-hreome residents in order to address general bm-�iers to ernplgyment, such as: obtaining necessary documents lbb4h ccrtficates, etc.), transportation, and child care. Residerus are provided with financial literacy supports through individualized budget counseling and financial Lteracy losses. Employment anhatives target employers. Employers are educated on tax credits that are available to them_(or hiring offenders or residents who are currently receiving welfare benefits. Employers are recruited to participate in a jab fair, which is available to clients being served by the progk am. homelessness is addressed through the prograrn's housing initiative. Members and volunteers assist residents with locating local housing assistance the) inay be elrgible,for, Residents are provided assistance with navigating terms and condilicins of their lease agreements and ofprogramsfrom which they are receiving support. CCIA /rORO addresses panic safety through offender mentoring supports_ Through 1: 1 and group mentoring huban ves. offenders are provided whh a pro -social support sysunn Mentors help with problem solving skills, develop pia -social leisure activities support treannent efforts, assist with job seeking and help with crisis manageinein .. These relationships help create stability; accomaabehiv, and instill a sense ofprrpose or clients lees This helps reduce the rate of recenvism and increases public safety. In addition to directly addressing these issues, CCIA EORO indirectly supports erhiaRion, family services, homelessness, and crime prevention by completing comrnunill set t ice projects at Johnson County nonprofit and nxunicipal agencies, Johnson County Work Crew tearns-consisting Of rnerlCorps members, afender-s, and volunteers -provide these agencies 1, all a labor force to complete any cammmuti. serve e projects at no cost. This aRavcs the agencies and rnunicipathies to m save on onies that ivuuld be used to hire a cor-aractor, andsave on stra(fthi e to perform these projects. In turn, agencies can use this money and staff man powcr to focus on the education, family. and community initiatives they provide. Fur example, in 2013, .Neighborhood Centers ofJohnson County experienced flooding in one of their community centers. AVurkc creel reams were able to prowic the rnan-puwer to clean rep theflooding, move important documents and Cl enhiully restore the center to pre flood functioning. This allowed the staff to continue wall programming targeting at I iskyouth and families. 1 he money they saved front hiring a Conn -actor could be spent supporting these programs. Client Information Please complete Client Demographic (hone E) 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, Cwnrnunal, Corrections Improvement Association targets high risk adult and youth populations Imtianves target adults who- have criminal backgrounds, are luw-hicome, are involved in the child nelfare system, and have limed access to resources, Programs serve at-riskyouth who his in high -crime neighborhoods, have a parent involved in the judicial system, avid who are Moue the proficiency level in reading. The Each One Reach One ArneriCorps Program targets at -risk adult and youth populations specific ally, adult offenders tratoinuniag out of correctional facilities and those living in hrgli poverty, high -crime neighborhoods are targeted .School aged youth who attend schools with a high percentage of the students receiving free and reduced lunch are targeted to rec en e after school and summer tutoring and enrichment proba,annning. 7bwe, aged birth-5 who are behind on literacy skills and social development (as defined by the appropriate ages and stages assessment) are targeted to receive early childhood education supports. This funding m ill be, used to specifically target adult offenders and low incorne Johnson County connn ulkly members - Clients who will he served lackstahihty in one or more major life areas (employment, housing, pro -social support, etc). It has been found that the rate of crime and violence tends to increase in areas in which or least 20°h of the residents are Ill ing in povertyv (LamisOn, White, 1996). These areas are often chot acteriaed by high concentrations ofpoverty arrd unemployment Mole levels of reWenriul iaifahillty, farnily disruption, srtion, crowded housing, drug distribution networks, and low cornmeenityparacipation (Tolan, Smith, R Henry'2003), Clients being served require support in employment, ho?eang, Positive conumvisty rmvolvement, and pro social decision making skills. Marry of the dints are resrlreut. They want to believe in themselves and their ability to achieve set goals. It is often seen that neighborhood residents want to better therisclves in order w provide a better opporTunity for farnily members. 0 2013 e-CImpact com Financial Management You must complete the Historical Balance Sheet Form Cl and the Budget Form C?, in addition to the questions belasw, below, you swill onl v need to answer the questions jor the entities from which you are applvingfor funding: 4. In detail describe the Agency need for funding from: City* of Iowa City (omnnrrrity Corrections Improvement Association rCCI.A) has received S'455,S67,J out the Corporation jor National and Community Secs rce (C'NCS) in the form of an AmeriCorps State and Nationul grant CNCS requires that each ierogram provides cash match in order to help fund the Americorps positions and initiatives asmarded C0L1 is seeking funding jirom the City of lossa City in order to provide cash maida contribution for the Bach One Reach One AmeriCorps Prograin Spectlicalli, sae arc seeking $IS, 000 to fiend the cash match for 10 positions that swill provide communal service and support fur work projects to lowa Cit);. These positions provide supplemental community services that cannot be provided b} corrections stl/lj Z'hcse pusitinns provide supplemental community corrections servloes that cannot be provided h}� cor-recmons stuff Lhis junding supports AmeriCorps members swhv provide life skills teaching 1:1 and group mentoring supports for adult offenders, members who provide employment supports far adult offenders, ee7yerientinl ovorkszgsparts throz+gh seepervised cornrrarni>) service projects, GED tutoring supports, and connecting otfendera ivho are veterans to sem4,es for which they are eligible. These supports help reduce the r'ecidivisrn rate by ussuang offenders establish stabtkty, help establish pro -social satpports}°steins, and help offendersfeel a sense of connectedness to their cornmuntties, These value added services would only be possible imith the assistance of the Each One Reach One AineriCor ps mernbers, Their abiliti, to provide the direct .services detailed above, AND recruit additional connnunity volunteer's to provide, outcries offender attachment to community, a factor associated in the hieratarre iaith decreased recidivism. Wainate(v, public sgtety is hict eased b} stabilizing offenders iv:here they live, and retuning them to the corn invoov more prepared to live a life free of crime. The 6a Distr4et revocation rate to prison is lowest in the state, in par 1, due to these programs. This results in reduced taxpayer costs by virtue of preventing incarceration costs of$81.83/day (Iowa DOC, April 7013). It also reduces vie timlzalion, as well as the associated so, ial costs. Di. Karen Ileimer, Uim eesule of Iowa, is conch+ding a recidivism evaluation which should be completed in 2013 Due to budget outs across all state and non profrl agencies, we are requesting funding to help support these positrons. The Corporation for National and Community Service iCACS) requires that all partner sites pay cash match in order to contrib ne to the program needs, member living allowance, and training needs. CNCS requires thatprogrums work on progr annnatio sustainabilav, in order to generate funds to continue services shouldAmeriCorps jiending cease to exist. U-ithout the funds h-om the City oflowa City, we would not be able to provrde these services, due to the inability to provide Cush match contribution through the Department of Correctional Services, •3 t2, rFa,,, rg- ©2013e-Clmpactmr-ziaeaci15 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) specifically addresses the goals cited in the 2011-2015 CITY STEPS Plan (w,,vw.icgw.org/acfamrpbm, pages 91-94). Cornnminav Corrections IrnprovementAssociation's (CCIA) Each One Rea, It One AneeriCor'ps Prograrn (E'ORO) addresses community development (Iowa City Strategic Plan, 92) in marry ways Members provide pre -vocational and vo,ational.s ills targeting urrundeieniploved offenders and neighborhood residents. Job seekers are taught skills in job -seeking, resume writing, completion of applications, interview slcilb, explanation of a criminal record, etc_ Barriers to emplgvrnela such as childcare, and transportation are addressed; qualified mernbers may address mental heuhh harriers (or make referrals). In 2012-2013 671ow-income residents were assisted with employment applications and writing resumes, 8 received assistance with interview skills, and 35 received assistance with job seeking skills, This resulted in 14 receiving steady employment. Employers are educated r-egai ding fedr=ral and state fncendves for hiring apphcaats who have a criminal hiator v and/or are receiving we fare henehes- Cononllany agencies are partnered to tell to establishing poglalns, events, and c/asses to address the needs oe joh-seekers. Alernbcrs partner with The Housing Authoritv and other agencies to create a job fair and collaborate to hold computer literacy classes and financial literary classes, Through connni nity service work crews, job seeking offendersr gain -experiential job training, Members develop and supervise ooinnnmrN service projects for offenders vho need to complete coma rinity service hours. Alembers serve as mentors by modeling pro -social behaviors and hardjob skills (dry-iwalling, bike repair, etc.) and soft job skills (such as appropriate behavior on thejob site, punctuality, appropriate dress). EORO addresses the education priol*I6 (Iowa City Strategic Plan, 92) for adult offenders and adult neighborhood residents by providing GED tutoring. Amer iCmps rnemhers recognize the growing importance fbr education and its impact on employment Tutoring is provided by Arneri Corps members, or volunteers leveraged from the University ofloyva's College of Education and community at large. Through a partnership it A Kirkwood Conianinity College, urtovs and clients have aoeess to test -prey information and materials, GED tutoring seas provided to 23 clients in 2012-2012. homeless rreeils are addressed (Strategic Plan. 92) by collaborating with local agencies in order to connect clients to housing resources and services. Members assist clients with navigating the terms grad conditions of the lease, rides of propertyand regulations of assistance programs. This helps rentforee the cheatsunderstanding of the conditions to which they are accountable. Crime prevention is addressed by providing connnn nim service projects to offenders through the CCIA EORO work crew program. Offenders benefit from this program by gaining a sense ojachievement and c-anfidence, feeling connected to their connnnnities. ared taking responsibility for the harm ihe7� have caused thehvictims PVark crews also benefit nmr-proj"rr ant% municipal agender. Offenders and volunteers are able to provide a ready labor source to complete projects that would otherwise reduire the hire of an outside contractor or require agency staf%to expend their tune on the prokecl, rather than the programs- Because of dais, agencies and nnanicipalities can use the money and atafJ Time saved to finther agency progrmnmhigjacusirrg on commurriiy development. Over I60 proleots were completed in 2072-2013. Sarpport was provided to ugencies including: NCJC', the bike library, MYEP, The Arc, the 1105 Project, Children ofl'romise Mentoririg, ZiAY, Ilabiaal for humanity, DVIP SOTA, among others. Through I 1 and group mentoring htibatives, of enders o e provided with a prro-social support system. Problem solving, crisis management, andconstructive leisure activities are benefits ofthis progiann. Positne rclalionships with a change agent decrease the llkclihood of re-ufJ-ems IMclrvtn, 2013)- 4b. Tell us how your agency (or program) addresses the established priorities in Iowa City's Strategic Plan? Please identify the prioriti(s). (www.icgov.orglstrategieplan) Cormnundt Corrections Improvement Assooiattan's (CCIA) Each One Reach One AmerrCorps Program (EORO) addresses community, development (Iowwa Ciiy Strategic Plan, 92) In many underernp[ ways. To address homelessness (p. 92), initiatives focus' on pre -vocational and vocational skills training targeting sin/oyed of/rndzrs and neighborhood residents. Job seekers are taught skills in job -seeking resume wriling, completion ofapplications, interview skills erplanatiun of criminal record, etc. Barriers to employment such as childcare, and transportation are addressed; qualified members ?nay address mental health barriers (or snake referrals)_ In 2012-2013 67 low-income residents were assisted with employment applications and writing ilownes, 8 received assistance with interview skills, and 35 ?-canted assistance withjob seeking skills. This resulted in 14 receiving steady employment. Clients are also prodded wish hotistng support services through CCEA's EORO AmerrCorps program- AmerrCorps members and vo ianeere assist with resource location, cornpleling housing and assistance applications, and understanding terms of/eases and assistance programs. EORO addresses neighborhood stabilization (p. 17) through the work crew program. AmerrCorps members serving it work crest positions plan and irnpleinera community ser-ur e projects for field and residential offenders. 11rese projects are completed fbr area non-profit agencies, as well as far nutniciaplities. In 2012-2013, work crews assisted in neighborhood stabrization by providizg services macs -profit ag<ncie-s such as, 1105 project, Neighborhood Centers ofJohnsoa Cortnty, I-witedAction,l'or Youlh, Old Brick, and manv other agencies_ Wsnk crewws aLsa provided general garbage clean up in neighborhoods throughout Iowa City. B7 directly providing the laborfarce for these agencies, EORO is also indireclly stabilizing neighborhoods Tlic labor-af ito cost to the agency -allows agencro staff tune, energy, cndfunds to be.seci t on programming needs for neighborhood stabilization. - - -. ; ti6 , M {;gT © 2013 e-Clmpaut Qom c i; c o, 1• 5. lie detail describe the Agency need for funding from: CAN of Coralville Community Corrections Improvement Association (CCIA) has received ,8455, 567frorn the Corporation for National and Community Sell, ice in the form of an AmeriCorps State and National Grant CNCS requires that each program provides cash match in order to help fund the AmeriCorps positions and rn (nah es aivarded CCIA is .seeking funding,fr-om the City of lcwa Cit,7in order to provide cash match contribution for the Each One Reach One AmeriCorps Program. Specifically, tine ire seeking 3'1 Q 000 to %und the cash match for 70 pa.rifinns that rn111 provide cornmunftir service and supportjor war$ projects in Car alville These positions provide supplemental carnnnanity services that cannot be provided by corrections staff. This fimdirng supports AmeriCorps members who provide life skills teaching, I I and grrn oup entorbng supports for adult ofenders, members mho provide ennloy=ment.supports for adult offenders, experiential work supports through supervised community sera ice projects. GED tuooring .supports, and connec ting offenders who are veterans to servicesfor it they are eligible. These supports help reduce the recidivism rate by assisting offenders in establishing stability, help establish pro -social support systems, and help of feel a sense ofcoanertedness if, their cornmrouties. All of these factors play a key role in deinstitutionalization and ultimately creating productive conununity members. These funds will help support the cornnifinity service it crew program- Through the /nark crew program, offenders from the Hope House are provided with communiy seance proieels. AmeriCorps members plan andsuperi ese projects completed at a ea non-profit agencies imd municipalrtres. Cheats are mentared pro -social behavior, learn experiential job skills, increase their sense of self-worth, and increase their attachment to their oomnnmuttes. Clients begin to understand ncc harm thC> have caused their vietans, and take responsibility for their actions. In 20I d-2013, trork crews completed prolecis for the/allowing agencies and events in Coralville: The Iowa Children's Muse in, Coralville Food Pann-v IMCC, IMCC Hospice, Trace The On, of Coralvlle, and Frijest d-foney leveraged from rile Citv of Coralville will also be used to support members providing ennploi meni services and GED hatoring to low-income residents and offenders. Job seekers such as resacme writing intervreiacoaching, job seeking, etc. GED tutoring is provided by AmeriCorps meinbers and volunteers recruited by rrnembers', the importance of having a GED is noted when attempting to be cornpehtive in the job mailcet These services help 7e7/ndze ofenderc and at-riskpopulations by providing a steady source of income, o scayse of purpose, and a constructive acth itp to fill hie, thus increasing public safety. Adult rneinoi mg is provided to offenders through CCIA's EORO program O fenders are rnentored ha 1.1 of group settings far a period of at least I year. Mentors -community v nhrnleers-help stabilise off enders by providing problem solving skills teushhtth mists managemer#, pro -social /c isure time activities, and supporting treatment efforts through checko s. This initiative increases public sufety by providing of enders with a positive change agent. Due to budget cuts across all state and non Profit agencies, ii e are requesting landing to help support these positions_ The Coryora6onfor ✓4ational and Community Service (CNCS) requires that all partner sites pay cash match in order to contribute to the program needs, member living allowance, and training weeds C,,VCS requires that programs work on progiannnarlc rustaimability, in order to generate holds to continue services should .AnreriCorps,fundirrg cease to exist Yfit/sour the,furads from the Ciry of Coralville, roue would not be aLle to provide these ser-rou es, cite to the inubilit) to provide cash mctich contribution througlz the Depur'Imerrl of Carreclional Se-rvices. aO2313 e-O Impact _com igo 6 ,; 6. In detail describe the Agency need for funding from: Johnson County Corntru ni(v Corrections Improvement Association ICCLAJ has received $455.567 rout the Corporation tor -National and Community Service (('NCS) in the lor-ni ufan AmeriCorps State and National Grant. C:VCS requires that each program provides ,ash match in order to help fund the AmeriCorps positions and initiatives ae arded C CLA is seeking fintding from the City oflmra City in order to provide cash match crntribution for the Each One Reach One AmeriCorps Program. Spec ifcally we are seeking $15, OOO niBrit the cash match for 10 positions that will provide community service and support for workprojeots ira Johnson County. These positions provide supplemental connnnnat, services that cannot be provided by corrections staff These fronds is /11 help support the cmnrnunin service work crew program. Through the work crew prograrn, offenders from the Hope House are provided with eomntunuy service projects. AmeriCorps members plan and supervise projects completed at area non-profit agencies and municipalities. Clients are mentoredpro-social behavior, learn experiential job skills, increase their sense of self it f rth, artd increase their attachment to their communntes. Clients begin to understand the harm they have caused them victims, and take responsibillry for their actions. Alembers serving on work crams leverage conurnnity volunteers in order to assist with completing comrrwnni service projects. -These i olunteesr are instrumental in creating a cohesive sense of<omnhniity throughout Johnson County. Iowa City residents h7ve the highest average rate of volunteerism in Iowa, with the average rate being 5,7 h hours (bfservice per Year onviv.volumteeriowa.org). In 2012-2013, work crews completed projects for marry non-profit agencies, events, and municipalities in Johnson County Along with the numerous projecrs Completed in Iowa City and Coralville, work crewsprovlde servic es to the smaller cities in Johnson Counn The City chNorih l.ibern receives supportfor its non profits. The North Liberty Food Pantry receives support on a regular bans. Voluntcers gather food from MCAP and Costco, deliver it to the food pantry and unload the supplies weekly. Work crews also assured tite tibrarr, the city with mash clean up, and at events such as, Blues and BBO and the Centennial Celebration. Work crews complete projects in Tiffin, as well, In 101?-2013, workcrews assisted with the set tip and tear down of 'Tiffin Fest. Volunteers help in the Tiffin Fund Pantry by delivering food and unloading it into the pantry - Without the supports of work crewi, non-profit agencies and municipalitics would he rehuired tot>rovide the labor and funds to complete these projects_ Workerems allow non-profit staff to Uldize their time dmcctly supporting agency programming. Von -profits are able to use the money saved to provide stronger programming to Johnson County residenu. Y/as funding.supports AmeriCorps nenrbers who provide emplis vmeia, housing, and financial literacy supports to residents in high crime, high povei tiv areas of Johnson Countv..Adult offenders are provided with these supports as well as 1 1 and group rnentoring and etpei ieaaai job training supports. This, in turn, helps reduce the recidivism rate by assisting offenders in estabhshing stability, pro -social support systems, and a by creating a sense of connectedness to one's community, t 1hinrately, these supports help offenders becon , productive residents of Johneon County. Dec to budget cuts acrossatl state and non-profit agent ies, we are requesting f finding to help support these positions- CNCS requires that all partner sites pay cash match CNCS requires that programs it on programmatic susuanability, in order to generate (Inds to continue services slaoudd AmeriCorps lirnding cease to exist. Without the founds from Johnson County, we would riot be abie to provide these senses, due to the lack of funds for ccvh match availablefrom DCS. 7. An detail describe the Agency need for funding from: United Way Not Applicable S. What public entities has your organization sought funding from in the last year? Cummunitp Corrections hnprovemen Association has sought, hinding from thefollowing public entities in the past Year .- Citp aj Coralville t il} of Iowa Cay Caj of Cedar Rapids Johnson County I_irm County (did nor re, rive, fundbrgJ y C' O2013 e-ctmpact.Com Fs Sr.`,- , 9. From who do you receive ongoing funding? COmmnnitV Corrections hnprovement A4 tu(tatiorl re,, er✓eS ongoingfundingfsni? USDOJ-Project Sale Neighborhoods U'SDO.J-Second Chance HUD -Supportive Housing i%olunteers in Service -VISTA Foster Grandparent Program Ainer'i Corps Iowa Department of Public Health Iowa Department of Human Services United DVay of East Central Iowa to. If the local 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. Jthefunding is not mailable. CCYA's Each One Reach One AmeriCorps Program would not be able to provide'dine prevention housing, frnanetal literati, and employ ncnrsernuces in los<°a City yr the greater Johnson County area. I'he impact would befit both Chi e(th) and indirectly. In addition, we would not be able to support the work crew AmeriCorps positions. This would lead io norr prof 1, city and county agencies having to pay for many projects that are currently being completed-Irce of cOrarge-bi, community service work crews_ In turn, the money saved would not be able to be spent elsewhere- For exanrplc, AmeriCorps work crew groups have pro wiled local non-profit agencies with rnan-power to refinish f7oorbug. Because the non profit did not need to hire an outside vendor' thev could use the money saved to support neighborhood programming needs. It. Do you have a fee structure for services? If yes, please explain. Connnundry Corrections hnptuce-rnenl Association's Each One Reach One AmeriCorps Program dory not have afee structure for- services. 12. How will Total funding help leverage other revenue for Agency? Local funding hill help Community Corrections Improvement Asscciation'a iCCIAj Each One Reach One Ameri("orps Pro_"ranu leverage other revenue for the program by showing support for these programs. The Corporation jor National and Conunumil) Scrvtce (C.VCS) and the Iowa Connrassion on D'olunteer Service IKTS1 requires each program to report on their suslainubility efforts during the grant year CNCS also requu-es than a suslainabilny plan is addressed when writing the grant application for AmeriCorps State and Nalional gratis. Lcieraging local binds will ensure that we are able to keep the grunt award of S455,56i from CNCS and � ill be funded at a comparable atnount in FY IS. The finuilo g leveragedfrom these local sources indicates that we have a sir eessfial ezrstainabilityplan to place and it is hemg can led out. This will help ensure continued fttndntg by not only theplan, but also the local comrnu sbv-iwrde support for Ilse Each One Reach One initiatives. Wan_v other ,uroars that tine agency and the program are eligible require financial conurritmentfroin outside agencies, as well With finding fi-ovn local niunicipalilies, the agency Would be eligible to applyfor)tending from various /oundautnls and grants provided by area businessev- 12a. 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). Not Applicable. ,,' _; 02013e-Clmpaftcom „�. Agency Accomplishments The United H"ay and Local Governments work toward malting our community a better place to live. Through the 2020 Vlston Goals for the Common Goad we- wil measure our progr ess towards nnpro ring oommm�Yty conditions. Please complete the Performance Measurement Form (Form Dj in addition to the question below. On Fnrm D, please provide the, Perjbrmance Abemurements that iaill be used by the Agency to measue i esults of rers aces. You need to enter projected outcomes, not outcomes that you have already achieved POUR .APPLICATION WILL NOT BL COMPLETE WITHOUT FORAI D, 13. Please provide specific outcomes/performance measures your organization achieved in E4'13. Clow are people/conditions better because of the services you provided? Comnuinit➢ Corrections Improvement Lssociakon's (CCIA) Each One Reach One AmeriCorps (EORG) Program rwccrefrce stalnhnrfor clients who are served, and increases public saje/y Jar the communm at large, It? FY13, EORO had a goal ofproviding inentorirag and acadermc engagement services to 530 at-riskyouth. This goal was exceeded, and 974 youth were served in non profit programs run by AmeriCc ps members. Twenty-nine families received mentorsupports through Aneeii Corps placement at Consultation of Religious Communities', CCIA's EORO program provided adult offender support to 437 o&nders residing in Linn, Tama, and Johnson Counties (exceeding the goal of160j. I96 o%jender> received 1, I or group mentoring supports, allowing these grfenders to be Connected with a stable, igva c in their lives. These mentors help the offenders address life stressor's and find posaive coping mechanisms through regular cheek -ins and teaching problem solving skills. Addiitonally, 179 offenders, 28 Veterans who are offenders and 441oTv-income residents received job and education supports daring F'Y13, Of these served 113 reported gaining steady employment. Ihn (y fout chews received GFI) tutoring supports, while IS clients received horsing supports_ In FY13, 56ArneriCorps members recruited 1,394 community vohnaeers to assist with non-profit progranuning to serve low-income residecnts, These i ohmteers served 17,092 boars in tutoring programs (jrowh and adaly, mentoring at -risk vottth, providing education (computer skills classes, etc.), assistlrig with employer outreach (job fairs), and completing commmal-Y service- projectsfor nonprofit agencies and nnnucipalities. Additionally. 337 ojenders served 6,247 community service hours and completed 341 _ These ojenders gained valuable experiential job n,ainnig, mentoring, and built a feeling of c onne-ctedness to their communities. Nonprofits and numn ipalines were affiorded labor at no cost in order to complete projects throughout the yea', freeing up tune and money ro focus on otherprogramming needs. i-___�6 PM"F' 02013 e-Clmpact.com .+y _n „! i',�,_::nunily; nnT c;Grzl- ImI,!..,.s .art AasociMwn FY15 Forest A: Agency Salaries & Benefits Please in the injornration for employees in your agency- 7t you do notfznd the position on the list, please add the noSraon 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 plating a I "in the box if the position receive-, that henefit. Please provide the ulformadanjor employees in your agencyi}you do not find the position on the list, please add the position in the "other" section¢_ You will be indn iduallt add positions in "other" category. Please indieatc if position has paid leave, Health Insurance at Retirement byplaying a 7" in the has if the position receives that henefit Position Paid Health fins Rotirenten Average FTE (Last FTE (This FTE (Nest Leave t Plan Salary Yeas) Year) Year) Exceutive Director,' 'President CEO Director of Operations -COO t.oD I,00 47,000.00 I.oO 1001 I.00 Director of Development 190 1.00 40,000,00 1.00 100 IM Program Director i Manager IA0 1.00 53,040.00 1,00 1.00 1.00 Director of Community Intervention Assistant Teacher Administrative Assistant 'Assistant Coordinator 1.00 1.00 38,500.00 6.00 6-00 6.00 Assistant Director Business Manager 1.00 1,00 56,o0000 1.00 1.00 1_00 == Case Manager Clerical Staff 1.00 1.00 23,000.00 1.50 1.50 1.50P. Clinical Services Managcr t Director Clinical Support Maintenance , Repair Office Assistant 8,000.00 0.30 0.10 0.30 Program Coordinator 1.00 1.00 32,000D0 10.00 10.00 10,00 Receptionist Services Coordinator 'Transporinnon Manager/ Director "Other 0.00 0-00 0-00 1,000-00 Soo s.o0� 8.00! Fpcidttamrs 1000 1 1101,111 3 00 3 00 800 total 01 303,5401 29.Sir 29,501 29.80; Ct 2013 e-Clmpacteom (i. 111 ti r:, It a •:,i I. FY15 Form B: Agency Demographic Provide the Agcmv surnnsall� of clients served during last two years and one prajccted year, Ifyour Agency dues not have a client count frrr um of the cutegories, please enter 0" in that box. DO NOT LEAVE ANYBLdNK (und(plicated client count) FY12 FY13 FY14 Information/Education Provided 33 40 50 Direct Services Provided 76 102 300 '(total 109 142 350 Gender FY12 FY13 FY14 Male 390 324 330 Female 641 504 515 F,thnicih� FY12 FY13 FY14 Hispanic 35 25 28 Black 151 t64 165 Caucasian 781 547 547 Native American 0 0 0 Asian 1 1 9 10 (Pacific Islander 0 0 0 Other 449 153 155' Total 1,427 898 905 Age FY12 FY13 FY14 0-5 5 51 5 6-17 92 99 105 18-29 238 1481 148 30-61 875 537 537 62-75 211 129 129 751 Years 21 14 15 Geographic Location FY124 FY13 FY14 ,Johnson County (Combined, unduplicated) 43 62 65, Iowa City 36 53 55 ICoralville 31 6 5, North Liberty 4 3 S' i 7: -b AM -ST © 2013 e-Clmpactcom _ Cn. utpiP3,. •. i ,. �.z i',t r_�t'rri \ �.=uf�ai FY15 Form Cl: Flistorlcal Balance Sheet (,TS of,AgencyS fiscal year-end) The auto-aalculation on this form rolals the columns ua the section after the, information is sai,'edIn order for any of the entries io deduct from the total, the number must he entered in as a tzcga6vc number, asha, the "-".s3nnbol. Current Assets FYII FY12 FY13 Cash 100,129.00 210.417,00 292,562.00 investments 475,472.00 450,000.00 450,000.00 Reccivables<90 days 476,120,00 594,914,00 428,375,00 YOU Current Assets 1,251,721,00 1,255,231,00 1,170,937-00, Other Assets FY11 FY12 FY13 Property 91,919.00 o5,619.00 95,619.00 Equipment 9,002.00 9,002.00 9,002.00 Less Depreciation -16,473.00 -20,083A0 -20,083.00 Receivables>90 days 0.00 090 0.00 Other(describe): Oml 0.001 0,00 11 otal Non -Current Assets "i uta Currentl Assets 1,251,721.001 1,255,23 L001 1,170,937.00 Total 1,3 36,169R00 1,339,7169MI 1,25 5,475.00 Current Liabilities FYIIJ FY12 FY13 'Accounts Payable 1,796.00 26,298.00 0,00 Payroll Taxes Pavable 3,296.00 3,039.00 5,914.00 Contracts Payable 0,00 0-00 0-00 [Mortgage Payable 0,00 9.00 0,00 Total Current Liabilities 5.092.00 29,337,00 5.914.00 'Lotal 0.00 0.00 0.00 Other Liabilities FYI FY12 FY13 Mortgage Payable Balance 0,00 0.00 0.00 Other 0,00 0,00 0.00 'total OtherLiabilities 0.00 0,00 0.00 Total Liabilities 5,092.00 29,337.00 S,914.00 Equity (Nct Worth) 1.331,077, 00 1,310,432, 001 L249,561.00 [Liability +Equity 1,336,169.00 1,339,769. 00 1,255,475.00 t� 2013 e-Clmpactcem cape l annul ! Irr lll:ll i; _ ^.nCflt AY,SORAtIQf! FY15 Form C2: Agency Budget Please coatplete .ALL information. If there 1.5 an item that does not ayply tv your budget or the vahte is zero, you MUST enter a 0" in that hos. DO NOT LE_4 4'E AN 1TENI BL.4 NK. The columns havo auto-ealculatton. but itdoes not auty caleadate until the in/oimation is saved Please save Information often to activate rile calcidatecifields. For the iterns that require itemization, Miele the link to enter spas fc information in the itemization fonn- ➢3udget Type Indicate ifBudgct is: I =Agency Level 2 = Program Specific Agency Revenues CoraINtIlc Funding ! 9,000-001 9,000.001 9,000.00 Iowa City Funding 9,167.00 9,167.00 0,00 Johnson County Fmtding 21,700M 2L700.00 3,500,00 UWJC Allocation 1 0.00 0.00 0.00 UWJC Designations 0.00 0.00 0.00 Grants -Federal, State, Fotmdation 2,137,649.00 1,897,112.00 1,500,000.00 ,Membership Dues 0,00 0,00 0.00 'Fees for Scrviecs 23 1,505 00 99,750.00 90,00000 Salcs to the PublietCoutracts 0.Ot1 0001 0.0ol, Fundraising EN ants 43,90290 40,000.00 40,000.00 Contributions/Donations (including in- 358,529 001 132,387.001 130,000.00', Interest and Invcstincnt Income 695.00 200.00 20000 "Other 227,669.00 ROol 0.00 Total 3,039,816.001 2,209316.001 1,772,700-00 Expenses FY12 FY13 FY14 Total Salaty and Wages 1,440,522,00 L141,688.00 900,000.00 Benefits 210,78600 215 000.00 220,000.00 (Administrative 1,2o6,423.00 802.628.00 602,700 00 Occupancy 32,730,00 50,000.00 50,000-00 Other 0.00 0.00 0.00 Total 2,930,461.00 21,209,3 16 00 I,772,700,00 _ , %'44 'sT © 2013 e-Clmpact.com -.Iq' • _. -. Ff 15 Form C2: Agency Budget Fund Balance FY12 FY13 FY14 Revenue 3,039,816.00 2,209,316.00 1,772,700.00 Carryover Balance From Piev Year 1,221,077.00 815,598.o0 565,897.00, Total Operating Balance 4,260,893,00 3,024,914,00 2,338,597.00 'Less "Dotal Expenses 2,950,461,00 2,209,316.00 1,77 2,700 00 Ending Fund Balance 1,31Q432.00 ffi5598.00 565,897,00 (Less Restricted Balance 4947834.00 149,701.00 200,000,00 Carryover Fund Balance 815,59A.o0 565,897.00 365,897,00 Bd(Donn/Funder Restricted Fends FYI FY13 FY14 �`Bd/Donor/Funder Restricted Funds- please itemize 494,834.00 '49,701,00 200,000.00, United Wr{v of ECf 168, 993 00 125, 000.00 125, 000, 001 Children ofPronnse 251,091.00 124,701.001 75,000.00 Greater Cl? FoundcXon 17,438. 00 Partnership for Safe Families 57,312.00 Total 494,834.00 249,701.00 '00,000.001 In -Kind Support FY12 FY13 FY14 ServicesNulunteers 315,284.00 304,773.00 202,068.00 Mateiia] Goods 5,300.00 4,030-00 3575,00 Space, Utilities, etc. 34,728.00 27,468.00 28,170.00 Other 78,828.00 87,562.00 83,589.00 Total 434,140M 423,833.00 117,402.00 Grants FY12 FY13 FY14 *Grants - please itemize 1,822,160-00 1,497,026.39 1,410,000,00 USDOJ-PrajeclSafeAeigh 25.393.00 11,053.00 000' USDOJ Second Chance 57,457 00 2,29382 0.00 HUD-SarpportiveHoueing 56,792,00 60,00000 60,000.00 Volunteers In Service-VISZ4 163, 046.00 48,679 571 0 00 Foster Grandparent Progrmn 134,435. 00 130, 000 00 130, 000.00 AtneriCorps 371,611.00 370,000.00 370,000.001 lowo Dept gl Public Health 100,440 00 100,000.00 100,000 00: Lorca Dept of HeimanSer-vices 637,98600 500,000.00 500,000.00 United Way of Eaat Central Iowa i 275,000 00� 2 75, 000 00 250,000.00, Total 1,822,16090 1,497,02639 1,410,000.00. 0 2013 e-CImpact.corn ; c i .,, •un.�ni7•: C .f ..,n< ;"4 r s „��..,m A% --on wr - L w--h One Reach One ArneriC:orps pipgrarn Form D: Performance Measurement Effort Ouanti0 d of Clients Description: How nntch v ill you do? (Nurnber,l i-e. l urstlaknts served Measure: 125 Clients kill sec erne experiential jub training Qualitx Client Common Measures Iratlo) Description: How well >viliyou do it? (iN) i.e. student teacher ratio Measure: 100% of olfender clients will be supervised and provided rnentoring supports vthile performhag cornnnsni(y- service projects {ArncriCorps member-gffender ratio is approximately 1: 6). Quantin h ofdctivities Descrq?rion: # ol'Activites (Bi type) i.e of classes offered Aleasurc: 160 cornrnunity service projects will be completed. Qualify: Activity Specific Measures (ratio) Description: flow well will we de, it7 iuo) i.e. percent uJ stafjbwith a training <trtifrcate Mcasarrer 75% of community service projects will he meaningful to chents- Effect )ralitt Change in Behaviors or Condrnons (Ratio) Description: Ubat is the yualrtA of change in Behavior ar Condilioa) r%) Changes in Knit ledge, Skill Level or Attitude, r.e. pert en ofstuderats that gradarate on time Ifeasurc: 250% o}otjender-s iarll se(j-report continued corrmiurritt >crvice once ujfofsttpervivtan. '7,'=uS5FPM'_, '2013e-Clmpactcom Pp.e`�of 6 t'.'! .LI.LI, CI"l 1; 11 ' r t111 I I 1 r. FY15 Joint Funding Application General information Agency Name Executive Director Name Board President Requestor Phone Email Address Website Crisis Center of Johnson County l3ecci Reedus Janet Lcfj Bcoci Reedus (319) 351-2726 x 109 hecci. ree-dus�ctjcoriaiscenter. org 1121 (irlhert Ct, loin a CaJ,. , 52240, U-SA- t+nnnn jCc�isisccnter_ org Agency Mission Statement Tha Crisis Center answers in a nartjudgmenKal and caring wiry 1�1wn a person avks for 0?r0t7on171or material supporf in Johnson County. referrals. In addition, the C; ista Center xvorks eollaborativelt faith needs. Number of Years in Operation 43 Year Org Established 1910 2020 Vision Goals for the Common Good Please indicate Goalr.) that vour agency supports: Income Yes Education No Health Yes United Way Request for Funding United Way: Request for Funding FYIS 117,300 Total Budget (United Way) 1,010,1-53 United Way: %ofTotal Budget Johnson Count} Request for Funding Johnson County: Request for Funding FY15 & 16 ,7S,?20 'total Budget (Johnson County) 1,010,753 Johnson County: °/n of Total Budget 7.44 For funding from Johnson County, please indicate category(s) that best describe your service areas: Services that enhance family and child well being A'o Services that provide for basic human needs such as food, shelter, safety, crisis intervention Yes Health Services Iowa City Request for Funding Iowa City: Request for Funding FY15 Iowa City: Total Budget NO 49540 1, 010, 1753 0 2013 e-Clmpact com Iowa City: % of Total Budget 4.90 Coralville Request for Funding Coralville; Request for Funding FY15 7,000 Coralville: Total Budget 1,010,7�3 Coralville: % of Total Budget 0,69 Agency Information Please complete the Salaries & Benefits chart for cntrre Agency (Form A), rn addition to the questions below. 1. "'fiat 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 Cl uis Center'r Crisis Intervention progr am stabilizes the emotonal well-being a/ Johnson Coutal, residents and specializes in suicide prevention, intervention and postvention- .116st Crisis Intervention contacts arc s%elcing emotional validation and/or the ability to decompress from a crises event Commonprompts include mental health issues; micas frrom relationships, vvor'kor school; frustration over a lack ofaccevs to helpfkrl resources; and isolation. Mental health issues shut In in Crisis Intervention contacts lnchrde depression, ainiety, paranoia, personality disorders such as emotional intensity disorders, post iroumanc m ess disorder (PTSD), obsessive compulsive disorder and schizophrenia Crisis Intrrvention clients are often IkUllott with yymptonis ofthese issues that may include addiuive behaviors, eaten, drsor-ders, scit' Ion'rn, and thoughts of suicide. Stress is a loss defined butjust as debilitatingfactor ,Ior clients. Dare to stress, norinal coping mechanrsins can become inadequate, escalator life events into crises Clients often struggle to find and identify scnices that are available to help in their sinration and where to access those services For all of these issues that pre, ipoate crisis, isolation often aggralatcs the severity. Many individuals are from rural areas or have physical limitations that prevent there from being active members of their eomisizinity The Comminute Intervention program focuses on improving the county's awareness of and abilio) to respond to individuals in crisis, ocludrrrg suicide awareness and preventeort critical incidences in workplaces or neighborhoods, and natural disasters such as tornadoes and floods, Z'he Food Bank program addresses food oisecurity� which is defined by the (IS Department of Agriculture as "consistent access to adequate food is Ihnited by a lack ofrnonev and other resow ces at times during the year. ' Feeding America estimates that I8, 480 Johnson County residents wdl suf%erfromfood insecairiry in 2013, an increase of I,SlO since 20l (. Children ender the age o,f18 make- rip 3,920 of the 2013 county total. Although food insecurity is harmful to any individual, it is particularly devastating among children due to their increased vulnerandary and the potential for long-term consequences. Sever -al studies have demonstrated thatfood insecurity impacts cognitive development aniongyoung children and is linked to poorer school petformanee. Other data show the health consequences offood insecw ity among Children, including increased illness and higher associated health costs. Ito rural areas at Johnson County, it is more difficultfor children and adults to accessfood The Emergency Assistance Program responds to household financ wl crises. Iligh housing tests and the widening wage gap drive many Johnson Conan, households to live from paycheck to paycheck- 4n unexpected loss of income or household expense can create an anergern yfinuncial siluanon that puts housing -related costs at risk, Research shoiss that tel of utility .seniccs is afrequern cause for relocation to other shelter or even to homelessness. The reasunssfor see king services from the Food Bank and Emergency Assistance Programs are similar Approximately half of our clients hour been unable to find ajob or experienced a change in emplovinent that neay include termination, layo/for hours reduction. e1pprosisnately one fourth of our clients report they receive SSDI income as their onl v source of income. Approrineatel'i 15%ol'our clients have been seriously a/fecte-d by a natural disaster (fire, flood and wmade). other cornrmon characteristics include medical problems, domestic violence and unpredictable temporaryjobs. _ _ =I PNl 2013 e-Clmpactcom _ pee �r 2. List and describe the programs and / or services of the Agency that are provided to Johnson County residents that address that need. The Crisis InR°rvcrtfrorn program is stalled 2417,365 and is available to all county residents. Seveets include the 24-flour Crisis Line, a phone -based hotline, IosvaCrisei Chat. or", an online crisis intervention option; and Walk-in services. Through peer- counseling piovlcied prirnar-ily by highly trained volunteers, clients are uflered emotional support comfort, and collaboratively generated solutions in an effort Ili improve mental and physical health outcanes in Johnson County, Active intervention is conducted when lethality assessment suggests an individual is in immediate danger a? poses threat to others In Person advococt for a suicidal person seeking medical intervention is provided. Information and referrals are ojlercdfor services that are available and ran be ac cessed locally to help in a chent's situation, and are also available online via a searchable database FY13 contacts totaled 12,453, with 8.737 calls to the 24-How' G tses Line, 1,878 Crisis Chat overact ions, 1,490 calls to the National Suicide Prevention Lifeline, and 348 walk-ins. Of e ac these, contts, 8,344 w� 6706 respired counseling and 1,375 or 11 oo were suicide related. There were 37 suicide -In -progress contacts and 35 that required active intervention ('police voil, ambulance, ete.). The online hybi-mahon & Referral Database had 2,455 Pagel iesws. Convilunin Intervention programs insure Johnson Countv is well it jormed about mental health issues, including death by stoc ide. Services Include a nnundhly support group lhat provides a safe ainosplaere,fin people who have lost a friend or loved one to stucide,- suicide prevention trainings such as Question Persuade Refer (OAR,, and Applied Suicide Intervention Skills Training (9SIS'T), presentations about crisis intervention related topics, Critical Incident Stress A4anagement (CISNI), and consultation and/or all materials to school districts, colleges, lane enforcement, social seel4ces, churc hes, businesses aril orgaruzahorns. When Johnson County suffers a ,natural dns<u1er. Cite managernenl and emotional support is provided to affected household7. FY13 contacts totaled 1,453, with 87 participants in the Suicide Survivor's Support Group, 903 participants in trainings, and 463 tin other cominurory pi cse-ntahons and activities. During the flooding in spring 2013, four (4) affected households were assisted The Food Bank supplies county residents with both perishable and non-perishablefood items, babe items, hygiene and cleaning products to Increase thepercentage gl'indi iduaL lino eat a healthy diet Households can visit tine food bank once a week and choose items appropriate for their dietary needs as well as other supplies. FY13 household vtsiu totaled 46,598, with 11,679 unduplicated nehitduals served, 38` 6 of those under the age ofl8. The average household had three (3) mennbers_ On m+erage households visited the In 10 tunes during 1, YI3, 1'he comnnunity donated 801,400 pounds of food and bents to assist this progr-ann. The Bnnergency Assistance program helps wish situational gaps behveen wages and, 02,1 of hying as a means ofpromoting financial stahilm, County residents can seek limited financial assistance to maintain of obtain housing, utilities, idenujication, bit th certiiyn aces, preserrptimas at mmor car repair. Individuals who have found work but cannot afford itenns needed to begin thejob, such as work hoots or wnijorinu, are helped Otheservices include cloaniug and household item vouchers provided by Goodwill and the Cron�ded Closet, bus tickets received inondsiNfrorn the City oflowa City, a smmnertime box fan distribution; and information and referral. FY13 assists totaled 6,513, with I,OIOf r housing or utilities, 165 to obtain IDs and birth ceracates, 24 for prescriptions, 46r foeve erans/glasses, 4 oar repairs, 96 for work related itenns, 2,866 vouchers and 1,584 bus tickerrs distributed/ and 718 households who received a box fan. Client Information Please complete Cliern Demographic (Form 8) in addition to the question(sj below. 3. Provide a succinct, specific description of your primary target populations(s). Describe clients as a group in terns of their needs, a equirements, and strengths. The Crisis Center's vision is that every individual in Johnson Co niv has support in a time ofneed, Tins describes the target population for our services. Crisis strikes at anti age, every ethnicity=and to all nnome levels_ Accordingly, our clients are from all walks of life - Inn most cases, a simple intervention or shortperiud of support allows clients to identej their of+n potential to improve theh- emotiornal well-being node? stabilize their physical situation. Among all at The Crisis Cerner's programs, a common client strength is the ability to recognise and seekout assistance during their tine of crisis. 'u _.. 1 PF,f i,'3T 4D 2013 e-Clmps ct.com r P.f..c Financial -Management You must complete the historical Balance Sheet Form Cl and the Budget T orrn C2, in addition to the questions below. Below, you will only need to answer the questions for the entities from which you are applyingfor funding. 4. In detail describe the Agency need for funding from: City of Iowa City Tht Cr ilis Center is r-equesnng a conimuation of fending from Iona City it no increase, for sales i- assistance and operating support of the Crisis 1nicivenHon, Food Bank and Ennegency As srstance pragrains, FY13 Crisis Intervention, Food Bank & Emergency Assistance clients for whose address information nas captured numbered 10,701 in lovn, City, or 774, ofthose clients with identyled addresses he Johnson County. Geographical location for a. significantportion of Crisis Intervention clients cannot be established due to the sensilive nature of the contacts. The Impact of tile City of lowa City's support is demonstrated, for example, in the Ernergenc-y Assistance Program where $?8 252 was provided to residents of Iowa City to help them avoid utility discomteclion and/or eviction in FI73. Of that amount, $19, 853 was paid directly to the City oflovva Citvfor past due water bills. 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 includesjobs, housing and services for low -moderate income persons. 'Tell us how the agency (or program of the agency) specifically addresses the goals cited in the 2011-2015 CITY STEPS Plan (www.icgov.org/actionplan, pages 91-94). Pr eventing homelessness is a Ivey goal for the 2011-2015 CITYSTEPS Plan The Crisis Center Eniergenep Assistance program is one existing program in laioa City that is du ectly leering the goals of Objective A —to assist low-income households in maintaining and retaining their existing hoarsing. Our Food Bank program helps families reduce costs by providar; supplennenlalf sod and other Items, which strewhes household budgets to Cot el other expenses Our Crisis Intevention program enables individuals in crisis to better Dope, leading to improved outcomes at school, work, and at home, 7'he Crisis Center offers Its own conorrumn of carefrom motional well-being to physical health to stable housing. 4b. Tell us how your agency (or program) addresses the established priorities in Iowa City's Strategic Plan? Please identify the priority(s). (wwvv.icgov.org/strategieplan) loll (I cay's S'tralegic Plan states ",- the City lit l apply CDBG and HGAIEfunding to activities that will directly address thele? Cl cotton of honrele-ssnese Marcy ofthe activities undeitalven by human service organizations (funded lly CDBG, Aid lu Agencies are other sources) sire designed to prevent homelessness Public Jaulkiev funding is allocated to several service providers whose mission is to assist persons who are hmneless or providing .vel vices to prevent homelessness. " 4hen inaltlAals don't make a living wage or eepernene e d lfculties making ends meet, a single unexpected e.epence or dip III 111Came Carr result irr financial crisis. People can be forced to choose beflacen basic ne,,ssitiee - rent or utilities. transportation w childcare, heaRharre or food 11as ing a unit turned offdoea'rn'l just mean no elecrriciiv to cook orwater to shower, it Carr be the first step for a family to lose their housing. The follciting oute ones were determined from Emergency .4ssistanee program data in calendar years 2009 - 2011_ `51 °o of households recc cd only one Ed assist iv ithin the three-year period - "The majority of clients, 72% offamilies, used the EA program only once or- livice hr that time 84% used the Einergencl Assistance program three orfewer tunes within the three-vearperiod This indicates that the majority of our clients benefit strongly from the E,1 program, it allows them to live .securely for a year or more before needing aid again. liven more remarkable, 94°6 of families, from 2009 - 2011 were able to remain in their homes between visas to The Crisis Center after receiving a one time $100 (on merage) assist 5. In detail describe the Agency need for funding from: City of Corafville The Crisis Center is requesting restoration offimding from the City ofC'orah dle to the 1,'YI Z level of'$7,000, for salary assistance and operating support of the Crisis Intervention, Food Bank and Emergency Assistance programs_ FYI Crisis Intervention, Food Bank & Fmergency Assistance clients for whom address information was captured numbered 1,933 in Curateilfe, or 14% of those clients with idenitfied addre-•sscs in Johnson Coionr Geographical location Jbr a significant portion of crisis Intervention clients cannot be established dare to the sensitive nature of the corntacts_ The impact of the City of Coralville's support is demonstrated, for example, irr the Fmergency Assistance Program where $16 447 was provided to residents or Coralville to help lheni avoid utiali drscuru sedan and/or eviction in llY13, Of that mnoimt, $1,623 waspaid directly to the City ofCot alvillefor water bills. �-_ _ d b. _8T 9 2013 e-Clmpactcoir ,npc.l sir '5 6. In detail describe the Agency need for funding from: Johnson County Zhe Crisis Center is requesting a contanuation oflundingfrorn Johnson County ii uh no increase, for salai v assistance and operatingsuppor4 ofthe Crisis Intervention, Food Bank and F,rnergencv.Assistcunce programs. FY13 Crisis Intervention, Food Bank & Finergenev 4ssistance clients for whom address information wcs captured numbered 13,982 clients smith identified addresses in Johnson County, 1,348 of whom lived outside oflowa Ciry mad CarallUlu, The impact of the Johnson Countv Board of Superni_sor's support is demonstrated,, far example, in the Emergency Assistance Program in h`Y13 76 aioid utility disconnection and or eviction, $78 252 was Frovided to residents oflowa Ciry, 516,487 to residents of Coralville, S9,906 to residents of North Liberty and $2,01 ? to residents oj`other communities (Hills, Oven d, Lone free, etc.) in Johnson Count}. 7. In detail describe the Agency need for funding from: United Way The C isis Center is requesting a 2°1,o increase in finzding,fent, the Untied Way ofJohnson and Washington Courtie.s. Phis increase, which totals $2.300, will help address escalating costs associated imitla operating the' Crisis Intervention, Food Bank and Emergency Assistance programs, S. kN hat public entities has your organization sought funding from in the last year? The Crisis Center sought funding from the Cily of lows City through the US. Department o'/ Housing and Urban Development's Community Development Block Grant (CDBG) and HOME bivatment Pa'tnerships (HOMS) programs as ivcll as the Federal Emergency Management Agency far the E7nergem v Food and Shelter Program (E'b'SYi for food Purchases. 9. From who do you receive ongoing funding'? The Crisis Center receives both an alluaanon and designated ¢mdsfrom the United r➢'al, ofJohnson & Washington Counties. Annual funding is provided be Johnson County Bloek Grants, the City oflowa City Aid to .agencies and the City of C a-alville, The Universaje oflowa Student Government and Executive Council of Graduate and Projessional Students provides $17, 500 in annual funding and a $250 annual stipend is provided by the National Suicide Prevention LhMne. 10. If the local 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's programs are positioned to help achieve the United Kav ofJohnson & Washington Counties 2020 Vision, Goals far the Common Good, as well as the strategic plans ofJohnson County, the City oflowa Ciry and the City of C'oralville. Wallout our see vices, residents will be less emotionally andphysically stable. Some will utilize other, often tunes Prone- costly, Public and private services such as increased police and sheriff calls and trips to hospital emergency rooms- Food insecurity will affect a greater number of residents. Families will belaced choosing between bnn-ingfood and pa}dng for other household costs. The number of disconnects,from utthrj bills will increase as well as evictions, which could lead to increases in homelessness among Jolmson County residents This funding request will help with operating expenses and maintain the minimal number ofpaid .staff who coordinate our programs. The Crusts Center is able to meet the needs ell Johnson County residents 24 hours a day, 365 days of the year, through the assistance of350 volunteers provtdingservtces .such as crisis and chat counseling; food assistance, emergency assistance interviews and march more. In FY13, volunteers donated 35,884 hours ofse-ri ice —The Crisis Center would nerd to hire 17 25 staff to replace what volunteers provide in hourly help to the organization_ A loss in fimlling will result in lose ojservi, es to the residents of Johnson County. Staffpositioas world be cut oreliminated, less s ohunteers could be trainedJ'or providing services and a reduced number uj services would provided overall hp the agency. 11. Do you have a fee structure for services? If yes, please explain. The Crisis Centel doe_, not have afee for eervice sin ucture /a/ the Crisis Intervention, Food Bank and Emergency Assistant programs- Community Intervention programs are made available to the public for free, however some tramingprograns do have a dire, r cost per- participantfor training materials. 12. How will loca➢ funding help leverage other revenue for Agency? The Crisis Canter does not currently use local funding as a matching funds source jor any other revenue but may do so in FY15 & FYI6, However, the c redibilav and accountabihiv that is established through the support of the United lt'cry of Johnson & Washington Counties, Jolmson County, and tine cities alowa City and Cara/i rile does leverage a tremeadutia amount of community support, totaling nearly 60% of our annual operating budget, for The Crisis Center 12a. If other funds are currently being leveraged using Johnson County Black Grant funds, please identify the source of funding, dollar amount leveraged and the purpose of the funds (service provided). Not applicable. ^''-1,. :24PM."' ©2013e-Umpactcom F ri `:of75 Agency Accomplishments Ito United W'a}and Local Governments work toxvard rnaking our communih%a betterplace to five. Through the 2020 }'islan Goala,for the Common Good iv e n �l meastire our proomess towardv improving community conditions. Please complete the Peforrnance Measurement Form (Form Dt in addition to the question below. On Form D, please provide the Perfonnartce A4eastrremerus that will be used by the Agency tc, measue results of services. Yoir need to enter projected outcomes, not outcomes that you hale alreadv achieved YOUR APPLICATION ffILL NOT 13E COMPLETE UTHOUTFORK-fD. 13. Please provide specific outcomes/performance measures your organization achieved in ItY'13. flow are peoplelconditious better because of the services you provided? 78 %o of cueveyed Crisis Intervention clients reported that interaction it as hefpfid 66 %of scaveved Crisis Intervention clients reported feeling better about their situation attcr intervention 79 °o of suicidal clients developed a crisis plan during intervention 56 Y'o of Suicide Survivor Support Group participants reported feeling toss alone 54 % of .7ohnson County Suicide Prevention Coalition members reported that their agency is better able to respond to suicide cr'i,ces 91 % of OPR participants reported increased knout ledge of suicide warning risks 79 of Food Bank clients reported that their visit improveed theirfood insecurin, wmaton, i.e., Me3had enough food to eat 94 % ofEmergcngy Assistance clients maintained housing because offinancial assistance ;4 PM agf © 2013 mClmpactcom P3Qe o of 15 ( Ii%is f'crl.r of john,an ( Wt rs. FYI Form A: Agency Salaries & Benefits Phase provide the information far employees in your agency, Ijrou do notftnd the position on the list please add the position in the 'other"section. You will be individually add positions in "other" eate3ory. Please indlcate iJ the position has paid Lave, Health Insurance or -Retirement Ly plaving a %" in the boA ifthe position receives that bone/t. Please provide the information fwr employees in your agencyfyou do not find the position oo the list, plecese add the position in the "other" section }'"on will be mdlvidually add positions in "other" categori Please inobeate if the position has pad/cave, Health Insurance or Retirement by playing a 7" in the box if the position receives that benefit - Position Paid Leave health Ins I2etiremen I Plan Average Salary FTE (Last Year) FTE (This Year) FTE (Nest Year) � Execuuve Director / president CEO 1.00 1,00 1.00 69,905.00 75,19000 77,445,0Oi Director of Operarions /COO Director of Development 1.00 1.00 1.00 55,018.00 56,910-00 58,617,00 IPmgram DIIeCCOr/ Managcr 1,00 1.00 1.00 42,880.00 45,776.00 4",149,00, Director of Community Intervention 1.00 1.00 1.00 50,35SCO 59,220.00 60,996 00 Assistant I cacher Admini,trative Assistant Advocate Assistant Coordinator Assistant Directot Business Manager 1.00 1.00 1.00 38,04400 41. 14.00 42,759.00 Case Manager Clerical Staff Clinical Services Manager Director Clinical Support iMaintcnance / Repair oCfioc Assistant Program Coordinator Rcccptionis't Services Coordinator Transportation lvlannger / Director *Other 6,00 6.00 Z00 000' 196,627-89 219,617.01 22ti 205.75 Program Coot. Chat too 1.00 Job 35,49015 36,55486l 37,65151 Program Coar, Cl 100 1.00 1.00 35,330.09 36,390.o0g 37,48170 Program Coon. FB 1.00 100 1.00 33.947.88 3496632 36.015 31 i Program Cow. EA 100 1.00 1.00 38,38957 39541.20 4D,727.44, Developinerat Coorduurtnr 100 LOo 700 19,00000 36,660.00 37,75980 ,;+ Ct 2013 e-Clmpactcom r I, , 71 S FY15 Form A: Agency Salaries & Benefits Please provide the infortnation for employees in your agency. Ifyou do not find the position ort the list please add tole position in the "other"section. You mill be individually add posinons in "other" calegorv, Please indicate rJ the position has paid leave, Health Insurance or Retirement by playing a 7" in the box if the position receives that henelit. i Position Paid Health Ins Retireinen Average FTE (Last FTF (This I FTE (Next 1 Leave t Plaiij Salary Year) Year) Year)' Couanunicatiorm 100 1.00 1.00 34.461.69 35,49575 36.56262 Coord%rlator A11 Aright Workers 63 100 8.37 8.87 9.3i hr:snek � Fotal 11 11 12 0 458,832.89 498,227 513,171.75 ,.- - I,,-CFT ©2013e-C Impact Qum a4,;3,p y FY 15 Form B: Agency Demographic Provide the.Agcncy surnmury of clienle coved during last two yearn and one projected year. If) oi4rAgency does oot have a cltient count for czrry ajthe categories, plcczse enter 0" in that hoa- DO NOT LE.AY iF.-INY BLANK. (urlduplzcated oliem count) - FY 12 FY 13 FY 14 Information/f-ducation Provided 1,357 2,924 2,700 llireet Services Provided 61.371 67,349 71,170, Total 62,728 70,273 73,870 Gender FY12 FY131 FY14 Male 5,427 9,567 9,681 Ferrate 5,891 12,737 13,081 Ethnicity FY12 FY13 FY14 Ilispanic 2,428 2,678 2,775 Slack 3,408 3,728 3,875 Caucasian 4,481 4,813 4,711 Native American 88 79 71 Asian 199 282 314 Pacific Islander 9 10 10 Other 703 775 -80 'Total 11,316 12,365 12,536 Age FY12 FY13 FY14 0-5 1,758 1,690 1,657 6-17 2,716 3,708 3,901 18-29 2,526 3,738 3,789 130-61 4,196 5,265 5,380 62-75 330 393 411 75+ Years 76 851 87 Geegraphic Location FYI FY13 FY14 Johnson County (Combined, unduplicated) 10,326 13,9821 14,073 I Iowa City 7,593 10,701 10,983' Coralville 1,549 11933 3,007 '.North Liberty 611 572 -af V 7- t5 2013 e-Clmpact com .•a,r. ( �.i;., ( :nt: Inls " 1, Comm FYI Form Cl: Historical Balance Sheet (1.r ofrlger¢cy's fiscal year-endJ The awo-calcadanun on thisjorm totals the columm in the section after the it formation L saved In orderfor any of the entries to dechrctfrom the trial, the member must be entered m as a negative rzwnber, using the "-" Symbol . Current Assets FYI FY121 FY13 Cash 206,121.53 172,456.41 555,161 05 Investments 415,086.63 419,26726 573,723.58 Receivables<90 days 0.00 200 0.001 Total Ciarcnt Assets 621,208.16 591,723.67 1,128,884.60 Other Assets FY11 FY12 FY13 Property 761,834.87 809,084.87 809,084.87 Equipment 207,467.75 213,61 L69 213,611 69 Less Depreciation 440,429-19 478,227.51 478,227.51 Receivables%90 days 0.00 0,00 0.00 Other (describe). 0.00 0.00 0.00' Total Non -Current Assets Tota Current] Assets 621,208,10 591,723.67 1,128,M4,60' .Total 2,030,939.97 2,092,64774 2,629,808.671 Current Liabilities FYI1 FY12 FY13 Accounts Payable 0.00 0.00 0.00 'Payroll "faxes Payable 0.00 0.00 0.00 Contracts Payable 0_00 200 0.00 Mortgage Payable 0.00 0.00 0.001 Total Current Liabilities 0.00 0.00 0.00 Total 0.00 o.00l 0.00 Other Liabilities FY11 FY12 FY13 Mortgage Payable Balance 000 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) 1,030,939,97 2,091647.74 2,629,808.67 Liability + Equity 2,030,939 97 2,092,647.74 2,629,808.67 M Z 2013 e-Olmpacrcom FA4e ''- of " ' I! IC ( r'!C!. GI luh::-i q! t.'L:'P1 FY15 Form C2: Agency Budget Please complete ALL, information. If there is an hem that does not apply to your budget or the value is zero, you MUST enter a 0" in that bar- DO SNOT LEAVF,4.VITE.lf BI„ W The columns have auto -calculation, but it does not auto -calculate until the information is saved. Please .save information often to activate the calculated fields, I'or the items that require itemization, C IwA the linA to enter sper ilic trformation in the itemizotionform, Budget Vype Indieate ifBudget is: 1 =Agency Level Agency Revenues FY12 FY13 FY14' t-Um1% ille Funding 7,00000 -1,000.UOI 7,000.00 Iowa City Funding 40,000A0 40,000.00 38,000,00 Johnson Canty Funding -5,220.00 75,220.00 75,220-00 'L1WJC Allocation l li,()OOM I I5'000.00 I I5'000.00 UWJC Designations 24,504.00 24,780.00 25,715.00i 'Grants-Fcderal, State, Foundation 59,574.00 116,500.00 50,300.00: Membership Dues 0.00 0.00 0.00 Fees for Scrvices 170,00 0.00 0,00 Sales to the Fublic,r( ontructs 0,00 20,000.00 3,000.00 Fundraising Evcnts 172.417,00 218.750.00 287,000,00 Contributions Donations (including in- kind) 298,647.26 543,500.00 320,000,00 .Intarest and Investment Income 5,258.76 0,00 953.00'*Other 125,584.64 79,975.95 88,565.00 Total 923,375.66 1,235,725.95 1,010,753.00 Expenses FY12 FY13 FY14 'total Salary and Wages 453,549.33 578,958 22 574,70230 Benefits 58,695,99 69,474.98 72,322.46 Administrative 0-00 0,00 0.00 Occupancy 40,136.51 50,049.77 40,000-00 '.Other 383,496.25 335,574.37 395,08024 Total 935,878,08 1,034,05 1.34 1,082,105.00 _ u 2013 e-Clmpact.com FY15 Form C2: Agency Budget Fund Balance FY12 FY13 FY14 Revenue 923,375.62 1235,724.97 1,010,753.00 Carryover Balance From Prev Year 57,964,30 45,461.84 247,129.47 Total Operating Balance 981,33M2 1,281,186.81 L257,882.47 Less 'rural Expenses 935,878,08 1,034,057 34 1,081105.00 Ending Fund Balance 45,461.84 247,129.47 175,777,47' Less Restricted Balance 0,001 0.00 0,00 Carryover Fund Balance 45,461.84 247,129.47 175,777.47 Bd/Donor/Funder Restricted Funds FY12 FY13 FYA4 Bd/DonorTUnder Restricted Funds - please itemize OAO 0.00 0.00: Total 0.00 0.00 0.00 In -Kind Support FY12 FY13 FY14 Serviees/VDlunteers 551,005,56 560,000,00 600,000.00 Material Goods 178,572.75 200,000,00 205,000.00 Space, Utilities, etc. 0.00 0,00 0,004 Other 0.00 0,00 0.00 Total 729,578.31 760,000.00 805,000.00. Grants FY12 FY13 FY14�, *Grants -please itemize 38,477.00 40,045.00 10,500,00. CFJC' 3,432.00 5, 009.00 6,50000 JP Morgan 30,000 00 30, 000 001 000 EFSP 5,04500 5, 045.00 j 4.000.00 1 Total 38,477.00 40,045.00 10,500.00 .. _1 .. _ (D 2D13 e-Clmpactcam 11 K C.�20!de 1 1,1 ii]'.;On l c�oi'� IG:.. inw:rt� inl.�•: rn4 pll isi�Dfli81Y! Form D: Performance Measurement Effort Quality Activity Spec fie dlea.twes (ratio) Desen-ipdon: Hoie well will we do W (0/) i.e. percent Of staLft with a training cent sate Measure: % of AS/ST participants who would recotnntend the training to others Measure: 70 ofQPR participants who would reconnnend the training to others Quahtyr Client Common Measurer (ratty) Description.- flint wv71 will you da it7 (°oJ i.e. shtdent teacher ratio A-fecrsure: % ofASlSPpartrc rpanis who ugrezd That the trainers e-ncourage parliclpatlon and respeued Their r-espmtaes during training tVleasur'e % o%QPI2 participants tivho agreed that the trainers encourage participation and t expected tfzeir responses during training Quantity # "f Activities Description R of Activites /By gye) i,e # of elosser offered Measure: T 0 AS1S2'truinings provided Measure: # ofQPR ntainings provided Qarantity:- U/Clients Description: How much will you do? ("Number) i.e # ufstudents sewed Measure.- # gjparticipanis in ASIST trairair¢gs d-feasur'e: #of participants in QPR Irainings Effect Quality: Ch nige in Behaviors or Conditions (Ratio) Description: What L the quality ofchange hi Behasdor or Condition? (%) Changes in Kuoilledge, Skill Level or Attitude, i.e. percent of students that graduate on time ll9ensure: 6 ol'AS1S7'parucipanis itho reported feelirng better prepared to handle a suicide crisis than before the Owning Measure: % of QPX partiudpartts n•ho reported an in, r, eised lwowledge of suicide roc,ping signs after completion — Pleure Select — Description: — Please Select — Dcscription' .11'c714-k _"" Q20^3e-Clmpadxom Faze'3c`15 (.i r. •!r.ar,.I I, •hn s_-n t. u7•is i_n,.> Inicnrm1. ••r 1Cos Form ID: Performance Measurement Effort Quality: Activity Specific Measures (ratio) Description: /Iow we11 will we do it? ('%) i.e. percent of staff with a training certificate Afeasure: l rifcallers who feel contact was helpful Measure: % ofchat visitors who found the chat specialist helpfid N/easure: % of suicide support group participants rovho felt supported at the group meeting Qzralityr Client COrnn?on Measwres (ratio) Description: NowTeell will you do it' (%) i.e. student teacher ratio Wcam? C, % of volunteers who have suc c essfully aumpleted ASIST training Quuntfty: NofActivuies Description: # of AetfvIles (BI tipe)i.c #ofclasses g/ered Measure # of suicide related calls answered Measure.- 8 gfsuicide related ehals answc=red Nleana er 4 2f suicide survivor support groups held Quantity: #gfClents Description: Ilow rmah will sou du? (Number) i.e. # ofstudents served Measure: b' of total crisis intervention programs contacts answered Measure: # ofnew volunteers trained Measure: Rofsiticidesurvivor supporegr'ouppm1ticipants Effect Quality; Change in Behaviors or Conditions (Ratio) Desks spoon: What is the gttalitp of change In Behuvior or Condittoo? (%) Changes in Knowledge, S&0 Level or Attitudc, i.e. percent ofstudents that graduate on time Measur e % o1 engaged chat visitors srtrvC ed whose Moad ineproi eed after the chat Measure: % ofclients on counseling calls who report feeling better about their. situation after the intervention Meumtre °o of rtaridal clients who detielap a safer}plan during intervention Mcmrn'e: % o/ clients surveyed during follocn'-up, who report they used skills plan r/r esources developed in a previous contact to help them cope with theirsimation — Please Select — Deseriptianr 3 'a PM 9S` Cc 2013 e-Clmpact com ua dt 1a c,: ,•,. , Ccos:r+ ,YIV".11t 2n11 : qut 11AE. k A nd t 11k9$e q; ,.Igi_ C �FRQFr Ol Form D: Performance Measurement Effort Ouallty Actirlry Specific il9easatres (ratio) Description: flaw well will we du it? (%) t. e, percent of staf/ovith a training cerzifcate Measure: % or Emergency ASSIst[Znee clients surveyed who report that the financial aystsfanee nns helpful Mcasure: io of volunteers who report that the Training they ree2ived prepared them Jbr working in the Food Bank Quality" Client Common Afeasures (ratio) Desrrtptton. How well will you do it? (%) i.e. student teacher ratio Measure us of clients surveyed rating types offood available as good or very good n Aleasin e �� of clients sineyed who say the Ice'l r espected by the vulumeers Quantity: # yfAein illes Desc-urphon: t, of A, tivties (Bvt}pe) i.e ',ofclassrs o(/ercd Measure: i) ofpounds offood distributed Measure: i? ofEmergenq Asststame assists Aleasurr, k of volunteer hours provided to the Food Bank and and Emergency Assistance programs Quantity hofClients Description: How much will yogi do? (gamier) i. e. 