HomeMy WebLinkAbout2000-11-21 Info Pkt. of 11/16 CITY COUNCIL INFORMATION PACKET
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~//~;,.:~,~ November 16, 2000
I MISCELLANEOUS ITEMS
IP1 Memorandum from Mayor: CDBG Funding Hearings
IP2 Memorandum from City Manager: Williams Pipe Line Petroleum
Releases and Their Impact on the City's Peninsula Collector Wells
IP3 Memorandum from City Manager: Community Events Advisory
Committee
IP4 Memorandum from City Manager to Acting Traffic Engineering Planner:
Evaluation of pedestrian crossing signal at the intersection of U.S.
Highway 6 and Broadway Street
IP5 Memorandum from City Manager to Johnson County Board of
Supervisors: Jail Proposal
IP6 Memorandum from Assistant City Manager: Collective Bargaining
IP7 City Council Report: Wastewater Treatment and Collection Facility
IP8 Memorandum from Customer Service Manager to City Manager: Utility
Discount Program Statistics - Fiscal Year '99 Total, FY '00 and '01
Monthly
IP9 Memorandum from Chief of Police to City Manager: Iowa Pledge
Program
IP10 Memorandum from Associate Planner: Subdivision Inventory
IP11 Memorandum from Leaf Rake Committee: Leaf Rake Day 2000
IP12 Letter from Carol DeProsse: KXIC Jail Talk
IP13 Letter from Carol Deprosse: Drug War Stuff
IP14 Gazette Article: Leaf Pickup
IP15 Information from Council Member Pfab: Getting A Car From Beyond
Welfare "Wheels To Work" Program
Memorandum from City Clerk: Information Packet for November 23
Memorandum from City Manager: Out of Town
Memorandum from City Manager: Community Event Funding -
FY2001
Memorandum from Parks & Recreation Director to City Manager: City
Park/Riverside Festival Stage
November 27, 2000 Information Packet (continued) 2
FY02 Human Service Agency Funding Requests (Council packet
only)
City of Iowa City
MEMORANDUM
Date: November 14, 2000
To: City Council /L,/
From: Mayor Lehman
Re: CDBG Funding Hearings
As you are aware, Council member Kanner is unable to attend the first night of hearings on the
distribution of CDBG funds. Because of the importance of these hearings I do believe it is
necessary that the Council committee of Dee Vanderhoef and Steven Kanner attend all of the
hearings in fairness to all of the agencies making presentations and requesting funding.
Mr. Kanner has a prior commitment and apparently cannot change that commitment. In view of
this I would appreciate the Council's concurrence in appointing Mike O'Donnell to attend the
upcoming meeting. This will serve to continue to reinforce our support for the Committee's work
by having two Council members attend. I would remind members of the Council that the
business of City Council is important to all of us collectively in that we rely on our Council
colleagues to advise us on important issues such as CDBG funding. If you cannot fulfil the
commitment to one of the City Council committee assignments, particularly if it is a scheduling
conflict of your own making, please let us all know. Council assignments are an important part
of City business and require the full attention of Council members.
cc: City Manager
Director of Planning and Community Development
Mgr/mem/cdbgdoc
City of Iowa City
MEMORANDUM
Date:November 9, 2000
To:City Council
From:City Manager
Re: Williams Pipe Line Petroleum Releases and Their Impact on the City's Peninsula Collector
Wells
Early this summer, Williams Pipeline Company (WPC) notified Iowa City water personnel of a
petroleum release from their Coralville petroleum storage facility. The release flowed south several
hundred feet to within approximately one mile of the peninsula collector wells, which are located in the
shallow sand and gravel deposits adjacent to the Iowa River.
The Department of Public Works is concerned the petroleum release may adversely impact the
shallow sand and gravel aquifer, and thereby affect ground water quality and/or pumping capacity of
the collector wells.
In order to determine what impact, if any, the WPC petroleum release will have on the sand and
gravel aquifer, the Department has recommended, and I have approved entering into an agreement
with Earth Tech of Waterloo, Iowa and Minneapolis, Minnesota to provide professional services which
address the following:
· What is the current ground water flow regime beneath the area bounded by the WPL terminal to
the northwest and Collector Wells 3 and 4 to the southeast (i.e., prior to the influence of pumping
of the new wells)?
· What is the future (i.e., altered) ground water flow regime beneath that area once the Collector
Wells are placed in service?
· Will operation of the Collector Wells at maximum design capacity cause potentially-impacted
ground water to enter into the new municipal supply via ground water and/or surface water
transport? Will some reduced daily flow rate be required to ensure that the new municipal water
supply will not become impacted?
· Provided that WPL performs ground water modeling to address the above questions, as has been
discussed, is the input data sound and appropriate? Are the assumptions and variables used in
the modeling exercise logical and justified?
· Are there other potential sources of ground water contamination in the area? Do potential
contaminants from these sources become commingled with the WPL plume? Will anticipated
pumping rates from the Collector Wells intercept these plume(s)?
· Provided that a determination is made that the new City water supply is at risk of becoming
impacted, what are the available remediation options and costs to treat impacted water prior to
distribution to the end users?
This work by Earth Tech will provide the necessary information needed to insure the long-term quality
of the City's new Collector Well water supply.
The cost of the professional services provided by Earth Tech is $31,648.
Mgr\memos\williamspipe.doc ~~',
City of Iowa City
MEMORANDUM'
Date: November 13, 2000
To: City Council
From: City Manager
Re: Community Events Advisory Committee
In establishing your goals for the upcoming year, the Council identified interest in the creation of
a Community Events Advisory Committee. The purpose of the committee would be to
recommend to the City Council on various cultural, entertainment and related activities in the
community. Events would include Jazz Fest, Arts Fest, Arts Iowa City, etc.
We have had difficulty in attempting to formulate such a committee. Specifically, our concern is
those who would most likely to serve or be involved in the committee are those who would also
be receiving monies. It seems it would be cumbersome to have to abstain during deliberations.
Establishing a citizens committee to review these requests would require an extensive amount
of staff and committee member commitment. It would be assumed the committee members are
unaware, or at least should be only peripherally aware, of the various issues involved. The
"getting up to speed" process could be lengthy, and I am not convinced how productive it would
be.
In order to fulfill your goal, I would suggest that we create an in-house committee, which can
receive applications for funding and then formulate a recommendation to the City Council
concerning the upcoming budget. This way the committee can be presented with a fixed dollar
amount and would have the ability to work within that fixed dollar amount in recommending
concerning these various community events. The fixed dollar would be an annual inflation
adjusted amount, which has been our practice for many years. If this is not acceptable, I would
suggest we return to our old practice of having an evening set aside for such groups to appear
before Council. Keep in mind they can appear at any time as well as at the annual budget
hearing.
mgdmem/eventscomm-dr2 .doc
City of Iowa City
IP4
MEMORANDUM
Date: November 13, 2000
To: Jeff Davidson, Acting Traffic Engineering Planner
From: Steve Atkins, City Manager
Re: Evaluation of pedestrian crossing signal at the intersection of U.S. Highway 6 and
Broadway Street
I have reviewed your memo to Steve Long of October 11, 2000 regarding installation of a
pedestrian crossing signal at the intersection of U.S. Highway 6 and Broadway Street. Before
taking this matter to the City Council for discussion, I believe it would be advisable for us to
have the results of the pedestrian crossing study that you refer to in your October 11 memo.
When there have been traffic issues in the neighborhoods adjacent to U.S. Highway 6, the City
Council has advised staff to encourage the maximum amount of traffic possible to use U.S.
Highway 6. The proposed at-grade pedestrian crossing would disrupt the efficient flow of
vehicles on U.S. Highway 6 and could possibly encourage traffic to cut through the adjacent
neighborhoods. I concur that it makes sense to study this issue a little more carefully before we
ask the City Council makes a decision.
Would you please take whatever action necessary to place this work item in the FY2001
JCCOG Transportation Planning Work Program. You have indicated this project could be
completed in the spring; I will have Steve Long advise the BIG committee. Let me know if you
have any questions.
cc: City Council
Karin Franklin
Steve Nasby
Steve Long
mgr\memos\hwy6broad.doc ~ .
I;5 o
Cit /0,
November 15, 2000 FOi~ C
Sally Stutsman
Johnson County Board of Supervisors
913 S. Dubuque Street
Iowa City, IA 52240
Dear Sally:
With the defeat of the jail proposal I am sure the Board of Supervisors are considering options
for the future. I will be candid in that the City government, particularly the office of the Chief of
Police and my office, were disappointed in that we were not invited to actively participate in the
discussion concerning the new jail. Specifically, I believe there is room for a variety of opinions
and interest in future jail proposals. Various law enforcement options and policies can certainly
be reviewed which may have a bearing not only on the size of the jail but also our concern for
location of such a facility.
It appears, from all I have read, that the need exists for the new jail. If you believe it appropriate
I would like to offer City representatives as participants in future discussions involving policing
practices and policies. Chief Winkelhake and representatives of the Iowa City Police can
become more involved if requested to do so. If you and the Board feel more comfortable,
representatives from the Iowa City City Council as well as other area city councils and police
departments, I suspect would be willing to participate. If that is your interest, I assume you will
communicate directly with those city officials.
Please consider this request in the spirit it is intended. We recognize that the jail is a county
responsibility and do not wish to intrude upon your authority. However, it does appear that our
community is in need of a new jail and as representatives of the city government we would be
anxious to share with you our thoughts, opinions and ideas.
Sincerely,
City Manager
cc: City Council
Chief of Police
mgr\ltrs~jail. doc
410 EAST WASHINGTON STREET · IOWA CITY, IOWA 52240-1826 · (319) 356-5000 · FAX (319) 356-5009
City of Iowa City
MEMORANDUM' '"' -
Date: November 14, 2000
To: City Council
From: Assistant City Manager
Re: Collective Bargaining
Attached please find copies of:
a. Initial proposals submitted to the City by the Iowa City Association of Professional
Firefighters Local 610
b. Counterproposals submitted by the City to AFSCME Local 183
c. Counterproposals submitted by the City to Iowa City Association of Professional
Firefighters Local 610
You previously received copies of the initial proposals from AFSCME Local 183. We anticipate
further bargaining sessions will begin the week after the Thanksgiving holiday.
cc: City Manager
indexbc\memos\2-1 DH.doc
Proposed Changes in the Negotiated Agreement between the
Iowa City Association of Professional Fire Fighters, IAFF Local 610
And the
City of Iowa City
October 27, 2000
Submitted by the
Iowa City Association of Professional Fire Fighters,
IAFF Local 610
1. Apply to Article XXVII and any other affected Articles we propose a 1 year contract 7.25 % raise,
Health care stays as is, $100.00 addition to EMT pay. $150.00 addition to Holiday pay. ERT
certification pay of $500.00 per year.
1. Apply to Article XXVII and any other affected Articles we propose a 2-year contract 7.25 % raise
1st year, 3.69% raise second year. Can split % for 1st year. ERT certification pay of $500.00 per
year. Holidays paid a time and half. Health care stays as is. $100.00 addition to EMT pay. All
others stay the same.
2. Add to Article XIII the establishment of an Eye care policy.
3. Article XIII add Improvements to Dental Coverage.
4. Article XXIII add section to pay fees for EMT-P level members.
5. Article XXVII add in addition for Shift Inspectors a 1.00 per hour raise for shift inspectors.
6. Article XXIII section 3; replace entire section to reflect that Free parking will be provided for FD
members when new parking ramp is done.
7. Article IX, section 1, upon retirement the employee City shall pay employee ½ of the accumulated
sick leave on the basis of the employee's current hourly base salary, regardless of employee years
of service.
8. Article V section 5, replace 24 hour period with each hour worked for acting pay.
9. Amend Article VII section 2 to add 1 more funeral day for immediate family for a total of three.
10. Revise Article VI section 3 to 3-hr minimum call back pay.
11. Add to Article XII to reflect the replacement of Polo shirts instead of t-shirts.
12. Add to Article XXIII Insurance paid till age 65 with use of acc. sick days.
13. Add to Article XII to add in addition Firefighter white tennis shoes.
14. Add to Article XII to reflect the replacement of Denim Work shirt inplace of sweatshirts.
15. Add to Article XV, the city will pay for any educational classes related to job or in conjunction
with promotional opportunities.
Cit!l
PROPOSED CHANGES IN NEGOTIATED AGREEMENT
FOR AFSCME LOCAL 183
November 8, 2000
SUBMITTED BY:
CITY OF IOWA CITY
This proposal is made subject to the following conditions:
A. The City reserves the right to withdraw, modify, or amend any or all items in this proposal
at any time prior to acceptance of a complete negotiated agreement by the union.
B. This proposal and the negotiated agreement which results therefrom are subject to
ratification by both parties.
C. Any tentative agreement made during the course of negotiation, investigation, or
mediation, shall be effective only if the parties reach a complete negotiated agreement
which is ratified by both parties; any and all agreements are void upon commencement of
impasse procedures.
D. The City reserves the right to refuse to bargain over or object to any proposal or present
contract language which relates to a non-mandatory subject of bargaining.
humanrel\unions\afscme~proposarl 1-8-00.doc
410 EAST WASHINGTON STREET * IOWA ('ITY, IOWA 52240-1826 · (319) 356-5000 · FAX (319) 356-5009
City of Iowa City
Contract Counterproposals
for
AFSCME Local 183
November 8, 2000
The City proposes the following changes in the Agreement:
1. Amend Article 7, Section 1, first paragraph, as follows:
Temporary Employees - Those who regularly (60% or more of the time in any fiscal
year) work less than twenty (20) hours per week, regardless of length of
employment; or those who work in a position which is authorized for less than nine
(9) months. When a temporary employee serves greater than nine (9) months
avcraging working twenty (20) or more hours per week more than 40% of the time
in any fiscal year, the parties shall meet and confer as to the status of such
employee; provided, however, such employee shall accrue sick leave, holiday and
vacation time (prorated if part time) and shall accrue seniority for purposes of bidding
pursuant to Section 4B of this Article. The parties may agree to waive the nine
month provision in cases involving specially funded employees. Waiver of such
requirement will not be unreasonably withheld.
2. Amend Article 7, Section 2A, final sentence, as follows:
Holidays and paid leaves shall count as hours worked for the purpose of interpreting
this section.
3. Amend Article 7, Section 5 by adding a new second sentence as follows:
Employees shall not be entitled to such breaks unless they have actually worked their
scheduled hours prior to a scheduled break.
4. Amend Article 8, Section 6, first paragraph, last sentence, as follows:
In the event minimum call-in and regular work hours overlap, straight time pay will bc
paid for thc ovcrlapping hours in addition to thc minimum call in minimum call-in will
be paid in lieu of the overlapping straight time pay.
5. Amend Article 9, Section 6, as follows:
Section 6. Permanent full timc employees who are assigned to work on
holidays when City operations to which they are assigned are operating or open to
the public will receive twelvc (12) hours of holiday credit equal to one and one-half
(1¼) times the hours actually worked. during thc pay pcriod in which thc holiday
occurs. Holiday crcdit will bc proratod for part timc cmployccs. This credit may be
used after the holiday occurs but must be taken before the next succeeding July 1.
Generally, this section applies to library, transit, parks, recreation, and parking
enforcement employees. Refuse employees will use this system when two holidays
occur in the same week.
Employees may request pay in lieu of holiday credit. The employer's decision
to grant or deny the pay shall not be arbitrary or capricious.
6. Amend Article 9, Section 7, as follows:
Section 7. Holidays or personal leave days shall not be carried over from one
fiscal year to the next. Use of holiday time or personal leave must be approved in
advance by the employee's supervisor.
7. Amend Article 11, Section 1 by deleting the final paragraph entitled "Incentive".
8. Amend Article 11, Section 2a, final sentence, as follows:
Sick leave may be used on an hour-to-hour basis for doctor's appointments or other
health maintenance needs of the employee. Employees will attempt to schedule such
appointments so as not to conflict with normal working hours.
9. Amend Article 11, Section 2b.(2), as follows:
(2) Serious illness or hospital confinement of a spouse, domestic partner as
recognized by City policy, or child, or critical illness of the employee's mother,
father, mother-in-law, father-in-law, including mother or father of a domestic
partner, brother, sister, or grandparents, as well as any other relatives or
member of the immediate household of the employee up to a maximum of
forty (40) hours per occurrence provided that the employee's presence and
efforts are needed.
10. Amend Article 12, Section 2, as follows:
Section 2. Funerals. An employee will be granted up to three (3) work days
per incident with no loss of compensation or accruals if required to attend the funeral
of his/her spouse, domestic partner as recognized by City policy, child, grandchild,
stepchild, foster child, mother, father, stepparent, sister, brother, step-sister, or step-
brother, or domestic partner (as recognized by City ordinance or City policy).
An employee will be granted one (1) day per occurrence with no loss of
compensation nor loss of accrual from sick, annual, or compensation time to attend
the funeral of his/her mother-in-law, father-in-law, grandparent, aunt or uncle,
brother-in-law, sister-in-law, or permanent member of the immediate household. In
such cases, he/she shall be granted up to two (2) additional days for travel, if
necessary. In-law relationships referred to herein shall include such relationships
through a domestic partner as recognized by City policy.
If additional time is needed, an employee shall be permitted to use up to three
(3) work days of accumulated sick leave with the approval of his/her supervisor.
11. Amend Article 12, Section 6, first paragraph by striking the first sentence and by
amending the second sentence as follows:
The City shall comply with applicable Federal and State law in regard to military
leave.
12. Amend Article 12, Section 7, as follows:
Delete this section in its entirety.
13. Amend Article 12, Section 9b. by adding a new final sentence as follows:
Not more than two (2) employees from any one division may be absent at any
one time under this provision.
14. Amend Article 12, Section 9.c., as follows:
c. No more than one employee who is elected or appointed to offices in the
Union that is not part-time staff will be granted sufficient up to ten (10)
working days (based on their percent of full-time employment) unpaid time off
to carry on the duties of the office provided he/she gives reasonable advance
notice and receives approval for such leave from the department head.
Approval may be denied by the department head where the employee's
absence could adversely affect or interfere with the operation of the
department.
15. Amend Article 13, Section 1, first paragraph, as follows:
Section 1. Seniority shall mean length of continuous service with the City. It
shall begin on the date of employment and become applicable immediately following
completion of a probationary period. of not more than six (6) months in a permanent
position, unless cxtcndod in writing duc to unusual circumstances. Continuous
service ....
16. Amend Article 13, Section 1, third paragraph, by adding a new final sentence as
follows:
However, such accrual of seniority during a leave of absence.without pay shall not
include benefit accruals, performance evaluations and corresponding merit or step
eligibility, or any other considerations beyond accrual of seniority for the purpose of
exercising seniority rights, except as otherwise specified in this agreement.
17. Amend Article 13, Section 2, first paragraph, as follows:
Section 2. Probation. The initial probation period for permanent full-time
appointments will be six (6) continuous months, and for permanent part-time
appointments will be 1040 working hours, unless extended in writing due to unusual
circumstances.
18. Amend Article 13, Section 2, second paragraph, subparagraph 2, as follows:
2. They may not bid on other jobs (except for promotions within their respective
division).
19. Amend Article 13, Section 3, first paragraph, as follows:
Section 3. Use of Seniority. An employee who has successfully completed an
initial City probation period of six months may exercise seniority as follows:
20. Amend Article 13, Section 3.b.3., second paragraph, as follows:
Provided, however, an employee shall not bump into a job without seniority, proper
credentials (including prior recorded experience in the job with the City within the
past seven years; except where a laid-off employee was placed in the job out of
promotional sequence in the clerical, maintenance worker, plant operator, mechanic,
librarian, dispatcher, planner/program analyst and construction inspector series), and
the ability to perform the duties of the job under normal supervision. A person shall
first bump into the highest classification which also meets the preceding conditions.
21. Amend Article 15, Section 1, first paragraph, as follows:
Section 1. Medical Insurance. The City will provide the health insurance
policy known as the Blue Cross/Blue Shield "Iowa 500," Alliance, two-day deductible
plan for employees and eligible dependents. Employees who elect to obtain family
coverage will pay ~aw~kty one hundred dollars ( ~20.00 100.00) per month (prorated
for part-time employees) toward the cost of such coverage. A pro rata share of the
cost of the premium will be paid for part-time employees.
22. Amend Article 15, Section 6, as follows:
Change the 10% figure in the second paragraph to reflect the percent of any
wage increase(s) for the term of the agreement.
23. Amend Article 17 as follows:
Delete Sections 3 and 4 in their entirety.
24. Amend Article 18, Section 1, as follows:
Section 1. Employees who are required to wear special uniforms will be
provided with such uniforms. Clcaning and maintcnancc will bc paid by thc cmploycr.
Outerwear, including hats, jackets and coats, will not be provided, except for Parking
Enforcement Attendants. Gloves for discomfort from cold will not be provided. Rain
hats and rain coats will be provided for employees required to perform a majority of
their work out-of-doors. (Police Department employees see Appendix G.)
25. Amend Article 20, Section 1, by adding a new second sentence as follows:
Section 1. Definitions. The word "grievance" wherever used in this Agreement
shall mean any dispute between the City and the Union or any employee with regard
to the meaning, application, or violation of any of the terms and provisions of this
Agreement. A grievance which fails to reasonably allege a violation of a specific
provision(s) of this agreement shall have no further standing and shall not be subject
to the provisions of this Article. The word "working day'" shall be defined as any day
except Saturday and Sunday and holidays listed in Article 9, Section 1, excluding the
personal leave day, for purposes of this section.
26. Amend Article 20, Section 2, second paragraph as follows:
The Union will certify the names and addresses of the designated stewards to
the City Personnel Administrator immediately upon their election or appointment, and
in the absence of such certification the City will not be obligated under this Article to
release any employee from duty for the purposes of investigating a grievance or
representing another employee in any disciplinary or grievance proceeding.
27. Amend Article 20, Section 4C. as follows:
C. Step 3 A grievance not resolved by Step 2 shall be submitted to the City Manager
or his/her designee within fifteen (15) working days of the date of receipt of the
written decision referred to in Step 2. A meeting between the parties may be held if
requested in writing. Such meeting shall be held within fifteen (15) working days.
However, nothing herein shall require the City to hold such meetings during regular
work hours of the grievant and/or representative Union steward or other employees
wishing to be present at the meeting on behalf of the grievant. The City Manager will
respond to the grievant and steward within fifteen (15) working days following
receipt of the grievance or the third step meeting (if requested).
28. Amend Article 21, Section 1, as follows:
Amend dates in second paragraph to read:
July 7, 2001 July 5, 2003
July 6, 2002 July 3, 2004
29. Amend Article 21, Section 3, as follows:
Section 3. Pay Plan. Each range of the pay classification plan will contain six
(6) steps (1-6). Full-time employees at Step 1 are eligible for review and an increase
to Step 2 after six (6) months. Part-time employees at Step I are eligible for review
and an increase to Step 2 after 1040 working hours of employment. Step 1 will be
determined by the City unilaterally based on market information and other factors
relating to the particular job title for which the wage is being set. Employees on
Steps 2-6 are eligible for review and an increase to the next step annually. Employees
on Step 6 or those who are outside of the range are not eligible for step increases.
30. Amend Article 21 by adding a new Section 4 as follows:
Section 4. Employee Incentives. The City may establish employee suggestion
programs, performance based incentives or bonus systems, or similar programs,
which may be implemented at the discretion of the City.
Renumber the remaining Sections of this Article.
31. The City is interested in discussing a multi-year agreement.
humanrel\unions%afscme\proposall 1-8-O0.doc
PROPOSED CHANGES IN NEGOTIATED AGREEMENT
FOR IOWA CITY ASSOCIATION OF PROFESSIONAL FIREFIGHTERS
November 14, 2000
SUBMITTED BY:
CITY OF IOWA CITY
This proposal is made subject to the following conditions:
A. The City reserves the right to withdraw, modify, or amend any or all items in this
proposal at any time prior to acceptance of a complete negotiated agreement by the
union.
B. This proposal and the negotiated agreement which results therefrom are subject to
ratification by both parties.
C. Any tentative agreement made during the course of negotiation, investigation, or
mediation shall be effective only if the parties reach a complete negotiated agreement
which is ratified by both parties; any and all tentative agreements are void upon
commencement of impasse procedures.
D. The City reserves the right to refuse to bargain over or object to any proposal or
present contract language which relates to a non-mandatory subject of bargaining.
CITY COUNTERPROPOSALS FOR
IOWA CITY ASSOCIATION OF PROFESSIONAL FIREFIGHTERS
November 14, 2000
1. Amend Article VI, Section 4, as follows:
Section 4. Calculation of Overtime. Generally, overtime will be recorded on the
basis of six (6) minute segments, and an employee must work an entire segment to
be credited with one-tenth (1/10) hour for overtime. However, in the case of
retention timc, an employcc will receive onc (1) hour of overtime for any part of an
hour of prcviously authorizcd work.
E.g., if a unit is callod out at 6:30 a.m. for afirc and area unable to return to
thc station until 7:20 a.m., cach crew mcmbcr who has rcseivcd authorization to
answer the call will receive one (1) hour of ovcrtimc. In the event that the crew is
required to stay until 8:20 a.m. (1 hour and 20 minutcs) thc time in excess of onc
hour will bc recorded to the ncarcst onc tenth (1/10) hour and the employee would
rcccivc 1.3 hours of overtime.
2. Delete Article V., Section 6, Excused Tardiness, in its entirety.
3. Amend Article V, by adding a new Section 7 as follows:
Section 7. Nothing in this agreement shall be construed as prohibiting the employer
from taking appropriate disciplinary action when an employee is absent from work
without proper approval or without having given proper notification as required
herein.
4. Amend Article VI, by adding a new Section V, as follows:
Section 5. Stand-by Time. The parties realize that it may be necessary or desirable
in emergency situations for the City to require employees to be available on a
stand-by status where they must be available and may be called to duty on short
notice. The City shall advise such employees at the earliest possible date of any
such required emergency stand-by service, and the employee shall receive one hour
of compensation at straight time for each twelve (12) hours of stand-by time.
5. Amend Article VII, Section 3, subparagraph e, as follows:
e. must use all accumulated vacation leave time to which he/she is entitled prior
to the time that the leave without pay commences:
6. Amend Article VII by deleting Section 7, Voting Time in its entirety.
7. Amend Article IX, Section 3, as follows:
Section 3. Notifications. An employee shall notify his/her supervisor as soon as
reasonably possible of any sickness or illness which will cause him/her to miss
work and, unless such notification is given prior to the beginning of the work day,
the absence will not be charged to sick leave, but will I be charged to other
accumulated leave, or if no such accruals exist, to leave of absence without pay.
Unusual circumstances will be evaluated and may result in charging the absence to
sick leave. An employee who becomes sick at work will notify his/her supervisor
before leaving the area. An employee who is unable to perform any required duties
as a result of illness must leave the work area and charge the time to sick leave or
to other accumulated leave, or to leave without pay.
8. Amend Article IX, Section 5, first sentence, as follows:
While an employee is receiving sick leave pay from the City, self-employment for
pay for work for another employer for pay or for another emergency service
prorider as a paid or unpaid employee or volunteer is expressly forbidden.
9. Amend Article XII., Section 1, fifth paragraph as follows:
The City will pay each bargaining unit employee up to ~50.00 annually toward cost
of cleaning uniforms which require dry cleaning. Such payment shall be made cs cf
Dcccmbcr 1 of thc Contract ycar. only after the employee requesting reimbursement
submits a receipt(s) for such services. Payment will be made in the month following
the end of each quarter of the fiscal year.
10. Amend Article XIII, Section 1, as follows:
Section 1. Medical Health Insurance. The City will provide the health insurance policy
known as the Blue Cross/Blue Shield "Iowa 500 Alliance" two-day deductible plan for
employees and eligible dependents. Employees who elect to obtain family coverage
will pay *aNe=kty one hundred dollars (~20.00~100.00) per month (pro-rated for part-
time employees) toward the cost of such coverage. A pro rata share of the cost of
the premium will be paid for part-time employees.
A description of the provisions of the negotiated "Iowa 500 Alliance" plan are set
forth in Appendix "B." Benefit coverages are based on usual, customary and
reasonable rates. Disputes regarding specific claims shall be addressed to the
insurance company and are not subject to the grievance procedure of this agreement.
The parties agree to actively pursue incentives and/or alternatives to the existing
health care plan and pledge their mutual cooperation to achieve this end. However,
no such programs will be implemented except upon mutual agreement by the City
and the Union.
The City may meet with representatives of the Union for the purpose of negotiating
an alternative to the "Iowa 500 Alliance." Up to three (3) Union representatives may
attend such meetings without loss of pay. Should the parties fail to agree, they will
proceed to arbitration pursuant to Article XXII. The issue to be decided by the
arbitrator is the appropriateness of such an alternative, and whether or not it is
reasonably equivalent to the "Iowa 500 Alliance." If the arbitrator determines that the
alternative is not appropriate or reasonably equivalent, the "Iowa 500 Alliance" plan
shall remain in effect.
11. Amend Article XIII, Section 2, by updating the annual salary figures to reflect more
current actual salaries.
12. Amend Article XXII, Section 3, as follows:
Section 3. Representatives. The Union will certify to the City the names of three
(3) representatives and three (3) alternate representatives for the purpose of
representing fire department members in the investigation and presentation of
grievances. Not more than one representative will represent a grievant for any one
grievance. The representative may use a reasonable amount of duty time not to
exceed two (2) hours per week to investigate grievances providing that the
Battalion Chief gives permission for time to be used and provided that the
grievance resolution does not interrupt regular fire department work.
13. Amend Article XXVI. as follows:
This Contract shall be in effect between July 1, 19972001, and June 30,
20002003, and shall continue from year to year thereafter unless written notice to
change or modify it is served by either prior to August 15 of the year preceding the
expiration date of this Contract or any extension thereof.
14. Amend Article XXVII, Section 1, second paragraph by deleting "June 24, 2000"
and adding July 3, 2004.
15. Amend Article XXVIII. by deleting Section 1 (COLA Clause) in its entirety.
16. Amend Article XXIX as follows:
Current policies governing the use of holiday, compensatory and vacation time
will apply uniformly on a departmental basis.
Once holiday, compensatory and vacation time is approved and scheduled, its
use shall not be denied except:
1. In emergency situations.
2. Where minimum staffing cannot be achieved due to unavailability of
replacement personnel.
Where #2 above applies, it is understood that the employer will place up to
four telephone calls to attempt to secure a replacement for an employee whose
scheduled time is subject to cancellation. If no replacement is secured, the
scheduled time off is cancelled unless the affected employee secures a replacement.
The affected employee (third person approved for time off on the calendar) will
remain available for call back as provided herein until minimum staffing is achieved.
Efforts by the employer to contact replacement personnel (other than the
number of telephone call attempts) shall not be grievable under the provisions of this
agreement.
The benefits to the bargaining unit of this article were agreed to by the
employer in exchange for the Union's acceptance of a salary and benefit package less
than the employer would have otherwise agreed to.
All other provisions of the contract to remain unchanged.
humanrel%unionsVire~proposall 1-14-00.doc
DEPARTMENT OF PUBLIC WORKS
SPECIAL PROJECTS
AND COLLECTION FACILITY
Contract 3 - South Plant
Improvements
CITY COUNCIL REPORT
Report Number: #3 Contractor:
Story Construction Company
Report Date: November 9, 2000 300 South Bell Ave.
Ames, Iowa
Project Number: 3387.0
Engineering Consultant:
City of Iowa City Administration and Inspection Staff:
Tim Randall, Special Projects Manager Stanley Consultants, Inc.
Terry Simmons, Special Projects Inspector 225 Iowa Avenue
Joe McCleary, Construction Inspector Muscatine, Iowa
Date Construction Started: March 14, 2000 Approved Time Extensions (Days): 0
Contract Completion Date/Days: March 13, 2002 / 730 Revised Completion Date: N/A
Days Elapsed: 240 Percent of Project Completed: 20,6 %
Days Remaining: 490 Contract Price: $26,574,000.00
Percent of Time Used: 33 % Progress Payments to Date: $5,488,571.32
Summary of Construction Activities To Date:
,' Laboratory/Administration Building: Floor slab is complete. The exterior concrete block
walls are nearly complete. Some interior CMU partition walls are complete. Erection of the
structural steel is complete except for the mechanical penthouse. Work on the above slab
plumbing and electrical is under way. Contractor anticipates placing roof deck within the
next week. Exterior brick and cast stone veneer will be placed in the next month or two.
Contractor intends to erect temporary closures at openings so that construction work can
continue in this building throughout the winter.
Maintenance Vehicle Storage Building: Erection of structural steel is nearing completion.
Construction of the exterior concrete block walls is underway. Placement of steel floor deck
on the mezzanine and steel roof deck is anticipated next.
South Wastewater Plant Contract 3
City Council Report #3 Page I November 9, 2000
Addition to Sludge Processing Facility: Placement and compaction of fill sand is complete.
Under slab plumbing and electrical work is complete. The exterior and interior concrete
block walls are nearing completion. Placement of the concrete core-slab roof deck is
anticipated next.
Sludge Digestion Building: The concrete work for Digester 8101 is complete. The upper
wall pours on Digesters 8201 and 8301 are underway. Steel workers are placing and tying
the reinforcing steel for the 2na set of wall pours on Digester 8401. The concrete base slab
for the sludge equalization tank is complete. The under slab electrical conduits for the
Digester Building are in place. The mud mat has been placed for the Digester Building' s
base slab. Steel workers are placing and tying the reinforcing steel for the base slab. Work
will continue on the upper concrete wall pours for the digester tanks. The concrete base slab
for the Digester Building is anticipated next.
Chlorine Contact Tanks: The mud mat and base slab are complete. Work is progressing on
the concrete pours for the tank walls. The completion of concrete work for this structure is
anticipated soon.
Secondary. Clari~ers: Placement of the auger-cast grout piles is complete for both Secondary
Clarifiers. Work on the ML line under the base slab for Clarifier 5300 is under-way.
Preparation work for the base slab for Clarifier 5300 is anticipated next.
Primary Clari~ers: The mass excavation work is complete. Work on the 24" GTE lines from
the flow splitter box is anticipated next.
Aeration Tanks: Placement of under-slab piping with concrete encasement and mud mat for
the base slab are complete on the eastern half of the tanks (complete from north to south).
Erection of base slab reinforcement steel is underway. Two concrete pours for the tanks'
base slab are complete, with the last one being -500 cubic yards in size. Work will continue
on the base slab rebar and concrete pours. The start of wall rebar and formwork is
anticipated next.
Blower Building: Work is scheduled to start in January 2001.
Grit Dewatering Building: Work is scheduled to start in February 2001.
Vortex Grit Chambers: Work is scheduled to start in late November.
High Strength How Equalization Tank: Work is scheduled to start in February 2001.
High Strength How Pump Station: Work is scheduled to start in late November.
How Equalization Basins: Earthwork and bentonite clay liner is complete for the new,
expanded basin No. 2. Placement of the 6" aggregate base is anticipated next, after the
ground is frozen, to minimize disruption of the earthwork. Placement of ACC and PCC
paving is scheduled for April 2001.
North Plant Sludge Equalization Tank and Sludge Pumping Station (revision of existing
structures): Work is scheduled for September and October 200 1.
Respectfully submitted,
Tim Randall
City of Iowa City
Special Projects Manager
South Wastewater Plant Contract 3
City Council Report #3 Page 2 November 9, 2000
o'~te: 1 -Nov-O0
I~. ~: City Manager and City Council
'om: Dianna Furman
Subj: Utility Discount Program Statistics - Fiscal Year' 99 Total, FY' 00 and ' 01 Monthly
Water Sewer
Refuse Total Accounts
Recyling Water Sewer on Discount Sewer Refuse Recycling
Month Discounts Discounts Program Water Discount Tax Discount Discount Discount Discount Total Discounts
FY99
Totals 1522 795 2317 ~ $8,019.87 $402.18 $8,042.58 $9,702.28 $3,105.90 $29,272.81
FY 00
Jul 120 63 183 614.19 30.81 615.93 744.57 238.35 2243.85
Aug 124 66 190 754.99 37.95 725.30 738.00 252.00 2508.24
Sept 130 75 205 600.33 30.29 576.72 498.15 170.10 1875.59
Oct 134 75 209 846.57 42.60 809.36 817.94 279.30 2795.77
Nov 137 83 220 893.38 44.89 854.32 836.39 285.60 2914.58
Dec 141 85 226 923.90 46.52 883.20 873.30 298.20 3025.12
Jan 144 89 233 932.03 46.81 891.48 879.45 300.30 3050.07
Feb 143 87 230 .1174.20 59.16 1120.21 1196.17 408.45 3958.19
Mar 152 93 245 738.71 37.21 709.66 596.55 203.70 2285.83
Apr 151 90 241 995.12 50.02 952.08 931.72 318.15 3247.09
May 154 96 250 997.15 50.31 954.04 934.80 319.20 3255.50
Jun 158 95 253 1003.27 50.53 959.89 922.50 315.00 3251.19
Totals 1688 997 2685 $10,473.84 $527.10 $10,052.19 $9,969.54 $3,388.35 $34,411.02
FY 01
Jul 120 61 181' $856.74 $43.19 $819.13 $876.37 $299.25 $2,894.68
Aug 124 70 194 $855.68 $42.77 $779.03 $765.67 $261.45 $2,704.60
Sept 139 75 214 $891.52 $44.65 $811.82 $790.27 $269.85 $2,808,11
Oct 138 80 218 $965.44 $48.39 $879.48 $860.99 $294.00 $3,048.30
Totals 521 286 626 3,569.38 179.00 3,289.46 3,293.30 1,124.55 11,455.69
cc: Kevin O'Malley
*Renewals for discount program completed July 2000 UTILDIS00.XLS11/1/007:53 AM
MEMORANDUM
TO: Steve Atkins, City Manager
FROM: R.J. Winkelhake, Chief of Police ~j/L''/
RE: IOWA PLEDGE
DATE: November 9, 2000
I spoke with both Lynn Welding and Jerry Maker in regard to the Iowa Pledge
Program. I plan to have the Police Department take part in the program and
have asked that Mr. Welding send a contact to my attention. Investigator Robert
Gass will work with this program as he did last year with the federal program and
as he has with the tobacco checks the department has done this year.
Investigator Gass will attend the ICN Training on November 16, 2000 at North
Hall at the University of Iowa.
City of Iowa City
MEMORANDUM
Date: November 15, 2000
To: City Council
From: John Yapp, Associate Planner'~,,~/,t/~
Re: Subdivision Inventory
I have updated the single-family and duplex housing subdivision inventory through January 1,
2000. This inventory tracks single-family and duplex subdivisions by their size in acres and
number of lots, and the number and location of developed lots versus undeveloped lots. In
1999, six single-family subdivisions were approved, totaling 154 new lots. This number of lots is
slightly above-average compared to the last five years in Iowa City. The average number of
single-family and duplex lots subdivided over the past five years is 118 per year. As shown in
Chad II, Iowa City has experienced steady growth each year over the past decade. The year
1993 was an exception, with a record number of 508 lots being approved.
The subdivision inventory map shows the location of single-family and duplex subdivisions
created between 1990 and 1999, and which lots have been built upon. The subdivision
inventory map will be available for viewing at the November 20 informal Council meeting;
additional copies are available from John Yapp in the Department of Planning and Community
Development, phone #356-5230.
Subdivisions have primarily been created in the east, south and west sides of Iowa City in the
1990's. The north side of the city has not seen much development in the past 10 years primarily
due to the lack of infrastructure (streets, sewer, and water lines) to support additional
subdivisions, and perhaps due to the rugged topography. The subdivision inventory also tracks
the location of undeveloped, approved lots. Of the 1,682 single-family and duplex lots
subdivided since 1990, 629 were undeveloped at the end of 1999. Approximately half of the
undeveloped lots do not yet have infrastructure extended to them; that is, they are platted but
the developer has not yet constructed the streets, water and sewer lines necessary to build on
the lots.
The 629 platted undeveloped lots at the end of 1999 is slightly less than recent years. At the
end of 1998, there were approximately 700 platted undeveloped lots; at the end of 1999, there
were approximately 660 platted undeveloped lots.
One thing that is not reflected in this subdivision inventory is the number of dwelling units being
approved as part of planned developments, such as condominiums, attached and detached
townhouses, and senior housing developments. It appears that the types of dwelling units found
in planned developments are becoming more popular, and are becoming a greater share of the
total number of dwelling units being approved. Staff will quantify this by including planned
developments in future subdivision and housing inventories.
Iw/mem/jy-subdinvntry.doc
RESIDENTIAL SINGLE FAMILY AND DUPLEX SUBDIVISIONS 1990-1999
Acres Lots Permits Percent
1990 Subdivisionsa Subdivided Subdivided Issued Filled
Hunters Run Part 6 13.07 17 17 100%
Scott BIvd. East Part 1 13.21 39 37 95%
total: 26.28 56 54 96%
1991 Subdivisions
Apple Ridge 7.42 22 16 73%
Galway Hills Part 1 18 39 37 95%
Hickory Hill Ridge 8.05 16 15 94%
Walden Wood Parts 3-7 26.17 79 79 100%
Walnut Ridge Part 1 12.74 8 6 75%
Walnut Ridge Part 2 22.99 12 12 100%
Whispering Meadows Part 1 36.3 71 51 72%
total: 131.67 247 216 87%
1992 Subdivisions
Hunters Run Part 7 8.33 20 19 95%
Mount Prospect Part 5 7.6 25 25 100%
Park West Part 1 9.48 23 23 100%
Village Green Part 12b 9.77 22 17 77%
Walnut Ridge Part 3 19.59 14 14 100%
Willow Creek 6.15 20 20 100%
total: 60.92 124 118 95%
1993 Subdivisions
Hunters Run Part 9 5.7 16 14 88%
Mount Prospect Part 6 5.06 16 16 100%
Park West Part 2-4 17.1 39 38 97%
Scott Blvd. East Part 2 9.23 25 12 48%
SouthPointe Add. Part 1-6 29.87 130 63 48%
Southwest Estates Part 5 5.3 14 14 100%
Village Green South 28.95 74 50 68%
Walnut Ridge Part 4 20.21 13 13 100%
Windsor Ridge Part 1-4 67.2 78 78 100%
Whispering Meadows Part 2 26.14 103 24 23%
total: 214.76 508 322 63%
1994 Subdivisions
Mount Prospect Part 7 8.95 32 32 100%
Southwest Estates Part 6 10.21 25 23 92%
Village Green Part 13b 6.49 16 12 75%
Walnut Ridge Part 5 .' 18.64 14 12 86%
Wild Prairie Estates Part 1 9.84 20 17 85%
Wild Prairie Estates Part 2 12.05 33 25 76%
Windsor Ridge Part 5 9.31 17 15 88%
total: 75.49 157 136 87%
Subd. xls, Sheetl 1
Acres Lots Permits Percent
1995 Subdivisions Subdivided Subdivided Issued Filled
East Hill 13.04 36 26 72%
Galway Hills Part 2 14,71 24 12 50%
Longfellow Manor 7.64 20 6 30%
Oakes Fifth Add. 6.52 14 6 43%
Pelsang Place 1.02 3 1 33%
Rober 1.19 2 2 100%
Walden Wood Part 9 3.01 5 5 100%
Windsor Ridge Part 6 7.80 7 7 100%
total: 54.93 111 65 59%
1996 Subdivisions
Broken Arrow Estates 1.88 3 2 67%
Galway Hills Part 3 21.29 52 6 12%
Hunters Run Part VIII 7.58 17 4 24%
Jacob Ricord's 1.26 6 4 67%
Meadow Ridge 2.29 4 1 25%
Mr. Prospect Part VIII 9.02 13 13 100%
Windsor Ridge Part 7 8.75 16 14 88%
total 52.07 111 44 40%
1997 Subdivisions
Court Park 1.69 6 3 50%
Irwin Subdivision 3.07 4 0 0%
M&W Additiond 0.24 1 0 0%
Walden Hills' 13.00 49 49 100%
Windsor Ridge Part 8 13.31 25 22 88%
total 31.31 85 74 87%
1998 Subdivisions
Boyd's Fashionable Acres 11.51 16 0 0%
Galway Hills Part 5 13.63 7 0 0%
Green Mountain Meadow 6.53 15 1 7%
Walden Hills Lot 51 2.9 25 19 76%
Walnut Ridge Part 6 20.44 12 3 25%
Walnut Ridge Part 7 11.09 8 1 13%
Windsor Ridge Part 9 20.33 46 0 0%
total 86.43 129 24 19%
1999 Subdivisions
Country Club Estates 10.4 20 0 0%
Hollywood Manor Part 6 8.32 23 0 0%
Scott Blvd. East Part 4 7.36 12 0 0%
Wild Prairie Estates 3 49.19 30 0 0%
Windsor Ridge Part 10 19.4 32 0 0%
Windsor Ridge Part 11 12.58 37 0 0%
total 107.25 154 0 0%
Grand Totals: 841.11 1682 1053
Undeveloped Lots 629
c: Does not include Village Green Part XIV, a 40.19 acre, 1 lot townhouse development.
d: This was a two-lot subdivision; however, one lot with an existing home was subdivided into two lots.
e: Walden Hills contains 49 single-family and zero-lot line lots. The subdivision also contains 13 detached single-family
condominium units, 25 detached townhouses, 8 four-unit buildings (32 units), and 4 30-unit buildings (120 units).
The numbers in the subdivision inventory only reflect the single-family and zero-lot line lots.
Subd.xls, Sheetl 2
Chart II Number of Subdivision Lots Approved
Residential Single Family and Duplex Lots, 1990-1997
6oo "T'
500 ~ /..~,
/ \
/ \
\
400 - /
/
/
,
2oo ~ /
/
/
/
/
0
1990 1991 1992 1993 1994 1995 1996 1997 1998 1999
Subd.xls, Chart2
Chart I Number of Acres Subdivided
Residential Single Family and Duplex Lots, 1990-1999
150 - / \
~ ",, \ [ ...........AcRE S
; ,,,, \
/ ,
100 - / %,,,
/ /
,, / /
50- \ /
/
/
0
1990 1991 1992 1993 1994 1995 1996 1997 1998 1999
Subd.xls, Chartl
City of Iowa City
IP11 ]
MEMORANDUM'
Date: November 14, 2000
To: City Council
From: Leaf Rake Committee
Re: Leaf Rake Day 2000
On November 3 and 4 the City of Iowa City sponsored the 5th Annual Volunteer Leaf Rake Day, a
project to rake the yards of Iowa City Senior Citizens. Thanks to the City employees on the other side
of this memo, Leaf Rake Day 2000 was a success!
This year we expanded our recruitment efforts to involve others outside the City. We raked 54 yards
with the help of 107 volunteers (including 48 City employees, 1 City Councilor, 29 high school
students, and 29 neighborhood volunteers). From the comments of homeowners, our efforts were
very much appreciated!
000,'~:!· ii?'~,-:'Leaf Rake Day Committee:
Mafia Bailey, Robin Butler, Joyce Carroll, Barb Coffey, Marcia Klingaman,
Lisa Mollenhauer, Tammy Salm, Linda Severson, Carol Sweeting, Jill Wenger
Accounting City Council Parks &Recreation
Erin Herting Steven Kanner Joyce Carroll
Cindy Coffin
Airport City Manager Matt Eidahl
Ron O'Neil Steve Atkins Mike Moran
Dale Helling Terry Trueblood
Steve Roberts
Assisted Housing
Robin Butler Document Services
Planning & Community
Carri Fox Barb Coffey Development
Maggie Grosvenor Jill Wenger
Susan Pahl Jeff Davidson
Engineering Karin Franklin
Marcia Klingaman
Cable TV Rick Fosse Linda Severson
Kevin Crawley Ron Knoche
Chris Spinier Barbara Meredith Police Dept.
Jim Protaskey
Central Services Bill Campbell
Maria Bailey Equipment Deb Protaskey
Beth Windsor
Sue Maccarillo AI Watson
Mary Niichel Wastewater
Chris Spinier Finance Admin.
Sandi Irvine
Jim Gulland Steve Julius
City Attorney's Office
Kevin O'Malley
Eleanor Dilkes Water
Sue Dulek Housing
Andy Matthews Carol Sweeting
Norm Cate Gerri Turecek
Julie Tallman
City Clerk's Office
Marian Karr
Julie Voparil
2000 Leaf Rake Day Committee: .;;.~.:i~:ii~:.:i~..:~ ........
Maria Bailey, Robin Butler, Joyce Carroll, Barb Coffey, Marcia KIln< laman,
Lisa Mollenhauer, Tammy Salm, Linda Severson, Carol Sweeting, Jill Wenger
Marian Karr 11-16-00
IP12 "
From: Carol DeProsse [cdeprosse@earthlink.net]
Sent: Friday, November 10, 2000 10:49 AM
To: JCNEWS@yosemite.leepfrog.com
Cc: sstutsma@co.johnson.ia.us; cduffy@co.johnson.ia.us; mlehman@co.johnson.ia.us;
cthompso@co.iohnson.ia.us; Connie_Champion@iowa-city.org; Ross_Wilburn@iowa-
city.org; Ernie_Lehman@iowa-city.org; Dee_Vanderhoef@iowa-city.org;
jpwhite@co.johnson.ia.us; bcarpten@co.johnson.ia.us
Subject: JCNEWS: KXIC Jail Talk
Ernie Lehman was on KXIC this morning (some program he now dominates since
Minnette seems to not be on any more), putting forth pro-police arguments:
"We don't arrest anyone who doesn't deserve to be arrested." "We are only
following state law."; "These are not city ordinances being broken, these
are state laws."; and "People get arrested only when it is something
extreme . ", etc.
The comments were in response to a phone in by Charlie Major who is clearly
happy with the way the police and the county attorney are doing their
business, adding further that he has a friend (maybe it was a relative) in
Carroll (?) who gets publicly drunk all the time, but doesn't get prosecuted
and keeps on doing the same thing and he "doesn't think that's right."
Mayor Lehman should evaluate his powerful role as mayor and consider the
fact the 73% of Iowa City voters rejected the jail proposal and that much of
the argument against the jail was about the policing practices of the Iowa
City Police Department. This is especially crucial now because the proposed
FY2002 budget includes six new police officers. Iowa City does not need A/qY
more police officers. The City Council needs to direct the City Manager to
direct the Chief of Police to refocus the efforts of his men and women:
away from the students, underage drinking, public intoxication (and
accompanying charges of disorderly conduct, urinating in public, and
interference with official acts), and simple possession of marijuana arrests
often made by black-suited cops showing up at people's doors late at night.
NONE of this is making a dent in changing people's behavior, and it is not
worth the time and taxpayers' money being consumed to carry out a police war
against personal behavior.
Additionally, Mayor Lehman is wrong when he states that the police have to
arrest those publicly intoxicated or in possession of small amounts of
marijuana. The police under NO SUCH OBLIGATION to make such arrests. County
Attorney J. Patrick White informed me during the campaign that there is no
affirmative obligation to arrest EXCEPT in the case of domestic assault.
That is the ONLY act that any police officer any place in the state of Iowa
is required to arrest for.
With tax dollars at a premium, the city council would be wise to look at the
huge expenditure of general fund dollars to support a police department that
is not respected by the general citizenry. This is difficult to do, but it
is an obligation of elected officials to do difficult things. Fund the Fire
Department, not more police, and make sure there is money available to
operate the new library properly and in line with the wishes of the 68% of
Iowa City voters who chose to raise their taxes to build such a facility.
Marjan Karr '1'1-16-00
IP13 -
From: Carol DeProsse [cdeprosse@earthlink.net]
Sent: Saturday, November 11,2000 10:36 AM
To: J C NEW S@yosem ite. leepfrog. com
Cc: Dee_Vanderhoef@iowa-city.org; Ernie_Lehman@iowa-city.org; Ross_Wilburn@iowa-city.org;
Connie_Champion@iowa-city.org; ipfab@avalon.net
Subject: JCNEWS: Drug War Stuff
VICTORIES, SOME DISAPPOINTMENTS
While the nation continues to read tea leaves in Florida, members of the drug policy reform
movement are nearly unanimous in declaring the elections an overall victory for the movement.
Of eight initiatives on state ballots, six passed.
INITIATIVE ROUNDUP
ALASKA: Marijuana Legalization
failed: 39.56% in favor, 60.44% opposed
Ballot Measure #5 would have done away with civil and criminal penalties for persons 18 years or
older who use marijuana or other hemp products. It would also have granted amnesties to persons
previously convicted of marijuana crimes, and established a panel to study the question of
reparations for those harmed by marijuana prohibition.
CALIFORNIA: Sentencing Reform
passed: 60.8% in favor, 39.2% opposed
Proposition 36 will require that those convicted of nonviolent drug possession offenses for the first or
second time be offered rehabilitation programs instead of state prison.
MENDOCINO COUNTY, CA: Marijuana Decriminalization
passed: 58% in favor, 42% opposed
Mendocino County Measure G will allow adults to grow 25 plants apiece, but not for sale. The
measure further directs the county sheriff and prosecutor to make marijuana crimes their last priority
and directs county officials to seek an end to state and federal marijuana laws.
COLORADO: Medical Marijuana
passed: 54% in favor, 46% opposed
Amendment 20 provides for legal medical marijuana use by patients with serious illnesses.
MASSACHUSETTS: Sentencing and Asset Forfeiture Reform
failed: 47% in favor, 53% opposed
Question 8 would have diverted nonviolent drug offenders from prison to drug treatment at their
request.
NEVADA: Medical Marijuana
passed: 65% in favor, 35% opposed
Question 9 was the required second round of popular voting to approve this initiative.
OREGON: Asset Forfeiture Reform
passed: 66% in favor, 34% opposed
Ballot Measure 3 will hold the state government to stricter standards of proof that property was the
proceeds of crime or used to commit a crime. It also bars forfeiture unless the owner of the property
is first convicted of a crime involving the seized property. Law enforcement would be restricted to
claiming no more than 25% of seized assets.
UTAH: Asset Forfeiture Reform
passed: 68.9% in favor, 31.1% opposed
Initiative B will hold the state government to stricter standards of proof that property was the
proceeds of crime or used to commit a crime. It also bars forfeiture unless the owner of the property
is first convicted of a crime involving the seized property. Profits from seized assets will be deposited
in the school fund.
CANDIDATE ROUNDUP
CALIFORNIA: US Senate
Republican Congressman Tom Campbell ran on a strong drug reform platform, but could not
overcome the well funded, long time incumbent, Diane Feinstein.
CALIFORNIA: 27th Congressional District
Republican drug warrior Jim Rogan lost his seat to challenger Adam Schiff. Rogan, who had
supported medical marijuana in the California legislature, earned drug reformers' scorn by switching
his position immediately upon being elected to Congress. As a member of the House Judiciary
Committee, Rogan went so far as to support an amendment opposing even research on medical
marijuana.
FLORIDA: US Senate
Drug war zealot Republican Rep. Bill McCollum ran for the seat vacated by retiring Republican
Connie Mack. He was defeated by Democrat Bill Nelson, 51%-46%.
KENTUCKY: 6th Congressional District
Drug warrior Republican Ernie Fletcher fended off Democratic challenger Scotty Baesler and
insurgent Reform Party candidate Gatewood Galbraith, who ran on a pro-gun, pro-marijuana
platform. The vote favored Fletcher, 51%-35%-12%.
MISSOURI: US Senate
Incumbent Republican drug warrior John Ashcroft lost to the late Gov. Mel Carnahan, 50%-48%. It is
anticipated that the acting governor will appoint Gov. Carnahan's widow to the seat, to serve until
another election is held two years from now.
Follow That Story: "Riders" Take a Fall in Oakland Police Scandal
The Week Online reported two weeks ago that Oakland Police Chief Richard Ward had
recommended that four Oakland police officers known as "The Riders" be fired for numerous acts of
brutality and official misconduct (http://wwvv.drcnet.org/wol/157.html#oakland).
Since then, the Alameda County District Attorney's Office has charged the four with 63 criminal
charges, including 49 felonies, stemming from the criminal tactics they used on their late-night patrols
in West Oakland. The charges include conspiracy to obstruct justice, kidnapping, assault with a
deadly weapon, filing false police reports, and making false arrests.
The Riders face from nine to more than twenty years in prison if convicted of all charges.
Police Chief Richard Word, who has recommended the four be fired, deplored the corrosive effect of
the Riders scandal on community relations.
"Reducing crime, fear, and disorder means nothing if by doing so you lose community confidence,
trust, and support," Chief Ward told the Times.
Follow That Story: Police Shooter Indicted in Tennessee "Wrong Address" Killing
Last month, the Week Online ran a feature piece on the ever-growing number of people killed by
police enforcing the drug laws (http://www.drcnet.org/wol/156.html#policeshootings). The killing of
64-year-old John Adams in Lebanon, Tennessee, was one of the cases highlighted. Adams was
shot to death in his living room after he allegedly fired a shotgun at the armed, masked, and
unidentified intruders who broke down his front door on the night of October 4th.
The police had the wrong house. Their search warrant was for the address next door, but contained
a description of the Adams' house instead of the actual target.
Iowa.City does . iP14
leaf pickup just ri t
~ ~ w~t
OWA CITY'S NBW TBUC~S rely suck -- not
~ a~d that's. ~ ho~est-to-~ete compl~ent. o~e~
As ~e ~u~ le~ pickup cont~ues, more ~e ~ e~
p~ple have a ch~ to s~ the s~ new t~cks b~t ~t~
the city p~chased a ~ew mo~ths ago as p~ of C~ton~
its re~ t~ck replaymerit sched~e. The ~y a
~nmetal ~ay ~cks are most impressive. ~epub~
wiffi,
Most ~pressive too is the e~ciency with agent.
which this ye~'s leg pickup pro~am is ugold-
ing. Pa~y, it's because the weather has cooper- ekes it out
ated unt~ now -- not too much ra~ ~ong wiffi ~ ~o~ci~
su~y weekend days with moderate tem~ra-
t~es. Pe~ect rak~g ~d vacuum~g conditions. tongue
~d p~y it's because ~ople have.fo~owed the
rules for pickup:
~-~" '~ ..~-." rak~g leaves ~to
_ twin ~e curb ~d
~ , sidewalk), but no
~"'< ~"~ .-~ farther than five
~ ~ feet ~om ~e ~b.
' :~. }'Very few leaves
have ended up ~
Iowa C~ leaf pickup truck ~e s~eet th~ ye~.
One of six new tracks ~e ci~
purchased a few monms ~o But mos~y ~e ef-
ficiency ~ due to
~e ci~ develop~g a go~ system ~d sched~e
for de~g wiffi the tons of leaves that ~op
each ye~ on o~ comm~i~. For ~ost s~
w~ks, crews ~e s~nd~g eight to 10 horn a
~y, ~clud~g some Satedays, vacum~ up
the leaves ad deposit~g ~em at ~e lan~,
where some ~e cornposted ad some ~e used
as a k~d of bhnket for ~e pries of cover d~.
The d~ibution of pickup sched~es wiffi water
bffis ~d .ffi~. map on ~e ciW's Web site
..... '~.iow~:~[~0rg) hel~d'~0~le ~o~'~hen
to ' 'rake up their ....
leaves. ,
The crews' last day The city crews' last
will be Nov. 22;. day for leaf picktip
they'll be working will ~ W~esday,
souffi of Hi~way 6
~d east of the Iowa Nov. 22; they'll be
B~ve~. working south of '
Iowa Ci~ doesn't Highway 6 and ~e
~to=
face problems H~e east of the Iowa to ~me
~ose ~ comm~ities
such as Ced~ Rapids, River. .~nys
which chose not to m~r hov
purchase vacuum
~uipment. The~, the leaves must be ~ ~e M~t,~
s~t to ~ow pickup, ad this ~ ~use a l~t
serious problems wiffi store ~a~s ~d visib~- ~nt el~
iW. ~e
~iv~
One problem crews have had to de~ with ~
vo~ aou
~e sticks ad g~den refuse put c~bside. ~ey ar he
c~'t put ~at stff t~o~h ~e vacum. W~- ~d ~en v
nuts ~ be a problem, too. ~n~ion
CiW crews ~e work~g h~d ad do~g a At
~eat job. ~ey dese~e a pat on ~e back. ~ henc~
FROM COUNCIL MEMBER PFAB
11 - 16-00
IP15
GETTING A CAR FROM BEYOND WELFARE
"WHEELS TO WORK" PROGRAM:
· Receives RP and is a participant with Promis~ Jobs. -'
· Completes intake with BW staff, including budget and sell-sufficiency plan.
· Attends three Consumer Leadership Team meetings in advance of car transfer.
· Agrees to attend Consumer Leadership Team twice a month, once for self-sufficiency
support (2"a or 4th Thursday) and once for advocacy agendas (14 or 3~a Thursday).
Meetings are Thursdays from 6-Spm, at Collegiate Presbyterian Church, 157 Sheldon
Avenue, Ames, Iowa, with free meal and childcare provided.
Agrees to work with a Family Development Specialist, or a BW Family Partner, not
less than 2 hrs per month, to follow budget and sell-sufficiency plan.
· For those who have classes, work, or other conflicts on Thursday evenings, Lois (233-
6851) will help figure out another option of attending Consumer Leadership the first
Monday morning of the month 9:30-11:30 am.
· Provides proof of insurability and valid driver's license to BW. This is arranged
through "Wheels" coordinator, Dawn, at 233-1677.
· Family will pay a small monthly payment, or provide community service in exchange
for the car. For each $1000.00 the car is worth, family will either pay $5.00/mo for
two years, or complete 10 hours of community service over 2 years. For example, ifa
car is worth $1500.00, family will pay $7.50/mo. or complete 15 hrs. of community
service over two year's time. The family and BW staff will use their budget to decide
which option makes sense for thent Attending CLTm on the 14 or 3~ Thursday may
count as community service.
· Signs a forgivable loan agreemere with Mid-Iowa Cosunity Action (MICA). MICA
keeps a lien on the car for two years. If family keeps agreements outlined in contract,
they will become full owner of car after two years. If not, the original value of the car
will he due from the family to Beyond Wellare/Wheels to Work.
* Signs a "Hold Harmless Agreemere" with BW.
Will be employed or in a training program towards employment within 90 days of
receiving car. If there are barriers to this goal, family agrees to communicate them to
BW through their FDS, Family Partner, momhly Tracking, or directly to BW staff.
6
· Agrees to assist BW in tracking progress on a monthly basis.
· More detail is laid out in BW Car Donation Program Contract of Agreement.
7
Beyond Welfare Car Donation Program
"WHEELS TO WORK"
Contract of Agreement
Congratulations! You will receive a valued at
from Beyond Welfare's Transportation Program.
Below are the steps necessary to fulfill your part of the program and become the full owner of
this car.
Before I get the car:
1. I agree to an intake with BW staff where I will write my budget and self-sufficiency plan. I
will work with a family partner from Beyond Welfare, or my family development specialist, to
keep track of my budget and self-sufficiency plan.
2. I agree to meet regularly with my family partner, or family development specialist, times to be
determined between us, but not less than 2 hours a month.
3. I agree to attend three Consumer Leadership Team meetings in advance of receiving my car.
4. I agree to attend Consumer Leadership Team meetings at least twice a month, once for
advocacy and once for self-sufficiency. Meetings are Thursday evenings from 6-8 pro.
Advocacy meetings are on the 1a and 3~d Thursday and Self-Sufficiency mec~ings are on the 2"d
and 4th Thursdays. We meet at the People Place (219 6th Street, Ames) 233-1677 with a free
meal and childcam provided.
5. If I have school, work, or other conflicts with Thursday evenings, I will discuss my options
with Lois (233-6851 ).
6. I will provide proofof insurability and a valid driver's license to Beyond Welfare. I will
arrange to provide this to "Wheels" coordinator, Dawn, at 233-1677.
7. For each $1000.00 the car is worth, I will either complete 10 hrs. of community service over 2
years, or pay $5.00 per month. For example, if the car is worth $1500.00, I will provide 15
hrs. community service--OR--pay $7.50/mo. Attendance of Consumer Leadership Team
advocacy meetings can be counted towards community service. (1st & 3~d Thursday)
8. I will sign a Forgivable Loan agreement (promissory note) with Mid-Iowa Community Action
(MICA). MICA will keep a lien on the car. If I keep all the agreements in this contract, the
loan will he forgiven and the lien removed in 2 years and I will become full owner of the car.
If not, I will owe the original value of the car to BW/Whecls to Work.
9. I will sign a "Hold Harmless Agreement" with BW staff.
Once I have the car:
I. Only the name(s) of Beyond Welfare Participant(s), along with MICA, shall appear
on the title of this car.
2. I will maintain insurance on the car. IfI have trouble making a monthly payment, I will
contact my Family Partner, FDS or Dawn, so we can figure this out. If my FDS or Family
Partner cannot help me find any other source of funding BW/Wheels to Work may be able to
loan me the insurance payment amount as a last resort. I understand there is no guarantee that
BW/Wheels will have the funds to help me. I will sign a loan agreement with Beyond Welfare
that states the monthly amount I agree to pay.
3. I will follow the steps !aid out in my self-sufficiency plan and keep agreements 1-3 from above
in order to leave welfare safely.
4. I will gain employment within 90 days of receiving the car, or enter into training program that
will provide a livable-wage job.
5. I will make my monthly cash payment and/or provide documentation of my community service
(when applicable) by the of each month. I will provide this payment/information to
8
DAWN 233-6851, Wheels to Work Coordinator. If I am attending advocacy meetings as
my community service, this will be documented on the attendance sheets and I do not have to
file a separate report.
6. I will follow and update my self-sufficiency plan and budget with my Family Partner, or my
FDS, that details my plan for leaving public assistance.
7. I will cooperate with BW to report progress and/or barriers towards my self-sufficiency by the
way of a monthly phone call that will be initiated by Shirley, who provides progress reports to
BW. If I do not have a phone, it is my responsibility to contact Shirley, either in a Consumer
Leadership Team meeting, or by mail, in order to provide this information.
Additional Agreements
**1 understand that the cars donated to Beyond Welfare will generally be older cars with high
mileage. Therefore, even though these cars have been inspected and repaired by a professional
mechanic before the title transfer, other mechanical problems may arise. If I experience a
mechanical problem with my car, it is not the responsibi~ty of the mechanic who did the initial
inspection and repairs to fLx my car again. If I have car problems, it is nay responsibility to
contact my family partner or FDS who may be able to help me solve the problem. My family
partner or FDS may be able to help mc access funds for car repairs from Beyond Wclfare's
transportation team, or some other source, but this is not guaranteed from Beyond Welfare, its
parttiering mechanics, my family partner, or any other staff or volunteer of Beyond Welfare.
**I understand that the services of Beyond Welfare, including Career Partners, Family Partners,
and community teams are available to me as I move towards community and self-sufficiency. I
agree to access the services of these teams as needed so that my transition off welfare can be as
smooth and crisis-free as possible and so that I might fulfill my agreements towards the ownership
of my car.
**I understand that signing this does not insure that I will get a ear from Beyond Welfare.
Signed (recipient) (BW signature)
Print name (print name)
Address
Phone
Alternate contact person:
Name:
Address:
Phone:
Date (date)
Mid-Iowa Community Action Agency
Forgivable Loan Agreement
WHEREAS, Mid-Iowa Community Action Agency (hereinafter referred to as MICA), has established a
program for Beyond Welfare participants to acquire a donated vehicle from MICA; and,
WHEREAS, (hereina~er referred to as OWNER(S)) qualifies under
this
(participant's name)
program for a total loan of dollars ( ) for the purchase of
(write out) (numerals)
a donated vehicle from MCIA; and,
WHEREAS, as requirement of the MICA program is for the repayment of the loan to be in the amount
shown in the promissory note whenever vehicle is sold or transferred,
THEREFORE, in consideration of the awarding of the loan the mutual covenants and promises of the
parties and other good and valuable consideration, MICA and the OWNER(S) agree as follows:
FORGIVEABLE LOAN AND PROMISSORY NOTE
FOR VALUE RECEIVED, the undersigned jointly and severally promises to pay to the order of MICA
OR ANY SUCCESSORS OR ASSIGNS, the stun of dollars
( ) as follows:
A. If the below vehicle is sold, transferred, or the conditions for acquiring this fi'om the date of
transfer of title to the owner listed herein to its second year anniversary, 100% of the amount shown above
shall be called due.
B. Upon the second year anniversary, 100% of the loan amount shall be forgiven.
NOTICE: This promissory note will be filed as a lien on the vehicle until the second anniversary
acquisition.
VEHICLE DESCRIPTION: Make: Model:
Year: ID#:
EXECUTED BY:
OWNER(S):
PP/LSS:
State of Iowa, County of
Be it remembered, that on this day of A.D. __,before me the undersigned
public in and for the County and State aforesaid, came
and personally known to me as such person duty acknowledge
the execution of the same.
IN TESTIMONY WHEREOF, I have here to set my hand and notarial seal, the day and year last written:
MY APPOINTMENT NOTARY PUBLIC
City of Iowa City
MEMORANDUM
DATE: November 16, 2000
TO: Mayor and City Council
FROM: Marian K. Karr, City Clerk
RE: Information Packet for November 23
There will be no packet next week due to the Thanksgiving holiday. Next packet will be
November 30.
City of Iowa City
MEMORANDUM
TO: City Council
FROM: City Manager
DATE: November 20, 2000
RE: Out of Town
I will be out of the City from Wednesday, November 22 through Saturday,
November 25. Lisa will have my itinerary, as well as Dale and the Police.
City of Iowa City
MEMORANDUM
TO: City Council
FROM: City Manager
DATE: November 21', 2000
RE: Community Event Funding - FY2001 (current)
The following represents the funding by project/program for our current fiscal
year. Other requests may come along during the budget, but the $53,662
represents what I believe to be the base level of funding. Inflation adjusted (3%)
would increase the amount to $55,718.
COMMUNITY EVENTS FUNDING
FY2001
(Current)
Arts Festival $ 6,695
Friday Night Concerts $ 6,438
Disability Awareness Day $ 258
Johnson County Historical Society $ 4,638
Jazz Festival $ 7,500
Jaycees Fourth of July $ 7,500
City Sponsored Events
Irving Weber Days $ 5,150
Summer Saturdays $ 3,090
Weeks of Welcome $ 2,060
Streetscape Celebration $ 2,575
New Horizons Band Concert $ 258
Community Spirit Banners $ 7,500
TOTAL $53,662
CITY OF IOWA CITY
PARKS AND RECREATION DEPARTMENT
MEMORANDUM
TO: City Manager ~
FROM: Parks and Recreation DirectS.
DATE: December 10, 1998
RE: City Park/Riverside Festival Stage
Per City Council's request I took this issue back to the Parks
and Recreation Commission for discussion. The commission met on
December 9th to discuss further Riverside Theatre's proposal for
a cooperative effort in constructing a stage in lower City Park.
The commission continues to endorse and support this project and
voted to support revised wording in the "primary tenancy" clause
as follows (changes are noted in bold print):
PRIMARY TENANCY: In order to facilitate season planning, RT
requests ongoing early booking privileges
before the facility is made available to
other groups. While RT hopes the facility
will be used extensively by other groups,
the company also requests an initial three
years of partially exclusive theatrical
usage in order to establish the Riverside
Shakespeare Festival as a professional
regional attraction. Exception:
Theatrical groups sponsored by the Iowa
City Parks and Recreation Depart3nent
and/or local elementary, junior high and
senior high schools will be permitted use
of the facility during the initial three
years and beyond.
Should you or the council need any further information or
clarification, please let me know.
"jp CITY MANAGER'S OFFICE
"'I" ' ·
,--_:, ..
BOX I~1 IOWA (:IT( IOWA ,.sc2,'244
-: _- , ":
--. .~,
November 25, 1998 --.-
..
c-.:; :. --
Dear Council member,
We are looking forward to an opportunity to answer your questions regarding the
proposed RIverside Festival Stage on Monday, November ,t0. We hope these
notes and the enclosed groundplan will further your understanding of the project.
The Riverside Festival Stage:
A New Cultural and Civic Partnership
FUNDING: The Festival Stage itself will, of course, belong to the City of Iowa City.
Riverside Theatre (RT) proposes to designate a portion of every paid admission to
the CIty to help defray costs. Riverside Theatre hopes the CIty will also establish
fees for use by other groups. RT estimates its start-up costs for sound and light
equipment, personnel and production costs in the year 2000 to be $80,000; the
annual budget In subsequent years will be approximately $40,000. While RT
expects to fundraise aggressively, additional revenue would be generated from
nominal admission fees ($10-$12 per ticket with a family discount) charged to
those sitting Inside the festival area. RT proposes contributing $1 per ticket to the
city.
CONSTRUCTION and DESIGN: The facility would be built to meet or exceed all
existing codes to insure its durability and safe usage. Designer Paul Sannerud will
work with the Clty's designated architect and/or contractors to oversee
execution of the construction. Certain aspects of the design, such as the poles
and catwalk that surround the festival area, the bl-level stage Itself, and other
similar design features are essential to the vlablllty of the facility as an outdoor
theatre.
LIABILITY: RT would insure itself to the satisfaction of the City with adequate liability
insurance against claims of damage or Injury while it is in residence at the facility.
PRODUCTION EQUIPMENT: RT will equip the facility with high-quality sound and
lighting equipment for use during Its productions. The same equipment - which will
be stored off-site when RT is not in production - will be made available on a renta}
basis to other groups.
PRIMARY TENANCY: In order to facilitate season planning, RT requests ongoing
early booking privileges before the facility Is made available to other groups.
While RT hopes the facility will be used extensively by other groups, the company
also requests an Initial three years of exclusive theatrical usage In order to
establish the Riverside Shakespeare Festival as a professional regional attraction.
"The arts Impact local economies, foster partnerships, stimulate business "~
development and Improve quality of life for all Iowans. The nonprofit arts Industry
In Iowa Is estimated to have a total economic Impact of almost $80 million with
over $47 million in expenditures each year."
1997 Iowa Cultural Caucus Report
Department of Cultural Affairs
Respectfully submitted,
Ron Clark
'Jod Ho~vlnd
J('J~cutive Director
1,2..
CiTY Of CORALVILLE
CiTY OF IOWA CITY - JOHNSON COUNTY
UNITED WAY
FY02 HUMAN SERVICE AGENCY
FUNDING REQUESTS
CONTENTS PAGE
Agency Hearing Schedule ..............................................................................................................i
Current Local Allocations ..................................................~ ..........................................................ii
Coralville Funding History ..............................................................................................................iii
Iowa City Funding History .............................................................................................................iv
Johnson County Funding History ..................................................................................................v
United Way Funding History .........................................................................................................vi
United Way Designated Giving ....................................................................................................vii
Conflict of Interest Statement ......................................................................................................viii
Using the Budget and Program Information .................................................................................ix
Budget and Program Information by Agency:
Arc of Johnson County ..................................................................................................................1
Big Brothers Big Sisters ...............................................................................................................23
Crisis Center ...............................................................................................................................41
Dental Services for Kids ..............................................................................................................64
Domestic Violence Intervention Program (DVIP) ........................................................................78
EIder Services, Inc .....................................................................................................................100
Emergency Housing Project (EHP) ...........................................................................................126
Evert Conner Center ..................................................................................................................151
4 C's (Community Coordinated Child Care) ..............................................................................171
Free Lunch ................................................................................................................................191
Free Medical Clinic ....................................................................................................................204
Goodwill Industries of Southeast Iowa ......................................................................................226
Greater Iowa City Housing Fellowship .......................................................................................245
HACAP - Hawkeye Area Community Action Program ...............................................................257
Handicare ..................................................................................................................................275
jccoghs/agfundg/$reqsts.toc.doc__
Hillcrest Family Services ............................................................................................................293
ICARE ........................................................................................................................................309
IC Hospice .................................................................................................................................331
Legal Services ...........................................................................................................................346
LIFE Skills, Inc ...........................................................................................................................366
MECCA - Mid-Eastern Council on Chemical Abuse ..................................................................385
MYEP ........................................................................................................................................404
Mental Health Center .................................................................................................................425
National Alliance for the Mentally III - JC ...................................................................................447
Neighborhood Centers (Broadway/Pheasant Ridge/Clear Creek) of Johnson County ............. 466
Pathways ADHC ........................................................................................................................488
Rape Victim Advocacy Program ................................................................................................506
Red Cross ..................................................................................................................................529
School Children's Aid .................................................................................................................553
Special Care Dental Program (Geriatric Mobile Dental) ............................................................570
Table to Table ............................................................................................................................585
United Action for Youth ..............................................................................................................604
Visiting Nurse Association (VNA) ..............................................................................................624
· Youth Homes .............................................................................................................................649
jccoghs/agfundg/$reqsts.toc. d~,.
HUMAN SERVICE AGENCY FUNDING HEARING SCHEDULE FOR FY02
All hearings to be held at the Lep_ic-Kroeger Realtors Office
2346 Mormon Trek Blvd., Iowa City, 331-2538 (cell phone)
REQUESTS
IOWA JOHNSON UNITED
r'JATE TIME AGENCY CORALVILLE CITY COUNTY WAY
Ved., Nov. 15 6:30 Discussion and Recommendations
7:00 Red Cross (Page 529) x x x x
7:30 Neighborhood Centers (Page 466) x x x
8:00 Domestic Violence Intervention (Page 78) x x x x
8:30 MECCA (Page 385) x x x x
Wed., Nov. 29 6:30 Discussion and Recommendations
7:00 4 C's (Page 171) x x
7:30 Emergency Housing Project (Page 126) x x x x
8:00 Eider Services, Inc. (Page 100) x x x x
8:30 Crisis Center (Page 41) x x x x
Wed., Dec. 6 6:30 Discussion and Recommendations
7:00 Big Brothers Big Sisters (Page 23) x x x x
7:30 MYEP (Page 405) x x x x
8:00 Rape Victim Advocacy (Page 506) x x x x
8:30 HACAP (Page 257) x x x x
Wed., Dec. 13 6:30 Discussson and Recommendations
7:00 United Action for Youth (Page 604) x x x x
7:30 Youth Homes (Page 649) x x x x
8:00 Arc of Johnson County (Page 1 ) x x x x
8:30 Free Medical Clinic (Page 204) x x * x
Wed., Dec. 20 6:30 Discussson and Recommendations
7:00 ICARE (Page 309) x x * x
7:30 Handicare (Page 275) x x
8:00 Pathways (Page 488) x x
8:30 Visiting Nurse Association (Page 624) * x
Wed., Jan. 3 6:30 Discussion and Recommendations
7:00 Free Lunch (Page 191) x
7:30 Table to Table (Page 585) x
8:00 Hospice (Page 331 ) x
8:30 Legal Services (Page 346) x
Wed., Jan. 10 6:30 Discussion and Recommendations
7:00 Dental Services for Kids (Page 64) x
7:30 Evert Conner Center (Page 151) x
8:00 School Children's Aid (Page 553) x
Wed., Jan. 17 6:30 Discussion and Recommendations
7:00 Goodwill (Page 226) x
7:30 Special Care Dental Clinic (Page 570) x
8:00 Mental Health Center (Page 425) x
8:30 Alliance for the Mentally III (Page 447) x
Wed., Jan. 24 6:30 Discussion and Recommendations
7:00 Gr. Iowa City Housing Fellowship (Page 245) x
7:30 Hillcrest (Page 293) x
8:00 LIFE Skills (Page 366) x
Wed., Jan. 31 Alternate night in case of inclement weather
County funding determined by Johnson County Board of Health
jccoghs/hearing.doc _ i
CURRENT LOCAL ALLOCATIONS
Coralville Johnson County Iowa City United Way
Agency FY01 FY01 FY01 UW01
Alliance for the Mentally III $2,000
Arc of Johnson County $1,500 * $32,333
Big Brothers/Big Sisters $3,500 $25,000 $41,01 1 $41,902
Crisis Center $4,550 $72,730 $40,600 ~89,138
Dental Services for Kids $4,000
Domestic Violence Intervention $3,000 $54,065 $54,256 $48,741
EIder Services, Inc. $2,400 $21,010 $62,063 $46,320
Emergency Housing Project $1,000 $11,500 $10,000 $35,000
Evert Conner Center $1,000
4C's $17,403
Free Lunch $5,204
Free Medical Clinic $1,050 $97,669 $6,284 $95,496
Goodwill $69,496
Greater Iowa City Housing Fellowship $7,500
HACAP $2,750 $25,000 $8,635 $15,675
Handicare $22,574
Hillcrest $9,211
ICARE $18,500 $11,000 $16,000
Iowa City Hospice $6,118
9gal Services $30,722
JFE Skills $2,500
Lutheran Social Service $0 $1,000
MYEP $2,200 $3,500 $43,483 $15,762
MECCA $1,500 S296,277 $29,962 $38,600
Mental Health Center * $23,500
Neighborhood Centers $63,482 $62,856 $94,902
Pathways $ 50,000 $10, 519
Rape Victim Advocacy $2,400 $14,000 $14,850 $22,650
Red Cross $1,000 $6,625 $5,500 $17, 139
School Children's Aid $9,945
Special Care Dental Program $16,800
Table to Table ~7,ooo
United Action for Youth ~1,500 ~93,533 $65,000 $54,227
Visiting Nurse Association $113, 128 $74,645
Youth Homes $750 $68,400 $20,000
TOTAL $29,100 $1,034,419 $455,500 $1,005,022
· The Arc and Mental Health Center are now funded on a fee for service (individual billing) instead of a block grant.
jccOghs~agfundg~currall.doc
ii
Preliminary Recommendations
CITY OF CORALVILLE
HUMAN SERVICE AGENCY FUNDING
FY02 Increase
Funding Allocated % Increase Dollar Percent
Agency FY00 FY01 00 to 01 Request Increase Increase
Arc of Johnson County 91,500 91,500 0.0% 92,000 9500 33%
Big Brothers/Big Sisters 3,500 3,500 0.0% 3,675 175 5%
Crisis Center 3,950 4,550 15.0% 5,005 455 10%
Domestic Violence Int. 3,000 3,000 0.0% 3,600 600 20%
EIder Services Inc. 2,400 2,400 0.0% 5,000 2,600 108%
Emergency Housing Project 600 1,000 66.0% 1,500 500 50%
Free Medical Clinic 1,000 1,050 5.0% 5,000 3,950 376%
HACAP 2,500 2,750 10.0 % 2,750 0 0 %
MYEP 2,200 2,200 0.0% E,000 2,800 127%
MECCA 1,500 1,500 0.0% 3,000 1,500 100%
Rape Victim Advocacy 2,400 2,400 0.0% 5,000 2,600 108%
Red Cross 1,000 1,000 0.0% 1,500 500 50%
TO
Jnited Action for Youth 1,200 1,500 25.0% 10,000 8,500 567%
Youth Homes 750 750 0.0% 750 0 0%
TOTAL CONTINUATION $27,500 $29,100 5.9% $53,780 924,680 84.8%
New Requests - Existing Agencies
Handicare 90 ~ 1,962 ~ 1,962 N/A
ICARE $0 $1,500 ~1,500 N/A
TOTAL NEW REQUESTS $0 $3,462 $3,462 N/A
TOTAL CONTINUATION $57,242 $28,142 96.7%
PLUS NEW REQUESTS $29,100
iii
ghs/agfundgffuncl-c3a. doc
Preliminary Recommendations
CITY OF IOWA CITY
HUMAN SERVICE AGENCY FUNDING
FY02 Increase
Agency Funding Allocated % Increase
FY00 FY01 FY00 to FY01 Request Dollar Percent
Big Brothers Big Sisters $38,150 ~41,011 7.5% $45,000 $3,989 9.7%
Crisis Center 38,672 40,600 5.0% 42,630 2,030 5%
Domestic Violence Int. 51,673 54,256 5.0% 65,110 10,854 20%
EIder Services Inc. 60,255 62,063 3.0% 65,199 3,136 5%
Emergency Housing Project 9,225 10,000 8.4% 12,000 2,000 20%
Free Medical Clinic 5,985 6,284 5.0% 6,598 314 5%
HACAP 7,850 8,635 10.0% 8,635 0 0
ICARE 10,250 11,000 7.3% 12,000 1,000 9.1%
MYEP 40,450 43,483 7.5% 50,000 6,517 15%
MECCA 27,872 29,962 7.5% 30,850 888 3%
Neighborhood Centers 57,836 62,856 8.7% 76,178 13,322 21.2%
Rape Victim Advocacy 13,500 14,850 3.2% 15,600 750 5%
Red Cross 5,155 5,500 6.7% 6,050 550 10%
United Action for Youth 60,450 65,000 6.2% 70,000 5,000 7.7%
TOTAL AGENCY CONTINUATION $427,323 455,500 6.5% 9505,850 950,350 11%
nNTINGENCY
. JTAL CONTINUATION 9427,323 9455,500 6.5%
New Requests
The Arc $0 93,000 93,000 N/A
4Cs ~0 6,000 6,000 N/A
Youth Homes $0 2,000 2,000 N/A
911,000 911,000
TOTAL NEW REQUESTS 911,000 911,000
TOTAL CONTINUATION PLUS 9516,850 961,350 13.4%
NEW REQUEST 9455,500
iV
jccoghs~agfundg~fund-ic3.doc
Preliminary Recommendations
JOHNSON COUNTY
HUMAN SERVICE AGENCY FUNDING
FY02 Increase
Allocated Allocated % Increase
Agency FY00 FY01 00 to 01 Request Dollar Percent
Big Brothers Big Sisters ~21,000 ~25,000 19.0% $27,250 $2,250 9%
Crisis Center 68,924 72,730 4.0% 88,407 15,677 21.6%
Domestic Violence Int. 54,065 54,065 0.0% 64,880 10,815 20%
EIder Services, Inc. 20,398 21,010 3.0% 25,000 3,990 19%
Emergency Housing Project 11,500 11,500 0.0% 13,000 1,500 13%
Free Medical Clinic~ 93,018 97,669 5.0% 102,552 4,883 5%
HACAP 25,000 25,000 0.0% 27,500 2,500 10%
ICARE~ 18,025 18,500 2.6% 20,000 1,500 8%
Lutheran Social Service 16, 100 0 -100% ......
MYEP 3,500 3,500 0.0% 10,000 6,500 185.7%
MECCA 289,757 296,277 2.25% 309,000 12,723 4.3%
Neighborhood Centers 53,482 63,482 18.7% 75,427 11,945 18.8%
Pathways 50,000 50,000 0.0% 50,000 0 0%
Bape Victim Advocacy 13,500 14,000 3.7% 14,700 700 5%
~ Cross 6,358 6,625 4.2% 7,275 650 9.8%
United Action for Youth 87,533 93,533 6.8% 99,000 5,467 5.8%
Visiting Nurse Assn? 117,578 113,128 -3.7% 116,600 3,472 3.1%
Youth Homes 68,400 68,400 0.0% 68,800 400 0.6%
TOTAL $1,018,138 $1,034,419 16.0% $1,119,391 $84,972 8.2%
New Requests
The Arc $0 $0 $3,000 $3,000 N/A
Total New Requests $0 $3,000 $3,000
Total Continuation Plus New
Request $1,018,138 $1,034,419 16.0% $1,122,391 $87,972 8.5%
~These agencies funding are recommended by the Johnson County Board of Health to the Board of Supervisors.
V
3ccoghs%agfund g~'und-jc3. doc
UNITED WAY
HUMAN SERVICE AGENCY FUNDING
UWFY02
Allocated Allocated % Increase
Agency UWFY00 UWFY01 Increase Request Dollar Percent
00 to 01
Alliance for Mentally III $1,250 $2,000 60% ~3,000 ~1,000 50%
Arc of Johnson County 29,330 32,333 10.2% 36,000 3,667 11.3%
Big Brothers Big Sisters 30,283 41,902 38.4% 43,174 1,272 3%
Crisis Center 75,338 89,138 18.3% 98,052 8,914 10%
Dental Care for Kids 0 4,000 100% 0 0 0
Domestic Violence Int. 48,741 48 741 0% 58,490 9,749 20%
EIder Services Inc. 38,000 46 320 21.9% 65,064 18,744 40.5%
Emergency Housing Pd- 20,000 35 000 75% 45,000 10,000 28.6%
Evert Conner Center 1,000 1 000 0% 5,000 4,000 400%
4 C's 15,821 17 403 10% 24,459 7,056 40.5%
Free Lunch 4,000 5 204 30.1% 6,088 884 17%
Free Medical Clinic 82,116 95 496 16.3% 100,270 4,774 5%
Goodwill 52,476 69 496 32.4% 80,000 10,504 15.1%
Gr. Iowa City Housing
Fellowship 7,500 7,500 0% 7,000 -500 -6.7%
HACAP/Headstart 14,244 15,675 10% 15,675 0 0.0%
Handicare 20,754 22,574 8.8% 36,000 13,426 59.5%
Hillcrest 8,211 9,211 12.2% 12,000 2,789 30.3%
':,ARE 14,590 16,000 9.7% 20,000 4,000 25%
.awa City Hospice 3,000 6,118 104% 6,125 7 0.1%
Legal Services 26,546 30,722 15.7% 34,722 4,000 13%
LIFESkills 1,100 2,500 127% 10,000 7,500 300%
Lutheran Social Service 17,098 1,000 -89% ......
MYEP 9,660 15,762 63.2% 25,000 9,238 58.6%
MECCA 30,600 38,600 26.1% 77,200 38,600 100%
Mental Health Center 16,500 23,500 42.4% 30,000 6,500 27.7%
Neighborhood Centers 71,082 94,902 33.5% 109,113 14,211 15%
Pathways 0 10,519 N/A 11,500 918 9.3%
Rape Victim Advocacy 17,250 22,650 31.3% 28,000 5,350 23.6%
Red Cross 14,620 17,139 17.2% 19,367 2,228 13%
School Children's Aid 9,186 9,945 8.2% 9,936 -9 0%
Special Care Dental 14,000 16,800 20% 17,000 200 1.2%
Table to Table 0 7,000 N/A 8,000 1,000 14.3%
United Action for Youth 37,725 54,227 43.7% 70,000 15,773 29.1%
Visiting Nurse Assn. 64,546 74,645 15.6% 75,785 1,140 1.5%
Youth Homes Agency 18,669 20,000 7.1% 20,592 592 3%
TOTAL CONTINUATION $815,236 $1,005,022 8.0% $1,207,612 9207,527 20.6%
vi
jccoghs~agfun~g~'und-uw2,doc ~
UNITED WAY DESIGNATED GIVING
Designated Designated Designated , Designated
Agency UWFY98 UWFY99 UWFY00 UWFY01
Alliance for the Mentally III $/2,571 $/2,194 $/2,227 $/2,893
American Heart Association $1,973 92,695 92,637 90
Arc of Johnson County 9968 $/1,795 $/1,812 92,064
Big Brothers/Big Sisters 94,836 96,553 97,513 98,705
Boy Scouts $/6,644 $/8,358 911,115 97,922
Compassionate Friends $/834 $/750 $/853 $/705
Crisis Center $/4,154 $/7,668 $/8,842 98,993
Dental Services for Children 91,457 $/1,987 $/2,998 92, 106
Domestic Violence Intervention $/8,752 $/11,326 $/11,813 913,348
Elderly Services Agency $/3,575 $/3,364 $/3,993 $/5,034
Emergency Housing Project $/2,074 92,139 $/2,519 92,529
Evert Conner Center $/0 $/2,631 91,811
4C's $/1,619 $/2,473 92,597 93,076
Free Lunch Program 93,367 93,305 $/4,412 94,339
Free Medical Clinic $/6.171 95,465 $/6,889 99,107
Girl Scouts $/2.346 $/3,118 $/3,124 92,332
Goodwill 91.537 $/2,372 $/2,477 $/2,379
Greater Iowa City Housing $/1 230 $/2,347 $/2,546 $/507
Fellowship
HACAP/Headstart $/1,055 $/1,955 $/1,407 $/2,059
Handicare $/2,549 $/3,601 $/3,600 $/3,378
Hillcrest $/345 $/726 $/566 $/684
Hospice 910,403 913,532 914,531 969,178
ICARE $/3,151 $/5,570 $/5,445 93,559
Legal Services $/748 $/1,414 91,304 91,521
Lekotek $/85 $/274 $/267 $/254
Life Skills $/952 $/2,033 $/1,295 91,685
Lutheran Social Service $/1,566 94.079 $/2,189 92.993
Mayor's Youth Employment 91,472 $/1.392 $/2,178 93.093
MECCA 91,184 $/1 947 $/1,491 91.872
Mental Health Center 91,124 $/1.644 $/1,520 92.037
Neighborhood Centers 92,662 $/1 509 $/709 $/1,078
Nest of Johnson County, The $/0 $/1 567 $/1,383 $/1,143
Pentacrest/Pathways 1587 $/704 91,199
Rape Victim Advocacy Program $/1,867 $/2,454 ~2,418 $/4 355
Red Cross $/4,350 $/6,518 $/6,863 $/6 929
School Children's Aid 93,114 $/4,985 $/6,035 93 537
Special Care Dental Program 9757 $/974 $/1,057 $/1180
Table to Table 9425 $/1,133 92,362 93 657
United Action for Youth $/2,572 93,263 $/3,489 $4 465
United Way $/50 $/50 $/0 $/0
Visiting Nurse Association 94, 167 $/8,003 $/.8,198 98,454
Youth Homes $/2,772 $/4,013 $/2,908 $/3,507
Non-United Way Agencies $/29,609 926,793 $/47,188 $/14,425
TOTAL $128,689 ~ 167,925 ,~200,127 ~224,092
~jccoahe~gf'ur.~g~sgn~.~:~c Vii
UNITED WAY OF JOHNSON COUNTY
321 EAST MARKET STREET
IOWA CITY, IA 52245
(319) 338-7823
May 1992
CONFLICT OF INTEREST STATEMENT
PROTOCOL FOR PLANNERS AND ALLOCATORS WHEN VOTING ON OR DISCUSSING
AGENCIES.
ONE OF THE PRINCIPLES OF THE EVALUATION AND FUND DISTRIBUTION SYSTEM IS
THAT FUNDS BE AWARDED WITH FAIRNESS. IN ORDER TO ASSIST VOLUNTEERS
MAKING THIS DECISION, A COMMITTEE OF BOARD MEMBERS, PLANNERS, AND
ALLOCATORS HAVE ESTABLISHED SOME GUIDING PRINCIPLES.
WE ARE REQUESTING THAT VOLUNTEERS DECLARE THEIR CONFLICTS AND ABSTAIN
FROM VOTING IN INSTANCES WHERE CONFLICTS EXIST.
INSTANCES WHERE CONFLICT OF INTEREST MAY EXIST WOULD BE: A) DIRECT
RELATIONSHIPS (SPOUSE, SIBLINGS, CHILDREN, ETC.); B) PROFESSIONAL RELATIONSHIP
(THIS INCLUDES MEMBERSHIP ON AN AGENCY' S BOARD OF DIRECTORS); C) PERSONAL
RELATIONSHIPS: D) A PERSON WHO CAN INFLUENCE OR BE INFLUENCED BY AN
AGENCY.
PERSONS WITH A CONFLICT OR INTEREST SHOULD NOT ACTIVELY LOBBY ON BEHALF
OF AN AGENCY BUT CAN CLARIFY A DISCUSSION IF THEIR INFORMATION IS
KNOWLEDGE BASED BUT NOT OPINION BASED.
AT THE BEGINNING OF EACH MEETING THE CHAIR OF THE PLANNING COMMITTEE WILL
MAKE THE FOLLOWING DISCLOSURE STATEMENT:
"ANY MEMBER WHO HAS A POTENTIAL CONFLICT OF INTEREST DUE TO DIRECT,
PROFESSIONAL, OR PERSONAL RELATIONSHIPS, OR A PERSON WHO CAN
INFLUENCE OR BE INFLUENCED BY AN AGENCY IS HEREBY REQUESTED TO
DECLARE THAT HE/SHE HAS A CONFLICT OF INTEREST REGARDING SUCH
AGENCY AND ABSTAIN FROM VOTING IN INSTANCES WHERE CONFLICTS EXIST."
]ccoghs/agfundg,~conflicLdoc
viii
USING THE BUDGET AND ACCOUNTABILITY QUESTIONNAIRE
Bud.aet page I includes a summary of agency programs as well as budgetary information. There is a
listing of local funding for last year and the current year, as well as the agency's request for next year.
The local funding tigures are based on the funders' calendars (7/1 to 6/30 for governmental funders and
4/1 to 3/31 for United Way). Page 1 is the only page in the entire budget and program packet that is not
based on the individual agency's budget year. The agency's budget year is noted in the upper left
comer of Budget page 1.
Budget pages 2-4 provide figures based on the agencys own budgetary year (calendar, fiscal, federal,
etc.). Budget pages 2-4 include figures for a three-year pedod: the past, present and proposed budget
years.
Budget page 2 presents an overview of the agency's finances. Line I shows total funds available; it
includes carryover and income. Line 2 is the total of expenditures; line 3 is the difference between lines
I and 2. In-kind suppert and non-cash assets are also summarized on this page. A new section this
year, the agency explains how last years local funding was spent.
Budget page 3 and 3a if necessary provides a detailed account of the agencys income. Remember
that this page is based on the agency's own budget year, not the funders'. This page includes only cash
income, not in-kind. The total income is on the last line. Because this section involves a breakdown of
proposed income for next year by program, it may be two pages for those agencies that have more
than two programs.
Budget page 4 and 4a if necessary details cash expenditures with total expenses appearing on the last
line. Because this section involves a breakdown of proposed expenses for next year by program, it may
be two pages for those agendes that have more than two programs.
The ne~ section has three sections:
Restricted Funds: Lists monies earmarked for a particular use and indicates who imposed the
restrictions.
Matching Grants: Shows matching grants and indudes grantor and source of match.
In-Kind Support Detail: Itemizes and totals non-cash income.
The salaried positions page(s) provide information on staff positions, benefits, salaries, and percent
changes.
The Agency Accountability Questionnaire includes information on the agency's mission statement,
history, purpose, program(s), management, board of directors, financing, and UW involvement.
The Goals and Objectives section explores the overall purpose of each agency program. It details last
year's goals and progress and measurable objectives for the coming year with the tasks and resources
necessary to accomplish them.
- ix
HUMAN SERVICE AGENCY REQUEST FOR FUNDING Director: Rod Sullivan
City of Coralville Agency Name: The Arc of Johnson County
Johnson County City of Iowa City Address: 1700 S. 1st Avenue, Suite 16 Iow
United Way of johnson County Phone: 351-5017
Completed by: Rod Sullivan
CHECK YOUR AGENCY'S BUDGET YEAR Approved by Chair Board: ~ (~
1/1/01 - 12/31/01 10/1/01 - 9/30/02 to..( - ~
- (date)
7/1/01-6/3 0/02 X
COVER PAGE
Program Summary: (Please number programs to correspond to Income & Expense Detail,
i.e., Program 1, 2, 3, etc.)
Direct Services: These are services that The Arc provides to allow children and adults with mental retardation and other disabilities to live
at home with their families. These services include long-term and short-term Respite Care; Supported Community Living (SCL); Consumer
Directed Attendant Care (CDAC); Children At Home; Home and Vehicle Modification; and Supported Employment, including job
development,. job placement, on-the-job-training, and follow-along support. Virtually all of these services are provided free of charge to
consumers, and billed to third-party payors on a fee-for-service basis. Some of these services cannot be billed in this manner, and are funded
through the United Way and private donations.
Advocacv/Communitv Awareness: These are activities intended to timher the Mission of The Arc. This includes, but is not limited to:
Information and Referral; helping people to access the necessary supports; monitoring the existing commultity supports; informing people
with disabilities and their families of programs and oppommities that are available; informing the community as to causes and prevention of
mental retardation; educating the population as to the roles of people with disabilities within the community; monitoring governmental
actions that effect this population; providing educational programming for people with disabilities and their families; providing social
opportunities for people with disabilities; maintenance of a lending library; offering community programs, including candidate's, Special
Education, and Legislative Forums; a monthly newsletter; a monthly Parent Support Group; a monthly Self-Advocacy Group; the Natural
Ties Program; Sabbath Sunday; Health Baby Month; and other efforts as needeeL All of these services are provided free of charge, and
funded entirely through the United Way and private donations.
Local Funding Summary: 4/1/99 - 4/1/00 - 4/1/01 - % of Total
3/31/00 3/31/01 3/31/02 Budget
United Way of Johnson County - -
Does Not Include Designated Gvg. $29,333 $32,328 $36,000 0.07
FY00 FY01 FY02
City of Iowa City 0 0 3000 0.01
Johnson County 0 0 3000 0.01
City of Coralville 1500 1500 2000 0.01
jeeoghssTy01budg/xlbudg. xls - ] -
-1-
AGENCY: The Arc
STATEMENT OF ACTIVITIES SUMMARY
(CASH BASIS)
ACTUAL THIS YEAR BUDGETED
LAST YEAR PROJECTED NEXT YEAR
Enter Your Agency's Budget Year => FY00 FY01 FY02
1. TOTAL OPERATING BUDGET 492,290 553,043 611,650
(Total a+b)
a. Carryover Balance (Cash 190,203 155,315 180,075
from line 3, previous column)
b. Income (Cash) 302,087 397,728 43 1,575
2. TOTAL EXPENDITURES (Total a+b) 336,975 372,968 394,529
a. Non-directed (administration/general overhead) 16,975 14,968 15,539
b. Program Total (List Progs. Below) 320,000 358,000 378,990
1 280,000 310,000 328,735
2 40,000 48,000 50,255
3
4
5
6
7
8
4. RESTRICTED FUND BALANCE (Total from page 5) 0 0 0
5. IN-KIND SLIPPORT (Total from Page 5) 13,042 14,339 15,500
6. NON-CASH ASSETS 79,981 69,073 58, 165
Notes and Comments:
Program 1: United Way ~nds provide Respite for people who are othem~ise ineligible for ~nding.
Program 2: United Way funds support all of the services included in Program 2.
BRIEFLY DESCRIBE HOW LOCAL FUNDS WERE SPENT LAST YEAR:
Above.
jccoghs/fy01 budg/xlbudg.xls 2
-2-
AGENCY The Arc
INCOME DETAIL
NON-
ACTUAL THIS YEAR BUDGETED DIRECTED PROGRAM PROGRAM
LAST YEAR PROJECTED NEXT YEAR FUNDING 1 2
1. Local Funding Sources- [ 30,833 I 33,828 I 44,000l o l 8,5001 35,500
a. Johnson County 0 0 3,000 0 1,000 2,000
b. City of Iowa City 0 0 3,000 0 1,000 2,000
c. United Way of johnson County 29,333 32,328 36,000 0 6,000 30,000
cL City of Coralville 1,500 1,500 2,000 0 500 1,500
e.
f.
2. Grants-State, Federal, Foundations I 0 I 43,000l 44,5oo[ 0 I 34,5001 10,000
a. Children At Home 0 43,000 43,000 0 33,000 10,000
b. Variety Club 0 0 1,500 0 1,500 0
c.
d.
e.
f.
3. Net Sales Of Services (sources) I 252,047 I 301,5001 316,500I 0I 316,575 I 0
a. In Home Services 223,596 265,000 278,250 0 278,250 0
b. Employment Services 28,451 36,500 38,250 0 38,250 0
c.
4. Net Sales of Materials I o l o l 3,oool 3,oool o l o
a. CD 0 0 3,000 3,000 0 0
b.
c.
5. Contributions/Donations I 5,662l 6,0001 7,0001 5,500 I 0[ 1,500
a. United Wa,v Designated Giving 1,033 1,250 1,500 0 0 1,500
b. Other Contributions 4,629 4,750 5,500 5,500 0 0
6. SpecialEvents [ 2,339[ 3,0001 4,000[ 4,0001 o[ 0
a. Arc Jam 2,339 3,000 4,000 4,000 0 0
b.
C.
7. Interest Income I 11,206] 11,900 I 12,5001 10,000] 0I 2,500
8. ¢r-kist I o l o l o l o l o l o
a.
b.
c.
TOTAL INCOME (same as p. 2, line lb) 302,087 399,228 43 1,575 22,500 359,575 49,500
Notes and Comments:
jccoghs/f~)lbudg/xlbudg. xls - 3 -
-3-
PROGRAM EXPENDITURE DETAIL AGENCY The Arc
NON- PROGRAM PROGRAM
ACTUAL THIS YEAR BUDGETED DIRECTED 1 2
LAST YEAR PROJECTED NEXT YEAR FUNDING
1. Salaries 125,402 128,845 133,963 10,000 101,074 22,889
2. Employee Benefits & Taxes 27, 186 27,960 29,000 2, 160 21,83 1 5,009
3. Staff Development 1,709 1,888 2,000 111 1,734 155
4. Professional Consultation 1,509 1,506 1,500 100 1,300 100
5. Publications & Subscriptions 441 455 500 50 400 50
6. Dues and Memberships 5,230 7,544 8,000 100 400 7,500
7. Mortgage, Rent and Property Tax 3,182 3,300 3,500 0 2,500 1,000
8. Building &Maintenance 1,139 1,257 1,200 0 750 450
9. Equipment Purchase/Rental/ 441 2,900 1,800 67 1,508 225
Maimenance
10. Utilities 1,390 1,440 1,500 112 1,024 364
11o Telephone 2,096 2, 119 2,250 114 1,900 236
12. Office Supplies &Postage 5,762 5,888 6,250 613 3,511 2,126
13. Printing and Publicity 220 2,23 1 675 56 122 497
14. Local Transportation 3,038 3,213 3,400 122 3,207 71
15. Insurance 4,267 4,304 4,500 189 4, 111 200
16. Audit 2,450 1,400 1,500 107 1,288 105
17. Interest 0 0 0 0 0 0
18. Other (Specify):
19 CommctLabor 134,547 158,766 174,643 1,399 173,146 98
20 Depreciation 8,848 8,848 8,848 0 7,078 1,770
21 Misc. 8, 118 9, 104 9,500 239 1,851 7,410
22
23
24
25
TOTAL EXPENSES ( p. 2, line 2) 336,975 372,968 394,529 15,539 [ 328,735 [ 50,255
Notes and Comments:
jccogt~s~'lMJlbudg/xlbudgxls - 4 -
-4-
AGENCY The Arc
ACTUAL THIS YEAR BUDGETED
RESTRICTED FUNDS: LAST YEAR PROJECTED NEXT YEAR
Board/Donor/Funder Designated: Restricted for:
MATCHING GRANTS
Grantor/Matched by
IN-KIND SUPPORT DETAIl.
Services/Volunteers 10,011 11,000 11,500
Material Goods 3,031 3,339 4,000
Space, Utilities, etc. o o o
Other: (Please specify) 0 0 0
[[TOTAL IN-KIND SUPPORT (also shown on page 2 or 2a, line S) ] 13,0421 14,339] 15,500
Notes and Comments: Board= 13 members X 4 hrs./mo. X 12 mo. X $15/hr.= $9360
jccogh/fy01bud~'xlbudg. xls - 5 -
-5-
SALARIED POSITIONS AGENCY The Arc
"X"all that apply FTE* Salary
PositionFrifie ~ ~ ~ o~ Last This Next Actual This Budgeted %
Year Year Year Last Year Year Next Year Change
Executive Director x x x 20 1.00 1.00 39,366 40,335 41,545 3% :
Program Development Coord. x x x 20 1.00 1.00 25,560 26,143 27,188 4%
Family Services Coord. x x x 20 1.00 1.00 23,500 24,000 26,555 11%
Family Services Coord. x x x 20 0.50 0.50 14,976 14,866 10,600 -29%
Employment Specialist x x x 20 1.00 1.00 22,000 23,501 28,075 20%
TOTAL FTE's and SALARIES 5 5 5 125,402 128,845 133,963 4%
* F~l-tmie equivalent: 1.0~full-time; 0.5=half-time; etc.
jccoghs/l~01budg/Mbudg.xls - 6 -
ACCOUNTABILITY QUESTIONNAIRE 'F~e~ ,/~ rc
A. Agency's Mission Statement or Primary Purpose:
The Arc of Johnson County is committed to being a leader in offedng information, services, and advocacy to
individuals with developmental disabilities, their families, and community; to promote informed choices and
the realization of their goals relating to where and how they live, learn, work, and play.
B. Board of Directors:
1. Please attach a list of your agency's Board of Directors (page 7A)
2. Frequency of meetings: monthly
3. Briefly descdbe board orientation and ongoing training opportunities:
Every new Arc Board member receives a two-hour orientation, involving the Board President, Executive
Director, and staff. This is held at The Arc, and includes a great deal of observation. Twenty minutes of every
Arc Board meeting is set aside for board development. Please refer to attached Board Manual for further
details on board orientation.
C. Finances:
1. Are there fees for any of your services? Yes X No __
a. If YES, describe circumstances.
Individuals and families that receive services funded by Johnson County pay a portion of the cost of
services. This is determined and collected by Johnson County.
b. Are they fiat fees or sliding fees X ?
2. Does your agency have:
an internal audit external audit X financial review
Frequency Annually
3.Has your agency filed the Annual Report with the Secretary of State?
Yes X No
4. Has your agency filed Form 990 with the IRS? Yes X No
5. Please discuss your agency's fundraising efforts, if applicable.
The Arc has undertaken several fundraising efforts in the past year. A direct mail piece went out in eady
December. A telemarketing company began making calls for The Arc in March. The Arc placed canisters in
local businesses to raise both money and awareness. An event (Arc Jam) was held in late Apdl, which
showcased local musicians. A CD was produced from this concert, and will be sold following the United Way
blackout. The Arc of Johnson County earned some money from working with The Arc of East Central Iowa on
their Hadey Raffle. The Arc began to sell advertising space in the monthly newsletter. The Arc continues to
attempt to solicit donations from individuals and businesses, including planned gifts.
D. Management:
1. Does each staff member have a wdtten job description? Yes X No
2. Is the agency Director's performance evaluated at least yeady?
Yes X No By Whom? Whole Board, plus community partners
-7-
THE ARC OF JOHNSON COUNTY BOARD OF DIRECTORS (JUNE, 2000)
Joined Board Term ExDires
President: Melanie Alberts - 925 West Park Road 1995 2001
Iowa City, IA 52246 (H) 338-0857
Vice Pres: Sondra Kaska - 103 E. College St., Suite 300 1996 2000
Iowa City, IA 52240
(h) 338-4038 (w) 358-6690 fax 358-8054
Treasurer.' Ann Brownsberger - 712 6m Ave, Coralville IA 52241 1999 2001
(H) 356-6209 (W) 354-7641
Email: AnnBrownsberger@webtv.net
Secretary.' Lori Bears - 402 S Gilbert #711 1997 2001
Iowa City, IA 52240 (H) 337-2120
Board.' John Beckord - Iowa City Area Chamber of Commerce 2000 2002
325 E Washington St., PO Box 2358, Iowa City IA 52244
(w) 337-9637 (fax) 338-9958
Nancy Brown - 718 Carriage Hill #3, Iowa City IA 1999 2001
52246 (H) 356-6459 (W) 337-4158
Tim Clancy - 302 South Gilbert Street, #1216 1997 2001
Iowa City IA 52240 (H) 354-1067
AI Dix - Hy-Vee, 1720 Waterfront Drive, Iowa City IA 1998 2000
52240 (W) 354-7601 (H) 339-1106
Mimi Haithcox - 411 Reno St, Iowa City IA 52245 2000 2002
(h) 358-7001 (w) 338-0836 Email: loften5@earthlink.net
William Kurth - 9 South Linn, Apt. 3 1995 2001
Iowa City, IA 52240 (H) 351-2382
Theresa Lemire - 1802 7th Ave. Ct., Iowa City IA 52240 1999 2001
(H) 338-0641
Keith Ruff - 601 South Gilbert Street 1997 2001
Iowa City, IA 52240 (H) 354-3912
Judy Warth - 127 West Forevergreen Road 1996 2002
North Liberty IA 52317
(h) 626-3248 (w)356-0860 (mobile)515/238-8583
Fax: 356-8574 Email: jwarth@aol.com
cc.~nnvNTIAL INFORMATION - NOT PART OF PUBLIC RECORD
-8-
AGENCY: 'T~e,,/~ re-,
E. Program/Services:
Please define your agency's units of service (service definition, length of time, cost per unit of service, number of
units provided, direct or indirect.)
In-Home Services:
1. Respite Care: Respite is defined as cadng for a person with a disability in order to give the pdmary
caretakers some relief. This allows families time away dudng pedods of stress or cdsis, to tend to business,
or simply to take a break. Respite is funded four ways:
A. HCBS MR Waiver Respite -(Persons with Mental Retardation who are eligible for Title 19)
Unit of service/cost = one hour/S16.80
July 1, 1999- June 30, 2000 - 10,025 hours of HCBS MR respite provided
B. HCBS III & Handicapped Waiver -(Persons with disabilities other than MR who are eligible for Title
19)
Unit of service/cost = one hour/S16,80
July 1, 1999- June 30, 2000 - 436 hours of HCBS I&H respite provided
C. County Respite -(Persons with disabilities who are not eligible for Title 19)
Unit of service/cost = one hour/S16.80
July 1, 1999- June 30, 2000 - 2121 hours of County respite provided
D. United Way Respite -(Persons with disabilities who are not eligible for Title 19 or County respite)
Unit of service/cost = one hour/S16.80
July 1, 1999- June 30, 2000 - 290 hours of United Way respite provided
2. Supported Community Livin.cl (SCL): SCL allows individuals to work toward specific goals with the help of
skilled professionals. SCL is funded two ways:
A. HCBS Waiver SCL -(Persons with disabilities who are eligible for Title 19)
Unit of service/cost = one hour/S30.88
July 1, 1999- June 30, 2000 - 2133 hours of HCBS SCL provided
B. County SCL -(Persons with disabilities who are not eligible for Title 19)
Unit of service/cost = one hour/S30.88
July 1, 1999- June 30, 2000 - 147 hours of County SCL provided
3. Consumer Directed Attendant Care (CDAC): CDAC gives individuals the opportunity to make personal
choices regarding their care. CDAC is funded through the HCBS Waiver for people who are Title 19 eligible.
Unit of service/cost = one hour/S18.00.
July 1, 1999- June 30, 2000 - 677 hours of CDAC provided.
4. Home and Vehicle Modification (H&V): H&V allows changes to be made to existing homes and vehicles
that allow full access for the person with a disability. H&V is funded through the HCBS Waiver for people who
are Title 19 eligible. The Arc has no rate, but serves as a "pass through". Local contractors bill the Arc, which
in turn bills HCBS. 3 H&V have been done to date.
-9-
AGENCY:
Supported Employment:
Job seeking, job development, job placement, on-the-job training, and follow-along support am all
components of the Supported Employment Program. Supported Employment is funded three ways:
1. Department of Vocational Rehabilitation Fundin.cl: Currently using an outcome-based method of payment.
Successful completion of each outcome means a minimum of $2000, and usually closer to $4000 per person
for the Arc. The Arc received $1000 from DVRS in FY00.
2. HCBS Waiver Funding: (People who are ineligible for Voc Rehab funding, but eligible for Title 19)
Unit of service/cost = monthly needs of the consumer (minimum of two contacts)IS257.75 The Arc received
$645 in HCBS SE funding for FY00.
3. County Fundin.cl: (People who are ineligible for Voc Rehab and HCBS)
unit of service/cost = one hour/S39.15. The Arc provided 790 units in FY00.
Advocacy/Awareness/Community Programs:
The Arc continues to provide advocacy, awareness, and information and referral. These services are
provided free of charge, and funded largely through the United Way. This includes the Self Advocacy Group,
Parent Support Groups, Compuplay, the monthly newsletter, Natural Ties, Sabbath Sunday, Healthy Baby
Month, Special Education Forums, and vadous other events and activities.
United Way funding will be used to support programs and services that cannot be funded by other means.
This will include:
Direct Services- United Way dollars allow The Arc to provide Respite Care for families not eligible for other
funding.
Advocacy/Community Programs-The Self Advocacy Group, Parent Support Group, and at least 800 hours of
other advocacy is not billable to any other payor. These are completely funded by the United Way. Natural
Ties, the monthly newsletter, Compuplay, info and referral, and community forums are other examples of
programs and services funded by the United Way.
The Arc continues to receive praise for these programs, and this has resulted in a corresponding increase in
utilization. The Arc will need an increase in United Way allocations to meet the program demands.
-10-
AGENCY: 'fEe_, f~rC.
Please supply information about clients served by your agency dudng last two complete budget years.
Refer to form instructions for definition of duplicated and unduplicated.
Enter Years FY99 FY00
1. How many Johnson County residents (including I a. Duplicated 2111 2651
Iowa City and Coralville) did your agency serve? Count
1 b. Unduplicated 900 1067
Count
2. How many Iowa City residents did your agency 2a. Duplicated 1212 1304
serve? Count
2b. Unduplicated 565 573
Count
3. How many Coralville residents did your agency 3a. Duplicated 580 633
serve? Count
3b. Unduplicated 219 230
Count
4. How many units of service did your agency pro- 4a. Total 12010 19066
vide?
4b. To Johnson 11633 17997
County Residents
5. Other Areas Served:
Do you provide services to areas outside of Johnson County? Yes
Area(s) served: Iowa, Cedar, and Washin.clton Counties
Services provided: Resl~ite and SCL; van/in.e amounts of advocacy and awareness
Funding Sources: Counties; HCBS; United Way; fundraising
6. Client Profile (for last complete year, if available):
Age Gender Ethnicity
0 - 5 22 Female 52 Afdcan American 8
6 - 17 53 Male S9 Native American 2
18 - 29 17 Asian 6
30 - 61 26 Hispanic 4
62 - 75 3 Caucasian/Non-Hispanic 1
75 + 0 Multi-racial 4
IO -11-
AGENCY: 'F}-~, Arc
7. Evaluation and Review:
A. Please discuss how your agency measures the success of its programs.
The Arc is evaluated by the Department of Human Services for all programs that receive HCBS funding. The
Arc is extremely proud to report the results of the June 2000 survey. The Arc of Johnson County received a
Three-Year Certification with Excellence, the highest recommendation that DHS can give. Using an outcome-
based method of review, the DHS survey team determined that all outcomes were present for people served
by The Arc. The survey team believed this to be the first perfect score awarded in the history of the state.
The Arc also utilizes an extensive self-evaluation process; annual surveys are sent to every consumer, family,
case manager, employer, and In-Home Services provider, as well as numerous others who deal with The Arc.
43% of the surveys were returned, and the results were overwhelmingly positive.
The Arc is a membership organization, which empowers the members to offer their opinions at any time, and
to vote at the annual meeting. The Arc also solicits feedback every month in the newsletter. Finally, and most
importantly, The Arc stresses the open-door policy that allows anyone to share their ideas at any time.
B. Does your agency have a current strategic plan and date last reviewed?
The Arc is holding a Strategic Planning session on September 26, just after the wdting of this document.
C. What plans does your agency have to increase efficiency and effectiveness?
Please refer to the Goals and Objectives section.
D. How has your agency responded to United Way's recommendations from last year?.
The pdmary recommendations that The Arc received from the United Way last year were to address the long
term financial situation of the agency. The Arc has tded to do this in numerous ways:
First, reserve funds have been invested in a manner that has increased interest income. Second, fundraising
income has gone from $2000 to $12000 within one fiscal year. Third, The Arc has worked with funders in Des
Moines and Washington, D.C. to increase reimbursement rates for Respite services. Fourth, The Arc has
undertaken an aggressive approach to marketing our services, particularly Supported Employment. Fifth, The
Arc secured the Children At Home Grant, which provides some administrative dollars. Finally, The Arc is
working closely with Dr. Jude West from the University of Iowa College of Business, who is a key player in the
University of Iowa Center for Nonprofits. Dr. West has volunteered his expertise in the areas of organizational
management and organizational behavior.
8. In what ways will the needs of your service population change in the next five years?
The Arc continues to see demographic trends that mirror those reported by the US Census Bureau. The Arc
is serving more and more single parent families, most headed by women. This trend puts additional pressure
on The Arc to be there when asked, for many families have no other option. The population The Arc serves
continues to diversify ethnically, providing occasional language barriers. The Arc continues to receive
referrals of children with "nontraditional" diagnosis, such as Autism and ADHD. This requires The Arc to learn
about new things, and causes us to spend time and effort advocating for services for these populations.
People are living longer; there are several older adults who live with parents in their 80s and 90s.
Transitioning these individuals into life without parents is a significant challenge. Finally, persons with
disabilities are speaking up, and forcing agencies like The Arc to provide the services they want, rather than
the services we feel they need. This is not a big departure for The Arc, having embraced the self-advocacy
model, but it impacts the amount of time required for advocacy. The Arc expects all of these trends to
continue over the next 5 years.
agency: ~I~/~c
9. In relation to the Johnson County Capacity Assessment, explain how your services are meeting
community needs.
Housing and Shelter: This issue is even more pronounced for people with disabilities, who rank as the very
poorest demographic group in the US. In addition, people with disabilities often face additional discrimination
from landlords and housing programs. The Arc tdes to encourage the people with whom we work to be good
tenants; we serve as advocates when applicable. Most adults with disabilities end up moving to Iowa City or
Coralville from the surrounding communities. This sets up a "chicken and egg" situation; would individuals
stay if services were provided, or are services provided in the places to which they tend to move? The Arc
tries to mitigate this dilemma by providing services wherever a person chooses to live.
Substance Abuse: Substance abuse is the single most preventable cause of disability. The Arc tdes to
prevent these disabilities through education efforts such as Healthy Baby Month, and a VaI-Pack coupon that
went out to 300,000 homes in Eastern Iowa and Western Illinois. Arc brochures are available at the offices of
most prenatal physicians in Johnson County.
Child Care: Families served by The Arc face the most daunting child care challenges. Most daycares will not
accept children with disabilities; those that do are underfunded. Families that include people with disabilities
often require care for 20 or more years, as opposed to the traditional 4-5. The Arc addresses this issue head
on. The Respite program fills child care gaps, regardless of place of residence. The Arc routinely helps
families to line up appropriate day care. Finally, The Arc advocates on a local, state, and national level for
more available funding for daycare.
Employment and Economic Opportunity: Again, Census Bureau statistics show us that people with disabilities
am the poorest and most frequently un- and underemployed group in the US. People with disabilities still
routinely face illegal forms of job discrimination. The Arc helps to address these issues through Supported
Employment, as well as local, state, and national advocacy efforts.
Health Care: In many ways, disabilities are medical issues. While most individuals with disabilities do have
health care coverage, they often fail to effectively utilize the healthcare services that are available. In
addition, rural residents typically face transportation barriers. The Arc tdes to educate the people with whom
we work as to the benefits of good health habits, as well as educating healthcare providers. In addition, The
Arc is working with the University of Iowa College of Medicine to address the barTiers faced by people with
disabilities.
SuDDortive Services for Seniors: As the rest of the population ages, so do people with disabilities. These
individuals may require extra assistance while in retirement, and often face illegal discrimination. In addition,
many individuals with disabilities live at home with eldedy parents. The Arc is trying to identify these families,
and attempting to diminish the stigma associated with receiving services.
-13-
AGENCY: TI-~- A Fc-
10. Please discuss any other problems or factors relevant to your agency's programs, funding or service
delivery:
Managed Care (or Managed Cost) has greatly impacted The Arc. Research and experience teach us that
without services, many individuals are prone to institutionalization, abuse, and delinquency. Many of these
individuals fall outside of managed care guidelines.
Continued deinstitutionalization places a greater burden upon community-based agencies. The Arc is serving
more and more people with challenging behaviors and significant disabilities. While The Arc supports this
change, funding must change to follow the individual.
Finally, The Arc is concerned about the notion that greater volunteerism and/or faith-based organizations can
"take care of" the population we serve. The Arc believes that this position demonstrates naivete' as to the
size and scope of governmental involvement, and disregards the wants and needs of people with disabilities.
11. List complaints about your services of which you are aware:
The Arc places a great deal of emphasis on getting feedback from all sources. Complaints are infrequent, but
when they occur, they are addressed promptly and individually. A Grievance Policy is given to every
individual and family The Arc serves, but no complaints have been filed.
12. Do you have a waiting list or have you had to turn people away for lack of ability to serve them? What
measures do you feel can be taken to resolve this problem:
The Arc has no waiting list per se, but often receive very specific service requests. Some of these requests
are quite difficult to fulfil; The Arc is usually able to make something work. Providers with special training are
in especially high demand. The Arc continues to work to recruit individuals with the necessary skills and
abilities. Low rates of reimbursement make provider pay an issue; The Arc has done relatively well in this
area, however.
How many people are currently on your waiting list? 0
13. In what way(s) are your agency's services publicized?
A monthly newsletter is seen by over 1000 people every month. The Arc does several direct mailings, and is
listed two ways in three different phone books. Arc brochures are spread throughout the county. The Arc
takes advantage of long-standing relationships with local radio and newspaper personalities. Arc staff make
numerous presentations to community groups. The Arc had canisters out in 125 Johnson County businesses
for almost 6 months. Finally, The Arc tdes to be present at every possible community event, particularly those
involving the United Way.
The Arc must also be marketed to our funders, the United Way and several others. This is an often-
overlooked publicity effort; The Arc needs to prove to you that we are worthy of your funding.
14. United Way involvement by your agency: ("X" if agency participated within the last year)
a. Agency Directors Meetings X
b. Served as Agencies Directors' Representative to
Funding Headngs X
c. Business Blitz X
d. Day of Cadng X
e. Kick Off X
f. Victory Reception X
g. Other Speakers Bureau, omanized soccer fundraiser, DarticiDated in Golf
Tournament
AGENCY: 'TInt ~ rc
15. How have you collaborated with other agencies during the past year?.
The Arc has worked with both Goodwill Industries and the Evert Conner Center in several ways; joint
community presentations and serving together on several committees. The Arc and Handicare are
currently collaborating on at least three projects. In the past year, The Arc has worked with
Neighborhood Centers, UAY, Youth Homes, LIFE Skills, VNA, MECCA, the Cdsis Center, Free Med,
DVIP, NAMI, Legal Services, Free Lunch, and the Mental Health Center on a client-by-client basis.
Arc consumers chose to make donations to Table-To-Table and Big Brothers/Big Sisters. The Arc is
currently pursuing collaborations with MYEP, NAMI, VNA, and the Cdsis Center, and is open to any
number of collaborations.
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AGENCY: ~l~'- Arc
AGENCY HISTORY
(Using this page ONLY, please summarize the history of your agency, emphasizing Johnson County, past and current
activities and future plans. Please update annually.)
AGENCY: The Arc of Johnson County
Throughout its 43- year history, The Arc of Johnson County (The Arc) has acted
as an advocate for the rights of citizens with mental retardation and developmental
disabilities. When the first meeting was held 43 years ago, Johnson County had no
educational, recreational, vocational, or residential programs for individuals with mental
retardation and developmental disabilities.
Fast forward to 2000, and Johnson County has model programming in all in four
areas. The Arc has been instrumental in creating these programs, and in advocating for
programs which non-disabled people take for granted. Many services which The Arc
developed now exist as separate entities. The Iowa City Community School District
Special Education Program, Goodwill Industries, Systems Unlimited, and Special
Populations Involvement (SPI) in the Iowa City Recreation Department were all begun
by members of The Arc.
The Arc still provides an array of services: Respite, Supported Community Living,
Supported Employment, Consumer-Directed Attendant Care, and Home and Vehicle
Modification. In addition, The Arc offers a Parent Support Group, a Self-Advocacy
Group, Natural Ties, Compuplay, Children At Home, Sabbath Sunday, Health Baby
Month events, a monthly newsletter, a lending library, and community forums. Finally,
The Arc serves as a source for advocacy, awareness, prevention, information, and
referral.
Despite all these successes, there is still considerable work to be done. The
current Mission Statement of the Arc is as follows: "The Arc of Johnson County is
committed to being a leader in offering information, services, and advocacy to
individuals with developmental disabilities, their families, and community; to promote
informed choices and the realization of their goals relating to where and how they learn,
live, work, and play."
This may strike some as unnecessary; after all, Johnson County now has many
wonderful services, right? Yes, there are many wonderful services available. And due
in large part to the efforts of The Arc, we have managed to "raise the bar' when it comes
to the rights of people with developmental disabilities. We are in the middle of a civil
rights battle. And as long as people with disabilities struggle to obtain their civil rights,
The Arc will be there to help. This is our current mission, and until we have reached our
goal, also our future plans.
-16-
AGENCY: 'F'~qe., ,AFt,
FYO0 GOALS
Please state the goals of the latest completed fiscal year and report status of progress/completion.
Name of Program: All
Goal: To reduce the amount of financial loss suffered by The Arc.
Objective A: Increase income.
Tasks:
1. Invest Arc reserve in a manner that meets the agency's social requirements, yet produces substantially
more income than it is currently generating.
2. Begin direct mail campaign.
3. Undertake other fundraising efforts as determined by Fundraising Committee.
4. Increase the amount of fee-for-service services provided.
5. Advocate with State Legislature and State DHS for adequate rates of reimbursement.
Progress: We are proud to announce that every task was completed. The reserve fund is now partially
invested, and contributing revenue to the agency. A direct mail campaign brought in over $2500. The Arc
initiated several other fundraising activities, totaling $12,000 in fundraising income. The units of fee-for.
service provided jumped over 33% in FY00. Finally, and most importantly, The Arc was able to work with the
Department of Human Services and other service providers statewide to secure the biggest increase in
Respite funding in heady a decade. The goals that we set for ourselves were not easy by any means;
therefore, it is with great pdde that The Arc reports successful completion of every task.
Objective B: Decrease expenses.
Tasks:
1. Retain more service providers, thereby saving on recruitment and training costs.
2. More closely monitor and attempt to reduce mileage reimbursements.
Progress: Unfortunately, these tasks are two areas in which The Arc has not had measurable successes.
While turnover was not worse than recent years, nor did it get any better. Due to the rate increase mentioned
above, a large pay increase went into effect in August of 2000. We believe this raise will help us to be more
competitive, but we will need more time to see if this is the case. Mileage reimbursements went up, but this
corresponds to an increase in services provided in Iowa, Cedar, and Washington Counties.
Bottom line: The Arc lost $91,000 in FY97, $50,000 in FY98, $35,000 in FY99, and $20,000 in FY00. We am
slowly but surely making progress. This positive trend is expected to continue into FY01 and beyond.
-17-
AGENCY: ~ Arc
Name of Program: Direct Services
Goal: Increase size of Supported Employment Program, and the income the program generates.
Objective A: Improve overall quality of Supported Employment services.
Tasks:
1. Attract and hire quality staff.
2. Provide proper training and support.
3. Increase program oversight.
4. Pursue National Accreditation.
Progress: The Arc has experienced tremendous success in this area. First, The Arc Board committed
themselves to financially boosting the program. Secondly, The Arc was able to hire a highly respected
individual who had spent several years working for Johnson County. She has generated numerous new
referrals, new income, and new excitement for The Arc's Supported Employment Program. Arc management
is spending more time overseeing the Supported Employment program. The Arc continues to pursue national
accreditation.
Objective B: Improve marketing of Supported Employment services.
Tasks:
1. Strengthen relationships with local high school Special Education teachers.
2. Strengthen relationships with Johnson County MH/DD Department.
3. Strengthen relationships with neighboring counties.
4. Redo informational brochures.
5. Distribute informational brochures.
Progress: Much of this progress is just now happening. Relationships seem to be as strong or stronger than
ever, and continue to improve. Brochures were just redone, and are beginning to be distributed.
Name of Program: Advocacy/Awareness/Community Programs
Goal: Continue to work toward Arc Mission.
Objective A: Inform and educate Johnson County community.
Tasks:
1. Increase number of educational forums sponsored by The Arc.
2. Continue to serve as a resource for information and referral.
3. Increase Arc membership.
4. Provide resources to allow Parent Support Group to thdve.
5. Provide resources to allow Self-Advocacy Group to thdve.
6. Increase amount and scope of funding for all of the above.
Progress: Progress toward this Objective is mixed. The Arc has increased the number of forums, and shown
a slight increase in membership. Funding has been made available for all of the above programs. The Self-
Advocacy Group has maintained status quo. The Parent Support Group continues to be of concern, however.
Attendance at these meetings waxes and wanes greatly, and we are unable to determine which, if any,
variables predict a good turnout. The Arc continues to work on this group, and providing the necessary
support to allow the group to flourish.
-18-
AGENCY: The Arc
Objective B: Advocate with and on behalf of people with disabilities.
Tasks:
1. Find out what people with disabilities want and need.
2. Increase input from families, providers, and others in the community.
3. Increase participation in Govemmental Affairs Committee.
4. Monitor policy changes at all levels.
5. Advocate with Arc of Iowa and Arc of US.
6. Advocate with State and Federal Legislatures.
7. Advocate with DHS on local, state, and federal levels.
8. Advocate with Johnson and other counties.
9. Advocate with local school districts.
10. Provide individual advocacy as requested.
Progress: The Arc has had some excellent results in these areas, as well as some real disappointments. Arc
of Johnson County efforts have been unable to affect necessary changes in The Arc of Iowa, but some of the
same efforts have been very well received on the national level. Advocacy efforts have produced some very
positive changes in the Iowa Legislature, and at all levels of DHS. Unfortunately, some of the changes made
by the Johnson County Department of MH/DD went against Arc suggestions; we will continue to monitor
those situations. While things have gotten better at the Iowa City Community School District, there are still
numerous Special Education issues. Finally, individual advocacy requests are up, which indicates consumer
confidence in The Arc.
-19-
AGENCY: Tl~e_,/9, re..,
AGENCY PROGFLAM GOALS AND OBJECTIVES
(List goals and objectives for the Fiscal Year for which you are requesting funding. Several pages are provided, please
add any additional pages you may need with your agency name as a header.)
FY02 Goals
Name of Program: All
Goal: Reduce the amount of financial loss suffered by The Arc. (This goal is repeated from FY01 .)
Objective A: Increase income.
Tasks:
1. Increase fundraising income by at least 50%.
2. Increase Arc membership by at least 25 members.
3. Increase the amount of fee-for-service services provided by at least 10%.
4. Continue to advocate with state DHS for more reasonable financial management guidelines.
Resources Needed: Board, staff, and volunteer time, commitment, and expertise; fundraising resource
materials; DHS cooperation.
Objective B: Decrease expenses.
Tasks:
1, Do cost/benefit analysis with all vendors.
2. Retain more service proriders, thereby saving recruitment and training costs.
Resources Needed: Board, staff, and volunteer time, commitment, and expertise; financial management
advice.
Name of Program: All
Goal: Make better use of computers and other technology.
Objective A: Update both hardware and software.
Tasks:
1. Obtain at least two new computers.
2. Set up a computer network.
3. Obtain all necessary software updates.
Resources Needed: Board, staff, and volunteer time, commitment, and expertise; finances; technical
assistance/expertise.
-20
AGENCY: "T'/-~
Objective B: Better utilize capabilities of existing hardware and software.
Tasks:
1. Decide what data we want, and how we want to use it.
2. Design an information management system that accomplishes these goals.
3. Obtain training necessary to utilize information management system.
Resources Needed: Board, staff, and volunteer time, commitment, and expertise; technical
assistance/expertise.
Name of Program: Direct Services
Goal: Increase program efficiency.
Objective A: Utilize natural supports in Supported Employment services.
Tasks:
1. Train employers, employees, coworkers, family members, and case workers on new model.
2. Identify and cultivate appropriate matches.
3. Work out details of individual contracts.
Resources Needed: Board, staff, and volunteer time, commitment, and expertise; community cooperation.
Objective B: Decrease paperwork in In-Home Services program.
Tasks:
1. Eliminate unnecessary and/or duplicative work.
2. Utilize full capabilities of computers.
3. Apply techniques for "working smarter'.
4. Possibly add a Supported Employee to assist with cledcal duties.
Resources Needed: Board, staff, and volunteer time, commitment, and expertise; technical
assistance/expertise; management resource materials; good employee/job match.
Name of Program: Advocacy/Community Awareness
Goal: Increase community recognition of The Arc as a resource.
Objective A: Improve relationships with parents of people with disabilities.
Tasks:
1. Creatively revamp Parent Support Group.
2. Improve relationships and communication with schools and AEA.
3. Educate parents as to Arc philosophies, efforts, and results.
Resources Needed: Board, staff, and volunteer time, commitment, and expertise; funds to cover these
efforts; cooperation of AEA and schools; cutting edge information on support groups.
-21 -
~O
AGENCY:
Objective B: Improve The Arc image and name recognition in the community.
Tasks:
1. Increase involvement in community groups that are not disability related.
2. Increase prevention efforts.
3. Better publicize Arc events.
4. Emphasize marketing to Board, staff, volunteers, and others.
Resources Needed: Board, staff, and volunteer time, commitment, and expertise; funds to cover these
efforts; community cooperation.
-22-
HUMAN SERVICE AGENCY REQUEST FOR FUNDING Director: Karla Miller
City of Coralville Agency Name: Big Brothers Big Sisters
of Johnson County
Johnson County City of Iowa City Address: 4265 Oak Crest Hill Road S
Iowa City, IA 52246
United Way of Johnson County Phone: 319-337-2145
Completed by: Karla Miller
CHECK YOUR AGENCY'S BUDGET YEAR Approved by Chair Board:~L,..d-~-
by Extension ChaioberO~O~
Approved ' Oct
1 / 1/01 - 12/31/01 10/1/01 - 9/30/02
(date)
7/1/01 - 6/30/02: XX
COVER PAGE
Program Summary: (Please number programs to correspond to Income & Expense Detail,
i.e., Program 1, 2, 3, etc.)
Programs:
1. One-to-One Match Program:
The purpose of our one-to-on match program is to provide youth with
adult mentoring relationships. We provide positive adult companionship to
children from single-parent homes and homes in which a positive adult relationship
would be beneficial to a child.
2. Group Programs:
The Group Activity Program (GAP) is a program that matches youth on our waiting list
with adult mentors to participate in group activities for shorter terms. This program serves
children on our waiting list and those who live in rural areas or isolated living complexes.
Local Funding Summary: 4/1/99 - 4/1/00 - 4/1/01 - % of Total
3/31/00 3/31/01 3/31/02 Budget
United Way of Johnson County - -
Does Not Include Designated Gvg. 30,283 41,902 43,174 14%
FY00 FY01 FY02 ~
City of Iowa City 38,150 41,011 45,000 15%
Johnson County 21,000 25,000 27,250 9%
City of Coralville 3,500 3,500 3,675 1%
-23-
jccoghss~,Olbudglxlbudg.xls - I -
AGENCY: Big Brothers Big Sisters of Johnson Coumy
STATEMENT OF ACTIVITIES SUMMARY
(CASH BASIS)
ACTUAL THIS YEAR BUDGETED
LAST YEAR PROJECTED NEXT YEAR
Enter Your Agency's Budget Year ==>
1. TOTAL OPERATING BUDGET 280,992 321,936 370,243
(Total a+b)
a. Carryover Balance (Cash 42,616 37,356 60,838
from line 3, previous column)
b. Income (Cash) 238,376 284,580 309,405
2. TOTAL EXPENDITURES (Total a+b) 243,636 261,098 304,381
a. Non-directed (administration/general overhead) 43,854 46,997 58,378
b. Program Total (List Progs. Below) 199,782 214, 101 246,003
1. One-to-One Match Program 138,873 148,826 172,667
2. Group Programs 60,909 65,275 73,336
3
4
5
6
7
8
4. RESTRICTED FUND BALANCE (Total from page 5) 20,318 9,000 9,450
5. IN-K1ND SUPPORT (Total from Page 5) 651,400 683,970 718,165
6. NON-CASH ASSETS
Notes and Comments:
BRIEFLY l)ESCRIBE BOW LOCAL FUNDS WERE SPENT LAST YEAR:
Local funds were used for staffing and programming for our one-to-one and group memoring programs.
Johnson Coumy Extension's significant support allows us to use local funding for direct services.
Staff recruits. Screens, trains, and supervises the volunteers who work directly with the youth.
Staff also assists in conducting our major fundraiser, "Bowl for Kids' Sake".
One of our goals is to build our cash reserves.
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AGENCY Big Brothers Big Sisters of Johnson County
1NCOME DETAIL
NON -
ACTUAL THIS YEAR BUDGETED DIRECTED PROGRAM PROGRAM
LAST YEAR PROJECTED NEXT YEAR FUNDING 1 2
I. Local Funding Sources- [ 95,840 111;731 [ :120;5l~0~ 15,627 76,943 [ ' 27,635
a. Johnson Count' 21,000 25,000 27,250 6,812 13,625 6,813
b. City of Iowa Cit).I 38,150 41,011 45,000 36,000 9,000
c. United Way of Johnson Count' 33,190 42,220 44,280 8,815 23,643 11,822
d. City of Coralville 3,500 3,500 3,675 3,675
2. Grams- State. Federal, F,mndalions I 24,759 .~6 6.~9 ~ 45,850 0 [ 6,400 · 39,450
a. Juvenile Justice 20,318 9,000 9,450 9,450
b. Community Grants 2,000 7,500 10,000 5,000 5,000
c. United Action For Youth 2,441
d. 21st Century School Grant 18,750 25,000 25,000
e. Johnson County Extension 1,400 1,400 1,400
· I soo 5oo; o o :''
3. Net Sales Of $en'iees (~urees) 90 ~.0.
a. Program Income 90
b. Workshops 500 500 500
i4. Net S;fit'~ of Maleri'-fis ] 0 I 1,000 I I,(t00 I 1,000 [ 0I 0
s. Co.tribmi,...Im,..ti..s [ 23,679l 22,599 '[ 23,750] 0 a3,TS01 .......
a. United Way Designated Giving 8,126 7,599 8,000 8,000
b. Other Contributions 15,553 15,000 15,750 15,750
6. S0ecial Events 1 91,a04 ] 110~000 1'!5,500 44,675 i 63,574 I 7,251
7. Interest Income ..... ·
s. (.hher-l.i~! Below ] 1.641 I 1,800 ~ 2,000 I 0I 2.000] 0
a. Miscellaneous 519
b. Volunteer Checks 1,122 1,800 2,000 2, 000
TOTAL INCOME {same a~ p. 2, line lb) 238,376 2154,580 ~09,405 62,402 172,667 74,336
Notes and Comments:
The 21 st Century Grant is a three-year grant obtained by Hills School. We are a partner in this grant and will re-apply for it each year.
We have included funds under services labeled "Workshops" that will be raised as honoraria for speaking engagements~ training,
and similar activities that we conduct.
"Big Sales" is a new fundraising venture that involves the sale of "Big Brother Big Sisters" products.
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PROGRAM EXPENDITURE DETAIL AGENCY Big Brothers Big Sisters of Johnson County
NON- PROGRAM PROGRAM
ACTUAL THIS YEAR BUDGETED DIRECTED 1 2
LAST YEAR PROJECTED NEXT YEAR FUNDING
1. Salaries 164,184 176,640 204,838 31,890 121,243 51,705
2. Employee Benefits & Taxes 31,908 35,328 40,968 6,378 24,249 10,341
3. Staff Development 911 1,500 2,000 1,400 600
4. Professional Consultation 883 1,000 1,000 1,000
5. Publications &Subscriptions 15 100 100 100
6. Dues and Memberships 4, 541 7,200 8,200 1,000 5,040 2, 160
7. Mortgage, Rent and Property Tax
8. Building & Maintenance
9. Equipment Purchase/Rental/
Maintenance 1,258 2,300 3,500 1,160 1,160 1,180
10. Utilities
11. Telephone 577 600 1,000 250 500 250
12. Office Supplies & Postage 1,999 3,900 4,500 1,125 2,250 1,125
13. Printing and Publicity 428 900 3,500 350 2,275 875
14. Local Transportation 1,874 2,700 3,000 300 1,350 1,350
lS. Insurance 7,695 7,800 8,000 600 6,400 1,000
16. Audit
17. Interest
18 Other (Specify): Board Expenses 292 300 325 325
19. Program Expenses 12,240 6,580 7,000 5,250 1,750
20. Fundraising Expenses 11,600 12,000 14,000 14,000
21. Van Expense 1,216 1,500 1,700 850 850
22. Staff and Volunteer Recruitment 2,015 750 750 600 150
23
24
25
TOTAL EXPENSES ( p. 2, line 2) 243,636 261,098 304,381 58,378 172,667 73,336
Notes and Comments:
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AGENCY Big Brothers Big Sisters of Johnson County
ACTUAL THIS YEAR BUDGETED
RESTRICTED FUNDS: LAST YEAR PROJECTED NEXT YEAR
Board/Donor/Funder Designated: Restricted for:
Juvenile Justice Crime Prevention Grant 20,3 18 9,000 9.450
ITOTAL RESTRICTED FUND (also shown page 2 or 2a, line 4) [ 20,3 18 9,000 9,450
MATCHING G~NTS
Grantor/Matched by
Juvenile Justice Local Funding Sources 203 18 / 6000 9000 / 6000 9450 / 6300
TOTAL MATCHING GRANTS (also shown pg. 3. line 2) 20318 / 6000 9000 / 6000 9450 / 6300
IN-KIND SUPPORT DETAIL
Sen,ices/Volunteers Volunteer hours for FY00: 62, 924 629,240 660,702 693,740
Material Goods Office Supplies 5,500 5,775 6,060
Space. Utilities, etc. Office Space &Utilities 8,160 8,568 8,995
Other: (Please specify.) Telephone Service &Office Machi 8,500 8,925 9,370
TOTAL IN-KIND SUPPORT (also shown on page 2 or 2a, line 5) 651,400 683,970 718, 165
Notes and Comments:
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SALARIED POSITIONS AGENCY Big Brothers Big Sisters of Johnson County
"X"all that a3ply FTE* Salary
~ .~ .~ e-.
Position/Title ~ ~ '?i ~ Last This Next Actual This Budgeted %
Year Year Year Last Year Year Next Year Change
Executive Director x x x 20% 1.00 1.00 1.00 49,460 43,000 45, 150 5%
Program Director x x x 20% 1.00 1.00 1.00 36,601 38,065 39,968 5%
Case Workers x x x 20% 2.50 2.75 3.00 59,666 71,375 82,635 14%
GAP Program Director x x x 20% 0.75 0.85 1.00 16,823 20,000 24,675 19%
Field Coordinator 8% 0.00 0.20 0.20 4,200 4,410 5%
Workstudy Position 0.25 0.00 0.00 1,634 0%
Project Support x x x 8% 0.00 0.00 0.40 8,000 100%
Project Support: This is a new postion created to assist in "Bowl for Kids' Sake" and other special projects.
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AGENCY: Big Brothers Big Sisters of Johnson County
ACCOUNTABILITY QUESTIONNAIRE
A. Agency's Mission Statement or Primary Purpose:
The purpose of Big Brothers Big Sisters of Johnson County is to empower youth through mentoring
relationships to facilitate those youth becoming competent, confident and caring individuals. We provide
positive adult companionship to children from single-parent homes and homes in which a positive adult
relationship would be beneficial to a child.
B. Board of Directors:
1. Please include a list of your agency's Board of Directors
William Burger Kirk Kastendick Michael Pitton
Ross DeValois Randy Landgrebe Ed Ring
Becky DeWaard Sandy Lawrence John Schneider
Gary Fabian Jim Linn Mary Jo Seaba
Jodi Gibson Chip Miller Morris Stole
Bob Goodfellow Dave Pate
Deborah Groth Julie Phye
2. Frequency of meetings: Monthly full board meetings and committee meetings (usually monthly,
depending on the committee.)
3. Briefly describe board orientation and ongoing training opportunities:
New Board members receive a manual that includes information about programming, staffing,
policies and procedures, and the roles and responsibilities of board members, including policy
development, strategic planning, fiscal planning and accountability, fundraising, and developing of
collaborative working relationships with program personnel.
Board members receive an annual presentation by the program staff and will receive ongoing board
training throughout the year to supplement initial training. Board members receive monthly reports
from the Executive Director that include accomplishments, projects in progress, fiscal reports, and
strategic plan updates. Board members are encouraged to attend local training and Big Brother Big
Sister conferences.
C. Finances:
1. Are there fees for any of your services? Yes __ No __X__
a. If YES, describe circumstances. N/A
b. Are they flat fees or sliding fees? N/A
2. Does your agency have:
an internal audit external audit __X__ financial review __X__
Frequency Annually
3. Has your agency filed the Annual Report with the Secretary of State?
Yes No NIA We are a youth program of ISU Johnson County Extension, thus
we are not required to file this report separately.
4. Has your agency filed Form 990 with the IRS? Yes No NIA (Please see #3)
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AGENCY: Big Brothers Big Sisters of Johnson County
5. Please discuss your agency's fundraising efforts, if applicable.
Our fundraising efforts include Bowl for Kids' Sake, "SponsoPa-Match", the Warth Memorial Fund
(initially set up for "Sponsor-a-Match" but will be expanded), Planned Giving, and "Big Sales". "Sponsor-
a-Match", Warth Memorial Fund, Planned Giving, and "Big Sales" are new fundraising efforts that were
begun to diversify and expand our fundraising efforts. The "Warth Memorial Fund" was started in honor
for our board member, the late Melodie Warth.
In 2000, "Bowl for Kids' Sake" raised almost $92,000 for our agency. Strong community support
(including all three local bowling houses (Colonial Lanes, Coral Lanes, and Plamor Lanes), area small
businesses and larger corporations, University of Iowa students, and many other people) allows us to
continue this event as our major fundraiser. We will hold our 16th Bowl for Kids' Sake on February 24,
t
2001, and celebrate the 25 h Anniversary of Big Brothers Big Sisters of Johnson County.
D. Management:
1. Does each staff member have a written job description? Yes __X__ No
2. Is the agency Director's performance evaluated at least yearly?
Yes __X__ No By Whom? "Big" Board Chair and the Director of Johnson County
Extension.
E. Program/Services:
Please define your agency's units of service (service definition, length of time, cost per unit of service,
number of units provided, direct or indirect.)
As with each agency, our measurements of service are specific to our mission and consist of more than
one type of service. Thus, in order to provide a richer and more meaningful understanding of the type
and breadth of our services, the definitions of what we measured are listed below. In all cases, our unit
of service is measured in hour increments.
One-to-one Mentoting-
This program matches an adult volunteer with a child in order to provide a positive mentoring relationship
for the child.
Recruitment, screening and training of volunteers for the one-to-one program = 730 hours
Contact between a Big Brother Big Sister volunteer and their Little Brother or Little Sister = 24,576
hours
Staff contacts (average monthly calls to volunteers, parents, kids) = 6,144 hours
Match closings = 120 hours
"Focus on Girls" program = 168
Circle Program = 50
Monthly meetings with volunteers = 24
FY 01 Total units for the One-to-One Program -- 31,812
Group Programs-
This program provides a mentoring relationship between a volunteer or a staff person and a child in a
small group setting for eight week sessions (fall, spring, and summer). This year, the summer GAP was
conducted by Johnson County Extension because we were in the process of hiring new GAP staff.
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AGENCY: Big Brothers Big Sisters of Johnson County
FY01
Summer GAP 1999 = 1,688 hours
Fall GAP = 1,344 hours
Spring GAP = 1,392 hours
Summer GAP = 4H provided this program for July, 2000. We will be providing it year-round from
now oR.
FY00 GAP Recruitment, screening, training, and follow-up = 1,480 hours
FY 01 Total units for the group program = 5,904
Please supply information about clients served by your agency during last two complete budget years.
Enter Years FY99 FY00
1. How many Johnson County residents (including la. Duplicated 833 926
Iowa City and Coralville) did your agency serve? Count
1 b. Unduplicated 638 697
Count
2. How many Iowa City residents did your agency 2a. Duplicated 408 583
serve? Count
2b. Unduplicated 338 439
Count
3. How many Coralville residents did your agency 3a. Duplicated 150 222
serve? Count
3b. Unduplicated 121 167
Count
4. How many units of service did your agency provide? 4a. Total 52,060 68,980
4b. To Johnson 52,060 68,980
County Residents
5. Other Areas Served:
Do you provide services to areas outside of Johnson County?
Area(s) served: No
Services provided: Referrals only
Funding Sources: NIA
6. Client Profile (for last complete year, if available):
Age Gender Ethnicity
0 - 5 0 Female 390 African American 186
6 - 17 697 Male 307 Native American 0
18 - 29 0 Asian 13
30 - 61 0 Hispanic 13
62 - 75 0 Caucasian/Non-Hispanic 388
75 + 0 Multi-racial 26
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AGENCY: Big Brothers Big Sisters of Johnson County
7. Evaluation and Review:
A. Please discuss how your agency measures the success of its programs.
1. We use a Program Outcome Evaluation tool for all matches on an annual
basis.
2. A committee of the Board conducts an annual review of case files, and case
managers conduct a quarterly review.
3. Every five years Big Brothers Big Sisters of America conducts a two-day on site
evaluation.
4. GAP (Group Activity Program) youth, volunteers, and parents receive an
evaluation survey at the end of each GAP session.
5. YES (Youth and Elderly in Service) is evaluated by survey and review.
B. Does your agency have a current strategic plan and date last reviewed?
Yes. The plan has been reviewed and updated within this past year. Board
committees and staff have focused on individual aspects of the plan for
development and implementation.
C. What plans does your agency have to increase efficiency and effectiveness?
We plan to increase our efficiency and effectiveness in two areas: (1) internal
structure and function, and (2) external programming.
Internally, we have improved our management of data and methods of program
evaluation this past year by converting to a database program designed for Big
Brothers Big Sisters programs. While the conversion has been challenging, it is
ultimately allowing us to track and manage matches more efficiently, maintain more
detailed demographics, statistics and evaluations on both our one-to-one and group
programs, and streamline the administration of our fundraising projects.
First, we have also organized our staff in a way that allows us to operate more
efficiently. For example, the program director has assumed a greater role in
planning, staff supervision, and maintaining statistics. This has allowed the
executive director to deal more efficiently and effectively with the administration of
the program, collaboration with the board, strategic planning, grant-writing,
fundraising, representation on committees, and public relations and marketing.
Additionally, the GAP (Group Activities Program) staffing has been restructured to
provide continuity through a program director and efficiency through field
coordinators. Prior to this, there was one person doing the administration, planning,
and direct services.
Second, we will continue to provide the one-to-one and group mentoring services
that for which we are known. We plan to enhance and expand those services,
particularly in the area of rural outreach. We have been targeting rural children and
children in isolated living complexes. We have projects currently in the North
Liberty, Tiffin/Clear Creek, Hills, and Solon communities. We have also served
children in the Lone Tree area. We are collaborating with several other agencies on
a model project at the Hills Elementary School and we are collaborating with Solon
on a unique partnership between Big Brothers Big Sisters and the Solon
community. In Solon, we are setting up a collaborative program in which we
screen, train, match volunteers, and provide case follow-up to Solon community
members matched with local children.
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AGENCY: Big Brothers Big Sisters of Johnson County
D. How has your agency responded to United Way's recommendations from last year
Program Evaluation:
Our new database and evaluation procedures have provided us with more dynamic
information that we use in planning and evaluating our work.
Our board committees identified action plans for each committee based on our
overall strategic plan and have been implementing those plans. A major outreach
project was completed based on our strategic plan through a collaboration of our
staff and University of Iowa students.
We are developing new ways to increase our outreach to children and volunteers.
We are enhancing our ongoing training for board and staff members.
In addition to staff caseloads, we have identified areas in which caseworkers have
taken a special interest in addition to their match work. For example, we identified
(1) a Special Projects Coordinator who deals with such programs as YES and
"Focus on Girls", (2) a Materials and Development Specialist to write and create
new materials, and (3) a Volunteer Outreach Coordinator to enhance and increase
volunteer recruitment, plan match activities, and the care and nurturing of
volunteers.
Financial Analysis:
Operating Funds: Our budget this year seeks to increase our operating funds for the
enhancement and expansion of services. We have also planned the budget so that we will
have an increase in our operating reserves.
Fundraising:
We are expanding "Bowl for Kids' Sake", our major fundraiser, by increasing corporate
funding and seeking a title sponsor. We are working to build our teams to full capacity,
and to increase the amount of pledges raised by participant through innovative
incentives. Finally, we are increasing our public relations surrounding the event.
~We are continuing our "Sponsor-a-Match" campaign through private donations.
~ We have begun a Planned Giving program to diversify our funding base through
bequests, donations of stock, and other methods of long-range substantial support.
Accounting:
~ We have reviewed our bookkeeping methods and have converted to a system that
allows us to track our budget more closely throughout the year. This system also
provides reports that can be used for clearer evaluation and planning.
Management Board
The board and, in particular, the committees continue to work closely with the executive
director in planning, reviewing, and revising operations to insure adherence to both our
mission and strategic plan.
~ Each month, the executive director presents reports that include a program update,
financial activity, needs, and short and long-term plans.
~We are adding new board members that will enhance our representation and expertise.
Staff
Program Quality-We are perpetually evaluating our services. policies, and procedures to
ensure that we meet (and often exceed) the standards of local funders and our national
affiliation. Both the board, the executive director, and the program director are responsible
and actively involved in overseeing program quality.
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AGENCY: Big Brothers Big Sisters of Johnson County
Continuity-We continue to benefit from staff members who have long tenure with the
program. We also were re-joined by a former employee who had moved away and
returned, much to the delight of the staff.
Re-Organization: Due to a substantial grant, we have increased the GAP director to full-
time and we have a part-time GAP field coordinator to better delineate duties and increase
efficiency within the GAP program. Further, a grant from the 21st Century School Project
has allowed us to add caseworker time to identifying the highest risk children in the GAP
program and facilitate their movement into our one-to-one longer-term program.
Trainers-Our staff members are versatile. They are all able to conduct orientations for
parents and children, cross-train volunteers and people from other agencies, and they can
work in any area of our program. We will be providing training to external agencies and
communities who are interested in working in a mentor and volunteer setting.
Administrative Staff Support-A need exists for administrative support to assist staff with
the voluminous paperwork and case tracking that is involved in each case. Further, the
executive director needs assistance throughout our major fundraising event, "Bowl for Kids '
Sake", and other projects related to the administration of the program.
Agency Mission and Community Need
Empirical and anecdotal evidence demonstrates that mentoring, Big Brothers Big Sisters
programs in particular, have a positive impact on children who are involved in the program.
Studies have demonstrated that mentoring relationships have resulted in the following:
· Improvements in self-confidence
· Improved attitudes toward school
· Improved relationships with family
· Reduced risk of substance abuse
· Increased school attendance
With such positive results, we believe that our agency complements the efforts of other
agencies in Johnson County who are working to address problems with families in the
community. We will continue to collaborate with the Juvenile Justice Youth Development
Project Task Force and to do our part in improving the lives of Johnson County youth.
Further, and very importantly, we want to further extend services to children outside the Iowa
City metro area. There are housing developments being built without adequate areas in
which children can play, learn, and spend time in a safe and positive environment who would
benefit from our services. Moreover, a larger number of children in rural areas can be
included in our mentoring program. We have the added advantage of being able to provide
transportation to those areas, a commodity that is presently lacking from many other
agencies as well as schools. We are committed to working with our partners in exploring
creative ways of dealing with the transportation issue.
8. In what ways will the needs of your service population change in the next five years?
1. We are seeing an increase in the number of minority children and families utilizing our
services.
2. We are receiving an increase in referrals to our program from school counselors,
teachers, and therapists of children who come from two-adult homes but would benefit
greatly from a mentoring relationship either due to stress within the home or the need
for special attention in the development of positive, adult relationships.
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AGENCY: Big Brothers Big Sisters of Johnson County
3. We are seeing a need, as is the community and other agencies, to increase outreach to
children who live in rural communities and isolated living complexes in Johnson County.
9. In relation to the Johnson County Capacity Assessment, explain how your services are
meeting community needs.
As mentioned previously, we will be focusing on increasing our outreach to rural areas and
isolated living complexes. While we have been active in outlying communities and rural
areas, we will be stepping up our efforts and adjusting our programming to include the
greatest number of rural children possible.
We are already involved in special projects with Hills and Solon. We will seek to utilize
those models with other communities in Johnson County.
10. Please discuss any other problems or factors relevant to your agency's programs, funding or
service delivery:
As seen in #11, we are constantly seeking to increase male volunteer involvement in the
program. We are beginning to see the fruits of our labor but we will not let up until the only
waiting list we have is one of volunteers waiting for children.
11. List complaints about your services of which you are aware:
Our waiting list remains a major concern. This problem is one that mostly involves trying to
get enough male volunteers. We have seen in an increase in interest and we are actively
doing the following regarding this matter:
Contact key individuals in the African American and other minority communities for
assistance in the recruitment of male volunteers.
Advertise in key areas that will reach the target populations.
> Do targeted P.S.A.'s aimed at recruiting men.
Expand our age base to include men above 25 years old.
> Expand our couples and family matches.
Carry out other strategies as outlined by the board.
12. Do you have a waiting list or have you had to turn people away for lack of ability to serve
them? What measures do you feel can be taken to resolve this problem:
Yes. As of July 31, 2000, we had 92 children on our waiting list. There were 19 children
waiting to be matched (11 boys and 8 girls), 21 children to be re-matched (10 boys, 11 girls),
and 52 children's cases being processed for matches (33 boys and 19 girls). The GAP
(Group Activities Program) is used to keep these children connected to the program through
short-term matches in group settings while they wait to be processed and matched with an
adult "Big". The GAP program is also used for outreach to rural areas and isolated living
complexes.
Traditionally, Big Brothers Big Sisters programs have always been in need of male
volunteers to match with boys. Previously, we have matched adult female volunteers with
boys and we have recently matched boys with couples and families. Further, we are doing
more intensive outreach to men in natural collectivities (e.g., fraternities, athletics, large
university classes, clubs, and adult service and fraternal organizations).
How many people are currently on your waiting list? 92 as of June 30, 2000.
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AGENCY: Big Brothers Big Sisters of Johnson County
13. In what way(s) are your agency's services publicized?
1. Newsletters (Monthly match newsletter and quarterly general newsletter)
2. Brochures, posters, handouts, and table tents
3. Public Service Announcements
4. Newspaper articles
5. Advertising
6. Editorials
7. Speaking engagements
8. Local fairs and community events
9. We have established an interactive web site
10. E-mail
14. United Way involvement by your agency: ("X" if agency participated within the last year)
a. Agency Directors Meetings __X__
b. Served as Agencies Directors' Representative to
Funding Hearings __X__
c. Business Blitz. X
d. Day of Caring __X__
e. Kick Off X
f. Victory Reception __X__
g. Other:
(1) Executive Director served as a "loaned executive" to
United Way for the 2000 campaign.
(2) Executive Director served on the Speakers Bureau for
United Way for the 2000 campaign.
(3) Executive Director worked with United Way to seek ways
to establish a collaborative partnership between United Way and
UI student groups on campus.
15. How have you collaborated with other agencies during the past year?
Collaboration:
> We continue to increase our collaboration with other agencies, particularly in
the area of rural outreach and services to isolated living complexes. We are also developing
a web site in which specialists from Johnson County Extension will feature sections of
interest to kids, volunteers, and parents.
We are represented on the Juvenile Justice Youth Development Task Force and
the Policy Board, both of which whose purpose is to determine the needs of Johnson
County youth.
We are represented at the United Way Agency Directors' Meetings and collaborate with
individual agencies on specific projects such as the Hills' School Project.
We collaborate with the EIder Services Agency on the "YES" Program (Youth and
Elderly in Service) which consists of matches involving children, elders, and University
of Iowa students.
We collaborate with the Volunteer Action Committee.
As a program of Johnson County Extension, we are involved in 4-H and collaborate
with other programs in Extension.
> We are represented on the Southern Conference Advisory Task Force for Victim
and Restorative Justice.
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AGENCY: Big Brothers Big Sisters of Johnson County
> We collaborative with Juvenile Justice and provide screening for volunteers of the
Circle Program.
> We collaborate with the Animal Shelter to provide learning experiences for our
matches in the care and nurturing of animals.
AGENCY HISTORY
In 1974, Johnson County Extension received funds to support a "big sisters" program. A part-time
urban aide managed the program under the supervision of the 4H youth staff. In 1975 urban funds were
discontinued. At the same time a local Optimist Club was about to end its 'uncles" program. A proposal was
submitted to the City Council of Iowa City for a part-time Director for a new Iowa City PALS program. PALS
combined the "big sisters" and "uncles" programs. The PALS program became a youth program of Johnson
County Extension and received in-kind support from Extension. The proposal to the City Council stipulated
that PALS would have its own Advisory Board, professional staff and would be responsible for salaries and
operating costs.
In January 1976, the city Council approved a $7,000 allocation and a part-time Director was hired.
During the first year the Director contacted Big Brothers Big Sisters of America for assistance in joining the
national organization. Provisional status was granted in 1979 and in 1980 the "Iowa City" part of the name
was dropped and the Board approved the acceptance of clients outside of the Iowa City/Coralville
metropolitan area. Big Brothers Big Sisters of Johnson County received approval and was included as a full
affiliate of Big Brothers Big Sisters of America in 1986.
In 1983 the GAP (Group Activity Program) was first organized to offer service to those children
waiting for a one-to-one match. Due to lack of funding and lack of support by Big Brothers Big Sisters of
America, the program was discontinued in 1984. This program is an example of Big brothers Big Sisters of
Johnson County being ahead of its time. By 1989, the critical need for a group program was apparent and
the climate had changed. The National organization was very supportive and funds from local service clubs
helped to re-launch the program. In 1991 GAP received the first Exemplary Program Award granted by Big
Brothers Big Sisters of America. Other agencies across the country were encouraged to replicate the GAP
program in their communities. GAP has grown from serving 30 youth in 1989 to 567 in FY'99. Service
Clubs, churches, United Way, DECAT and state grant money have supported GAP since 1989. DECAT
(prevention money from the state) has now been combined with JAIBG (sanction money from the state) to
create the Juvenile Justice Youth Development Program (JJYDP). This will continue to be used for GAP.
In 1996 we were able to fund a gender specific program for girls through state grant money. Focus
on Girls was initiated to address the problem of increasing numbers of female juvenile offenders. Each girl is
matched with a Big Sister and together they participate in small group activities as well as one on one
activities. Community Service, career exploration and positive recreation are the core of the program. The
state grant has ended and we will continue to offer this program using funds from our Bowl for Kids' Sake
event and seeking new grant money. In FY'99 21 girls participated in Focus on Girls. We are collaborating
with Johnson County Juvenile Court in their Circle program by screening all of their mentors.
Our one-to-one program reached the 200 mark in matches in FY'99 and continued to exceed that
mark frequently in FY01. As a staff, we celebrated this milestone briefly and then turned our attention to the
children on the waiting list. Volunteer recruitment continues to be one of our top priorities. Research data,
parental and youth responses and volunteer satisfaction all help us convince people to make room in their life
for a child. In response to feedback, we will develop a recruitment campaign this year that will appeal to
prospective volunteers from 18 -80+ years of age.
The year of 2001 is the 25th Anniversary of the Big Brothers Big Sisters of Johnson County program.
Our theme for this occasion will be "Silver Anniversary, Golden Opportunity". We will also be celebrating our
16th "Bowl for Kids' Sake" fundraising event which is still heavily supported by thousands of people in
Johnson County and raises funds that support our work.
C:%My Documents%BIGLICCOG United Way%AGENAVAI 2002doc
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AGENCY: Big Brothers Big Sisters of Johnson County
FY00 GOALS
FY00 Goals &Objectives Progress
One-to-one program We provided mentors for some 73 new
youth in FY00 in our one-to-one.
Objective A: Provide volunteer mentors for
80 new youth.
Objective B: Provide supervision for 240 We exceeded this objective and provided
active matches. supervision for about 279 matches
(including new ones) with an average of
around 190-200 matches at any given time.
Group Programs
Objective A: Offer an after-school Youth participation was 379 youth in
supervised educational and recreational summer and fall and 87 in the spring in
group activity program (GAP) for 90 youth order to keep the groups small. Youth
each semester. participation will be increased with
additional volunteers.
Recruit, screen, and train at least 75
volunteers for GAP each semester.
Objective B: Provide a supervised Johnson County Extension to provided the
educational and recreational summer summer GAP program for summer 2000.
program for youth in area mobile home We were hiring new staff and reorganizing
parks and other isolated areas. the program. We will conduct the program
with Extension's support from now on.
Currently, we have eight sites in Johnson
County.
Objective C: Continue to expand group "YES" matched 6 youth in the fall semester
programming opportunities for youth on theand 8 in the spring semester.
Big Brother Big Sister waiting list throughWe continue to look at ways to involve UI
YES ( Youth and Elderly in Service) and athletes in our programs and to create
other programs. other opportunities for youth.
C:IMy Documenls\BIG~JCCOG United Way%AGENAVAI 2002 doc
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AGENCY: Big Brothers Big Sisters of Johnson County
AGENCY PROGRAM GOALS AND OBJECTIVES
One-to- one Match Program
Goal:
To create positive mentoring relationships for youth, which help them become competent,
confident and caring individuals.
Objective A:
Provide volunteer mentors for 100 new youth in FY 02.
Tasks: · Maintain an active volunteer recruitment campaign
· Develop a focused volunteer recruitment campaign for senior citizens
· Provide screening and training for 100 new one-to-one volunteers
· Conduct volunteer training sessions monthly
· Conduct Parent Child orientation sessions quarterly
· Provide program information quarterly to all school counselors
Objective B:
Provide supervision for 225 matches
Tasks: · Hire an additional .5 FTE Supervision Specialist
· Maintain a fulltime Program Director and 3 FTE case managers
· Maintain a .5 FTE Administrative Assistant (with assistance from interns)
· Conduct an annual Program Outcome Evaluation with matched volunteers and parents
Resources needed for the one-to-one match program: · 3 FTE case managers
· 1 Supervision Specialist
· 1 FTE Program Director
· 25 FTE administration and supervision from the Executive Director.
Objective C:
Enhance the Volunteer Activity Committee. The Volunteer Activity Committee (VAC) and its
programs are created to support the overall mission and goals of Big Brothers Big Sisters of Johnson
County through regular meetings and events for "Bigs" and "Litties". VAC reaches out to program
participants and offers monthly opportunities for mentoring matches to explore their community, meet
people, and experience new things. Further, to provide a fun, safe, and inexpensive environment for
socialization and peer interactions for matches.
Tasks:
· .25 FTE Volunteer Outreach Worker/Case Worker
· Recruit two more VAC volunteers to help plan and conduct activities
· Plan and conduct 12 activities in a calendar year for "Bigs" and "Litties"
Direct Cost of our One-to-One program
FY01 $148,826
FY02 $172,667
C:~My Documents~BIG~JCCOG United Way~AGENAVAI 2002doc
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AGENCY: Big Brothers Big Sisters of Johnson County
Group Programs
Goal:
To provide positive educational and recreational opportunities for youth using small group models.
Objective A:
To offer after-school GAP (Group Activity Program) for 90 youth each semester and 110 youth
during the summer.
Tasks: · Maintain an active volunteer recruitment campaign with University of Iowa students
· Recruit, screen, and train at least 60 University of Iowa students as GAP volunteers each
semester.
· Identify at least 8 GAP sites
· Identify 90 youth each semester and 100 children in the summer for GAP
· Continue to collaborate with other youth agencies on grants and programming
· Conduct a Program Outcome evaluation each semester with GAP volunteers and parents
· Recognize the contribution of GAP volunteers on an annual basis
Objective B:
Continue tO collaborate with Johnson County Extension on a summer program for at least 100
youth in rural areas and isolated living complexes throughout Johnson County.
Tasks: · 1 FTE GAP director and .5 FTE field coordinators to recruit, screen, and train volunteers, and
plan and implement programs
· Hiring and training summer staff
· Establish site selection
· Continue to develop curricula and conduct program evaluation.
Objective C:
Continue to expand group-programming opportunities through YES (Youth and Elderly in Service)
and Focus on Girls (program for junior high girls), "Gardens and Animals", and other suitable
group programs.
Tasks:
· Coordinate YES Program to include 12 Big Brother Big Sister youth meeting weekly for a
semester with a senior citizen and a university student.
· Coordinate Focus on Girls to include twelve girls from area junior high schools who will
participate in small group activities including community service with Big Sisters.
· Research other options for small group programming and select one for a new opportunity for
youth involved with Big Brothers Big Sisters
Resources needed from Group Programs:
· 1 FTE Gap Coordinator, support staff provided by Johnson County Extension
· .5 FTE Field Coordinators
· .5 FTE Case Managers to identify the highest risk children in the GAP program for matching
in the one-to-one program and. 15 Case Manager to coordinate YES & Focus on Girls
· supplies and reference materials
· office space, computer and phone for Gap Coordinator
Direct costs for Group Programs
FY 01 $65,275
FY 02 $73,336 jccoghs\agenavai.doc
C ~My Documents~BIG~JCCOG United Way%AGENAVAI 2002.doc
-18-
HUMAN SERVICE AGENCY REQUEST FOR FUNDING Director: Ross Wilbum
City of Coralville Agency Name: Crisis Center
Johnson County City of Iowa City Address: 1121 Gilbert Ct., Iowa City
United Way of Johnson County Phone: 351-2726 (Business Line)
CHECK YOUR AGENCY'S BUDGET YEAR Approved d: Ro ~
1/1/01 - 12/31/01 10/1/01 - 9/30/02 October 25, 2000
- __ (date)
7/1/01 - 6/30/02 X
COVER PAGE
Program Summary: (Please number programs to correspond to Income & Expense Detail,
i.e., Program 1, 2, 3, etc.)
Program 1: Crisis Intervention
a. Crisis Counseling
b. Suicide Prevention, Intervention, and Postvention
c. Information and Referral
d. Community Education and Outreach
Program 2: Food Bank-Emergency and supplemental food assistance for
Johnson County residents
Program 3: Emergency Assistance
a. Services for Transients
b. Clothing Assistance
c. Information and Referral
d. Trinity Fund, Food Chain Assistance, etc.
e. Help-At-Hand/Case Management
f. Miscellaneous/Special Services
Local Funding Summary: 4/1/99 - 4/1/00 - 4/1/01 - % of Total
3/31/00 3/31/01 3/31/02 Budget
United Way of Johnson County - - 75,338 89138 98052 24 %
Does Not Include Designated Gvg.
FY00 FY01 FY02
City of Iowa City 38672 40600 42630 11 55
Johnson County 68924 72370 88407 22 %
City of Coralville 3950 4550 5005 1%
jccoghs/fyOlbudg/xlbudg. xls - ] -
AGENCY: Crisis Center
STATEMENT OF ACTIVITIES SUMMARY
(CASH BASIS)
ACTUAL THIS YEAR BUDGETED
LAST YEAR PROJECTED NEXT YEAR
Enter Your Agency's Budget Year --> FY00 FY01 FY02
1. TOTAL OPERATING BUDGET
(Total a+b) 522,212 564,421 621,850
a. Carryover Balance (Cash
fi'om line 3, previous column) 120,615 155,233 196,430
b. Income (Cash) 401,597 409, 188 425,420
2. TOTAL EXPENDITURES (Total a+b) 348,694 I 367,991 ] 394,430
a. Non-directed (administration/general overhead) 54, 189 [ 50,380 I 53,429
b. Program Total (List Progs. Below) 294,505 317,611 341,001
1. Crisis Intervention 101,654 116,044 121,080
2. Food Bank 128,237 135,406 151,409
3. Emergency Assistance 57,856 58,361 61,012
4. Fundraising 6,758 7,800 7,500
5
6
7
8
4. RESTRICTED FUND BALANCE (Total from page 5) 43,089 44,089 41,089
5. IN-KIND SUPPORT (Total from Page 5) 854,000 870,000 881,000
6. NON-CASH ASSETS
Notes and Comments:
FY00 Ending Balance BRIEFLY DESCRIBE HOW LOCAL FUNDS WERE SPENT LAST YEAR:
545 Memorials The Center provided emotional &material support services to Jo
3,700 Health Insurance & Retirement Reserve County residents and transients 24 hours a day, every day of the
4,016 On-call & All nigh line volunteers
53,080 Food, diapers, transportation, etc.
11,089 Building & equipment
48,934 Operations'
1,699 CI computer, hardware, sotblare
18,422 Building project
141,485
yOlbudg/xlbudg.xls - 2 -
-42-
AGENCY: Crisis Center
INCOME DETAIl,
NON- PROGRAM PROGRAM
ACTUAL THIS YEAR BLrDGETED DIRECTED I 2
LAST YEAR PROJECTED NEXT YEAR FUNDING CI FB
1. Local Funding Sources- I 229,840 I 253,047 271,320 27,132 108,528 108,528
a. Johnson County 68,924 72,370 88,407 8,841 35,363 35,363
b. City oflowa City 38,672 40,600 42,630 4,263 17,052 17,052
c. United Way of Johnson County 78,788 91,367 99,278 9,928 I 39,711 [ 39,711
d. CityofCoralville 3,950 4,550 5,005 501 [ 2,002 [ 2,002
e. Area Churches/Places of Worship 31,750 25,000 26,000 2,600 [ 5,200 [ 10,400
f. UI Student Senate 7,756 9,580 10,000 1,000 8,800 200
2. Grants - State, Federal, Foundations I 9,785 ~ 12,100 4,300 I 0 [ 0 4,042
a. FEMA (1) 4,785 4,100 4,300 4,042
b. Proctor & Gamble 5,000 0 0
c. Johnson County MH Funding (2) 0 8,000 0
d.
e.
3. Net Sales OfServices (sources)I o l o l o o I' o l o
b.
c.
4. Sa,es of 4ateria, sI010l0l01 0l 0
b.
c.
5. Contribution~onat~ons I 58,6371 61,993 I 63,5001 6,3501 12,7001 31,750
a. United Way Designated Giving 8,918 { 8,993 I 7,500 ~ 750 ] 1,500 I 3,750
b. Other Contributions 49,719 53,000 56,000 5,600 ] 11,200 I 28,000
6. Special Events { 88,593 { 65,000 { 68,000 { 20,400I 13,600 I 27,200
a. Annual Mail Campaign 44,364 40,000 42,000 12,600 { 8,400 I 16,800
b. Crisis Center Breakfast 6,240 7,000 7,500 2,250 { 1,500 I 3,000
c. Fundraising Events 37,989 18,000 18,500 5,550 { 3,700 { 7,400
7. Interest Income I 4,206 { 5,048 { 5,300 I 5,300 I I
8. Other - List Below I 10,536 [ 12,000I 13,000 I 13,000{ 0I 0
a. Investment Income 2,001 8,000 8,000 8,000
b. Reimbursements & Small Grants 3, 185 4,000 5,000 5,000
c. Building Project Income (3) 5,350 0 0 0
TOTAL INCOME (same as p. 2, line lb) 401,597 409,188 425,420 72,182 134,828 171,520
Notes and Comments:
1. Increasing number of groups are competing for a limited allocation
2. May be difficult to receive because was expected as part of MH grant. Amount is being asked for as a regular part of this years regular allocation.
3. End of building project
jccogh~fyO ~ b~dg/.,d b~d~ ,,is 3 -43-
AGENCY Crisis Center
INCOME DETAIL (cont)
PROGRAM PROGRAM PROGRAM PROGRAM PROGRAM PROGRAM
3 4 5 6 7 8
EA
1. Local Funding Sources- I 27,132 0I 0I 0I 0I 0
a. Johnson County 8,841
b. City of Iowa City 4,263
c. United Way of johnson County 9,928
d. City of Coralville 501
e. Area Churches/Places of Worship 2,600
f. UI Student Senate 1,000
2. Grants- State, Federal, Foundations [ 258 I 0 I 0 I 0 I 0 [ 0
a. FEMA 258
b. Proctor & Gamble
c. Johnson County MH Funding
d.
e.
f.
3. Net Sales Of Services (sources) I o l o l o l o l o l o
a.
b.
c.
4. Net Sales of Materials [ 0 I 01 01 0I 0I 0
a.
b.
c.
5. Contributions/Donations I 12,700l 01 0l 0l 0l 0
a. United Way Designated Giving 1,500
b. Other Contributions 11,200
6. Special Events I 6,8ool o l o l o l o l o
a. Annual Mail Campaign 4,200
b. Crisis Center Breakfast 750
c. Fundraising Events 1,850
7. Interest Income I I I I I I
s. Other-~,ist Below I 01 01 01 01 01 0
a. Investment Income
b. Reimbursements & Small Grants
c. Building Project Income
TOTAL INCOME (same as p. 2, linelb) 46,890 0 0 0 0
Notes and Comments:
..... budg/xlbudg. xls - 3a -
-44-
PROGRAM EXPENDITURE DETAIL AGENCY Crisis Center
NON- PROGRAM PROGRAM
ACTUAL THIS YEAR BUDGETED DIRECTED 1 2
LAST YEAR PROJECTED NEXT YEAR FUNDING CI FB
1. Salaries 154,173 157,081 164,935 28,039 62,675 49,481
2. Employee Benefits & Taxes 33,335 35,762 39,545 6,723 15,027 11,864
3. StaffDevelopment/Volunteer recognition 10,071 10, 100 10,900 1,090 4,360 4,360
4. Professional Consultation I
5. Publications & Subscriptions 1,205 1,200 1,250 125 500 500
6. Dues and Memberships 300 300 30 120 120
7. Mortgage, Rent and Property Tax 4,020 4,400 4,800 2,400 1,920
8. Building &Maintenance 5,363 4,800 5,000 500 2,000 2,000
9. Equipment Purchase/RentaV 2,452 9,000 9,000 900 3,600 3,600
Maintenance
10. Telephone &Utilities 20, 159 22,000 23,350 2,335 9,340 9,340
I1. Fundraising 6,758 7,800 7,500 7,500
12. Office Supplies & Postage 8,222 8,500 9,000 900 3,600 3,600
13. Printing and Publicity 15,436 13,000 13,500 1,350 5,400 5,400
14. Local Transportation 3,555 3,000 3,150 158 473 2,205
15. Insurance 7,387 8,000 8,800 880 3,960 3,520
16. Audit 2,470 2,700 2,900 2,900
17. Interest
18. Other:On-Call/All night line 6,146 6,800 7,000 7,000
19. Food 47,497 53,000 55,000 52,250
20. Transient Transportation 6,920 8,300 8,500
21. Special Services (including diapers) 9,248 9,000 10,000
22. Misc./Contingency 4,277 4,448 2,500 625 1,250
23
24
25
TOTAL EXPENSES ( p. 2, line 2) 348,694. 369, 191 386,930 53,429 121,080 151,409
Notes and Comments:
I. Line item 1 (salaries) for "this year projected" includes a .5 FTE work study.
2. Line item lg (Other: On-call All night line) For volunteers providing supervision from 5pm-8 am weekdays and 24 hours on weekends.
3. Line item 21 (Special services/diapers) The Crisis Center is commited to increasing the number of diapers that each child can have per month.
jccoghsdfyOlbudgrdbudgrds 4
PROGRAM EXPENDITURE DETAIL AGENCY Crisis Center
(continued)
PROGRAM PROGRAM PROGRAM PROGRAM PROGRAM PROGRAM
3 4 5 6 7 8
EA
1. Salaries 24,740
2. Employee Benefits &Taxes 5,932
3. Staff Development 1,090
4. Professional Consultation
5. Publications &Subscriptions 125
6. Dues and Memberships 30
7. Mortgage, Rent and Property Tax 480
8. Building &Maintenance 500
9. Equipment Purchase/Rental/ 900
Maintenance
10.Telephone &Utilities 2,335
11. Fundraising
12. Office Supplies & Postage 900
13. Printing and Publicity 1,350
14. Local Transportation 315
15. Insurance 440
16. Audit
17. Interest
18. Other (Specify):On-Call/All night line
19. Food 2,750
20. Transient Transportation 8,500
21. Special Services (including diapers) 10,000
22. Misc./contingency 625
23
24
25
TOTAL EXPENSES ( p. 2, line 2) 61,012 0 0 0 0 0
Notes and Comments:
31budg/xlbudg. xls - 4a -
-46-
AGENCY Crisis Center
ACTUAL THIS YEAR BUDGETED
RESTRICTED FUNDS: LAST YEAR PROJECTED NEXT YEAR
Board/Donor/Funder Designated: Restricted for:
Donors, FEMA Food, diapers, etc. 18,000 16,000 16,000
Crisis Center Board Building Maint. &Equipment 11,089 11,089 11,089
Crisis Center Board Health Insurance &Retirement 4,000 4,000 4,000
Donors and CC board Building Project 10000 10000 10000
Crisis Center Board Project Holiday 3000
MATCHING GRANTS
Grantor/Matched by
N/A
JN-KIND SUpgORT DETAIL
Services/Volunteers-57,000 hours @ $10.00/hour 565,000 570,000 575,000
Material Goods 280,000 290,000 295,000
Space, Utilities, etc. 1,000 1,000 1,000
Other: (Please specify)-supplies, equipment, adds, fundraising support, etc. 8,000 9,000 10,000
[ITOTAL IN-KIND SUPPORT (also shown on page 2 or 2a, line 5) I ss4,oool 870,000 ss,,ooo
Notes and Comments:
jccoghs/fyOlbudg/xlbudg. xls - 5 -
SALARIED POSITIONS AGENCY Crisis Center
"X"all that a3ply FTE" Salary
Position/Title 'i ~ ~ .~ Last This Next Actual This Budgeted %
Year Year Year Last Year Year Next Year Change
Director X X X 16 1.00 1.00 1.00 44,009 45,150 44,720 5%
Coordinator X X X 23 1.00 1.00 1.00 33,162 34,820 36,561 5%
Supervisor CI X X X 21 1.00 1.00 1.00 21,818 25,200 26,460 5%
Supervisor FB X X X 27 1.00 1.00 1.00 20,593 22,673 25,079 24%
Office Manager X X X 28 1.00 1.00 1.00 20,693 21,671 22,755 5%
Asst. Supervisors NA 1.00 1.00 1.00 5,200 6,240 6,240 0%
Asst. Office Manage NA 0.00 0.50 0.50 0 3,120 3,120 0%
* Crisis Center ' . . /$h;3.ur;;~ under the work stud~' program
* Will be attempting to hire a Masters level person for Foodbank position
TOTAL FTE's and SALARIES [ 6 6.5 6.5 145,475 158,874 164,935
* Full-time equivalent: 1.0=full-time; 0.5=half-time; etc.
AGENCY: Crisis Center
ACCOUNTABILITY QUESTIONNAIRE
A. Agency's Mission Statement or Primary Purpose:
The Cdsis Center provides basic emotional and matedal suppod through trained volunteers and staff in
an accessible, non-judgmental, and caring environment.
B. Board of Directors:
1. Please attach a list of your agency's Board of Directors (attached)
2. Frequency of meetings: Monthly
3. Bde~y descdbe board orientation and ongoing training opportunities:
The Cdsis Center's board orientation program includes: reviewing the board member position description
with the Executive Director, on-site observation of services, and mentoting with an experienced board
member. The Cdsis Center Board is committed to continuing professional development. Board training
activities include: videos, performance evaluations for board and committees, reviewing code of ethics,
position descriptions, and By-Laws
C. Finances:
1. Are there fees for any of your services? Yes __ No X
a. If YES, descdbe circumstances.
b. Am they fiat fees or sliding fees ?
2. Does your agency have:
an internal audit external audit X financial review
Frequency: Annual
3.Has your agency filed the Annual Repod with the Secretary of State?
Yes X No
4. Has your agency filed Form 990 with the IRS? Yes X No
5. Please discuss your agency's fundraising efforts, if applicable.
The Cdsis Center staff, Board of Directors, and volunteers conduct an annual mail campaign and Cdsis
Center Week fundraiser. We encourage donations to help pay for Project Holiday food expenses. We
apply for grants and cultivate relationships with potential and previous donors, and publicize the need for
food, clothing, and financial contributions. The Cdsis Center will begin a planned giving 'Legacy
Campaign" in December to encourage gifts to the Center as pad of supporters estate planning. One of
our long-term volunteers has included a trust fund for the Crisis Center as pad of her planning.
D. Management:
1. Does each staff member have a wdtten job description? Yes X No
2. Is the agency Director's performance evaluated at least yeady?
Yes X No By Whom? Board of Directors
E. Program/Services:
Please define your agency's units of service (service definition, length of time, cost per unit of
service, numbor of units provided, direct or indirect.)
A:~AGENAVAI,doC
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-49-
CRISIS CENTER
BOARD OF DIRECTORS
1999-2000
Steve Hirst, Chair (6/02) Sonia Ettinger (8/00)
135 Bowling Green Place 230 Magowan Avenue
Iowa City, IA 52245 Iowa City, IA 52246
339-8309 (H) 338-6778 (H)
steve_hi rst @ usa. net ronald-etti ng er@ uiowa. ed u
John Gavin, Vice-Chair (6/01) Jan Bonnett (12/00)
2050 Glendale Road 1006 Oakcrest Apt#302
Iowa City, IA 52245 Iowa City, IA 52246
354-5230 (H) 339-8252 (H)
jan_loney@hotmajl.com
David Rust, Treasurer (3/02) Lisa Kattchee (5/02)
91 5 E. Bloomington St. 202 5th St.
Iowa City, IA 52245 Coralville, IA 52241
351-7710 (H) 338-5105(H)
headwave @ aol. oom Kattch202@ aol .com
Daryl Burgner (3/01) Audra Slocum, Corp. Pres. (4~02)
513 Elkhorn Trail 714 E. Jefferson St.
Iowa City, Iowa 52240 Iowa City, IA 52245
358-2337 (H) 887-9769 (H)
daryt-burgner@uiowa.edu
Julia Davis (4/01) Jason Lassner (3/02)
55 Rita Lyn Court 422 Upland Ave.
Iowa City, IA 52245 Iowa City, IA 52245
351-4882 (H) 338-8308 (H)
J M Dand DG R @ aol. corn Jmaniowa@ worldnet. att. net
Tom Suter (7/01) Jill Thorne (12/01 )
2255 Balsam Court 701 20th Avenue #1
Iowa City, IA 52240 Coralville, IA 52241
jthorne @ zeus. ia. net
Colleen White (7/01) Sheila Townsend (6/02)
1024 Marcy St. 25 Lincoln Avenue #1
Iowa City, IA 52240 Iowa City, IA 52246
354-8915 (H) 354-5681 (H)
319-221-3290 (O)
Steve Ballard (1/03)
PO Box 2447
Iowa City, IA 52244-2447
(H) 354-0862 (O)338-7551
I htw @ avalon. net
10/18/00
7 (a)
-50-
AGENCY: Crisis Center
Please supply information about clients served by your agency during last two complete budget
years.
Refer to form instructions for definition of duplicated and unduplicated.
1 unit = 1 person receiving assistance (e.g. 4 people in household receiving food = 4 units of service)
Lenath of time ranges from a bdef phone contact to several hours of intense problem solving.
Cost per unit of service: Cdsis Intervention = $17.92 per unit (plus donated 24 hour
volunteer coverage and service)
Food Bank/Emergency Assistance = $3.33 per unit (plus
donated 24 hour volunteer coverage, food, clothing, diapers)
Enter Years FY99 FY00
1. How many Johnson County residents (including la. Duplicated 53,944 56,965
Iowa City and Coralville) did your agency serve? Count
lb. Unduplicated 16,234 16,199
Count
2. How many Iowa City residents did your agency 2a. Duplicated (a) (a)
serve? Count
2b. Unduplicated (a,b) (a,b)
Count
3. How many Coralville residents did your agency 3a. Duplicated (a) (a)
serve? Count
3b. Unduplicated (a,c) (a,c)
Count
4. How many units of service did your agency pro- 4a. Total 67,588 70,464
vide?
4b. To Johnson 66,703 69,733
County Residents
(a) Due to the nature of telephone contact, (anonymous calling) it is impossible to know which areas of
the county clients are from. Also, specific Johnson County resident data is not recorded after initial
walk-in contact.
(b) We served 1,352 Unduplicated Iowa City households in Food Bank/Emergency Assistance.
(c) We served 315 Unduplicated Coralville households in Food Bank/Emergency Assistance.
5. Other Areas Served:
Do you provide services to areas outside of Johnson County?
Area(s) served: No*
Services provided: *We provide services for Transients who are stranded in Johnson
County. These services include transportation assistance (Qasoline, car rel~air, bus
ticket, etc.), ready to eat food, diapers. information & referral. etc.)
Funding Sources: Non applicable
6. Client Profile (for last complete year, if available):
A:\AGIENAVAI.doC
-8- -51 -
AGENCY: Crisis Center
Age Gender Ethnicity
0 - 5 738 Female 64% Caucasian/Non-Hispanic 78% (a)
6 - 17 1166 Male 36% Non-Caucasian 22% (a)
18 - 29 3749
30 - 61 4570
62 + 151
7. Evaluation and Review:
A. Please discuss how your agency measures the success of its programs.
We survey clients, funding bodies, volunteers, and other human service agencies. We evaluate our
progress on goals and objectives. We receive calls and letters from consumers. Finally, we monitor the
level of suppod we receive from the community (volunteers, in-kind donations, and financial
contributions).
B. Does your agency have a current strategic plan and date last reviewed?
Yes, the Crisis Center completed the final year of a five-year strategic plan. The board reviewed the
plan in the spdng of 2000. We will complete pads one and two of the 2000-2005 strategic plan during a
board/staff/volunteer retreat November 5, 2000. The implementation plan component will be completed
in January 2001.
C. What plans does your agency have to increase efficiency and effectiveness?
The Cdsis Center board, selected volunteers, and staff will begin another strategic planning process at
our November retreat. We will establish our vision, discuss underlying contradictions, and select new
strategic directions to move the agency towards our vision for 2005.
We will continue to utilize the feedback from formal surveys of clients, volunteers, and other service
providers in the community, to better inform our direction.
D. How has your agency responded to United Way's recommendations from last
year?.
Our reserve accounts have been moved into higher interest beadng accounts. We have added
intemet/e-mail access for all staff members. We need to continue working to increase the geographic
diversity of the board of directors.
8. In what ways will the needs of your service population change in the next five years?
We continue to have an increase in the number of Food Bank/Emergency Assistance contacts and
services provided. Requests for supplemental food will continue to rise (unemployment rate is low for
Johnson County, but until we experience a greater increase in the median income-we will continue to see
people struggling with money for food/shelter/clothing/utilities). Requests for transportation assistance
remain steady as people try to get to appointments, jobs, and interviews. Requests for counseling
suppod (and our ability to respond to community requests) will remain steady, as we are able to provide
more stability with our Crisis Intervention program coordinator position (we are on our third coordinator in
one year). We continue to have a request for counseling services from persons who would benefit from
therapy; we identify them as regular callers.
-9-
-52-
AGENCY: Crisis Center
9. In relation to the Johnson County Capacity Assessment, explain how your services are
meeting community needs.
The Cdsis Center has an impact in three ways on the identified community needs. First, the employment
and economic opportunity section discussed indicators of poverty and signs of how people are struggling
economically. Crisis Center had a 6% increase in services last year provided in our Food Bank
(supplemental food, etc.). We continue to offer a safety net of material assistance for people impacted
by welfare reform and those struggling to earn a livable wage. Second, by providing supplemental food
and other material support, we have a small impact on the amount of resources people have available
for housing and utility costs. In addition, the Crisis Intervention Program makes referrals for emergency
housing for people in temporary homeless situations. Finally, Crisis Intervention volunteers offered free
crisis counseling for people impacted by mental health issues and substance abuse issues. Last year,
1.330 of the Crisis Intervention counseling contacts (25% of all contacts) involved issues of depression,
medical/health, substance abuse, and stress or anxiety. Above all, the Crisis Center is the information
and referral gateway for many people to the other human services.
10. Please discuss any other problems or factors relevant to your agency's programs,
funding or service delivery:
While the Crisis Center enjoys a solid core of well trained volunteers, recruiting, and maintaining and
adequate volunteer staff is always a difficult/time consuming process. A new Executive Director was
hired in July, so it will take some time for staff, volunteers, the board of directors, and the new director to
adjust to the change. Also, the Food Bank Coordinator will be quitting at the end of October after 10
years at the Crisis Center. She is moving on for professional growth and family considerations. This will
be a big transitional year for the agency.
Donations and financial support limit the amount of food we provide. Our Cdsis Intervention program
has experienced an increase in the amount of contact from regular callers. Regular callers include
people that we are encouraging to seek therapy services and persons experiencing psychiatric
emergencies. These contacts can be a greater drain on our volunteer resources.
11. List complaints about your services of which you are aware:
-Other agencies want our assistance with outreach counseling support.
-Local residents continue to want gasoline, help with rent/utilities.
-People continue to want additional bus tickets
-Transients requesting cash and/or assistance further than the next largest city.
12. Do you have a waiting list or have you had to turn people away for lack of ability to serve
them? What measures do you feel can be taken to resolve this problem:
No, we do not have a waiting list. Our ability to provide material assistance continues to be dependent
on the level of financial support and donated goods that we receive. We have many requests for help
finding shelter when the local shelters are full. Staff & volunteers continue to spend time brainstorming
alternatives after hours with clients in an attempt to discover emergency housing options.
How many people are currently on your waiting list? N/A
13. In what way(s) are your agency's services publicized?
United Way Membership Press releases (radio, television)
Brochures U of Iowa Counseling Service
Church bulletins Volunteer Action Network
Crisis Center Week Posters
Project Holiday Word of Mouth
Human service directories Speaking engagements (service clubs/radio)
- 1 O- -53-
AGENCY: Crisis Center
Law enforcement officials Telephone directories
Public service announcements Paid advertisements
Information booths Intemet/web page
Other agencies and providers Newsletters
14. United Way involvement by your agency: ("X" if agency participated within the last
year)
a. Agency Directors Meetings X
b. Served as Agencies Directors' Representative to
Funding Headngs
c. Business Blitz X
d. Day of Cadng
e. Kick Off X
f. Victory Reception X
g. Other Staff a.~ain received recognition for Employee Group Leadership
Givina last year. We provided a~iency tours dudna the campalan. Director
provided entertainment durina United Way breakfast kickoff and assisted with
the Golf fundraiser. A.qain we have 100% staff participation in the employee
.qivin~ Droaram with a .clmup contribution from our board of directors.
15. How have you collaborated with other agencies dudng the past year?.
The Cdsis Center has a staff member serve on the board of directors of Table to Table. We accept
some of the food they collect and they assist us with collecting food donations, when someone is unable
to bdng it to the Center. We continue our annual Project Holiday (food distribution) Collaboration with
the Visiting Nurse Association and the Salvation Army. Cdsis Center coordinates the educational
aspects of the CROP Walk (hunger walk) for the Church World Service. Also, we continue to be part of
the Local Homeless Coordination Board. The Rape Victim Advocacy Program, Domestic Violence
Intervention Program, Community Mental Health Center, Mid-Eastern Council on Chemical Abuse, and
different University of Iowa departments regularly provide guest lectures during our volunteer training
and staff in-service training. We have an arrangement with Goodwill Industries and the Crowded Closet.
We refer people to make donations (clothing/housewares) and in exchange we are allowed to give clients
a voucher to shop at these organizations. Finally, our Crisis Intervention Program volunteers daily make
referrals to many of the Johnson County human services providers.
-54- - 11 -
AGENCY: Crisis Center
AGENCY HISTORY
(Using this page ONLY, please summarize the history of your agency, emphasizing Johnson County,
past and current activities and future plans. Please update annually.)
The Cdsis Center responds to challenges - immediately, effectively, and compassionately - as it
has since its establishment in 1970. Broad community support, financial and other, has made it possible
in the past; continued support will make it possible in the future.
During the Cdsis Center's entire 30-year history, we have responded to community needs.
Telephone "hotline" counseling and suicide prevention began for a few evening hours in 1970, and this
service continues to be the foundation of the Cdsis Intervention Program. Walk-in counseling was added
in 1972, and the Center was first able to offer 24-hour counseling in 1976. In addition to other Cdsis
Intervention Program services, the Cdsis Center and its' volunteers serve as the after hours contact for
the United Way, the University of Iowa Counseling Service, and other agencies.
The Cdsis Center Food Bank began with a food pantry in 1978, which was three years after the
Center initiated transient services for stranded families and individuals. The Food Bank/Emergency
Assistance Program was expanded in 1983 to include a free clothing program with the cooperation of
Goodwill Industries. The Crowded Closet now donates vouchers for household items and clothing on a
daily basis. In 1991, the Cdsis Center began distributing emergency diapers, in response to community
requests. The Help-At-Hand program was developed in 1992 to help people struggling in poverty work
towards self-sufficiency. The Help-At-Hand program encourages Food Bank clients to establish goals
and enhance skills with budgeting, job hunting, and interviewing. Participants in this program also
attended a winterization/Y2K readiness workshop in the winter of 1999.
The Cdsis Center purchased the former Crowded Closet property at 1121 Gilbert Court, Iowa
City, Iowa in October 1997. After completing extensive renovations, the Center moved into the new
building in September 1998. The entire building project was paid for with Community Development
Block Grant funding and money raised through the "More Than Just Bdcks and Mortar" campaign.
The Cdsis Center depends upon approximately 150 volunteers to provide direct services to
clients; replacing them with paid employees would require more than 14 additional full-time staff
members. Five full time professional staff coordinates the work of the volunteers. A corporation made
up of all volunteers governs the Crisis Center, a 501 (c) (3) non-profit agency. The Board of Directors is
made up of eight community members and seven active volunteers.
The Cdsis Center completed its first strategic plan (covering 1996-2000) in 1996. The second
strategic planning process will begin in November of 2000. Welfare reform, managed mental health
care, affordable housing issues, and other community concems will continue to influence the demand for
Cdsis Center services. We will annually review the newly developed strategic plan to monitor our
progress.
- 12- -55-
AGENCY: Crisis Center
FY00 GOALS
Please state the goals of the latest completed fiscal year and repod status of progress/completion.
CRISIS INTERVENTION SERVICES
GOAL: Provide free, immediate, anonymous and confidential crisis and suicide intervention, and
information and referral, to anyone in Johnson County.
Objective A: In FY00, provide crisis intervention counseling to 7,000 people through 24-hour telephone
service and walk-in service from 11 a.m. to 11 p.m. every day.
Results:
· Provided 5,497 client contacts
· Provided community outreach and education services to 3,582 people
· Trained 36 new crisis intervention volunteers (60 hour training program)
· Provided case management to regular callers
· Provided monthly in-service training for volunteers and paid staff
· Maintained emergency On-call team available 24 hours every day for emergencies
Objective B: In FY00, provide information and referral to 3,500 people on the cdsis lines.
Results:
· Provided 4,126 referrals and information
· Purchased new information & referral database program
Objective C: In FY00, provide suicide intervention to 300 people through 24 hour phone service and walk
in services from 11 a.m. to 11 p.m. every day.
Results:
· Provided dired suicide interventions to 77 persons
· Provided counseling to 407 persons who indicated depression as their presenting problem
Objective D: In FY00, provide suicide postvention services for 125 people.
Results:
· Provided postvention for 10 persons.
Objective E: In FY00, provide suicide prevention services to 20 area high schools, other agencies, etc.
Results:
· Provided prevention services to 171 individuals in schools/agency settings.
Objective F: In FY00. provide community education and outreach through training sessions,
presentations, and other special events to more than 3,500 people.
Results:
· Provided education and outreach to 3,753 persons.
Total Functional Expenses for Crisis Intervention Program (FY00) =$108,322.
FOODBANK SERVICES
GOAL: Provide emergency and supplemental food assistance to Johnson County residents.
-56- - 13-
AGENCY: Crisis Center
Objective: In FY00, provide households and individuals with food assistance dudng approximately
20,000 client contacts (385 households a week).
Results:
· Performed 18,881 client contacts (363 households a week)
· Increased Food Bank volunteer pool to 65 regular volunteers (up from 56)
· Maintained collaborations with agencies that pick food up for clients (Visiting Nurse
Association, Johnson County Extension, SEATS)
· Provided walk-in case management services for 601 persons (budgeting, job hunting,
enrolling in public assistance programs, Y2K/wintedzing preparation).
· Maintained relationships with groups that pickup food donations such as Table to Table.
EMERGENCY ASSISTANCE SERVICES
GOAL: To provide Johnson County residents with a vadety of emergency assistance that is not
available elsewhere. To provide emergency assistance to anyone stranded in Johnson County.
Objective A: In FY00, provide non-financial support to promote independence from assistance programs
whenever appropriate through the Help-At-Hand/Case Management services. Evaluate the needs and
concems of approximately 2,000 households and to provide on-going support through regularly
scheduled follow-up contacts.
Results:
· Provided case management/evaluated needs of 1,825 households.
· 50% (1,642 households had problems with enough food)
· 11.5% (374 households had enough clothing as a concem)
· 6.6% (216 households had transportation as a concern)
· 5.7% (185 households had trouble with enough diapers)
· 4.7% (153 households had employment as an issue)
· 4.5% (145 households had housing issues as a concem)
Objective B: In FY00, provide 1,200 Johnson County residents with clothing assistance.
Results
· Provided clothing assistance to 1,590 individuals
· Solicited clothing donation for Goodwill Industries and the Crowded Closet.
· Screened and interviewed clients who requested clothing vouchers.
Objective C: In FY00, provide 1,300 households with emergency assistance in obtaining diapers, baby
food, and infant formula.
Results
· Provided 1,687 emergency diaper services
· Maintained relationships with churches, the Girl Scouts, and other groups who assist in
funding the diaper program.
· Provided referrals to childcare assistance agencies.
Objective D: In FY00, provide local bus tickets to 1,200 individuals.
Results: · Provided 1,318 individuals with local bus tickets.
· Maintained records of services provided and submitted repods to City of Iowa City
Objective E: In FY00, provided financial assistance via vadous funds 24 hours every day (e.g. Tdnity
Fund, Food Chain, St. Anthony's Bread, etc.)
A.%AGENAVAJ.doc
- 14- -57-
AGENCY: Crisis Center
Results:
Followed procedures developed by funding source when issuing vouchers.
· Provided training to On-Call volunteer team.
· Maintained accurate records of vouchers issued.
Objective F: In FY00, provide 7,500 information and referral centacts.
Results:
· Provided 1,535 information and referral contacts.
· Maintained current database of referrals.
· Conducted Annual Agency Fair for volunteers.
Objective G: In FY00, provide miscellaneous services to 175 households (including mail service, utilizing
telephone, photocopying, etc).
Results:
· Provided miscellaneous services to 62 households.
Objective H: In FY00, provide skills training to 450 households (Budgeting, self-advocacy, smart
shopping, application assistance, job hunting & interviewing).
Results:
· Provided skills training to 601 households.
Objective h In FY00, provide 700 stranded transient households with emergency food, clothing, and/or
transportation assistance (bus ticket, gasoline, minor car repair).
Results:
· Provided services to 421 transient households.
· Maintained relationships with Union Bus Depot, Gasby's, other auto part dealers & service
stations.
· Made 302 referrals to Emergency Housing, Salvation Army, Free Medical Clinic,
· and the Free lunch program.
Total Functional Expenses for Food Bank Program = $ 139,350.
Total Functional Expenses for Emergency Assistance Program = $ 60,079.
-58- - 15-
AGENCY: Crisis Center
AGENCY PROGRAM GOALS AND OBJECTIVES
(List goals and objectives for the Fiscal Year for which you are requesting funding. Several pages are
provided, please add any additional pages you may need with your agency name as a header.)
CRISIS INTERVENTION SERVICES
GOAL: Provide free, immediate, anonymous and confidential cdsis and suicide intervention, and
information and referral, to anyone in Johnson County.
Objective A: In FY02, provide crisis intervention counseling to 7,000 people through 24-hour telephone
service and walk-in service from 11 a.m. to 11 p.m. every day.
Tasks:
1. Maintain 24-hour telephone service every day.
2. Offer walk-in service from 11 a.m. to 11 p.m. every day.
3. Recruit, screen, and train new volunteers at least three times a year.
4. Increase volunteer pool to maintain 150 Cdsis Intervention volunteers.
5. Recruit trainers to assist with training sessions.
6. Schedule volunteers for all shifts.
7. Provide supervision and feedback to volunteers.
8. Maintain the quarterly newsletter to promote interagency communication and volunteer retention.
9. Provide monthly in-service training sessions for volunteers and staff.
10. Maintain emergency On-call team available 24 hours every day to handle emergencies and to
provide support for volunteers.
11. Provide case management services for regular clients.
12. Record client contacts and compile statistical service information into reports.
13. Maintain liaison with Mid-Eastern Iowa Community Mental Health Center and other agencies that
provide mental health services.
14, Maintain liaison with answering service to insure calls are transferred correctly from 11 p.m. to 8 a.m.
15. Advertise available counseling services.
Objective B: In FY02, provide information and referral to 4,500 people on the crisis lines.
Tasks:
1. Find information from the local, regional, and national level to update the new IRIS computedzed
information/referral database.
2. Maintain information on a wide vadety of subjects, services, agencies, etc.
3. Train volunteers and staff to use and update the database system.
4. Sponsor and annual Agency Fair to increase volunteer understanding of the services available for
clients in the community.
Objective C: In FY02, provide suicide intervention (suicide in progress and persons experiencing
depression) to 600 people through 24 hour phone service and walk in services from 11 a.m. to 11 p.m.
every day.
Tasks:
1. Maintain 24 hour phone service and walk-in service from 11 a.m. to 11 p.m. every day.
2. Provide specialized suicide training to all Cdsis Intervention volunteers, staff, and On-Call team.
3. Provide suicide intervention and information to suiddal clients and concerned others.
4. Advertise available intervention services.
5. Maintain relationships with Community Mental Health, Poison Control, emergency rooms, law
enforcement, Domestic Violence Intervention Project, Rape Victim Advocacy Program, and other
organizations that provide services to clients who are at high dsk of suidde.
A:~A(3ENAVAI.d~C
- 16- -59-
AGENCY: Crisis Center
Objective D: In FY02, provide suicide postvention services for 125 people.
Tasks:
1. Provide suicide support groups for people who have lost someone to suicide.
2. Provide support for those who are concerned about a suicidal person.
3. Provide support for people who have attempted suicide.
4. Recruit and train Cdsis Intervention volunteers to provide postvention services.
5. Advertise available postvention services.
6. Maintain liaison with funeral homes, hospitals, and other groups who come in contact with people
who could benefit form postvention services.
Objective E: In FY02, provide suicide prevention services to 20 area high schools (300 individuals), other
agencies, etc.
Tasks:
1. Recruit & train volunteers to assist with presentations.
2. Provide suicide education to students, staff, and administrators in schools, including the University of
Iowa.
3. Provide other agencies with suicide education.
4. Maintain a library of current information on suicide.
Objective F: In FY02, provide community education and outreach through training sessions,
presentations, and other special events to more than 4,500 people.
Tasks:
1. Recruit & train volunteers to assist with outreach program
2. Publicize the availability of training sessions and presentations through mailings, media reports, word
of mouth, etc.
Resources needed to accomplish Crisis Intervention Services tasks:
1. 120 trained volunteers and three student interns.
2. Staff salaries and benefits.
3. Answering service from 11 p.m. to 8 a.m.
4. Five telephone lines (four incoming and one outgoing)
5. Publicity to recruit volunteers
6. Volunteer training manuals.
7. Brochures describing services.
8. Office sopplies.
9. Training supplies (binders, markers, newsprint, and handouts).
10. Educational materials/library
11. Postage
12. Space to screen & train volunteers.
13. Pagers & rechargeable batteries for emergency On-call volunteers.
14. Space for volunteer and in-service training.
15. Professional liability insurance (for staff & volunteers).
16. General liability insurance.
17. Volunteer recognition material/events
18. Furnished counseling rooms for walk-in counseling & support groups.
19. Utilities
20. Funds to reimburse All-night Line & emergency On-Call volunteers.
21. Computer for data base.
22. Secudty alarm system.
Total Functional Expenses for Cdsis Intervention Program (FY00) =$108,322.
-60- - 17-
AGENCY: Crisis Center
FOODBANK SERVICES
GOAL: Provide emergency and supplemental food assistance to Johnson County residents.
Objective: In FY02, provide households and individuals with food assistance dudng approximately
20,000 client contacts (385 households a week).
Tasks:
1. Recruit, screen, train, supervise, and evaluate volunteers.
2. Increase Food Bank volunteer pool to 80 regular volunteers (currently has 65).
3. Provide monthly in-service training for staff & volunteers.
4. Screen and interview clients pdor to receiving food.
5. Maintain/cultivate relationships with local businesses, individuals, groups, schools, and churches that
donate food.
6. Support second annual Student Hunger Ddve with the Amedcorp Volunteer & Iowa City Area
Community School District.
7. Conduct Project Holiday Food Distribution-provide food to make a holiday meal for 1,000
households.
8. Keep accurate computer records of clients served.
9. Maintain relationships with area food distributors (HACAP, Riverbend Food Bank, etc.). to obtain
food at $0.14 per pound (or less).
10. Maintain referral list of food banks outside of Johnson County
11. Publicize services and need for donations.
12. Maintain relationships with agencies that pick up food for clients (Visiting Nurse Association, Johnson
County Extension, SEATS).
13, Maintain case management program.
14. Purchase and prepare food for distribution.
15. Maintain relationships with groups that pick up food donations (Table to Table).
Resources needed to accomplish Food Bank Services tasks:
1.70 trained volunteers (to maintain services at one central food bank).