'a ofstudents served Measure: $ of individuals provided rvlth food 1l2easzu'e.' n of individuals served by emergency financial assistance Measure: # of volunteers trained for work in the food bank Effect Quality Change in Behaviors or Cundttions {Ratio) Description: U hat is the qualay ofchange in Behavior or Condition' C"/6) Changes in Knowledge, Skill Level or Attitude, i.e. percent of students that graduate on time M ustaC % of clients surveyed who sap they have enough jbod because they use the food bank Measure: % of clients surveyed who sac thev would refer a ftien d m need to the food bank Measure '4i of clients surveyed who maintained housing between unergency jiraanck!! assists 2.1� p•i±21i _.t fl*,e r3r ©2013e-ClmpacLcom Pap'•< p r, I) , A , i„u r, pra;;raat FYI Joint Funding Application General Information Agency Name Executive Director Name Board President Requestor Phone Email Address Website Agency Mission Statement Domestic Violence Intervention Program Kristic Doser Yasmine 2eza1 Krirtie Doser (219) 351-1042 Kristie(a.1 dvipi,m a.ors P.O. Box 3170, Iowa City, lowa, 52244, US'.A, www_dvipiowa. org The Mission of the Domestic Violence Intervention Program isto provide comprehensive suppcirt and advocu, 1, services to vicGns/'surtiivurs, locusing onzrnmediatc and long-term safet)', empo��errnent, dignity, and hope. In collaboration with the aornmunitr, ime strive to end domestic abuse through education a(coionabduy, and so, iai juetice. Number of Years in Operation 34 Year Org Established 1979 2020 Vision Goals for the Common Good Plcase indicate Goals) thatyour ogenevsuppor" s; Income yes Education No Health Fes United Way Request for Funding United stay: Request for Funding F}'15 7Q000 'Total Budget (U nited Way) 1, 35Q, 000 United Way: % of Total Budget Johnson County Request for Funding Johnson County: Request for Funding FY15 & 16 13n,000 Total Budget (Johnson County) 2,700, 000 Johnson County: % of Total Budget 5.11 For funding from Johnson County, please indicate calegory(s) that best describe ,your service areas: Services that enhance family and child well being Fes Services that provide for basic human needs such as food, shelter, safety, crisis intervention Yes Health Services No Iowa City Request for Funding Iowa City: Request for Funding FY15 50,000 Iowa City: 'Total Budget 1,350.000 9t. l 02013 e-Clmpactcom F� �_ Iowa City: % of Total Budget 3, 70 Coralville Request for Funding Cora➢ville: Request for Funding FYI5 12,000 Coralville:'Total Budget 1,350,000 Cora➢ville: %, of Total Budget 0.89 Agency Information Please complete the Salaries & Benefits chart for enth e-Age-ncv ti'orm A), in addition to the questions belon 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.) DVIP resirno to the safety, tramta a idself-sine icnry needs hfvictims ofdornesttc violence providing In safety, .support, and advocacy when vientv's interact with the criminal justice, health and human services systems. D6�IP provides unduplicated direct suppor4 services for victims in a nine county service area (Cedar, Des Moises, Henry, Iowa„ Johnson, Keokuk, Lee, Van Buren: and Washington), All sets mes origlttute out of our Johnson County shelter location, with satellite offices in Lee, Des Moines and FVashingtort Counties. 67% of ow- clients are from Johnson County. Lastyear DVIP served 1481 worsen, men mid children, Of the 1481 served, 795 sought reJiege in our safe shelter. 61'hat would it take to keep you safe from the one person that knows everything about you? They lwuw your strengths, your weaknesses, what you are mostproud of whatyou aren't so proud of: lhev know who you love and who you would pr oteci with yo it own fife 1 hey have legal access to your car, home, and children. They know what to say to shut you asp and what to do to shut you down. They know where tofind you, because they know evervone and 0 eyhnng in pour life. What�i ould it take to keep you safe from on the one persthat knows everything about vou, if they were willing to use emotional and plasical violence to get what they wanted? This is the question every vrctina /ac'es- the reality that the person threatening them has the tools, access and knowledge to accomplish their goals Domesticviolence iru ludes physical violence, sexual violence, threats, stalking and psychological aggression (incluuding coercive tactics) by a current or loaner intimate partner. Intimate partner violence may ceder among coirabnaung or non- cohabitating romantic or sexual par -titers and among opposite or samesex couples. More than one-third of women In the [Inited States ( t5 6% or approwinately 42.4 million) have experienced rape, physical violence, and/or stalking by inintimate partner at some point in their lifetime. Wore than 1 in 4 inen in the United States (28. 4%) has experienced rape, physical violence, and/or stalking by an intimate partner at some point in their lifetime Most of the s iolenee reported by men was phvstcal riolemse, only 2.1 % reported evperiencing stalk-112111 by as intimate partner. Finally, women in arnall rural towns and isolated areas report the highest prevalence ofdontestic violence (22,5°0), as cmnpaed to in is nien (1.>.5°6). Rural svumen repo t sigrrificatttly higher severity ofphysical violence, although pavchologicui abtase prevalence does not differ by rm'aln); Domestic abuse is a devastating crime. Victims experience Post -Traumatic Stress Disorder" emotional trauma, povery and the loss of impornmi relationships In their- lives. Perhaps the must signzilh asl factors affecung victims is it gfsafe housing resources, economic hardship, and healthcare issues as they relate to victimization- Domestic violence ojfects every aspect at a i k tim's life from etnploymerrt, faith issues, their children's education, mental and physical health, familial relationships andgeneral welt -being. Victims huge reporied that ifsafe shelters and domestic violence services did not exist the consequences fur them would be dire: homelessness, serious losser in, luding children, continued abuse ar deah, or actions taken in desperuiiott Domestic violence is also a r-iskfactur in the lives of youth, children, whether they direr tiv witness violence or not, are profoundly affected by the battering of their parent Children grooving up in violent homes often feel they are responsible for the abuse and mqv feel guilty because they think ihey caused it or because they are unable to stop it They mayfeel guilty or confused for loving the abuser or getting mad at the victim- Children rncry be at a higher risk of alcohol or drug abuse, experience cognitive probiems or stress -related ailments, and have dlffrculties in school. 2013 e-Clmpact.corn c„r , t:; 2, List and describe the programs and / or services of the Agency that are provided to Johnson County residents that address that need. DVIP .serves victims ofdonestic abuse their children and non-gttendingfamily or friends. The DVIP 24-Hour Hotline is co ailablef n- crisis intervention, support, information and referral. In the past 9 year DVIP has served elientsfronn 88 countries- DVIP uses the Language- Line with access to mure than 1?0 languages. Lhis service is critical ill Johnson Countv's (Inverse population. Shelter is available to women and youth when staying in their cut rent situation is rno longer safe. Individuals andjamilies star in shelter for cu long as 90 days. The current average length of stay is 45 days. The average length ofstay is up significantly; Just three years ago the average length ofstay was 32 days_ This jump reflects the economic Cavil onrnent we .struggle with, cuts in resources, and our area's lack of accessible, affordable housing, dchoca"I includes both crisis and on -going Support in working with community institutions, DY'IP advocates are members of the Domestic Abuse Response 'team (DART) which worles in collaboration with IC Police and Johnson Co. Atty's office, to improve prosecution. Economic Advocacy usisling victims accessing financial assistance resources, housing assistance and employment. DVIP provides Personal Economic Planning (PEP), a service for' long-range financial plauaing, job preparation and resume development. This service, along with the Life Issues gruilps, ji), uses heavily out securing independence and preventingfzuture violence. Peer Counseling Support is minimally available to adult and youth victims of domestic violence. Support Groups have bee owe a crihk al aspect of DVIP services, because we arc ao longer able to offer one-to-one support as x e have in the past, due to finding reductions over the last ten years. bVe have two types ot'support group - Support and Life Issues. In addilion, we provide support geoaip in hvo languages (English and Spanish). Transitional Horsing, The Domestic Violence Intervention Program Transitional Housing Services pruvkles I ictinn- centered services and housing assistance, including rental or utilities payments assistance and assistance with related expenses such as payrneat ofse, urn , deposits and other costs incidental to relocation to transitional housing. DVIP Provides support ,services designed to enable indivrchrals ivhe arefleeing domestic violence, dating violence, sexist assault, ar stalling to locate and secure permanent housing tf e partner with Goodwill of the Heartland to provide job training services to transitional housing residents and/or the 6Vomen's Independent Scholarship Program to providefun(b, tuition, books and living essentials to Complete in advanced degree_ Youth Services are inehuded in all ofthe piei•iously listed services. The fallowing are highlights sec ues specificto youth affected by do"10tic violence; • Parental Advocacy offers alternative suggestions and supportforf vi dies responding to dif}icult battering generated issues and then' impact on youch family members. Parenting acb ocaeygoes hand In hand m ith daily life in a communal hvmg sinrauoi such as shebt i Our information of parenting is welcomed by many of 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 ageneys strongest assets_ • Support group provides education rind emotional support to youth in areas of concern such as feelings, se/f-esteem, and responsibility r foviolence, anger and conflict management as smell as violence within families. Group uses art, music and movement exercises to explore self-rrpressiun as well as personal accountability and responsibility • Collaborating iwith area schools to help youth stay connected to their school of origin, even while staying inshelter- • Bully Proof (violence prevention) Curriculum D VIP provides prevention and education resources to our community. _].'id PM'ST 2013 e-ClmpacLcom syr , 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. DYIP serves women and inen who are victims of domestic abuse, their children and loved ones. Johnson Cou;7N residents receive support, culvocacy, shelter and education. During FY13, 992 of 1461 clients served were from the Johnson County area..1n additional 371 individuals were servedfront our extended service catchments area, including Cedar, Iowa, and 11'ashington C'oumtiess Finally, 127 individuals from outside our service area received support services. this included otlrerlowa residents ancient of state residents. Local municipal finders (Cities of low'a City and Coralville, Johnson County and Cnded May), local business, faith, and individual donors made up 57% of D1.7P's income in PY13. As stated earlier 674% of DVIP'.s clients reside in Johnson County; this means that 100% of local funds support Johnson County residents seeking domestic violence seillh es. Safetyfor some victims can be an arduous journey. It is commonfor batterers to tack- their victims to the shelters where they have sought safety -}arcing victims and children to move to yet smother community. DYIP works closely with shelters across the state, andsurroundingstates to reaohe these complex safety issues, imhether it is a Johnson County victim needing .safe shelter in another area or a victim from outside our service area seeking sgfe/ ai our shelter. In the latter circumstances, we reA) exclusive(, on referrals from the shelter seivices victims are currently using. Many of the images that corm to mind when picturing o victim of domestic violence are based on social nrvths and assUmptions. Yiolmee ofam, kind is devastating. but add to that the impat r of violence committed by someone you love and oust -certainly the outcome is traumatic and complex, It surprises many to leant that victims do not come to I) VIP wanting to end their relationship, they come because then are hurt, confused and then want then partner to stop abusing thorn The confusion and difficulty conies in the hopes and dreams then set jor4ka in committing to all intimate partner, while learning over time that their partner may not stop using controlling and violent behavior L/Itimately, main vic'tuns learn thet must lease thczr-parhrers permanently to be sa/e. (t is a myth �retirns don't leave, mast do, but amforttnnatety it may take several fries before thou car rennain Indepernderrt ofan abarsive partner. Victims are stranger than mostgive them credit, and certainly resoiucefit! in maintaining as much safety as the,v cart in their homes. Compassionate, man judgmental support is critical Dhimatels, re'sourcer and needs are based on the actions ofthe batierer. Does this victim need shelter in order to be sale? Do they need access to the criminal justice system for protection? Does their life depend on who knows what is happening in their hone? Leaving is the most dangerous move a victim makes, women are 72 Sues more likely to be killed in the t,eo weeks after leaving their partner, than cat arty point during the relationship. the needs and requirements ofbictitns are dependent on then goal and could include any of the following, • Cris is intervention and Emotional Support • Housing Assistance • Criminal Justice Advocaat • Healthcare Assistance • G'naployment Assistance • Support fur their Children * Access to Blental health or Substance Abuse Services • Support from Peers that are Domestic Abuse Smwivors i_. 1': ' 4 , . PM ^ST G2013 e-Clmpactcom a ge 4 i"n Financial Management You must complete the Historical Balance Sheet Form Cl and the Budget Form C2, in addition to the questions below. Below, ,you will only need to answer the gtucstion.s for the entities from which you are applyingfor funding. 4. In detail describe the Agency need for funding from: City of lowa City Fiauhng from City of Iowa Crty iscritical to continue current services jor victims a/domestic violence in Iowa On, In past grant appin aeons 1 have described the precarious funding situation through our state anr(fedetal ftrnders, In 2003 the state of Miwa removed funding for victims or wolent crime from their budget This action clased three Ioica shelters nnmedlately (of 37 program, in the state%. For DVIP the loss was nearly 20% of our budget, apprmeirnately 5146,000 annually. Over the ensuing years, 8 additional shelters have closed or merged in Iowa or 29°y of total services for victims in Iowa. We worked to in, our budget and come backfrom the devastating losses, Yet another (astern Iowa shelter has clased /Cedar Rapidsj_ This closure has had an impact on victims' access to safm in the larger Corridor area - Over the past nine gears, the Iowa Attorney General made the decision to use reserve finds to bolster remaining programs and wz sztccessfull y rebuilt prude of our lost pragramrrring, btrt that luteding ran out ire 2009. In answer the Iowa Legislature has reestablished state funding, but ultimately it is less than 75% o/ the total loss we faced in Johnson County and across the slate dating hack to Z000. We were fortunate that the federal govermnen! increased some fundksg but without Recovery Act Funds, we would have lost a great deal o/'support. %'his corning year we /'ace a crossroads in ser s rces for domestic violence yictiras in Iowa. The lowaAttorney General informed programs they can no longer remlorce funding cuts with revervefunds and with the sign cant cuts seen on the state and federal Level 151,5 million total in lowa - 28% of cta-rent fundbngj we ar o facing regionalization of services this fiscal year. CLcarIV local support has Weyer been more inaporzant. In fact, local fisnding (rnnnicipal and prfiateJ has been our most consistent support for victims services. Furnding is nnecded to keep our shelter doors open,fbr Ihase viUims facing the greatest barriers - im lading high lethulltT Levels andpavcrty, Z'o marntatn critical support serusces that assist vicfirns ns healing from faamna, assessing their safety needs and developing tine skills and resources needed to live independently ofan abusive partner- ..©2013e-Clmpactcom �Agei�I=g 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 Foe low -moderate income persons. 'Tell us how the agency (or program of the agency) specifically addresses the goals cited in the 2011-2015 CITY STEPS Plan (www.icgov.org/actionplan, pages 91-94). The Domestic Violence Intervention Program provides safe shelter; crisis Intervention services, advocacy and support sell tees that help keep victims of domes tic violence safe from onmediate danger and harm. These .services are unduplicated in our nine county service area TFilile residents clients seelcservice-s front DVIF, it is our goal lbr clients to reach the highest level of safety and sell sufficiency possible Ahaintainirrg a Sheller with appropriate facilities, contributes to service provision and our client's efforts to increase sell sufficiency. This goal is supported ky the current City Steps 2011-201 S Iow o City's Five -Pear Consolidated Plan for Housing, Jobs and Services for Low -Income Residents approved the Iowa City Council on December 14, 2009, A critical aspect o,f our scje shelter and crisis intervention support services is providing a saje emironmertt and appropriate iacilitiee fur women andyouth while they move beyond lihtlaLstages of crisis and homelessness to permanent housing. This past year the City of Iowa City. D6IP and Cormneiity Vohtnteers made s i'Mt cant upgrades to our shelter building, ill support of victim safety, Under the City Steps Homeless Strategic Platt, addressing shelter needs of'persons who are homeless is the following citation Expand/Rehabilitate Ernegeney Shelter • Improve and maintain existing shelterf it ilities, • support expansion or addition of jaeililies to meet increased demand • Lxpand staff within existing system to provide improved service. In addition, the City Steps 2011 - 2015 Consolidated Plan also idernlifies vu tuns of domeslic violence as • Persons at risk- of becoming hcrneless- • In need ofseroices to preventhomelessness, Vicluns of domfcr estic Vedencece large barriers to self-suffrcierrcy and permanent housing. U In a 2002 report by the .S. Coifercnce of Mayors, 44% of the cities surveyed identified dorraestic violence as a primary cause of homelessness 92% of homeless women have expenencedsesere physical and/or scsual assatill al some point in their Buss. Other important information and statistics include.' • A lack of alternative housing often leads women to slay in or return to violent relationships. In Abnaesola ill 2003, fur hu'tance, 46 percent of homeless women reported that they hadprevious(y stayed in abusive relationships because they had now°hee to go - In 2003 in Chicago, 56 percent of lumen m homeless shelters reported then had been victbns afdomestic violence and 22 percent stated that domestic violence m is the- zrnmediaze cause of their homelessness_ • Abusers typically use violence aspart of larger strategies to exe'cisepoover and conb'ol over their partners and isolate their pczrtnes fi^om support rtenaorks. Av a resulb a victim of domestic violence will often bare no ac uess ao rnonelr alai no friends or family to rely oil ifshe flees a violent relationship_ • Because a victine of domeslic violence willoften leave her abuser midtiple times before shefinally escapes the violence, she and her children may experience multiple boats of homelessness. • Vony-landlords have adopted policies. such al "zero tolerant e for crime "policies, that penalize victims ofdomestic violence. These policies punish tenants when violence occurs in their homes, regardless of whether the tenant is the victim or the perpetrator of the violence. Lilco marry norrprcjits, we have struggled with funding cuts, and while tile, cur rent ecortonn doesn't cause domestic violence, there is no question we are seeing increasingly severe u'aema and lethalay. I'll afnS are waiting to Ism e abusive partners, because they are afraid there ra%i11 be no lob, rvo safe place to Iive. Rat the women and children staying hi our sheller-we'refrghtung every day to meet their most host, needs -?'.SS - .�Wll CST ©2013e-Clmpact.com 3y„6nss.. 4b. Tell us how your agency (or program) addresses the established priorities in Iowa City's Strategic Plan? Please identify the prioriti(s). (www.icgov.org/strategicplan) Al stated earlier, die Cat oflowa City, DVIP and Community Volunteers made significant upgrades to our shelter In"Iding in support of victim safena this past year. Through a CDBG cnvard, DVIP was able to renovate the kitchen, replacing cabinen.i and appliances that have seen 20 years of service for more than 7000 women and children The award also provided new, more efficient and hmdy flooring zlnoaughout the main and secondfInor ofour shelter. In addition, DVIP coin n tied nearly $l0, 00(11or upgrades to mitigate flooding in our botsernern, something that had become a near!}' annual ordeal (b'Y12 saiv floods costing more than $50 000—out, to a significaw flash flood incident in May 2011). We are happy to report the updates were a complete success — with no flooding at all this past spring, an unusual!) wct season that itould have wreaked havoc on our resources in the past. Finally, Volunteers and local businesses donated their torte and resoan-ceA to repair vgalls, doors, repaint the entire main floor and replace mattresses. Ali of this dn-ectll, impacts the City Steps Homeless Strategic Plan priorities to improve and nmtmPain evisling shelter farllities, but in addition assists lotiva Cite commnluhity members in seeking to improve their life reality. By aonunining to supporung victims, DVIP focuses on safety and stability+, assisting victims itt reaching safel)r first and then independence andprodw tivity inn our social environment. DVIP currently partners with other Ch), and Counf organizations to directly impact h'ergJrbor'hond Stabilization. DVIP's DART program (Domestic Abuse Response Team) is a collaborative measure between the Iowa City Police Department and the Johnson County Attoi ney's Office to improve domestic abuse proseeution, perpetrator accountability, individual safety and neighborhood.stubilizatlon, The DART program ensures that victims ofdomestic violence receive adequate support throughout the criminal justice process, but more importantly looks at the larger picture ofhow darnestrc violence affects the community. 011ie the focus is criminal Josoee, in the post year, this partnership has assisted 7 farnflies in maintaining then, hone independent of an abusive partner, and developed a stronger relationship with arca landlords and in monailemem companies to impact victim uccess to propern siabilily. Finally, DVIP is participating to a unique collaboration, the 1105 Project Plus project is a collaboration offour human ser nee agencies (DVIP, The Crisis Center, Free Lunch Program and NA.WJ) to co -locate developing a human resources campus to community members impacted by emotional turmoil, G>od insie uruv, »rental illness and compromised personal safety. One of.the great sect esses q/thisproject is the rehabilitalion at theforrner Johnson CountyPublic Health Building that has stood vacant for many years. The hallmarks ofthis project is the innovative approach to addresshig human need whole at long-ter-rn solutions at the root of the economic and social problems we face in out, community. While the City of lowa Clry slrategic Plan does not spec f,ally address human service's needs, throughout their plan they turn a keen eve to effective use of resources, collaborative efforts and the safety and well-being of c unnntmiA members, 5. In detail describe the Agency need for funding from: City of Coralville Funding from City= of Coralille is critical to oorrtimre current sere ices for- victims ofdomestic violence in Iowa City. In past grant applications I horn, described the precarious finiding situation through our state and federal funders. In 200i the state oflowa removedfundingfor victims of violent crime from their buudgio 77ns action closed three Iowa shelters immediately (of 37 programs; in the state)_ For DVIP the lass was nearly 20° o of out' budget, 8146, 000 annually. Over the ensuingyears, 8 additional shelters have closed or merged ire Iowa, or 29°0 of total services for victims In Iowa. IVe worked to increase our budget and come backfi-om the devastating losses- Yet another Eastern lrns a eFrelter has closed (Cedar Rapidsi, This closure has had an innpact on vk trans' access to safety in the larger corridor area - Over the past nine years. the Iowa Atmnrev General made ahe decision to use reserve fmtds to bolster reniainirigpr,ograins and iwe successfully rebuilt much aj our last programming, but Ihcrt fwtding ran oil iry 2009. In answer the Iowa Legislature has reestablished statz funding, but ultimately it is less than 75%of the total loss wefaced in Johnson County and across the state during back to 2000 tPe were fortunate that d¢e,/ederal government htcreased some fundhsg, but wi[hout Recovery Act Founds, we would have last a great deal of support This coming veer weface a crossroads in services fire- domestic violence victims in Iowa. The Iowa Attorney General infn-nied programs they can rto longer reinforce fuunding cuts with reserve funds and with the aign fcant cuts seen on the stale and federal level (S1.5 neillion total in Iowa - 28"0 of current,firnding) we are facing regionalization of services this, fiscal year. Clearly local support has never been more important. Jn fact, local funding (mm�lcipal and private) has been our most consistentsupport for victim senwes. Coralville l unding is nceded to maintain our youth support groups and youth acttvitles fiu' chadr'en hying in our shelter. Coralville funding maintains aintas critical support services that assistyouth victims in healing from namna, assessing their safety needs and healing theirparenuchtlduelationship. 'n t 55 PM C5' 0 2013 e-Clmpactcom Palle ,:r i , 6. In detail describe the Agency need for funding from: Johnson County Fundingf-om Johnson County is critical to continue current services for vicllrns ofdomestie violence in Iowa Ciry. In past grant applications I have described the precariousfunding siteution through our state andJederal Jioulm, In 2003 the Vale, of Iowa removed fandnrg_for victims oti odejo cr-imefrom their budget. This action closed threelowa shelters immediately (of 37 programs in the state)- For- DIrIP the loss wcrs nearly 20 % of our budget, approximately $146, 000 unnually. Over the castling yemas, S additional shelters have closed or men ged in Iowa, or 29% of total services for victims in Iowa. YVe worked to Increase our budget and come back from the devastating losses- Yet another Eastern Iowa .shelter has closed (Cedar Rapids). This closure has had an impact on victims' access to safety in the larger corridor area. Over the post nurse Years. the Iowa Attorney General made the decision to use reserveJ'unds to bolster rensainhrgprograms and we successfully rebuilt much of our lost programming, but thatfunding ran out in 2009. In answer the Iowa Legislature has reestablished state funding, but uhunatelt it is less than 7-)%of the total loss we faded in Johnson County and across the state dating back to 2000 VVc were fortunate that the federal governmew increased somefamdiog, but withoset Recovery Act Funds, vve would have los7 a great deal afsupport. 1 his eoining7 ear- we face a er ossroads in st rvices for dmrrestic violence victims iu Iowa- The Iowa Attorney General informed progrmns they can sio longer I einforceJimduvg cuts nvith reserve funds and with the significant cuts seers on the state and fideal level ($I S million total in Iowa - 2801, of current Juiding) we are facing regionalization ofservices this fiscal year. Clearly local support has never been more important In fact, local fitruling (municipal and private) has been our most consistent sxrpportfor victim servicea, Funding Jrom Johnson County is needed to keep our shelter doors open for those victims facing the greatest barriers - inchrdinghigh lethality- levels andpoxrrry. In addtfran, Johnson County fending provides onjow tant advocacy supporters vietnns access the criminal, soda! arrd hunnan services systerzzs in our area. To maintain critical support .cervices tick assist victims in healingfrom n-atima, assessing their safety needs and developing the skills and resources needed to live indcleendetah of an abusive partner. 7. In detail describe the Agency need for funding from: United Was Fundingfr-orn United Yias is critical to continue curr eat services far victims of domestic violence in Iowa Ciry. In past grant applications 1 have described the pr eeariozrs funding situation through our state andfederalfimders. In 200if /he state of Iowa scram-edJirnding for victims all violent crime from their hudget This action closed three Iowa shelters immediately (of 37 programs in the state). Nor DVIP the loss was nearly 2006 of our budget, approximately .S146, 000 amwally% Over the ensuing years, 8 additional shelters have closed or merged in Iowa, or 29% of total sc? vices for victims in Iowa. I've smal kid to increase our budget and come back from the devastating lasses. Yet another F,astern lowu shelter has closed (Cedar- Rapids) This closure has had an impact our vu liras' access to safety in the larger corridor area. (hoer the past reins s-ears,. the Iowa 2ttorney General nrade the decision to use to bolster remaining programs and we successfully rebuilt much of our- lost programming, but that funding ran out in 2009 In anssvesr the Iowa Legislazrrc has reesiablished state funding, but ultimately it is less than 75% of the total loss we faced in Johnson County and acrovs the slate datlrtg bark to 2000. Lye were fortunate that the federal gwernrnerrt rricreascd some furding but without Recovery Act Funds, we e ould have lost a great deal q1 suppoii. This corning rear we face a crossroads in services for domestle violene e rnvirns In Iowa. The Iowa Attorney General informed programs they can no longer reintorce funding ruets with reservefinnds and with the signtfrcant cuts seen on the state and federal level61, 5 million total in Iomi - et8% of currentfiarJingj we ar c facing regionalization ofservices ihisfrscal year. Clearly local support has never been more important. In fact, locul funding (municipal and private) has been our most consistetnt support for victim services. Fundingiron United I'vO)r is needed to keep t ur-shelter doors open for those victimsfacing the greatest barriers - including high lethality levels andpovei ty. In addition, Johnson County fimdingpro vldes Important adveoceov support asvictims access the criminal, social and human sets ices systems in our area- To maintain critical support services that assist victims in healingfr-om traurrra, assessing their safety needs arrd developing the skills and resources needed to live independently of an abusive partner. 8. What public entities has your organization sought funding from in the last year? State of Iowa: Iowa Attorney General, Iowa Finance ,4uthorily. Iowa State Court Adnnini.soator Federal Gov ernme t. Victim of Crime Act, Violence Against 6Vomea Act, Fanuly Violence Funding, Transitional Housing, FEtYL4 Decat I'Vashington, Jefferson, Van Buren and Keokuk Counties _. - _� ',n- I '"V G'T ©2013e-Clmpact.com wt y ' � 9. From who do you receive ongoing funding? State oflowa: Iowa Attorney General, Iowa Finance Authority, Iowa State Court Administrator Federal Governnneln: Victim ofCrinne Act, Violence Against Women Act, Fcnrnily Violence Funding, Transitional Housing, FEMA Decal Washington, Jefferson, Van Buren and Keokuk Counties Local, Slate and Natlorml Fowedatiorzs Individual Donors 10. If the local funding is not available and this funding request is not approved, describe the impact of that decision on Agency and the programs I sera°ices these funds would have supported. Quite blanntly. evith the pending losses on the state anatfederal level, the loss of local funding anoint devastate the program and jeopardize services and shelterfor victims in Johnson County. The Allot nev Generals plan to regionalize services fin Iowa includes funding three programs in our region (the Southeast Region - including 14 counties), DVIP is one ofthe }tooted programs and began serving a nine comet, area ore duly 1, 2013. Local governnment funding and community lundrakving is what ensures that victims of clomesuc violence in Johnson County receive the support and safety they need and deserve. Combined, local government fennding and Johnson County connnuniti, jundraising makes up 290', ojfDVJPIs FY14 budget. Smte and Federal funding administered by the Iowa Attor oev General's office makes up 48% ofDVlp's budget- Renaming lauding comes Irom othe counties we serve and specialized programming like Transitional Housing. the Iowa Accoarnmbilig' Project and Rapid Rehousbrg Funding. DVIP has worked hard to diverse oto-funding so that ive are not reliant on anv one type offending. With that said the cuts we, have seen over the past IO pears means that we have whorled our euprnses and resources srgnrfrcantly. Any large loss would be at, at This point, 11, Do you have a fee structure for services? If yes, please explain. No, all services are free and confidential, 12. How will local funding help leverage other revenue for Agency? United Tal and local gayernrnentfrnding shoums affirm cornmitrnent to emergency services for. victims ofdornestic violennce by Johnson County leadership. Speckcall,g Dfo1P nearing the end ofa grant for nearly $400,000 hnfcderal funding to provide transitional housing far victims of dotnestle violence —this was due in large purr to the Incal funding aomrnitmeat DY7P was able to demonstrate. In aldition, DV1P r ecently received nex� landing through the Iowa Finannce AutPtorih% to pravidz Rapid Rehousing severer, which was awarded in part dare to goer capacity to match with local landing supporl. Flnallu DN7P was awarded finals by the Attorney General's Office to provide services in our newl'i developed r c�zont. Only ro n�domestic violence programs of see err were funded for our region, This was due in great part to DVIP'S die -arse funding resources —including strong lucal,liunding. Corznnunity funding leverages grant oppartuntties rovrth local and national eonyorations and reassures local donors that the,, are irvvesting in an esRnhhshea, melt respected agency. 12a. If other funds are currently being leveraged using Johnson County Block Grant funds, please identify the source of fending, dollar amount leveraged and the purpose of the funds (service provided). Office on Violence Against !Posen, Transitional Housing Funds 587.000 top] ovide rental assistancc aria 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 tern¢ rental assistance to prevcnt homelessness and sustain emergency shelter for immediate crisis response to domestic violence. Crime Victim Assistance Division, Iowa Attorney General. State and Federal Funding %663,899 to provide crisis interventionserwees to adult and youth victims ofdornestic violence - including a 24 hour cri is line, 24 hour safe shelter; advocae'1'ser'vices, counseling and supportgroups. �1t3'5= T'M s:?T ©2013e-Clmpact. con Agency Accomplishments The United Ncay and Local Governments work toward making our community a better place to live. Through the 2020 4'nion Goals for the Common Good, one vnil rnaasure our progress towards improving i:omrnunity conditions. Please complete tore Perfarrnance hWeasurernent Foe-m (Form Di in addition to the question below. On Form D, please provide the Performance Measau ements that will be used by the Agency to measue results of services. You need to enter projected outcomes, not outcomes thatyou have already achieved. YOUR ,4PPLICATION WILL NOT BE COMPLETE WITHOUT FORd4D. 13. Please provide specific outcomes/performance measures your organization achieved in FY13. flow are people/conditions better because of the services you provided? 55 clients were willing to participate ur unhealthy relationships prevention education. 1102 clients were willing to participate in safety planning. 692 olients par ticapated in Lije Skills counseling or -support groups. 83% of clients were able to tdent ly In hcanw3 of unhealthy relationships 79% ofclients were able to ider ill tools or resources to incre<ne their safety, 73'%, of clients were able to ident6r tools or resoatr ces to increase scllj-sufjiolencyskills - 69% °'a q/ support group participants self -reported understanding and applying knowlcckc regarding unhealthy relationships to examine the relationship they are currently in. 82% of, clients receiving safety counseling self repor ted they feel safer or can name, more resources that gJfect their safety (this indautor does not control for Batterer explicit behavior). 79% of clients developed skills related to self -sine iencte. to, capacity to work rcith a landlord, creating and munutaintng a budget, and mur-eased capacity to work with soual services and the criminal arince system. O2013e-Clmpact.com rnn(' �. Dnrir;ir 4n:L:ncr h:fe; rn5ion PP.rc: :m FY15 Form A: Agency Salaries & Benefits Please it -owde the htfor7raation far employees in your agency- Ifyou do notftnd the position on the list, please add the position in the 'other" section, Yon will be individually add positions in "other" category. Please indicate y 1he position has paid leave, Health Insurance m Retirement by playing o ?"in the bon ifthe position receivers that benefit. Please provide the inlbnnanon for employees in yoarr agenCV Ifyou do not find the position on the list, piease add the position in the "other" section_ You rvill be individually add positions in 'other"eate;or7,. Please indicate ifthe position has paid leave, Health Insurance or Retirement bh playing a 7 ° in the bar Jthe position receives that benefit. i,Position Paid Leave Health Ins Retiremen tPlan Average Salary FTE (Last Year) FTE (This year, t H PE (Next I Year)' Executive Director/ Prtridcntl CHO 1.00 1.00 1.00 70.000.00 too 1,00 1,00 Director of Operations ,'COO Director of Dcvclopmcnt . Program Director Manager 1.00 1.00 1,00 45,000.00 2M 2.00 2.00 Director of Community Intervention -kssistintLeacher Administrative Assistar t Advocate 100 1.00 1,00 32,000,00 3.00 350 5,00 Assistant Coordinator Assistant Director 1.00 1.00 1.00 60,000.00 1.bo 1.00 1.00 Business Manato:r 1,00 1.00 1-00 352100.00 0,75 1.00 125 Case Manager 1,00 1 00 L00 32,000.00 9S0 14.00 15.00 Clerical Staff Clinical Services Manager t Director Clinical Suppon Maintenance / Repair Office Assistant Program Coordinator Rcccptlonist Services Coordinator I iansportetion Manager i Director 'other UM 0.00 0,00 0,00 0,00 0.00 0.00, Total 6 6 6 274,OOOi 17.25 22,% 25,25 ? P10 C-.' 0 2013 e-Clmpact.com p,,�. I_41;-W-iia A l0knr hlW!%0ntt-ni i'v-rr.rn FYI Form 13: Agency Demographic Provide the Agency Sunman - q/ elients served during last Ivoa years and one projected /rear. if your Agencgdoes not have a e6eat count for any of the categories, please enter 0" in that box DO NOT LEA VE ANY BLANK (unduplicated client count) FY 12 FY 13 FY 14 Information/Education Provided 3,775 3,800 4,200 Direct Services Provided 7,423 7,512 9,000 Total 11,198 11,312 13,200 Gender -_........ FY12 FYI3 FY14 We 175 101 215'. Female 1,469 1,042 1,750 Ethnicity FY12 FY13 FY14 Hispanic 65 52 138 Slack 524 4141 650 Caucasian 875 604 1.1001 Native American 17 20'. Asian 25 10 25 (Pacific Islander 0 0 0 Other 138 0 150 Total 1.641 IM,2 2,083 Age FY12'; FY13 FY14 0-5 68 93 90 16-17 80 82 s0 18-29 4501 421 485 30-61 886 533 600 62"5 17 14 25 75+ Years 5 0 5 Geographic Location FY12 FY13 FY14 Johnson County (Combined, unduplicated) 1,107 1,143 1,200 10ssa Cit) 908 739 850' Coralvi I Ie 13 8 140 140 North Liberty 63 32 50 J 2D13 e-CI mpact .com U11.`i8511; V IILC h:Ic'C: gliUp i'I f'� •Rlpt FY15 Form Cl: Historical Balance Sheet (As of Agency's fiscal year-end) The auto-calndation on this Joan lotuls the columns in the section after the information is saved. In order %r any of the entries to deeluctfrom the total, the number must be entered in as a negative number, using the "-"symbol. Current Assets FYI FY12 FY13 Cash 40,962.00 40,083.00 34,194.00. Im csments 199,285.00 63,422,00 67,29300 Receivables,-90clays 134,121,00 200,767.00 114,544,00 Total Current Assets 381,065.0(J 304,272.00 216,031.00 Other Assets t FY11 FY12 FY131 Property 774,965,00 788,737.00 774,964.00.E Equipment 153,571.00 161,369-00 161,344.00 Less Depreciation -376,676.00 -407,906.00 -417,608,00 Receivables>90 days 0.00 200 0.00 Other (describe): 0,00 0.001 0.00' Total Non -Current Assets ToO Current] Assets 551,860.00 542,200-00 518,700.00 Total 1,103,720D0 1,084.400,00 1,037,400.00 Current Liabilities FY11 FY12 FY13 .Accounts Payable 21,550.00 55,036.00 48,087.00 Payroll Taxes Payablc 72,936.00 81,818,00 70,569.00 Contracts Payable 0.00 0.00 0,00 Mortgage Payable 0.00 0.00 0,00 "Dotal Current Liabilities 1 94,486.00 156,854.00 118,656.00 Total 0.00 0.00 Q00. Other Liabilities FYI FY12 FY13i Mortgage Payable Balance 0-00 0.00 Q00 'Other 0.00 20.000.00 0-00 'Total Other Liabilities 0,00 20,000.001 0.00 ,Total Liabilities 94,486.00 176,854.00 118,656-00' 5quity{NetWorih) 831,311,00 050,04&001 573,408.00 Liabi]ity-+Equity 927,797.00 806,902,001 692,064.00 02013 e-Clmpact.com pnc,c-Ii.: \,w. oarce h;t:.:vntllion Propnin FY15 Form C2: Agency Budget Please eoinpleie ALL uifbnsnation. If (here is an kern that does nor apply to your budget or the value is zero, you AILST enter a 0" in that box. DO NOT LE 1 VE dNITETI BLANK The c011(n1j s have auto-caA-ulationz. brit it does not auto-cah ul,ve unoI the information ei saved. Please .rave a foituation often to activate the calcularedfields. For the items that require itemzation, click the link to enter specific inJornunion in the itemization final. Budget Type Indicate iij Budget is . - I —Agency Level Z = Prograrn Specz'Jic 3 = County Spec fic Agency Revenues FY12 FY13 FY14 Coralville Funding 4,000.00 4,00000 4,000.00 lowa City Funding 507000.00 236,784.00 50,000.00i Johnson County Funding 63,504.00 65,000.00 65,000.00� UWJC Allocation 63,70000 65,500D0 65,500M UWJC Designations 16,416.00 17,000.00 17,000,O0 Grants -Federal, Slate, Foundation 538,91 Z00 599,940 00 884,899.00 Membership Dues 0.00 0.00 0,00 Fees for Services 57.000.00 62,700,00 27,100.00 Sales to the Public/Contracts 0.00 0,00 0.00' Fundraising Evcnts 92,400,00 98,000.001 98,000.00 �ContributiotreDonations (including in- kind) 52,000.00 65,000 00 60,000O0I Interest and Investment Income 94.500.00 95.445.00 96.000.00 *Other 0.00 Q00 000 Total 1,032,437.00 1,309,369M 1,307,499D0: Expenses FY121 FY13 FY14' ,Total Salary and Wages 620,000.00 629,000 001 799,000.00' Benefits 138,40090 139,00090 178,040.00 Administrative 119,920,00 122,918.00 129,500.00 (Occupancy 75,300.00 77,182.00 86,100.00 Other 66,800.00 282,754.00 1-11,223,00 Total 1,020-,420.00 1,2 50,854 00 1,363,863,00 r, ;x1 0,2013e-Otrnpact.corn 4;. it.1 ,lti. .,I^te- II ❑.'', I1� FY15 Form C2: Agency Budget Fund Balance FY12 FY13 FY14' Revenue 1,017,657Ao 1,248,280.00 1,367499.00 ,Carryover Balance From Prev Year 15,835.00 13,072.00 l0A98A0 .Total Operating Balance 1,033,492,00 1,261,392.00 1,377,99TO0 Less "Total L. penses 1,020,420.00 1,250,854.00 1,363,86i00. Endinl-Fund Balance 13,072,001 10,498,00 114,13400 Less Restricted Balance 0.00 0.00 0,00 iCarryovar Fund Balance 13,072.00 10,498.00 14,134,00 Bd[ Donor/Fender Restricted Funds FY12 FYI FY14' `Bd/Donor/Fundcr Restricted Funds - please itemize 9,923.00 39,320.00 84,400.00, ol'omen's Independence Scholarship Fund 9, 000.00 9,000.00 9,00000 Youth Punds 323,00 326.00 5,40000 Direct rbd 010 00 30,000.00 70,000 00 'Total 9,923.00 39,326.00 84A0000�. J In -Kind Support FY12 FY13 FY14' Services/Volunteers 2,247.00 2,269.00 3,000,00 Material Goods 30,30200 30,600,00 40,000,00 space, Utilities. eta 0.00 0-00 5,000,00 'Othcr 962,00 972.00 1,000.00' 'Total 33,509.00 33,841,00 49,000M Grants FY12 FY13 FY14I 'Grants -please itemize 538,917.00 731,952.00 968,049.00 Federal Government 359,417.00 551,768.00 456,06400 Stare 98,500,00 99,103.00 426,985,00 Direct Public 81,000.00 81,08100 85,000.001 Total _ 538,917,00 731,952.00 968,049 001 2013 e-Clmpact.com Form D: Performance Measurement Effort Quantity: eofClietts Description: llow rnuchr will you dot (Number) i.e. # ofstudents served Meavure� DVIP will provide safe .shelter to 300 women and children. Measure: D l'IP willprovide systems advocacy to 200 adult victims of domestic violeiiee Measure: 1)1r11' will provide support services to 200) ouch victims of domestic violence Quality- Client Connnon Measur es (ratio) Description; Ilow well wil] vnu do it? (°al t.e, student teacher ratio Measure: 85% of ciAlt client's stay in shelter will help them reach their goals far iminediate saj'ety. lLleasur, , 5% of adult idvos acv clients will ident� unde-simndirng social service and crirriina!jwtresystems be[ter, because ofDVJP assistance. Measure: 75% ofyouth will be able to t<leatrty 2 coping skills for responding to doinesiir violence in their home setting. Quantitlr # of Activities Description: 0 of Actii�iies (By tvpc) i,c d of classes ofered Measure: DI7P will provide IQ000 nights ofsaj"e shelter. dleasure; DVIP will provide 300 counseling appoinnncnts for adult oauh-eaoh victims. Meauirc DVIP ii ill provide 32 support group sessions for youth victims ofdwncstie vwlence. Quality: Activin, y° Speeifrc Measures (ratio) Description: How >vell will we do it]' (%) le. percent afstaff with a halving certificate Measure: 65°-£ of adult con/Youth vic(un.s sta}:ing in shelter will depart to an independent housing situation, or housing situation away from the abusn�e pm'mer. Measure: 85P�o of adault ouneaeh clients will self -report an bxereaeed knowledge of community resozurees and strategies Jor .Yell proticetion. Measure: 85% of youth suppar,t group attendees will .self -report an increased understanding gfthe impact of domestic violence and strategies to develop healthy peer- relationships. Effect Qualin, Change in Behaviors of Conditions (Ratio) Description: What is the quality gfchange in Behavior orCondition? (°b) Changes in Krrop ledge, Skill Level or Attitude, i_e_ percent ofstudenta that graduate on time Aleamre: 40% of adults and" outh clients that have exited shelter to an independent housing situation (ol the abusive partner) will be able to maintain that independent housing for 6 neornihs. (neeasurernent will he taken at 3 weeks, 3 months and 6 months - DVIP would like to extend this follow-up measurement forfidure outcome data Collection), Measure 85%of adult oautreoch clients usingD}'1P advocacy services will develop 3 new skills in one of ihefnIIowing areas: economic sClf-suf icienc), housing independence, self adyocacv in the criminaljuslice, or social services systems. Measure 85N, of youth support group attendees will show it 400', inprove rent on pre & post test scoring attached to healthy relationship group activities- :'?'-6:'. PU'. _7 ©2013e-Clmpactcow r-31- 1601'r FY15 Joint Funding Application General Information Agency Name Executive Director Name Board President Requestor Phone Email Elder Services Inc Susan Wehr Brian Kaskie .Susan Wchr (319) 338-0515 swehr(cuelderservices inc. coin Address 1556 S. First Avenue, Ste. A, lowa City, Iowa, 52240, US-1 W ebsite wwwelderser-vicesinc cam Agency Mission Statement Elder Services, Inc. prooidev v+niyue prvynunts, sernices, and resources to assist persons age 60 and over in Johnson Coatnty and east central Iowa to .stay active, independent, and safe in their own homes. Number of Years in Operation 33 Year Org Established 1980 2020 Vision Goals for the Common Good Please indicate Goals) that your agency supports. Income Yes Education Yes Health Yes United Way Request for Funding United Way: Request for Funding FY15 65,000 Total Budget (United Way) 1,631,078 United Way: % of Total Budget Johnson Comity Request for Funding Johnson County: Request for Funding FY15 & 16 I00,000 "total Budget (Johnson County) 1,631,078 Johnson County: % of Total Budget 6-13 For funding from Johnson County, please indicate category(s) that best describe your service areas: Services that enhance family and child well being No Services that provide for basic human needs such as food, shelter, safety, crisis intervention Yes Health Services Yes Iowa City Request for Funding Iowa City: Request for Funding FY15 50,000 Iowa City: Total Budget 1,631,078 0 2013 e-Clmpactcom t >' Iowa City: % of Total Budget 3.07 Coralville Request for Funding Coralville: Request for Funding FYI5 LQ000 Coralville: Total Budget 1,631,07E Coralville: % of Total Budget 061 Agency Information Please conrplcte the Salaries & BeneTts chart jor entire Aeencv (Form r9), 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 Sendces, Inc. provides programs, services mul resources to assist persons age 60 and over in Johnson County to remain active, independent and safe in their own homes. Manypersons age 60 and alder find it dificull to renain in their own home, a familiar environment, for hvo prlmar: p v reasonshysito cal independence linked declining health, and economic issues associated with limited resources. Many ofESI's clients have only one source of income; SoCa1 swim 1A.. The reusoas far such issues vary as do the client's needs_ But overall, marry find their health declining as they uge A client's health ruin° uneApeutedly deteriarute after afall. Or health issues that were manageable when younger inery become dIlicult to control ns a person ages. Wah the current econonw, everyone has seen prices on groceri s. utilities, and medication increase. Clients soleb existing oil a rxed income find n drlflcult to pay increased costs and must nmke di fwult decisions do Ipay for my medicine tlii.r month, orpurchase some groceries - According to IABP, "Social Security is currently the principal source of income for nearly- two-thirds of older American households seem+ing benefits, and roughly one third ot'those households depend on Social Security for nearly all of their income. Hall at those 65 and older have annual incomes belowSI S, 500, and many older.4merican, have e.Xperienced I ecent and significant losses in retirementvings, sapensions, and home values. Toda,v, every dollar of the average Social Sec rn sty beneft( of ahour S14, 000 is absolutely critical to the t)pical beneficiary=. " Nceallij 660o o) h'SPs clients in Johnson County have incomes less than $15,000 annually. 12 il g I r v ,..:? ; OO 2013 e-Clmpact.coin vtc 2. List and describe the programs and 1 or services of the Agency that are provided to Johnson County residents that address that need. ESLprovides a variety of services that provide a safety net while the client remains in then- oivn home. They include; L Nuiritiorn ESl provides both congregate dining and home delivery ofrneals to clients, through our Alcals on Wheels Program. A congregate dining site is crarrently located in Solon at the Methodist Church and at the Iowa CityLlalmson County Senior Center. ESI provides on average 14 congregate meals in Solon Monday through irriday, and 51 congregate meals at the Senior Center daily_ Congregate meal sites provide an opporhenity for seniors to meet, eat, and socialize with others, Elder Services provided nearlu 250 home delivered rrdeals a dory to Johnsmt County residents , Hine Delivered meals are provided to the most fragile seniors in our commwnty. Meals are delivered either' by volunteers orstaff This allow.afor the senior to have .someone check on them daily and bring any concerns to ESI Meals include a not noon meal, breakfast bags and frozen meals for the client's et enktg meal Some of E51's clients receive all three meals dall}° through our Nutrition program. Additionally, ESI's RSG'Pprogram provides information to clients about the SNAP program, Iowa'sfood share program, and assists the client with registration. 2. Home Assistance: ESI provides services to clients such as snow removal, lawn mowing, house Cleaning, meal preparation, respite care, and heair cleaning. This program is available to clients age 60 and over, regardless ofincoine. llowevcr, Income does determine how mach a client pcggbr the service. Local govermneritfitrdds/grants are used to subsidise tide woi k far loin income Merm 3, T'loney Management; EST provides money management to clients reeeiwag social security, but due to cirewfiaances tu'l? as mental health, cognitive issues, or dementia, need someone to oversee their social security check each month. The Representative Payee prepare a budget with the client and pays their bills. As a Representative Patee.Agency, ESI is able to be reimbursed $39 monthly per client from the eliew s hinds. AS/ uiilizes grant and governmentfiinding to Cover the dJerence at staff wages. 4. Elder _Answer,): ESl provides information. counseling and consultation to seniors and their fancily members concerning resources available to help meet the clients needs. Typkally, this scr i ice begets with a telephone call, either from the client, afamily member, a concerned neighbor or friend Staff determine if there is it need to do a home visit, or if referrals to another department within ESI or an outside i esow, c is appropriate. The requests can vary from a neighbor who has witnessed a significant decline in cognitive or health in the client, to an adad( ,laid living in another state. Sta jofter¢ idenahr and assist clients in applying the Medicaid Waiver Program. 5. Medical Transportation: ESI i ecr-tdts and trains valxmleers who willprortde door through door medical transportation to clients in loeva City, Coralviile and North Libel ry. For FF 14, ESI is expanding this to other areas in Johirson County. Clients utilizing this service are, fur various reasons, rro longer able: to access public trairaportatlon. Without this service, many would find it eziremeh difJicuh to make it to minorsurgertes, or doctor's appointments_ 6, Case Manaement. The State of lowct participates in the Medicaid Elderly Waive? prograin. This program utilizes Medicaid funding to purchase needed services that will allow the client (age 65 and older, who meet income and asset o <idelines) to remain in their bottle, rather than going to reside in a nursing home. ESI's case mardagers provide services to those on the Waiverprogram, and also to those who need the services of a case manager but do not qualify for the Medicaid Elderly Waiver program. 1 i e'4 )i PM CST © 2013 e-Clmpad.com V'bnR r of Client Information Please complete Client Demographic /Form B) in addition to the questionts) 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. E'Sl's tm'get population, for all programs mentioned in question 2 is age he and over, and their caregtvers.fdmily. For ES1's RSVP (Retir(d Senior Yolumeer Program), the age requirement is 55 and over. A client inav access one or more of our programs, as their needs dictate. Clients that attend our congregate meuls sites may need rro fin'ther services iron ESI. However, clients often creed and receive several services; for example, a client miKht have connected with 8S1 through Elder Answers. During the assessment, it is detennhied the client may need home delivered meals, transportation to and front doctor appointments, help with paying bills, and home assistance worlrery to conic in to help rvinit lavria t and housekeeping weekly. The clients we work with vary as do their needs. The "elderly population" is one that covers several decades. 0 hen we mention teenager's, we know that age span is 13-19. Elderly clients range from 60 to olde- than 100--40+ yearsl ESl's "younger seniors " have differing needs than our "older seniors "_ As a client ages, more of ESl's sc r vices are spirally accessed in order to remain in their oven horne. However, when it is knee to move into a swr Ong home, ES1 is ready to help with that ioo lni ting waselomily members, helping to sort out the home, pack, and move. ESI does not has e an income level at which a senior qualif9es for a service. All seniors cn e served. Sicisidies are ofered to low income clients to help defh clv the cost gfhorne assistance and case management. our Elder Arrsivers Program has additional into?outtion about low cost Communal, resources. l he Opportunity to work with elderly clients brings an aworer¢ess of valuable the population ES] serves is to the comrnmrity. The majority ofclients have lived in lower all of their lives, and have contributed to what we know as "home"_ Financial Management You must complete the Historical Balance Sheet Form Cl and the Buc.�et Form C2, in addition to the quesoonts below- Below you will only need to answer the questions for the entaie-s from cvhic h you are applyingfor funding. 4. In detail describe the Agency need for funding from: City of lotva City Elder Services requests funding from the City of Iowa City to assist with its Money Management Program, Home Assistance Program, Elder Answers and Nutrition Program Elder Services'Wonci, Management program currently has one strecon offunding.clientfees. Social Security sets the amount an ageucv can charge a client $39 per month. The monthly fees currently cover approximately 2,13 ofstaff wages. Fmrdirrg from the City of Iowa City will be used to pal° the remaining staff was es. Residenb' from Iowa ('try are 60% of the client base, ezerrently 20, Horne Assistance Clients are sulsynhzedfrom the grant,oSl receives from the City oflo va City. Last fiscal year, 97 (71 %a of clients). that unhced this service reside in lovna City. Eighty five otthe ninety-seven had their sen,k es subsidized by Iur+a C'ityfunds Subsidzes are based upon the client's income, and are subsidized at ZS 50u0 or 75% of the total cost Elder Answers provides services to any client, regardless of income level. Calls are answered by a social worker, ivlra then assesses the client needv and stakes a deter-rninatiort on e4wthe- to make an appointmeat to go out to assess the client, or if appropriate referrals to agency programs or outside entities are needed The City of Iowa City funding keeps this resource seiner open for constituents_ Last year Elder Answers answered 3,102 calls. Mare dean 2, 000 calls were pram residents of the City of lowa City, Gkfcr Sc r vices Vutritian Poagram provides congregate and home delivered meals. Y'he m�erage cast to produce a meal is more than $7 per meal ESI is reimbursed S'430 per OAA meal, the f<ll cost 1or.l�ledicaid R'atver meals, and charges a portion ofthe cost (from $4, 50-$J) fa pr-ivatc pay meals. The majority oJprIvate pay meals are served at Emerson Point, an assisted Iztiing facility in Ivwa Cit)r- oAA jt'tnding is prohibitedfrona providing meals to residents ut assisted living facilities, and only a portion of the clients there receive their meals through the Medicaid F.Iderly Waiver Program_ Furtding ¢wn Iowa City= allows ESI to provide meals at a reduced rate to those residents. In the last focal year, 800 or 6801 ofb'SI's clients resided in Iowa City �.... (5 2013 e-CluipacLcom a,ige 4 c! 17 4a. The objective of Iowa Citp'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) specifically addresses the goals cited in the 2011-2015 CITY STEPS Plan (www.icgov.org/actimel)lan, pages 91-94). In the City of7owa Cit) s Consolidated Plan, the summary of high priority needs discusses I_ Housing needs 2. Community Development needs 3. Non -Homeless special needs. Under Housing needs, on page 92 it mentions that `physical improvements including handicap accessihrbi ,features that may assist eldendy owners to age -or -place is a high priority. As earlier mentioned, Elder Answers provides services that assesses the cbent's needs to be able to remain in hisAver home. I he social rovorTcer conducts an assessment to determine services needed- Often the assessment determines the clients need for handicap accessibility. be 1t a ramwp, shoBrand toilet grab bars, or simple reorganizing the home to keep clients of) of step ladders, m' removing tripping hazards such as rugs and cords- The social worker then coordinates the work needed to accomplish the goal of aging in place. Elder Services home assistance workers can provide many of these services at a reduced cost, and what staff are not able to do, such as building a ramp, are outsourced to Habitat for Humanity. Cinder Community Development needs, the Plan men(curi that fife skills and financial literacy are Irighpriorities. `As a result of the recession, thei e are many more households at riskfbr becoming homeless due to job loss etc. Assisting these faindies with day care, life skills, etc. to maintain their _job and housing will be a priority - Elder Services money management program provides services to allow its clients to remain in their own home. TvpicalN, by time a client is referred by his/her doctor to Social Security and then becomes one of ESl's clients, there has been oil aggravating cur emnstance Ihat has caused the referral. A4any limes, clients receive an eviction notice, or their power has beery shut off. ESI st , f work with the clients creditors to work out a plan for repayment while keeping the client in their owrr hone. 13i11s are kept up on a neorrthfv basis and creditors contact ESI oigff rather than the client, who may be suffering from a cognitive disorder. F.SI's nutrition progran provides meals_ This allows low income clients to utilize limited financial resourroes to pay power bills, medical bills and medication, Tlie Elder Answer's social worker (AISt) works mth clients oil identJying l Je skills that need assistance and coordinates the need for assistance in these areas. For eiample, ESI worked with an Iowa Cii)) Resident on " de-chatering - herhome. She had received rrorice that if it was not cleared cut and organi.ed, the (JO euvkl condemn the home. ESI coordinated the actniticr needed to aceornp[islr this, from ynarkers io dump ster's, and yrovided counseing to help the client through ahe process. Orr page 94 of the Consolidated Plan, under non -homeless special needs, it states "/n regard to the elderly andJYail elderly populadoru, services such as benefits counseling and care coordination wei e idenaticd aspriority needs." and on page 81 of the Corrsulidatect Plan, mxder "Priorities far tlee Elderl}+/Frail llderly Populations"' k states "Continue to .support activities that provide the elderly and frail elderly with benefits counseling, cm-e coordination, transportation, and other services. ,. Eldei Services Social kkol-Acrs and stafprovide care coordination for elderjv clients andcoordinate various services that include medicul trarupwtation, SHI1P counseling (Senlor Health Insurance Information Progrcun-which helps the senior cleterrnine and enroll in the most suitable AIedicare plan), money management nutrition counseling and meals, home assistance needs, personal cares needs and elder abuse intervention. 4b. Tell us how your agency (or program) addresses the established priorities in Iowa City's Strategic Plan? Please identify the prioriti(s). (wwrv.icgov.org/strategieplan) Oil page 81 of the Consolidated Plan, under "Priorities far the FlaterN Prail Elderly Populations" it states "Continue to support activities that pror ide the elderly aril fra17 elderly with bea�fils cotntseling care coordination, transportation, and other services h7der Services Social Workers and staff provide care coordinationfor elderly clients and coordinate various services that ins Jude nsedical /I aleportation, SHIPP counseling /Senior Health lrr3rzurance Grfonnation Program -which helps the senior determine and enroll in the most szatable Medicare plan), money management, nutrition counseling and meals, home assistance needs, personal cares needs, and elder abuse intervention. Last Fiscal Pear, ESI proided these cc tivlties to 800 unduplicated clients in the City of7owa City .0 }_.2.! ;'MCS? Cc) 2013e-Clmpactcom-ryehz!'I 5. In detail describe the Agency need for funding from: City of Coralville Fulmhug from the Ci(y of Coralville Is requested for ESI's money management and nutrition program Elder servieCS Monev Management program current(, has one stream of fiwdtng: client fees. Social Security ets the amount an agency cart charge a client: $39 per month- The monthly fees currently cover- approsinatelp 213 oJsta!) wages. Fundingfrond the City of Coralville will be used toward the remaining staff wages- 2000 of clients in this InOgrant reside in the City of Coralville. Elder Services Nutrition Program provides congregate and home delnrer-ed meals. The average cost to produce a meal is more than $7 per meal. ESI is reimbursed $4,30 per OAA meal, the fill costfur Medicaid Warver meals, and charges a portion ofthe cost (front S4.50-$5) for private jcav1 meals. The majority of nreals served to residents in Coralville are OAA meals, ('ending front the City of Coralville is used to help cover the actztal cost of the meal to its residents - Last Fiscal year, ES7 provided services to 137 Coralville residents. 6. In detail describe the Agency need for funding from: Johnson County Eldcn Services requests fandingfrotn Johinon County to assist with try Home rssistance Program, Elder Answers, and Nutrition program - Home Assistance Clients are subsidized frmn the grant ESI receives from the Citi' oflowa City. Lasf year the Home ,4ssislom e Program provided more than ? 004 units of senih e to 138 Johrraon County Cherus. Subsidies are based upon the client's income, and are subsidized at 25%, 50% or 75% of the total cost Elder Answers provides senrces to any client, regardless of income level Calls are answered by a social worker, ivho then assesses the clrenl's needs and makes a determinatrOn on si lielher to make an appointment to make a home visit to assess the client, or if appropriate referrals to agency programs at- outside entities are needed- Johnson County funding, along c ithfiordingf eats the Orr oflowa City, keeps this resoune center opera for consinuents, Last year Elder Answers answered 3,102 calls from Johnson County Residents PSI proposes to provide Satellite sites to other communities in Johnson Couno, on a rnontlrly basis. A RSTV or MSW staff person will be present al a comrmenite gathering spot such as a library, recreation center or city hall a day each month. ESI will advertise this and accept oppoinanents at these sites. These communities include Hills, Lone Tree. Oxford Shueyvil1c, and Swisher. SH1IP counseling, money management, information referral and counseling will be made available. Elder Services Nutrition Program provides congregate and home delivered meals. The average cost to produce a meal is more than $7 per meal ESI is reimbursed $4.30 per OAA meal, the full cost for Medicaid Waiver meals, and charges a portion of the cost (from $4.J9-$SJ for private pay meads. The majority of private pay meals are served at Emerson Point, an assisted livingfocilsty in Iowa City. Odd fmvding is' prohibifedjran providing meals to residents at asusted livutg lo' chic's, and only abortion 011h, clients there receive their meals through the Medicaid Elderly Waiver Progran. h'ending is Johnson County and Iowa City allows ESI to provide meals Ora reduced r ate to those residents, In the lust fiscal year, F.SI served 1172 clients inJohnson Cntenty. 7. In detail describe the Agency need for funding from: United ANay Fundingfrom the United "'at is used to cover costs for staffthat ar-e not ably 10 be included in other grant funds PSI 's OAA grants do not allow the Executive Director's, Bookkeepers, or Receptionist's time to be billed against the grant. dl1 three staffinembers spend a good deal oftime on these grants 20% of the receptionist, 30% of the bookkeeper, and 2.53. of the Executive Director are spent oil these grants. United Way frmding coi ens these costs, along with other operational needs such as equipment, software, supplies, etc. ESI appreciates the flexibility of the United Wca fending, 8. What public entities has your organization sought funding from in the last year? In the past year, Elder Services has applied for funding irons: * the Federal RSVP program, * the On at Barrington, lowafor- the RS}�P transportation program, * the State Deparonent ofAging, * the City of Iowa Clty's Daparnnew of Transportation NewFreedom grant), *Kirkwood Connnsna y Colleges Heritage Agencv, and *I buinz, Inc. for IIUD funding /for the Housing Coolrdinator for Ecurncnical ToxmersJ, "University of lowa J 2013 e-Cimpactcom 73r-. ,t ;? 9. From who do you receive ongoing funding? Last Fiscal Year., Elder Services applied for and received a 3 year grant from the Federul RSVP program. ESI receives granisfnim the State Department of Aging, the Cite oflowa City's Department of Tiarsportation (New Freedom Clain) and the Heritage Ageatu lot- Elder Abuse Intervention, The New Freedom grant is slated to end in December, 2014, The Elder Abuse Intervention grant is applied for annually. ESI also has a cvntract vvidn the Heritage Agency to proviso rneals under the Older American's Act. Reimbursement is based on a meal served Clients must be eligible under O.9A and the Heritage Agency's parameters. ESI receives raimburscinenl from the _'Medicaid Elderly Waiver Program to provide rneals to Elderly Waiver Chents, and r m lot case anm ageent services. Unfortunately, the reimban cements under this program has declined in the past Jew years. LSI has a contract with HO UZ, hic to provide for the Service Coordinator at Ecumenical Towers. This position is staf ed by a BSW for 30 hours a week to provide a variety afassistance to the 80+ clients residing there. The University ofloiva has an ameual contract with ESI to provide services to its./at tilivand staff regarding involving elderly family members_ These services include, n jurmation, reierral, and counseling and, if needed, assessment and case plan for the elderly family member. 10. If the local 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 j ending is not approved, Lider Services Home Assistance program io?dd rio longer be able to provide subsidized sera ices to low lncnme seniors in am area- Clients that receive subsidy nnrstprovide proof of need. Without the subsidy avcalable low income clients would not be able to access the various .services offered in the home assistunce program - These seNices do help the elcle lv clients remain in their- own home, A 50 yem old may not have a problem shoveling o walk or mowing a lawn, butter a frail /ow Income 84 year old, having to ensure that walks orshoveled, or grass mowed can be overwhelming. Without funding, ESI will need 10 limit the number of matey management clients and reduce staff tune. ESI it one of the fev, agencies offering the social security representative payee program, and is the only program that f ouses on serving the elderly. Elder Answers is the only information and referral program that jocuses on aging needs in Johnson County. Lust year we received more than 3,000 calls- Without this program available, there would be no central point of access for services, for the elderly in Johnson County. ESI 's nutrition program is Its largest program. Realizing that proper Mill Ilion keeps seniors healthy, and health I casonY arc the key reason for moving to a nursing home, it is imperative for the seniors in Johnson Counts r to have access to rneals. 85% of all meals served under Elder Services Nutrition program are home delivered B.iJ clients would trot have access to nutritionally balanced meals without the nutrition program. 11. Do you have a fee structure for services? if yes, please explain. Elder Services does have services where the client pays a fee_ Nutrition: T'or those clients not eligible for OAA or Medicaid Waiver Meals, a $4-$5 per meal fee is charged Clients are billed monthly- The majority of the "private- pay" rneals are Served to clients at Emerson Point, an assisted living facility. Elder Services provides "daily meals to those residents. OAA funds are prohibited front being used for clients at assisted living facilities Clients who are not on the Medicaid 4 uiver Program at Emerson point pa) this fee which is approximately 6e-?0°o of the total meal cost. Dransporiatioa Clients are ashedfor a conur'ibutionjor their ride to andfrom their medical appointment, there is no set fee, not a regttirernent to pma Home° Assistance Clients pay a,fee per hour ot $8430 an hour depending upon their income and the type of service they receive. An example: a client with incurne less than S995 per month would pay $8 of the normal $25 fee for heavy household rnanitenanue, which could include "de-counseing , the home of a hour -der, or painting a deck A client vi41h income over 82,533 a mdonth woidd pciy the full $25fee. Grant funding from Iowa City Coralville and Johnson County Help to subsidize low income housing_ 12, flow will local funding help leverage other revenue for Agency? All of Eider Services grants require a match, most of25%_ Local finding pi ovides this mulch and also reflects to the outside grantor that local fenders viersESI 's prograrms as viable, important and integral to the cornmunilies served. 1 3 _.1 - . FOP rc7 O 2013 e-Clmpad.com F - -j , , 12a. 