2. Staff salades and benefits.
3. Volunteer training manuals and handbooks.
4. Agency brochures to advertise services.
5. Office supplies.
6. Printing costs for volunteer recruitment.
7. Publicity costs for volunteer recruitment.
8. Three telephone lines (two-incoming and one outgoing).
9. Postage.
10. Answering machines to direct calls to Cdsis Line after 4:30 p.m. and weekends.
11. Pager for emergency On-Call team.
12. Space to screen & train volunteers.
13. Furnished waiting room.
14. Furnished interview rooms.
15. General liability insurance.
16. Rented warehouse space for storage.
17. Plastic pallets to keep food off of the floor.
18. Supplies (two & four wheel carts, step stools, ladders, freezers, cooler, grocery sacks, baggies,
cleaning supplies & equipment).
19. Utilities.
20. Volunteer recognition material.
21. Daily newspapers (for want-ads, coupons, & community events).
22. Money to purchase food.
23. Paper shredder to recycle confidential forms.
24. Donated food, day old bread, coupons.
-18- -61-
AGENCY: Crisis Center
25. Rented vehicles to pick up large donations and purchases.
26. Security alarm system.
27. Computer for client information and stat. Reports.
EMERGENCY ASSISTANCE SERVICES
GOAL: To provide Johnson County residents with a vadety of emergency assistance that is not
available elsewhere. To provide emergency assistance to anyone stranded in Johnson County.
Objective A: In FY02, provide non-financial support to promote independence from assistance programs
whenever appropriate through the Help-At-Hand/Case Management services. Evaluate the needs and
concerns of approximately 2,000 households and to provide on-going support through regularly
scheduled follow-up centacts.
Tasks:
1. Provide specialized training for Food Bank volunteers.
2. Provide regular in-service training for staff & volunteers.
3. Keep accurate records of client's needs, goals. and progress made.
4. Maintain current information and lists of other services in the community.
Objective B: In FY02, provide 2,000 Johnson County residents with clothing assistance.
Tasks:
1. Maintain relationship with Goodwill Industries and the Crowded Closet.
2. Solicit clothing donations for Goodwill Industries and the Crowded Closet.
3. Train Food Bank volunteers to provide clothing vouchers.
4. Screen & interview clients who request clothing assistance.
5. Provide vouchers to clients, so they can receive clothing at no expense.
6. Establish monthly budget based on annual resources donated by Goodwill Industries.
7. Keep accurate records of clothing voucher expenses to remain within budget.
8. Compile service records into useful reports.
9. Refer clients to appropriate agencies if voucher programs will not meet needs.
Objective C: In FY02, provide 1,800 households with emergency assistance in obtaining diapers, baby
food, and infant formula.
Tasks:
1. Maintain relationships with churches, the Girls Scouts. and various groups who assist in funding the
diaper program.
2. Interview and screen clients.
3. Maintain records on services provided.
4. Obtain a vadety of diapers (sizes, types, etc.).
5. Provide appropriate referrals for needs not met by the program.
Objective D: In FY02, provide local bus tickets to 1,400 individuals.
Tasks:
1. Maintain relationship with the City of Iowa City, which provides the bus tickets.
2. Establish relationship with the City of Coralville, in an effort to provide transportation for jobs,
interviews/roedial appointments, etc.
3. Train volunteers to provide bus tickets.
4. Maintain records of services provided and submit reports in a timely manner.
5. Utilize donated bus tickets.
-62- - 19-
AGENCY: Crisis Center
Objective E: In FY02, provided financial assistance via vadous funds 24 hours every day (e.g. Tdnity
Fund, Food Chain, St. Anthony's Bread, etc.)
Tasks:
1. Maintain relationships with funding resource.
2. Maintain trained On-Call volunteer team.
3. Follow procedures developed by each funding source when issuing vouchers.
4. Maintain accurate records of vouchers issued.
Objective F: In FY02, provide 2,000 information and referral contacts.
Tasks:
1. Maintain current database of important referrals.
2. Assist people searching for housing and/or employment.
3. Interview clients to determine specific needs and resources.
4. Make appropriate referrals.
5. Conduct annual Agency Fair to keep volunteers familiar with services available in the community.
Objective G: In FY02, provide miscellaneous services to 175 households (including mail service, utilizing
telephone, photocopying, etc).
TaskS: Accurately record services provided.
Objective H: In FY02, provide skills training to 800 households (Budgeting, self-advocacy, smart
shopping, application assistance, job hunting & interviewing).
Tasks:
1. Hire/orient new program coordinator.
2. Provide specialized training to volunteers.
3. Schedule, advertise, and conduct training sessions.
Objective h In FY02, provide 700 stranded transient households with emergency food, clothing, and/or
transportation assistance (bus ticket, gasoline, minor car repair).
Tasks:
1. Provide specialized training for Food Bank and On-Call volunteers.
2. Maintain relationships with Union Bus Depot, Gasby's, and vadous auto part dealers/service stations.
3. Utilize chadty discounts for bus tickets.
4. Screen clients requesting assistance.
5. Provide vouchers to clients for transportation assistance.
6. Make referrals to emergency shelters when needed.
7. Maintain a supply of ~ready to eat" emergency food,
8. Provide referrals to clients who need to travel beyond the next largest city.
9. Maintain accurate record of services provided.
Total Functional Expenses for Food Bank Program = $ 139,350.
Total Functional Expenses for Emergency Assistance Program = $ 60,079.
-20- -63-
HUMAN SERVICE AGENCY REQUEST FOR FUNDIN Director: Jerry D. Walker
City of Coralville Agency Name: Dental Care for Kids
Johnson County City of Iowa City Address: S201 DSB
United Way of Johnson County Phone: 335-7483
Completed by: Anita M. Forbes
- CHECK YOUR AGENCY'S BUDGET YEAR Approved by Chair Bo~f,,~d~,~_
1/1/01 - 12/31/01 10/1/01 - 9/30/02 October 5, 2000
- __ (date)
7/1/01 - 6/30/02 __X__
COVER PAGE
Program Summary: (Please number programs to correspond to Income & Expense Detail,
i.e., Program 1, 2, 3, etc.)
The purpose of our agency is to provide dental services for indigent children of Johnson County
who do not qualify for Title XIX or other third-party coverage. The services will be provided by
predoctoral dental students under the direct supervision of faculty in the Department of Pediatric
Dentistry. All faculty members are licensed dentists in the State of Iowa and have been trained in
the area of pediatric dentistry. Direct services are provided on a one-to-one basis with a
supervisory ratio of one faculty member to five students.
Fees will be charged for the individual services provided to each patient based upon the
guidelines established by the College of Dentistry for predoctoral dental students' fees and typically
are approximately one-half of the fees charged by faculty or private practitioners in the county.
Local Funding Summary: 4/1/99 - 4/1/00 - 4/1/01 - % of Total
3/31/00 3/31/01 3/31/02 Budget
United Way of Johnson County - -
Does Not Include Designated Gvg. $0 $8,000 $0 2 2%
FY00 FY01 FY02 ~_
City of Iowa City
Johnson County
City of Coralville
-64-
~lbudg. xls ]
AGENCY: Dental Care for Kids
STATEMENT OF ACTIVITIES SUMMARY
(CASH BASIS)
ACTUAL THIS YEAR BUDGETED
LAST YEAR PROJECTED NEXT YEAR
Enter Your Agency's Budget Year ==> 7/1/99-6/30/00 7/1/00-6/30/01 7/1/01-6/30/02
1. TOTAL OPERATING BUDGET 11,433 13,814 7,014
(Total a+b)
a. Carryover Balance (Cash 4,470 7,814 6,814
from line 3, previous column)
b. Income (Cash) 6,963 6,000 200
2. TOTAL EXPENDITURES (Total a+b) 3,619 7,000 7,014
a. Non-directed (administration/general overhead)
b. Program Total (List Progs. Below) 3,619 7,000 7,014
1 Dental Care for Kids 3,619 7,000 7,014
2
3
4
5
6
7
8
4. RESTRICTED FUND BALANCE (Total from page 5)
5. IN-KIND SUPPORT (Total from Page 5) 21,279 22,027 23,211
6. NON-CASH ASSETS
Notes and Comments:
Though we have experienced a decrease in the demand for our services over the recent years, there continues to be
an unmet need for dentistry for children.
BRIEFLY DESCRIBE HOW LOCAL FUNDS WERE SPENT LAST YEAR:
ALL funds are spent on dental services.
jccoghs/fy01 budg/xlbudg .xls 2
Agency: Dental Care for Kids
STATEMENT OF ACTIVITIES SUMMARY
(ACCRUAL BASIS)
Actual This Year Budgeted
Last Year Projected Next Year
Your agency's budget year: 7/1/99-6/30/00 7/1/00-6/30/01 7/1/01-6/30/02
1. Total Support and Revenue 6963 6000 200
2. Total Expenses (a+b below) 3619 7000 7014
a. Non-Directed (admin./general overhead) 0
b. Program Total (list programs below) 3619 7000 7014
1. Dental Care for Kids 3619 7000 7014
2.
3.
4.
5.
6.
7.
8.
3. Change in Net Assets (1-2) 3344 -1000 -6814
4. Net Assets, Beginning of the Year 4470 7814 6814
5. Net Assets, Ending Balance (3+4) 7814 6814 0
6. Restricted Fund Balance (total from p. 5) 0
7. In-kind Support (total from p. 5) 21279 22027 23211
Notes and Comments:
Briefly describe how local funds were spent last year.
ALL funds are spent on dental services.
...... dg/xlbudg.xls - 2a -
AGENCY Dental Care for Kids
INCOME DETAIL
NON-
ACTUAL THIS YEAR BUDGETED DIRECTED PROGRAM PROGRAM
LAST YEAR PROJECTED NEXT YEAR FUNDING 1 2
1. Local Funding Sources- ~ 3,874~ 6,000~ 200~ 0[ 200~ 0
a. Johnson County
b. City of Iowa City
c. United Way of Johnson County 3,874 6,000 200 200
d. City of Coralville
e.
f.
2. Gr~,ts-State, Federal, Foundations I01010101010
a.
b.
c.
d.
e.
f.
3. Net Sales Of Ser,~ces <sources>I0 I0 I 0 I 0 I 0 I 0
a.
b.
c.
4. Net Sales of Materials[ 0[ 0[ 0[ 0 0[ 0
a.
b.
C.
5. Contributions/Donations ] 2,752] 0[ 0[ 0 0 [ 0
a. United Way Designated Giving 2,552
b. Other Contributions 200
6. Spedal Events [ 337[ 0] 0[ 0 0[ 0
a. Iowa City Road Races 337
b.
c.
7. Interest Income [ [ I [ [ [
s. O~er-List BelowI01 01 01 01 01 0
a.
b.
c.
TOTAL INCOME (same e~s p. 2, line lb 6,963 6,000 200 0 200 0
Notes and Comments:
-67-
jccoghs/fy01budg/xlbudg.xls - 3 -
PROGRAM EXPENDITURE DETAIL AGENCY Dental Care for Kids
NON- PROGRAM PROGRAM
ACTUAL THIS YEAR BUDGETED DIRECTED I 2
LAST YEAR PROJECTED NEXT YEAR FUNDING
1. Salaries
2. Employee Benefits & Taxes
3. Staff Development
4. Professional Consultation
5. Publications & Subscriptions
6. Dues and Memberships
7. Mortgage, Rent and Property Tax
8. Buffdrag & Maintenance
9. Equipment Purchase/Rental/
Maintenance
10. Utilities
11. Telephone
12. Office Supplies & Postage
13. Printing and Publicity
14. Local Transportation
15. Insurance
16. Audit
17. Interest
18. Other (Specify): Fees for Service 3,619 7,000 7,014 7,014
19
20
21
22
23
24
25
TOTAL EXPENSES ( p. 2, line 2) 3,619 7,000 7,014 0 7,014 0
Notes and Comments:
-68-
[g/xlbudg.xls 4
AGENCY Dental Care for Kids
ACTUAL THIS YEAR BUDGETED
RESTRICTED FUNDS: LAST YEA PROJECTED NEXT YEAR
Board/Donor/Funder Designated: Restricted for. N/A N/A N/A
TOTAL RESTRICTED FUND (also shown page 2 or 2a, line 4) 0 0 0 [
MATCHING GRANTS
Grantor/Matched by
N/A N/A N/A
TOTAL MATCHING GRANTS (also shown pg. 3, line 2) 0 0 0
IN-KIND SUPPORT DETAIL
Services/Volunteers - * 15,420 15,875 16,751
Material Goods
Space, Utilities, etc. 5,859 6,152 6,460
Other: (Please specify)
TOTAL IN-KIND SUPPORT (also shown on page 2 or 2a, line 5) 21,279 22,027 23,211
Notes and Comments: Many patients' treatment is complemented by the $150 contribution received from the Johnson County Health Department. (WIC Clinic)
· Director - 5%; Receptionist - 5%; Accounts - 5%; Assistant - 10%
-69-
jccoghs/fy01budg/xlbudg.xls - 5 -
SALARIED POSITIONS AGENCY Dental Care for Kids
"X"ail that a3ply FTE* Salary
Position/Title '~ = ~ ; Last This Next Actual This Budgeted %
Year Year Year Last Year Year Next Year Change
Does not apply to our program
TOTAL FTE's and SALARIES 0 0 0 0 0 0
* Full-time equivalent: 1.0=full-time; 0.5=half-time; etc.
-70-
budg/xlbudg.xls - 6 -
AGENCY: Dental Care for Kids
ACCOUNTABILITY QUESTIONNAIRE
A. Agency's Mission Statement or Primary Purpose:
The purpose of our agency is to provide dental services for indigent children of Johnson
County who do not qualify for Title XIX, Hawk-I, or other third party coverage.
B. Board of Directors:
1. Please attach a list of your agency's Board of Directors (page 7A) Not Applicable.
2. Frequency of meetings:
3. Briefly describe board orientation and ongoing training opportunities:
C. Finances:
1. Are there fees for any of your services? Yes X No ~
a. If YES, describe circumstances.
Fees are charged for the individual services provided to each patient based upon the
guidelines established by the College of Dentistry for predoctoral dental students and
typically are approximately one-half of the fees charged by faculty or private practices.
b. Are they fiat fees X or sliding fees ?
2. Does your agency have:
an internal audit X external audit X financial review X
Frequency review yearly and state audit every 3 years.
3.Has your agency filed the Annual Report with the Secretary of State?
Yes No X
4. Has your agency filed Form 990 with the IRS? Yes No X
5. Please discuss your agency's fundraising efforts, if applicable. NA
D. Management:
1. Does each staff member have a written job description? Yes X No
2. Is the agency Director's performance evaluated at least yearly?
Yes X No By Whom? Dept. of Pediatric Dentistry and College of Dentistry
E. Program/Services:
Please define your agency's units of service (service definition, length of time, cost per unit of service,
number of units provided, direct or indirect.) A unit of service consists of a clinic visit for diagnostic,
preventive, emergency, or restorative treatment.
Please supply information about clients served by your agency during last two complete budget years.
Refer to form instructions for definition of duplicated and unduplicated.
I:\PedO%Anita\WORDDATA\JDW~UNITD_WA\ACCOUntabiliIy FY02,DOC
-7-
-71 -
AGENCY: Dental Care for Kids
Enter Years 1998-99 1999-2000
1. How many Johnson County residents (including la. Duplicated 90 49
Iowa City and Coralville) did your agency serve? Count
1 b. Unduplicated 35 25
Count
2. How many Iowa City residents did your agency 2a. Duplicated 41 35
serve? Count
2b. Unduplicated 18 14
Count
3. How many Coralville residents did your agency 3a. Duplicated 23 5
serve? Count
3b. Unduplicated 9 4
Count
4. How many units of service did your agency provide? 4a. Total 90 49
4b. To Johnson 90 49
County Residents
5. Other Areas Served:
Do you provide services to areas outside of Johnson County?
Area(s) served: NA
Services provided: NA
Funding Sources: NA
6. Client Profile (for last complete year, if available):
Age Gender Ethnicity
0 - 5 8 Female 11 African American NA
6-17 17 Male 14 Native American NA
18 - 29 0 Asian NA
30 - 61 0 Hispanic NA
62 - 75 0 Caucasian/Non-Hispanic NA
75 + 0 Multi-racial NA
e"P-Hn\Anita\WORDDATA~JDVV~UNITD_WA\Accountabilit¥ FYO2.DOC
-72- -8-
AGENCY: Dental Care for Kids
7. Evaluation and Review:
A. Please discuss how your agency measures the success of its programs.
Success is measured by the number of patients who are treated through this
program and have had their oral health restored. Prevention of dental
problems is an important objective of the program. Our preventive dental
program is emphasized with this population. We feel that many children are
left unserved. It has been observed that financial constraints are only a part
of the problem of the needy to access care. Transportation and its cost, poor
motivation and lack of knowledge are other factors.
B. Does your agency have a current strategic plan and date last reviewed?
To provide the greatest amount of quality dental services for the money
appropriated for these children. To identify as many children in this population
as possible.
C. What plans does your agency have to increase efficiency and effectiveness?
We provide treatment at undergraduate fees to obtain the maximum treatment
for the amount of money expended. We provide preventive services when
appropriate to decrease disease for our patients.
D. How has your agency responded to United Way's recommendations from last year?
We continue to attempt to make our presence known to those who might
identify children who need these dental services.
8. In what ways will the needs of your service population change in the next five years?
We have no way of knowing. The numbers of low income children in our clinic
appears to be on the increase.
9. In relation to the Johnson County Capacity Assessment, explain how your services are
meeting community needs.
Part of the health picture for children of the county.
I:\Pedo\Anita\WORDDATA\JDW~UNITD_WA\Accountabilit¥ FYO2.DOC
-9-
-73-
AGENCY: Dental Care for Kids
10. Please discuss any other problems or factors relevant to your agency's programs, funding or
service delivery:
Adequate funding is all that is necessary to maintain our services to indigent children.
11. List complaints about your services of which you are aware:
None that we are aware of at this time.
12. Do you have a waiting list or have you had to turn people away for lack of ability to serve
them? What measures do you feel can be taken to resolve this problem:
In the past due to the lack of adequate funds, treatment (other than emergency) has
been suspended until the account could be balanced. That is not a problem at this
Time and adequate funding is all that is necessary as the facilities and personnel are
Adequate to provide the necessary service.
How many people are currently on your waiting list? None
13. In what way(s) are your agency's services publicized?
Contact with potential patients through referral sources (i.e.: Iowa City and outlying
Johnson County schools, Pheasant Ridge Neighborhood Center, Free Medical
Center, Visiting Nurses Association of Johnson County and Johnson County Health
Clinic agency directors as well as the Iowa City Press Citizen.)
14. United Way involvement by your agency: ("X" if agency participated within the last year)
a. Agency Directors Meetings
b. Served as Agencies Directors' Representative to
Funding Hearings
c. Business Blitz
d. Day of Caring
e. Kick Off
f. Victory Reception X
g. Other
15. How have you collaborated with other agencies during the past year?
Referrals back and forth as well as consultations with agencies such as WIC clinic and
Special Care Clinic.
I:\Pedo\Anita\WORDDATA\JDW~UNITD_WA\Accountability FY02.DOC
-74- - 1 O-
AGENCY: Dental Care for Kids
AGENCY HISTORY
(Using this page ONLY, please summarize the history of your agency, emphasizing Johnson County, past
and current activities and future plans. Please update annually.)
Dental Services for Indigent Children of Johnson County has provided dental treatment
for over a decade for those individuals less than 17 years old who are not qualified for other
forms of assistance and who could not otherwise afford dental care. Services are provided in
the Department of Pediatric Dentistry at the College of Dentistry from 8:00 a,m. to 5:00 p.m.
Monday through Friday and on an emergency basis at the University Hospital School on
evenings and weekends.
State appropriations for indigent patients are not allocated for the College of Dentistry
to provide dental services. This program was developed to respond to the need for treatment
of dental disease which affects nearly all individuals at one time or another.
Our activities have primarily involved the delivery of emergency, restorative and
preventive dental services (orthodontic services are not covered by this agency). During the
past year, we have continued working with the Iowa City School system, administrators of
elementary schools in outlying Johnson County, the Iowa City Free Medical Clinic, the Visiting
Nurses Association of Johnson County and the Johnson County Health Clinic, Head Start and
the Campus Fair. These contacts have helped us in the past years and we will continue
working with them in the future.
h\Pedo\Anita\WORDDATA\JDW~UNITD_WA\Accountability FY02.DOC
-11-
AGENCY: Dental Care for Kids
FY00 GOALS
Please state the goals of the latest completed fiscal year and report status of progress/completion.
Goal: To provide dental services to indigent children of Johnson County who are not eligible for
help from other assistance programs.
We see every patient that contacts our clinic and falls within the guidelines of the program.
I:\Pedo\Anita\WORDDATA\JDV~UNITD_WA\Accountability FYO2.DOC
-76- - 12-
AGENCY: Dental Care for Kids
AGENCY PROGRAM GOALS AND OBJECTIVES
(List goals and objectives for the Fiscal Year for which you are requesting funding. Several pages are
provided, please add any additional pages you may need with your agency name as a header.)
Agency Name: DENTAL SERVICES FOR KIDS OF JOHNSON COUNTY Year: FY02
Name of Program: SAME
DENTAL SERVICES FOR KIDS OF JOHNSON COUNTY
Goal: To provide dental services to indigent children of Johnson County who are not
eligible for help from other assistance programs.
Objective A: To provide the greatest amount of quality dental services for the money
appropriated for these children.
Tasks: 1. Fees will be kept to a minimum by utilizing predoctoral dental students as the
primary care givers under the direct supervision of the faculty at the College
of Dentistry.
2. Increase the patient population to include those eligible children in outlying
Johnson County.
Resources: Resources will come from the Department of Pediatric Dentistry of the College
of Dentistry. Materials, supplies, equipment, faculty, staff, predoctoral dental
students and space will be provided by the Department of Pediatric Dentistry.
h\Pedo\Anita\WORDDATA\JDW~UNITD_WA\Accountability FYO2.DOC
-13-
-77-
HUMAN SERVICE AGENCY REQUEST FOR FUNDING Director: Cris Kinkead
City of Coralville Agency Name: Domestic Violence Intervention
Johnson County City of Iowa City Address: P.O. Box 3170, Iowa City, IA
United Way of Johnson County Phone: 319-354-7840
Completed by: Cri ~?a
CHECK YOUR AGENCY'S BUDGET YEAR Approved by Chair Board:
1/1/01 - 12/31/01 10/1/01 - 9/30/02 10/05/00
(~te)
7/1/01 - 6/30/02 X
COVER PAGE
Program Summary: (Please number programs to correspond to Income & Expense Detail,
i.e., Program i, 2, 3, etc.)
PROGRAM 1, RESIDENTIAL SERVICES: Provide safe, 24 hour shelter and crisis line for victims of domestic
violence and their children. Services include: shelter, no-contact order advocacy, other court advocacy, hospital and social
service advocacy, law enforcement advocacy, referrals for housing, employment and education. Support group and education
about the dynamics of abusive relationships. Community education/in-service programming from other human service agencies
in Johnson County. All DVIP staff and volunteers providing direct services are trained according to Iowa Criminal Code 236.
PROGRAM 2, CHILDREN'S PROGRAM: Provide children's services for both in shelter children and children in
the Johnson County community. DVIP provides basic needs, such as school supplies, food, clothing, and other needed item. A
children' s play area is provided in both the main level and lower level of the shelter. Other services provided/supported/developed
by the Director of Children' s Programming include: play and art therapy, field trips, play time, school advocacy, counseling, tutoring,
court advoacy, support group, school transportation, summer school programs, and conflict resolution.
All DVIP staff and volunteers providing direct services to children are trained according to Iowa Criminal Code 236.
PROGRAM 3, COMMUNITY/EDUCATION: DVIP's Education Program is responsible for the following: speaking
engagements to the community, composing education packets for victims of abuse and a general packet for the community,
oversee the volunteer program, editing DVIP's bi-annual newsletter, development of all agency brochures, handouts, posters, and
PR, developing DVIP curriculum such as clergy packets, health care protocol, domestic violence in the workplace, etc., and
facilitating appropriate training to community organizations such as law enforcement, area medical staff, and the U of I Psychology
Department. DVIP provides training to approximately 100 volunteers per year according to Iowa Criminal Code 236.
PROGRAM 4, OUTREACH SERVICES: DVIP offers domestic violence services in the following counties:
Johnson, Jones, Cedar, Washington, and Iowa Counties. Iowa, Cedar, and Washington counties are staffed on an as-needed,
on-call basis. Jones County is staffed half-time and as needed in rented office space. The Community Outreach/DART advocate
(Domestic Abuse Response Team) is staffed half-time in Johnson County, working closely with local law enforcement. DVIP
Counselor works full time in Johnson County. Services include: Individual counseling, support group, no-contact order advocacy,
other court advocacy, human services, medical and law enforcement advocacy, including 'DART', Domestic Abuse Response
Team. DVIP now offers Language Line Services. Each county has it's own local coalition against domestic violence or human
service consortium of which DVIP has maintained membership.
All DVIP staff and volunteers providing direct services to children are trained according to Iowa Criminal Code 236.
PROGRAM 5, FURNITURE PROJECT: DVIP is the lead agency in a community response effort to get
free furniture to homeless families and families who cannot afford furniture. This, in turn, reduces the number of large items
being taken to the local landfills. Furniture is donated by the community, then distributed to local families in-need.
Local Funding Summary: 4/1/99 - 4/1/00 - 4/1/01 - % of Total
3/31/00 3/31/01 3/31/02 Budget
United Way of Johnson County - -
Does Not Include Designated Gvg. $48,741 $48,741 $58,490 8.78%
FY00 FY01 FY02
City of Iowa City 51673 54656 65110 9.78%
-78- Comason County 54065 54065 64880 9.74%
2ity of Coralville 3000 3000 3600 0.54%
AGENCY: Domestic Violence Intervention Program
STATEMENT OF ACTIVITIES SUMMARY
(CASH BASIS) ACTUAL THIS YEAR BUDGETED
LAST YEAR PROJECTED NEXT YEAR
Enter Your Agency's Budget Year = = > 7/99-6/00 7/00-6/01 -7/01/6/02
1. TOTAL OPERATING BUDGET 699,427 710,697 725,767
(Total a+ b)
a. Carryover Balance (Cash 54,996 59,787 59,787
from line 3, previous coh~mn)
b. Income (Cash) 644,431 650,910 665,980
2. TOTAL EXPENDITURES (Total a+ b) 639,640 650,910 665,980
a. Non-directed (administration/general overhead) 154A60 140,470 147,840
b. Program Total (List Progs. Below) 485,490 510,440 518,140
1. Residemial Services 220,040 221,768 225,990
2. Children's Programs 60,175 86,182 88,240
3. Community/Educational Services 50,225 50,488 50,950
4. Outreach Services 115,050 111,914 111,900
5. Furniture Project 40,000 40,088 41,060
6
8
4. RESTRICTED FUND BALANCE (Total from page 5) 383,572 386,751 375,450
5. IN-KIND SLIPPORT (Total from Page 5) 259,000 279,000 279,000
6. NON-CASH ASSETS , 518,754 500,000 485,000
Notes and Comments:
la. This year projected: DVIP plans to maintain current carryover balance.
la. Budgeted next year: DVIP plans to maintain current carryover balance.
2a. Actual last year: Administrative costs higher due to mortgage principle paydown.
2a. Budgeted next year: Administrative costs higher due to full year of new office assistant position.
262. This year projected: Children's programs have expanded from 1 FT and 1 PT position to 2 FT and 1 PT.
262. Budgeted next year: Children's programs have expanded from 1 FT and 1 PT position to 2 FT and 1 PT.
264. This year projected: Outreach services are decreasing in Cedar, Iowa, Jones, and Washington to increase
services in Johnson County Outreach, Residential Services, and Children's Programs.
264. Budgeted next year: Outreach services are decreasing in Cedar, Iowa, Jones, and Washington to increase
services in Johnson County Outreach, Residential Services, and Children's Programs.
BRIEFLY DESCRIBE HOW LOCAL FUNDS WERE SPENT LAST YEAR:
Funds were used last year to pay staff salaries and benefits not covered by grants, as well as utilities, insurance,
and other operating expenses.
AGENCY: Domestic Violence Intervention Program
INCOME DETAIL
ACTUAL TI~I~ YEAR BUDGETED Non-Directed PROGRAM PROGRAM
LAST YEAR PROJECTED NEXT YEAR FUNDING 1 2
7/99-6/00 7/00-6/01 7/01-6/02 Administration Res Svcs Children's
1. Local Funding Sources- I 165,221 I 163,137 I 194,580 I 86,140 ] 64,190 I 16,000
a. Johnson County 54,065 54 065 64,880 30,000 21,480 5,000
b. City of Iowa City 51,673 54 656 65,110 30,000 21,710 5,000
c. United Way of Jolmson County 48,741 48 741 58,490 25,090 20,000 5,000
el. City of Coralville 3,000 3 000 3,600 1,050 1,000 1,000
e. Jones County Family Council 1,817 1 000 1,000
f. United Way of East Central Iowa 5,925 1 675 1,500
2. Grants-State, Federal, Foundations ] 350,712I 378,576I 369,4501 20,0001 140,400I 51,000
a. Americorps 4,108 8,580 1,950 .-'-
b. CDBG/Landfill 32.337 31,043 31,100
c. Crime Victim Assistance 75.005 84,414 80,000 15,000
d. Emergency Shelter Gram 30.098 27,900 30,000 20,000 10,000
e. Family Violence Prevention 34.939 35,788 36,000 36,000
f. FEMA 2 200 4,400 4,400 4,400
g. Violence Against Women 30.482 30,473 30,000
h. VOCA 141,543 155,978 156,000 126,000
3. Net Sales Of Services (sources) 8,118 11,250 13,500 0 ~ 2,000 7,500
a. Services 3,464 5,000 7,000 0 2,000 1,000
b. School Transportation Reimbursement 4,654 6,250 6,500 6,500
4. Net Sales of Materials 0 0 0 0 0 0
5. Contributions/Donations 67,528 56,347 44,850 19,100 7,400 10,740
a. United Way Designated Giving 12,938 13,347 13,350 5,350 3,000 5,000
b. Other Contributions 54,590 43,000 31,500 13,750 4,400 5,740
6. SpecialEvents 51,6361 4o, ooo1 42,000 21,000 12,0001 3,000
a. Direct Mail, Newsletter 43,776 30,000 30,000 10,000 12,000 3,000
b. Souper Bowl, Winetasting 7,196 7,000 7,000 7,000
c. Other Fundraiser 664 3,000 5,000 4,000
7. Interest Income 1,042 I 600 I , 600l- 600
8. Other-List Below 174I 1,oool 1,oool 1,ooo o l o
a. Miscellaneous 174 1,000 1,000 1,000
TOTAL INCOME (same as p. 2, line lb) 644,431 650,910 665,980 147,840 225,990 88,240
Notes and Comments:
le. Jones County Family Council actual last year is a double payment, due to late payment previous year.
If. East Central Iowa United Way actual last year is higher due to special funding for Washington County, discontinued.
2a. Ame~corps fluctuation due to timing of grant and whether there are 1 or 2 staff positions.
2f. FEMA funding actual last year lower due to ea~y payment previous year.
3b. School transportation money is received to transport shelter children to continue attendance at original school when possible.
5b. Other contributions lower in this year projected and budgeted next year due to designated funding received for children's programs
6a. Direct mail actual last year due to overlap of late mailing previous year.
6c. Other fundraiser currently anticipated, not yet determined.
-80-
AGENCY Domestic Violence Intervention Program
INCOME DETAIL (cont)
PROGRAM PROGRAM PROGRAM PROGRAM PROGRAM PROGRAM
3 4 5 6 7 8
Comm/Ed Outreach Furn Proj
1. Local Funding Sources- I 13,700 I 7,100 I 7,450 I 0 I 0 I 0
a. Johnson County 4,500 1,500 2,400
b. City of Iowa City 4,500 1,500 2,400
c. United Way oflohnson County 4,500 1,500 2,400
d. City of Coralville 200 100 250
e. lones County Family Council 1,000
f. United Way of East Central Iowa 1,500
2. Grants-State, Federal, Foundations [ 30,000l 96,950l 31,100I 01 0 0
a. Americorps 1,950
b. CDBG/LANDFILL
c. Crime Victim Assistance 65,000
d. Emergency Shelter Grant
e. Family Violence Prevention
g. Violence Against V~omen Act 30,000
h. VOCA - 30,000
3. Net Sales Of Services (sources) I 0 ] 4,000 [ 0 I 0 I 0 0
a. Services 4,000 ]
b. School Transportation Reimbursement
4. Net s~,es of M.,e.~ I0101010100
S. Contributions/Donations ] 4,250/ 1,850/ 1,5105 0[ 0 0
a. United Way Designated Giving
b. Other Contributions 4,250 1,850 1,510
6. SpecialEvents I 3,0001 2,0001 1,0001 0I 01 0
a. Direct Mail, Newsletter 3,000 2,000
b. Souper Bowl, Winetasting
c. Other Fundraisers 1,000
7. Interest Income I
8. ot~e~-L~ B~,o~ I o l ol ' o l o l o l o
a. Miscellaneous
TOTAL INCOME (same as p. 2, nnelb) 50,950 111,900 41,060 0 0 0
Notes and Comments:
-81 -
............. 3a -
PROGRAM EXPENDITURE DETAIL AGENCY: Domestic Violence Intervention Program
ACTUAL THIS YEAR BUDGETED Non-Directed PROGRAM PROGRAM
LAST YEAR PROJECTED NEXT YEAR FUNDING 1 2
7/99-6/00 7/00-6/01 7/01-6/02 Admin Res Svcs Children's
1. Salaries 393,855 433,270 440,780 84,550 148,140 59,640
2. Employee Benefits & Taxes 72,000 80,000 81,660 15,750 27,550 11,100
3. staff Development 4,285 4,300 5,000 350 2,300 1,000
4. Professional Consultation 0 0 0 0 0 0
5. Publications &Subscriptions 600 600 1,000 0 1,000 0
6. Dues and Memberships 500 1,200 1,500 1,000 500 0
7. Mortgage, Rent and Property Tax 2,625 5,500 5,900 5,300 0 0
8. Building & Maintemance 9,775 13,000 17,000 5,000 7,500 2,000
9. Equipment Purchase/Rental/ 12,475 12,000 15,000 5,000 5,250- 2,000
Maintenance
10. Utilities 16, 110 17,000 17,500 3,000 10,000 2,000
11. Telephone 13,790 14,000 14,500 4,500 3,500 2,000
12. Office Supplies & Postage 7,500 8,000 8,000 2,300 1,500 1,000
13. Printing and Publicity 2,000 2,500 3,000 1,250 250 0
14. Local Transportation 4,500 4,500 4,300 500 600 1,000
15. Insurance 13,665 14,500 15,000 3,000 6,500 2,000
16. Audit 2,935 5,000 5,000 1,500 1,900 500
17. Interest 140 140 140 140 0 0
18. Other (Specify):
19. Direct Aid 4,500 3,000 3,000 0 2,000 500
20. Restricted Expenditures 22,000 14,000 10,000 4,200 2,300 3,000
21. Food 1,000 1,200 1,200 0 1,200 0
22. Fundraising Expenses 8,285 9,200 9.,500 : 3,500 4,000 500
23. Miscellaneous 2,100 2,000 2,000 2,000 0 0
24. Mortgage Principle Payments 45,000 6,000 5,000 5,000 0 0
25
TOTAL EXPENSES ( p. 2, rme 2) 639,640 650,910 665,980 147,840 225,990 88,240
Notes and Comments:
1. Salaries this year and next year higher due to staffing restructure, salary increases, and increased services to children's programs.
2. Benefits this year and next year higher due to staffrag restructure, salary increases, and increased services to ehildren's programs.
8. Maintenance this year and next year higher due to aging of building, thus anticipating more service, as well as building a repair fund.
9. Equipment maintenance this year and next year higher due to aging of appliances, thus anticipating more service and replacement.
16, Audit this year and next year higher due to DVIP returning to a full audit instead of a review for 2 years and full audit every 3rd year.
20. Restricted Expenditures this year and next year lower due to matching to funding received.
~A Mortgage Principle Payments actual last year due to high direct mall success rate, funds applied to reduce mortgage.
-82- Mortgage Principle Payments this year and next year still anticipated to apply extra funds to reduce mortgage.
iccoghs/fvOlbud~/xlbud~.xls - 4 -
PROGRAM EXPENDITURE DETAH~ AGENCY Domestic Violence Intervention Program
(continued)
PROGRAM PROGRAM PROGRAM PROGRAM PROGRAM PROGRAM
3 4 5 6 7 8
Comm/Ed Outreach Furn Proj
1. Salaries 33,850 83,940 30,660
2. Employee Benefits &Taxes 6,300 15,260 5,700
3. StaffDevelopmem 350 1,000 0
4. Professional Consultation 0 0 0
5. Publications &Subscriptions 0 0 0
6. Dues and Memberships 0 0 0
7. Mortgage, Rent and Property Tax 0 600 0
8. Building &Maintenance 1,000 1,500 0
9. Equipment Purchase/Rental/ 1,000 750 1,000
Maintenance
10.Utilities 1,000 1,500 0
11. Telephone 1,000 2,500 1,000
12. Office Supplies &Postage 2,500 600 100
13. Printing and Publicity 1,500 0 0
14. Local Transportation 200 1,000 1,000
15. Insurance 1,000 1,500 1,000
16. Audit 500 500 100
17. Interest 0 0 0
18. Other (Specify):
19. Direct Aid 0 500 0
20. Restricted Expenditures 250 250 0
21. Food 0 0 0
22. Fundraising Expenses 500 500 500
23. Miscellaneous 0 0 0
24 0 0 0
25
TOTAL EXPENSES ( p. 2, nne 2) 50,950 111,900 41,060 0 0 0
Notes and Comments:
-83-
icco_ohs/fvOlbudE/xlbudE.xls - 4a -
AGENCY: Domestic Violence Interventin Program
ACTUAL THIS YEAR BUDGETED
RESTRICTED FUNDS: LAST YEAR PROJECTED NEXT YEAR
Board/Donor/Funder Designated: Restricted for: 7/99-6/00 7/00-6/01 7/01-6/02
Americorps Salaries, Benefits 4,108 8,580 1,950
CDBG/Landfill Furniture Project 32,337 31,043 31,100
Crime Victim salaries, Benefits 75,005 84,414 80,000
Emergency Shelter utilities, Insurance, Homeless Prevention30,098 27,900 30,000
Family Violence Prevention Direct Service Salaries &Benefits 34,939 35,788 36,000
FEMA Food, Household 2,200 4,400 4,400
Violence Against Women Jones County Program r--'- 30,482 30,473 30,000
VOCA Direct Service Salaries &Benefits 141,543 155,978 156,000
E. Central IA United Way Jones, Iowa, Cedar, & Wash counties 5925 1675 1500
Mortgage Building Mortgage 26935 6500 4500
TOTAL RESTRICTED FUND (also shown page 2 or 2a, line 4) 383572 I 386751 ] 375450
MATCHING GRANTS
Grantor/Matched by
Emergency Shelter Salaries 30100 27900 30000
Family Violence Prevention Volunteer hours @ $12.96 7,000 7,160 7,200
VOCA Volunteer hours @ $12.96 28,310 31,200 31,200
TOTAL MATCHING GRANTS (also shown pg. 3, line 2) 65,410 66,260 68,400
IN-KIND SUPPORT DETAII.
Services/Volunteers Direct Svc, Clerical, Maint., hrs @$12.96 230,000 250,000 250,000
Material Goods Food, Household Items, Clothing, Misc. 21,500 21,500 21,500
Space, Utilities, etc. Johnson, Jones: storage, utilities, mtgs 7,500 7,500 7,500
Other: (Please specify)
TOTAL IN-KIND SUPPORT (also shown on page 2 or 2a, line 5) ] 259,oool 279,000 279,000
Notes and Comments:
Restricted Funds East Central IA United Way: Last year actual higher due to funding for program in Washington County, program discontinued.
Restricted Funds Mortgage: This year and next year lower due to retinanee for lower payments to carry monthly payments in operating budget.
Matching Grants: Volunteer hour~ @$12.96 as determined by Victim of Crime Act grant administrator.
~Cllhndg/,elhnclo ~c1~ ' 5 '
SALARIE~D POSITIONS AGENCY: Domestic Violence Intervention Program
"X"all that appl) FTE~ Salary
] ~ ~= Last This Next Actual Projected Budgeted %
Position/Title ] ~ ~ ~ Year Year Year Last Year This Year Next Year Change
1 Executive Director x x x 18% 1.00 1.00 1.00 39,000 40,000 42,000 5%
2 Directorof Finance x x x 18% 1.00 1.00 1.00 27,000' 30,100 31,600 5%
3 Education Coordinator x x x 18% 1.00 1.00 1.00 27,040 30, i00 31,600 5%
4 Director of Outreach x x x 18% 1.00 1.00 1.00 27,784 30,100 31,600 5%
5 Director of Shelter Services x x x 18% 0.10 1.00 1.00 1,592 27,600 28,980 5%
6 Director of Children's Program x x x 18% 0.00 1.00 1.00 0 27,600 28,980 5%
7 Funtiturc Project Coordinator x x x 18% 1.00 1.00 1.00 21,944 24,000 25,200 5%
8 Volunteer Coordinator x x x 18% 0.50 0.00 0.00 9,870 0. 0 0%
9 Counselor x x x 18% 1.00 1.00 1.00 23,400 25,000 26,250 5%
I0 Comm. Outreach Coordinator x x x 18% 0.90 0.75 0.75 20,200 17,160 18,020 5%
11 Rural Outreach x x x 18% 1.00 0.25 0.25 21,043 6,250 6,570 5%
12 Shelter Coordinator x x x 18% 1.00 1.00 1.00 21,043 23,700 24,885 5%
13 Shelter Coordinator x x x 18% 0.75 0.75 0.75 15,320 15,600 16,380 5%
14 Shelter Coordinator x x x 23% 1.20 1.20 1.20 21,901 24,000 25,200 5%
15 Shelter Coordinator x x x 23% 1.20 1.20 1.20 22,970 25,500 26,775 5%
16 Shelter Coordinator n/a 0.30 0.30 0.30 8,151 6,240 6,550 5%
17 Shelter Coordinator n/a 0.11 0. i1 0.11 3,983 2,340 2,460 5%
18 Shelter Advocate x x x 18% 0.25 0.00 0.00 8,101 0 0 0%
19 Ckild Advocate x x x 18% 1.00 0.25 0.25 24,232 5,200 5,460 5%
20 Child Advocate x x x 18% 1.00 1.00 1.00 19,123 24,000 25,200 5%
21 Maintenance n/a 0.25 0.25 0.25 2,160 4,630 4,910 5%
22 Furniture Project Assistant rda 0.25 0.25 0.25 1,728 5~200 5,460 5%
23 Rural Outreach x x x 18% 0.50 0.00 0.00 7,214 0 0
24 Americorps-Volunteer Coordinato x x x 23% 0.75 0.75 0.25 7,860 9,000 2,250 0%
25 Americorps-Outreach x x x 18% 0.00 0.75 0.25 0 7,500 1,500 0%
26 Office Coordinator x x x 18% 0.00 0.50 0.75 0 10,400 10,950 5%
27 Subs rda 11,196 12,000 12,000
* Full-time equivalent: 1.0--full-time; 0.5=half-time; etc.
Notes and Comments:
5. Director of Shelter Services: New position due to restructure and increased services to shelter residents and local community.
6. Director of Chilclren's Programs: New position due to restructure and increased children's programming.
8. Volunteer Coordinator. Stuff person resigned, not replaced due to shared duties with Americorps Volunteer Coordinator position.
18. Shelter Advocate: Staff person resigned, not replaced due to restructure, reinstate Office Coordinator position.
23. P~ural Outreach: Staff person resigned, not replaced due to increased services emphasis in Johnson County.
jccoghs/fy01budg/xlbudg.xls - 6 -
AGENCY: Domestic Violence Intervention Program
ACCOUNTABILITY QUESTIONAIRE
A. Agency's Mission Statement or Primary Purpose: The DVIP is founded on the belief that
everyone has the right to live free of fear and harm. Our mission is to end domestic violence
through support, advocacy, shelter and education.
B. Board of Directors:
1. Please attach a list of your agency's Board Of Directors (page 7A)
2. Frequency of meetings: Board meetings are held monthly. Committee meetings held
monthly. Ad-hoc meetings held as needed.
3.Briefly describe board orientation and on-going training opportunities.
DVIP has a well developed board orientation and training proces, s.....Once voted onto the board
new members meet with the Executive Director and Board Chair for a board orientation. The
orientation consist of the following: tour of the facility, a brief history of DVIP, and board manual
training. DVIP's board is committed to on-going agency development. In this effort, on-going
development activities include: review of board & committee job descriptions, confidentiality
statement and conflict of interest statement. On-going education about board/staff roles and
responsibilities and performance evaluations are also updated as needed.
_ C. Finances:
1. Are there fees for any of your services? NO
2. Does your agency have: An external Audit. Frequency: Annually
3. Has your agency filed the Annual Report with the Secretary of State? YES
4. Has your agency filed Form 990 with the IRS? YES
5. Please discuss your agency's fundraising efforts, if applicable.
The DVIP Board of Directors raises approximately 10% of DVIP's budget through local
fundraising each year. The events hosted by board members include: A Wine Tasting Event,
the DVIP Souper Bowl, and two Direct Mailings. It is significant to point out that DVIP Board
members also participate in a fair share of "direct ask" from the community.
D. Management: 1. Does each staff member have a written job description? YES
2. Is the agency's Director's performance evaluated at least yearly? YES, by the Board
of Directors
E. Program/Services:
Unit of Service Length of Time Cost per unit Number of Units
1. 24 hour shelter I night to 90 nights Approx. $15.00 per night 8,438 nights (384 people)
2. CrisisHotline 1/2 hour average per call Approx. $ 7.50percall 5,121 calls
3. Individual Counseling 1 hour each session $12.61 per hour 585 individuals
4. Support Group 11/2 hr. sessions 18.91 each session 504 individuals
5. No Contact Orders/ 3 to 5 hours each client $12.61 per hour 314 individuals
Court Advocacy
6. Dart 1 to 3 hours each client Approx. $12.61 per hour 81 individuals
7. Furniture Project 1 hour each household $11.53 hour 189 households
-7-
-86-
DVZP Board Of Directors
Agnes Apicella - Board Co-Chair Philip Zell - Board Co-Chair
2646 3ohnson Crossing 2126 Plaen View Dr.
Solon, ~ 52333 Iowa City, Ia 52246
358-9485 351-0878
Bev Byram Susan Cray
192 Holiday Lodge Road 730 .Mesquite Dr.
North Liberty, IA 52317 Coralville, Ia 5__2~-,~41
626-3702 351-5238
Elyse Frantz Jeff Hollingsworth
2768 Irving Ave 95 Augusta Ct.
Iowa City, ~ 52246 North Liberty, IA]
339-4734 626-8053
Susan Horowitz Becky Howe
1129 Kirkwood Ave. 1980 Southridge Dr.
Iowa City, Ia 52240 Coralville, ~ 52241
354-4225 354-2974
Paul Kronlage Sally Mathis Hartwig
2024 Cambridge Dr. 21 Pentire Circle
Coralville, ~ 52241 Iowa City, Ia
338-6820 337-2600
Betty Nolon Lynn Spaight
513 So. Summit 1185 Forever Green Road
Iowa City, Ia Iowa City, Ia 52240
52240 626-7147
338-8131
Mettie Thomopulos Frieda Shannon
75 Shagbark Court
Iowa City, IA 52246
351-2691
-?a-
-87-
AGENCY: Domestic Violence Intervention program
Clients served by DVIP in the last two years Enter years 1999 2000
1. How many Johnson County residents did your la. Duplicated N/A
agency serve? 1 b. Unduplicated 1,134 1,159
2. How many Iowa City residents did your 2a. Duplicated N/A
agency serve?
2b. Unduplicated 684 1,051
3. How many Coralville residents did you serve? 3a. Duplicated N/A
3b. Unduplicated 48 44
4. How many units of service did your agency 4a. Total , -.t8,661 19,296
provide? (includes nights, direct services and
crisis calls). 4b. Johnson County 13,995 17,106
* Unit in this category counts as types of service Total unduplicated served: 1,307
each client received. In this case, 1,307 clients Johnson County: 1,159
received an average of 15 services each. Counties: 100
Other Iowa clients: 27
Out of State 21
5. Other areas served:
Do you provide services to areas outside of Johnson County? YES
Areas served: Cedar, Iowa, Jones and Washington Counties. DVI P serves Cedar, Iowa and
Washington counties on an on call as needed basis. The Jones County Office maintains a rented office
space three days a week.
Services Provided: Services offered in the county areas include: counseling, follow-up support,
group, information/referrals, criminal justice advocacy, no contact orders, emergency legal advocacy,
transportation, other self identified advocacy.
Funding Sources: For the rural areas DVIP receives small amounts of funding from East Central
United Way and in some counties DVIP will receive county funding. DVIP is also funded .by Victim Of
Crime Act, Crime Victim Assistance and Violence Against Women Act. These funding sources have an
expectation that shelter programs in the state of Iowa will serve rural areas, other Iowa residents and
clients coming from out of state. These numbers tend to be very minimal compared to the numbers we
serve in Johnson County (4 rural counties-100 served, other Iowa-26 served, Out of state- 21 served).
AGE GENDER ETHINICITY
0-5 157 Female 986 African American 338
6-17 104 Male 173 Native American 20
18-29 477 Asian 32
30-61 410 Hispanic 61
62-75 11 Caucasian/Non-Hispanic 708
75+ 0 Multi-racial
-8-
-88-
Agency: Domestic Violence Intervention Program
7. Evaluation and Review:
A. Please discuss how your agency measures the success of its programs.
1. Gathered verbal and written comments and suggestions from staff.
2. Distributed exit questionnaire to shelter guests, including 3, 6, & 9 month follow-up questionnaire
after departing shelter.
3. Annual staff and Board retreats including monthly follow-up on goals and objectives.
4. Inter-agency survey and comment form every other year.
5. Monitoring the level of support that we receive from the community (contributions, fundraising
events and in-kind donations.
6. Annual review of goals and objectives for both program and agency goals.
B. Does your agency have a current strategic plan and date last reviewed? Yes, DVIP's board
members conduct an annual strategic planning retreat. The plan overview is listed on the last few pages
of this grant. The DVIP Board reviewed it's one to three goals for 2001 at the September board
meeting. _ - '*"
C. What plans does your agency have to increase efficiency and effectiveness.
DVIP's staff and board have conducted a three year plan in May of this year. The board selected Five
major goal areas having to do with the well being of DVIP and the community that we serve. These goals
and objectives are assigned to committees and individuals and_are reviewed at each board meeting.
DVIP will continue to pay close attention to the feedback solicited from the community, clients,
volunteers, staff and other service providers in Johnson County. This feedback provides a valuable
tool to utilize during our strategic planning sessions as way of making changes or improvements
necessary for the growth the DVIP.
D. How has your agency responded to United Way' s recommendations from last year?
Last year the Citizen Review Panel and DVIP met on two separate occasions to discuss and clarify
questions the review panel had of DVIP. The form that was returned to DVIP ...the "Citizen Review Panel
Recommendations" listed four areas needing to be addressed. These areas were discussed at the first
meeting with the review panel. DVIP Board members addressed the four stated issues at the Annual
Strategic Retreat and prepared a packet addressing the four areas. The packet was mailed to United Way
review panel members and we again met in September. This process has given DVIP the time and
opportunity to clarify questions and concerns about the agency that couldn't be addressed at the annual
budget presentation. The board has incorporated the "issues" into DVIP's annual goals and objectives
which are reviewed at monthly board meetings. These goals are attached to the end of this grant form.
8. In what ways will the needs of yonr service population change in the next five years?
DVIP predicts that there will be an increased need for shelter services in the next two to five years. Welfare
reform is a major factor for DVIP's prediction. As women are forced off welfare roles it will become
difficult to maintain permanent affordable housing. Although the Welfare Reform Act has special
considerations for women who are battered, time is still an issue. As women gain employment it is
remains questionable if they can afford daycare and housing.
9. In relation to the Johnson County Capacity Assessmen/, explain how your services are meeting
community needs.
One of the key findings of the Johnson County Assessment was shelter. DVIP has the only domestic violence
shelter in Johnson County (the next closest dv shelters are in Cedar Rapids, Davenport and Muscatine).
Domestic Violence is one the most underreported crimes in our nation. The FBI reports that 1 in 10 victims
of domestic violence will report the crime. One half of all marriages have experienced at least one incident of
domestic violence and 1/4 of all marriages experience on-going violence in their homes (or one in three
women). If these slats are correct there are approximately 10,018 women in Johnson County who experience
domestic violence. Of that (10,018) DVIP served approximately 1,000 adult women this last year which is
10% of those that are statistically victimized. DVIP also received over 5,000 crisis calls from victims or those
who know someone being victimized.
-9-
9. Continued .... AGENCY: Domestic Violence Intervention Program
Domestic Violence is most certainly a health care problem for our community. According to the American
Medical Association: "25-40% of women who are battered are battered during pregnancy, 20-35% of women
with acute injuries in the ER have been battered, 24% of all suicides attempts are proceeded by an episode of do-
mestic abuse, 25% of battered women report being treated for depression, battered women are four times more
likely to be chemically dependant and insomnia, eating disorders, migraines, nonspecific pain could be signs a
woman is living in an abusive relationship. Medical expenses from domestic violence total $3-5 billion dollars an-
nually". DVIP sponsors trainings with the following medical personnel: UIHC- Pediatrics, Emergency
Department, Family Practice Center and OBGYN; U of I---Medical Schools; MERCY HOSPITAL- Family
Practice, Emergency Room, Nursing staff; and about every 12 weeks the Paramedic staff.
Domestic violence greatly impacts employment and economics in our community and in our country. The
American Medical Association reports that businesses forfeit $100 million in lost wages, sick leave, absenteeism,
and non-productivity. Two surveys of battered women indicate that due to abuse, over 60% were late to work;
over 50% were absent from work; and 74% were harassed at work by their abuser either by phone or in person.
(New York Victims Service Agency Report on the Cost of Domestic Violence; S,hql;ard and Pence, "The Affect of
Battering on Employment Status of Women. ") In a survey of senior executives from Fortune 1,000-companies,
66% agreed that a company' s financial performance would benefit from addressing the issue of domestic violence
among its employees; 49% said that domestic violence has had a harmful effect on their company's productivity,
47% on attendance, and 47% on health care cost ( Roper Starch Worldwide survey for Liz Claiborne, Inc). It
should be noted that DVIP periodically sponsors workshops entitled "Domestic Violence Comes To Work..."
10. Please discuss any other problems or factors relevant to your agency's programs, funding or service
delivery.
One service delivery problem that DVIP encounters is that of the number of clients DVIP servei Vs the number of
clients who requests services. This especially true for shelter services. The chart below shows how many people
DVIP has served in shelter, how many request for shelter DVIP has had to turn away, and how many we could
serve if funding were available for more staff. DVIP's current staff/shelter client ratio is 30 people to one staff,
although ,the shelter has over 50 beds. This ratio was determined a few years ago by the following criteria: 1)
manageable conflict resolution, 2) number of house Injuries, 3) maintenance, building and appliance repairs,
4) environment (chaotic Vs peaceful), 5) services offered (comprehensive Vs crisis oriented). The solution to this
problem boils down to funding for more staffing. DVIP would need at minimum 6 new employees to meet our
current demand for services. This is identified as a need in our community by the numbers below. The reality of
receiving such funding from any source or combination of sources is scarce at this time. DVIP does not predict
this level of increased funding in the next five years. This chart is put in this context so that the review committee
Panel understands the need for safe shelter in our community. It is always DVIP's goal to look for increased
funding to address this issue. Every woman turned away from shelter is referred to another shelter or other options
are explored. DVIP does not ever turn away women high danger situations.
1994 1995 1996 1997 1998 1999 2000
# people 414 725 694 348 ~ 482 378 356
served
Average 35 60 58 29 40 32 30
Served per
month
(above # di-
vided by 12)
# turned unavailable Did not turn Did not turn unavailable 98 142 213
away from away away
shelter
Average # we unavailable No change No change unavailable 580 clients 520 clients 569 clients
could serve if or or or
we did not 48 per mo. 44 per mo. 47 per mo.
turn away
-10-
-90-
AGENCY: Domestic Violence Intervention Program
11. List complaints about your services of which you are aware:
l. Clients of shelter would like longer shelter stays. Currently DVIP has a 90 day length of stay. If a woman is
in physical danger DVIP extends their stay. DVIP also extends stays if housing is available within a week or
two. The average length of stay is actually about 16 to 20 days, however a few women do stay the 90 days.
DVIP uses an assessment tool for individual women to determine length of stay.
2. Women in shelter have fxom time to time indicated the difficulty in following our rules. When in a communal
it is often difficult to have one set of rules that can be useful for everyone. The most difficult rule for women
to follow is DVIP's no spanking policy. The second is the mandatory house meeting because they sometimes
conflict with other appointments.
12. Do you have a waiting list or have you had to turn away people away for lack of availability to serve
them? What measures do you feel can be taken to resolve this problem:
See question ~ 10. DVIP turned away 213 women from ghelter in fiscal year 2000. The majority of these
women were from Johnson County. DVIP does not keep a waiting list becauii'~helter is usually an immediate
need. We encourage women to check back with us. Again DVIP assesses the immediate danger level and all
women in immediate physical danger are brought to shelter.
13. In what ways are your agency's services publicized?
Phone Book Local News Stations Human Services Resource Book
DVIP Newsletter Advertisement in the Community News Radio stations
Volunteer Alert Church bulletins Table displays
Domestic Violence Awareness mo. Information Booths Law Enforcement Officials
Medical Personnel-hospitals Employers Press Releases
Word of Mouth Human Service Agencies Posters/Flyers
Kiwani's Christmas Party Speaking engagements Trainings
UI Cormscling services Volunteer Action Network Internet Web site
www.jccn.iowa-city.ia.us/-dvip
Inter-agency meetings Iowa Coalition Against Domestic Violence- Nation Coalition resource manual
resource manual
14. United Way involvement by your agency:
a. Agency Directors Meetings X
b. Representative to funding hearings X in 1997 and 1998
c. Business Blitz
d. Day of Caring X , -
e. Kick Off X
f. Victory Reception X
g. Other: X - two board members volunteered for the Golf Tournament but were
called later that they were not needed.
15. How have you collaborated with other agencies during the past year? DVIP participates in collabora-
tions on many different levels. Due to the nature of working with victims of domestic violence there is almost no
agency that we do not work with. Mentioning a "few" agencies by name may give the Review Panel an idea about
the many needs DVIP clients have: ICPD, JC, CPD Law enforcement, Community Mental Health, Johnson County
Coalition Against Domestic Violence, Department of Corrections, Second Act used clothing store, Gloria Dei
Church, Restorative Justice Task Force, Homeless Coordinating Board, HARRT, Mercy On Call, Crisis Center,
ICARE, MECCA, RVAP, Emma Goldman Clinic, UI Stepping Up, DHS, Iowa City Schools, IC Housing
Authority, HACAP, EI-IP, Legal Services, General Assistance, Goodwill, Neighborhood Centers, WRAC, local
hospitals, etc.
-lOa-
-91 -
Agency: Domestic Violence Intervention Program
The Domestic Violence Intervention Program (DVIP) began as a grassroots, volunteer run
program in 1976 and 1977. In 1977, the University of Iowa's Women's Resource & Action
Center (WRAC) received a one year CETA grant from the government to explore the problem
and incidence of domestic violence in our community. Responding to the needs from the study,
volunteers quickly established a safe home network, referral service, and provide emergency
housing in motels for battered women.
By 1978 the community's need for shelter became obvious, and in May of 1979, the Cdsis Cen-
ter established Aid and Alternatives to Victims of Spouse Abuse. The Domestic Violence Inter-
vention Program opened the first shelter in 1980. The shelter was partially funded by the United
Way, the City of Iowa City, Johnson County, and the Community Development Block Grant Pro-
gram. A first year budget of $29,000 provided battered women and their children emergency
housing, counseling, and a 24 hour cdsis hotline.
In 1982 DVIP added a staff posltion~to help meet the needs of chg~n were witnessing violence
in their homes. In 1984 DVIP was forced to expand into the remaining floor of the structure and
forgo rental income the space generated.
In 1986 DVIP received significant funding from the state of Iowa and added another staff
Position to provide group counseling and increase outreach and community ed[jcation. That
same year Iowa's mandatory arrest law took effect, which entirely changed the communlty's
perception of the prevalence of domestic violence. At this time DVIP worked with other com-
munity based organizations to begin a men's program for perpetrators of domestic violence. As
a result of this work DVIP formed a unique coalition with the County Attorney's Office, law
enforcement officials, and community agencies. This coalition served as a state wide model for
comprehensive service delivery to battered women and their children.
In 1991, DVIP received additional state funding that allowed the expansion outreach services
beyond Johnson County to Cedar, Iowa and Washington Counties. Additionally, DVIP
expanded efforts to meet glaring need for systems advocacy to help battered women navigate
beyond the cdminal justice system. With 6 paid staff and 50 volunteers staff DVIP has
continued to maintain a high level of service. This was the year DVIP launched a Capitol
Campaign ddve to raise money to build a new and bigger facility.
In 1992, a law suite accusing the DVIP of harboring a father's children started. Accordingly
there was an investigation and the suit was settled out of court in 1995. The law suit gain a lot
of negative media attention which in turn damaged the efforts of the Capitol Campaign drive. It
took DVIP until the year 2000 to pay the bulk of the buildings mortgage. In 1993 DVIP
underwent a major administrative/staff change and moved into the new building. The budget at
this time had grown to $280,000.
In 1995 a new Cdme Bill was passed allowing funding from the Violence against Women Act.
DVIP's budget has grown to over $400,000 and new staff are added to help meet increased
needs.
Today DVIP has 14 full-time, 4 part-time and 9 on-call staff and a $630,000 budget. At least
50% of children served at DVIP are between the ages of 2 and 11 years old. Since the
Inception of DVIP the agency has served over 20,000 women and children. New laws have
changed how we do our work dramatically: Iowa Criminal Code 236, confidentiality laws, man-
datory arrest, protective orders, harassment and stalking laws, full faith and credit, use of
addresses, and dating violence.
-92-
Agency: Domestic Violence Intervention Program
Report on last years goals:
A. DVIP will continue to provide leadership to the Johnson County Coalition Against Do-
mestic Violence. Completed. DVIP attends monthly meetings, rotates leadership of
elected officers and is instrumental in training new members about domestic violence.
DVIP has representation on sub committee as well.
B. To provide shelter to 350 women and children with safe shelter. Completed. 384
women and children stayed in shelter last year.
C. To provide an estimated 1, 500 women with access to the DVIP crisis hotline. Complete. DVIP provided services to 5, 121 crisis hotline cal.le~rs.
D. DVIP will serve an estimated 300 women in support group.
Complete. DVIP provided 504 women in a support group se~ing.
E. To provide 350 women with counseling services.
Complete. DVIP provided counseling to 585 women.
F. To educate the community about problems facing women who are victims of domestic
violence.
Complete. DVIP reached 2,500 individuals through community education.
G. To provide services that address the needs of children affected by violence and offer
parents support and alternatives to physical punishment.
Complete. This last year DVIP offered the following services to children: counseling,
group, needs assessment, parent/child support groups, art program, summer school program,
tutoring, "Making the Connection". There is some form of activity each day for the children.
H. DVIP will substantially lower it's mortgage by Dec. 2001. Complete
Last year at this time the DVIP mortgage was $140,000. Today the mortgage is $33,000.
L DVIP will participate in the Iowa City's Domestic Abuse Response Team (DART).
On-going. DVIP is a member of DART. DVIP's role i~ to work closely with the Iowa City
Police Department to follow-up criminal domestic abuse cases. DVIP will go with the police
officers to a victims residence, offering support and advocacy services.
J. DVIP will participate in discussion/decisions about state certification for victim service
providers.
On-going. The Iowa Coalition Against Domestic Violence is in the completed stages of a
state certification process. DVIP has been an active member of this process. The goal is to
develop a three level provider state certification program that will credibility to the work
domestic violence programs do.
-12-
-93-
AGENCY: Domestic Violence Intervention Program
K. DVIP will provide free furniture to residents in Johnson County who do not
have resources to purchase furniture on their own.
Complete. The Furniture Project is once again funded through CDBG and Iowa
City Solid Waste Department. This funding offers DVIP full-time personnel to
collect and distribute/recycle used furniture.
L. DVIP will continue to seek staffing through the AmeriCorps Program.
Complete. DVIP's application for two AmeriCorp members was been approved for
fiscal year 2000.
M. DVIP will continue to network with other area agencies. Complete. DVIP
- has strong collaborative leadership in the Johnson Courl~'area. There are
currently 24 agencies who are members of the Johnson County Coalition 'against
Domestic Violence. DVIP continues to attend many United Way functions. DVIP
collaborates with the Social Work Department, offering two three hour classes on
the dynamics of domestic abuse. DVIP, RVAP, WRAC and the Crisis Center share
cross trainings about each others agency services and expertise.
N. DVIP Board of Directors will develop, plan and host fundraising events.
On-going. DVIP BOD successfully completed three fund raising events last year
helping to raise approximately 10% of DVIP's budget,
-12a-
-94-
DVZP Board of Directors
Three Year Strategic Plan (April 2000)
Facilitator: Karin Franklin
Goal Z: DVZP will provide comprehensive services to address
domestic violence for those in need.
Objective A: DVIP Board of Directors will undertake a needs assessment.
Tasks: 1. Evaluate resources available in the community for assessment.
2. Seek partnerships with other agencies to perform assessment.
Objective B: DVIP will establish a process to maTfitain reported data and
update analyses on clients.
Tasks: 1. Maintain current data base.
2. Explore software possibilities with other agencies to perform
assessment.
Objective C: Will asses appropriateness andadequacy of services currently
provided.
Tasks: 1. Compare services provided with other domestic violence
intervention programs.
2. Evaluate services for duplication with other agencies.
3. Evaluate appropriateness of Furniture Project affiliation with DVIP
4. Investigate at least one new program (FY01--Impact of
domestic violence in the workplace )
Objective D: Facilitate the provision of a package of comprehensive services.
TASKS -1. identify service gaps.
2. Network with other agencies to provide service gaps.
3. Pursue development of a transportation system to access
services (e.g. Variety Club Van).
Goal I1: Provide the facilities necessary to meet the needs of
victims of domestic violence in ,lohnson County and the five
county area.
Objective A: DVIP Iowa city will continue to meet the emergency residential needs
and delivery of services to the five county area clients.
Tasks: 1. Evaluate security needs at the shelter.
2. Revisit and evaluate the one room, one family policy.
3. Develop a building and grounds maintenance report and repair
and or replacement plan for facilities and equipment.
AGENCY: Domestic Violence :Intervention Program
Goal ]:Z: Provide the facilities necessary to meet the needs of victims of
domestic violence in ,lohnson County and the five county area.
Objective B: Evaluate the need for outreach offices throughout the ,Johnson County
area.
TASKS: 1. Contact Mercy Hospital and U]~HC about whether there is interest
in or need for affiliation of DV~P with hospital clinics.
2. Coordinate an evaluation with the Johnson County Council of
Governments of the need for outreach services.
3. ~[nclude outreach services as a category in the needs assessment.
Goal ZZZ: Ensure the financial health of DV];P
Objective A: DVIP will pay off the mortgage in three years.
Tasks= Decide whether to try to pay off the mortgage in one year.
Objective B-' Develop a plan for the possibility of an endowment fund.
Tasks= 1. Research mechanisms for an endowment fund.
Objective C= Establish a repair and replacement fund for the DVIP facility
Tasks: 1. Determine annual allocation for repair and replacement fund.
Objective D= Look at the feasibility of building a 3 to 6 month operational reserve.
Tasks: 1. Determine from cash flow what is needed for a carryover or
reserve fund.
Objective E= Continuously evaluate fund-raising tools for efficiency and
effectiveness in increasing revenues,
Tasks= 1. Asses effectiveness of current fund raising events.
2. Explore the possibility of new fund raising events.
Goal 1V: Ensure a quality and supportive environment for the DVZP staff.
Objective A: Provide a work environment that values the input and expertise of
staff.
Tasks= 1. Set up regular staff/board interaction to educate board about
staff functions.
2. Develop a tool for staff evaluation and Executive Director.
3. Solicit input from staff at the staff retreat.
AGENCY: Domestic Violence ZnterventionProgram
Goal ZV: Ensure a quality and supportive environment for the
DVZP staff.
Objective B: Further the stature of domestic violence intervention staff in
health professions.
Tasks: 1. Continue with the Executive Directors involvement in the state
process for certification of domestic violence intervention
professionals.
Objective C: Increase resources allocated to staff development and training.
Tasks: 1. Determine the appropriate allocation and method of acquiring
resources
Objective D: Make wages and benefits competitive.
- Tasks: 1. Review the ~lI-Rietz study on living wage and the 3ohnson County
study of agency wages.
2. Develop a pay scale.
Goal V: lncrease positive community relations and awareness of the agency and domestic violence issues.
Objective A: lncrease connections of staff and board with other entities.
Tasks: 1. Schedule at least one meeting with one other domestic violence
agency.
2. Schedule a board visit to the Washington County facility.
3. Set up board liaisons with other agencies/entities whose functions
are mutually beneficial to DV]:P.
Objective B: Educate the public to foster prevention.
Tasks: 1. Continue staff efforts to educate the public about prevention of
domestic violence.
2. Make presentations to at least five service clubs or community
organizations.
3. Continue to publish outreach materials
Objective D: Address diversity of clients through increased multi-lingual
communication
Tasks: 1. Network with the UIHC for translators
2. Include diversity of clients in data base.
3. Evaluate publication of language needs.
-
-97-
Domestic Violence Zntervention Program
Employee Goals and Objectives
Retreat May 2000
Goal ;~: :increase positive community relations and awareness of the
agency and domestic violence issues
Objective A: Strengthen existing relationships within the community.
Tasks: 1. Offer tour to specific smaller groups that DVZP works in
collaboration with.
2. Offer 10 to 15 staff in-services about DV~P to other agencies.
3. Celebrate professional relationships who collaborate with DV]~P
(~e.g. cookies to law enforcement, lu~E'h' for teachers at Twain)
Objective B: Broaden community awareness about domestic violence
issues. ~
Tasks: 1. Development~a "back door" .approach to reaching new victims
2. Develop and utilize key talking points to specific groups (e.g.
children & dv, welfare reform, immigration,~arenting).
Objective C: ;increase public awareness about DVZP's services.
Tasks: 1. Expand mailing of brochures and information packets to identified
groups.
2. ]~ncrease media contacts about DVTP services
3. Train all staff on how to talk about DVIP services/agency
Goal ZZ: Ensure a quality and supportive environment for DVZP staff
Objective A: . DVZP will strive to improve staff development in FY 2003..
Tasks: 1. Keep staff updated on current domestic violence issues (e.g.
in-services on dv issues, distribute new information, keep
new laws in notebook in front office)
2. Hoops and Fences training '
3. Time management training
4. Identify in-service trainings
5. Identi~ training resources
Objective B: Zmplement a healthy/supportive work plan
Tasks: 1. Contact outside counseling for staff (debriefing)
2. Research staff wages & benefits
3. Tdentify quarterly staff activities out of building
4. Maintain current staff
5. Develop celebratory activities for staff and successes
-98-
AGENCY: Domestic Violence intervention Program
Goal III: DVIP will provide comprehensive services to address domestic
violence for those in need,
Objective D: Open channels of communication to underserved communities.
Tasks: 1. Develop education packets to specific diverse communities.
2. Develop a back door approach to reach unidentified victims of
domestic violence.
Objective E: lmprove DVIP's diversity recruitment techniques.
Tasks: 1. Change recruiting techniques-
2. Recruit for diversified volunteers
3. Access men's groups (e.g. civic) to volunteer for children's 'program
and possibly the Furniture Project.
-99-
HUMAN SERVICE AGENCY REQUEST FOR FUNDING Director: Connie Benton Wolfe
City of Coralville Agency Name: Elder Services, Inc.
Johnson County City of Iowa City Address: 2947 Sierra Court SW
Iowa City, IA 52240
United Way of Johnson County Phone: 319-338-0515
Completed by: Connie Benton Wolfe and
Jean Bott
CHECK YOUR AGENCY'S BUDGET YEAR Approved by Chair Board: ~ (~. G-] '~2a~m.t
1/1/01 - 12/31/01 10/1/01 - 9/30/02 10/19/00
- __ (date)
17/1/01 - 6/30/02 xx I
COVER PAGE
Program Summary:
Program #1: In-Home Services provides assistance to the elderly to help them remain independent
and living at home. This program provides referrals to the elderly for outdoor and indoor chore services such
as snow removal, lawn care, window washing, etc. It provides referrals for caregivers for qualified respite
care. The program provides for small home repairs and modifications to ensure a safe physical environment
for elders at home. Also included is shared housing, which matches seniors in need of financial assistance and
live-in companionship with suitable, screened housemates.
Program #2: Geriatric Care Services includes the Assessment and Intervention Program which informs seniors
of the services available to them, assessing those who appear to be at risk for losing their independence and
making referrals and/or developing and monitoring a care plan. Also included is Case Management Facilitation
~vhich provides leadership to a multi-disciplinary, county-wide Case Management Team to ensure quality care
management for frail elders, plus access to the state of Iowa Medicaid Waiver program.
Program #3: Productive Aging Services operates the Retired Senior Volunteer Program (RSVP).
RSVP offers seniors a structured outlet for volunteer activity that provides varied options, intergenerational
opportunities, ongoing training and support, insurance, plus formal recognition.
Local Funding Summary: 4/1/99 - 4/1/00 - 4/1/01 - % of Total
3/31/00 3/31/01 3/31/02 Budget
United Way of Johnson County - -
Does Not Include Designated Gvg. $38,000 $46,320 $65,064 13%
FY00 FY01 FY02 ~
City of Iowa City $60,255 $62,063 $65,199 137o
Johnson County 20,398 21,010 25,000 5%
City of Coralville 2,400 2,400 5,000 1%
-lO0-
~udg/xlbudg.xls - 1 -
Agency: Elder Services, Inc
STATEMENT OF ACTIVITIES SUMMARY
(A CCR UAL BASIS)
Actual This Year Budgeted
Last Year Projected Next Year
1. Total Suppoa and Revenue 306, 195 453,001 506,868
2. Total Expenses (a+b below) 313,768 474,408 503,210
a. Non-Directed (admin./general overhead) 47,953 61,673 64, 144
b. Program Total (list progrins below) 265,815 412,735 96,627
1. In Home Suppo~ Services 88,302 89,000 96,627
2. Geriatric Care Services 128,358 274,735 292,870
3. Productive Aging Se~ices 49, 155 49,000 49,569
3. Change in Net Assets (1-2) -7,573 -21,407 3,658
4. Net Assets, Beginning of the Year 129,834 122,261 100,854
5. Net Assets, Ending Balance (3+4) 122,261 100,854 104,512
6. Restricted Fund Balance (total from 0 0 0
7. In-kind Support (total from 245,570 253,097 265,535
Notes and Comments:
Briefly describe how local funds were spent last year.
Johnson County and United Way funds were used to cover administrative costs
and for providing direct services in all three programs.
The City of Coralville funds were used for providing In-Home Services to residents of
Coralville.
jccoghs/fy01budg/xlbudg.xls - 2a - -'10'1 -
AGENCY Elder Services, Inc.
INCOME DETAIL
NON- PROGRAM PROGRAM
ACTUAL TI-]]S YEAR BUDGETED DIRECTED 1 2
LAST YEAR PROJECTED NEXT YEAR FUNDING In-Home Support Geriatric Care
I. l.,ocal I:unding Sources- J 62,872 J 74.416 J 95,798 J 7,229 J 21.400 J 57,669
a. Johnson County 20,398 21,010 25,000 2,500 3,300 14,700
b. City of Iowa City
c. United Way of johnson County 40,074 51,006 65,798 4,729 13,100 42,969
d. City of Coralville 2,400 2,400 5,000 5,000
2. Grants - State, Federal, Foundations I 201,376 I 328.751 I 354,745 I 54,290 I 61.327 I 227,061
a. Aid to Agencies - CDBG Funds 60,255 62,063 65,166 29,165 20,077 15,924
b. Corporation for National Service 9,367 9,367 9,367
c. Dept. of Elder Affairs 17,700 17,700 17,700
d. Ecumenical Towers Grant 3,223 38,675 40,609 4,060 36,549
e. Heritage Area Agency on Aging 82,000 175,946 195,653 21,065 15,000 174,588
f. Housing Repair - CDBG Funds 28,83 1 25,000 26,250 26,250
3. Net Sales Ol'Scrviccs (sources) [ 17,703I 18,800I 22,040I 0I 13,900I 8,140
a. Iowa Assessments 2,823 3,200 5,640 5,640
b. Subsidized Chore Services 11,000 12,000 12,600 12,600
c. Medicaid &Purchase of Services 1,380 1,100 1,300 1,300
d. U of I Elder Care Program 2,500 2,500 2,500 2,500
4. Net Sales of Materials I 0l 01 0 f 0:1 0 I 0
a. I I I I I I
5. Contributions/Donations I 8,021 I 8,034 I' 10,285 ! 6,2851 0I 0
a. United Way Designated Giving 5,037 5,034 5,285 3,285
b. Other Contributions 2,984 3,000 5,000 3,000
'6. Special Events I 13~5251' 19,000:'t: 20,0001 lC},998';I 0I 0
a. IC Community Theatre 4,310 5,000 5,500 5,500
b. Fundraising Letter 8,630 10,000 10,500 5,498
c. RSVP Sales 585 4,000 4,000
7. hxterest Income I 1,989 I. 3,000 ] 3,000
8. Other-.List Below I 7o9I 1,oo0'I 1,o00 I 1,0oo [ oI 0
a. Miscellaneous 709 1,000 1,000 1,000
b.
c.
TOTAL INCOME (same as p. 2, line lb) 306,195 453,001 ' · 506,868 82,802 ,, 96,627 292,870
Notes and Comments:
-102-
budg/xlbudg.xls - 3 -
AGENCY Elder Services, Inc.
INCOME DETAIL (cont)
PROGRAM PROGRAM PROGRAM PROGRAM PROGRAM
3 4 5 6 7
Productive Aging
1. Local Funding Sources- ~ · '. 9',500 ' '0 I' 0'I · 0 ~ 0'
a. Johnson County 4,500
b. City of Iowa City
c. United Way of Johnson County 5,000
d. City of Coralville
2. Grants - State, Federal, Foundations I 27,067 I 0 'l ...... 0 I' 0 I 0
a. Aid to Agencies - CDBG Funds
b. Corporation for National Service 9,367
c. Dept. of Elder Affairs 17,700
d. Ecumenical Towers Grant
e. Heritage Area Agency on Aging
f. Housing Repair - CDBG Funds
3. ~c. S~es OrSe~,ices Csources~ I 0 I 0 I 0 I 0 I 0
a. Iowa Assessments
b. Subsidized Chore Services
c. Medicaid & Purchase of Services
d. U of I Elder Care Program
4: Net Sales of.Materials 0 0 0 0. 0
a.
5. Contributions/Donations 4,000 0 0' 0 0.'
a. United Way Designated Giving 2,000
b. Other Contributions 2,000
6. Special E~cnls I 9,002 0I I)I I> I 0
a. IC Co~ntmunity Theatre 0
b. Fundraising Letter 5,002
c. RSVP Sales 4,000
7. Interest Income ]."5 .0 0I '5.0I ] '
8. Other- List Below I .... 0 0I 0I 0I 0
a. Miscellaneous
b.
c.
TOTAL INCOME <same as p. 2,1ine lb) 49,569
Notes and Comments:
-103-
jccoghs/fy01budg/xlbudg.xls - 3a-
PROGRAM EXPENDITURE DETAIL AGENCY Elder Services~ Inc.
GENERAL PROGRAM PROGRAM
ACTUAL THIS YEAR BUDGETED & 1 2
LAST YEAR PROJECIED NEXT YEAR AD1VI]~ h-Home Support Geriatric Cam
1. Salaries 186,618 261,192 287,201 39,067 42,798 166,302
2. Employee Benefits & Taxes 37,637 52,238 57,440 6,644 8,355 36,586
3. Staff Development 1,464 1,800 2,000 500 250 1,000
4. Accounting Service 7, 173 8,000 8,400 2,400 1,800 3,700
5. Publications & Subscriptions 146 150 175 100
6. Dues and Memberships 450 450 525 300
7. Mortgage, Rent and Property Tax 16,244 20, 184 5,046 15, 138
8. Building & Maintenance 800 1,200 300 900
9. Equipment Expense 7,767 17,819 2,000 750 250 1,000
10. Utilities 2,500 2,750 688 2,062
11. Telephone 4,520 4,800 5,200 856 780 2,964
12. Office Supplies &Postage 4,718 4,800 5,280 978 792 3,010
13. Printing and Publicity 3,843 4,000 4,400 732 660 2,508
14. Local Transportation 3,425 3,400 3,740 250 240 2,500
15. Insurance 5,727 5,800 6,380 1,490 890 3,500
16. Audit 2,900 3,100 3,410 318 512 2,000
17. Interest
18. Other (Specify): Chore Workers 9,856 9,152 12,000 12,000
19. Hoursing Repair Contractors 25,224 26,000 27,000 27,000
20. Purchase of Services 48,365 49,000 49,000
21. Miscellaneous 8,991 750 825 825
22. On Line Services 307 523 1,000 350 150 300
23. Outside Services 1,695 1,000 1,600 1,450 150
24. Fundraising Expenses 1,307 1,400 1,500 1,500
TOTAL EXPENSES ( p. 2, line 2) 313,768 474,283 503,210 64, 144 96,627 292,870
Notes and Comments:
Rent, utilities and building maintenance are new expenditures as of September, 2000. This additional expense is a result of the agency~s
expanding programs.
The Purchase of Services expense is part of the Senior Living Program grant which is new in FY01. Elder Services, Inc. will facilitate
contracting services for seniors which will be paid for with funds from the Heritage Area Agency on Aging.
-104-
~dg/xlbudg.xls - 4 -
PROGRAM EXPENDITURE DETAIL AGENCY Elder Services, Inc.
(continued)
PROGRAM PROGRAM PROGRAM PROGRAM PROGRAM PROGRAM
3 4 5 6 7 8
Productive Aging
1. Salaries 39,034
2. Employee Benefits &Taxes 5,855
3. Staff Development 250
4. Accounting Service 500
5. Publications &Subscriptions 75
6. Dues and Memberships 225
7. Mortgage, Rent and Property Tax
8. Building & Maintenance
9. Equipment Expense
10. Utilities
11. Telephone 600
12. Office Supplies &Postage 500
13. Printing and Publicity 500
14. Local Transportation 750
15. Insurance 500
16. Audit 580
17. Interest
18. Other (Specify.): Chore Workers
19. Hoursing Repair Contractors
20. Purchase of Services
21. Miscellaneous
22. On Line Services 200
23. Outside Services
24. Fundraising Expenses
TOTAL EXPENSES ( p. 2, line 2) 49,569
I
Notes and Comments:
-105-
.jccoghs/fy01budg/xlbudg. xls - 4a -
AGENCY Elder Services, Inc.
ACTUAL THIS YEAR BUDGETED
RESTRICTED FUNDS: LAST YEAR PROJECTED NEXT YEAR
FY00 FY01 FY02
Board/D onor/Fumler Reslricled Ibr:
TOTAL RESTRICTED FUND (also shown page 2 or 2a, li [ 01 01 0
MATCHI~.G GRANTS :' ':FY00:i.:'!:':' FYlil:i" ':FY02
Grantor/Malclaed by ': :': : .... ::'
CNS & Dept of Elder Affairs Local Funds & Contributions 27,067 / 8,120 27,067 / 8,120 27,067 / 8,120
ITOTAL MATCHING GRANTS (also shown pg. 3, line 2) 127,067 / 8,120 27,067 / 8,120 27,067 / 8,120
':FY01 FY02;
IN-KIND SUPPORT DETAIL :. ::F¥00 .--' ::' .
· ~
Services/Volunteers 236, 930 248,777 261,215
Material Goods
Space, Utilities, etc. 8,640 4,320 4,320
Other: (Please specify)
TOTAL IN-KIND SUPPORT (also shown on page 2 or 2a, I 245,570l 253,097 265,535
Notes and Comments:
The number of volunteer hours for FY00 was 23,693. The volunteer suppport was valued $10.00 per hour.
-106-
budg/xlbudg.xls - 5 -
SALARIED POSITIONS AGENC EIder Services, Inc.
"X"all that apply FTE* Salary
,, ' .= m
Position/Title '~ ~ ~ ~ Last This Next Actual ~is Budgeted %
Ye~ Ye~ Year Last Ye~ Year Next Year Change
Executive Director x x 18% 1.00 1.00 1.00 47,375 52,000 54,600 5%
Case M~agement x x x 24% 1.00 1.00 1.00 31,000 35,000 36,750 5%
Assessment Team Leader x x x 24% 1.00 1.00 1.00 29,3 12 34,500 36,225 5%
Assessment Specialist* * x x 24% 0.04 0.92 1.00 1,042 22,917 26,250 13%
Assessment Specialist** x x 24% 0.00 0.35 0.50 0 8,750 13,125 33%
lnfomation & Refe~al x x 15% 1.00 1.00 1.00 30,159 30,159 31,667 5%
RSVP Coordinator*** x x 15% 0.75 1.00 1.00 22,893 33,600 35,280 5%
Administrative Assistant x x x 26% 1.00 1.00 1.00 23,587 24,766 26,004 5%
Systems Adminis~ator**** x x ** 19% 0.00 0.56 0.75 0 19,500 27,300 29%
Housing Repair Coordinator***** 0% 0.02 0.00 0.00 1,250 0 0 0%
TOTAL FTE's and SALARIES I 5.81 7.83 8.25 186,618 261,192 287,201 9%
* Full-time equivalent: 1.0=full-time; 0.5=half-time; etc.
* *Two Assessment Specialists positions were created: one part time position began in June of 2000 and then
became full time in September of 2000; the other position will begin in mid-October of 2000 and will continue to
be part time through out FY01 and FY02.
***The RSVP Coordinator took a six month leave of absence in FY00; while she was gone her position was filled by
part-time temporary staff.
****The Systems Administrator position was added at 75% time in October of 2000.
* * * *The Housing Repair Coordinator position was eliminated in January of 2000 and replaced by subcontracting with a
local contractor.
jccoghs/fy01budg/xlbudg.xls - 6 - -'1
AGENCY: EIder Services, Inc.
ACCOUNTABILITY QUESTIONNAIRE
A. Agency's Mission Statement or Primary Purpose:
To help older people remain safely in their homes for as long as possible by providing or accessing a full
range of support services. To assist family caregivers as they sustain their elderly spouses or relatives. To
offer volunteer opportunities geared to encourage older citizens to actively contribute to their community.
B. Board of Directors:
1. Please attach a list of your agency's Board of Directors (page 7A)
2. Frequency of meetings: monthly, except July
3. Briefly describe board orientation and ongoing training opportunities:
An annual orientation for new (and retuming) Board members is scheduled within one month following the
annual meeting and election of new members. Each Board member receives written materials which include
agency by-laws, policies, annual budget and list of program descriptions and staff In addition, they receive a
list of basic responsibilities for non-profit boards, an agency history, and a roster of Board members.
Ongoing Board training is accomplished at monthly Board meetings.
C. Finances:
1. Are there fees for any of your services? Yes X No
a. If YES, describe circumstances. $25 at time of signing first shared housing lease.
b. Are they fiat fees or sliding fees X ?
2, Does your agency have:
an internal audit external audit X financial review
Frequency annually
3.Has your agency filed the Annual Report with the Secretary of State?
Yes X No
4. Has your agency filed Form 990 with the IRS? Yes X No
5. Please discuss your agency's fundraising efforts, if applicable.
EIder Services, Inc. conducts an annual campaign with a fundraising letter in late summer to our donor list. A
follow-up solicitation is mailed in early December. In addition, we hold one fundraising event in the spring of
each year. Traditionally this has been a theater benefit. The RSVP program raises funds by selling afghans.
The agency also seeks sponsors for specific projects, such as the newsletter.
D. Management:
1. Does each staff member have a written job description? Yes X No
2. Is the agency Director's performance evaluated at least yearly?
Yes X No By Whom? Board of Directors
C:%Dlta%Word Data\United Way Funding 2000 AGENAVAI.dOC
-7-
-108-
~ Lynn ~nnon 1999
~- 920 Highwood 52246
~ ' ~ ~.. ~5-048~/~8-44~7
Charles W. Davidson 1994
1502 First Avenue ~4 52241
~' ~51-8~40 Coralville
President
Glenys Williams 1995 Lane Davis 1997
1911 Brown Deer Rd 52241 249 Hagowan Ave 52246
3~8-1838 Coralville ~51 - 1154
Vice President Ga~ Haymond 1994
]oyce Carman 1997 ~005 Sweetbriar Ave 52245
~4 N 7th Ave 52245 ~51-~186/~8-1522
~8-4071 Fax: ~8-9601
Treasurer ]ohn Hae[ner 1998
S~n Miller 1998 1425 Bur~ Drive 52246
400 Plaza Center One 52240 ~7-9458
~54-1500 Fax: ~51-0109
Chris Knapp 1994
Secre~ 2 Lime Kiln Lane 52240
]oan Buxton 1998 ~8-0909/~56-9080
510 N First Ave. 52245 Fax: ~56-9002
~8-5986
]oan Parsons 1997
Directors ~887 Locust Ridge Rd NE 52~17
Susan Boyd 1998 ~51-2008 Noah Libe~
620 River St. 52246
~ ~9-5948 Robe~ Patrick 1996
515 Oakland Ave 52240
]odie MacDonald Byers 199~ ~8-0~09
7~ 1 Grant St. 52240
351-8766 Barbara Womer 1996
742 Andy Cou~ N. Libe~ 52 ~ 17
626-6662/~56-2957
-109-
--"/cc -
AGENCY: EIder Services, Inc.
E. Program/Services:
Please define your agency's units of service (service definition, length of time, cost per unit of service,
number of units provided, direct or indirect.)
In-Home Support Services -
CHORE
Service Definition: yard work, household maintenance, respite care; Unit of Service: one hour;
Cost: ;2. 19 per service unit; Number of Units: 24, 165; indirect.
HOUSING REPAIR
Service Definition: repairs and modifications to elderly/handicapped households;
Unit of Service: job; Cost ;640.00** per unit; Number of Units: 40; indirect.
Geriatric Care Services-
ASSESSMENT & INTER VENTION
Service Definition: assess needs of frail elderly, provide information, make referrals, develop care plans,
monitor services, reassess at regular intervals; Unit of Service: one hour. Length of Time: one hour
of service; Cost: $24.29 per unit of service; Number of Units Provided: 2,080; direct.
CA SE MA NA GEMENT FA CILITA TION
Service Definition: coordinate county-wide multi-disciplinary Case Management Team,' provide training
and quality control; serve as liason to state Medicaid division; facilitate expansion of case management
services; Unit of Service: one assessment/reassessment (=10 hrs.) or one hour of staff consultation;
Cost: $9.47 per unit of service: Number of Units Provided: 8,222; direct/indirect.
Productive Aging -
RETIRED SENIOR VOLUNTEER PROGRAM
Service Definition: volunteer community service; Unit of Service: one volunteer hour, Cost: $2.07 per
unit, Number of Units Provided: 23,693; indirect.
** Represents average job cost for home repair/modification and includes all trade labor and materials.
C:\Dmtm\Word C)$tm\United Wmy Funding 20430 AGENAVAI.dOC
-8-
-110-
AGENCY: EIder Services, Inc.
Please supply information about clients served by your agency during last two complete budget years.
Enter Years FY99 FY2000
1. How many Johnson County residents (including la. Duplicated 17,208 17,406
Iowa City and Coralville) did your agency serve? Count
1 b. Unduplicated 1,865 1,892
Count
2. How many Iowa City residents did your agency 2a Duplicated 12,435 12,339
serve? Count
2b. Unduplicated 1,463 1,419
Count
3. How many Coralville residents did your agency 3a. Duplicated 3,990 4,002
serve? Count
3b. Unduplicated 190 203
Count
4. How many units of service did your agency provide? 4a. Total 68,461 68,362
4b. To Johnson 65,400 67,358
County Residents
5. Other Areas Served:
Do you provide services to areas outside of Johnson County?
Area(s) served: Washinaton, Iowa & Cedar counties (Cedar Co. effective 10/15/2000)
Services provided: Case manaqement, assessment and intervention
Funding Sources: Heritaqe Area Agency on A.qinq
6. Client Profile (for last complete year, if available):
Age Gender Ethnicity
0 - 5 Female 1,378 African Amedcan 17
6 - 17 Male 514 Native American 1
18 - 29 Asian 17
30 - 61 55 Hispanic 7
62 - 75 582 Caucasian/Non-Hispanic 1850
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AGENCY: EIder Services, Inc.
7. Evaluation and Review:
A. Please discuss how your agency measures the success of its programs.
EIder Services sets quantifiable objectives for performance of each agency program. These
objectives are reviewed quarterly, and adjusted at mid-year if significant circumstances
have changed. Client evaluations are also incorporated on an annual basis.
B. Does your agency have a current strategic plan and date last reviewed?
EIder Services does have a strategic plan in place. It has historically been reviewed by a
planning committee of the Board at least quarterly. With new leadership, the Board
anticipates a full review and revisions of the strategic plan to occur in January 2001.
C. What plans does your agency have to increase efficiency and effectiveness?
There are three primary areas of emphasis that we have launched at EIder Services to
increase efficiency and effectiveness:
Installation of a new client centered database system to maintain complete client
information in a highly manageable and retrievable format. (Project is ongoing; basic
system installed 10/2000. Customization continues to occur to provide better data.)
2)Development of outcome measures and implementation of systems to chart outcomes
of staff interventions with clients and caregivers.
3) Aggressively seeking new resources necessary to improve effectiveness through
provision of expanded serves to the growing population of older persons.
D. How has your agency responded to United Way's recommendations from last yea~
United Way recommended that EIder Services work toward the recruitment of a more
diverse Board of Directors. The Nominating Committee of the Board is currently in the
process of approaching and interviewing three new members. One of those new members
will be recruited from our rural service delivery area. The other two members will be
recruited to provide specific needed professional skills to our Board mix.
8. In what ways will the needs of your service population change in the next five years?
Johnson County has the fastest growing population of 65+ residents in the state of Iowa. In
fact, demographic projections indicate that the elderly population of Johnson County is
expected to grow at twice the rate of the overall population through the year 2020. It is clear
that the number of elders who need services will increase. We also know that the state of
Iowa is increasingly emphasizing the need for home-based services (vs institutional care).
Therefore, many of the clients entering our system will be very frail, in need of multiple
services and case management. The other change that we are already experiencing is
addressing the needs of caregivers. With family caregivers providing a substantial amount
of care for older relatives, there is a growing need to offer support services to the caregivers
themselves.
9. In relation to the Johnson County Capacity Assessment, explain how your services are
meeting community needs.
The Johnson County Capacity Assessment clearly noted the need for more services for
elderly residents in rural areas of Johnson County. EIder Services had also noted the
significant need in rural communities and has taken an important step toward beginning to
identify clients and gaps in service for these areas. In the summer of 2000, ESI applied for
Senior Living Trust program dollars to support a full-time geriatric social work position
designated to work in rural Johnson (Washington and Iowa) counties. This position received
funding effective October 1, 2000. In addition, in partnership with Heritage Area Agency on
Aging, we are piloting a purchase of service program to expand service options in rural
areas. EIder Services is also applying for United Way Special Needs Funds to expand chore
services to two rural Johnson County communities.
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10. Please discuss any other problems or factors relevant to your agency's programs, funding or
service delivery:
EIder Services is going through a period of re-examination and change with the advent of
new executive leadership. We have officially changed the agency's name to reduce
confusion regarding the organization's identity. We have adopted a logo and begun a
process of increasing our name recognition within the community. We have dealt with our
physical space limitations and embraced growth as a response to the increasing needs of
the population we serve. We are examining our program models to make sure they are the
most responsive and effective possible to meet the needs of the older population today and
in the decades ahead.
10. List complaints about your services of which you are aware:
EIder Services, Inc. enjoys a high regard from clients and the communities it serves. While
not complaints, the feedback we receive most often is that there remain gaps in service,
particularly for rural areas. In addition, because our chore and home repair program rely on
qualified workers, it is sometimes difficult to recruit all that we need to accomplish these
services, given the low unemployment and the resources available to pay for assistance.
11. Do you have a waiting list or have you had to turn people away for lack of ability to serve
them? What measures do you feel can be taken to resolve this problem:
EIder Services has not maintained a waiting list for services in the past. However, we do
record "gaps in services" for our case management program. From these records we know
that in rural areas of the county, it is difficult to access certain support services for seniors.
We have taken two important steps to address these needs: l) We applied for and
received funding for a rural geriatric social worker to focus on rural Johnson, Iowa and
Washington counties; and 2) we collaborated with Heritage Area Agency on Aging and
members of our case management team to develop and test a ?3urchase of service"
program that will enhance our flexibility to import needed services to less populated areas
where comprehensive services are not currently available.
How many people are currently on your waiting list? N/A
12. In what way(s) are your agency's services publicized?
EIder Services, Inc. publicizes its services in a wide variety of ways and through many
different outlets. In FY2000, we utilized direct mail to reach approximately 4,500 targeted
households with mailers/brochures. We disperse brochures through the Senior Center,
meals sites (county-wide), physician offices, churches, the network of 30 case management
team organizations.
In addition, the aging network nationally offers referrals to EIder SeNices through the
National Eidercare Locator, the Heritage Area Agency on Aging web site, and linkages with
the American Society on Aging.
14. United Way involvement by your agency: ("'X" if agency participated within the last year)
a. Agency Directors Meetings X
b. Served as Agencies Directors' Representative to
Funding Hearings
c. Business Blitz
d. Day of Caring X
e. Kick Off X
f. Victory Reception X
g. Other
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15. How have you collaborated with other agencies during the past year?
EIder Services holds collaboration and building strategic partnerships as a core value. With that in
mind, we are pleased to report that collaborative relationships have been strengthened and
expanded in the past year.
Through our case management program, we have built collaborative relationships with over 30
community agencies in Johnson County. This group is multi-disciplinary, and encompasses the
health care system (hospitals and home health care providers), parish nurses, the mental health
system, adult day health center, senior nutrition program, telemedicine resources, and others
involved in eider care. This team, led by EIder SeNices staff, has created a network of care in
Johnson County that insures that all frail elders who are assessed to meet level of care requirements
and needing case management services receive those services.
Also through the Case Management program, we have developed a collaborative pilot program with
the University of Iowa College of Pharmacy. This pilot project identifies frail seniors utilizing 10 or
more prescription medications for an in-home medication review with a report back to the senior and
their physician.
EIder Services is a close partner with the Heritage Area Agency on Aging and works in tandem with
them on planning and service design. We are currently looking at ways to maximize staff expertise
and resources regionally to expand aging seNices.
We are working closely with the senior nutrition program to locate and refer seniors from rural areas
to the home-delivered meals programs utilizing our new rural geriatric social worker. We have
strengthened our working relationship with Pathways, the adult day health center and the agency
sponsor for this program, Aging Services, Inc. of Cedar Rapids, , and are looking at future
opportunities for creative joint ventures.
Through our Retired Senior Volunteer Program we continue to work hand in hand with the school
systems of Iowa City, Oxford and Clear Creek Arearia to develop our Rock 'n Read program for
young at-risk students, Reading Partners for Junior High students and our Speak Up program for 5~"
grade students. Also, we provide volunteers to the University of Iowa College of Law, the University
of Iowa College of Medicine, and both the University of Iowa and Mercy Hospital plus numerous
other non-profit agencies.
EIder Services is collaborating with the University of Iowa Human Resource Department to
implement a corporate eidercare education and counseling program. We are working with the UI
College of Nursing, providing educational seminars for students interested in gerontology.
Staff from EIder Services provided leadership in starting and continuing the Johnson County
Coalition on Aging, an organized group of providers serving older citizens. This coalition provides a
regular opportunity to build collaborative relationships among the provider community and provides a
forum to address community-wide needs and/or opportunities related to aging issues.
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AGENCY: EIder Services, Inc.
AGENCY HISTORY
(Using this page ONLY, please summarize the history of your agency, emphasizing Johnson County, past
and current activities and future plans. Please update annually.)
Elderly Services Agency was founded in July of 1980 to serve people 60 and over in Johnson
County. Its mission is to help older people remain safely in their homes as long as possible by
planning, coordinating, and derivering paid and volunteer services. ESA started with a director, a
half-time chore worker and a receptionist. In 1983 the chore program changed to become a source
of referrals for workers, The coordinator refers people whose criminal records and business
references have been checked to elderly wanting to hire help with non-skilled work. In 1984 we
eliminated the receptionist position and hired an outreach worker to reach older people directly. We
trained 50 student volunteers to visit and call our frailer older clients, looking for signs of changes
that might put their independence at risk. A shared housing program began in 1985; we combined
that with calls and visits by the coordinator to our frailest elderly. In 1986 the Board of Supervisors
contributed funding to the agency; we also started a small housing repair program with; 1,000
from Iowa City. (Iowa City now gNes ESA $28,000 for small repairs, ramps, bathroom
modifications.) In 1988, Gannett Foundation awarded ;45,000 to start a case management
program. After the grant period ended, the City, County, United Way and the Heritage Agency
picked up financial support. Heritage Area Agency on Aging has administrative oversight. In 1990,
the state funded RSVP half-time. ESA combined that program with other volunteer efforts to
create a full-time volunteer program. 1993 was the year of the flood; ESA spent a tremendous
amount of time and staff effort in the clean-up effort. In 1993, ESA and Ecumenical Towers sent a
survey to 600 randomly selected elderly to determine unmet needs related to remaining in their
homes. By the end of 1995, ESA computerized reporting/recording efforts. In 1996, RSVP began
its association with the Iowa City School District, working with older volunteers to staff programs
to help students learn improve academically. In FY96 Heritage Area Agency on Aging funded a
grant for assessment and intervention to buttress case management and for FY98 they funded a
half-time office assistant, as well as an up-to-date computer system that allowed us to establish a
network within the agency. Case management now operates in Iowa and Washington Counties as
well as Johnson. In FY99 ESA set up its own Web site, thanks to the volunteer efforts of the
Johnson County Community Network, so that people from other areas can find out about all the
services for older people available in the area. RSVP won an annually renewable Federal grant for
FY99 to support its continued efforts in the public schools. RSVP also won one of three Community
Involvement in Education Awards from the State of Iowa this year.
This year...
In spring 2000, Elderly Services Agency hired a new Executive Director, and began a process of
dealing with the need for physical space, enhancing community awareness of the agency and its
services, and examining and modernizing its infrastructure and program design. The Board of
Directors acted in late summer of 2000 to relocate the administrative and Geriatric Care offices to a
new office in southwest Iowa City. The site selected co-located this portion of the agency with the
Visiting Nurse Association, University of Iowa Home Care and ResourceLink, a state-of-the-art
telemedicine venture. Remaining in the Senior Center buzTding, the Retired Senior Volunteer
Program and our In-home Support Services programs now have the option of growing and adding
staff as resources can be secured.
Also in 2000, the agency officially changed its name to EIder Services, Inc., adopted a logo,
centralized its phone system, and added a client-based data management system. Staff was
expanded to include one full time rural geriatric social worker, an additional part-time Iowa
City/Coralville geriatric social worker, and a part-time systems administrator. In addition, the case
management assistant position was expanded to full time.
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AGENCY: EIder Services, Inc.
FY00 GOALS
Please state the goals of the latest completed fiscal year and report status of progress/completion.
Elderly Services Goal is to help people 60 and older remain safely in their homes
for as long as possible by planning, coordinating and delivering paid and
volunteer services.
I. CHORE PROGRAM
A_. To help 750 elderly maintain their residences by providing 10,000 hours of
assistance with household chores in FY2000. Served 703 residents
10,413 hours of service.
Tasks:
1. To refer 90 workers who have a clean police record, experience with
ordinary chore work, own tools and have good work references
2. Advertise for, screen, interview and refer an average of 10-15
workers each month, at a suggested wage of '~6 - 98 an hour
3. Administer the Subsidized Chore Program for low-income clients with
disabilities, aiming to serve at least 61 clients, primarily for the
removal of snow and lawn mowing, providing at least 1,100 hours of
help. Special preference will be given to those people with the
greatest economic and social needs, with special attention to rural
elderly and low income minorities
4. Screen each client, using the National Aging Program Information
System tool (NAPIS), thus assisting in the identification of those with
the greatest economic and social needs, making referrals as
appropriate.
5. Solicit and consider views of recipients by having them make written
comments on the service agreements as to their satisfaction with the
work done and by telephoning 5 randomly selected clients to discuss
service satisfaction each month.
6. Evaluate objectives in January and May for outreach effectiveness,
program and cost efficiency, and progress toward meeting objectives.
B. To provide 65 people 12,000 hours of in-home care in FY2000.
Served 68 resident~ a total of 12,674 i~ours.
Tasks:
1. Refer 12 o 15 workers with experience in caring for older people, a
clean police record and good job references to be hired for non-skilled
home care.
2. Assess each client using the NAPIS (National Aging Program
Information System tool)
3. Work with the case management team to set up case plans using
chore services when appropriate
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C. To find volunteers to provide 1,200 hours of services at no cost elderly with the greatest
economic and social needs, especially those in rural areas in FY2000.
Provided f,078 hours of volunteer chore service.
Tasks:
1. Recruit 1 O0 to 150 volunteers from so. cial fraternities, sororities, and
community organizations to provide 500 hours of seasonal help with
chores for low income elderly.
2. Coordinate annual service days with Regina senior class and city of
Iowa City employees for 700 hours of seasonal help with chores
for low income elderly.
3. Coordinate efforts of professional societies when volunteering help
with household maintenance tasks (e.g. furnace cleaning and oiling),
targeting those with the greatest economic and social needs.
II. ASSESSMENT AND INTERVENTION
A. To inform 1,800 seniors about the services available to help them remain safely in their
homes, assessing thoroughly those who appear to be at risk for losing independence, and
making appropriate referrals in FY2000.
Informed 1,802 seniors about the services available. Tasks:
1. Send personalized letters to 1,800 clients to inform them about
services available. Include new agency, housing, case
management & respite brochures.
2. Provide information on services at the Senior Center VNA flu
clinic to 300 people.
3,Administer the Iowa Assessment Tool to 80 new elderly clients.
4. Mail a letter to all Home Delivered Meals' clients each time we
receive a list from Senior Dining, asking permission to visit to
discuss services, visit, when possible.
5. Train 45 volunteers to make 1,100 home visits to frail elderly
clients.
6, Explore the expansion of case management into housing sites in
rural areas by visiting five housing sites to speak to residents on
services.
7. Speak at 10 rural community centers to provide information on
services
8. Evaluate objectives in January and May for outreach
effectiveness, program efficiency & progress toward meeting
objectives.
B. To coordinate a shared housing program to provide support for 15
elderly people trying to maintain their independence by remaining
in their own homes.
Matched/monitored 23 seniors with coml3atible tenants.
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Tasks:
1. To recruit 15 frail, at-risk older people who are interested in, and
suitable for, sharing their homes in exchange for services,
companionship and a reasonable rent.
2. To advertise for prospective tenants through the University and
local media sources.
3. To screen and match 15 homeowners and tenants, monitoring the
relationship to assess client satisfaction making referrals to
available services as needed to support the older person
4. Evaluate objectives in January and May for effectiveness,
program efficiency and progress toward meeting objectives.
III. RETIRED & SENIOR VOLUNTEER PROGRAM
A. To improve quality of life by providing a structured outlet for seniors
wishing to give their time to the community through schools, human
service agencies, non-profit groups, nursing homes and the University
and to give them formal recognition and support for their efforts.
Recruited, trained and/2laced 379 retired volunteers i. community
stations contributing 23,693 hours of service.
Tasks:
1. To maintain membership in RSVP to at least 350 people 55 and
over
2. To contribute at least 24,000 hours of community service
3. To publish a quarterly newsletter listing volunteer opportunities
and recognizes individual volunteer efforts.
4. To make 15 media contacts and presentations about RSVP
5. To hold recognition celebrations for volunteers twice during the
year.
6. To ensure renewal of grants to match National Corporation for
National Service dollars by creating impact statements about
community needs.
IV. HOUSING REPAIR PROGRAM
A. Identify 30-40 low-income older people and/or people with disabilities who
are in need of home repairs and modifications in order to improve the safety
of their environment.
Identified 40 low-income older peolTle in need of home repairs and
modifications and accomplished needed jobs.
Tasks:
1. Provide an experienced contractor as project superintendent for
10 hours a month to evaluate repair jobs and detail specifications
and assign work to contractors from Iowa City's Housing
Rehabilitation Program list.
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AGENCY: EIder Services, Inc.
2. Refer jobs to 15-20 local contractors, using names taken from the
Iowa City Housing Rehabilitation Program approved list.
3.Complete repairs in 20-30 homes and major modifications in four.
4. Administer the program according to the guidelines set out in the
Handbook for Small Housing Repair for Low/Moderate Income
Elderly published by the Iowa City CDBG planning staff.
5. Refer elderly Iowa City residents in need of extensive home repair
to the Residential Accessibility Program, the Housing
Rehabilitation Program, or the Emergency Repair program.
6. Evaluate objectives in January and May for outreach
effectiveness, program efficiency and progress toward meeting
objectives.
IV. CASE MANAGEMENT PROGRAM
A. To coordinate a Case Management Team of 25-30 professionals that meets
twice a month for consultations about problems associated with the delivery
of community-based long-term care.
Coordinated a team of 30 professionals providin,q case management
services to 206 frail elders.
Tasks:
1. Screen 190 elderly people using the Functional Abilities Screening
Evaluation (FASE) to identify clients at high-risk for institutionalization.
2. Conduct a formal assessment using the Iowa Assessment tool on 85
clients identified as high-risk, and 95 reassessments.
3. Admit to the case management team 80 new clients who are at risk
for institutionalization as demonstrated by their performance on the
Iowa Assessment Tool.
4. Convene a twice-monthly meeting for the members of the case
management team to discuss the problems associated with filling
clients' unmet needs and the coordination of formal and informal
services for them.
5. Coordinate our regional Case Management Advisory Committee
meetings in cooperation with the Heritage Area Agency on Aging.
6. Formalize plans of care for all clients active in the Case Management
Program and update them at prescribed intervals
7. Organize, plan and conduct informal retraining sessions for members
of 6 - 8 participating agencies on the administration of assessment
tools and procedures used by the Case Management Program.
8. Write letters to each client's physician, stating the goals of the case
plan, outlining the proposed plan of care and asking for suggestions
and opinions.
9. Solicit and consider the views of the recipients related to services by
asking them to sign their care plan. If they won't do that, change the
care plan until it meets their satisfaction or they refuse service.
10. Increase the number of individuals served by CMPFE in rural Johnson
County by 10%.
11. Conduct ten community presentations explaining the case
management program to professional and/or community organizations.
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12. Conduct eight training sessions in case management with students
and professionals in the health care and social services fields.
13. Visit ten sites in rural Johnson County where seniors are active and
share information about CMPFE.
14. Participate in the Johnson County Senior Coalition monthly meetings
to share information and concerns with other service providers in
Johnson County.
15. Evaluate the program in January and May.
V. ADMINISTRATION OF ALL PROGRAMS
A. Objective: To increase agency effectiveness and efficacy
Tasks:
1. Analyze job descriptions combining and realigning tasks to
increase productivity. Done 5/2000
2. Encourage staff initiative in redesigning programs to improve
service delivery to clients. Ongoing
3. Explore possible partnerships with existing and planned local
health networks to advocate the inclusion of long-term care
components. Ongoing
4. Working with the Board, explore new fund raising and marketing
strategies New logo, corporate communications materials 6/2000
5. Develop continuing education strategies for staff and Board
members. Staff attendance American Society on Aging seminars
6/2000. Local/state training ongoing.
6. Work with other United Way agencies to meet needs of older
people in collaborative, innovative ways. ESI staff leading the
Coalition on Aging Services for Johnson County.
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AGENCY: EIder Services, Inc.
AGENCY PROGRAM GOALS AND OBJECTIVES
(List goals and objectives for the Fiscal Year for which you are requesting funding. Several pages are
provided, please add any additional pages you may need with your agency name as a header.)
EIder Services, Inc. has established as its goal for FY2002 the achievement of significant growth
in both programs offered and services available for seniors in our service area.
In order to achieve this goal and address the needs of a growing population of older citizens, the
agency identified the lack of physical space available to us in the Senior Center as our primary
obstacle. In FY2001, the Board of Directors took a major step to overcome this obstacle and
leased additional office space to house a portion of our staff The benefits of adding this
additional capacity to house staff became apparent immediately. In FY200I, EIder Services
added three additional staff and expanded the number of student interns and work/study students
we accepted. Initial costs for this move will be absorbed predominantly from the agency's reserve
fund. In FY2002, EIder Services is asking for funds to help cover the cost associated with leasing
space to do business and expand the services we can offer frail elders.
In addition to the overall agency goal stated above, our services, which have been grouped into
three programs, have identified objectives and key tasks to be accomplished by June 30, 2002.
In-Home Support Program
Chore Services
1) To help 765 elders maintain their residences by providing 11,500 hours of assistance with
household chores.
Tasks:
· Recruit, screen, interview and refer a minimum of 90 workers to seniors needing chore
assistance.
· Administer the subsidized Chore Program for low-income clients with disabilities, aiming to
serve at least 70 clients, providing at least 1,200 hours of assistance. Preference will be given
to those people with greatest economic and social needs, with special attention to rural and
low income minority seniors.
· Screen and enroll each client, utilizing the National Aging Program Information System tool
(NAPIS), identifying those with greatest economic and social needs.
· Work with Case Management Team to set up care plans utilizing chore services as
appropriate.
· Solicit and consider views of clients by having them make written comments on the service
agreements as to their satisfaction with the work done and by telephoning 5 randomly
selected clients to discuss service satisfaction each month.
· Evaluate quarterly for effectiveness, efficiency, and progress toward meeting objectives.
2) To provide 70 people with 12,500 hours of in-home assistance.
Tasks:
· Recruit, screen, interview and refer a minimum of 90 workers to seniors needing in-home
assistance.
· Screen and enroll each client, utilizing the National Aging Program Information System tool
(NAPIS), identifying those with greatest economic and social needs.
· Work with Case Management Team to set up care plans utilizing in-home assistance as
appropriate.
· Evaluate quarterly for effectiveness, efficiency, and progress toward meeting objectives.
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3) To recruit volunteers to provide 1,500 hours of chore services at no cost to elderly with the
greatest economic and social need.
Tasks:
· Recruit volunteers from social fraternities, sororities, and community organizations to provide
800 hours of seasonal help with chores for low income seniors.
· Coordinate annual service days with Regina senior class and City of Iowa City employees for
700 hours of seasonal help with chores for low-income seniors.
· Evaluate quarterly for effectiveness, efficiency, and progress toward meeting objectives.
Housing Repair
1 ) To identify 50 low-income seniors and/or people with disabilities who are in need of home
repairs and modifications in order to improve the safety of their environment.
Tasks:
· Provide an experienced contractor to act as project superintendent for 10 hours per month to
evaluate repair jobs, detail specifications, and assign work to approved contractors listed with
the Iowa City Housing Rehabilitation Program.
· Refer jobs to approved local contractors listed with the Iowa City Housing Rehabilitation
Program.
· Complete repairs in and major modifications in 45 homes.
· Administer the program according to the guidelines set out in the handbook for Small Housing
Repair for Low/Moderate Income Elderly published by the Iowa City CDBG planning staff.
· Refer elderly Iowa City residents in need of extensive home repair to the Residential
Accessibility Program, the Housing Rehabilitation Program, or the Emergency Repair
Program.
· Evaluate quarterly for effectiveness, efficiency, and progress toward meeting objectives.
Shared Housing
1) To identify 40 seniors in need of live-in companionship and financial aid and match them
with suitable, screened housemates to share expenses and work.
Tasks:
Recruit 20 frail, at-risk older people who are interested in, and suitable for, sharing them
homes in exchange for services, companionship and a reasonable rent.
· Advertise for prospective tenants through the University and local media sources.
· Screen and match homeowners and tenants, monitoring the relationship to assess client
satisfaction.
· Evaluate quarterly for effectiveness, efficiency, and progress toward meeting objectives.
Geriatric Care Program
Assessment and Intervention
1 ) To inform 1,900 seniors about the services available to assist them in remaining safely in their
homes, assessing thoroughly those who appear to be at risk for losing independence, and
making appropriate referrals.
Tasks:
· Send personalized letters plus appropriate brochures to 1,500 seniors to inform them about
services available to assist them remain at home.
· Provide information to 300 seniors at VNA flu clinics throughout the county.
Contact 50 new Home Delivered Meals clients offering to make an in-home visit to discuss
additional services available to them.
· Provide information about eider services at 10 rural community centers.
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· Administer the Iowa Assessment Tool to 85 new elderly clients, make appropriate referrals for
services.
· Evaluate quarterly for effectiveness, efficiency, and progress toward meeting objectives.
2) To provide ongoing case management services to 70 frail, low-income elders.
Tasks:
· Create and monitor established care plans and service provision.
· Provide on-site visitations at least quarterly.
· Provide lead staffing on assigned case management clients at Team meetings.
· Reassess clients as individual situations warrent, or at a minimum of once yearly.
Case Management Facilitation
1 ) To lead a multi-disciplinary Case Management Team of 30 professionals to provide quality
case management services to 250 frail elders.
Tasks:
· Screen 285 elderly people using the Functional Abilities Screening Evaluation (FASE) to
identify clients at high-risk for institutionalization.
· Conduct formal assessments of high-risk clients utilizing the Iowa Assessment Tool.
· Enroll new clients in Case Management who are at risk for institutionalization in the Case
Management Program, developing individualized care plans for each client and updating
those plans at regular intervals.
· Conduct formal reassessments annually of clients enrolled in case management to determine
any changes in status and further service needs.
· Provide quarterly training to new Case Management Team members.
· Provide training as needed to introduce or explain changes in required tools, charting,
Medicaid rules, etc. for members of the Case Management Team.
· Examine the needs of primary caregivers and recommend support services to extend their
ability to continue in this role.
· Continue refinement of the Senior Assistance Management System (SAMS) and expand its
capabilities for maintaining client-centered data and service outcomes.
· Provide annual Quality Control reviews of random files maintained by Case Management
Team members.
· Evaluate quarterly for effectiveness, efficiency, and progress toward meeting objectives.
Volunteer Services Program
Retired Senior Volunteer Program (RSVP)
1 ) To enhance the quality of life for 360 older citizens and encourage their continued contribution
to the community by offering a structured outlet for volunteer activity that provides varied options,
intergenerational opportunities, ongoing training and support, and formal recognition.
Tasks:
·To enroll and/or maintain membership in RSVP of at least 360 people 55 and over.
to contribute at least 24,500 hours of community service.
· To publish a quarterly RSVP newsletter listing volunteer opportunities and recognizes
individual volunteer efforts.
· To make 16 media contacts and presentations about RSVP opportunities.
· To hold a recognition celebration for volunteers annually.
· To ensure renewal of grants to match Corporation for National Service dollars
by creating impact statements about community needs.
· Evaluate quarterly for effectiveness, efficiency, and progress toward meeting objectives.
C:\Dati\Word Data\United Way Funding 2000 AGENAVAI.dOC
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AGENCY: EIder Services, Inc.
2) To explore options to staff the start-up of a volunteer representative payee and bill payer
program to serve 15 elders within Johnson County.
Tasks:
· Contact the National Service Corps regarding the VISTA worker program. If available and
appropriate, apply for a VISTA worker to lead this project.
· Contact three established volunteer money management programs to learn from their start-up
experiences.
· Recruit 5-7 core volunteers for trainin9.
C;%Detl\Word Data\United Way Fundtn~ 2000 AGENAVA|.dOC
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HUMAN SERVICE AGENCY REQUEST FOR FUNDING Director: Christina M. Canganelli
City of Coralville Agency Name: Emergency Housing Project, in,
Johnson County City of Iowa City Address: po Box 3146, Iowa City, IA 522
United Way of Johnson County Phone: (319)351-0326
Completed by: C istina M. Can elli
CHECK YOUR AGENCY'S BUDGET YEAR Approved by Chair Boar 'dC':-istina/OM~
1/1/01-12/31/01 X 10/1/01 - 9/30/02
7/1/01 - 6/30/02 -__ (date)
Program 1: Emergency and Transitional Shelter
The Emergency Housing Project (EHP) provides both emergency/transient and short-term transitional housing to the
desire to achieve their maximum possible self-sufficiency. In 1999, EHP provided shelter and supportive services to 7
individuals for a total of 10,183 nights stayed. The shelter component also consists of breakfast and a nightly meal--n~
transported by EHP staff from Salvation Army. EHP provides food, shower and laundry facilities, mailing address at
service for residents. Additionally, EHP staff now assist residents as they move into their own home assisting with pi
delivery of donated furniture and household items--most usually provided by The Furniture Project.
Program 2: Drop-In Center
From 5:00 pm- 10:00 pm daily, EHP operates Johnson County's only drop-in center. This aspect of EHP programmin1
available to all in need--former clients, homeless persons not currently staying in the shelter, low-income citizens of Ic
Coralville, and Johnson County. Individuals availing themselves of the EHP Drop-In Center have access to an evenit
shower and laundry facilities, a mailing address and telephone. Additionally individuals have access to EHP counsel
outreach workers from the mental health, health and substance abuse professions.
Program 3: In-House Counseling
EHP's strengths-based anchor program, formerly called "Early Bird", has been fully integrated into the fabric of the ag
the in-house counseling program. It is fully expected that anyone intending more than a transient stay will participat~
level. EHP staff work with participants to design their own self-sufficiency goals and then agree in writing to pursue
1995, nearly 60% of all program participants have achieved 100% of their goals. Staff work with clients to access corm
resources. Clients are expected to address substance abuse and mental health issues where relevant. Clients are expe,
save up to 75% of earnings while staying at the shelter to be utilized towards the costs of setting up their own househ~
Program 4: Supported Training and Access to Resources (STAR)
This EHP program is designed to assist the chronically homeless age 18 years or older. STAR is a collaborative ventm
involving a consortium of over 20 agencies that provides job training, employment oportunities, and includes such cc
services as substance abuse and mental health counseling. STAR utilizes a team approach tailored to meet the expres~
goals of the individual. Clients have access to the program resources for up to two years. Case managers and outreac
workers assist clients in attaining vocational goals while providing assistance with transportation, medical needs, chil
life skills, education, and rent and utility deposits. STAR is a three-year grant funded by HUD.
Local Funding Summary: 4/1/99 - 4/1/00 - 4/1/01 - % of Total
3/31/00 3/31/01 3/31/02 Budget
United Way of Johnson County - -
Does Not Include Designated Gvg. $20,000 $35,000 $45,000 15%
FY00 FY01 FY02
City of Iowa City 9225 10000 12000 4%
Johnson County 11500 11500 13000 4%
26- Zity of Coralville 600 1000 1500 0.5%
jccoghs/fyOlbudg/xlbudg.xls - I -
AGENCY: Emergency Housing Project, inc.
STATEMENT OF ACTIVITIES SUMMARY
(CASH BASIS)
ACTUAL THIS YEAR BUDGETED
LAST YEAR PROJECTED NEXT YEAR
Enter Your Agency's Budget Year ==> 1999 2000 2001
1. TOTAL OPERATING BUDGET $191,059 $224,222 $269,523
(Total a+b)
a. Carryover Balance (Cash $3,452 $17,305 $8,523
from line 3, previous column)
b. Income (Cash) $187,607 $206,917 $261,000
2. TOTAL EXPENDITURES (Total a+b) $173,754 $215,699 $263,079
a. Non-directed (administration/general overhead) $42,100 $41,199 $53,274
b. Program Total (List Progs. Below) $131,654 $174,500 $209,805
1. Emergency and Transitional Shelter* $96,654 $90,000 $102,220
2. Drop-In Center $26,000 $28,250
3. In-House Counseling $20,000 $25,000 $52,035
4. Supported Training and Access to Resources (STAR) $15,000 $33,500 $27,300
*Note: In 1999 Programs I & 2 were considered one program.
It became evident that the two programs needed to be
documented as separate programs to justify expenses more
accurately.
3. ENDING OPERATING BALANCE (Subtract 2-1 ) I[ $17,30511 $8,52311 ,6,444[
4. RESTRICTED FUND BALANCE (Total from page 5) $67,318 $62,885 $65,250
5. IN-KIND SUPPORT (Total from Page 5) $50,375 $55,000 $67,500
6. NON-CASH ASSETS* $84,500 $81,500 $78,500
Notes and Comments:
*Depreciation of property.
BRIEFLY DESCRIBE HOW LOCAL FUNDS WERE SPENT LAST YEAR:
Local funds were used to support all of the administrative and programmatic work at EHP, from turning
on the lights to purchasing counseling time to basic office supplies. Local funds are the backbone of EHP's
EHP's operations. Local funds serve as matching funds for state, federal, and other grants.
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jccoghs/fy01 budg/xlbudg.xls - 2 -
AGENCY: Emerge ncy Housing Project, inc.
INCOME DETAIL
1999 2000 2001 NON-
ACTUAL THIS YEAR BUDGETED DIRECTED PROGRAM PROGRAM
LAST YEAR PROJECTED NEXT YEAR FUNDING 1 2
1. Local Funding Sources- [ $56,014 ] $73,557~ $90,500 [ $21,000 [ $31,750~ $23,500
a. Johnson County $11,000 $11,250 $13,250 $6,000 $4,250 $3,000
b. City of Iowa City $9,113 $9,557 $11,000 $5,000 $3,000 $3,000
c. United Way of Johnson County $19,661 $31,250 $42,500 $10,000 $15,000 $10,000
d. City of Coralville $600 $1,000 $1,250 $0 $1,250 $0
e. Faith Communities $15,640 $20,500 $22,500 $0 $8,250 $7,500
f.
2. Grants-State, Federal, Foundations ~ $69,646 ~ $63,385 ~ $79,750 ~ $12,000 ~ $25,750 [ $2,000
a. Miscellaneous Grants $289 $500 $2,500 $0 $2,500 $0
b. CDBG $2,039 $0 $12,000 $0 $10,000 $2,000
c. FEMA $4,197 $4,960 $5,250 $0 $5,250 $0
d. Joint State Application $43,850 $40,525 $45,000 $12,000 $8,000 $0
e. HUD (STAR) $19,271 $17,400 $15,000 $0 $0 $0
f.
3. Net Sales Of Services (sources) I $0 ] $0 [ $0 [ $0 I $0 I $0
a.
b.
c.
4. Net Sales of Materials ] $284I $01 $01 $01 $01 $0
a. CD's $284 $0 $0
b.
c.
5. Contributions/Donations [ $21,702[ $39,965] $34,200I $8,500I $12,000I $7,700
a. United Way Designated Giving $2,520 $1,265 $1,500 $1,500 $0 $0
b. Other Contributions $19,182 $38,700 $32,700 $7,000 $12,000 $7,700
6. SpecialEvents ] $25,446I $29,0101 $53,750I $12,000[ $34,000I $0
a. Home with a Heart $14,135 $15,000 $15,750 $0 $8,000 $0
b. Special Solicitation $11,311 $1,510 $15,500 $7,000 $8,500
c. Night of Shelter Campaign $0 $12,500 $22,500 $5,000 $17,500 $0
7. Interest Income [ $2391 $2501 $300I $300I $01 $0
8. Other-List Below ] $14,276 ] $750] $2,500] $0] $2,500I $0
a. Benefit Concert $1,705
b. Newsletter Solicitation $0 $750 $2,500 $0 $2,500 $0
c. Iowa City Road Races $12,571
TOTAL INCOME (same as p. 2, line lb) $187,607 $206,917 $261,000 $53,800 $106,000 $33,200
Notes and Comments:
Projected HUD 2001 income is significantly greater than projected 2000 income due to the addition of a new staff position.
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01budg/xlbudg.xls 3
AGENCY Emergency Housing Project, inc.
INCOME DETAIL (cont)
PROGRAM PROGRAM PROGRAM PROGRAM PROGRAM PROGRAM
3 4 5 6 7 8
1. Local Funding Sources- ] S14,2501 $o] o[ o l o l 0
a. Johnson County
b. City of Iowa City
c. United Way of Johnson County $7,500
d. City of Coralville
e. Faith Communities $6,750
f.
2. Grants-State, Federal, Foundations ] $25,000] $15,000] 0] 0] 0] 0
a. Miscellaneous Grants $0 $0
b. CDBG $0 $0
c. FEMA $0 $0
d. Joint State Application $25,000 $0
e. HUD (STAR) $0 $15,000
f.
3. Net Sales Of Se~ices/sources/ I $01 $01 0l 0l 0l 0
a.
b.
c.
4. Net Sales of MaterialsI$01$010101 01 0
a.
b.
c.
5. Contributions/Donations I $6,0001 $01 01 0I 01 0
a. United Way Designated Giving $0 $0
b. Other Contributions $6,000
6. special Events I $7,7501 $01 0l 0l 0l 0
a. Home with a Heart $7,750
b. Special Solicitation
c. Night of Shelter Campaign
7. Interest Income
s. Other-ust Below I $01 $01 01 01 01 0
a. Benefit Concert
b. Newsletter Solicitation $0 $0
c. Iowa City Road Races
TOTAL INCOME (same as p. 2, linelb) $53,000 $15,000 0 0 0 0
Notes and Comments:
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PROGRAM EXPENDITURE DETAIL AGENCY Emergency Housing Project, inc.
1999 2000 2001 NON- PROGRAM PROGRAM
ACTUAL THIS YEAR BUDGETED DIRECTED 1 2
LAST YEAR PROJECTED NEXT YEAR FUNDING
1. Salaries $101,895 $118,000 $150,860 $33,920 $51,420 $12,800
2. Employee Benefits &Taxes $20,160 $30,634 $47,069 $9,854 $14,900 $3,700
3. Staff Development $774 $500 $750 $300 $250 $0
4. Professional Consultation $0 $0 $0 $0 $0 $0
5. Publications &Subscriptions $207 $200 $250 $250 $0 $0
6. Dues and Memberships $414 $400 $400 $400 $0 $0
7. Mortgage, Rent and Property Tax $210 $1,200 $2,400 $1,200 $0 $0
8. Building &Maintenance $6,029 $4,500 $5,000 $0 $3,500 $1,500
9. Equipment Purchase/Rental/ $4,169 $4,500 $3,000 $500 $750 $750
Maintenance
10. Utilities $4,947 $6,445 $7,000 $0 $5,500 $1,500
11. Telephone $2,760 $3,500 $4,000 $500 $1,000 $500
12. Office Supplies &Postage $3,580 $3,500 $4,000 $750 $2,000 $0
13. Printing and Publicity $3,487 $5,500 $4,500 $600 $2,900 $0
14. Local Transportation/Staff $277 $750 $750 $350 $0 $0
15. Insurance $4,223 $4,500 $4,500 $1,500 $3,000 $0
16. Audit/Bookkeeping $2,890 $3,500 $3,600 $3,000 $0 $0
17. Interest $0 $0 $0 $0 $0 $0
18. Other (Specify): Food $3,953 $5,750 $4,500 $0 $2,500 $2,000
19. Client Transportation Fund $1,276 $2,750 $2,250 $0 $2,000 $250
20. Client Emergency Overflow Lodgi $1,334 $2,000 $2,000 $0 $2,000 $0
21. Client Emergencies $257 $2,000 $2,000 $0 $1,500 $500
22. Water and Sewer $4,210 $5,570 $5,750 $0 $3,000 $2,750
23. Garbage Collection/Hauling $2,277 $2,300 $2,500 $0 $2,500 $0
24. Household Supplies $3,424 $5,500 $4,500 $0 $3,000 $1,500
25. Miscellaneous $1,001 $2,200 $1,500 $150 $500 $500
TOTAL EXPENSES ( p. 2, line 2) $173,754 $215,699 $263,079 $53,274 $102,220 $28,250
Notes and Comments:
Please refer to narrative for discussion regarding dramatic and long overdue increase in salary expenses.
Increases in programtic expenses such as utility, water, etc .... due to keeping the shelter open and staffed 24 hours a day.
Increase client transportation due identification of service delivery gap and increase in services extended by EHP.
Expenses for Client Emergencies due to EHP's commitment to assist in so much as limited resources will allow with such issues as rental security deposits and utility deposits,
acquistion of mandatory documentation for employment for clients and assistance with other miscellaneous things such as prescriptions on the rare occasion when other sources have
been exhausted or depleted. EItP is planning on continuing to rent office space for the STAR Services Coordinator at $1,200 per year. There will be an additional rental expense
in the year 2001 of that same amount as EIfP begins housing the administrative staff of EHP at Trinity Place in Trinity Episcopal Church. The shelter continues to struggle with
lack of space for not only residents but shelter staff.
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budg/xlbudg.xls - 4 -
PROGRAM EXPENDITURE DETAIL AGENCY Emergency Housing Project, inc.
PROGRAM PROGRAM PROGRAM PROGRAM PROGRAM PROGRAM
3 4 5 6 7 8
1. Salaries $35,720 $17,000
2. Employee Benefits &Taxes $13,715 $4,900
3. Staff Development $200 $0
4. Professional Consultation $0 $0
5. Publications &Subscriptions $0 $0
6. Dues and Memberships $0 $0
7. Mortgage, Rent and Property Tax $1,200
8. Building &Maintenance $0 $0
9. Equipment Purchase/Rental/ $250 $750
Maintenance
10.Utilities $0 $0
11. Telephone $850 $1,150
12. Office Supplies & Postage $500 $750
13. Printing and Publicity $250 $750
14. Local Transportation $200 $200
15. Insurance $0 $0
16. Audit/Bookkeeping $0 $600
17. Interest $0 $0
18. Other (Specify): Food $0 $0
19. Client Transportation Fund $0 $0
20. Client Emergency Overflow Lodgi $0 $0
21. Client Emergencies $0 $0
22. Water and Sewer $0 $0
23. Garbage Collection/Hauling $0 $0
24. Household Supplies $0 $0
25. Miscellaneous $350 $0
TOTAL EXPENSES ( p. 2, line 2) $52,035 $27,300
Notes and Comments:
Change in Program 3 salary expenses from FY00 to FY01 due to staffing the program full-time.
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AGENCY Emergency Housing Project, inc.
ACTUAL THIS YEAR BUDGETED
RESTRICTED FUNDS: LAST YEAR PROJECTED NEXT YEAR
Board/Donor/Funder Designated: Restricted for: 1999 2000 2001
HSOGP Salaries $43,850 $40,525 $45,000
FEMA Shelter Operations $4,197 $4,960 $5,250
HUD Funds STAR Program $19,271 $17,400 $15,000
TOTAL RESTRICTED FUND (also shown page 2 or 2a, line 4) $67,318 $62,885 $65,250
MATCHING GRANTS
Grantor/Matched by
HSOGP/matched by Donations &Local Funding $43,850 $40,525 $45,000
HUD/matched by Local Funding $19,271 $17,400 $15,000
TOTAL MATCHING GRANTS (also shown pg. 3, line 2) ] $63,121 $57,925] $60,000
IN-KIND SUPPORT DETAIl.
Services/Volunteers general and professional services $18,125 $20,000 $22,500
Material Goods $32,250 $35,000 $45,000
Space, Utilities, etc. $0 $0 $0
Other: (Please specify) $0 $0 $0
TOTAL IN-KIND SUPPORT (also shown on page 2 or 2a, line 5) ] $50,375 $55,000] $67,500
Notes and Comments: Volunteers are at $5.50 for general duties and $20 - $50 for professional assistance (legal/mngrnt consult).
EHP anticipates the Material Goods line item to increase consistently as we are able to receive and deliver a
limited amount of household furnishings for individuals moving out of EHP and establishing their own household.
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Dlbudg/xlbudg.xls - 5 -
SALARIED POSITIONS AGENCY Emergency Housing Project, inc.
"X"all that apply FTE* Salary
Position/Title ~ ~ ~ ~ Last This Next Actual ~is Budgeted %
Year Year Year Last Year Year Next Year Change
Director x x x 27% 1.00 1.00 1.00 $28,241 $40,000 $40,000 0%
EHP Se~ices Coordinator (4) x x x 27% 1.00 1.00 1.00 $22,678 $28,500 $30,000 5%
EHP Se~ices Coordinator (4) x x x 27% NA 1.00 1.00 NA $18,000 $18,720 4%
Shelter Counselor x x x 25% 1.00 0.75 0.75 $18,942 $15,600 $16,640 7%
Shelter Counselor x x x 25% 1.00 0.75 0.75 $16, 131 $13,260 $14,040 6%
Shelter Counselor x 10% 0.25 0.50 0.50 $3,720 $8,250 $8,840 7%
ST~ Se~ices Coordinator (1) x x x 1.00 NA NA $9,000 NA NA
Adminis~ative Assistant (2) x x x 25% 0.50 0.75 0.75 3,183 $10,140 $10,920 7%
MaintenanceXr~spoa(3) x x x 25% NA 0.75 0.75 NA $10,920 $11,700 7%
(1) The position was newly created fourth quarter of 1999, vacated Nov. 1999 and then was turned over to MECCA to staff.
(2) This is a new position effective fourth quarter of 1999.
(3) This position was newly created third quarter of 2000.
(4) EHP Services Coordinator positions were previously one position part-time staffing the house at night and pan-time
executing the in-house counseling program (Early Bird). EHP has committed to staffing this program full-time.
The program is shared by two staff who also maintain night counseling hours.
TOTAL FTE's and SALARIES 5.75 6.50 6.50 $101,895 $144,670 $150,860 104%
* Full-time equivalent: 1.0=full-time; 0.5=half-time; etc.
Total Salaries for this year does not match amount on expenditure sheet as some employees were not on staff for the full year.
jccoghs/fyOlbudg/xlbudg.xls - 6 - -~ 33-
AGENCY: Emergency Housing Project, inc.
ACCOUNTABILITY QUESTIONNAIRE
A. Agency's Mission Statement or Primary Purpose:
The Emergency Housing Project (EHP) strives to alleviate the problems faced by our community's
homeless. We will advocate for positive changes and will guide, teach and facilitate those asking for our
assistance through a productive and sustained transition to permanent housing. We are dedicated to the
empowerment of the individual.
EHP's primary purpose is to meet the short-term needs of the homeless. Our first pdority is to work with
those, whom in our judgment, we can assist to achieve maximum possible independence. We will
accommodate others with cdtical short-term housing needs as our limited space and resources allow.
Assistance will be offered in a safe and healthy environment, with respect for the dignity of each person.
B. Board of Directors:
1. Please attach a list of your agency's Board of Directors (page 7A)
2. Frequency of meetings: Monthly, with an annual retreat in May and no July meeting.
3. Briefly describe board orientation and ongoing training opportunities:
New Board members attend an orientation at the shelter, during which, the Board President
leads them through the history, policies, and budget of the organization. The Emergency
Housing Project's (EHP's) Director conducts a tour of the house and answers any questions.
Since December of 1998, EHP's Director has worked with the Board President and other
members to define this process more thoroughly, to iterate the duties and responsibilities of
board members and to clearly identify board committees and committee charges. The Board
President and EHP's Director apprise board members of educational opportunities and materials
pertinent to EHP's mission and the charges of a board member.
C. Finances:
1. Are there fees for any of your services? Yes __ No X
a. If YES, describe circumstances.
b. Are they fiat fees or sliding fees ?
2. Does your agency have:
an internal audit external audit X financial review
Frequency annually
3. Has your agency filed the Annual Report with the Secretary of State?
Yes X No
4.Has your agency filed Form 990 with the IRS? Yes X* No
*As of November 15, 2000
5. Please discuss your agency's fundraising efforts, if applicable.
Home with a Heart Open House and Direct Mail Solicitation: Each year, EHP mails
approximately 2,000 letters inviting friends of EHP to attend an open house and/or make a
donation. The fund-raiser is most effective with respect to both the money raised and the level
of awareness built regarding the agency and its services to the community. Concerted effort is
made to include community-wide media coverage in preparation of the event.
A:\AGENAVAIhm.doc
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AGENCY: Emergency Housing Project, inc.
Night of Shelter Campaign: This is an ongoing opportunity for supporters of EHP to sponsor a
night of shelter and services and give this as a gift to a specified friend or family member. This
fundraising opportunity has historically not been separated out and has been absorbed under
individual giving in the budget. In 1999 the giving opportunity extended to incorporate a phon-a-
thon (previously performed exclusively by EHP Board Members in support of the Hospice Road
Races.) Additionally, bulletin inserts were distributed throughout member faith communities
soliciting sponsorship of a night of shelter. The campaign begins directly following the end of the
United Way Black-Out and continues until the end of November.
Special Solicitation: EHP has held annual fundraising concerts featuring local artists since
1995. The concerts and CDs resulting from the 1997 and 1998 shows were very successful
fund-raisers, the 1999 concert was much less so (there was no CD produced due to the lack of
demand). EHP does anticipate continuing this tradition in FY01, however, it will be dramatically
reconfigured. It is believed that the market for concerts featuring the artists that have performed
in past years has been saturated. As such, the Director is working with the Board of Directors in
a concerted effort to design a new event in place of the annual concert. It is anticipated that the
event will canvas a new pool of potential supporters thus broadening EHP's support throughout
the community. We realize that this is an ambitious undertaking, but we believe it to be a
necessary one.
Solicitation to Faith Communities: The EHP Director is making a concerted effort to attend and
present to the full congregations of local faith communities throughout the year. This is
anticipated to be an ongoing activity. EHP is not only in need of the revenue but advocacy and
awareness regarding the homeless--who they are and the barriers they face--is desperately
needed in our community.
D. Management:
1. Does each staff member have a written job description? Yes X No
2. Is the agency Directo~'s performance evaluated at least yearly?
Yes X No By Whom? The EHP Board of Directors and all EHP staff.
E. Program/Services:
Please define your agency's units of service (service definition, length of time, cost per unit of service,
number of units provided, direct or indirect.)
Units of service are the cumulative total of nights stayed by all clients during the year. In 1999 the
shelter provided 10,183 nights of shelter and supportive services to 777 clients at a total cost of
$173,754--a per unit cost of $17 per night of shelter.
However, many former clients, homeless people who are not interested in staying in the shelter or
participating in the in-house program, and low-income citizens of Johnson County, utilize the EHP Drop-
In Center Program for social interaction, supportive services, laundry facilities, showers, clothing, food,
mail, telephone use and messages, and supplies. These individuals are not reflected in the following
table or the preceding iteration of cost per unit of service. In an average month, our services are utilized
over 500 times by people not staying in the shelter. This does effectively bring the cost per client served
down and should be accounted for.
EHP provides two kinds of shelter, transient and long-term. Transient clients stay only a few days at a
time, usually to access one of the medical or mental health facilities in the community, wait for a soon-to-
arrive check, or to escape from inclement weather. The EHP Program participants can stay at the
shelter for up to 90 days in so much as they comply with house rules and programmatic requirements.
A:\AGENAVAIhm .doc
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AGENCY: Emergency Housing Project, inc.
EHP provided shelter and services to 777 homeless individuals (men, women, and children) in 1999 for
a total of 10,183 nights of shelter--an average stay of 13 days per client.
Not included in the service definition is an iteration of the individual services provided to clients staying
at EHP, nor is there documentation maintained regarding units of service at this level. There is one
EHP counselor staffing the shelter per shift. This individual is required to perform intakes with new
clients, perform assessments of clients, respond to the needs of clients, answer the phone, coordinate
volunteers, provide information and referral, and maintain a safe and orderly house.
The EHP Program Service Coordinators work with clients to design individualized plans to achieve
self-sufficiency. Participants work with the counselor to find and/or maintain gainful employment and
are required to save up to 75% of their earnings while at the shelter. The counselor works with all
clients to access resources throughout the community (many of which could be considered barriers
to employment) from a pair of glasses to a pair of shoes, social secudty cards, drivers licenses, bus
passes, any public assistance for which the client may be qualified, child care, medical attention
including access to mental health professionals and substance abuse counselors. In no way is this
list exhaustive.
In Project Impact, EHP staff coordinates with UIHC psychiatric physicians to provide on-site outreach to
people with mental illness to reduce the use of Emergency Rooms and increase their quality of life. The
agency also collaborates with the Community Mental Health Center to place an outreach counselor at
the shelter one night per week. Additionally, in partnership with the College of Pharmacy and Osco
Drug Stores, EHP assists clients with providing health interviews and follow-up on site. EHP holds
weekly Alcoholics' Anonymous Meetings and has access to a substance abuse outreach worker on
site daily. As of the fourth quarter of EHP's FY00, a full-time outreach worker will be hired under the
HUD funded STAR Program. This individual will be providing services not only to EHP clients but to the
homeless population throughout the county.
Please supply information about clients served by your agency during last two complete budget years.
Enter Years 1998 1999
1. How many Johnson County residents (including la. Duplicated 276 311
Iowa City and Coralville) did your agency serve? Count
1 b. Unduplicated 237 282
Count
2. How many Iowa City residents did your agency 2a. Duplicated 256 294
serve? Count
2b. Unduplicated 219 265
Count
3. How many Coralville residents did your agency 3a. Duplicated 15 9
serve? Count
3b. Unduplicated 13 9
Count
4. How many units of service did your agency provide? 4a. Total 9,376 10,183
4b. To Johnson 3,749 5,078
County Residents
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AGENCY: Emergency Housing Project, inc.
5. Other Areas Served:
Do you provide services to areas outside of Johnson County? Not directly.
Area(s) served: EHP is the only general-use homeless shelter in the county. Our service area is unrestricted.
The closest alternative shelter sites are in Dubuque, Cedar Rapids, Des Moines, Ottumwa, and
Davenport.
Services provided: EHP provides all agency services to anyone demonstrating need.
Funding Sources: There are no funding sources dedicated specifically to those seeking our
assistance whose origin of stay comes from outside of Johnson County.
6. Client Profile (for last complete year, if available):
Age Gender Ethnicity
0 - 5 28 Female 157 African Amedcan 174
6 - 17 50 Male 620 Native American 3
18 - 29 238 Asian 5
30 - 61 444 Hispanic 47
62 - 75 17 Caucasian/Non-Hispanic 533
75 + Multi-racial 15
7. Evaluation and Review:
A. Please discuss how your agency measures the success of its programs.
Basic Mission: Our basic mission is to house, comfort, and feed homeless people each
night in an environment conducive to human dignity. Success is to provide this service
to each person staying at the shelter and to not have to decline shelter to individuals
requesting it. The mission is partially compromised because of the pressures of
overcrowding that chronically exist in the house and is totally compromised each time we
must refuse shelter due to a lack of space.
In-House Counseling Program Success Rate: EHP's strengths-based anchor program,
works with participants to design their own self-sufficiency goals and then agree in
writing to pursue them. Program participants are rated on the degree to which they
fulfilled their agreements, from 0 - 100%. For example, a participant would be rated as
completing 100% of their agreement if he/she left EHP with long-term housing, a job,
and some money. Someone who found and maintained a job and saved money but left
EHP before locating housing would have completed 75% of his/her agreement. Often
times, success is incorporating the earnings aspect while ensuring that the program
participant receives much needed and consistent professional medical, psychological,
and substance abuse care from health professionals available on a weekly basis on site,
and that furthermore, the participant then stabilizes his/her prescribed medication
schedule. Since 1995, nearly 60% of Eady Bird participants have left the shelter 100%
successfully.
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Security Upon Exit: The EHP director regularly analyzes the rate of return (recidivism
rate) of EHP participants to determine the security of their placement upon exit. In
1999, less than 15% of the program participants returned to the shelter.
B. Does your agency have a current strategic plan and date last reviewed?
Currently, strategic planning efforts have focused on successful implementation of the
STAR Program, substantive and consistent follow through of coordinated care for clients
presenting substance abuse and mental health problems and stabilization of the internal
staff structure of EHP. These issues were reviewed and discussed with the entire board
at the Annual Board Retreat during the Spring of 2000.
Our goal is to focus in on the long over due campaign for a new and adequate facility
throughout the coming year and beyond. The Director and Board of Directors anticipate
that this endeavor alone will require the better of three years.
C. What plans does your agency have to increase efficiency and effectiveness?
The issues of efficiency and effectiveness are most clearly addressed by maintaining the
staffing structure as proposed in this submission. Of course, this is only sustainable
through adequate and on-going funding. The previous staffing structure although less
costly was not efficient. It fell on the backs of two individuals and relied on their personal
commitment to the agency alone to function. This is not practical nor is it realistic.
Being a not-for-profit does not exclude us from the fact that we are a business.
After careful analysis and assessment it was identified that staff persons jobs, including
the director's were so wide in scope that there were inherently diminishing retums to scale.
It is not a good use of time or money for a counselor or director of an agency to shop for
supplies and groceries weekly, for example. It creates a very harassed work
environment. For just as the daily obligations and operations can not go undone nor can
the larger issues and objectives be compromised. Simply put, the expectation that EHP
could continue to meet the growing and dynamic needs of the homeless and the community
at large while relying on such personal sacrifices to carry out the mission of the shelter, is
not acceptable and unrealistic. Additional staff were needed and will be
needed in the future to effectively implement the program and mission.
D. How has your agency responded to United Way's recommendations from last
year?.
Program Evaluation:
The EHP Director and Board of Directors are continuing to focus on the needs and barriers
to sustained self-sufficiency of not only the general but the chronically homeless population
as well. We are committed to addressing these through our programming in so much as is
possible. Our constraints remain our budget and our less than adequate facility. The
current facility remains a continued burden, limiting us in every way--forcing us to
compromise our work daily. I believe we currently have the staff in place such that the
director can genuinely focus on the task of organizing a comprehensive campaign
dedicated uniquely to the construction of a new facility.
Financial Analysis:
We have addressed the critical need to increase staff salades and are moving forward on
this (also see under Other Comments). Our costs per unit of service are low. I believe that
EHP has diligently and consistently attempted to assist clients in increasingly more
substantive ways. We are limited as always by our ability to increase the income side of our
budget and maintain this over the long run with some sense of assurance. Fundraising
efforts of last year proved very successful in replacing the lost revenue once generated by
the Road Races.
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Management:
The EHP Director and Board of Directors are maintaining strategic planning efforts to
ensure that the agency programs are relevant to the demonstrated needs of the target
population and the community at large. We are pleased with the progress that has been
made and our continued and demonstrated emphasis on collaboration and partnership with
other service providers throughout the county.
Other Comments:
The panel noted that salaries are too low. The director and board of directors have worked
diligently over the past year to raise additional funds and broaden our funding base so as to
support better wages for staff. We are firmly committed to this. Additionally, staff are
provided a full range of benefits. We are committed to structuring positions so that they do
qualify. Previously positions were shared to avoid the burden of benefits. These are
serious concerns for an agency that remains critically under-funded.
The panel concurred with the need for additional counselors. This year we increased the
service coordinator position (previously called Early Bird Counselor) to a full-time position.
This activity is shared by two staff persons as it is recognized by EHP staff that it is essential
that each direct service provider maintain at least one night shift to ensure continuity and
contextual relevance. Residents have access to staff now literally 24 hours a day. The
addition of staff--both direct service providers and indirect was seriously needed and long
over due. The previous staffing structure was not stable and relied on two individuals
working in excess of 60 hours each week just to cover shifts.
The structure in place by the close of the third quarter does permit each person a realistic
job. This will allow individuals to further develop the particular domain of their positions
more substantively. For example, the executive director will hopefully not have to shop for
house supplies or staff overnight shifts because all other staff (formerly three persons
effectively) were sick. The Services Coordinator will not be expected to staff the house full-
time and counsel part-time while also being responsible for house repairs and any odd
errands, delivery or purchase that come up. When working with so many persons this adds
up quickly and is a significant time investment.
EHP is grateful that the panel recognizes the extent of our work with the community's
homeless and that, indeed, given the amount of work that is done and the intensity of use
our requests for funding have been modest. This submission is requesting a substantial
increase as I feel we have not been our own best advocate, historically. I believe that the
current request and staffing levels bring us much closer to the stability so desperately
needed--not only by the agency but for the homeless as well.
8. In what ways will the needs of your service population change in the next five years?
Households with Children: Households with children make up the fastest growing
segment of the homeless population, accounting for approximately 40% of all people
who are homeless, nationally. In Iowa, of the estimated 19,000 individuals experiencing
homelessness this year, 53% are children. Iowa has one of the highest per capita
incidents of homelessness in childhood in the nation. This trend is only expected to
continue given recent welfare reform. The number of households with children seeking
our assistance is increasing annually. The number that we continue to be unable to
serve is also increasing. This is a trend that is not soon to change. Families pose a
complexity of issues none the least bdnging to the fore front the inadequacy of the current
facility. Families in shelter share the same floor with single men and women. This is in
no way optimal. There is no privatized space for families and no child fdendly space for
the children. It is a significant burden for an already stressed family, the other residents
of the shelter and the EHP staff.
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Clients with Multiple Barriers to Success: There is a consistently increasing number of
clients with multiple barriers to sustained economic independence. These barriers are
inherently systemic in nature. These are clients with many barriers to success including
substance abuse issues, erratic work histories and habits, and mental and physical health
needs. Often times these characteristics are co-occurring-dual-diagnosis. Multi-needs
clients take longer to complete the program, resulting in fewer beds opening up--leaving
more homeless people unserved.
9. In relation to the Johnson County Capacity Assessment, explain how your services are
meeting community needs.
EHP is Johnson County's only general use homeless shelter with a service area
previously indicated in this document. We assist in so much as our limited resoumes
allow, to address issues identified in the Johnson County Capacity Assessment.
Through partnership and collaboration we are able to assist clients in engaging services
of other area providers--for example, Home Ties provides free daycare for children in
the shelter. A van comes directly to the shelter to pick-up and deliver children.
Currently, we provide transportation through bus tickets only. However, the Director is
investigating the feasibility of a Community Transport Program intended to provide
transportation for homeless and low-income individuals working third shift. We provide
on site access to a substance abuse clinician and we coordinate with health/mental
health care professionals to work through such issues as med-compliancy. We assist
through community ties and past experience in finding employment and housing. Much
of these two issues are well beyond the scope of the agency.
The STAR Program is much more intensely focused on vocational issues and has
substantial access to monetary resources. This was identified as a dramatic gap in
services for this target population community-wide. The program has significant funding
available to be utilized for the homeless towards vocational training, employment,
education, health needs, child care, transportation, clothing and rent and utility deposits.
However, even access to funding can not in and of itself conquer community wide
barriers such as discrimination against the homeless and those who are poor, the
resistance of local landlords to rent to Section 8 Certificate holders, the critical lack of
affordable housing, the lack of jobs that pay a living wage, the lack of timely access to
the wide spectrum of health care over the long run and the lack of health insurance.
10. Please discuss any other problems or factors relevant to your agency's programs,
funding or service delivery:
Overcrowding: In 1999, EHP provided shelter and services to a total of 777 men,
women, and children. We run at capacity most every night of the year. Capacity for us
literally means that mattresses go down on floors and chairs become beds. It is difficult
to speak of dignity under such conditions. EHP denied shelter to hundreds of men,
women, and children in 1999 due to lack of shelter space. Families constitute a
significant and ever growing portion of the whole. At EHP families remain the most
critically under-served. A new facility would not only provide a long term solution to the
chronic problem of over-crowding in the shelter, but would resolve our failure to
effectively provide shelter and services to households with children. The agency's Board
of Directors and staff believe that it is imperative that we find a new facility. Iowa City's
own consolidated plan for 1995 - 2000, City Steps, indicated shelter for families and
individuals to be of high and medium priority need level respectively. We recognize this to
be a community-wide responsibility.
Funding: The Executive Director and Board of Directors struggle to develop new funding
sources to sustain the need to further develop the agency in staff and resources
available to clients. The funding must be increased and stabilized.
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Staffing: As funding has increased management has been able to increase the staffing
base of the shelter. The immediate result of this is a codification of individual jobs that
has been long overdue, yet simply beyond the scope of the agency previously. The
increase in United Way's support of our work has made this possible and we are deeply
grateful. Thus permitting the director and other staff to begin to focus more specifically on
their charges and follow-through. I embrace the opportunity this next year presents in
developing a plan for a new facility. I feel the operations of the shelter are stabilized and
sustainable. Additionally, the HUD funded program STAR is now at full capacity and fully
operational. This has taken a significant amount of time to develop and implement.
11. List complaints about your services of which you are aware:
· limited hours of operation (the shelter is open from 5pm - 8 am on weekdays and from
5pm - 11am on weekends)
· no reservation policy
· lack of space and overcrowding in the shelter
· inability to adequately serve families
· maintenance of a drug and alcohol-free environment
The staff is aware of these barriers to service and in some cases are working to
address them.
· This year marks the first year that EHP has been open during the day--we are open 24
hours a day. This was essential for EHP clients, other service providers, and the
agency itself--most especially in accepting donations and fielding questions. Where as
the service coordinator was only available until noon daily, this is now a full-time activity
and shared across two staff persons Clients with night-shift jobs, special needs, or
those with who are ill, can stay in the building to sleep. Staff are available throughout
the day to meet with clients, assist others who are homeless and in need, respond to
other agencies and coordinate care. This has not occurred without significant expense.
· We do not take reservations for a bed at the shelter, operating on first-come, first-
served basis according to available space at 5pm each day. However, we will advise
individuals and referring agencies on how much free space we anticipate having in a
given night.
· EHP Board and Staff tried to increase the capacity of the shelter by renovating an attic
space, but were met with significant community opposition. This year we will be
attempting to secure funding to purchase an additional site so as to better meet the
needs of not only families but individuals as well. This is long overdue and slow in
coming most especially due to the limited resources and staffing issues previously
indicated.
· Maintenance of a drug and alcohol-free environment is non-negotiable.
12. Do you have a waiting list or have you had to turn people away for lack of ability to serve
them? What measures do you feel can be taken to resolve this problem:
EHP does not have a waiting list; services are provided on a first-come first-serve
basis--dependent on available space. When full, we make referrals, sometimes assist
with transportation to another site, and infrequently place clients (households with
children) in a motel. EHP staff denied shelter to hundreds of men, women, and
children last year due to a lack of shelter space.
Studies indicate that across the nation, over 32% of requests for shelter by homeless
individuals and families were denied in 1997 due lack of resources. The agency and
the City of Iowa City's own Consolidated Plan have identified this unmet need as most
critical. The only means to resolve such a problem is the location of an appropriate
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building and/or site the acquisition of a new shelter. The current building in no way
meets the demand or is appropriate for the use.
EHP's Director and Board of Directors will aggressively pursue measures to resolve this
problem. The current facility is simply not able to meet the needs of the demonstrated
demand. There is a very real and critical need for a new facility. Our ability to attain this
goal is limited and constrained only by the resources threughout the community that are
available to us--we will investigate every possible resource and will welcome all support
in this endeavor. It is critical to identify this as a community-wide issue an issue that
lies in the hands of the entire community and is not singly owned by EHP.
How many people are currently on your waiting list? NA
13. In what way(s) are your agency's services publicized?
EHP publicizes its services threugh a variety of methods to assure and promote
awareness of our programs to people who are homeless and to the greater community,
including:
Brochures available at the Iowa City Public Library, Free Lunch Program, Salvation
Army, Crisis Center, the University of Iowa Hospitals and Clinics, and the Veterans
Affairs Medical Center, among others.
· Presentations and shelter tours for area agency staff meetings, faith groups, civic
groups, and area schools, community organizations and businesses.
· Interaction with local media outlets, pdnt and broadcast;
· EHP events promoting awareness of homelessness and our services including an
annual benefit and shelter open house;
· Participation in many community meetings including monthly meetings of United Way
agency directors, and quarterly meetings of the Local Homeless Coordinating Board,
the State Coalition for Housing and the Homeless, and others.
· Publication of a periodic newsletter sent to a mailing list of over 2,100.
14. United Way involvement by your agency: ("X" if agency participated within the last
year).
a. Agency Directors Meetings X
b. Served as Agencies Directors' Representative to
Funding Hearings
c. Business Blitz
d. Day of Caring X
e. Kick Off X
f. Victory Reception X
g. Other: Providing brochures, information, appearances, etc. when requested.
15. How have you collaborated with other agencies during the past year?.
The Emergency Housing Project collaborates extensively with agencies county-wide.
This ongoing partnership is recognized as critical to the sustainability of the agency and
our work with the homeless. EHP continues to partner with the University of Iowa
Hospitals and Clinics and Community Mental Health to provide weekly mental health
outreach on site. Each program provides different mental health services; each is a
critical resouroe for EHP clients as over 60% of the general homeless population
struggles with mental health issues. Clients have consistent access to a substance
abuse outreach worker staffed by MECCA. This is another critical resource as over 60%
of the general homeless population struggle with addictions both drug and alcohol.
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Most recently examples of collaboration and partnership are evidenced by the provision
by Salvation Army of an evening meal transported by EHP staff in the Table to Table
van. The efforts of the directors and staff of both agencies are deeply appreciated.
Former residents of EHP are able to avail themselves of household donations from the
Furniture Project. However, a significant barder to accessing this resource is the lack of
transportation to pick-up and deliver the items. EHP has, over the course of this year,
consistently assisted individuals through the provision of a staff person and a vehicle in
the pick-up and delivery of the household items. Also new to the shelter is the weekly
presence of a Parol Officer on-site at the shelter from the Department of Corrections.
Anyone needing to meet with their parol officer or with questions regarding any issues
pending or otherwise has access to this outreach worker. For individuals where this is
relevant we have seen a significant change in attitude and avoidance behavior.
Something that was often a negative experience has become much more affirming.
The most extensive example of partnership and collaboration and by far the most
complex is the HUD funded STAR program. This program relies on the partnership of
some twenty service providers throughout the county. Much thanks is due to MECCA,
Goodwill, JCCOG, and the City of Iowa City Community Development staff. EHP is
managing the program with the assistance of MECCA. It would have been nothing less
than impossible for an agency such as EHP, so lacking in infrastructure and staff, to
have managed this grant alone. The assistance and good counsel of the management
and staff of MECCA are deeply appreciated. There have been many unanticipated spin-
off benefits that this partnership has created--in each instance benefiting the clients of
EHP--the homeless.
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AGENCY HISTORY
Our Mission and Beginning; The Emergency Housing Project (EHP) is a private, secular, not-for-profit
agency started in 1983 by local faith communities, the City of Iowa City, and human service agencies.
EHP's primary purpose is to provide temporary shelter to those who are interested in achieving self-
sufficiency. In 1984, the City of Iowa City provided CDBG funds to purchase the shelter on 331 N. Gilbert
Street. Until 1993, EHP was operated by a half-time director and a largely volunteer staff and provided
shelter and a hot evening meal to the homeless of Johnson County.
The Early Bird Program: EHP hired a full-time director in July 1993. Shortly after, EHP introduced the
"Early Bird" counseling program through which participants develop and agree in writing to pursue
individually specified goals. Participants receive counseling on budgeting, interpersonal and life skills and
information and referral to other needed social services. Further, EHP fostered agency relationships
allowing a psychiatrist, psychiatric nurse, and outreach counselor to make weekly visits to provide mental
health services on-site to clients who need them. EHP provides supportive services and various homeless
prevention efforts to many former participants and low-income Johnson County residents. At this time, EHP
provided "The Wrong Stuff," a substance abuse counseling program. In February of 1994, EHP limited the
number of persons served per night from approximately 40 to 29 due to code restrictions. In May 1995, the
agency decided to intensity its "Early Bird" program and begin assessments at the intake level, with the goal
of housing primarily those who desire permanent solutions. Since 1995, nearly 60% of Early Bird
participants have achieved 100% of their agreed-upon goals. Today, Eady Bird has been fully integrated
into the fabric of the house and is referred to as the in-house counseling program only.
The Transition to Self-Sufficiency: EHP continues to push the envelope in searching for or creating
opportunities for homeless and low-income people to transition into self-sufficiency. In 1996, EHP won
awards from the City of Iowa City and the Housing and Community Development Commission, and the
Community Development Block Grant program for its innovative approach to homelessness. In March of
1996, EHP entered a partnership with the City of Iowa City and D & K Properties, a private boardinghouse
owner. In our Transitional Project, EHP provided supportive services, tailored after Early Bird, to residents of
three boardinghouses, for which we received a 1997 HUD "Good Practices" award. EHP administered this
program until July 1, 1998, at which time, a new agency, Successful Living, began operations and assumed
administration of this program accordingly.
Program Directions: The agency of today looks vastly different from that of 1983. In 1983, we provided
shelter and food with little structure and no supportive services. In 2000, we provide shelter, supportive
services, and a jump-start to independence for 29 people at a time. We collaborate extensively with other
service providers in the county, the UIHC, the VA, and others. Since 1999 the Director has represented the
agency at the state level as a member of the Iowa Coalition on Housing and the Homeless Board of
Directors and, furthermore, chairs the policy committee for the State's Coalition. As such, EHP is able to
advocate for the needs of the homeless and homeless service providers across the state.
Job Training: EHP is addressing factors in our community that contribute to homelessness. People without
steady incomes cannot maintain even affordable housing. In 1997 and 1998, EHP coordinated the
development and writing of a county-wide grant proposal to HUD that would create a 3-year job training and
placement program for chronically unemployed homeless people, including those with mental illness and
chemical addictions. The proposal was fully-funded in February of 1999 and has been operational since
October 1, 1999. The grant will bring in excess of $1 million into Johnson County to be utilized by many
agencies to serve more than 100 individuals and their dependents.
Space Limitations: There is a critical need for additional shelter space for the homeless in our community-
both families and individuals. A permanent solution is required. With the turn of the century, EHP's Director
and Board of Directors will begin aggressively pursuing measures to better meet the needs of our
community's homeless--ideally through the acquisition of a new facility. We can not hope to achieve this
without community-wide support.
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FY00 GOALS
Please state the goals of the latest completed fiscal year and report status of progress/completion.
Table of FY99 Goals & Objectives and Current Status:
FY00 Goals &Objectives Progress
Emergency and Transitional Shelter
Goal: To shelter and provide services to at least EHP has exceeded this goal and has
750 homeless persons in Johnson County. provided shelter and services to 777 men, women,
and children during the 1999 calendar year.
Objective A: To house, comfort, feed and provide EHP met and exceeded this objective, providing shelter
supportive services to up to 29 people each night in a and services to 777 clients for a total of 10, 183 nights
safe environment conducive to human dignity. Of shelter and services in 1999.
Objective B: To provide resources that help at least EHP exceeded this objective, providing resources to
100 homeless persons in Johnson County remain linked as many as 500 unduplicated individuals in addition to
with the rest of the world. those staying in the shelter.
Early Bird Counseling Program
Goal: To help at least 450 people who are homeless EHP has exceeded this goal in 1999 and assisted
and in Johnson County become as self-sufficient as 557 homeless individuals in progressing towards
possible through the In-House Counseling program. economic self-sufficiency and independence.
Objective A: To assist 65% of Program EHP continues to struggle with this rate--60% appears
Participants find and maintain jobs, locate housing, to be the upper limit--given a programmatic limit of 90
and leave the shelter with financial savings. days. It is anticipated that the HUD grant (STAR) will
make notable improvements regarding this objective.
We anticipate more of a longitudinal assessment of the
programmatic success rate and deviations within what
is documented as success.
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FY00 GOALS
Table of YY00 Goals & Objectives and Current Status (coat.):
FY99 Goals &Objectives Progress
Job Training Program
Goal: Over three years, to assist 110 chronically This HUD sponsored program received final
unemployed homeless persons become as self- sufficient approval as of February 1999. The program was
as possible through employment. implemented as of October 1, 1999 and was suspended
temporarily due to a vacated staff position. As such,
the status of this particular goal is ongoing and
developing. Sixteen persons did receive services as of
December 1999. *Today the program is fully
operational with over 50 persons having received
services.
Objective A: With other Iowa City agencies, to The goal for 2000 was surpassed with an excess of 50
provide job training, placement, and corollary individuals receiving services and case management.
services for up to two years to 30 people in 2000, and 40 It is fully anticipated the goals for the following years
people in both years 2001 and 2002. will also be surpassed especially given program
amendments of additional staff. As such the objective
will be revised accordingly.
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AGENCY PROGRAM GOALS AND OBJECTIVES
Goal: To shelter and provide services to up to 29 people each night in a safe environment conducive to
human dignity.
Emergency and Transitional Shelter:
Objective A: To house, comfort, feed, and provide supportive services to at least 750 homeless persons
in Johnson County throughout FY01.
Tasks:
· To provide hospitality and related supportive services.
· Recruit and orient at least 25 volunteers per year to assist in hospitality provision.
· To assess each resident to determine strengths, needs, and compatibility with shelter
program.
· To provide clothing and toiletry donations to all in need.
· To extend all services of the shelter's drop-in center to all clients nightly.
Objective B: To provide consistent access to health, mental health, and substance abuse clinicians through maintenance of on-site outreach programs to all EHP clients.
Tasks:
· Maintain collaboration with parmering agencies and businesses.
· Maintain accessibility to clinicians including EHP staff through advance scheduling
during drop-in center hours.
· Advocate to sustain if not increase accessibility and coordinate with EHP staff.
Resources needed for the Shelter Program:
· Three night shift workers, Director's time, 5 hours of Volunteer Coordination each week
maintenance staff and administrative support staff.
· Shelter facilities (house, bedroom fumiture, other furniture, linens, food, etc.,).
· Office equipment (computer, copy machine, fax, phones, filing cabinets, desks) and supplies.
· Miscellaneous resources (books, television, VCR, newspapers, personal care items, cleaning
products, food and clothing donations).
· House maintenance supplies and vehicle.
· Outreach workers.
Cost of Shelter Program:
FY00 $90,000
FY01 $102,220
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AGENCY PROGRAM GOALS AND OBJECTIVES
Goal: To provide resources to EHP clients and other individuals who are homeless or low-income nightly
between the hours of 5:00 pm- 10:00 pm.
Drop-In Center:
Objective A: To provide resources in FY01 that assist at least 500 persons, in addition to EHP clients,
in Johnson County, homeless or low-income, remain linked with the rest of the world.
Tasks:
· Recruit and orient at least 25 volunteers per year to assist in hospitality provision.
· Provide evening laundry, including detergent, and shower services to at least 10
homeless persons/night -in addition to EHP clients.
· Serve as a mail and message center for 100 homeless people not staying at EHP.
· Provide avenue for socializing with others from 5- 1 0pm each night.
· Provide local phone access for persons in need.
· To provide clothing and toiletry donations to all in need.
· Through the assistance of Salvation Army and Table to Table, provide a nightly
evening meal to all in need.
Objective B: To provide consistent access to health, mental health, and substance abuse clinicians
through maintenance of on-site outreach programs.
Tasks:
· Maintain collaboration with partnering agencies and businesses.
· Maintain accessibility to clinicians including EHP staff through advance scheduling
during drop-in center hours.
· Advocate to sustain if not increase accessibility and coordinate with EHP staff.
Resources needed for the Drop-In Center Program:
· Three night staff, Director' s time, 5 hours of Volunteer Coordination per week maintenance and
administrative support staff.
· Shelter facilities (Kitchen facilities, laundry and bathroom facilities).
· Office equipment (computer, copy machine, fax, phones, filing cabinets, desks).
· Miscellaneous resources (books, television, VCR, newspapers, personal care items, cleaning
and laundry products, food, and clothing donations).
· Outreach workers.
· House maintenance and office supplies and vehicle.
Cost of Drop-ln Center Program:
FY00 $26,000
FY01 $28,250
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AGENCY PROGRAM GOALS AND OBJECTIVES
Goal: To help at least 450 people who are homeless and in Johnson County become as self-
sufficient as possible through the In-House Counseling Program.
In-House Counseling Program:
Objective A: To assist 65% of EHP Program Participants fred and maintain jobs, locate housing, and leave the shelter with financial savings.
Tasks:
· Assess each client to determine strengths, needs, and goals on which he/she will work
while in shelter.
· Create a contract with each resident concerning agreed upon goals during the shelter
stay.
· Refer residents to substance abuse counseling or treatment, the Community Mental
Health Center's homeless outreach counselor, the University of Iowa Hospitals and
Clinics' Impact program, the Veterans' Administration Medical Center and homeless
coordinator, or other resources as necessary.
· Follow up at least weekly with program participants concerning progress made or
challenges faced in fulfilling agreement.
· Evaluate progress made during stay at shelter.
· Celebrate success upon exit through gifiing a basket filled with items necessary for
living on one's own.
· Assist program participants with moving into own residences through pick-up and
delivery of donations and coordination of pick-up and delivery of items from the
Furniture Project.
Objective B: Assist all EHP clients, for whom it is relevant, to address substance abuse and mental
health issues while in the shelter and to coordinate this care while in shelter.
Tasks:
· Reiteration of relevant tasks from above.
Resources needed for the In-House Counseling Program:
· Full-time services coordinator/counselor, 10% of night shift staff time, maintenance staff time,
Director's time.
· Confidential Counseling space
· Office Equipment
· Miscellaneous resources and agency vehicle
· Office Supplies
Cost of In-House Counseling Program:
FY00 $25,000
FY01 $52,035
A:\AGENAVAIhnq.doC
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AGENCY: Emergency Housing Project, inc.
AGENCY PROGRAM GOALS AND OBJECTIVES
Goal: Over three years, to assist 110 chronically unemployed homeless persons and their
dependents to become as self-sufficient as possible through employment.
Supported Training and Access to Resources (STAR):
Objective A: To provide job training, placement, and corollary services in collaboration with other area
service proriders for up to two years to 30 people in 2000 and 85 people in both years 2001 a
2002.
Tasks:
· Create individually tailored employment success plans for up to 200 participants over 3
years.
· Provide resources, internship and job training sites, education, peer support, job
placements, and supervision as appropriate for each participant.
· Address substance abuse and mental health issues and fully integrate these concerns with
the client vocational plans where relevant.
· Provide housing or make referrals to appropriate temporary housing placement options
to all participants.
· Recruit at least 15 agencies willing to provide job training placement opportunities on-
site.
· Obtain competitive employment for 85% of those with that goal.
· Obtain supported employment for 85% of those with that goal.
· Minimize program length to an average of 12 months.
· Obtain stable housing for 85% of participants.
· Obtain an average competitive employment wage of $195 per week.
· Obtain an average employment wage of $137 per week.
Resources needed for the Job Training Program: · Full-time Services/Program Coordinator, four case managers, half-time clerical and bookkeeping
staff person, Director's time.
· Office space and equipment (phone/mobile phones, computers, etc...)
· Miscellaneous resources
· Office Supplies
Emergency Housing Project Cost of Supported Training and Access to Resources:
FY00 $33,500
FY01 $27,300
jccoghs~agenavai.doc
A:\AGENAVAIhm.doc
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HUMAN SERVICE AGENCY REQUEST FOR FUNDING Director: Ethel Madison
City of Coralville Agency Name: Evert Conner Rights &Resource
Johnson County City of Iowa City Address: 20 East Market Street
United Way of Johnson County Phone: (319) 338- 70
CHECK YOUR AGENCY'S BUDGET YEAR Approved ' .
1/1/01 - 12/31/01 10/1/01- 9/30/02 X Oct
- (date)
7/1/01 - 6/30/02
COVER PAGE
Program Summary: (Please number programs to correspond to Income & Expense Detail,
i.e., Program 1, 2, 3, etc.)
1 - Independent Living Program
Skills training is provided to consumers in the areas of self-advocacy, assistive devices, socialization, health care,
sexuality, financial and time management, homemaking, communtiy resources, leisure and recreation.
2- Advocacy
Self-advocacy training is provided to persons with disabilities, as well as supporing their efforts defending legal,
human and civil rights on local, state and federal leveles.
3 - Peer Support Services
Persons with disabilities come to gether to share common experiences with each other, provide support and
practical day- to -day problem solving.
4 - Interpreter Referral Service
An interpreter referral service is offered to insure effective communication that will bridge the gap
between the hearing and the deaf community.
5 - Career Development
This program is designed to assist the consumer to develop or enhance self- knowledge and appropriate job seeking skills.
The training will include a self-directed search, distorted thinking, self-affirmation, visualization,
civil rights training, and basic job seeking skills.
Local Funding Summary: 4/1/99 - 4/1/00 - 4/1/01 - % of Total
3/31/00 3/31/01 3/31/02 Budget
United Way of Johnson County - -
Does Not Include Designated Gvg. $1,000 $1,000 $5,000 0.02
FY00 FY01 FY02 ~
City of Iowa City
Johnson County
City of Coralville
jccoghs/fyOlbudg/xlbudg. xls 1 - 151 -
Agency: Evert Conner Rights & Resources CIL
STATEMENT OF ACTIVITIES SUMMARY
(ACCRUAL BASIS)
Actual This Year Budgeted
Last Year Projected Next Year
Your agency's budget year: Oct'98-Sept' Oct '99-Sept'Oct '00-Sept'
1. Total Support and Revenue 228316 215114 241914
2. Total Expenses (a+b below) 204705 223213 219438
a. Non-Directed (admin./general overhead) 24565 26786 36985
b. Program Total (list programs below) 180140 196427 182453
1. Independent Living 98258 95982 80001
2. Advocacy 36847 29018 37552
3. Peer Services 45035 37945 20900
4. Interpreter Services 0 33482 24000
5. Career Development 0 0 20000
6.
7.
8.
3. Change in Net Assets (1-2) 1146 5 159 22476
4. Net Assets, Beginning of the Year 13265 8587 13746
5. Net Assets, Ending Balance (3+4) 14411 13746 36222
6. Restricted Fund Balance (total from p. 5) 29419 25000 25000
7. In-kind Support (total from p. 5) 8000 8500 9000
Notes and Comments:
The Center received $1,000 from United Way of Johnson County last year which was used
along with other funds to update the restaurant guide. Other local funding from purchase of
service was used to provide services for two consumers referred by social workers from the
MR/MH/DD Unit.
budg/xlbudg.xls - 2a -
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AGENCY Evert Conner Rights & Resources CIL
INCOME DETAIL
NON-
ACTUAL THIS YEAR BUDGETED DIRECTED PROGRAM PROGRAM
LAST YEAR PROJECTED NEXT YEAR FUNDING 1 2
1. Local Funding Sources- I 502 I 830 I 3,000 I 0 I 01 0
a. Johnson County
b. City of Iowa City
c. United Way of Johnson County 502 830 3,000
d. City of Coralville
e.
f.
2. Grants-State, Federal, Foundations I 208,223 I 175,1791 205,064 I 34,328 [ 52,5461 24,533
a. Title VII -RSA 153,924 139,670 162,184 34,328 40,546 24,533
b. Departmere for the Blind/Voc Rehab 40,218 22,428 25,000
c. Departmere of Vocational Rehabilitati 12,300 11,000 12,000 12,000
d. SILC 225 2,081
e. IUAP (Living Well with a Disability) 0 5,880
f. University of Missouri 1,555
3. Net Sales Of Services (sources) I 12,157 I 26,054 I 22,450 I 4,030 [ 4,971 I 5,757
a. Purchase of Services 12,031 14,412 6,550 655 1,471 1,732
b. Braille/workshops 126 857 900 900
c. Interpreter Services 0 10,785 15,000 2,479 3,500 4,025
4. Net Sales of ated s I O I O I O I O I O I 0
a.
b.
c.
5. Contributions/Donations [ 2,948 ] 3,642 ] 4,200] 2,200] 2,000I 0
a. United Way Designated Giving 1,316 2,221 2,000 2,000
b. Other Contributions 1,632 1,421 2,200 2,200
6. Special Events ] 4,273 ] 4,401 I 4,ooo1 o l o[ 4,ooo
a. ADA Celebration 2,135 4,401 4,000 4,000
b. Hospice Road Race 2,138
c.
7. Interest In¢o~,e I I I I I I
s. Other-ListBelow I 213 I 5,oo8 I 5,2ool 2oo I I o
a. Miscellaneous 213 8 200 200
b. United Way of East Central Iowa 0 5,000 5,000
c.
TOTAL INCOME (same as p. 2, line lb) 228,316 215,114 243,914 40,758 59,517 34,290
Notes and Comments:
jccoghs/fy01budg/xlbudg.xls - 3 - -1
AGENCY Evert Conner Rights & Resources CIL
INCOME DETAIL (cont)
PROGRAM PROGRAM PROGRAM PROGRAM PROGRAM PROGRAM
3 4 5 6 7 8
1. Local Funding Sources- [ 0 [ 0 [ 3,000 [ 0 [ 0 [ 0
a. Johnson County
b. City of Iowa City
c. United Way of Johnson County 3,000
d. City of Coralville
e.
f.
2. Grants-State, Federal, Foundations I 54,545 I 14,112[ 25,000 O[ 0I 0
a. Title VII - RSA 48,665 14,112
b. Department for the Blind/Voc Rehab 25,000
c. Vocational Rehabilitation (PT. B)
d. SILC
e. IUAP (living well w/Disability) 5,880
f.
3. Net Sales Of Services (sources) I 2,020 [ 5,672 [ 0 0 I 0 I 0
a. Purchase of Services. 2,020 672
b. Braille/Workshops
c. Interpreter Services 5,000
4. Net Sales of ~ated~s I o l o l o o l o l o
a.
b.
c.
5. Contributions/Donations I o l o l o l o l o l o
a. United Way Designated Giving
b. Other Contributions
6. Special Eve~t~ I o l o l o l o l o l o
a. ADA Celebration
b.
c.
7. Interest ~.co,~e III I I I
8. Other-~.ist Below I 01 5,0001 01 01 01 0
a. Miscellaneous
b. United Way of East Central Iowa 5,000
c.
TOTAL INCOME (same as p. 2, linelb) 56,565 24,784 28,000 0 0 0
Notes and Comments:
-154-
lbudg/xlbudg.xls - 3a -
PROGRAM EXPENDITURE DETAIL AGENCY Evert Conner Rights & Resources CIL
NON- PROGRAM PROGRAM
ACTUAL THIS YEAR BUDGETED DIRECTED 1 2
LAST YEAR PROJECTED NEXT YEAR FUNDING
1. Salaries 128,524 143,864 155,330 18,900 47,815 23,715
2. Employee Benefits &Taxes 20,385 12,056 32,008 3,908 11,885 6,945
3. Staff Development 605 3,517 3,000 1,000 1,000
4. Professional Consultation 1,970 4,799 3,772 1,886 1,886
5. Publications &Subscriptions 98 156 120 120
6. Dues and Memberships 375 445 480 480
7. Mortgage, Rent and Property Tax 21,516 21,766 21,816 5,448 8,726 3,272
8. Building & Maintenance 600 600
9. Equipment Purchase/Rental/ 662 2,414 1,200 200 300 240
Maintenance
10. Utilities 1,223 1,030 1,000 130 400 143
11. Telephone 5,381 6,458 5,510 685 3,642 392
12. Office Supplies & Postage 3,597 3,205 2,300 264 849 553
13. Printing and Publicity 184 300 200
14. Local Transportation 3,102 4,580 5,200 1,448 1,292
15. Insurance 1,200 1,290 1,200 1,200
16. Audit 2,700 3,150 3,150 3,150
17. Interest
18. Other (Specify):
19 Program Supplies 810 371 350 350
20 On line Services 264 233 264 264
21 Contractual/Blind Services 1,207 455 1,000 1,000
22 Contractual/Interpreter Svcs. 866 1,625 200
23 PAS/Consumers 2,505 2,390 250 250
24 Miscellaneous 7,127 3,589
25
TOTAL EXPENSES ( p. 2, nne 2) 204, 117 217;577 239,050 36,985 80,1301 37,552
Notes and Comments:
j ccoghs/fy0 1 budg/xlbudg. xls 4 ' q 5 5-
PROGRAM EXPENDITURE DETAIL AGENCY Evert Conner Rights &
(continued)
PROGRAM PROGRAM PROGRAM PROGRAM PROGRAM PROGRAM
3 4 5 6 7 8
1. Salaries 20,900 24,000 20,000
2. Employee Benefits &Taxes 3,318 3,952 2,000
3. Staff Development 1,000
4. Professional Consultation
5. Publications & Subscriptions
6. Dues and Memberships
7. Mortgage, Rein and Property Tax 1,555 1,815 1,000
8. Building & Maintenance
9. Equipmere Purchase/Rental/ 200 260
Maintenance :
10. Utilities 187 140
11. Telephone 325 366 100
12. Office Supplies & Postage 294 340
13. Printing and Publicity 100
14. Local Transportation 842 843 775
15. Insurance
16. Audit
17. Interest
18. Other (Specify):
19 program supplies
20 On-line-Service
21 Contract/Blind Services
22 Contract/Interpreter Services 200
23 PAS/Consumers
24
25
TOTAL EXPENSES (p. 2, line 2) 28,621 32,016 23,875 0 0 0
Notes and Comments:
-156-
tbudg/xlbudg.xls - 4a -
AGENCY Evert Conher Rights & Resources CIL
ACTUAL THIS YEAR BUDGETED
RESTRICTi~J) FUNDS: LAST YEAR PROJECTED NEXT YEAR
Board/Donor/Funder Designated: Restricted for:
Iowa Department for the Blind/Voc Rehab PAS Training 29,419 35,000 25,000
MATCHING GRANTS
Grantor/Matched by
TOTAL MATCHING GRANTS (also shown pg. 3, line 2) I 0[ 0] 0
IN-KIND SUPPORT DETAH,
Services/Volunteers Approximately 600 hours @ $15.00/hr 8,000 8,500 9,000
Material Goods
Space, Utilities, etc.
Other: (Please specify)
[TOTAL IN-KIND SUPPORT (also shown on page 2 or 2a, line S) [ 8,000[ 8,5001 9,000
Notes and Comments:
'157-
jceoghs/fyOlbudg/xlbudg.xls - 5 -
SALARIED POSITIONS AGENCY Evert Conner Rights &Resources CIL
"X"all that apply FTE* Salary
Position/Title '~ ~ ~ ~ Last This Next Actual This Budgeted %
* Year Year Year Last Year Year Next Year Change
Director X 0% 1.00 1.00 1.00 34,000 34,000 34,000 o%
Peer Services Coordinator X X 12% 1.00 1.00 0.80 18,900 18,900 18,900 40%
Advocacy Services Coordinator 0% 0.50 0.00 0.00 9,400 0 0 100%
Career/Skills Advisor X X 12% 1.00 1.00 0.00 21,232 23,000 0 0%
Admimstrative Assistant X X 12% 0.00 0.00 1.00 0 0 23,000 100%
Outreach Consultant X 0% 1.00 1.00 1.00 19,435 21,000 0 100%
Career/Skills Advisor X 0% 0.00 0.00 1.00 0 0 21,000 100%
Systems Change Advocate X X 9% 0.65 0.65 0.00 13,230 13,230 0 100%
PA/TA Staff 0% 0.08 0.08 0.10 1,516 1,516 3,000 99%
Special Projects (Temporary) 0% 0.50 0.50 0.50 8,095 7,200 0 100%
Clerical Support 0% 0.10 0.10 0.00 2,716 1,018 0 100%
Interpreter Referral Sves Coord. X X 12% 0.00 1.00 1.00 0 24,000 24,000 0%
Communication/Skills Advisor X X 12% 0.00 0.00 1.00 0 0 18,200 100%
Skills Advisor (Part-time) X X 0.00 0.00 0.70 0 0 13,230 100%
* A retirement plan is available
for staff. The Center does not
.contribute currently.
Employment Notes:
The Career Skills Advisor will
be promoted to Adm Asst.
The position will be replaced
by the Outreach Consultant
who will soon become
the Director of Programs
in our Washington Office.
The Systems Change Coordina-
tor's position is being eliminate~
and is replaced by a part-time
Skills Advisor. We are budgeting
for a full-time Cornre/Skills Adv-
isor to enhance deaf s~rvices.
TOTAL FTE's and SALARIES 6 6 8 128,524 143,864 155,330 9%
*Full-time equivalent: 1.0=full-time; 0.5=half-time; etc.
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lbudg/xlbudg.xls - 6 -
AGENCY: Evert Conner Center for Independent Living
ACCOUNTABILITY QUESTIONNAIRE
A. Agency's Mission Statement or Primary Purpose:
The mission of the Evert Conner Center for Independent Living is to assist individuals with disabilities to maintain control
over day-to-day activities and to advocate for themselves in order to achieve greater independence and full participation
in an integrated society.
B. Board of Directors:
1. Please attach a list of your agency's Board of Directors (page 7A)
The Board orientation includes new members meeting with the Executive Director to learn about the Center's mission,
goals and objectives. A video is shown to aid in the understanding of the establishment of Centers and the history and
philosophy of the independent living movement. A board manual comprised of board duties and responsibilities, mission
statement, By-laws, policy and procedures, current goals and budget is given to each new member. On going training
opportunities include board training on duties and responsibilities, fundraising, diversity and other training that is realized
as a need.
C. Finances:
1. Are there fees for any of your services? Yes X No __
a. If YES, describe circumstances.
b. Are they flat fees X or sliding fees ?
We provide accessibility audits and consultation to businesses and organizations concerning accessibility for which we
charge a flat rate. In addition we charge for other services provided by the Center on a purchase of service agreement.
2.Does your agency have:
An internal audit external audit X financial review
Frequency annually
3.Has your agency filed the Annual Report with the Secretary of State?
Yes X No
4. Has your agency filed Form 990 with the IRS? Yes __X__ No
5. Please discuss your agency's fundraising efforts, if applicable.
The majority of the Center's funds are raised through writing grants. In addition some letters are sent to a few individuals
on a current donor list. We host an annual ADA celebration: Donated food items and T-shirts are sold. Entry fees are
charged to parade participants.
D. Management:
1. Does each staff member have a written job description? Yes X No__
2.Is the agency Director~s performance evaluated at least yeady?
Yes __X__ No _ By Whom?__Board and Staff
A:\UW FToposaI.DOC
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Agency: Evert Conner liights & Resources CIL
Board of Directors
Todd Case
26 East Market Street
Iowa City, IA
Timothy Clancy
302 Gilbert Street
Iowa City, IA
Crockett Grabbe
1508 Glendale Road
Iowa City, IA
LaVeme Tutson
2025 Plaen View Drive
Iowa City, IA
Jo Howell
608 North Iowa Street
Washington, IA
Mary Milder
91 West 3rd Street
Riverside, IA
Kevin Burt
56 Indian Trail
Regency Trailer Park
Iowa City, IA
Amy Hanna
7 10 Woodside Drive
Iowa City, IA
711
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AGENCY: Evert Conner Center for Independent Living
E. Program/Services:
Please define your agency's units of service (service definition, length of time, cost per unit of service, number of units
provided, direct or indirect.)
A unit of service means I hour of service. The service cost is approximately $17.00/hour
In the calendar year, the CIL provided 313 hours of information & referral, 1057 hours of community advocacy, 741 hours
of outreach, 467 hours designing publications & maintaining registries (indirect service), 78 hours of accessibility
consultation, 552 hours of community education, 2,000 hours of individual services and 1,251 in other which may include
staff development, staff and other meetings.
Please supply information about clients served by your agency dudrig last two complete budget years.
The Center has provided services to people on a cross disability, multi-cultural basis: Disability types include Blind,
Deaf, mobility, cognitive, mental health and health related disabilities. The cultures include African-American, Native
American and multi-cultural. It is a mandate that the Center serve individuals with all types of disabilities regardless of
age, race, religion or sexual preference of all cultures.
A:\UW P~oposaI.DOC
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AGENCY: Evert Conner Center for Independent Living
Refer to form instructions for definition of duplicated and unduplicated.
Enter Years 1999 2000
1. How many Johnson County residents (including la. Duplicated 123 106
Iowa City and Coralville) did your agency serve? Count
1 b. Unduplicated 103 91
Count
2. How many Iowa City residents did your agency 2a. Duplicated 95 106
serve? Count
2b. Unduplicated 47 91
Count
3. How many Coralville residents did your agency 3a. Duplicated 3 0
serve? Count
3b. Unduplicated 2 0
Count
4. How many units of service did your agency pro- 4a. Total 8,300 8,600
vide?
4b. To Johnson 5,356 5,300
County Residents
5. Other Areas Served:
Do you provide services to areas outside of Johnson County? Yes
Area(s) served: WashinGton, Linn, Cedar, Jones, Benton, and Iowa Counties.
Services provided: Outreach, Capacity buildinG. advocacy and self-advocacy traininQ. peer counselinQ and
peer counseling traininG, Personal assistance management training and support. IL skills
traininQ. civil rights training for consumers, family members of consumers and
advocates. Technical assistance is provided to eeneral community.
Funding Sources: Department of Education: Rehabilitation Services Administration (RSA), Division of
Vocational Rehabilitation Services. Iowa Department for the Blind, Johnson County
Department of MPJMH/DD. United Way of East Central Iowa, United Way of Johnson
County.
6. Client Profile (for last complete year, if available):
Age Gender Ethnicity
0 - 5 1 Female 102 African Amedcan 7
6 - 17 I Male 99 Native American 3
18 - 29 9 Asian 3
30 - 61 183 Hispanic
62 - 75 7 Caucasian/Non-Hispanic 145
75 + Multi-racial 43
A:\UW RoposaI.DOC
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AGENCY: Evert Conner Center for Independent Living
7. Evaluations and Review:
A. Please discuss how your agency measures the success of its programs.
The success of the programs are measured by comparing the objectives with the outcomes of the
services, and by providing an evaluation form to consumers who have participated in the programs and
services in the reporting year to access their concerns, input and suggestions for the future. The
programs are further evaluated by a comprehensive compliance report made available annually to the
federal government (RSA). In addition RSA makes site visits periodically to the Center for further
detailed information concerning services, Consumer Service Records (CSRs), accessibility, etc.
B. Does your agency have a current strategic plan and date last reviewed?
The Center does not currently have a strategic plan. We recently developed long-range goals during a
three-day retreat held in August 2000. A plan was developed to restructure staff positions and activities
to ensure effective outreach and capacity building in rural areas, and to better track information/referral
and other activities performed by the Center.
D. What plans does your agency have to increase efficiency and effectiveness?
Plans have been developed to restructure staff, staff positions and activities. Additional staff is being
hired. VISTA Volunteers have been obtained through a grant to the Americorp*VISTA Program. The
volunteers will assist with outreach, capacity building and program planning to meet the needs of
consumers in the rural areas.
E. How has your agency responded to United Way's recommendations from last year?.
United allotted $1,000 for us to complete updating a restaurant guide, which was developed a few years
ago. The staff has spent more than 200 hours at a rate of approximately $1 7/hour to complete the update
of the guide. All restaurants currently listed in the guide were contacted to participate in the survey. At
least 21 surveys were completed, and the new data has been entered in the guide. The guide will be
printed and available.
8. In what ways will the needs of your service population change in the next five years?
We anticipate that the needs of our service population will increase because there will be a greater need
to serve people in the community instead of in institutional settings. According to Donna Shalala,
Secretary of the US Department of Health and Human Services, "we are about to double the Medicare
population since people are living longer and there needs to be fundamental alternatives to
institutionalized care for much larger populations".
9. In relation to the Johnson County Capacity Assessment explain how your services are meeting community
needs.
The services provided by the Conner Center are designed to meet community needs of individuals who
are at risk. Services are provided to individuals who live with disabilities. The people we serve are
unemployed and under employed (low income) who may not fit other funding sources. And our services
are designed to assist the consumers with developing plans of their choice to assist them to live and
participate equally in the community including learning to locate and access gainful employment.
A:\UW FroposaI,DOC
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AGENCY: Evert Conner Center for Independent Living
10. Please discuss any other problems or factors relevant to your agency's programs, funding or service delivery:
This Center continues to struggle with locating adequate funding to develop and implement programs that
will allow equal access for all individuals with disabilities. We still need to enhance the deaf services and
blind services offered by the Center.
11. List complaints about your services of which you are aware:
I am unaware of complaints about the services provided by the center.
12. Do you have a waiting list or have you had to turn people away for lack of ability to serve them? What
measures do you feel can be taken to resolve this problem: NO
How many people are currently on your waiting list? None
13. In what way(s) are your agency's services publicized?
The Centers services are publicized through brochures, Newsletters, public appearances at other
organizations, agencies and businesses, radio, PATV and word of mouth.
14. United Way involvement by your agency: ("X" if agency participated within the last year)
a. Agency Directors Meetings X
b. Served as Agencies Directors' Representative to
Funding Hearings
c. Business Blitz _X
d. Day of Caring
e. Kick Off X
f. Victory Reception
g. Other
15. How have you collaborated with other agencies during the past year?.
Our participation with other agencies include planning and implementing the ADA celebration (approximately 10
other organizations participate), making referrals, discussing how to better meet the needs of particular
consumers, attending staff meetings concerning consumer's goals. In addition we contract for some services
with Vocational Rehabilitation, and the MR/MH/DD Units in Johnson and Iowa Counties. This year we
collaborated with the Iowa City School District and Tom Waltz in the school of Social Work to write a grant to the
Americorp*VISTA Program to secure VISTA Volunteers.
A:\UW RoposaI.DOC
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AGENCY: Evert Conner Center for Independent Living
AGENCY HISTORY
(Using this page ONLY, please summarize the history of your agency, emphasizing Johnson County, past and current
activities and future plans. Please update annually.)
Independent Living, Inc/dba Evert Conner Center for Independent Living was established and incorporated in
August of 1979. The Mental Health/Mental Retardation, and Developmental Disabilities Unit of the
Department of Human Services of Johnson County provided funding to establish a support and advocacy
group.
The initial purpose of the agency was to establish a peer counseling, and advocacy support group for
persons living with mental illness, mental retardation and developmental disabilities residing in Johnson
County. The funding was to allow services such as: resource information, social/recreation opportunities and
education concerning facilitating a method to address their needs. Business meeting were initiated to offer
discussions for disseminating information concerning legislative issues relating to disabilities. The meetings
also served, as a forum for discussions regarding housing needs, household management, job opportunities
and self-advocacy. The consumers established a speaker's bureau. Its purpose was to inform the
community of disability rights and issues, address concerns of those to become advocates and promote the
deinstitutionalization and mainstreaming of consumers into the community.
In 1982, the agency became a member organization of United Way of Johnson County. With additional
funding, the agency increased staff and provided educational classes in the areas of communication skills,
self-esteem, sexuality, community resources, prevocational skills and vocational skills training. We also
taught classes in assertivehess/decision and making, consumer economics, safety, hygiene, relaxation and
coping with stress. Through a purchase of service contract with the local human services department, we
offered additional services including job coaching.
In 1992, IL, Inc decided to develop an independent living center because of exhibited need. It seemed that all
guidelines were being followed to allow us that affiliation with the exception of federal recognition. We
applied for federal funding to establish a Center for Independent Living (CIL) fitting the federal definition and
guidelines. We were approved for funding. This funding is administered through the Department of
Education Rehabilitation Services Administration, and is on going unless there is a change in the
Rehabilitation Act as amended in 1992.
In 1995, we changed our name from Independent Living, Inc to the current name because of Evert Conner's
strong conviction to advocate for his right to live in the community instead of in an institution.
In 1999, the board of directors made a decision to change our fiscal year to coincide with the federal fiscal
year. October 1, 1999 began our new fiscal year.
In January 2000, we hired an interpreter to develop an interpreter referral service; we are seeking funding to
hire an individual who is deaf to provide outreach and education to others who are deaf. This year our staff
will increase to 5 full-time and 3 part-time individuals. Our board and staff continue to consist of at least 51
percent of people with disabilities. We will continue to develop our board to be representative of most
disability types served by the Center.
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AGENCY: Evert Conner Center for Independent Living
FY00 GOALS
Please state the goals of the latest completed fiscal year and report status of progress/completion.
Goal 1: Continue to maintain a well trained, diverse, cross disability board of directors to monitor quality of
services and to promote the IL philosophy to ensure consumer choice.
This goal is on going because it is mandated that at least 51 percent of people with different types of
disabilities, with diverse backgrounds, of all ages govern the Center. We recruited at least 3 new board
members.
Goal 2: Continue to provide quality IL services to existing consumers and reach out to others who would
benefit from services and to those unserved and underserved by the Center. The goal is on going.
We provided face-to-face services, upon request by the consumer to approximately 100 consumers. And
provided community education and awareness to more than 500 people.
Goal 3: To ensure services to unserved and underserved populations in rural communities.
We have written a grant to get VISTA Volunteers to work with the CIL to do outreach in three rural
communities. They are currently in place.
Goal 4: Continue to increase resource development to enhance Center activities including increased blind
and deaf services.
The Center director continues to wdte grants to increase funding. In the past year we acquired $30,000 to
increase the personal assistance service program (PAS). Also developed the interpreter referral program,
which is a revenue-generating program. In addition the interpreter referral service is providing a
communication tool to bridge the gap between the hearing and non-hearing populations. We have budgeted
funds and have made arrangements to contract with an individual to provide Braille reading and cane travel
training for people who are blind.
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AGENCY: Evest Conner Center for Independent Living
AGENCY PROGRAM GOALS AND OBJECTIVES
GOAL 1: Develop and implement a comprehensive advocacy plan with a focus on systems change to encourage
accessibility in the school system, community living and competitive employment.
Objective 1: By September 30, 2001 provide 4 training sessions to encourage people with disabilities to prepare for and
acquire competitive employment (Career/Skills Coordinator)
Activities:
1. Apply for funding through a grant to Vocational Rehabilitation/Iowa Department for the Blind and United
Way of Johnson County.
2. Develop (shorten) manual from materials used four years ago.
3. Provide training to CILs through a train the trainer process utilizing current manual information.
4. Community training on the Ticket to Work and the Work Incentives Act (TWWIA).
5. Attend local Workforce Investment Board (WIB) meetings (consumers/staff) throughout the year.
6. Work with Workforce Development Centers on disability issues in employment.
7. Implement employment trainings developed by Conner Center
8. Strongly encourage and assist, as needed, consumers in participating in employment program to attend WIB
meetings.
Objective 2: By October 2002, plan monthly meetings and establish relationships with other groups and organizations to
determine needs and to assist with generating accessibility in Iowa City School Distdct (Staff, Board, parent support
groups, etc.)
Objective 3: By September 30, 2001, visit 3 nursing homes to promote choice in community living instead of
institutionalization (Staff and Board responsible)
Activities:
1. Identify nursing homes in our seven county areas.
2. Seek training and support from organizations that have achieved success in moving people from nursing
homes
3. Learn about all waivers that apply to individuals as well as new programs on Personal Assistant Services.
4. Research and determine individuals who qualify and choose to live in the community.
5. Develop a support system and plan to ensure successful move.
6. Continue to work with legislators to implement the Conher Consent Decree.
7. Continue to promote PA services at the state and federal level.
Goal 2: Develop apprepdate office space to ensure accessibility for staff and consumers.
Objective 1: By January 30, 2000, apply for funding to renovate or make plans to relocate to a more accessible space
for the Johnson County office. (ED and board members responsible)
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AGENCY: Evert Conner Center for Independent Living
Activities:
1 .the current year (feasibility study).
a) Determine needs of CIL.
b) Seek rental information.
c) Seek purchasing information.
d) Develop a plan to secure adequate funding.
2. Acquire information about renovating current space.
3. Determine a central location near downtown.
Goal 3: Develop a comprehensive outreach plan to ensure that we reach consumers in unserved and underserved
populations. This will include a) training and services to consumers and b) awareness and technical assistance to the
general community.
Objective 1: By December 15, 2000 Contact at least 8 organizations and groups in each county to ensure outreach to
consumers in Benton, Jones and Cedar counties, including Native Americans, Hispanics, and African Americans. (VISTA
volunteers and staff responsible)
Activities:
1 .Provide orientation to VISTA volunteers.
2.Assist VISTAs to create an outreach plan for their respective counties.
3.Provide ongoing technical support to VISTAs.
4.Staff provides services or training for consumers identified by outreach efforts.
Objective 2: By August 2001 contact at least 4 organizations and groups to ensure outreach to consumers in Johnson,
Linn and Washington counties, including Native Americans, Hispanics, and African Americans. (Staff responsible)
Activities:
1 .Develop training manuals in October 2000
2.Identify groups and organizations to begin the outreach process/trainings in November 2000.
3.Provide IL Philosophy trainings in six counties.
4.Identify another training to provide based upon needs of consumers in each of those six counties.
5.Provide at least six trainings to businesses and general community.
Objective 1: By December 1,2000, seek free use of space in Cedar, Jones, and Benton Counties to assist in outreach to
at least 30 individuals in rural areas. (IL Advisors, VISTA Volunteers responsible)
Activities:
1. Contact local businesses, churches & organizations in the area.
2. Contact local libraries.
Goal 4: Promote quality services and programs to ensure choice and self-determination with a focus on cross-disability
including all ages and cultures.
Objective 1: By October 30, 2000, begin to implement training and support in the four core services and other services
requested by consumers to include at least 18 new consumers in the identified six counties. (Staff responsible)
Activities:
1. Identify new consumers and implement services based upon consumer request.
2.Provide peer counseling 6 counties.
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AGENCY: Evert Conner Center for Independent Living
3.Provide personal assistance management training based upon request,
4.Provide IL skills training upon request.
5.Provide individual advocacy upon request.
6.Continue to provide systems advocacy.
7.Provide information and referral by phone, mail, fax, Internet and face-to-face.
8.Continue to provide computer training to individuals referred by VR and other agencies.
9.Provide wellness training to at least 20 individuals with disabilities.
Objective 2: By November 1, 2000, begin to enhance the interpreter referral service (IRS) to reach at least 5 new
organizations or businesses.
Activities:
1 .Seek funding to increase IRS staff.
2.Encourage additional qualified free-lance interpreters to participate in the program.
3.Increase scope of marketing plan.
4.Provide outreach and training to those service providers, organizations and businesses who provide services to
People who are deaf.
Objective 3: By September 30, 2001, secure funding to implement a comprehensive deaf services program.
Activities:
1 .Write letters to donors and contributors.
2.Write grant to United Way of Linn County.
3.Wdte proposals to other funders who support deaf programs.
4.Seek state funding.
Objective 4: By August 30, 2001, distribute consumer surveys and evaluations to determine consumer satisfaction.
Activities:
1 .Evalutions will be updated
2.Evaluations will be provided to consumers upon completion of goals.
3.Evaluations will be provided to consumers before the end of the report year.
4.Provide needs assessment surveys when attending trainings.
Goal 5: Develop an advisory council and continue to maintain a quality board of directors to ensure that policy and
programs are designed and managed from a cross-disability and multi-cultural perspective.
Objective 1: By August 1 2001, recruit at least one individual from each county to serve on the board of directors to
reflect a cross-disability and multi-cultural diversity.
Activities:
1 .Replace board members who are leaving the board.
2.Contact organized groups to ensure consumer participation.
3.Contact multi-cultural groups and organizations to ensure diversity.
Objective 2: By December 2000, recruit consumers from each of the counties served to participate in an advisory
capacity to the board of directors. (Staff and Board responsible)
Activities:
1. Identify consumers in each county
2. Provide training and technical assistance to those individuals who request the service.
3. Provide transportation and PAS as needed.
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AGENCY: Evert Conner Center for Independent Living
Goal 6: To ensure appropriate funding for CIL programs and services, and staff and board development.
Objective 1: By November 30, 2000, Develop a fundraising plan to be implemented by year end that will generate at
least $30,000 for the Center. (ED, staff and board responsible)
Activities:
1 .Generate an extensive donor~s list in each county.
2.Write grants.
3.Increase interpreter referral program.
4.Seek funding from the city and local businesses to enhance the ADA Celebration.
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HUMAN SERVICE AGENCY REQUEST FOR FUNDIN Director: Theresa Guither
City of Coralville Agency Name: 4Cs
Johnson County City of Iowa City Address: 1500 Sycamore Street
United Way of Johnson County Phone: 338-7684
Completed by: Theresa Guither
CHECK YOUR AGENCY'S BUDGET YEAR Approved by Chair Board: ~ fi/. ~
1/1/01 - 12/31/01 10/1/01- 9/30/02 lO -2 - a-V
- ~ (date)
7/1/01-6/30/02 X
COVER PAGE
1. Resource and Education: Assist families m finding child care with special emphasis on those with
limited resources. Recruit, train, support and provide technical assistance to caregivers. Respond to parents
and organizations m meeting the community's child care needs. Provide training opportunities for providers
to meet their licensing requirements for continuing education, and provide enrichment programs that meet
the needs of special populations. Assist employers who subsidize referral service for their employees.
Compile and disseminate consumer education materials on identifying and selecting quality child care.
Counsel parents and providers about child development issues and caregiving. Conduct community forums,
and group presentations on the needs of children of all abilihes. Serve as an advocate for children regarding
public policy and welfare legislation.
2. Home Ties Child Care Center. Provide quality, short-term, free child care to families who are homeless
or near-homeless and who are pursuing goals of self-sufficiency. Operation of a licensed child care center,
serving twenty-two children from 7 a.m. to 6p.m. Monday through Friday. This includes providing
three meals and two snacks daily, providing developmentally appropriate activihes, parenting support
and counseling.
3. Child Care Food Program: Promotes health, safety and nutrihon for home-based, registered providers
through home visits by a nutritionist and partial reimbursement for nutritious meals served to
child in care. Offer health, safety and nutrition education and information training. Serves as
the only program in Johnson County to perform quarterly, m-home monitoring visits to
ensure compliance and to support quality nutrition, appropriate child care practices.
Local Funding Summary: 4/1/99 - 4/1/00 ~ 4/1/01 - To of Total
3/31/00 3/31/01 3/31/02 Budget
United Way of Johnson County - -
Does Not Include Designated Gvg. $17,533 $19,165 $24,459 5To
FY00 FY01 FY02 ~
City of Iowa City 6000 1%
Johnson County
City of Coralville
jccoghsdfyOlbudg/xlbudg. xls - 1 - -1
AGENCY: 4Cs Community Coordinated Child Care
STATEMENT OF ACTIVITIES SUMMARY
(CASH BASIS)
ACTUAL THIS YEAR BUDGETED
LAST YEAR PROJECTED NEXT YEAR
Enter Your Agency's Budget Year ==> 7/1/99--6/30/00 7/1/00--6/30/01 71/01--6/30/02
1. TOTAL OPERATING BUDGET 533,658 548,018 554,598
(Total a+b)
a. Carryover Balance (Cash 53,845 68,383 52,272
from line 3, previous column)
b. Income (Cash) 479,813 479,635 502,326
2. TOTAL EXPENDITURES (Total a+b) 465,275 495,746 511,346
a. Non-directed (administration/general overhead) 14,889 15,445 16,106
b. Program Total (List Progs. Below) 450,386 480,301 495,240
1 Resource and Education 148,889 164,447 167,789
2 Home Ties Child Care Center 107,013 111,565 115,888
3 Child and Adult Care Food Program 194,484 204,289 211,563
4
5
6
7
8
4. RESTRICTED FUND BALANCE (Total from page 5) [ 419,124 II II I
5. IN-KIND SUPPORT (Total from Page 5) 87,000[ 114,6001 118,650
Notes and Comments:
(a) ending operating balance includes cash reserve
BRIEFLY DESCRIBE HOW LOCAL FUNDS WERE SPENT LAST YEAR:
1 budg/xlbudg.xls - 2 -
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AGENCY 4Cs
INCOME DETAIL
NON-
ACTUAL THIS YEAR BUDGETED DIRECTED PROGRAM PROGRAM
LAST YEAR PROJECTED NEXT YEAR FUNDING 1 2
1. Local Funding Sources- ~ 190,733 ~ 163,045~ 174,459~ 4,000~ 73,000~ 97,459
a. Johnson County/DECAT 91,090 92,880 93,000 93,000
b. City of Iowa City (.~-') 6,000 6,000
c. United Way of Johnson County 17,533 19,165 24,459 20,000 4,459
d. City of Coralville
e. University of Iowa 51,000 51,000 51,000 4,000 47,000
f. Johnson County/MHDD [b'~ 31,110
2. Grants-State, Federal, Foundations [ 264,610] 291,490[ 301,705] 0] 77,005] 14,000
a. Iowa Child Care Block Grant 37,324 50,490 52,005 52,005
b. Empowerment 3,768 Lc-] 17,000 Lc2) 25,000 25,000
c. Child Care Food Program 209,710 210,000 210,700
d. Child Care Assistance 5,427 5,000 5,000 5,000
e. Child Care Food Program/HT 8,381 9,000 9,000 9,000
f.
3. Net Sales Of Ser,~ces <so~ces> I 18,856 I 19,000 I 20,000 I 10,000 I 10,000 I
a. Training Classes/fees for service 18,556 19,000 20,000 10,000 10,000
b.
C.
4. Net Sales of Materials I I I ] I I
a.
b.
c.
5. Contributions/Donations [ 2,8361 3,0001 3,0001 I 1,5001 1,500
a. United Way Designated Giving 2,836 3,000 3,000 1,500 1,500
b. Other Contributions
6. SpecialEvents [ [ [ [ [ [
a.
b.
c.
7. Interest Income I 3,0781 3,100[ 3,162I 2,106] ] 1,056
8. O er-List Below I I I I I I
a.
b.