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 Block Grant funds are used as a cash match for 1,SPs OAA programs: Nutrition and Elder Abuse Initiative. 820 000 is used as part of the match for the OAA maraton program, $1,000 is used as part of the match for the Elder Abuse Intemrention program - Agency Accomplishments The United Way and Local Governments ovork toward making our community a better place to live. Through the 2020 Vision Goals/or the Common Good, lie vvd measure ourprogress towards improving community conditions. Please complete the Performance Meamrement Form (Form DJ in addition to the question below. On Form D, please provide the Performance Measurements that will be used by the.Agencv to meanie results of services, You need to enterproiecwd outcomes, not outaornes that you have already achieved- POUR APPLICATION tf7LL NOT BE COMPLETE WITHOUT FORMD. 13. Please provide specific outcomes/performance measures your organization achieved in FY13. flow are people/conditions better because of the services You provided? 6ifort Measure. 8 of clients receiving meals frrom ES1; 859 Measure.4 of cliennts receiving case managenent services born ESI. 74 Measurc8 of volunteers in the RSVP Program: .569 Quality: Common Measures: of clients surveyed expressed satisfaction with case management services 97', 4'a of elzents suveyed that irrdicated satisfac-tlon with Me-als on lVhez(s sert.ice�r W8 of volunteers surveved that are very satisfied with RSVP experience 99% EffcG Aof meals provuk°d to clients to Johnson County: 11.5,177 n ofbolmueer placements arranged far RSY'P volunteers: 712 Aof referrals made through Case Management: 271 Quality. .Ac-ti o specific A9easures, �fi ofolients surveyed that indicate case rnartagerrtent allow them to remain in their homes: 100°0 of clients surveyed that responded Meals on Wheels has improved their overall awrition; 94% of clients surveved that responded that the meal received front Meals an Wheets is more nunFitious than they would prepare: 9 i 44 volunteers sumreyed responded that the RSVP program made a positive dil)erence in their life 97'/a ?= c F._5 33 F^d C 57 © 2013 e-C'.mpaci.com page 8 c` i l'illt ti•:1 I;1i Ce-ipc. FYI Form A: Agency Salaries & Benefits Please provide the ifain inacon jor emplovees in pour agewy. Ifyou de, not find the position on the list, pleuse add the position m the "other" section. You will be individually add positions in "other" category Please indicate it the position has paid leave, Iloulth Insurance or Retirement byplaying a 7" in the hot if the position receives that benefit, Pleaseprovide the it formation for einployees in your agency. Ifyou do notfind theposition on the List, please add the position in 117C "other" section. You will be individually add positions in "other" Category. Please indicate it"the position has paid leave, Health Insurance or Retirement by playing a 7" in the bov it the positron receives that benefit, !Position Paid Leave Health Ins Retirenien t Plan Average Salary FTE (Last Year) FTE (This Year) FTE (@'eat Year) Executive Director/ [President ' CEO 1.00 L00 62,500,00 I'M 1,00 L0o Director of Operations COO Director of Development Program Dirgtorl manaeer 1.00 1-00 35,02s00 3.77 3,95 3.95 Director of Community Intervention Asistanl Teacher Administrative Assistant 1.00 1.00 35,360.00 1.00 1.00 1.00 Advocate Assistant Coordinator Assistant Director Rumness Manager 1,00 1.00 39,584.00 1.00 1.00 1 00 Case Manager 1100 1.00 30,453.00 2,50 2.75 2.751 Clerical Stall 'Clinical Sm'ices Manager t Director " Clinical Support Maintenance/Repair Office Assistant 1.00 1.00 27,000.00 1,00 Imu 1,00 Program Coordinator Receptionist Services Coordinator '❑ ansportation Managorl Director 1.00 1.00 20,475.00 0.61 063 0.63 *Ocher 2.00 e 001 0,00 76.793.00 9-60 10.50 10,50 vunieontotj ! 1.00 L00 29,15500 7.i0 750 750 Flonieasnutance"taff 23,65600 1.10 200 2,00 other eounti, fr amportution Cow dinator s 1. 00I L 00 ! I 27,94900 1.00 too, r 1 00 Total 9 9 71777276 190 20,50 21.83! 2L53 „7 C, 2013 e-Clmpactcom I Infer" ,r .,,-lnc. FY15 Form B: Agenc3Demographic Provide the Agency snrrzmar7� of clients serf-ecl during lost two years and one In year_ LJyour Agency does not have a client CountJur arty of the categories, please enter d" in that hoA DO Ar07 LL`AVE ANY BLANK. (unduplicated client count) FY 12 FY 13 FY 14' InforrnatfoniEducation Provided 461 557 630 Direct Services Provided 1,387 1,172 1,231 Total 1,948 1,729 1,861 Gender FY12 FY13 FY14 Male 471 388 406 Female 916 784 825 Ethnicity FY12 FY13 FY141 Hispanic 16 18 20 Black 27 '17 30 Caucasian 1,324 1,053 1,106 Native American 3 4 5 Asian 10 14 15 Pacific Islander 0 0 Other 0 56 55i Total 1,387 1,1721 1,231 Age FY12 FY131, FY141 0-5 0 0 0' 6-17 0 0 0 18-29 0 0 0 30-61 122 84 85 62-75 410 481 511 175+ Years 855 676 035 Geographic Location FY121 FY13 FY14l Johnson County (Combined, unduplicated) 1,387� 1,172 1,231 Iowa City 959I 800 830 Corahille 183 13 7 140 North Liberty 7�}� 64 70 'r'•t - "�`:T Q2013 e-Clmpact.com I.I,!.". ' 11 -IC - InC. FY15 Form Cl: Historical Balance Sheet (1s ofAgency's fiscalYear-end) The aulef, aleillation on this form totals the cokunns in the section after the information is saved. In urdar for any o/ the entries to deduct from the total, the number must be entered in as a negative number, asing the "-"symbol. Ceu'rent Assets FY11 FYI FY13, Cash 64,266.00 30,179.00 22,958-00 Investments 224,553-00 233,390.00 256,803.00 Receivables<90 days 161,410.00 140,355.00 149,168,00 "Dotal Current Assets 450,229,00 403,904.00 428,929.00 Other Assets FY11 FY12 FY13 Property 0.00 0,00 0-00 Equipment 128,017,00 157,890.00 146,281.00 Less Depreciation -78,678.00 -92,204,00 -87,582.00 Receivables>90 days 0M 0,00 0.00 ^`Other (dcscribe): 52,850.00 21,015.00 25,793,00 prepaiderpenses 40,183.00 12,136,00 9,812.00 A'atrittoninventory 12,668.00 8,flio) 001 15,981.00 Total Non-Cartent Assets Iota Cut rentl Assets 450,229.00 403,904.00 428,929.00 Total 552,418.00 490,605.00 513,421.00 Current Liabilities FY11 FY121 FY13 Accounts Payable 41,498,00 29,812.00 _ 6,459,00 Payroll Taxes Payable 0,00 o-00 0.00 Contracts Payable 19,672,00 43,696.00i 42,s39.00 Mortgage Payable 0,00 0,00 0,00 Total Curent Liabilities 61,17(100 73,508.00 48,998,00 Total l 0.00 0.00 0.00 Other Liabilities FY11 FY12 FY13 Mort1gage Payable Balance 0.001 0,00 0.00 Other 0.00 0,00 0.00 Total Other Liabilities 0.00 0,00 0.00 Total Liabilities 61,170.00 73,508.00 48,998.00', Equity (Net Worth) 491,248.00 417,117.00 464,423.00 Liability + Equity 552,418.00 490,625,00 513,421.00 ;� O 2013 c-Clmpactcom Hdor tier vt;c, hw. FY15 Form C2: Agency Budget Please complete ALL information. If there is an item that does not apply to your budget or the value is zero, ,you VfU3'T enter a 0' in that bur. DO NOT LE,4I'E ANITEd7BLAAW. The columns have auto -calculation, but n does not auto -calculate until the information is saved Please save information often to activate the calculated fcIds. For the items that reguh-e itemization, click the Link to cruer-spec xfic inJbrrnution in the itemization forme. Budget Type Indicate if Budget is: I = Agency Level 2 — Proorarn Spec f c 3 = Count% Spec ific Agency Revenues FY121 FY13 FY14 CoralvilleFunding 2,000.00 2,500,00 1500.00 Iowa City Funding 54,0W00 52,000.00 487819M0 Johnson County Funding 35,971.00 35,971.00 39,247.00' UWJC Allocation 44,035 00 44,035.00 44,03500� UWJC Designations 17,531, 00 1-;j00,00 17,000.00 Grants -Federal, State, Foundation 267,082,00 227,758.00 235,723.00 ''Membership Dues OMO 0.00 0,00. Fees for Services 819,649,00 873,675.00 1,153,,924.00 Sales to the Public/Contracts (Wo 0.00 0.00 Fundraising Esents 16,975M0 13,035.00 15,820.00 Contributions/Donations (including in- kind) 194,457.00 235,367.00 229,400.00 Interest and Investment Income 29,834M0 18361,00 15,000.00 aOther 6,624M0 7,761.00 1,000,00 Total 1A 5,162.00 1,52 71,563 00 1,802,468.00 Expenses FY12 FY13 FY14 Total Salary and Wages 726,946.00 6697108,00 717,339.00 Bene I i Is 133,824.00 117, 504,00 122,997.00 Administrative 304,018,00 171,774.O01 170,87Q00 ,Occupancy 42,300,00 42,470.00' 54,600.00 Other 320,307,00 485,264.001 725,382.00 Total 1,527,395.00 1,486,120.00 1,791,188.00 PG"':cr 72013 e-Clmpact.cont -rae _... FY15 Form C2: Agency Budget Fund Balance FY12 FY13 FY14 Revenue 1,489,162.00 1,527,563.00 1,813,978.00 Carryover Balance From Prev)'car -72,434.00 -111,667.00 -70,224.00 'Total Operating Balance 1,415,728.00 1,415,896,00 1,743,754.00 Less "I'otel Expenses 1,527,395.00 1,456,120,00 1,791,188.00 Ending Fund Balance -111,667,00 -70,224.00 —17,434,00 Less Restricted Balance 0.00 0.00 0.00 Carryover Fund Balance -111,667,00 -70,224.00 -47,434.00 BWDonor/Funden Restricted Fends FY12 FY13 FY14 Bd/Donor/Fundcr Restricted Farads - please itemize 0,00 0.00 0-00 "I'olal 0.00 0.00 0.00 In -Kind Support FY12 FY13 FY141 Services/Volunteers 82,500.00 82,500.00 82,500.00 Material Goods 0.00 0,00 0.00 Space, Utilities, etc. 86,400M 86,400.00 86,400.00 Other 0.00 0.00 0.00 Total 168,900.00 168,900001 168,900.00 Grants FY121 FY13 FY14 *Grants - pleaseiteenize 267,082.00 227,758,00 235,723_00 CorporaawnforNanonalService 71,281001 71,28100 72,78100 lowaDept ofAging 29,M4001 31,17300 43,33200 Dept of1fousing & Urban Development 48,691.00 49,294.00 52,014.00 Cin, ofBurlington 6,000.00 6,000.00 6,000.00; DOT-,NewFreedom45,00700 51,169.00 45,543.O0 HeriNgeA90MJ'onAging-E1derAbuse Intervention 11,053.00 18,841.00 11,05300' I Tohson Count}' Cornnumag; Fouondatrorl 9,00000 i 000 5, 000 001 WelbnarkT,oundation 46,166.00 0001 000 i Total 267,OS2.00 227,758.00 235,723.00� 0 2013 e-Clmpact.com e.> I I - Form D: Performance Measurement Effort Quantn( YgfClients Description: How rm+ch et di you do? (AinnberJ i.e g ofstudents served Measure80 urtdnplicated cleats will contact Elder' Answers monthly. Ouali(y: Client Conunoa Meamms (ratio) Description: How well will you do it' (%t i.e. student teacher ratio Measm-e: 90% of clients will respond that information received was of help to thern- Qnantit). #otActivities Description : " ofActzvites (By type) i. e. n of classes ojjered Measure: 95%, of clients will receive 2 retcrrals to r-e-sources Quality: Client Common Measures (ratio) Description: flow well will you do it' ('0 i_e student teacher ratio Measure: 854� of clients w ill report they have information will assist them in making on informed decision_ Effect Quality: Change in Behaviors or Conditions (Ratio) Description; D!'hat is the quaho ofchange in Behavior- or Condraon? ('%) Changes in Knowledge, Skill Level or Attitude, i.e. percent of sludews that graduate on time Measure: 95°0 o/'coruacts �a*ill conffiuue to stay irr independent (wing _ �"i t4133PtC CST ©2013e-Clmpactcom 'a" 'i1.i 10,:,-11,mr till uk'e Form D: Performance Measurement Effort Quantity: it of Clients Description: Hoia much ii ill )iou do? t.Vuniberj is # of students served Measure: 300 clients will receive home assistance services Ouahty Client Common A9easures (ratio,) Description/low e17e11 will von do it? (%) i.e. suedent teacher ratio Measure: 60'' at clients will g2uX& for subsulhs L)nantity: irof.ACtmties Description. # of Activites (By tvpe) i.e. of classes offered Measure. 4000 hours of home assistance will be offered to clients Quality: Activity Specific Measures (ratio) Description: How well will it c do ill No i. e. percent of staff wUh a training certif catc Measure: 90% of clients 11,111 report satisfaction with the work done by the Holne .Assistance staff Effect Qu,dity' Change in Behaviors or Conditions (Ratio) Description: What is the qualitB y of change in ehavior or Conditions 1%0 Changes in Knowledge, Skill Level or .Attitude, i.e. percent of student.v that graduate on tune Measure: 80% of all home assistance clients will remain in thew homclor a period ofa vem after services begin. Ua , PM '$- © 2013 e-Clmpactcom r3gr '.5 Q' ' 1E1I... � _:ec,, Ln,: \b % M In ..an. Form D: Performance Measurement Effort Quantity. # a(Clrents Description, How much will you do' (Number) i,e d ofstudenis served Measure, 40 unique clients will be served Quality, Client Common _Measures (ratio) Description: !low well will you do it? N) i.e. student teacher ratio Measure100% of clients will remain in their homes during the tune they receive services in the Money Management program. Quantity: 4 ofActhuien Description, 4 of A ivaes (B);type) i d voltclasses uNred h4easure 20 rnonel management counseling sessions will be provided each month. Aleasture 300 client bills will be paid each month. Quality: A, livni Specific Nteasures (ratio) Description, How well will tine do a' (%) i.e. pe'cem ojstajf with a training certificate Measure, Money management staff will complete 3 of the social security adminPstrations online training courses Effect Quality: Change it? Behaviors or Conditions (Ratio) Description, W hat is the quality of change in Behavior or Condrnnn'� I°oJ Changes in Knowledge, Skill Level or Attitude, i.e. percent ofshedcnts that graduate art tune Quality, Change in Mien fors or Conditions (Ratio) Description, What is the quality gfehange in Behavior at Condition? (%) Changes in Know/cdge. Skill Level or Altitude, i.e. pc•rc car ofsntdeats that graduate on tame Measure' 100"�") ofmoney management clients will have a clearer understanding of budgeting and how their mcome is spent each month. 2111e6n,ure 000'0 of money rnartagement clients Hill delvelop a savings plan and begin to pill money awaitfor future needs. �„•� a .-'J =-,? 02013 e-CImpact.com I-n�r •; -_r Lire >:•r. !�.. •.: In.. ,.: ut.. r..,:.r Form D: Performance Measurement Effort Quantity: #ofCllents Dcrcription.-How rmrch wll!}'au da? (Nun?herJ i. e, #ujstudents served Aleasure 650 clients ivill receive home delivered meals Quantity: #ofAcovzties Description: # of Activites (By' type) i.e. # of classes ojJzred Measure: ESI will provide 83,000 hone delivered rrreals to clients Quality Activity Sped/ic Measatres (ratio) DescripSortHow well will ire do it? ("o) i c, percent of staff kith a training eerliftcaIu A4easure. 9 5 % of clients iv111 receive their ordered meal within 90 minutes of leaving the kitchen, Quaho, Client Common Measures(ratio) Dr�uriptzon: How well will you do it? N) i.e. student teacher ratio Mcasura: 85`', ofclients rclll report that their meal is more mon'iho2a than one then could make on their own. Effect Qualily: Change in Behaviors or C'(rul[tions (Ratio) Description: ff hat is the quality of change in Behavior or Condition 4,b) Changes in Knowledge, Skill Level or Attatudr. i.e. percent U-l'studer¢e thatgraduate on tune Measure . 800-0 of clients receiving home delivered meals will state that the meals has allowed then? to remain in their own horn. i < 2 ".1 M C:�' 0 2013 e-Clmpact.com bu!(I;UtI- .,(.III' FY15 Joint Fending Application General Information Agency panne Executive Director Name Board President Requestor Phone Email Four Oaks Iowa City Jim ';mast Mark Danielson (Iowa City Community Board) Nikki Hines (319) 338-9186 nhn¢es�d>fouroaks.a'g Address 1916 Ifatetironl Drivc, Iowa Civy, loxa, 32240, U.S,A. W ebsite www fauroaks. org Agency Mission Statement Four Oaks assures children become successful adults, Number of Years in Operation 40 Year Org Established 1973 2020 Vision Goals for the Common Good Please indicate Coals) that y-our agency supports Income No Education Yes Ilealth yrs United Way Request for Funding United Way: Request for FundingFY15 40,000 Total Budget (United Way) 40,000 United Way: % of Total Budget Johnson County Request for Funding Johnson County: Request for Funding FY15 & 16 50,000 Total Budget (Johnson County) 50'000 Johnson County: % of Total Budget 100 For funding from Johnson County, please indicate category(s) that best describe your service areas: Services that enhance family and child well being Yes Services that provide for basic human needs such as food, shelter, safety, crisis intervention Yes Ilealth Services Fes Iowa City Request for Funding Iowa City: Request for Funding FY15 5,000 Iowa City: Total Budget 5,000 C 2013 e-Clmpact com cage low City: % of Total Budget 100 Coralville Request for Funding Coralvi➢le: Request for Funding F1''l5 0 Coratville: Total Budget 0 Corah ille: % of Total Budget 0 Agency Information Please complete the Salaries & Benefits chartfor entire Agency (Foam 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 Pursuing Adventures in Learning (PAL) Program serves children in Johnson County with mental health diagnoses and behavioral disorders. Children served bt the P.AL Prol,rain are between the ages uf5 and 12 and generally come from law -income, single parent households- LY'e offerIow staffto client ratios (7: S), a highly shztctrred curriculum, specially iranzed stuff and social ski71 burl ding groarpsfrom evidence based curriculums. We are open Mondm through Friday througPzvw the entire year, with afterschool programming rurnningBarn the time school gets out until 6: 00pni Programming ckn'ing srnnmer and breala from school rzads Ergo 7, 30am m 5: 30pm. The PAl. Program can serve up to 30 vouth with mental health disorders. We are the onli licensed special needs daycare and afterschool program in Johnson County that works with this population. We are often the last opportamlty for hild) un with dcbilitatin,y mental and behavior-af /zealth dtsorders to receive afterschool and daycare pt-agrammGvg. 77te children serr-ed 6y the P.AL Porog ram are unable to he suceesq'ftal in traditional Clay Care setthags mid many har e been asked to leave /heir previous dayoares or aftersclzoolprograms dare to their behaviors_ For many, this is the last chance to rehabilitate their behurtors before parents consrder residential treannent facditres, When a child is unable to attend traditional afterschool prograrmning or daycare it creates the Inroblen of finding adequate szpervision during out o% school lrorrrs. t49an1parents, espeoicdly single parents, o) specia/ needs children are unable to maintain gainful crnployrnent due to superl isiorn demands for their children- The PAL Program addresses this needfoi supervision so that parents have the opportunity to work. Providing snocrvision, as well as treatment,, for special needs children keeps theseyoulh out of Double during and pf school hours. Alost Of the duldren xe serve live in low-income neighborhoods that often have higher rates of crime. PAL uses a preventative approach by teaching children appropriate social skills and behaviors so that they learn how to avoid bonble. YYe stress persanul accomnulbhity far their hehaviors and use a leveled system of privilege_v to help these w-risk Youth learn that when they have pro -social behaviors then earn more freedom than when their behaviors are anti -social. Our goal for the Children in PAL o to internalize the reasons to have appropriate behaviors and sta)oui of trouble when they are at hone, school and In the community. 2; , k c� A- r;;? O 2013 e-Clmpact corn rye 2 y +a 2. List and describe the programs and/or services of the Agency that are provided to Johnson County residents that address that need. As mentioned above, the PAL Prabrzane serves rep to 30 children ages 5 to 12 in John.son County with mental health diagnoses and behavioral disorders. We offer lire con niumty safe and specialized da)%car e and afterschoo! programming for-thts challenging population- We provide social skill buildinggroups from evidence based caurrieulums such as Aggr-essiun Replucemeni Truinnig and Prornothrg Alternative Thinking Snaregies. We also offer rode idual andfamily skdl building sessions through our Behavioral Health Intervention Services provided ors site- We arc also able to refer children to therapy services within our agency for those who would benefit frorrr additional services. According io the U.S. Census Bureau data (Between the years of2007-2011), close to 18°'0 ofJohnson coxenty residents 1w, below the poverty line, Inability to find adequate child care is a huge barrier to parents who are struggling to find adequate employment. We are able to provide supervision far children so that parents may wisork hile their children are out of fehool. Wah contributions from Johnson Counh,, we are also able to provide scholarship fimding,forparents who are unable to finance niter school and daycare programmming. Approrirnately 40"0 of clrrl<b-en who attended PAL during FYI benefited,from this, Another issue facing low-inconee households is mvir portaliou. Ahilly parents lack reliable trarcrportation for therrfannlies to get to aoltuillanents or to daycare programs. PAL gh1crs transportation in our- agency vehicles to and from progi ammingfor-parents whu are unable to transport their child. We also gljer transportation and accompaniment to psychiatric appointments and school meetings for parents and children_ Of the children and families we served in FY13, 8980 off undies were able to take advantage of our transportation services. Parenting a child r+pith special needs is stressful. Many ofour parents are single, low-income and feel alone in their troubles. The PAL Program offers monthly Parent Support Groups to parents of special needs children in Johnson Count 'v hacilimtcd by a full time PAL statj, parents can learn new technuiues rahen dealing with their child's behavioral problems, find ways to de -stress, gain information to help their special needs child become successful and network with other parents who have similar eeperiences. PAh provides transportation to and iron the support group, free child care and dinnerfa parents and children- Parents who attend the group share that after the groups they jecl less stress and a greater sense of community, Client Information Please complete Client Demographic (Form 13) in addition to the question(s) beloii 3. Provide a succinct, specific description of your primary target populations(s). (Describe clients as a group in teens of their needs, requirements, and strengths. (her targel population is children with mental health diagnoses and behavioral disorders benreen the ages of5 and 12 of thi-. Johnson County area. Though not by design, the majority ofthe children we serve are from low mrome single parent households. This popadation has many unmet needs that prevent them from grorvirg Leto succes'sfid adults, (Juldren with menial health and behavioral disorders need a sale and stnsctured environment where they cent learn appropriate behavims and _social s1aRs arad receive positive adult attention. PAL is able to pffersupervision dxirirzg oxit of school times, is well us structureaccountability, soual education and skill building in a safe environment PAL stall provide patient, pasitis�e role modelsJ'or these youths and ere able to give them positive atrenffon vvhrle teaching diem appropriate behaviors and ways to interact. Requirements to attend PAL include age (between 5 and 12), a if)-? cutmental health diagnosis,. and residence in Johnson County to qualifi,jor transportation, We , urr-ently accept 4 types of funding to attend the PAL Program. Families Lou pay privately at a rate of $30.34 for a halfday and $60.68 for a full day. We acceptpayment through Child Care Assistance and Promise Jobs through the Department of Hunan Services, which offsets the cost of child care for parents meeting zncome and world school regarirernents. We also accept subsidy pm�ments for children in foster care or who have been recently adopted. We have been fortunate enough to receive funds from Johnson County Social Seri tees so that we cars offer -scholarship funcfingfbr families who do not quality Jos additional funding assistance ar¢d cariraotpayprivately. Ff i ile many may not see strengths ird a population of children that others have cast off,we believe that youth brings adaptability. Young children have an incredible abilrtp to learn new, posiinv behaviors when they of e shon•n how it benchts themselves and others- The parents and families vve work with are incredibly receptive to services and additional assistance that we can offer them PAL parents know lhat we are workin,Q together to help their child It, learn appropriate skills so that Mel, can avcnd out of home placemem urrd future legul it in order to be successful adults. _;;;54 •M-_S'1 O2013e-Clmpsctcom ,aU",or Financial Management You must complete the Historical Balance Sheet Form Cl and the Budget Form Cl, in addition to the questions below. Below, you will only need to answer the g icsdonslor the e-ntaiesfrvm which you are applyingforfitnding. 4. In detail describe the Agency need for funding from: City of Iowa City The Pursuing Adventures in Learning (PAL) Program serves children in Johnson County with mental health diagnoses and nehm�ioral disorders. Cnrrcntl,v about Fralf of over clients reside in Iowa Ciry- Children served by the P_4LPrcgratn are between the ages of 5 and l2 and generally come liom law -income, single -parent hoeeseholds lie offer low staff m client ratios (1: 5J, a inghly sn-uctured cur-rluslurn Apt ?abbe trained staff and social skill building gi oups fr-oin evidence based curriculums. LVe are open Monday through Friday throurghmet the entbe- year, with afte r school programming running jrrom the nine school gets out until 6: 0apni. Programming during s-itmnrer and breaks from school runs fr-orn 7.30ain to 5r30pm, The PAI, Program can serve up to 30 youth with mental health disorders, Funds from City of Iowa City would help the PAL Program with operating expenses, such cis aanspoi tation services, Parent Support Group, and incentive pr ogranis,for the children attending the program. Additional f mds will support our ahrhfy to have low staff to client ratios which enables us to accept higher risk clients so that they nmy receive semi ces while a'taying in the cornrnumRy. Transportation to and from programming and appointments is a keY cornpone-nt in being able to provide child care, for loiv- income families who do not hare- a rehable working vehicle or who live too farfrom public tran sit. drlany parents have told us that if ev weren't able to transport their child to and /I om the program their child would be unable to attend. By providing ocurpou union vve arc able to seree a greater number of urea youth and impact more families. Parent Support Groups provided by the P,41. Program offers education about mental health disorders in children as irdl as porenong.strategus for managuTprobleni behaviors in a suppun five envbonrncnt. Parents who attend also beneflzfhout an increased feeling of community by networking with other par eats e ho face the same challenges that come from dealing With children with behavioralproblems. The group is open to anyparents in the cornmunky with children who have mental health disorders. 4Y'e offer free child care during the session as well as complimentmy dinner for both parents and children. Currently the group is being offered once a month and is facilitated by PAL staff It'uh funds from the City of Iowa Ciry we twill be able fo contimre- to provide our Parent Sapporl Group for parents of children with mental health diagnoses. Our goal for the children we serve at PAL o to support positive behavioral changes that iwill enable there to be successful afar the)- leave the program 1Vc use arc oumtahzlity and incentives to entice children to have pro -social behaviors until they can internalize thepositive behavioral changes. Additional funds It help us prowde incentives for- the children to make these changes. 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) specifically addresses the goals cited in the 2011-2015 CITY STEPS Plan (www.icgov.org/actionphm, pages 91-94). ➢6'e work ivith Johnson County youth and theirfamilies to provide quality child care for children who are unable to atend other daycares or ufterschool programming due to problem behaviors and mental health concerns, Mare than 96Pb ofour current clients are from low-income hones and most are below the poverty level 7111nks to a granfi from Johnson Courrt)� so( ual Services, we are able to offer scholarship funding fin- fionthes who do not qualtfvfar Child Care Assistance funding which has helped over 40% of our families Continue to send their children to the program. By provnkng childcare, for- fanrhes whose children are unable to be successfully managed in traditional dayc'wes or who otherwise could not afford dcrycare, we provide parents the availability to work during out of school hairs when they would otherwise need to supervise their children. We also provide transportation not only to programming, but to psychiatric and school appouuments for' farniltes who request it We are able to provide support at these appointments as well. Ahoav parents tend to feel of erwhehned at mental health appointments and seek support When discussing problem behaviors with their doctors. Full tune staffat PAL are ante to provide this support so that the child can get the most out ofthese appointments. 7hoigh eve do our best to attend as many apporrntnertts to assist with mental health case management as rye can, we only have l lull time staff for PAL aril 1 addinanal fiell tinze supervisor who are nnle to attend appointneents with farnrlres. if �mc lead additiurra/full tine• stafflvha could assist vvuh appoindnems or if we ii ere able to cjford to pa), our howdy staff to attend appointments then we would be able to attend a greater number of appointments with our families. Pace 3 2'•• ecC5 4' Frd •`.: i' ID2013 e-Clmpact.com :•r 4b. Tell us how your agency (or program) addresses the established priorities in Iowa City's Strategic Plan? please identify the priority(s). (wwtiv.icgov.org/strategicplan) While the PAL Program addresses the needs al a very specific population in the commiminry the efec is of improved behanorsof area youth will echo throughout the city. One oftee established priorities in the Strategic Plan is Ncighboi hood Stability. The city is seeking to enhance stability and bnprove gualtly t>f Ife. Many ofrhe children an d families we serve live in neighborhoods that have a larger proportion of Section 8 housing or area that have a higher inudence gfci ime. Many of the families Living in these areas are in poverty or rely on government assistance- 113ou look cnrouind in these neighbmhoods during out ofschool hours you swill see many young children turning aroarrad without supervision, OlIen getting in trouble or- idolizing older children who are not setting the hest example. These children need to spend time with positive role models and adults who can provide supervision and behavioral education By Junding the PAL Program, more children in these neighborhoods will be given the opportunity to learn positive behavioral changes while they are being supervised by caring adults who serve as role models during out ofschool hours. Children who have made lasting behavioral changes after being in the PAL Progrcnn hm�e the tools tci stay out of trouble and he positive role models for others in their neighborhood 4nother Strategic' Plan Aran uvh is addressing is a Strong and Sustainable Financial Foundation. The PAL Frog ain effeots this ll allowing parents who would otherwise be supervising their children during out ofschool hours the ability to work while their child or children are out ofschooltrndercmployed mention dial the inability to pad o childcare center that can manage their child is a major barrier to gainful employment If'ith .support from Johnson County Social Services, we are also able to scree a larger number ofchildren by awarding sc hokn:rhip funding to children whose parents do not qualityfor government assistance fior child,fire This evpanrds our ability to help parents be available to workduring out ofschool hours_ 5. In detail describe the Agency need for funding from: City of Coralville fVe are not requesinig funds_from the City of Coralville. 6. 1n detail describe the Agency need for funding from: Johnson County There is a definite needfor specialised progrannning in Johnson County for children rtith mental and behavioral health issues. So many programs addrass youth afte they have already been in legal trouble or are placed in off -site schooling. 1 he PAL Program is a prevemion program to give high -risk often Iosr-income children the Cools to be successful and pi oduetive members gfthe cornmuniev. Funding from .7ohnson County provides low -Income children the opportunity to receive specialized programming so thei can learn the skills they need to stay old of trouble and achieve the orpotentlal. Manvfaindies in the county cannot gford out ofschool child care and do not qualify for other, funding assistance programs, Funds frrom Johnson County allow these children a chance for help. It also alloius parents wlzo are unable tri warp while their children are out ofschool an opportunity to earn more niconne or' attend classes so they can earn their degrees - 7. In detail describe the Agency need for funding from: United Way bimdhngfrom United Way assists the PAL Program with providing quality childcare services to area youth and their fannies. We have a high need in our c onmm�nity,for prograrnnning that serves childr-ert vrith mental health diagnoses and behavoral concerns, Our goal is to help children who are currently struggling due to behavioral problems stemining from mental illness. The PAL Program provides supervision, accountability, mental health education and transportation services to children with mental health diagnoses cilia live in Johnson County. Without holdingfrom United Way we would be arable to offer the high quality ofservice that we do today. Contributions from United Way help to fund many program expenses, including activities for the children, field trips, healthy snacGa and celebrators when the g-oup has met their goal. Theftrrrds also support rewards used to reinforce positive beha erg, such as one-on-one staff menial ing and weekly rewards for good behavior. The funds support our ability to provide transportation to and from the program for parents who do not have a working vehu le, increasing the number of children we can serve each day. 8. What public entities has your organization sought funding from in the last year? 1Ve have reeeived,fundiragfrmn Johnson County, United 9 (r, and Cav oflowa City. 9. From who do you receive ongoing funding? fVe receive ongoing finding f rom Johnson Counts and Uaited ff oo , .,• a 'v rs .? 9 2013 e-Clmpactcom 10. if the local funding 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. If fends were not available is-e would experience a drastic reduction in the number ofchildren ire would be able to seriv as well rrs the quality of our services. Through our funding assistance front Johnson County Social Services, we wen-e able to serve 40% of our'Vents irr T Y13. Mun'iv area children ?vould lack adequate supervision during out of school hours and likely engage in risky or criminal behaviors_ Thesc children who are in such need ofposim r, role models and social education would have !artier self esteern resulting from inadeguate/iauppropr kite social interactions. Children with symptoms of aggression who are unable to participate in prograu?ming that focuses on social skill building and aggression replacement tecln?iques would be at an increased risk ofassaulting others in the continunity and have an hwreased chance of becoming uninvolved in the juvenile justice system. PFahout social skill building, accountability and access to specralized programming at a young age, these chibiren are more likely to end up in r-esidcntial o-eatrncnt or juvenile detention, 11. Do you have a fee structure for services? If yes, please explain. The PAL Program cirri c ntly charges a rate of F30.34 per 5 hour unit, which is the currentspecial needs rate established by the Depardnent ofHuman Yet Vices for a licensed child care center serving school aged cluldren. Farnitics ineedng criteria farChild Care Ass idol ce or Promise Jobs through the Department of Human Services map either have their dot care fees completely paidfor through DHS or may have a co puv that they pay m- to the PAL PrograFamilies who do not qualifyfor funding assistance for child are through the state, usually due to insilffieient employment or persons unable to work due to disabilities, muv be able to receive scholarship funding through a grant from Johnson County Social Services- PAL deters?inesfirnding eligibility based an the same inuorne soale used by DHS to dctervnlne eligibih(y jar Child Care Assistance. Families who are above the income guidelines for special needs pay the fill rate. 12. flow will local funding help leverage other revenue for Agency? Funding 7 ecetred will help the PAL Progran? to serve a greater number of} ouch in our roinnallim and to ensure that out - budget remains stable so that we are able to continue providing quality, care for children in our community that sufferjrout mental health disorders. Through geaerokrs supportfrom the canunlasty we line in and serve we have been able to help countless children and families .sa that they nary achieve success, GTiith the increased ability to serge nwre mea youth rve are able to (raorease awareness of our program and the services we prwide. With the support from our t it}, co?enil- and i.4ilted FYay we wilt be able to serve a larger member djchildren who despmatCy need mental health services andjamities who need compassionate support In tlke lastyear 40Qu of the children we served benefited from tuition assistance that rve havc been able to provide as a direct reach from funds received. When is e are able to serve more elaldrek we are more able to gain more revenue to continue our, work. PAL is licensed to care for up to 30 children, but we curreluly cannot afford the staff transportation costs ond.supplies ri requires to serve that number ofclicals. We are alwerys Sim ing to improve the -,enae that w°e have, and with satppoits we could expand and improve the services we provide, The majority cif nut hourly staff are college students who are working toward degrees in social services. When we enploy more staff fwe are also providing more experience so that they can continue to work in the social service field and perhaps within our agency- so that we can grow and provide more services, 12a. If other funds are currently being leveraged using Johnson County Block Grant funds, please identify the source ot funding. dollar amount leveraged and the purpose of the funds (service provided). At this time we are not leveraging Johnson County Block Grant finds. <: r ,,. -, � 5 y c.y. -,g; © 2013 e-Clmpactcam 5;; 6 Ul ;s Agency Accomplishments The United P�av and Local Governments x�mh toward making our community a better place to live. Through the 2020 Vision Goals for the Comnron Good, ire wil measure our progress towards improving community conditions. Please complete the Performance Measurement Form (Form D,) in addition to the question below. On Form D, please In the Performance Nteasurernents that will be used by the Agency to measue results of'serwces. You need to enterprojec led Out, not outcomes that you have alreadv achieved YOUR ,IPPLICATION 14QLL NOT BB COMPLPYT ➢VITHOUTFOBMD. 13. Please provide specific outcomes/performance measures your organization achieved in FY13. How are peopleconditimts better because of the services you provided.' LJ1or't: Uuannti 7uleasmre # of children served- 29 Measure: # of children served who r, i e special education servtoes- 17 Re measured the member of children receiving special education Set tees through their school due to behavior, including para-education supports and enrollment in Behavior Focus classrooms, Measure, # ofParent Support Groups attended by parents- 11 Parent support group is offered once a month except doting December. Nye have had attendance at each gronp ohlered. L'jjart Quality Measure: % of rhildren discharged thus az: eligible to attend non -specialized daycare or afterschool pragranmmg 6"'c W e measured the percentage of children who no Imager require speoialL d allerschool or daycare programming based on behavior improvements, Mcasurc: % of �hlldren with a reduction in special education Services upon discharge- ?6% We nreurur'ed the percentage of children who had a reduction m tnrre spent in Behavior Focus classrooms in their school or a decreased need for additlonnl behavioral supports in school. Upon discharge, 29P , of chi(drerr in Behavior- Faces classrooms at irttahe were able to rejoin their general education classroom full tirnc at discharge, MeaSIOT, % o/ parents attending Parent Support Group- 52% Slightly over halfoj'parenls whose child or children currently attend PAL also attend Parent Supilc Support Group. Parents who do not have children , nrleudv enrolled in P-9L but who attend the grmnp were not counted. 1',fjeet; Quanllt}' Measure: # of rlients Smith a reduction in restrictive overventiorn used or nu restrictive interventions used- 79 All ofotu- clients were referred to our program due to behavior concerns that may, require restrictive imerventians. to the past year, we have had a recuction in re-,Piccth e interventions used, Meaune: #gJeonununih based groups o,fje^ed-11 The Parern Support Group that is offered io parents of children enrolled in PAL is also offered to community members who are caregivers far a child or children with a mental hrallh diagnoeo. We had altendance at all 11 groups offered Effect: Oualloe Ideasw er % of eligible children receiving BH1S-100% All children who are eligible for Behavioral Health 6rterventtarr Services received those services either inprogrurn or at school. !Measure: % of children with no restrictive interventions or a reduction In restrictive interventions- 100%, Of the children who have had a resni,nee intervention, 100%r have seen a reduction. (*A note on Form D efhen entering information for Effect1 imas unable to select an option far Quality, and only able to enter one lot Quality.) 0 2013 e-Clmpactcom Fayr % a! 13 F �uY L )cla li rss n '.'; tv FYI Form A: Ageney Salaries & Beene%its Please provide the infarmatlott for employees in your agency-, lfyuzr do notfind the position on the list, please add the position in the "whcr"section. You will be individually add positions in "other" category_ Plecue indicate ifthe position has paid heave, Health Insurance- or Retirement byplarying a 7"in the hox lithe position receives that benefit Please provide the ingormalion for employees in your agency. IJ j•ou clo not find the position on the list, please add the position in the "other" section. You will be individualty add positions in "other" category Please indicate if the position has paid leave, Health Insurance or Retirement by plaving a 7" in the bog" If the position receives that benefit. Position r Paid Leave Health Ins Retireenen tPlan Average Salary FTE (Last Year) FTF (finis Year) FTE (Next Year)l Executive Director/ President / CEO Diroctor of Operations Cu() Director of Development program Director / Manager Director of Community Intervention Assistant Teacher Administrative Assistant Advocate Assistant Coordinator Assistant Director :BUSIne35 Manager Case Manager Clerical Staff Cho exl Services Manager Director Clinical Support Maintenance,' Repair Office Assistant Prognim Caoniinator 1,00 1,00 1.00 25,355.16 0.75 0.75 0.75 Receptionist 100 1.00 1.00 2,862,111 0.09 0.09 0.09 Services Coordinator Transportation Manager; Director "Other L00 1.00 1.0o 70,784s4 3,41 3,41 341 Shift Leader- 1 00 7 00 100 29.269 44 100 100 L00 Youth Counselors 000 0 001 0.00 41, 515.10 141 :.41 '.4C Toml 3 3 3 99,001.81 425 4.25 425. _. , _. O2013e-C Impact. com F rur U+.ins IaKa C;I�, FY15 Form B: Agency Demographic Provide the Agency summary of clients served during last nvo years and one pr oyected year. 11 your Agency does not have a client count/or ar{p of the categories, please enter 0" in that box. DO NOT LEA PE AArYBLANK i unduplicated client count) FY 12 FY 13 FY 14 ' Information/Gducation Provided 34 29 35 Direct Services Provided 34 29 35 Total 68 58 70I Gender FY12 FY13 FY1, Male 30 21 25 Female 4 8 10 Ethnicity FY12 FY13 FY14� Hlspanic 1 1 2 Black 8 7 10 Caucasian 15 8 10 Native American 0 0 1 Asian 0 1 Pacific Islander 0 0 0 Other 10 12 10' Total 34 291 35I Age FY12 FY13 FY14 0-5 0 j 3, 6-17 34 27 32� 18-29 0 0 0 30-01 0 0 0 62-75 0 01 0 7s 11� ears 01 01 o Geographic Location FY12 FY13 FY14 ,Johnson County (Combined, unduplicated) 34 29 35 Iowa City 15 2(1 18 Coralville 4 1 5 'North Liberty 9 7 121 -�;7 ©2013e-Clmpactcom Pi•v z, .,,,rUaP4Inwa' :- FY15 Form Cl: Historical Balance Sheet (1s of/lgencv"ftical year-end) The autu-calculation on this jorm totals the columns in the section attar the mjormation is saved In order o? any ofthe entries to deduct frorn the total, the number must be entered in as a negative number, using the "-"syMbot. Current Assets FY11 FY12 FY13 !Cash 0.00 0.001 0.00 Investments 0.00 0.001 0,00 .Receivables<90 days 6,026.00 6,860.00 16,548.00 Total Current Assets 6,026.00 6,860.001, 16,548.00 Othee Assets FYI FY12 FY13 Property 53,606.00 53,606.00 53,606.00 Equipment 0.00 0.00j 0.00 Less Depreciation 22,35500 22,500.001 22,645.00 Receiva1bles-,90 days 0,00 0.0011 0.00 *Other (describe): 7,985,265.00 8,758,006.001 9,838,154.00 Investment'), 7.985,265 00 8.758.0K00j 9,838,154.00 Total Non -Current Assets 'font Ctu'rentl Assets 37,277,00 37,966-001 47,509.00 Total 8,0987503,00 8,871078.00 9,961,914.00 Current Liabilities FYI FY12 FYI ,Accounts Payable 101,576,00 135,005A0 141,189.00 Payroll Taxes Payable 0.00 0.00 0.00 :Contracts Payable 1 0.00 0.00 0,00 �Mortgago Payable 0.00 0A0 0.00 .Total Current Liabilities 101576.00 135,00500 141,,1S9.00': 'Total 0.00 0.00 0.pet Other Liabilities FYI FY12 FY131 Mortgage Payable Balance 0.00 0,00 0.00 Other 9 0,00 0.00 0,00 Iota] Other Liabilities 0.00 Q00 0.00 11 otal Liabilities 102,576.00 135,005 001 141,189.00 :Equity (Net Worth) 65,29990 97,039,00 93,680.00� 'Liability i Equity 37,277.00 37,966.00 47,509.00 +_ _ '. I _ p+, 1C Plot'. © 2013 e-CIm PaGLCelrl a.te':� of ': Fow Crabs Iowa l'i!v FY➢5 Farm C2: Agency Budget Please complete ALL information_ V there is an item that does not apply to your budget of the value is zer,' you MUST enter a (i" in that Lox. DO NOT LEAVE AN ITEM BLANK. The columns have auto -calculation, but it does not auto -calculate unul the information is saved Please save information aftcn to activate the calculated fields For the items that require itemization, click the link to enter specific information in the aternizatiori Jor-m. BudgetType Indicate (fSud„et is: IAgenet, Level Z =Program Specific 3 = Counn, Speck Agency Revenues FY12 FY13 FY14 Corahille Finding 0.00 0,00 000 Iowa City Funding OAK) 0.00 0.00 !Johnson County Funding I 24,392.001 15,075001 12,0W001 1J W IC Allocation 20,000.00 10,00000 10,000.00 UW.iC' Designations 0,00 O.00 0.00 'Grants -Federal, State, F011n(1N10I1 0.00 0.00 0.00 Membership Dues 0.00 0.00 O.Ooi Fees for Sets ices 125,519,00 99,495,00 107.812.00 Sales to the Public'Contracls 0.00 0.00 0.00 Fundraising Events 0.00 0,00 0.00 Contributions, Donations (including in- Mad) 000 1,856.00 0.00 Interest and tnvesnnent income 0.00 0,00 W00- *Other 0-00� 0.00 0.00; �1'otal 169,911.00 126A26.00 1291812 00� Expenses FY121 FY131 FY14 .'Total Salary and Wages 84,560.001 83,858-00i 67,177.00� Benefits loi l69.00 19,141.00 17,544.00 Administrative 16,16800 17,690,00 16,421.00 Occupancy 10,02100 8,99-,.()0 4,263.00 Other 23,991,00 28,484.00 21,048.00 Total 150,91 1A0 158,166.00 120,453.00 0 2013 e-Clmpact.com "!"':1:._ -. FYI,-) Form C2: Agency Budget Fund Balance FV12 FY13 FY14 Revenue 169,991,00 126,426.00 129,81200 Carg10vcr Balance From Prev Year 84,299.00 103,379,00 71,639-00 Total Operating Balance 254,290.00 229,805,00 201,451,00 Less Total Expenses 150,911M 158,166,00 1267453.00 Ending Fund Balance 103,379.00 71,639.00 74,998,00 Less Restricted Balance 0.00 0.00 0.001 CarpIover Fund Balance 103,371) 00 71,639.00 74,998.00 Bd/19onor/Wunder Restricted Funds FY12 FY13 FY14� Bd/Donor/Funder Restricted Funds - 0.00 please itemize 0.00 0.00 Total 0.00 MO 0.00 In -Kind Support FY12 FY13 FY-1 Services/Volunteers 0.00 0.00 0.001 Material Goods 0.00 OM 0.00 Space, Utilities, etc. 0.00 0.00 0.00 Other 090 0.00 0,00 ,Total 0.00 0.00 0.00 Grants FY12 FY13 FY14 Grants - please itemize 0.00 0.00 0.00 Total 0.00 0.00 OA0 : 'D 2013 e-Clmpacteom r' •ac 1J cl Form D: Performance Measurement Effort (heantity: » of .9 'tiidiev Description: h of,,1 cth des (By t)pe) i.e. k of classes oflred A-feasure: dofchildrenserved Measure N of children served who receive special education services MeastaC" ii' of Parent Support Groups attended bL Barents Quallly: Client Common illeasures (milli) DescriptionHow well will vote do it? (?e) i.e. student teacher ratio Measure; o ol,children dtsrharged that are eligible to attend non-speeiali:ed daycare or afterschool programming Measure °o of children with a reduction¢ ira special education services upon discharge. pleasure. ,, ofpalwus attending Parent Support Group who rate it as beneficial Effect pualhl,. Change in Behaviors or Conditions (Ratio) Description: 1{ hat L the quality ofchange in Behavior or Condition? ("Y) Changes in Knowledge, Skill Level or Attitude, i.e. percent of students that graduate on time Measure; # of tourew Support Groups offered Measin e 4 ofclierts iaiih a reduction in restrictive inlervenfioru used OualioChange in Behaviors or Conditions (Ratloi Descrtpton, What is the quality ofchange it? Behavior or Condition? (°moo) Changes in Knowledge, Skill Level or Attitude. i e_ percent of students that graduate on l nze Mectowe °o of ef(gible children receiving Beh�rviorul Heallh Interventiorr Su vices. Measure % ofchildren with no restrictive interventions or a reduction in restrictive inleroeetlons whale ht the program. 02013 e-Olmpect.com . _ ..;nil; I'nr.L:rnre F Y15 Joint Funding Application General Information Agency Name Executive Director Name Board President Requestor Phone Email Address Free Lunch Program Aluey Palmberg Ronda Lipsius Mary Palmberg (319) 400-0388 icfreelunch(tggmail. eom PO Bay 2831, Iowa C 4,),, Iowa, 52244, US-4 Website wa,)v-icflp_org Agency Mission Statement The Free Lunch Program provides a noon meal A9ondUy through Satin -day (except Thanksgiving Day) to whoever comes to dine: An open door, a fxdl plate, no questions asked Number of Years in Operation 30 Year Org Established 2009 The Free Lunch Program, begun in 1983, is a 6-days per -week noon meal program serving Ivfonday - Saturday (except Thanksgiving) in space rented at the 6Vesley Center. I'afunieer servfng teals from over 35 different religious, student, and social groups take turns providing the meals- Volunieers numbering more than 900 itse their Own food ar donated arrd/or low-costfbod,Jr-om I able to 2bble Food Revue Otgamzation and the FLP pantry. The FLP purchases good and othersuppliesfiom John's Grocery (in ilk for each day's meal, John's provides free de-liverl), the IIAC.AP Food Reservoir, llaitikeve Food Service Outlet, and local stores. 1112011, FLP s ohmteers served 36,950 noon meals, and clients enjgved over ?, 000 self -served breakfasts. 2020 Vision Goals for the Compton Good Please indicate GoahsJ that your agency supports. Income Yes Education No Health Yes United Way Request for Funding United N'ay: Request for Funding FY15 9,000 Total Budget (United N'ay) 54,100 Ignited Way: % of Total Budget Johnson County Request for Funding Johnson County: Request for Funding FY15 & 16 5, 000 'Total Budget (Johnson County) 54,100 Johnson County: % of Total Budget 9,24 For funding from Johnson County, please indicate category(s) that best describe your service areas: Services that enhance family and child well being No Services that provide for basic human needs such as food, shelter, safety, crisis intervention Yes CD 2013 e-Clmpactcom Ilealth Services No Iowa City Request for Funding Iowa City: Request for Fu❑dingFYi5 2,000 Iowa City: Total Budget 54,100 Imva City: % of Total Budget 3.70 Coralville Request for Funding Coralville: Request for Funding FY15 0 Coralville. Total Budget Coralville: % of Total Budget t) Agency Information Please complete the Salaries & gencfzts chart for entire dgency (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.) The Free Lunch Program (FLP) addresses the conununiry's need for a place where persons in need of a noon meal and of a welcoming atmosphere can conic to enjoy both. The extent of the problem we address is reflected in the jact that, uarreruly, an overage ofover I I meals are sen-ed daily ... some days recently arp to 140 or more meals. Factors in the communuy that contribute to the problems that bring people to Free Lunch are also causing more clienisjur the Crisis Center, Shelter House, and other agencies serving per -sons struggling to survive in the current strained economy: poz erty, low-income jobs, loss ofjobs. paucity of low-cost housing, and high cost of In-irng in the area in general. In addition, many of our guests struggle 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 noorr meal Mondav through Saturday (except ThanksgivingDaO to anyone who wishes to eat an open door, ajull plate, no questions asked. 7`his hearty, nutritious meal is open ague.st's only meal of day. And in some cases, a free meal helps out guests -stretch their very low income to include rent, w hi, h helps then avoid homelessness, Client Information Please complete Client Demographic (Toms Rl in addition to the g iestion(3) 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 ---or passing through-oarr 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 1-1, the time the meal e, served so that they can take advantage of the help provided there fur meeting their nutritional needs and for alleviating economic strain. Being able to get a goad meal daily at no cast p/ien helps these folks .stretch a vcry small paycheck or government overnent check far enough to cover basic—butvery meager th,mg expenses, .And some are homeless, Aaah a tiny income jiom collecting cans. Each day several of our „nests stay 'ail 1: 00 so they can take home leftovers - if Mere are any that day -for a meal later that day for themselves, perhalzs at their 2nd or 3rd shiftjobs, or to help pros ideftiod jor their farnthes or friends who can't get to Free Lunch midday because p/jub or school conflicts or disabilities They therefore make the effort to extend the economic and nutritional benefits of Free Lunch not only far themseti cs�, but to those whose schedides w physical corndiliora prevent thenn,frorn comhng to the diming room during lunch. 1 c:1 , se PM G9' © 2013 e-Clmpactcom r iqe: a1 " Financial Management You must complete the historical Balance Sheet Form Cl and the Budget Form C2, in addition to the questions belowt Below, you will only need to answer the questions for the entities /own which you are applvingfor fhnding, 4. In detail describe the Agency need for funding front: City of Iowa City Beyond the work of the dii ector. reimbursed at a rate of less than $6000 per fear, who operates out of home on her own equipment (the FLP has no office), all the work of the FLP is accomplished fiy volunteers. Therefore, the hLP director and board strive to support our 35 volunteer serving teams, who are truly the heart ot'our program. Our concern for optimum conditions fir both our volunteers and our guests Inspires our current involvement in the 1105 protect which will provide both ground -level accessibility and adjacentparking. On an everyday basis, our volunteers - over 900 ofthem—Provide some of the food and most of hospitalb), that ensure the success of the FLP in ineetin,g the needs ofoarguests. Our agency provides our learns food and supplies that are essential to serving the meals: • The FLP provides mills for every lurch; cost for milk in 2012 was S4, 640. • the FLP obtail sftod at hry cost from the HACAY food reservoir in Hianntha. IA, prnnorily lichen available) basks like pasta, canned vegetables and fruit, canned tomatoes and spaghetn sauceand canned 100%fruit juices. Most of our teams r sly on these food items from our parry to round out their meals Over the past year ar two, the amount of food n c'i c been able to obtain through IIACAP has declined steadily and drastr�ally, and the cost has risen. For instance in 0, iober?010 we were able to obtain 1,109 pounds offood and pawl S 11 24 for it In January 2013 we were able to order 907 pounds of tool and Per, $179.?8. 112 some recent months, none of our slaples appeared on the ninthly order lot drzsjust didn't happen in past years. lWe realize that the resources of HACAP Food Reservoir are strained, too') • U'hen net available from Table to Table, the local food rescue organization, or,lood drives, the FLP must pure hose oofjee, We have needed to purchase co fee for some months now. • 13'7ien not available through IIAC:4P ar from Jaod drive-s, we must purchase peanut butter and jelly, tl9any of our "tests make liMl .sandwiches to vupplenent their lunch or to lake for the meal break at then -jobs - We are still using peanut butter that one ivere able to purchase at HACAP a while ago, but it's running out We've had to purchase grape- jelly for unary months. The FLP also buys non-food irems essential to providing the meals, including napkins, foil, and plastic wrap_ We pa➢ vendors to make sine equipment needed by the volunteers is available and maintained. the dish sanitizer, 2 refrigerators, am institutional Vim e, 2 microwaves, 2 freez(rs, and the toaster and coffee urn- lY'e n v�l meet our monthl} ttill, tal aommitme'd to the li%sley Puunda6un far rent and custodial services lhrough December 2013, when our lease there evpu-,: - GG'e91 have more space of 1105 Gilbert Ctand anticipate higher monthl)' ocurpan, v costs there. 4 e pay insurance and other necessary administaztive costs for our organization l own, ial help from tine United Way, 101a1 government saun'ces, Churches, Individuals, and.loundations is crucial in orde for the FLP to pruvldefood urid rt�ppRes in wnounts that make it euster—and in many cases, possible for our volunteer tearnx to continue serving meals. 4a. The objective of Iowa City's Consolidated Flan (a.k.a. CITYSTEPS) 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) specifically addresses the goals cited in the 2011-2015 CITY STEPS Plan (www.icgov.org/actionplan, pages 91-94). The FLP addresses an underlying goal of the IC Consolidated Plan by pi oviding the opportunity forpersons with some initiative to take advantage ufa way then food to stretch the- food dollars and tner-ease their financial stability, and in souse cases, thereby reduce the chance ofYnomekessness. In addition, the nutritious meals served by the FLP`s volunteers provtde real health benefits, for our clients. 4b. "Cell us how your agency (or program) addresses the established priorities in Iowa City's Strategic Flan? Please identify the prioriti(s). (www.icgov.org/strategieplan) 11 hile we see no direct relationship of the FLP and its services to the Plant priorities, we knon that die ii ork out agency and our volunteers do at the FLP provides a measure of.stabihi,v in the lives of our community's most at -risk residents, and therefore adds a treasure of .stability to the cornrnunity as It whole. 5. In detail describe the Agency need for funding from: City of Coralville 1.' •, On 4n -PA CS? 0 2013 e-Clmpactcom qn, '. of s;: 6. In detail describe the Agency need for funding train: Johnson County Beyond the work of the director, reimbursed at a rate of less than $6000 per year, who operates out other hone on her own equipment (the FLP has no office), all the work of the FLP is accontelrehed by volunteers. Therefore, the FLP dir-ector- and board strive to support our 3.5 volunteer serving teams, imho are truly the heart of our program. Our concern for optimum conditions for both our volunteers and ow, guests inspires our current involvement in the 11W project wha h will provide both ground level accessibility and adfacent parking. On an everydav basis, our vuhmteers—over 900 of them provide some of the food and most of the hospitality that ensure the success of the FLP in meeting the needs of our guests. Our agency pr ovides our teams food and s`ztpplles that are essential to serving the meals: • The FLP provides tndkjoi every lunch, costjor milk in 2012 was S4, 640_ • The FLP obtains food at lonv cost fr oin Inc HACdPfood reservoir. in Hiawatha, 1A, prtmardy (when available) basics like pasta, canned vegetables and fruit, canned tomatoes and syaghetti sauce, and canned 106% fruit juices. Most of our teams rely on thesefood items fi-onr ourpantry to round out their meals. Over thepastyear or two, the aniouw ojfood we've been able to obtain through HACAP has declined steadily and drastically, and the cost has risen. For instance, in October 2010 we imere able to obtain 1,109 pound- offood and paid $21.24 for it. In January 2013 nie were able to order 907pounds of food and paid $1?9-58, In some recent months, none of our staples appeared on the monthly order list, this just didn't happen in past years. (We realize that the resources ofHACAP Food Reservoir are strained, too,) • lichen not cn+ailablefront Table ro Table, the Local food rescue organization, orfood drives, the FLP must purchase coffee Me have needed to purchase CQJJee forsorne months now. • When not available through HACAP in from food th rues, roe must purchase peanut butter and jelly- Some of our guests make pb&j sandy 7, hey to supplement then- hcnch or to take for the incal break at their lobs. We or,, still using peanut butter that it were able to purchase at H.ACAP a while ago, but it's running out, 137e've had to purchase grape jellyfor many months. The FLP also buys non jood items essential to providing the rncals, including napkins, joh' and pla3he wrap. We pay vendors ro make sure equipment needed by the volunteers is available and maintained: the dish santtizer, 2 refrigerators, arr institutional stave, 2 microwaves, 2 freeaers, and the toaster and, qjfte area. We must meet our rnonthlvfinancial connintment to the Wesley Foundation for rent and custodial services through December 2013, when our lease there expires Ifit,71 hate more space at 1105 Gilbert Ct, and antleynate higher monthly oce upancy oasts therenecessary administrative costs for our organization. Financial help from the United Lf ay, local, sow-ces, churches, individuals, and foundatioru is crucial in orderfrr the FLP to pros idefood and supphet in amounts that make it easier— and in many cases, possible for our volunteer teams to continue serving meals. CST O= 2013 e-Clmpact.com 4 pi 1 7. In detail describe the Agency need for funding from: United Way Beyond the work of the director, reimbursed at a rate of less than $6000 per year, who operates out of herborne on her own equipment (the FZP has no obhce), all the work of the FLP is accomplished by volarnteers, Therefore, the FLP director and board sb-ivc to support our 35 volunteer serving teams, who are truly the heart of our program. Our concentj'or- opttnurrt conditions for both our volunteers and our guests inspires our- current al) olvelnew in the 1105project, which iaill provide both ground level accessibility and adjacent parkbig- on an evervday basis, our vulmateers crver 900 of then —provide some of the food and most of the haspitalnY that ensure the success of the FLP in meeting the needs ojout guests. Our agency provides our teams food and supplies that are essential to serving the meals: • The FLP piswides milkfor every hun h: cast for milk 1112012 c,as S'4, 640, • The FLP obtains food at low cost from the HACAP food reservoir in Hiawatha, LA, prunatili, (when available) basics like pasta, canned vegetables and irlut, Canned tomatoes and spaghetti sauce, and canned 100%fruit luiccs. Most of our teams rely on these food items from our pantry to round out their meals. Over the past year or two. the amount o) food we `ve been able to obtain through HACAP has declined steadily and drastically, and the cost has risen. For instance, in October 2010 we were able to obtain 1,109 poilluk a/food and paid $21,24 for it In January 2013 we were able to order 907 pounds of food and paid ,l i79.58, In some recent norahs, none- of our staples appeared on the monthly order l st; this just didn't happen in past t earn, (W e realize that the resources of HACAP Food Reservoir are strained too-) • R hen not available ,hon Table to Table, the local food rescue organization, orfood drives, the FLP must purchase coffee PVC have needed to purchase coffee for some months rioia- • When not available through MCAP or from hand drives, is must purchase peanut butter andjelly. Sorne oil our guests make pb&j sandwiches to supplerern their lunch or to take err the meal break at theirlobs. Vv'e are still using peanut ballet that we were able to purchase at HACAP a while ago, but it's i tuning out We've had to purchase grape jellyfor many months. The PLY also buys Ilion joud hens essential to prroviding the meals, including napkins, foil, and plastic wrap. 6Ve pay vendors to make .sure ecluilnnent needed he the volunteers is available and maintained: the dish sanitLer, 2 refr,igerators, an Institutional stove, 2 nor rowaves, 2 freezers, and the toasiei and eoffee urn. 14e nest rtieet our monthly financial commitment to the Wesley Foundation for rent and custodial services through December 2013, when our lease there expires_ UVII have more space at 1105 Gilbert Ct, and anticipate higher monthly occupancy costs there, Wepai' insurance and other nec essary odininisir love costs fin our organization- Financial help from the United bray, local government sources, churches, individuals, and,16undations is crucial rut order for the FLP to provide food and supplies at amounts that make it easier— and ill many cases, possible fur- our volunteer teams to contaille serving Tlteals. 8. What public entities has your organization sought funding from in the last year? United INav of Johnson County, City ofloiva City, Johnson County 9. From who do you receive ongoing funding? United Wav ofJohnson Coumi. Clv of Ifni a ( ir)� Johnson Courtly, area Churches & individuals 10. if the local 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. Wnhout the items that the FLP provides, many, if not utost of our volunteer tears would not he able to serveif we lose volunteer teams because of our inability to suppo't them, our board will need to look at culling back ore the number of days ire can provide lunch. Our c7reMs li ien tell us hox much they count on us, but f oxurfttnduig is reduced we siinjob, can't provide the help nany of our teams need in order to continue serving. 11. Do you have a fee structure for services? if yes, please explain. svo fees are charged for services. 12. Flow will local funding help leverage other revenue Lot Agency? Currently. Inca) r{overnmenr finding is not used to leverage atberfunds. 12a. 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). tz No IS, O2013e-Clmpactcom �, Agency Accomplishments I he U"aired ➢b'ay and Local Governments wurk toward making our community a better place to lire. Through the 2020 Vision Goals fur the Common Good, ire ito/ measure ow pi ogress towards improving conununity conditions. Please complete the Performance Measurement Form ('Form D) in addition to the question below. On Form D. please provide the Performance Measurements that will be used by the to measue results ofservicex You need to enter projected outcomes, not outcomes that you have already achieved. YOUR .IPPLICd TION WILL NOTBE COMPLL7E WII HOU"! FORM D. 13. Please provide specific outcomes/performance measures your organization achieved in FY13. How are peoptelconditions better because of the services you provided? We at the FLP are new to ilie world ofperformatue measures, primarily he(,we ive pride oorselves on our "no questions asked" approach to helping our- neighbors. But we realize that funders ncm request ontcornes data, so we have begun to create surveys that we administer on an optional busis frum time to time. 4Y'e administered a survey mne n=eekday in spring 2UI3 to measure outcomes. 39 of oar guests chose to complete the survey. We measured the effect of our ser vices through use at these 2 questions. 1. "I he food provided at the Free Lunch Program helps to meet n{y nutritional needs. " 39 persons, or- 100% of respondents, e esponded 'yes' to this question. 2. "Beceruse I ant able to r eceive a free areal at Free Lunch I am better able to afford my living expenses. " 37 persons responded 'yes' to this question, I 'no,' 1 no response These result% indicate the positive effeci ofout Yen ices with regard to income and healthfor our clients, T o measure 'hou we are doing, " we used the folloii nig question, 3. "The stall and volunteers of the Free Lunch Program make are feel welcome " 38 reponded jres,' I 'no.' We feel these results indicate that the lives of our clients are positiveh affected by our semwess 2013 i (ic 4? PM C$- © 2013 e-Clmpact com aan of r rev Lunch Program FY15 Form A: Ageney Salaries & Benefits Picase provide the information for emplovees in pour agency. If y ou do not find the pus d ion on the list, please add the position in the "other" set You kill be individualiv add positions in "other" category_ Please indicatr ifthe position has paid le-uve, Health Insurance or Retirement by playing a 7" in the Im if the position r-eceivet that benefit Please provide the inlorrnation for errrplovees in yvur agenev. ]frou do riot find the positron on the list, please add the posnion in the "other"section 7oie will be individually add positions in "other" category. Please indicate if the position has paid leave, Health Insurance or Retirement ba- playing a 7"in the box if the position receives that benefit. Position Paid Leave health Ins Refiremen tPlan Average Salary FTE (Last Year) FTE (This Year) FTE ('Next Year)I Executive Director/ President t CEO 5,68S00 11,376100 11,376.00 11,376.00 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 Managcr Cicrical Stall Clinical Senrces Manager '/ Director Clinical Support Maintenance / Repair Office Assistant Program Coordinator Receptionist Services Coordinator Transportation Manager/ Director Other 0.00 0.001 0.00 0.00 0.00 0.00 0.00 I,Total 0 0 0 5,68S 11,376 11,3761 11,376 " n -t 1 Q, 2D13 e-Clrapact.com 1,, r Free Lunc11 PI, It!, e.: FY15 Form B: Agency Demographic Provide the Agency sainmmy of clients served during last two ve ov and one projected year. IJ your Agency doesnot have a client count}or any ofthe categories, please enter- 0" in that box. DO NOT LEAVE dNYBLANk (unduplicated client count) FY 12 FY 13 FY 141 Infomzalion, Education Provided Ducct Services Provided 39,748 41,335 43,0001 Total 39,748 41,335 43,000 Gender FY12 FY13 FY14 IV1a1C Female Ethnicity 'Pacific Islander Other Total 0 0 0 Age FV12 FY13 FY14 0-5 6-17 18-29 30-01 75+ Years Geographic Location FY12 FY13 FY14 Johnson Counly (Combined, unduplicated) 39,748 41,335 43,000 Iowa City Coralville North Liberty I 'r0i,4 ?zmC51 02013e-Clmpact.com r ;�.s;;= r rrr Lunch Prna.Y;mo FY15 Form Cl: Historical Balance Sheet (As of Agency's fiscal yzm-end) 172e canto-' alculation ore the, town totals the columns in the section after the rntonnatfon IS saved. In order for any, of the entries to deduct jrom the total, the number must be entered in as a negative mnnber, using the "-"symbol. Current Assets FY11 FY12 FY13 Cash 6UH,17 75,414.47 92,152-99, Investments 10.00 0.00 0.00 �Receivables, 90days 0.00 0,00 0,00 Total Current Assets 60,818.17 75,434.47 92,152,99 Other Assets FY11 FY12 FY13 Property 0.00 0.00 0,00 Equipment 1,000-00 1,000,00 1,000,00 Less Depreciation 0.00 0.00 0.00� Receivables%90 days 0.00 0,00 R00. .Other (describe): 0.00 0.00 090I Total Non -Current Assets Tota CLinentl Assets 61,818,17 75,434.47 92,152.99 'Total 62,818.17 76,434.47 93,152.99' Current Liabilities �"otmts FYI FY12 FY13 Pavable 0.00 (to0 0.00 'Payroll Taxes Payable 234.86 566.48 -964,28 Contracts Payable 0.00 0,00 0.00 Mortgage Payable 0.00 0.00 0.00 "Total Current Liabilities 234.86 566,48 -964.28 .Total 0,00 0.00 0-00 Other Liabilities FYI I FY12 FY13 Mortgage Payable Balance 0.00 Q001 0.00 Other 0,00 0.00, 0.00 'I otal Other Liabilities Total Liabilities 234.861 566.48 -964.28� Equity (Diet IN 60,583 311 74,86799 93,11 7.27 '.Liability — Equity 60,818.17 75,434.47 92.15299 J 2013 e-0trnpact.00m ' i0e 3 et tone Lune!. Plugmal FY15 Form C2: Agency Budget Please Complete ALL information- If (here is an item that does not apple to your budget or the vahtc is zero, you W ST enter a 0" in that box. DO NOT LE21 VE AN ITEM BL,4IdK The columns hu).e auto -calculation, but it does not auto-calouhile until the information is saved Please save information often to activate the calculated fzelds. For the Items that require itemization, click the link to enter speck Information in the itemization form. BudgetType Indicate it Budget is: I — Agencv Lin e/ 3 = Program Specific Agency Revenues FY12 FY13 FY141 CoralvilleFunding U.00 0.00 0.00, lossa City Funding 0,00 0.00 2,000,00 Johnson County Funding U,00 0,00 5,000.00 GWJC Allocation 8,400,00 S,610.00 9,000.00 GWJC Designations 9,777,00 11,177.00 12,000.00. Grants -Federal, Statc, Foundation 2,000,00 2,282.00 0.001 Membership Dues ! 0.00 0.00 0.00 Fees for Serm ice, 0.00 0.00 0,00 Sales to the Public/Contracts 0.00 0.00 0.00 Fundraising Events 1,000,00 1,000,00 1,000.00 Contributions/Donations(including in- kind) 19,100.00 24,025,00 25,000.00 Interest and Investment Income 101,00 100.00 100.00 *Other 0.00 0.00 0.00 Total 40.438.00 47,194,001 54,100.00 Expenses FY12 FY13 FY14 Total Salary and Wages 5,68R.00 5,688.00 5,688.00 Benefits 0,00� 0.00 0,00 Administrative 675.00 225.00 225.00 Occupancy 23.411MO 25,500.00 27,600.00 Other 8,004.001 9, 16 1. 001 8,492-00 Total 37,778.00 40,574D0 42,005.00 . gun ;_,7 IQ 2013 e-Clmpad com F , ,, FY15 Form C2: Agency Budget Fund Balance FY12 FY13 FY14� Revenue 40,438.00 47194.00 54,100.00' Carryover Balance From Prey Year 35,607,00 38,267.001 44,8i 7.00 Total Operating Balance 76,045.00 85,461.00 98,987,00 Less Total Expenses 37,778.00 40,574.00 42,005,00 '1Ending Find Balance 38,267,00 44,88TOO 56,982,00 Less Restricted Balance 0.00 0.00 0.00 Carryover Fund Balance 38,267,00 44,887.00 56,982.00 Bd/Donor/Funder Restricted Funds FY12 FY13 FY14 jBd/DononTunder Restricted Funds - 0-00 please itenuze 0.00 0.00 Total 0.00 0.00 0.00 In -(find Support FY12 FY13, FY14', Seryices 'Volunteers 1 12,-,20.00 112,320.001 149,760.00'. Material Goods 56,160.00 567160Mi 58,9ti8A0� Space, Utilities, etc. 0.00 0.00 0,00 (Other 0.00 090 0.00 'Iotal 168,480b0 168,480.00 208,728.00 Grants FY12 FY13 FY14'. *Grants -please itemize 2,0W00 2,282.00 0.00 FFSP (F€AL4 2,000 00 2,282 001 0 DOI (Total V 2,000,00 2,28290 O'A ©2013e-Clmpacl.com fait ! re : ifich i'r;vrnu - F:rr. I..mc:h Procravt Form D: Performance Measurement ii © 2013 e-Clmpactcom - i i.% 1, to I-. Pi , r in I • I i'n:,!xw Form D: Performance Measurement -v ,3- 02013e-ClmpacLcom �� _� FY15 Joint Funding Application General Information Agency Name Executive Director Name Board President Requestor Phone Email Address HACAP Jane Dr'apeauz John Brandt Jane Drapeaux (319) 393-7811 idrapeaza@hacap.org 1515HawkeyeDrive-, Hiawatha, Iowa, 52233, U.S.A. W ebsite wnrvv. hacap. org Agency Mission Statement Helping people develop skills to become successful and build strong communities, Number of Years in Operation 48 Year Org Established 1965 Hawkeye, Area Community Action Program (HA CAP) is one of eighteen community action agencies that serve the people of Iowa. Since 1965 we have been identified community needs and provided local solutions through community partnerships and quality human service programs that foster individuals developing skills for success and individuals working to build stronger, healthier communities. Through our portfolio of services we reach about 11n 8 residences, living in our six county service area; Benton, lowa, Johnson, Jones, Lima and Washington Counties. 2020 Vision Goals for the Common Good Please indicate Goal ('s) that your agency supports. Income No Education Yes Health Yes United Way Request for Funding United Way: Request for Funding FY15 29,000 Total Budget (United Way) 24,908,992 United Way: % of Total Budget Johnson County Request for Funding Johnson County: Request for Funding FY15 & 16 40,000 Total Budget (Johnson County) 24,908,992 Johnson County: % of Total Budget 0,16 For funding from Johnson County, please indicate category(s) that best describe your service areas: Services that enhance family and child well being yes Services that provide for basic human needs such as food, shelter, safety, crisis intervention No J'0 9)2013e-Clmpact.com r :.I Health Services No Iowa City Request for Funding Iowa City: Request for Funding FY15 28,000 Iowa City: Total Budget 24,908,992 Iowa City: % of Total Budget 0.11 Coralville Request for Funding Coralville: Request for Funding FY15 29,000 Coralville: Total Budget 24,908,992 Coralville: % of Total Budget 0.12 Agency Information Please complete the Salaries & Benefits chartfor 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.) Hawkeye Area Comrnunny Action Program (HACAP) has been providing services in Johnson Comity since 1965 and Washington County since 1981. During this time, HACAP has seem the needfor services rise for individuals and an ever - changing need of the community For each of the last three years, HACAP has served over 50, 000 low-income people or I in 8 residents ill our six -county service area, living in aver 18, 000 households. Our services address community needs for quality and affordable pre-school, transitional housing,.food insecurity, safe housing for low-income families, maternal & child health, youth development and community enrichment. For this application, we ion get two homed ate needs in the cornnrunity in Jolnesor¢ County; (1) access to quality preschool and child development services for low-income families and (2) the reduction of chronic hunger amongst school -aged children. A growing number of low-incomefamilies need quality f dl day childcare in order to work, attendschool, card deal with a crisis, or other overwhelming challenges in then- lives, Families face challenges ol'poverty, lack of health care, homelessness, and child abuse, lack of quality childcare and lack of extended fancily support systems. Families living in poverty are focused on meeting the day to dory needs of their family —food, shelter and clothing and can result in low sell - esteem, social isolation, a rehuetance to seek or accept help, poor problem solving skills, limited understanding of child behavior and development, crud unrealistic expectations of children. Poverty facts from the 2010 Census and 2007-2011 .American Community Survey 5 year estimates show 17.8%. of Johnson County w residents at e belothe federal poverty level. 9.1% of allfamilies in the last twelve months, who reside in Johnson Cou nty with children under the age offive, live below the poverty, level. 24.8% of children under the age offive in poverty live in a female household,' and 6.8% of children living in poverty under the age offive live in a married couple household Ouaht;,preschool and childcare services are key components to have children enter kindergarten with school readiness skills. HACAP Head Start in Johnson County serves two hundred eight children and currently has a wahlist of fty-seven children ages 3-5 who need preschool and childcare. Funding from United Way of Johnson & lashington County, Cty of Coralville and Johnson County will allow HACAP Head Start to continue providing full day, full year qualitypreschool and child development services to tow -income farnllies, There are 3,755 students (29.4%) in the Iowa City Community School District in the free or reduced lunch program. Feeding America 2011 Map the Meal Gap data identifies that 15.5% of all children in Johnson County or 3, 920 are at risk of chronic hunger. Adequate food is essential for human existence. For children it is criticalfor healthy development. Currently, HACAP partners with the Iowa City Community School District and various community organizations to provide regular weekendfood assistance to 178 children receiving subsidized school lunches_ To sustain and expand this essential service, we need additional local support. ... ` . J < <' f © 2D13 e-Glmpact.com , 2. List and describe the programs and / or services of the Agency that are provided to Johnson County residents that address that need. HACAP's mission is "Helping people develop skills to become successful and build strong communities ", Programs administered by HACAP, strive to juh'ill the agency's mission within the cormnunity. HA CAP improves lives by providing resources and support to low-income individuals and families working to sustain self-sufficiency. HACAP delivers a diverse not dblio of human services that cover a broad range of fifes essentials with a focus on early child and youth development, quality child care environments, safe and affordable housing, health and nutrition, informatin and advocacy services, and family preservation through a variety of income sapports. United Way ofJohnson & Washington County, City of Coralville and Johnson County funding will allow HACAP Head Start to provide full -day full year Head Start program sen�ices to one hundred twenty-eight children 3-5 years of age and their families. Head Start is evidence based early childhood program that promotes school readiness skills thatprovides comprehensive educational, health, nutrition, parent involvement and social services to low-income children and their families, The goads of Head Start are to enhance children's plrysical, social, emotional and cognitive development, to enable parents to be better caregivers and teachers to their children, and to help parents meet their own goals, including economic independence. Head Start children participate in active hands-on learning activities that provide children opportunities to develop their motor, communication, social/emotional and cognitive skills. Through these activities, children develop skills in decision making, problem solving, communicating with peers, predicting outcomes and consequences and appropriate social interaction. Early detection and treatment of medical and developmental concerns are key to a child's success later in life. Head Start children participate in hearing, vision, developmental and other medical screens to identify areas where there may be problem that could affect a child's ability to learn. Annual physicals, dental exams and immunizations are required. Children in Head Start classrooms receive meals and snacks that provide 213 of their daily nutritional value, Parents receive resource information. Parents are their child's first and most important teacher, Every effort is made to support this role. Parents receive information on their child's development through schedided home visits and parentheacher conferences. Families work with Head Start staff to identifv strengths and to identify areas of need Family Goal Plans are developed that outline a course of action to achieve the family goal and the resources needed to move toward goal completion Having their children enrolled in Head Start provides families the available resources and support to assist them on the road to self-sufficiency. City oflowa City finds will allow us to expand our existing school -based Back -Pack -program, Currently, HACAP provides 884 "backpacks" ofweekly weekendfood assistance throughout the schoolyear wuh78 of the backpacks distributed in Johnson County. The requested funding will allow as refund an additional 120 backpacks of weekend food assistance to children identified b'vschool staffas being high riskfor chronic hunger. Backpacks, contain kid friendly and helathy food options to ensure the children are receiving proper nutition when not in school. 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. HACAP targets low-income individuals andfamilies with a porfoho of supportive service to improve their life skills, education, health and income supports to allow them to move toward fnnity and community stabilisation. Seventv-seven percent of the households (over 13,800,1 are at or below 100% of the federal poverty threshold (with 50% in extreme poverty). Poverty is defined by imo ff'icient financial resources to provide basic human needs. Specific needs and reg irinments vary by !Household, but most will need some or all of the following. affordable housing food assistance, reliable transportation, quality education, employment supports, improved emplo}anent activities and access to affordable health care. Head Start is a federal program that mandates low-income children and theirfamilies receive services to promote school readiness of children ages 3- 5, Income is at or below 100% of the federal poverty guideline, which for a family offour is an anrural income of $'3,550. A minimum of 100% of HACAP Head Start program enrollment serves children with a diagnosed disability. Federal mandates stipndate that children who are homeless, in foster care, or fauijy is receiving F/P m' SSI is categorically eligible for services. Grant TVood AEA, DHS, {VIC, Public Health, school districts and other human services agencies reefer low-income jamilies and families with children who have disabilities to the Head Start program. The Food Reservoir BackPack uses free and reduced school touch program eligibility requrements. School staff identify those most in needed of weekend food supports, 02013e-Clmpect.com F Financial Management You must complete the Historical Balance Sheet Form CZ and the Budget Form C2, in addition to the questions below. Below, you will only need to answer the questions for the entities from which you are applyingfor funding. 4. In detail describe the Agency need for funding from: City of Iowa City The Food Reservoir BackPackprogram is fundedprimarily through local support Federal sequestration has impacted our ability to leverage CSBG finds, At the state level, the governor passed the Food Batik Bill earl,), in 2013. Although he believes local efforts are the preferred approach to address food assistance needs with a community; this billed requires a local match for state funds. Each food bank must prove that they have local donor support in order to receive their desgtnated matchingfunds. These City of Iowa City dollars will strengthen our local dollar match. Our request for City oflowa Citv funds will be utilized to sustain and grow our existing school -based BackPack program, a weekend supplemental food assitance program for low-income children identified by school stafffor being at riskfor weekend hunger, Schools identiiy the children in need. HACAP staff coordinates the logistics and distribution of the weekend food packages (or "backpacks") with community organizations that provide critical volunteer support for the packing and collection of the backpacks, The request $28,000 will expand our capacity to .serve an addittonaI I20 students throughout the school year; the requested,funds will purchase food only. All other costs for this program are provided by HACAP and some community partners. 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) specifically addresses the goals cited in the 2011-2015 CITY STEPS Plan (www.icgov.org/actionplan, pages 91-94). The CITYSTEPSplan identifies the needfor more youth programs, it recognizes thatpoverty is a futetion afPnsuffrcient income, and targets family preservation as one of its goals, especially it it may related to community development and homeless prevention. It also discusses the need to improve community perceptions and understanding of poverty. The HACAP Food Reservoir's BackPack program represents an innovative collaboration between local schools, community stakeholders and HACAP to improvefamily preservation through supplemental weekend food assistance for children oryouth. HUD -funded housing programs tendto think of hontelessnessprevention in terms ofrent or utility assistance, like food assistance represent a type pffnancial assistance that allow, a low-income family do more with their limited funds. All three promote family preservation. The Backpack program essentially provides weekend food supports for children served by the free or reduced school lunch program. It is collaborative in that school staff identify the children at risk of weekend hunger and in that it utilizes community volunteer to drive the backpack distribution Thus, the BackPackprogram improves low-income family preservation, targets children or youth within Iowa City schools, and provides an environment where community members can learn first hand about the existing poverty in Iowa City, - 4b. Tell us how your agency (or program) addresses the established priorities in Iowa City's Strategic Plan? Please identify the priority(s). ('nx»v.icgov.org/strategieplan) The City of Iowa City FI'2012-13 Strategic Plan Status Report ident�es neighborhood stabilization as one of its five organizational foci. The HACAP Food Reservoir BackPackprogram aligns with this focus as a collabortive effort to strengthen local schools. By design the program partners with identfed schools with a substantial population of students on the free or reduced lunch program. School stalfselectstudents at high risk of weekend hunger for program participation. Removing a child's risk offood insecurity typically improves their classroom behavior and stablizes their opportunity to learn, Increasing their chance to grow into a productive and positive member ofthe community. 5. In detail describe the Agency need for funding from: City of Coralville Comprehensive services for low-income preschool children and their families are threatened by multiple levels due to federal and state budget cuts, All agencies have to make- the tough decisions on how to provide the same level of services ivithfewerfunds. Hawkeye-Area Community Action Program, Inc Head Start has had to make these decisions over the past year and continues to strive to provide quality, comprehensive services to those most in need while facing the realu(v that there will be less funds to continue our work Head Start funding provides for apart day/part year (3.5 hours, four days a week, 128 days). HACAP Head Start Wraparound program extends the part day Head Start classrooms experience serving children ages 3-5 years old into a full day,full year child development seningfor low-income children whose parents are working or going to school, HACAP Head Start is requesting $29,000f am the City of Coralville to support Head Start wraparound sendees. This funding will assist in providing ten hours, five days a week, 220 dais far sixteen Head Start slots at the Coral Ridge Head Start program. Coral Ridge Head Start is locates! at 2441 )0th St, Coralville, IA_ This wraparound funding will support two FTE Assistant Teacher and one FTE Early Childhood Teacher salaries and benefits. This will allow HA CAP Head Start to continue to maintain the level ofservice needed by working and/or going to school parents. ©2013e-Clirpactcom 6. In detail describe the Agency need for funding from: Johnson County Comprehensive services for low-ineonuepreschool children and their families are threatened by multiple levels due to federal and state budget cads. All agencies have to make the tough decisions on how to provide the same level of services with fewerfaids. Hcnvkeye Area Community Action Program, Inc Head Start has had to make these decisions over the past year and continues to strive to provide quality, comprehensive services to those most in need while facing the reality that there will be less funds to continue our work Head Startfunding provides for a part day/part year (3.5 hours, four days a week, 128 days). HACAP Head Start Wraparoundprogram extends the part day Head Start classroom experience serving children ages 3- 5years old into a full day full year child development setting for low-income children whose parents are working ar going to school HA(Aro Head Start is requesting $20, 000 from Johnson County to support Head Start wraparound services. This funding will assist in providing ten hours, five dai's a week, 220 days for eight Head Start slots at the Iowa City Bloomington Head Start program. Jolva City Bloomington Head Start is located at 318 E. Bloomington, Iowa City, IA. ThisTvroparoundificinfing will support one Early Childhood Teacher and one FTE Assistant Teacher salary and benefits. This will allow HACAP Head Start to continue to maintain the level ofservice needed by working and/or going to school parents. 7. In detail describe the Agency need for funding from: United Way Comprehensive services jor low-income preschool children and their families are threatened by multiple levels due to federal and state budget cuts. All agencies have to make the tough decisions on how to provide the same level ofservices with fewer fends. Hawkeye- Area Community Action Program, Inc Head Start has had to make these decisions over the past year and continues to strive to provide quality, comprehensive services to those most in need while facing the reality that there will be less funds to continue our work. Head Startfunding provides for a part day)oart year (3, 5 hours, four days a week, 128 days). HACAP Head Start lraparound program extends the pce,t dory Head Start classroom experience serving children ages 3-5 years old into a full day fill year child development setting for low-income children whose parents are working or going to school. HACAP Head Start is requuesting $29, oo0 fi-oni United fYa➢ of'Johnson & 1Tashington County to support Head Start wraparound services. This funding will assist in providing ten hours, five days a week, 220 days for sixteen Head Start slots at the ldlaterf ont Head Start program. Waterfront Head Start is located at 367 Southgate Ave, Iowa City, IA. This wraparound funding will support two FTE Assistant Teacher and one Early Childhood Teacher salaries and benefits. This will allow HACAP Head Start to continue to maintain the level of service needed by working and/or going to school parents. 8. What public entities has your organization sought funding from in the last year? • United Way of Johnson County • Department of Health & Human Services • East Central Iowa Housing Trust Fund • Iowa Department of Human Services • Iowa Department of Education • Iowa Department ajAgriculture • Iowa Department ofPublic Health • Iowa Department ojblanagement • Iowa Department of Human Rights • United Way ofEast Central Iowa • Linn County Early Childhood Iowa • Greater Cedar Rapids Community Foundation • Iowa Department gfHu tan Rights • Benton County • Jones County • City of Cedar Rapids w • Ioa Finance Authority •HUD • US Department oicLabor • Linn Council for the Prevention ofChda Abuse ©2013e-Clmpact.com- 9. From who do you receive ongoing funding? On going fundingfor Head Start includes the followingg • United Way ofJohnson County— awarded funding supports Head Start full day (ten hours, five days a week) full year (230 days) services. • Department ofHealth & Human Services (HHS) — Head Startfunding to provide part day (3.5 hours a day, four days a week), part year (128 days132 weeks) Head Start services. • Iowa Department ofHuman Services - Child Care Block Grantfunding supports the Head Start wraparound preschool and childcare for working/going to school parents. Ten hours a day, jive days a week for 230 days ofserviees provided. • Iowa Department of Education — Shared Visions funding supports the Head Start wraparound preschool and childcare for work-iiig/going to school parents. Ten hours a day, five days a weekfor 220 days ofservices provided • Iowa Department of Education — Child & Adult Care Food Program (CA CFP) jinnding provide meals for enrolled children • United Way oj'East Central Iowa — awarded funding supports Head Start full day (ten hours, five days a week) jiill year (230 days% services. • Linn County Early Childhood Iowa —ECI funds support s the Head Start wraparound preschool and childcare for working/going to school parents. Nine hours, five days a week, 220 days of services p)ovided. On going.landingfor the HACAP Food Reservoir includes: • Iowa Department of Human Services— this includes some jands and commodity allocation. • United Wary ofEast Central Iowa 10. If the local 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. United Way ofJohnson & w ashington County, the City of Coralvtlle and Johnson County funding is a critical element that will assist HACAP Head Start to fill the gaps that exist in the blending of Head Start funding and Shared b isi ms wraparound funding to provide fidl day fiill year preschool and childcare services for forty (40) working and/or going to school families. Full Day Full Year operations provide ten hours a dory, five days a weekfor 220 days of the yearforf vi ilies, allowing them to work andlar go to school while their child receives quality, comprehensive Head Start services acid school readiness skills, Without local Community finding support, HACAP Head Start programming would look at offering fewer days and/or hours ofoperation to em-olledfantilies and children. Fewer days andler less howl ai operation arc not what working and/or going to school parents need to become selfsujficient and promote school readiness skills in young children. The City of Iowa City funds will sustain the Backpack program for school -aged children in Iowa City at risk of chronic hunger. The BackPackprogram is successfud when we partner schools, community organizations, and HACAP (for operational logistics and buyingpower). Often community organizations have volunteers willing to corralmate supplemental weekend foodfor children, but duev do not necessarily have the funds to sustain the effort. No approved landing equates to fewer children served (and consquently, increased hunger in Iowa Cin). 11. Do you have a fee structure for services? If yes, please explain. No, the majority of HACAP direct services have no fee structures charged to low-income households. HACAP Head Start services, supplies and materials are provided at no cost to children and families. There are no fees charged to children involved in the Food Reservoir BackPackprogram, People that dhne at our Fourth Street Diner in Vinton, Iowa pay a modest fee for meals purchased, our transitional and affordable housing programs include rent based upon household intone. 12. How will local funding help leverage other revenue for Agency? United Way ofJohnson & Washington County, the City of Coralvtlle and Johnson County funding will assist HACAP Head Start to use other financial assistance and resources to provide and extend essential services for children and families within the Johnson County Community. Local fmnding will also assist in HACAP Head Start to meet mandatory match requirements for awarded federal and state grain funds. 12a. 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). HACAP is not using Johnson County Block Grant fiords at this time, 121 Gt r 2 "S:08 1'n: q5T 02013 e-Clmpact.com F 7 ligg Agency Accomplishments The United May and Local Governments work toward making our community abetter place to live. Through the 2020 Vision Goals for the Common Goof we wil measure our progress towards improving community conditions. Please complete the Performance Measurement Form (Form D) in addition to the question below, On Form D, please provide the Performance Measurements that will be used by the Agency to measue results ofsevices, You need to enter projected outcomes, not outcomes that you have already achieved YOUR APPLICATION WILL _NOT BE COMPLETE YVITHOUT FORMD. 13. Please provide specific outcomes/performance measures your organization achieved in FY13. How are people/conditions better because of the services you provided? HA CAP Head Start was able to provide service to 258 low-income Johnson County children age 3-5 in FY 13. Two hundred sixty four households participated in Family engagement activities that included Child Safety, Literacy Activities, Parent Group Meetings & Activities, Gardening Opportunities and Parent & Child Planned Activities, Ninety% of the enrolled children and families were retained To thrive, young children need nurturing, involved parents and families. Parent involvement in Head Start relates to positive cognitive and social outcomes. Children with more involved parents assess higher- and lad more positive social behavior than children whose parents were less involved. Research shows how critical the early years of a child's life are in relation to their capacity to learn, grow and function and indicates a strong need for earl. intervention for this very vulnerable population. Head Start teachers use their knowledge of how children develop and learn to create- an environment in which children and theirparenis are safe, comfortable and feel they belong An effective learning environment helps children develop independence and confidence as learners. Head Start children are assessed three times a year to determine growth and demonstrate developmental progress. At year-end assessment, Johnson County Head Start children demonstrated progress in thejbllowingskill levels: • Cognitive 83% • Language 81 % • Phvsical 94% • Social emotional 75% Tern enrolled children were diagnosed as having a disability and received services to address the need through collaborative relationship between Head Start and Grant Wood AEA. A11 ten children showed growth in measured developmental areas. Seventyfour% co -Assistant Teachers in Johnson Countv have at minimum a child development associate (CDA) credential. This educational requirement for staff will ensure that staffhas a firvn understanding of early childhood and working with young children and their families. Head Start of parents opportunities and support for growth, so that they can ident� their own strengths, needs and interests, and find their awn solutions. nurture the development of their children in the contest of their family and culture, and advocate for communities that are supportive of children andJamilies of all cultures. The molding of trusting, collaborative relationships between parents and staff allows them to share with and to learn from one another. Head Start serves families within the context of the community, and recognizes that other agencies and groups work with the same families. Collaboration with these partners ensures the highest level ofservices to children and families, fosters the development ofa continuum offamlly centered services, and advocates for a community that shares responsibility for the healthy development of children and families of all cultures. Three thousand four hundred fifteen external referrals were made to Johnson County families. Referrals were made jor, emergency/crisis, Parent Education, Child Support, ESL classes, Housing Assistance, Fatherhood/Male Involvement, Transportation, Job training/employment and Food Assistance. For the HACAP Backpack program we are working with school districts within our service area to identify measures that can identip, program success and maintain the school's need to protect participant identites. We hope to have some reasonable performance measures identified and approved far use by the summer of 2014. L j _'�S.0MCST 0 2013 e-Ctmpactcom r, FY15 Form A: Agenev Salaries & Benefits Please provide the hottrmationfor employees in your agency, If you do notfand the position on the list, please add the position in the 'other" section. You writ 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 boy 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 Retn'ement by playing a 7"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 1.00 1.00 1.00 113,256.00 1.00 1.00 1.00 Director of Operations /COO 1.00 1,00 1.00 987426.00 1.00 1.00 1.00 Director of Development Program Director Manager 1.00 1.00 1.00 57,592.00 15.00 15,00 15.00 Director of Community Intervention Assistant Teacher 1.00 1.00 1.00 26,707.00 71.00 55.00 55.00 Adnvnistrative Assistant 1.00 1.00 1,00 30,201.00 13.00 ]0.00 10.00 Advocate 1.00 1.00 1.00 34,965,00 3.00 3.00 3.OD ,Assistant Coordinator 1,00 1.00 ]'DO 38,6881)0 Lou 7000 7.00 Assistant Director- 1-00 1.00 1.00 43,347.00 14,00 14.00 14.00, Business Manager 1.00 L00 1.00 67,600.00 2,00 2,00 2.00 Case Manager 1.00 1.00 1.00 41,640.00 5-00 5.00 5.00 (Clerical Staff 1.00 1.00 1.00 33,579.00 17.00 10.00 10.00 Clinical Services Manager / Director 1.00 1,00 1.00 52,853,00 1.00 1.00 1.00 Clinical Support 1.00 1.00 1.00 29,744.00 6,00 6,00 6,00 Maintenance i Repair 1.00 1.00 1.00 37,419.00 3.00 1.00 1.00 Office Assistant 1.00 1,00 1.00 28,205.00 14,00 13.00 13.00 Program Coordinator 1.00 1.00 1,00 37,357,00 44.00 44.00 44.00 Receptionist Services Coordinator 'Transportation Manager / Director � 'Other 0.00 0,00 0.00 0.o0 0.00 0.00 0.00 Total 16 16 16 772,579 217 188 188 a u 1 _? d.-7 © 2013 e-Clmpact_cum FY15 Form B: Agency Demographic Provide the Agency summary of clients served during last two years and one projected year. Tfyour Agency does not have a client count for any of the categories, please enter 0"in that box. DD NOT LEAVE ANY BLANK. (unduplicated client count) FY 12 FY 13 FY 14 Information/Education Provided 0 0 0 Direct Services Provided 50,950 52,709 52,000 Total 50,950 52,709 52,000 Gender FY121 FY131 FY14 Male 21,976 22,535 22,000 Female 28,970 3Q173 3Q000 Ethnicitv FY12 FY13 FY14 Hispanic 2,656 2,891 2,900 Black 6,635 6,989 7,400 Caucasian 3L910 31,842 32,000i Native American 211 99 200 Asian 375 413 400 Pacific islander 82 99 90' Other 11,737 13,143 10,000 Total 53,606 55A76 52,990 Age FY12 FY13 FY141 0-5 10,922 10,921 10,920 6-17 12,972 13,915 14,000 18-29 8,589 8,642 8,700 30-61 13,078 13,406 13,500 62-75 762 789 810 75+Years 1,810 ],803 1,800 Geographic Location FY12 FY13 FY14 Johnson County (Combined, 'unduplicated) 5,867 5,800 5,700i Iowa City 3,819 3,820 3,850' Comlville 961 900 1,000 North Liberty 688 685 700 -. © 2013 e-Clmpact.com ci FY15 Form Cl: Historical Balance Sheet (As of Agency's fiscal year-end) The auto -calculation on this form totals the columns in the section after the information is saved. In order for any of the entries to deducttrorn the total, the member must be entered in as a negative number, using the "-"symbol, Current Assets FY11 FY12 FY13' Cash 1,522,981.00 1,360,414.00 1,400,000.00 Investments 375,706.00 0.00 242,000,00 Receivables<90 days 2,007,775.00 2,194,482,00 1,800,000.00 Total Current Assets 3,906,462.00 3,554,896,00 3,442,000.00 Other Assets FYII FY12 FY13 Property 11,303,468,00 10,991,727.00 10,975,000,00 Equipment 1,348,377.00 1,392,09800 1,415,000.00 Less Depreciation -6,803,024.00 -7,157.485.00 -7,316,000,00 Receivables>90 days 0.00 0.00 0.00 *Other(describe): 1,626,973,00 1,307,792.00 875-000.00. Inventories, prepaid expenses, longterm investments 1,626,973.00 1,307792.00 875,00000 Total Non -Current Assets i Tota Currentl Assets 3,906,462.00 3,554,896.00 3,442,000.00 Total 11,382,256,00 10,089,028.00 9391,000.00 Current Liabilities FYI FY12 FY13 Accounts Payable 1,689,647.00 1,478,116.00 1,350,000.00 Payroll Taxes Payable 0.00 0.00 0,00 Contracts Payable 0.00 0.00 0.00 Mortgage Payable 172,083.00 180,060.00 185,000.001 Total Current Liabilities 1,861,730.00 1,658,176.00 1,535,000.00 Total 0.o0 0.00 0.001 Other Liabilities FY11 FY12 FY13 Mortgage Payable Balance 2,076,784.00 1,895,572.00 1,625,000.00 Other 1,517,890,00 793,044.00 495.000,00 Total Other Liabilities 3,594,674-00 2,688,616.00 2,120,000.00 Total Liabilities 5,456,404,00 4,346,79200 3,655,000.00 �Equity(Net Worth) 5,925,852.00 5,742,236,00 5,435,000,00 Liability +Equity 11,382,256.00 10,089,028.00 9,090,000.00 i -_r_i 1 3 2,C �f > FrvA CST © 2013 e-Clmpact.com i/it "y FY15 Form C2: Agency Budget Please complete ALL information. Lt there is an item that does not apply to your budget or the value is zero, you MUST enter a 0" in that box. DO NOT LEAVE AN ITEM BLANK_ The columns have auto -calculation, but it does not auto -calculate until the information is saved. Please save injorrnatum often to activate the calculated fields. For the items that require itemization, click the lank to enter specific information in the itemization form. Budget Type Indicate fBudget is 1 = Agency Level Agency Revenues FY12 FY13 FY141 Coralville Funding 0.00 0.00 1 Iowa City Funding 0.00 0.00 0.00 Johnson County Funding OM 0.00 0,00 UWJC Allocation 0.00 20,000.00 20,OOD-00 UWJC Designations 0,00 0.00 0.00 Grants -Federal, State, Foundation 21,957,183.00 18,781,043.00 18,518,992,00 Membership Dues 0.00 0.00 0.00 Fees for Services 1,140,125.00 1,115,000,00 1,125,000,00 Sales to the Public/Contracts 46,585.00 45,000.00 45,000,00 Fundraising Events 0.00 0.00 0.00 Contributions/Donations (including in- kind) 3,90T224.00 4,101,000,00 4,255,000.00 Interest and Investment Income 21,514.00 20,000.00 18,000.00 *Other 925,917.00 925,000.00 925,000.00 Total 27,998,548.00 25,007,043,00 24,906,992.00 Expenses FY12 FY13 FY14, Total Salary and Wages 8,183,245.00 7,600,000,00 7,515,000.00 Benefits 3,173,828.00 2,915,000.00 2,975,000.00. Administrative 1,804,185,00 1,708,000.00 1,685,000, Occupancy 477,868.00 456,000.00 445,000,00 Other 14,498,312.00 12,330,043.00 12,288,992.00 Total 28,137A38.00 25,009,043.00 24,908,992.00 © 2013 e-Clmpectcom P t., 1L1C `, FY15 Form C2: Agency Fund Balance FY12 FY13 FY14� Revenue 27,953,822,00 25,009,043.00 24,908,992.00 Carryover Balance From Prev Year 0.00 -183,616.00 -183,616.00 Total Operating Balance 27,953,822.00 24,825,427.00 24,725,376.00 Less Total Expenses 28,137,438A0 25,009,043,00 24,908,992.00� Ending Fund Balance -183,616.00 -183,616.00 -183,616.00 Less Restricted Balance 0.00 0,00 0.00 Carryover Fund Balance -183,6] 6.00 -183,616.00 -183,616.00' Bd/Donor/Funder Restricted Funds FY12 FY13 FY14 *Bd/Donor/Funder Restricted Funds - please itemize 1,548,632,00 1,422,700.00 1,462,650.00 UWECI Receivables 723, 060 00 720, 000 00 720, 000, 00 Corporate Operations 145,489.00 175,000.00 195,000.00 NBdanerican Assistance 31,992.00 16,000.00 10,000.00, Alhant Home Town Care 7,914.00 3,500.00 3,000.00 UiVJC 1, 000, 00 0.00 0 001, Quality Care Initiative 80,368.00 85,000.00 75,000.00 GCRCF 4,09-200 16,000.00 8,000 00 Food Reservoirinventory 192,69800 205,000.00 225,000.00 Intl Ch-cleOperatons 5Z815.00 3,50000 0.00 Johnson CougvLocal Housing 24,622,00 22,000.00 19,00000 Parent Committee PF Reserve 18,2I6.00 18,000.00 17,000001 MVAssistance 38400 300.00 250.00 Amanadssistance 3,284.00 2,500.00 1,500,00 East Central Assistance 11,123.00 8,000.00 7,500.00 Farmers Electric Assistance 0.00 0.00 0.00 Linn Co RECAssistance 1,88700 600.00 1,000.00 TI(PRECAssistance 5,450.00 4.500.00 4,000.00 Coggon Municipal 1,375.00 800.00 900.00 Black -Hills 6,40700 5,50000 6,000.00 Local assistance operations 43,396.00 46,000-00 50,000.00 Washington Local Assistance operations 59,223 00 42,000.00 47,000.00 Horneless childrens trust 36.109 00 28,000.00 34,000.00 Food Res OpslBackpack Project 35,339 00 12,000 00 21,000 00 Food Res Bulk Buying 49, 832. 00 5,00000 15,09000 Alliance Child & Maternal Health 8,54700 3,500.00 2,50000 Total 1,548,632.00 1,422,700,00 1,462,650,00 O 2013 e-Clmpact.com FYI Form C2: Agency In -Kind Support FY12 FY13 FY14 Services/Volunteers 324,164,00 335,000.00 337,000.00 Material Goods 2,946,904.00 3,105,000.00 3,195,000.00 Space, Utilities, etc. 308,448.00 285.000.00 285,000.00 Other 0,00 0.00 0.00 Total 3,579,516.00 3,725,000,00 3,817,000.00 Grants FY12 FY13 FY14 *Grants - please itemize 21,957,183.00 18,781,493.00 18,518,992,00 Head Start 5,661,300.00 5,661,300.00 5,300,000.06 Child CAre blockgrant 571,468.00 57),46800 571,468,00 Shared Visions 466,692,00 466,692.00 490,00000 Child care wraparound (Johnson) 42,898.00 0.00 0-00 child care wraparound (Linn) 147,215.00 147,215,00 150000.00 child care wraparound (Jones) 29,38200 29,832.00 29,382,00 weatherization 5,135,333,00 3,000,000.00 2,500,000.00 LtHEAP 4,040,20400 3,750,00000 3,600,000,00 CSPG 84Z444.00 823,794.00 807,000.00 Transitional Housing 700, 718 00 710, 000 00 720,000 00 RED Ahead (UWECI) 8,221.00 17,00000 25,000.00 HPRP 618,147 00 0.00 000 CDBG (City of Cedar Rapids) 42,557.00 42,55700 49,00000 ESGP 49, 964.00 49,96400 75, 009, 00 Benton County Housing 19,849.00 19,849.00 20,000.00 Linn County Housing 30,664,00 30,664,00 35,000.00 W ashingam County Housing 120, 000. 00 110, 000.00 120, 000, 00 WIC 686, 740, 00 686, 740 00 720, 000 00 Alliance Child & Maternal Health 539,489 00 539,489-00 600,000.00 immunization 121359,00 0.00 0,00 Fmmer`sMarket 2,446.00 Z44600 2,500001 CACFP centers & homes 1,077,846,00 1, 077, 846.00 1,100, 000.00 TEFAP Food Program 29, 638.00 29, 638.00 22,00000 LEAD Grant (City of Cedar Rapids) 36, 917.00 0.00 0.00 SIP 332,380 00 332,380 00 0001 Quality Child Care & PACES 158,068 00 158,068.00 175,00p.00 First learsFirst Curriculumn 6,378.00 0.00 000 Washington Co Housing Re -had 20,951,00 59,049.00 200,000.00 Emergency Child Care 38,800.0013$800.00 4Z 000 00 n ' J2 v CST © 2013 e-Clmpact.com .d � ,... ,1, FY15 Form C2: Agency Grants FY12 FY13 FY14 Iowa Respite Care 8,000.00 0.00 14,000.00. FoodReaervoir 33,538.00 33,538.00 35,000,00 Food Res Commodities 270, 547.00 248, 456.00 230, 000 00 Healthy Footsteps 53,322.00 12,000.00 0.00 Child Care Nurse Consultant 16, 638, 00 16, 638. 00 14, 642.00 Benton Co Senior Dining 106, 070.00 106, 070. 00 102, 000.00 SSVF 0.00 0.00 770, 000, 00 Total 21,957,183.00 18,781,493,00 18,518,992.00 - _ ©2013e-Clmpact.com � -,,,; Form D: Performance Measurement Effort Quantity: #ofClients Description. How much will you do? (Number) i.e. #ofstudents served Measure. # ofchildren enrolled in Head Start Measure: # of Households involved in Head Start Family Engagement -Activities Measure: # ofschool-aged children enrolled in HA CAP BackPackprogram Quality" Client Common Measures (ratio) Description: How well will you do h? rl) i.e. student teacher ratio Measurer %ofHead Start classrooms that maintain approved child teacher ratio Measure.: %ofprogram months where average daily attendance ofchildren is 85%or more. Measure: % of complete Backpack distributed and picked -up on time. Quantity: # ofActivities Description: # of Activites (By type) i.e. # of dosses offered Measure: # of Individual Education Plans .Measure: # of Referrals made to external commimity services Measure: #o'supplemental weekendfood parcels (Backpacks) provided Quality: Activity Specific Measures (ratio) Description. How well will we do it? (%) i. e, percent ofstaff with a training certi, ficate Measure: P6 of Head Start Assistant Teachers with CDA or AA in Early Child Education. Measure: % offamilies retained in Head Start. Measure. % of Head Start families that receive two home visits or pm cut teacher conferences during the program year (4th Quarter measure). Quality: Activity Specific Measures (ratio) Description: How well will we do it? O i.e. percent ofstaff with a training certificate Measure: % ofschool-aged children retained in BackPackprograni. Effect Quality: Change in Behaviors m- Conditions (Ratio) Description: What is die quality of change in Behavior or Condition? (%) Changes in Knowledge, Skill Level or Attitude; i.e. percent of students that graduate on time Measure. % of Head Start -age children have demonstrated developmental progress in cognitive skills. Measure: % ofHead Start -age children have demonstrated developmental progress in language skills. Measure: ° % of Head Start -age children have demonstrated developmental progress in physical (fined, grass motor) skills. Quality: Change in Behaviors or Conditions (Ratio) Description. What is the quality, of change in Behavior or Condition? (%) Changes in Knowledge, Skill Level or Attitude, i.e. percent ofstudents that graduate on time Measure: % of Head Start -age children have demonstrated developmental progress in socio-emotional skills. Measure: % ofHead Start Pmenis maintain or improve their parent knowledge (taken in 4th quarter only) '.Oe J -1 9 2013 e-Clmpact.com F c_.c d sal FYI Joint Funding Application General Information Agency Name Executive Director Name Board President Requestor Phone Email Address Website Agency Mission Statement Housing Trust Fund ofJohnson County (HTFJC) Tracey Achenbach Robert Dvorsky Tracey Achenbach 3193580212 tchenbach@htfjc. or'g 322 E 2nd St, Iowa Chy Iowa, 52240, U.S.A. m1jjc. org To promote and support affordable housing in Johnson County. Number of Years in Operation 10 Year Org Established 2004 HTFJC is a housing non -pi ofit that provides funding for affordable housing providers, builders and developers in Johnson County. HTFJC adnninlsters a revolving loan fund, which has been funded with state funds, local governmentfunds, and H7TJCfiunds. HTFJC requests applications for thosefunds four threes ayear, 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 families at or below 80% of'the area median income. HTFJC may also apply for and administer other program funds that further the mission of the organization and allow for more fnending to be dedicated to affordable housing. 2020 Vision Goals for the Common Good Please indicate Goal(s) that your agency supports. Income Yes Education No Health Yes United Way Request for Funding United Way: Request for Funding FYI Total Budget (United Way) United Way: % of Total Budget Johnson County Request for Funding Johnson County: Request for Funding FY15 & 16 48,000 Total Budget (Johnson County) 965,000 Johnson County: % of Total Budget 4,97 For funding from Johnson County, please indicate category(s) that best describe your service areas: Services that enhance family and child well being Yes Services that provide for basic human needs such as food, shelter, safety, crisis intervention Yes Health Services No „-12 41, P%i CST © 2D13 e-Clmpact.com F," _ i , Iowa City Request for Funding Iowa City: Request for Funding FY15 24,000 Iowa City: Total Budget 483,000 Iowa City; % of Total Budget 4.97 Coralville Request for Funding Coralville: Request for Funding FYIS 15,000 Coralville: Total Budget 483,000 Coralville: % of Total Budget 3.11 Agency Information Please complete the Salaries & Benefits chart far 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.) Johnson County has a well -documented need for affordable housing. The presence ofahe University oflowa, the economic vitality of the Cedar Rapids/lowa City corridor, and a shortage ofpubllc funds are among the factors that make it difficult for rnanv low income households to secure housing that is affordable. The presence of the University oflowa creates a demandJor housing for students and employees and for enzplovees of the other businesses and services associated with the University or student population. The high demand for housing increases the cost of housing. In addition, the Cedar Rapids/Iowa Cinl corridor is one of the few areas in Iowa that has continually increased inpopulation, which also creates a demand for housing, increasing the cost. While the demand for housing is high, the income levels ofsome of the residents of the county do not match what is needed in order to afford the higher cost of housing. In addition, because the City oj' Iowa City is the only community in the cowry that is considered an "entitlement" community, it limits the number offederal dollars that are dedicated to affordable housing in the county. This creates even more of a need for the HTFJCfztnding. The HTFJC grant or loan funds are provided to those who develop, improve, provide n, 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 cost 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 state, 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 income levels. According to the 2010 census, over 11,000 rental households in Johnson County were considered cost burdened, paying more than 30percent of their bzcorne for housing. According to projections, it was estimated that there would be a need far an additional 1, 519 rental units affordable to low income households by 2012. Moreover, in 2013, fair market rent in Johnson County is $853 far a two -bedroom apartment, and in order for it be affordable, the household must earn over $34, 000 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 werefamily households. These numbers indicate that there is a continued need to provide lower cost housing to lower income rental households. Finally, the shelter and transitional housing providers in the community also report a sign{'heart number ot"persons who are in need of emergenev or service -oriented housing. The Shelter House, the county' only shelter, reports that since their new facility was built, which has allowed them to house over 70 persons, they have riot been able to accommodate the number in need ofshelter. In addition, Shelter House is not a facclity that accomodates the homeless who are service - resistant. The need to house those persons also e e ts, as evidenced by the number who are consistently utilizing emergency medical, police and other szeppn,tive serl,ices provided in the county. Finally, the Iowa City Community School District reported that 415 children enrolled in the school district in 2012-2013 were considered homeless. For those famines in emergency shelter or in need q1 transitional housing, the need for housing assistance is greatest, because their income is often very low. 7<!' '01' rir.4 0 "Nf CS G 2D13 e-Clmpactcom 2. List and describe the programs and 1 or services of the Agency that are provided to Johnson County residents that address that need. HTFJC combines state, local government, HTFJC funding and other contributions andfunding to offer a revolving loan fiend to affordable housing providers and developers that build or rehabilitate dwellings with the goal of increasing or maintaining the number at- o_fowner or 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 them to reduce the cost of housing for the renter or owner, or to make the project feasible at all. These providers/developers may receive a no -interest or very low -interest loan or a grantf-orn HTFJC The terms of the loans or grants are based on the provider/developer's ability to repcg, 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 ofD rectors makes available for applicants the amount of fiends they have available that are not restricted for other use. While this may mean there are no funds one quarter, it also means that he other quarters there is signifucaraly more than Just the state and local governmentfunding that has been made available (for example, HTFJC fiends from loan repayments, interest earned, contract income, etc). HTFJC strives to keep its operating budget very small so that nearly all of its available funds can be awarded to affordable housingproi,iders/developers. After applications are accepted, a committee of the board reviews the applications and then makes recommendations to the board The board considers the recommendations and approves the awards. When making award decisions, the board takes into account the location of the project, the income level it will serve (with priority given to the lowest income), the need far HTFJCfunds for the project, and the community need for the project. In addition to its revolving loan fund, HTFJC mav also approve usingfundsfor specific projects or initiatives that support its mission and allow HTFJC to be part of a collaborative effort with other organizations. In the current fiscal year; HTFJC approved supplying funds to supplement the minor repair program established with its FHLB Ajfor-dable Housing grant be the past, HTFJC collaborated with the Iowa City Area Association ofRealtors and other organizations to construct a new home for a low -to -moderate income buyer and to purchase and rehabilitate another home for a low-to- rnaderate income buyer. HTFJC also promotes and supports affordable housing by serving in an administrative capacityfor specified initiatives or projects. HTFJC Board approved a dedication q/ $25, 000 per year to establish a part-time person to provide administrative support to the Local Homeless Coordinating Board (LHCB). A responsibility ofthis position will be to also pursue possible projects for LHCB. The first such project will be to investigate mud implement a possible FUSE (Frequent User System Enhancement) Project The end result of this initiatve mailprovide ideas for housing the service -resistant homeless in the county, thereby reducing the cost to police, emergency medical, and other supportive services providers. HTFJC also provides administrative support for a County Board of Supervisors program that is dedicated to repairing mobile hones in the rural areas of the county. Client Information Please cornplete 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 mvards 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% of its state funding to projects that benefit persons with extremely low income (30% of the area median income or below). Therefore, the primary leugetpopulationfor HTJFCfimds are law -to -moderate income households, with a portion each year targeted to extremely low income households. HTFJC Board of Directors attempts to use the minimum amount of its revolving loan fund possible to achieve the maximum benefit to the community. Because HTFJC emphasis is on providing affordable housing to all low -to -moderate income households, and the use of its funds is dependent on the project applications it receives, other demographic requirements have not been in place when awarding funds It is possible; however, because aportion of the state funds must be used to benefit extremely low income households, a target population may be more specifically defined as those with disabilities, seniors, the homeless, or those threatened with homelessness. HTFJC awards its revolving loan jundfunding to providers/developers who serve clients, who are described in their applications fin-Juni ing. In some cases, the demographic information of the client may not be known until many months after funding is provided, because the traits may not be sold or rented to the benefiting household until much later. This limits the demographic information that HTFJC is provided by awardees. There are a few specific programs; however, for which HTFJC must process client applications, and through our own agency monitoring system we may receive demographic information on clients served. This information is provided on Form B. It should also be noted that because we prrovide finding to organizations (not usually specific clients), there mail be client numbers in Form B that are also provided by the organization awarded HTFJCJu?7ds. ©2013e-Glmpect.com r : r Financial Management You must complete the Historical Balance Sheet Form Cl and the Budget Form C2, in addition to the questions below. Below, you will only need to answer the questions for the entities from which you are applying for funding. 4. In detail describe the Agency need for funding from: City of Iowa City Ln securing state funding, HTFJC is required to demonstrate direct local financial support, and the Citv oflowa City funding allows HTFJC to accomplish this. Demonstrating local support allows HTJC to apply for state funding that is four times the local conount. More specifically, the amount ofstate funding Jor which HTFJC may apply for the coming year is $349,044, which requires $87,261 in local match. The City funds are used to meet that local match requirement HTFJC is the only entity in Johnson County that can apply for state housing trust fund dollars and bring that state funding to the county, which makes the City oflowa City fmding even more necessary. The City fainding is combined with the state funding and other funding to make the maximum amount available to affordable housing providers and developers in Johnson County. All of City funding is passed on to the housing providers and organizations by being offered in the HTFJC revolving loan fund made available four times peryear, iffunding is available. Finally, applicants to HTFJC that are combining several sources offimding receive points on their state low income housing razz credit applications ifa portion of the project is being supported financially by the local housing trust fund The state determines the points awarded based on the local govermnentfrnancial support to the local housing trustfund in the application year; therefore, City fiends contributed to HTFJC make it more possible for housing providers to receive- low- incoine housing tax credits at the state level when they apply for that source offimding. 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) specifically addresses the goals cited in the 2011-2015 CITY STEPS Plan (www.icgov.org/actionplan, pages 91-94). The CITY STEPS identified the following hoitsing needs as high priorities; I) non -student renter households up to 50% AML and 2) persons andfamilies at risk of being homeless; and 3) rehabilitation or improvement of owner -occupied housing units, While the applications for assistance in F1'15 are unkown at this time, based on previous awards of over $2.5 million since 2004, it is likely that HTFJCfunding will be used toward projects that address one of these goals. Further, since 2004, 245 households have been assisted and 93 q1 them were households with income below 30%AHL All of them had household incomes below 80%AMI, and a significant number were likely below 50%AMI. ha FY13, projects that were awarded HTFJCJiunding were for rehabilitation ofan owner -occupied unit, land purchase for the creation of three affordable housing units, and rehabilition of 21 renter units. HTFJC also provided clean-up and rehabilitanon assistance to DVIP jar damage to their facility caused by a flash flood. Assisatance provided to them allowed them to spend fewer of their own resources on the facility, which provides assistance to victims of violence (persons at risk of being homeless). .4 it of the above projects were located in Iowa Coy. The HTFJC Board's decision to allocate HTFJCfunding to provide administration and oversight to the Local Homeless Coordinating Board also directly aligns with the Chy Steps identified priority need of the homeless. It is not uncommon for HTFJC funding to be used on projects that are also applying jorlreceiving City oflowra Citv CDBG or HOME funding. HTFJCprovides an additional financial resource forprojects, which may lessen the financial asking to the City or may make the project financially feasible. This would indicate- HTFJC funded projects align with City priorities, as well. 4b. Tell us how your agency (or program) addresses the established priorities in Iowa City's Strategic Plan? Please identify the priority(s). (wn,�vicgov.org/strategieplan) The HTFJC applications for assistance in FY75 are not known at this time; however, based on previous years' awards, it may be presumed that housing must fiend activities align with priorities in the Strategic Plane. Building new or improving the condition of existing housing whether it is renter or owner- occupied, assists with neighborhood stablization, which is identied as apriority in the Strategic Plan. Nearly all of the $2.5 million that has been awarded to housing organizations or entities has been forpnmposes of creating housing or improving/preserving existing housing. Further, the majority of the awards were for projects located within the City oflowa City. More specifically, the potential senior housing project that was proposed in Toivncrest was identified as a priority in the Strategic Plan. HTFJC made an award of $120, 000 to that project; however, the developer did not receive the low income tar credits as anticipated and needed so the project did nor move forward, and the onward was withdrawn. HTFJC awardedfunds to the project, be-casuse of the needfoi theproject and the support that the City had demonstrated for it. Other potential projects similar to that housing project would be eligible to apply for HTFJC funding in the future, tl - a 7 .15 r -f:ST © 2013 e-Clmpact.com , r4 5. In detail describe the Agency need for funding from: City of Coralville In securing state funding, HTFJC is required to demonstrate direct local financial support, and the City of Coralville funding allows HTFJC to accomplish this. Demonstrating local support allows HTJC to apple+ for state finding that is four times the local amount More specifically, the amount ofstate f rnding for which HTFJC may apply for the coming year is $349, 044, which requires $87,261 in local match. The City funds are used to meet that local match requirement. HTFJC is the only entity° in Johnson County that can apply for state housing trust f oul dollars and bring that state funding to the county, which makes the City ofCoralville funding even more necessary. The City funding is combined with the state funding and other finding to make the macirnum amount available to affordable housingproviders and developers in Johnson County..411 of City funding is passed on to the housingproviders and organziations by being offered in the HTFJC revolving loan fund made available four times per year, iffunding is available. 6Vithoul the City of Coralvihe's financial support, HTFJC would be limited in the amount ofstate funding for which it could apply, which impacts the amount offending that can be made available in its revolving loan fund. Since 2004, HTFJC has awarded over $2.5 million far projects located in Johnson County. Further, HTFJC may also use funds jor otherproject initiatives or collaborations that benefit lower income residents in Johnson County. More specifically, HTFFC was part of the collaborative effort with the Iowa City Area Association of Realtors, which purchased a home in Coralville, for the purpose ofmaking some home improvements and reselling the home. The intent was to offer an affordable home that remained affordable post purchase for a low -to -moderate income household, which was possible because of the HTFJC funding. HTFJC funding is available for any housing providers or developers err Johnson County who wish to target low -to - moderate income households. Wide there have not been many funding applications received for projects located in Coralville, it is likely that many Coralville residents beneifi from HTFJC funded projects. They may reside in transitional or shelter housing that is located in Iowa City; but they previously lived in Coralville before needing to move into transitional housing. HTFJC firnded projects provide art opportunity -for Coralville residents to reside in affordable housing and receive the supportive services they need In addition, HTFJC has previously offered a mirror repair program for income -qualified homeowners, using Federal Home Loan Bank (FHLB) Affordable Housing program funds. Due to previous FHLB rules, residents of Coralville were not eligible toparticipate. That rule has changed, and HTFJC submitted an application to FHLB this year, and ffit is funded, Coralville homeowners will be able to apply for minor repair assistance through the program. In years past, HTFJC supplemented that program with some of its own funding, and it is possible Coralville residents will benefit, as well. The ongoing support that the Cary of Coralville has provided to HTFJC allows us to sustain the revolving loan fund and to pursue other programs such as this one, which benefits all residents in Johnson County. 6. In detail describe the Agency need for funding from: Johnson County be securing stalefunding, HTFJC is required to demonstrate direct local financial support, andJohnson Countv,lunding allows HTFJC to accomplish this. Demonstrating local support allows HTJC to apply far state funding that is four times the local amount. More specifically, the amount ofstate funding far which HTFJC ma , apply fo the coming year is $349,044, which requires $87,261 in local match. The County funds are used to meet that local match requirement HTFJC is the only entity= in Johnson County that can apply for state housing trust fund dollars and bring that state finding to the county, which makes the County funding even mare necessarv. The Countyfunding is combined with the state funding and other finding to make the maximum amount available to affordable housing providers and developers in Johnson Count),. All ofCounty funding is passed on to the housing providers and organziations b_l, being offered in the HTFJC revolving loan fiend made available four times per year, if funding is available. Since it began in 2004, HTFJC has awarded over 32.5 million in funding to projects located throughout the County, In addition, HTFJC staff have served on several committees dedicated to solving housing issues that exist in the county. In the past year the Board ofSapervisors dedicated two rounds of S20, 000 in county funding to a mobile home repair program, which HTFJC is administering on the counry s behalf. The first $20, 000 award was used to assistfour mobile home owners in the county, mid the mobile home owners who will be assisted with the second $20, 000 have been identified. Further, HTFJC was a sponsor of the owner -occupied home minor repair program funded by the Federal Home Loan Bank (FHLB), which could only be utilized outside of the metropolitan area. In support of the program, HTFJC board also dedicated $20, 000 of its funding in order to fill in the gaps for those who may need additional repairs to their homes or far those who are not in the metro area but do not quakyfor the FHLB program. HTFJC is the sponsor on another application to FHLB that was submitted this year If awarded jmds, an additional25 homeowners will receive assistance for minor repairs ro their homes. The Johnson County funding is necessay for HTFJC to sustain its revolving loan fund and maintain this level ofleresence and assistance in the County. 7. In detail describe the Agency need for funding from: United Way N/A la` , (P' © 2013 e-Clmpact.com , S. What public entities has your organization sought funding from in the last year? Applications for funding were submitted to the cities of Corahrille and Iowa City and to Johnson County through this process last year. A request for local match funding was also requested and reeeived,¢om the City of North Liberty. 9. From who do you receive ongoing funding? HTFJC has been fortmaate to receive jinadingfrom several entities, but none of them is an automatic, ongoing source of lading, Annually we must either request or apply for fending from the cities, Johnson County and the state housing trust fundprogram. ogram. Currently, our ongoing source offending comes from loan repayments to HTFJC as a result ofpreviouslly awarded projects through our revolving loan fund, and interest earned on interest -bearing accounts or on the loans made through our revolving loan fund ff'e also have a contract with East Cenral Iowa Council of Governments to administer two other housing trust funds which assists with covering our operating costs. This contract is on an annual renewal basis, and it is not considered a source offending beyond the current fiscal year until it is renewed. 10. If the local 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. HTFJC is eligible to apply for state funding each year, and an application for state fending requirement is that 25 percent of the rnnonnt requested must be provided by local sources and combined with the state funding for HTFJC to use for affordable housingprojects. Without that government funding, HTFJC would be required to solicit a local match from other sources, which may prove difficult and/or impossible. Without the local government and state funding HTFJC would have very little funding to be made available for affordable housingproviders and developers in Johnson County. In FY13, the total amount of local government and state fmding received was $305, 882. Thatjonding combined with HTFJC funding allowed HTFJC to award a total of$405,271. IfHTFJC had not received local government support and state funding, HTFJC only would have had $100, 000 to award, which would have significantly impacted affordable housing providers in the county. Further, because most of the awards made by HTFJC are in the form of loans, the continued state and local governmentfunding support allows HTFJC to build upon its revolving loan fund, allowing more and more dollars to be available for a jordable housing improvement or development in Johnson Counts' for many years to come. 11, Do you have a fee structure for services? If yes, please explain. The only cost to revolving loan fiend applicants is the cost to record the lien document required far the loan ffe charge no application or otherfees. IITFJCrnay chargeforspe-cial project administration contracts if it is determined that significant staff time will be required; however, that amount is determined on a case-bv-case basis. 12. How will local funding help leverage other revenue for Agency? As the only certified housing tr ustfund in Johnson County, HTFJC is the only entity eligible to apply for state housing trust fund dollars that may be used to address the affordable housing issuesfor low -to -moderate income households in the county, In LHTF t anding applications in the last fomr years, the local governmentfunding has helped leverage $947,952 in state fmding. This is funding far- which only a certified housing trust fond may apply, and according to state regulations, only one certified housing tr ustfund is allowed to represent a geographic area. As a result of the local governmentfunding, nearly $1 million has been leveraged in four years, and that is finding that is dedicated to affordable housing providers or developers in Johnson County, In addition, because most of the HTFJCfunding awards are loans, the leveragedfunding is used again as loan repavments are made, which brings further revenue to HTFJC which allows for even more dollars to be made available for affordable housing - 12a. 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 oflowa City, and Coralville provided local support for the current application to the Iowa Finance,luthority far next year's-londing. The total amount afthe state dollars leveraged with thatfunding was $250,882, The purpose of the funding will be 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 funding request will be used toward administration of the revolving loan fund. In 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 fatnding are not lonown at this time, as applications from affordable housing providers or developers will be accepted in 2013 - 1014 for that feending. 121 ['� i r e CST OO 2013 e-Clrnpacteom oy , Agency Accomplishments The United Way and Local Governments work toward 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 complete the Performance Measurement Form (Form D) in addition to the question below. On Form D, please provide the Performance Measurements that will be used by the Agency to measue results ofservices. You need to enter projected outcomes, not outcomes that you have already achieved. YOUR APPLICATION WILL NOT BE COMPLETE TT ITHOUT FORMD. 13. Please provide specific outcomes/performance measures your organization achieved in FP13. How are people/conditions better because of the services you provided? In FYI3: HTFJC awarded $405, 000 in revolving loan funds, which would provide assistance toward the land acquisition, purchase, or preservation of housing units that would benefit 44 households. These units were occupied by homeowners, renters, and persons living in the domestiic violence shelter. While the affordable housing -providers or developers benefited from receiving HTFJCfinding, because of the receipt of no -interest, low interest or forgivable loans, the persons living in the housing units are the end beneficiaries of the funding. In some cases, the housing units are more affordable for them to purchase because of the HTFJCfunding, or the housing units are more energy efetent or more maintenance -free, because of the HTFJCfunding. In some cases, the housing is improved and provides a more safe and healthy living environment, because of the HTFJCfunding. In many instances, projects would not be possible without HTFJCfunding. For some of (he rental rehabilitation projects, which improved living conditions for the renters, the improvements accomplished using HTFJCfuneding would not have been dome. The flash flood that DVIP experienced in early 2013 was not covered by insurance, and DVIP would have had to use f mds otherwise obligated to assist residents in order to pay far the clean-up and rehabilitation needed as a result of the flood HTFJC funding paid for that, which did not require them to use their own resources. Direct assistance was provided in FYI3 to nine homeowners in the county. These homeowners received FHLB grant funding that allowed them to make minor repairs to their homes, In some instances these are repairs that have needed to be done fa- many years, and the owners did not have the funds to complete them. Final(E HTFJC administered the County Mobile Horne Repair Program, which assisted four mobile home owners with home improvements/repairs in FYI3- HTFJC funding was also used to supplement the FHLB minor repair and the county mobile home program, Mary of these improvements would not have been done had the combination of resources not been available to the homeowners. ©2013e-Clmpact.com ,[ .,.1Of`. ,.. 1 _ FYI Form A: Agency Salaries & Benefits Please provide the information for employees in your agency. ffyou 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 V in the box if the position receives that benefit. 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 he 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, Position Paid Leave Health Ins Retiremen t Plan Average Salary FTE (Last Year) FTE (This Year) FTE (Neat Year)I Executive Director/ President) CEO 1,00 66,000.00 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 i Assistant Coordinator 14,650,00 0.50 Q50 DSO Assistant Director Business Manager Case Manager Clerical Staff Clinical Services Manager / Director Clinical Support Maintenance/ Repair Office Assistant Program Coordinator 19,700.00 050 0.50 0.50 Receptionist Services Coordinator Transportation Manager I Director Other 0,00 0.00 0.00 0.00 0,00 0.00 0.00 Total 1 0 0 100,350 21 2 ©2013e-Clmpactcun o'Jarir.