C.
TOTAL INCOME (same as p. 2, line lb 479,813 479,635 502,326 16,106 161,505 114,015
Notes and Comments:
(a) This is the first year we have asked the City of Iowa City for funding support
(b) Teenplace has been assumed by MYEP
(c)Empowerment is funding a portion of the infant care program
jccoghs/fy01budg/xlbudg.xls 3 - 17 3-
AGENCY 4cs
INCOME DETAIL (cont)
PROGRAM PROGRAM PROGRAM PROGRAM PROGRAM PROGRAM
3 4 5 6 7 8
a. Johnson County
b. City of Iowa City
c. United Way of Johnson County
d. City of Coralville
e.
f.
2. Grants- State, Federal, Foundations [ 210,700 [
a.
b.
c. Child Care Food Program 210,700
d.
e.
f.
3. Net Sales Of Services Cso~ces> I I I I I I
a.
b.
c.
4. Net Sales of Materials I I
a.
b.
C.
5. Contributions/Donations [ ]
a. United Way Designated Giving
b. Other Contributions
6. SpecialEvents [ [
a.
b.
c.
7. Interest Income [ [ [
s, O~er-List Bebw I I
a.
b.
c.
TOTAL INCOME (s~e as p. 2, linelb 210,700
Notes and Comments:
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PROGRAM EXPENDITURE DETAIL AGENCY 4Cs
NON- PROGRAM PROGRAM
ACTUAL THIS YEAR BUDGETED DIRECTED 1 2
LAST YEAR PROJECTED NEXT YEAR FUNDING
1. Salaries 177,146 ~A~216,149 ~,~ 227,238 3,094 106,163 90,712
2. Employee Benefits &Taxes 27,264 33,784 35,473 712 14,612 11,561
3. Staff Development 1,764 2,300 2,415 1,200 615
4. Professional Consultation 8,079 8,200 8,610 2,500 6,110
5. Publications &Subscriptions 817 1,000 1,000 500
6. Dues and Memberships 769 800 840 300
7. Mortgage, Rent and Property Tax 11,104 11,104 11,104 6,304
8. Building & Maintenance 2,126 4,000 4,200 2,200 2,000
9. Equipment Purchase/Rental/ 12,669 13,000 13,000 13,000
Maintenance
10. Utilities 2,808 3,500 3,500 3,500
11. Telephone 6,345 6,500 6,720 3,500
12. Office Supplies &Postage 9,406 9,550 9,600 1,000 4,500 500
13. Printing and Publicity 6,754 6,800 6,800 3,000 1,000 500
14. Local Transportation 1,771 1,800 1,900 900 500
15. Insurance 7,389 7,759 8,146 1,000 4,200 2,000
16. Audit 2,275 2,500 2,600 2,600
17. Interest
18. Other (Specify):
19 Provider reimbursement 157,751 158,000 158,700
20 Home Ties Meals 5,805 9,000 9,500 9,500
21 MYEP Teenplace C~r)~ 23,233 0 0
22
23
24
25
TOTAL EXPENSES ( p. 2, line 2) 465,275 495,746 511,346 16,106 167,789 115,888
Notes and Comments:
(a) this projection includes additional staff
(b) Teenplace is now a program of MYEP
jccoghs/fyOlbudg/xlbudg.xls - 4 - - '~ 7,.~~
PROGRAM EXPENDITURE DETAIIkGENCY 4Cs
(continued)
PROGRAM PROGRAM PROGRAM PROGRAM PROGRAM PROGRAM
3 4 5 6 7 8
1. Salaries 27,269
2. Employee Benefits & Taxes 8,588
3. Staff Development 600
4. Professional Consultation
5. Publications &Subscriptions 500
6. Dues and Memberships 540
7. Mortgage, Rent and Property Ta 4,800
8. Building & Maintenance
9. Equipment Purchase/Rental/
Maintenance
10.Utilities
11. Telephone 3,220
12. Office Supplies &Postage 3,600
13. Printing and Publicity 2,300
14. Local Transportation 500
15. Insurance 946
16. Audit
17. Interest
18. Other (Specify):
19. Provider Reimbursements 158,700
20
21
22
23
24
25
TOTAL EXPENSES ( p. 2, line 2) 211,563
Notes and Comments:
Ilbudg/xlbudg.xls - 4a -
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AGENCY 4Cs
ACTUAL THIS YEAR BUDGETED
RESTRICTED FUNDS: LAST YEA PROJECTED NEXT YEAR
7/01/99--6/30/00 7/01/00-o6/30/01 7/01/01--6/30/02
Board/Donor/Funder Designated: Restricted for:.
DECAT/Johnson County Home Ties $ 91,090 $ 92,880 $ 93,000
University of Iowa Program Objectives $ 51,000 $ 51,000 $ 51,000
Child Care Block Grant Resource &Referral $ 37,324 $ 50,490 $ 52,005
Child Care Food Program Program Objectives $ 209,710 $ 210,000 $ 210,700
Board of Directors Reserve $ 30,000 $ 35,000 $ 37,000
MATCHING GRANTS
Grantor/Matched by
University of Iowa Work-Study/4Cs 21035/12748 29889/11279 30785/11617
TOTAL MATCHING GRANTS (also shown pg. 3, line 2) 21035/12748 29889/11279 30785/11617
IN-KIND SUPPORT DETAIL
Services/Volunteers 33,000 58,400 60,150
Material Goods 10,000 10,000 10,000
Space, Utilities, etc. 1st Mennonite Church; Toy Library 44,000 46,200 48,500
Other: (Please specify)
TOTAL IN-KIND SUPPORT (also shown on page 2 or 2a, line 5) [ 87,000 114,600 118,650
Notes and Comments:
jccoghs/fy01budg/xlbudg.xls - 5 - - 177-
SALARIED POSITIONS AGENCY 4Cs Community Coordinated Child Care
"X"all that a~ply FTE* Salary
Position/Title ~ ~ ~ ~' %
~ Last This Next Actual This Budgeted
Year Year Year Last Year Year Next Year Change
Executive Director x x 1.00 1.00 1.00 35,065 35,990 37,139 3%
Receptionist x x 0.75 0.75 0.75 9,311 9,573 9,912 3%
Program Coordinators x x 3.50 4.00 4.00 63,565 75,871 77,985 3%
Family Support Specialist (a) x x 0.50 1.00 1.00 15,853 20, 184 20,859 3%
Lead Teachers x x 2.00 2.00 2.00 32,692 33,811 39,706 3%
Assistant Teachers (b) x 1.00 2.50 2.50 12,748 32,569 33,241 3%
Toy Librarian 0.50 0.50 0.50 7,914 8,151 8,396 3%
TOTAL FTE's and SALARIES ] 9.25 11.75 11.75 177,148 216,149 227,238I 3%
* Full-time equivalent: 1.0=full-time; 0.5=half-time; etc.
(a) this position was vacant part of the year
(b) these positions are filled by work-study when possible
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AGENCY: 4Cs Community Coordinated Child Care
ACCOUNTABILITY QUESTIONNAIRE
A. Agency's Mission Statement or Primary Purpose:
4Cs primary purpose is to promote the well being of children and their families by assisting parents, child
care providers, employers, and others with their child related needs. This encompasses addressing
Challenges to the community's child care system; documenting needs and trends in the child care
delivery system and serving as a resource for planning and development of new programs.
B. Board of Directors:
1. Please attach a list of your agency's Board of Directors (page 7A)
2. Frequency of meetings: monthly
3. Briefly describe board orientation and ongoing training opportunities:
Board members receive a job description, a board book of background information and an
orientation from the agency director. A mentor is assigned to each new member. All Board
members attend workshops, participate in a retreat and attend 4Cs conferences
C. Finances:
1. Are there fees for any of your services? Yes X No ~
a. If YES, describe cimumstances.
$0 to $30 based on a sliding scale depending upon family size and income. Participants in
training class pay a fee ranging from $0 to $17 depending upon the class.
b. Are there fees: yes for class and sliding fees for referral?
2. Does your agency have:
an internal audit X external audit X financial review X
Frequency: internal and external audits are done annually; financial review is quarterly
3.Has your agency filed the Annual Report with the Secretary of State?
Yes X No
4. Has your agency filed Form 990 with the IRS? Yes X No
5. Please discuss your agency's fundraising efforts, if applicable.
Grant applications are made to government and private endowment sources. Written requests are
made to service clubs and churches. Annually, a direct mail campaign is conducted. Each summer
we hold a family event at 4Cs and in the spring we have an event at Home Ties.
D. Management:
1. Does each staff member have a written job description? Yes X No
2. Is the agency Director's performance evaluated at least yearly?
Yes X No By Whom? Board of Directors
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4Cs Community Coordinated Child Care
BOARD OF DIRECTORS
1999-2000
President Alice Atkinson
219 Lee St. 52246
Vice-President Julia Mears
1507 E College St 52245
Secretary Judith Crossett
1504 Grand Ave 52246
Treasurer James Pusack
4750 Inverness Ct. 52240
Members Ruth Allender
1704 Ridgeway Dr. 52245
Kay Prediger
444 Mullin Avenue 52246
Joan B. Tephly
6 Lakeview Dr. NE 52240
Melody Hobert-Mellecker
PO Box 248, 300 Main St.
Hills, IA 52235
78
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AGENCY: 4Cs Community Coordinated Child Care
E. Program/Services:
Please define your agency's units of service (service definition, length of time, cost per unit of service,
number of units provided, direct or indirect.)
Resource & Referral: phone call, personal contact, child care directory and/or home prorider
information. A unit of service is calculated in 15 minute increments or per piece of distributed materials.
This is a direct service. Each unit of service is valued at $3.70
Education & Training: phone call, personal contact, education class attendance. Unit of service is 15
minutes for contact and/or length of class for education class attendance (a two hour class would be one
unit of service). This is a direct service. Each unit of service is valued at $15 per class, and $4.00 per
contact.
Toy Library: phone call, personal contact, circulation, workshop attendance and each membership.
Unit of service is 15 minutes, per piece circulated, or per membership. This is a direct service. Each unit
of service is valued at $6.50.
Child Care Food Program: phone call, personal contact, number of children and adults in the
program, menu review, home visit, education class attendance. Unit of service is 15 minute contact or
per individual in program. This is both a direct and an indirect service. Each unit of service is valued at
$10.14.
Home Ties Child Care Center: phone call, personal contact, children's attendance, meals served,
parent counseling, attendance at family night. A unit of service is per five hours of care per child $18.90
per unit; or per hour for individual contact with parents at $11.05 per unit. This is a direct service.
Please supply information about clients served by your agency during last two complete budget years.
Refer to form instructions for definition of duplicated and unduplicated.
Enter Years FY99 FY00
1. How many Johnson County residents (including la. Duplicated 14,838 15,820
Iowa City and Coralville) did your agency serve? Count
1 b. Unduplicated 9,351 9,836
Count
2. How many Iowa City residents did your agency 2a. Duplicated 8, 196 11,226
serve? Count
2b. Unduplicated 7,580 7,726
Count
3. How many Coralville residents did your agency 3a. Duplicated 4, 126 1,744
serve? Count
3b. Unduplicated 2,001 1,836
Count
4. How many units of service did your agency provide? 4a. Total 19,364 23,730
4b. To Johnson 18,695 20,005
County Residents
5. Other Areas Served:
Do you provide services to areas outside of Johnson County?
C:\My Documents\UW ReqUeSt~UWAPPFYO2,DOC
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AGENCY: 4Cs Community Coordinated Child Care
Area(s) served: Washington County
Services provided: Resource & Referral, Provider Training, home visits
Funding Sources: State of Iowa, Washington County Empowerment
6. Client Profile*
Age Gender Ethnicity
0 - 5 1504 Female 1397 African American 157
6 - 17 202 Male 230 Native American 9
18 - 29 120 Asian 54
30 - 61 129 Hispanic 48
62 - 75 Caucasian/Non-Hispanic 1061
75 + Multi-racial 51
Other 149
Unknown 88
* Complied information is from Home Ties and Referral requests only.
7. Evaluation and Review:
A. Please discuss how your agency measures the success of its programs.
We analyze the number of caregivers recruited, referral requests, attendees at
training sessions. We also conduct a pre and post survey for Home Ties
families, send an evaluation with each parent request and solicit feedback
from consumers and other agencies.
B. Does your agency have a current strategic plan and date last reviewed?
Yes, January, 2000
C. What plans does your agency have to increase efficiency and effectiveness?
We are constantly looking for ways to convey information via our website which
would give parents and caregivers access to information at their convenience.
We consistently survey our customers, other community agencies and others to
determine the best way to get our services to the community and to make sure we
are addressing the community's need.
C:\My Documents\UW RequeSt\UWAPPFY02.DOC
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AGENCY: 4Cs Community Coordinated Child Cam
D. How has your agency responded to United Way's recommendations from last year?
One recommendation was to recruit Board members outside of Iowa City. One
Board member from Hills was added this year, and recruitment efforts are underway
for the June 2001 appointments.
The second comment was that we do not have enough staff. The year we are
asking for increased funding to hire more staff.
8. In what ways will the needs of your service population change in the next five years?
Our hope is that in the next five years the infrastructure for the child care delivery system will
have stabilized. Currently, there are not enough trained child care providers to meet the
demands of the market. The workforce shortages in Iowa greatly affect the child care
industry because child care workers often leave the profession to take higher paying, less
stressful positions. Our goal is to be maintaining a strong, stable, and quality child care
delivery system.
9. In relation to the Johnson County Capacity Assessment, explain how your services are meeting
community needs.
Child Care was one of the top issues in the capacity assessment that is causing concern in
Johnson County. It is clear that the number of providers available do not match needs in our
community. We continue to address child care related topics in the public and private
sector, and to recruit providers in an effort to keep pace with the market.
10. Please discuss any other problems or factors relevant to your agency's programs, funding or
service delivery:
Our biggest problem is that we do not have enough staff to accomplish all that is before us.
11. List complaints about your services of which you are aware:
We occasionally get complaints that there are not enough providers or that they have no
openings.
Lack of openings at Home Ties has also been a problem for some families.
12. Do you have a waiting list or have you had to turn people away for lack of ability to serve
them? What measures do you feel can be taken to resolve this problem:
Yes, we have a waiting list at Home Ties and many child care programs have waiting lists
for infant care and after school care.
How many people are currently on your waiting list? 15
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AGENCY: 4Cs Community Coordinated Child Cam
13. In what way(s) are your agency's services publicized?
Internet Web Page; UI taped information system, Public Access channel; Coral Ridge mall
ice skating rink agency brochures, newsletters, child care directory; employer referral,
yellow page ads; classified ads in newspaper; press releases for special events; workshops
and meetings; ~yers; Chamber of Commerce; JCACOG listing; United Way brochure;
newspaper feature stories; television and radio interviews; speaking engagements; word of
mouth.
14. United Way involvement by your agency: ("X" if agency participated within the last year)
a. Agency Directors Meetings X
b. Served as Agencies Directors' Representative to
Funding Hearings
c. Business Blitz X
d. Day of Caring X
e. Kick Off X
f. Victory Reception X
g. Other Public Speaking Engagements X
15. How have you collaborated with other agencies during the past year?
4Cs collaborates on many levels in the community. Our collaboration efforts take the form
of technical assistance to other agencies, in-kind support, administering programs and many
other possibilities. The philosophy of 4Cs is to coordinate efforts in the community to build a
strong child care delivery system. We respond to collaboration requests with great
enthusiasm.
Recently, we helped to develop and implement a youth program with MYEP and shared
costs and income. We then turned the program over MYEP after the second year when the
program was operating smoothly.
We participate and attend meetings that pertain to child care related issues in almost every
aspect of program delivery. Our involvement ranges from sitting on boards, to arranging for
child care, to assisting with building a child care program. Some of the programs we assist
with are the Iowa City Housing Authority Family Self Sufficiency Program, Iowa City School
District pre-school programs, DVIP, Homeless Coordinating Board, Healthy Iowa 2001,
Table to Table, The Nest of Johnson County, International Women's Club, the Chamber of
Commerce, Iowa Association for the Education of Young Children and others.
Also, we have been active and instrumental in delivery of the Johnson County
Empowermerit programs.
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AGENCY: 4Cs Community Coordinated Child Cam
AGENCY HISTORY
We strive to respond to community needs that pertain to child care. This means we are an agency
that adapts and adjusts to the needs of our consumers and constituents. Demands have required us to
address a complex and multi-faceted child care delivery system. Parents and caregivers require more
support and have multiple needs. Following is a brief outline of how 4Cs addresses the need in Johnson
County:
Resource and Education is operated as a member of the Iowa Child Care and Early Education
Network. Allocations from the Child Care and Development Block Grant and the University of Iowa fund the
many components of this program. A statewide network provides computerized, comprehensive, current
information on the number and location of available child care slots in Johnson County. Last year, the
referral component of the program served 1390 different families, of which 96% received our services as no
cost. Included in that figure are over 1100 requests made for infant care. We distributed child care center
directories, and consumer education materials to 3,597 individuals. Technical assistance is available to
providers and parents through telephone counseling, individual appointments and group meetings. Our
agency has been instrumental in development and implementation of programs under the state initiative of
the Empowerment Grant. Equipment use and other forms of support are available from the infant education
enhancement program, Best Beginnings. By having a certified RIE instructor on staff, 4Cs is able to meet the
community's demand for excellence in infant care.
The 4Cs training program offers individual consultations, group presentations, and resources on
child development, health and safety, parenting skills, and business practices. Each month, certification
classes are held for First Aid, CPR, Mandatory Reporting of Child Abuse, Universal Precautions; and monthly
classes are held for new home-based providers. Additionally, regular training classes are held for the Child
Care Food Program and Best Beginnings. Each spring our conference reaches 300 participants with
information from basic care, to enhancement programs that enrich the lives of children, parents, and
providers. Each fall we hold a mini-conference to address the needs of provider training for back to school.
Currently, 150 families and centers are members of our Toy Library representing more than 600 children who
benefit from the toys. Multicultural, anti-bias, educational toys and activities are the focal point of the self-
circulation system.
Home Ties is a child care center for homeless or near-homeless families of Johnson County. This
program is a vital connection for families striving to reach self-sufficiency. During the first year, our center
capacity was for 11 children. We found that we were full at all times, and needed to maintain a waiting list.
Unfortunately, a waiting list is not an option for a homeless family; therefore, in fiscal year 1999, we raised our
license to accommodate 22 children. Some of the families who are transitioning out of Home Ties will be
able to use Title XX funding to remain in care until a permanent arrangement is found. This continuity offers
the least amount of disruption to children. Through a gracious gift of the Mennonite Church, Home Ties
operates at 405 Myrtle Avenue, Monday through Friday with expanded hours from 7:00 a.m. to 6:00 p.m.
Upon admission, families are given information about health care options and other supports in the
community. Additionally, families are asked to identify barriers so that an individualized plan can be
developed with the assistance of a newly hired family support specialist.
The Child Care Food Program is a federally funded program which disburses cash payments to
registered home-based providers enrolled in the program. A program emphasis is on educating children and
caregivers on the importance of good nutrition. In exchange for submitting menus, each month providers
receive partial reimbursement for the food they serve. Some providers left the program last year due to the
federally mandated cuts in reimbursement rates. Benefits from the Food Program reach an estimated 700
children who are served daily nutritious meals.
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AGENCY: 4Cs Community Coordinated Child Cam
FY00 GOALS
Please state the goals of the latest completed fiscal year and report status of progress/completion.
GOAL: To provide information about local child care to residents of Johnson County.
Objective A: Provide telephone or walk-in resources and referral services, 40 hours per
week to an estimated 3000 individuals including parents seeking child care
and providers seeking clients with an emphasis on low income families.
Results:
· Sent referrals to 1360 parents
· Disseminated 6000 child care directories, 5000 newsletters, and more than
12,000 consumer education materials
· Updated provider records 820 times
· Referred providers 8,160 times
· Distributed materials to at least 3,597 individuals
Objective B: Offer child care educational opportunities to an estimate 3000 people through group
presentations and individual phone or walk-in consultations.
Results:
· Trained 68 new caregivers
· Provided 292 hours of technical assistance
· Conducted 102 classes reaching 2067 participants
Objective C: Operate a Toy Library for an estimated 200 low and moderate income families.
Results:
· Maintained a membership of 130
· Circulated 9,284 toys
Objective D: Advocate for children and child related issues on local, regional, and national level.
Results:
· Participated in state and local child advocacy initiatives
· Participated in the Johnson County Empowerment Board
· Consulted with the Iowa Child Care Task Force appointed by the Governor
PROGRAM 2 -HOME TIES CHILD CARE CENTER
GOAL- To operate with no waiting list, a licensed child care center providing quality, short-term child
care to Johnson County families experiencing crisis related to being homeless, near-
homeless, substance abuse treatment, DHS emergency services and families receiving
other forms of public assistance.
Objective A: To maintain a child care center license for 22 children with an average daily
attendance of 16 children.
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AGENCY: 4Cs Community Coordinated Child Care
Results:
· Maintained an average daily attendance of 17 children per day
· Served 7867 meals
Objective B: Assist parents in goals toward self-sufficiency.
Results:
· 75% parents met their goal of locating employment
· 30% parents found affordable housing
· 50% parents attended their DHS appointments
· 100% parents attended their medical appointments
· 50% parents attended their court appointments
· 100% parents with jobs maintained their job
· 100% parents attending school met their goal
· 100% of JTPA participants met their goal
Objective C: Provide transportation for 150 homeless or near-homeless families to attend
Home Ties.
Results:
· transported 791 kids
· traveled 2, 279 miles
PROGRAM 3 - CHILD CARE FOOD PROGRAM
GOAL: To provide reimbursement to home-based child care providers as incentive for serving meals that
meet the USDA guidelines; and to provide nutrition education to children, caregivers, and parents to
foster a lifetime habit of good nutrition.
Objective A: Provide nutrition education to 65 home-based child care providers in Johnson
County.
Results:
· Visited home-based providers 191 times
· Observed 70 meal and preparation
· Distributed 560 newsletters
Objective B: Provide reimbursements to 65 home-based child care providers in Johnson
County.
Results:
· Reviewed 2620 menus for nutritional compliance
· Enrolled 5299 children in the food program
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AGENCY: 4Cs Community Coordinated Child Care
AGENCY PROGRAM GOALS AND OBJECTIVES
(List goals and objectives for the Fiscal Year for which you are requesting funding. Several pages are
provided, please add any additional pages you may need with your agency name as a header.)
FY01 GOALS
Please state the goals of the latest completed fiscal year and report status of progress/completion.
GOAL: To provide information about local child care to residents of Johnson County.
Objective A: Provide telephone or walk-in resources and referral services, 40 hours per
week to an estimated 2000 individuals including parents seeking child care
and providers seeking clients with an emphasis on low income families.
Tasks: 1. Provide full time office coverage with at least one staff person available to
conduct parent intakes and answer questions concerning child care referral and
resource information.
2. Compile information on Johnson County licensed child care centers,
preschools, and related programs for dissemination.
3. Compile information on child care home for dissemination.
4. Maintain information on all forms of child care options.
5. Advertise services via local newspapers, ~yers, posters, the Internet and other
electronic media.
6. Maintain information on community resources and refer people as needed.
Objective B: Offer child care educational opportunities to an estimate 2000 people through group
presentations and individual phone or walk-in consultations.
Tasks: 1. Distribute consumer education materials with all referrals.
2. Publish a directory of child care centers in Johnson County.
3. Conduct 50 training sessions on developmentally appropriate practices, child
guidance and other child related topics.
4. Conduct 12 speaking engagements for community service groups.
5. Provide enhancement training to infant caregivers.
Objective C: Operate a Toy Library for an estimated 200 low and moderate income families.
Tasks: 1. Publicize services to UI Family Housing, Neighborhood Centers and other
locations that would serve low income families.
2. Provide a selection of 2000 developmentally appropriate toys
3. Remain open a minimum of 25 hours each week.
Objective D: Advocate for children and child related issues on local, regional, and national level.
Tasks: 1. Attend committee and board meetings of organizations conducting children's
programming, including, but not limited to: Johnson County Council on Child
Abuse, Iowa City School District, Empowerment Board, Cluster Board and
others.
2. Attend regional and statewide conferences on child related issues.
3. Respond to interview requests and write articles and letters for the media.
4. Co-sponsor events that advocate for children, such as The Week of the Young
Child.
Resources: 2 full-time staff members
5 part-time staff members
office space and utilities
desks, chairs, table
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AGENCY: 4Cs Community Coordinated Child Care
computer, phone, copier, fax, printer
book shelves, books, and other resource materials
office supplies
insurance
infant equipment funds
Cost: FY01 $164,447
FY02 $167,789
PROGRAM 2 -HOME TIES CHILD CARE CENTER
GOAL- To operate with no waiting list, a licensed child care center providing quality, short-term child
care to Johnson County families experiencing crisis related to being homeless, near-
homeless, substance abuse treatment, DHS emergency services and families receiving
other forms of public assistance.
Objective A: To maintain a child care center license for 22 children with an average daily
attendance of 16 children.
Tasks: 1. Comply with DHS requirements to operate a child care center in the State of
Iowa.
2. Maintain a staff of three full-time, and up to 6 part-time employees.
3. Serve two meals and two snacks each day.
4. Provide developmentally appropriate activities for children between the age of 6
weeks to 12 years old.
5. Perform outreach to sites that parents may visit to inform them about Home
Ties services.
6. To accommodate all requests for child care services within 5 days thus
eliminating a waiting list.
Objective B: Assist parents in goals toward self-sufficiency.
Tasks: 1. Establish an individualized plan for 300 families based on identified barriers.
2. Meet with parents weekly to check on progress toward meeting their goals.
3. Establish informal networks among parents to foster natural support systems
4. Make referrals to appropriate agencies.
5. Counsel parents in taking steps to meet specifics goals.
6. Advocate for parents in situations related to child care, and development.
Objective C: Provide transportation for 150 homeless or neaphomeless families to attend
Home Ties.
Tasks: 1. Secure a van to transport families to and from Home Ties.
2. Secure insurance to meet State of Iowa guidelines
3. Establish route of homeless shelters and other designated sites to pick-up
families.
Resources: 4 full-time staff members
8 part-time staff members
cribs, cots, blankets, and sheets
highchairs, tables, chairs
strollers, toys, car seats
15 passenger van
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AGENCY: 4Cs Community Coordinated Child Care
insurance
program space, utilities
office supplies, copier, fax, phone
eating implements, bottles, pans
refrigerator, stove, sinks
cleaning supplies, arts & crafts supplies, diapers
food for breakfasts, snacks
Cost: FY01 111,565
FY02 115,888
PROGRAM 3 - CHILD CARE FOOD PROGRAM
GOAL: To provide reimbursement to home-based child care providers as incentive for serving meals that
meet the USDA guidelines; and to provide nutrition education to children, caregivers, and parents to
foster a lifetime habit of good nutrition.
Objective A: Provide nutrition education to 70 home-based child care providers in Johnson
County.
Tasks: 1. Conduct a minimum of 3 home visits per year to each provider enrolled in the
program.
2. Conduct 6 workshops on health, safety, or nutrition each year.
3. Provide nutrition information and program requirements in a monthly
newsletter,
4. Provide a menu analysis each month with a review of positive and corrective
items.
5.
Publicize program to enroll new providers upon request.
Objective B: Provide reimbursements to 65 home-based child care providers in Johnson
County.
Tasks: 1. Receive and process weekly menus, meal records and requests for
reimbursements.
2. Write and mail checks within 5 days of receiving check from the State.
3. Communicate regularly with the Iowa Department of Education, Child Nutrition
Division.
Resources: 1 full-time staff member
3 part-time staff members
desks, chairs, fax, copier, phones
office supplies
transportation to home visits
book shelves, books, and other resources
computer, printer
funds to reimburse proriders
Cost: FY01 204,289
FY02 2'11,563
jccoghs\agenavai.doc
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HUMAN SERVICE AGENCY REQUEST FOR FUNDING Director: Delores Tvedte
City of Coralville Agency Name: Fr~ Lunch Program
Johnson County City of Iowa City Address: 12o N. Dubuque
United Way of Johnson County Phone: 337-6283
Completed by:
CHECK YOUR AGENCY'S BUDGET YEAR Approved by Chair Board:
1/1/01 - 12/31/01 X 10/1/01 - 9/30/02 10121100
(date)
7/1/01 - 6/30/02
COVER PAGE
Program Summary: (Please number programs to correspond to Income & Expense Detail,
i.e., Program 1, 2, 3, etc.)
1. Free Lunch Program serve noon meals 6 days a week.
Local Funding Summary: 4/1/99 - 411100 - 4/1/01 - % of Total
3/31/00 3F31/01 3/31/02 Budget
United Way of Johnson County o -
Does Not Include Designated Gvg. $4,000 $5,204 $6,088 28 1 ·
FY00 FY01 FY02 ~
City of Iowa City
Johnson County
City of Coralville
jccogh.s/fyOlbudg/xlbudg. xls - 1 -
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AGENCY: Free Lunch Program
STATEMENT OF ACTIVITIES SUMMARY
(CASH BASIS)
ACTUAL THIS YEAR BUDGETED
LAST YEAR PROJECTED NEXT YEAR
Enter Your Agency' s Budget Year = = > 1 / 1/99-12/31/9 1 / 1/00-12/31/0 1 / 1/01 - 12/31/01
1. TOTAL OPERATING BUDGET
(Total a+b) 23,911 29,459 32,653
a. Carryover Balance (Cash 5,225 10,030 11,337
from line 3, previous column)
b. Income (Cash) 18,686 19,429 21,316
2. TOTAL EXPENDITURES (Total a+b) 13,881 18,122 22,610
a. Non-directed (administration/general overhead)
b. Program Total (List Progs. Below)
1. Free Lunch Program 13,881 18,122 22,610
2
3
4
5
6
8
3. ENDING OPERATING BALANCE (Subtract 2-1 ) [ 10,030 ~ 11,337~ ,o,o43l
4. RESTRICTED FUND BALANCE (Total from page 5)
5. IN-KIND SUPPORT (Total from Page 5) 74,400 74,400 74,400
6. NON-CASH ASSETS
Notes and Comments:
BRIEFLY DESCRIBE HOW LOCAL FUNDS WERE SPENT LAST YEAR:
purchased food and supplies to serve 29,020 meals
1 budg~xlbudg.xls - 2 -
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AGENCY Free Lunch Program
INCOME DETAIL
NON-
ACTUAL THIS YEAR BUDGETED DIRECTED PROGRAM PROGRAM
LAST YEAR PROJECTED NEXT YEAR FUNDING I 2
1. Local Funding Sources- I 3,750 ~ 4,904 [ 5,866 [ 0 I 5,866l 0
a. Johnson County
b. City of Iowa City
e. United Way of Johnson County 3,750 4,904 5,866 5,866
d. City of Coralville
e.
f.
2. Grants-State, Federal, Foundations [ 750 I 1,150l 2,150[ 0 [ 2,150l 0
a. FEMA 750 1,150 1,150 1,150
b. Walmart ['z'o~ ,, ~ko~c;= ~ 1,000 1,000
C.
d.
e.
f.
3. Net S~ of Se~i~ <souses> I 0l 0l 01 01 01 0
a.
b.
C.
4. Net Sa~es of Mate.a~sI010101 01 01 0
a.
b.
C.
5. Contributions/Donations [ 5,371 [ 4,775 [ 4,700I 0 [ 4,700I 0
a. United Way Designated Giving 4,539 4,625 4,500 4,500
b. Other Contributions . 832 150 200 200
6. Sp~ia~ Events I 5111 01 01 01 01 0
a. Road Race 511 0
b.
7. Interest Income
8. other-Ust ~e~ow I 8,304 I 8,6001 8,6001 0 I 8,6001 0
a. Groups 8,304 8,600 8,600 8,600
b.
C.
TOTAL INCOME (same as p. 2,.line lb) 18,686 19,429 21,316 0 21,316 0
Notes and Comments::
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PROGRAM EXPENDITURE DETAIL AGENCY Free Lunch Program
NON- PROGRAM PROGRAM
ACTUAL THIS YEAR BUDGETED DIRECTED I 2
LAST YEAR PROJECTED NEXT YEAR FUNDING
1. Salaries 1,800 2,000 2,400 2,400
2. Employee Benefits & Taxes
3. Staff Development
4. Professional Consultation
5. Publications & Subscriptions
6. Dues and Memberships
7. Mortgage, Rent and Property Tax 6,000 8,932 10,310 10,310
8. Building & Maintenance
9. Equipment Purchase/Rental/
Maintenance 366 350 1,500 1,500
10. Utilities
11. Telephone 584 650 700 700
12. Office Supplies & Postage 205 140 200 200
13. Printing and Publicity 200 300 300
14. Local Transportation 501 385 400 400
15. Insurance :
16. Audit ~
17. Interest
18. Other (Specify):KitChen Supply 438 1,238 1,800 1,800
19. Food 1,121 1,490 2,000 2,000
20. Milk 2,866 2,737 3,000 3,000
21
22
23
24
25
TOTAL EXPENSES ( p. 2, line2) 13,881 18,122 22,610 0 22,610 0
Notes and Comments:
'Olbudg/~budg.~s - 4 -
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AGENCY Free Lunch Program
ACTUAL THIS YEAR BUDGETED
RESTRICTEFI FUNT~S: LAST YEAR PROJECTED NEXT YEAR
Board/Donor/Funder Designated: Restricted for: 1999 2000 2001
TOTAL RESTRICTED FUND (also shown page 2 or 2a, line 4) 0 [ 0 0 ~
MATCHING GRANTS
Grantor/Matched by
FEMA 750 1150 1150
Wal Mart Foundation 1000
TOTAL MATCHING GRANTS (also shown pg. 3, line 2) [ 750[ 1,150[ 2,150
IN-KIND SUPPORT FIETAB.
ServicesNolunteers 7200 volunteer hours (~ $6.00 per hr 43,200 43,200 43,200
Material Goods $100 (estimated) daily @ 6 days per week (food & supplies) 31,200 31.200 31,200
Space, Utilities, etc.
Other: (Please specify)
TOTAL IN-KIND SUPPORT (also shown on page 2 or 2a, line 5) I 74,400[ 74,400l 74,400
Notes and Comments:
r ~
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sA~A~mnPosrno~s AO~rqC¥ /--~ L,~k O;vo;~v-~,,
"X"all ~t apply ~E* ~
Positio~itle ~ ~ ~ ~st ~s Ne~ Ac~l ~s B~e~ %
Y~r Y~ Y~ ~st Y~r Y~r Ne~ Y~ C~e
D~mr 038 038 038 1,8~ 2,~ 2,4~ 2~A
TOTAL FTE's and SALARIES [ 0.38 0.38 0.38 1,800.00 2,000.00 2,400.00 20%
* Full-time equivalent: 1.0=full-time; 0.5=half-time; etc.
qbudg/xlbudg.xh - 6 -
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AGENCY: Free Lunch Program
ACCOUNTABILITY QUESTIONNAIRE
A. Agency's Mission Statement or Primary Purpose:
To prepare nutritious meals six days a week for persons in need.
B. Board of Directors:
1. Please attach a list of your agency's Board of Directors (page 7A)
2. Frequency of meetings: 4 times per year
3, Bdefly descdbe board orientation and ongoing training opportunities:
Most beard members have volunteered at Free Lunch.
C. Finances:
1. Are there fees for any of your services? Yes __ No __X__
a. If YES, describe circumstances.
b. Are they fiat fees or sliding fees ?
2. Does your agency have:
an internal audit external audit financial review X
Frequency: annual
3.Has your agency filed the Annual Report with the Secretary of State?
Yes No X
4. Has your agency filed Form 990 ~ the IRS? Yes No X
5. Please discuss your agency's fundraising efforts, if applicable.
Brochures distributed at Community Service Fair and Consultation of Religious Communities.
Churches and synagogue are encouraged to contribute directly to Free Lunch in addition to
providing volunteers to cook and serve meals.
D. Management:
1. Does each staff member have a v~itten job description? Yes __X__ No
2. Is the agency Directors performatce evaluated at least yearly?
Yes __X No By Whom? Board of Directors
E. Program/Services:
Please define your agency's units of service (service definition, length of time, cost per unit of
service, number of units provided, direct or indirect.) I unit e~uais 1 meal'for 1 person for 1
day at an agency cost (including in-kind food contributions) of $1.10.
Please supply information abeut clients served by your agency during last two comolete budget
years. No demographic surveys have been done because of confidentiality concerns of clients.
Refer to form instructions for definition of duplicated and unduplicated.
k~GENAVN.DOC
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AGENCY: Free Lunch Program
Enter Years 1998 1999
1. How many Johnson County residents (including la. Duplicated
Iowa City and Coralville) did your agency serve? Count
lb. Unduplicated
Count
2. How many Iowa City residents did your agency 2a. Duplicated
serve? Count
2b. Unduplicated
Count
3. How many Coralville residents did your agency 3a. Duplicated
serve? Count
3b. Unduplicated
Count
4. How many units of service did your agency pro- 4a. Total 29,833 29,020
vide?
4b. To Johnson
County Residents
5. Other Areas Served:
Do you provide services to areas outside of Johnson County? N__o
Area(s) served:
Services provided:
Funding Sources:
6. Client Profile (for last complete year, if available): estimated
Age Gender Ethnicity ,
0 - 5 4% Female 5% Afdcan American 10%
6 - 17 6% Male 95% Native American 3%
18 - 29 10% Asian 2%
30 - 61 70% Hispanic 10%
62 - 75 10% Caucasian/Non-Hispanic 75%
75 + Multi-racial
k~,GENAVAJ.DOC
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AGENCY: Free Lunch Program
7. Evaluation and Review:.
A. Please discuss how your agency measures the success of its programs.
Feedback from Quests and volunteers.
Continued held from volunteer ~3roups.
B. Does your agency have a current strategic plan and date last reviewed?
N__o
C. What plans does your agency have to increase efficiency and effecliveness?
KeeDinQ shelves stocked with qood quality food. Continuing sanitay measures.
Schedule volunteers so that Qmups have sufficient held each day.
Provide noon meals 6 days a week in a dean, haPPy environment.
Add a second freezer to store Dedshable food.
D. How has your agency responded to United Way's recommendations from last
year?.
The Free Lunch Board has negotiated with an attomey to serve as a consultant
when needed.
The Free Lunch Program is covered under the Wesley Foundation liability
insurance
The recipe book has been completed.
The Directors salary has been increased.
8. In what ways will the needs of your service population change in the next f'We years?
We do not anticipate a decrease in the need for our services.
We balieve the need will continue to senme almost 30,000 noon meals a yea tB those in
need.
9. In relation to the Johnson County Capadty Assessment, explain how your services are
meeting community needs.
The Free Lunch Program meets primary emergency needs of hungry persons in our
community.
k~AGENAVN,DOC
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AGENCY: Free Lunch Program
10. Please discuss any other problems or factors relevant to your agencys programs,
funding or service delivery:
Volunteer recruitment and adequate funding are onqoing concerns.
11. List complaints about your services of which you are aware:
Sometimes we have run out of food and have needed to be creative with food in the
storage Dantry and freezer.
12. Do you have a waiting list or have you had to tum people away for lack of ability to serve
them? What measures do you feel can be taken to resolve this problem:
Serving grOuDS have to estimate each day how many will need to be served. The
number of diners ranges from 80 to 150.
We try to provide food in the Dantry for emergency shortages. We have thinqs that can
be fixed in a hurry like so~o, canned meat and Dasta.
How many people are currently on your waiting list? none
13. In what way(s) are your agency's services publicized?
Word of mouth, PSA's, newspaper, aaency referrals and representation at the
Community Service Fair.
14. United Way involvement by your agency: ("X" if agency participated within the last
year)
a. Agency Directors Meetings X
b. Served as Agencies Directors' Representative to
Funding Headngs
c. Business Blitz
d. Day of Caring
e. Kick Off
f. Victory Receplion X
g. Other hosted several tours X
15. How have you collaborated with other agencies dudng the pasl year?.
A Community Mental Healb staff person al~ends Free Lunch ~ddy..
Food is shared with seal{ community aqencies.
k~,,ENAVN.OOC
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AGENCY: Free Lunch Program
AGENCY HISTORY
(Using this page ONLY, please summarize the history of your agency, emphasizing Johnson County,
past and current activities and future plans. Please update annually.)
For seventeen years the Wesley Foundation has been a sponsor of the Free Lunch Program. Lunch is
served Monday through Saturday from noon to 1:00 p.m. Thirty-nine groups from religious communities,
neighborhoods and university groups decide on their menu, purclmse the food, prepare the food, serve
and clean up. A special milk program was begun in January 1998. John's Grocery delivers 4 gallons of
milk each day. The cost is approximately $10.00 per day. This saves the groups from having to buy and
carry in the milk. In the beginning of the lunch program, lunches were served one day per week. By
1989 the program had expanded to six days per week. Also, in 1989, the Free Lunch Program became a
designated United Way Agency. The program began to receive allocated Funds in 1998. In 1999,
29,020 meals were served compared to 29, 833 meals in 1998. For many of the guests the Free Lunch
Program is one of the few consistent things in their lives. The Program offers a hot, nutritious meal and
a community expedenco for the guests each day.
k~GENAVN,DOC
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-201 -
AGENCY: Free Lunch Program
FYO0 GOALS
Please state the goals of the latest completed fiscal year and report status of progress/completion.
1. To continue to give people the opportunity to help with Free Lunch.
Status: Meals were served 6 days each week.
2. To provide a meal and gifts on Christmas day.
Status: 125 guests were served a meal with music, gifts, and a pinata. Almost more volunteers than
were needed were present to help make the day a festive cdebation!
3. To continue the milk delivery program.
Status: The program was fully funded.
4. Complete the remodeling of the kitchen.
Status: The remodeling of the kitchen is complete. With funding from CDBG funds, Mary
Palmberg Bicycle Fundraiser, Wesley Foundation and St. Mark's United Methodist Chumh, we have
the following new items:
a. cupboards
b. stove
c. dishwasher
d. flooring
e. air-conditioning
f. faucets
g. dining room tables
The total cost of the project was $21,101.31.
5. To compile the recipe notebook.
Status: The new recipe notebook is finished and in place in the kitchen.
k~AGENAVALDOC
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-202-
AGENCY: Free Lunch Program
AGENCY PROGRAM GOALS AND OBJECTIVES
(List goals and objectives for the Fiscal Year for which you are requesting funding. Several pages are
provided, please add any additional pages you may need with your agency name as a header.)
1. Continue to recruit volunteers and groups so there are enough volunteers to cook, serve and clean
up each day.
2. Continue to host the Christmas Day dinner with gifts and food for the guests.
3. Continue the milk delivery program.
4. Support the Wesley Foundation efforts to hire Free Lunch guests to do the cleaning of the basement
area.
5. To encourage the team leaders, through mailings and phone calls, to invite their team members to
attend the annual Free Lunch Volunteer Meeting in October.
FREE LUNCH PROGRAM BOARD OF DIRECTORS
Bruce and Sue Clark Newsletter Editors
Pat Dee Secretary
Steve and Sandy Flatgard
Amy Griffin Food Coordinator
Richard Jensen Past Chairperson
Mary Palmberg Volunteer Coordinator
David Schuldt Chairperson
Tom Shepherd Wesley Board Uaison
Paul Shultz Wesley Center Director
Delores Tvedte Director and Treasurer
Sherd Zastrow
Jeanette Keller Ex-officio Legal Consultant
A:~AGENAVAI.DOC
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-203-
HUMAN SERVICE AGENCY REQUEST FOR FUNDING Co-Director: Sandy Pickup
City of Coralville Agency Name: Iowa City Free Medical Clinic
Johnson County City of Iowa City Address: 120 N. Dubuque
United Way of Johnson County Phone: 337-4459
Completed by: Sandy Pickup
CHECK YOUR AGENCY'S BUDGET YEAR Approved by Chair Board: ~//,~9
1/1/01 - 12/31/01 10/1/01 - 9/30/02 Io/a/O0
(date)
7/1/01 - 6/30/02 X
COVER PAGE
Program Summary: (Please number programs to correspond to Income & Expense Detail,
i.e., Program 1, 2, 3, etc.)
1. Health Care Delivery - General out patient care including eye and dental exams, medications,
in clinic laboratory testing, testing sent to outside labs, needs assessment and referrals.
2. Financial Assistance - Voucher programs to assist residents of Johnson County not able to afford
medications, medical supplies, eyeglasses, hearing aids, cancer screening tests and other preventive
health needs.
3. Case Management - StaffBSN performs follow-up and monitoring of clients with chronic illness such
as diabetes and hypertension.
4. HIV Counseling and Testing - Offers free, confidential testing, counseling and education about HIV
infection and AIDS.
5. HIV Outreach - Focuses on Gay and Bisexual men's health, with grant funding to provide a
"Health Nite". No funding will be available after December 2000.
6. Scholarship - Funds donated by a past volunteer. This money is awarded to a 3rd or 4th year Medical
Student volunteer.
Local Funding Summary: 4/1/99 - 4/1/00 - 4/1/01 - % of Total
3/31/00 3/31/01 3/31/02 Budget
United Way of Johnson County - -
Does Not Include Designated Gvg. $82,116 $95,496 $100,270 32.38%
FY00 FY01 FY02 ~
City of Iowa City 5985 6284 6598 2.13%
Johnson County 93018 97669 102552 33.12%
City of Coralville 1000 1050 5000 1.61%
-204- [budg/xlbudg.xls I
Agency: Iowa City Free Medical Clinic
STATEMENT OF ACTIVITIES SUMMARY
(ACCRUAL BASIS)
Actual This Year Budgeted
Last Year Projected Next Year
Your agency's budget year: 7/1/99-6/30/00 7/1/00-6/30/01 7/1/01-6/30/02
1. Total Support and Revenue 285,298 282,694 310.936
2. Total Expenses (a+b below) 269,004 305,462 317.018
a. Non-Directed (admin./general overhead) 53,800 61,092 76.947
b. Program Total (list programs below) 215,204 244,370 240.071
1. Health Care Delivery (HCD) 169,759 189,017 182 787
2. Financial Assistance (FA) 8,732 7,103 5 758
3. Case management (CM) 34,000 43 526
4. HIV Counseling &Testing (C&T) 17,125 11,250 7 500
5. HIV Outreach (OR) 19,588 2,000
6. Scholarship (S) 1,000 500
7.
8.
3. Change in Net Assets (1-2) 16,294 (22,768) (6,082)
4. Net Assets, Beginning of the Year 126,097 142,391 119,623
5. Net Assets, Ending Balance (3+4) 142,391 119,623 113,541
6. Restricted Fund Balance (total from p. 5) 3,950 110,000 98,200
7. In-kind Support (total from p. 5) 586,000 618,000 652,000
Notes and Comments:
Briefly describe how local funds were spent last year.
Health care delivery and medication assistance was provided with local funding.
This includes salaries, benefits, equipment, office supplies, liability insurance and medications.
Some administrative costs for all programs were also provided with local funds.
jccoghs/fyOlbudg/xlbudg.xls - 2a -
-205-
AGENCY: Iowa City Free Medical Clinic
INCOME DETAIL
NON- HCD FA
ACTUAL THIS YEAR BUDGETED DIRECTED PROGRAM PROGRAM
LAST YEAR PROJECTED NEXT YEAR FUNDING 1 2
1. LocalFunding Sources- I 185,4641 201,693 ] 215,675 I 51,679 [ 163,996 I 0
a. Johnson County 93,018 97,669 102,552 25,638 76,914
b. City of Iowa City 5,985 6,284 6,598 660 5,938
c. United Way of Johnson County 85,461 96,690 101,525 25,381 76,144
d. City of Coralville 1,000 1,050 5,000 0 5,000
e.
f.
2. Grants- State, Federal, Foundations I 35,082 I 34,525 I 47,500 [ 0 I 0 I 0
a. CDC HIV Grant 15,658 11,250 7,500
b. ICAP 14,663 0 0
c. State HIV Outreach 4,761 2,000 0
d. CDBG 21,275
e. Wellmark or other grant 40,000
f.
3. Net Sales Or Se ices Csources> I o l o l o l o l o l o
a.
b.
c.
4. Net Sales of MaterialsI010101 01 01 0
a.
b.
c.
5. Contributions/Donations I 33,502l 26,415 I 27,011 I 0I 27,011 I 0
a. United Way Designated Giving 7,998 4,500 4,500 4,500
b. OtherContributions 25,504 21,915 22,511 22,511
6. SpecialEvents I 16,001 I 9,261 I 9,725 I 0I 9,725 I 0
a. Direct mail 10, 156 7,350 7,718 7,718
b. Concert 5,845 1,911 2,007 2,007
c.
'7. Interest Income I 7,208 I 5,0001 5,000 I I 5,000 [
S. Other-ListBelow I 8,0411 5,8001 6,0251 o l 1,8251 3,700
a. Dental Clinic 1,938 1,300 1,300 1,300
b. Restricted Contributions 3,950 4,000 4,200 0 3,700
c. Miscellaneous 2, 153 500 525 525
TOTAL INCOME (same as p. 2, line lb) 285,298 282,694 310,936 51,679 207,557 3,700
Notes and Comments:
2. b. ICAP These funds are used for HIV outreach to youth and Gay/Bi men.
2. c. State HIV Outreach
2. e. Wellmark or other grant This grant has not been applied for as yet.
"other" = Abbott, General Mills, etc. The funding would be used to continue the case management program.
8. c. Miscellaneous This is revenue in part from copies of medical records sent to other facilities.
-206- budg/xlbudg.xls - 3 -
AGENCY Iowa City Free Medical Clinic
INCOME DETAIL (cont)
PROGRAM PROGRAM PROGRAM PROGRAM PROGRAM PROGRAM
3 4 5 6 7 8
CM C&T OR S
1. Local Funding Sources- I O I O I O I O I O I 0
a. Johnson County
b. City of Iowa City
c. United Way of Johnson County
d. City of Coralville
e.
f.
2. Grants-State, Federal, Foundations I 4o,oool 7,5oo[ o l o l o l o
a. CDC HIV Grant 7,500
b. ICAP
c. State HIV Outreach
d. CDBG
e. Wellmark or other grant 40,000
f.
3. NetSales Of Services(sources) I 0l 0l 0l 0l 0l 0
a.
b.
c.
4. Net Sa,es of M~te~alsIo lo lo lo l o l o
a.
b.
c.
5. Contributions/Donations [ 0] 0] 0] 01 0] 0
a. United Way Designated Giving
b. Other Contributions
6. Special.~,vents I o l o l o l o l o l o
a. Direct mail
b. Concert
c.
7. Interest Income ] ] ] ] ] ]
s. Other-List Below I o l o l o l sool o l o
a. Dental Clinic
b. Restricted Contributions 500
c. Miscellaneous
TOTAL INCOME (same as p. 2, linelb) 40,000 7,500 0 500 0 0
Notes and Comments:
2. b. ICAP These funds are used for HIV outreach to youth and Gay/Bi men.
2. c. State HIV Outreach
2. e. Wellmark or other grant This grant has not been applied for as yet.
"other" = Abbott, General Mills, etc. The funding would be used to continue the case management program.
jccoghs/fy01budg/xlbudg.xls - 3a - -207-
PROGRAM EXPENDITURE DETAIL AGENCY Iowa City Free Medical Clinic
NON- PROGRAM PROGRAM
ACTUAL THIS YEAR BUDGETED DIRECTED 1 2
LAST YEAR PROJECTED NEXT YEAR FUNDING HCD FA
1. Salaries 175,334 198,963 208,955 52,239 117,786
2. Employee Benefits & Taxes 34,474 40,950 39,489 9,872 21,821
3. Staff Development 1,008 3,000 3,000 2,500 500
4. Professional Consultation 363 381 400 400
5. Publications & Subscriptions 692 726 761 61 400
6. Dues and License Fees 424 445 450 450
7. Rent 13,065 13,718 14,404 14,404
8. Building &Maintenance 2,428 3,049 3,203 2,882 321
9. Equipment Purchase/Rental/ 1,482 2,972 6,020 4,020 2,000
Maintenance
10. MD Contracted 1,692 0 0
11. Telephone 3,139 3,296 3,460 346 3,014
12. Office Supplies &Postage 2, 13 1 2,333 2,450 1,905 245
13. Printing and Publicity 3,233 3,395 3,564 3,564
14. Local Transportation 70 74 77 77
15. Insurance 8,93 1 9,377 9,846 9,846
16. Audit 0 4,000 2,000 2,000
17. Volunteer Incentives 778 500 500 400
18. Other (Specify):Scholarship 0 1,000 500
19. Supplies - Clinic 4,524 4,750 4,988 4,488
20. Supplies- Pharmacy 4,443 4,665 4,898 3,398
21. Client Voucher Assistance 8,732 7, 103 7,258 5,758
22. Fundraising 585 615 645 645
23. Mist. 1,476 150 150 150
24
25
TOTAL EXPENSES ( p. 2, line 2) 269,004 305,462 317,018 76,947 182,787 5,758
Notes and CommentS23. Misc. FY 00 $1360 is money designated through United way to the Free Dental Clinic.
-208- lg/xlbudg.xls - 4 -
PROGRAM EXPENDITURE DETAIL AGENCY Iowa City Free Medical Clinic
(continued)
PROGRAM PROGRAM PROGRAM PROGRAM PROGRAM PROGRAM
3 4 5 6 7 8
CM C&T OR S
1. Salaries 33,210 5,720
2. Employee Benefits &Taxes 7,216 580
3. Staff Development
4. Professional Consultation
5. Publications &Subscriptions 100 200
6. Dues and License Fees
7. Rent
8. Building & Maintenance
9. Equipment Purchase/Rental/
Maintenance
10. MD Contracted
11. Telephone 100
12. Office Supplies &Postage 300
13. Printing and Publicity
14. Local Transportation
15. Insurance
16. Audit
17. Volunteer Incentives 100
18. Other(Specify):Scholarship 500
19. Supplies - Clinic 500
20. Supplies- Pharmacy 1,500
21. Client Voucher Assistance 1,500
22. Fundraising
23. Mise.
24
25
TOTAL EXPENSES ( p. 2, line 2) 43,526 7,500 0 500 0 0
Notes and Comments Funds for HIV outreach to youth and Gay/Bi men will be discontinued.
Other agencies will be doing outreach to these groups in the future.
jccoghs/fy01budg/xlbudg.xls - 4a - -209-
AGENCY Free Medical Clinic
ACTUAL THIS YEAR BUDGETED
RESTRICTED FUNDS: LAST YEAR PROJECTED NEXT YEAR
Board/Donor/Funder Designated: Restricted for: FY 00 FY 01 FY 02
Board Computer &equipment upgrade - 20,000 5,000
Donor Scholarship 500 500 500
Donors Client Financial Assistance 3,450 3,500 3,700
Board 3 month operating reserve 0 76,000 79,000
Board Endowment fund - 10,000 10,000
MATCHING GRANTS
Grantor/Matched by
TOTAL MATCHING GRANTS (also shown pg. 3, line 2) I 0 01 0
IN-KIND SUPPORT DETAIl, FY 00 FY01 FY 02
Services/Voltmteers: 12,000 medical and non-medical hours 213,000 217,000 221,000
Material Goods: donated medications 195,000 214,000 235,000
Space, Utilities, etc.
Other: (Please specify)Donated lab tests and medical supplies 178,000 187,000 196,000
[TOTAL IN-KIND SUPPORT (also shown on page 2 or 2a, line 5) ] 5s6,0001 618,000 652,000
Notes and Comments: volunteer MDs @ $50, Clerical @ $9, Lab Tech @ $15, Phannacy@ $30, Nurse @ $15 (per hour)
'2 ~ 0- ~dg/xlbudg.xls - 5 -
SALARIED POSITIONS AGENCY Iowa City Free Medical Clinic
"X"all that a3ply FTE* Salary
Position/Title '~ ~ ~ ~ Last This Next Actual This Budgeted %
Year Year Ye~ Last Year Year Next Year Change
Volunteer Coordinator X X X 20 1.00 1.00 1.00 32,752 34,282 36,063 5%
Financial Coordinator X X X 20 1.00 1.00 1.00 33,352 34,882 36,664 5%
Patient Se~iees X X X 21 1.00 1.00 1.00 32,302 33,832 35,613 5%
HIV Coordinator X 1.00 0.3S 0.28 29,540 9,620 5,720 -41%
Dental Assistant 0.11 0.07 0.07 1,796 1,300 1,300 0%
Physicia Assistant X 0.08 0.08 0.08 4,574 5,003 5,254 5%
Physicia Assistant X 0.08 0.08 0.08 3,872 4,883 5,134 5%
Case Manager (BSN) X X X 22 0.00 0.75 1.00 27,600 33,210 20%
Office Manager X X X 31 0.54 0.63 0.63 11,874 14,226 14,997 5%
Physician X 0.31 0.30 0.3a 24,568 32,535 34,200 5%
Work Study 0.11 0.10 0.10 704 800 800 0%
TOTAL FTE's and SALARIES 5 5 6 175,334 198,963 208,955 0
* Full-time equivalent: 1.0=full-time; 0.5=half-time; etc.
jccoghs/fyOlbudg/xlbudg.xls - 6 - -2'1 '1-
AGENCY: Iowa City Free Medical Clinic
ACCOUNTABILITY QUESTIONNAIRE
A. Agency's Mission Statement or Primary Purpose: To provide a wide range of health care services
without charge to our patients. FMC is open to anyone who either for financial reasons or reasons of
confidentiality, cannot obtain health care elsewhere and/or does not quality for federal, state or county
assistance programs and does not have private health insurance.
B. Board of Directors:
1. Please attach a list of your agency's Board of Directors (page 7A)
2.Frequency of meetings: January, March, May, August, September and November
(A Board and Staff retreat is held in June)
3. Briefly describe board orientation and ongoing training opportunities: New board members are given
a notebook of FMC history, policies, past meeting minutes and financial information. 'They are asked to
attend at least one clinic to see the work we do and become familiar with our operation. The Board
Development Committee is currently reviewing the information and training manual, and requirements for
clinic volunteer hours.
C. Finances:
1. Are there fees for any of your services? Yes __ No X , but we ask patients to
leave at least a $5 contribution if they feel they can afford that.
a. If YES, describe circumstances.
b. Are they fiat fees or sliding fees ?
2. Does your agency have:
an internal audit external audit X financial review
Frequency Annually
3.Has your agency filed the Annual Report with the Secretary of State?
Yes X No
4. Has your agency filed Form 990 with the IRS? Yes X No
5. Please discuss your agency's fundraising efforts, if applicable.
In March of 2000 a benefit concert was held at the Mill. We have an annual direct mailing, sent out after the
UW blackout period.
D. Management:
1. Does each staff member have a written job description? Yes X No
2. Is the agency Directors performance evaluated at least yearly?
Yes X No By Whom?Board of Directors personnel committee
E. Program/Services:
Please define your agency's units of service (service definition, length of time, cost per unit of service,
number of units provided, direct or indirect.) service, number of units provided, direct or indirect.)
Patient visits: in person contact. An average clinic visit (Health Care Delivery) includes contact with at
least 5 medical and lay volunteers. Clients may receive free medications and lab tests. Average time
spent with clients is 1-2 hours. Average cost of unit of service for Health Care Delivery was $32 in FY
00. Average amount of Financial Assistance given is $32. Average cost of HIV Testing and Counseling
is $5.
A:\FY 02 narrative.doc
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Iowa City Free Medical Clinic
Bergus, George Term expires:
418 Wales 7/02
Iowa City, IA 52245 1 st term
Blair, Ginny 3/02
650 South Governor St.
Iowa City, IA 52240 1 st term
Champion, Craig 8/03
430 S. Summit
Iowa City, IA 52240 1 st term
Croat, Jacqueline 3/01
309 E. Fairchild
Iowa City, IA 52240 1 st term
Ellyson, Judy 3/03
39 Greenview Dr.
West Branch, IA 52358 2nd term
France, Nona 3/03
620 Oakland
Iowa City, IA 52240 1 st term
Murray, Linda 3/01
2128 S. Riverside Dr./439
Iowa City, IA 52246 1 st term
Rice, Gretchen 3/01
3711 Forest Gate Dr. NE
Iowa City, IA 52240 1st term
Roberts, Len 3/01
4391 Black Hawk Ave. SW
Oxford, IA 52322 1 st term
Rosenthai, David 3/02
13 11 Rochester
Iowa City, IA 52245 2nd term
Russo-Johnson, Barb 3/01
1622 Cou Fall Rd. NW
Swisher, IA 52338 1st term
Wirth, Bill 3/03
4655 Running Deer Woods NE
Iowa City, IA 52240 2nd term
7a
-213-
AGENCY: Iowa City Free Medical Clinic
Please supply information about clients served by your agency during last two complete budget years.
Refer to form instructions for definition of duplicated and unduplicated.
Enter Years FY 99 FY 00
1. How many Johnson County residents (including la. Duplicated 5694 5981
Iowa City and Coralville) did your agency serve? Count
1 b. Unduplicated 2693 2723
Count
2. How many Iowa City residents did your agency 2a. Duplicated , ,
serve? Count 3505 3653
2b. Unduplicated , ,
Count 1534 1501
3. How many Coralville residents did your agency 3a. Duplicated , ,
serve? Count 540 606
3b. Unduplicated , ,
Count 293 310
4. How many units of service did your agency pro- 4a. Total 7380 7361
vide?
4b. To Johnson 6163 6257
County Residents
,
No HIV visits included. County only data collected.
5. Other Areas Served:
Do you provide services to areas outside of Johnson County? Yes, we see patients at FMC who
Reside in:
Area(s) served: Linn, Cedar, Muscatine, Jefferson, Benton, Washington, out of state, etc
Services provided: Medical appointments, vouchers, HIV testing & counseling and referrals
Funding Sources: We have been keeping statistics for the past two years, of the numbers
of visits from people outside of Johnson County. We hope this will give us information to take to
these counties for future funding requests. 15% of client contacts are outside Johnson County.
6. Client Profile (for last complete year, if available): duplicated count
Age Gender Ethnicity
0 - 5 168 Female 2583 African American 15%
6 - 17 439 Male 2112 Native American 1%
18 - 29 1363 Asian 4%
30 - 61 2461 Hispanic 14%
62 - 75 245 Caucasian/Non-Hispanic 53%
75 + 19 M ulti-racial/other 2%
No answer 11%
A:~FY 02 narrafive.doc
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AGENCY: Iowa City Free Medical Clinic
7. Evaluation and Review:
A. Please discuss how your agency measures the success of its programs. A quality
assurance program is in place. A chart review system assures that FMC protocols and guidelines
have been followed. Patient satisfaction surveys are done biannually (phone & written). Our new
case management program should afford a better sense of patient satisfaction as the nurse will be
in continuous contact with the patients.
B. Does your agency have a current strategic plan and date last reviewed?
Yes, it was reviewed at the Board/Staff retreat in June of this year.
C. What plans does your agency have to increase efficiency and effectiveness?
Maintain our quality assurance program, continue with case management for
patients with chronic illness and upgrade our computer systems and software.
D. How has your agency responded to United Way's recommendations from last
year?. We have a % time nurse case manager on staff for this year and hope to
obtain funding to continue the program. We are going to have an outside audit
done by end of 2000, our staff and board are seriously looking at grant sources to
fund the case manager position, and are talking of establishing an endowment to
assure long term financial stability. While we no longer are seeing kids at the
neighborhood center, we do work with agencies on a referral basis as well as
continuing to go to DVIP and MECCA.
8. In what ways will the needs of your service population change in the next five years?
Our numbers of clients with chronic health problems continues to increase. We think this
will continue to rise with the absence of health care accessibility.
FY Hypertension Diabetes client visits #s are duplicated count
FY97 196 185
FY98 302 210
FY99 310 221
FY00 458 329
9. In relation to the Johnson County Capacity Assessment, explain how your services are
meeting community needs. Health care is one of six concems outlined in the Capacity
Assessment. We are the primary providers of free outpatient health care to uninsured and
underinsured people in Johnson County. While financial and staffing issues limit our
services, we try to address the health care needs of as many clients in the most cost-
effective way possible.
A:\FY 02 narrative.doc
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AGENCY: Iowa City Free Medical Clinic
10. Please discuss any other problems or factors relevant to your agency's programs, funding
or service delivery: As we try to meet the needs of our patient population by having more hours of
availability, we sometimes run into volunteer staffing difficulties. In relying on program cooperation
with UI Family Practice, Mercy Hospital and private practitioners, we have been able to expand our
hours but when these other entities need to change staffing or program focus, we are left without
volunteers. This is especially a problem with specialists such as ophthalmologists, podiatrists,
dentists, etc.
11. List complaints about your services of which you are aware: Lack of parking, waiting room
uncomfortable.
12. Do you have a waiting list or have you had to turn people away for lack of ability to serve
them? What measures do you feel can be taken to resolve this problem:
We do not have a long-term waiting list for the medical clinic. When our evening
clinic is full we encourage people to phone back in for our next clinic or see if there is a
daytime slot that works for them. If someone is in immediate need we try to fit them in.
We do have a waiting list for dental appointments. We are able to get people into a
dentist if they are having a dental emergency.
How many people are currently on your waiting list? Dental 95
13. In what way(s) are your agency's services publicized? ? Posters, brochures, referring
agencies, speaking engagements, newspaper articles, phone book, word of mouth and classified ads.
14. United Way involvement by your agency: ("X" if agency participated within the last year)
a. Agency Directors Meetings X
b. Served as Agencies Directors' Representative to
Funding Hearings
c. Business Blitz X
d. Day of Caring X
e. Kick Off X
f. Victory Reception X
g. Other UW logo on all literature, T-shirts and letterhead. Campaign
tours, and acknowledgment in all presentations and public
appearances.
15. How have you collaborated with other agencies during the past year? Our doctor goes to
DVIP to see women who have problems with transportation and safety issues. Our HIV outreach program
coordinator did educational presentations for Youth Homes, Broadway Neighborhood Centers Lutheran
Social Services and ICARE as well as collaboration with the Health Department. Free Medical Clinic
participated in the Capacity Assessment and the Health Needs and Health Improvement Plan. Our
volunteer pediatrician saw children at the Neighborhood Center. FMC staff helped Free Lunch Program
director complete their budget. Emergency Housing Project clients are seen by pharmacy student
volunteers, evaluated and made appointments at FMC. Our HIV Counseling and Testing program provided
testing at ICARE, Family Planning, MECCA and Planned Parenthood.
A:\FY 02 narrative,doc
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AGENCY: Iowa City Free Medical Clinic
AGENCY HISTORY
(Using this page ONLY, please summarize the history of your agency, emphasizing Johnson County, past
and current activities and future plans. Please update annually.)
The Free Medical Clinic (FMC) began seeing patients in March of 1971. The concept of
providing free medical care in a non-judgmental way to those who couldn't afford it was
formulated by a diverse group of politically active medical and non-medical community
members. During the first year the Clinic was held in the River City Free Trade Zone in
downtown Iowa City and then in the basement of Center East, the Catholic student center.
Since the Spring of 1972 FMC has been located in the lower level of Wesley House at 120
N. Dubuque.
Since opening 29 years ago, thousands of people have been seen for 145,000 patient
visits. FMC is equipped with six exam rooms, staff offices, walk-in office, lab and
dispensary.
Our patients continue to be the uninsured, "very low income" people who do not qualify
for other assistance programs. Patients are seen here for job physicals, colds and flu,
hypertension, diabetes and other acute and chronic conditions. Other services offered
include dental care, eye exams, Mercy Night, dermatology, physical therapy, dietitian and
psychiatric nurse practitioner counseling.
One of the primary reasons we have been able to maintain our original commitment to free
health care for all, is the dedicated participation of a large volunteer staff. Physicians, lab
technicians, pharmacists, physician assistants, nurses, medical students, patient
advocates, receptionists translators and HIV counselors come together with staff to
created an environment of caring and support for one another and our patients.
Orthopedic examinations by UIHC ortho residents were added in FY 00. CDBG funding
was awarded in FY O0 to fund our case management program in FY 01.
Quality assurance is an ongoing part of FMC commitment to providing quality health care
to our clients.
Our Patient-In-Need Program continues to be invaluable in keeping patients with chronic
medication needs supplied with the proper medications.
A:\FY 02 narrative.doc
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AGENCY: Iowa City Free Medical Clinic
FY00 GOALS
Please state the goals of the latest completed fiscal year and report status of progress/completion.
1. Health care delivery
A. To provide free, general outpatient health care to residents of Johnson County.
We had over 4,600 patient visits at clinics on Monday and Thursday evenings, Tuesdays 9AM to
3PM, Thursday mornings weekly, and one Wednesday evening clinic monthly. Volunteer trainings
were held for all volunteer positions. Patient medication assistance program was streamlined and
updated.
B. To provide community information and referrals for medical and related social services.
There were estimated 10,000 phone contacts. Staff spoke to a number of community
groups about FMC.
2. Financial Assistance Program
Medication and Medical Supply fund provided 162 vouchers totaling $2955.
Eyeglass Assistance Program supplied 63 vouchers totaling $2360.
Hearing Aid Fund supplied 9 vouchers totaling $437.
Preventive Health Fund provided 41 vouchers totaling $2646.
Cancer Prevention Fund provided 1 voucher at $334 but work with many agencies willing to provide
free mammograms to clients has been a great help to women.
3. HIV Counseling and Testing
A.: To provide HIV prevention counseling and confidential HIV antibody testing to clients,
and to collaborate with other agencies in our community to provide prevention and referral
information regarding HIV infection.
Objective to test 1000 was not met. 927 clients were tested. Total contacts including post-
tests was 1690. This is an 82% return of people getting their results (clients need to return in
person to receive test results) approximately 1800 phone contacts.
Collaborated with JCDPH, MECCA, ICARE, Family Planning, UIHC Virology Clinic, and
Planned Parenthood.
4. HIV Outreach: Reduce the risk of HIV infection among high risk and under served populations in
the greater Iowa City/Johnson County area.
A. Reduce risk of HIV infection in Gay/Bi men: planned and implemented 2 educational health
nights.
B. Reduce risk of HIV infection in injecting drug users. Continued off site testing at MECCA
C. Reduce risk of HIV infection in communities of color. Held youth peer training at Broadway.
D. Reduce risk of HIV infection in sexually active at risk youth. Planned and implemented
prevention and peer training programs for agencies serving at risk youth at UAY, Health Iowa,
Broadway Neighborhood Center and Lutheran Social Services.
A:\FY 02 narrative,doc
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AGENCY: Iowa City Free Medical Clinic
AGENCY PROGRAM GOALS AND OBJECTIVES
(List goals and objectives for the Fiscal Year for which you are requesting funding. Several pages are
provided, please add any additional pages you may need with your agency name as a header.)
NAME OF PROGRAM: HEALTH CARE DELIVERY FY 02
Goal: To provide free, general outpatient health care to residents of Johnson County.
Objective A: In 2001/2002 provide free health care (direct patient contact) on Monday and
Thursday evenings, Tuesdays 9am-3pm, Thursday mornings, one Wednesday evening per
month and one other day a week (off site) for an estimated 5,000 client contacts.
Tasks: 1. Schedule Clinic evenings with 12-14 lay volunteers and 10-12 medical volunteers.
2. Provide ongoing recruiting and orientation for medical volunteers.
3. Provide ongoing recruiting and training for lay volunteers.
4. Provide Clinic evening supervision to volunteers.
5. Provide periodic training sessions for volunteers.
6. Publish newsletter to provide internal communication and update medical
information to volunteers.
7. Schedule paid staff to cover the office 9am-3pm Monday through Thursday to
accomplish:
a. administrative duties
b. patient follow-up
c. phone answering
d. counseling walk-in clients and providing information and referrals, doing
pregnancy tests and blood pressure checks.
e. administering voucher programs
8. Procure space and staff for off site medical care to
under served populations in Johnson County.
9. Administer Patient - in -Need Program (PINP) (Prescription assistance)
a. Maintain record keeping and ordering information for each patient.
b. Keep on hand correct forms for medication ordering.
c. Organize pharmacy storage area for PINP medications.
10. Administer Dental clinic.
a. Maintain patient waiting list with current addresses and phone numbers.
b. Schedule dentists to see patients 4-6 times per month.
c. Schedule patients to see dentists.
Objective B: To provide community information and referrals for medical and related social
services.
Tasks: 1. Maintain current and updated referral information for which the clinic receives
frequent requests.
2. In 2001/2002 transmit this information to an estimated 10,000 people through
phone contacts, walk-ins and clinic visits.
3. Provide educational presentations to agencies, civic groups, professionals and the
Clinic's service population.
4. Develop or order informational materials geared towards our patient population,
and make them easily available.
Resources Needed to Accomplish Pro.clram Tasks
1. Three full-time paid staff persons.
A:~FY 02 narrative.doc
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AGENCY: Iowa City Free Medical Clinic
2. One part-time paid physician, 15 hours a week.
3.One 1/4 time paid examiner position.
4. One 25 hour per week office manager.
5. Three (or four) phone lines.
6. Supplies for Clinic, Lab, Pharmacy and Office
7. Professional liability insurance.
8. Waiting room, lab space, pharmacy space, Clinic space, office space.
COST OF PROGRAM: FY 01 ~189,017 FY 02 $182,787
A:\FY 02 narrative.doc
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AGENCY: Iowa City Free Medical Clinic
AGENCY PROGRAM GOALS AND OBJECTIVES
NAME OF PROGRAM: Financial Assistance Programs FY 02
MEDICATION AND MEDICAL SUPPLY VOUCHER PROGRAM
Goal: To provide emergency assistance to residents of Johnson County who cannot afford
needed medications or medical supplies.
Objective A: To provide vouchers for medication and medical supplies from 9am-
3pm Monday through Thursday.
Tasks: 1. Maintain contact with Iowa City and Coralville pharmacies.
2. Maintain a record keeping system.
3. Maintain a referral list of Johnson County agencies.
EYEGLASS ASSISTANCE PROGRAM
Goal: To provide assistance to residents of Johnson County who cannot afford eyeglasses.
Objective A: To provide vouchers for eyeglasses and exams from 9am-3pm Monday
through Thursday.
Tasks: 1. Maintain contact with Iowa City/Coralville Optometrists.
2. Maintain a record keeping system.
3, Maintain contact with the Lions Club, providing statistical information
and updates on the program.
HEARING AID ASSISTANCE PROGRAM
Goal: To provide assistance to residents of Johnson County who cannot afford hearing aids.
Objective A: To provide vouchers for hearing aids from 9am-3pm Monday through
Thursday.
Tasks: 1. Maintain contact with Iowa City/Coralville audiologists.
2. Maintain a record keeping system.
3. Maintain contact with Lions Club providing statistical information.
PREVENTIVE HEALTH FUND
Goal: To provide assistance to Johnson County residents who cannot afford, diabetes
monitoring equipment, or other preventive health needs.
Objective A: To provide vouchers for preventive health items from 9am-3pm
Monday through Thursday.
Tasks: 1. Maintain contact with Iowa City businesses and physicians regarding
referrals and purchase of preventive health services.
2. Maintain a record keeping system,
3. Seek funding for this program.
A:\FY 02 narrative.doc
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AGENCY: Iowa City Free Medical Clinic
CANCER PREVENTION FUND
Goal: To provide financial assistance to people who cannot afford cancer-screening tests.
Objective A: To provide vouchers for cancer screening for patients.
Tasks: 1. Maintain contact with referring physicians.
2. Maintain a record keeping system.
Resources needed to accomplish all program tasks
1. A paid staff person
2. Supplies
3. Phone line
4. Professional liability insurance
5. Administrative space (FMC Office)
Cost of program FY 01 ~7,103 FY 02 $5,758
A:\FY 02 narrative.doc
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AGENCY: Iowa City Free Medical Clinic
AGENCY PROGRAM GOALS AND OBJECTIVES
(List goals and objectives for the Fiscal Year for which you are requesting funding. Several pages are
provided, please add any additional pages you may need with your agency name as a header.)
NAME OF PROGRAM: Case Mana.qement FY 02
Goal: To provide case management of medical care for clients with chronic illness (diabetes, hypertension
and asthma).
Objective A: To prevent serious complications of chronic illness.
Tasks:
1. Work closely with staff physician to meet client needs in a consistent and holistic
maR fieF.
2. Enroll each client in medication assistance programs.
3. Monitor client medication use to ensure correct use and provide timely refills.
Objective B: To increase client self-sufficiency in illness management.
Tasks: 1. Assess client's knowledge of illness and self-management skills.
2. Provide education to help develop self-management skills.
Objective C: To increase client quality of life.
Tasks: 1. Assess client's health and psychosocial status.
2. Provide follow-up on referrals for other services
Resources needed to accomplish all pro.qram goals and tasks
1. One full time paid staff nurse
2. Educational materials and supplies
3. Office space
4. Phone lines
Cost of Pro.qram FY 01 $34,000 FY 02 843,526
A:\FY 02 narrative.doc
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AGENCY: Iowa City Free Medical Clinic
AGENCY PROGRAM GOALS AND OBJECTIVES
(List goals and objectives for the Fiscal Year for which you are requesting funding. Several pages are
provided, please add any additional pages you may need with your agency name as a header.)
NAME OF PROGRAM: HIV Prevention Counseling and Antibody Testing FY 02
GOAL: To provide HIV prevention counseling and confidential HIV antibody testing to clients.
Objective A: To provide HIV prevention counseling and testing, and posttest counseling to
approximately 300 clients in 2001/2002.
Tasks:
1. Schedule 2-3 volunteer counselors for 2 clinics each week.
2. Recruit and train new volunteers as needed.
3. Inform the community of the service through advertising and speaking engagements.
4. Collaborate with the County and State Health Departments, local physicians, and other
community agencies in providing care and support for those who test HIV positive.
5. Perform administrative duties to accomplish the above.
Objective B: To provide for the community prevention and referral information regarding HIV
infection.
Tasks:
1. Maintain current information available for public use, consisting of books, magazine and journal
articles, pamphlets on HIV/AIDS, and an updated referral book.
2. Keep staff informed by providing current reading materials and opportunities to attend
conferences and workshops.
3. Maintain a collaborative relationship with ICARE, Johnson County AIDS Project, and other HIV
related services.
Resources Needed to Accomplish Program Tasks
1. One part time paid staff person.
2. Phone lines.
3. Lab and photocopy supplies.
4. Office and counseling space.
5. Educational materials.
Cost of Program FY 01 ~11,250 FY 02 $7,500 (Partially provided by CDC grant)
A:\FY 02 narrative.doc
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AGENCY: Iowa City Free Medical Clinic
AGENCY PROGRAM GOALS AND OBJECTIVES
NAME OF PROGRAM: Healthy Outcomes Prevention Education (HOPE) FY 01
Goal: To increase awareness about HIV and AIDS prevention in Iowa City/Johnson County.
Objective A: Reduce risk of HIV infection among gay and bisexual men
Tasks:
1. Collaborate with JCDPH HAPI Group to provide assistance with Gay/Bi mens health
event.
2. Provide prevention promotion, education, and testing information at gay community
events including, but not limited to, annual Pride events.
Resources Needed to AccomDlish Pro¢!ram Tasks:
1. 1 quarter time paid staff person
2. Educational materials and supplies
3. Office space.
COST OF PROGRAM FY 01 $2,000 (there is no more funding after December 2000)
A:\FY 02 narrative,doc
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HUMAN SERVICE AGENCY BUDGET FORM Director: John Watson
City of Coralville Agency Name: Goodwill Industries of $E Iowa
Johnson County City of Iowa City Address: 1410 South First Avenue, Iowa City, IA 52240
United Way of Johnson County Phone: (319} 337-4158
Completed by: Tamera Erb
CHECK YOUR AGENCY'8 BUDGET YEAR Approved by Board Chair: ~'~. ~~.y.~ ~
1/1/01 - 12/31/01 '/ 10/1/01 - g/30/02 October 5, 2000
(date)
7/1/01 ~ 6/30/02
COVER PAGE
Program Summary: (Please number programs to correspond to Income & Expense Detail,
i.e., Program 1, 2, 3, etc.)
Program 1: Employment Services is our community-based training and supported employment service
which is designed to help persons with disabilities obtain and maintain jobs with local businesses
and industries.
Program 2: ACCESS provides evaluation and training in the use of assistive technology options, such as
specialized computers, software and communication devices in order to increase the individual's level of
independence. Staff assists the person served with equipment acquisition, installation, training and followup.
Program 3: CORE Services Coordination provides counseling, support and referral for needed services
for persons with traumatic brain injuries and their families. These individuals have survived accidents or
illnesses and are in need of assistance to improve the quality of their lives as they re-enter the community
after hospitalization.
Program 4: Facility Training provides training and employment opportunities for persons with disabilities
at our main plants and our retail stores. This program may be time limited as the person transitions into
Employment Services or long term if the person so chooses.
Program 5: Self Support includes our operational activities which are designed to provide real work and
also revenues to help support our rehabilitation efforts. Self support includes our donated goods
collection/production/sales and facility/community-based subcontracts with local business and industry.
Local Funding Summary: 4/1/99 - '~/1/(~) ~ 4/1/01 - % of Total ~
3/31/00 3/31/01 3/31/02 Budget J
United Way of Johnson County - - ~
,Does Not Include Designated Gyg_. ~52,476 . $69,496~ $80,000 ~ . 0.86_°/%
! FY00 FY01 FY02
City of Iowa CLty ~
Johnson County i
City of Coralville . ~ ,
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Agency: Goodwill Industries of SE Iowa __
STATEMENT OF ACTIVITIES SUMMARY
(ACCRUAL BASIS)
Actual This Year Budgeted
! Last Year Projected Next Year
You r ag_e_ncy's budge{'~ear: ~ .....~ 999 2000 ' 2001
1. ':l'otal Support and Revenue . 7~67,971 ' 8,908,500 9,345,700!
2. ~otalExpen~_es _ (a+_b_be)ow) 7,954,985 8,305,900 8,788,600
a. Non-Directed (a)~l_0cated to programs)_
b. PrOgram Total (list programs below) .... 7,954,985 ~' 8,'3~5~,9i~0'~"~'~788,600.
1. Employment Services 763,434 1,012,000! 1 ,_1.91,800~
2. Access Center 75,586 90,400 104,400
' 3. CAse Management 42,698 48,400 54, 100
4. Facility Training ___ 822,359 .... 8._6Z,_7_0_9__ . 952,500
5. Self support .... r6,250,908 6,287,400 6,485,_8_0_0'
7.
8,
3.. Chan_g~in N'~t'Ass_etS .... (_lT_2) ..... (187,014) 602,600 557,;1'0b'
;4. Net Assets, Beginning_oft_he Year 1,215,370 1,028,356 1,630,956
i5. Net Assets, Ending Balance (3+4) 1j~028,356 1,630,956 2,188,056
16. Restricted Fund Balance (total from p. 5)
]7. I_n-kin_d S_u_pport . (total from p. 5)
Notes and Comments:
Briefly describe how local funds were spent last year.
United Way funds were spent to assist persons with disabilites to obtain and maintain
jobs in the community.
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AGENCY Goodwill Industries of SE Iowa
INCOME DETAIL
iACTUAL i THISYEAR BUDGETED NON- PROGRAM PROGRAM
,LAST YEARI PROJECTED NEXT YEAR DIRECTED ' 1 2
! 1999 ~ 2000 2001 FUNDIN_G... !.E.mJ~loyment Svs.i Access Center
120 374 ___206,900 151,000 93 300 19 3004
L1. LoCal Funding Sources- : , I
a.
b. City of Iowa City (CDBG for Capital Improve) ~ 70,000
c. United Way of Johnson County ~ 5!_,7001 67,600 77,400 58,100. 19,300]
d. City of Coralville . ~ ] ....... ~ I I
e. United Way of East Centr_aJ Iowa L-- 68'674i 69,300 _73~60_0_L ; _ 35,200
f. ; ~ =
2. Grants- State Federal, Foundations j 151,880j_. 2!6J00 130,700~ . 60,000~
...... 7 2,699i 62,500 48:900~ 4~9007
a. DVRS-Youth & Adult Services Grant ~ ,
b. IBM&inn County : 1,000i 7,600 ~
c. Hall Foundation/Linn County 56,559 !7,400 13,7001
d. Grant Wood Area Education 54,830 ~ 49,200 57,000= ~ _
e. DVRS-Community Based Assessment Grant ~ 36,792 24,000 ~ _
f. Census Grant 55,400 11,100 11,100
3. Net Sales Of Services (sources) il ,656,266 1,781,300 1,888,2,0_g ............... _8_~,700i 37,800_
a. PUr_Chase of Vocational Services ~1,656,266 1,781,300_ 1,888,200 849,700~ 37,800
c. , L ..............
4. Net.S_alesofM__aterials (sources) _ i5,747,945i 6,581,300]7,053~900i i i
1 ~
a. Contract I 155,519i 1,105,700 ,195,000i !
b. Retail Sales 24,592,426L' 5_,475,60__0 !5,858,9001 ~
5. Contribut_ions/Dona~ions ....... 44 008 43~_9~.0._j_ 45 000! 45,000 ~ =
a. United Way Designated Giving 2,478 2,4001 3,000' 3,000i
b. Other Contributions 41,530 41,500[ 42,000= 42,0_0gJ : ~ _
~. Special Events 0 0~
:a. 0 0" 0 0
lg. .....
!7. Interest Income = 7,565 17,000 26,000j 26,000[
39,933 62,000 50,900[ 50,9001
i8. Other- List Below
= a. Rent Incom_e , 33,600 41,600i 5Q,900~ 50,900 j
: b. Other Income-Equipment Sales 6,333 20,400i
i
TOTAL INCOME 7,767,971 8,908,500L9,345,700i 121,900, 1,003,000i 57,100
* Allocation of Non-Directed Funding Incom ............................. ~- .............i (121,900~ 16,500i 1,500
:TOTAL INCOME AFTER ALLOCATION 7,767,971.8,908,500 i9,345,700! 0 1,019,500: 58,600
~ (same as pag9 2, line 1 b) :
'Notes and Comments:
* SEE ATTACHMENT EXPLAINING ALLOCATION METHOD ON PAGE 3b.
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AGENCY Goodwill Industries of SE Iowa
INCOME DETAIL (cont)
PRC)GRAM' ~ PROGRAM 7 PROGRAM ~PROGRAM i PROGRAM
3 : 4 6 7 8
i Case Mgmt_ i Facility Self Support
L'I. Local Funding Sources-. I 38,400i
i a. Johnson County
';b. City of Iowa City (CDBG for Capital Improve) _
! c:_United Way of Johnson County ..... ] I
:d;~!~PfC~°ralviJJ-e ............................ i i
e. United Way of East Central Iowa 38,400 [
f.
' .............'~' S7,000"13J700.,
2. Grants - State, Federal, Foundations
i : :: :: ::: :7:~:: : : :: ~:: :
a. DVRSyyouth &Adult SerViCes Grant _ _ ~ : ~ ~ .
i b. IBM/Linn County , _
~ c. Hall Foundation/Linn County 13,700
[ d. Grant Wood Area Education 57,000 ~
', e. DVRS-Community Based Assessment Grant
f. Census Grant
i~:: .... 72_: ...... " _ ..... _. I I , I · _.
!3. Net Sales Of Services (,sources) ' 18,900 ' 981,800 ;
a. Purchase of Services 18,900: 981,800
b.
C,
4. Net Sales of Materials (sources) 7,053,900
a. Contract 1,195,000 ....
: -. ~ ..............
b. Retail Sales = 5,858,900
[5. Contributions/Donations
a. United Way Designate~d_9~iving I
b. Other Contributions ':
'
6. Special Events . [ ....... ~ ~__ !
b. ~ . _
C. ~ : :~: : : :: ~ 7 :~ :: : : ~ :: :
]
:7. Interest Income ..... ~ _:_ ......... ~ .....
i8. Othe__r - L. iS~t B_e_!o_W i '-
~ a. Rent Income ......... =
i b. Other Income-Dental Plan Equity
]TOTAL INCOME 57,300 il ,038,800 7,067,600
· Allocation of Non-Directed Funding Income 800i 13,200i 89,900 ;
TOTAL INCOME AFTER ALLOCATION 58,100 [1,052,000[ 7,157,500]
(same as p.a~te 2, lin~J b~) m :
Notes and Comments:
* SEE ATTACHMENT EXPLAINING ALLOCATION METHOD ON PAGE 3b.
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GOODWILL INDUSTRIES OF SOUTHEAST IOWA
UNITED WAY PROPOSAL 2001
Attachment to Page 3
1999 2000 2001
Actual Projected Budget
Note to line 4:
Sales
Store Sales 4,592,426 5,475,600 5,858,900
Salvage 326,180 507,400 525,000
Contracts 438,819 598,300 670,000
Container Project 390,520 0 0
Total 5,747,945 6,581,300 7,053,900
ALLOCATION OF NON-DIRECTED FUNDING INCOME & EXPENSES
Attachment to Page 3, 3a, 4 & 4a
ALLOCATION METHOD:
Non-directed funding income and expenses are allocated by percentage of direct expense.
Allocation Budgeted Next Year
By % 2000
not done
Total Total
Income Expenses
(pg. 3, col. 4)(pg. 4, col. 4)
Non-Directed Funding 121,900 1,129,900
Allocation to Programs: **
Program 1: Employment Services 13.6% 16,500 153,200
Program 2: Access Center 1.2% 1,500 13,400
Program 3: Case Management 0.6% 800 7,000
Program 4. Facility Training 10.8% 13,200 122,500
Program 5: Self Support 73.8% 89,900 833,800
Total 10O.Q% 12_j~900 1,129,900
** Allocations to programs are rounded to the nearest 100.
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PROGRAM EXPENDITURE DETAIL AGENCY Goodwill Industries of SE Iowa
ACTUAL ~THIS YEAR BUDGE'I'EDi' NONL 7 PROGRAM' PROGRAM:
LAST YEAR' PROJECTED NEXT YEARi DIRECTED 1 2
1999 2000 2001 , FUNDING ,Ernp!gymen~ .Access Cente.
1. Salaries 4,776,588~ ~:100,300 5,458,300 781,600i 760,900 65,900'
;2. Employee Benefits & Taxes 927,911 973,300 1,038,600 148,8001 156,600; 15,200
I
~3. Staff Development i 13,575 19,000i 22,000 9,000~ 3,600l 100'
I ~ ~ '
· Professional Consultation [ 27 252 i 25,000i 26,900 11,400
i ·
',5. Publications & Subscriptions ' 3,233, 4 500. 3,800 1,200
,
~ 4 ~ - - ~ ·
6. Dues and Memberships ,960j 76,500: 80,000 77,800 1,300
?. Mortgage, Rent and Property Tax 733,235i 755,200: 785,000 54,500
8. Building Maintenance ' 127,179i i56:000~ i50,000 11,400
:9. Equipment Purchase/Rental/Maint. 101 32~~ 47,300i 45,000 3,800 1,700!
!10. Utilities ! 133,843] 1~7,8001 145,000 3,700 2,600: 3:000'
i ! ' '
I , L
~11. Telephone i 40,012 43,800 45,000 9,200i 11,100 600
[i2. OfficeSupp]ieS~>0Stade ?" 41,120 46,900 49,500 34,100j 4,700 '3:700~
13. ~ ~:3'9"t 139,5001 1507900' ~9:0007"' 2,200
Printing and Publicity 1 2,
]4. Local Transportation 141,666! 139,700 i 139,800 13,4007 25,000 500i
15. Insurance 45,045 44,700 46,000 4,700 900
16. Audit 6,000 8,500 10,000 10,000 ,
17. Interest 59,219i 47,~00i 36,800i '
18. Other (Specify): Supplies 126,893! 95,800i 103,000
i19. Meetings and Conferences i 8,970 7,100~ 8,000 8,000
I ;
I . Trash Removal
20 177,845 162,500 159,000
i
i2]. Depreciation 271,7231 275,000 286,000! !
22. :
TOTAL EXPENSES 7,954,985 8,305,900a 8,788,600i 1,129,900~ 1,038,600, 91,000
· Allocation of Non-Directed Funding Expenses ............................ , ..............I (1,129,9001 153,200~ 13,400
I I
8,788,600
TOTAL EXPENSES after 7,954,985! 8,305,900 0 1,191,800 104,400
ALLOCATION ( p. 2, line .2~ _ ~ i '
Notes and Comments:
* SEE ATTACHMENT EXPLAINING ALLOCATION METHOD ON PAGE 3b.
Line 8. Building Maintenance: Increase in 2000 over 1999 due to deferred maintenance projects.
Line 18. Supplies: Supply decrease in 2000 was due to container project ending in August 1999.
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PROGRAM EXPENDITURE DETAIL AGENCY Goodwill Industries of SE Iowa
(continued)
'PROGRAM PROGRAM PROGRAM PROGRAMI'PROGF~,MV~ROGRAM
i 3 4 5 : 6
_ Case Mgmt Facility Self Support I
1. Salaries 28,600 651,300 3,170,000i I
2. Employee Benefits &Taxes 7,700 150,000; 560,300
3. Staff Development 300 1,900 7, 100
~4. Professional Consultation 2,500 13,000 i
Publications &Subscriptions i 2,600i
6. Dues and Memberships 200 700i j
7. Mortgage, Rent and Property Tax 4,500 1,900] 724, 100~
I !
]~. Building Maintenance .... ~ 1,400! 137,~0'6V
I9Z Equipment Purchase/Rental/M'/~int. ' ...... 1 O0 [ '
. 39,400i
] ....... 2,000 i
.10. Utilities 200 133,500 [
11. Telephone 700; 3,500! 19,900
12. Office Supplies &Postage 300 500i 6,200
13. Printing and Publicity I '%7 66 128,400 ,
[14. Local Transportation 2,000 13,000; 85,900!
[15. Insurance 100 700 3b,600
AAdk
16, ' '
]17. Interest ! 36,800
~ 18. Other (Specify): Supplies [ 103,000 !
19. Meetings and Conferences
i20. Trash Removal 4 . _ ~ 159,000]
:21. Oepreciation 2 S:000
0
!TOTAL EXPENSES 47,100 830,000 5,652,000
* Allocation of Non-Directed Funding Expenses 7,000 122,500 833.800
TOTAL EXPENSES after 54, 100 952,500 6,485,800!
ALLOCATI_C)N_ Cp. 2, line 2) ......... ~_ ....................
Notes and Comments:
* SEE ATTACHMENT EXPLAINING ALLOCATION METHOD ON PAGE 3b.
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AGENCY Goodwill Industries of SE Iowa
ACTUAL THIS YEAR BUDGETED
~RESTRICTFD FUNDS: LAST YEAR PROJECTED NEXT YEAR
1999 2000 200~"
Restricted by: Restricted for:
..... 0 0i 0
TO~TA_LRESTRICTED FUND (also shown page 2, line 4)
MATCHING GRANTS
Grantor/Matched by
, n/a i n/a ~ n/a ·
I
,
TOTAL MATCHIN~ GR ANTS (also s_h.qWn_. pg. 3, line 2)
IN-KINrl SUPPORTD_ET~IL
;Services/Volunteers n/a n/a n/a
iMaterial Goods __ n/a . n/a n/a
I Space, Utilities, etc. n/a n/a n/a
!Other: ~Please.specify) ......... n/a n/a_. _ n/a
~TOTAL IN-KIND SUPPORT(also shown on page 2, line 4) . ~ 0 0 0
Notes and Comments:
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SALARIED POSITIONS AGENCY Goodwill Industries of SE Iowa
"X" those
' ~ ' FTE* : Salary
, ] that apply L -~ ..... !
Position '~ ~ ~ Last This Next Actual This Budgeted %
[PESIDENT X ] X % . Ye~ Year Year Last Year Year i Next Year: Change
X 29% 1.00 [ 1.00 1.00 84,678 87, 100] 87,800n 1%
'~VICEPESIDENT iX X X]30% 1.00[ 1.00 1.00 56,143L_ 61,3001 62,500~ 2%
iCONTROLLER ~L X X X: 3~% 1.00[ 1.00] 1.001 53,659 ~ 57,700~ 58,800 2%
{DIECTOR OF RETAIL ~ X X X 32% 0.60 ~ 1.00 ~ 1.00 ~ 26,785 43,700: 44,600 2%
~DIRECTOR OF COMMgICATIONS X ~5 X X 31% 1.00 1.00 1.00~ 42,300~ 49,5001~ 51,000, 3%
........... i' i.
iPROGRAM DIRECTOR X X X 32% 5.QQ. 5..09' ~00TL 1~9,62L/ 2q~,70~
~VOCATIONAL SPECIALIST X X X 33%1 20.70 24.00. 25.00i 587,2791 655,700 714.500 9%
i STORE MANAGER X X X 33%{ 9.00 9.00 ] 9.00j 244,139 264,200 277,400 5%
:STAFF T~INER = g X X X 35% 1.00 1.00 1.00 25,249 26,400 27,900 6%
INSTRUCTORSpPERVISOR l{ X __~___ X 35%i 27.14 27.35 29.~gf 445,372 557,200 584,700 J%._~
~] X 37~.
:OFFICE SNP~RyISOR ~ X 2.00 2.00~ 2.00'! 46,104, 47,100 49,700 6%
! 5~ "'
JOB COACH X X X 32%4 27.44 29.53 ] 31.00 I 53 ~ 573,300 ' 627,300 9%
COMM~ICATIONSASSIST. :X X X ~6~di 1.00 0.65 1.00m 23,379~ 16,100li 25,700j~ 60%
[BOOKKEEPER X. X X 31%L 4.00 4.00_ 4.00 94,273j 100,20qJ 105,300 5%
iTRUCK DRIVER X X . X 34% 3.40 2.50 2.50~ 70,952~i 67,200i 68,500' 2%
STORE CLERK X ~ X X 36%; 61.61 62,16~ 67799 ~ 890,663 ] 1,056,300, 1,141,000 8%
MATERIAL HANDLER : X X jr -~ i 18.89' 19,00][ 426,833v
_ ~ ~" 42% 24.58 ~ 300,300 315,500{ 5%
[Total Staff : ~ ' 192.47 192.08i 201 50i 3,889,147~ 4,221,700[ 4,509,700 7%
LClient Wages ! ,
~ ~ . ~ : 756,121 [, 808,900 873,6001 8%
Temporary Wages ~ ~ :,
:
' I '
TOTAL FTE's and SALARIES 9.47 192.08 ~] 201.50 4,776,588 5,100,300 5,458,300 7%
12
* Full-time equivalent: 1.0=full-time; 0.5=half-time; etc.
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AGENCY: Goodwill Industries of Southeast Iowa
ACCOUNTABILITY QUESTIONNAIRE
A. Agency's Mission Statement or Primary Purpose: The mission of Goodwill Industries of Southeast
Iowa is to advance the well being of persons who experience barriers to independence. To achieve this
purpose, Goodwill provides a variety of training, employment, and support services.
B. Board of Directors:
1. Please attach a list of your agency's Board of Directors (page 7A)
2. Frequency of meetings: Monthly
3. Bdefiy describe board orientation and ongoing training opportunities:
Each new member receives a formal orientation to Goodwill's culture, finances, structure, operations
and services. Periodic training is provided covering board functioning and Goodwill's services.
C. Finances:
1. Are there fees for any of your services? Yes X No __
a. If YES, describe circumstances. We charge a fee per unit of service for each of our services.
b. Are they fiat fees X or sliding fees ?
2. Does your agency have:
an internal audit external audit X financial review
Frequency Annual
3.Has your agency filed the Annual Report with the Secretary of State?
Yes X No
4. Has your agency filed Form 990 with the IRS? Yes __X__ No
5. Please discuss your agency's fundraising efforts, if applicable. We have an annual membership
drive. We are planning to have a capital campaign in 2002.
D. Management:
1. Does each staff member have a written job description? Yes __X__ No
2. Is the agency Director's performance evaluated at least yearly?
Yes __X__ No By Whom? The Executive Committee of the Board of Directors
E. Program/Services:
Service Definition Length of Time Cost/Unit
Employment Services Job Coaching (direct) ¼ hour $10.76
ACCESS Evaluation (direct) 3 - 4 days $350
ACCESS Training (direct) 4 - 5 days $500
C:\Office Docurnenls\United Way\JC 01 .doc
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Goodwill Industries of SE Iowa
Board of Directors 2000 - 2001
Chairperson Clairbourne Dungy
Vice Chairperson Katie Moran
Secretary Lelia Helms
Treasurer Dale Simon
Board Members:
John-Paul Besong Cedar Rapids
Sheila Boyd Iowa City
Alan B. Campbell Cedar Rapids
Claibourne Dungy Iowa City
Kym Gaylo Iowa City
John K. Helbling Cedar Rapids
Lelia Helms Iowa City
Rev. Robert E Holzhammer Iowa City
Elizabeth Hradek Iowa City
Kathleen Krusie Cedar Rapids
Bruce Lehrman Cedar Rapids
R. Dean Moore Oxford
Dennis D Moore Mt Vernon
Katie Moran Cedar Rapids
James Schreiber Cedar Rapids
Dale Simon Iowa City
Terry Smith Iowa City
Mell Taets Cedar Rapids
John Watson (ex-officio) Iowa City
-7a-
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AGENCY: Goodwill Industries of Southeast Iowa
Enter Years 1998 1999
1. How many Johnson County residents (including la. Duplicated 301 330
Iowa City and Coralville) did your agency serve? Count
1 b. Unduplicated 252 271
Count
2. How many Iowa City residents did your agency 2a. Duplicated N/A N/A
serve? Count
2b. Unduplicated N/A N/A
Count
3. How many Coralville residents did your agency 3a. Duplicated N/A N/A
serve? Count
3b. Unduplicated N/A N/A
Count
4. How many units of service did your agency provide? 4a. Total 70,500 71,300
4b. To Johnson 32,000 33,500
County Residents
5. Other Areas Served:
Do you provide services to areas outside of Johnson County?
Area(s) served: Linn County
Services provided: Vocational Rehabilitation
Funding Sources: Iowa DVRS, United Way of East Central Iowa and 23 counties
6. Client Profile (for last complete year, if available):
Age Gender Ethnicity
0 - 5 0 Female 130 African American 12
6 - 17 9 Male 141 Native American
18 - 29 120 Asian 8
30 - 61 121 Hispanic 17
62 - 75 21 Caucasian/Non-Hispanic 234
75 + Multi-racial
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AGENCY: Goodwill Industries of Southeast Iowa
7. Evaluation and Review:
A. Please discuss how your agency measures the success of its programs.
We use a Walker and Associates program evaluation system to measure our
services' effectiveness, efficiency and customer satisfaction
B. Does your agency have a current strategic plan and date last reviewed?
Our last comprehensive strategic plan is dated 1997. We are in the middle of our
strategic planning process and will have an updated plan in late 2000.
C. What plans does your agency have to increase efficiency and effectiveness?
· Our current strategic planning process speaks to this issue. We will be
expanding the amount and type of data that we collect, analyze and use to
make management decisions.
· We have hired a staff development specialist.
D. How has your agency responded to United Way's recommendations from last year?
Although there were no material errors in last year's UW budget submission, we
have taken extra care to help ensure that this year's budget figures are totally
accurate.
8. In what ways will the needs of your service population change in the next five years?
· The level of severity of disability is likely to increase requiring more support and greater
use of creative accommodations such as assistive technology.
· The population we serve will be aging and thus requiring additional support and retirement
related services.
· We may be serving a group of individuals who have disadvantaging conditions that are
not disability related. This is due to welfare reform and job training consolidation
legislation and grants.
9. In relation to the Johnson County Capacity Assessment, explain how your services are
meeting community needs.
An identified need is "Employment and Economic Opportunity". Goodwill provides an array
of training and employment services that reduce barriers to economic independence for
people who are unemployed or underemployed.
C:\Office Docurnents\Umted Wa'/%JC 01 doc
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AGENCY: Goodwill Industries of Southeast Iowa
10. Please discuss any other problems or factors relevant to your agency's programs, funding or
service delivery:
· It has been difficult to attract and retain qualified direct service workers.
· We are a partner in Workforce Development which positions us well to begin providing
vocational services for select persons with disadvantaging conditions. These services
are usually grant funded.
· Funding is limited in many of the counties we serve. In addition, each of the 25
counties we serve has its own managed care plan that outlines 25 separate service
priority lists, billing procedures and quality assurance requirements.
11. List complaints about your services of which you are aware:
Waiting times for certain services.
12. Do you have a waiting list or have you had to turn people away for lack of ability to serve
them? What measures do you feel can be taken to resolve this problem:
Several of our services have waiting lists; some waiting times are 3 - 4 months.
Currently, 25 people are on our waiting lists. Some possible solutions include:
· Seek more grants. However, these are generally time-limited.
· Lobby national and state elected officials to provide more funding for people with
disabilities. (We currently are involved in lobbying efforts at the state and national
levels.)
How many people are currently on your waiting list? 25
13. In what way(s) are your agency's services publicized?
· Publications: brochures, quarterly newsletter.
· Media: PSA's, paid ads, news and feature releases.
· Public speaking, tours. annual meeting, Business P.M.'s.
14. United Way involvement by your agency: ("X" if agency participated within the last year)
a. Agency Directors Meetings X
b. Served as Agencies Directors' Representative to
Funding Hearings X
c. Business Blitz X
d. Day of Caring X
e. Kick Off X
f. Victory Reception X
g. Other
15. How have you collaborated with other agencies during the past year?
See attached
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GOODWILL INDUSTRIES OF SOUTHEAST IOWA:
COLLABORATIVE ACTIVITIES IN JOHNSON COUNTY
Johnson County
Goodwill participates in the Johnson County Mental Health / Mental Retardation / Developmental Disabilities /
Brain Injury Planning Council. We also participate on various planning committees.
Systems Unlimited
Goodwill participates in collaborative efforts related to job development, staff training opportunities, and
legislative activities. Goodwill staff members also are members of the Systems' Volunteer Engineer Group that
works to modify clients' personal, assistive equipment.
Crisis Center
Goodwill provides vouchers, distributed by the Crisis Center, which allow persons in need to receive clothing and
household goods at no cost.
MECCA, Emergency Housing Project,
Goodwill assists with administration of the Housing & Urban Development Homeless Services grant (the STAR
Program). Goodwill provides vocational and supported living services to participants.
University of Iowa Impact Program
Goodwill collaborates on the interdisciplinary team that provides aggressive services for persons with chronic
mental illness.
Iowa City Area Chamber of Commerce
Goodwill is a long-time member of the Chamber of Commerce. Goodwill's staff participates on the chamber' s
Human Resources Committee, Supported Employment Sub-Committee and Community Leadership Program and
training.
Community Businesses & Local Industry
Goodwill works with a variety of local businesses to strengthen its employment skills training curricula and to
foster community placement opportunities for persons with disabilities. Goodwill educates employers about the
needs of people with disabilities and ways workers with disabilities can succeed on the job.