°t _. 1111� FYI Form B: Agency Demographic Provide the Agency summary of clients served during last two years and one projectedyear. lj your Agency does not have a client count for arOr of the categories, please enter 0" in that box. DO NOT LEAVE ANYBLANK (unduplicated client couno FY 12 FY 13 FY 14 Infor nation/Education Provided 0 0 0 Direct Services Provided 52 26 30 Total 52 26 30 Gender FY121 FY131 FYI4 Male 0 5 5 i Female 34 10 1 Z Ethnicity FY12 FY13 FY14' Hispanic 2 11 10 Black 12 0 10 Caucasian 0 0 10 Native American 0 0 0 Asian 0 0 0 'Pacific Islander 32 0 0 Other 0 0 0 Total 46 11 30 Age FY12 FY13 FY14. 0-5 0 6 5 6-17 0 13 10 18-29 0 2 5 30-61 0 6 4 62-75 0 0 2 75- Years 0 0 2 Geographic Location FY12 FY13 FYI* Johnson County (Combined, unduplicated) 52 26 30 Iowa City 50 is 15 Coralville 0 0 5 North Liberty T 3 s 02013e-ClmpacLcom FY15 Form CI: Historical Balance Sheet (As ofAgency's fiscal year-end) The auto -calculation on this form totals the columns in the section after the information is saved. In order for any of the entries to deductfrom the total, the number must be entered in as a negative number, using the "-"symbol Current Assets FY11 FY12 FY13 Cash 96,487.00 328,248.00 523,448,68' Investments 573,394.00 277,540.00 50,000.00 Receivables<90 days 2,998.00 3,833,00 4,000.33 Total Current Assets 677,985.00 620,831.00 577,449.01 Other Assets FY11 FY12 FY13 Property 0,00 0.00 0.00 Equipment 5,341.00 5,341.00 5,557.14 Less Depreciation -3,121A0 -3,829.00 -4,753.21 Receivables>90 days 1,035,152.00 1,434,941.00 1,562,201.75� *Other (describe): 0,00 0.00 28,948.76 Endowment Fund 0.00 000 5,000.00 Net Pledges Receivable 000 000 2,184.00 Prepaid Insurance 3,165.00 Accrued Interest Receivable 18,599.761 Total Non -Current Assets Tota Currentl Assets 677,985.00 620,831.00 577,449,01 Total 1,715,357.00 2,057,284.00 2,169,403.45 Current Liabilities FYII FY12 FY13 Accounts Payable 0.00 1,002.00 0.00! Payroll Taxes Payable 2,035.00 2,487.00 760.85 Contracts Payable 0.00 0.00 0,00 .MortgaV Payable 0,00 0.00 0.00 Total Current Liabilities 2,035.00 3,489.00 760.85 Total 0.00 0.00 0.00� Other Liabilities FYll FY12 FY13 Mortgage Payable Balance 0.00 0.00 0,00 Other 0.00 4M00.00 37,638.00 ;Total Other Liabilities 0.00 40,800.00 37,63800' ,Total Liabilities 2,035.00 44,289.00 38,398.85 Equity (Not Worth) 1,713,322.00 2,011995A0 2,131,004.60 v .. - v I `'1 02013 e-Clmpact.com , , ,4 FY15 Form Cl: Historical Balance Sheet Other Liabilities FYil FY12 FYi3 Liability+Equity 1,715,35700 2,057,284.00 2,169,4 45 _ I, ©2013e-Clmpact.com ,,,C „1I FY15 Form C2: Agency Budget Please complete ALL information. If there is an item that does not apply to your budget or the value is zero, you MUST enter a 0" in that box. DO NOT LEAVE AN ITEMBLANK The columns have auto -calculation, but it does not auto -calculate until the information is saved. Please save information often to activate the calculated fields. For the items that r eyuire itemization, click the link to enter specific information in the itemization form. Budget Type Indicate if Budget is: 1 =Agency Level 2 = Program Specific Agency Revenues FY12 FY13 FY14, Coralville Funding 15,000.00 15,000.00 15,000.00 Iowa City Funding 8,000.00 8,000.00 8,00000, "Johnson County Funding 24,00090 24,000.00 24,000.00 UWJC Allocation 0.00 0.00 0,00 UWJC Designations 0,00 0.00 0,00 Grants -Federal, State, Foundation 286,090.00 270,182.00 334,500.001 '_Membership Dues 0.00 0,00 0.001 Fees for Services 19,462,00 48,000.00 50,000.00 Sales to the PubliclContracts 0,00 0.00 0,00 Fundraising Events 10,000.00 50,000.00 20,000.00 Contributions/Donations (including in- kind) 0.00 20,100.00 500A0 Interest and Investment Income 18,000.00 16,000.00 22,000.00 "Other 153,000.00 153,100,00 8,500.00 Total 533,552,00 604,382.00 482,500,00 Expenses FY12 FY13 FY14 Total Salary and Wages 63,000.00 75,590,00 100,350.001 Benefits 5,295.00 6,448.00 8,557.00 Administrative 20,958.00 21,958.00 24,883,00 Occupancy 2,400.00 3,600,00 4,200.00 Other 288,544.00 214,576.00 102,866.00 "fotal 380,197.00 322,172.00 240,856.00 �'2%.1G" I PI Csl92013e-Clmp2ctcom r i>z; �4 FY15 Form C2: Agency Budget Fund Balance FY12 FY13 FY14 Revenue 533,552.00 604,382,00 482,500.00 Carryover Balance From Prev Year 231,732.00 -83,072.00 -220,520.26 Total Operating Balance 765,284.00 521,310.00 261,979.74 Less Total Expenses 380,197.00 322,172.00 240,856,00 Ending Fund Balance 385,087,00 199,138,00 21,123.74 Less Restricted Balance 468,159,00 496,504.00 373,110.001 Carryover Fund Balance -83,072.00 -297,366.00 -351,986.26 Bd/Donor/Funder Restricted Funds FY12 FY13 FY14 *Bd/Donor/Funder Restricted Funds - 'please itemize 269,300.00 311,404,00 356,310.00 State Housing Trust Fund 135,000.00 216, 094 00 250,000.001 Local Gow Contributions 47,300-00 46,31000 46,310.00 FHLBProgram 87,000.00 29.000.00 40,000.00 Courvty Mobile Home $$ 0.00 20, 0W 00 20,000.001 Total 269,300.00 311,404,00 356,310.00 In -Kind Support FY12 FY13 FY14 Services/Volunteers 31,500.00 31,500.00 31,500,00 Material Goods 0.00 0.00 OA01 Space, Utilities, etc. 0.00 0.00 0.00 Other 0.00 0.00 0.00 'Total 31,500.00 31,500.00 31,500.00 Grants FY12 FY13 FY14 *Grants -please itemize 237,000.00 265,094.00 334,500.00 State Housing Trust Fund 150,00000 216,094.00 274,500,00 Federal Home Loan Bank 87,000.00 29,00000 40,000,00 CountvMobile Home Prog 0.09 20,00000 20,000.00 Total 237,000.00 265,094.00 334,500,00 !2i1 t1.1„ F 02013e-Clmpact.com ,, n ._.� r ! .i i 'Ri of l.� rl!_ _•'i 1P aJ j! IY_} Form D: Performance Measurement Effort Quantity. #ofClients Description. How much will you do? (Number) i.e. #ofstudents served Measure: Amount of Funding Availablefor Agencies/Organizations Measure: TheNwnberofHouseholdsAssisted Measure. The Number ol'E.xtremely Low -Income (below 30%AMO Assisted Quality: Activity Specific Measures (ratio) Description: How well will we do it? (%) i. e. percent of staff with a training certificate Quality: Client Common Measures (ratio) Description: How well will you do it? (%) i. e, student teacher ratio Measure: Percentage of Organization Applications HTFJC Able to Fund Measure: Percentage of Assisted Households with Estremely Low Income Measure. Percentage of Contractors Working on HTFJC-Funded Projects T1710 Are State -Licensed and Insured Quantity. #ofActivitres Description: # ofActivites (By type) i.e. # of classes offered Measure: The Number of Organizations and Entities to Which HTFJC Staff Conduct Outreach Activities Measure. The Number ofProjects That Are Monitored by HTFJC Stafj'Durntg and After Project Completion Through the Affordability Period _Measure: The Number ofLoans Made That Are No More Than 3 Months in .Arrears Quality: Activity Specific Measures (ratio) Description. How well will we do it? (% l e. percent ofstaff with a training certificate Measure: Percentage Increase in Outreach Activities Measure: Percentage ll, rease in Positive- Monitoring Results Measure: Percentage Decrease in Loans That Are in Arrears More Than 3 Months i_ ;:r P% i7S( ©2013e-Glmpacteom p i,f lti I, C uv F r tt 1 ,,, d ('link. FY15 Joint Funding Application General Information Agency Name Iowa Chi, Free Medic at Clinic/Dick Parrott Free Dental Clinic Executive Director Name Barbara Nnograde Board President Graham Daweron Requestor Barbara Vinograde Phone (319) 337-4459 Email hvil7ogrcide&a eeinedicalclinic.org Address 2440 Townerest Drive, Iowa City, Iowa, 52240, USA. W ebsite www.freemedicalclinic. org Agency Mission Statement The mission of the Iowa City Free Medical and Dental Clinic is to provide quality, comprehensive medical and dental services for the uninsured and underinsured in Johnson County. Number of Years in Operation 42 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 United Way Request for Funding United Way: Request for Funding FY15 11Qo00 Total Budget (United Way) 440,000 United Way: % of Total Budget Johnson County, Request for Funding Johnson County: Request for Funding FY15 & 16 219,500 Total Budget (Johnson County) 880,000 Johnson County: % of Total Budget 24.94 For funding from Johnson County, please indicate category(s) that best describe your service areas: Services that enhance family and child well being No Services that provide for basic human needs such as food, shelter, safety, crisis intervention No Health Services yeS, Iowa City Request for Funding Iowa City: Request for Funding FYI 7,500 r ") .:.3 f '1" C.41 © 2013 e-Clmpacl.com n,J „1 � Iowa City: Total Budget 440,000 Iowa City: % of Total Budget 1.70 Coralville Request for Funding Coralville: Request for Funding FY15 5,000 Coralville: Total Budget 440,000 Coralville; % of Total Budget 1,14 Agency Information Please complete the Salaries ere its chartfor entireAgeucy (Fornz9), 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.) Of the three 2020 Vision Goals for the Common Good, the Free Medical Clinic primarily addresses the Goal ofHealth by providing access to affordable care. The Clinic's mission, to provide quality, comprehensive medical and dental services for the uninsuredand underinsured in Johnson County, remains strong and relevant. During six weekly clinics, suf"and volunteers provide treatment for acute and chronic diseases to a large, diverse and vulnerable population According to the 2012 County Health Rankings and Roadmaps Report, 9% ofJohnson County residents are uninsured. This 9% does not include the underinsured population in Johnson County; for example, people with only catastophic insurance coverage or insurance with high deductibles. For the uninsured in our community, the Free Clinic provides an option to the high cost and misuse of the Emergency Rooms at University oil lowa Hospitals and Clinics and Mercy Hospital. To a lesser degree, the Vision Goal of Education is addressed at the Clinic. The Clinic works with many community volunteers, including medical students from the University oflowa Carver College of Medicine and UIHCFamily Care residents.Trained Nursing and Public Health student interns provide counseling, goal setting and support jor patients with diabetes, through the Clinic's "Living With Diabetes " program , While the Free Clinic is not primarily an educational facilit] these students not only assist community members in need but wihzess the many challenges the uninsured encounter, Also to a lesser degree, the Clinic addresses the Vision Goal oflncome. By providing access to needed care, the clinic positively impacts the overall health of the community andpeople's ability to secure employment and generate income. Approximately 50% of our patients are employed in either part-time or full-time jobs. In addition, the Clinic provides required job physicals for our patients. Since the passage of the Affordable Care Act (ACA) in 2010, Free Clinic staffhave worked hard to keep up to date about changes in access to care. The component of the ACA most relevant to the Clinic and to our patients is the Medicaid expansion. Iowa is one offour states (as of June 2013) that has chosen to use an alternative to the national Medicaid expansion model. Enrollmeutfor Iowa's model, called "Health and 6ellness" begins in Octobe29l3 andwill offer coverage to uninsured Iowans between the ages of 19 and 64 with incomes up to 133% of thefederal poverty level. Coverage will begin as early as January, 2014, The Department of Human Services expects 33, 000lowans to enroll in Health and Wellness in FY14 and an additional 66,500 in FY15. It is projected that between 2014 and 2019 150, 000lowaes will enroll in Health and Wellness. During this time, the numbers of uninsured will gradually decline and thousands of new enrollees will need to fmd primary care providers and establish medical homes. In 2014, there will be Iowans who remain uninsured For example, people who can't afford insurance, even with ACA mandated subsidies. There will be people who don't quahiv for Health and Wellness or for subsidies and can't afford the premiums, There will be people exemptfrom the individual nnandaie. those who don't file taxes due to low income o- who are uninsured for less than three months. Legal immigrants who have lived here less than 5 yews will not be eligible for Health and Wellness. And there will be those who fall through the cracks due to the sy6 non's complexity. The Affordable Care Act is complex. Although the Free Clinic Board of Directors and Stajfremain cautiously optimistic about improvements in access to health care, it will take tune to implement the expansion and to see horn our patient population is affected. In the years ahead, we believe that the need for Clinic services will remain high. O2013e-Clmpact.com 1 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 Clinic is an ambulatory clinic. During six weekly clinics, uninsured and underinsured members of our comet neity receive care for acute and chronic illnesses. Medications, laboratory services and case managrnent are available on site. Radiology procedures, including mammography, ultrasounds and orthopedic x-rays, are available through referral relationships at Mercy Hospital and Steindler Orthopedic Clinic. Towncrest Internal Medicine and ObGyn Associates provide our patients with needed procedures. Appointments with specialists are available on site; speciality clinics include Ophthalmology, Podiatry, Ph'vsical Therapy, Dermatology, Gynecology, Orthopedics and Neurology. Clinic dental services include exams, x-rays, hygiene, fillings, limited extractions and referrats. Many uninsured people diagnosed with chronic- diseases are in need of Clinic services. Four ofour sis weekly clinics are designated for people with chronic diseases, in particular diabetes and hypertension. Through our Case Management Program, these patients receive an initial assessment and treatment plan, medications, labs, radiology procedures, appointments with specialists, education, goal setting and support, Clinic staff work with stafffrom other local organizations, including Hope House, MECCA, Healthy Kids Clinic and Johnson County Public Health; to address the health needs of their clients. Mercy Hospital staffs at? additional on -site clinic six times a year. Through voucher programs, Clinic patients receive assistance to purchase eyeglasses, hearing aids, medications and medical supplies. 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 populafions(s). Describe clients as a group in terms of their needs, requirements, and strengths. The Free Clinic's target population are the uninsured and underinsured in Johnson County. During fiscal year 2013, 98% ofpatients were uninsured or underinsured Z 036 people received services at the Clinic for a total of 5,640 visits. 924 people were first time users of Clinic services. Due to the high numbers of uninsured people in our community diagnosed with chronic medical conditions, four of our six weekly clinics are chronic disease clinics, During FYI 3, 477people with diabetes and/or hypertension received care through our Case Management Program. 49% were employed fill or part time, primarily in low is jobs with no insurance benefits. According to the City oflowa Chv s Area Median Income Guidelines, 70�0 of these patients reported incomes that fell at or below poverty level. 50% were female and 50% male. 3401 of patients identified as Hispanic; 19% as Black/Afr�ican American; 5% as Asian 29°' were between the ages of25-34; 20% between the ages of 34-44;18% between the ages of45-54 and 13% between the ages of 55-65. 79% ofpatients were from Johnson County. Patients using Clinic services also Carrie from Muscatine, Washington, Cedar and Iowa Counties. 59% ofpatients spoke English and29% spoke Spanish. Other languages spoken by ourpatients included Arabic, Chinese, French, Nepalese, and Korean. © 2013 e-ClmpacLcom ,.-, Financial Management You must complete the Historical Balance SheetFornn Cl and the Budget Form C2, in addition to the questions below. Below, you will only need to answer the questions for the entities from which you are applying for funding. 4. In detail describe the Agency need for funding from: City of Iowa City During FY13, 1,163 Iowa City residents received medical and/or dental care at the Free Clinic. City oflawa City funding supports clinic operating costs, including staffsalarces. Our staff work diligently to make the most ofevoyfunded dollar by working with community partners to leverage hundreds of thousands ofdollars ofin-kind services for our patients, including medications, radiology procedures and laboratory testing. In addition, over 200 volunteers provide in -kind patient care services. Our full-time Pohmteer/Clinic Manager coordinates recruitment, training and scheduling of physicians, dentists, nurses, pharmacists, lab technicians, interpreters, and receptionists. City funding is directly related to the numbers ofpeople we serve and the services we provide. 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) specifically addresses the goals cited in the 2011-2015 CITY STEPS Plan (wvvw.icgov.org/actionplan, pages 91-94). The Free Clinic provides medical anddental services for a large, diverse and vulnerable population. According to the City of Iowa City's Table oflncome Guidelines and Definitions (2012113) 70% of Clinic patients had incomes that fell at or below Poverty Level. Support far "services for low and moderate income persons" is identified as a goal in CITY STEPS In providing access to needed health care, the Free Clinic plays an important part in the creation of a "suitable living environment" and a healthy and productive community 4b. Tell us how your agency ('or program) addresses the established priorities in Iowa City's Strategic Plan? Please identify the priority(s)- (wwvvAcgov.org/strategicplan) The Free Clinic addresses the Economic and Community Development Priority in the City of Iowa City's Strategic Plan. According to the City of Iowa Chys Table o(lncome Guidelines (2012113) 70% of Clinic patients had incomes that fell at or below poverty level. 98% were uninsured or underinsured and 49% were employed. Access to affordable health care is a priority for vulnerable populations and a necessity for people to lead productive lives. Y1'ithout access to affordable care, people's quality oflife and economic opportunities are adversely affected,' both impact vibrant comonow), development 5. In detail describe the Agency need for funding from: City of Coralville During fiscal year 2013, 291 Coralvide. residents received medical and/or dental services at the Clinic. Coralville residents received care for acute and chronic diseases Services provided included laboratoy testing, medications, appointments with specialists, radiology procedures and case management. Dental services included exams, x-rays, hygiene, fillings and extractions. Funding received through Coralville, like all local fording is directly related to the numbers ofpeople we serve and the services we offer Coralville funding contributes to clinic operating costs, including staff salaries. Our clinic staff leverage hundreds of thousands of dollars of in -kind services for over 2, 000 people annually. 6. In detail describe the Agency need for funding from: Johnson County The Free Medical Clinic relies heavily on local funding from Johnson County for operating costs, including mortgage payments, insurance, medical supplies and staffsalaries. With support from the Counny, Clinic staff leverage hundreds of thousands of dollars of in -kind services to provide medical and dental care for hundreds ofpatients annually. Between July 1, 2072 and June 30, 2013, ),595 Johnson County residents received medical and dental services at the Free Clinic. Johnson County residents accouniedfor 79% of Clirnic patients in fiscal year 2013, Johnson County residents were seen during six weekly clinics far acute and chronic health problems andprovided with medications, laboratoy testing, radiology procedures and case management. On -site appointments with specialists were also available, including ophthalmologists, podiatrists, physical therapists, neurologists, dermatologists and gynecologists. Services for patients seen in on)- Dental Clinic included exams, x-rays, fillings, hygiene and referrals. 7. In detail describe the Agency need for funding from: United Bray Funding f tom the United IYay ofJohnson County accounts for 25% of our annual budget and is linked to all Free Clinic Programs and services. With County funding Clinic staff leverage thousands of dollars of inkind services for the uninsured in our community, Inkind services include laboratoy testing radiology procedures, medications, and professional and nonprofessional volunteer time. Funding received through the United Way is directly related to the numbers ofpatients ive serve and the services we provide. Ziff O2013 e-Clmpactcom � . y, 4 Qt 14 8. What public entities has your organization sought funding from in the last year? The Free Clinic sought and received fnading from the City of Iowa City ($7,500) and the City of Coralville ($5, 000). The Free Clinic requested and received funding ($3, 638) through the Safel , Net Provider Network, a program of the Iowa Primary Care Association. 9. From who do you receive ongoing funding? The Clinic receives ongoingfunding from United Way ofJohnson County, Johnson County, the City of Iowa City, the City of Coralville, and Mercy Hospital, 10. If the local 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 localfunding, the numbers ofpeople served at the Clinic would decrease significantly as there would be fewer available appointments. Theprognosisfor the health of the uninsured in our community would be adversely of ected. Localfunding directly impacts the operation of the Clinic. Without this funding, the Clinic would eventually close. The Free Clinic Board of Directors and staf''are cautiously optimistic about gradual improvements in acceess to care, through the Affordable Care Act and Iowa's Health and Wellness. However, due to the Act's complexity and very large numbers of uninsured and underinsures; it will take time to implement the expansion and determine how our patient population is affected. We believe that the need for Clinic services will remain high in the coming years. 11. Do you have a fee structure for services? If yes, please explain. We do not charge for any of our set -vices. 12. How will local funding help leverage other revenue for Agency? The Free Clinic relies heavily on local funding. Local finding supports all clinic operations, including salaries. In turn, our staffleverage significant in -kind servicesfor ourpatients. Our Volunteer/Clinic Manager recruits, trains and schedules over 200 active volunteers. Physicians, dentists, nurses, nurse practitioners, physician assistant, pharmacists, lab technicians and interpretersprovide thousands of dollars of in -kind services at the Clinic every month. Our Care Manager liaisons with stafffrom many local organizations who provide patient services. including laboratory semces through the University oflowa Hospitals and Clinics, medications from Mercy Hospital and radiolgoy procedures, including marmnographv, ultrasounds and orthopedic xravv through Mercy and Steindler Orthopedic Clinic. Our 10 hour a weelr Pharmacy Assistant coordinates the Clinic's Medication Assistance Program Her work with Pharmaceutical companies assistance programs provides patients with tens of thousands of dollars of needed medications that are too costly for our Clinic to purchase. 12a. 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 Free Clinic receives Johnson County grant funding for HIV counseling and testing. Appointments are available Monday and Thursday evenings. This County grant funding also allows the CYhnic to provide the hepatitis a/b immunization series for eligible clients. <.. r '- 0 2013 e-Clmpactcom ,, _ Agency Accomplishments The United Way and Local Governments work toward making our community a better place to live. Through the 2020 Vision Goals for the Common Good we veil rneasure our progress towards improving community conditions. Please complete the Performance Measurement Form ("Form D) in addition to the question below On Form D, please provide the Performance Measurements that will be used by the Agency to measue results ofservices. You need to enter projected outcomes, not outcomes that you have already achieved. YOUR APPLICATION WILL NOT BE COMPLETE 131ITHOUT FORMD. 13, Please provide specific outcomes/performance measures your organization achieved in FY13. How are people/conditions better because of the services you provided? The Free Clinic provides services in three targeted areas of need: acute illness, chronic disease and dental care.Our performance outcomes for flscal,vear 2013 included, 1. 477 people with diabetes and/or hypertension received care through our Case Management Program. a, 90% of patients with diabetes were offered a flu vaccine b. 59% ofpatients with diabetes received a flu vaccine at the Clinic c. 99% ofpatient with diabetes received yearly HbAle testingfor improved glucose control d. 61 % ofpatients with diabetes decreased their HbA1c to 7% of L5% below their baseline. e. 98%ofpatients with hypertension received medication reviews twice a yearfor better blood pressure control. f 76% ofpatients with hypertension maintained their goal blood pressure. 2. 1, 628 people received care for acute medical conditions. a, 6.20% ofpatients seen in acute care clinics received gynecology exams with PAP tests. b. 14% of patients seen in acute care clinics received STD screening and/or o eahnent. c, 2.5% of patients seen in acute care clinics received required emplgvmerat physicals. 3. 281 people received needed dental care. a. 23% of dental patients received fillings. b. 24% of denial patients received extractions or required referrals for extractions. © 2013 e-Clmpact.corn t : I ..;i. _ . _.. FY15 Form A: Agency Salaries & Benefits Please provide the information jor employees in your agency. If yov 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 V in the box zf the position receives that benefit. 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 f the position has paid leave, Health Insurance or Retirement by playing a I " in the box ifthe position receives that benefit. Position Paid Leave Health Inns Retiremen tPlan Average Salary FTE (Last Year) FTE (This Year) l� rE (Nest : Year)' Executive Director/ President / CEO LOU 1.00 52,000.00 1,00 1.00 L00 Director of Operations 1000 Director of Development program Director / Manager Director ' of Comunity Interventionm Assistant Teacher Administrative Assistant Advocate Assistant Coordinator Assistant Director 'Business- Manager ,Case Manager 1.00 1,00 40,235.00 1,00 1.00 L00 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 3.00 160,000.00 4.36 4.36 4.36 Volunteer/Chmc Manager 100 100 32,00000 100 700 100 Office Coordinator 100 100 30, 000. 00 100 L00 1.00 Medical Director 0.50 40,000.00 0.50 0.50 O50 Staff Nurse 18,200.00 050 0.50 050 Clinic Assistant 0.50 050 12,250,00 0.50 0.50 0.50 - -- . -,ST © 2013 e-Clmpact.com f,.1, 7 of 1 FY15 Form A: Agency Salaries & Benefits Please provide the information for 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- iftheposition haspaidleave, Health Insurance or Retirement byplaying a 7"in the box if thepositum receives that benefit. Position Paid Leave Health Ins Retiremen t Plan Average. Salary FTE (Last Year) FTE (This Year) FTE (Neat Year) Bookkeeper 11.700.00 038 0.38 0.38 8taffPFrysrcFan dssisuzna 4,2(10-00 0.10 0,10 0.10 Pharinac_)-Assistant 4,370.00 0.M 0.18 0.18 Dental Assistant 3,640.00 0-10 0.I0 0.101 Derdal Assistant 1 3, 640.00 0.10 0101 0.10 Total 01 4.50 5 252,335 6.36 6.36 636 © 2013 e-Clmpactcom �,, (i7Fr- .I. d �,:iI(I ) i c ;, i,,;1tAna D-m tLaic FY15 Form B: Agency Demographic Provide the Agenc3v swnmary afclients served during last nvo years and one projected year. Ifyozo Agency does not have a client count for any of the categories, please enter 0" in that bay. DO NOT LEAVE ANY BLANK, (unduplicated client count) FY12 FY13 FY14 Information/Edueation Provided 0 0 0 Direct Services Provided 2,303 2,036 2,200 Total 2,303 2,036 2,200 Gender FY12 FY131 FYI Male 1,125 1,015 1.100 Female 1,178 1,021 1.100 Ethnicity FY12 FY13 FY14 Hispanic 715 685 700 Black 397 379 380 Caucasian 856 709 845 Native American 0 13 10' Asian 84 90 90 Pacific Islander 0 3 0 Other 251 157 175 Total 2,303 2,030 2,200i Age FY12 FY13 FY14 10-5 12 13 10 6-17 31 18 30 8-29 657 534 620 30-61 1,414 1,268 1,350 62-75 178 182 180 '75- Years 11 17 10 Geographic Location FY12 FY13 FY14 'Johnson County (Combined, unduplicated) 1,796 1,595 1,700 ]owa City 1,300 1,163 1,300 Corahille 300 291 325 North Liberty 97 74 100 ©2013e-Clmpact.com l„ -.,:, c 1'11 ,iicai (, i . )I"k ,jR , •ce 17 I FY15 Form Cl: Historical Balance Sheet (As of'Ageney'sfiscal year-end) The auto -calculation on thlsJ'orm totals the columns in the section after the Information is saved In order for and, of the entries to deduct frorn the total, the number must he entered in as a negative number, using the "-"s}?ntbol. Current Assets FY11 FY12 FY13' Cash 11,802.00 55,536,00 55,339.00 Investments 0,00 0.00 0.00 Receivables<90 days 277.00 277.00 877.00 Total Current Assets 12,079.00 55,813.00 56,216.00 Other Assets FYII FY12 FY13 'Property 403,971.00 403,97L00 403,971.00 Equipment 94,922,00 94,922.00 100,259.00 Less Depreciation -109,178.00 -135,701.00 -135,701.00 Receivables>90 days 0.00 0.00 0.00 *Other (describe): 294,775.00 297,361.00 507,028.00 Property Improvements 120,622.00 120,622.00 331,484.00 Investment in Comrnunnry Foundation 30.000, 00 30,000.00 30,000 00 UICCU CDs. A4utual Funds. Savings 126,893 00 129,479.00 130,390.00 Prepaid lusurance 17,26000 17,260, 00 15,154 00 Total Non -Current Assets 684,490.00 687,076.00 875,557,00 Tota CalTentl Assets 12,079,00 55,813.00 56,216.00 Total 1,381,059.00 1,403,442.00 1,807,330.00 Current Liabilities FY1I FY12 FY13 Accounts Payable 41,561.00 45,914.00 34,351.00 Payroll Taxes Payable 0.00 0.00 0.00 Contracts Payable 0.00 0.00 0.00 �MortgagePayable 0.00 0.00 0.00 Total Current Liabilities 41,561.00 457914.00 34,35 L00 ,Total a00 0.00 09o• Other Liabilities FYtl FY12 FY13 Mortgage Payable Balance 250,052,00 243,862.00 235,661,00 Other 147,267.00 347,382.00 347,382.00 Total Other Liabilities 397,319.00 591,244.00 583,043.00 ,Total Liabilities 438,887.00 637,158.00 617,394,00 Equity (Net Worth) 257,682.00 293,063,00 314,378.00 -- , © 2013 e-0Impact.com 10 : 44 h t-R .1 cili G:11 t'luu„1}g i, Iai�c;( 1 r<e li ut 7, I`ia FY15 Form Cl: Historical Balance Sheet Other Liabilities FY11 FY12 FY13 ( Liability +Equity 1 696,569.00 742,889.D0 931,773.00� ©2013e-Clmpact_com i, ,, FYI Form C2: Agency Budget Please complete ALL information, ff there is an item that does not apply to your budget or the value is zero, you MUST enter a 0" in that box. DO NOT LEAVE AN ITEM BLANK. The columns have auto -calculation, but it does not auto -calculate until the information is saved. Please save information often to activate the calculatedfrelds. For the items that require itemization, click the link to enter spec fe information in the itemization Joan. Budget Type Indicate if Budget is: 1 =Agency Level Agency Revenues FY12 FY13 FY14 Coralville Funding 2,000,00 5,000.00 5,00Q00 Ilowa 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 110,000,00 110,000m 110,000,00 UWJC Designations 12,000.00 12,000.00 12,000.00 Grants -Federal, State, Foundation 48,000.00 48,000.00 69,000,00 .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 59,200.00 57,889.00 88,500,00 ContributionsfDonations (including in- kind) 1,363,500.00 1,363,500.00 1,363,500.00 Interest and Investment Income 2,000 00 2,000,00 2,000 00 *Other 61500,00 6,500.00 7,500.001 Total 1,720,450.00 1,722,139.00 1,774,750.00 Expenses FY12 FY13 FY14 Total Salary and Wages 280,851.00 283,278.00 272,554.00 Benefits 51,127.00 55,436.00 42,150.00 Administrative 71,043.00 69,693,00 108,350.00 Occupancy 19,800.00 19,800,00 19,800.00 Other 1,500.00 1,500.0011,500.00 Total 424,321.00 429,707.00 444,354,00 i .I f ST © 2013 e-Clmpact com yc 2 of?n FYI Form C2: Agency Budget Fund Balance FY12 FY13 FY14 Revenue 421,350,00 419,139.00 446,750.00' Carryover Balance From Prev Year -20,748.00 -23,719.00 -34,287,00j Total Operating Balance 400,602.00 395,420,00 412,463.00� Less Total Expenses 424,321.00 429,707,00 444,354.00 Ending Fund Balance -23,719.00 -34,287.00 -31,891.00 Less Restricted Balance 0.00 0.00 0.00 Carryover Fund Balance -23,719,00 -34,287,00 -31,891.00 Bd/Donor/Funder Restricted Funds FY12 FY13 FY14 *Bd/Donor/Funder Restricted Funds - please itemize 120,000.00 129,479.00 117,979.00 UICCU CDs 120, 000, 00 129,479.00 117, 979.00 Total 120,000.00 129,479.00 117,979.00 In -Kind Support FY12 FY13 FY14 Servi""Volunteers 300,000.00 300,000.00 300,000,00 -Material Goods 1,000,000.00 1,000,000.00 1,000,000.00 Space, utilities, etc. 0,00 0,00 0,00 Other 0.00 0.00 0.00 Total 1,300,000,00 1,300,000.00 1,300,000.00 Grants FY12 FY13 FY14 *Grants -please itemize 49,900.00 49,000.00 66,000.00 Mercy Hospital 15, 500. 00 15, 500. 00 15, 500. 00 CDBG 15, 000.00 15, 000.00 20, 000 00, Alta -Grants 5,000.00 5,000,00 Z,500001 Other Grants 13,40000 12,500.00 27,000.601 HIVICTR 1,000.00 1,000.00 1,000 001 Total 49,900.00 49,000,00 66,000A0 02013e-Olmpact.com Free I, Form D: Performance Measurement Effort Quantity: #ofClients Description: How much will you do? (Number) i.e. #ofstudents served Measure, Provide services for 1, 500 patients with acute illness. Measure.Provide services for 350 patients with diabetes and/or hypertension. Measure. Provide services for 150 patients in need of dental care. Quality: Client Common Measures (ratio,) Description: How well will you do it? (%) i.e. student teacher ratio Measure: %ofpatients with diabetes will receive HbAle testing Measure. %ofpatients with diabetes will be offered a flu vaccine Measure: % ofpatients with hypertension will receive medication reviews twice a year far improved control Measure: %ofpatients seen in Acute Care Clinics will receive gynecology exams with PAP testing. Measure: % ofpatients seen in Acute Care Clinic will receive STD screening and/or treatment _Measure: % ofpatients seen in Dental Clinic will receive needed fillings Quantity: # of Activities Description: # ofAetivues (B,y type) i.e. # of classes of Measure: # ofpatients with diabetes will be offered baseline and follow-up HbAl c Measure: # ofpatients with diabetes will be offered a flu vaccine Measure: # ofpatients with hypertension will receive predication reviews hvice a year for improved blood pressure control Measure. # afpathonts seen in Acute Care Clinics will receil e gvnec-ologv exams with PAP tests Measure.' # ofpatients seen in Acute Care Clinics will receive STD testing and/or treatment Aleasure: # ef'patierts seen in Dental Clinic will receive needed fillings Quality: Client Common Measures (ratio) Description HoIN well will you do it? (°o) ire, student teacher ratio Measure: 50% of Clinic patients with diabetes will decrease their HbA I c Measure: 80% of Clinic patients with diabetes will receive an annual flu vaccine Measure: 50% of Clinic patients with hypertension will lower their blood pressure or maintain their goal blood pressure Effect Quality. Change in Behaviors or Conditions (Ratio) Description: What is the quality of change in Behavior or Condition? N) Changes in Knowledge, Skill Level or Attitude, i.e. percentofsnrdents that graduate on time Measure, 50% ofpatients with diabetes will decrease their HbAlc to 7% or 1.5% below baseline by the end of the Year Measure.- 60% of patients with hypertension will maintain their goal blood pressure throughout year. Measure: 25% ofpatients seen in the Dental Clinic wilt receive needed treaurent for pain. ©2013e-Clmpact.com FY15 Joint Funding Application General Information Agency Name Executive Director Name Board President Requestor Phone Email Address 1725 N. Dodge Street, Iowa Ci ;, Iowa, 52245, US.-4. W ebsite Agency Mission Statement JCCSD Family Resource Centers Joan VandenBerg Marla Swesev Joan i'anden Berg (319) 688-1015 VandenBergJuan@icc5d.Al2, ia. us htto //www.edline.nereages/1CCSD The mission of the Iowa City Community School District is to ensure all students will become responsible, independent learners capable of mak-ing informed decisions in a democratic society as well as in the dynamic global community, this is accomplished by challenging each student with it rigorous and creative curriculum taught by a diverse, professional, caring stgffand enriched through the resources and the efforts offamilies and the entire community. Number of Years in Operation 146 Year Org Established 1867 The mission of the ICCSD Family Resource Center program is to ensure that all students cone to school ready to learn. This is accomplished by services which enconrrage a stroeg home -school partnership. Ltsted below are the f ve goals of the Family Resource Center program, • Families will manage their own basic needs • Families will have positive and nurturing relationships with their children • Families will support their children's learning at home and at school • Students will improve academic performance • Teachers will better understand their students' barriers to learning Currently all 25 schools have at least a part-time worker to providing assistance to students and families. 2020 Vision Goals for the Common Good Please indicate Goal(s) that your agency supports: Income Yes Education yes Health p6 United Way Request for Funding United Way: Request for Funding FYI5 Total Budget (United Way) United Way: % of Total Budget Johnson County Request for Funding Johnson County: Request for Funding FYI5 & 16 Total Budget (Johnson County) Johnson County: % of Total Budget ^S? 0 2013 e-Clmpacteom For funding from Johnson County, please indicate category(s) that best describe your service areas: Services that enhance family and child well being No Services that provide for basic human needs such as food, shelter, safety, crisis intervention :fro Health Services No Iowa City Request for Funding Iowa City: Request for Funding FY15 37,500 Iowa City: Total Budget 37,500 Iowa City: % of Total Budget 100 Coralville Request for Funding Coralville: Request for Funding FY15 29,000 Coralville: Total Budget 49,000 Coralville: % of Total Budget 59,18 Agency Information Please complete the Salaries & Benefits chartfor entire Agency (Fornt 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.) The Iowa City Community School District's Family Resource Center and Afterschool Programs were both established to address issues ofpoverty and academicfaihrre. Poverty, has increased in the 1CCSD from 14% in 1995 to 33% in 2012. Children he 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`abiltty to succeed in school which in turn perpetuates the cycle oj'poverty, In additional w pover(g the number afstudents experiencing mental health issues has increased amongfamilies ofALL income levels. Students with anxiety, depression, adjustment disorders and attention issues all need additional supports to be able to come to school readv to learn. .. 3 r 1. uSIF © 2013 e-Clmpact-com r , . _i ,.I 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 ICCSD annually invests over eight million dollars in programs to assist students who are experiencing "barriers to learning." Schoolbasedintewentions supported with education dollars includealternative 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 pf our youth. The ICCSD has a long history ofpartnering with conmuunity, The Family Resource Center has been developed in partnership with the community to assist students and families overcome barriers to learning. The first Family Resource Center was established in 1995, currently all 26 buildings have at least apart -time worker to providing assistance to students andfanrilies, The mission of the Fancily 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 thefree and reduced lunch program • Back pack program /food distribution (in four- elementary schools) • Clothing distribution • Support with transportation • Support the Earned Income Tar Credit outreach program -.Assistance with technology to bridge the "digital divide" • Referral to community resources /in emergency shelter, subsidized housing utility assistance, food, employment opportunities, child care. Health: • Assistance with accessing health insurance - Medicaid, Hawk -I • Assistance with accessing the Healthy Kids Community Care, • Referral to the Free Medical Clinic • Coordinate school -based mental health services provided by Fancily Systems & Four Oaks • Referral to comet mitt' resources to address mental health and substance abuse issues •Liaison between students, families, school staff and mental health providers Education: • Activities to support student connection to school and strong attendance. • Education, counseling and support to parents to encourage active involvement in their children's education. • Promote strong home -school comomnication—helping educators understand family issues, and parents to understand school practices. -- _ ,- •, O2013e-Clmpact.com 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 • Lack of read and math proficiency F_ach student and family has unique needs and requires an individualized plan. Whether the plan is addressing an academic concern or a social -emotional issue, it must start with identifying the student's strengths. Involvement of the student andparent in the planning process is essential Our' p'ograrrnning needs to be flexible to meet the diverse needs of our student population. Students who are homeless are ofparticular concern because they are experiencing nuihiple barriers to learning — 1) the basic needs offood shelter, clothing and transportation are clearly challenges, 2) manv have academic issues due to high mobility and gaps in their education 3) marry also have social -emotional issues— grieving the losses of what they have had to leave behindwhen their families lost their housing and they had to move. For the 2012-2013 school year, a total of 410 students were identified as homeless. The homeless population in the ICCSD continues to grow. During the first week ofsclrool in 2013-2014, 99 students were served tlirough our LINKS program for homeless snrdents. This is nearly a 30% increase from the number ofhomeless students sewed during thefrrst week of school in 2012-2013, with 77 students served and a 400% increase from the fall gf2010-2011, when only 19 homeless students were served doming the first week ofschool Financial Management You must complete the Historical Balance Sheet Form C7 and the Budget Form C2, in addition to the questions below. Below, you will only need to answer the questions for the entities from which you are applying forfunding. 4. fit detail describe the Agency need for funding from: City of Iowa City Through a combination of district SAVEand dropoutpreveiamn dollars, grants, andfundingfrom local municipalities, the ICCSD has established a district -wide system ofsupport for students and families who are experiencing barriers to learning- The ICCSD Family Resource Center program serves all Iowa City schools with at least apart -time Student and Familv Advocate position in each building and oil site mental health services. One of the most significant barriers to learning is a lack of adequate housing. The challenges for our students who are homeless are great and the numbers are growing. In the fall of 2012, 77 students were ident fed during thefrrst week of school. In 2013 that number increased to 99 students. 67 of the 99 students identified as homeless in the district are residents of Iowa City. The Family Resource Center program provides assistance to students and families who are currently homeless or are struggling to maintain housing For the 2012-2013 school year, 154 students at Wood, Twain and South East Junior High received services through the Family Resource Comer. With additional funds from the City of Iowa City in FY2014, an additional.25 FIE was added at Grant Wood Eslementary School and we anticipate that we will be able to serve 25 additional families in Southeast Iowa City. For FY15, an additional 5 FIE is requested to support ourlowa City schools with high numbers of homeless students. 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) specifically addresses the goals cited in the 201I-2015 CITY STEPS Plan (www.icgov.org/actionplan, pages 91-94). The City Stepsplan states: "Assist low-income households in maintaining and retaining their existing housing." The second bullet under this objective is "expand in -home support systems such as living skills training, cheek-in/on services and 'budd} system'supports and mentoring programs." The ICCSD Familv Resow-ce Center Program fits perfectly in the strategy of expanding in -horse support systems for handles. Our Student and Family Advocates have contact with virtually every family in the Iowa City who has a school - aged child Our staff connect families to resources in the community and in the dish ict and build networks ofsupport, providing opportunities forfamilies to get acquainted with other families. ©2013 e-Clmpact.com - 4b. Tell us how your agency (or program) addresses the established priorities in Iowa City's Strategic Plan? Please identify the priority(s). (www.icgov.org/strategieplan) To address the priority area of low-income households maintaining and retaining their existing housing, the ICCSD Fancily Resource Center provides the fotlowJng: • Assistance with enrolling in the free and reduced lunch program • Back-packprogratn /food distribution (in three Iowa City elementary 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 housing, utility assistance, food employment opportunities, child care. • Assistance with accessing health insurance - Medicaid, Hawk-1 • Assistance with accessing the Healthy Kids Community Care, • Referral to the Free Medical Clinic • Referral to on -site mental health services provided by Family Systems & Four Oaks • Referral to community resources to address mental health and substance abuse issues 5. In detail describe the Agency need for funding from: City of Coralville In 2004 the Coralville Fancily Resource Center was established. The equivalent of onefull-time position was hired to provide services to families attending Coralville Central and Kirinvood Elementary schools. Funding for the position was split three ways: one third from the ICCSD; one third from Johnson Countyand one third from the City of Coralville. Over the past nine years, the ICCSD the City of Coralville both allocated additional funds so that Coralville Central and Kirkwood could each have a full-time position. The number of services provided expanded and more families received assistance. In 2008 the ICCSD received a federal Safe Schools Healthv Students grant which was written to establish a district -wide system ofsuppor t for students with social -emotional issues, including at least a part-time Family Resource Center position in each of the district's 26 buildings. With grant funds the ICCSD has been able to provide services to more Coralville students andfamilies, fiunding a ,33 position at Wickham. a .8 position at Northwest Junior High and a full-time position at WestHighThe Safe Schools Health Students grant expired in June 30, 2013 and the City of Coralville helped sustain the program by allocating an additional $10, 000 to the program, allowing the FTE at Coralville Central, Kirkwood, Northwest and West to be maintained and staff at Wicklcarn reduced only from .33 FTE ro .25 FTE. No additional funds are being requested at this time for the Coralville Family Resource Center, however, if the current level offimdnug is not maintained, staffwill need to be reduced andfewer students andfamtlles will be served 6. In detail describe the Agency need for funding from: Johnson County 7. In detail describe the Agency need for funding front: United Way 8. What public entities has your organization sought funding from in the last year? Listed below are the public entities that supported 0ur ICCSD Family Resource Center program: ICCSD Dropout Prevention f unding ICCSD SAVEfunding City of North Liberty City of -Hills Federal McKinney-Vento grant (Iowa Departnent of Education) K-3 grant (Iowa Department of Education-- grant ended) Safe Schools Healthy Students (Federal Department of Health and Human Services, Department of Education and Department ofJustice--grant ended) Johnson County (tunding request was denied) 9. From who do you receive ongoing funding? ICCSD Dropout Prevention funding ICCSD SAVE funding City of North Liberty City of Hills City of Coralville City of Iowa City McKinney-Vento funds (competitive, multi year federal grunt) I u 0i.A 3 F�,,^.�, ©2013e-Clmpactcom „,� 10, If the local 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 additional funding cannot be secured, services to Iowa City students in both Coralville and Iowa City will be sign fcantly reduced. The cost of the Family Resource Center program exceeds the $300, 000 annual allotment available through SAVE. Dropout prevention funding has a number of State oflowa regulations which limits the ICCSD's flexibility and is already obligated to a numerous other at -risk programs. 11. Do ,you have a fee structure for services? If yes, please explain. Not applicable. 12. How will local funding help leverage other revenue for Agency? The ICCSD was successful with the highly competitive, federal Safe Schools Healthy Students application because we could demonstrate strong local support frrorn our carnrnunity partners. From July 2008 -Jul); his fe 2013, tderal grant has brought in $5.2 million dollars to our community. The ICCSD will continue to search for new federal and state grants, having local support has always strengthened our grant applications. 12a. 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). Not applicable. Agency Accomplishments The United Way and Local Governments work toward 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 complete the Performance Measurement Form (Form D) in addition to the question below. On Form D, please provide the Performance Measurements that will be used by the Agenev to nwasue results of services. You need to enter projected outcomes, not outcomes that you have already achieved YOUR APPLICATION WILL NOT BE COMPLETE WITHOUT FORMD. 13. Please provide specific outcomes/performance measures your organization achieved in FY13. How are people/conditions better because of the services you provided? Despite the increasing rate of poverty, in the district, the percent ofstudents dropping out of our schools has decreased_ Oil" official dropout number for the 2011-2012 year was 112 students which is the lowest dropout rate among the urban districts in Iowa. The official number ofstudents dropping out for 2012-2013 has not yet been completed (this is done on the October 1st "count day') but preliminary results would indicate that our dropout rates will again be very low. Though we haven't completed any formal, scientific research, it appears that the array ofLearning Supportsprogramming that we have established has been effective in helping students succeed in school. 826 students and their families received case management support during the 2012-2013 school year. More important than the rnmuber ofstudents served, is the impact of those services provided The ICCSD has been working with the Grantwood AEA to develop a data management system to answer the question of how the students are better off because of the services that they received .A new database was available in 2012-2013 within the ICCSD's data management system, Powerschool, which has allowed us to easily gather and analyze data. Listed below are changes in behavior or condition that we saw for participants in the Family Resource Center Program, 34% of students improved their attendance 70% of students with behavior concerns reduced their office referrals 58% of students with behavior concerns reduced the number ofsuspensions they, received. 49% ofsecondary students served did not receive any F grades 86% of elemematy students served were proficient on the DIBELs assessment r .. 2 =1:" ' f M CST © 2013 e-Clmpactcom c" t�Y 12 FY15 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 You will be individually add positions in "other" category. Please indicate ftheposition has paid leave, Health Insurance or Retirement by playing a 7"in the box it theposition receives that benefit. Please provide the information for employees in your agency. Ifyou do not find the position on the list, please add the position it? the "other" section. You will be individually add positions in "other" category. Please indicate if theposition 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 Retiremen tPlan Average Salary FTE (Last Year) FTE (This Year) FTE (Nest Year)�I 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 :Assistant Director Business Manager Case Manager 1.00 L00 1.00 36,508.00 18.00 19.05 19.55 Clerical Staff Clinical Services Manager /Director Clinical Support 1.00 1.00 1.00 57,579,00 1.00 1.00 1,00 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 2 2 2 94,087 19 20.05 20.55 ' f1 287 OO 2013 e-Clmpactcom 7 of i_ FY15 Form B: Agency Demographic Provide the Agency sumntarn of clients served during last Mao years and one projected year- Ifyour Agency does not have a client countfor airy of the categories, please enter 0" in that box. DO NOT LEAVE ANYBLANK. (unduplicated client count) FY 12 FY 13 FY 14 Infotmation/Education Provided 12,454 12,774 12,774 Direct Services Provided 1,242 826 900 Total 13,696 13,600 13,674 Gender FY121 FY131 FY14 11a1e 0 469 506 Female 0 357 394 Ethnicity FY12 FY13 FVA4 Hispanic 120 120 Black 364 _ 364 Caucasian 314 314 Native American 12 12 .Asian 16 16 !Pacific Islander 0 0 Other 0 37 Total 0 826 863 Age FY12 FY13 FY14 0-5 6-17 826 900 18-29 30-61 62-75 75+ Years Geographic Location FY12 FY13 FY14 Johnson County (Combined, unduplicated) 1,242 826 900 Iowa City 571 640 Coralville 153 158 ,North Liberty 102 1021 1241t1r<a3. tJ;GSi O2013e-Clmpact.com ��, ,� FY15 Form Cl: Historical Balance Sheet (As of dgency's fiscal year-end) The auto -calculation on this far?n totals the columns in the section after the information is saved. In order for any of the entries to deductfrom the total, the number must be entered in as a negative number; using the '-"sRmbol. Current Assets FYI FY12 FY13 Cash 0.00 0.00 0.00 Investments 0.00 0.00 0.00 Reeeivables<90 days 0.00 0.00 0,00 Total Current Assets 0.00 0.00 0.00 Other Assets FYII FY12 FY131 ,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 Tota Currentl Assets 0.00 0.00 0.00 Total 0.00 0,00 0,00 Current Liabilities FYll FY12 FY13' Accounts Payable 0.00 0.00 0,00 Payroll Taxes Payable 0.00 0.00 0M .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 FYI FY12 FYD3 Mortgage Payable Balance 0,00 0.00 0.00 Other 0.00 0.00 0.00 Total Other Liabilities 0.00 0.00 000 Total Liabilities OM 0.00 0.00 Equity (Net Worth) 0,00 0,00 0.00' Liability +Equity 0,00 OAO 0.00 ©2013 e-Clmpactcom rf-L I _ c _.. ,. FY15 Form C2: Agency Budget Please complete ALL information. If there is an item that does not apply to your budget or the value is zero, you MUST enter a 0" in that box. DO NOT LEAVE ANITEMBLANh. The columns have auto -calculation, but it does not auto -calculate until the information is saved. Please save information often to activate the calculated fields. For the items that require itemization, click the link to enter speck information in the itemization form. Budget Type Indicate ifBudget is: 1 =Agency Level 2 = Program Specific Agency Revenues FY12 FY13 FY14 CoralvilleFunding 19,000.00 19,000.00 29,000M Ilowa City Funding 0.00 0.00 10,000.00 Johnson County Funding 0.00 0.00 0,00 UWJC Allocation 0.00 0,00 0.00 ,UWJC Designations 0.00 0.00 0.00 Grants -Federal, State, Foundation 462,234.00 295,159.00 108,000,00 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 0.00 0.00 0.00 Contributions/Donations (including in- ikind) 0.00 0.00 0,00 Interest and Investment Income 0.00 0.00 0.00 *Other 388,486,00 639,738.00 884,756A0 Total 869,720,00 953,897,00 17031,756.00 Expenses FY12 FY13 FY14 ,Total Salary and Wages 563,075,00 559,365.00 775,21IM0 Benefits 123,491.00 183,429.00 256,545.00 ,Administrative 0.00 0.00 0.00 Occupancy 0,00 0.00 0,00 Other 183,154A0 212,103,00 0.00 Total 869720.00 954,897.00 1,031,756.00 OO 2013 e-Clmpact.com Pepe 10 of 1? FY15 Form C2: Agency Budget Fund Balance FY12 FY13 FY14 Revenue 869,720,00 954,89200 1,03L756.00 Carryover Balance From Prev Year 0.00 0,00 0,00 Total Operating Balance 869,720.00 954,897,00 1,03 1,756 00 Less Total Expenses 869,720.00 954,897.00 1,031,756.00' Ending Fund Balance 000 0.00 0.00 Less Restricted Balance 0.00 0,00 0,00 Carryover Fund Balance 0.00 0,00 0.00 Bd/Donor/Funder Restricted Funds FY121 VY131 FY14 Bd/Donor/Funder Restricted Finds - please itemize 0,00 0.00 0,00 Total 0.001 0.00 0,00 In -Kind Support FY12 FY13 FY14 ServicesNolunteers 40,000.00 40,000.00 40,000,00 Material Goods 40,000.00 40,000.00 40,000.00 Space, Utilities, etc. 25,000.00 25,000,00 25,000.001 Other 0.00 0.00 0.00 Total 105,000.00 105,000,00 105,000.00 Grants FY12 FY13 FY14 *Grants - please itemize 462,234,00 286,956.00 108,000.00� MannK-3 25,056.00 25,056.00 0-00 Safe Schools Healthy Students 357,533.00 179,900 00 01 CitvofBills 8,000,00 8,000.00 20.0000:t City glNorthLiberty 50,000,00 50,000,00 50,000.00 'VeKlrmey-Verrto 21,645.00 24,000.00 38,00000 Total 462,234.00 286,956.00 108.000.00 2 © 2013 e-Clmpaeteorr t Form D: Performance Measurement Effort Quantity: #ofClients Description: How much will you do? (Number) i.e. #ofstudentsserved Measure: Number of students served by school Measure.Number ofstudenis who received mental health services Measure: Number of students who received homeless support services Quality, Activity Specific Measures (ratio) Description: How well will we do it? (%) i.e, percent ofstaff 'with a training certificate Measure: percentage ofparents who report satisfaction with the Family Resource Center services (hi -annual parent survey) Quality: Client Common Measures (ratio) Description: How well will you do it? (%) i. e. student teacher ratio Effect Quality: Change in Behaviors or Conditions (Ratio) Description: What is the quality of change in Behavior or Condition? (°/a) Changes in Knowledge, Skill Level a, - Attitude, i.e. percent ofstudents that graduate oil time Measure. Student served by the program will improve their attendance _Measure. Students served by the program will reduce their office referrals and the number ofsuspensions that they receive Measure: Secondary students served in the program will rent have failing grades Measure.' Homelessflmilies served will beprocessedfor enrollment, free and reduced lunch andtransporatation services within 24 hours u'.;r_li ©2013e-Clmpactcem �. FY15 Joint Funding Application General Information Agency Name Executive Director Name Board President Requestor Phone Email Address Website IOWA VALLEYHABITAT FOR HUMANITY MARK S. P_47TON Jim Cantrell, AfidWestOne Bank MarkPatton (319) 337-8949 mark@ioivavalleyhabitat org 2401 Scott Blvd., Iowa Cil)� , 52140, USA. www. iowavalleyhabitat. org Agency Mission Statement Provide safe, decent and affordable laousingfor lower income individuals andfamilies, Number of Years in Operation 21 Year Org Established 1992 Assist families into affordable home ownership, main young people in construction skills, coordinate volunteers to improve the communih=, advocate for affordable housing, build wheelchair ramps, and assist the elderly/handicapped to maintain their homes. 2020 Vision Goals for the Common Good Please indicate Goal(s) that your agency supports; Income Yes Education Yes Health Y'es United Way Request for Funding United Way: Request for Funding FYI 50,000 Total Budget (United Way) 722,415 United Way: % of Total Budget Johnson County Request for Funding Johnson County: Request for Funding FYI & 16 20,000 Total Budget (Johnson County) 72Z415 Johnson County: % of Total Budget 2.77 For funding from Johnson County, please indicate category(s) that best describe your service areas: Services that enhance family and child well being Yes Services that provide for basic human needs such as food, shelter, safety, crisis intervention Yes Health Services No Iowa City Request for Funding Iowa City: Request for Funding FY 15 10,000 -- ©2013c-0Impact.com f �r. i'J Iowa City: Total Budget 722,415 Iowa City: % of Total Budget 1.38 Coralville Request for Funding Coralville: Request for Funding FYIS 8,000 Coralville: Total Budget 722,415 Coralville: % of Total Budget 1.11 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.) ite seek to enable famines to have safe, decent and affordable housing More than halfof the low income families in the area pay much more that? they can afford for housing. The high demand by students for housing forces prices higher. Since everyone needs a place to live, this is a univeral need, irrespective of income. 2. List and describe the programs and / or services of the Agency that are provided to Johnson County residents that address that need. We build 4-6 new homes everyyear for ownership by low income families, we build 6-12 handicap ramps for low income families, we replace light bulbs/furnace filters/smoke alarm batteries far the elderly, we weatherize and earn, out energy audits for +30low income families, we take in and give out donatedfurniture far low income families, and we take in and sell donated building materialslappliar?cer/furniture to generate finds fbr building more homes, In addition we cooperate with City High Special Ed and A.M Rotary to collects cans bottles to support cornmumi), programs. 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. 67e serve those under 60% of area median income primarily with most of our efforts targetted at those tender 50% ofA.W We do help handicapped people of all ages if they have a demonstrated need. Financial Management You must complete the Historical Balance SheetForm Cl and the BudgetForm C2, in addition to the questions below. Below, you will orally need to answer the questions for the entities frmn which you are applyingfor f coding. 4. In detail describe the Agency need for funding from: City of Iowa City We are seeking $10, 000 to cover oter operating costs of the Furniture Project The City used to pay us $30, 000 per year to operate it, but they have since pulled back all of their funding which means we runs at a deficit lVe started charging clients $7 per piece offm nituure, but that is not close to paving all the bills. In order for us to continue to operate the service, we need a grant. 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) specifically addresses the goals cited in the 2011-2015 CITY STEPS Plan (www.icgov.org/actionplan, pages 91-94). We help wbh both low income housing ownership cud with helping meet the basic needs (furniture and energy assistance) of low income famlies. 4b. Tell us how your agency (or program) addresses the established priorities in Iowa City's Strategic Plan? Please identify the priority(s). (wwwJcgov.orglstrategieplan) High: elderly and small fa nih, owners need weatherization. handicap accessiblity Moderate: home ownership by loam income families. 5. In detail describe the Agency need for funding from: City of Coralville We need help to offset costs ofweatherization and energy auditingfor law income residents, especially those ht mobile homes. 6. In detail describe the Agency need for funding from: Johnson County If e want to continue outreach to low income families in mobile homes. - T © 2013 e-Cimpactcom 7. In detail describe the Agency need for funding from: United Way All affordable housing needs subsidies to make it affordable We continually reach out to the public to sponsor builds and haste improvements for families in need United Way can help us by securhrg support from the workplaces where marry of our volunteers originate. United Wayfunding helps our volunteers know they are not working alone or wuhoutsupport from the wider community. 8. What public entities has your organization sought funding from in the last year? We received a $4000 grantfrnm the County; we normally get CDBG/HOME fending through the City oflowa Citv but that is being drastically cut back. 9. From who do you receive ongoing funding? N'e regularly get donations f om about 200 individuals, 12 churches, Thrivent Financial for Lutherans, UI Tippie School of Business undergrads, and local banks who like to sponsor TEAMBuilding days on the build sites. 10. if the local 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 will stop operating the Furniture Project, build fewer- ramps and homes and stop replacing bulbs/furnace filters/batteries for the elderly. IL Do you have a fee structure for services? If yes, please explain. We give 0% interest loans to new home owners, and we expect those who receive ramps to pay back the costs at $5-10 per month. A11 jitrnture f am the Furniture Project norm costs $5 per piece. 12. How will local funding help leverage other revenue for Agency? We almost always have to shoes a match to other finders. fit the case of-4meriCorps we must show a match and in the case oj'Dept. ofEnergy N eatherization) we have to show 4,1 match! 12a. 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). H'e always have lots of volunteer hours to show as match (more than 2000 volunteers avearaging more than 6 hours per person lust year)_ Agency Accomplishments The United H'ay and Local Governments work toward 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 complete the Performance Measurement Form (Forna D) in addition to the question below. On Form D, please provide the Performance Measurements that will be used by the Agency to measue results ofservices. You need to enter projected outcomes, not outcomes that you have already achieved. YOUR APPLICATION WILL NOT BE COMPLETE WITHOUT FORM D. 13. Please provide specific outcomes/performance measures your organization achieved in FY13. How are people/conditions better because of the services you provided? We weatherized 31 homes, built 12 ramps, built 5 new hones, replaced hundreds of light buibs/hatterimfilters, and counselled +40families infinancial literacy matters- In addition, more than 40 families per month take advantage of the Furniture Project. i" ' .. . ,Sl 02013 e-Clmpact.com Paga of 7'_ !r t` {.,?1;II4Lli , 1 r �ie is A3 a'V li`i FY15 Form A: Agency Salaries & Benetlts Please provide the information far employees in your agency. Ifyou do not find the position on the list, please add the position in the "other" section. Yon will be individually addpositions 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. 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 byplaying a 7" in the box if the position receives that benefit. Position Paid Leave Health Ins Retiremen tPlan Average Salary FTE (Last Year) FTE (This Year) FTE {Nest Year)1 Executive Director,' President l CEO 1,00 1,00 62,325.00 1.00 1.00 1.00 Director of Operations 1COO Director of Development 1.00 1.00 39,000,00 1.00 1.00 1.00 Program Director/ Manager 1.00 1,00 41,340.00 1.00 1.00 1.00 Director of Community Intervention Assistant Teacher Administrative Assistant Advocate Assistant Coordinator 1.00 1,00 34,144.00 1.00 1.00 1.00 Assistant Director Business Manager 1,00 1.00 44,125.00 1.00 1.00 1.00 Case Manager 1.00 l.00 40,000.00 1.00 1.00 1.00 Clerical Staff Clinical Services Manager / Director Clinical Suppon Maintenance/Repair 1.00 1.00 27,500.00 100 1,00 1.00 Office Assistant 1.00 1.00 29,000.00 1.00 1.00 1,00 Program Coordinator 1.00 1.00 39,000.00 1.00 1.00 1 A0 Receptionist Services Coordinator Transportation Manager / 'Director •.Other 0.00 0,00 0.00 0.00 0.00 0,00 0.00 Total 9 0 9 356,434 9 9 9 ,. © 2013 e-Glmpact.com t , , FY15 Form B: Agency Demographic provide the Agency summary of clients served during last two years and oneprojectedyear. Ifyour Agency does not have a client count for any of the categories, please enter 0" in that box. DO NOT LEAVE ANYBL4NK. (unduplicated client comet) FY12 FY 13 FY 14 Inforrnation/Education Provided 119 188 0 Direct Services Provided 124 137 0 Total 243 325 0 Gender FY12 FY131 FY14' Male 186 198 0 ,Female 57 127 0 Ethnicity FY12 FY13 FY14 Hispanic 27 47 0' Black 86 ill 0 Caucasian 130 167 0 Native American Asian Pacific Islander Other Total 243 325 0' Age FY12 FY13 FY141 0-5 14 37 0 6-17 16 21 0' 18-29 3 18 0 30-61 190 154 0. 62-75 12 89 0 75+ Years g 6 0 Geographic Location FY12 FY13 FY141i Johnson County (Combined, unduplicated) 39 54 0- Iowa City 193 261 Coralville 9 7 0 North Liberty o 3 0 -- -•�t 9 2013 e-Clmpact.com FYI Form C1: Historical Balance Sheet (As ofAgeneys fiscal year-end) The auto -calculation on this form totals the columns in the section after the haformation is saved In order for any of the entries to deductfrom the total, the number must be entered in as a negative number, using the "-"symbol_ Current Assets FY11 FY12 FY13 Cash 81,582.00 49,811.00 213,471.00 Investments 0.00 0.00 0.00 Receivables<90 days 26,350.00 5,923.00 88,414.00 Total Current Assets 688,703.00 '78,521.00 301,886.00 Other Assets FYll FY12 FY13 Property 34.907.00 276,673.00 391,010.00 Equipment 56,006.00 69,287.00 97,549,00 Less Depreciation -43,976,00 -42,756.00 -42,756,00 Receivables>90 days 0.00 0.00 1,036,224.00 Other (describe): 0,00 0-00 0.001 Total Non -Current Assets Tota Current] Assets 1,616,009,00 2,061,827.00 2,846,607,00 Total 1,662,946.00 2,365,031.00 4,328-634A0 Current Liabilities FYII FY12 FY13 Accounts Payable 36,061.00 134,467.00 106,068,00 Payroll Taxes Payable 38,537.00 21,299.00 31,205.00 Contracts Payable 64,046.00 173,674,00 192,957.001 Mortgage Payable 0.00 0,00 0.00, i Total Current Liabilities 140,044.00 330,840.00 330,230.00 Total 0.00 0,00 0.00 Other Liabilities FYI FY12 FY13 Mortgage Payable Balance 0,00 0.00 0.00 Other 0.00 0.00 0,00 Total Other Liabilities 1,690,411,00 1,896,464,00 3,586,278.00 Total Liabilities 1,830,461.00 2,221,350.00 3,916,508,00 Equity (Net Worth) 474,251,00 613,046,00 711,098.00 Liability + Equity 2,304,712.00 2,840,348.00 4,627.607.00 9)2013e-Clmpactcom ..- ., ti♦ .- Iz .1 FY15 Form C2: Agency Budget Please complete ALL information, If there is an item that does not apply to your budget or the value is zero, you VUST enter a 9" in that boa. DO NOT LEAVE ANITEMBLANK. The columns have auto -calculation, but it does not auto -calculate until the information is saved Please save information often to activate the calculated fields. For the items that require itemization, click the link to enter specific inormation in the itemization form. Budget Type Indicate ifBudget is: I =Agency Level 2 = Program Specific Agency Revenues FY12 FY13 FY14 Coralville Funding 0.00 0.00 0.00 ,Iowa City Funding 0.00 OM 10,000.00 Johnson County Funding 0.00 4,000.00 5,000.00 UWJC Allocation 1,000.00 0,00 45,000.00 UWJC Designations 40.50 156.00 0,00 Grants -Federal, State, Foundation 95,555.00 102,000.00 115,000,00 Membership Dues 0.00 0,00 0-00 'Fees for Services 0.00 800,00 18,000.001 (Sales to the Public/Contracts I88,500A0 220,000.00 270,000.00 Fundraising Events 46,598.00 50,000,00 58,000.00, Contributions/Donations (including in- kind) 301,000.00 240,000.00 260,000.001 .Interest and Investment Income 145.00 150.00 175.00 *Other 2,400.00 2,600.00 2,700.00 Total 635,238.50 619,706.00 783,875.00 Expenses FY12 FY13 FY14' Total Salary and Wages 317,119.00 361,030.00 375,000.00 Benefits 71,758.00 93,000.00 98,000.00 Administrative 67,400,00 72,000M 82,000.00 Occupancy 99,049.00 45,000.00 52,000.00 Other 1,200.00 1,500.00 1,800.00 Total 556,526.00 572,530.00 608,800,00 .._ .i 02013e-Clmpact.com FY15 Form C2: Agency Budget Fond Balance FY12 FY13 FY14 Revenue 635,234.50 599,706,00 763,875,00 Carryover Balance From Prev Year 112,000.00 191,908,50 220,584,50 Total Operating Balance 747,234,50 791,614.50 984,459,50 Less Total Expenses 556,526.00 572,530.00 608,800.00 Ending Fund Balance 190,70&501 219.084.501 375,659,50 Less Restricted Balance 22,450.00 32,332.00 34,000.00 Carryover Fund Balance 168,258,50 186,752.50 341,659.50 Bd/Donor/Funder Restricted Funds FY12 FY13 FY14 *Bd/Donor/Funder Restricted Funds - ,please itemize 62,000.00 65,000.00 70,000.00 Thrn,entBullds 62,000.00 65,000.00 70,000.00 Total 62,000.00 65,000.00 70,000.00 In -Kind Support FY12 FY13 FY14'', Services/Volunteers 76,400.00 85,000,00 92,000.00 Material Goods 16,269.00 18,000.00 22,000.00 Space, Utilities, etc. 55,000.00 55,000.00 55,000.00 Other 2,200.00 3,400.00 4,000.00 Total 149,869.00 161,400.001 173,000.00 Grants FY12 FY13 FY14 *Grants - please itemize 73,300.00 93,200.00 120,000.00 � Dept ofBnerg 24,000,00 000 0.00 Habitatlnternationat 36,000.00 16,000.00 0001 Softwood Grant 12,300.00 3,200.00 0001 United Wav 1,000001 0.001 45,000,00 IohnsonCounty 000 4,000.00 5,000.00 Miscpropertvdonations 0.00 68,000.00 70,000.00 Total 73,300.00 93,200,00 120,000.00, ;7 ) , 2013 e-Cimpactcem <y t 1 Form D: Performance Measurement Effort Quantity: #ofClients Description: How much will you do? (Number) i.e. # of students served Measure: We propose serving 500 low income families over the course of one year. They will have been referred to us and they will shop W the Furniture Project. The two measurements will be the total number of families who are referred onto its and those who actually secure furniture. Aheasure: We will take in more than 860 pieces offurniture over the course of 12nronths for use in the Furniture Project. Quantiy" #ofActivitles Description: # ofActivites (By t),,e) i.e. # of classes offered Measure_ We will get referrals from at least 12 hurnan service agencies over 12 months. © 2013 e-Clmpactcom , ; t I Form D: Performance Measurement Effect Quality.- Change in Behaviors or Conditions (Ratio) Description: !Ghat is the quality of change in Behavior or Condition? (%) Changes in Knowledge, Skill Level or Attitude, i.e. percent ofstudents that graduate on time Measure: We will carry out energy audits and/or weatheriaation ofat least 20 homes over a one vearperiodof time. Oitility savings to families should average more than $300 per year. Measure: We will build work with more than 2000 volunteers to build 4 new homes and rehab or make handicap accessible at least 6 additional homes of low income families. Team building skills and construction skills come out of the experience, Measure-: Four low income families will begin to build equity for themselves and their children (est. $5000 gain per year per family after closing). © 2013 e-Clmpact.com �,r Form D: Performance !Measurement Effort Quantity#of Activities Description: # of Aetivites (By type) i.e. # of classes offered Measure: We will build sic handicap ramps for low income families. Measure; We will replace light bulbs, smoke alarm batteries and furnacefiltersfinr 12 elderly home owners, Effect Quality.' Change in Behaviors or Conditions (Ratio) Description, What is the quality of change in Behavior or Condition? (%) Changes in Knowledge, Skill Level or Attitude, i.e. percent ofstudents that graduate on time Measure. We will enable at least 6 disabled/elderly, low income homeowners to remain in their home when the ramp is completed. Measure: We will save at least 6 homeowners who are assisted with ramps to save $10, 000 or more per year bit remaining in their own home (vs going to a nursing home). Measure: We will save at least 12 elderly homeowners from a chance offdling by replacing their light bulbs and smoke alarm batteries. _ ,_,�,.Pr ©2013e-Clmpact.eom Pcne ri : I.._...., ,_. FY15 Joint Funding Application General Information Agency Name Executive Director Name Board President Requestor Phone Email Address 430 Southgate Ave., Iowa City, Iowa, 52240, U.S.A. Website MECCA Services Ron Berg Susan Hauer Ron Berg (319) 351-4357 rbeig@meccaia.com www.meccasenwes. coin 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 44 Year Org Established 1969 2020 Vision Goals for the Common Good Please indicate Goal(s) that your agency supports: Income No Education No Health Yes United Way Request for Funding United Way: Request for Funding FY15 59,900 Total Budget (United Way) 7,584,289 United Way: % of Total Budget Johnson County Request for Funding Johnson County: Request for Funding FY15 & 16 340,000 Total Budget (Johnson County) 7584,289 Johnson County: % of Total Budget 4,48 For funding from Johnson County, please indicate category(s) that best describe your service areas: Services that enhance family and child well being No Services that provide for basic human needs such as food, shelter, safety, crisis intervention No Health Services Iowa City Request for Funding Iowa City: Request for Funding FY15 Iowa City: Total Budget Yes 2Q 000 7,584,289 12L i) n�„ 2.40)7 P?.4 CST ©20130-Clmpact.com a " r' Iowa City: % of Total Budget 0.25 Coralville Request for Funding Coralville: Request for Funding FYI 1,500 Coralville: Total Budget 7,584,289 Coralville: % of Total Budget 0.02 Agency Information Please- complete the Salaries & Benefitschartfor 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.) Underage drinking continues to be a prevalent issue in Johnson County, with specific concerns for the college population at the University oflowa. i3'hile recent data shows that prevention strategies are working, there is more needed to ensure that students experience a college career free of alcohol related problems. The 21 Ordinance continues to be an issue of debate for many community members, despite the positive outcomes from the passage in 2010. The National College of Health Assessment's Spring 2013 Report, states that 75.4% of University of Iowa Students report alcohol use in the past 30 days. The stational average is at 64.9%- High risk drinking at the University of lowa is reported to be at 58.7% while the national average is 35.6%. University oflowa students that reported while drinking they forgot where thev were or what they did is 43.7%, 25.5% reported having unprotected sex and 28.6% reported using mar Juana in the past 30 days. It is to be noted that while the percent of University oflowa students using alcohol is higher than the national average, it is the lowest level for the University in over 20 years according to this report. In addition to the documented impact on the college population, MECCA is concerned about the impact on lot alyouth that such a strong culture of excessive alcohol use is having, MECCA provides a range of sendces targeted at young people throughout the county, including each school district, and unary local communhypartnerships, According to the FY 12 Iowaey, Youth Surv, 20% of11th graders in Johnson County used alcohol in the last month, while 13% of II th graders used Marijuana. Also, 36% ofJohnson County II th graders felt that it was not against their values to use alcohol and other drugs, while 5606 reported that they did not feel there was a great risk with Marijuana use. Access to alcohol and binge drinking are social norms that require a collaborative community, approach, and MECCA's prevention programs are at important part of these efforts. Access to treatment for substance abuse concerns is a well known concern in our comrnunio, There is a very large gap between the number ofJohnson County residents who meet criteria,lbr substance abuse and the number who actually access care- The 2011 National Survey on Drug Use and Health in the United States reports that there were 21.6 million Americans age 12 and older in need gfsubstance abuse treauuem, but that only 2.3 million Americans received any substance abuse treatment. This means that 19.3 million Americans needed substance abuse treatment, but did not receive any. Ifwe extrapolate this out for Johnson County, we can estimate that out ofJohnson Countv's 136,317 residents, there are approximately 11,860 people in need oftreatmentservices each year, and around 10,244 who are not getting the help they need. It is imperative therefore, that services are readily available when someone reaches out for assistance. Effective substance abuse treatment is not a "one size fits all" approach. MECCA provides a multiple levels of care, from evaluation to outpatient to residential, detoxiflication and ha fWay, each designed to meet the individual needs of each client. Having this wide range- gt'servic:es available right here in Johnson County is an asset. We also provide 12 transitional living apartments to assist clients make the ransition.rorn residential care to independent living. 2. List and describe the programs and / or services of the Agency that are provided to Johnson County residents that address that need. • Walk in evaluations five mornings a >ceek, or individuals may schedule an evaluation if that better meets their needs. Out - wait tine for- evaluations is less than one day, admission to outpatient ranges between 5 and 10 calendar days. Residential is 13 days, • Comprehensive substance abuse prevention services that provide education and build resistance skills for adolescents and college age students, provide raining for alcohol retailers to support enforcement of the legal drinking age and avoid over serving patrons, and supports collaboration with local law enforcement to carry, out effective alcohol compliance checks. • 24 hour crisis line • Response to online requests for assistance/irformation -Substance abuse treatment (outpatient, residential, halfway, detoxification, c ontinuing care) • Adolescent outpatient treatment • Gambling prevention and treatment © 2013 e-Olmpactcore F 3Ql :'I'[ 52 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. MECCA's prevention services include strategies targeting individual adolescents and college age students, as well as environmental strategies on a cornmunitp level. There is a needfor prevention and early intervention at the junior high age, that must continue throughout adolescence to be effective. This is the time when many youth are experimenting and when interventions earn have the most impact. Treatment clients range in age from 13 to 80, the majority of whom fall between 18-29 (43%) and 30-44 (33%. Our client's report income below cuintmon4, norms, are more likely involved with the criminaljustice system, and have co- occurring medical and mental health needs. Alcohol is the ovowhelming drug of choice (45%) followed by mar Juana 0001o), methamphetamine (19%) and then opiates (9%). There is some indication that opiates and cocaine are beginning to Increase in use. Most of clients are employed, have jamilies that are intact (although often under strain), and are either working or actively seeking work Financial Management You must complete the Historical Balance Sheet Form Cl and the Budget Form C2, in addition to the questions below Below, you will only need to answer the questionsfor the entities from which you are applyingforfimding. 4. In detail describe the Agency need for funding from: City of Iowa City Fundingfrom Iowa City helps support MECCA's prograrns that ensure access to treatment, access to transitional housing and community based prevention services. 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) specifically addresses the goals cited in the 2011-2015 CITY STEPS Plan (www.icgov.org/actionp➢an, pages 91-94). There is a significant unmet need in Iowa Cityfor transitional housing and sober living options for individuals with substance abuse issues who are coming out of treatment, according to staff members at the Johnson County, Jail Alternatives -/Mobile Crisis Program. The organization does not keep statistics or survey results to substantiate this need, but notes that substance abuse issues are often a barrier to housingplacement in the cmnmunity for its clients. MECCA meets the need for substance abuse treatment by providing immediate access to care through walk in evaluations, as well as scheduled evaluations, Our wait time for evaluations is less than one day, and our wait time for outpatient treatment admission is between 5 and 10 days. MECCA provides a_fdl range of geatnent inattdimg oiitpatient. residential (inpatient) halfway house, and 12 transitional housing apartments. MECCA provides unreimbursed assistance to the transitional housing tenants by lowering their rent while waiting for Section 8 housing vouchers to be approved Rather than have apartments set unoccupied, tenants pay rent according to their income level, MECCA subsidizes the remaining balance, until section 8 begins paying This allows families in need to be able to move in to stable, safe and supportive housing right away, instead of fulling through the cracks while waiting for paperwork. 4b. Tell us how your agency (or program) addresses the established priorities in Iowa City's Strategic Plan? Please identify the priority(s). (wiNw.icgov.org/strategicplan) High Priority from City Plan Public service activities that focus on crime prevention and awareness, child care, youth services, life skills, financial literacy, substance abuse services, menial health services, and employment training are high priorities. As a result of the recession, there tire many more households at-riskfor becoming homeless due to job loss, etc. Assisting thesefamilies with day care, life skills, etc, to maintain theirjob and housing will be a priority, MECCA's treatment services are intent on assisting clients establish and meet life goals related to housing, income, family, and health. Our services include life skills gaining, in addition to traditional therapy to improve lifefsmetioning S. In detail describe the Agency need for funding from: City of Coralville Coralville funding helps support staff time for our 24-hour crisis call response, as well as responding to community requests for help via our website, This allows real time response for Johnson County residents in need. © 2013e-Clmpact.com 1,_, ,. 6. In detail describe the Agency need for funding from: Johnson County Johnson Count) support covers the cost of detoxification services and supports our prevention activities that are not covered by other entities. Other points: • Provide stabilization for clients to avoid relapse • Provide placement and evaluation servicefor Immediate custody clients involved with the civil committal process • Supports 24 hour crisis line service and web access 7. In detail describe the Agency need for funding from: United Way United Way funding supports our treatment and prevention activities hp providing support to individuals on our sliding fee schedide for treatment, and support staff travel and other direct costs for prevention activities in Johnson and Washington counties, 8. What public entities has your organization sought funding from in the last year? In FY13, MECCA sought finding from Iowa County Decat, Washington County Ducat, Iowa Department ofPublie Health, Magellan Behavioral Care of Iowa, Johnson County Juvenile Justice Yotdh Development Police Board, United 97a'v of Centrallowa, United Way ofJohnson County, United Way ofEast Central Iowa, Iowa City CDBG, Federal Probation, and Bureau of Prisons. 9. From who do you receive ongoing funding? MECCA's state and federal support is contracted to us through Magellan Behavioral Care of Iowa, through what is known as the Iowa Plan. This contract accounts far roughly 30% of our overall budget. Iowa Department ofPublie health provides the majority of ongoing support for prevention services Thus support is approximately 4% of'our overall budget. All other funding sources tend to be shorter term agreements, with rao guarantee of'continned funding. 10, If the local 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 bulk alone supportfroin Johnson County supports the detoxi, fication program, If that fnnding should be cut, MECCA would verm llkefy need to end the detoxiJlcanon service. The public funding that supports prevention efforts help cover costs not otherwise reimbursedfrom other sources which allows as to maintain additional prevention staffpositions If that funding is decreased we would likely need to reduce our prevention staff numbers - 11. Do you have a fee structure for services? If yes, please explain. MECCA provides treatment services ore a sliding schedule to anyone who is 300% ofpoverty or lower. Our state funding only provides support up to 200% of poveri'v, local funding helps fill the gap. Placement on the sliding fee schedule is a junction of household size and income- 12. How will local funding help leverage other revenue for Agency? The availability of local funding is important to have available for match on state and federal applications. It con help secure additional funds to support community funded efforts. MECCA continually seeks out new state and federal funding opportunities and it will be important to have local f ending available to leverage for those applications. 12a. If other funds are currently being leveraged using Johnson County Bloch Grant funds, please identify the source of funding, dollar amount leveraged and the purpose of the funds (service provided). MECCA is currently leveraging Johnson County Block Grant funds for the Iowa Department ofPublie Health Comprehensive Substance Abuse Prevention grant in the amount of $2,288 to support the salary and benefits of the Prevention Manager to provide supevusion to prevention staff. _. .. ,... .a rr�_r © 2013 e-Clmpact.com „ �� Agency Accomplishments The United Way and Local Governments work toward making our community a better place to live. Through the 2020 Vision Goals for the Common Good, we wit measure our progress towards improving cornnn nio, conditions. Please complete the Performance Measurement Form (Form D) in addition to the question below. Ott Form D, please provide the Performance Measurements that will be used by the Agency to measue results afsemu,es. You need to enter projected outcomes, not outcomes that you have alreaciv achieved. YOUR APPLICATION WILL NOT BE COMPLETE WITHOUT FORM D, 13, Please provide specific outcomes/peribrmance measures your organization achieved in FY13. How are people/conditions better because of the services you provided? Our F"Y13 outcomes included the jbllowing: 1, 759 people received evaluation and outpatient services; 426 received residential and half way services, 429 received substance abuse prevention and education service; 244 received detox f cation services and 47 received HX{ AIDS case marragentent and other support services. The per forrnartce measures. reported included 90.640 of youth participating in Life Skills Training Program showed an increase it? perception of risk4aarm; 911 % ofyouth participating in Early Intervention Services showed an increase in perception ofrisk/harm; 91%clientsatisfaction rate; 58%increase in client length ofstoyr 87%decrease in wait timejbr substance abuse evaluations and 33%decrease in wait tune for outpatient services. We know that there are many people in need of substance abuse services who have to wait because of limited resources. By managing our' existing resources to maximize efficiencies, we were able to get people into treatment sooner, and keep them in services Imager, both of which contribute to better outcoinesfor our clients. We also know that youth are leaving our prevention programs with a higher understanding of the risk and harm associated with use, which affects their decision making now and in the future. We believe we are contributing to healthier youth in our eommuni v, Our client satisfaction rate tells us that we are providing services with quality and that people are leaving our programs having had a positive experience within an often difficult situation. The stigma ofsubstance abuse is a hurdle in itself, but knowing that people are leaving its with a positive experience and sharing that with others helps alleviate some ofthe fear and mystery around substance abuse treatment. We believe that more people will seek services if they owst that MECCA is a safe and welcoming place to be. .... .. ,-, 92013 e-Clmpact.com r 1;, P^ tCA,` , FY15 Form A: Agency Salaries & Benefits Please provide the information far enployees in your agency. Ij:van do not find the position on the list, please add the position in the "other" section. You will be individually add positions at "other" category. Please indicate if position has paid leave, Health Insurance ar Retirement by playing a 7" in the box it the position receives that benefit. Please provide the information far 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 if the position has paid leave, Health Insurance or Retrement by playing a 7" 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 1 President / CEO 1.00 1.00 1.00 106,000.00 1.00 1.00 Im, Director of Operations /COO 1,00 1.00 1.00 74,160.00 1.00 1.00 1.00 Director of Development 1.00 1.00 1,00 60,840.00 1.00 1.00 1.00 Program Director I Manager 2,00 2,00 2.00 65,000A0 2,00 2,00 2.00 Director of Community Intervention Assistant Teacher Administrative Assistant 1,00 1.00 1.00 38,584.00 Lou 1,00 1.00 Advocate Assistant Coordinator Assistant Director Business Manager Case Manager 3.00 3.00 3.00 35,387.00 1.50 3.00 3.00 Clerical Staff 7.00 7.00 7,00 28,674.00 7.00 Z00 7.00 Clinical Services, Manager i Director 6.00 6,00 6,00 51,094.00 6.00 6,00 6.00 Clinical Suppon 16.00 16.00 26.00 23,655.00 25.90 26.00 26.00 Maintenance/Repair 3.00 3.00 3.00 34,429.00 3.00 3.00 3,00 Office Assistant Program Coordinator 5.00 5.00 5.00 36,208.00 5,10 5.00 5.00 Receptionist 6.00 6,00 7.20 25,492.00 7.90 7.20 7,201 Services Coordinator Transportation Manager / Director *Other 57.90 57.90 62.33 1.035,041,00 64,00 6233 6233 Vice President 100 too too 75,400.00 100 100 IOU HR Director 1.00 1.00 1.00 73,400.00 100 1.00 too IT Manager 1 00 too 1.00 67,000.00 100 1 00 1.00 CFO 100 100 1.00 66,00000 1.00 1.00 1.00� Compliance officer 0.90 0.90 090 55,80000 090 0.90 0.90 Clinical Supervisor 400 4,00 400 42,050.00 300 400 4001 ©2013e-Clmpact.com, o,r .._ FY15 Form A: Aeenev Salaries & Benefits Please provide the inf n-ination fw- employees in your agency. Ifyou 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 7" 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 i Year) Clinical Services Coor 0.00 000 000 0.00 100 0.00 0001 Counselors 28.00 2800 30.40 35,80700 29.70 30,40 30.40 1C.4RE Coordinator 000 0.00 000 0,00 1,00 0.00 0.00 .Nurse 4.00 4.00 5,63 47,194.00 6.10 5.63 5.63 Drug Monitoring Coor too 1.00 1.00 36,608A0 1.00 1.00 100 Drug Monitoring Tech 200 2.00 2-30 22, 412.00 230 230 2-30 Financial Service Snpv 1.00 1,00 10o 42,400.00 1.00 1-00 too! Gambling Educ Coor 3.00 3.00 3.00 37,136.00 2.90 300 3.00 Grant Writer 100 1.00 1.00 43,260-00 too 1-00 1.001 Information Specialist 1.00 1.00 1.00 50640.00 1.00 100 1.00 Medical Director 0.00 0-00 0.10 40,560.00 0.10 0-10 0.10 Network Administrator 1.00 1-00 1.00 51, 120.00 100 100 Job Pace Manager 2.00 2.00 200 35,580,00 2.00 2-00 200 Quality Munger 1.00 1.00' 1.00 60,960.00 100 100 100 Admissions Coor L00 100 1.00 37,200.00 100 1001 100 1 Sire -based Counselor 1.00 1.00 1-00 21,684.00 200 1.00 1.00 Staf7Accountant 1.00 1.00 100 49,750.00 100 too 1A0 Technical Support 4naly,st 1.00 1.00 1.00 37,080.00 100 1.00 too Total 109.90 109.90 125.53 1,614,564 126.40 125.53 12553 r ©2013e-Clmpactcom ,_ FY15 Form B: Agency Demographic provide the Agency summary of clients served during last tivo years and one projected year. if your Agency does not have a client camnfor any of the categories, please enter V in that box. DO VOT LE9VE AM'BLANK (unduplicated client count) FY 12 FY 13 FY 14 Infonnation/Education Provided 12,629 12,750 12,750 Direct Services Provided 4,234 4,137 4,1371 Total 16,863 16,887 16,887 Gender FY12 FY13 FY14 Male 9,581 9,467 9,1961 Female 7,282 7,420 7,691 Ethnicity FY12 FY13 FY14 Hispanic 607 722 675 Black 926 942 824 Caucasian 14,872 14,832 14,741 Native American 18 40 23 'IAsian 213 150 242 Pacific Islander 1 1 7 Other 226 200 375 Total 16,863 16,887 16,887 Age FY12 FY13 FY14 0-5 73 56 59 6-17 6,905 6,845 6,910 18-29 3,026 3,175 3,195 30-61 6,648 6,611 6,545 62-75 202 190 163 75+ Years 9 10 15 Geographic Location FY12 FY13 FY14 Johnson County, (Combined, unduplicated) 10,306 10,400 10,418 Iowa City 9,802 9,800 9,473 'Coralville 307 400 482 ,North Liberty 148 200 383 i .. 7 r .,, C2013 e-Clmpact.com FYI Form Cl: Historical Balance Sheet (As of Agency's fiscal year-end) The auto -calculation on this form totals the coiuntns in the section after the information is saved. In order for any oj'the entries to deduct from the total, the number must be entered in as a negative number, using the "-"symbol. Current Assets FY11 FY12 FY13 Kash 744,946,00 660,736.00 1,241,617.00 'Investments 0.00 0.00 0,00 .Receivables<90 days 807,314.00 741,349.00 729,546,00 'Total Current Assets 1,552,287.00 1,402,085,00 1,971,163.00 Other Assets FYlI FY12 FY13 Property 6,080,542,00 6,104.304,00 6,104,304.00 Equipment 1,736,242,00 1,774,532.00 1,850,019.00 Less Depreciation 2,580,678.00 -3,050,486.00 -3,276,374.00 Receivables>90 days 0.00 0.00 0,00 *Other (describe): 43,332,00 41,100.00 38,867.W Loan Origination Fees 43,332.00 41,100.00 38,86700 Total Non -Current Assets Tota Current] Assets 1,5527287.00 1,402,085.00 1,971,163,00 Total 6,831,725.00 6,271,535.00 6,687,979.00 Current Liabilities FYI FY12 FY13 Accounts Payable 1,015,342.00 745,501.00 702,661,00� Payroll Taxes Payable 0.00 0.00 0.00 Contracts Payable 0.00 OAO 0,00 Mortgage Payable 118,234,00 123,349.00 175,038.00 Total Current Liabilities 1,133,576.00 868,850,001 877,699.00 Total 0.00 0.00 0.00 Other Liabilities FY11 FY12 FY13 Mortgage Payable Balance 3,639,152,00 3,553,200.00 3,388,524.00 Other 200,870.00 180,616.00 180,816.00 Total Other Liabilities 3,840,022,00 3,733,816.00 3,569,340.00 Total Liabilities 4,973,598.00 4,602,666.00 4,447,039.00 Equity (Net Worth) 1,590,740.00 1,668,869R00 2,240,940.00�, Liability=Equity 6,564,338,00 6,271,535.00 6,687,979,00 r , (02013e-Clmpactcom FY15 Form C2: Agency Budget Please complete ALL information. If there is an item that does not apply to pour budget or the value is zero, you MUST enter a 0" in that box. DO NOTLEAYEANITEMBLANK The columns have auto -calculation, but it does not auto -calculate until the information is saved. Please save information Often to activate the calculated fields. For the items that require itemization, click the link to enterspecfe information in the itemization form. Budget Type Indicate (Budget is: I =Agency Level Agency Revenues FY12 FY13 FY14 Coralville Funding 1,710,00 1,710,00 500.00 Iowa City Funding 35,243,00 31,450,00 40,730.00 Johnson County Funding 327,240.00 327,240.00 321,120.00 IUWJC Allocation 57,090.00 57,090.00 57,090.00 UWJC Designations 3,87Z00 4,300.00 3,560.00 Grants -Federal, State, Foundation 1,684,882.00 1,510,475,00 1,287,828,00 Membership Dues 0.00 0.00 0,00' Fees for Services 1,761,932,00 1,739,571,00 1,822,471.00 �ISales to the Public Contracts 0.00 0.00 0,00 Fundraising Events 13,754.00 0.00 0.00 Contributions,'Donations (including in- kind) 83,738.00 117,500.00 125,000-00 Interest and Investment Income 1,823.00 1,546.00 1,200.00 *Other 4,019,096.00 4,015,567.00 3,924,790.00�1 Total 7,990,385.00 7,806,449,00 7,584,289,00' Expenses FY12 FY13 FY14 Total Salary and Wages 4,815,845.00 4,811,800.00 4,791,114.00 Benefits 957,086.00 992,992.00 988,973.00 !Administrative 186,039.00 157,600.00 218,437.00 Occupancy 275,461.00 240,264.00 267,700,00 Other 1,�56O�075,00 1,583,762.00 1,430,010.00 Total 7,794,506.00 7,766,418,00 7,696,234.00 i U, r , ; s7 © 2013 e-Clmpact.com Jot tP FY15 Form C2: Agency Budget Fund Balance FY12 FY13 FY14 Revenue 7,990,385.00 7,806,449.00 7,584,289,00 Carryover Balance From Prev Year -259,639.00 -63,760.00 -43,729.00 Total Operating Balance 7,730,746.00 7,742,689.00 7,540,560A0 Less Total Expenses 7,794,506.00 7,786,418.00 7,696,234.00 Ending Fund Balance -63,760.00 -43,729,00 -155,674A0 Less Restricted Balance 0.00 0.00 0.00 Carryover Fund Balance -63,760.00 -43,729,00 -155,674.00 Bd/Donor/Funder Restricted Funds FY12 FY13 s Y14 *Bd/Donor/Funder Restricted Funds - please itemize 141,791.00 147,953.00 150,285.00 Other United Ways 84,70100 90,863.00 93,195.00 United Way gfJohnsonCounty 57,090-00 57,090,00 57,090.001 Total 141,791.00 147,953.00 150,285.00 In -Kind Support FY12 FY13 FY14 Services/Volunteers 17,529.96 14,000.00 16,312,73� Material Goods 7,260.00 7,500.00 1,915,00 Space, Utilities, etc. 0.00 0.00 0.00 Other 0,00 0.00 0,00 ,Total 24,789.96 21,500.00 18,227.73 Grants FY12 FY13 FY1411 *Grants -please itemize 4,643,398.00 4,715,945.00 4,620,871,00 Prevention and Probiem Gambling 975,907,00 1,063,826.00 983.751,00 Magellan 3, 667, 491.00 3, 652,119.00 3,637,120.00 Total 4,643,398.00 4,715,945,00 4,620,871.00 0 2013 e-Clmpact.eom 1 _ 1 of ", Form D: Performance Measurement Effort Quantity. # o,f Oients Description: How much will you do? ('Number) i.e. # ofstudents served Measure: MECCA will serve a minimune af200 students through Life Skills Training and Early Intervention Services preveWon programs. Quality: Client Common Measures (ratio) Description. How well will you do it? (%) l.e. student teacher ratio Measure. 95016 of students will complete the entire Life Skills and Early Intervention Services program. Quantity. # oj'Activities Description. # ofActevites (Bv type) i.e. # of classes offered Measure. Life Skills Training will be provided at two sites. Regina and Clear- Creek Amana schools. Measure: Early Intervention Services (EIS) program will be facilitated at least 4 tunes in FP14. Quality: Activity Specific Measures (ratio,) Description: How well will we do it? (%) i.e. percent ofstaffmith a training curt fcate Measure. 100% ofpreventfon program facilitators will be cert fed facilitators ofthe evidence based curricula used. Quantity: #oj'Ciients Description. How much will you do? (Number) i.e. # of students served Measure: MECCA will serve 2100 clients in our Eastern Iowa Region Measure: MECCA will serve 14 families in Transitional Housing Quality: Client Common Measures (ratio) Description: How well will you do it? (%) i.e. student teacher ratio Measure: MECCA will have a client satisfaction rate of 85% as measured by Magellan oflowa Quantity: #ofActivales Description: # of Activites (By type) i.e. # of classes offered Measure: Walk-in substance abuse evaluation will be offered 5 days a week Quality: Activity Spec f c Measures (ratio) Description: How well will we do it? (%) i.e. percent of staff with a training cent f cate Measure: 100% of MECCA treatment counselors will have a license or certification within a year of employment Effect Quality: Change to Behaviors or Conditions (Ratio) Description: What is the quatiry gfchange in Behavior or Condition? No Changes in Knowledge, Skill Level or Attitude, i.e. percent of students that graduate on time Measure. 85% of youth participating in L fe Skills Training will show an increase in perception of risk/harm of substance abuse as demonstrated through pre and post tests. Quality: Change in Behaviors or Conditions (Ratio) Description: What is the quality of change in Behavior or Condition? (°b) Changes in Knowledge, Skill Level or Attitude, i.e. percent of students that graduate on time Measure: 80% of youth participating in the Early Intervention Services program will show an increase in perception of risk/harm ofsubstance abuse as demonstrated by pre and post tests. Quality: Change in Behaviors or Conditions (Ratio) Description. What is the quality of change in Behavior or Condition? (a/o) Changes in Knowledge, Skill Level or Attitude, i.e. percent of students that graduate on time Measure: 80o/a of Transftional Housing families will show an increase in their ability to reduce substance abuse or maintain sobriety. Measure. 60% of Transitional Housing families will improve or maintain their ernploynnentsitu pion. Measure: 60% of Transitional Housing families will improve or maintain housing stabilh)i Measure: 60% of Transitional Huteangfamiho will have a reduction in their depression and mental health issues. 12r 1.4_.;1, ,. ,- 02013e-ClmPact.com u 1, ,., ., t �,^i (hi'oil i,Uu:tV FY15 Joint Funding Application General Information Agency Name Executive Director Name Board President Requestor Phone Email Neighborhood Centers of Johrnsmn County Brian Loring Caroline Sheerin Brian Loring (319) 358-0438 Brian-loring@ncjc. org Address P.O. Box 2491, Iowa City, , 52244, U.S.A. Website xrvw.ncjc.org Agency Mission Statement Whether it is getting children reach far kindergarten or preparing new parents for life with a baby, Neighborhood Centers is committed to helping our neighbors find their place in the community and use their talents to bring them success and happiness. Number of Years in Operation 40 Year Org Established 1973 2020 Vision Goals for the Common Good Please indicate Goal(s) that your agency supports: Income Yes Education Yes Health Yes United Way Request for Funding United Way: Request for Funding FY15 150,000 Total Budget (United Way) 150,000 United Way: % of Total Budget Johnson County Request for Funding Johnson County: Request for Funding FY15 & 16 75,000 Total Budget (Johnson County) 75,000 Johnson County: % of Total Budget 100 For funding from Johnson County, please indicate category(s) that best describe your service areas: Services that enhance family and child well being Fes Services that provide for basic human needs such as food, shelter, safety, crisis intervention No Health Services No Iowa City Request for Funding Iowa City: Request for Funding FY15 60,000 Iowa City: Total Budget 60,000 Q. of A CST © 2013 e-Clmpact.cum c! Iowa City: % of Total Budget 100 Coralville Request for Funding Coralville: Request for Funding FY15 1,500 Coralville: Total Budget 1,500 Coralville: % of Total Budget 100 Agency Information Please complete the Salaries & Benefits 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.) The correlation beriveen poverty, poor school performance and health risks are well established. The factors that trap families in a cycle of vulnerability impedes their progress towards self-sufficiency, stability and happiness. Low-income families have always been a primary target of our programming. However, needs ofthose families began to change in the mid-1990's in the wake of a state and federal welfare reform. During this time, we began to see a change in the scope ofsupport families were requestingfrom the.Agencv. As parents entered or re-entered the work force, a discouraging defied in the availability of dependable, quality childcare became increasingly apparent. For thefamilies in our neighborhoods, limited access to transportation has made the location ofthe childcare center important, and because most ofour families use Child Care Assistanceforpayment, finding a provider that will accept that subsidy has become an enormous barrier. Meanwhile, Iowa City and Johnson County have seen a rise in poverty, especially aniongfamilies with school -aged children; resulting ire an increase in demand for youth and family services. The increasing poverty in our community is reflected in the free/reduced hatch enrollment in the neighborhoods we serve, For instance, at Grant N,'ood Elementary School, free/reduced hunch enrollment went front 19% to 77%from 1995 to 2013. Neighborhood Centers prides itself on our ability to adapt to the changing needs in our neighborhoods, Over the years, the needs and barriers for children and families evolve but our goals remain consistent. We collaborate with low-income families to help them find success as parents, worker, neighbors and citizens. We provide education and support programming for children andyouth to help them make key life transitions and become happy and independent adults. 2. List and describe the programs and / or services of the Agency that are provided to Johnson County residents that address that need. • Child Development: Programs for children birth to five years, Includes child care for infants, toddlers and preschoolers, We also provide hone -visits and positive behavior intervention support for young children with special needs. • Youth Development: Programs for school -age children include afterschool programs, summer day camp, enrichment programs, (music, cooking sports, camp, cycling etc.} health and wellness, tutoring and pre-emplovme t. • Family Development: Provides support to paresis and families through home visitation programs, parenting classes, English Language Learners, adult basic education, issue/activityfocused adult groups, and family literacy. • Community Development: This area ofprogramming responds to issues and concerns that affect the entire neighborhood at, the larger community. Examples are the work we have done to reduce crime and improve the image and safety of Southeast Iowa City. Some of the issues addressed have been, supporting job readiness, getting a crosswalk at BroachvgV and Highway 6, informing residents by holding candidate forums, childhood obesity and youth summits, etc. •- r ;tiT ©2013e-Cimpact.cem - �_, 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. Neighborhood Centers oj'Johnson County nuns programs and services in low-income neighborhoods. Families in these neighborhoods are often in transition. Families are moving into these neighborhoods seeking a safer environment, better job opportunities and more supportive schools, As families make our neighborhoods their new home, we are aware that we must act to help make their transition successful, particularly for the young children We recognize that the success of children is linked to the community's involvement in the education and support of all children. Fortunately, the Johnson County and Iowa City comm umly have a long history of accepting responsibility of our children. Our family -centered and community -based approach provides a long -tern commitment to improving the quality of life forfamilies in the low-income neighborhoods that we serve, We have two centers. The Pheasant Ridge Center is located at 2651 Roberts Road, on the West side oflowa City. The primary, target area is the Pheasant Ridge Aparnnew Complex, located on Bartelt Road. The Pheasant Ridge Center also includes the low-income and subsidized areas ofPetsel Place, Clearwater Court, Westwinds Drive, Emerald Court, and Douglas Court. Our second locafron is the Broadway Center located at 2105 Broadway Street, on the Southeast side of Iowa City. Broadway provides services tofamilies living in the southeast quadrant oflowa City, an area East ofHighway 1 and South of Highway 6. 1t incorporates many of the subsidized units in Johnson County on the tenth of a mile that is Broadway Street, as well as the surrounding area. ht addition to our two facilities, we offer support services in Latino mobile home neighborhoods in Johnson County Tye facilitate programs for children and families in the Forest View, Breckenridge and Regency neighborhoods. Children from our target neighborhoods attend Grant Wood, Twain, Lenrme and Weber Elementary Schools. At Wood, Twain, and Lemme we operate programs (B9SP, preschool and aflerschool enrichment) in the school. We also have worked with Mann and Weber collaborating on the afterschool and stammer programs. We offer programming and outreach at the neighborhoodjamior high and high schools. Financial Management You most complete the Historical Balance Sheet Form Cl and the Budget Form C2, in addition to the questions below. Below, you will only need to answer the questions for the entities front which you are applvingforfunding. 4. In detail describe the Agency need for funding from: City of Iowa City Funding from Iowa City is core to the mission success of the Neighborhood Centers afJohnson County, The blockgrant 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 prhvatefunding. It also provides an essential base offending that helps pay overhead that other funders prefer not to support .. , . ', 02013e-Clmpactcom 4 t'. r. 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) specifically addresses the goals cited in the 2011-2015 CITY STEPS Plan (www.icgov.org/actionplan, pages 91-94). Over the past two decades, lowa City has undergone a demographic transformation that has increased the demand for youth andfamily services. The changing demographics are reflected in increases in the freelreduced hmch enrollment in the neighborhoods we serve. One service that has been in greater demand is childcare. Because ot'state and federal welfare reform efforts in the 1990s, we. began to see a change in the type and scope afsupport families were requesting from Neighborhood Centers. As parents entered or re-entered the workforce, a discouraging shortage in the availability of dependable, quality childcare became apparent In response, we pressed forward with the construction of the Pheasant Ridge Neighborhood Center and expanded our copachyfor early childhoodprogramnting four -fold, Neighborhood Centers prides itself on our ability to adapt to the changing needs in the neighborhoods we serve. Over the vents, the needs and barriersfor children andfamilies evolve but our goals remain consistent. We collaborate with low- income adults to help them find success as parents, workers, neighbors and citizens. 11'e provide education and support programming for children and youth to help them make key life transitions and become happy and independent adults. Facilities are key to the success ofour prograrnming. Childcare environments are second only to the quality of teachers in shaping successful outcomes far children. Support far general maintenance and upkeep of buildings and grounds is generally overlooked by grantmakers and donors: who often prefer new projects and programs. Nevertheless, the success o/'our existing programming and our, ability and to leverage new fzmding is contingent upon our capacity to maintain our facilities, 4b. Tell us how your agency (or program) addresses the established priorities in Iowa City's Strategic Plan? Please identify the priority(s). (www.icgov.org/strategieplan) Priority; Stabilizing Influence on Areighborhoods Our Centers are a stabilizing influence in neighborhoods that are typically transitional. In addition to Yunnan services we are a catalyst, for community development initiatives that include stakeholder involvement in planning and execution of comnnrtinr stabilizing activities and everts. t.e., Restorative Justice meeting, 319 Music Festival. We accept childcare subsidies for low-income working fanilies to allow them to access top qualitv childcare while trying to make ends meet in a low-wagejob. We also offer pre -employment training for youth artd chronically unemployed adults. 5. In detail describe the Agency need for funding from: City of Coralville The block grant nature of Coralville, Iowa City, United N'ay and Johnson Cournn,junding has allowed its to create new progranurdng, continue successful programming and, over the years, leverage millions if dollars in State, Federal, and private funding. It also provides an essential core offending that helps pay overhead that other fenders prefer not io support. 6. In detail describe the Agency need for funding from: Johnson County Funding fom Johnson County is responsible jor the growth and mission success of the Neighborhood Centers ofJohnson County. The block grant nature of this funding has allowed its to create new programming, continue successful prograrnming and, over the years, leverage millions of dollars in State, Federal, and private finding. It also provides an essential core offending that helps pay overhead that other finders prefer not to support. 7. In detail describe the Agency need for funding from: United Way United Way funding has allowed us to create new programming, continue suecessftd progran ving 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 fenders do not to support. 8. What public entities has your organization sought funding from in the last year? City oflowa City, Coralville, Johnson County, State oflowa, Federal Government. 9. From who do you receive ongoing funding? City oflowa City, Corandlle, Johnson County, State oflowa, Federal Goverment 10. If the local 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. Local funding covers three primary areas: 1) Matches dollars for leveraging new and existing grant support, 2) A11aws us to respond to quickly emerging needs, 3) Covers costs for overhead that allows us to put grant funding directly into programming Local support creates the foundation to bring services into the communities and the neighborhood. Without thatfoundation, the it frasn-utcture and superstructure would suffer. „�, ©2D13 e-Clmpactcom -,� 11. Do you have a fee structure for services? If yes, please explain. Parents with children in early childhood programs and licensed afterschool programs receiving Child Care Assistance subsidies sometimes have a co -payment. That co -pay is set by the Department ofHuman Services and is based upon income. In addition, school age children may pay a portion of the cost of f eld trips. Also, we have a private pay families that are part of our licensed child care programs - particularly our school -age programs (Before mad After School Programs). Private pav represents = just under 25% of our $526,170 total income for licensed (DHS) child care programs. 12. How will local funding help leverage other revenue for Agency? One of the important, and often overlooked, products of local United Way supportfor Neighborhood Centers, and other human sevvice agencies, is that we are able to use that support to leverage additional junding from outside the community to address local issues. The financial support of United Way (and the municipalities and Johnson County) make our finding application more appealing to grant makers and funders outside of the community. Demonstrating that our, State and Federal funding applications have the support of the local government Hakes our, applications more competitive. Loss of local funding would, inevitably, lead to reductions in existingfunding supports as well as last opportunities for fixture Landing. Neighborhood Centers uses local funding as match for several grants. We directly leverage just over $400.000 into Johnson County with the supportive match of the United Way, Johnson County and the City oflowa City. 12a. 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). lie are the recipient of over in 51, 000, 000 in grant support front local, state and federal sources. Most require a cash ?match or must be supplemented with tocal support. The discretionary nature of the block grant funding allows us to match and supplement existing programs and give its capacity to pursue new fending initiatives. For instance, this past year we received over $100, 000 in Federal Child and Adult Care Food Program (CACFP) funding w feed children in our programs. This food program required $18, 000 in local dollars to cover all the direct costs not reimbursed through the Program. Furthermore, the block grant funding allows us to pursue new grant opportunities. Zn 2010 we received funding for a family literacy project through the Barbara Bush Foundation. Having local dollars to match into that program helped out - proposal be more competitive and, ¢damately, become one ofjusi 10 projects nationally to be funded. Likewise, we are about to apply for a new W.K. Kellogg Foundation Family Engagement Initiative grant. Demonstrating local support for our work makes out -proposals more attractive to finders like Kellogg. '� _. :S i 9 2013 e-Clmpacteom _ Agency Accomplishments The United Way and Local Governments work toward making our eommuntiv a betterplace to live. Through the 2020 Vision Goals for the Common Good, we wil measure our progress towards improving community conditions, Please complete the Performance Measurement Form (Form D) in addition to the question below. On Form D, please provide the Performance Measurements that will be used by the Agency to measue results ofservlces. You need to enter projected outcomes, riot outcomes that you have already achieved. YOUR APPLICATION WILL NOT BE COMPLETE 47TH0UTFORMD. 13. Please provide specific outcomes/performance measures your organization achieved in FY13. How are peoplelconditions better because of the services you provided? YOUNG CHILD 0UTCOIYIES.r • In our early childhood program, 154 children, birth — 5 yeas, received an Ages and Stages screening and art Ages and Stages —Social Emotional screening during the program year, Based on the results of the screenings, 20 children showed delays in 2 or more developmental areas and they were referred to GYVAE4, UIHC-CDD, or the University oflotama Wendell -Johnson Speech and Hearing Clinic, 9 children now have an IFSP in place. • Children enrolled in child development programs were also assessed by the Creative Curriculum GOLD, In FYI3, children showed gains in all areas on the Creative Curriculum including; 88%b increase in the language and literacy domain and 82% increase in the sociabemotional domain. YOUTH OUTCOMES • The LEAD (a College Preparation Program) youth survey shoimed that participating youth are much more interested in attending college and actually believe that they are a good'studeni from pre/post At the conclusion of the program, 100% of the LEAD students reported that they would attend college. Additionally, 86% of the participants improved their school grades during the program year. • Youth in 5th-Sth grades completed apre/post Life Skills Survey in FY13. The Youth Satisfaction Survev showed that: Participants ove-rwhelmiuglyfeel that thev enjoyed coming to the program (92°0), Youth believe that staffcare about therm (89%) all or most of the time; this result is= nearly the same as 'there is a special adult who helps me' M?,,o; Just over 93% of the youth feel good about themselves by coming to the program; and that Youth understand that alcohol can be harmfid (91%). ADULT OUTCOMES • In the Latino Family Support Program ming 35 group events were facilitated in FY13 including 8 Adult Education sessions, 16 Parent Education events and 11 Parent and Teacher Together (PACT) events with 34 area families. 100° o of the families participated in adult education programming. • 100% of the participants in the Strengthening Families parent group participants made gains in all areas of theparenting program as measured by the pre/post participant survey. • 10090 of the 54 surveyed families in the Minori(y Family Advocate 014FA) program report an increase in knowledge of DHS process and procedures. Additionally, the MFAprogram had strong reunyaration rates. Ofthe 54 families in the program, 93% (50) offamilies have been reunified with the children in the home, .06% (3) offamilies are still working on reunification in the home, and only, 01 (1) offamilies have had parental rights terminated. • In the Early Childhood Iowa (Empowerment) Family Support Program, 123 faneilies participated iru 2165 home visits in F113, The LtfeSkills Progression (LSP) toot shows that 86% ofparticipatingfamilies improved or maintained healthy familyJunctioning problem solving and communication while participating in the home visitation program. • During FY13, 91 adults participated in a parenting group program for families with children birth to 3 years of age. Of those 91 adults, 19 adults actively participated in Family Team Meetings, designed to strengthen their networks of support. Additionally, 9601oafadults attended parent -teacher conferences and showed active involvement in the growth and development of their voting children. 17 adults were referred to the NCJC on -site job counselor for assistance irr meeting their employment needs; 9 adults received employment during the program year. ©2013e-Clmpact.com �e cuf ;:: FY15 Form A: Agency Salaries & Benefits Please provide the information for employees in your agency. Ifyau 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 Rettrernent by playing a 7" in the box if the position receives that benefit. Please provide the infarrnation 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 7" in the box f the position receives that benefit. Position Paid Leave Health Ins Retiremen t Plan Average Salary FTE (Last Year) FTE (This Year) GTE (Next Year) Executive Director/ President/ CEO 1.00 L00 1,00 77,300,00 1,00 1.00 1.001 Director of Operations /COO Director of Development Program Director/ Manager 1.00 1.00 1.00 50,000,00 1.00 1.00 3.00 (Director of Community Intervention Assistant Teacher 1.00 1.00 1.00 10,50 14.75 17.00 17.00 Administrative Assistant Advocate Assistant Coordinator Assistant Director Business Manager 1,00 1.00 1.00 45,000.00 O.SD 1,00 1.00 Case Manager Clerical Staff Clinical Services Manager / Director Clinical Support Maintenance / Repair Office Assistant !Program Coordinator Receptionist Services Coordinator Transportation Manager / Director *Other 9.00 9.00 9A0 267,319.00 31,30 3730 38,30:1 Associate Dueetor 100 too 1.00 68, 752,00 100 100 1.00 GASP & Youth Directors 1.00 1.00 1.00 40,00000 2.00 2 00 300 Farnilt Support Karkma 1.00 1.00 100 40,00000 600 4.00 400i i Lead Teachers 1,00 1.00 100 33,500.00 8.00 800 8.00 DevelopmentiFundraiser 100 100 1.00 40,000.00 050 050 0.50' Nutnnon Coordinator 100 100 1,00 11.00 080 080 0,80 �,? ! © 2013 e-Clmpact.com , FYI Form A: Agency Salaries & Benefits Please provide the information for employees in vote 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 ij'the position has paid leave, Health Insurance or Retirement by playing a 7" in the box if theposition receives that benefit. Position Paid Leave Health Ins Retiremen t Plan Average Salary FTE (Last Year) FTE (This Year) FTE (Next Year) Youth Counselor 100 1.00 1 00 1250 1.25 5.25 525 Office Manager 100 100 1.00 1450 2.00 2.00 2.00 Resource Manager 1.00 1.00 1.00. 45, 000.00 1.00 1.00 too Food S'ert we Workers 9 00 150 1.00 I.00 Concessions 11,00 0.15 0.25 0,25 AznenCarps Mernbers 3.00 4.50 100 000Summer #50VISTAMembo Temp Eunloyees 900 300 700 ''Iota] 13 13 13 439,629.50 48.S5 57.30 60.30i 2' ,. !', r t C2013e-ClmpacLcom FY15 Form B: Agency Demographic Provide the Agency suminco y of clients sewed during last twoyears and one projected year. If your Agency does not have a client count for any of the categories, please enter 0" in that box. DO.NOT LEAVE ANY BLANK, (unduplicated client count) FY 12 FY 13 FY 14'. Information/Education Provided 1,823 1,518 1,850 Direct Services Provided 1,823 1,518 1,850 Total 3,646 3,036 3,700 Gender FY121 FY131 FY14 Male 781 636 Soo Female 1,042 882 1,050 Ethnicity FY12 FY13 FY14' Hispanic 435 412 450, Black 976 791 990' Caucasian 317 253 310 Native American 10 3 13 Asian 17 17 17 Pacific Islander 0 0 Other 68 42 70 Total 1,823 1,518 1,850 Age FY12 FY13 FY141 0-5 412 366 430 6-17 782 511 790 18-29 226 222 230 30-61 371 363 375 62-75 0 2 3 75+ Years 32 54 c2 Geographic Location FY12 FY13 FY14 Johnson County (Combined, 'unduplicated) 1,823 1,518 1,850 Iowa City 1,662 1,404 1,700 Coralville 130 71 125 North Liberty 31 20 25 '; r 2-52. r i" 2013 e-Olmpact.com FY15 Form Cl: Historical Balance Sheet jAs ofAgenev's fiscal year-end) 7'lie auto -calculation on this form totals the columns in the section after the information is saved. Jn order for any of the entries to deduct from the total, the nuneber must be, entered in as a negative number, using the "-"symbol. Current Assets FYII FY12 FY13 Cash 378,800.00 494,127D0 523,077.00 Investments 55,519.00 56,267.00 56,958,00 Receivables<90 days 325,668.00 317,585.00 256,916,00 Tohd Current Assets 759,98700 867,979.00 836,951A0i Other Assets FYII FY12 FY13 Property 1,184,000M0 1,246,147.00 1,280,268.00 Equipment 151,192.00 152,581,00 166.070.00 Less Depreciation 754,183.00 807,503.00 861,503.00 Receivables>90 days 5,979,00 0.00 0,00 Other (describe): 0.00 0.00 0,00 Total Non -Current Assets Tota Cmrentl Assets 1.346,975,00 1,459,204.00 1,421,786.00� Total 3,442,329,00 3,665,435,00 3,729,627.00 Current Liabilities FY11 FY12 FY13! Accounts Payable 17,934.00 26,572.00 26,469,00 Payroll Taxes Payable 22,101,00 5,671.00 7,396.00 Contracts Payable 50,257.00 5,455.00 76,349,00 Mortgage Payable 34,700.00 36,128.00 37,209.00 Total Current Liabilities 124,992A0 122,906,00 147,423.00 Total 0m 0.00 0.00 Other Liabilities FYII FY12 FY13 Mortgage Payable Balance 278,025.00 316,480.00 120,955.00 Other 0,00 0.00 0.00 Total Other Liabilities 278,025.00 316,480.00 120,955.00 Total Liabilities 403,017.00 43,986.00 489,713.00 Equity (Net Worth) 943,958.00 1,019,818A0 932,073,00 Liability - Equity 1,346,975.00 1,459,204.00 1,421,786.001 . �:j 02013e-Clmpacteom FY15 Form C2: Agency Budget Please complete ALL information. If there is an item that does not apply to your budget or the value is zero, you DUST enter a 0" in that box. DO NOT LEAVE AN ITEMBLANK. The columns have auto -calculation, but it does not auto -calculate until the information is saved. Please save Inforrrration often to activate the calculated fields. For the items that require itemization, click the link to enter specific information in the itemi_ationform. Budget Type Indicate ifBudget is: I =Agency Level Agency Revenues FY12 FY13 FY14 ICoralville Funding 27,000,00 19,000.00 47,190.00 Iowa City Funding 1,500,00 1,500.00 1,500.00. Johnson County Funding 74,000.00 74,000.00 74,000,00 UWJC Allocation I10'owoo 115,500.00 115,500,00 UWJC Designations 3,411.00 2,889.00 3,000.00 Grants -Federal, State, Foundation 1,234,904.00 1,079,688.00 1,050,274.00 Membership Dues 0.00 0,00 0,00 'Fees for Services 422,355.00 531.170.00 550,000.00 Sales to the Public/Contracts 0,00 OM 15,000.00 Fundraising Events 78,220.00 57,557.00 60,000,00 Contributions/Donations (including in- kind) 0.00 0.00 0.001 Interest and Investment Income -_,080.00 1,870,00 2,000,00 *Other 27,167.00 10,486.00 10,500A0 Total 1,980,637.00 1,893,660.00 1,928,964A0' Expenses FY12 FY13 FY14' Total Salary and Wages 1,248,925,00 1,307,795.00 1,340MO,00 Benefits 264,386,00 267,655.00 270,000,00 Administrative 0.00 0.00 0.001 Occupancy 154,799M 148,879,00 150,000.00 Other 243,206.00 257027.00 250,000.00 Total 1,911,316,00 1,981,356.00 2,010,000.00 '.' - ."'.5 ©2013e-Cimpact.cum Ie" 1 � I, Q0 11,1 . L. FY15 Form C2: Agency Budget Fund Balance FY12 FY13 FY14 Revenue 1,980,637.00 1,893,660.00 1,928,964.00 Carryover Balance From Prev Year 44,795.00 114,116,00 26,420 00 Total Operating Balance 2,025,432.00 2,007,776.00 1,955,384.00 Less Total Expenses 1,911,316.00 1,981,356.00 2,010,000,00 Ending Fund Balance 114,116.00 26,420.00 -54,616,00 .Less Restricted Balance 0,00 0.00 0.00 Carryover Fund Balance 114,116.00 26,420,00 -54,616.00i Bd/Donor/Funder Restricted Funds FY12 FY13 FY14 *Bd/DonorlFunder Restricted Funds - please itemize 59,082.00 59,760.00 59,200.D0 Youth Got(Program 20000 000 000 Music Fes trval 3,08200 3,76000 3,200.00;, BaardRestrictedtEmergencyfunds 55,800.00 56,000.00 56,000,00 'Total 59,082.00 59,760.00 59,200.00 In -Kind Support FY12 FY13 FY14 ServicesNolunteers 97,000.00 97,000.00 97,000.00 Material Goods 20,000.00 20,000.00 22,000.00 jSpace, Utilities, etc. 11,000.00 11,000.00 L7,000.00 Other 18,876.00 18,663,00 19,000.00 Total 146,876.00 146,663.00 149,000.00 Grants FY12 FY13 FY14 *Grants - please itemize 1,234,904,00 1,074,506.00 1,050,274.00 Child Nutrition Program 94,051.00 95,180.00 100,00000 City oflowa City 319 iWusic 2,562.00 3,000.00 3,200.00' Shared Visions 98, 733, 00 109, 93100 129, 695. 00 Head Start 103, 075 00 000 000 DECATSummer Camp HP 11,070.00 11,160 00 12,000 00 DECATCommunity Ltason 57,04700 57,30500 0,00 DECAT Parent as Partners 49,700.00 61,435 00 0.00 DECAT LEAD 18, 000, 00 18,00000 25,00000 YES 26,11900 25,59500 25,00000 BOOSTLEIWME 36.258.00 19,512 00 19,512.00 BOOST PR 15, 622.00 19,820.00 BOOST Simmer PR & BW & YLP 17, 772.00 17, 000.00 _, � ._ - © 2013 e-Clmpactcom , d` ,1 rwd �)@ r 11�,d f jl,' ? � C2 •' FY15 Form C2: Agency Budget Grants FY12 FY13 FY14 Breckenridge 0.00 7,712.00 14,500-00 SAAF 20, 000, 00 State Wrap 39,500.00 36,00000 36,000,00 Empowerment 242,852.00 256,807.00 264,342.00 JAD 50,354.00 57,265.00 57,265,00 NEST 9,446,00 8,51000 6, 080, 00, Family Team Meetings 2,970.00 000 0.00 Barbara Bush 64,990,00 0.00 000 ,4idto Agencies 48,000,00 41,000,00 3,810.00 Kohls Health & Wellness 52, 527, 00 0,00 0.00i Health & Wellness IC 3,400.00 21st century Wood/Twain 15,200.00 21,400.00 84,650.00 2lstcentmySummer 6,800.00 6,800-00 6,800.00 Universal Preschool 194,400.00 187,200, 00 187, 200.00 United Way Community Priontier 11,250.00 17,300, 00 15, 000, 00 Total 1,234,904.00 1,074,506.00 1,050,274.00 Car 02013e-Clmpact.cam csof 15 ar Form D: Performance Measurement Effort Quantity' # of Clients Description. How much will you do? (Number) i, e. # ofstudents served Measure.- In Child Development Programs, 250 young children will enroll in NAEYC accredited child development programming. Measure: In Youth Development Programs, 600 youth will enroll in positive, out-of=school programming designed to support academics, life skill and leadership development, and offer youth a variety enrichment opportunities. Measure: by Family Support Programs, 500 adults will enroll in programming designed to offer parenting supports, adult education, and career guidance. Measure: In Community Development Programs, over- I800 Johnson County community members will have opportunities to build connections, gain skills, and share resources. (Malay. Client Common Measures (ratio% Description: How well will you do it? (%) i.e. student teacher ratio Measure: In Child Development Programs, we will measure the % of classrooms that successfully meet DHS licensing standards and NAEYC standards ofquality. Measure: In Youth Development Programs, we will measure the % of our programs that meet or exceed the quality indicators in SACERS (school -age care environmental rating scale) a?- YQPA (youth quality prograru assessment) tools, Measure: In Family Support Programs, we will measure the % of the 31 Iowa Family Support Credentialing standards that we fu17y meet or exceed. Measure: In Community Development Programs, we will measure the % ofparticipant survey responses that show increases in community connectedness. Quantity: # ofActivities Description: # ofAc6vites (By type) i,e. # of classes offered Measure: In Child Development Programs, we will offer over 200 days qj NAE7 C accredited, full -day, young child programming. Measure-: in Child Development Programs, we will assess children at least 2 times per year using the Creative Curriculum GOLD and at least 1 time per year using Ages and Sages developmental screening tool. Measaoe: In Youth Development Programs, we will offer between 8 - 15 hours of out-ofschool programming per youth during the school year and up to 30 hours programming per vouth during the summer. Measure: In Youth Development Programs, we will assess youth at least 2 tunes per year using the appropriate program screening tool (LifeSkills Surve-v, Youth Satisfaction Survey, or College Interest Survey), Measure, In Family Support Programs, we will o&r between 2- 4 home visits monthly, up to 20 weeks o(parent support and education groups, and year-round, drop -in errrployment and crisis supports. Measure.' In Family Support Programs, we will assess adults at least 2 times per year using the appropriate program tool (LifeSkills Progressions, pre/post group surveys, or Protective Factors Survey). Measure.In Community Deve-toprnent Programs, we will offer at least 1 family event monthly and at least 1 cornmunny- wide event quarterly, Quality: Activity Specific Measures (ratio) Description How well will we do it? (%) i.e. percent ofstalf with a training certillcate Measure-: In Child Developmem Programs, we will measure the % of children that have a pre and post Creative Curriculum GOLD assessment Measure.' 1n Child Development Programs, it e will measure the % of children that are screened with Ages and Stages developrnenralscreening tool. Measure. In Youth Development Programs, we will measure the % ofyouth that are assessed with the program screening tool. Measure: In Family Support Programs, we will measure the % of adults that are assessed with the appropriate screening tool. Measure: In Community Development Programs, we will measure the %offamilies attending the events out of the total families invited to the events. �,_ „(._._.gam_ �I O2013e-Clmpact.com Form D: Performance :Measurement Effect Quality.Change in Behaviors or Conditions (Ratio) DescriptionWhat is the quality of change in Behavior or Condition? (%) Changes in Knowledge, Skill Level or Attitude, i.e. percent of students that graduate on time Measure: In Child Development Programs, we will measure the %ofpreschool children that measure at or above development and are 'ready for kindergarten' using the Creative Curriculum GOLD assessment, Measure: In Child Development Programs, we will measure the % of children that show delays on the Ages and Stages screening and begin early intervention services. Measure: In Child Development Programs, we will measure the % of children that make gains an the Creative Curriculum GOLD. Measure: In Youth Development Programs, we will measure the % of youth that make gains in the program assessment (LifeSkills Survey, Youth Satisfaction Survey, or College Interest Survey) Measure: In Youth Development Programs, we will measure the % of youth that are promoted to the next school grade level. Measure: In Youth Development Programs, we will measure the % of youth that maintain or increase K - 12 school attendance. Measure: Ira Family Support Programs, we will measure the % of adults that make gains on the program assessment (Life Skills Progression, pre/post group survey, or Protective Factors Survey). Measure. In Family Support Programs, we will measure the % ofparents that attendparenoteacher conferences. Measure: In Family Support Programs, we will measure the % of healthy birth rates. Measure: In Community Development Programs, we will measure the % of participants that feel connected to their neighborhood and community. Measure: In Community Development Programs, we will report attendance at family and communiy-wide events, Measure: In Community Development Programs, we will report the average number of youth that participate in 'Bike and Walk to School Week' daily. Measure' In Community Development Programs, we will report the number of children, birth - 18, that participate in the Summer Food Service Program. ' ), 02013 e-CImpact com FY15 Joint Funding Application General Information Agency Name Pentacrest, Ina/Pathways Adult Day Health Center Executive Director Name Jeff Kellbach Board President Mary Peterson Requestor Jeff Kellbach Phone (319) 339-6162 Email ikellbach@abbe.org Address 817 Pepperwood Lane, Iowa City, 52240 US.A Website xmnv.pentacrestiowaciy,.org Agency Alission Statement Pathways Adult Day Health Center is conineitted to providing a supportive, therapeutic and social environment designed to oy)er oppm-tundiesfor adults with challenges. Number of Years in Operation 33 Year Org Established 1996 2020 Vision Goals for the Common Good Please indicate Goals) that your agency supports: Income Yes Education No Health Yes United Way Request for Funding United Way: Request for Funding FY15 35,000 Total Budget (United Way) 675,000 United Way; % of Total Budget Johnson County Request for Funding Johnson County: Request for Funding FY15 & 16 20,ouo Total Budget (Johnson County) 675,000 Johnson County: % of Total Budget 2.96 For funding from Johnson County, please indicate category(s) that best describe your service areas: Services that enhance family and child well being No Services that provide for basic human needs such as food, shelter, safety, crisis intervention Yes Health Services Yes Iowa City Request for Funding Iowa City: Request for Funding FY15 15,000 ,vr ., i t © 2013 e-C Impact N pr 1 ai t 1 Iowa City: Total Budget 675,000 Iowa City: % of Total Budget 2.1 Coralville Request for Funding Coralville: Request for Funding FY15 10,000 Coralville; Total Budget 675,000 Coralville: % of Total Budget 1.48 Agency Information Please complete the Salaries & Ben yus 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.) Adults with mental and/or physical limitations caused by disability or advanc ing age frequently require the assistance of a caregiver. Recent statistics show that the number of adult children caring for an aging parent has tripled in the last 15 years. Many of these caregivers work outside the home. Pathways Adult Day Health Center provides a supportive, structured, and engaging place for their loved one to spend the day participating in activities that keep them active while also providing personal care and health services. Without Pathways, many of the adults served would be forced into unnecessary and unwanted nursing home care. Pathways allows families to remain intact andfor older adults and adults with disabilities to remain living as independently as possible within their own community. Most of the participants at Pathways Adult Day Health Center have incomes thatplace them below the federal poverty level- PaMways provides a cost effective alternative to nursing home care. The cost of serving individuals in community, - based settings such as Pathways is signicantly lower than nursing home care. On average, an individual can be served In the commmunity far $674 per month compared to $3,842 per month in a nursing home. Asa ,nation, our aging popidatiorr is growing. The same is true jor Iowa and Johnson County is no exception. The need for the services provided at Pathways continues to grow, Older adults and adults with disabilities want to live in then own communities and be as independent as possible. Pathways help them achieve this goal while also providing relief to caregivers. 2. List and describe the programs and / or services of the Agency that are provided to Johnson County residents that address that need. Pathways Adult Day Health Center provides adult day health care services for adults 18 and over who are experiencing physical andlorpsychological challenges. These individuals are at risk of losing their independence should they not receive the support and assistmvice to cope and/or deal with their challenges. Pathways provides assistance with personal cares. walking/transferring, mentally and physically stimulating activities, exercise, coordination of transportation, social work and nursing services. We also provide additional services such as showers, glucose monitoring diabetes management, intermittent catheterization, tube feeding and dietary consultations. Pathways also offers a Special Care Unit where individuals with dementia or other brain disorders receive specialized care in a setting specifically designed to meet their unique needs. This area of the program offers a secure garden area where individuals with dementia can explore and wander freely while remaining safely within the secured area. Promoting a healthy lifestyle is part ofPathways pi ogratmiting and this includes regular exercise groups for physical health and mentally engaging activities Jor cognitive health. A well-balanced breakfast and lunch are served each day and is supplemented by an afternoon snack Another important role that Pathways plats for its participants is socialization. The importance ofhaving a supportive environment where you can go and be accepted cannot be underestimated. For older adudes who spent most of their lives getting up and getting ready to go to work, having that routine continue by getting up and getting ready to go to Pathways provides a feeling ofstrueture and normalization that is very comforting. Client Information Please complete Client Demographic (Form B) in addition to the question(s) below. 3. Provide a succinct, specific description ofyour primary target populations(s). Describe clients as a group in terms of their needs, requirements, and strengths. Pathways Adult Day Health Center is the only provider of adub day services in Johnson County that specializes in Dementia and skilled level ofcarefor challenged adults and seniors. The sevicepopulation consists offrail individuals who are moderately disabled or experiencing early to later stages of cognitive impairment and are 18 years ofage and older. The majority of our participants are over the age of 65. The majority have incomes thatfali at or below tlue federal poverty level. 2013 e-Clmpactcom Financial Management You must complete the Historical Balance Sheet Form Cl and the Budget Form C2, in addition to the questions below. Below, you will only need to answer the questions for the entities from which you are applying for fending. 