University of Iowa Hospital School
Goodwill's ACCESS (Assistive Technology) Program staff works closely with Hospital School staff to provide
services for persons with developmental disabilities. Tasks include identifying assistive technology needs and
following up with assistive technology training.
Iowa Program for Assistive Technology (IPAT)
Goodwill's ACCESS staff collaborates with the Iowa Program for Assistive Technology in providing evaluation
and training services tbr persons from Johnson County and across tile state who have been referred for services.
Grant Wood Area Education Agency / Iowa CEO
Goodwill provides School~to-Work Transition Services for high school students with disabilities who are
preparing for graduation and will be entering the job force. Goodwill also jointly administers a High School-High
Tech Program developed under a federal grant.
Local Elementary Schools
Goodwill offers training sessions for elementary and junior high students to supplement standard cirriculum on
disability and human service issues and environmental issues.
1
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The University of Iowa - College of Education / Rehabilitation Counseling Program
Goodwill's staff works with university Rehabilitation Counseling students to provide opportunities for training
regarding the vocational services field. Staff members sit on the program's Advisory Committee.
Iowa Workforce Development
Goodwill is an active participant, through a 28E agreement, in planning and implementing Workforce
development services in the area. Other participants include Workforce development, JTPA, Kirkwood, HACAP
and the Dept. of Human Services.
Options of Linn County / University Hospital School
Goodwill's ACCESS, Assistlye Technology Program, works with staff from Options of Linn County to
stream line the provision of augmentalive communication training ser'¢ices for persons with severe communication
disabilities in Linn and Johnson Counties.
Goodwill and Options collaborate on a grant funded program called Contract Services that develops industrial
subcontracts in the Iowa City and Cedar Rapids areas.
The Furniture Project
Goodwill makes referrals to the Furniture Project to assist persons who wish to make donations of useable goods
but are unable to transport their items to Goodwill. The Furniture Project offers a pick-up service for household
goods and Goodwill staff values helping keep quality materials out of community !andfills.
Department of Corrections
Goodwill provides opportunities for people to fulfill Community Service requirements ordered by local
courts. Individuals complete their service in a safe, supervised enviromnent.
Goodwill also administers a grant from DVRS Systems Change to provide vocational services for
offenders who have mild disabilities.
Rockwell International
Goodwill works with Rockwell staff to reclaim and sort electronics packaging materials with the goal of
providing job-training opportunities for persons with disabilities. Collaborating with Goodwill has enabled
Rockwell to reduce its solid waste and allowed it to recycle materials whenever possible.
Revised 10/29/9900(}(I
2
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AGENCY: Goodwill Industries of Southeast Iowa
AGENCY HISTORY
Goodwill Industries of Southeast Iowa was established in Iowa City in 1965 to provide rehabilitation.
training and employment services to persons with disabilities and other disadvantaged persons who may
experience barriers to competitive employment. The Goodwill program is designed to encourage and
enhance dignity, self-respect and social and economic independence.
The need for an organization like Goodwill Industries was recognized in the early 1960's by the local
Association for Retarded Citizens and area professionals. In the spring of 1965, the Iowa City Kiwanis
Club began early organizational efforts, and Goodwill Industries was incorporated on November 24, 1965.
Goodwill first opened its doors in early 1966 in the former Montgomery Ward building in downtown Iowa
City. In 1968, Goodwill moved to a new 32,000-sq. ~. facility on First Avenue. A retail store in Cedar
Rapids was opened in 1967 and training programs began there in 1973.
The Iowa City Goodwill Industries was one of the first organizations in Iowa to be fully accredited by the
Commission on Accreditation of Rehabilitation Facilities in 1977. It has maintained the highest level of
accreditation by CARF ever since. Goodwill has ranked high in the state in job placements the past
several years. Nine state grants have been awarded for innovative supported employment programs from
1985 to 2000.
Goodwill Industries began providing community-based training and ernployment services for persons with
brain injuries in late 1989. The program was funded by a grant from the Division of Vocational
Rehabilitation Services and was developed under the auspices of the East Central Iowa Brain Injury Task
Force. A services coordination component for these individuals and their families was added during 1992.
During 1998, Goodwill began offering supported community living services for persons with disabilities.
During 1995, Goodwill began the ACCESS Program. This program is designed to provide evaluation of
the need for and training in the use of assistive technology to aid persons with disabilities to build on their
strengths and overcome barriers to independence. Goodwill received major contributions for renovation
and equipment to implement the ACCESS Program from the Roy J. Carver Charitable Trust, The City of
Iowa City Community Development Block Grant program and the Iowa Division of Vocational
Rehabilitation Services.
Recently, Goodwill Industries has expanded services to provide job development and support services for
persons who are involved in the correctional system. In addition, Goodwill began serving homeless
individuals as a part of a three-year Dept. of Housing and Urban Development grant program named
STAR. Goodwill also received a Dept. of Labor grant - along with many other local Goodwills - to place
persons who are receiving public assistance in U.S. Census jobs.
Goodwill benefits its clients by encouraging and assisting them in their own desire to help themselves. It
enables economic and social advancement of people by providing jobs, training for jobs and placement
into jobs. Both nationally and locally, it is the largest private sector employer of persons with disabilities --
helping tax "users" become taxpayers. Goodwill is a leader in seeking to create job opportunities in other
sectors. It provides valuable labor contracting services to area business and industry. Goodwill also
benefits its communities by recycling a tremendous quantity of donated materials.
C:\Office Documents\United Way\JC 0t .doc
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AGENCY: Goodwill Industries of Southeast Iowa
FY00 GOALS
Employment Services Goal: To increase the level of vocational independence, decrease hospitalization/
institutionalization and increase opportunities for successful living for persons with disabilities and persons
with other barriers to independence by providing community-based training and employment services,
Objective A: During 2000, provide vocational services to 175 Johnson County residents. In line to
meet this objective.
Objective B: During 2000, place and maintain 25 Johnson County participants into competitive
employment. In line to exceed this objective.
Objective C: During 2000, place and/or maintain 125 Johnson County participants in supported
employment positions. In line to meet this objective.
ACCESS Goal: To increase the level of vocational independence and increase opportunities for
successful living for persons with disabilities by providing evaluation and training in the use of assistive
technology.
Objective A: During 2000, provide assistive technology evaluations for 25 Johnson County residents.
In line to exceed this objective.
Objective B: During 2000, provide training in the use of assistive technology for 30 Johnson County
residents. In line to meet this objective.
Objective C: During 2000, provide computer skills training for 40 Johnson County residents. In line to
meet this objective.
AGENCY PROGRAM GOALS AND OBJECTIVES
Name of Program: Employment Services
Goal: To increase the level of vocational independence, decrease hospitalization/
institutionalization and increase opportunities for successful living for persons with disabilities by providing
community-based training and employment services.
Objective A: During 2001, provide vocational services to 175 Johnson County residents.
Objective B: During 2001, place and maintain 25 Johnson County participants into competitive
employment.
Tasks: 1. Provide job-seeking skills training.
2. Provide support groups to provide peer training and support.
3. Develop sufficient iob sites.
4. Provide job coaching to individuals who have been placed.
5. As part of community education, speak to a variety of community groups.
Objective C: During 2001, place and/or maintain 125 Johnson County participants in supported
employment positions.
Tasks: 1. Develop 30 new supported employment sites.
C:!Office Documents\United WaV\JC O~ .dec
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AGENCY: Goodwill Industries of Southeast Iowa
2. (See tasks for Objective B.)
3. Develop two additional community-based group work sites.
Resources Needed To Accomplish Objectives:
1.6 full-time equivalent Vocational Specialists.
2. 10 FTE Job Coaches.
3. Office space located at Employment Services (Eastdale Mall).
4. Miscellaneous staff related expenditures (professional liability insurance, travel,
and training).
Cost of Program:
2000:1,012,000
2001:1,191,800
Name of Program: ACCESS
Goal: To increase the level of vocational independence and increase opportunities for successful living
for persons with disabilities by providing evaluation and training in the use of assistive technology.
Objective A: During 2001, provide assistive technology evaluations for 25 Johnson County residents.
Objective B: During 2001, provide training in the use of assistive technology for 30 Johnson County
residents.
Tasks: 1. Provide staff training to keep current with the constantly changing technology.
2. Purchase additional equipment for participants to utilize.
3. Train participants and family members.
4. Provide follow-up services for participants who have been trained,
5. As part of community education, speak to a variety of community groups
about assistlye technology and other accommodations.
Objective C: During 2001, provide computer skills training for 40 Johnson County residents.
Tasks: 1. Provide staff training to stay current with popular clerical software.
2. Utilize updated clerical skills training curriculum.
Resources Needed To Accomplish Objectives:
1. One full time Technology Specialist.
2. One FTE Clerical Skills Trainer.
3. The Access Center - space located at Goodwill ndustries.
4. Miscellaneous staff related expenditures (professional liability insurance, travel,
and training).
5. A local area network, current word processing, spreadsheet, database, and desktop
publishing software.
6. An assortment of adaptive computer keyboards and switches.
7. A variety of communication devices.
Cost of Program:
2000: 90,400
2001: 104,400
C:\Office Documents\Umted Way\JC 01 ,doc
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AQencv: Greater Iowa City Housin.~ Fellowship
STATElYlENT OF ACTIYITIES S~Y
(ACCRUAL BASIS)
Actual This Year Budgeted
Last Year Projected Next Year
Your agency's budget year: 1999 2000 2001
1. Total Support and Revenue $ 432,686 $ 506,127 $ 569,118
2. Total Expenses (a+b below) $ 474,858 $ 541,600 $ 587,928
a. Non-Directed (admin./general overhead) $ 74,792 $ 124,568 $ 136,428
b. Program Total (list programs below) $ 400,066 $ 417,032 $ 451,500
1. HOUSING $ 392,634 $ 412,085 $ 445,781
2. SECURITY DEPOSIT LOAN PROGRAM $ 7,232 $ 4,947 $ 5,719
3.
4.
5.
6.
7.
8.
3. *Change inNetAssets (1-2) $ (42,172) $ (35,473) $ (18,810)
4. Net Assets, Beginning of the Year $ 904, 128 $ 861,956 $ 826,483
5. Net Assets, Ending Balance (3+4) $ 861,956 $ 826,483 $ 807,673
6. Restricted Fund Balance (total from p.5) $ 42,169 $ 41,000 $ 63,935
7. In-kind Support (total from p. 5) $ 53,225 $ 39,316 $ 31,837
Notes and Comments:
*Change in Net Assets - These figures account for the depreciation of rental property.
Please see Expenditure, page 4, line 21.
Bde~y descdbe how local funds were spent last year.
To operate the Security Deposit Loan Program
P~e2a
AGENCY Greater Iowa City Housing Fellowship
INCOME DETAIL
1999 2000 2001 NON-
ACTUAL THIS YEAR BUDGETED DIRECTED PROGRAM PROGRAM
LAST YEAR PROJECTED NEXT YEAR FUNDING 1 2
1. Local Funding Sources- 7,500 7,500 7,125 7,125
a. Johnson County
b. City of Iowa City
c. United Way of Johnson County 7,500 7.500 7, 125 7, 125
d. City of Coralville
e.
f.
2. Grants- State, Federal, Foundations 42,169 41,000 63,936 63,935
a. Federal and other awards 42,169 41,000 63,935 63,935
b.
c.
d.
e.
f.
3. Net Sales Of Services (sources) 373,091 431,460 473,438 13,500 459,938
a. Rental income 367,953 406,994 459,938 459,938
b. Sales of constructed affordable houses (229) 21,000 10.000 10,000
c. Other program income 5,367 3,466 3.500 3,500
4. Net Sales of Materials
a.
b.
c.
5. Contributions/Donations 12,430 7,224 7,500 7,500
a. United Way Designated Giving 2,314 507 500 500
b. Other Contributions 10,116 6,717 7,000 7,000
6. Special Events 900 9,209 7,000 7,000
a. "Doors of Iowa City" sales 900 2,873 3,000 3,000
b. Limited partnership distribution 6,336 4,000 4,000
c.
7. Interest Income 1,934 2,325 2,500 2,500
8. Other- List Below (5,338) 7,409 7,620 7,620
a. Long-term investment* (6,885) (2,380) (2,380) (2,380)
b. Offier 1,547 9,789 10,000 10,000
TOTAL INCOME (same as p. 2, line lb) 432,686 506,127 569,118 102,055 459,938 7,125
Notes and Comments:
*Long term investment loss is from Saratoga Spdngs Limited Partnership. A financial review for 1999 was completed
Page 3
PROGRAM EXPENDITURE DETAIL AGENCY Greater Iowa City Housinc3 Fellowship
1999 2000 2001 NON- PROGRAM PROGRAM
ACTUAL THIS YEAR BUDGETED DIRECTED 1 2
LAST YEAR PROJECTED NEXT YEAR FUNDING
1. Salaries 80,750 110,530 121,792 64,884 56,908
2. Employee Benefits &Taxes 15,872 24,096 25,585 16,178 9,407
3. Staff Development 3,770 1,305 1,500 1,500
4. Professional Consultation 13,546 15,200 15,656 15,656
5. Publications& Subscriptions 0 173 175 175
6. Dues and Memberships 458 319 346 346
7. Rent (office) 8,760 9.960 9,960 9.960
8. Building & Maintenance (office)
9. Equipment Purchase/RentalJ 816 2.619 1.308 1,308
Maintenance
10. Utilities (office)
11. Telephone 2,561 2,755 2,946 2,946
12. Office Supplies &Postage 3.996 4,394 4,526 4,526
13. Printing and Publicity 280 175 180 180
14. Local Transportation 1.875 2,556 2,633 2,633
15. Insurance 16,606 19,500 21,000 3,504 17,496
16. Audit 2,850 3,350 3,853 3,853
17. Interest 152,387 175,610 190,441 190,441
18. Other(Specify): Project development cost 4,091 10,000 10,300 10,500
19. Propertytax/P.I.L.O.T. 18,492 18,646 20,691 20,691
20. Utilities-rental properties 4,140 4,922 5,069 5,069
21. Depreciation 87,049 80, 182 89,804 2,613 87,191
22. Maintenance/repair-rental units 31,082 28,616 32,050 32,050
23. Other property expenses (fees, permits, carrying) 7,806 19,564 20, 151 20, 151
24. Secudty Deposit Loan Program 7,232 4,947 5,719 5.719
25. Fundraising 1,568 0 0
26. Other 871 179
TOTAL EXPENSES ( p. 2, line 2) 474,858 541,600 587,928 445,781 5,719
Notes and Commenisi'
· 1999 Office rent = $8,760 2000 & 200t office rent is $830/mo and $9,960 annually
Page 4
Greater Iowa City Housing Fellowship
ACTUAL THIS YEAR BUDGETED
RESTRICTED FUNDS: LAST YEAR PROJECTED NEXT YEAR
1999 2000 2001
Board/Donor/Funder Designate: Reatdcted for:
a. Emergency Shelter Grant Program SDLP &City Utilities 2,169 5,000 4.800
b. Federal Home Loan Bank Housing Production 40,000 30,000
d. IA Housing Corp Housing Production 2,500
e. Development Training Institute Housing Production 3,500
f. IDED Housing Production 59,135
~TOTAL RESTRICTED FUND (also shown page 2 or 2a, line 4) 42,169 41,000 63.935
MATCHING GRANTS/LOANS
Grantor Matched by I 1999 2000 2001
a. City of Iowa City HOME Funds* Properly tax exemption &donated Realtor Commission 213,574 86,466 276.132
b. State of Iowa HOME Funds* Property tax exemption &donated Realtor Commission 101,155 248,631 197,992
c. ESGP Staff Salaries 2,169 5,000 4,800
TOTAL MATCHING GRANTS (also shown pg. 3. line 2) 316,898 340.297 478,924
IN-KIND SUPPORT DETAIL 1999 2000 2001
Services/Volunteers 20.725 23.580 20,035
Material Goods 32,500 15,736 11,802
Space. Utilities, etc.
Other: (Please sl~ecify)
TOTAL IN-KIND SUPPORT (also shown on page 2 or 2a, line 5) 53,225 39,316 31,637
Notes and Comments:
*GICHF receives funding for housing production that is in the form of loans, not grants.
This funding Is not included anywhere on this application as income, as it
must be repaid. It is accounted for on GICHF balance sheets as a liability.
However, the funding does require a match, which Is shown here.
Page 5
HUMAN SERVICE AGENCY REQUEST FOR FUNDING Director: Man/ann Dennis
City of Coralville Agency Name: Greater Iowa City Housi~ Fellowship
Johnson County City of Iowa City Address: 1700 S. First Ave., Suite 25B, Iowa City, IA 52240
United Way of Johnson County Phone: (319) 358-9212
Completed by: Maryann D n is
CHECK YOUR AGENCY'S BUDGET YEAR Approved by Chair Board:
1 11/01 - 12/31/01 X 10/1/01 - 9/30/02 6-Oct-00
(date)
7/1/01 - 6/30/02
COVER PAGE
Program Summary: (Please number programs to correspond to Income & Expense Detail.
i.e., Program 1,2, 3, etc.)
Program 1 Affordable Housing
GICHF develops (through acquisition and rehabilitation or construction) affordable rental housing at
scattered sites throughout Iowa City. 82 units have been placed in service and house
246 people. Two units have been purchased and are currently being rehabbed.
Funding is in place to purchase and rehab 18 units, 9 of which will be in Iowa City and 9 in Coralville.
GICHF hopes to construct 12 Senior Apartments in Tiffin.
GICHF offers homeownership opportunities for low-income households and has sold seven. Two houses are under construction.
Newly constructed houses are sold at affordable prices to qualified buyers, while GICHF retains ownership of the land.
The home owner enters into a long term land lease agreement with GICHF.
Program 2 Security Deposit Loan Program
Sponsored by Firstar Bank, this award winning program offers no interest, one year loans to
low-income households to pay a damage deposit. A limited number of grants are available for low-income Iowa City
households to pay a utility deposit.
Local Funding Summary: 4/1/99 - 4/1/00 - 4/1/01 - % of Total
3/31/00 3/31101 3/31/(2)2 Budget
United Way of Johnson County - -
Does Not Include Designated Gvg. $7,500 $7,500 $7,000 1.23%
City of Iowa City
Johnson County
City of Coralville
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SALARIED POSITIONS AGENCY Greater Iowa City Housing Fellowship
"X"all that apply FTE* Salary
>c E m
--
c
PositionRitle ~ z ~ ~ Last This Ne~ Actual This BudQeted %
Year Year Year Last Year Year Ne~ Year Chan~e
Executive Dir~tor 24 x x 19% 1 .~ 1.00 1.00 40,000 42,800 44,084 3%
Compliance Manager 24 x x 24% 0.~ 0.88 0.88 25,000 29,000 29,870 3%
*Maintenance and Repair Employee 24 x x 24% 1.00 1.00 1.00 15,750 26,250 27,038 3%
~AdministrativeAssistant 19x x 25% 0.00 1.00 1.00 0 12,480 20,800 5%
TOTAL FTE's and SALARIES 2.88 3.88 3.88 80,750 110,530 121,792 10%
* Full-time equivalent: 1.0=full-time; 0.5=half-time; etc.
*Full-time position added -June, 1999
** Full-time position added - May, 2000. Budget for next year is based on a full-time, twelve month position (2080 hours per year)
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AGENCY: Greater Iowa City Housing Fellowship
ACCOUNTABILITY QUESTIONNAIRE
A. Agency's Mission Statement or Primary Purpose:
The mission of GICHF is to increase access to and availability of affordable housing for low-income people in
Johnson County.
B. Board of Directors:
1. Please attach a list of your agency's Board of Directors (page 7A)
2. Frequency of meetings: Monthly except Au.eust
3. Briefly descdbe board orientation and ongoing training opportunities:
New Trustees are recruited and oriented by the Trustee Recruitment Committee and the Executive Director.
One third of the Trustees represent the low-income community.
Trustee Committees are active. The Board has held two Planning Retreats since incorporation. Time is set-
aside at occasional Trustee meetings for in-service education with guest presenters.
C. Finances:
1. Are there fees for any of your services? Yes x No ~
a. If YES, describe circumstances.
b. Are they fiat fees x or sliding fees x ?
Rents are charged for rental housing units. Rents are strictly controlled. The majority of tenants pay no more
than 30% of their income for rent. GICHF rental units are available to HUD Section 8 voucher recipients. HUD
Section 8 pays a portion of the rent for eligible households.
A $20monthly land lease fee is charged to homebuyers.
A $15 application fee is charged for Security Deposit Loan applicants.
2. Does your agency have:
an internal audit external audit x financial review
Frequency yeady
3.Has your agency filed the Annual Report with the Secretary of State?
Yes x No
4. Has your agency filed Form 990 with the IRS? Yes __x__ No
5. Please discuss your agency's fundraising efforts, if applicable.
GICHF participates in competitive funding cycles to secure financing for housing development.
The "Doors of Iowa City" poster continues to successfully sell at Prairie Lights Book Store - GICHF receives
100% of the sales price. Member organizations contribute to GICHF.
D. Management:
1. Does each professional staff have a wdtten job description? Yes x__ No
2. Is the agency Director's performance evaluated at least yeady?
Yes __x__ No By Whom? Human Resources Committee of the Board of Trustees
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AGENCY: Greater Iowa City Housing Fellowship
E. Program/Services:
Please define your agency's units of service (service definition, length of time, cost per unit of service, number of units
provided, direct or indirect.)
All services provided by GICHF are direct services.
Affordable Rental Housing: one unit of service = rental for all or part of one year for each household member.
Rents are controlled by governmental funding sources. GICHF tenants whom receive rental assistance pay no
more than 30% of their income for rent. HUD Section 8 subsidizes the remainder of the rent. Rents are set at
levels to be affordable to households with incomes at 50% AMI that do not receive HUD Section 8 (e.g. $505
for a three bedroom and $402 for a two bedroom).
Security Deposit Loan Program: one unit of service = one loan issued per household. The SDLP in is operation
if funds are available to make loans.
City of Iowa City Utility Deposit: one unit of service = one deposit paid per household.
Please supply information about clients served by your agency dudng last two complete budget years.
Enter Years ---> 1998 1999
1. How many Johnson County 1 a. Duplicated rag. 193 Hsg. 276
residents (including Iowa City and Count ~o~ 41 Loans 32
Coralville) did your agency serve?
1 b. Unduplicated rag. 187 Hsg. 265
COtlilt Loans 41 Loans 32
2. How many Iowa City residents did your 2a. Duplicated rag. 193 Hsg. 276
agency serve7 Count Loans30 Loans 24
2b. Unduplicated rag. 187 Hsg. 265
Count Loans 30 Loans 24
3. How many Coralville residents did your 3a. Duplicated rag. o mgo
agency serve? Count Loans s Loans 6
3b. Unduplicated rag. 0 ms. o
Count Loans 8 Loans 6
4. How many units of service did your 4a. Total rag. 193 nsg. 276
agency provide? Loans 41 Loans 32
4b. To Johnson Hsg. 193 Hsg. 276
County Residents Loans41 Loans 32
Refer to form instructions for definition of duplicated and unduplicated.
8
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AGENCY: Greater Iowa City Housing Fellowship
5. Other Areas Served: N/A
Do you provide services to areas outside of Johnson County? No
6. Client Profile (for last complete year, if available): Statistics here are for the heads of households for rental
housing units only. GICHF owned/managed 73 rental units for the last full year that statistics are reported on this
form.
Age Gender Ethnicily
0 - 5 N/A Female 59 Afdcan American 30
6 - 17 N/A Male 14 Native Amedcan 1
18 - 29 N/A Asian
30 - 61 N/A Hispanic 5
62 - 75 N/A Caucasian/Non-Hispanic 36
75 + N/A Multiracial 1
7. Evaluation and Review:
A. Please discuss how your agency measures the success of its programs.
Affordable Housing - increase in the number of affordable rental housing units placed in service. Number of
houses sold. Lease renewals. Vacancy rates.
Security Deposit Loan Program - requests for loans and applications received. Repayment rate of loans.
Monthly statistical reports.
B. Does your agency have a strategic plan? Date?
GICHF has a strategic plan dated November 1996. The plan established the Planning and Evaluation Committee of the
Board of Trustees, which is a standing committee.
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AGENCY: Greater Iowa City Housing Fellowship
C. What plans does your agency have to increase efficiency and effectiveness?
GICHF continues to increase the capacity of staff through partnerships with for-profit and other non-profit
developers and ongoing in-service/training The Executive Director was certified as a Housing Development
Finance Professional certification program through the National Development Council. GICHF will send the
Corporation's Attorney to a National Conference on Community Land Trusts in November 2000.
New funding sources for housing development will be sought.
C. How has your agency responded to United Way recommendations from last year?.
The United Way Citizen Review Panel encouraged GICHF to continue to explore ways to expand services into
other parts of Johnson County. The Security Deposit Loan Program serves all of Johnson County. The
Affordable Rental Housing Program will acquire and rehab 9 units in Coralville. GICHF is working on
securing all sources of financing to develop Senior Apartments in Tiffin. A funding request for affordable
owner-occupied housing has been submitted for the construction of three homes in Lone Tree.
8. In what ways will the needs of your service population change in the next five years:
It is anticipated that the need for affordable housing for low-income households in Iowa City and surrounding
Johnson County will increase and will remain critical. The lack of affordable housing is one of the six health
and human service issues identified as being the most seriously needed in the Johnson County Capacity
Assessment, 1999-2000 complete by the United Way and JCCOG. The top two priorities of the City of Iowa
City's five year City STEPS Consolidated Plan for Housing, Jobs and Services are:
· the acquisition of land and/or construction of rental units
· rehabilitation of existing housing stock.
The Maxfield Study regarding housing needs is a good resource that defines the housing needs in our area.
The need for rental units that are conducive to family living will also increase. Many rental units constructed in
this area are configured for non-related student households. That is, units tend to have many bathrooms and
bedrooms, small kitchens and limited common areas.
The cost of moving and other barriers to accessing safe, decent housing will increase. All landlords, including
owners renting to assisted households may charge up to two months rent for a deposit. The City of Iowa City
utility deposit for renter households is a major barrier.
The local vacancy rate for rental units will stabilize, and more rental units will be available, increasing the
demand for Security Deposit Loans.
The cost of housing will continue to increase. Additional houses will be constructed and sold at affordable
prices to low-income households, while ensuring that all re-sales are income-targeted through continued land
ownership by GICHF.
9. In relationship to the Johnson County Capacity Assessment explain how your services are meeting
community needs.
10
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AGENCY: Greater Iowa City Housing Fellowship
According to the Capacity Assessment, "safe and affordable housing is a basic human need that is a prerequisite
to self-sufficiency. The mission of GICHF is to increase access to and availability of affordable housing for
low-income people in Johnson County. GICHF was incorporated in order to develop safe, decent, affordable
housing.
10. Please discuss any other problems or factors relevant to your agency's programs,
funding or service delivery:
A factor of developing affordable housing is multi-layered financing with several sources and strictly regulated
uses. This results in intricate planning, implementation and monitoring.
There is very little vacant, developable land in Iowa City.
GICHF has encountered resistance from neighborhoods to add lower cost housing in certain areas of Iowa City.
Community misperceptions of "low-income" households present a challenge to GICHF. GICHF has a priority
to dispel stereotypes and NIMBYism. The location and cost of placing housing units in service presents a
challenge to GICHF.
There are no funds available for the operation of the Security Deposit Loan Program. It is the only
program in Johnson County to provide a revolving fund of money for Security Deposits. The SDLP is a labor-
intensive program. Even though programmatic changes have been implemented to reduce administrative duties,
this program continues to require a significant amount of staff time to administer.
11. List complaints about your services of which you are aware:
The need for additional affordable housing exceeds the existing available units.
GICHF occasionally receives complaints about tenants and/or properties. Staff immediately addresses all
complaints.
Three complaints have been filed against GICHF with the Civil Rights Commission. One was withdrawn. Two
investigated and determined to be unfounded.
GICHF projects have met with resistance from neighborhood groups in Iowa City. GICHF's exemplary tenant
selection and property management practices will contribute to the melioration of the stereotyping of low-
income households and the NIMBYism in our community.
11
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AGENCY: Greater Iowa City Housing Fellowship
11. Do you have a waiting list or have you had to turn people away for lack of ability to serve them? What
measures do you feel can be taken to resolve this problem:
GICHF maintains an applicant pool for rental units. The eligible applicant pool remains constant at between
40-50 households. GICHF experiences minimal tenant turn over. The number of rental units owned by GICHF
needs to increase in order to resolve this problem.
Some applicants for housing do not meet the minimum tenant selection criteria and are not considered for
tenancy. Tenant education about how to care for a house and be a good neighbor appears to be a local service
need.
How many people are currently on your waiting list? 44Households
13. In what way(s) are your agency's services publicized?
GICHF sends press releases to local media announcing funding awards and new program implementation.
GICHF complies with all applicable affirmative marketing/fair housing requirements as established by HUD
and the City of Iowa City. It is the policy of the GICHF to attract eligible persons from all racial, ethnic, and
gender groups in the Iowa City housing market area to GICHF housing.
The Equal Housing Opportunity logo and slogan or statement is included in all advertisements for vacant units
in local media and printed materials. Fair housing posters are conspicuous in the GICHF office.
Other methods used to inform the public of vacant units are personal and written contact with organizations
such as those listed below, encouraging them to make information on the vacant units available to all persons on
an equal basis:
Business organizations - Iowa City Board of Realtors, Iowa City Apartment Association and local lending
institutions.
University of Iowa Organizations - Housing Clearinghouse, the Protective Association for Tenants and the
University of Iowa Financial Aid Office.
Other organizations - the Iowa City Public Housing Authority, Life Skills, Inc., the Crisis Intervention Center,
Hawkeye Area Community Action Program, Neighborhood Centers of Johnson County, the Domestic Violence
Intervention Program and Youth Homes, Inc.
14. United Way involvement by your agency: ("X" if agency participated in the last year)
a. Agency Directors Meetings x (when schedule allows)
b. Agencies Representative to Funding Headrigs
c. Business Blitz
d. Day of Cadrig
e. Kick Off x
f. Victory Reception x
g. Other
12
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AGENCY: Greater Iowa City Housing Fellowship
AGENCY HISTORY
(Using this page ONLY, please summarize the history of your agency, emphasizing Johnson County, past and current
activities and future plans. Please update annually.)
GICHF was incorporated as a non-profit in 1990. A community based housing organization; GICHF began as a response to the
severe shortage of affordable housing in our community by representatives from area religious congregations. GICHF curren~y has
fifteen congregations and four Human Services Agencies as permanent members. (Permanent members serve a supportive community
role, not as Trustees. ) The mission of GICHF is to increase access to and availability of affordable housing for low-income people in
Johnson County.
The Board of Trustees serves as the policy making body. One third of the Board of Trustees represents the low-income community.
GICHF has been designated a Community Housing Development Organization by HUD and has received local United Way
designation. GICHF employs four people and contracts accounting services.
GICHF is currently the only non-profit organization devoted solely to providing permanent, safe, decent affordable housing in
Johnson County. GICHF works closely with local providers of services. HACAP, the Neighborhood Centers and Youth Homes are
permanent members of GICHF and have representatives of their agencies as GICHF Trustees.
GICHF has adopted innovative approaches for meeting the housing needs for low-income households in Iowa City. The local
government has expressed a concern regarding areas of concentration of "low-income" housing in our community. By placing
scattered site, affordable rental units in service, GICHF avoids areas of concentration. Additionally, this method increases mixed-
income neighborhoods with the addition of affordable units in market rate neighborhoods. The rehabilitation of the houses helps to
improve and preserve neighborhoods.
Since its beginning in 1990, GICHF has received more than $7.9 million in grants and loans from several sources to develop
affordable housing. GICHF currently owns and manages 83 rental units, all of which are occupied by very low-income households.
GICHF plans to increase its rental property portfolio by an additional 30 by the end of the year 2001. Financing is in place to
complete an acquisition and rehab project in Iowa City and Coralville. Funding applications have been submitted for Senior
Apartments in Tiffin.
GICHF's rental housing has significantly impacted Iowa City. GICHF currently houses 248 people the majority of which are
children. GICHF operates under a policy to increase the stock of affordable housing. Under this policy, after debt retirement of the
Housing Fellowship's rental units, rents are set at operating and replacement reserve costs. The rental amount then will be within the
affordable range of many very low-income households without rental subsidies.
GICHF constructs single-family houses to sell to low-income home buyers. GICHF maintains ownership of the land and the
homebuyer enters into a long-term land lease. This structure reduces the cost of the house by eliminating the cost of the land for the
buyer. GICHF, as a non-profit landowner, effectively removes the land from the speculative market, ensuring affordability over time.
Newly constructed three bedroom houses are sold at target prices well below the average sales price in our area. Resale agreements
ensure that the owner recoups initial investment and profits from any improvements made to their home. GICHF has sold seven homes
and will construct two in 2000. Through a parmership with the City of Iowa City, the Home Builders, the Iowa City School District
and local lenders, local high school students are constructing a house for GICHF's Affordable Homeownership Program.
Sponsored by Firstar Bank, the Security Deposit Loan Program arranges one year, no interest loans of up to $400 for a security
deposit for low-income households. This is the only assistance of this kind available in Johnson County. It is an award winning
program that has loaned over $69,000 to 238 families. Grants pay for City of Iowa City utility deposits. Loans and grants are made
based on the availability of funds.
13
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AGENCY: Greater Iowa City Housing Fellowship
FY02 GOALS
Please state FY02 goals and report status of progress/completion.
Affordable Housing
GOAL: To increase the number of safe, decent affordable rental units in Johnson County.
GICHF has consistently met its goal to increase the number of safe, decent affordable rental units in
Johnson County. In calendar year 1999, GICHF acquired and rehabilitated six houses.
CALENDAR YEAR 2001 GOAL: To acquire and rehabilitate 8 units of scattered site rental housing.
Tasks:
1. Acquire existing properties in need of rehabilitation.
2. Develop work lists for rehabilitation.
3. Advertise for bids.
4. Award rehabilitation contracts.
5. Obtain rental permits.
6. Maintain rental housing applicant pool.
7. Rent-up units
8. Maintain units.
9. Ensure compliance with requirements of funders.
10. Submit required reports to funders.
PROGRESS TOWARD YEAR 2001 GOAL: Financing in place for an 18 unit project. Funding agreements signed.
CALENDAR YEAR 2001 GOAL: To construct 12 units of affordable senior apartments in Tiffin, IA.
GICHF has worked with the City of Tiffin and ECICOG to construct senior apartments. Low-Income
Housing Tax Credit and State of Iowa HOME applications have been submitted. GICHF has a signed
purchase agreement for !and. An architect has been hired. The City of Tiffin is very supportive of the
project and will donate land for access to the units.
1. Purchase land.
2. Secure a construction loan.
3. Finalize plans and specs.
4. Advertise for bids.
5. Award construction contract.
6. Obtain rental permits.
7. Maintain rental housing applicant pool.
g. Rent-up units
9. Maintain units.
10. Ensure compliance with requirements of funders.
11. Submit required reports to funtiers.
14
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AGENCY: Greater Iowa City Housing Fellowship
GOAL: To provide first time home ownership opportunities to income targeted households.
In calendar year 1999, GICItF sold one home.
CALENDAR YEAR 2001 GOAL: Develop five single family homes for purchase by income-targeted, first
time home buyers.
Tasks:
1. Secure LHAP funding.
2. Purchase developed lots.
3. Obtain plans and specifications.
4. Negotiate construction management contract.
5. Secure construction financing.
5. Obtain building permits.
6. Complete construction.
7. Obtain certificate of substantial completion.
8. Market and sell houses
9. Accept applications from prospective buyers.
10. Assist buyers with mortgage loan application.
11. Prepare long term land lease.
12. Select qualified buyer.
13. Complete sales transaction.
PROGRESS TOWARD YEAR 2001 GOAL: Student built house under construction. Agreements with Home Builders
signed. Funding in place to purchase lot for second house. GICHF has been invited to apply for LHAP funds through the
State of Iowa DED to construct three affordable owner occupied homes in Lone Tree.
Security Deposit Loan Program
Goal: To assist low-income households to access rental housing.
In 1999 the SDLP was in service from July to December, $12,460 was loaned to 32 low-income families.
CALENDAR YEAR 2001 GOAL: To continue a revolving loan fund to offer no interest, one year loans to
low-income households to pay a security deposit for a rental unit.
Tasks:
1. Apply for funding from State ESGP funds annually.
2. Continue contractual agreement with Firstar Bank.
3. Screen requests for loans, explaining minimum qualifications.
4. Accept applications from very low-income households.
5. Collect $15 application fee.
6. Process all applications.
7. Arrange membership of local agency representatives to sit on the loan approval committee, to
review all applications and approve or deny loans.
8. Arrange loans and payment schedule with Mercantile Bank.
9. Monitor program.
10. Produce monthly statistics.
11. Prepare annual report.
12. Submit required reports to funders if awarded E SGP funds.
15
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AGENCY: Greater Iowa City Housing Fellowship
PROGRESS TOWARD YEAR 2001 GOAL: Preparation of United Way request for operational funds to administer
SDLP. Contract with Firstar continues.
Resources Needed:
Executive Director community volunteers
Compliance Manager public/private parmerships
Maintenance and Repair Employee Trustee recruitment, orientation and capacity building
Administrative Assistant
staff training and capacity building
office supplies/equipment
office space
two phone lines
16
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HUMAN SERVICE AGENCY REQUEST FOR FUNDING Director: Don Maniccia
City of Coralville Agency Name: Hawkeye Area Community Action Program Inc.
Johnson County City of Iowa City Address: 1515 Hawkey Dr, Hiawatha IA 52233
United Way of Johnson County Phone: 319 - 393- -7811
Completed by: Jane Drapeaux
CHECK YOUR AGENCY'S BUDGET YEAR Approved by Chair Board: Randy Kittelson .'~
1/1/01 - 12/31/01 X 10/1/01 - 9/30/02 October 4, 2000 /
(date)
7/1701 - 6/30/02
COVER PAGE
Program Summary: (Please number programs to correspond to Income & Expense Detail,
i.e., Program 1, 2, 3, etc.)
Program #1
This program encompasses all the programming for Children's Services provided by the Hawkeye Area Community Action Program
(HACAP) in Johnson County. Programs are operated out of the two Family Service Centers located in Iowa City and Coralville. This
program is an enhancement of the core Head Start program which traditionally just provides preschool classroom services in the
morning. Using local funds, state funds, and a supplemental federal grant as its base of support, the Family Service Centers extend the hours
and months of Head Start classroom services so that full day/full year child development services for children can be offered to low-income
families who are working or going to school. The Family Service Centers offer intensive support to families through Family Support
Counselors and an interagency case management approach which helps families coordinate services from multiple community agencies.
The program funds the purchase of services with other community providers that have been contracted to provide Head Start programming.
It also covers the part day services that still exist in the community. Children Services also encompass the Infant and Toddler programs that
are located at our Family Service Centers and at the Coral Ridge Mall Center. HACAP Family Service Centers and the Coral Ridge Mall
Center are open from 7:00 a.m. until 10:00 p.m. The Coral Ridge Mall Center is open extended hours also on the weekends to serve working
families. HACAP is trying to provide services that fit the needs of working families today.
Local Funding Summary: 4/1/99 - 4/1/00 - 4/1/01 ~ % of Total
3/31/00 3/31/01 3/31/02 Budget
United Way of Johnson County - - 14,244 14,244 15,675 .009
Does Not Include Designated Gvg.
FY00 FY01 FY02
City of Iowa City 8,635 8,635 8,635 . OO5
Johnson County 25,000 25,500 27,500 .1
City of Coralville 2,500 2,750 2,750 .0016
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jccoghs/fy01budg/xlbudg.xls - I -
AGENCY: Hawkeye Area Community Action Progam
STATEMENT OF ACTIVITIES SUMMARY
(CASH BASIS)
ACTUAL THIS YEAR BUDGETED
LAST YEAR PROJECTED NEXT YEAR
Enter Your Agency's Budget Year --=> 1999 2000 2001
1. TOTAL OPERATING B 3,339,077 2,756,874 3,093,586
(Total a+b)
a. Carryover Balance (Cash 0 0 0
from line 3, previous column)
b. Income (Cash) 3,339,077 2,756,874 3,093,586
2. TOTAL EXPENDITURES (Total a+b)
a. Non-directed (administration/general overhead) 269,079 162,298 206,580
b. Program Total (List Progs. Below)
1 Johnson County Head Start / Infant/Toddler 1,457,180 1,557,460 1,704,966
2 Johnson County Balance of HACAP programs 1,612,818 1,037,116 1,182,040
3
4
5
6
7
8
4. RESTRICTED FUND BALANCE (Total from page 5) 0 0 0
5. IN-KIND SLIPPORT (Total from Page 5) 73,600 231,036 235,000
6. NON-CASH ASSETS 0 0 0
Notes and Comments:
BRIEFLY DESCRIBE HOW LOCAL FUNDS WERE SPENT LAST YEAR:
Local funds wcrc utilized to provide full day / full year Head Start services; Infant and Toddler childcare services
and interagency service coordination for families.
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~budg/xlbudg.xls - 2 -
AGENCY Hawkeye Area Community Action Program
INCOME DETAIL
1999 2000 2001 NON-
ACTUAL THIS YEAR BUDGETED DIRECTED PROGRAM PROGRAM
LAST YEAR PROJECTED NEXT YEAR FUNDING 1 2
1. Local Funding Sources- [ 49,482[ 49,594[ 54,560[ 0[ 54,560[ 0
a. Johnson County 25,000 25,000 27,500 27,500
b. City of Iowa City 7,738 7,850 8,635 8,635
c. United Way of Johnson County 14,244 14,244 15,675 15,675
d. City of Coralville 2,500 2,500 2,750 2,750
e.
f.
2. Grants-State, Federal, Foundations [ 3,221,070[ 2,600,595 [ 2,900,736[ 206,580[ 1,584,916[ 1,109,240
a. Iowa Dept. of Human Services 25,500 37,000 45,000 45,000
b. Dept. of Health/Human Services 1,230,513 1,231,113 1,518,454 179,556 1,338,898
c. Iowa Dept. of Education 123,042 123,042 123,042 13,024 110,018
d. Iowa State of CCBG 60,000 60,000 80,000 14,000 66,000
e. HUD / CDBG 886,93 1 485,300 485,300 485,300
f. HSOG / ESGP 17,000 19,500 0 0
g. FaDSS 29,937 0 0 0
h. Iowa Dept. of Human Rights 848, 147 623,940 623,940 623,940
I. Johnson County Empowerment 0 20,700 25,000 25,000
4. NetSales of Services [ 66,713 [ 102,800[ 132,800[ 0[ 60,000[ 72,800
a. Parent fees 16,313 30,000 60,000 60,000
b. Rental income 50,400 72,800 72,800 72,800
c.
5. Contributions/Donations [ 1,812I 3,890] 5,490[ 0[ 5,490I 0
a. United Way Designated Giving 1,522 3,490 3,490 3,490
b. Other Contributions 290 400 2,000 2,000
6. Special E ve~ I o l o l o l o l o l o
a.
b.
c.
7. tnte,~est Income I I I I I I
8. other-Li~, Be,ow I 01 01 0l 01 01 o
a.
b.
c.
TOTAL INCOME (same as p. 2, line lb) 3,339,077 2,756,874 3,093,586 206,580 1,704,966 1,182,040
Notes and Comments:
jccoghs/fy01budg/xlbudg.xls - 3 - -280-
PROGRAM EXPENDITURE DETAIL AGENCY Hawkeye Area Community Action Program
1999 2000 2001 NON- PROGRAM PROGRAM
ACTUAL THIS YEAR BUDGETED DIRECTED 1 2
LAST YEAR PROJECTED NEXT YEAR FUNDING
1. Salaries 833,247 1,206,996 1,243,441 1,096,649 146,792
2. Employee Benefits &Taxes 208,311 301,749 310,860 274,162 36,698
3. Staff Development 1,500 1,500 6,500 5,000 1,500
4. Professional Consultation 3,800 3,800 4,800 1,000 3,800
5. Publications & Subscriptions 0 0 0 0 0
6. Dues and Memberships 0 0 0 0 0
7. Mortgage, Rent and Property Tax 300,000 150,000 214,600 124,600 90,000
8. Building &Maintenance 381,580 10,000 21,500 1,500 20,000
9. Equipment Purchase/Rental/ 2,700 2,900 2,900 700 2,200
Maintenance
10. Utilities 16,600 18,000 1,800 0 1,800
11. Telephone 13,050 7,000 7,500 4,500 3,000
12. Office Supplies &Postage 3,000 1,000 3,000 1,000 2,000
13. Printing and Publicity 566 100 100 100 500
14. LocalTransportation 19,900 1,000 1,500 1,000 500
15. Insurance 2,400 5,000 2,600 2,400
16. Audit 0 0 0 0 0 0
17. Interest 686,654 0 0 0 0 0
18. Other (Specify):
19 Assistance to Households 1,034,548 550,510 808,484 0 808,484
Other housing related expenses 30,000 10,000 21,000 0 21,000
20 Indirect Cost 216,644 313,819 38,166 206,850 38,166
21 Contract Children's Services 242,731 146,300 146,300 143,300 3,000
22 Child transportation 700 700 700 500 200
23 Classroom supplies/equipment 12,000 15,000 24,855 24,855 0
24 Parent Group activities 3,800 4,500 4,500 4,500 0
Food / Meals 12,000 12,000 19,000 19,000 0
25
TOTAL EXPENSES ( p. 2, line 2) 3,339,077 2,756,874 3,093,586 206,850 1,704,966 1,182,040
Notes and Comments: '
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AGENCY Hawkeye Area Community Action Program
ACTUAL THIS YEAR BUDGETED
RESTRICTED FUNDS: LAST YEAR PROJECTED NEXT YEAR
Board/Donor/Funder Designated: Restricted for:
TOTAL RESTRICTED FUND (also shown page 2 or 2a, line 4) ] 0 [ 0 0 I
MATCHING GRANTS
Grantor/Matched by
Iowa Department of Human Services 25,500 37,000 45,000
(41o 1 match) 1,236,513 1,231,113 1,518,454
[ol~D~l~tipent of Education 123,042 123,042 123,042
HUD(50/50 match for acquistion, 2/1 match for 60,000 60,000 80,000
support) 886,931 485,300 485,300
FaDSS 23,937 0 0
Johnson County Empowerment 0 20,700 25,000
Iowa Dept. of Human Rights 848,147 623,940 623,940
HSOG / ESGP 17,000 19,500 0
TOTAL MATCItING GRANTS (also shown pg. 3, line 2) I 3,221,070 2,600,5951 2,900,736~
IN-KIND SUPPORT DETAIL
Services/Volunteers Volunteers @ $6.50/hr 9,000 9,000 15,000
Material Goods 1,000 8,000 12,000
Space, Utilities, etc. (utility cost for classrooms) 3,600 10,800 10,800
Other: (Please specify) Classroom space / Proffesional fees 60,000 203,236 197,200
TOTAL IN-KIND SUPPORT (also shown on page 2 or 2a, line 5) I 73,600 231,036~ 235,000
Notes and Comments:
-261 -
jccoghs/fy01budg/xlbudg.xls - 5 -
SALARIED POSITIONS AGENCY HACAP Head Start / Infant / Toddler
"X"all that apply FTE* Salary
Position/Title ~ ~- '?~ ~ Last This Next Actual This Budgeted %
Year Year Ye~ Last Year Year Next Year Change
Site Se~ices Supe~isor x x x 25% 1 1 1 0 46,924 48,331 3%
Site Se~ices Supe~isor x x x 25% 0.5 1 1 21,632 32,510 33,485 3%
Site Se~ices Supe~isor x x x 25% 0 1 1 0 40,604 41,822 3%
Recepfionis~Se~ice Worker x x x 25% 1 1 1 13,650 16,398 16,890 3%
Recepfionis~Se~ice Worker x x x 25% 1 1 1 13,650 14,200 14,626 3%
Receptionis~Se~ice Worker x x x 25% 0 0.75 0.75 0 14,001 14,421 3%
Support Se~ices Coordinator x x x 25% 1 0.75 0.75 19,156 20,398 21,010 3%
Classroom Se~ices Coor. x x x 25% 1 0.9 0.9 28,412 23,915 24,633 3%
Classroom Se~ices Coor. x x x 25% 0.75 0.9 0.9 18,000 23,915 24,633 3%
Classroom Se~ices Coor. x x x 25% 0 0.8 0.8 0 20,280 20,888 3%
Facilitator Counselor x x x 25% 1 1 1 21,715 25,701 26,472 3%
HS / Housing Counselor x x x 25% 0.75 0.7 0.7 18,720 16,063 16,545 3%
HS / Housing Counselor x x x 25% 0.75 0.7 0.7 18,720 16,063 16,545 3%
Head S~ Counselor x x x 25% 0 1 1 0 25,701 26,472 3%
Child Care Dev. Coor. x x x 25% 0 1 1 0 28,071 28,913 3%
Head Sta~ Counselor x x x 25% 1 1 1 24,960 25,701 26,472 3%
E. C. Teacher x x x 25% 0.54 0.54 0.54 10,500 13,398 13,800 3%
Teacher Assoc. x x x 25% 0.5 0.5 0.5 7,800 8,803 9,067 3%
E. C. Teacher x x x 25% 0.54 0.54 0.54 10,500 13,398 13,800 3%
Teacher Assoc. x x x 25% 0.5 0.5 0.5 7,800 8,803 9,067 3%
E. C. Teacher x x x 25% 1 1 1 24,960 26,020 26,809 3%
Assistam Teacher x x x 25% 0 1 1 0 18,782 19,345 3%
Teacher Assoc. x x x 25% 1 1 1 16,640 17,576 18, 103 3%
E. C. Teacher x x x 25% 1 0.7 0.7 22,880 16,809 17,313 3%
Assistant Teacher x x x 25% 0 0.75 0.75 0 11,919 12,276 3%
Teacher Assoc. x x x 25% 1 0.75 0.75 16,640 10,876 11,202 3%
E. C. Teacher x x x 25% 1 0.7 0.7 15,600 16,809 17,313 3%
Assistant Teacher x x x 25% 0 0.7 0.7 7,800 11,919 12,277 3%
Teacher Assoc. x x x 25% 0.7 0.7 0.7 7,800 10,876 11,202 3%
Housekeeper x x x 25% 0 1 1 0 16,016 16,497 3%
E. C. Teacher x x x 25% 0.54 0.54 0.54 12,060 13,456 13,859 3%
Teacher Assoc. x x x 25% 0.53 0.53 0.53 7,920 8,800 9,067 3%
E. C. Teacher x x x 25% 1 1 1 24,960 25,604 26,372 3%
TOTAL FTE's ~d SALA~ES 21 27 27 414,190 640,849 660,074 3%
* Full-time equivalent: 1.0=~ll-time; 0.5=half-time; etc.
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dg/xlbudg.xls - 6 -
SALARIED POSITIONS AGENCY HACAP Head Start / Infant / Toddler
"X"all that apply FTE* Salary
Position/Title '~_ ~: ~ ~ Last This Next Actual This Budgeted %
Year Year Year Last Year Year Next Year Change
Assistant Teacher x x x 25% 0 1 1 0 19,200 19,776 3%
Teacher Assoc. x x x 25% 0 1 1 0 17,021 17,522 3%
E. C. Teacher x x x 25% 0 0.7 0.7 0 16,741 17,243 3%
Assistant Teacher x x x 25% 0 0.7 0.7 0 12,183 12,549 3%
Teacher Assoc. x x x 25% 0 0.7 0.7 0 10,837 11,162 3%
Housekeeper x x x 25% 1 1 1 0 16,016 16,497 3%
Teacher x x x 25% 0.54 0.54 0.54 12,060 12,556 12,932 3%
Teacher Assoc. x x x 25% 0.5 0.5 0.5 7,920 8,835 9,100 3%
E. C. Teacher x x x 25% 1 1 1 24,960 25,708 26,483 3%
Assistant Teacher x x x 25% 1 1 1 16,600 19, 198 19,774 3%
Teacher Assoc. x x x 25% 1 1 1 16,000 16,400 17, 139 3%
E. C. Teacher x x x 25% 0.7 0.7 0.7 15,600 16,889 17,313 3%
Assistant Teacher x x x 25% 0.7 0.7 0.7 7,800 12,183 12,548 3%
Teacher Assoc. x x x 25% 0.7 0.7 0.7 7,800 10,876 11,202 3%
E. C. Teacher - Toddler x x x 25% 0 1 1 0 23,403 24,188 3%
Lead Toddler Worker x x x 25% 1 1 1 17,798 19,282 19 860 3%
Lead Toddler Worker x x x 25% 1 1 1 17,798 19 282 19 860 3%
Lead FT Worker x x x 25% 0.875 0.875 0.875 15,574 16 871 17 377 3%
Lead I/T Worker x x x 25% 0.875 0.875 0.875 15,574 16 871 17 377 3%
Lead I/T Worker x x x 25% 0,875 0.875 0.875 15,574 16 871 17 377 3%
Lead I/T Worker x x x 25% 0.875 0.875 0.875 15,574 16 871 17 377 3%
Lead I/T Worker x x x 25% 0.875 0.875 0.875 15,574 16 871 17 377 3%
Lead I/T Worker x x x 25% 0.875 0.875 0.875 15,574 16 871 17 377 3%
Lead I/T Worker x x x 25% 0.875 0.875 0.875 15,574 16 871 17 377 3%
Lead I/T Worker x x x 25% 0.75 0.75 0.75 13,349 14 461 14 894 3%
Lead I/T Worker x x x 25% 0.75 0.75 0.75 13,349 14,461 14 894 3%
TOTAL FTE's and SALARIES 16 22 22 280,452 423,629 436,575
* Full-time equivalent: 1.0=full-time; 0.5=half-time; etc.
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SALARIED POSITIONS AGENCY HACAP Program #2
"X"all that apply FTE* Salary
Position/Title .~. ~: ',~ m
~ Last This Next Actual ~is Budgeted %
Ye~ Year Ye~ Last Ye~ Year Next Year Ch~ge
Se~ice Worker x x x 25% 1 1 1 20,342 20,945 21,573 3%
Housing Life Skills Coum x x x 25% 1 1 1 27,040 27,955 28,793 3%
Ma~tenance Worker x x x 25% 1 1 1 22,921 23,608 24,316 3%
Maintenance Worker x x x 25% 1 1 1 19,552 20,134 20,738 3%
Resident Manager x x x 25% 0.4 0.4 0.4 5,070 5,070 5,222 3%
HS / Housing Counselor x x x 25% 0.25 0.3 0.3 9,360 9,601 9,889 3%
HS / Housing Counselor x x x 25% 0.25 0.3 0.3 9,360 9,601 9,889 3%
Housing ~ Counselor x x x 25% 1 1 1 24,960 25,604 26,372 3%
TOTAL FTE.'s and SALARIES 6 6 6 138,605 142,518 146,792
* Full-time equivalent: 1.0=full-time; 0.5=half-time; etc.
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AGENCY: Hawkeye Area Community Action Program, Inc.
ACCOUNTABILITY QUESTIONNAIRE
A. Agency's Mission Statement or Primary Purpose:
The mission of the Hawkeye Area Community Action Program is to promote economic and emotional strength towards
a goal of self-sufficiency for low-income people in our communities.
B. Board of Directors:
1. Please attach a list of your agency's Board of Directors (page 7A)
2. Frequency of meetings: 10 meetings per year
3. Briefly describe board orientation and ongoing training opportunities:
Existing board members act as mentors for new board members. A board manual is used in oftenring members. A
board retreat is held annually for planning purposes. Training is available through state and national associations. Each
year board members attend the National Association of Community Action Agency's annual training conference.
C. Finances:
1. Are there fees for any of your services? Yes X__ No __
a. If YES, describe circumstances. Non-reimbursed child care
b. Are they flat fees X or sliding fees ?
2. Does your agency have:
an intemal audit X extemal audit X financial review X
Frequency Annually
3.Has your agency filed the Annual Report with the Secretary of State?
Yes X No
4. Has your agency filed Form 990 with the IRS? Yes X No
5. Please discuss your agency's firedraising efforts, if applicable.
HACAP's fundraising efforts focus on federal and state funding streams (on going and discretionary) with
supplemental and match of funds sought through formal and/or local systems. Head Start parent groups, on occasion,
conduct small fundraisers for center/classroom activities. HACAP programs have been the beneficiaries of fundraising
events sponsored by other organizations.
D. Management:
1. Does each staff member have a written job description? Yes X No ~
2. Is the agency Director's performance evaluated at least yearly?
Yes X__ No __ By Whom? HACAP Board of Directors Executive Committee
E. Program/Services:
Please def'me your agency's units of service (service definition, length of time, cost per unit of service, number of
units provided, direct or indirect.)
Please supply information about clients served by your agency during last two complete budget years.
Refer to form instmctions for definition of duplicated and unduplicated.
Service definition: 1 day of classroom based child development service per child.
Scheduled length of time: Scheduled classroom hours are extended/full day 10.5 hours, part day 3.5 hours
Cost of service per unit: $31.25 for a full day
Number of units provided: Children enrolled in full day/full year programming receive 240 days of service; children
enrolled in full day/school year programs receive 160 days of service; children enrolled in part day/school year
programs receive 128 days of service.
A:\AGENAVAI.dOC
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BOARD OF DIRECTORS
Updated Ocfober 5, 2000
NAME &ADDRESS PHONE REPRESENTING
Tim FiL~gerald (Executive) Work 368-4828 Private/Linn
Firstar Bank Fax 368-4284 Corporate Operations
222 2"a Ave. SE E-Mail Tim. Fitzgerald@~rstar.com
Cedar Rapids, IA 52406 Executive Committee
Bank Vice-presidennt
Ann Tompkins (Vice-president) Work 396-9711 Private/Johnson
Gruhn Law Firm Home 341-6175 CAP
4089 21 st Ave. S W Fax 396-9714 Executive Committee
Suite 114 E-Mail AMLIA(~,aol. com Attorney
Cedar Rapids, IA 52404 HOME:
1601 12th Ave. Coralville, IA 52241
Randy Kittelson (President) Work 642-3635 Low-Income/Iowa
259 East Marion Home 642-5561 Corporate Operations
Marengo, IA 52301 Fax 319-642-5293 Executive Committee
Presbyterian Minister
Lyle Hanson (Treasurer) Work 286-5002 Public/City-Cedar Rapids/
City Hall Fax 286-5073 Linn
50 2"dAve. Bridge CAP
Cedar Rapids, IA 52401 Executive Committee
Finance Commissioner
Tammy Wetjen-Kesterson (Sec) Home 642-1233 Private/Iowa
744 Clinton Ave. Head Start
Marengo, IA 52301 Student
Merlin Moore Work 462-3177 Public/Jones
206 West Main St. Home 465-3010 Corporate Operations
Anamosa, IA 52205 County Supervisor
Ed Brecht Home 227-7167 Public/Benton
2403 79th Street Work 472-4869 Corporate Operations
Vinton, IA 52349 Fax 472-4869 County Supervisor
John Brandt Work 398-3543 Public/Linn
305 2nd Ave. SE Fax 398-3906 Corporate Operations
Cedar Rapids, IA 52401 City Employee
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NAME &ADDRESS PHONE REPRESENTING I
Keith Jordan Home 673-4021 Private/Jones
10152 20th Ave. Corporate Operations
Wyoming, IA 52362
Maggie Grosvenor Work 356-5407 Public/Johnson
Civic Center CAP
410 East Washington Housing Authority
Iowa City, IA 52240
Mark Young Work 653-5446 Low-Income/Washington
206 W 2"a Street Home 694-4709 CAP
Washington, IA 52353 Fax 319-653-5446 Minister
Carol Thompson Work 356-6000 Public/Johnson
913 S. Dubuque St. Suite 201 Cell 286-5870 Corporate Operations
Iowa City, IA 52240 Fax 356-6086 County Supervisor
Diane Courtney-Hodge Work 472-2671 Low-Income/Benton
P.O. Box 108 Home 849-1056 Head Start
Center Point, IA 52213 Activities Director/Nursing
Home
Mary Larew Home 337-2264 Private/Johnson
1253 Dolan Place CAP
Iowa City, IA 52246 Volunteer
Deanna Martens Home 488-3478 Public Sector
204 N. Washington Head Start
Wyoming, IA 52362 Teacher
Diana Anderson Home 298-1874 Low-Income/Linn
1016 G Ave NW CAP
Cedar Rapids, IA 52405 Student
Alfred Arcidiacono Work 398-1666 Private/Linn
418 2"a Street NE Fax 368-1634 Food Distribution/
Cedar Rapids, IA 52402 Warehousing
Quaker Oats
Shirley Neuzil Home 356-6971 Low-Income/Johnson
342 Finkbine Ln. CAP
Apt # 1
Iowa City, IA 52246
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NAME &ADDRESS PHONE REPRESENTING
Chm'les Montross Home 655-7283 Public/Iowa
1337 2841h Street Work 642-7222 Food Distribution/
Deep River, IA 52222 Fax 642-6971 Warehousing
County Supervisor
Henry Herwig Public/Coralville
1625 Red Oak Dr. County Supervisor
Coralville, IA 52241
Bob Stout Public/Washington
P.O. Box 889 Cotmty Supervisor
225 West Main
Washington, IA 52353
Marry Cutter Home 378-1324 Private/Linn
400 Collins Rd. NE Work 295-2216 Food Distribution
Mail Station 124-323 Fax 295 -7910 Warehousing
Cedar Rapids, IA 52404 e-mail mfcutter~collins.rockwell.com
Rockwell Collins
Ed Raber Work 653-3942 Private/Washington
WEDGE FAX 653-5805 Chamber of Commerce
Chamber of Commerce
212 N. Iowa Ave.
Washington, IA 52353
Gina James Home 444-2279 Private/Benton
7641 14th Ave. Public Health
Luzerne, IA 52257
Mary Fielder Work 295-4690 HCT/Ex officio
1515 14thAve. SW
Cedar Rapids, IA 52404
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AGENCY: Hawkeye Area Community Action Program, Inc.
Enter Years 2000-2001 2001-2002
1. How many Johnson County residents (including Iowa la. Duplicated 26,300 26,563
City and Coralville) did your agency serve? Count
lb. Unduplicated 5,879 5,937
Count
2. How many Iowa City residents did your agency serve7 2a. Duplicated 17,432 17,607
Count
2b. Unduplicated 3,591 3,626
Count
3. How many Coralville residents did your agency serve? 3a. Duplicated 4,529 4,574
Count
3b. Unduplicated 1,086 1,096
Count
4. How many units of service did your agency provide? 4a. Total 2,783,233 2,786,016
4b. To Johnson 215,564 222,412
County Residents
5. Other Areas Served:
Do you provide services to areas outside of Johnson County?
Area(s) served: Yes, HACAP serves Linn, Iowa, Benton, Washington, Jones, and Johnson counties.
Services provided: HACAP services provided: Head Start, Early Head Start, Infant/Toddler childcare,
LIHeap, Weatherization, Housing, WIC, ChildCare Resource & Referral, Crisis childcare, Food Reservoir, Financial
assistance.
Funding Sources: Department of Health/Human Services, Iowa Department of Rights, Iowa Department of
Human Services, Iowa Department of Public Health, HUD, Iowa Department of Education, Linn County
Empowerment, United Way of East Central Iowa, United Way of Johnson County, and a range of other city, county,
and local funders.
6. Client Proffie (for last complete year, if available):
Age Gender Ethnicity
0 - 5 1,039 Female 60% African American 13%
6 - 17 1,601 Male 40% Native American 1%
18 - 29 1,079 Asian 6%
30 - 61 1,688 Hispanic 9%
62 - 75 324 Caucasian/Non-Hispanic 68%
75 + 144 Multi-racial 3%
A:\AGENAVALdoc
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AGENCY: Hawkeye Area Community Action Program, Inc.
7. Evaluation and Review:
A. Please discuss how your agency measures the success of its programs.
In the Head Start Program, parents complete a "satisfaction survey". A family assessment track
programs/growth of individual families. Individual child growth is measured on a Child
Development Checklist. All Sources/levels of documentation/record keeping/reporting is reviewed to
evaluate success/change.
B. Does your agency have a current strategic plan and date last reviewed?
Hawkeye Area Community Action Program has an annual plan that was adopted by the Board of
Directors on September 30, 2000.
C. What plans does your agency have to increase efficiency and effectiveness?
The HACAP Head Start program is always leaming ways to increase our efficiency and
effectiveness. We provide on-going training opportunities to all of our staff members that keep them
informed of "just practice" service delivery approaches. We hope to increase our efficiency by co-
location a variety of Head Start service options (full year/full day; full day/school year; part
day/school year) at HACAP Family Resource Centers in more locations. We will continue to solicit
funding sources that will allow for this.
D. How has your agency responded to United Way's recommendations from last year?
(1) A board member will be invited to participate in future United Way budget hearings.
(2) The Head Start Program is currently using Child Plus to track program services. We track the
level of implementation of services, frequency of utilization and site demographic information.
We are in the process of implementing a system that will track child growth in the
developmental domains of cognitive, social-emotional, self help, motor development and
communication. We will use this information to plan program activities and to move us further
along in measuring outcomes.
(3) Indirect costs support are services that are needed to keep the program / agency operational.
Indirect costs are an allowable expense that is charged to individual programs.
8. In what ways will the needs of your service population change in the next five years?
The need for full day, extended hour childcare service will continue to increase with welfare reform. Our
current funding sources align well for expanding Head Start and Infant/Toddler services to full day/full year
care.
9. In relation to the Johnson County Capacity Assessment, explain how your services are meeting
community needs.
The HACAP Head Start Program provides quality, affordable childcare for low-income families. We have the
service available at our Waterfront Family Resource Center and our Coralville Family Resource Center sites.
Last year we began offering extended hour care at three service locations. HACAP provides services in
housing and linkage to HAWK-I insurance and employment oppommities for low-income people.
A:\AGENAVAI.dOC
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AGENCY: Hawkeye Area Community Action Program, Inc.
10. Please discuss any other problems or factors relevant to your agency's programs, funding or service
delivery:
Acquiring funding for program development and expansion continues to be complex and requires the
management of multiple funding services. In addition, more funding is of a competitive nature and requires
evidence of community need and support. Locating existing facilities that are suitable and licensable for our
services can be challenging. Like other employers in Eastern Iowa, the tight job market has made it
increasingly difficult to fill all staff openings.
11. List complaints about your services of which you are aware:
We are not aware of complaints.
12. Do you have a waiting list or have you had to turn people away for lack of ability to serve them?
What measures do you feel can be taken to resolve this problem:
We do have a waiting list for full day, full year services. We will be increasing our capacity four full day
services by opening our downtown Iowa City Family Resource Center.
How many people are currently on your waiting list? 81 income eligible 23 over income
13. In what way(s) are your agency's services publicized?
Brochures and posters have been created to describe programs. Press releases, public service announcements,
media parmership projects, and group presentations are used to increase general public awareness.
14. United Way involvement by your agency: ('X" if agency participated within the last year)
a. Agency Directors Meetings X
b. Served as Agencies Directors' Representative to
Funding Hearings X
c. Business Blitz X
d. Day of Caring X
e. Kick Off X
f. Victory Reception X
g. Other Agency tours, United Way Business and Community information booths
15. How have you collaborated with other agencies during the past year?
The Hawkeye Area Community Action Head Start Program has strong collaboration with numerous agencies
in the Johnson County area. We collaborate with the local empowerment board as they provide us funding that allow
for full year Head Start / childcare services for one of our groups at the Coralville Family Resource Center. We
collaborate wit the University of Iowa Dental College and the Johnson County Department of Health to ensure dental,
medical, and nutritional services is available and accessible to children. We coHoborate with Grant Wood Area
Education Agency on mental health and disabilities services for our target population.
A:~AGENAVAI.doc
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AGENCY: Hawkeye Area Community Action Program, Inc.
AGENCY HISTORY
(Using this page ONLY, please summarize the history of your agency, emphasizing Johnson County, past and current
activities and future plans. Please update annually.)
The Hawkeye Area Community Action Program was incorporated in 1965 under provisions of the Economic
Oppommity Act of 1964 as a non-profit agency with the mission to help low-income families achieve and maintain
self-sufficiency. In its first years, the service area was limited to Johnson County and has since expanded services in the
following six county service area: Benton, Iowa, Johnson, Jones, Lirm, and Washington. Major program delivery in the
six county service area includes Head Start/Children Services, Housing and Energy. HACAP has 650, three to five year
old funded slots for Head Start eligible children. Early Head Start programs for children birth to three years old are
beginning as Head Start has enlarged nationally to serve this population. Linn County has an Early Head Start grant to
serve 72 infants, toddlers and pregnant women. All sites are licensed with the state of Iowa as childcare centers. Head
Start and related children's services comprise approximately one haft of HACAP's overall budget.
HACAP has three major sites that are Family Resource Centers in Johnson County. In Iowa City the Waterfront Family
Resource Center is located at Waterfront Drive and Southgate Ave. This site has two full-day full-year classes, one
school year pan-day class, and an infant/toddler class. In addition, HACAP has a school year pan-day class that meets
at Faith United Church of Christ on Deforest Street in Iowa City, which later this fall will be moving to our downtown
site, the Iowa City Family Resource Center located at 318 East Bloomington Street. The opening of this new site will
allow us to increase our capacity in Johnson County, as we will offer one full day/full year class, one full day/school
year class and the traditional part day/part year operation.
The third major site is the Coral Ridge Employment initiative. This site has a full day/full year class, two full
day/school year classes, a pan day/school year class, at the Family Resource Center (FRC) on Tenth Street in
Coralville. At the Coral Ridge Mall site there is a Head Start class and the capacity for infants and toddlers at any one
time. The Waterfront and FRC sites will operate with extended hours to meet the needs of families working into the
evening.
The Transitional Housing program for the county is located at the Waterfront site and currently provides affordable
housing with thirty six transitional housing units serving homeless families with young children. Eighteen units are
locally supported housing and eighteen are HUD supported housing. Families may live in a unit up to two years and
pay not more than 30% of their income in program costs.
A contracted Johnson County site providing classroom services in the Neighborhood Centers of Johnson County with
locations at Pheasant Ridge and Broadway.
HACAP's budget is split up into forty-six programs with multiple ~mding sources including private, local, state and
federal mechanisms.
Family Resource Centers will "warehouse" services that are available to targeted families. This will be accomplished
through direct service provision on site or linkages to services that are not accessible. This will allow target families to
receive expedited service provision.
A:\AGENAVAI.dOC
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AGENCY: Hawkeye Area Community Action Program, Inc.
FY00 GOALS
Please state the goals of the latest completed fiscal year and report status of progress/completion.
FY 2000 Objective A: To facilitate the orderly transition from Children's Services to a school setting.
Status: This has been achieved. We provided transition information to parents three times during the year for each child
transitioning from Head Start to kindergarten. Assistance was given to families regarding kindergarten registration and
annual round-ups. Speakers provided information to parents regarding effective ways to help children transition
positively.
FY 2000 Objective B: To provided dental education to all enrolled children.
Status: This has been achieved. We participated in a study with the University of Iowa Dental School who provided
screenings twice a year to children in programming. Teachers practice daily modeling and teaching of proper brushing
techniques with children. Resources regarding good dental hygiene were provided to each family at the time of
application.
FY 2000 Objective C: To provide interagency case management services, extended hours childcare and intensive
family development services to sixty families.
Status: This has been achieved. The case management team met twice a month and coordinated services for at least
sixty families. Bi-weekly in home services was provided for the identified families. Extended hour childcare operates
from 12:30 to 8:30 p.m.
FY 2000 Objective D: To assure that children receive nutritional meals and snacks each program day.
Status: This has been achieved. A licensed dietician serves as the nutrition coordinator for the program assuring quahty
is maintained and CACFP criteria is adhered to, nutrition activities occurred at least two times during the year. At least
sixty-five WIC referrals were made.
A:\AGENAVAI.doc
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AGENCY: Hawkeye Area Community Action Program, Inc.
AGENCY PROGRAM GOAI,S AND OBJECTIVES
(List goals and objectives for the Fiscal Year for which you are requesting funding. Several pages are provided, please
add any additional pages you may need with your agency name as a header.)
2001 Overall Goal:
The goal is to bring about a greater degree of social competence in pre-school children from low-income famihes by
enhancing children's growth and development, strengthening families as primary nurmrers of their children by
providing children with educational, health, and nutritional services that will prepare them for later life experiences, and
by ensuring a well-managed program that involves parent in decision-making.
2001 Objectives:
Ivy 2001 Objective A:
To promote active parent involvement in programming by assisting families in understanding and developing a positive
partnership to assure an optimum educational experience for the whole family.
Tasks:
Provide monthly parent meetings with on-site childcare.
· All Head Start parents will receive monthly written information and activities on ways they can become involved
with Head Start.
· Teachers will make 126 home visits to engage families in the educational experience.
FY 2001 Objective B:
To assure that meals and snacks served to children in Head Start programming meet nutritional guidelines on a daily
basis.
Tasks:
· CACFP credible food is served for all meals and snacks.
· WIC referrals will be made on 75 families
· Nutrition education activities will be conducted twice a year.
FY 2001 Objective C:
To provide classroom staff with training to meet Head Start standards and promote a quality educational experience.
Tasks:
· Five all day in-services will be provided.
· All staff will be trained in First Aid, CPR, Universal Precautions and Mandato~ Child Abuse Reporting.
· Informal staff development training will be offered 14 times a year.
FY 2001 Objective D: Daily classroom schedules will be developmentally appropriate, provide consistency and
predictability for children and will support the entire leaming process.
Tasks:
· Daily schedules are clearly posted in all classrooms every day of operation.
· Daily schedules will include active and quiet time, large and small group activities, time for children to play alone,
indoor and outdoor play time, and time for children to select materials and teachers to direct activities.
· Daily schedules include adequate time for arrivals and departures, meals and snacks, sleeping and resting, self-help
skills such as toileting, dressing for outdoor activities and learning to wash hands and transitions from one activity
to another.
A:\AGENAVALdOC
-274- - 13-
HUMAN SERVICE AGENCY REQUEST FOR FUNDING Director: Ann Riley
City of Coralville Agency Name: Handicare, Inc.
Johnson County City of Iowa City Address: 2220 Ninth Street
United Way of Johnson County Phone: (319) 354-7641
Completed by: D~o~...~
CHECK YOUR AGENCY 'S BUDGET YEAR Approved by Chair Board:
1/1/01 - 12/31/01 X__ 10/1/01 -9/30/02 Sept. 20, 2000
(date)
7/1/01 - 6/30/02
COVER PAGE
Program Summary: (Please number programs to correspond to Income & Expense Detail,
i.e., Program 1, 2, 3, etc. )
Program 1 - Therapuetic, habilitative daycare and school complement services for children with
developmental disabilities and special health care needs.
Program 2 - Daycare & school complement services for children meeting expected developmental
milestones.
Local Funding Summary: 4/1/99 - 4/1/00 - 4/1/01 - % of Total
3/31/00 3/31/01 3/31/02 Budget
United Way of Johnson County ~ -
Does Not Include Designated Gvg. $20,754 $22,754 $36,000 3
FY00 FY01 FY02
City of Iowa City
Johnson County
City of Coralville 1962 0.18
j ccoghs/fy0 1 bu dg/xlbudg. xts 1
-275-
Agency: Handicare, Inc
STATEMENT OF ACTIVITIES SUMMARY
(ACCRUAL BASIS)
Actual This Year Budgeted
Last Year Projected Next Year
Your agency's budget year: 1999 2000 2001
1. Total Support and Revenue 1002208 990880 1080962
2. Total Expenses (a+b below) 1023206 990476 1080897
a. Non-Directed (admin./general overhead) 80592 76808 84372
b. Program Total (list programs below) 942614 85 1225 997025
1. Therapeutic & Habilitative Daycare 295390 275846 301950
2. Daycare for Children without Disabilities 647224 575399 694575
3.
4.
5.
6.
7.
8.
3. Change m Net Assets (1-2) -20998 404 65
4. Net Assets, Beginnmg of the Year 82952 61954 62358
5. Net Assets, Ending Balance (3+4) 61954 62358 62432
6. Restricted Fund Balance (total from p. 5) 50988 88114 113033
7. In-kind Support (total from p. 5) 107647 110474 115388
Notes and Comments:
Board restricted funds for compensated absences & designated restricted funds for
Bricks & Mortar (Variety Club), scholarship and future fund.
Briefly describe how local funds were spent last year.
To cover the deficit between program running costs & Tide XX reimbursement
1 budg/xlbudg.xls -2 -
-276-
AGENCY HANDICARE, INC.
INCOME DETAIL
NON-
ACTUAL TH]S YEAR BUDGETED DIRECTED PROGRAM PROGRAM
LAST YEAR PROJECTED NEXT YEAR FUNDING 1 2
1. Local Funding Sources- I 20,3251 22,0731 34,6051 [ 33,2461 1,359
a. Johnson County
b. City of Iowa City
co United Way of Johnson County 20,325 22,073 32,643 32,643
d. City of Coralville 1,%2 603 1,359
e.
f.
2. Grants - State, Federal, Foundations I <3 157>I 32,823 I 17,902 I I 6,500 I 11,402
a. HACAP Grant taken <3157>
b. Variety Club 23,019 13,000 6,500 6,500
c. Empowerment Grant 9,804 4,902 4,902
d.
e.
f.
3. Net Sales Of Services (sources) I 930,257 I 888,802 [ 980,976 I 83,022 I 247,600 I 650,354
a. DHS &Funded 354,979 259,749 293,488 14,674 208,580 70,234
b. Private Parent 575,278 627,053 682,488 68,348 34,020 580,120
c. Contract Services 2,000 5,000 5,OOO
4. Net Sales of Materials [ 0l 0l 0 0l 0l 0
a.
b.
C.
5. Contributions/Donations [ 6,060 [ 7,678 [ 7,769 [ [ 3,8841 3,885
b. Other Contributions 2,460 4,300 4,369 2,184 2,185
6. Special Events [ 5,580 [ 2,800 3,200 [ 1,600 [ 1,600
a. Candy Bar Sales 5,580 2,800 3,200 1,600 1,600
b.
C.
7. Interest Income [ 1,8471 1,853 [ 1,9721 1,9721
I I I I I I
8. Other - List Below I 41,296 [ 34,851 [ 34,538[ 580[ 16,8571 17,101
a. NUTRITION 36,024 29,454 29,700 0 14,850 14,850
b. MISC. 5,272 5,397 4,838 580 2,OO7 2,251
C.
TOTAL INCOME (same as p. 2, line lb) 1,002,208 990,880 1,080,962 85,574 309,687 685,701
Notes and Commems:
- 3' -277-
PROGRAM EXPENDITURE DETAIL AGENCY HANDICARE, INC.
NON- PROGRAM PROGRAM
ACTUAL THIS YEAR BUDGETED DIRECTED 1 2
LAST YEAR PROJECTED NEXT YEAR FUNDING
1. Salaries 719,642 697,317 748,120 58,025 176,807 513,288
2. Employee Benefits &Taxes 85,183 84,004 94,356 4,570 17,637 72,149
3. Staff Development 2,292 2,300 2,500 0 1,250 1,250
4. Professional Consultation 72 70 200 200 0 0
5. Publications & Subscriptions 0 0 0 0 0 0
6. Dues and Memberships 25 40 40 0 40 0
7. Morgage, Rent and Property Tax 75,332 75,332 75,332 7,533 33,899 33,900
8. Bullcling & Maintenance 12,824 14,273 20,846 4,899 7,973 7,974
9. Equiptment Purchase/Rental 15,665 6,341 25,121 2,000 11,788 11,333
10. Utilities 14,506 15,576 16,666 1,666 7,500 7,500
11. Telephone 3,043 3,136 3,233 0 1,616 1,617
12. Office Supplies & Postage 6, 133 8,398 7,396 739 3,328 3,329
13. Printing and Publicity 96 93 120 120 0 0
14. Local Transportation 769 693 873 0 123 750
15. Insurance 8,693 8,108 8,200 820 3,690 3,690
16. Audit 1,900 1,900 2,100 2,100 0 0
17. Interest 908 1,108 1,200 1,200 0 0
18. Other (Specify):
19 Recreation/Education 12,414 14,278 14,955 0 7,477 7,478
20 Food &Materials 60,392 54,064 56,044 0 28,022 28,022
21 Workstudy 1,110 1,387 1,495 0 0 1,495
22 Misc. 2,207 2,058 2,100 500 800 800
23
24
25
TOTAL EXPENSES ( po 2, line 2) 1,023,206 990,476 1,080,897 84,372 301,950 694,575
Notes and Comments:
-278- '~ '
AGENCY Handicare, INC.
ACTUAL THIS YEAR BUDGETED
RESTRICTF. D FUNDS: LAST YEAR PROJECTED NEXT YEAR
Restricted by: Restricted for: 1999 2000 2001
Board of Directors Comp Absence 24,452 25,763 27,239
Board of Directors Equipment Repair 18,058 18,579 21,600
Board of Directors Child Equip &Future Fund 8,478 10,949 46,292
Variety Club of Iowa Carpet, kitchen &bathroom equipment, drinking fountain 0 23019 13000
Jo. Co. Empowerment Wrap around care for children on state funding 0 9804 4902
TOTAL RESTRICTED FUND (also shown page 2, line 4) 50988 88114 1 ] 3033
MATCHING GRANTS
GrantorfMatched by
TOTAL MATCHING GRANTS (also shown pg. 3, line 2) 0 0 0
lN-glNn $UPl}0RT nETP/L
Services/Volunteers AEA, Student Teachers/Nurses, Parents, UW, REC 97,300 101,188 104,640
Material Goods Play Equipment Bib to Bedding 10,347 9,286 10,748
Space, Utilities, etc.
.Ot~e_r: (Plea_sespecify)
TOTAL_IN-KIND SUPPOR: (also shown on page 2, line 5 107,647 110,474 115,388
Notes and Comments:
-279-
SALARIED POSITIONS AGENCY Handicare, Inc.
"X"all that apply FTE' Salary
Year Year Year Last Year Year Next Year Change
EXECUTIVE DIRECTOR/RN 24 1.00 1.00 1.00 46,481 48,003 49,149 2%
ON SITE SUPER./LEAD TEACHER 24 X 5 1.00 0.70 1.00 18,361 14,393 18,944 32%
FINANCE COORDINATOR 24 1.00 1.00 1.00 28,534 29,515 30~252 2%
INTAKE/ADblIN. ASST. 24 X 5 l.O0 1.00 1.00 19,410 20~211 20,716 2%
SPECIAL NEEDS COORD/ASST DIR 24 X 6 1.00 1.00 1.00 20,983 21,454 21,980 2%
LEAD TEACHERS 24 X 10 11.00 11.00 11.00 174,922 185,295 196,413 6%
ASST. LEAD TEACHERS 24 X 11 10.50 9.00 9.00 135,439 117,000 121,680 4%
EDUC. COORD/LEAD 'IEACHER 24 1.00 1.00 1.00 23,720 24,135 24,738 2%
SICK BAY HEALTH AID 24 1.00 1.00 1.00 21,386 22,121 22,674 2%
PERMANEffr TEACHER AID 24 X 11 9.00 6.00 8.00 110,693 79,600 99,840 25%
TEMPORARY TEACHER AID 0 1.90 3.00 3.00 19,132 31,648 35,256 11%
BOOKS ASSISTANT 18 0.70 0.40 0.40 7,119 3,120 3,198 3%
FACILITY COORDINATOR 24 X 4 1.00 1.00 1.00 29,236 30,224 30,936 2%
FOOD SERVICE M~NAGER 24 X 6 1.00 1.00 1.00 21,555 22,282 22,824 2%
KITCHEN ASSISTANTS 24 X 6 1.30 1.300 1.30 13,931 16,048 16,446 2%
MAINTENANCE CREW/ 24 X 16 2.00 2.00 2.00 28,740 32,268 33,074 2%
TOTAL FTE's and SALARIES 45 41 44 719,642 697,317 748,120 7%
* Full-time equivalent: 1.0=full-time; 0. 5=half-time; etc.
j~ogh~rahuiS. ra~ - 6 -
-280-
AGENCY: Handicare, Inc.
ACCOUNTABILITY QUESTIONNAIRE
A. Agency's Mission Statement or Pdmary Purpose:
t. Provide quality childcam to all children in the community in a caring & cost effective
manner.
2. Provide support to the family to help them meet their child's special needs.
3. Provide developmentally appropriate activities.
B. Board of Directors:
1. Please attach a list of your agency's Board of Directors (page 7A)
2. Frequency of meetings: Monthly
3, Briefly descdbe board orientation and ongoing training opportunities:
Written materials of mission statement, Articles of Inc., bylaws and Roberts Rule
of Order are given. Members attend one meeting to observe the structure of meetings
before joining, Members are given information on United Way workshops & training
sessions.
C. Finances:
1. Are there fees for any of your services? Yes X No
a, If YES, descdbe circumstances.
b. Are they fiat fees: Private Pay sliding fees: Per Funding Source
2. Does your agency have:
internal audit external audit X financial review X
Frequency: Annual Audit & Monthly Board Review
3.Has your agency filed the Annual Report with the Secretary of State?
Yes X No
4. Has your agency filed Form 990 with the IRS? Yes X No
5. Please discuss your agency's fundraising efforts, if applicable.
In the past, fundraising events raised less than two thousand dollars and required
large amounts of administrative time. This year we explored many potential events and
accomplished three small events that raised a total of $2000 combined. The Board of
Directors has requested that administrative staff focus their efforts on grant writing and
laying the groundwork for future contracted services as a more efficient way to
supplement funds for our program.
D. Management:
1. Does each staff member have a wdtten job description? Yes X No
2. Is the agency Director's performance evaluated at least yeafly?
Yes X No By Whom? Personnel Committee &Board of Directors
E. Program/Services:
One full dav of davcare = 1 Unit of service for private pav (Page 78)
~ Dav (up to 5 hours) = 1 Unit for funded
Reaular Special Needs
Under 2 years - $12.45 $48
2-,5 years - 10.50 28.13
School Age 9.00 28.04
C:V~y Documen{s~AGEr~,VAI.DOC
-7- -281 -
HANDICARE'S BOARD OF DIRECTORS
Roman Terrill President 353-4821 (H)
351-4307 (W)
Tony Freund Vice President 351-2438 (H)
356-4880 (W)
Halsie Reno Secretary 337-4423 (H)
335-1920 (W)
Adam McLaughlin Treasurer
356-9050 (W)
Deb Vogt 338-3214 (H)
335-7019(W)
Randy Hudachek 351-4506 (H)
335-4500 (W)
Kirk Leiffert 337-9187(H)
356-9126 (W)
Fred Brown 339-8633 (H)
356-6080 (W)
Laura Knosp 337-4865 (H)
356-4054 (W)
Robin Paterson 351-6272 (H)
335-1688 (W)
Edc Bauer 339-1667(H)
353-5679(w)
3eannie Wade 338-5073(H)
Brenda Kurtz 337-7005(H)
339-6610(W)
Dan Clay 341-3654(H)
335-5639(W)
Dr. Shirley Paul 351-1448(W)
-282-
Billing Update
On May 17th, 2000, Handicare's Board of Directors voted to implement the following rate increase effective
September 1, 2000. Children's rate changes the month after their birthday.
24 Month and 2 year Olds 3 - 5 Year Otds School Age
Younger
Full time Monthly $615 $545 $500 $402
Full time Weekly $196 $165 $150 $124
Rotating/Flex 1/2 time Monthly $461 $409 $375 $302
Rotating/Flex t/2 time Weekly $138 $123 $112 $91
Half Time Monthly $410 $360 $325 $265
Half Time Weekly $123 $110 $104 $87
Daily Rate $45 $40 $37 $31
Extended Hour Rate $22 $19 $17 $14
Extended Hour Rates will be charged whenever your child has utilized their daily maximum hours for your
billing contract. Extended hour rates will only be charged in 4 hour blocks. Example: A full time monthly
contract entitles you to 55 hours of daycare per week, according to your normal scheduled hours.
If your child attends more than 55 hours or stays later than their scheduled time, you will be charged for one
four hour block of extended hour rate.
There is also a one time non-refundable registration fee of $25 per child. The readmittance fee after 6 month
absence is $10.
Please detach and check the option you prefer.
You may change your billing option only once per calendar year
Full Time Monthly
Parent Name
Full Time Weekly
Child/Children Name
Rotating/Flex 1/2 time Monthly
Child's Birthday
Rotating/Flex 1/2 time Weekly
Date Signed
Half Time Monthly
Date to Begin
Half Time Weekly
Daily
-283-
AGENCY: Handicare, Inc.
Enter Years 98 99
1. How many Johnson County residents (including la. Duplicated N/A N/A
Iowa City and Coralville) did your agency serve? Count
1 b. Unduplicated 242 281
Count
2. How many Iowa City residents did your agency 2a. Duplicated N/A N/A
serve? Count
2b. Unduplicated 84 93
Count
3. How many Coralville residents did your agency 3a. Duplicated N/A N/A
serve? Count
3b. Unduplicated 125 139
Count
4. How many units of service did your agency pro- 4a. Total 33,185 32,056
vide?
4b. To Johnson 29,895 32,013
County Residents
5. Other Areas Served:
Do you provide services to areas outside of Johnson County?
Area(s) served: Scott, Cedar, Washington, Poweshiek, Linn, Muscatine, Iowa, Polk &
Bremer Counties
Services provided: Early intervention daycare and school complement program,
Contracted services for Respite, Nursing, Health Aid, Service
Coordination and Least Restrictive Environment (LRE) classroom.
Funding Sources: Private parents, private contractors, Promise Jobs, ARC, DH$, Johnson
County, United Way, grants, private donations and fundraising
6. Client Profile (for last complete year, if available):
Age Gender Ethnicity
0 - 5 117 Female 87 Afdcan Amedcan 10
6 - 17 60 Male 90 Native Amedcan 1
18 - 29 Asian 10
: 30 - 61 Hispanic 2
62 - 75 Caucasian/Non-Hispanic 146'
75 + Multi-racial 9
;;i~lCiUdes many international families
C:M~y DOCtrmentS~,GENAVAI.DOC
-284- -8-
AGENCY: Handicare, Inc.
7. Evaluation and Review:
A. Please discuss how your agency measures the success of its programs.
Success is measured by:
1, infants and children achieving developmental milestones and school
readiness skills,
2, school aged children learning leisure and social skills,
3, families receiving appropriate supports to meet their child's needs,
4, positive reports from licensing agencies and parents,
B. Does your agency have a current strategic plan and date last reviewed?
Handicare has a strategic plan that is reviewed and updated annually during the
month of May, During this review our agency's performance objectives and
goals are reviewed,
C. What plans does your agency have to increase efficiency and effectiveness?
We continue to use work-study and practicum students as part of the staff to
child ratio. We ame formulating interagency contracts with the Area Education
Agency and home health agencies to maximize income for our program and
reduce administrative costs.
D. How has your agency responded to United Way's recommendations from last
year?. After analyzing wage and benefit utilization we found:
Under $6/hour - 6 part time subs $8-101hour - 9 employees
$6-71 hour- 8 with no training or experience $10-12/hour- 3 employees
$7-81hour - 9 with limited training Over $12/hour - 5 employees
Nine of 14 employees in the first two wage brackets have a health insurance plan.
Eighteen of the total 40 employees have Handicare's health and dental insurance.
All full time employees have life insurance.
Instead of flattening the division between trained/untrained and full/part-time staff
we created a "Graduated Wage Scale" related to the amount of training
completed. We continue to work on establishing a new income for support
services provided to the children and their families.
8. In what ways will the needs of your service population change in the next five years?
We expect continued increases for requests for infant and toddler childcame and more
requests for part time came due to parents job sharing. With the new waiver changes, we
anticipate that the families of children with special heath care needs will request
Handicare's support services to be able to attend their neighborhood childcame center or
home provider.
9. In relation to the Johnson County Capacity Assessment, explain how your services are
meeting community needs.
Handicame's primary mission is to provide quality, year-round childcame for all children in
our community. In the Johnson County Capacity Assessment, childcame is one of the
most serious health and human service issues facing our area. Handicare's licensing
capacity allows us to provide care to 40 infants, 24 toddlere, 46 preschool children and 40
school aged children. Our program goals for 2001 include increasing the ability to
provide training & resource coordination to other childcare providers to help them
appropriately meet the needs of children with disabilities in their natural setting.
C:~ DOCumefts~AGIS~AVAI.DOC
-9- -285-
AGENCY: Handicare, Inc.
1 o. Please discuss any other problems or factors relevant to your agency's programs,
funding or service delivery:
1. The Johnson County Empowerrnent Grant allowed us to provide consistent full-time
services for children receiving funding assistance, however continued low service
reimbursement rates for children, limits the number of children that we can enroll with
funding assistance.
2. Low reimbursement rates prevent staff from receiving large wage increases annually
to realize our goal of all staff earning a "Livable Wage". We continue having difficulty
in finding and retaining quality, trained direct cars staff due to local unemployment
rates and wage competition.
11. List complaints about your services of which you am aware:
We have received complaints of our waiting list being too long. We have also had
complaints that our part time staft forget to relay pertinent messages.
12. Do you have a waiting list or have you had to turn people away for lack of ability to serve
them? What measures do you feel can be taken to resolve this problem:
It takes approximately 12 months on our waiting list before we can enroll infants, 6
months on our waiting list to enroll two-year-olds and 3 months for 3-5 year olds.
Seven of the 126 children on our waiting list have disabilities. The space in our
building and the cost to run an infant program unfortunately limit our ability to enroll
more infants and keeps our enrollment capped.
How many people are currently on your waiting list? 126
13. In what way(s) are your agency's services publicized?
United Way web page, 4-C's, phone books under child care, word of mouth
14. United Way involvement by your agency: ("X" if agency participated within the last year)
a. Agency Directors Meetings X *
· If Staff/Child ratio in our program allows the Director to leave our building to attend.
b. Served as Agencies Directors' Representative to
Funding Headrigs
c. Business Blitz X
d. Day of Cadng
e. Kick Off
f. Victory Reception
g. Other Other Solicit Handicare Personnel & Board Members for U.W.
donations. Give tours & presentations to businesses durinti U.W.
CampaiGn. Tour Leadership Trainees from the City of Iowa City.
15. How have you collaborated with other agencies dudng the past year?.
Handicars uses interagency collaboration with the A.E.A. for Early Intervention
Services for children aged birth through three year olds and provide L.R.E. classroom
space. We share adapted equipment with the public schools for school aged children.
We provide Practicum experiences for students in the colleges of Education and
Nursing at the University of Iowa, Kirkwood Community College and Cue College. We
share our space with private therapists and Music Therapy, Lekotek, Compuplay and
parent groups. We also share our leftover food with "Table to Table".
C:~ DocumIr~s~AGENAVAI.DOC
-10-
-286-
AGENCY: Handicare, Inc.
AGENCY HISTORY
Handicare's early intervention, supported inclusion child development daycare program
has been in operation since Oct. 1, 1981. Over the course of the last 19 years, we have
grown from a small center of 15 children to one that currently provides service to 150
children daily. Our mission is to provide quality care to all children, thus giving them the
opportunity to grow and develop to their maximum potential in the most natural
environment. We work to provide adaptations to help a child participate rather than
make exceptions or exclude them.
Each year our services were increased to meet the growing need for quality childcare
in our community, but we still have a waiting list. Currently our program offers daycare
and preschool activities to 140 children aged infant through five years of age. Five of
these children have a diagnosed disability. Thirteen of the 140 children are in "at risk"
home environments. We also have a school complement program for 40 children
between the ages of six and fifteen. Nineteen of these children have a diagnosed
disability including three who are in "at risk" home environments.
We continue to have requests to enroll children needing medical assistance during
their daycare hours. This fall we have two children that have insulin dependant
diabetes and needs regular injections and monitoring of blood sugar levels. We also
provide g-tube feedings, asthma treatments, intermittent catheterization and other
individualized medical interventions.
We have a team of professionals that work together to coordinate and provide services
that meet the individual needs of families and children. This team includes a Registered
Nurse, Special Needs Case Manager and Certified Teachers. We also work closely
with community professionals to ensure that each child and family receives
individualized, coordinated, high quality care.
As the number of children in "at risk" home situations decreased in our program, there
was a direct correlation to a decrease in children with aggressive, disruptive and
attention seeking behaviors. We currently have one child with these issues in each of
our preschool aged classrooms. In the past there were three to four children with these
issues in each group of twelve.
Participation at the State level on Taskforces & Advisory Boards by Handicare's
Director & Board Members has been effective. We raised awareness of the needed
change in Administrative Codes for Waiver programs. Several codes are in the process
of being revised and childcare centers are now authorized providers for Respite and
specialized services.
C:'~'/DocumItIm~AGENAVAI.DOC
-11-
-287-
AGENCY: Handicare, Inc.
FY00 GOALS
Please state the goals of the latest completed fiscal year and report status of progress/completion.
1, Goal: To assist more Teacher Associates to achieve their Child Development
Associate Certification.
Status: Three employees have completed their training and are waiting for their final
site review for certification. We anticipate three additional completions this coming
year.
2. Goal: To retain qualified full time staff and accomplish National Association for the
Education of Young Children accreditation.
Status: Handicare has completed our initial NAEYC pre-assessment and hope to
have our final certification visit in the Spring of 2001.
3. Goal: To raise awareness at the State level of the need to change reimbursement
rates for daycare.
Status: July 1, 2000 childcare rates were increased 5%. This was the first rate
increase for Title XX children in eight years. Rates for children with special needs
were also modified. The state is in the process of reviewing their daycare market
survey form and planning modifications to their data collection.
4. Goal: To explore a business to address healthcare needs of children in daycare.
Status: Due to insurance reimbursement requirements, a partnership with a
physician must be formed. This partnership is still being established.
5. Goal: To create tapes about children with disabilities that will provide information to
assist parents & children. We will sell the tapes as a supplement income to
Handicare.
Status: Filming has been started, but the editing process is too long to create a
marketable product.
C:~V/y DOCUmet~'~AGENAVAJ.DOC
_I2_
-288-
AGENCY: Handicare, Inc.
AGENCY PROGRAM GOALS AND OBJECTIVES FOR YEAR 2001.
1. Goal: To meet State & National Standards as a quality child cam program.
Objectives: To achieve NAEYC accreditation of Handicare Daycare/Preschool Program.
Tasks:
a. All Lead Teachers will have completed minimum level of training. The lowest level
accepted by NAEYC is a Child Development Associate Certificate. In addition, some of
our teachers have an Eady Childhood or Special Education Degree.
b. Curriculum equipment will reflect the ethnic diversity of the children at Handicare.
c. The Site Review by NAEYC will occur by Spdng of 2001.
2. Goal: To improve staff wages.
Objectives: To expand Handicare's income base by contracting for support and individual
services provided to children and their families.
Tasks:
a. Begin contracted service coordination for infants and toddlers under Grantwood Area
Education Eady Access program.
b. Gain a provider number under the MR, BI and III and Handicapped Waiver, then
establish service codes and rates. This process will help cover individualized services
while the child is in daycare.
c. Continue contracted services with the Iowa City School Distdct to provide LRE
preschool services for children with disabilities.
3. Goal: To assure that children with special needs have the opportunities to have
individualized supports within child care settings.
Objectives: To increase the availability of quality childcare for children with special needs.
Tasks:
a. Utilize the $36,000 allocated from the United Way to assist 4 - 6 children that do not
meet County or State eligibility guidelines and are not on a waiver program.
b. Apply to participate in the State Pilot Program called Inclusion Specialists. This will be
contracted support to assist childcare providers in finding resources to enroll children
with special needs.
4. Goal: To provide educational opportunities and recreational field tdps for the children.
Objectives: To promote family awareness of Coralville businesses and activities
appropriate for children.
Tasks:
a. Utilize the $1,962 allocated from the City of Coralville for entry fees associated with
field trips to the Children's Museum, swimming, "Dairy Bar" miniature golf, bowling, ice
skating and ddes on the public buses.
5. Goal: To assist families with children attending the Coralville Elementary Schools with their
child care needs.
Objectives: To provide transportation to and from the schools in Coralville for school
complement programming and childcare.
Tasks:
a. Utilize a portion of the allocation from the City of Coralville to cover the transportation
costs of taking the children to school & picking them up after school.
C:~Ay DOCUmerIS~AGENAVAI,DO C
-13- -289-
AGENCY: Handicare, Inc.
AGENCY PROGRAM GOALS AND OBJECTIVES
Agency Name: Handicare, ]~nc. Year:2001
Program 1: THERAPEUTIC, HABILITATIVE DAYCARE AND SCHOOL
COMPLEMENT SERVICES FOR CHILDREN WITH DEVELOPMENTAL DISABILITIES
AND SPECIAL HEALTH CARE NEEDS.
Goal: To provide specialized services, in a least restrictive environment, to meet the
individualized needs of families and their children, ages infancy to twelve years, that
have disabilities and need adaptations to meet developmental milestones.
Objective: Provide therapeutic habilitative programming to an estimated 40 - 60
children with disabilities.
Tasks:
1. Provide individualized supports or adaptive equipment so that the children with
special needs can successfully participate in the least restrictive educational
setting.
2. Provide daily developmentally appropriate activities to promote progression for
children enrolled in Handicare's program.
3. Implement individualized healthcare services, such as g-tube feedings, respiratory
interventions or behavior management as directed by referring professionals.
4. Utilize 28 part-time volunteers in activity areas to increase staff to child ratio to one
staff for every two to three children for adapted or individualized activities.
5. Provide one trained direct care staff (teacher or assistant) for every four to six
children attending in each classroom.
Result in past year: Due to the limited number of applicants for direct care staff
openings and the reimbursement service fees remaining at $5.60 per hour, (when a
child requires individualized assistance) Handicare only served 40 children with
disabilities this past year.
C:~ly DOCUmetI~S~AGENAVN,DOC
-14-
-290-
AGENCY: Handicare, Inc.
Goal: To utilize Interagency Coordination and maximize the number of supports
available to childcare staff.
Objective: Provide job training to young adults with various disabilities interested in
pursuing careers in childcare, food service or janitorial tasks.
Tasks:
1. Provide job-training opportunities to JTPA, Mayors Youth and Vocational
Rehabilitation consumers.
2. Provide local high school students the opportunity to volunteer and explore
future vocations.
3. Hire trainees when suitable or appropriate job openings become available
and the trainee proves qualified.
Result: We have five staff that were hired after they completed job training programs.
Twelve students per month explore vocations & volunteer.
Goal: To assist families in meeting the needs of their children.
Objective: Provide support services to families that have a child with developmental
disabilities.
Tasks:
1. Provide habilitative, therapeutic daycare services for children with
developmental disabilities and special health care needs, thus allowing
parents to meet the demands of working and running their families.
2. Provide consulting to parents of children enrolled at Handicare on an
individualized schedule to meet the needs of the families.
3. Provide referral services to appropriate community agencies to meet the
child's and family's individualized needs. A case manager will attend each
staffing as requested.
Result: 40 families of children with disabilities received service coordination and
individualized supports while in daycare.
C:V,4y Documeff. s~,AGENAVAI.DOC
-15- -291-
AGENCY: Handicare, Inc,
Program 2 - DAYCARE AND SCHOOL COMPLEMENT SERVICES FOR CHILDREN
MEETING EXPECTED DEVELOPMENTAL MILESTONES.
Goal: To provide cost effective child development activities for 90-120 non-disabled
children, infancy through 12 years of age, in an environment that includes children with
developmental disabilities.
Objective A: To provide infant, toddler and preschool activities to all children enrolled.
Tasks:
1. Provide one direct care staff for every four to six children attending within
each classroom. (Ratio determined by the age of the children in each
classroom)
2. Provide age appropriate activities that teach school readiness skills &
promote developmental progression.
Result: Sixty preschool children achieved school readiness skills. Forty infants and
toddlers made developmental progression. The number of units provided in a year
equates to $29 per day for ten hours of quality childcare. $2.90 per hour is cost
effective for parents, but detrimental for staff wages.
Objective B: To provide a program for children in a safe environment, that complements
their school activities, while their parents work.
Tasks:
1. Offer activities that promote the children's socialization skills with peers.
2. Provide opportunities for children to learn to choose appropriate leisure activities.
Result: Appropriate leisure activities were provided to 40 school aged children. Weekly
field trips and swimming activities were offered throughout the summer. The Kids Club
children also visited the local Public Library weekly and participated in the Summer
Reading Program.
C:~ DOcumef~',AGEN~VAI,DOC
-292- -16-
HUMAN SERVICE AGENCY REQUEST FOR FUNDING Director: Gary Gansemer
City of Coralville Agency Name: Hillcrest Family Services
Johnson County City of Iowa City Address: 2005 Asbury RD. DBQ. IA 52004
United Way of Johnson County Phone: (319)- 583-7357
Completed by: Michael Luedtke/Stacy Gray
CHECK YOUR AGENCY'S BUDGET YEAR Approved by Chair Board:~.,~' d.~
1/1/01 - 12/31/01 10/1/01 - 9/30/02 10/3/00
!1/1/00-10/31/01 X (date)
7/1/01 - 6/30/02
COVER PAGE
Program Sununary: (Please number programs to correspond to Income & Expense Detail,
i.e., Program 1, 2, 3, etc.)
Hillcrest Supported Living (HSL) provides a team of Visiting Counselors who specialize in assisting
individuals diagnosed with mental illness. Counselors teach skills, develop resources, provide group
learning opportunities including recreation and socialization, give support, and assist with goal setting
and attainment. We also provide an individualized 24-hour crisis intervention service which makes
available to consumers specialized emergency assistance by telephone as well as in person, as needed.
Consumers meet with their counselor approximately one to two times per week. However, services are
flexible in that we can increase or decrease the amount of service provided in relation to consumers needs
at any given point in time. Social and recreational opportunities are available during the week, in the
evenings, and every weekend. The adults we serve are typically diagnosed with Schizophrenia, Bipolar
Disorder or Major Depressive Disorder, and usually have secondary diagnoses as well as physical/medical
concerns. Consumers live in their own homes, with family, or in the Hillcrest Boarding House located at
728 Bowcry St. in iowa City. This nine-bed home is run cooperatively by the tenancts and one HSL'
staff person. Typically, tenants pay for their own Room and Board costs utilizing their disability income.
HSL has a Purchase of Service contract with the State of Iowa and is accredited by the Joint Commission on
Accreditation of Healthcare Organizations. Our mission is to assist adults with mental illness in developing
the supports and skills they want or need in order to gain satisfaction in their lives. Program goals focus
on preventing unnecessary rehospitalizations, goal attainment, consumer education, empowerment, and
increasing the quality of life for those we are here to serve.