4. In detail describe the Agency need for funding from: City of Iowa City There are currently only 31 adult day health centers in the state oflowa. Pathways Adult Day Health Center offers a desired and cost effective alternative to institutional or nursing home care for Johnson County, and specifically for residents oflowa City. Unfortunately, the needfor services outweighs the available fimding to provide the services, City oflowa City funding would be very beneficial to residents oflowa City as it would pay for days ofservice far those individuals over the age of 18 living in poverty that have no other funding source and are unable to payprivately 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 quay for arty other funding source and need the services ofPathways to remain in their homes and avoid premature or unnecessary placement at Chatham Oaks, Nursing Honnes, or other long term care placements. Pathways is a cost effective option compared to 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 (or program of the agency) specifically addresses the goals cited in the 2011-2015 CITY STEPS Plan (www.icgov.org/actionplan, pages 91-94). Meeting the needs oJ'older adults and adults with n:eiital/physical/psychological disabilities i equires a continuum of care_ Some individuals can be adequately cared for in their homes byfcnnily members receiving supportive services. Others require the full time care offered in a nursing home type setting Manypeople fall between these two extremes and benefit from the services ofPathways Adult Day Health Center. This essential part of the care continuum is not available in most communities throughout Iowa, Pathways addressed the goal ofNon-Homeless Special Need with the services we gbier. We assist many low income individuals including the elderly with completing necessary, paperwork to access SEATS paranansit and set up rides to different service including medical appointments. We are also providing medical care to these individuals as we have a full time RN that completes nursing procedures such as blood sugar checks, eatheterizations, colostomy care, and routine vital checks. We coordinate our services with physicians and assist participants in carrying out their case plans and goals, Pathways also assists those that are at risk of losing their homes indirectly by providing affordable care for participants. 46. Tell us how ,your agency (or program) addresses the established priorities in Iowa City's Strategic Plan? Please identify the priority('s). (wwwAcgov.org/strategicplan) Pathways addresses the priority area of Neighborhood Stabilization in the lowa Citv's Strategic Plan by offerring a programs that helps many individuals in Iowa City remain in their homes. Attending Pathways assists these individuals in retaining in their homes by of errtng many of the necessary services they need to remain in their home at an extremely cost effective rate. 5. In detail describe the Agency need for funding from: City of Coralville Pathways eurr,entiv serves approximately hventy individuals that live in Coralville City of Coralvillefunding woadd be vey beneficial to residents of Coralville as it would pay for days ofservice 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 funding has increased over the pastfew years as we have seen an increase in those that live in poverty and do not qualify for any other funding source and need the services ofPathways to remain in their homes and avoidpremature or unnecessary placement at Chatham Oaks, Nursing Homes, or other long term care placerne ts, Pathways is a cost effective option compared to other options. 6. In detail describe the Agency need for funding from: Johnson County As mentioned above, there are very few adult day health centers in Iowa and Johnson Comity is fortunate to have this resource available for its residents, Allowing people the option of remaining independent and in their own communities is a wonderful benefit that not all communities can offer. One of the reasons that adult day health centers are not more prevalent is that the reimbursement rate far services is low. 1 his means thatJunding from grants, United Way, Cities and Counties are essential to keeping adult day health centers financially viable. Johnson County funding would be very beneficial as it would allow Pathways to continue of this much neededservice in Johnson County and make the service available to individuals who do not qualtfv far other funding streams and do not have the means to pay privately. 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 quay for any otherfunding source and need the se itees ofPathways to remain in their homes and avoid premature or unnecessary placement at Chatham Oaks, Nursing Home, or other long term care placement. Pathways is a cost effective option compared to any other options. Johnson County funds would be used far residents ofJohnson County aver- the age of 18 that are in need of the services cfJerred at Pathways that are living in poverty. 1 0 2013 e-Clmpacwcom ,� „ 7. In detail describe the Agency need for funding from: United Way United YVay funding has allowed Pathways the ability to reduce the cost to attend the program for individuals that are low income and do not qualify for any of the available funding sources, This finding has made n possible far individuals that are at risk gfplacement into a nursing home or other long term care placement to remain safely in their homes which is not only where they want to be but is also the most cost effective. United Way funding is critical as itprovides the flexibility needed to cover costs that would otherwise not be covered. Most grant funds are very speck in what they can be used far and while these funds are very much needed, they are limited in scope. 7Vhile serving individuals with mairy needs, creativity is sometimes necessary to get those needs met. Having United Nlay funds to help cover the unpaid portion of client fees allows fundraising dollars to befacused on meeting these other unexpected but net essay, costs. S. What public entities has your organization sought funding from in the last year? Pathways sought funding from the City ojlowa City, City of Coralville, and Johnson County last year. We also sought grant funding through Theisen's, Pilot Club oflowa City, and Noon Pilot Chub ofJohnson County. We receivied,fundingfrorn Toyota ojlowa City, Hills Bank and Trust, MidwestOne Bank, Two Rivers Bank and Trust, US Bank, and The University oflowa Community Credit Union. We seekfundingfrorn many different sources throughout the year for special projects as well as general support. 9. From who do you receive ongoing funding? Pathways has received funding from Heritage Area Agency on Aging, but this is a year to yearfunding source. Clientfees are paidfor some clients through Aledicaid and the heteran'sAdministration. 10. If the local 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 local funding is not available and this,funding request is not approved many individuals that are low income may be forced out of their homes and fa prematurely placed into a long term care cility such as a Nursing Home. R'ot only is long term care more expensive it is also not allowing the individual the choice to remain in their home with their family. 11, Do you have a fee structure for services? If yes, please explain. Half Day (0-4 Hours) = 541.50 or $44.50 depending on level of care Full Day (4-8 Hours) _ $55 or $59 depending on level of care tVe also offer ancillary services such as showers, catheterization, diabetic management, nabe feeding, and many other services. Pathways reduces the rates to individuals that are low income and do not qualify for a funding source. 12. How will local funding help leverage other revenue for Agency? Funds- received from the Heritage Area Agency on Aging require matching finds. Local funding can be used as that match and helps Pathways to leverage thisfunding, 12a. 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/A Agency Accomplishments The United May andLocal Governments work toward 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 condition. Please complete the Performance Measurement Form (Form D) in addition to the question below. On Form D, please pro vide the Performance Measurements that will be used by the A gerncv to measue results ofservices, You need to enter projected outcomes, not outcomes that you have already achieved. YOUR APPLICATION WILL NOT BE CO MPLETE WITHOUT FOR W D. 13. Please provide specific outcomes/performance measures your organization achieved in FY13. How are people/conditions better because of the services you provided? 100% ofparticipanis found the stafjat Pathways professional, friendly, and courteous. 1, a 1 ✓ u s3 _, F GI I © 2013 e-Clmpactaom ; _-i 1,i ,. .,. . Mkt ' i.,, .dwT i)n, i1, FY15 Form A: AE!enev Salaries & Benefits Please provide the information far employees in your agency. Ifyi a 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 ifihe position has paid leave, Health Insurance or Retirement by playing a 7" in the box if the position receives that benefit. Please provide the it formation for emphwees in your agency. If you do not find the position on the list, please add the position in the 'other" section. You 4vill be individually add positions tit "other" category. Please indicate if the position has paid leave, Health Insurance or Retirement byplaying a 7" 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 1,00 1,00 1.00 50,000A0 1.00 1.06 1.00 Director of Operations /COO Director of Development Program Director / Manager Director of Community Intervention Assistant Teacher Administrative Assistant 1.00 1.00 1.00 24,500.00 1.00 I.00 1.00 Advocate i Assistant Coordinator Assistant Director 1.00 1,00 1.00 33,000.OD 1,00 0.00 0.00 Business Manager Case Manager Clerical Staff Clinical Services Manager / Director j Clinical Support Maintenance / Repair Office Assistant Program Coordinator Receptionist Services Coordinator Transportation Manager/ Director *Other S.OD T00 8.00 208,500.00 6.00 5.75 6.75 Registered Nurse 100 too 100 40. 000, 00 100 too 100 Licensed Pracucal Nurse too 1.00 100 30,00()00 1.00 000 0.00i Certified Nursing Assistant 100 100 100 20,80000 200 000 0 00 Oral.Meduation Technician/ CNA 1.00 L00 1.00 26.300.00 000 1.00 1.001 Direct Care fforker I.00 1,00 1.00 21,000,00 0.00 200 1.00 . -,. i, % , OO 2013 e-Clmpactcom r, , FY15 Form A: Agency Salaries & Benefits Please provide the artorination for ernplovees 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 Rehre7nent by playing a 7" in Clue box if the position ,�rnivr?,c than henafrt_ Position Paid Leave Health Ins Retiremen t Plan Average. Salary FIE (Last Year) FTE (This Year) FTE (Next Year). Actinio, Coordinator 1.00 1.00 1.00 24,000.00 100 000 1.00 Social Worker 100 0.00 100 22,000.00 000 0.75 0,75 Special Care Unit Coordinator 1.00 1.00 LOO 24.400.00 106 1.00 100 Total ]1 to 11 316,000 9 7.751 8.75 s „.._.I © 2013 e-Clmpacteom FY15 Form B: Agency Demographic Provide the Agetrav summary of clients seined during last pro years and one projected year, Ifyour Agency does not have a client count for any of the categories, please enter 0" in that box. DO NOT LEAVE ANYBLANK. (unduplicated client count) FY 12 FY 13 FY 14 Information/Eduealion Provided 52 49 56 Direct Services Provided 94 92 ] O] Total 146 141 157 Gender FY121 FY13 FY14 Male 45 50 53 Female 49 42 44 Ethnicity FY12 FY13 FY14 Hispanic 3 0 1 Black 7 8 10 Caucasian 83 81 87 Native American 0 0 0 Asian 1 1 2 Pacific Islander 0 1 1 Other 0 1 01 Total 94 92 101 Age FY12 FY13 FY141 0-5 0 0 0 6-17 0 0 0 18-29 1 0 0 30-61 27 26 28 62-75 28 26 30 751 Years 38 40 43 Geographic Location FY12 FY13 FY14 Johnson County (Combined, unduplicated) 90 85 96 Iowa City 70 70 76, 1 Coralville 9 9 12 North Liberty 0 0 2 _I. _+;T ©2013 eLlmpact.com FY15 Form Cl: Historical Balance Sheet (As ofAgenc.0fiseal year-end) The auto -calculation on this form totals the columns in the section after the hitbrrnation is saved. In order for any of the entries to deductfrom the total, the number must be entered in as a negative number, using the "-"symbol. Current Assets FYll FY12 FY13 Cash 21,523.00 17,920.00 17,808,00 Investments 10,354.00 10,598.00 10,776,00 Receivables<90 days 91,289.00 86,714,00 143,217.00 Total Current Assets 1237166.00 115,232.00 171,801.00 Other Assets FY11 FY12 FY13 Property 1,554,199.00 1,554,198.00 1,554,198.00 Equipment 98,442.00 102,839.00 107,329.00 Less Depreciation -375,183.00 -457,069.00 -537,555.00 Receivables>90 days 0.00 0.00 0-00 *Other (describe). 10,586.00 15,819.00 10,622,00 10,58600 15, 819.00 10, 622.00. Total Nan -Current Assets Tota Currentl Assets 1,411,209.00 1,331,019.00 1,036,395.00 Total 2,699,252.00 2,546,806,00 2,170,989.00' Current Liabilities FY11 FV12 FY13 Accounts Payable 11,514.00 9,584.00 9,238.00 Payroll Taxes Payable 570.00 679.00 474.00 Contracts Payable 38,452.00 0.00 0.00 Mortgage Payable 18,99800 18,998,00 18,998.001, Total Current Liabilities 69,174.00 29,261.00 28,710.001 Total 10.00 0.00 0.001 Other Liabilities FYIl FY12 FY13 Mortgage Payable Balance 491,904.00 471,549.00 450,454.00 Other 0.00 0.00 0.00 Total Other Liabilities 518,020.00 496,982.00 472,672.00 Total Liabilities 587,193.00 526,242,00 501,381.00 'Equity, (Net Worth) 824,016.00 804,777.00 805,014.001 Liability + Equity 1,411,209.00 1,331,019.00 1306,395.00 _ ,,,, © 2e13 e-Olmpactcom ,, ., "'! ; FY15 Form C2: Agency Budget Please complete ALL information, If there is an item that does not apply to your budget or the value is zero, you MUST enter a 0"in that box. DONOTLEAtiEANITEMBLANK. The columns have cmurcalculation, but it does not auto -calculate until the information is saved Please save information often to activate the calculatedfields. For the items that require itemization, click the link to enter specific information in the itemization form. Budget Type Indicate ifBudget is: 1=AgeneyLevel 2 — Program Specific Agency Revenues FY12 FY13 FY14 Coralville Funding 0.00 0.00 0.00 Iowa City Funding 0.00 4,879.00 4,000.00 .Johnson County Funding 0.00 0.00 0,00 ICWJC Allocation 22,500.00 22,500.00 22,500.00 �L'-WJC Designations 4,544,00 4,227.00 2,817.00 Grants -Federal, State, Foundation 24,233.00 38,083.00 29,338.00 Membership Dues 0,00 0.00 0.00 Fees for Services 500,401.00 490,259,00 550,864.0011 Sales to the Public/Contracts 0.00 0.00 0.00 Fundraising Events 21,938.00 23,664.00 19,333.00 Contributions/Donations (including in- kind) 13,550.00 17,646.00 10,500,00 Interest and Investment Income 309.00 331.00 300,00 *Other 26,182.00 25,940.00 20,600.00 ,Total 613,657.00 627,529,00 660,252.00 Expenses FY12 FY13 FY14 Total Salary and Wages 271,67T00 271,469.00 272,909.00 ;Benefits 90,232.00 72,380.00 98,019.00i Administrative 66,681.00 67,788.00 70.350.00 Occupancy 149,511.00 144,138.00 13 7,600.00 Other 54,793,00 66,606,00 77,374.00 Total 632,894.00 622,381.00 656,252.00 PM 2013 e-Cimpact.com r of f'. - f t` ._jS V(L JLri'.:[IJ C 2L ail FY15 Form C2: Agency Fund Balance FY12 FY13 FY141 Revenue 613,657,00 622,650,00 656,252,00 Carryover Balance From Prev Year 476,406.00 121,082.00 121,351.00 Total Operating Balance 1,090,063.00 743,732.00 777,603.00 Less Total Expenses 632,894.00 622,381.00 656,252.00 Ending Fund Balance 457,169.00 121,351.00 121,351.00' Less Restricted Balance 336,087.00 0.00 0,00 Carryover Fund Balance 121,082,00 121,351.00 121,351-00 Bd/Donor/Funder Restricted Funds FY12 ITY131 FY14 Bd/Donor/Funder Restricted Funds - 1 0.00 0.00 0.00 itemize 0,00 In -Kind Support FY12 FY13 FY14' Services/Volunteers 397.00 1,281.00 1,400.001 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 397,001 1,281.00 1,400.00 Grants FY12 FY13 FY14 ,'Grants - please itemize 24.233.00 38,083,00 29,338.00 Dept of Ed - Meals 24,233.00 24, 588, 00 25,000,00 small private, grants 0.00 13,495.00 4,338, 00! 'Total 24,233.00 38,083.00 29,338.00 0 2013 e-Clmpact.corn v t. a Amer i�,' _ •,, s:;T .t'.rsx Form D: Performance Measurement Effort Quantity: #ofClients Description, How much will you do? (Number) i.e. # ofstudents served Measure. Number ofparticipants served that are living in poverty. Measure. Number ofparticipants that are living with a caregiver. Measure. Number ofparticipants over the age of 65- Quality: Client Common Measures (ratio) Description: How well will you do it? (06) i.e. student teacher ratio Measure. Percent of participants with caregiver that remain in their homes for at least 3 months by attending Pathways. Measure: Percent of stakeholders that rate their overall satisfaction with Pathways as good. Measure: Percentage ofparticipants that remain in their homes for at least 6 months by attending Pathways. Quantity: #of Activities Description. # ofActivites(By type) i. e. # of classes offered Measure: Number of days of Adult Day Services. Measure.Number of meals served at Pathways, Quality' Activity Specific Measures (ratio) Description: How well will we do it? (,si ve, percent of staff with a braining certificate Measure Percent ofstaffwith 8 hour Dementia Training Certificate. Measure: Percent ofparticipants that rate meals as good. Effect Quality.: Change in Behaviors or Conditions (Ratio) Description: What is the quality of change in Behavior or Condition? (ia) Changes in Knowledge, Skill Level or Aeatude, i.e. percent of students that graduate on time Measure.' Percentage of employed caregivers that are able to continue working because their loved one attends Pathways. Measure: Percent of caregivers that report reduced stress levels as a result of using Pathways. I .. - f ©2013 e-Clmpact.com FY15 Joint Funding Application General Information Agency Name Executive Director Name Board President Requestor Karen Stier, Assistant Directorfor Operations Phone Email Address 332 S, Linn St, Ste, 100, Iowa City, , 52240, U.S.A. Website Rape Victim Advocacy Program Karla Miller Pat N/ason-Browne (319) 335-6001 Karla-Miller@uiowa.edu www rvap, org Agency Mission Statement The Rape Victim Advocacy Program provides confidential, accessible support and advoeacv to victims/survivors ofsexual abuse and their partners, friends, and family members and works to create- a community free from sexual violence by providing education and prevention strategies and by promoting social change, Number of Years in Operation 40 Year Org Established 1973 2020 Vision Goals for the Common Good Please indicate Goal(s) that Yorrr agency supports' Income No Education Yes Health Yes United Way Request for Funding United Way: Request for Funding FYI 27,125 Total Budget (United Way) 760,503 United Was; % of Total Budget Johnson County Request for Funding Johnson County: Request for Funding FY15 & 16 32,650 Total Budget (Johnson County) 1,521,006 Johnson County: % of Total Budget 2.15 For funding from Johnson County, please indicate category(s) that best describe your service areas: Services that enhance family and child well being Yes Services that provide for basic human needs such as food, shelter, safety, crisis intervention Yes Health Services Yes © 2013 e-Clmpact.com -; of 17 Iowa City Request for Funding Iowa City: Request for Funding FYI 12,000 Iowa City: Total Budget 760,503 Iowa City: % of Total Budget 1.58 Coralville Request for Funding Coralville: Request for Funding FY15 3,000 Coralville: Total Budget 760,503 Coralville: % of Total Budget 0.39 Agency Information Please complete the Salaries c& 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.) RVAP addresses issues related to sexual assault, sexual harassment and outer sex -related crimes by providing direct victim services, education and awareness programming; participation in policy -making, and other related activities. Sexual violence is a significant problem in the United States and in our community. According to the U.S. Department of Justice's National Crime Victimization Survev (2012), there is an average of 207,754 victims (age 12 or older) of rape and sexual assault each year which roughly translates to one victim every hvo and a half minutes. Statistics compiled by the Centers for Disease Control (CDC, 2012) show. 1, Among high school students surveyed nationwide, about 8% reported having been forced to have sex. Females (11 %) were more likely to report having been forced to have sex than males (4%). 2. An estimated 20% to 25% of college women in the United States experience attempted or complete rape during theh- college career. 3. In the United States, I in 6 women and 1 in 33 men reported experiencing an attempted or completed rape at some time in their lives. In F)'13, RVAP recm-ded 748 reports of sexual abuse, 361 of those reports came from residents ofJohnson County. Two hundred and four of those victims were 18 to 29 years otrage and 50 victims were between the ages of 0 and 17. Three hundred and thirteen were female and 47 were male, The CDC fact sheet further states that "these numbers underestimate the problem. Many cases are not reported because victims are afraid to tell the police, friends, or lam ily about the abuse. Victims also think that their stories of abuse will not be believed and that police camtot help there They may be ashamed or embarrassed. Victims may also keep quiet because they have been threatened with f rrther harm f they tell anyone." The FBI reports that sexual assault is one of the most under reported crimes and estimates that only about 1 in 10 get reported. Given both these sources, we can conclude that there are many, more assaults occurring in our community than those reported to RVAP. Some factors are associated with a greater risk f or perpetrating sexual violence. However; the presence of these factors does not mean that sexual violence will occur Riskfactors for perpetration (harm to someone else): • Alcohol and drug use • Impulsive and antisocial tendencies • Having friends that are sexually aggressive • Witnessing or experiencing violence as a child • Being exposed to social norms, or shared belief's, that support sexual violence Factors that contribute to sexual assault in our community are the same as the society as a whole. It is widely recognized that there are multiple causes - some related to main idual pathology of offenders, most related to a culture that in some ways supports, condones or ignores sexually violent messages and/or behavior, Some call this a "rape culture" and point to exploitive images ofwomen and children in the media, the status of women and children in our culture, and the assumption of sexual availability of women as examples of a "rape culture. " 6Vhile it is impossible to agree on a single source far the cause ofsexual violence, we can agree that this is a multidimensional issue. © 2013 e-Clmpactcom r 2 ci t7 2. List and describe the programs and 1 or services of the Agency that are provided to Johnson County residents that address that need. R VAPprovides rape crisis services and educational progrcnns to 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 victims/survivors of sexual abuse, sexual harassment, dating violence, and stalking Services are provided by R VAP staff and trained volunteers. All services arefree and confidential. Rape prevention/education programming is art integral part of ourserviees. Education is vital to reducing sexual violence perpetration and victimization. Our education and risk reduction programs: (1) teach healthy relationships; (2) dispel mvths about sexual abuse and victims ofsexual violence; (3) increase awareness of RVAP services and programming in communities we serve, (4) teach risk reduction techniques; (5) wain area professionals on best practices in serving sexual assault victims/survivors, and (6) crass -train individuals and agencies on responding to victims and policy matters. We maintain a significant lending library for victims/survivors and their significant others, students, reporters, and the public; and we maintain an extensive webpage (www.rvap, org) The Domestic 1'ioleriee Intervention Program (DVIP), United Action for Youth (UAY), and RVAP each have distinct services that we coordinate when working with victims ofsexual assault (including adolescent vichins), domestic and dating violence, and stalking. RVAP addresses a particular niche in these collaborative efforts, We are the only agency dealing exclusively with sexual assault and sexual harassment, We are the recognized agency providing hospital advocacy for victims of sexual violence. RVAP also is the only agency exclusively focusing on sexual abuse pr-eventionledttcatiort. Since RV,4P provides services to victims ofsex-related crimes, we work with DVIP and UAY clients to meet then varied needs_ R164P has enhanced previous outreach and services to underserved populations. Specific efforts have included people with disabilities, people with mental illness and substance abuse issues: teenagers; international students, and theLatma(iu communities. RVAP continues to see an increase in Spanish-speaking clients seeking services and/or language advocacy. We attribute this increase to continued outreach to these communities and the lack of bilingual staff at other service agencies. Latina) sexual assault victinns list `language" as their major barrier to accessing social services. R VAPprovides language advocacy services to remove scone of the barriers experienced by Spanish-speakzng clients. R }'AP staff members ivork with service providers to provide advocacy, counseling and education to persons with disabilities. Out, continuing initiative to increase outreach andservices to persons with disabilities has resulted in service providers requesting educational programming. Persons with disabilities are at increased, significant risk of becoming victims of sexual assault, while being highly unlikely to report the crime or seek assistance for their victimization. During FY13 RVAP staff and volunteers worked with 71 persons who identified as person with disabilities compared to 50 and 18 the two previous fiscal years. Client Information Please complete Client Demographic (Form B) in addition to the question(st 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. RVAP provides direct services to victims ofsexual assault over the age of72. The agency also provides information to families of younger victims. Our- service population includes anyone who has experienced sexual abuse, harassment, date rape, or stalking, or who is a family member or friend of'a victim. We target all ages with our prevention education and risk reduction programming. The clients served can be very different from each other but there are common characteristics they share. They have lost total control over their lives for at least a short period of time, 014 over many years. Every aspect of their lives has been affected, including bust, control, spirituality, identity, sexuality, relationships. They cannot return to "normal' because not mat has forever changed. However, many can create a new "normal" and sense ofself ifgiven the right support and resources. Often, offenders have tried to destroy the spirit of their victims, Also, abusers have forced their victims to violate their own moral codes. Finally, offenders have given powerful negative messages that must be countered if the victims are to be able to reconnect with other people and live healthy, productive, and rewarding lives. Victims need someone to listen to then who can provide validation and answers and help therm go beyond trying to make sense out ofsenseless behavior. They require understanding not blaming; buth instead of lies, and comfot dealing with the ubiquitous grief and loss that accompanies and follows cruel, sefsh and irrational acts. For some, reporting the crime to authorities is an important way of bolding offenders accountable, while others may choose to report only to RVAP. Still, many never report to anyone. Most of all, victims need to know their options and have support with whatever they choose to be rightfor them They need counselors and advocates to listen and to serve as their voice until they can do it themselves, ,. ©2013e-Clmpact. com -,,j,;30 Financial Management Yon must complete the Historical Balance Sheet Form Cl and the Budget Form C2, in addition to the questions below. Below, you will only need to answer the questions fa- the entities from which you are applying for funding. 4. In detail describe the Agency need for funding from: City of Iowa City Funding from Iowa City assists the agency with providing programming, administration, and delivering direct services. Specifically, funding supports RVAP's efforts to n-ain professionals, collaborate with service providers and continue outreach and services to all members of the cormmnnityv with an emphasis on outreach to underserved populations. 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) specifically addresses the goals cited in the 2011-2015 CITY STEPS Plan (www-icgov.org/aetionplan, pages 91-94). RVAP services and programs effectively address the need for victim services and facilitate 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 and problems that increase the risk ofsexual abuse. Particularly, RVAP addresses four areas highlighted in the City Steps Plan; (I) crime prevention, (2) youth programming, (3) life skills, and (4) mental health. In responding to the correlation between violence and socio-economic status the American Psychology Association's OfJlce on Socio Economic Status'faet sheet (2013) states, "Targeting the risk and protective factors qJ violence at the community level will likely engender the greatest change. Community level riskfactors for violence include increased levels of unemployment, poverty, and transiency: decreased levels ot'economic opportunities and community, participation: poor housing conditionsr and a lack of services to svices (APA, 2009; Department of Health and Human Services, 2001). In contrast, protective factors buffer individuals and eormnuumnes from these risks. In cornnnunities these buffers include a stable economy, positive social norms, abundant resources, high levels ofsocial cohesion, and rewards for pro -social eornrnnnity involvement (Arthur, Hawkins, Pollard, Catalano, & Baghoni, 2002; Hawkins, Van Horn, d Arthur et at, 2004, Kegler et al„ 2005)." 1. Crime Prevention -Assisting victims who report crimes, and conducting rape prevention/education programming are integral parts of our services. Prevention education is key in reducing the risk ofsexual violence and helping people learn how to support victims. Prevention focuses on changing attitudes and behaviors thatperpenrate and support perpetration of sexual assault. 2. Youth Programming -We- conduct programming in schools to strengthen relationships benveen youth and supportive adults to prevent sexual violence, improve organizational policies and practices of organizations and institutions, and increase the capacihv of commurzitj� professionals to do primary prevention, The Cente-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. 3, Life Skills -we hold psycho-ealtuational sessions for individuals and groups for learning healthy skills for living. For clients who were sexually abused informative years, we address educational and developmental deficits. For others, we enhance skills they may already have. 4. Mental Health - A, Availability/Accessibility-The sexual assault crisis lines are available 2417. Advocates provide immediate crisis counseling, support and referrals to hndividuals on the phone and to friernds, family and others, Further, program -certified and staff advocates are dispatched on a 24 hour basis in person to provide assistance and support to victims at the hospital police departments, and other venues, Staffrnember-s also provide support and advocacy to victim/witnesses in the criminal justice system (e.g., depositions and court), and individual and group counseling in the office. B_ Affordability-RVAP services are free C. 5'ustaimability-rye work to improve communities by raising community awareness regarding sexual assault, and reducing risk through education and promoting offender 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 teaching effective- ife skills, These activities will result in clients experiencing less distress and more feelings ofself eff cacv, be better equipped enotionally, and be more confident, positive and productive members ofsocici v, -, > r © 2D13 e-0Impactcom , 4b. Tell us how your agency (or program) addresses the established priorities in Iowa City's Strategic Plan? Please identify the priority(s). (wwwAcgov.org/strategieplan) Iowa Chy Priorities RVAP will address: Public service activities thatfocus on crime preventime child care, youth progranimdrg, life skills, financial literacy, substance abuse prevention and care, andmental health. RVAP continues to enhance outreach andservices to undeservedpopulations Specific efforts have includedpeople with disabilities, people with mental illness and substance abuse issues; teenagers, and the Latina(a, communities. RVAP has seen an increase in Spanish-speaking clients seeking services and/or language advocacy. We attribute this increase to continued outreach to these communities and the lack of bilingual .staff at other service agencies. Latina sexual assault victims list "language -as their major barrier to accessingsocial services. RVAP provides language advocacy services to reprove some of the barriers experienced by Spanish-speaking clients. RVAP currently has 3 Spanish speaking stuff members, RVAP staff members work with service providers in the Iowa City to provide advocacy, counseling and education to persons with disabilities (including individuals with mental health isues). Our continuing initiative to increase outreach and services to persons with disabilities has resulted in service providers requesting educational programming. Persons with disabilities are at increased, significant risk of becoming victims ofsexual assault, while being highs v unlikely to report the crime or seek assistance for their victimization. RVAP has provided training to disability services staff and law enforcement and rnedicalproviders to increase their knowledge of the identification ofsexual assault in this population, addressing issues in providing competent services to victinis who have a disability. Currently, there is a multi -disciplinary team, led by RVAP staff,, creating an interactive educational toolfor training professionals about dynamics and barriers to this population in accessing services. RVAP has increased its efforts to provide services to the Lesbian, Gov, Bi-sexual, Transgender and Queer (LGBTQ) members of Iowa City and Johnson County. Stgffhas enhanced the training regarding services for these victims, and has made a concerted effort to increase overall competency in this area and taken steps to evaluate the efficacy of our outreach services. RVAP has developed materials aimed at LGBTQ individuals including specific brochures and nwoung materials. Staff participates in the Iowa Coalition Against Sexual Assaulr7owa Coalition Against Domestic Violence (lowaClSWICADV) Q. U.E.E.R_ Caucus. RVAP also received one offou r technical assistance opportunities across- the nation from FORGE Forward, a national transgender advocacy, and educational agency. This assistance has resulted in the formation of the Transgender Resource Alliance (TRA). TRA is a local collaboration with the aim to increase cultural competency in service delivery to transgender victinis grew out of the FORGE Project This past year, during Sexual Assault Awareness Month, RVAP co -sponsored events with three LGBTO groups including the University of Iowa Transcollaborations organization. R VAP has also participated in activities for lowa City Pride, the annual LGBTQ celebration for the past three years, 5. In detail describe the Agency need for funding from: City of Coralville Fundingftonr the City of Coralville allows RVAP staff and volunteers to provide advocacy; counseling and prevention services to individuals includingpersons with disabilities. During FY13 RVAP increased its services to persons living in Coralville from 75 in FY12 to 41 in F113. These numbers include an increase in law enforcement advocacies, medical advocacies and counseling. RVAP presented to 759 residents of Coralville during its prevention and education efforts cha-ing FY13. RV'r1P staff and volunteers are providing services to an increasing number ofpersons with disabilities. FY13 statistics show aru increase of 75%, in services to persons with disabilities compared to the first three quarters ofFY12. This also indicates a five year high for our services to persons with disabilities. ;1 , ;, r »CST 02013e-CimpactQom F �r 6. In detail describe the Agency need for funding from: Johnson County Johnson County farnding assists us with providing programming and delivering direct services within the community. These finds are utilizedfor the provision of direct services, programs, and staff training. Funding is also usedfor administrative staff salary support (Executive Director, Assistant Director and Accountant Manager). These integral positions provide agency oversight including leadership, financial management, reporting and statistics, developing strategic plans, and monitoring goals and outcomes to meet the requirements of each grant we receive. Several of larger grants will only find direct services, making United Way and local governmerrtfunds critical for paving the essential administrative costs not covered by other grants Further, RVAP utilizes funding from Johnson County to support direct services efforts within the criminal justice, medical, and social service. YI'ork continues on the ice for Victims of Crime (0VC) Crime Victims with Disabilities Cormmumly project. Team members continue work on the development of inter -active version of "What It's Like, "featuring characters who are persons with disabilities. Participants include: disability services providers, victim services providers, sexual assault nurse examiners, the Iowa 00, Police Department, Johnson County Jail. Alternatives, and the Johnson County Attorneys Office. This tool alto ia�s professionals and cornmunihmembers to take on the role of a victim or sign cant other trying to explore options and navigate systems that real victinu/survivors encounter following an assault In this enhanced version, there is an emphasis on the additional dynamres and barriers persons with disabilities who are vicninized experience while trying to navigate in systems as they exist. The group hopes to begin training groups this summer. 7. In detail describe the Agency need for funding from: United Way United Way and local government funding assists its with providing programming and delivering direct services within Johnson County. These funds are utilized for the provision of direct services, programs, and staff training. Funding is also usedfor administrative staffsaiary support (Executive Director, Assistant Director and Accountant). These integral positions provide agency oversight including leadership, financial management, reporting and statistics, developing strategic plans, and monitoring goals and outcomes to meet the requirements of each grant we receive. Several ofour target- grants will only fund direct services, making United Way and local governmentfunds critical for paying the essential administrative costs not covered by other grants- RVAP continues participating in campus and local collaborations and committees. As listed in the table attached in the supporting documents sections indicates, RVAP has a strong commitment to working in partnership with many ofthe entities which our clients may also work with. TheJohnsorn County Services Coordinator continued networking meetings with the Victim Witness Coordinatorfor the Johnson County Attorney's Office. They remain committed to meeting individually to discuss challenges and services, and what each organization can do to assist victims as they participate in tine prosecution process, As a result, the partnership has been strengthened considerably - RVAP provided informational sessions to various UI classes, student, staff and faculty organizations, In the community we present to civic organizations andprovide tramings to other human services organizations. In FY13, RVAP staffp-esented 176 gaining and informational sessions to 3,735 people. Rt AP staffare leading the newly formed Transgender Resource Alliance (TRA) which meets two times a month with a dual mission: 1) to maintain an atmosphere of education and communication to better the cultural competency of team members, and Z) to develop cultural competency gaining for professionals in Johnson County. The agency continues to lead the Disability Advocacv Team which is a collaborative effort between local disability services providers, Iowa City Police Department, Johnson County Anorney, DVIP, and the Johnson County, Sexual Assault Response Team (SARTJ_ The team continues to meet two times a month and is currently in thefinal stages of creating an interactive training tool with the purpose of increasing conxmunny rnernbers' knoiwledge and skills for assisting victims/survivors with disabilities, 8. What public entities has your organization sought funding from in the last year? Iowa Attorney General's rice -Crime Victim Assistance Division (State and Federal finding) Johnson County Board of Supervisors City of Iowa City City of Coralville United Gray ofJohnson County United War of East Central Iowa University oflowa Student Government © 2013 e-Clmpactcom :i i- 9. From who do you receive ongoing funding? lowa Attorney General's Office -Crime Victim Assistance Division (State and Federal funding) Johnson County Board of Supervisors CEq, of Iowa City City of Coralville United Way ofJohnson County United Wav ofEast Central Iowa University+ of Iowa Student Government JP Morgan Private Bank- Philanthropic Services 10. If the local funding 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. Untied Way and local government funding is a vital piece of our ability to deliver the most services while staying financially sound Loss of United Way and/or local funds would compromise or prohibit our ability to secure grants. Without these criticaljimds, we would be faced with both staffing reductions and program curtailment. 11. Do you have a fee structure for services? If yes, please explain. All 2VAP services are free and confidential. 12. How will local funding help leverage other revenue for Agency? Local funding will fidfill the match offederal finading requirements for other grants, Most importantly, this funding has allowed us to apply for and receive federal funds to be the designated sexual assault center in four additional counties in the Southeast region of Iowa. Other sexual assault/domestic violence centers will be closing. 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. 12a. 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). Federal Victims of Crime Act 25% match: FY13 - $76, 535 ofgrant funds TOTAL Match - $19,134 FY14 - $121,720 of'grantfunds TOTAL Match - $34,883 Federal Violence Against Wornen Act 33113% match: FY13 - $20,475 TOTAL Match $6,825 FY14 - $30,431 TOTAL Match $11,628 Footnote: These funds are used for direct services, programming, operating costs andfederal match -i 6© 2013 e-Clmpacicom Agency Accomplishments The United 11'ay and Local Governments work toward 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 complete the Performance Measurement Form (Form D) in addition to the question below On Form D, please provide the Performance Measurements that will be used by the Agency to measue results ofservices. You need to enter projected outcomes, not outcomes that you have already achieved. YOUR APPLICATION WILL NOT BE COMPLETE WITHOUT FORMD. 13. Please provide specific outcomes/performance measures your organization achieved in FY13_ How are people/conditions better because of the services you provided? During FY13 the counseling outcomes Indicated an average client outcome of2.87on a 5 point scale. This means that on average a majority of clients are moving towards defining strategies for addressing the issues they identied as they began counseling, Clients were seen jor counseling an average of 6.75 times. The outcomes for students participating in the multi -session Safe Dates curriculum showed an average of 86.25% indicating an increase of knowledge based on a 20 question pre and post-test. Ofstudenis participating in the North Central junior high presentations, 44% said they "have witnessed abusive behm,ior among peers, " 89%said they would feel comfortable to go to a staff member at RVLAP for advice. " Programming had a direct impact on the.snudents' lives, as well When asked what they liked best about the prograin, one student replied "I liked the music nutrition (activity]. It showed how music can affect how we feel and what we do. "After reading a vignette featuring a couple with abusive and controlling behaviors, thepercentage of students who were able to identify that the relationship was abusive and who the abuser was increased from 42% to 96%. During January and February Karen Siler, Assistant Director in partnership with Pain Terrill, Johnson County SART Coordinator, presented five training sessions to a total of223 Johnson County law enforcement personae! as part oftheir annual training, Evaluations were given to the officers to rate the presentation and its relevance to their work: on a 5-point scale I being not at all useful and 5 being very useful the presentations received an average rating of 4.19, In a letter signed by all 5 Johnson County law enforcement agencies to Karen: "We would like to thankyoufar),our contribution to a very successful WA.T.S. program. Violence and sexual assauh remain critical issues for police and society, and your experience and insights area valuable resource jor us. " Frain a note sent by a survivor's father who utilized the Crisis Linea "Thank you all for the service you provide the eommunhy. In particular thank you for providing me counsel and support regarding my daughter. " From a Spanish speaking client (translation): "Thank you for the help your agency, provided me with The letter you wrote more than three years ago allowed me to obtain a U-VIS.A, and as of last month my residency was approved not only for me but also for my three children." Kat1^nt Diiarte, lox,a Sexual Abuse Coordinator, received a comment on the importance of the work she is doing in the LatmCC eomrnunityfrom Sandra Sanchezfrom the American Friends Service Committee: "Estos son momentos may duros Para todas nuestras agencias. En ttwnpos de insegm'idad es bueno que todavia podemos contar con el Hotline estatal de SA y can los servicios de su agencea. " "These are hard times for all our agencies. During uncertain times it is nice to know that we still can count on the ISAH and with the sendces of your agency". - 1 OO 2013 e-Clmpactcom i ,. 1 FYI Form A: A2enev Salaries & Benefits Please provide the information for employees in your agenev. Ifyou do not find theposition on the list, please add the position in the "other" section You will be individually add positions in "other"category. Please indicate if theposition has paid leave, Health Insurance- or Retirement by playing a 7"in the boa- if the position receives that benefit. Please provide the information for employees in your agency. Ifyou do not find theposition 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 7" in the box if the position receives that bene/it Position Paid Leave Health Ins Retiremen t Plan Average Salary FTE (Last Year) FTE (This Year) FTE (Nest Year) Executive Director/ President / CEO 1.00 1,00 1.00 70640.00 1,00 1.00 Loo Director of Operations ;COO Director of Development Program Director,' Manager Director of Community Intervention ,Assistant Teacher Administrative Assistant Advocate Assistant Coordinator Assistant Director L00 1,00 1.00 49,470.00 1,00 1 00 1.00 Business Manager 1.00 1.00 1,00 40,260.00 1.00 1.00 1.00 Case Manager Clerical Staff Clinical Services Manager / Director Clinical Support 1.00 Lo0 1.00 9,318.00 0.85 0.28 0.50� Maintenance / Repair Office Assistant Program Coordinator Receptionist Services Coordinator Transportation Manager/ Director *Other 8.00 8.00 8.00 256,110.00 3.50 7,50 8.001 Johnson Co Services Coordinator 100 700 1.00 33,00000 050 1.00 L00 Rural Youth Education Coordinator zoo 100 1.00 33,90000 100 1.00 1.00 Educator/Advocate 1.00 100 1.00 35,200,00 1,00 100 100, i Iowa Sexual Abuse Hotline Coordinator 1.00 Inc 100 38,590 00 1001 1.00 zoo ._i jiA, ©2013e-Clmpactcom FYI Form A: Agency Salaries & Benefits Please provide the information for employees in your agency. Ifyou do not find theposition on the list, please add the position in the "other" section. You will be individualty add positions in "other" category. Please indicate if the position has paid leave, Health Insurance or Retirement by playing a Via the box J theposition raneivvc that beneRt. Position Paid HTInsRetiremen Average FTE (Last FTE FTE (Nest Leave Plan Salary Year) Year) Des Monies Co. Servieea 1.06100 16,068,00 0.00 100 Coordinator Iffbis Henry & Iran Buren Co. L00100 32,13600 0.00 100 Services Coordinator Lee Cc Services 100100 3Z,136 00 000 100 Coordinator Regional Services 100 100 100 36,000.00 000 LOP L001 Coordinator Total 12 12 12 425,798 7.35 10.78 11.50 ,_ I ;. ©2013e-Clmpaot.00m FY15 Form B: Agency Demographic Provide the Agency summary of clients served daring last two yews and one projected year, Ifyour Agency does not have a client countfor any of the categories, please enter (7" in that box. DO NOT LEAVE ANY BLANK (unduplicated client coital) FY 12 FY 13 FY 14 Informatlon/Gducatlon Provided 4,099 3,735 4,000 Direct Services Provided 236 361 350 Total 4,335 4,096 4,350 Gender FY12 FY13 FY14 Male 4 45 50 Female 232 316 300 Ethnicity Age FY12 FY13 FY14 0-5 25 11 15 6-17 75 31 35 18-29 219 190 181 30-61 84 112 0 62-75 2 13 15 175+ Years 0 4 4' Geographic Location FY12 FY13 FY14 Johnson County (Combined, unduplicated) 4,428 3,857 4,350 Iowa City 2,612 2,927 2,800 Coralville 929 501 800 North Liberty 153 193 200 © 2013 e-Clmpact.com FY15 Form Cl: Historical Balance Sheet (As of Agency's fiscal year-end) The auto -calculation on this form totals the columns in the section after the information is saved In order for arty of the entries to deductfrom the total, the number must he entered in as a negative number, using the "-"symbol. Current Assets FY11 FY12 FY13 Cash 219,374.00 245,209.00 261,427.00 Investments 0,00 0.00 0,00 Receivables<90 days 230.00 1,081.00 1,166.00 Total Current Assets 219,604.00 246,290.00 262,593.00 Other Assets FYI FY12 FY131, Property 0.00 0.00 0.00 Equipment 44,765.00 55,861.00 60,195.00 Less Depreciation -31,515.00 -34,679.00 -39,366.00 Receivables>90 days 0.00 0.00 180.00 *Other (describe): 108,999.00 98,394.00 104,725.00 Fundrananginventory 1,35800 98700 2,118.00 Schenken-Schmidt Endowment 106391.00 96,507 00 102, 607 00 Prepaid Expensev 1,25000 900.00 000 Total Non -Current Assets Totes Currend Assets 219,604,001 246 290.00 1262,593.00 Total 341,853,00 365,866.00 388,327.00 Current Liabilities FY11 FY12 FY13� Accounts Payable 755.00 1,324,00 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 755.00 1,324.90 0.00 Total 0.00 0.00 0.00 Other Liabilities FY11 FY12 FY131 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 'IEquity (Net Worth) 341,098,00 364,542.00 388,327.00' Liability' Equity 1 341,853,001 365,866.00 388,327.00 UG .1, 1 2 .,a .,, . C 2013 e-Clmpactcom �111 © 2013 e-Clmpact.com _,-.. _ FY15 Form C2: Agency Budget Please complete ALL infbrmation, If there is an item that does not apply to your budget or the value is zero, you MUST enter a 0" in that box- DO NOT LEAVE ANITEMBLANK The columns have auto-calcuiation, but it does not auto -calculate until the information is saved. Please save information often to activate the calculatedfields. For the items that require itemization, click the link- to enter specie information in the itemization form. Budget Type Indicate ti'Budget is I — Agency Level Agency Revenues FY12 FY13 FY14 Coralville Funding 3,000.00 3,000.00 3,000.00 Iowa City Funding 12,000.00 12,000.00 10,325,00 Johnson County Funding 16,325.00 16,325.00 16,325-00 UWJCAIIocation 27,125.00 27,125,00 27,125.00 UWJC Designations 4,561.00 4,072.00 5,026.00�i iGrants-Federal, State, Foundation 458,012,00 396,656.00 621,937.00 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 875.00 72800 750.00 'Coit" ibutions/Donations (including in- kind) 347,597.00 356,766.00 361,170.00� (Interest and Investment Income 4,646.00 4,785.00 4,900.0O�1 *Other 1,657.00 894.00 900.00 Total 875,798.00 822,351.00 1,05 1,460 00 Expenses FY12 FY13 FY14 Total Salary and Wages 330,659,00 307,947.00 454,117.00 Benefits 123,405.00 108,672.00 141,840.00 Administrative 23,160.00 22,831.00 37,923.00 Occupancy 45,600.00 46,800.00 48,000.00 Other 329,530.00 312,316.00 369,580.00 Total 852,354.00 798,566.00 1,051,460.00 _ ©2013e-Clmpact.com P, ,, ,. lr Vi, urr, 0"''�"/ z'n air, FY15 Form C2: Agency Budget Fund Balance FY12 FY13 FY14 Revenue 875,798,00 822,351,00 1,051,460.00 Carryover Balance From Prev Year 341,098.00 268,035,00 189,213,00 Total Operating Balance 1,216,896.00 1,090,386,00 1,240,673.00 Less Total Expenses 852,354.00 798,566.00 1,051,460,00 Ending Fund Balance 364,542.00 291,820.001 189,213.00 Less Restricted Balance 96,507.00 102,607.00 102,607.00 Carryover Fund Balance 268,035,00 189,213,00 86,606A0 Bd/Donor/Fonder Restricted Funds FY12 FY13 FY14 *Bd/Donor/Funder Restricted Funds - please itemize 96,507.00 102,607,00 102,607.001 Schenken-Schmidt Endowment 96,507.00 1OZ607..00 102607.1 Total 96,507.00 102,607.00 102,607.00 In -Kind Support FY12 FY13 FY14 Services/Volunteers 288,146,00 285,623.00 287,820.00 Material Goods 645.00 600.00 550.00 Space, utilities, etc. 45,6W(r) 46,800.00 48,000.00 Other 360.00 340.00 300.00 Total 334,751.00 333,363.00 336,670,00 Grants FY12 FY13 FY14 *Grants - please itemize 459,066.00 396,656,00 621,937.00 Federal Victims oj'Crime Act 88,523 00 76,535.00 224,699.00 Federal Violence Against Women Act 20,79000 20,47500 34,883.001 Federal Rape Prevention Education 22,483 00 7,948.00 0.001 Federal ViolenceAgalnt women on Campus 33,351 00 4,532.00 0,001 State Sexual Abuse 73870 74, 925.00 121, 720, 00 State Sexual Abuse - Statewide Hotline 87776 87,776 00 98, 417,00 University oflowaStudent Government 42,82600 51,590.00 48,05100 United Way of East Central Iowa 32,000.00 32,000.00 3$000-00 Anonymous Grant 25,000.00 25,00000 25,00000 University of Iowa - nfbrmed net I Support (relocated in FY13) 31,393 00 2,350.00' 000 United Way of East Central Iowa- Donor Desigannons 1,05400 73700' 1,16700 Federal Victims of Crane Act - Transition Farads 0,00 0001 36,000.00 v0 1 jt r C: Sl 9 2013 e-Clmpact.com FYI Form C2: Agency Budget Grants FY121 FY13 FY14 United Way oJJohnson County Community Pr Oriry 0.00 12788 000 Total 459,066,00 396,656.00 621,937,00 ., .. ©2013e-rimpact-com Fnrm D: Performance Measurement Effort Quality: Client Common Measures (ratio) Description: How well will you do it? (%) i,e. student teacher ratio _Measure: 4=a of certified staff as defined by Iowa State Code Measure: % of requests for in -person advocacy in Johnson County Responded to within 20 minutes Measure: %ofnew counseling clients offered/receiving appointment within one week Measure: %ofschools receiving Safe Dates programming rvlthtn six months ofrequest Measure: % of educational programs scheduled within two weeks of request Effect Quality Change in Behaviors or Conditions (Ratio) Description: What is the quality ofchange in Behavior or Condition? (%) Changes in Knowledge, Skill Level at - Attitude, i.e. percentofstudents that graduate on time Measure: % ofcallers connected with additional resources Measure: % of callers who identij�-, roping skills Measure: % of counseling clients meeting 314 of counseling goals Measure: % of counseling and support group clients reporting reduction in Post Traumatic Stress Disorder response Measure. % of advocacy clients completing medical exam and/or police report measure: % of advocacy clients participating in ongoing legal remedies 4Leasure% of education participants able to identify compassionate response to victims Measure: 4'0 of educational participants able to identify bystander intervention skills aT © 2013 e-Clmpact.com - ' of "<' FYI Joint Funding Application General Information Agency Name Executive Director Name Board President Requestor Phone Email Address Shelter House Grassy Canganelli Nancy Williams Crissy Canganelli (319) 338-5416 crissj,@,shelterhouseiowa.org PO Box 3146, Iowa City, , 52244, U.S.A. W ebsite wwwshelterhouseiowa. org Agency Mission Statement To provide shelter, basic and transitional resources, while encouraging seTJ 6g1jiiciency, to anyperson in our comnumity who is homeless. Number of Years in Operation 30 Year Org Established 1983 2020 Vision Goals for the Common Good Please indicate Goals) thatyour agency supports: Income Yes Education Iy'o Health )'es United Way Request for Funding United Way: Request for Funding FY15 75,000 Total Budget (United Way) 2,093,456 United Way: % of Total Budget Johnson County Request for Funding Johnson County: Request for Funding FYI5 & 16 55,000 Total Budget (Johnson County) 2,093,456 Johnson County: % of Total Budget 2, 63 For funding from Johnson County, please indicate category(s) that best describe your service areas: Services that enhance family and child well being Yes Services that provide for basic human needs such as food, shelter, safety, crisis intervention Yes Health Services No Iowa City Request for Funding Iowa City: Request for Funding FYI 64,500 Iowa City: Total Budget 2,093,456 Iowa City: % of Total Budget 3,08 ", 111:6' ,) FId CS 1 02013 e-Clmpactcom Coralville Request for Funding Coralville: Request for Funding FY15 9,500 Coralville: Total Budget 21093, 456 Coralville: % of Total Budget 0.45 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.) Shelter House provides shelter, basic & transitional resources, while encouraging selfsufficieney, to any person in our community who is homeless & is the only shelterfor the general homeless population in the county omen, women, children, the disabled and elderly). In the last year alone, Shelter House provided shelter and services for 1, 090 unduplicated individuals and ran at capacity most every night. On average 3-5 individuals were deniedshelter nightly due to lack of bed capacity. The agency not only addresses essential human needs offood & shelter but moves beyond these to address issues related to the transition of the individual orfaindy back into the community, and the work necessary to obtain & maintain permanent housing, employment & health services. CITY STEPS 2011-2015 (p70) identifies emergency shelter and supportive services for the homeless as high priorities and )lather sites education, job training & Self su)) cieney skills among the greatest needs of those in poverty. One hundred PC? cent of we work with are living to poverty and homeless. Shelter House's STAR Program (comprehensive case management and vocational training), Homeless Veterans Reintegration Program (employment placement and retention for veterans), Skills Workshops, Culinary Shills Training, the Lodge, & Janitorial Services directly respond to these needs, CITY STEPS de70) specifies the following strategies which are consistent with Shelter House services including Drop -be Center, the Shelter and the Lodge (permanent supportive housing for- persons with serious persistent mental illness) 1) Support expansion or addition ofhomeless facilities to meet increased demand 2) Improve day shelter opportunities & improve public & private space, showers & laundry 3) Expand availability to case workers within existing system to provide improved service. 4) Continuation of the STAR Program, 5) Provide services to support special needs populations in non faeihty based care environments Johnson County sits astride the intersection of 2 major interstates, contains 3 major hospitals, each with a psychiatric inpatient unit (a disproportionate number of mentally ill persons settle here). Shelter House serves many who, during and after receiving medical attention, have nowhere else to turn and are discharged with nowhere but the shelter to go. Johnson County is one of the most, if not the most, housing cost -burdened county, has one of the higherpoverty rates, & rental housing costs remain among the highest in the state. The burden is heaviest on the workingpoor—tilts includes the homeless, Each year, in addition to people who have lived in the area for years, or indeed their entire lives, so too do people new to the community come. A strong economy with employment opportunities draws many to our community. The employment opportunities most people face are in the service -sector, or if in manufacturing, are through temporary hire only- Some employers advertise and bring people to the commmmity for temporary hire. People come 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 conanunity-based process of identifying 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). i �© 2013 e-Clmpact.com 2. List and describe the programs and / or services of the Agency that are provided to Johnson County residents that address that need. Drop -In Services: Clothing, toiletries, bus passes, showers, laundry, phones & counseling are available to thepublic dailv. Haircuts, legal aid, mental health counseling, payee services & VA outreach are available meekly & monthly, Emergency & Transitional Shelter for risen, women, children, disabled & elderly who are homeless: Emergency stays ate 1 to 2 weeks. Transitional stays do not exceed 90 days. Clients are required to participate in STAR. Transitional Living Program for Veterans: 14 transitional beds for homeless veterans maximum stays are 2years- Clients are required to participate in STAR, STAR: Case managers work with clients to achieve greater independence through employment. STAR addresses barriers to employment & works with the client to decrease inhibitors, such as, housing, mental health, substance abuse, vocational & hje skills dejicits, transportation, childcare, education & medical needs. Clients acquire & maintain employment, access qualijjlng benefits, & acquire more permanent housing. The primary service activity of the program is Employment Assistance which includes assistance with employment search and placement, emptovabilhy skills training job coaching, vocational training, paid internships & supported workplacements in local businesses. The Iowa Council on Homelessness recognizes the STAR Program as the highestperforrning homeless services program in the state based on client outcomes and impact. Homeless Veterans Reintegration Program. In partnership with the United States Department of Labor, SH is assisting homeless veterans in achieving permanent employment b_v 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. Workshops cover pre -employment topics such as resume writing, & mock Interviews; employment topics such as reliability, accountability & producttvi4, in the workplace, Job Lab &Job Club (during which men & women learn how to search & apply jor jobs on-line, meet to discuss & process information about work once employed); Rental Housing Resources & Responsibilities; Money Management, Self -Empowerment, Anger Management, & Creative Writing. Workshops are taught by SH stajf & volunteers from the U of 1 Counseling Psychology Program &Writers Workshop. Nurse Managed Health Clinic: The Uofl College at' Nursing is partnering with SH to provide weekly on -site acute care and health screenings to clients presenting health concerns. Culinary Stars: Breakfast & dinner are offered daily. Meals are made from scratch & meet state murion guidelines. Shelter House provides nncal servicefor Youth Homes & Mecca thus ensuring other at-riskpopulations have access to nutritious, balanced meals. SH offers a 12 week Cmimary Training Program for interested residents. Successful graduates are Sery Safe Certified & therefore competitively positioned for local employment. Fair-weather Lodge: SH now of permanent supportive housing in a cooperative living environment far adults with serious persistent mental illness (diagnosis of schizophrenia, bipolar disored, etc.). Prefereence is given to military veterans. The Fairweather Lodge is peer driven and is based on the core principle that people who live & work together, & have significant conoal over their lives, can overcome homelessness & recover from their mental illness. The Lodge is the first demonstration Lodge in the state of Iowa and the top ranking new project in the state's most recent competition. Fresh Starts: 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, cleaning janitorial services. Our crew is trained & supervised to meet a range ofjannorial needs & uses green clearing techniques and Green Seat Products. PM C51 © 2013 e-Olmpact.com P s 3 of 1 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. Shelter House provides shelter and suppor7 services for men, women, and children, the disabled and elderly. Women and childrim constitute 40% of those served. Veterans constittae 15% of all clients served where as they, are only 5% of the total Johnson County population More that 30% of adults served are chronically, homeless having, by definition, a disabling condition and repeated stays of homelessness. All Shelter House clients are living in poverty. Current residents ofShelter House are homeless. Roughly 55% of the homeless have no medical coverage, 26% suffer from acute infectious conditions and 46% suf)erfrom chronic health conditions- Approximately one-third ofShelter House clients suffer from histories ofdrug and alcohol addiction and approximately, one-third suffer from a serious mental illness. Marry show evidence of a co-occurring disorder exhibiting symptoms of both a substance abuse and mental health problem. Health complications are further exacerbated due to lack Of access to and a payment source far mental health and substance abuse treatment services. Poor credit histories, criminal records and low orftxed incomes Beverly limit our clients' ability to access what limited affordable housing that is available in the communnty, Shelter House clients have profound skills and health deficits that severely and negatively impact their ability to compete in the open market. Because ofthis, then are ofxen times unable to effech'vely participate in the market without supports. Primarily, causes of homelessness locally mirror those reported ire the most recent Statewide Study on Homelessness. significant numbers comingfrom family breakup and domestic violence, lack of affo dable housing, lack ofaccess to substance abuse and mental health services, no medical coverage and medical impoverishment, lack ofjobs that pay a living wage, lack ofskills, education, andjob experience necessary to attain and maintain available employment opportunities. ?, i ,�iI _._a PS ,31 ©2013e-Clmpact_com .io:-'t1) Financial Management You must complete the Historical Balance Sheet Form Cl and the Budget Form C2, in addition to the questions below, Below, you will only need to answer the questions for the entities from which you are applying for funding. 4. to detail describe the Agency need for funding from: City of Iowa City In November of 2010 Shelter House moved to the new shelter increasing bed capacity from 29 to 70 overnight The new faciloy was a county -wide initiative with broad support from both the public & private sectors. It has of course come with substantially increased operating 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) & staff (with a census of 70 people, overnight shifts require two people on shift whereas with a census of 29 there was only one). Fundingfrom the City ofIowa City for Sheker House operations has decreased in terms of both dollar amount and as a percentage of the agency budget; federal funding for shelter operations across the nation has continued to decline. At the same time, as compelled by our own community, our capacity to serve has more than doubled, 634 people received shelter & support services in the last year alone. Drop -In Services are entirely funded by local finding, both public & private, as there are no federal fiords available for such services 305 people (above & beyond those sheltered) were provided basic living support & outreach in the last year alone through Drop -In Services. City of Iowa Cir),funding is utilized to leverage federal funds for the STAR Program, continuation of which, is a specifically articulated goal in CITY STEPS (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 funds for the homeless ofJohnson County,,). Without the local match, Shelter House would be nothing more than a bed to sleep in & a place to get out of the cold. Iffuntded at the requested level, City of Iowa Cavfiinds would be further utilised to support the Fairweather Lodge Program, The SHLodge is thefrrst in the state. To date, severe adults, each sufferingfrorn a serious mental illness, have moved beyond homelessness, successfidty graduated into the Lodge and are maintaining their health, employment and housing. The current capacity of the program is 12 adults (there are two Lodges purchased with funding from Iowa City HOME and the Housing Trust Fund ofJohnson Counts). A third has now been funded through the State of Iowa HUD competition. Iffully funded by all fenders, Shelter House would initiate Outreach Services for service resistant individuals living out the streets. Outreach would begin July. 2014 & would support the effort of Local Homeless Coordinating Board to address gaps in the current continuum. Shelter Hoarse staff, board, and volunteers aggressively engage in fundraising activities each year. The agency has launched two small businesses (catering and janitorial) which provide education, job training, and job placement for our clients while simultaneously generating revenue for the agency. We have been successfil in acquiring new fiundingsources through the Department of Veterans Affnts and Department of Labor to ensure both capacity and service for homeless veterans. We are building an Endowment to provide a guaranteed funding steam for nears 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 threeyears ofoperations 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 plunders combined. Funding from the City of Iowa City, not only assists our community in meeting the goals of CITY STEPS but farther allows Shelter House to go far in continuing to address homelessness at the grassroots level, addressing needs and gays in services as they exist in our community, providing creative, flexible programs (such as STAR and the Lodge) that invest in moving people forward in their lives and permanently out ofand beyond homelessness. Ili J�5:1 02013e-Cimpactcom , ni1=: 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) specifically 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 continuum of supportive services for the homeless offered at Shelter House. CITY STEPS identifies emergency shelter and supportive services for homeless as a high priairt), (p 93). The following goals from CITY STEPS are supported by this submission (p 91-94): Housing Needs: 1)Non-student renter households up to 50% of IFT The Lodge Program has created 12 new, affordable, permanent supportive housing opportunites for single adults sufferingfrom serious persistent mental illness (schizophrenia, bipolar disorder, etc... ). Upon graduation, Lodge participants 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 at -risk of homelessness: STAR case managers continue to work with individuals and families for upto six months following then- 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 ernplo}nnew training are high priority, Assisnngfamtlies with day care, life skills, etc.,. to maintain their job and housing twill be a prioirry: The Shelter House STAR Program provides these services through SH case managers, skills workshops and services paidfor and leveraged through the STAR Program. Participants have access to the full spectrum of services during their stay at SH andfor up to sic rnoaths 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 (SIi janitorial services) hundreds of Shelter House clients are offered paid internships, job coaching and shadowing employment training and even support with educational opportunities such as CNA, forklift certifications, etc,. Homeless Needs. 1) Improve and maintain existing shelter factlities: SH is the only general use homeless- shelter in the county. A portion fo the requestedfunding will he used to address SH operations and facility maintenance. 2) Expand staff within existing system to provide improved service and expand available servcies such as social/case worker availability: SH expanded staff over the last two fiscal years in order to responsibly staff the new shelter facility. SH 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 and Access to Resources (STAR) program continuation. Continuation of our STAR Program is literally a goal cited a? the 2011-2015 Plan. 4) Provide Services to support special needs populations in non -facility based care environments: Operating support for the SH Fairweather Lodge guarantees services for a special needs population (chronically homeless adults with a diagnosed serious persistent mental illness). The following strategies to address the chronic homeless population are ftn'ther addressed by SH: 1) Create new permanent housing beds for chronically homeless persons: The Lodge Program has created 12 new, affordable, permanent supportive housing opportunnes for single adults suffering from serious persistent mental illness, most if not all participants were chronically, homeless. 