Local Funding Summary: 4/1/99 - 4/1/00 - 4/1/01 - % of Total
3/31/00 3/31/01 3/31/02 Budget
United Way of Johnson County - -
Does Not Include Designated Gvg. 8,211 9,211 12,000 4%
FY00 FY01 FY02 ~~
_City of Iowa City
Johnson County
City of Coralville
-293-
jccoghs/fyOlbudg/xlbudg.xls - I -
Agency: __Hllcrest Family Services
STATEMENT OF ACTIVITIES SUMMARY
(ACCRUAL BASIS)
Actual This Year Budgeted
Last Year Projected Next Year
Your agency's budget year: 11/1/98-10/31/9~ 11/1/99-10/31/00 11/1/00-10/31/01
1. Total Support and Revenue 360,529 279,052 338,013
2. TotalExpenses (a+bbelow) 410,820 329,812 333,958
a. Non-Directed (admin./general overhead) 20,541 49,472 35,589
b. Program Total (list programs below) 390,279 280,340 298,369
1. Hillcrest Supported Living 390,279 280,340 298,369
2.
3.
4.
5.
6.
7.
8.
3. Change in Net Assets (1-2) (50,291) (50,760) 4,055
4. Net AsseS, Beginning of the Year 243,823 243,823 264,573
5. Net Assets, Ending Balance (3+4) 193,532 193,063 268,628
6. Restricted Fund Balance (total from p. 5)4,333 5,124 5,124
7. In-kind Support (total from p. 5)0 0 0
Notes and Comments:
Include in change in Net Assets is $12,200 CDBG Grant from the City of Iowa City. This grant will be use for
capital improvement of $15,250 (including a 25 % match from Hillcrest) at Hillcrest's Board House, this expense
will be relexed in Net Assests line on this sheet.
Briefly describe how local funds were spent last year.
Local funds in FY99 were used to offset revenue receive from Board House rent, due to the lower than market
rent rates charged to our clients, and to subsidize low P.C).S. service rates for HSL clients.
-294- ~udg/xlbudg.xls - 2 -
AGENCY Hillcrest Family Services
INCOME DETAIL
NON-
ACTUAL THIS YEAR BUDGETED DIRECTED PROGRAM PROGRAM
LAST YEAR PROJECTED NEXT YEAR FUNDING I 2
1. Local Funding Sources- 8,041 [ 8,796 ] 10,835 0 10,835 0
a. Johnson County
b. City of Iowa City
c. United Way of Johnson County 8,041 8,796 10,835 10,835
d. City of Coralville
e,
f.
2. Grants ~ State, Federal, Foundations 0 [ 0 [ 12,200 0 12,200 0
a. CDBG Grant-City of Iowa City 12,200 12,200
b.
C.
d.
e.
f.
3. Net Sales Of Services (sources) 311,338 ] 228,832 ] 273,195 27,319 245,876 0
a. P.O.S. Supportive Living 289,055 227,829 273,195 27,319 245,876
b. Counseling & Therapy 22,283 1,003 0 0
C.
4. Net Sales of Materials ~ 40,031 ] 38,877I 40,983 [ 4,098I 36,885 0
a. Room &Board 40,031 38,877 40,983 4,098 36,885
b.
C.
5. Contributions/Donations ] 566] 684] 800] 0] 800 0
a. United Way Designated Giving 566 684 800 800
b. Other Contributions 0
6. Special Events ] 145I 0I 0] 0] 0 0
a. Iowa City Road Race 145 0 0 0 0
b.
C.
7. Interest Income I I I I I I
S. Other-List Below ] 408I 1,863I 0I 0I 0I 0
a. Refund, Misc. 4 6 0
b. Transfer 400 1,857 0
c. Other 4 0 0
TOTAL INCOME (same as p. 2, line lb 360,529 279,052 338,013 31,417 306,596 0
Notes and Comments:
-295-
jccoghs/fy01budg/xlbudg.xls - 3 -
PROGRAM EXPENDITURE DETAIL AGENCY Hillcrest Family Services
NON- PROGRAM PROGRAM
ACTUAL THIS YEAR BUDGETED DIRECTED 1 2
LAST YEAR PROJECTED NEXT YEAR FUNDING
1. Salaries 263,751 204,108 191,716 23,597 168,119
2. Employee Benefits &Taxes 58,041 42,277 54,467 4,169 50,298
3. Staff Development 2,571 1,021 2,350 2,350
4. Professional Consultation 1,760 616 750 750
5. Publications &Subscriptions 137 282 520 520
6. Dues and Memberships 645 895 750 750
7. Mortgage, Rent and Property Tax 14,520 16,720 15,840 1,426 14,414
8. Building &Maintenance 4,332 2,100 3,850 3,850
9. Equipment Purchase/Rental/ 5,540 3,909 3,300 3,300
Maintenance
10. Utilities 8,108 7,443 8,410 757 7,653
11. Telephone 4,402 3,767 4,100 369 3,731
12. Office Supplies &Postage 4,195 3,504 5,500 495 5,005
13. Printing and Publicity 379 311 320 320
14. Local Transportation 18,668 14,802 17,475 1,573 15,902
15. Insurance 3,669 3,139 3,350 301 3,049
16. Audit 384 842 650 552 98
17. Interest 480 1,045 500 500
18. Other (Specify): 138 6 0
19. Recreation 625 232 710 710
20. Recruitment / Employee Physic 3,925 5,203 2,400 2,400
21. Food / Kitchen Supplies 14,550 17,590 17,000 17,000
22
23
24
25
TOTAL EXPENSES ( p. 2, line 2) 410,820 329,812 333,958 35,589 298,369 0
Notes and Con-tments:
-296-
'01budg/xlbudg.xls 4
AGENCY Hillcrest Family Services
ACTUAL THIS YEAR BUDGETED
RESTRICTED FUNDS: LAST YEA PROJECTED NEXT YEAR
Board/Donor/Funder Designated: Restricted for:
Client Emergency Needs Funds 4,333 4,824 4,824
Women's Clothes Closet Fund 300 300
TOTAL RESTRICTED FUND (also shown page 2 or 2a, line 4) 4,333 5,124 5,124
MATCHING GRANTS
Grantor/Matched by
TOTAL MATCHING GRANTS (also shown pg. 3, line 2) 0 0 0
IN-KIND SUPPORT DETAIL
Services/Volunteers
Material Goods
Space, Utilities, etc.
Other: (Please specify)
TOTAL IN-KIND SUPPORT (also shown on page 2 or 2a, line 5) 0 0 0
Notes and Comments:
-297-
jccoghs/fy01budg/xlbudg.xls - 5 -
SALARIED POSITIONS AGENCY Hillcrest Family Services
"x"all that a~ply FTE'~ Salary
Position/Title ~: ~ ~ Last This Next Actual This Budgeted %
Year Year Year Last Year Year Next Year Change
Utilization &Review X X X 0.29 0.00 0.03 0.03 0 752 755 0%
lqulnan Resources Director X X X 0.29 0.01 0.02 0.02 338 717 710 -1%
Human Resources Hiring Assist. X X X 0.29 0.02 0.02 0.02 385 435 484 11%
Assistant Executive Director X X X 0.29 0.02 0.01 0.05 819 504 2,732 442%
Executive Director X X X 0.29 0.02 0.03 0.03 1,615 2,593 2,679 3%
Director of Finance X X X 0.29 0.02 0.03 0.03 1,070 1,681 1,709 2%
Director of Adult Services X X X 0.29 0.07 0.38 0.00 2,060 14,562 0 -100%
Quality lmprovementCoord. X X X 0.29 0.03 0.01 0.00 982 321 0 -100%
Assistant of Finance X X X 0.29 0.03 0.04 0.04 788 1,116 1,115 0%
MIS Coordinator X X X 0.29 0.00 0.05 0.05 0 2,364 2,016
Payroll X X X 0.29 0.03 0.03 0.03 787 843 614
Acct. Receivable Clerk X X X 0.29 0.04 0.04 0.04 608 626 648 4%
Acct. Payable X X X 0.29 0.02 0.03 0.03 319 476 489 3%
Acct. Bookkeeper X X X 0.29 0.03 0.04 0.04 534 57l 646 13%
Program Coordination X X X 0.29 1.00 0.08 0.40 34,567 8,106 13,600 68%
Social Worker X X X 0.29 0.75 0.00 0.00 20,811 0 0
Visiting Counselor #1 X X X 0.29 0.82 1.00 1.00 13,990 19,321 18,877 -2%
Visiting Counselor #2 X X X 0.29 1.00 0.62 1.00 17,152 11,472 18,877 65%
Visiting Counselor #3 X X X 0.29 1.00 0.13 0.00 18,484 2,441 0 -100%
Visiting Counselor #4 X X X 0.29 1.00 1.00 1.00 19,197 14,473 21,998 52%
Visiting Counselor #5 X X X 0.29 0.62 0.41 0.00 10,521 7,607 0 -100%
Visiting Counselor#6 X X X 0.29 0.84 0.13 0.00 14,250 2,303 0 -100%
Visiting Counselor #7 X X X 0.29 0.93 0.69 1.00 15,832 12,698 18,877 49%
Visiting Counselor #8 X X X 0.29 0.45 0.29 0.25 7,621 5,343 4,590 -14%
Visiting Counselor #9 X X X 0.29 0.94 0.41 0.00 15,986 7,575 0 -100%
Visiting Counselor #10 X X X 0.29 0.64 0.22 1.00 10,830 3,948 18,877 378%
Visiting Counselor #11 X X X 0.29 1.00 0.39 0.00 16,917 7,080 0
Visiting Counselor # 12 X X X 0.29 1.00 1.00 1.00 22,447 23,096 24,731 7%
Visiting Counselor rtl3 X X X 0.29 0.00 0.36 0.00 0 6,529 0 -100%
Visiting Counselor #14 X X X 0.29 0.00 0.04 0.00 0 697 0 -100%
Visiting Counselor #15 X X X 0.29 0.00 0.22 0.00 0 4,026 0 -100%
Visiting Counselor #16 X X X 0.29 0.00 0.37 0.00 0 6,699 0 -100%
Visiting Counselor#17 X X X 0.29 0.23 1.00 1.00 3,890 18,710 18,877 1%
Secretary X X X 0.29 0.00 0.25 0.00 0 3,469 0 -100%
Secretary X X X 0.29 0.50 0.50 1.00 7,464 7,399 13,405 81%
Executive Secretary X X X 0.29 0.02 0.02 0.02 461 502 489 -3%
Secretary/Statistician X X X 0.29 0.03 0.03 0.03 591 609 629 3%
Maintenance X X X 0.29 0.08 0.08 0.25 2,160 2,088 2,892 39%
Cleaning X X X 0.29 0.02 0.03 0.03 274 358 400 12%
TOTAL FTE's and SALARIES 13.21 10.02 9.39 263,750 204,110 191,716 -6%
'-time equivalent: 1.0=full-time; 0.5=half-time; etc.
-298-
[budg/xlbudg.xls - 6 -
AGENCY: Hillcrest Family Services
ACCOUNTABILITY QUESTIONNAIRE
A. Agency's Mission Statement or Primary Purpose:
Hillcrest Family Services seeks to strengthen individual and family life. We are committed to instilling hope in
those we serve. At Hillcrest we teach skills and provide information and resources that people need to make
choices and gain control of their lives. As a caring ministry of the United Methodist Church and the
Presbyterian Church (USA), Hillcrest is an advocate of children, youth, and adults in need. We work in
partnership with the church and community to provide a full range of services that give people the opportunity
to live life to the fullest.
B. Board of Directors:
1. Please attach a list of your agency's Board of Directors (page 7A)
2. Frequency of meetings: _Every two months
3. Briefly describe board orientation and ongoing training opportunities:
The members of the governing Board receive formal orientation of the agency's goals, objectives, programs
and methods of orientation. Board members are given a complete packet of information and their own copy
of the 56 page Board of Trustees' Manual. A four to six hour presentation is made and facility tours are held.
Training includes information regarding programs offered, clients served, development and public relations,
community based programs, policies, finance, agency history, etc. An annual performance self-evaluation is
conducted by the Board.
C. Finances:
1. If your agency charges a fee, describe your fee structure.
Hillcrest Supported Living has an hourly fee for direct services and an hourly fee for group services. We
have a contract with Johnson County and MBC of Iowa to provide services. The HSL Boarding House also
has Room and Board charges, which are usually paid by the clients. Room and Board charges have
remained the same since we opened the home in 1989.
2. Does your agency have:
an internal audit external audit _yes__ financial review
Frequency annually
3.Has your agency filed the Annual Report with the Secretary of State?
Yes No X
4. Has your agency filed Form 990 with the IRS? Yes X__ No
5. Please discuss your agency's fundraising efforts, if applicable.
In 1994 we had a fund drive for our new five bed group home. The majority of our fund raising efforts are
focused in the Dubuque area. However, in early 2000 a Board Committee was charged with the task of
planning and implementing a special fund-raising event in Johnson County.
D. Management:
1. Does each staff member have a written job description? Yes __X__ No
2. Is the agency Director's performance evaluated at least yearly?
Yes __X__ No ByWhom? Asst. Executive Director
E. Program/Services:
C:!My Documents\BUDGETS\00-01 BUDGETS\jOHNSON CO. UNITED WAY\word part 2001 budget.cloc
-7- -299-
HILLCREST BOARD OF TRUSTEES
Vocational Listin~
March, 2000
Steve Bonnet Julie Johnson
Vice President, East Dubuque Savings Bank Homemaker/RN
East Dubuque Dubuque
Doug Brotherton Jocelynn Gillette Knight
Retired, John Deere Engineering Homemaker
Dubuque Dubuque
Jim Burke Cheri Loveless
Community Development Director, City of Dubuque Loveless Tri-State Insurance, Inc.
Dubuque Dubuque
Carolyn Collins Chuck Naylor
Volunteer Attorney, Naylor, Hoover &Blair PC
Dubuque Dubuque
Tim ConIon Kevin Oyen
Vice President/Conlon Construction President/CEO Miller Electric Supply, Inc.
Dubuque Dubuque
Keith Cook Joyce Patton
Retired Portfolio Manager Homemaker
Dubuque Iowa City
Marcia Correll Dave Robbins
Premier Home Management McKesson/HBOC
Cedar Rapids Dubuque
Mike Donohue Stephanie Savage
President, Firstar Volunteer
Dubuque Galena
Sharon Faley Deb Sedlacek
Volunteer Retired Registered Nurse
Dubuque Cedar Rapids
Sharon Finnin Doug Stillings
Office Manager, Mike Finnin Motors Vice Pres., Bus. Dev., Dubuque Bank & Trust
Dubuque Dubuque
Amy Franson Roger Stutsman
Homemaker Agribusinessman
Dubuque Riverside
Steve Horman Rev. Douglas Williams
President/CEO, Chamber of Commerce Pastor
Dubuque Lamont
Evelyn Jackson
Retired School Principal
-300- Dubuque
AGENCY: Hillcrest Family Services
Please define your agency's units of service (service definition, length of time, cost per unit of service,
number of units provided, direct or indirect.)
A unit of service is one hour. Our direct service hourly rate is $35.90 and our group service hourly rate is
$10.69. Per July 1, 2000 this rate was increased to $46.69/hour for individual services and $14.1 5/hour for
group services. The amount of service each client receives monthly is dependent upon their individual
needs. Boarding House monthly costs are as follows: Board is $175.00, Single room is $260.00, Double
room is $180.00.
Please supply information about clients served by your agency during last two complete budget
years.
Refer to form instructions for definition of duplicated and unduplicated.
Enter Years 1999* 2000**
1. How many Johnson County residents (including la. Duplicated 74 85
Iowa City and Coralville) did your agency serve? Count
1 b. Unduplicated 73 88
Count
2. How many Iowa City residents did your agency 2a. Duplicated
serve? Count
2b. Unduplicated
Count
3. How many Coralville residents did your agency 3a. Duplicated
serve? Count
3b. Unduplicated
Count
4. How many units of service did your agency provide? 4a. Total 7,393 6,048
4b. To Johnson 5,005 3,831
County Residents
5. Other Areas Served:
Do you provide services to areas outside of Johnson County? yes
Area(s) served: Statewide
Services provided: Supported Community Living (SCL)
Hillcrest Family Services serves Eastern Iowa with a large variety of children, adult and family services.
Funding Sources: County contracts, MBC of Iowa, private pay
*Last year this budget was calculated July - June of 1999 which was done in error for last year's budget
report. These numbers have been adjusted for the purpose of this report.
**Because our fiscal year runs from 11/1/99 - 10/31/00, we projected numbers for the month of October
since this report was due 10/6/00.
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AGENCY: Hillcrest Family Services
6. Client Profile (for last complete year, if available):
Age Gender EEthnicity
0 - 5 0 Female 53 African American 2
6 - 17 0 Male 32 Native American 0
18 - 29 6 Asian 1
30 - 61 76 Hispanic 0
62 - 75 3 Caucasian/Non-Hispanic 82
75 + 0 Multi-racial 0
7. Evaluation and Review:
A. Please discuss how your agency measures the success of its programs.
The Hillcrest Family Services Quality Council meets at least bi~monthly to provide leadership for the process
of continual improvement in the quality of services provided to our clients. We utilize statistics generated by
satisfaction surveys we send out upon discharge to clients, their families and case workers, as well as
aftercare questionnaires to clients six months after discharge. Hillcrest Supported Living (HSL) has a
Consumer Advisory Group which meets monthly. We have an extensive agency wide Utilization Review
Process which is managed by our Quality Improvement Specialist. Further, we complete monthly, quarterly
and yearly statistics on a variety of performance objectives. Also, information is generated regarding the
number of units and types of services delivered. Treatment plans are compared to reports of service delivery
to ensure needs and wants are being met. Finally, we are reviewed by the State of Iowa as well as the Joint
Commission.
B. Does your agency have a current strategic plan and date last reviewed?
The current strategic plan was developed during our strategic planning process held from January through
June 2000.
C. What plans does your agency have to increase efficiency and effectiveness?
Hillcrest Family Services' commitment to, and process of, continuous quality improvement is key to
increasing our efficiency and effectiveness now and in the future. Quality indicators are continually
scrutinized and developed to assist us in the improvement of all areas of service delivery. New and
innovative programs are in the process of development. Alternative funding streams are also being
developed in response to the ever increasing problem of poverty experienced by our clientele. Further, we
continue to streamline our organizational structure to improve efficiency administratively. Program leadership
has changed which offers us a fresh perspective.
D. Has your agency responded to United Way's recommendations from last year?
Hillcrest will provide greater clarity regarding how United Way funds are used during future presentations.
Hillcrest has identified how these funds are used and greatly appreciate the opportunity to receive these
funds in order to offset program costs. Also, a member of the Hillcrest Board of Directors from Johnson
County will participate in this year's presentation. Hillcrest negotiated county contracts to increase rates
effective July 2000. Increased direct care staff salaries to be more competitive with other human service
agencies.
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AGENCY: Hillcrest Family Services
8. In what ways will the needs of your service population change in the next five years:
The disintegration of traditional funding avenues available to consumers of mental health services means
less state and county assistance to consumers. Merit Behavioral Care continues to become the funding
provider for many consumers. Waiting lists for funding as well as client copayments for services will continue
to make it difficult for clients to improve the quality of their lives without risking poverty. As the population that
we serve increases in age, we anticipate a higher degree of physical/medical needs that must be addressed.
Further, the effectiveness of many new psychotropic medications is allowing more people to live in the
community, rather than a residential facility setting. We continue to see a demand to serve clients coming
from correctional institutions as well as clients with dual diagnosis.
9. In relation to the Johnson County Capacity Assessment, explain how your services are
meeting community needs.
Hillcrest Supported Living Counselors help consumers with mental illness gain and maintain employment.
They help consumers identify job strengths, select from job opportunities in the area, problem solve barriers
to employment, and advocate for the consumer to the employer as necessary. The counselors also
collaborate with other employment agencies in order to best meet the consumers needs. HSL provides a
Womens Clothes Closet fund which helps provide women with clean, appropriate work attire for job
interviews and/or employment.
Hillcrest Supported Living provides a 9-bed Boarding House in Iowa City. The Boarding House provides safe
affordable housing for persons with mental illness who are transitioning into the community from an
institutional setting or a group home. This home helps consumers begin to become accustomed to paying
monthly rent charges as well as building independent living skills necessary for eventually living in their own
apartment. Consumers pay room and board costs which are $175/month for board and $260/month for a
single room and $180/month for a double room.
10. Please discuss any other problems or factors relevant to your agency's programs, funding or
service delivery.
The need for services for people with mental illness remains high as funding continues to decrease for this
population. Insurance coverage for mental illness related needs is inadequate as compared to other types of
medical needs. Rates that we are allowed to charge for our services which we were recently able to change,
have been frozen for ten years. An increased array of supported living arrangements are needed in Johnson
County. Lack of a living wage for human service providers made it very difficult to hire and retain good
employees.
11. List complaints about your services of which you are aware:
We have had waiting lists for our services. High staff turnover due to low salary ranges and a tight job
market have made staff hiring and retention a major issue.
12. Do you have a waiting list or have you had to turn people away for lack of ability to service
them? What measures do you feel can be taken to resolve this problem:
We have had waiting lists for our services. However, difficulties in hiring in a timely manner have decreased
our ability to admit consumers as fast as we would like.
How many people are currently on your waiting list? 0
13. In what way(s) are your agency's services publicized?
Hillcrest Family Services uses the media, public speaking to civic, school and social groups, brochures,
Hillcrest Calling (a quarterly newsletter to 19,000 people) and public service announcements to make our
services known. HSL provides a monthly newsletter which is distributed to clients and professionals in the
community. Further, we plan to continue to become more involved as an agency with the United Way.
14. United Way involvement by your agency: ("X" if agency participates)
a. Agency Directors Meetings X
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AGENCY: Hillcrest Family Services
b. Agencies Representative to Funding Hearings
c. Business Blitz
d. Day of Caring
e. Executive Development Seminars
f. Kick Off X
g. Victory Reception X
h. Volunteer Action Center
i. Other
15. Have you collaborated with other agencies during the past year?
A large part of a Visiting Counselors job has to do with collaboration. HSL is part of a greater team - a team
who works together for the good of the consumer. Collaboration takes place during daily phone
conversations as well as through collaborative meetings called staffings. During staffings each member of
the consumers treatment team will discuss the progress or lack of progress with that consumer. The team
must agree on the service plan in order for it to be carried through. Regular contact with other service
providers is essential in order to help the consumer in an effective and efficient manner.
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AGENCY: Hillcrest Family Services
AGENCY HISTORY
(Using one page ONLY, please summarize the history of your agency, emphasizing Johnson County, telling
of your purpose and goals, past and current activities and future plans. Please update annually.)
Hillcrest Family Services began serving Johnson County in September, 1976 with the opening of the Iowa
City Residence for women, a residential care facility for chronically mentally ill adult women. This facility was
located at 313 N. Dubuque St. and licensed by the Iowa Department of Health for seven women. The
purpose of the facility was to bring the person from a public or private mental health hospital or institution and
help them learn skills so they could lead independent lives in the community.
In 1983, Hillcrest expanded the Iowa City Residence (ICR) to fourteen beds for both men and women at a
new location at 214 E. Church St. This facility was called Hillcrest Residence.
In July 1985, Hillcrest Family Services received a one year grant from the Iowa Division of MH/MR/DD to
develop a Supervised Apartment Living Program for persons with mental illness in Johnson County. Visiting
Counselors work with the persons in their homes. Such a program helps prevent rehospitalizations and
improves the quality of life for many of the mentally ill persons living in apartments and family homes in
Johnson County.
In 1987, Hillcrest Family Services served 17 mentally ill men and women in Johnson County through the
Hillcrest Supported Living (HSL) Visiting Counselor Program. However, it became clear that some clients
needed more intensive support services than HSL could provide, including increased crisis intervention
services. Some clients found it too difficult to go from the structured environant of the Hillcrest Residence
Program directly into an apartment of their own.
To meet these needs, in January, 1988 HSL began expansion of staff and services in the Iowa City HSL
Program. In January of 1989 we did the same for HSL in Cedar Rapids. Currently, HSL is staffed by a
Coordinator, Assistant Coordinator, six full time Visiting Counselors, and a full time secretary in Iowa City.
HSL offices are located at 326 S. Clinton St. in Iowa City and 1744 2nd Ave. in Cedar Rapids. We also have
an HSL Program, with a vocational component, in Dubuque, Iowa. Crisis intervention and family involvement
services continue to expand, as well as group skills teaching opportunities and individualized skills teaching
options.
In February of 1988 Hillcrest received a grant from the Gannett Foundation in order to buy and remodel a
Boarding House for nine persons with mental illness. This Boarding House, located at 728 Bowery St. in
Iowa City, has an assigned counselor to assist with cooking, cleaning, skills teaching, crisis intervention and
safety. It currently is full, with a waiting list of three.
HSL and the HSL Boarding House continue to serve adults diagnosed with mental illness in the Johnson
County community. Our current census is 69.
In the summer of 1996 Hillcrest opened Birch House, a five bed waiver home in Iowa City for individuals with
multiple psychiatric needs.
In May, 1997 we started the Hillcrest Recreation Program in Johnson County. In October of 1997 we began
to provide individual and group therapy services to adults with mental illness, as well as to family members of
adults with mental illness, out of the Hillcrest Supported Living office.
In July of 1998 Hillcrest began serving consumers with mental illness in our Intensive Psychiatric
Rehabilitation Program. In July, 1999 Hillcrest closed the Hillcrest Residence group home due to low census.
In September, 1999 the position of Adult Services Division Director was eliminated. In September, 1999
Hillcrest closed the Hillcrest House group home in Cedar Rapids, however, reopened that house as a
Roominghouse for 7 people with mental illness to reside and become familiar with services necessary for
their success in the community.
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AGENCY: Hillcrest Family Services
FY 00 GOALS
Please state FY00 goals and report status of progress/completion.
Goal: To provide an expanded Supported Living Program and Boarding House for adults diagnosed with
mental illness living in Johnson County.
Objective A: Continue expansion of the program to accommodate incoming referrals.
Task: 1. Hire additional Visiting Counselors as needed.
2. Develop housing components to meet consumer preference.
3. Continue training in psychiatric rehabilitation.
4. Provide partial financial assistance for group learning activities, including socialization
and recreational opportunities.
5. Investigate and develop new funding streams.
Progress/Completion: HSL continues to hire staff as needed and are currently staffed to meet the needs of
the program. We currently have 6 full-time counselors and a census of 69. There are currently 2 staff
members trained in Psychiatric Rehabilitation as well as the Program Coordinator. HSL has had an average
of 13 recreation activities per month that promote socialization and decrease isolation. United Way funding
assists in the cost for these activities. We are funded through Merit Behavioral Care, and as of July 2000,
through private county contracts.
Objective B: Develop community awareness about the increasing need of persons with mental illness in this
community.
Task: 1. Advocate for individual client needs in the community.
2. Voice concerns regarding mental health needs to local, state and federal sources.
3. Utilize the Hillcrest Speakers Bureau.
4. Utilize our strategic marketing plan regarding the needs of persons with mental illness.
Progress/Completion: Hillcrest is a strong advocate for persons with mental illness. As consumer needs
are reviewed in weekly team meetings, advocacy is strongly supported and encouraged. Many staff persons
speak at church and civic groups about the increasing needs of persons with mental illness in this
community. We receive monthly marketing tips suggestions from Semler Marketing Agency to enhance our
marketing skills. Hillcrest staff wrote letters to the legislature to request excess tobacco monies be directed
toward human service funding.
Objective C: Provide a nine bed Boarding House for persons with mental illness in Iowa City.
Task: 1. Provide a safe and healthy living environment.
2. Maintain and improve the facility.
3. Operate the facility utilizing feedback from current tenants.
4. Maintain current costs to the clients with the use of United Way funds.
Progress/Completion: In the Spring 2000 Hillcrest was awarded a Community Development Block Grant
(CDBG) to make some improvements to the Boarding House. These improvements include painting the
entire interior, installing new kitchen countertops, replacing old caulkng in the bathrooms, and adding railings
to all the stairways. Hillcrest employs a part-time maintenance person to take care of the Iowa City and
Cedar Rapids facilities. Monthly house meetings are held for the residents to problem solve, review and
adopt rules to meet their needs, and listen to occasional speakers of interest to them. Financial assistance
from the United Way has allowed us to keep the same room and board charges as were in place when we
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AGENCY: Hillcrest Family Services
opened in 1989. These costs are almost always paid for by the tenant, therefore we do not want to raise
these costs if at all possible.
Objective D: Provide a quality program that includes well trained, educated and concerned staff.
Task: 1. Provide Visiting Counselors who have experience and dedication to the field of mental
health.
2. Provide staff training, workshops and state of the art educational materials regarding
mental illness and associated fields of study.
3. Serve on state and local task forces and committees.
4. Utilize quality assurance and continuous quality improvement procedures on a daily
basis and adjust services as data indicates.
5. Begin specific staff training in the area of dual diagnosis and empowerment.
Progress/Completion: Hillcrest continues to hire staff who have a variety of human service experience as
well as a commitment to better the lives of persons with mental illness. HFS was successful in securing a
private contract with Johnson County in August 2000 in which rates for service were increased. The revenue
from the increase is being applied to increased salaries for all the visiting counselors. It is our hope that this
will allow us to more easily recruit and retain quality staff. These rates are also being negotiated with other
counties as well as MBC of Iowa. Hillcrest continues to strive toward the goal of having all staff trained in
Psychiatric Rehabilitation. Clinical training is provided by the Program Coordinator and through the Clinical
Director. Trainings consist of informal and formal discussions, guest speakers, readings, and group
activities. The Program Coordinator attends the Johnson County MH/DD Planning Council and since she is
fairly new she will continue to look for opportunities to serve on local committees. The Joint Commission
reviewed our agency in 1999 and awarded us a three year accreditation. We were reviewed in 1998 by the
State of Iowa Division of MH/DD Services and were given a three year accreditation with excellence, which is
the highest accreditation available. We continue to research how we will effectively train staff in the area of
dual diagnosis. Staff training regarding empowerment continues on an informal basis as consumer needs
are discussed on a weekly basis in team meetings and in one on one staff supervision. HSL continues to
strive to remain a unique quality service provided to consumers with mental illness in the Johnson County
community.
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AGENCY: Hillcrest Family Services
AGENCY PROGRAM GOALS AND OBJECTIVES
(several pages are provided, please add any additional pages you may need with your agency name as a
header)
Goal: To provide an expanded Supported Living Program and Boarding House for adults with diagnosed
with mental illness living in Johnson County.
Objective A: Continue expansion of the program to accommodate incoming referrals.
Task: 1. Hire additional Visiting Counselors as needed.
2. Cross train 2 staff in Psychiatric Rehabilitation.
3. Provide partial financial assistance for group learning activities, including socialization
and recreational opportunities.
4. Investigate and develop new funding streams.
Objective B: Develop community awareness about the increasing needs of persons with mental illness in
this community.
Task: 1. Advocate for individual client needs in the community. 2. Voice concerns regarding mental health needs to local, state and federal sources.
3. Utilize the Hillcrest Speakers Bureau.
4. Participate in the Johnson County Alliance for the Mentally III monthly meetings.
5. Hold one fundraiser in the Iowa City community.
Objective C: Provide a nine bed Boarding House for persons with mental illness in Iowa City.
Task: 1. Provide a safe and healthy living environment. 2. Maintain and improve the facility.
3. Operate the facility utilizing feedback from current tenants.
4. Maintain current costs to the clients with the use of United Way funds.
5. Open up the 3rd floor apartment as a living area for a person with mental illness.
Objective D: Provide a quality program that includes well trained, educated and concerned staff.
Task: 1. Provide Visiting Counselors who have experience in and dedication to the field of mental
health.
2. Provide a consistent training schedule and innovative educational materials regarding
mental illness, recovery, and rehabilitation.
3. Serve on state and local task forces and committees.
4. Utilize quality assurance and continuous quality improvement procedures on a daily
basis and adjust services as data indicates.
5. Investigate training opportunities in dual diagnosis.
6. Investigate a standardized quality improvement tool for all adult programs.
Objective E: Provide services that meet the needs of families of persons with mental illness.
Task: 1. Have a staff person attend monthly Johnson County AMI meetings.
2. At the consumers' request, involve families/significant others in the assessment, service
planning and discharge planning.
3. Design and implement family education programs regarding mental illness.
4. Cross train staff in family centered services.
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HUMAN SERVICE AGENCY REQUEST FOR FUNDING Director: David Packard
City of Coralville Agency Name: ICARE
Johnson County City of Iowa City Address: 321 1st Street IC 52240
United Way of Johnson County Phone: 319-338-2135
Completed by: ?~Zacla~
CHECK YOUR AGENCY'S BUDGET YEAR Approved by Chair Board:
1/1/01 - 12/31/01 10/1/01 -9/30/02 October 05, 2000
(date)
7/1/01 - 6/30/02 XX
COVER PAGE
Program Sununary: (Please number programs to correspond to Income & Expense Detail,
i.e., Program 1, 2, 3, etc.)
1 Direct Services
Services provided to individuals living with HIV.
2 Resources & Education
Provides educational programs and materials regarding HIV.
3 Teens Educating the Commumty
A new progrant involving Johnson County teenagers which will revolve them in
acaviaes related to HIV/AIDS.
4 Community Awareness Campaign
A new program to increase local awareness of HIV/Aids issues &
ICARE's services
Local Funding Sununary: 4/1/99 - 4/1/00 - 4/1/01 - % of Total
3/31/0 3/31/01 3/31/02 Budget
United Way of Johnson County - -
Does Not Include Designated Gvg. $14,590 $16,000 $20,000 11%
FY00 FY01 FY02 ~
City of Iowa City $10,250 $11,000 $12,000 6%
Johnson County $18,000 $18,500 $20,000 10%
City of Coralville $0 $0 $1,500 1%
jccoghs/FyO lbudg/xlbudg, xls I
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AGENCY: ICARE
STATEMENT OF ACTIVITIES SUMMARY
(ACCRUAL BASIS)
Actual This Year Budgeted
Last Year Projected Next Year
Your agency's budget year: FY 00 FY 01 FY 02
1. Total Support and Revenue 93,352 132,503 200,640
2. Total Expenses (a+b below) 106,566 129,000 178,540
a. Non-Directed (admin./general overhead) 10,657 19,817 24,376
b. Program Total (list programs below) 95,909 109,183 154,164
1. Direct Services 63,940 75,400 81,390
2. Resources and Education 31,969 33,783 34,309
3. Teens Educating the Community 0 0 26,100
4. Community Awareness Campaign 0 0 12,365
5.
6.
7.
8.
3. Change in Net Assets (1-2) -13,214 3,503 22,100
4. Net Assets, Beginning of the Year 136,982 123,768 127,271
5. Net Assets, Ending Balance (3+4) 123,768 127,271 149,371
6. Restricted Fund Balance (total from p. 5) 772 1,000 1,000
7. In-kind Support (total from p. 5) 48,677 56,000 58,800
Notes and Comments:
Briefly describe how local funds were spent last year.
In FY 00 local funds were used to support direct services (Program #1).
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AGENCY: ICARE
INCOME DETAIL
ACTUAL THIS YEAR BUDGETED NON- PROGRAM PROGRAM
LAST YEAR PROJECTED NEXT YEAR DIRECTED 1 2
FY 00 FY01 FY02 ' FUNDING ~irect Service,, R & E
1. Local Funding Sources- ~ 43,188 ~ 46,500~ 54,750 40~ 28,961 ~ 10,949
a. Johnson County 0 0 0 0 0
b. City of Iowa City 10,250 11,000 12,000 4,000 5,500
c. United Way of Johnson COunty 14,938 17,000 21,250 40 5,911 2,999
d. City of Coralville 0 0 1,500 1,500
e. Johnson County Board of Health 18,000 18,500 20,000 17,550 2,450
2. Grants- State, Federal, Foundations 12,166 I 34,000 I 94,340 I S,000 I 41,175 I 28,500
a. Consortlure 9,760 13,500 14,175 14,175
b. State Health Department . . 0 12,000 50,000 5,000 22,500 22,500
c. ICAP 0 0 16,475
d. All Iowa Aids Benefits 0 1,500 1,500 1,500
e. Miscellaneous Grants 2,406 7,000 12,190 3,000 6,000
3. Net SalesSe,:,,icesI0 I0 I0 I 0 I 0 I 0
a.
b.
c.
4. Net Sales of MaterU~ls I 990I 1,000] 1,000[ 1,000I 0I 0
a. Merchandise 990 1,000 1,000 1,000 0 0
b.
c.
5. Contributions/Donations ] 11,556] 13,725 ] 18,000] 13,141 ] 0[ 859
a. United Way Designated Giving 4,502 5,725 6,000 6,000
b. Other Contributions 7,054 8,000 12,000 7,141 859
6. spec~a Events I 25,1801 33,585[ 27,0001 21,7851 5,2151 0
a. Pancake Breakfast 11,787 17,000 17,000 11,785 5,215
b. Direct Mail Campaig~ 6,484 7,000 7,000 7,000
c. Other Events 6,909 9,585 3,000 3,000
7. Interest Income I 229 I 300l S00{ 5001 o I 0
8. Other-List Below { 43 I 3,393 [ 5,0501 5,050 I 0 I 0
a. Miscellaneous 43 49 34 34
b. Space Rental 0 3,344 5,016 5,016
c.
TOTAL INCOME (same as p. 2, line lb) 93,352 132,503 200,640 46,516 75,351 40,308
Notes m~d Comments:
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AGENCY: ICARE
INCOME DETAIL (cont)
PROGRAM PROGRAM PROGRAM PROGRAM PROGRAM PROGRAM
3 4 5 6 7 8
Teens Awareness
1. Local Funding Sources- ] 11,800[ 3,000[ 0[ 0] 0] 0
a. Johnson County
b. City of Iowa City 1,500 1,000
c. United Way of Johnson County 10,300 2,000
d. City of Coralville
e. Johnson County Board of Health
2. Grants-State, Federal, Foundations ] 12,300] 7,365[ 0] 0] 0] 0
a. Consortium
b. State Health DepatLnient
c. ICAP 12,300 4,175
d. All Iowa Aids Benefits
e. Miscellaneous Grants 3,190
3. Net Sales Of Services (sources) I 0 I 0 I 0 ] 0 ] 0 [ 0
a.
b.
c.
4. Net Sales of Materials ] 0[ 0] 0] 0[ 0[ 0
a. Merchandise
b.
c.
S. Contributions/Donations ] Z000] 2,000[ 0] 0[ 0] 0
a. United Way Designated Giving
b. Other Contributions 2,000 2,000
6. Spec~ ~.ve.ts I 01 01 01 0l 01 0
a. Pancake Breakfast
b. Direct Mail Campaign
c. Other Events
7. Interest Income I { I { { I
s. ~er-List Be,ow I Of O{ Of Of O{ 0
a. Miscellaneous
b. Space Rental
c.
TOTAL INCOME (~,,e ~ p. 2, ~i,,e ~b 26,100 12,365 0 0 0 0
Notes and Comments:
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AGENCY: ICARE
ACTUAL THIS YEAR BUDGETED Non- PROGRAM PROGRAM
LAST YEAR PROJECTED NEXT YEAR Directed 1 2
FY 00 FY01 FY02 Admin. 3irect Service~, R & E
1. Salaries 55,568 78,170 94,079 11,329 40,000 26,250
2. Employee Benefits &Taxes 9,728 11,726 18,816 2,258 9,408 3,850
3. Staff Development 55 300 2,500 1,250 1,250
4. Professional Consultation 1,405 1,500 Z000 2,000
5. Publications & Subscriptions 590 600 250 125 125
6. Dues and Memberships 65 250 125 125
7. Mortgage, Rent and Property Tax 2,655 2,957 2,957 296 1,478 1,183
S. Building &Maintenance 5,162 5,239 5,439 544 2,720 2,175
9. Equipment Purchase/Rental/ 2,391 2,400 5,000 500 2,500 2,000
Maintenance
10. Utilities 2,063 2,269 2,400 240 1,200 960
11. Telephone 3,613 3,700 3,700 370 1,850 780
12. Office Supplies &Postage 5,611 5,700 6,500 650 3,250 1,080
13. Printing and Publicity 2,633 2,700 4,000 400 1,000 350
14. Local Transportation 259 500 1,700 500 500
15. Insurance 1,723 1,641 1,700 170 850 680
16. Audit
17. Interest
18. Other (Specify): Volunteer Trair 373 400 200 200
19. Program Expense 1,761 1,900 15,000 1,505
20. Direct Financial Assistance 1,597 3,195 6,390 6,390
21. Fundraising Expenses 3,873 4,000 5,000 5,000
22. Miscellaneous 374 38 119 119
23. Job Recruitment 5,132 500 500
TOTAL EXPENSES ( p. 2, line 2) 106,566 129,000 178,500 24,376 74,351 41,308
Notes and Comments:
jccoghs/fyOlbudg/xlbudg.xls 4
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PROGRAM EXPENDITURE DETAIL AGENCY ICARE
(continued)
PROGRAM PROGRAM PROGRAM PROGRAM PROGRAM PROGRAM
3 4 5 6 7 8
Teens Awareness
1. Salaries 10,500 6,000
2. Employee Benefits &Taxes 2,100 1,200
3. Staff Development
4. Professional Consultation
5. Publications & Subscriptions
6. Dues and Memberships
7. Mortgage, Rent and Property Tax
8. Building & Maintenance
9. Equipment Purchase/Rental/
Maintenance
10. Utilities
11. Telephone 500 200
12. Office Supplies &Postage 200 1,320
13. Printing and Publicity 200 2,050
14. Local Transportation 600 100
15. Insurance
16. Audit
17. Interest
18. Other (Spedfy): Volunteer Training
19. Program Expense 12,000 1,495
20. Direct Financial Assistance
21. Fundraising Expenses
22. Miscellaneous
23. Job Recruitment
TOTAL EXPENSES ( p. 2, line 2) 26,100 12,365 0 0 0 0
Notes and Comments:
Program # 3: Program Expense includes supplies for training and payments to trainers, supervisors, peer educators, guest speakers &
high school liasons.
Program # 4: Program Expense includes event supplies, press kits, informational kits; design logo, bulletin boards & monthly awards, e'mail directory/database.
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AGENCY: ICARE
ACTUAL THIS YEAR BUDGETED
RESTRICTED FUNDS: LAST YEAR PROJECTED NEXT YEAR
FY 00 FY 01 FY 02
Board~onoOrFunder Designated: Restricted for.
Board of Directors Building Maintenance 772 1,000 1,000
~TOTAL RESTRICTED FUND (also shown page 2 or 2a, line 4) [ 772 ~ 1000 [ 1000
MATCHING GRANTS
Granto~lVIatched by
None
IN-KIND SUPPORT DETAIL
Services/Volunteers 38,200 45,000 47,250
Material Goods 10,477 11,000 11,550
Space, Utilities, etc. 0 0 0
Other: (Please specify) 0 0 0
[TOTAL IN-KIND SUPPORT (also shown on page 2 or 2a, line 5) ] 48,677] 56,000] 58,800
Notes and Comments:
The number of volunteer hours in last fiscal year was 3,820 valued at $10 per hour. It is estimated that the volunteer hours will increase
in the next two years with the addition of the new programs.
Material goods includes training supplies, baked goods, office supplies, household goods, books, office equipment, clothing
and fundraising supplies.
jccoghs/fy01budg/xlbudg.xls - 5 -
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AGENCY: ICARE
"X"all that apply FTE* Salary
Position/Title ~ ~ .~ m
~ ~ ~ ~ Last This Next Actual This Budgeted %
Year Year Year Last Year Year Next Year Change
Executive Director x x 17% 1.00 1.00 1.00 35,410 33,000 34,650 5%
Case Worker x x 21% 0.50 1.00 1.00 11,978 24,170 25,379 5%
Program Coordinator x x 15% 0.50 1.00 1.00 8,180 21,000 22,050 5%
Trainers/Educators x x 0.00 0.00 0.50 0 0 12,000 100%
TOTAL FTE's and SALARIES 2 3 4 55,568 78,170 94,079 20%
* Full-time equivalent: 1.0=full-time; 0.5=half-time; etc.
Note: The Trainers/Educators are new staff people that will be working in Program #3: Teens Educating the Commui
~tg/xlbudg.xls - 6 -
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AGENCY: ICARE
ACCOUNTABILITY QUESTIONNAIRE
A. Agency's Mission Statement or Primary Purpose:
Iowa Center for AIDS Resources and Education's (ICARE) mission is to endch the quality of
life for persons living with and affected by HIV/AIDS. Through the distribution of information and
services, we aim to foster the self-empowerment necessary to live productively and positively in the
face of HIV/AIDS.
B. Board of Directors:
1. Please attach a list of your agency's Board of Directors (page 7A)
2. Frequency of meetings: monthly board meetings and committee meetinns as necessarY.
3. Bdefiy describe board orientation and ongoing training opportunities:
Orientation: Members receive a Board Manual with relevant agency and board information, an
agency tour, and meet staff. The Executive Director and Board Chair meet with new members to
review: 1) the manual; 2) board roles, responsibilities, and job descriptions; 3) expectations; and
4) conflict of interest. Board Members sign a Board Member Agreement.
Ongoing: Discussions occur during board meetings and individually as needed. Written
materials and Internet information are distributed as available. Agenda time is set for vadous board
education topics during meetings.
C. Finances:
1. Are there fees for any of your services? Yes No X
a. If YES, describe circumstances.
b. Are they flat fees or sliding fees ?
2. Does your agency have:
an intemal audit X external audit ~ financial review X
Frequency: Annual intemal audits. Biannual financial reviews, annual when possible.
3.Has your agency filed the Annual Report with the Secretary of State?
Yes X No
4. Has your agency filed Form 990 with the IRS? Yes X No
5. Please discuss your agency's fundraising efforts, if applicable.
Fundraising includes: 1) World AIDS Day event; 2) Talent Show; 3) Direct Mail
Solicitation; 4) Newsletter solicitation; 5) Pancake Breakfast; 6) AIDS Awareness merchandise
sales; 7) vadous small events ie. Bake/yard/book sales; 8) Direct asks; 9) Local, state, and
national grants.
D. Management:
1. Does each staff member have a wdtten job description? Yes X No
2. Is the agency Directors performance evaluated at least yearly?
Yes X No By Whom? Personnel Committee then to full Board.
C:'~nlteo~/ayF'YO2q,~esfonnatre. DOC
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AGENCY: ICARE
BOARD OF DIRECTORS
2000
Laurie Haag, Chair
Women's Resource and Action Center
Don Ross, Vice Chair & Treasurer
Statewide Foster Care Review Board
Cynthia Schlie, Secretary
Foundation II
Angela Bauer
Mid Eastern Council on Chemical Abuse
Ron Semler
Helzberg Diamonds
Dr. Todd Simpson
Chiropractor
-7a-
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AGENCY: ICARE
E~ Program/Services:
Please define your agency's units of service (service definition, length of time, cost per unit of
service, number of units provided, direct or indited.)
1) Direct Services: Case management and various emotional, practical, material or financial
suppod services to persons living with, affected by or concerned about HIV. Unit: one service
provided per person/family. Due to the vadety of services, length of time vades and the cost per unit
is varied and in some cases not defined. (e.g.: a Buddy contact can vary between 15 minutes to
several hours.) FY00:756 units of service. Direct Service.
2) Resources & Education: Educational and awareness materials and events. Unit: Library = one
usage per person/family; events: one event = one unit. Length of time varies and cost per unit is not
defined.
FY00: 20,482 units of service. Indirect service.
Please supply information about clients served by your agency during last two complete budget
years.
Refer to form instructions for definition of duplicated and unduplicated.
Enter Years FY99 FY00
1. How many Johnson County residents (including la. Duplicated 9,214 13,221
Iowa City and Coralville) did your agency serve? Count
lb. Unduplicated 4,110 2,297
Count
2. How many Iowa City residents did your agency 2a. Duplicated 7,828 7,520
serve? Count
2b. Unduplicated 3,293 1,880
Count
3. How many Coralville residents did your agency 3a. Duplicated 829 896
serve? Count
3b. Unduplicated 469 224
Count
4. How many units of service did your agency pro- 4a. Total 13,340 21,238
vide?
4b. To Johnson 12,346 14,389
County Residents
5. Other Areas Served:
Do you provide services to areas outside of Johnson County?
Area(s) served: 20 other counties in southeast Iowa
Services provided: primary resource & education Droprams, case mana.aement, cdsis
intervention and information and referral, but other services are provided as needed and available,
Funding Sources: FundraisinG events; donations; local, state and national .~rants; and
Southeast Iowa HIV C,A.R.E. Consodium.
C:~nlleo~NayFY02quedlomalre. DOC
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AGENCY: ICARE
6. Client Profile (*for FY00 case management program only in southeast Iowa)
Direct Services HIV positive clients only
Age Gender Ethnicity
0 - 5 0 Female 35 Afdcan Amedcan 29
6 -' 17 I Male 133 Native American ' 0
18 - 29 26 Asian 0
30 - 61 137 Hispanic 8
62 - 75 3 Caucasian/Non-Hispanic 128
75 + I Multi-racial 3
7. Evaluation and Review:
A. Please discuss how your agency measures the success of its programs.
Several methods are used: 1) anonymous client satisfaction surveys; 2) needs
assessment survey; 3) verbal client feedback; 4) Client Relations Committee; 5) staff
feedback; 6) volunteer feedback; 7) formal program evaluations; 8) annual general
membership meeting; 9) adherence to minimal standards of care; 10) units of sewice
provided and continued service requests; 11) strategic planning; 12) donor feedback;
and 13) suggestion/comments box.
B. Does your agency have a current strategic plan and date last reviewed?
Yes our agency does have a strategic plan that is reviewed by the board on an annual
basis.
C. What plans does your agency have to increase efficiency and effectiveness?
1) The SE Iowa Consortium completed a client satisfaction/needs assessment survey
this past year and changes are being implemented based on this feedback.
2) We continue to change services/programs based on feedback to increase
effectiveness.
3) A monthly systematic tracking and service plan for each HIV positive client has been
implemented to better serve our clients.
4) Plans are in process for leasing a portion of our building to the Johnson County Public
Health Department and in specific to departments directly related to HIV and AIDS.
D. How has your agency responded to United Way's recommendations from last year?.
It should be noted that this agency has experienced considerable staff turnover during
the past year making it extremely difficult to address many of the recommendations
addressed l;yhUnited Way. The agency was without an' executive director from May 12th
to August 2 (3 months). During that time the board of directors and staff of one were
very successful in keeping the doors open not to mention to continue to provide various
services to the agency's clients and consumers. A caseworker was hired July5thto handle
the client load of the agency. It has been the intentions of the director, who started
August 28th, to assess various programs and services of the agency and to reconstruct a
program and services that meet the needs of the community that it serves.
C:lUnltedVVayFY02qjes~ionnalre. DOC
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AGENCY: ICARE
8. In what ways will the needs of your service population change in the next five years?
The following list of care and services will continue to be needs in the forefront of our
service population:
Adoption/Foster Care Assistance, Benefits Counseling, Buddy/Companion Services,
Case Management, Client Advocacy, Day or Respite Care, Dental Care, Drug
Reimbursement Program, Eady Intervention Services, Emergency Financial Assistance,
Home Health Care, Hospice Care, Housing and Housing Related Assistance, Information
& Referral, Insurance Continuation, Legal Services, Mental Health Services, Nutrition
Related Services, Pdmary Medical Care, Rehabilitation Care, Substance Abuse
Treatment/Counseling, and Suppod Groups.
Some emerging needs:
Addressing the general complacency among young gay males and the heterosexual
population as a whole.
Further coordinate services and strengthen relationships with community organizations
in order to provide a comprehensive plan of care for persons living with HIV/AIDS who
are also dealing with substance use and/or mental illness.
Furlher establish and expand access to family-centered care, treatment, and suppod
services for women and their children.
Develop a solid plan for the provision of medications that ensure timely availability and
affordability given the rapidly dsing costs and increase in use of AIDS Drug Assistance
Program (ADAP) dollars.
Some gaps in services:
Limitations include large deductibles, spend downs, yeady caps, lifetime maximums,
uninsured working clients, and lack of or inadequate covered services by both public and
pdvate sources.
Limited availability of long-term care centers readily willing to care for persons with
HIV/AIDS and the educated knowledge to do such.
9. In relation to the Johnson County Capacity Assessment, explain how your services are
meeting community needs.
The Johnson County Capacity Assessment identified six health and human service issues as
being most sedous in our community: Housing and Shelter; Substance Abuse; Child Care;
Employment and Economic Opportunity; Health Care; and Supportive Services for Seniors.
Except for the last, all of these issues have played an important role in the programs and
services required by our clients. And, without a doubt, the housing issue and basic needs is the
number one problem faced by the majodty of our clients. Our program provides various financial
programs to clients that qualify for such things as medical costs, drugs, transportation, housing,
food, and emergency situations.
10. Please discuss any other problems or factors relevant to your agency's programs, funding or
service delivery:
Limited or no dollars available at the local, state or federal level restdct the type and or amount
of care and services available.
Fear of disclosure or breach of con~dentiality can inhibit persons .from seeking services. This
barrier is intensified in rural areas.
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AGENCY: ICARE
11. List complaints about your services of which you are aware:
Inconsistency of services dudng staff shodage and turnover.
Poor communication between various agencies dealing with HIV/AIDS issues.
12. Do you have a waiting list or have you had to turn people away for lack of ability to serve
them? What measures do you feel can be taken to resolve this problem:
We have no waiting list. It should be noted that we turn no one away and provide
whatever services we have available whether or not they are case managed by our
agency.
How many people are currently on your waiting list? none
13. In what way(s) are your agency's services publicized?
ICARE brochure Program brochure Fliers/posters
United Way Paid advedisements Interagency meetings
Intemet ICARE Newsletter Monthly Service Updates
Press Releases Media stodes Public Service Announcements
Informational booths Churches Interagency referrals
Phone books Public libraries Johnson Cty. Services Directory
Word of mouth Conferences Regional/national directories
SE IA HIV Consodium Statewide Consodium Volunteer Action Network
14. United Way involvement by your agency: ("X" if agency participated within the last year)
a. Agency Directors Meetings X
b. Served as Agencies Directors' Representative to
Funding Hearings
c. Business Blitz X
d. Day of Caring X
e. Kick Off X
f. Victory Reception X
g. Other
15. How have you collaborated with other agencies during the past year?
Many of the needs of our clients are better served by other agencies in the area. It is impodant
that we continue to collaborate and refer clients to agencies that can help our clients with specific
needs. The following agencies have been extremely valuable to our clients this past year:
MECCA, Crisis Center, Iowa City Housing Authority, Depadment of Human Services, Life Skills,
and University of Iowa Law Clinic.
C:~fnltedWayFY02questlonnalre. DOC
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AGENCY: ICARE
AGENCY HISTORY
(Using this page ONLY, please summarize the history of your agency, emphasizing Johnson County,
past and current activities and future plans. Please update annually.)
The Iowa Center for AIDS Resources and Education (ICARE) is a non-profit AIDS service organization
that provides comprehensive support to persons living with HIV/AIDS, their partners, families, fdends,
and others affected by or concerned about HIV/AIDS. Services are provided in a safe, accepting and
non-judgmental atmosphere.
ICARE was rounded in 1986 by Kerry Gdppe and Rick Graf as Iowa City's first support group for people
living with HIV, ARC or AIDS. By March, 1987, it was clear that the needs of those living with HIV/AIDS
were far greater than a support group alone could provide. A steering committee was formed to discuss
what services would best serve the community. On July 1, 1987, ICARE was incorporated as a non-profit
organization.
ICARE's mission is to enrich the quality of life for persons living with and affected by HIV/AIDS. Through
the distribution of information and services, we aim to foster the self-empowerment necessary to live
productively and positively in the face of HIV/AIDS.
With only three paid staff, ICARE relies heavily upon volunteer staff to provide services. Volunteers are
a vital part of ICARE. We offer several volunteer opportunities; Direct Service Opportunities include:
cdsis intervention, transportation, practical support, home/hospital visitation, Buddy Program, and/or
Care Team Member. Special Events opportunities include: administrative assistant, newsletter, resource
library, fundraising, computer support, and maintain ICARE office.
A unique program provided by ICARE is the Assistive Technology Closet. Assitive Technology is any
device that makes tasks in daily life easier, more comfortable, or more convenient. There are many
different assistive technology devices or items that individuals may borrow during the time they need
them.
In 1998, ICARE was awarded a $120,000 Community Development Block Grant to purchase a facility
located at 321 First Street in Iowa City. The space in this building has allowed ICARE to grow and
provide more services to its clients and consumers. This winter the Johnson County Department of
Public Health plans to lease part of our building to house offices for their HIV/STD programs.
ICARE's Direct Services program provides emotional and practical support to those living with HIV/AIDS.
An extensive Resources & Education program is dedicated to providing educational information,
presentations, referrals and educational trainings to anyone concerned about HIV/AIDS.
This is a vital reconstruction year for ICARE with regards to setting new goals and strategic plans to meet
the needs of the community. There are plans to expand the direct services program provided to HIV
positive individuals to include Prevention Case Management as well as a new peer education program
for Johnson County teens in the 9th through 12th grade.
The Center for Disease Control and Prevention estimates that 1 in 250 people in the U.S. are infected
with HIV. In Iowa alone, health care workers estimate that between 1,500 and 2,500 persons are
receiving treatment for HIV/AIDS.
Extend your reach. Widen your embrace. Your suppod is cdticaH
C:~UdtedWayFYO2ques~fo~nalre,DOC
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AGENCY: ICARE
FY00 GOALS
Please state the goals of the latest completed fiscal year and repod status of progress/completion.
DIRECT SERVICES PROGRAM I I
Goal: to provide emotional, practical, and financial support
FYO0 Goals and Objectives Progress
Objective A: Projection: provide at 1336 counseling, info/referral, and crisis intervention contacts
least 1450 counseling, info/referral, have been provided to 45 persons living with HIV and 319
and cdsis intervention contacts to an others: below projection for the number of contacts; annual
estimated 50 persons living with HI V projection for others has been surpassed.
and 300 others.
Objective B: Projection: 1) provide 140 1) 22 contacts provided to 10 people. Two regularfunders
financial contacts to 26 people; 2) 75 lost: we're searching for new funders. The number of
matedal assistance contacts to 26 requests for this service has also decreased. Under quaHefty
people; and 3) 100 practical support projection and don't anticipate meeting this objective, but
services to 45 people. material assistance is being provided instead whenever
possible. 2) 133 contacts provided to 63 people: annual
goal surpassed. 3) 108 contacts to 53 people: annual goal
surpassed.
Objective C: Projection: provide 1340 1339 case-management contacts have been provided to 51
case-management contacts to 50 people: objective achieved.
people.
Objective D: Projection: provide Three group activities held with 12 participants. Individual
monthly social & recreational activities activities have replaced group activities: In addition to the
to 30 people. group activities, individual social activities are provided
through Buddies and individual volunteers: 56 individual
social contacts provided to 18 people; totaling 59/30: annual
projection met.
C:V, lnlte{JNayFY02quesl(mlnalre,[X)C
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AGENCY: ICARE
RESOURCES & EDUCATION ~
PROGRAM
Goal: provide education programs and resource materials
FY00 Goals and Objectives Progress
Objective A: Projection: provide 96 people have used the library 166 times. Met goal for
resource materials to 85 people who number of people and surpassed annual goal of the
use the resource library 125 times. number of times the library is used.
Objective B: Projection: provide 12 11 workshop programs, 21 speaking engagements and 11
educational programs, 12 speaking events have been held (42 total) with 4211 participants. Met
engagements, and 18 awareness goal
events (42 total).
Objective C: Projection: distribute an The newsletter was distributed to 3709 people. Steps were
educational quarterly newsletter to taken to increase distribution, distribution increased by 38%
4000 people. over last year.
Objective D: Projection: develop and An initial website page, developed with cooperation of the
maintain an educational website visited Johnson County Community Network, has been drafted with
by approximately 100 people. 101hits as of the end of June. Met goal The page and links
am being revised - new website under development.
C:VJnltee%NayFYO2quedl~'malre,DOC
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AGENCY: ICARE
AGENCY PROGRAM GOALS AND OBJECTIVES
(List goals and objectives for the Fiscal Year for which you are requesting funding. Several pages are
provided, please add any additional pages you may need with your agency name as a header.)
Program I: Direct Services
Goal: To provide emotional, practical, and financial support to persons living with HIV, their
families and loved ones, and to persons in the community concerned about and/or affected by
HIV.
Objedive A. To provide 4,800 units of service to 50 persons living with HIV and their concerned
others by June 30, 2002.
Tasks: 1. Recruit case management clients by advedising the case-management program
by distributing case management program brochures and Service Updates to
service providers in Johnson County.
2. Conduct annual satisfadion and needs assessment survey in January 2002
3. Evaluate goals, objectives, and performance objectives quaderly and revise as
needed.
4. Coordinate services with appropriate service providers.
5. Communicate/collaborate with other service providers by providing in-services,
attending meetings, and scheduling case conferences.
Objective B. Develop and maintain a psycho/social suppod program including but not limited to suppod
group, Buddy Program, and/or one on one case management.
Tasks: 1. Provide a suppod group for persons living with HIV as well as concerned others.
2. Provide ongoing training to Dired Service Volunteers and Buddies in crisis
intervention and information/referral topics.
3. Provide 60 Buddy contacts focusing on social support and companionship.
4. Provide six recreational/social suppod activities for persons living with HIV.
5. Maintain Assistire Technology Closet and Gill Closet stocked with supplies.
Objedive C. Develop and maintain a Prevention Case Management (PCM) Program.
Tasks: 1. Program should serve both HIV-seropositive and HIV-seronegative clients.
2. PCM clients have medical and psychosocial needs, but many do not perceive a
need for HIV prevention.
3. PCM client recruitment and retention is difficult.
4. Determine clearly defined HIV-related behavioral objectives.
C:VJnlledVVayFY02questlonnalre. DOC
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AGENCY: ICARE
Program II, Resources and Education
Goal: To provide education programs and resource materials to persons living with HIV, their
concerned others, service proriders, and persons within the community.
Objective A. To provide 24,000 units of service to 15,000 people by June 30, 2002.
Tasks: 1. Maintain a Speaker's Bureau of trained ICARE volunteers.
2. Provide speakers for but not limited to: In-services, Health Fairs, Awareness Events,
etc.
3. Maintain a book and tape library available to clients, volunteers, and the community.
Objective B. To provide four educational forums for clients, volunteers, and the community to address
and explore a host of issues related to HIV/AIDS.
Tasks: 1. Publicize events through brochures, newsletters, Service Updates, and fliers
distributed throughout the community.
2. Survey clients, volunteers, and service proriders for topics.
3. Provide transpodation as needed for clients.
4. Coordinate and collaborate efforts with local groups such as the Healthy and
Positive Interventions Committee.
Objective C. To reach 4,000 people through a quadedy newsletter.
Tasks: 1. Include but not limited to the following information in the newsletter: facts, news
stories, personal stodes, schedule of classes and events, promote fundraising and
social marketing.
Objective D. Establish and maintain a web site.
Tasks: 1. Develop an AIDS Program that includes approved safer sex information and
referrals.
2. Develop an interactive web site in order that users may have questions answered
in a timely manner.
3. Train staff and volunteers to implement this project.
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AGENCY: ICARE
Program III. Teens Educating the Community
Goal: To develop and maintain a Teen Educating the Community (TEC) Team in Johnson County
consisting of 20 youth in grades 9th through 12th from schools in Johnson County; including but
not limited to West High, City High, Regina, Solon, Oxford-Clear Creek Amana and Lone Tree.
Objective A. Teens Educating the Community (TEC) Team members are empowered by involving
them in the full range of activities related to HIV/AIDS education.
Tasks: 1. Recruit, train, and accomplish a sense of unity and focus with TEC Team members
by May 30, 2001.
2. Hold monthly meetings with the team dudng school year months.
Objective B: TEC team members will attempt to establish credibility with parents, teachers, and
classmates.
Tasks: 1. Introduce and update parents of team members to the goals and objectives of the
group. Help them understand their roles as parents of peer educators by May 30,
2001.
2. Provide oppodunities for ongoing educational interactions between team members
and their peers.
3. TEC Team members will be compensated with grant monies for time spent in
training sessions, update meetings, and panel presentations in the community.
Goal: To provide TEC team services to at least six schools within ICARE's service area.
Objective A. To provide oppodunities for TEC team members to educate adults and peers in counties
served by ICARE about the existence and spread of HIV/AIDS in both urban and rural
Iowa.
Tasks: 1. Outreach to other counties regarding available TEC team presentations. It is crucial
that adults who are parents, clergy, educators, and community leaders be fully
informed so that they may be pad of the educational effod.
2. Arrange and set up a presentation schedule for other counties.
3. Students will be involved in developing new project directions, setting project goals,
padicipating in fund-raising, selecting educational materials, administering surveys
and evaluations, making arrangements with teachers and school administrators,
serving as project spokespersons with the media, talking with community leaders,
and analyzing evaluations.
4. TEC Team members will attempt to establish credibility with classmates and
teachers throughout the duration of the project and continuing into the future.
5. The vast majodty of the peer education activities are done on a volunteer basis, on
the team members' own time.
C:'~lte~NayF'YO2quesllonnake,DOC
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AGENCY: ICARE
Program IV. Community Awareness Campaign
The purpose of the proposed project is to increase local awareness of HIVIAIDS issues. By
raising the awareness of this disease we hope to in turn increase the awareness of ICARE, its
services, resources, programs, and overall missjolt.
Goal: To increase participation, funding, and volunteerism within ICARE.
Objective A. Create a controlled mass media communication tool, with a uniform look that is easily and
immediately recognizable, to inform the audience about the services and events
sponsored by ICARE.
Tasks: 1. Approach a design or marketing class at the University of Iowa to develop a logo
and color scheme.
2. Distribute flyers and information throughout the Iowa City area; including but not
limited to Student Health, Family Planning, Iowa memodal Union, UI Hospitals
and Clinics, Campus, and UI Residents Halls.
Objective B. Create events with a broader appeal and more newsworthy activity that reach a larger
audience in Iowa City.
Tasks: 1. Seek out and network with other local non-profit organizations and their developed
events, in an effort to take advantage of their pre-established relations with the
public and media.
2. Sponsor an annual clothing, food, and house wares ddve for ICARE's Assistive
Technology Closet and clients. Done independently or in correlation with an
entertainment event, where the donation of an item would wave the cover fee to
the event.
Goal: To increase the number of HIV/AIDS or ICARE related stories in the news.
Objective A. Improving community relations would be the first step in increasing the amount of
publicity ICARE receives. Also, a universal look will create a sense of familiarity within
the community.
Tasks: 1. Use the newly-developed ICARE logo and uniform look to create an all inclusive
media kit that would inform and reintraduce ICARE to the local media.
2. Produce and distribute well-crafted and timely press releases in correlation with
newsworthy ICARE events and developments in the HIV/AIDS arena.
3. Develop a single reliable contact within each media outlet that would receive
press releases and serve as a liaison between ICARE, the contact news
providers, and the public.
4. Adopt a more proactive policy toward personal contact with media outlets and
providers.
C:~Urd~ed~NayFY02quedleenalre,DOC
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AGENCY: ICARE
Goal: To increase the circulation of immediate accurate information about HIVIAIDS to local
healthcare providers.
Objective A. Create a partnership between ICARE and healthcare providers, an alliance that would
open mutually beneficial avenues of communication.
Tasks: 1. Develop and send a packet of information to healthcare providers in ICARE's
sevice area, including flyers, pamphlets, and information about
services and resources.
2. Develop a single reliable liaison within the major healthcare centers, to serve as
a contact for ICARE's clients and to direct individuals to ICARE for use of their
services and resources.
3. Visit and contact healthcam providers in ICARE's service area to make sure their
information on HIV/AIDS is up to date and correct.
Goal: To enhance internal communication.
Objective A. Increase and promote contact by ICARE staff and volunteers to Iowa City community and
surrounding areas.
Tasks: 1. Create a bulletin board within the ICARE office to remind the staff and volunteem
of their goal to reach the Iowa City community. Include an area to share ideas and
stories about efforts in outreach.
2. Develop an awards program to honor an outstanding staff member or volunteer
that goes above and beyond in their support and dedication to ICARE.
Objective B. Set up a communication network within ICARE.
Tasks: 1. Set up monthly forums for staff and volunteers as an opportunity to discuss
developments in HIV/AIDS research and voice concerns and questions. This
also provides a chance to praise outstanding efforts and remind them of their
ability to reach the community.
2. Develop an email directory of staff, volunteers, media providers and healthcare
prcviders.
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HUMAN SERVICE AGENCY REQUEST FOR FUNDING Director: Maggie Elliott
City of Coralville Agency Name: Iowa City Hospice
Johnson County City of Iowa City Address: 1025 Wade Street
United Way of Jolmson County Phone: 351-5665
Completed by: ~gie l~lliott ~
CHECK YOUR AGENCY'S BUDGET YEAR Approved by Chair Boar:.'~ P~ ,d' ~ J
1/1/01 - 12/tl/o0 x 10/1/01 - 9/30/02 ~(~
- __ (date)
7/1/01 - 6/30/02
COVER PAGE
Program Summary: (Please number programs to correspond to Income & Expense Detail,
i.e., Program 1, 2, 3, etc.)
Program 1: Hospice care
Hospice care is based on a philosophy of care, which embraces death as a natural part of life. Hospice emphasizes the quality
of life rather than its length, and recognizes that patients have emotional and spiritual needs as well as physical needs.
With sophisticated methods of pain and symptom control, hospice care enables the patient to live as fully and comfortably as
possible. Hospice neither hastens nor postpones death; it affirms life, regards dying as a normal process and supports family
members in their bereavement.
Program 2: The Caregiver and Emergency Fund Program
The caregiver assistance and emergency fund program assists patients and families with caregiving and special needs that
occur during the hospice admission.
The Caregiver Program provides time-limited assistance for patient's who desire to stay in their home, and who, without
this resource, would not be able to. This program will support patients when:
[] A stable environment rams quickly into one that has more demanding needs
[] The caregiver is requi~ed to be out of the home for a period of time
[] When there is no caregiver
[] At the end of life when demands are escalating.
The Emergency Fund Program provides financial assistance to patients and families to purchase special needs- medications,
equipment or supplies to support and enhance the quality of life for the patient and family.
Local Funding Summary: 4/1/99 - 4/1/00 - 4/1/01 - % of Total
3/31/00 3/31/01 3/31/02 Budget
United Way of John~n County - -
Does Not Include Designated Gvg. $3,000 $6,118 $6,125 0.003
FYO0 FYO1 FY02 ~
City of Iowa City
Johnson County
City of Coralville
j~os~ryo~,tsha~,ts.~ - 1 - -33
Agency IOWA CITY HOSHCE
STATEMENT OF ACTIVITIES SUMMARY
(ACCRUAL B~kSIS)
Acv~l This Year Budgeted
Last Year Projected NextYe~x
Your age, n~'s budget year: 1999 2000 2001
1. Total SupPort and Revenue 1490000 1868000 2100000
2. TotalExpenses:~= (a+bb~low) 1400000 1845500 2000000
a. Non-Directed (admin~general. overhe, ad) ' 143390 172800 198000"
b. Program Total (list programs below) ' 1256610 1672700 1802000
1. HOSPICE CARE 1251610 1662700' 1789750
2. CAREGIVER/EMERGENCY FUND 5000 100~)0 12250
3.'
4.
5. '
6.
7.
3. Change inNet Assets (1-2) 90000 22500
4. Net Assets, B~eg~inning oftho Year 242500 332500 335000
5. Net Assets, .Faxling B~l__n_ne~ (3+4) 332500 355000 435000
6. RestriotedhngiB_~]~ncc (toUtl'fromp. 5) 9550 1700 4550
7. h-kindSuppo~t (mtalfromp. 5) 93204 105110 100000
Notes and Comments:
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AGENCY IOWA CITY HOSPICE
INCOME DETAIL
NON-
ACTUAL THIS YEAR BUDGETED DIRECTED PROGRAM PROGRAM
LAST YEAR PROJECTED NEXT YEAR FUNDING 1 2
1. LocalFunding Sources- I 3,0001 6,118 [ 6,125 ~ o l o[ 6,125
a. Johnson County
b. City of Iowa City
c. United Way of Johnson County 3,000 6, 118 6, 125 6, 125
d. City of Coralville
e.
2. Grants-State, Federal, Foundations I 0 ] 15,000 I 15,000 ~ 0I 12,500~ 2,500
Private family foundation grant 15,000 15,000 12,500 2,500
b.
C.
d.
e.
3. Net Sales Of Services (sources) ] 1,205,000 ~ 1,4'10,000 ] 1,680,000 I 0 1,680,000 I 0
a. Third party payments 1,205,000 1,410,000 1,680,000 1,680,000
b.
C.
4. Net Sales of Materials [ 0I 01 01 01 01 0
a.
b.
C.
5. Contributions/Donations '[ 211~850 ] 326,007 302,275 I 0 298,650] 3,625
a. United Way Designated Giving 14,53 1 69, 178 15,000 15,000
b. Other Contributions 197,319 256,829 287,275 283,650 3,625
6. Special Events ] 50,500] 90,875 I 75,000 [ 0 ] 75,000[ 0
Walk for Dignity 85,875 70,000 70,000
Golf Event 6,000 5,000 5,000 5,000
Road Race 44,500
7. Interest Income I 19,650 I 20,000 I 21,600 [ I 21,6001
8. - List BelowI 01 01 01 01 01 0
a.
b.
C.
TOTAL INCOME (same as p. 2, line lb) 1,490,000 1,868,000 2, 100,000 0 2,087,750 12,250
Notes and Commems:
Anticipated income is a result of anticipated growth in hospice care (third party paymems) and memorial donations.
jccoghstfyOlbudg/xlbudg.xls - 3 - -333-
PROGRAM EXPENDITURE DET,*H, AGENCY IOWA CITY HOSPICE
Ni2)N- PROGRAM PROGRAM
ACTUAL THIS YEAK BUDGETED DIRECTED 1 2
LAST YEAR PRD2IECTED NEXT YEAR FUNDING
1. Salaries 698,000 7~4,000 840,000 840,000
2- Employee Benefits &Taxes 61,000 77,500 90,000 90~000
3. StaffDe~relopment 12,000 1S ,000 16,000 16~000
4. Profek~ional Consultation 2,000 2,000 2,000 2,000
5. Publications & Subscriptions
6- Du~ and Mc~nbe~hips 3,000 5,000 5,000 5,000
7. Mortgage, Rear and Property Tax 132,750 55,000 55,000
8- tk~ldhg & M:,i~tealanc~ 1,000 2,000 2,000
9. EquipmentPuxe, hase/P~taV 20,000 50,000 20;000 20,000
10. Ufi~de~ 4,000 10:000 10,000
11. Telephone 10,000 10,000 11,000 11,000
12. Oft¢~ Supplies & Po~age 27,500 32,000 37,500 37,500
1~. Printing and Publidty 2,500 10,000 12,000 I2,000
~4. Local Transportation 41,000 45,000 50,000 50,000
-
1~. tnsu~ance 10,000 13,500 13,500 1:t,500
~. A~dit 7,000 S,000 5,000 5,000
1~- lm~rest 7,000 ' 23,000 23,000
18. Other (s C, caregivcr Fund S,000 10,000 12,250
~'atimt ielatcd 50I ,000 651,750 795,750 " 795,750
21
-334-
-z~-
AGENCY IOWA CITY HOSPICE
ACTUAL THIS YEAR BUDGETED
RESTRICTED FUNDS: LAST YEAR PROJECTED NEXT YEAR
Board/Donor/Funder Designated: Restricted for:
Donors CAREGIVER FUND 5,750 500 3,750
Donors EQUIPMENT 1,200
Donors MUSIC 200
Donors BEREAVEMENT 2400 1200 800
TOTAL RESTRICTED FUND (also shown page 2 or 2a, line 4) 9550 1700 4550
MATCHING Gl~ANTS
Grantor/Matchedby
CAREGIVER FUND 2500 2500
MUSIC 12500 12500
TOTAL MATCHING GRANTS (also shown pg. 3, line 2) 0 15,000[ 15,000
IN-KIND SUPPORT DETAIL
Services/Volunteers 74,704 95,110 100,000
Material Goods
Space, Utilities, etc. ~8,5oo m,0oo
Other: (Please specify) . .
TOTAL IN-KIND SUPPORT (also shown on page 2 or 2a, line 5) 93,204 105, 110 100,000
Notes and Comments:
jeeoghs/fy01budg/xlbadg.xls - 5 - -335-
SALARIED POSITIONS AGENCY Iowa City Hospice
"X"all that anply ErE* Salary
'- m
Position/Title ~, ~ ~ g Last This Next Actual This Budgeted %
Year Year Year Last Year Year Next Year Change
Finance Director x x x 1.00 1.00 1.00 30,000 29,000 30,250 4%
Executive Director x x x 1.00 1.00 1.00 50,500 54,000 56,000 4%
Office Coordinator x x x 1.00 1.00 1.00 26,500 28,000 29,000 4%
Nurses x x x 12.00 12.50 13.50 343,000 373,000 411,750 10%
Home Health Aides x x x 2.00 2.50 2.50 40,000 52,000 54,000 4%
Chaplains x x x 1.00 1.00 1.00 35,000 36,000 37,500 4%
Bereavement Coordinators x x x 0.80 1.00 1.00 25,000 35,000 36,500 4%
Volunteer Coordinators x x x 1.00 1.00 2.00 12,000 24,500 36,000 47%
Development Coordinator x x x 1.00 1.00 1.00 25,000 26,500 27,500 4%
Office Staff x x x 1.50 2.50 3.00 30,000 38,500 40,000 4%
Home Health Aides 1.00 1.00 1.50 23,500 18,500 20,000 8%
Social Workers x x x 1.60 1.60 1.60 57,000 59,000 61,500 4%
TOTAL FTE's and SALARIES 25 27 30 698,000 774,000 840,000 9%
* Full-time equivalent: 1.0=full-time; 0.5=half-time; etc.
0
-336- .dg/:db~dgyds - 6 -
AGENCY IOWA CITY HOSPICE
ACCOUNTABILITY QUESTIONNAIRE
A. Agenc~fs Mission Statement or Pdmary Purpose:
Hospice is a philosophy of care for patients and their families who have a life-limiting
prognosis- Our services are available 2~,-hours a day, 365 days a year. Services
include physician care, nursing. services, medical appliances and supplies, drugs for
symptom management and pain relief, short-term inpatient and respite care, home
health aide services, physical, nutritional and other therapies and counseling. Our
mission is to:
To provide pab~nt-centered palliative care and services to anyone affected by a
terminal illness.
Our organization's principles of practice...
· Offer cam throughout the dying and bereavement process to patient, families and
their loved ones
= Provide physical, emotional, and spiritual support
· Minimize pain and suffering
= Educate patient, families, and the community on how to direct their own care
Provide palliative care leadership to the healthcare community
· Recognize the importance of family and support systems
B. Board of Directors:
1. Please attach a list of your agency's Board of Directors (page 7A)
2. Frequency of rneeting~ Mortthlv
3- Briefly describe board orientation and ongoing training opportunities:
New Board members receive an initial orientation from the Executive Director and from the
current Board of Directors. This includes an overview of hospice services, finances,
strategic plan, and an overview of daily operations. On an ongoing basis, hospice staff
members present relevant hospice issues to fie Board of Directors at their meetings.
C. Finance~
1. Are there any fees for your services? Y__~
If YES, descdbe circumstances:
Hospice bills third party payors for the care of the patient. A patient never receives a
bill for hospice services.
2. Does your agency have:
an internal audit extemal audit x financial review
Frequency Annual
3. Has your agency filed the Annual Report with the Secretan/of State?
Yes x No
4. Has your agency filed Form 990 with the IRS? Yes x No
5.' Please discuss your agency's fundraising efforts, if applicable.
Iowa City Hospice has two fund raising events, the Annual Walk for Dignity in April and
the Elks/Hospice Golf Event in August. An annual mail campaign occurs in
November/December.
-337-
~e.,vA~Doc - 7- -
AGENCY IOWA CITY HOSPICE
iowa City Hospice Board of Directors
Craig N, Willis, President
Shane Scott, Vice-President
Ina Loewenberg, Secretan/
James Pratt, Treasurer
Pat Clinton
Dick Corcoran
Steve Dowd
Kate Gfeller
Ann Michael
Kirk Payne
Joy Smith
Carol Twedt
Rodhey Zeitler
-338-
-7a-
AGENCY IOWA CITY HOSPICE
D. Management:
1. Does each professional staff have a wdtten job description? Yes x
2. Is the agency Director's performance evaluated at least yeady?
Yes x No By Whom? Board
E. Program/Services:
Please define your agency's units of service (service definition, length of time, cost per unit
of service, number of units provided, direct or indirect.)
Hospice care is provided to anyone in the community who has a limited prognosis. The unit of
service used is days under hospice care. The average length of stay in hospice care is 55
days; however, over half of our patients are with us less than a month and 20% are under
hospice care for a week or less.
Unit of Service/Cost: The average cost per day is $125.00.
Calendar Year 2000-13, 182 days of care provided. Direct Service.
Enter Years 1999 2000
1. How many Johnson County residents (including I a, Duplicated
Iowa City and Coralville) did your agency serve? Count
lb. Unduplicated 150 160
Count
2. How many Iowa City residents did your agency 2a. Duplicated
serve? Count
2b. Unduplicated
Count
3. How many Coralville residents did your agency 3a. Duplicated
serve? Count
3b. Unduplicated
Count
4. How many units of service did your agency pro- 4a. Total 12358 13140
vide?
4b. To Johnson 8032 8568
County Residents
A:~AGENAVAI.DOC
-8- -339-
AGENCY IOWA CITY HOSPICE
5. Other Areas Served:
Do you provide services to areas outside of Johnson County?
Area(s) served: Muscatine, Linn, Iowa, Louisa, Cedar and Washington Counties.
Services provided: Hospice and bereavement care
Funding Sources: Third party payments, community support and memorial donations
6. Client Profile (for last complete year, if available): 1999
Age Gender Ethnicity
0 - 5 3 Female 128 African American 2
6 - 17 2 Male 105 Native American 0
18 - 29 20 Asian 2
30 - 61 43 Hispanic 3
62 - 75 55 Caucasian/Non-His- 226
panic
75 + 110 Multi-racial
A:~AGENAVAI.DOC
-340- -9-
AGENCY IOWA CITY HOSPICE
A. Please discuss how your agency measures the success of its programs.
Iowa City Hospice, Inc. measures success of programs through satisfaction
surveys. Surveys are sent to the caregivers of hospice patients, their
attending physicians, and to the health care providers in the community we
work with. In addition, individuals who receive bereavement services are
also asked to evaluate our services. These surveys evaluate the types of
services offered; the staff and volunteers providing the services; and, the
opportunity to provide suggestions on the improvement of the services.
These surveys are reviewed quarterly by the Quality Assurance Committee.
This committee is comprised of Board and staff members. They make
recommendations, which are then forwarded, to the Iowa City Hospice
Board. The Executive Director is responsible for the implementation of the
recommendations.
B. Does your agency have a current strategic plan and date last reviewed?
Yes, Hospice has a working strategic plan that was updated in 2000. It
is a three-year plan that is evaluated by the Board on an ongoing basis
throughout the year. Annually, the goals are updated.
C. What plans does your agency have to increase efficiency and
effectiveness?
Iowa City Hospice uses a team approach to address issues of
efficiency and effectiveness. Individuals may identify areas where
improvement is needed. Or efficiency-measures may come from a
departmental or organizational level.
D. How has your agency responded to United Way's recommendations
from last year?
WE HAVE MOVED (!) into a facility that allows appropriate space for
the services we provide.
New members to the Hospice Board receive orientation from the
Executive Director, as well as the current Board of Directors.
8. In what ways will the needs of your service population change in the next
five years:
Iowa City Hospice has seen a dramatic increase in the acuity level of our
patients and a decrease in the time the patient/family are in hospice care.
For hospice care, this has made a difference in staffing - more staff is
needed to care for the same number of patients. And, it has made a
difference financially. Hospice care is paid a daily rate, regardless of the
needs of the patient. As the patient's needs increase, the level of care
increases, as do the needs for equipment, supplies and mediations. As
Hospice pays for all the costs related to the terminal diagnosis, our
reimbursement remains constant while the cost of patient care increases.
A:~AGENAVAI,DOC
- 10- -341 -
AGENCY IOWA CITY. HOSPICE
9. In relation to the Johnson County Capacity Assessment, explain how your
services are meeting community needs.
One of the areas of concern is access to health care for individuals
with no insurance and for those whose chronic condition exceeds insurance
coverage. Iowa City Hospice addresses these concerns by providing the
same services to anyone affected by a terminal diagnosis, regardless of their
ability to pay. This can be a tremendous relief for the patient and family
who are paying for expensive medications out of their savings or for the
family of a youngster whose medical costs have exceeded their lifetime
limits.
In addition, transportation to and from healthcare proriders was
highlighted as an area of concern. For the patient in hospice care,
transportation is provided by a volunteer or by an ambulance service, as
indicated by the patient's condition.
10. Please discuss any other problems or factors relevant to your agency's
programs, funding or service delivery.
Funding for services is an ongoing challenge. Medicare is our primary
source of funds and their reimbursement rates have not kept pace with the
cost of care, medications and medical treatments available today. Hospice
continues [o look more and more to the community and outside sources to
fund care.
11. List complaints about your services of which you are aware:
Family members comment they wish they had taken advantage of
services hospice provides eadier.
12. Do you have a waiting list or have you had to turn people away for lack of
ability to serve them? What measures do you feel can be taken to resolve
this problem:
There. is no waiting list for hospice care.
13. in what way(s} are your agency's services publicized?
Newsletters, media articles, radio talk shows and community health fairs.
14. United Way involvement by your agency: ("X" if agency participates)
a. Agency Directors Meetings X
b. Agencies Representative to Funding Headngs X
c. Business Blitz X
d. Day of Caring X
e. Kick Off X
f. Victory Reception X
g. Other
Speakers Bureau X
15. How have you cotlaborated with other agendes during the past yeer?
Hospice works withe number of health care provlders to improve end-of-life care in our
community. Most of our educational programs are a collaborative effort We also work
with anyene in the community to provide education and grief support to individuals or
groups.
-342-
-11-
AGENCY iOWA CITY HOSPICE
AGENCY HISTORY
(Using this page ONLY, please summarize the history of your agency, emphasizing Johnson
County, past and current activities and future plans. Please update annually.)
Iowa City Hospice was formed in Iowa City Hospice was formed in 1979 when a group of
community members formed a task force to bring the concept of hospice, a program of
caring for the terminally ill and their families to the residents of Johnson County. These
volunteers were interested in palliative care, care that is comfort-oriented and provides
practical and human support to enhance the quality of life. Initial funding came from
grants and community donations. Widespread community support, encouraged by Martha
Lubaroff and Mary Child grew, enabling the first Board of Directors to appoint a Medical
Director, Charles E. Driscoll, MD, in 1982. The first class of volunteers was trained in the
fall of 1982. These hospice supporters, along with a patient care coordinator who was
hired in January of 1983, enabled Iowa City Hospice to provide care to their first patient in
March 1983. In July 1987, Iowa City Hospice became Medicare certified.
Today, Iowa City Hospice serves over 230 + patients/families each year with 200 active
volunteers and a staff of 30. Throughout it's short history; Iowa City Hospice has
consistently maintained a community-oriented orientation. Excellent care has been given
to all in the Johnson County area through the dedication of volunteers, professional staff,
and families. Our strategic plan for the future stands firm on this community-based
foundation.
The mission of Iowa City Hospice is ...
To provide patient-centered palliative care and service to anyone
affected by a terminal illness..
· Our mission is supported by a set of values we call our Organizing Principles of
Practice, which are to...
[] Offer care throughout the dying and bereavement process to patients, families, and
their loved ones.
[] Provide physical, emotional and spiritual support
[] Minimize pain and suffering
[] Educate patient, families and the community on how to direct their own care
· Provide palliative care leadership to the healthcare community
[] Recognize the importance to family and support systems.
A:~AGENAVAI.DOC
- 12- -343-
AGENCY IOWA CITY HOSPICE
FY00 GOALS
Please state FY00 goals and report status of progress/completion.
Iowa City Hospice
Caregiver Assistance Program
The Caregiver Assistance Program provides time-limited assistance for
patients/families who desire to stay in their home environment, and who,
without this resource, would not be able to.
Goal:
Enable patients to stay in their environment.
Objective A:
To provide additional training to hospice volunteers (E/eventh Hour Volunteers) who are
interested in providing support to patients/families at end-of-life.
Results: 28 volunteers available to be with patients/families at end of life.
140 hours provided to patients/families at end of life by volunteers.
20 of patients/families using the services of volunteers at the end of life
Objective B:
To provide funding for caregiving services to hospice patients/families.
Results:
10 patients/families accessing funds
85,000 funds accessed to provide care.
275 hours of caregiving services provided to patients/families through the caregiver
fund.
A:~AGENAVAI.DOC
-344- - 13-
AGENCY IOWA CITY HOSPICE
AGENCY PROGRAM GOALS AND OBJECTIVES
The Caregiver and Emergency Fund Program
The Caregiver Program provides limited assistance to hospice patients and families in need
of caregiving assistance. The Emergency Fund assists patients and families obtain needed
medications, equipment and/or supplies
THE CAREGIVER PROGRAM
Goal: Provide time limited assistance to patients and families with caregiving needs.
Objective: To Enable patients to stay in their home through the Caregiver Program.
Tasks:
1. Continue to support and train hospice volunteers in the role of Eleventh hour caregivers.
2. Continue to work with individuals and community agencies to provide resources -
people - to provide caregiving assistance.
3. Expand education to patients and families of resources available through the program.
4. Continue to seek funds from a variety of source to support the program.
THE EMERGENCY FUND
Goal: Provide financial assistance to patients/families to purchase special needs -
medications, equipment or supplies to support and enhance the quality of life for the
patient/family.
Objective: To assist patient/family in meeting the needs their end-of-life needs.
Tasks:
1. Educate hospice staff and volunteers to the program.
2. Prepare written literature for patients/families.
3. Seek funding to support program.
A:~AGENAVAI.DOC
- 14- -345-
HUMAN SERVICE AGENCY REQUEST FOR FUNDIN Director: Dennis Groenenboom
City of Coralville Agency Name: Legal Services Corp. of Ia.
Johnson County City of Iowa City Address: 430 Iowa Ave, Ia. City, 52240
United Way of Johnson County Phone: 319/351-6570
Completed by: Jan Rutledge
CHECK YOUR AGENCY'S BUDGET YEAR ~
Approved by: '
1/1/01 - 12/31/01 ~X~ 10/1/01 - 9/30/02 [tgd~S-(/tSo
- __ (date)
7/1/01 - 6/30/02
COVER PAGE
Program Summary: (Please number programs to correspond to Income & Expense Detail,
i.e., Program 1, 2, 3, etc.)
Program 1: Legal Advice and representation involving civil cases for low-income individuals.
Local Funding Summary: 4/1/99 - 4/1/00 - 4/1/01 - 1% of Total
3/31/00 3/31/01 3/31/02 Budget
United Way of Johnson County - -
Does Not Include Designated Gvg. 26,546 30,722 34,722 8.3
FY00 FY01 FY02
City of Iowa City 0 0 0 0
Johnson County 0 0 0 0
City of Coralville 0 0 0 0
-346-
~an,Regular"&8jccoghs/fy01 budg/xlbudg.xls 1 -
AGENCY,- Legal Services Corporation of Iowa
STATENlENT OF ACTMTIES SUM~IARY
(CASH BASIS)
ACTUAL THIS YEAR BUDGETED
LAST YEAR PROJECTED NEXT YEAR
Enter Your Agency's Budget Year == > 1999 2000 2001
1. TOTAL OPERATING BUDGET 394,440 405,568 418,386
(Total a+b)
a. Carryover Balance (Cash 0 0 0
from line 3, previous column)
b. Income(Cash) 394,440 405,568 418,386
2. TOTAL EXPENDITURES (Total a+b) 394,440 405,568 418,386
a. Non-directed (administration/general overhead) 13,379 13,579 14,457
b. Program Total (List Progs. Below)
1 Legal Advice and Representation 381,061 391,989 403,929
2
3
4
5
6
7
8
3. ENDING OPERATING BALANCE (Subtract 2-1 ) 0 II o I 0 I
4. RESTRICTED FUND BALANCE (Total from page 5) 0 0 0
5. IN-KIND SUPPORT (Total from Page 5) 10 6,6 8 1 4 3,4 8 6 8 o, 8 2 8
6. NON-CASH ASSETS ] 7,680 ] 9,380 ] 2,800
Notes and Comments:
LINE 4 Restricted funds from the Southeast Iowa AAA are projected to be
fully expended at year end.
BRIEFLY DESCRI/IE HOW LOCALFUNDSWERESPENT LASTYEAR:
Funds from the Johnson County United Way were used to provide high quality
legal assistance to residents of Johnson County in areas identified by LSCI's
Board of Directors as high priority. The funds paid for part of the salary
of an attorney and a law clerk and for related expenses such as telephone
and travel.
-34?-
1 budg/xlbudg.xls - 2 -
Agency: Legal Services Corporation of Iowa
STATEMENT OF ACTIVITIES SUMMARY
(ACCRUAL BASIS)
i Actual This Year Budgeted[
Last Year Projected Next Year
Your agency's budgetyear: 1999 2000 2001
1. Total Support and Revenue 394,440405,568:418,386
2. Total Expenses (a+b below) 394,440405,568 418,386
a. Non-Directed (admin./general overhead) 13,379 13,579 3~ 4,4 b /
b. Program Total (list programs below)
1-Leo. al Advice and Representation 381,06~391,989 403,929
2.
3.
4.
5.
6.
8.
3. Change in Net Assets (1-2) o o o
4. NetAssets, BeginnLng of the Year 97,235 83,438 83,'438 ,
5. Net Assets, Ending Balance (3+4)
6. Restricted Fund Balance (total from p. 5) o u u
7. In-kind Support (total from p. 5) 106,681 43,486 80,828
Notes and Comanents:
*The Iowa City Regional Office-is part of a statewide program. LSCI has allocated
the ab. ove figures based on the Iowa' City percentage share of income and expenses.
Briefly describe how local funds were spent last year.
Funds fromthe Johnson County United Way were used to provide high quality legal
assis:tance to residents o£--johns~n:county in areas identified by LSCI's Board of
Director8 as high priority. The funds paid for part of the salary of an attorney
and a law-clerk and for related expenses such as telephone and travel.
-348-
budg/xlbudg.xls - 2a -
AGENCY Legal Services Corporation of Iowa
INCOME DETAIL
1999 2000 2001 NON-
ACTUAL THIS YEAR BUDGETED DIRECTED PROGRAM FROGRAM
LAST YEAR PROJECTED NEXT YEAR FUNDING I 2
1. Local Funding Sources- ] 36,33 S ] 38,869 45,995 ] 0 45,995 ] 0
a. Johnson County o [ O O
b. City of Iowa City 0 0 0 0
c. United Way ofJohnson County 26,130 32,619 34,722 34,722
d. City of Coralville 0 0 0 0
e. Burlington/W. BurlingtonUW 4,000 4,000 4,000 4,000
f. SE Iowa AAA 6,205 6,250 7,273 7,273
2. Grants-State, Federal, Foundations [355,138]362,294~338,870[ 14,457 324,413 ~ 0
a. LSC* 196,138] 190,676 163,478 14,457 149,021
b. State Appropriation 83,658 83,400 84,559 84,559
c. IOLTA 75,342 88,218 90,833 90,833
d.
e.
f.
3. Net Sales Of Services (sources) [ 0 [ 0 ] 0 ] 0 [ 0 [ 0
a.
'b.
c.
4. Net Sales of Materials ] 65 ] 0[ 0] 0] 0[. 0
a. CLE Publications 10
b. Copy Machine Usage 55
c.
5. Contributions/Donations 1,971 ] 1, 40 e I 1,521 I 0 [ 1,521 I 0
a. United Way Designated Giving 1,416 1,406 ] 1,521 ] 1,52 1
b. Other Contributions 555 0 0 0
6. SpecialEvents 870 [ 3,000 ] 32,000] 0[ 32,000[ 0
a. Iowa Lawyers Campaign 700 3,000 32,000 32,000
b. Iowa City Road Races 170 0 0 0
C.
7. Interest Income [ Cl [ Cl [ 0 [ [ 0
S. Other- List Below I 6 1 I 0 I 0 I 0 1 0' I 0
a. Litigation Reimbursement 61 0 0 0
b.
c.
TOTAL INCOME (same as p. I,~nelb 394,440 405,569 418,386 14,457 403,929 0
Notes and Comments:
,LSCI, as a grantee of funding from the national Legal Services Corporation (LSC), is required
b.y la~ and regulation to provide writte,n notice to potential funding sources that their funds
may not'b~ used in any manner inconsistent with the LSC Act, Section 504 of Public Law 104-208
and the' 1997-98 LSC appropriation bills' and applicable regulations. The services contemplated
b_y this application are permissible activities under the LSC Act, appropriation bills and
applicable regulations.
-349-
icc~lh~.,'N..Q.Lbu.41lc3~.b_.ud~:;d~s - 3 -
AGENCY Legal Services Corporation of Iowa
INCOME DETAIL (cont)
PROGRAM PROGRAM PROGRAiM PROGRAM PROGRAM PROGRAM
3 4 5 6 7 8
:'1. Local Funding Sources- I 0 I 0 i 0 I 0 0 I 0
a. Johnson County
b. City of Iowa City
c. United Way of Johnson County
d. City of Coralville
e.
f.
2. Grants- State, Federal, Foundations ] 0 0 I 0 i 0 0 ] 0
a.
b.
c.
d.
e.
f.
3. Net Sales Of Services (sources) [ 01 01 01 0 01 0
b.
c.
4. NetSales of Materials [ 0[ 0{ 0] 0[ 0[, 0
a.
b.
c.
5. Contributions/Donations I 01 01 0I 0I 0I 0
b. Other Contributions
6. Special Events I 01 01 0 } 0 [ 01 0
a.
b.
c.
7. Interest Income [ [ [ [ [ [
8. Other-List Below [ 0[ 0[ 0 [ 0[ 01 0
a.
b.
c.
TOTAL INCOME (same as p. 2, linelb 0 0 0 0 0
Notes and Comments:
-350-
icC~s/rvOJ~Ua.e.4x~.u_d~,,d~ - 3a-
PROGRAM EXPENDITUREDETAIL AGENCY Leqal Services CorDoration of Iowa
1999 2000 2001 NON- PROGRAM PROGRAM
ACTUAL THIS YEAR BUDGETED DIRECTED 1 2
LAST YEAR PROJECTED NEXT YEAR FUNDrNG
l. Sala~es 245,505 244,820 250,884 11,385 239,499
2. Employee Benefits &Taxes 57,558 72,509 76,425 3,072 73,353
3. Staff Development 454 166 166 166
4. Professional Consultation
0 0 0 0
5. Publications & Subscriptions 7,013 7,788 8,076 8,076
6. Dues and Memberships 15 50 50 50
7. Mortgage, Rent and Property Tax 21,780 21,828 22,699 22,699
8. Building &Maintenance 1, 560 1,440 1,440 1,440
9. Equipment Purchase/Rental/ 3,532 5,260 5,260 5,260
Maintenance
10. Utilities 2,991 3,732 3,881 3,881
ll. Telephone 19,910 13,992 14,495 14,495
-!2. OfficeSupplies&Postage 8,350 8,820 ! 9,128 9,128
13. Printing and Publicity 705 660 686 686
14. Local Transportation 5,428 6,238 6,678 6,678
·
15. Insurance 5,816 5,049 4,636 4,636
16. Audit 0 0 0
17. Interest 0 0 0
18. Other (Specify):
19 Mtgs/Svc Chgs 138 84 84 84
20 Litigation 5,496 5,694 5,798 5,798
21 Capitalized Equip 8,189 7,438 8,000 8,000
22
23
24
25
TOTALEXPENSES(p. 2,~ne2 394,440 405,568 418,386 14,457 403,929 0
Notes and Comments:
* see attached schedule of employee benefits.
-351 -
ic. cosll~/~.Oil?li~!.//dbud~.,xl_s_ - 4 -
PROGRAM EXPENDITURE DETAIL AGENCY Leqal Services Corporation of Iowa
(continued)
PROGRAM PROGRAM PROGRAM PROGRAM PROGRAM PROGRANt
3 4 5 6 7 8
1. Salaries
2. Employee Benefits & Taxes
3. Staff Development
4. Professional Consultation
5. Publications & Subscriptions
6. Dues and Memberships
7. Mortgage, Rent and Property Tax
8. Building & Maintenance
9. Equipment Purchase/Rental/
Maintenance
10 .Utilities
11. Telephone
12. Office Supplies & Postage
,13. Printing and PubliciBf
14. Local Transportation
15. Insurance
16. Audit
17. Interest
18. Other (Specify):
19
20
21
22
23
24
25
TOTAL EXPENSES ( p. 2, rme 2 0 0 0 0 0 0
Notes and Comments:
-352-
icctlt'_h';~f3tf]l I1LllJ~/xlhl~p,xla .......... ,_, 4a -, ...........................................................................
Legal Services Corporation of Iowa
Johnson County United Way
FY 2001
Schedule of Employee Benefits & Taxes
1999 2000 2001
FICA 18514 18278 17135
Medical &Life Insurance* 38454 50829 53157
Client Security 530 408 408
Bonds 60 30 30
Pension 0 2964 5695
Total 57558 72509 76425
*Medical & Life Insurance was classified under Insurance expenses
last year, rather than Employee Benefits.
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AGENCY Legal Services Corporation of Iowa
I ACTUAL THIS Y'EARI UDGETED
RESTRICTED FU1N'DS: LAST YEA PROJECTE 1N'EXT YEAR
1999 2000 2001
Board/Donor/FunderDesign~ed: Restricted ~r:
SE Iowa AAA Legal Assistance to 6,205 6,250 7,273
persons age 60 and over
in AAA service area
TOTAL RESTRICTED FUND (also shown page 2 or 2a, line 4) 6,2 0 5 [ 6,2 5 0 7,2 7 3
MATCHING GRANTS
Grantor/Matched by
ITOTAL MATCEING GRANTS (also shown pg. 3, line 2) [ ~
IN-IUND SUPPORT DETAIL
Services/Volunteers 10 6,6 8 1 4 3,4 8 6 8 0,8 2 8
Material Goods
Space, Utilities, etc.
Other: (Please specify)
TOTAL IN-KIND SUPPORT (also shown on page 2 or 2a, line 5) 10 6,6 8 1 I 4 3,4 8 6 8 0,8 2 8
Notes and Comments:
99 Volunteer Services:
Donated in-house attorney hours = 0
Donated in-house law clerks = 512.50 hours @ $10.21/hour
Donated in-house secretaries = 468.55 hours @ $8.50/hour
:
Attorneys participating in LSCI's Volunteer Lawyers Project donated
974.65 hours @ $100/hour in Johnson County = $97,465
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jccg. ghs/f-y01~byt~g/~!b~p.d,_gz:x!~ - 5 -
SALARIED POSITIONS AGENCY Legal Services Corporation of Iowl
"X"all that apply FTE* Salary
> = - = 1999i 2000 2001
Position/Title ~ ~- '~ %
=. ~ ,~ Last This Next Actual This Budgeted
Year Year Ye~ L~t Year Year Next Year Change
Attorneys X X X 21 6.0 6.0 6.0L99,743199,295202,550 1.63
Support Staff X X X 30 2.0 2.0 2.0 44,280 44,353 45,334 2.21
Law Clerk(s) .4 .4 .4 1,482 1,172 3,000 155.97
TOTAL FTE's and SALARIES R.4 R.4 R.4245,505244,820250,884 2.48
* Full-time equivalent: 1.0=full-time; 0.5=half-time; etc.
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jccoghs/fyOlbudg/xlbudg.~ls - 6 -
AGENCY: Legal Services C0~rati0n of 10wa
ACCOUNTABILITY QUESTIONNAIRE
A. Agency's Mission Statement or Primary Purpose:
The mission of the Legal Services Corporation of Iowa is to secure a full measure of justice in
public and private affairs for low-income persons with emphasis on legal problems involving
basic necessities, fundamental rights or safety. LSCI seeks to improve the lives of people living
in poverty by providing high quality legal services and empower clients with self-advocacy skills
through legal education. LSCI strives to treat all people with respect and dignity and works to
dispel prevailing myths and misconceptions about low-income people.
B. Board of Directors:
1. Please attach a list of your agency's Board of Directors (page 7A)
2. Frequency of meetings: Four times Der Vear
3. Briefly describe board orientation and ongoing training opportunities:
Board members are provided a comprehensive Board manual that sets forth program
policy. New members are provided training in sessions held the evening prior to the
Saturday Board meeting. In addition, the Executive Director meets regularly with client
eligible Board members for training purposes.
f
C. Finances:
1. Are there any fees for any of your services? Yes __ No X
a. If YES, describe circumstances.
b. Are they flat fees or sliding fees ?
2. Does your agency have:
an internal audit external audit X financial review
Frequency annually
3. Has your agency filed the Annual Report with the Secretary of State?
Yes X No
4. Has your agency filed Form 990 with the IRS? Yes X No __
5. Please discuss your agency's fundraising efforts, if applicable.
This year, LSCI will conduct its fifth annual Iowa Lawyers Campaign for Legal Services. Unlike
the previous direct mail solicitation campaign, LSCI has intensified and expanded its campaign
through the development of a local Leadership Committee that will be making one-on-one
contacts with members of the legal community, corporations and organizations to solicit their
financial commitment to LSCI over a three-year period.
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AGENCY: Legal Se~ices Corporation of iowa
D. Management:
1.Does each professional staff have a written job description?
Yes No X~
2. Is the agency Director's performance evaluated at least yearly?
Yes X No __ By Whom? LSCI's Board of Directors.
E. Program/Services:
Please define your agency's units of service (service definition, length of time, cost per
unit of service, number of units provided, direct or indirect.)
One unit of service is the provision of legal assistance to one low-income person in connection
with one legal problem. LSCI "counts" a client case when it is closed. A case may involve only
giving advice and counsel or may involve years of litigation in state or federal court.
, Please supply information about clients served by your agency during last two complete
budget years.
Refer to form instructions for definition of duplicated and unduplicated.
Enter Years --+ 1998 1999
1. How many Johnson County la. Duplicated Count StaffNLP StaffNLP
residents (including Iowa City and
Coralville) did your agency serve? 576/1282 547/70
lb. Unduplicated Count3
2. How many Iowa City residents did 2a. Duplicated Count 433/80 374/65
your agency serve?