2) Increase the percentage of homeless persons movingfrom nanaitional housing to permanent housing to 61 %. Shelter House STAR participants pereniaily exceed this goal. 3) Increase percentage of homeless person becoming employed by II4b: Shelter House STAR participants perennially exceed this goal. ©2013e-rimpact.com 4b. Tell us how your agency (or program) addresses the established priorities in Iowa City's Strategic Plan? Please identify the priority(s). (www.icgov.orglstrategieplan) Shelter House addresses thefollowing priorities established in Iowa Cnt v's FY2012-13 Strategic Plan: 1) Economic and Community Development Shelter House is located just south of Hwy 6 on the southeast side of7owa City within close proximity to areas targeted in the Strategic Plan. Shelter House provides vocational training and employment placement services for hundreds of Iowa City residents each year. We continue to work with individuals and families Jor up to six months following their transition from the shelter into their onyx housing. During this time case managers work side -by -side with men and women to provide support and resources as they work to maintain their newly establish housing and employment This can mean direct assistance with everything from has passes and clothes for work to child care. In this way we are supporting the transition to and retention of employment for hundreds of people each year which has a direct and positve impact on our economy. Additionally, Shelter House has launched two small businesses which in turn provide vocational training and job placement for participating clients. In 1011 these two endeavors generated 5190,944 in sales and in 2013 they are estimated to generate $220,000 in sales. 2) Development of the Downtown and Near Downtown Areas To an extent the provision of shelter services (including daytime Drop -In Services) provides some relief to the downtown area in so much as in the absence of these services the number of homeless living on the street would certainly increase dramatically. This application goese one step further and proposes the addition of Outreach Semites to target those currently not accessing the existing continuum ofservices (including shelter services) specifically those living on the street, frequenting the downtown area, who are considered ser-vice resistant. This over time would stand to have an addedpositive impact on the downtown and near downtown areas. 3) Neighborhood Stabilization The sheher building itself is a public facility and open to the public weekdays between 1. 00 p.m. and 4:00 p.m. and weekends between 8: 00 a, in. and 10. 00 a.m. Residents from the neighborhood and beyond frequent Shelter House dining these times to access professional counseling support with through our case management team, access the facility for laundry andphone service and in the event that their water has been turned off even for showers, This may be somewhat bevond the sa ategies articulated in the strategic plan but nonetheless these services combined to positively impact and serve to stabilize our neighborhood 5. In detail describe the Agency need for funding from: City of Coralville At the current and requested levels offending, Shelter House dedicates Coralville funds to the Resident Services budget winch is comprised of all costs related to operating the actual shelter and provision ofDrop-In Services. In November of 2010 Shelter House moved to the new shelter facility increasing shelter bed capacity frorn 29 to 70 beds overnight. The new,ibeility 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 substantially increased operating casts 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 atyear end will exceed $42, 000 for gas, electric, and water combined) and staff (Wah a census of 70 people, overnight shifts now require two people on shift whereas with a census of 29 there was only one). 634 people were provided shelter in the last program year alone. Drop -In Services are entirely funded by local funding, both public and private as there are no federal funds available for such services305 people (above and beyond those sheltered) were provided basic living support (access to clothing, toiletries, bus passes, showers, laundry, phones, professional staff, etc...) and outreach in the lastyear alone through Drop - In Services, Shelter House staff, board and volunteers aggressively engage in fundraising activities each year. The agency has launched two small businesses (catering arnd janitorial) which provide education, job training, and job placement for our clients while somultaneousty generating revenue for the agenev. We have been successful in acquiring new funding sources through the Department of Veterans AfJairs and Department ofLobor to erasure both capacity and semeefor homeless veterans, We are building an Endowment to provide a guaranteedfunding streams 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 at 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 Coralville and Joint Funders combined Even to continue our work, we are seeking greater support Funding fi-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 sen,ices as they exist in our community, providing creative, flexible programs that invest in moving people for-mard in their lives and permanently out of and beyond homelessness. iz, J;,Lil 2 2ai FI�i © 2013 e-Clmpact.com n� 6. In detail describe the Agency need for funding from: Johnson County In the last fiscal year; Johnson County increased theirfinancial support in Shelter House from 545,000 annually to $49, 500, This increase is deeply appreciated and greatly needed. ]it November of2010 Shelter House moved to the new shelter jacithy increasing shelter bed capacinfiam 29 to 70 beds overnight. The new facility was a county -wide initiative with broad supportfran both the public and private sectors. It has ofcourse come with substantially increased operating 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 staff (with a census of 70people, overnight shifts now require two people on shift whereas with a census of29 there was only one). Federal funding for shelter operations across the nation has continued to decline. At the same time, and as compelled by the community, our capacity to serve has more than doubled. In the last year alone, 634 were provided shelter and supportive services at Shelter House. Drop -In Services are entirely funded by local funding, both public and private as there are no federal funds available for such services305 people (above and beyond those sheltered) were provided basic living support and outreach in the last year alone through Drop -In Services, Johnson County undhng is f rther utilized to leverage the federal funds for the STAR Program. Shelter House is contractually obligated to raise $106,750 in cash match each yearfor the STAR Program (leveraging over $448,000 in federal funds for the homeless ofJolmson County), Without the local match, Shelter House would lose the STAR Program and be nothing more than a bed to sleep in & a place to get out of the cold. Iff ended at the requested level, Johnson County funds would be further utilized to support the operating budget of the Fairweather Lodge Program. The Shelter House Lodge is theftrst in the state. Seven adults, each suffering from a serious persistent imartal 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 (there are Avo Lodges purchased with funding font Iowa City HOME and the Housing Trust Funrd of Johnson Conan). A third has now been funded through the State of Iowa HUD competition. H,fuilvfunded by all funders, Shelter House would initiate Outreach Services for service resistant individuals living on the streets Outreach would begin July, 2014 & would support the effort o, fthe Local Homeless Coordinating Board to uddress gaps in the current continuum. Shelter House staff board, and volunteers aggressively engage in fundraising activities each year, The agency has launched two small businesses (catering and janitorial) which provide education, job training, and job placement for our clients while simultaneously generating revenue for the agency. We have been successful in acquiring new funding sources through the Deparonettt of Veterans Affairs and Department of Labor to ensure both capacio, and service for homeless veterans. We are building art Endowment to provide a guaranteed fending strean 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 takenf n. 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 & much needed investment currently made by Johnson County, & the Joint Funders combined. Funding from Johnson County, allows Shelter House to go far in continuing to address homelessness at the grassroots level, addressing needs & gaps in services as they exist in our conununit y, providing creative, flexible programs (such as STAR, Culinary Starts and the Lodge) that invest in moving people forward in their lives and permanernly out of and beyond homelessness. ,� © 2013 e-Umpact.com .y , 7. In detail describe the Agency need for funding from: United Way Funding from the United YVay funding has decreased over the last two award cycles in terms of both dollar amount and as a percentage of the agency budget. bn 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 support from both the public and private sectors. It has of course come with substantially increased operating costs such as utilities (even with a geothermal system utility costs in the new facility are three tunes that of the old Gilbert Street house) and staff (with a census of 70 people, overnight shifts now require two people on shift whereas with a census of 29 there was only one). Federal finding far shelter operations across the nation has continued to decline. At the same time, and as compelled by the community, our capacity to serve has more than doubled. In the last year alone, 634 were provided shelter and supportive services at Shelter House. Drop -In Services are entirely funded by local funding both public and private as there are no federal hinds available for - such services305 people (above and beyond those sheltered) were- provided basic living support and outreach in the last year alone through Drop -In Services, United 14'ay funding is fia-ther utilized to leverage the federal funds for the STAR Program. Shelter House is contractually obligated to raise $106, 750 in cash snatch each year for the STAR Program (leveraging over $448, 000 in federal funds for the homeless ofJohnson County). Without the local snatch, Shelter House would lose the STAR Program and be nothing more than a bed to sleep in & a place to get out of the cold, Iffunded at the requested level, United Way funds would be further utilized to support the Fairweather Lodge Program. The Shelter House Lodge is the first in the state. Seven adults, each suffering from a serious persistent mental illness, have moved beyond homelessness, successfully graduated into the Lodge and are maintaining their health, emplgtmrent and housing. The current capacity of the program is 12 adults (the) are two Lodges purchased with funding from Iowa City HOME and the Housing Trust Fund ofJohnson County). A third has now, been funded through the State of Iowa HUD competition. Iffsdly funded by all funders, Shelter House would initiate Outreach Services for service resistant individuals living on the streets. Outreach would begin Judy, 2014 & would support the effort of the Local Homeless Coordinating Board to address I aps in the current connnuum. Shelter House staff, board, and volunteers aggressively engage in fundraising activities each year. The agency has launched two small businesses (catering and janitorial) which provide education, job training, and job placement for our clients while simultaneously generating revenue for the agency. 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 an Endowment to provide a guaranteed funding 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 newfacilhy. However, this is not an approach that can continue. Shelter House cannot replace the substantial & much needed investment currently shade by the United Way & the Joint Funders combined. Funding from the United Th'ay, allows Shelter House to go far in continuing to address homelessness at the grassroots level addressing needs & 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 forvard in their lives and permanently out of and beyond homelessness. 8. What public entities has your organization sought funding from in the last year? Shelter House has sought funding from the following public entities in the last year; Local. 1) The City of Coralville 2) The City oflowa City 3) Johnson County State and Federal: 1) Federal Emergency Management Assistance (FEMA) 2) The Department of Education (Child and Adult Care Food Program) 3) The Department ofHousing and Urban Development (Emergency Solutions Grant and Supportive Housing Program) 4) The Department ofLabor (Homeless Veterans Reintegration Program) 5) The Department of Veterans Affairs (VA Per Diem Program) O2013e-Clmpactcom �.., 9. From who do you receive ongoing funding? The following local hinders have supported Shelter House for more than two decades. Funding decisions are made annually, the amount varies, and is not guaranteed at any particular level. 1) The Cory of Coralvdle 2) The City, oflowa City 3) Johnson County 4) United Way ofJohnson County° The following Federal entitities fund specific programs at Shelter House through annual connpetitlons. Funding has remained Level with no increase. In fact, in recent years both FEMA and ESG funds have decreased. There is no guarantee ofrenewal. 1) Federal Emergency Management Assistance (FEMA) 2) The Department of Housing and Urban Development (Emergency Solutions Grant and Supportive Housing Program) 3) The Department of Labor ('Homeless Veterans Reintegration Program) The following State and Federal entitities fund speclftc services at Shelter House based on documentation ofservices to qualifying recipients on a per meal (CACFP) or per diem ('VA). As such the funding varies with the level ofservice to quaff fying individuals. 1) The Department of Education (Child and Adult Care Food Program) 2) The Department of Veterans Affairs (VA Per Diem Program) 10. If the local 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 of local finding world have an immediate and crippling e fect on all Shelter House services. Shelter House does have a limited amount of reserve funds and has access to a line of creditfor- shortfalls 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 locaijunding is unavailable it will create the added burden that the fundingjor the STAR Program and all daytime activities of Shelter House would be at risk and jundamentally compromised. Local funding combined leverages the HUD fending for the STAR Program, The contract agreement with HUD is binding, If the full amount of the cash match obligation for the STAR Program is not committed, the entire grant can be remanded. This would represent a loss to our community of S448, 000 in HUD junds 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 sigrnfeani reduction in local funding would lead to cuts in program. Agency staff board members and volunteers are actively and aggressively involved in community fundraising efforts. However, we would not be able to makeup such a significant loss in funding. 11. Do you have a fee structure for services? If yes, please explain. No. Shelter -House does not charge our clients for services. There is therefore no fee struenme for client services With two social enterprises, Culinary Starts and Fresh Starts, there is a fee to the generalpublic for contractedfood service, catering andprofessionaljanitorial services, respectively. However this falls under Sales to the General Public and Contracts and is not a Fee for Service to our clients. 12. How will local funding help leverage other revenue for Agency? The City oflowa Ctrs, Johnson County and the United Wary together leverage $448,000 in federal fundsfrom HUD and in so doing have invested in the work of the STAR Program. The cash match requirement is $106, 750 (20% ofthe supportive services budget) annually The STAR Program is the anchorprogram which makes Shelter House so march more Khan just a bed to sleep in. It is through the STAR Program that Shelter House is able to help people move into more permanent housing, provide skills building vocational training and job placemem, and help the disabled and elderly to access benefits fur which they qualify. Local match is specificaldv utilized towards case management, life skills building, employment assistance Qob coaching vocational training, paid internships, and job placement), health care costs if no otherf+nding source is available, education, and transportation. The range ofservices is extensive and the investment by the City of lowa City, Johnson County, and United Way is significant. City of Iowa City, Johnson County and United Way finds also leverage Emergency Solutions Grant (ESG) funds that support shelter operating costs such as utilities and overnight staffing —the very activities that keep the lights on and our doors open and for the first time this year, rapid rehousing services. ESG,binds are HUD funds and require a dollar for dollar match. The finding award for the the currentfrscal year is $250, 000 and includes $220,000 in Rapid Rehousingfunds (first time award) intended to move people out ofhomelessness, through time limited rent assistance, more quickly and into permanent housing. It is a requirement of the newly passed HEARTH legislation. Shelter House is collaborating with the Domestic Violence Intervention Program to ensure equitable access to rapid rehousingfuinds for victims of domestic violence, _. )r.,,i',f 02013 e-Cimpact.com " -, - 12a. 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 of Iowa City and Johnson County together leverage $448, 009 in federal funds from HUD and in so doing have invested in the work of the STAR Program. The cash match requirement is $106,750 (20% of'the supportive services budget) annually. The STAR Program is the anchor program which makes Shelter House so much more than just a bed to sleep in. it is through the STAR Prograrn that Shelter House is able to help people move into more permanent housing, provide skills building, vocational training andfob placement, and help the disabled and elderly to access benefits for which they quay. Local match is specifically utilized towards case management, lble skills building employment assistance (1'ob coaching, vocational training, paid internships, and job placement), health care costs if no other.funding source is available, education, and transportation. The range of services is extensive and the investment by the City oflowa City anciJohnson County is significant City oflowa City and Johnson County funds also leverage Emergency Soluttons Grant Program (ESGP) funds that support shelter operating costs such as utilities and overnight staffing —the very activities that keep the lights on and our doors open and in the next year rapid rehousing services. ESGP funds are HUD funds and require a dollar for dollar match. The funding award lot, the next ftseal year is $250, 000 and includes $220, 000 in Rapid Rehousing funds (first time award) intended to move people out of homelessness, through tune limited rent assistance, more quickly and into permanent housing. It is a requirement of the newly passed HEARTH legislation. Shelter House is collaborating with the Domestic Violence Intervention Program to ensure equitable access to rapid rehousing funds for victims of domestic violence. Agency Accomplishments The United Way and Local Governments work toward snaking our community a better place to live. Through the 2020 Vision Goals for the Common Good, the tail measure our progress towards improving community conditions. Please complete the Performance Measurement Form (Form D) in addition to the question below, On Form D, please provide the Peiforvnance Measurements that will be used by the Agency to measue results of services. You need to eater projected outcomes, not outcomes that you have already achieved. YOUR APPLICATION WILL NOT BE COMPLETE WITHOUTFORMD. 13. Please provide specific outcomes/performance measures your organization achieved in FY13. How are people/conditions better because of the services you provided? Quantity ojEjfor-t: # of Clients (How much did we dal) Resident Services.' 1) 634 clients received shelter 2) 305people utilized the Drop -In Center 3) 95 veterans iaere served Support Services (STAR): 1) 407 adults participated in case management (109 children) Culinary Starts. 1) 13 clients enrolled in the Culinary Starts Training Program Lodge: I) 4 clients participated in training per week (with a total of 19 enrolled) Quality ofEffort: Common Measures (9lo) (How well did we do it?) Resident Services: 1) 51 % of adult clients suffered front mental illness or other disabling condition 2) 4306 of clients ate at least one nutritious meal per doyfronn the Shelter House kitchen. 3) 3% ofelierts- were evicted due to violence or illegal activity. Support Services (STAR): 1) 43% of veterans participated in the Transitional Living Program. 2) 61 % of veterans participated in Homeless Veterans Reintegration Program 3) 43% of case management clients sufferedroot mental illness or other disabling condition. 4) 27 'a of case management clients were chronically homeless. 5) 12% of adult case management clients were in family households. Lodge. 1) 5846 of clients graduated from training 2) Clients maintained 95%attendance rate in all available trainings Quantity ofEf ect: # of Activities (by nape) Resident Services: P _3S C97 © 2013 e-Clmpact.com 1) 25,326 nights ofshelter were provided 2) 773 loads of laundry d 478 showers were provided jor non -shelter residents during Drop -in Center 3) 22,761 nutritious meals were served 4) 144 clients seen by the Nursing Clinic Support Services (STAR): 1) 264 case management clients participated in Skills Development and Empowerment Workshops Culinary Starts: 1) 3 trainees per week (average) participated 2) 32, 048 nutritious meals were served to other at -risk populations (youth and adult) at both Youth Homes/Four Oaks and Mecca). Lodge: 1) Participants had an average of 16 undesirable incidents per month 2) 7 out of 7 or 100% of graduates maintained permanent housing for more than six months and have adequate income to support the cost of room and board, Quality of Effect: Activity Specific Measures (%) ds Anyone Better Oj,P) Resident Services: 1) 53 % of clients moved to more permanent housing 2) 53%ofclients were employed at exit. 3) 630% of clients exited with a source of income. Support Services (STAR): 1) 65% gjclienrs increased skills and education. 2) 77% of case management clients moved to more permanent housing, 3) 56% of case management clients were employed at exit. 4) 86% of case management clients e.rited with a source of income. 4) 60% of clients who applied for SSPSS'Dl were awarded benefits (others are still waiting a decision). Culinary Starts: 1) 10016 of Shelter House revenue was generated by Culinary Starts' contract and catering activities. 2) 38% ofparticipants were competitively employed three months following graduation. Lodge: 1) Trainees maintained .325FTE's (13 hrs) and graduates maintained. 4125FTE's (16.5) of hours workedper weekper client. 2) 84%oftrainees and 93%ofgraduates maintained med compliance. 3) 100% of trainees and 1000'0 ofgraduates were seen by mental health professionals when needed. 4) Only 10% of trainees and 1 % ofgraduates were hospitalized monthly. 9,2013e-Clmpact.com _Cr _,. FYI Form A: Agency Salaries & Benefits Please provide the information for- erployees in your agency. Ifyou 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 at, Retirement by playing a 7" in the box if the position receives that benefit. Pleaseprovide the information for employees m your agency. Ifyou do notfnd the position on the list, please add the position in the "other" section. Pau will be individually add positions in 'other" category. Please indicate if theposition haspaid leave, Health Insurance or Retirement byplaying a 7"in the box iJ theposuion receives that benefit, Position Paid Leave Health Ins Retiremen tPlan. Average Salary FTE (Last Year) FTE (Phis Year) FTE (Next Year) Executive Director/ President' CPO 1.00 1,00 1.00 67,500.00 1.00 1.00 1,00 Director of Operations VCOO 0.00 0,00 0.00 0.00 U0 0.00 0.00 Director of Development L00 1.00 1.00 42,500,00 1.00 1.00 1.00 Program Director! Manager 4.00 4.00 4.00 49,500.00 4.00 4.00 400 Director of Community Intervention 0.00 0.00 0.00 0.00 0.00 U0 0.001 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 L"001 0.00 0,001 0,00 0.00 0.00' Assistant Coordinator 0.00 0.00 0.00 uo 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 5.00 5.00 5.00 34,50U0 6.00 6.00 6.00 Clerical Staff 0.00 0.00 0,00 0.00 0,00 0.00 0.00 Clinical Services Manager l Director 0.00 0.00 0.00 0.00 o oo 0.00 ODD 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 1.00 1,00 1,00 Office Assistant 0,00 Up 0.00 0.00 0,00 0.00 0.00 Program Coordinator 100 2.00 2.00 36,500.00 1.00 2.00 2.00 Receptionist 0.00 0.00 0.00 0.00 0,00 0.00 0.00 Services Coordinator 1.00 1.00 1.00 10.00 7.50 7.50 7.50 Transportation Manager/ Director 0.00 U0 0.00 0.00 0.00 0,00 0.00 *0ther 8.00 8.00 8.00 131,250.00 7.00 8.00 8.00j Accountant 1.00 100 1,00 36,500.00 1.00 1.06 1.001 tiocafional Coordinator 3.00 3.00 3.00 36,300.00 3.00 3.00 3.00', Kitchen Assistant 3.00 300 3.00 21,750.00 2.00 300 3.00 sous Chef" 1.00 1.00 1.00 36,50000 1.00 1,00 1.00 Total 22 22 22 361,769,50 28,50 30.50 30.50 ji „, , , - © 2013 e-Clmpact.com FY15 Form B: Agency Demographic Provide the Agency sutninary of clients served during last tn°e years and one projectedyear. Tf your Agency does not have a client countfor airy ofthe categories, please enter 0" in that box. DO NOTLEAVEANYBLANK. (unduplicated client count) FY 12 FY 13 FY 14j Information/Education Provided 1,250 1,250 1,250 Direct Services Provided 961 1,090 1,150 Total 2,211 2,340 2,400 Gender FY121 FY13 FY14 Male 614 780 820 Female 347 310 330 Ethnicity FY12 FY13 FY14 Hispanic 57 74 75 Black 467 533 560' Caucasian 358 402 425 Native American 6 7 5 Asian 5 9 10 Pacific Islander Other 68 65 75 Total 961 1,090 1,150' Age FY12 FY13 FY14 !0-5 74 67 70 6-17 58 66 70 i18-29 332 225 240 30-61 479 694 730 i62-75 181 36 40 175— Years 21 0 Geographic Location FY12 FY13 FY14 Johnson County (Combined, unduplicated) 529 655 690 Iowa City 428 465 490', Coralville 81 144 150 North Liberty 7 35 40 ©2013e-Clmpactcom .� FY15 Form Cl: Historical Balance Sheet (As ofAgencv's,iseal year-end) The auto -calculation on this form totals the columns in the section after the information is sm,ed. In order for any of the entries to deduct from the total, the number must be entered in as a negative number, using the "-" symbol. Current Assets FY11 FY12 FY13 Cash 168,101.00 181,663.00 303,775,00 Investments 0,00 0.00 0.00 iReceivables<90 days 0.00 0.00 180,308.00 iTotal Current Assets 168,101.00 181,663,00 484,083,00 Other Assets FY11 FY12 FY13 Property 3,773,127A0 4,003,617A0 3,858,351.00 Equipment 390,963.00 502,956.00 523,861.001 Less Depreciation -315,450,00 -479,995.00 -440,997,00 Receivables>90 days 0.00 0.00 0.00 *Other (describe). 880,134.00 1,192, 522.00 1,190,280.00 Cash resh acted for property and equipment 285, 485, 00 174, 417.00i 1 Construction in progress 8,970.00 Beneficial interest in assets held by Community Foundation 880,134.00 898, 067 00 1,015,863 00 Total Non-CunentAssets 4,728,774.00 5,219,100.00 5,131,495.00 Tots Currentl Assets 4,896,875.00 5,400,763.00 5,615,578,00 Total 14,354,423.00 15,838,963.00 15,878,568,00 Current Liabilities FY11 FY12 FY131 Accounts Payable 80200 802,00 27,229.00 ,Payroll Taxes Payable 16,46390 19,164.00 111,850A0! Contracts Payable 0.00 O.CO 0.t Mortgage Payable 0,00 0.00 0.00 Total Current Liabilities 17,265.00 19,966.00 139,079,00 Total 0.00 0.00 0,00 Other Liabilities FYI FY12 FY13 Mortgage Payable Balance 164,000.00 329,000.00 329,000,00 Other 0.00 0,00 0.001 Total Other Liabilities 0.00 0.00 0,00 Total Liabilities 181,265.00 348,966.00 468,079.00 Equity (Net Worth) 4,715,610.00 5,051,797.00 5,147,499,00 1 I Yv -;�„ © 2013 e-Clmpactcorn FV75 Form Cl c Historical Balance Sheet nthar l,jahilities - J — FYI) FY12 FYJ3 Liability +gg❑itY 4,896,875,00 5,400,763.00 5,615,578.W © 2013 e-Clmpact.com . yr 'r ..r "ra<lt" !I,'. ". FY15 Form C2: Agency Budget Please complete ALL information. If there is an item that does not apply to your budget or the value is zero, you MUST enter a 0" ire that box. DO NOT LEA VEAN ITEMBLANK. The columns have auto -calculation, but it does not auto -calculate until the information is saved Please save information often to activate the calculated fields, For the nerns that require itemization, click the link to enter specific information in the itemization form. Budget Type Indicate if Budget is: I = Agency Level Agency Revenues FY12 FY13 FY141 Coralville Funding 7,060.00 7,060.00 9,500.00 Iowa City Funding 36,500.00 34,510.00 48,513.00 Johnson County Funding 45,000.00 47,250.00 52,250.00 UWJC Allocation 59 979.00 59,979.00 67,490.00 UWJC Designations 18,323.00 13,417.00 15,000,00 Grams -Federal, State, Foundation 848,942.00 1,042,743,00 902,743,00 Membership Dues 0.00 0,00 0.00 Fees for Services 0.00 0.00 0,00 Sales to the Public/Contracts 221,759.00 307,850.00 427,850.00 FundraisingEvents 68,229.00 85,000.00 102,000.001 iContributions/Donations (including in- kind) 310,648.00 349,050.00 418,860.00 Imctrestand Investment Income 1,190,00 750.00 750.00 *Other 260,184,00 48,500M 48,500,00� Total 1,877,814.00 1,996,109.00 2,093,456.00 Expenses FY12 FYI FY14 Total Salary and Wages 828,425.00 886,415.00 921,870.00 Benefits 131,459.00 145,000.00 150,800.00 (Administrative 189,981.00 193,750,00 199,665.001 Occupancy 308,146.00 329,715A0 339,600.00 Other 416,305.00 450,320.00 477,340M Total 1,874,316,00 2,005,200,00 2,0892275.00�! ,,, _ ©2013e-Clmpact-com , e i,.t ls; FY15 Form C2: Agency Budget Fund Balance FY12 FY13 FY14 Revenue 1,877,814.00 1,996,374.00 1093,456A0 Carryover Balance From Prey Year 181,658.00 26,507,00 17,681.00 Total Operating Balance 2,059,472.00 2,022,881.00 2,111,137.00 Less Total Expenses 1,874,316.00 2,005,200.00 2,089,275.00 Ending Fund Balance 185,156,00 17,681.00 21,962.00 Less Restricted Balance 158,649.00 0.00 0.00 Carryover Fund Balance 26,507,00 17,681,00 21,862.00 Bd/Donor/Funder Restricted Funds FY12 FY13 FY14 *Bd/Donor/Funder Restricted Funds - please itemize 158,649.00 0.00 0,00 Change in beneficial assets held by Community Foundation 105,814.00 0.00 0,00 Anonymous G ji to Endowment Fund at Community Foundation 40, 000, 00 000 000 Close out Pledges to stew Facility Project 12,835.00 0-00 0.00 !Total 158,649.00 0,00 0.00 In -Kind Support FY12 FY13 FY14 SenicesNolunteers 88,835.00 90,650.00 92,465.00 Material Goods 82,972.00 84,630.00 86,320.00 Space, Utilities, etc. 0.00 0.00 0.00, Other 271,942.00 271,942.00 271,942.00' Total 443,749,00 447,222,001 450,727.00 Grants FY12 FY13 FY14 *Grants - please itemize 848,942.00 1,042,743.00 902,743,00 CDBG 54,147 00 000 0.00 CACFP 28,842 00 36,500.00 36,500.00 Emergency Food and Shelter 2,195.00 7,500.00 7,500.00 HVRP (DOL) 100,764.00 105,425.00 105,425.00 Emergency Solutions Grant 22,000,00 250,000.00 110,000.00 Veterans Affairs 179, 042 00 195, 000 00 195, 000.00 HUD SHP 461, 952 00 448, 318.00 448, 318. 00 (Total 848,942�00 1,042,743,00 902,743.001 ,_ + ., -:5(. G9 i_ 7 9) 2013 e-Cimpacteom Form D: Performance Measurement Effort Quantity: # of clients Description: How much will you do? (Number) i.e. # ofstudents served Measure: # of clients who received shelter Measure: #/%ofShelterHouse residents who are veterans Measure: # ofpeople who utilized only drop -in services (unduplicated across all programs) Measure: # of total people who utilized drop -in services Measure: # ofSTAR case management clients Measure: # ofpeople enrolled in the Homeless Veterans Reintegration Program per quarter Measure. # ofparticipants served in the Lodge program Measure. # of total Lodge members Measure. # ofpatients seen at the Shelter House Nurse Managed Clinic, total and unduplicated Measure: # of patients seen at the Shelter House dental clinic, total and unduplicated Measure. # ofparticipants in the Culinary Starts training -program Measure. # of total Culinary Starts graduates Quality. Client Common Aleasures (ratio) Descriptions How well will you do it? ft i.e. student teacher ratio Measure: % ofSTAR clients who increased skills and/or education through Shelter House programming Measure: % ofLodge clients who graduate frrorn the training program Measure: % o fCulinay Starts trainees who graduate from the training program Quantityr # of Activities Description. # of Activites (By type) i.e. # of classes of Measure. # of nights ofshelter provided Measure: # of loads of laundry, showers, and counseling offered through drop -in services Measure. #of Homeless Veteran Reintegration Program participants active in employment training activities such as compensated work therapy, the Lodge, and other internships Measure: # of volunteer hours provided at Shelter House Measure # ofpeople who volunteered at Shelter House Measure: # of nutritious meals served at Shelter House Measw-e # of nutritious meals served at MECCA and Four Oaks Qualin7 Activity Specic Measza�es (ratio) Description: How well will we do it? (%) i.e. percent ol'staff with a training certicate Measure: % of clients evicted due to violence at- illegal activity Measure: % of STAR clients that are jamilies- Measure % of Veterans participating in the Transitional Living Program Measure. % of Veterans participating in the Homeless Veterans Reintegration program Measure: Average wait time for a Lodge participant's non -routine psychiatric consultation Measure: % of Lodge participants using alcohol or illegal dmgs Measure. % ofprogranr income generated by the Lodge program Fresh Starts contracts Measure: O5 of program income generated by Culinary Starts contracts and catering Effect Quality: Change in Behaviors or Conditions (Ratio) Description: I37hat is the quality of change in Behavior or Condition? (vN Changes in Knowledge, Skill Level or Attitude, 1.e. percent of sutdents that graduate on time Measure: Average length ofshelter stayfor non -transitional livingprogram participants Measure: % of STAR clients who moved to more permanent housing Measure. %ofSTAR clients employed at exit Measure: % of STAR client with a source of income at exit Measure.' % ofclients who appliedfor and received SSI/DI Measure, # of enrployrnent placements' for participants in the Homeless Veterans Reintegration Program Measure: % of Lodge graduates who enter the Lodge with adequate income for room and board Measure: Average % of medication compliance far Lodge trainees and members Measure: Average weekly number of paid work hoursfor Lodge trainees and members Measure.' % al Lodge trainees and members hospitalized monthly Measure: # of Culinary Starts trainees who passed the Se"Safe exam Aleasure: % of Culinary Starts graduates who were employed at graduation 2013 e-Clmpact.com P'i d- LJn itcl Vc or y'o FY15 Joint Funding Application General Information Agency Name Executive Director Name Board President Requestor Phone Email United Action for Youth Jannette Tavlor Shannon Christensen Jannette Taylor (319) 338-7518 x111 Jannette.taylor@mritedactiorrjotyoutli. org Address P.D. Box 892, lowa City, , 52244, USA. Website ivww.unitedactionjoryouth.org Agency Mission Statement The mission of United Action jmr Youth: Nurturing the potential of all youth to create, grow and lead Number of Years in Operation 43 Year Org Established 1970 2020 Vision Goals for the Common Good Please indicate Goal(s) that your agency supports: Income No Education yes Health Yes United Way Request for Funding United Way: Request for Funding FY15 76,000 Total Budget (United Way) 1,750,000 United Way: % of Total Budget Johnson Countv Request for Funding Johnson County: Request for Funding FY15 & 16 120,000 Total Budget (Johnson County) 1,750,000 Johnson County: % of Total Budget 6.86 For funding from Johnson County, please indicate category(s) that best describe your service areas: Services that enhance family and child well being Yes Services that provide for basic human needs such as food, shelter, safety, crisis intervention Yes Health Services Yes Iowa City Request for Funding Iowa City: Request for Funding FY15 72,000 Iowa City: Total Budget 1,750,000 Iowa City: % of Total Budget 4-11 0 2013 e-Cimpact.com Pauc 1 of 13 Coralville Request for Funding Coralville: Request for Funding FY15 10,000 Coralville: Total Budget 1,750,000 Coralville: % of Total Budget 057 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 100 teens who have been child abuse victims, These teems need counseling, support and other services to return home safely or to heal from past trauma with treatment. In recent years there have been over 100 pregnant and parenting teens served by UAY each year. There is a need for these teens to learn effective parenting stay in school, establish support nebvorks for themselves and become participants in the workforce. The Iowa Chy Schools and other area schools have documented the need fbr many students to over come barriers to learning. For some of these vouth, rnentm-ingprograms are helping them, others need after school and community support to assist them in their education. The number ofyoung people with some needs for early counseling to address mental health issues has risen in recent years. The Iowa City Schools has established a baseline of mental health needs of children in the schools, sufficient to warrant a major federal grant to support expanded services. There are many factors that contribute to some ofthese problems. Lack afservices for teens outside ofschool and the general lack n f easy access to mental health services for teens is contributing to the request for UAY to provide counseling. Economic stress and prior exposure to violence contributes to youngpeople suffering from child abuse or running mvay or being horeless. Lack of information about teen sexuality or the demands of being a parent contribute to teen pregnancy. There is also a need to offer creative and exerting ways for young people to connect to the community. A national study by the Academy for Educational Development reports that there is a $10 return on every dollar invested in youth development. Youngpeople 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 / or services of the Agency that are provided to Johnson County residents that address that need. One service is 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 ofabusel rime, runaway and homeless youth or those seeking assistance with mental health issues, Individual and group counseling is provided at UAY, in home, schools and community settings. Counselors rotate on call 24 hrs/day to provide crisis intervention and in -person help to runaways & youth in crisis. The UAYTrauma Education Project began in October 2012 with fundingfrom Decor. The project increases accessibility to mental health care for youth who have experienced trauma, and theirparents. Trauma is broadly defined to include one- time events or ongoing experiences. The service is available within afew days, is delivered to the youth at a location of their choice, and is free of charge. Education is provided by, a licensed therapist specifically trained and certified as a Crime Victim Assistance Counselor, The Teen Parent Program provides counseling, support, skill building, advocacy, health services, and other assistance to pregnant and parenting teens and their infant children StajJ helps teen mothers and fathers to improve parenting skills, provide counseling in -home, offer weekly groups and respite childcare. A nurse practitioner provides health services; well - baby care: promotes wellness activities and assists pregnant and or 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 wary and connect to the community through healthyyouthladultpartrnerships;preventing substance abuse, delinquency, school failure, teen pregnancy and otherproblems faced in adolescence. A location for YD is the Youth Center, an innovative arts environment offering communication arts, traditional arts and the use oj'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. Staffprovides support and counseling and instruction in various arts activities. }D activities are offered at several school and community sites including Solon, North Liberty and neighborhoods assisting with after -school programs. An Academic Mentoring Program with the Iowa City schools includes UAYcase managers to assist students and mentors The AMP staff assists youth in improving their connection to school and academic success. .. - _. _. f :u, © 2013 e-Clmpact-com F4C 2 �r <g 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 UAY programs are primarily targeted at teens and their families. For several programs, younger children are served, such as in after -school programs and the Kids First divorce workshop. The Teen Parent Program also serves the infants and small children oirteen parents. As described above some of the teens are remaway ar horeless youth; some are prior victims of abuse; some are students having difficulty at school; some are yozeng people who are leaving challenges with their peers. In the youth development program UAY's target is all youth. that is any young person G2-18) is eligible to participate in many of those programs. One of the strengths of serving this range of clients is that participants with marry talents serve as role models for youth who are trying to gain new skills. It also reduces stigma for youth who have been victims, because they are blended in and indistinguishable from other youth using UAY. Most of the youth who receive counseling also are involved in youth development. Financial Management You must complete the Historical Balance Sheet Form Cl and the Budget Form C2, in addition to the questions below Below, you will only need to answer the questions for the entities from which you are applying forfunding. 4. In detail describe the Agency need for funding from: City of Iowa City UAY uses local funds to match several state andfederal grants, generating S700, 000 In additional funding support for programs in Johnson County. In addition local funds help augment services at the Youth Center and support counseling for persons not eligible as vietnns or runaivays. The f onds give UAY the capacity to provide crisis intervention to youth and families on a 24 hour/day basis as well as respond to emerging counseling needs that develop such as changing community demographics or an mrezpeeted traumatic event. Local fimds also help pay for the operating costs for the Youth Center and the Family Semee Center. With few exceptions, many of UA Y's state andfederal grants have remained at the same level offending for over ten years, while local support has decreased by 37, 000 this past fiscal year. At the same time UAY's operating costs have increased each year including transportation costs, utilities, and the costs 0- effective computer and it? rm000n technology. Salaries at UA Y have not increased by more than 2%for a fe-w years and there was an across the board cut in salaries three 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 benefits. The increases sought in local funding will help meet these increased costs and enhance U,4Y's ability to leverage additional federal, state, and private grants to provide for the needs of young people and families in Johnson County. The funding esrpport 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. (Health) Our programs also help the financial stability offamdlies of teen parents. 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) specifically addresses the goals cited in the 2011-2015 CITY STEPS Plan (www.icgov.orglacfionplan, pages 91-94). UAY is responding to the City Steps need for services for youth that help focus on crime prevention, child care, youth services, life skills, substance abuse services. metal health services, and employment training. This is a high priority in the City Steps plan. It? addition CA is helping with transitional housing for runawm-, and homeless youth and pregnant and parenting teens, 4b. Tell us how your agency (or program) addresses the established priorities in Iowa City's Strategic Plan? Please identify the priority(s). (www.icgov.org/strategieplan) The five priorities of the Iowa City Strategic Plan are; Economic and Community Development, Development of the Downtown and near Downtown areas, Neighborhood Stabilization, a Strong and Sustainable Financial Foundation and Coordinated Communication and Customer Service Orientation. UAYspecifically addresses Economic and Community Development, Development of the Downtown and near Downtown areas and Neighborhood Stabilization. Economic and Community Development UAY is a medium sized employer. Through our Employment Ready services for youth and young adults, ice are helping build a stronger, more p-epm-ed workforce. With Community Development Block Grant funds, UAY was able to reinvest in the downtown area by purchasing the UAY Youth Center property and our Transitional Living Program located in near downtown. Development of the Downtown and Near Downtown Areas: UAYhas purchased all of its property in downtown Iowa City and near North downtown Iowa City, UAY understands the importance of being strategically located in the heart of the city and making our services easily accessible to the young people we serve and their families. All of our properties are located on or near a bur line and we promote the use ofpublic transportation with all our clients. Neighborhood Stabilization: UAY has a Community Youth Leadership Program (CYLP) that is comprised of young people from various neighborhoods in Johnson County. These youth come together every month throughout the school year to discuss issues affecting the community. They have local business owners mad government officials present on an array of topics. These students then collaborate with UAYstaffand volunteers to create, develop and implement three service learningprojects that will target various neighborhoods throughout the city. __ r, © 2013 e-Clmpactcom r 3 of 1 4 5. In detail describe the Agency need for funding from: City of Coralville UAY uses local fiends to match several state and federal grams, $700, 000 in additional funding support for programs in Johnson County. In addition localfunds help augment services at the Youth Center and support counselingIor persons not eligible as victims or runaways. The funds give UAY the capacity to provide crisis intervention to youth and families on a 24 hour/day basis as well as respond to emerging counseling needs that develop such as changing community demographics or an unexpected traumatic event. Local funds also help pay for the operating costs for the Youth Center and the Family Service Center. With few exceptions, mare, of UAY's state andfederal grants have been at the same level off coding for over ten years, while local support has decreased by 5 7, 000 this past focal year. At the same time UAY's operating costs have increased each year including transportation costs, utilities, rents for teen parents, and the costs for effective computer and information technology, Salaries at UAY have not increased by more than 2%for a few years and there was an across the board cut lit salaries three years ago to reduce the deficit Benefit costs have also risen, and again U9Y has had to increase the staffs share of health insurance costs and reduce other benefits. The au rouses sought in local,fundingwill help meet these increased costs and enhance U,4Y's ability to leverage additional federal, state, and private grants to providefor the needs a youngpeople andfamilies nt Johnson County. The an in support will have a direct bearing on helping decrease preparation gaps for school and iaork among youth (Education Goal); and increase the number of children and adults who are healthy and avoiding risk behaviors. (Health) Om programs also help the financial stability ofjamihes of teerr parents. 6. In detail describe the Agency need for funding from: Johnson County UAYuses local funds to match several state andfederal grants, $700,000 in additionalfuredingsupportforprograins in Johnson County. In addition local funds help augment services at the Youth Center- and support counseling for persons not eligible- as victims or runaways. The finds give UAYthe capachy 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 funds also help payfor the operating costs for the Youth Center and the Family Service Center. With few exceptions, ninny of UAY's state and federal grams have been at the same level of firndingjor over ten years, while local support has decreased by $7,000 this past fiscal year. At the same time UAY=s operating costs have increased each year including transportation costs, utilities, rents for teen parents, and the costs for effective computer and information technology. Salaries at UAY have not increased by more than 2%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 benefits. The increases sought in local junding will help meet these increased costs and enhance UAY's ability to leverage additional federal, state, and private grants to provide for the needs ofyoung people and families in Johnson County. The finding support will have a direct bearing on helping decrease preparation gaps for school and work among youth (Education Goal); and increase the muncher a children and adults who are healthy and avoiding risk behaviors. ("Health,) Our programs also help thefinancial stability offamilies of teen parents. 7. In detail describe the Agency need for funding from: United Way UAY has been in existence jor over 40 years Without the gracious support of donors, grant funding andjiunds provided by United Way, we would not be able to provide the variety ofservices to our Youth and families. We use a large majority of United Way funds received to help our organisation provide more youth andfamily counseling and our Trauma Informed Care program. United Way funding allows UAYto continue providing services throughout the greater Iowa City and Coralville metro areas. 8. What public entities has your organization sought funding from in the last year? Within the last year, UAY has sought funding fi,orn the following public entities; the Iowa Department of Public Health, Iowa Department ofHealth and Human Services, Iowa Attorney General's office, Iowa State Extension- AmeriCor ps, Iowa City Community School District, Iowa Department of Education, Iowa Criminal and Juvenile Justice Agency, Iowa City, Johnson Countv and Coralville Iowa. 9. From who do you receive ongoing funding? UAY receives funding fi-om following entities; the Iowa Department of Public Health, Iowa Department ofHealth and Human Services, Iowa Attorney General's Office, Iowa State Extension- AmeriCorps, Iowa City Community School District, Iowa Department of Education, Iowa City; Johnson County and Coralville Iowa. © 2013 e-Clmpact.com 10. If the local 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 localfunds, UAY would be unable to sustain several of its federally funded o- state junded programs. CAYwould have to discontinue the Crime Victim program; Sweet Outreach and program for runaway youth; the Transitional Living Program that serves homeless youth & teen parents; the Community Pregnancy Prevention Program; and the IA Depi of Public Health Youth Development program. These programs have multi -year funding support that is jor at least 3 years, so the impact would include a loss of.fonds 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 finding. UAY's overall ability to operate would be significantly reduced because local finds support out- ability to have a basic service capacity. The overall impact would be a dramatic loss of support and intervention to help youngpeople andfamilies respond to the challenges they face. A likely impact would be an increase in juvenile crime, added health costs from not helping teen parents, and poor student perjormance in school due to increased barriers to learning. The decrease of some federal f ads and reductions in state funds the past two years has had an impact on services, but despite these reductions, local support helped maintain UAY's level of effort far both counseling &youth development. 11, Do you have a fee structure for services? If yes, please explain UAY does have fee jor service for some programs. Those programs include Therapy, and Counseling, Kids First, School of the Arts and Community Youth Leadership Program. The Therapy and Counselingprogram services youth andfamilies in the communities. The fee for this program varies, we do bill third party. For fami&es with insurance coverage, they are responsible for their copay amount designated by their insurance. Noninsuredyouth andfamilies are still served through this program, We charge a $75 fee for their first appointment and $50 for each additional appointment thereafter. Some families who are not able to pay the set amount are able to receive services through other findingsources UAY has available if they meet the specified grain criteria. The majority off imilies are able to pay, however no one is denied services for inability to pay. The Kids First program is provided,for children of divorcing parents. The courts refer families to UA Y and we assist them in helping their child understand what is happening to their family clmamic and helps parents focus on the children involved as the priority. This year the courts have approved UAY to charge families participating in the program a fee of up to $50. UAY's School of the Arts program provides art workshops and sessions to students throughout the city. This program charges $100 for participants. The Community Youth Leadership Program charges a fee for $100 for youth participating in the sessions. Some scholarships are available for both the School of the Arts and Community Youth Leadership Program. 12. How will local funding help leverage other revenue for Agency? UAY has consistently used local finding to leverage federal, state, and private resources that assist young people and families. It? thepast this has included securing support for two distinct national demonstrations for the Teen Parent Program in the 1990s and the Positive Youth Developinentproteetfrom 2004-2009. UAY also collaborates with other Johnson County providers such as MECCA and the Iowa City sohools to leverage state and federal demonstration efforts, such as the Substance Abuse Coalition, the Academic Mentoring Program, and the Safe Schools Healthy Students initiative. Among the grants requiring local match that are included in the proposedfunding year are: Basic Center for Runaway and Homeless Youth; Transitional Living Program for older homeless youth andparenting teens; the Street Outreach Program; Victims of Crime Assistance Act (VOCA) support for child abuse and crime victims; the AmeriCorps 4-H Outreach Program with Iowa State University: Community Adolescent Pregnancy Prevention Progran; afederal capaeit], building opporooaty, an anonymousfoundatiot youth development project; and a federal expansion ofservices to victims. UAYalso consistently blends funds from other local initiatives such as thosefunded by Empowerment or De -categorization with other local, state and federal funds in order to enhance howfunds are leveraged UAY takes advantage offederal Command' v Development Block Grantfunds from Iowa Cit3� to support services and space needs, During the founding year 2013, that included using $350,000 b? Iowa City CDBGfunds to acquire additional housingfor teen parents and homeless youth. 12a. If other funds are currently being leveraged using Johnson County Block Grant funds, please identify the source of funding, dollar amount leveraged and the purpose of the funds (service provided). Much of this question is answered earlier in general terms. UAY specifically relies on the county as its prince match source for its grarntsfor Victims of Crime Act program, The Basic Center for Runaway and Homeless Youth, The Transitional Living Program, the Community Adolescent Pregnancy Prevention Program, and the AnneriCorps grant. Last year nearly$ 50,000 of the county block grant allocation to CAYwas used as cash nnatch to these programs. Thesefands will continue to be used as a match. , -.!'" 3PMC3T 9)2013e-Clmpact.com r+re5a Y3 Agency Accomplishments The United Way and Local Governments work toward making our community a better place to live. Through the 2020 Vision Goals for the Common Good, we wit measure our progress towards improving community, conditions, Please complete the Performance Measurement Form (Form D) in addition to tite question below. On Form D, please provide the Performance Measurements that will be used by the Agency to measue results of services. You need to enter projected outcomes, not outcomes that you have already achieved. YOUR APPLICATION WILL NOT BE COMPLETE WITHOUT FORMD. 13. Please provide specific outcomes/performance measures your organization achieved in FY13. How are people/conditions better because of the services you provided? UAY has had signifmant impact to the lives af'our youth and families through all ol'ourprograrm. An example would be our Academic,Wentorirag Program (AMP), AMP: Tommy is a high school student who was matched with a mentor in the fall of 2012. Tommy moved to the Iowa City area within the past year after living on the west coastfor oneyear, and living in Africa before moving to the U.S English is Tommy's second language, and Tommy lives with his parents and several siblings. Tommy meets with his mentor, Jake, once a week IfTornrrty has homework that he needs help with, he will ask Joke for help, otherwise Tommy enjoys playing Scrabble with Jake. Tommy was quiet when he first started meeting with Jake, but now Tommy s face lights up when he sees Jake and Tommy is able to easily carry on conversations with Jake. Tommy earned a 3.5 GPA during the second trimester of school and a 3.33 GPA during the third trimester. Tommy and Jake both enjoy meeting with each other; for Tomrny, meeting with Jake is a ivay for Tamnry to have the additional academic and social support of a caring adult, a chance to practice his English, and somethingfor Tommy to lookforward to every week For Jake, meeting with Tommy is a fun way for Jake to spend one hour a week investing in the life of a young person. Outcomes FY2013; • 100% of Youth Center events are planned and implemented by youth participants • 98% ofyouth involved in positive youth development activities feel that staff listen to what they have to say • 80% of staff have been trained in trauma informed cure • 1000- offamily support workers are certfied as Parent As Teacher educators • 70% of counselors are certified as Crinne Victim Assistance Counselors • 63% of therapy clients also participate in positive youth development activities • 98% ofyouth and parents participating in diversion programs view therm as increasing their understanding of the problem and how it of the community • 68% of children of teen parents are screened for developmental delays • ,—,100% of Teen Parent Family Support workers have a caseload of less than twentyfamilies • 100% of families requesting counseling services receive the service- regardless of -their ability to pay 92% of therapy clients rank sessions as very helpful • 97% of males participating in conflict resolution skill building groups report that they make better decisions after completing the group • 98% of :youth who participate in positive youth development activities report the program has helped them learn that they can do things they didn't thinkthey could • 80% afyouth in prevention activities report that they are better at telling others about their ideas and feelings because of attending the program • 9151 ofyouth development participants feel their participation has helped therm inject good about themselves • 6545 of therapy participants experience a significant reduction in disruptive symptoms by termination • 92% of males completing conflict resolution skill -building groups did not have another juvenile arrest (3rd/4th quarter on)y) • 92% of youth who participate in UAY diversion programs did not commit another theft (3rdl4th quarter only) • 95°0 (19 of 20) of all babies born to teen parents served prenatally were at a healthy weight of 5, 8 pounds or higher 96% (114 of 119) of teen parents enrolled in the Peen Parent program do not have a subsequent birth • 100°b of children in the Teen Parent program are immunized ? i .:,,5"f ©2013e-Clmpact.com FY15 Form A: Agency Salaries & Benefits Please provide the information jor employees in your agency. Ijyou 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 ijthe position has paid leave, Health Insurance or Retirement by playing a 7 "" in the box if the position receives that benefit. Please provide the information for employees in your agency. 1f 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. Position Paid Leave Health Ins Retiremen tPlan Average Salary FTE (Last Year) FTE (This Year)Year)! F rE (Nest Executive Director/ President/ CEO L00 1,00 1.00 75,000.00 1.00 1,00 1.001, Director of Operations /COO Director of Development 1.00 1.00 1.00 32,000.00 0.60 0,50 0.50 Program Director / Manager Director of Community Intervention Assistant Teacher Administrative Assistant Advocate L00 ],00 1.00 38,000.00 3.00 2,00 3.00 Assistant Coordinator 1.00 1,00 1,00 41,000.00 3,00 3,00 3.00 Assistant Director 1.00 1.00 1.00 58,000.00 1.00 0,80 1.00 Business Manager 1.00 1.00 1.00 41,000.00 1,00 1.00 1.00 Case Manager 1.00 1.00 1.00 35,000.00 11.00 8.00 10.00 Clerical Staff Clinical Services Manager �/ Director Loo 1.00 1.00 52,000,00 L00 1.00 1.00 Clinical Support Maintenance! Repair 1,00 1,00 1,00 16,000,00 1.00 1.00 1,00 Office Assistant 1.00 1.00 1.00 34,000,00 2.60 2.00 2.00 Program Coordinator Receptionist Services Coordinator Transportation Manager / Director -Other 2.00 2.00 2,00 77,000.00 325 3.50 3.50 Health Educatot 100 10O Loft 35,000.00 100 1.00 1.00 Therapist too 100 100 42,00000 225 2.50 2.50 Total 12 12 12 499,000 28.45 23.80 27i t 2, c - , ,. 7 OO 2013 e-Clmpacteom , , of I FYI Form B: Agency Demographic Provide the Agency summary of clients served during last two years and one projeetedyear. Lfyour Agency does not have a client count for arty of the categones, please ender 0" in that box. DO NOT LEAVE ANY BLANK. (unduplicated client count) FY 12 FY 13 FY 14 Information/Education Provided 2,676 2,800 2,900 Direct Services Provided 2,676 2,800 2,900 Total 5,352 5,600 5,800 Gender FY121 FY131 FY14 Male 1,070 1,100 1,150 Female 1,075 1,100 11150 Ethnicity FY12 FY13 17114 Hispanic 256 300 325 Black 482 500 510 Caucasian 1,163 1,200 1,300 Native American 7 7 7 Asian 32 40 40 Pacific Islander 0 0 0 Other 205 143 170 Total 2,145 2,190 2,352 Age FY12 FY13 FY14 0-5 107 105 105 6-17 2,145 2,200 2,300 18-29 212 240 270 130-61 212 240 2501 62-75 75- Years Geographic Location FY12 FY13 FY14 �IJohnson County (Combined, Lmduplicated) 2,220 2,400 1500 Iowa City 1,576 1,700 1,850 Coralviile 251 300 300 North Liberty 203 250 275 ©2013e-Clmpact.com .;;"s i �1!tJU 1� Cq 1 ' t �l iUii FY15 Form Cl: Historical Balance Sheet (As ofAgency's fiscal year-end) The auto -calculation on this form totals the columns in the section after the information is saved. In orderfor any of the entries to deduct from the total, the number must be entered in as a negative number, using the "-"symbol. Current Assets FY11 FY12 FY13' Cash 17,183.00 22,743.00 15,229,00 Investments 0.00 0.00 0.00 Receivables<90 days 138,656.00 110,145.00 152,927,00 Total Current Assets 155,839,00 132,888.00 168,156,00 Other Assets FYI FY12 FY13, iPrope rty 1,172,488.00 1,172,489.00 1,520,481.00 Equipment 346,499.00 341,340.00 361,161,00 Less Depreciation -736,406.00 -790,001.00 -862,275.00 Receivables>90 days 0.00 0.00 0.00, *Other (describe): 6,088.00 0.00 0.00 prepaid insurance 6,08800 Total Non -Current Assets Tots Currentl Assets 155,839.00 132,888,00 168,156,00 Total 944,508.00 856,716.00 1,187,523.00 Current Liabilities FYI FY12 FY13 Accounts Payable 30,190.00 19,531.00 11,326.00 Payroll Taxes Payable 5,136.00 4,101.00 4.657,00 Contracts Payable 0.00 0.00 0.00 Mortgage Payable 0.00 0.00 0.00 Total Current Liabilities 35,326.00 23,632.00 15,983.00 Total 0.00 0,00 0.00 Other Liabilities FY11 FY12 FY13 Mortgage Payable Balance 664,350.00 847,876.00 1,178,586.00 Other 346,740.00 163,664.00 230,585.00 'Total Other Liabilities 1,011,090.00 1,011,540.00 1,409,171.00 Total Liabilities 1,046,416.00 1,035,172.00 1,425,154.00 Equity (Net Worth) -101,908.00 -178,454.00 -237,631.00, Liability + Equity 944,508.00 856,716.00 1,187,523.00 1` ,. ©2013e-Clmpsd.ccm ��,� FY15 Form C2: Agency Budget Please complete ALL information. If there is an item that does not apply to your budget or the value is zero, you MUST enter a 0" in that boa. DO NOT LEA VE ANITEMBLANK. The columns have auto -calculation; but it does not auto -calculate until the information is saved. Please save- information often to activate the caleulateditelds. For the items that require itemization, click the link to enter speck information in the itemization form. Budget Type Indicate if Budget is: l = Agency Level 2 = Program Speck Agency Revenues FY12 FY13 FY14 Coralville Funding 3,500,00 3,500.00 3,500.00 ilowa City Funding 60,000.00 60,000.00 53,000.00 Johnson County Funding 107,000.00 107,000.00 107,000.00, UWJC Allocation 66,178A0 60,179.00 66,178.00I UWJC Designations 6,222.00 5,836.00 6,000.00 Grants -Federal, State, Foundation 1,171,951A0 1,224,874.00 1,081,272.00 Membership Dues 0,00 0.00 0.00 Fees for Services 98,224.00 141,665.00 145,000M Sales to 0te Public/Contracts 0.00 0.00 0.00 Fundraising Events 28,968.00 40,489.00 60,500.00 Contributions/Donations (including in- kind) 2$02L00 30,495,00 22,500.00' Interest and Investment Income 0.00 0.00 0.00 *Other 5,457.00 8,192.00 11,500.00 Total 1,569,521,00 1,6881229,00 1,556,450.00 Expenses FY12 FY13 FY14 Total Salary and Wages 1,016,087,00 1,041,349.00 949,443.00 Benefits 239,490M 246,392.00 232,633.00 Administrative 24,075,00 18,664.00 17,600.00 �Occupancy 97,071.00 79,755.00 80,000.001 Other 291,256.00 361,771.001 322,100.00 Total 1,667,979.00 17747,93 L00 1,601,776.00 Li._ .5,.,_ (t 2013e-Clmpact.com FY15 Form C2: Agency Budget Fund Balance FY12 FY13 FY14' Revenue 1,569,521.00 1,688,229,00 1,556,450.00 Carryover Balance From Prev Year -129,116,00 -227,574.00 -287,276.00 Total Operating Balance 1,440,405.00 1,460,655.00 1,269,174,00 Less Total Expenses 1,667,979.00 1,747,931.00 1,601,776.00 Ending Fund Balance -227,574,00 -287,276.00 -332,602.001 Less Restricted Balance 0,00 0.00 0.00 (Carryover Fund Balance -227,574.00 -287,276.00 -332,602.00 Bd[DonorlFunder Restricted Funds FY121 FY13 FY14 BcliDonor/Funder Restricted Funds - please itemize 0.00 0.00 0.00 Total 0.00 0.00 0.00 In -Kind Support FY12 FY13 FY14 ServicesNolunteers 128,655.00 123,204.00 126,075.00 Material Goods 7,500.00 6,500.00 6,500.00'i ,Space, Utilities, etc. 0.00 0.00 0.00 Other 0.00 500.00 1,000,00 Total 136,155.00 130,204.00 133,575,00 Grants FY12 FYI FY141 [*Grants - please itemize 1,171,951.00 1,224,874.00 1,081,272.00 Federal Runaway & Victim 521,185 00 531,460.00 527,500 00 Youth Developrvent&Prevention 397,89900 483,338-00 261,170-00 Teen Parent 252,379.00 181,661,00 291,60200 AmeriCorp & Other 488.00 28,415.00 1,00000 Total 1,171,951.00 1,224,874.00 1,081,272.00 r t __ a , (,g ©2013 e-Clmpacteom i i l l „o: ._.=b-1 it .g f'Q V gftr Form D: Performance Measurement Effort Quantity: #ofClients Description: How much will you do? {Number) i.e. # ofstudents served Measure: •# Youth all programs 1625 •#Babies of teen parents 109 •# ofParents in counseling 387 •# Youth in counseling 744 •# Youth in Youth Development activities 1,349 •# ofpreguant & parenting teens 119 •# of victims of crime served 294 •# of runaway/homeless youth 102 •# gfyouth in divorce groups 103 •# ofyouth in leadership program 34 •4 ofsign-ins during Youth Center drop -in 4,231 •# youth with an Academic Mentor 60 Measure: # of minority males in conflict resolution skill -building 36 •# ofyouth volunteers 50 •# ofyouth receiving health education •# of youth in substance abuse education workshops (Lifes-kills) 80 •# ofyouth in Community Youth Leadership Program (CYLP) 30 -# of youth receiving health education 1, 000 Quality: Client Common Measures (ratio) Description. How well will You do it? r'%) i, e. student teacher ratio Measure: •100% ofyouth Center events are planned and implemented by youth participants •98% of youth involved in positive youth development activities feed that staff listen to what they have to sqV •80% ofstafj'have been trained in trauma ntjormed care •100% offamily support workers are certified as Parent As Teacher educators •70% of counselors are certified as Crime VictimAssistance Counselors •63°0 of therapy clients also participate in positive youth development activities lvleasmre •98% ofyouth &- parents participating in diversion programs view them as increasing their understanding of the problem & how it affects the community •43 % ofTPP clients receive services from a licensed Pediau-ic Nurse Practitioner •68% of children of teen parents are screened for developmental delays •100% of Teen Parent Family Support workers have a caseload ofless than 20 families •100% offvnilies requesting counseling services will receive the service regardless of their ability to pay Measure:-92% of therapy clients rank sessions as very helpful •97% ofnrales participating in conflict resolution skill-buildnggroups report that they make better decisions after completing the group •70% a(students in the Academic Mentoring Program are hatched to an adult mentor •100% ofyouth in evidenced -based health education workshops receive information to improve their sexual health Measure. •100% ofyouth in substance abuse education workshops learn decision -making and refusal skills -100% of leadership participants will learn about community economics, healthcare, arts1culture and sustainability, -. © 2013 e-Clmpacteom , Form D: Performance Measurement Quantity.itofActivities Description: # oj'Activites (By type) i.e. # of classes of A9easure. TEENPARENT Horne visits hrs. 778 Parent Skill Training hrs: 1660 Group contacts: 283 Comimauty Referrals: 115 Health services by Pediatric Nurse Practitioner: 478 ALL PROGRAMS Skill Building: 11,480 sessions Counseling: 5,727 sessions Family counseling: 953 sessions Crisis Intervention: 112 contacts Advocacy: 1627 contacts Kids First (divorce) classes: 22 Measure: YOUTHDEVELOPAIENT Arts Projects completed 1000 Music Projects completed.' 251 Band Shows & Art Exhibits: 9 Solon Youth Center nights: 29 Community Youth Leadership Program Sessions. 70 hours Quality: Activity Specific Measures (ratio) Description: How well will we do iP (%) i.e. percent ofstgfjwith a training certificate ,Measure: 98% of youth who participate in positive youth development activities report the program has helped their learn that they can do things they didn't think they could 80% ofyouth in prevention activities report that they are better at telling others about their ideas and feelings because of attending the program 91 % ofyouth development participants feel their participation has helped therm to feet good about themselves 12% of participants disclose that they have been victims of a crime Heasure: 45%ofall youth participants agree to participate in counseling 90% of therapy participants wil/fully engage in the counseling process 65% ofther-apy participants will experience a significant reduction in disruptive symptoms by termination 92% of'males completing conflict resolution skid -building groups will not have a juvenile arrest (3rdl4th quarter only) 92% ofyouth who participate in UAY diversion programs will not commit another theft (3rd/4th quarter only) Measure: 100% of teen parent children with a developmental delay will be referredfor more comprehensive assessment 95% of all babies born to teen parents served prenatally will beat a healthy weight of'5.8 pounds or higher 96eb of teen parents emrohed in the Teen Parent program will not have a subsequent birth 100% of children in the Teen Parent program will be immunized 904 ofAMP seniors graduate with their class Measure: 900 ofyouth completing health education will report knowing how to prevent pregnancy and STI transmission 80% of sudenis in substance abuse prevention workshops will indicate an improved ability to make their own decision about drug and alcohol use, regardless of their friends' choices 90's ofyouth completing the leadership program will repoYfeeling better connected to the community and be able to identify at least one way they can make a positive impact in the community _ © 2013 e-Clmpect.com 3 of