2b. Unduplicated Count
3. How many Coralville residents did 3a. Duplicated Count 79/28 98/3
your agency serve?
3b. Unduplicated Count
4. How many units of service did 4a. Total 1392/223 1374/137
your agency provide?
4b. To Johnson County 576/128 547/70
Residents
I
Employees are provided a written job expectations memo in lieu of a job description.
2
The VLP (Volunteer Lawyers Project) is operated by LSCI to offer pm bono services to eligible clients. The first column represents
cases closed by the Iowa City staff, the second, cases closed by VLP attomeys.
3 LSCI keeps its data in terms of closed cases, not clients. LSCI's management soldare does not allow for separation of duplicated and
unduplicated clients. Some clients are served with more than one legal problem but the vast majority of clients have only one case
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AGE N CY: Legal Se~ices C0~ati0n of 10wa
5. Other Areas Served:
Do you provide services to areas outside of Johnson County?
Area(s) served: Cedar, Des Moines, Henry, Louisa, Muscatine and Washington Counties.
Services provided: Free legal services to low-income people in civil legal matters.
Funding Sources: Legal Services Corporation (national grant source), Interest on Lawyers
Trust Account Commission, Southeast Area Agency on Aging in Burlington, the Burlington Area
United Way, the State of Iowa, and the Iowa Lawyers Campaign for Legal Services.
6. Client Profile (for last complete year, if available):
* See below Age Gender Ethnicity
0 - 5 M 366 African American 161
;' 6 - 17 F 1,008 Native American 7
18 - 29 Asian 13
30 - 61 Hispanic 41,
62 - 75 White 1,152
75+ Multi-racial
* LSCI is not able to provide a breakdown according to the age categories listed above. The
following is an age breakdown consistent with our computer software capabilities: Under 18 = 64
clients, 18-59 = 1,233 clients, 60 and over = 77 clients.
7. Evaluation and Review:
A. Please discuss how your agency measures the success of its programs.
LSCI uses both objective and subjective systems in measuring the success of its program. The
objective systems are tracked through the program's case management software that enables
the Iowa City Regional Office to track services by number and types of cases handled, level of
service provided, benefits received as the result of representation and the outcome achieved on
behalf of the client. This data is aggregated as a tool for assessing project performance and
success. The subjective systems for measuring the success of LSCI's programs include the use
of a client satisfaction survey that is mailed to individuals who have received legal assistance
beyond brief service and advice.
Most importantly, LSCI measures its success by the direct effect that legal assistance has on the
lives of its clients. For example, LSCI offers domestic violence survivors and their children the
assistance they need to break the cycle of violence. Legal assistance is more than a tool, it is an
opportunity to give a survivor baqk her life and dignity. LSCI has been instrumental in obtaining
protection and no contact orders for survivors, helped them to maintain shelter and obtained
necessary financial support for survivors and their families. This assistance is critical in giving
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AGENCY: Legal Services Corporation of 10wa
domestic violence survivors and their children the opportunity to start a new life, free from the
throat of violence.
B. Does your agency have a current strategic plan and date last reviewed?
In November of 1999, LSCI completed a comprehensive statewide priority setting process. This
process included surveys sent to randomly selected clients, interviews with over 130 key
respondents, meetings with LSCI's local advisory councils and staff. The process involved a
review of case priorities and input and reactions from clients, client groups, the legal community
as well as service proriders and funding sources in helping LSCI to formulate priorities and
future planning for the agency. The Board reviewed this information in December of 1999 and
adopted priorities through this process.
LSCI is also involved in state planning which is an ongoing process to determine the best and
most efficient mode for the delivery of legal services in the state of Iowa. This process will
continue to involve key stakeholders in the legal services programs In Iowa such as the judiciary,
the private bar, low-income people, staff of Iowa's federally funded legal services programs and
their respective board members. The current planning process began in July 2000 and will
continue for several months.
C. What plans does your agency have to increase efficiency and effectiveness?
LSCI plans to increase its efficiency and effectiveness through new and upgraded
telecommunications equipment and computer technology. In 1999, LSCI developed its ,
Telecommunications Research and Implementation Project. To implement this project, LSCI
employed a telecommunications consulting firm, Bert & Associates, whose purpose was to
explore the complexities of the telecommunications technology in helping LSCI to determine its
voice and data communication needs and to identify options available for short and long-range
planning.
As part of their recommendations, Elert & Associates' final report stated, "We believe that the
implementation of a voice mail system will significantly improve operating efficiencies and client
service within the organization... the variety of client attorney interactions and the complexity
of the information transmitted at LSCI make voice mail a necessity." To this end, LSCI is
requesting $4,000 from the United Way to assist with the purchase of a new phone system with
voice mail capability for the Iowa City Regional Office.
Also, LSCI's Board of Directors approved an application for funding from the national Legal
Services Corporation to supply each attorney in its ten regional offices with high speed Internet
access, including the Iowa City Regional Office. LSCI has received this funding for a statewide
technology project from the Legal Services Corporation (LSC). The Iowa Legal Sen/ices
Technology Partnership will develop and implement an interactive web site, and also undertake
efforts to expand Internet access and knowledge of the Internet to low-income Iowans.
D. How has your agency responded to United Way's recommendations from last
year?
LSCI has acted on the Citizen Review Panel's recommendation to follow up on its fundraising
consultant's recommendations to increase funding. With the assistance of an outside consultant,
an assessment of LSCI's fundraising efforts in relation to the local phase of the Iowa Lawyers
Campaign for Legal Sen/ices was conducted.
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AGENCY: legal Services Corporation of lowa
The campaign has traditionally consisted of a direct mail solicitation to attorneys throughout the
state with minimal telephone follow-up. The assessment indicated a more intense one-on-one
campaign utilizing local bar association leadership would be more effective. The campaign now
has a fifteen-member leadership committee consisting of local bar leadership to help identify and
solicit funds from the legal community, corporations and foundations. Increased funding will
mean more hours of legal assistance can be provided to meet the critical legal needs of low-
income people in Johnson County. A copy of the Panel's recommendations is attached.
8. In what ways will the needs of your service population change in the next five years:
LSCI continues to increase its focus on the civil legal needs of children and their related family
problems. Statistics for the state of Iowa show that the number of children living below poverty
is increasing and, now, one in seven children lives in poverty. Also, the number of homeless
children in Iowa continues to increase dramatically. Of the 26,000 lowarts who annually
experience homelessness, 55% are children. Children are also part of families that constitute
welfare caseloads that statistically have dropped considerably in Iowa. However, there is
increasing evidence that more and more families who have made the transition from welfare to
work are now "working poor" and unable to provide basic necessities for their families, such as
food, shelter, and health care on their income alone.
LSCI's program emphasis has shifted in response to the evolving legal needs of its low-income
clients and the limited resources it has available to serve them. For example, in the past few
years, Iowa has seen an increase in the number of immigrants who live in the state. In 1998, the
Census Bureau counted approximately 73,000 Hispanics in Iowa. Iowa State University
researchers expect that these numbers have grown significantly and Hispanics are expected t~
be Iowa's largest minority population when 2000 figures are released.
The language and cultural barriers experienced by these new immigrants make them vulnerable
to a variety of legal problems. LSCI has a Migrant Project which is designed to serve the legal
needs of migrant and seasonal farm workers. More recently, LSCI is addressing the legal needs
of the increasing immigrant population in Iowa through a grant from the Internal Revenue
Service (IRS). This project will focus on promoting the Earned Income Tax Credit while also
providing tax advice to persons for whom English is a second language.
9. In relation to the Johnson County Capacity Assessment, explain how your services are
meeting community need.
In the assessment, six areas were identified as the most serious health and human service
issues in Johnson County. LSCI is helping to address four of these areas through the provision
of civil legal assistance.
1. Housing and Shelter - LSCI helps to prevent families from being illegally evicted in
landlord/tenant cases. LSCI is also helping victims of domestic violence and their
children from losing their familial homes or in finding safe shelter away from their
abusers. LSCI places an emphasis on helping homeless individuals and families so that
they can obtain the financial assistance they need to get out of shelters and off of the
streets.
2. Employment and Economic Opportunities - LSCI's mission is helping persons living
in poverty to have access to our justice system. LSCI has been instrumental in helping
families to make the difficult transition from welfare to work. LSCI helps low-income
families to navigate the very complicated paperwork and procedures of the Family
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A G E N CY: Legal Services Corporation of Iowa
Investment Program (FIP) so that low-income families are able to maximize their income
and obtain other needed benefits.
3. Health Care - LSCI assists seniors with accessing needed Medicaid/Medicare benefits
and helps adults and children who have mental and physical disabilities to receive
needed health care to maintain their and their families' well being.
4. Supportive Services for Seniors - LSCI's Legal Hotline of Older Iowans is a statewide
1-800 telephone service for seniors that gives them immediate access to legal advice
and counsel for a variety of legal problems that can affect their well being. LSCI also
provides more extensive legal representation and education to seniors in Johnson
County through its regional office in Iowa City.
10. Please discuss any other problems or factors relevant to your agency's programs,
funding or service delivery:
LSCI's limited human and financial resources is the most prevalent programmatic problem the
agency continues to face. Basically, LSCI continues to have too few attorneys to meet the legal
needs of over 24,000 low-income persons in the Iowa City Regional Office's seven-county
service area. National studies document that only 20% of the legal needs of low-income persons
are met. United Way funding remains critical for LSCI to maintain its current level of service,
which is far below the need. Because the need far outweighs LSCI's resources, LSCI's Board of
Directors established and annually reviews case priority areas.
These priorities include legal problems involving basic necessities such as food, shelter, financial
support, safety and an individual's fundamental rights. LSCI's priorities also place an emphasis
on the most vulnerable populations such as children, seniors, racially diverse persons and
individuals with disabilities. In 1999, LSCI was unable to meet the legal needs of sixty-five to
seventy-five low-income individuals per month in the Iowa City Regional Office service area due
to its limited resources.
11. List complaints about your services of which you are aware:
The major criticism is based on the fact that a number of cases have to be turned away. LSCI's
limited human and financial resources make it necessary to establish case priorities as
mentioned in item # 9 of this application. LSCI has a formal complaint process for clients and
the public. In 1999, the Iowa City Regional Office received five formal complaints. These
complaints involved a client who requested assistance outside of LSCI's case priorities, two
conflicts of interest where LSCI had already represented the opposing party, a criminal matter
where LSCI could not serve the client, and a client who wanted LSCI's representation but who
had the right to court-appointed counsel.
12. Do you have a waiting list or have you had to turn people away for lack of ability to serve
them? What measures do you feel can be taken to resolve this problem:
LSCI has no waiting list. The Iowa City Regional Office continues to try to offset the problem of
limited human and financial resource by involving local attorneys in the provision of pro bono
legal services through LSCI's Volunteer Lawyers Project. The goal for the Iowa City Regional
Office for 2000 is to provide 150 volunteer lawyer referrals. In addition, the Iowa City Regional
Office will continue to involve volunteer attorneys who conduct a client intake project at the
office. These volunteers assist clients through advice or brief service. LSCI also continues to
pursue other project and program funding sources to maintain and increase its service provision.
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AGENCY: Legal Services Corporation of Iowa
How many people are currently on your waiting list?
LSCI does not have a waiting list due to ethical issues. LSCI's assistance involves critical legal
issues such as domestic violence that require prompt legal action that is not conducive to having
a waiting list. The office turns away between 65 and 75 individuals each month.
· 13. In what way(s) are your agency's services publicized:
Because LSCI has been providing civil legal assistance to low-income clients in Johnson County
for over 22 years, local human service providers, private bar members, government agencies
and the judiciary are well aware of its services and provide a number of referrals. LSCI also
engages in outreach efforts though community legal education presentations. These
presentations inform potential clients and service providers about the law and the availability of
LSCI's services. For example, LSCI staff attorneys make periodic legal education presentations
at the Free Lunch Program in Iowa City.
LSCI also periodically issues press releases concerning legal services projects. Currently, LSCI
is promoting an education and outreach program educating the English as a second language
population about the earned income tax credit. The Iowa City Regional Office has over thirty
legal services brochures and booklets it distributes to low-income consumers and various human
service agencies. LSCI also publishes a quarterly newsletter, the Equal Justice Journal, that is
sent to over 7,000 low-income households statewide. Finally, LSCI had yellow page directory
ads in the McLeod USA phone books that were distributed to households throughout the state.
'14. United Way Involvement by your agency: ("X" if agency participated within the last yea;)
a. Agency Directors Meetings X
b. Served as Agencies Directors' Representative to Funding Hearings X
c. Business Blitz X
d. Day of Caring __
e. Executive Development Seminars X
f. Kick Off X
g. Victory Reception X
h. Volunteer Action Center X
I. Other
15. How have you collaborated with other agencies during the past year?
As mentioned previously in the reply to question # 13, LSCI has established and developed long
standing collaborative relationships with a number of human service agencies such as domestic
violence shelters, the free Lunch Program, the Veterans Administration and area agencies on
aging in better serving and reaching low-income people in need of civil legal assistance. LSCI
also has good relationships with the private bar through its Volunteer Lawyers Project, local
government entities, the judiciary and educators. LSCI has established referrals, service
provision and outreach/legal education activities with these collaborators.
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AGENCY: Legal Services Corporation of 10wa
AGENCY HISTORY
(Using this page ONLY, please summarize the history of your agency, emphasizing Johnson County,
past and current activities and future plans. Please update annually.)
In the late 1960's, the Hawkeye Legal Services Society was created as a delegate agency of
Hawkeye Area Community Action Program, with funding from the U.S. Office of Economic
Opportunity (OEO). When the OEO was phased out in the early 1970's, the U.S. Congress
created the Legal Services Corporation (LSC). The Iowa City Regional Office became a
grantee of LSC in 1974. In 1977, the Legal Services Corporation of Iowa (LSCI) was formed
with a goal of providing free civil legal services to low-income Iowans in 98 of 99 counties.
LSCI has remained the preeminent provider of legal services in Iowa, even in the face of
federal and state budget fluctuations, since the 1980's. LSCI has continued to implement
necessary fiscal measures to maintain the level of its service delivery to low-income Johnson
County residents, while securing financial support from other funding sources to offset the
reductions in government support.
The Iowa City Regional Office first received assistance from United Way in 1983, when United
Way funded a half-time attorney position. Current other funding sources include the Interest
on Lawyers Trust Account Commission (IOLTA), focusing on mentally ill and homeless
persons, the Southeast Area Agency on Aging to help seniors with critical legal problems, an;:l
the Burlington Area United Way to provide monthly outreach.
LSCI has continued to be a front runner in the area of poverty law, consistently keeping
abreast of changing poverty law issues and monitoring their direct effect on clients. These
issues have included the areas of domestic violence, homelessness, welfare reform, disability
rights and housing. LSCI has also been at the forefront for low-income persons affected by a
major national, regional or statewide crisis such as the flooding in 1993 and 1998 in addition to
the resurgence of the farm crisis in 1999.
Presently, the Iowa City Regional Office serves seven counties: Des Moines, Henry, Johnson,
Cedar, Louisa, Muscatine and Washington. Staff members provide advice and representation
to individuals in a wide variety of cases identified as high priority areas. These cases involve
food, shelter, income maintenance, health care, domestic violence and individual rights and
safety. LSCI attorneys also provide legal education to consumers, human service providers
and government agencies to increase the awareness of the legal needs of low-income people
while helping to empower them. The office also makes client referrals to the LSCI Volunteer
Lawyers Project so that certain low-income clients can have their legal issues resolved in spite
of LSCI's limited resources.
For more than twenty-two years, LSCI has helped low-income families to maintain their homes,
assisted older Iowans in receiving critical health care without losing their homes and has made
it possible for survivors of domestic violence to start a new life, free from abuse. LSCI will
continue to access the justice system for low-income Iowans now and in the future.
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AGENCY: Legal Sendices C0Wrati0n of 10wa
FY00 GOALS
Please state the goals of the latest completed fiscal year and report status of
progress/completion.
GOAL I: To provide low-income people of Johnson County with access to quality legal
help, free of charge.
The objective is to provide legal assistance to persons with critical legal needs such as denial or
termination of public benefits, relief from domestic abuse; denial of a free, appropriate public education
to students with disabilities, illegal evictions, utility disconnections, employment problems and violations
of the rights of individuals. In 1999, LSCI provided legal assistance to 547 households in Johnson
County.
GOAL Ih To provide opportunities for low-income people in Johnson County to learn about
their legal rights and responsibilities.
The objectives under this goal included holding at least six community legal education events,
distributing written material to low-income persons explaining their rights and letting service providers
know about the services available from LSCI so that they can make appropriate client referrals In 1999,
LSCI conducted 15 community legal education activities including the following presentations:
Location Topic Attendance
-[Free Lunch Program Emergency Assistance 96 people
~'Free Lunch Program Food Stamps 153 people
[Free lunch Program Child Support 93 people
[Free Lunch Program Landlord/Tenant 200 people
~Free Lunch Program Food Programs 101 people
~Free Lunch Program Senior Hotline 85 people
~Free Lunch Program Food Programs and General 119 people
Information on LSCI
~Free Lunch Program Food Stamps and General Info 92 people
~Free Lunch Program Earned Income Tax Credit 130 people
~Youth Homes Teen Dads - Rights and 6 people
Responsibilities
~'United Action for Youth Child Support 10 people
~United Methodist Church General Info and Senior Hotline 10-15 people
~'Hospital School Guardianship 35 people
~The Nest Landlord/Tenant 13 people
~Mercy Hospital Living Wills 15 people
LSCI also has education booklets available addressing a variety of legal issues. These
publications are designed to be easily read and comprehended by clients in understanding their legal
rights and responsibilities. LSCI provides these booklets to any low-income person free of charge. LSCI
also distributes educational materials to other human services providers for distribution to potential
clients.
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AGENCY: Legal Se~ices Corporation of Iowa
Goal IIh To continue efforts to enlist the assistance of the private bar.
The objectives under this goal included referring 150 cases to the private bar. In 1999, the office
actually referred 164 cases from the Iowa City Regional Office's service area, 137 of which were placed
and closed. Also, the Johnson County Bar Association continues its support of LSCI through its on going
client intake project. Another objective was providing continuing legal education classes on a poverty
law topic for attorneys. In 1999, LSCI's Iowa City Regional Office hosted an ICN site for six statewide
education seminars. The topics included: consumer law, domestic abuse, the new Iowa Administrative
Procedures Act, malpractice avoidance for the family law practitioner and mental health issues.
Goals and Objectives
(List goals and objectives for the Fiscal Year for which you are requesting funding. Several
pages are provided, please add any additional pages you may need with your agency name as a
header.)
GOAL h To provide low-income people of Johnson County with access to quality legal
help, free of charge.
.." The objectives under this goal include providing legal assistance to persons with the following
kinds of problems or situations: homelessness; denial or termination of public benefits; need for relief
from domestic abuse; denial of a free, appropriate public education to students with disabilities;
evictions, landlord lockouts, housing discrimination, and other housing issues; garnishments,
repossessions, utility disconnections and other consumer law problems; employment problems; and '
violations of the rights of individuals with disabilities or those persons residing in nursing homes.
For 2001, LSCI projects to provide legal assistance to 570 low-income households in Johnson
County.
GOAL II To provide opportunities for low-income people in Johnson County to learn about
their legal rights and responsibilities.
Objectives:
1. Hold a minimum of six community legal education presentations on topics of
particular interest to the poor;
2. Provide written materials explaining the law to local low-income people, through
consultation with individual clients and at legal education presentations to
groups; and
3. Inform other service providers of the written materials available through Legal
Services to ensure wide distribution of such materials to low-income people.
GOAL II To continue efforts to enlist the assistance of the private bar.
Objectives
1. Refer 150 cases per year to the Volunteer Lawyers Project.
2. To conduct continuing legal education classes on poverty law for attorneys.
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HUMAN SERVICE AGENCY REQUEST FOR FUNDING Director: Gillian J. H. Fox
City of Coralville Agency Name: LIFE Skills, Inc.
Johnson County City of Iowa City Address: 1700 S. First Ave, Suite 25E
United Way of Johnson County Phone: (319)354-2121
Completed by: Gillian Fox & Barb Bailey
CHECK YOUR AGENCY'S BUDGET YEAR Approved by Chair Board: CS/C)~-f/'~-~/&,~2:,,d2,'-/
David Wacker
1 / 1/01 - 12/31/01 10/1/01 - 9/30/02 /~'/5~'/cC ~
(date)
7/1/01 - 6/30/02 X
COVER PAGE
Program Summary: (Please number programs to correspond to Income & Expense Detail,
i.e., Program 1, 2, 3, etc.)
I. Family Centered Services (FCS) provide counseling, skill development and supervision to families in crisis.
2. Supported Community Living Service (SCL) - Formerly CSALA (Community Supervised Apartment Living Arrangement)
serves individuals who may have developmental disabilitites, mental retardation, mental illness or those with emotional or
behavioral difficulties who are 18 years of age or older.
3 Home and Community Based Services (HCBS) serves children and adults who have mental retardation. Services are
designed to provide instruction and assistance in a variety of settings
4. Respite Services are provided to the families of children and adults who have mental retardation. Services are designed to
provide short term care in the absence of the family or guardian.
5. Supported Aging Services - (SAS) serves individuals of all ages who need asistance with daily living.
6. Oakdale Instructional Program provides instructin to inmates of the Iowa Medical Classilicatin Center, the focus
is on anger management, marriage and parenling and other skills necessary for successful living.
Local Funding Summary: 4/1/99 - 4/1/00 - 4/1/01 - % of Total
3/31/00 3/31/01 3/31/02 Budget
United Way of johnson County - -
Does Not Include Designated Gvg. $1,100 $2,500 $10,000 1%
FY00 FY01 FY02 ~
City of Iowa City 0 0 0 0%
Johnson County 0 0 0 0%
City of Coralville 0 0 0 0%
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j~s,~,.,~tbudg/xlbudg. xls - ] -
Agency: LIFE Skills, Inc.
STATEMENT OF ACTIVITIES SUMMARY
(ACCRUAL BASIS)
Actual This Year Budgeted
Last Year Projected Next Year
Your agency's budget year: 07/99-06/00 07/00-06/01 07/01-06/02
1. Total Support and Revenue 679,003 597,265 637,383
2. Total Expenses (a+b below) 687,280 589,633 628,745
a. Non-Directed (admin./general overhead) 139,095 141,018 155,276
b. Program Total (list programs below) 548,185 448,615 473,469
1. Family Centered Services 136,187 4,776 -
2. Supported Community Living 258,989 297,387 313,582
3. Home and Community Based Services 104,470 109,619 115,713
4. Respite Services 37,549 35,459 42,557
5. Supported Aging Services 3,526 1,374 1,617
6. Oakdale Instructional Program 7,464 -
7.
8.
3. Change in Net Assets (1-2) (8,277) 7,632 8,638
4. Net Assets, Beginning of the Year 123,844 115,567 123,199
5. Net Assets, Ending Balance (3+4) 115,567 123,199 131,837
6. Restricted Fund Balance (total from p. 5) 5,082 11,800
7. In-kind Support (total from p. 5)
Notes and Comments:
Starting with FY 2000, all fundraising income has been restricted for capital asset acquisition
The restricted fund balance is shown as declining in FY 01 projections due to plans to
move and upgrade equipment, it is anticipated that funds will be used for these purposes.
Briefly describe how local funds were spent last year.
Local funds were used for staff development. Each staff person was provided with a
minimun of one oppommity for continuing education. Most staff persons were able to attend
two or more continuing education events.
jccoghs/fyOlbudg/xlbudg. xls - 2a - -367-
AGENCY LIFE Skills, Inc.
INCOME DETAIL
NON-
ACTUAL THIS YEAR BUDGETED DIRECTED PROGRAM PROGRAM
LAST YEAR PROJECTED NEXT YEAR FUNDING 1 2
1. Local Funding Sources- [ 1,447I 3,128[ 10,000I 10,000I 0I 0
a. Johnson County D
b. City of Iowa City I
c. United Way of Johnson County 1,447 3, 128 10,000 10,000 S
d. City. of Coralville C
e. O
f N
2. Grants-State, Federal, Foundations ] 0I 01 0I 01 T I 0
a. I
b. N
c. U
d. E
e. D
f.
3. Net Sales Of Services (sources) ] 670,172I 600,365I 622,233I 0I 01 453,600
a. Purchase of Service Contracts 666,006 598,205 619,857 0 453,600
b. Privately Funded Services 4, 166 2, 160 2,376
c.
4. NetSales of Materials [ 3791 5ool 6ool 60o[ o l o
a. Video Sales 379 500 600 600
b.
c.
5. Contributions/Donations [ 3,635 J 4,5001 6,8001 6,8001 0 I 0
a. United Way Designated Giving 1,495 1,500 1,800 1,800
b. Other Contributions 2,140 3,000 5,000 5,000
6. Special Events [ 01 01 01 01 01 0
a.
b.
c.
7. Interest Income [ 439 [ 500[ 500I 500I [
8. Other-List Below [ 2,930I 1,900] 2,250I 2,250I 01 0
a. Other Income 53 1 600 750 750
b. Refunds &Allowances 2,399 1,300 1,500 1,500
c.
TOTAL INCOME (same as p. 2, line lb) 679,003 610,893 642,383 20,150 0 453,600
Notes and Comments:
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. c=".~---J - -- ___;g/xlbudg. xls - 3 -
AGENCY LIFE Skills, Inc
INCOME DETAIL (cont)
PROGRAM PROGRAM PROGRAM PROGRAM PROGRAM PROGRAM
3 4 5 6 7 8
HCBS Respite SAS
I. Local Funding Sources- [ 01 01 0[ 0] 0] 0
a. Johnson Count3.'
b. City. of Iowa City
c. United Way of Johnson County
d. City of Coralville
e.
f.
2. Grants-State, Federal, Fo.nda. onsI 0l 01 01 01 0l 0
a.
b.
c.
d.
e.
f.
3. NetSales Of Services (sources) ] lo4,5ool 61,757 [ 2,376 ~ 01 0[ 0
a. Purchase of Ser~4ce Contracts 104,500 61,757
b. Privately funded services 2,376
c.
4. Net s~es of~4ate~,s I 01 01 01 01 01 0
a.
b.
c.
5. Conmbutions/Donations ] 0I 0I 0I 0I 0I 0
a. United Way Designated Giving
b. Other Contributions
6. Special Events [ 01 01 01 01 01 0
a.
b.
C.
7. Interest Income I I [ I I [
s. Other-List ~elo~ I o l o l o l o[ o l o
a.
b.
c.
TOTAL INCOME (same as p. 2, linelb) 104,500 61,757 2,376 0 0 0
Notes and Comments:
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PROGRAM EXPENDITURE DETAIL AGENCY LIFE Skills, Inc
NON- PROGRAM PROGRAM
ACTUAL THIS YEAR BUDGETED DIRECTED 1 2
LAST YEAR PROJECTED NEXT YEAR FUNDING SCL
1. Salaries 464,253 392,240 417,593 57,500 0 234,484
2. Employee Benefits &Taxes 97,630 83,494 88,521 10,985 D 55,292
3. Staff Development 7, 105 6,575 7,043 3,675 I 2,468
4. Professional Consultation 24,192 23,555 24,900 24,900 S 0
5. Publications & Subscriptions 94 90 95 0 C 95
6. Dues and Memberships 252 220 23 1 23 1 O
7. Mortgage, Rent and Property Tax 15,624 18,000 21,600 21,600 N
8. Building &Maintenance 1,162 1,200 1,260 1,260 T
9. Equipment Purchase/Rental/ I
Maintenance 1,453 1,500 1,575 1,575
10. Utilities 0 0 1,800 1,800 N
11. Telephone 11,619 6,300 6,615 6,615 U
12. Office Supplies & Postage 6,349 6,550 6,870 6,870 E
13. Printing and Publicity. 563 685 720 720 D
14. Local Transportation 41,225 28,287 29,723 1,098 18,591
15. Insurance 4,789 4,950 5, 198 5, 198
16. Audit 0 3,000 3,000 3,000
17. Iracrest 0 2,400 2,400 2,400
18. Other (Specify): Food 2,425 2, 172 2,260 265 1,995
19 Personal needs 1,047 1,045 1,100 0
20 Depreciation Expense 2,658 2,660 2,793 2,793
21 Recruitment 3,160 1,650 1,733 1,365 368
22 Miscellaneous Expense 1,257 1,300 1,365 1,365
Cash short (long) 22 10 11 11
24 Recreation Supplies 328 275 289 0 289
25 Bank Fees 72 50 50 50
TOTAL EXPENSES ( p. 2, line 2) 687,279 588,208 628,745 155,276 0 3 13,582
Notes and Comments:
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PROGRAM EXPENDITURE DETAIL AGENCY LIFE Skills, Inc.
(continued)
PROGRAM PROGRAM PROGRAM PROGRAM PROGRAM PROGRAM
3 4 5 6 7 8
HCB S Respite SAS Oakdale
1. Salaries 84,050 40,184 1,375 D
2. Employee Benefits &Taxes 19,874 2, 148 222 I
3. Staff Development 900 S
4. Professional Consultation C
5. Publications & Subscriptions O
6. Dues and Memberships N
7. Mortgage, Rent and Property. Tax T
8. Building &Maintenance I
9. Equipment Purchase/Rental/ N
Maintenance
10.Utilities U
11. Telephone E
12. Office Supplies & Postage D
13. Pnnting and Publicity
14. Local Transportation 9,789 225 20
15. Insurance
16. Audit
17. Interest
18. Other (Specify.): Food
19 Personal needs 1,100
20 Depreciation Expense
21 Recruitment
22 Miscellaneous Expense
Cash short (long)
24 Recreation Supplies
25 Bank Fees
TOTAL EXPENSES (p. 2, line2) 115,713 42,557 1,617 0 0 0
Notes and Comments:
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~0L~.f~lbud~.'rdbudg. xls ................. - 4a -
AGENCY LIFE Skills, Inc.
ACTUAL THIS YEAR BUDGETED
RESTRICTED FUNDS: LAST YEAR PROJECTED NEXT YEAR
Board/Donor/Funder Designated: Restricted for:
Board Designated Capital assest acquisition 5,082 12,082 23,882
TOTAL RESTRICTED FUND (also shown page 2 or 2a, line 4) ~ 5082 I 12082 [ 23882
MATCHING GRANTS
Grantor/Matched by
TOTAL MATCHING GRANTS (also shown pg. 3, line 2) [ 0[ 0 0[
IN-KIND SUPPORT DETAIL
Services/Volunteers
Material Goods
Space, Utilities, etc.
Other: (Please specify)
Notes and Comments:
-372-
SALARIED POSITIONS AGENCY LIFE Skills, Inc.
"X"all that a~ply FTE* Salary
Position/Title ~ z ~ ~ Last This Next Actual This Budgeted %
Year Year Year Last Year Year Next Year Change
Executive Director X X 8 1.00 1.00 1.00 42,000 43,260 45,000 5%
Business M~ager X X 9 0.23 0.00 0.00 5,424 0 0 **
SCL Coord~ator X X 12 1.00 1.00 1.00 32,724 35,000 36,750 5%
HCBS Coordinator X X 11 1.00 1.00 1.00 28,500 29,355 30,850 5%
SCL Tern Leader X X 12 1.00 1.00 1.00 22,680 24,000 25,200 5%
HCBS Tern Leader X X 19 1.00 1.00 1.00 21,690 22,350 23,450 5%
SCL Skills Counselors X X 15 9.50 9.50 11.00 211,357 215,733 236,843 9%
Adminis~ative Assistant X X 16 1.00 1.10 1.00 23,677 21,112 19,000 5%
FCS Skills Counselors X X 10 3.50 3.50 0.00 76,201 1,430 0 *
TOTAL FTE's and SALARIES |q,2-5 Iq, i !'/ [ 464,253 ] 392,240 [ 417,093
* Full-time equivalent: 1.0=full-time; 0.5=half-time; etc.
SCL team leader and HCBS team leader wages were previously included with SCL counselor wages.
'373-
.jccoghs/fyO!budg/xlbudg.xl$ - 6 -
AGENCY: LIFE Skills, Inc.
ACCOUNTABILITY QUESTIONNAIRE
A. Agency's Mission Statement or Primary Purpose:
LIFE Skills, Inc. is a private, non-profit, social service delivery agency which is committed to
facilitating the highest level of independent living for its consumers and their families. To this end, the
agency serves consumers by providing instruction in targeted areas in a manner based on contemporary
special educational philosophies, theories, and practices.
LIFE Skills, Inc. exists to provide in-home and community based services and education in the
least restrictive environment while promoting the highest level of independence possible.
B. Board of Directors:
1. Please attach a list of your agency's Board of Directors (page 7A)
2. Frequency of meetings: Monthly.
3. Briefly, describe board orientation and ongoing training opportunities:
All LIFE Skills, Inc., Board of Directors members receive a detailed orientation prior to their first
meeting. This orientation includes information regarding services provided by agency staff,
agency programs, agency policies and procedures, program staffing patterns, agency history, and
detailed fiscal information.
Additional training opportunities are available through United Way and other community seminars.
C. Finances:
1. Are there fees for any of your services? Yes X No ~
a. If YES, describe circumstances.
Fees for DHS contracted services are negotiated between DHS and Provider. Private
pay consumers are charged the same fee that DHS pays. Flat fees are charged for non-
DHS programs.
b. Are they fiat fees __X__ or sliding fees ?
2. Does your agency have:
an internal audit X external audit X financial review
Frequency: Yearly.
3. Has your agency filed the Annual Report with the Secretary of State?
Yes X No
4. Has your agency filed Form 990 with the IRS? Yes __X No
5. Please discuss your agency's fundraising efforts, if applicable.
LIFE Skills, Inc., conducts an annual direct mail campaign. LIFE Skills, Inc., also submits grant
applications and requests to service clubs and organizations. In past years, the agency has
participated in the annual Hospice Road Races. This year we will work on the development of a new
fund raising mechanism.
\\Gillian~d~U W~y\AGENAVAI02.dOC
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AGENCY: LIFE Skills, Inc.
D. Management:
1. Does each staff member have a written job description? Yes __X__ No
2. Is the agency Director's performance evaluated at least yearly?
Yes X__ No By Whom? The Board of Directors with input from staff at all levels of
the organization.
E. Program/Services:
Please define your agency's units of service (service definition, length of time, cost per unit of service,
number of units provided, direct or indirect.)
Please supply information about clients served by your agency during last two complete budget years.
Refer to form instructions for definition of duplicated and unduplicated.
Units of service vary depending on the program. For the RTSS program, a unit of service is one-half
hour, the cost per unit varies depending on the services offered. In RTSS there are three basic services:
skill development, therapy and counseling, and protective supervision. The costs are $33.58, $37.57,
and $17.37, respectively. We bill only for direct services. For FY 2000, we delivered 4,609 units of
service in the RTSS program,
All other programs provide services based on a one-hour unit of service. The cost of a unit varies
depending on the program. The SCL (Supported Community Living) program bills $56.00 per unit, with
the exception of a handful of consumers who receive funding from the state, these are billed at $45.54
per unit. In FY 2000, we delivered 7,148 units of SCL services.
For HCBS (Home and Community Based Services), a one hour unit costs $32.64. In FY 2000, we
delivered 2,885 units of HCBS services. Respite services are also offered by our agency. These
services are billed at $16.80 per one-hour unit. In FY 2000, we billed 3,266 respite units.
Finally, Our SAS (Supported Aging Services) program costs $20 per one-hour unit. Last FY we billed
~\Gillian\d\U Way\AGENAVAI02,doc
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AGENCY: LIFE Skills, Inc.
Enter Years 1999 2000
1. How many Johnson County residents (including 1 a. Duplicated 172 159
Iowa City and Coralville) did your agency serve? Count
1 b. Unduplicated 150 153
Count
2. How many Iowa City residents did your agency 2a. Duplicated 165 152
serve? Count
2b. Unduplicated 143 131
Count
3. How many Coralville residents did your agency 3a. Duplicated 4 4
serve? Count
3b. Unduplicated 4 4
Count
4. How many units of service did your agency provide? 4a. Total 22912 18246
4b. To Johnson 14140 14887
County Residents
5. Other Areas Served:
Do you provide services to areas outside of Johnson County? Yes
Area(s) served: Linn Co., Washington Co., Cedar Co., Keokuk Co., Clinton Co., Polk Co.,
Dubuque Co.
Services provided: Supported Community Living, Family Support Services, Home and
Community Based Waiver Services, Supported Aging Services.
Funding Sources: Federal, State, County funding, Medicaid, and private pay consumers.
6. Client Profile (for last complete year, if available):
Age Gender Ethnicity
0 - 5 15 Female 117 African American 4
6 - 17 76 Male 115 Native American 0
18 - 29 32 Asian 0
30 - 61 95 Hispanic 2
62 - 75 4 Caucasian/Non-Hispanic 215
75 + 1 Multi-racial 3
~%Gillian%d\U Way\AGENAVAIO2,doc
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AGENCY: LIFE Skills, Inc.
7. Evaluation and Review:
A. Please discuss how your agency measures the success of its programs.
LIFE Skills, Inc. utilizes several methods to measure the success of its programs. · Consumer Evaluations
· Referring Agent Evaluations
· Staff Evaluations
· Quarterly Case Reviews
· Number of New Referrals
· Contract Renewal Rates
· Site Monitoring Visits
In February of 2000, the State of Iowa Division of Home and Community Based Services conducted an on
site administrative and clinical review of our Home and Community Based Waiver program. We were
certified for three years with excellence. In August of 2000, the State of Iowa Division of Mental Health and
Developmental Disabilities conducted a review of our Supported Community Living Program and we are
currently waiting for a certification notice. All areas reviewed and evaluated have generated extremely
positive results.
Additionally, during FY 01 we are developing a Program Improvement/Quality Assurance committee
to review evaluation and measurement systems agency wide. The committee will represent all levels of the
organization from board members, staff, and consumers. We hope to have a comprehensive measurement
system in place with in the year.
B. Does your agency have a current strategic plan and date last reviewed?
LIFE skills maintains a current Plan of Operations which is updated and reviewed on an
annual basis.
C. What plans does your agency have to increase efficiency and effectiveness?
We have done and continue to do a great deal to increase effectiveness and efficiency this year. We are
currently in the midst of an agency financial audit, which will assist with strengthening our financial and
statistical tracking systems. We have streamlined agency administration by eliminating a full time
administrative support position. We now utilize work-study students at a much-reduced hourly rate. We
have discontinued the Rehabilitative Treatment Services Program, which was loosing large amounts of
money. By eliminating this program, we have decreased expenses on most of our expense line items in our
budget. We have reduced the number of agency cellular telephones and reduced mileage expenses by
providing more of our services in Johnson County. We have arranged to relocate our administrative offices.
By moving, we will increase our space by nine hundred square feet. This increase will allow staff to have
individual workstations and they will be able to work more efficiently, increasing overall productively. We will
be providing additional telephones and computers as well. We have streamlined some of our clinical
paperwork based on recommendations from our site monitors. We have added a Team Leader support
position for our Supported Community Living program. This position assists with administrative work which is
performed in a more timely and efficient manner. We have additionally increased the frequency of Board of
Directors meetings to monthly.
D. How has your agency responded to United Way's recommendations from last year?
\tGillian~d\U Way\AGENAVAI02.doc
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AGENCY: LIFE Skills, Inc.
We have fully implemented the United Way's recommendations from last year. It was
recommended that the agency receive an audit from an outside accounting firm and that we conduct Board
of Directors meetings more frequently than quarterly. The agency is currently in the midst of an audit, which
is projected to be completed by the end of October. The LIFE Skills Board of Directors is currently on a
monthly meeting schedule.
8. In what ways will the needs of your service population change in the next five years?
The needs of individuals who have disabilities and children in need of assistance are
constantly changing. However, the most important change consistently involves funding, or lack of
funding, for service provision. Funding amounts and sources change yearly and LIFE Skills is committed
to remaining flexible to continue to be prepared to meet the need for requests for service provision.
LIFE Skills, Inc., has experienced an increase in referrals for services for individuals who have chronic
mental illness. The agency has worked to provide increased training and support to staff clinicians to
meet this changing service need.
9. In relation to the Johnson County Capacity Assessment, explain how your services are
meeting community needs.
LIFE Skills, Inc. programs assist in meeting identified community needs in several ways.
Although we do not provide housing, health care, substance abuse treatment, and employment training, we
do provide supportive services necessary to assist people with meeting some very important needs.
1. Housing and Shelter:
Our Supported Community Living Program assists individuals who have a variety of
disabilities in obtaining and maintaining safe and affordable housing. We help people with acquiring the
necessary resources to be able to afford to move and still live at the same time. We teach appropriate
housing skills and budgeting skills to decrease the chances of eviction and work with people to improve their
rental references.
2. Substance Abuse
LIFE Skills, Inc. provides services to individuals whom are currently abusing and using
substances. We provide assistance with the implementation of treatment programs and assist with
transportation and support for consumers in treatment. We help consumer's coordinate and schedule time to
attend after care and work to help to maintain employment and housing if in patient treatment is required.
3. Child Care
Our Home and Community Based Waiver Respite Program provides reliable childcare for
children and individuals who have disabilities. Respite services allow the primary care takers to take a much-
needed break when the stresses of caring for an individual who has a disability become overwhelming.
Additionally our agency staff frequently assists individuals with securing safe and reliable childcare for their
children. We assist with the coordination and access to resources which will help pay for childcare.
4. Employment and Economic Opportunity
LIFE Skills, Inc. works to provide full time employment opportunities, which pay a living
wage. Additionally, we work with our consumers to obtain and maintain employment. We assist with training
consumers to manage their lives so that they can get to work and maintain gainful employment.
5. Health Care
LIFE Skills, assists individuals with coordinating health and mental health providers. We
assist with the management of health benefits and accessing resources when needed. We assist our
consumers with accessing services and getting to appointments.
%\Gillian\d\U Way\AGENAVAI02,doC
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AGENCY: LIFE Skills, Inc.
6. Supportive Services for Seniors
LIFE Skills provides supportive services to seniors through our Supportive Aging Services
program and through the Elderly Home and Community Based Waiver program. We provide assistance in
meeting daily needs, home care, assistance with appointments, general transportation and many other
services.
10. Please discuss any other problems or factors relevant to your agency's programs, funding or
service delivery:
State and Federal cutbacks in funding are always a challenge. LIFE Skills is constantly faced with
changing funding source compliance requirements, such as the change to the managed care system.
Additionally, the agency is always struggling to fund staff training and the expansion of resources for
clinical use.
A major concern of LIFE Skills, Inc., has been the tremendous challenge of recruiting and retaining
professional staff. Due to capped service rates, we are faced with the difficulty of being able to pay staff
salaries at a decent level. We are always looking for areas to cut back in so that we may continue to
increase staff salaries.
11. List complaints about your services of which you are aware:
LIFE Skills does not currently have any complaints about its services. However, when a compliant arises it
is immediately addressed. The agency maintains several procedures to address any complaints, which
arise from staff, consumers, or others in the community. These procedures utilize a systemic solution
focused problem-solving model.
12. Do you have a waiting list or have you had to turn people away for lack of ability to serve
them? What measures do you feel can be taken to resolve this problem:
LIFE Skills, Inc., does not have a current waiting, nor has it ever had a waiting list.
How many people are currently on your waiting list? ~N/A
13. In what way(s) are your agency's services publicized?
LIFE Skills maintains listings in the white pages of the local phone directories, United Way brochures,
JCCOG Johnson County Services Directory, agency staff attend community functions such as Community
Organization Day and other types of business fairs, fiyers and brochures, news paper, press-release for
special events, speaking engagements, on-going contact with referral sources and participation on local
boards and committees.
14. United Way involvement by your agency: ("×" if agency participated within the last year)
a. Agency Directors Meetings X
b. Served as Agencies Directors' Representative to
Funding Hearings
c. Business Blitz X
d. Day of Caring
e. Kick Off X
f. Victory Reception X
g. Other
15. How have you collaborated with other agencies during the past year?
LIFE Skills staff collaborate with other agencies on a regular basis to assist consumers with
meeting their service needs. We work closely with the Department of Human Services, Vocational
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AGENCY: LIFE Skills, Inc.
Rehabilitation, Goodwill, Iowa City public Schools, Social Security Administration, IMPACT, Visiting Nurses,
HACAP, MECCA, and many others. We are listed as a participating agency for the Emergency Housing's
STAR grant. We strive to be a community partner, cooperating in the Johnson Co. service delivery system.
AGENCY HISTORY
(Using this page ONLY, please summarize the history of your agency, emphasizing Johnson County, past
and current activities and future plans. Please update annually.)
LIFE Skills, Inc., was rounded in 1989 by Executive Director, Gillian J.H. Fox.
LIFE Skills, Inc., strives to provide high quality in home and community based educational social services
to Johnson and surrounding counties. Services are designed to assist children, adults, and families in
need of assistance. LIFE Skills maintains a professional staff whose training and experience allows them
to assist in a wide variety of challenging situations. All interventions are based on individual assessments.
We determine current strengths and areas where additional skills or education are necessary to live in the
least restrictive environment and achieve the highest level of independent living possible for the individuals
served.
During the past 11 years, LIFE Skills has developed programs designed to meet the need for
individualized services to Johnson County residents. LIFE Skills continually modifies and reorganizes its
programs to meet the changing needs of the community and funding' sources.
Recently, LIFE Skills has continued to modify clinical programming to best meet consumer and funding
challenges. The Representative Payee program was discontinued in September 1998. The program was
a tremendous administrative burden and continued to run with an ever-growing deficit. The Supported
Aging Services Program continued to provide low cost services to individuals who need assistance with
home maintenance or homemaking to remain living independently in their homes. The Respite program
was expanded to provide a critical component of care for families that include a member who has mental
retardation, brain injury, who is ill or handicapped, elderly, or who has HIV/AIDS. The Rehabilitative
Treatment Services was discontinued due to income loss.
LIFE Skills additionally developed programming funded through grants or other contractual arrangements.
The Housing Support program and Tool Pool were developed to assist individuals with low incomes who
were at risk of eviction. This program was funded through CDBG funds. The Oakdale Social Skills
program was developed to provide educational services to general population inmates and patients of the
Oakdale Medical Classification Facility through a contract with the State Department of Corrections. This
contract was not renewed in FY 01 due to funding cutbacks. LIFE Skills has developed and implemented
a contract with the Magellan Behavioral Health Corporation to provide community support services to
eligible individuals. This contract will assist the County in that it provides an additional funding source for
services contracted through the Johnson County Department of Human Services.
LIFE Skills will continue to work to meet the community's need for quality service provision through
monitoring current programming and by making modifications when necessary. The agency staff,
together with the Board of Directors, plans to develop consumer and outcome based measures to assure
that quality is maintained and tracked within our organization in the upcoming year.
Agency staff serve on the Johnson County MH/DD Planning Council, The Iowa City Community and
Restorative Justice Task Force, The Mental Health Task Force, The MH/DD Continuous Quality
Improvement/Outcomes Committee, MH/DD Providers Council, The Y2K Planning Committee, Transition
Advisory Council (TCA), and the agency is listed as a community partner in the S.T.A.R. Grant.
\%Gillian\d\U Way\AGENAVAIO2.doc
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AGENCY: LIFE Skills, Inc.
FY00 GOALS
Please state FY00 goals and report status of progress/completion.
Goal:
LIFE Skills, Inc., will end the 2000 fiscal year with an increase in the agency's fund balance.
Objective 1:
To continue administrative restructuring to control administrative expenses with out hiring additional
administrative staff.
Tasks:
· Remove accounting function from Business Manager position description and sub-contract accounting
services.
· Eliminate the business manager position and utilize work-study or temporary staff.
Objective 2:
To increase the efficiency of clinical staff by providing additional support and resources.
Tasks:
· Purchase additional computers to assist staff with the production of clinical notes and reports.
· Increase billable hours by imposing higher face to face service delivery quotas.
Objective 3:
Meet referral requests with out imposing a waiting list for services.
Tasks:
· Maintain a clinical staff at levels, which allow for immediate response to service requests.
· Provide training and support to maintain high levels of staff retention.
Progress toward goals and objectives for the 2000 fiscal year
The goal of ending the 2000 fiscal year with an increase in the agency's fund balance was not achieved.
LIFE Skills, Inc. staff and Board of Directors continued the process of administrative and clinical restructuring.
The duties in the Business Manager's position description were expanded and the agency's accounting
duties were sub-contracted. Overall, the restructuring allowed for greater administrative efficiency.
Currently, the position of Business Manager has been eliminated. Our Administrative Assistant and
Accountant have been able to absorb most of the duties from the Business Manager position. We have
utilized work-study students from Kirkwood Community College. We have developed a Team Leader
position for the Supported Community Living program to assist with the increasing administrative demands of
utilizing managed health care funds. We have discontinued the Rehabilitative Treatment Services Program,
which was a financial burden and eliminated three full time staff positions with that program discontinuation.
All supervisors and the Executive Director have also assisted in covering telephones and filing as well as
providing billable face to face services.
The objective of increasing clinical efficiency through the provision of additional support was
achieved. The agency purchased four computers, which has greatly assisted clinical staff with case note and
report production. Staff have increased their efficiency as well as the timeliness of task completion, The
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AGENCY: LIFE Skills, Inc.
agency has increased the minimum of weekly face to face hour quotas for clinical staff. This measure has
resulted in an overall increase in the total monthly billable face to face hours for the agency as a whole.
LIFE Skills, Inc., has been extremely privileged to have the opportunity to hire and maintain a gifted
clinical staff. The agency is fortunate that all staff have high clinical ethics and maintain a strong
commitment to the agency. Staff retention continues to be high. The agency provides ongoing
training and support to all clinical staff.
AGENCY PROGRAM GOALS AND OBJECTIVES
FY 02
(List goals and objectives for the Fiscal Year for which you are requesting funding. Several pages are
provided, please add any additional pages you may need with your agency name as a header.)
Administrative Goals FY 02
Goal:
LIFE Skills, Inc., will end the 2002 fiscal year with an increase in the agency's fund balance.
Objective 1:
To continue administrative restructuring to control administrative expenses with out hiring additional
administrative staff.
Tasks;
· Continue to sub-contract accounting services.
· Utilize work-study or temporary staff.
Objective 2:
To increase the efficiency of clinical staff by providing additional support and resources.
Tasks:
· Purchase additional computers to assist staff with the production of clinical notes and reports.
· Increase billable hours by imposing higher face to face service delivery quotas.
· Relocate administrative offices to provide additional work space, computers, and telephones.
Objective 3:
Meet referral requests with out imposing a waiting list for services.
TaSks:
· Maintain a clinical staff at levels, which allow for immediate response to service requests.
· Provide training and support to maintain high levels of staff retention.
AGENCY PROGRAM GOALS AND OBJECTIVES
(Several pages are provided, please add any additional pages you may need with your agency name as a
header.)
\\Gillian\d\U Way\AGENAVAI02.dOc
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-382-
AGENCY: LIFE Skills, Inc.
Supported Community Living (SCL)
GOAL: To provide services that assist consumers in achieving or maintaining the
highest level of independent functioning in the least restrictive
environment.
OBJECTIVE: To provide at least 7,934 units of SCL drop-in counseling during
fiscal year 2002.
Activities: , Provide services through LIFE Skills staff or through coordination with other
community resources or services.
Ensure that services are consumer-individualized, needs and abilities
focused, and according to the goals established in the treatment plan.
· Assist consumers in meeting their basic needs.
· Assist consumers in the maintenance of safe and appropriate housing and
living arrangements.
· Provide crisis intervention and assistance
· Assist consumers with social and vocational tasks.
· Provide service coordination.
· Provide protection and advocacy.
· Assist with the development and coordination of natural support systems.
Home and Community Based Services (HCBS) Supported Community Living (SCL)
GOAL: To provide in-home and community based services to children and adults
in order to assist and provide instruction with daily living needs.
OBJECTIVE: To provide at least 2,910 units of SCL services to children and adults in fiscal year 2002.
Activities: · Provide services through LIFE Skills staff or through coordination with other
community resources or services.
· Ensure that services are consumer-individualized, needs and abilities
focused, and according to the goals established in the individual
comprehensive plan.
· Provide academic services.
· Provide advocacy services.
· Provide community skills training services.
· Provide personal and environmental support services.
· Provide treatment services.
HCBS and non-HCBS Respite Services
GOAL: To prevent institutionalization of individuals who have mental
retardation or developmental disabilities.
OBJECTIVE: To provide at least 3,676 units of respite to families during fiscal
year 2002.
Activities:
· Provide short-term relief in the absence of the family guardian.
· Provide respite for consumers who are living at home with their families or guardians.
\\Gillian\d~U Way\AGENAVAI02.doc
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AGENCY: LIFE Skills, Inc.
· Provide respite in the family's home, provider's home, or a community setting.
· Monitor program compliance and providers.
jccoghs~agenavai .doc
\\Gillian\d\U Way\AGENAVAI02.dOC
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-384-
HUMAN SERVICE AGENCY REQUEST FOR FUNDING Director: Arthur J. Schut
City of Coralviile Agency Name: MId-Eastem Council on Chemical Abuse
Johnson County City of Iowa City Address: 430 Southgate, Iowa City IA 52240
United Way of Johnson County Phone: 31913514357
Completed by: Ron Berg/Steve Na~
:HECK YOUR AGENCY'S BUDGET YEAR Approved by Board Chair: ~z~- %~'~,
1/1/01 -.-12/31/01 on October 6, 2000
4/1/01 - 03/31/02 10/1/01 - 9/30/02 (date)
7/1/01 - 06/30/02 X
;OVER PAGE
Program Summary: (Please number programs to correspond to Income & Expense Detail, i.e. Program 1, 2, 3, etc.)
Outpatient Treatment Services:
) less structured regimen of treatment invdlvement for the substance abuser intended as a continuation of the residential treatment
,xperience, or when appropriate, as the primary treatment expereince. 2) Intake and Assessment - evaluation of the need for and
~ppropdate level of treatment required to address substance abuse issues. 3) Adolescent services - services provided to youth aged
3 -18 and include evaluation, family counseling and education classes, individual and group counseling. 4) information and Referral:
,rovision of information, crisis intervention, and resource coordination to substance abusers, their families, significant others, and
:oncemeal others.
Residential Treatment Services:
) intensive 2-3 week .inpatient treatment experience. 2) Half~vay program: A transitional care program for residential clients designed
~ offer additional support beyond the residential treatment experience. 3) Social Detoxification/Crisis Stabilization: Social Detoxification
a supervised program of managing the detoxification of an individual from drugs and/or alcohol using social support rather than
sychoactive drugs. Crisis Stabilization is a safe environment for clients of the Community Mental Health Center and Hillcrest Family
ervices in lieu of hospitalization.
I. EAP/Prevention Services:
) Prevention services include a wide range of programs intended to prevent instances of substance abuse, for expample.student
~ssistance training. Progains developed by the prevention staff have impacted: the general community; public policy; schools;
~dult children of alcoholics; women; parents; and adolescents. 2) Employee Assistance Programs, an early intervention and referral
,ervice is offered to employers on a contract basis.
L OWI/IMCC Program:
'he OWl program is housed as the Hope House facility and staffed by MECCA personnel. The treatment program is provided to
lersons convicted of multiple offense drunk driving who are sentenced to the program in lieu of prison. IMCC program is a Department
if Corrections funded assessment program intended to determine the appropriate levels and type of substance abuse treatment
~ecessary for inmates entering the Iowa prison system.
i. ISAPDA Training Grant:
'his is a grant to the Iowa Substance Abuse Program Directors Association and contracted to MECCA. The purpose of the grant is
3 provide professional training opportunities to substance abuse counselors across the state.
.ocal Funding Summary: 04/1/99 - 04/1/00- 04/01/01 - % of Total
03131/00 03131/01 03/31/02 Budget
Jnited Way of Johnson County -
)oes not include Designated Gvg, $28,000 $38,600 $77,200 2.1%
FY00 FY01 FY02
3ity of iowa City $26,800 $29,962 $30,850 0.8%
Iohnson County $281,317 $296,277 $309,000 8.4%
3ity of Coratville $1,500 $1,500 $3,000 O. 1%
AGENCY Mid-Eastern Council on Chemical Abuse
STATEMENT OF ACTIVITIES SUMMARY
(ACCRUAL BASIS) ACTUAL THIS YEAR BUDGETED
LAST YEAR PROdECTED NEXT YEAR
7-1-99 thru 7-1-00 thru 7-1-01 thru
6-30-00 6-30-01 6-30-02
1. TOTAL SUPPORT AND REVENUE 3,425,757 3,511,173 3,677,529
2 TOTAL EXPENSES (a + b) 3,372,870 3,548,494 3,660,628
a Non-Directed 393,614 420,201 433,480
b Program Total (List below) 2,979,256 3,128,293 3,227,148
1 Outpatient 945,052 992,328 1,023,686
2 Residential 1,174,006 1,232,735 1,271,690
3 EAP/Prevention 467,768 491,168 506,689
40WI/IMCC 266,255 279,574 288,409
5 Training 126,175 132,487 136,674
6
7
8
3 CHANGE IN NET ASSETS (1- 2) i 52,887 I (37,321) 16,901 I
4 NET ASSETS, BEGINNING OF YEAR 351,315 404,202 366,881
5 NET ASSETS, ENDING BALANCE (3+4) 404,202 366,881 383,782
6 RESTRICTED FUND BALANCE 0 0 0
7 INKIND SUPPORT 0 0 0
Notes and Comments:
MECCA has received a capital grant of $325,000 from CDBG to construct transitional housing
which will be used in FY 2001. Since the grant is for the purpose of acquiring capital assets
it does not appear in the income statements in this request for funding.
Briefly describe how local funds were spent last year:
Local funds were spent on substance abuse information and referral, education, treatment
and prevention services.
-386-
AGENCY Mid-Eastern Council on Chemical Abuse
INCOME DETAIL
ACTUAL THIS YEAR BUDGETED NON- Outpatient Residential
LAST YEAR PROJECTED NEXT YEAR DIRECTED 1 2
FUNDING
1 Local Funding Sources 444,310 t 435,189 502,207 42,175 63,640 200,850
a Johnson County 289,757 296,277 309,000 30,590 31,566 148,329
b City of Iowa City 27,872 29,962 30,850 2,468 8,659 14,685
c United Way 32,606 48,250 79,130 5,00'8 16,483 37,084
d City of Coralville 1,500 1,500 3,000 189 626 752
e Iowa County 25,000 25,000 28,000 3,920 5,488 0
f Cedar County 1,200 1,200 1,227 0 818 0
g Iowa City Schools 24,000 24,000 24,000 0 0 0
h Washington School District 24,375 9,000 12,000 0 0 0
i Cleer Creek-Amana School District 18,000 0 15,000 0 0 0
2 Grants - State, Federal, Foundations ~ 2,152,558 2,215,090 2,295,058 I 250,817 823,120 579,508
a IDPH- Prevention Contracts 161,342 165,746 169 475 0 0 0
b ISAPDA- Training Contracts 410,601 158,950 158 400 0 0 0
c Iowa Medical Classification Center 210,000 210,000 214 725 0 0 0
d UI Student Health Contract 42,272 42,272 43 223 6,483 36,740 0
e U I Rural Drug Abuse Project 25,274 98,427 132 000 19,796 112,204 0
f County Match - IDPH 18,333 18,333 18 333 2,750 3,481 0
g Corrections - OWl 83,448 100,000 102 250 15,338 0 0
h Juvenile Crime Prevention Grant 22,872 0 0 0 0 0
i State Managed Care Contract 1,080,309 1,288,374 1,317,362 160,850 577,005 579,508
j PRC Contract 17,905 0 0 0 0 0
k Four Oaks Contract 8,750 4,000 4,090 0 4,090 0
I SEIDA Management Contract 46, 137 42,588 45,600 45,600 0 0
m EHP Star Management Contract 25,315 86,400 89,600 0 89,600 0
3 Net Sales of Services (sources) I 814,288 I 845,300 864,319 I 99,289 163,117 446,800
a Client Fees 663,653 693,600 709,206 99,289 163,117 446,800
b EAP & Prevention Contracts 136,015 136,900 139,980 0 0 0
c Drug Testing Fees 14,620 14,800 15,133 0 0 0
4 Net Sales of Materials (sources) I 240 250 256 I 0 0 256
a Literature Sales 240 250 256 I 0 0 256
5 Contributions/Donations 4,269 4,657 4,761 I 0 0 4,761
a United Way Designated Giving 1,682 1,835 1,876 1 0 1,876
b Other Contributions 2,587 2,822 2,885 0 0 2,885
6 Special Events - List Below 0 0 0 0 0 0
a 0 0 0 0 0 0
7 Interest Income 4,209 4,390 4,489 4,489 0 0
8 Other- List below including miscellaneous 5,883 6,297 6,439 0 0 6,439
a Miscellaneous 2,934 3,198 3,270 0 0 3,270
b Vending 2,949 3,099 3,169 0 0 3,169
c 0 0 0 0
TOTAL INCOME (Show also on page 2, line 1 b) 3,425,757 3,511,173 I 3,677,529 396,770 I 1,049,877 1,238,614
Notes and Comments:
3 -387-
AGENCY Mid-Eastem Council on Chemical Abuse
INCOME DETAIL
(continued) EAP/Prev. OWI/IMCC Training PROGRAM' PROGRAM . PROGRAM
3 4 5 6 7 8
1 Local Funding Sources 195,543 0 0 I
a Johnson County 98,515 0 0
b City of Iowa City 5,038 0 0
c United Way 20,555 0 0
d City of Coralville 1,434 0 0
e Iowa County 18,592 0 0
f Cedar County 409 0 0
g Iowa City Schools 24,000 0 0
h Washington School District 12,000 0 0
i Cleer Creek-Amana School District 15,000 0 0
2 Grants - State, Federal, Foundations 181,577 301,637 158,400
a I DPH- Prevention Contracts 169,475 0 0
b ISAPDA- Training Contracts 0 0 158,400
c IMCC (la Med CI Ctr) 0 214,725 0
d UI Student Health Contract 0 0 0
e UI Rural Drug Abuse Project 0 0 0
f County Match - IDPH 12,102 0 0
g Corrections - OWl 0 86,912 0
h Juvenile Crime Prevention Grant 0 0 0
i State Managed Care Contract' 0 0 0
j ECI SAFE 0 0 0
k Four Oaks Contract 0 0 0
I SEIDA 'Management Contract 0 0 0
m EHP Star Management Contract 0 0 0
3 Net Sales of se ices (sources)455,113I0I0
a Client Fees 0 0 0
b EAP &Prevention Contracts 139,980 0 0
c Drug Testing Fees 15,133 0 0
4 Net Sales of Materials (sources) 0 0 I 0
a Literature Sales
5 Contdbutions/Donations 0 0 0
a United Way Designated Giving 0 0 I 0
b Other Contributions 0 0 0
6 Special Events - List Below 0 0 0
a Iowa City Road Races 0
7 Interest Income 0 0 0
8 Other- List below including miscellaneous 0 0 0
a Miscellaneous 0 0 0
b Vending 0 0 0
c City of IC - CDBG 0 0 0
TOTAL INCOME (Show also 0_n page 2, line 1 b) 532,233 I 301,637 158,400
Notes and Comments:
-388- 3a
AGENCY Mid-Eastem Council on Chemical Abuse
PROGRAM EXPENDITURE DETAIL
ACTUAL THIS YEAR BUDGETED NON-DIRECTED Outpatient Residential
LAST YEAR PROJECTED NEXT YEAR FUNDING I 2
1 Salaries 1,894,447 2,333,839 2,380,514 322,915 608,393 778,847
2 Employee Benefits &Taxes 386,310 432,544 509,240 69,077 130,148 166,612
3 Staff Development 9,615 7, 195 7,284 1,144 1,464 2,587
4 Professional Consultation 2,840 4,007 4,056 0 850 3,206
5 Publications &Subscriptions 4,020 4,385 4,439 675 892 1,608
6 Dues &Memberships 6,155 6,577 6,821 962 1,166 2,874
7 Mortgage, Rent &Property Tax 88,004 87,958 86,400 2,929 41,024 42,447
8 Building and Maintenance 47,275 43,406 41,030 2,913 14,071 17,286
9 Equipment Purchase/Rental Maint 59,666 52,741 53,391 1,121 28,724 22,493
10 Utilities 34,994 36,282 35,210 2,852 9,577 14,834
11 Telephone 44,438 37,305 38,210 2,713 10,393 16,097
12 Office Supplies and Postage 95,793 47,200 47,781 2,962 12,996 20,130
13 Printing and Publicity 16,926 16,967 17,176 4,672 7,236
14 Local Transportation 56,886 41,098 41,604 4,701 12,847 3,961
15 Insurance 29,353 30,020 30,390 3,130 8,236 12,156
16 Audit 10,000 10,000 10,000 1,130 2,310 3,400
17 Interest 6,918 7,031 6,800 598 1,700 3,332
18 Other (Specify):
Program Supplies 342,896 152,856 154,739 774 84,022 57,718
19 Vehicle Lease Expense 5,698 5,355 5,688 1,325 1,593 2,770
20 Miscellaneous 6,249 5,397 5,821 0 0 0
21 Service Contracts 93,199 47,203 31,284 1,852 8,481 16,436
22 Assets Expensed 131,188 139,128 142,750 9,707 40,127 75,660
TOTAL EXPENSES I
(Show also on Page 2, line 2, 2a, 2b) 3,372,870 3,548,494 3,660,628 433,480 1,023,686 1,271,690
Notes and Comments:
-389-
AGENCY Mid-Eastern Council on Chemical Abuse
PROGRAM EXPENDITURE DETAIL
(continued) PROGRAM PROGRAM PROGRAM PROGRAM PROGRAM PROGRAM
EAP/Prev. OWI/IMCC Training 6 7 8
1 Salaries 333,674 228,648 108,037
2 Employee Benefits & Taxes 71,380 48,912 23,111
3 Staff Development 1,554 535 0
4 Professional Consultation 0 0 0
5 Publications &Subscriptions 1,264 0 0
6 Dues & Memberships 1,819 0 0
7 Mortgage, Rent, and Property Tax 0 0 0
8 Building and Maintenance 5,870 0 890
9 Equipment Purchase/Rental Maint 1,053 0 0
10 Utilities 7,947 0 0
11 Telephone 9,007 0 0
12 Office Supplies and Postage 11,693 0 0
13 Printing and Publicity 5,268 0 0
14 Local Transportation 12,405 3,054 4,636
15 Insurance 4,637 2,231 0
16 Audit 2,446 714 0
17 Interest 959 211 0
18 Other (Specify):
Program Supplies 10,213 2,012 0
19 Vehicle Lease Expense 0 0 0
20 Miscellaneous 5,821 0 0
21 Service Contracts 4,136 379 0
22 Assets Expensed 15,543 1,713 0
(Show also on Page 2, line 2, 2a, 2b) 506,689 288,409 136,674
Notes and Comments:
4a
-390-
AGENCY Mid-Eastern Council on Chemical Abuse
ACTUAL THISYEAR BUDGETED
LASTYEAR PROJECTED NEXTYEAR
RESTRICTED FUNDS
Restricted by: Restricted for:
Total Restricted Funds (also shown on page 2, line 4) 0 0 0
MATCHING GRANTS
Granto~Matched by: FY2000 FY2001 FY2002
Juvenile Crime Prevention Grant/United Way 22,872/12,000
/Johnson County /4,000
/Coralville / 450
IDPH, State Reimbursement to Counties
for Substance Abuse Costs/Johnson County 40,000/10,000 40,000/10,000 40,000/10,000
IDPH, State Reimbursement to Counties
for Substance Abuse Costs/Iowa County 25,000/8,333 25,000/8,333 25,000/8,333
Total Matching Grants (also shown on page 3, line 2) 87,872/34,783 65,000/18,333 65,000/18,333
IN-KIND SUPPORT DETAIL
ServicesNolunteers
Material Goods
Space, Utilities, etc.
Other: (Please specify)
TOTAL IN-KIND SUPPORT (Shown also on page 2, line 5) 0 0 0
Notes and Comments:
-391-
AGENCY Mid-Eastem Council on Chemical Abuse
SALARIED POSITIONS
ACTUAL THIS YEAR BUDGETED %
LAST PROJECT- NEXT CHANGE
Position X all that apply FTE* YEAR ED YEAR
Paid Health Retire % Last This Next
Lve Ins Plan BenerrLs Year Year Year
Executive Director X X 15.9 1.00 1.00 1.00 60,698 64,149 65,432 . 2.00
Associate Director X X X 15.9 1.00 1.00 1.00 46,749 51,700 52,734 2.00
Clinical Director X X X 16.6 1.00 1.00 1.00 43,155 47,586 48,538 2.00
Medical Director** 13.6 0.25 0.00 0.00 18,056 0 0 0.00
Physician/PA X 7.7 0.25 0.00 0.00 16,725 18,720 19,094 2.00
Fiscal Officer X X 9.1 1.00 1.00 1.00 42,867 47,520 48 470 2.00
Accounting Clerks X X X 16.8 4.00 3.50 3.50 101,672 79,963 81 562 2.00
Secretaries X X X 14.6 5.65 5.65 5.65 108, 175 122,070 124 511 2.00
Nurse Manager X X X 11.7 1.00 1.00 1.00 33,375 39,200 39 984 2.00
Prevention Supervisor X X X 17.9 1.00 1.00 1.00 35,979 38,319 39 085 2.00
EAP Staff X X X 13.2 2.50 2.50 2.50 62,828 74,996 76 496 2.00
Registered Nurses X X X 11.1 5.80 5.80 5.80 160,885 190,653 194 466 2.00
Techs/LPN/Misc PT 11.2 8.50 8.50 9.50 185,104 214,685 218 979 2.00
Cook X X X 12.4 1.00 1.00 1.00 20,191 23,620 24 092 2.00
Counselors X X X 17.0 22.90 22.90 22.90 712,451 1,023,666 1,044 139 2.00
Prevention Specialists X X X 16.9 4.00 4.00 4.00 89,370 110,952 113,171 2.00
Training Coordinator X X X 18.2 1.00 1.00 1.00 45,270 48,165 49,128 2.00
Training Clerks X X X 13.7 1.75 2.15 2.15 40,316 58,735 59,910 2.00
Community Relations Mgr. X X X 11.0 1.00 1.00 1.00 37,171 41,140 41,963 2.00
Information Technology Spec. X X X 11.0 1.00 1.00 1.00 33,410 38,000 38,760 2.00
TOTALS 65.60 65.00 66.00 1,894,447 2,333,839 2,380,514 2.00
* Full-time equivalent: 1.0 = full-time; 0.5 = half-time; etc.
**Beginning in FY2000 MECCA began purchasing Medical Director services on a contract basis from UIHC.
-392-
AGENCY: Mid-Eastem Coundl on Chemical Abuse ('MECCA)
ACCOUNTABILITY QUESTIONNAIRE
A. Agency's Mission Statement or Primary Purpose:
MECCA is organized to provide comprehensive services related to chemical abuse and dependency,
to prevent substance abuse, to promote the early detection and interruption of substance abuse
careers and to reintegrate the problem substance abuser into the productive life of the community
B. Board of Directors:
1, Please attach a list of your agency's Board of Directors (page 7A)
2. Frequency of meetings: Monthly
3. Bdefiy describe beard orientation and ongoing training opportunities: Board members are
nominated to serve on the Board of Directors by the Personnel Committee of the Board.
Members are nominated to serve on the board based on personal attributes of the prospective
nominee and the current board membership, Our goal is to maintain board membership that is
representative of the communities we serve in terms of race, gender, professional background,
and needs of MECCA. Beyond the nomination process, newly elected board members
participate in an orientation to MECCA services through meetings with the Executive Director
and other staff members based on the personal interest of the board members. As part of their
membership on the board, members receive ongoing orientation and updates regarding pertinent
substance policy issues and the impact on our communities and MECCA.
C. Finances:
1. Are there fees for any of your services? Yes X No
a. If YES, describe circumstances. All treatment services are provided on a sliding fee scale basis.
Anyone earning less than 300% of federal poverty level will receive financial assistance from state
and federal funding.
b, Are they fiat fees or sliding fees X ?
2. Does your agency have:
an internal audit external audit X financial review
Frequency external audit is done annualIv
3. Has your agency filed the Annual Report with the Secretary of State?
Yes X No
4. Has your agency filed Form 990 with the IRS? Yes X No
5. Please discuss your agency's fundraising efforts, if applicable.
Our fund raising efforts have been limited to direct solicitation of current board
members, and a mail solicitation with our annual report.
D. Management:
1. Does each staff member have a written job description? Yes X No
2. Is the agency Director's performance evaluated at least yeady?
Yes X No By Whom? Board of Directors Personnel Committee
G:%RFPUoint funding applk=atjon-Johnson Count~affstdve questionaim of Joint Funding Applicatioin Sept O0,doc
-7- -393-
2000 MECCA Board of Directors
Tom Kriz, President [2001] Karen Molme [2001]
Jolmson County Admimstration Building 605 W. Pine
Iowa City, Iowa 52240 Marengo, lowa 52301
Represents: Community Represems: Iowa County School Teacher
339-614g (O) 337-0495 (Fax) 642-5422 (O)
kriz@avalon. net ~moline@mai lexcite. corn
Stephart Aretit, Ph.D. [2003]
Research Seientist/Adj. Assoc. Professor Pie Gerard[2000]
327 Lee Street Iowa County Board of Supervisors
Iowa City, Iowa 52246 P.O. Box 126
Represents: University Marengo, Iowa 52301
353-4852 (w) 353-3003 (Fax) Represents: Iowa Count},
stephan-amdt.~.,uiowa.edu 642-3041 (O)
W.H. (Joe)Knight [2002], Treasurer Polly S. Pagliai [2001], Secretary
Professor of Law 2993 Wapsi Ave NE
11 l Jessup Hall; U of I Iowa City, Iowa 52240
Iowa City, Iowa 52242 Represents: Community
Represents: Umversity 643-72 12 (H) 643-7340 (Fax)
335-9057
w-knight(t, uiowa. edu aptjpagsl, aol. com
Sally Stutsman [2003]
JeffEdberg, Secretary [2001] Johnson County Board of Supervisors
44 Sturgis Comer Drive 913 S. Dubuque
Iowa City, Iowa 52246 iowa City, Iowa 52240
Represents: Business/Real Estate Represents: Johnson Count3,
gg7-7210 (w) 351-0124 (Fax) 356-6000 (O)
j eff.~.,icrealestate. corn s stutsma@netins. net
Jean Bartley, [2002] Denms Weihs[2003]
150 East Court St; Suite 200 Cedar County Board of Supervisors
P.O. Box 106 Tipton, Iowa 52772
Iowa City', Iowa 52244 Represents: Cedar County
Represents: Legal 886-3168 (O)
338-9236 (O) 338-9238 (F)
Ken Caes [2003] Chief R. j. Winkeihake [2002]
Iowa City Police Department
2206 170th Street 410 E. Washington
Mengo, Iowa 52301 Iowa City', Iowa 52240
Represents: Represents: Law Enforcement
368-7238 (O) 356-5271 (O) 356-5449 (Fax)
368-7541 (F) ~i, )Mnkel@iowa~¢ity. org
Raymond Lasek [2003]
Washington County' Board of Supervisors Valarie Lovaglia
Wastm~gton County Courthouse; PO Box 889 938 Miller Avenue
Represents: Washington Count3, Iowa City, Iowa 52246
Washington, Iowa 354-1471 (H)
653-7711 (O) vlova~tia(ihome corn
w. Fred Mims [2002]
Assoc. Athletic Director
301 Carver Hawkeye Arena
Afl~etic Student Services
iowa City, Iowa 52242-1020
Represents: University
335-9598 (O) 335-9611 (Fax)
fi:ed~mims(~uiowa. ed'u
-394- 7-a
AGENCY: Mid-Eastem Council on Chemical Abuse ('MECCA)
E. Program/Services:
Please define your agency's units of service (service definition, length of time, cost per unit of service,
number of units provided, direct or indirect.)
# units
Individual Counseling: 4,757 one hour of face to face contact
Group Counseling: 16,934 one unit = one hour per client, of face to face group time
Residential Services: 13,729 one unit = one day of residence in the facility
Prevention Services: 3,616 one unit = one hour of face to face activities
Total 39,036
Please supply information about clients served by your agency during last two complete budget years.
Refer to form instructions for definition of duplicated and undupticated.
Enter Years 1999 2000
1. How many Johnson County residents (including la. Duplicated 12733 9433
Iowa City and Coralville) did your agency serve? Count
lb. Unduplicated 8851 5022
Count
2. How many Iowa City residents did your agency 2a. Duplicated 8100 6216
serve? Count
2b. Unduplicated 5600 3065
Count
3. How many Coralville residents did your agency 3a. Duplicated 1503 993
serve? Count
3b. Unduplicated 1027 391
Count
4. How many units of service did your agency provide? 4a. Total 37521 39036
4b. To Johnson 23299 22330
County Residents
5. Other Areas Served:
Do you provide services to areas outside of Johnson County?
Area(s) served: Cedar, Iowa, Johnson, and Washington counties are the primary catchment area
of MECCA. However, residential services are provided to clients from across the state per
requirements of our treatment contract with the Iowa Department of Public Health. MECCA has
also entered into a management agreement with Southern Iowa Economic Development Association to
manage their outpatient substance abuse treatment and prevention services for ten counties in
Southern Iowa.
Services provided: Residential treatment services including halfway house services. Detoxification
services and Court Ordered Substance Abuse Committal evaluations are performed for residents
of other counties on a contract basis.
Funding Sources: Federal and State block grant funds, Medicaid, private insurance, contracts,
county funds, client fees, donations
G:~RF"PUOint funding appl~catJon-Johnson Count~ANarrafuve questionaim of ~k~mt Funding Applicat~oin Sept 00,doc
-R- -395-
AGENCY: Mid-Eastem Council on Chemical Abuse (MECCA)
6. Client Profile (for last complete year, if available):
These numbers relate only to clients admitted for treatment services
Age Gender Ethnicity
0 - 5 00.0% Female 28% African American 9.60%
6 - 17 13.4% Male 72% Native American 1.20%
18 - 29 57.6% Asian 0.90%
30 - 61 28.5% Hispanic 4.40%
62 - 75 00.5% Caucasian/Non-Hispanic 83.9%
75 + 00.0% Multi-racial 00.0%
7. Evaluation and Review:
A. Please discuss how your agency measures the success of its programs.
The Iowa Department of Public Health (IDPH) contracts with the Iowa Substance Abuse
Research Consortium at Oakdate to conduct follow up interviews with treatment clients six
months following discharge. A random sample of clients are selected each month from across
the state who are then contacted by phone for a brief interview to determine their current life
situation. We are also the site of two federally funded research grants.
Our prevention staff has contractual requirements to conduct outcome studies of their
programming and to use curricula that are based on outcome studies.
B. Does your agency have a current strategic plan and date last reviewed?
MECCA participated in a strategic planning process with Dr. Sam Levy of the University of Iowa
Hospital Administration Program in 1997. The result of that process was a comprehensive review of
our agency structure, our relation to the local, state, and national public sector, and our relationship
with the clients we serve. As a result of that process, MECCA has been involved in a variety of
collaborative projects providing substance abuse services in settings new to our agency. The plan
has been referenced in many beard meetings, but has not had a formal and thorough review since its
adoption.
C. What plans does your agency have to increase efficiency and effectiveness?
We continue to implement additional modules of our Management Information System that will
allow us to integrate client billing, scheduling, clinical file management, and state data reporting
into one system. Our entire agency is now linked via internet connection providing improved
communication with our various remote sites through e-mail.
Clinically, we conduct weekly clinical seminars with counselors to improve counseling skills, and
we use the Center for Substance Abuse Treatment TIPS manuals in designing treatment
programs.
D. How has your agency responded to United Way~s recommendations from last year?
' Have begun to address low salaries and staff retention issues,
~",r~;~lnint funding application-Johnson Cc~rtty~a~ questionaire or Joint Funding Appiica~ojn Sept 00, doc
-396- -fi-
AGENCY: Mid-Eastem Coundl on Chemical Abuse ('MECCA)
8. In what ways will the needs of your service population change in the next five years.'?
The persistence of Methamphetamine (Meth) has been troubling and surprising. We continue to be
impacted in many ways by this drug, as have many other agencies providing services to families and
children. We continue to believe that the use of Math will diminish and be replaced by another
primary drug of concern. Heroin will increase in popularity, and through it all alcohol will remain the
number one drug of abuse across the nation. Tobacco use among teens will continue to be a
concern as well as underage drinking. The acuity of client health needs will continue to escalate,
however, resources available to address the increased level of acuity will not keep pace with the
need. Integration of mental health and substance abuse treatment will continue to evolve and
treatment services for clients involved with the criminal justice system will also move toward greater
integration.
9. In relation to the Johnson County Capacity Assessment, explain how your services are meeting
community needs.
The Capacity Assessment of Johnson County identified Substance Abuse as one of six most serious
health and human service issues in Johnson County. Substance abuse ranks highly due in large part to
its impact on a variety of systems; legal, health, education, child welfare, economic development, and so
on. The nature of substance abuse, and the ripple effect it has on our community, tends to place
substance abuse at the root of many of our challenges. Recognizing this fact, MECCA has long pursued
partners in our efforts to address substance abuse treatment and prevention. Below is a list of
cooperative ventures MECCA is involved with. Explanations of each of these endeavors would be too
lengthy for inclusion in this format, but may be expanded upon during MECCA's presentation to the joint
budget hearing.
IMCC substance abuse evaluations
Hope House OWl treatment program
On site counselors/prevention staff located in Iowa City schools
On site counselor/prevention staff located in Washington Schools
Research grant with Social Work Professor
Addictions Technology Transfer Center
Subcontract prevention dollars to UAY
On site counselor at University of Iowa Health Services
Partner in Juvenile Crime Prevention Program
Manage substance abuse treatment and prevention programs in Ottumwa
Manage STAR grant with EHP
Opened Synchrony Substance Abuse in Coralville
Employee Assistance Programs
Actively participate in Empowerment Area Board
Actively partialpate in Johnson County Decategorization Committee
Work closely with Johnson County Coalition Tobacco Free Youth
Requested and received Medicaid funding to provide services to clients with co-occurring Mental Health
and Substance Abuse problems in collaboration with UIHC and Mental Health Center
Coordinated services for women and their children
Received CDBG funding to construct 12 plex apartment building for transition housing for women and
their children
Manage State of Iowa contract for Training services to substance abuse professionals across the state
Choices Program for Juvenile Court officers in Iowa County, expanding to Johnson County
10. Please discuss any other problems or factors relevant to your agency's programs, funding or service delivery:
Client health, employee recruitment and retention, continue to be concerns for our staff. We have
seen the number clients committed to our residential treatment program increase from an
G:~RFPUoinHunding application-Johnson County~iarratjve quesfionaire of Joint Fundrng Applicatk~n Sept 00.doc
-in- -397-
AGENCY: Mid-Eastem Coundl on Chemical Abuse (MECCA)
occasional occurrence five years ago to a residential client population that is dominated by court
ordered and committed clients, The problems these clients are addressing is increasing in severity
and complexities, involving health, legal, and child welfare agencies on routine basis. Our staff is
continually challenged to respond to the needs of the clients and simultaneously meet the request
of the other agencies involved in the client's treatment. In addition, our staff are pursuing
alternative funding sources through insurance and managed care companies, other county funding
for detoxification, and Medicaid funding.
Our next major problem continues to be employee recruitment and retention. Our turnover rate is
nearly 30%. The education and experience of applicants is shows less formal education and
experience, and we are unable to pay wages that are competitive with DHS or Department of
Corrections. Our relative wages have improved over the past year as we received the first funding
increase since 1992 from the Department of Public Health, but we continue to struggle with lower
salaries than other competing employers.
11. List complaints about your services of which you are aware:
The type of complaints has remained somewhat consistent, in that people are concemed about the
treatment recommendation or the manner in which we addressed a particular situation. We have
noticed an increase in the number of complaints related to delays in responding to requests for
information or making treatment recommendations known to referral sources. We believe these are
directly related to the volume of our business. On average, we are addressing two complaints per
month.
12. Do you have a waiting list or have you had to turn people away for lack of ability to serve them? What
measures do you feel can be taken to resolve this problem:
MECCA does not have a formal "waiting list", instead we schedule people to enter treatment
services at some future date. Clients calling during early October waited 11 days for an intake
appointment; 7 days to begin Intensive Outpatient Programming and 9 days to begin our Extended
Outpatient Program. The first available residential bed was 11/25/00.
How many people am currently on your waiting list? See above
13. In what way(s) are your agency's services publicized?
We rely mainly on yellow page advertising and notifying potential referral sources of our services.
The prevention unit maintains an awareness of MECCA services among the individuals with whom
they are involved, primarily the schools and other community organizations. We distribute posters,
~yers, and other public awareness materials.
14. United Way involvement by your agency: ("X" if agency participated within the last year)
a. Agency Directors Meetings X
b. Served as Agencies Directors' Representative to
Funding Hearings
c. Business Blitz
d. Day of Caring
e. KickOff X
f. Victory Reception
g, Other Health Insurance for A~encies of United Wav
G:~RFpLIr~inf funding application-Johnson CounhANarratwe questionaim of Joim Funding Applicaboin Sept 00,doc
-398- -'~ 1-
AGENCY: Mid-Eastem Coundl on Chemical Abuse ('MECCA)
15. How have you collaborated with other agencies during the past year?,
MECCA has collaborated in many ways with agencies across Johnson County and the state. MECCA
staff members serve on a variety of local boards and committees and we actively seek joint projects with
other agencies. During the past year our staff have been involved with Johnson and Washington County
Decategorization Committees, Johnson County Area Empowerment Board, the study committee for the
Johnson County Jail, assisted in the management of the STAR grant with EHP, we submitted a joint
request to Center for Substance Abuse Prevention with UAY, we are involved with the Iowa City and
Washington schools, and in the past two years were involved with the Clear Creek Amana schools,
Juvenile Crime Prevention Grant, Johnson County Department of Public Health and the Johnson County
Coalition for Tobacco Free Youth, Stepping Up Project,
,i~. -399-
AGENCY: Mid-Eastem Coundl on Chemical Abuse (MECCA)
AGENCY HISTORY
(Using this page ONLY, please summarize the history of your agency, emphasizing Johnson County, past
and current activities and future plans. Please update annually.)
The parent group of the Mid-Eastern Council on Chemical Abuse (MECCA) was founded in 1964 by a
group of concerned Johnson County residents and named the Johnson County Citizens Committee on
Alcoholism. The primary purpose of the Committee was to serve as a community resource to alcohol
abusers, their families, employers, schools, jails, court system, and other community agencies who came
in contact with alcoholics. Today MECCA is a private not-for-profit corporation providing comprehensive
substance abuse treatment and prevention services to a four county area in Iowa. In 1986 construction
was completed on a new facility designed to meet our clients' and the communities' specific needs
regarding substance abuse treatment. Today we continue our mission of providing area residents with
the best possible substance abuse treatment and prevention services.
As funding sources at federal, state and local levels altered their view of substance abuse, and as
treatment of substance abuse has evolved, MECCA has developed into a comprehensive substance
abuse treatment agency. Some of the changes in the mid 1980's included: moving to outpatient
programs which utilize group services allowing greater access for the public to MECCA's programs and
in a more defined manner; residential services growing from being limited to half-way house services for
men to include residential and half-way house services for men and women; finally, a 'Tree-standing
(non-hospital) detoxification and mental health crisis stabilization unit was open to fill a void in the
continuum of substance abuse and mental health services available to area residents and limit
expenditures at the state hospitals. In addition, prevention services have grown since first organized at
MECCA in 1981. Today there are five prevention staff offering comprehensive prevention services to
area youths and adults regarding substance abuse issues.
Short and long range plans center around adjusting to monumental changes brought about by health
care reform. We redesigned how we deliver services, moving away from set "packages" of treatment
schedules and instead offering loosely defined schedules but clearly defined treatment objectives. We
restructured our financial operations to move from an orientation towards grant and contracts
administration to billing for services. We have participated in a strategic planning process and are
currently involved with the implementation of that plan.
G:~RFPUoint funding applicabon-Johnson County~arTative quesbormire of Joint Funding Applicatioin Sept O0,doc
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AGENCY: Mid-Eastem Coundl on Chemical Abuse (MECCA)
FY00 GOALS
Please state the goals of the latest completed fiscal year and report status of progress/completion.
Treatment Pro.aram
Goal: Substance abuse treatment programs of MECCA exist to rehabilitate individuals with
substance abuse problems so that they may resume a socially acceptable and productive role in
society.
Objective A: Provide treatment services to 2,400 individuals between July 1, 1999 and June
30, 2000 in such a manner that they experience treatment at MECCA as a seamless
transition from one level of care to another.
Outcome: We provided services to over 2,500 individuals.
Detoxification/Crisis Stabilization
Goal: To preserve the health of persons withdrawing from alcohol and other drugs and to
provide for the stabilization of crisis for persons experiencing mental health problems, without
resorting to hospitalization.
Objective A: Provide detoxification and crisis stabilization services to 300 persons between
July 1, 1999 and June 30, 2000
Outcome: Provided Detox services to 244 clients (222 unduplicated)
Prevention Pro.~ram
Goal: To promote total community awareness of alcohol, tobacco, and other drug abuse/use
issues and promote an attitude of responsibility regarding alcohol, tobacco and other drug use.
Objective A: Provide 2700 hours of formal substance abuse prevention programming to
Johnson County residents.
Outcome: 2141 hours were provided.
Objective B: Decrease the incidence of substance related public health problems in Johnson
County.
Outcome: We now have several baseline measures that will allow us to monitor the
incidence of substance abuse in our communities. These measures include the Iowa Youth
Survey data, the Capacity Needs Assessment, and data bein9 collected by the Juvenile
Crime Prevention Project.
Hope House Services
Goal: To provide treatment services in a work release incarceration setting for third and
subsequent drunk driving offenders.
Objective A: Meet all requirements of contract with Sixth Judicial District, Department of
Correctional Services allowing the treatment program to be maintained at the Stratton Center
in Coralville.
G :~RFPJoint tunding epplicat~3n-Johnson County~iarmtive ques'aonaire of Joint Funding Applicatioin Sept O0.doc
-14- -401 -
AGENCY: Mid-Eastern Coundl on Chemical Abuse (MECCA)
Outcome: Our contract has been renewed for another year to provide treatment services to
clients sentenced to the Hope House following a conviction for OWl.
Objective B: Provide aftercare programming for clients who choose to remain in the Iowa
City area upon their discharge from the treatment program.
Outcome: MECCA has provided two different aftercare services for clients leaving the Hope
House program. One aftercare group has been offered at the Hope House facility at the
request of clients who found it convenient to continue meeting at that location. Another
aftercare group was offered Hope House clients at our 430 Southgate location for clients
wanting to received aftercare services in a more integrated setting.
AGENCY: Mid-Eastern Coundl on Chemical Abuse ('MECCA)
AGENCY PROGRAM GOALS AND OBJECTIVES
(List goals and objectives for the Fiscal Year for which you are requesting funding. Several pages are
provided, please add any additional pages you may need with your agency name as a header.)
Treatment ProGram
Goal: Substance abuse treatment programs of MECCA exist to rehabilitate individuals with
substance abuse problems so that they may resume a socially acceptable and productive role in
society.
Objective A: Provide treatment services to 2,400 individuals between July 1, 2001and June
30, 2002 in such a manner that they experience treatment at MECCA as a seamless
transition from one level of care to another.
Detoxification/Crisis Stabilization
Goal: To preserve the health of persons withdrawing from alcohol and other drugs and to
provide for the stabilization of crisis for persons experiencing mental health problems, without
resorting to hospitalization.
Objective A: Provide detoxificetion and crisis stabilization services to 300 persons between
July 1,2001 and June 30, 2002
Prevention ProGram
Goal: To promote total community awareness of alcohol, tobacco, and other drug abuse/use
issues and promote an attitude of responsibility regarding alcohol, tobacco and other drug use.
Objective A: Provide 2200 hours of formal substance abuse prevention programming to
Johnson County residents.
Objective B: Decrease the incidence of substance related public health problems in Johnson
County.
Hope House Services
Goal: To provide treatment services in a work release incarceration setting for third and
subsequent drunk driving offenders.
Objective A: Meet all requirements of contract with Sixth Judicial District, Department of
Correctional Services allowing the treatment program to be maintained at the Stratton Center
in Coralville.
Objective B: Provide aftercare programming for clients who choose to remain in the Iowa
City area upon their discharge from the treatment program.
G:~RFPUoint funding application-Johnson County~Na~ questionalire of Joint Funding Appiicatfuin Sept 00,doc
-1 A- -403-
HUMAN SERVICE AGENCY REQUEST FOR FUNDING Director: Diane L. Hagmy
City of Coralville Agency Name: MYEP
Johnson County City of Iowa City Address: P. O. Box 307, Iowa City, IA 52244
United Way of Johnson County Phone: (319)-341-0060
CHECK YOUR AGENCY'S BUDGET YEAR Approved .
1/1/01 - 12/31/01 10/1/01 - 9/30/02 X 19-Oct-00
- ~ (date)
7/1/01 - 6/30/02
COVER PAGE
Program Summary: (Hease number programs to correspond to Income & Expense Detail,
i.e., Program 1, 2, 3, etc.)
t~ogram I.' Wore Experience -
Disadvantaged persons (primarily age 14-24) are provided with paid work experience.
Parl/cipants are strongly urged to obtain high school diploma or GED.
Participants experience career exploration while providing valuable community service to Johnson County.
t~ogram 2' Career Education and Sut~po~ -
Career education and support is provided individually and/or in small groups.
Particip ants learn skills (such as getting along with co -workers, conflict re s ohtion,
resume prepration and interviewing techniques) which transfer to a multitude of employment settings.
Counseling is provided to assist participants in identifying and overcoming barriers to successful
employment.
t~ogram 3: Information and Referral-
All Johnson County youth and young adults (primarily age 14-24) are eligible to receive
employment/career information. For those seeking employment, referMs are made to appropriate
employers.
Local Funding Summary: 4/1/99 - 4/1/00 - 4/1/01 - % of Total
3/31 [00 3/31/01 3/31/02 Budget
United Way of Johnson County - -
Does Not Include Designated Gvg. $ 9,660 $ 15,762 $ 25,000 4%
FY00 FY01 FY02
City of Iowa City $ 40,450 $ 43,483 $ 50,000 11%
Johnson County $ 3,500 $ 3,500 $ 10,000' 1%
City of Coralville $ 2,200 $ 2,200 $ 5,000 1%
PLEASE NOTE: FISCAL YEAR ENDS SEPTEMBER 30th; THEREFORE ALL FIGURES FOR LAST YEAR ACTUAL ARE
ESTIMATES AND HAVE NOT BEEN AUDITED AS OF THIS BEING TURNED IN ON OCTOBER 19, 2000.
g/xlbudg.xls - 1 -
-404-
AGENCY: MYEP
STATEMENT OF ACTIVITIES SUMMARY
(CASH BASIS)
ACTUAL THIS YEAR BUDGETED
LAST YEAR PROJECTED NEXT YEAR
Enter Your Agency's Budget Year ==> 07/01/99-09/30/0c 10/01/00-09/30/01 10/01/01-09/30/02
1. TOTAL OPERATING BUDGET 554,672 497,541 488,184
(Total a+b)
a. Carryover Balance (Cash 51,313 112,761 96,717
from line 3, previous column)
b. Income (Cash) 503,359 384,780 391,467
2. TOTAL EXPENDITURES (Total a+b) 441,911 400,824 388,312
a. Non-directed (administration/general overhead) 22,096 18,158 18,176
b. Program Total (List Progs. Below) 419,815 382,666 370,136
1 Career Exploration/Community Service 287,242 260,614 252,485
2 Education and Counseling 101,640 93,198 89,464
3 Information and Referral 30,933 28,854 28,187
4
5
6
7
8
4. RESTRICTED FUND BALANCE (Total from page 5) 415,570 295,367 282,367
5. IN-KIND SUPPORT (Total from Page 5) 456,607 339,600 339,600
6. NON-CASH ASSETS 19,175 50,000 50,000
Notes and Comments:
Please note that "Actual Last Year" is a 15 month time period because of the change in fiscal year.
Line 6 consists of: office equipment and vehicles at acquisition cost less depreciation.
BRIEFLY DESCRIBE HOW LOCAL FUNDS WERE SPENT LAST YEAR:
Matching funds for grants; general operating expenses; transportation for program participants.
Local funds were also used to provide information and referral program for Johnson County.
jccoghs/fy01 budg/xlbudg .xls 2 --405-
Agency: MYEP
STATEMENT OF ACTIVITIES SUMMARY
(ACCRUAL BASIS)
Actual This Year Budgeted
Last Year Pro'ected Next Year
7/1/99 to 10/1/~g to 10/1/01 to
Your agency's budget year: 9/30/00 9/30/01 9/30/02
1. Total Support and Revenue 503,359 385,330 391,467
2. Total Expenses (a+b below) 441,911 400,824 388,312
a. Non-Directed (admin./general overhead) 22,096 18,158 18,176
b. Program Total (list programs below) 419,815 382,666 370,136
1. Career Exploration/Community Service 287,242 260,614 252,485
2. Education and Counseling 101,640 93,198 89,464
3. Information and Referral 30,933 28,854 28,187
4.
5.
6.
7.
8.
3. Change in Net Assets (1-2) 61,448 (15,494) 3,155
4. Net Assets, Beginning of the Year 51,313 112,761 97,267
5. Net Assets, Ending Balance (3+4) 112,761 97,267 100,422
6. Restricted Fund Balance (total from p. 5) 415,570 295,367 282,367
7. In-kind Support (total from p. 5) 456,607 339,600 339,600
Notes and Comments:
Please note that "Actual Last Year" is a 15 month time period because of the change in fiscal year.
Briefly describe how local funds were spent last year.
Matching funds for grants; general operating expenses; transportation for program participants.
Local funds were also used to provide information and referral program for Johnson County.
iccoeh~/fVOlbudg/xlbudg.xls - 2a -
-406-
AGENCY MYEP
INCOME DETAIL
NON-
ACTUAL THIS YEAR BUDGETED DIRECTED PROGRAM PROGRAM
LAST YEAR PROJECTED NEXT YEAR FUNDING 1 2
1. Local Funding Sources- [ 91,075[ 77,513 94,000[ 7,600[ 36,900 28,500
a. Johnson County 4,375 5,125 10,000 0 6,000 3,000
b. City of Iowa City 51,321 45,112 50,000 7,600 14,900 18,500
c. United Way of Johnson County 15,129 20,376 25,000 0 10,000 5,000
d. City of Coralville 2,750 2,900 5,000 0 2,000 2,000
e. DCAT 13,500 0 0 0 0 0
f. IC Schools 4,000 4,000 4,000 4,000 0
2. Grants- State, Federal, Foundations 125,808 [ 75,000 60,000 [ 0 [ 60,000 0
a. IA Workforce Development 39,329 40,000 25,000 0 25,000 0
b. IA Dept. of Transportation 47,201 35,000 35,000 0 35,000 0
c. IA Dept. of Justice 23,867 0 0 0 0 0
d. CDBG 15,411 0 0 0 0 0
e.
3. Net Sales Of Services (sources) 235,362 [ 185,367 187,367 [ 0 [ 131,367 56,000
a. Youth Homes 51,125 15,000 15,000 0 15,000 0
b. DHS and MH/DD 89,406 72,000 72,000 0 72,000 0
c. DHS-Teen Place 55,176 56,000 56,000 0 0 56,000
d. 4C's 21,477 0 0 0 0 0
e. Employer Contracts 3,120 4,000 6,000 0 6,000 0
f. EHP 1,358 1,000 1,000 0 1,000 0
g. ICCSD 13,700 0 0 0 0 0
h. Johnson County- JCP 0 37,367 37,367 0 37,367 0
4. NetSales of Materials 2,712 [ 800 1,000[ 0[ 1,000 0
a. Popcorn 2,107 0 0 0 0 0
b. Bicycles 605 800 1,000 0 1,000 0
c.
5. Contributions/Donations 2,727[ 4,000 4,500 [ 4,500 [ 0 0
a. United Way Designated Giving 2,631 [ 3,500 3,500 [ 3,500 [ 0 0
b. Other Contributions 96 500 1,000 1,000 0 0
6. Special Events 0 [ 3,500 6,000[ 6,000[ 0 0
a. Fund-raiser 0 3,500 6,000 [ 6,000 [ 0 0
b.
7. Interest Income 4,775 [ 3,600 3,600[ 3,600[ 0 0
S. Other- List Below 40,900 [ 35,000 35,000 [ 0 [ 35,000 0
a. Coralville-grant match 5,400 4,000 4,000 0 4,000 0
b. Corps of Eng.-grant match 30,000 20,000 20,000 0 20,000 0
c. Project Green-grant match 5,500 4,000 4,000 0 4,000 0
d. City of IC-grant match 0 7,000 7,000 0 7,000 0
TOTAL INCOME (same as p. 2, line lb) 503,359 384,780 391,467 21,700 264,267 84,500
Notes and Comments:Please remember that "Actual Last Year" is a 15 month time period because of the change in fiscal year.
Line le: DCAT actual last year received as part of JCP grant; now included in line 3h.
Line 2c: IA Dept of Justice actual last year received as part of JCP grant; now included in line 3h.
Line 2d: CDBG grant only awarded for Actual Last Year.
Line 3a: Youth Homes to receive less money from grant source; therefore, MYEP K lower.
Line 3d: 4Cs actual last year received as subcontract for Teenplace; now MYEP is direct contractor for Teenplace.
Line 3g: One time contract with school district. -407-
Line 4a: Popcorn wagon no longer owned by MYEP.
jccoghs/fy01budg/xlbudg. xls - 3 -
AGENCY MYEP
INCOME DETAIL (cont)
PROGRAM PROGRAM PROGRAM PRCX3RAM PROGRAM PROCRAM
3 4 5 6 7 8
1. Local Funding Sources- I 21,0001 o l 01 o l 01 0
a. Johnson County 1,000
b. City of Iowa City 9,000
c. United Way of Johnson County 10,000
d. City of Coralville 1,000
e. DCAT 0
f. IC Schools 0
2. Grants-State, Federal, Foundations I 01 01 01 0l 01 0
a. IA Workforce Development 0
b. IA Dept. of Transportation 0
c. IA Dept. of Justice 0
d. CDBG 0
e.
3. Net Sales Of Services (sources) I 0l 0l 0l 0l 0l 0
a. Youth Homes 0
b. DHS and MH/DD 0
c. DHS-Teen Place 0
d. 4C's 0
e. Employer Contracts 0
f. EHP 0
g. ICCSD 0
h. Johnson County-JCP 0
4. Net Sales of Materials I 01 01 01 01 01 0
a. Popcorn 0
b. Bicycles 0
c.
5. Contributions/Donations I 0l 0l 0l 0l 0l 0
a. United Way Designated Giving 0
b. Other Contributions 0
6. Special Events I 01 01 o l 01 01 0
a. Fund-raiser 0
b.
7. Interest Income I 0 I I [ I I
8. other-List Below I 01 01 01 01 01 0
a. Coralville-grant match 0
b. Corps of Eng.-grant match 0
c. Project Green-grant match 0
d. City of IC-grant match 0
TOTAL INCOME (same as p. 2, linelb) 21,000 0 0 0 0 0
Notes and Comments:Please remember that "Actual Last Year" is a 15 month time period because of the change in fiscal year.
--408-- s/fy01budg/xlbudg.xls - 3a -
PROGRAM EXPENDITURE DETAIL AGENCY MYEP
NON- PROGRAM PROGRAM
ACTUAL THIS YEAR BUDGETED DIRECTED 1 2
LAST YEAR PROJECTED NEXT YEAR FUNDING
1. Salaries 195,704 163,217 156,770 12,542 94,062 43,896
2. Employee Benefits & Taxes 41,513 34,276 32,922 2,634 19,753 9,218
3. Staff Development 7,967 6,500 6,500 0 3,500 2,000
4. Professional Consultation 4,500 2,000 2,000 2,000 0 0
5. Publications &Subscriptions 2,567 1,200 1,200 0 600 600
6. Dues and Memberships 614 400 400 0 200 200
7. Mortgage, Rent and Property Tax 4,250 17,100 24,000 0 8,000 8,000
8. Building &Maintenance 4,576 3,661 3,800 0 1,800 1,000
9. Equipment Purchase/Rental/ 1,091 3,000 4,000 0 2,000 1,000
Maintenance
10. Utilities 4,744 3,800 3,800 0 1,800 1,000
11. Telephone 3,697 2,950 3,100 0 1,000 1,000
12. Office Supplies &Postage 2,621 2,100 4,000 1,000 1,000 1,000
13. Printing and Publicity 1,e¢~4 2,000 3,000 0 0 2,000
14. Local Transportation 9,099 7,200 8,000 0 4,000 2,500
15. Insurance 2,861 3,500 5,000 0 2,000 2,000
16. Audit 3,765 3,000 3,000 0 2,000 1,000
17. Interest 0 0 0 0 0 0
18. Other (Specify): 0 0 0 0 0 0
19. Youth Wages and benefits 110,316 90,000 95,000 0 95,000 0
20. Payroll Service 1,100 720 720 0 720 0
21. Program Supplies 26,273 15,000 15,000 0 7,000 5,000
22. Agency Vehicle Expense 12,809 39,200 16,100 0 8,050 8,050
23
24
25
TOTAL EXPENSES ( p. 2, line 2) 441,911 400,824 388,312 18,176 252,485 89,464
Notes and Comments: Please remember that "Actual Last Year" is a 15 month time period because of the change in fiscal year.
Line 7: Actual last year $850 x 5 months; this year $850 x 6 mos + $2,000 x 6 mos; next year $2,000 x 12 mos.
Line 7: Southgate donated use of building in past; now paying rent of $850/mo until April 1, 2001; after that may move and cost $2,000/mo.
Line 9: Delayed purchase of equipment planned for actual last year until this year and next year.
Line 16: Audit more expensive because for a 15 month time period as opposed to 12 months.
Line 22: This year includes $30,000 to purchase a second 15-passenger van.
'409-
jccoghs/fy01budg/xlbudg.xls - 4 -
PROGRAM EXPENDITURE DETAIL AGENCY MYEP
, (continued)
PROGRAM PROGRAM PROGRAM PROGRAM PROGRAM PROGRAM
3 4 5 6 7 8
1. Salaries 6,270
2. Employee Benefits & Taxes 1,317
3. Staff Development 1,000
4. Professional Consultation 0
5. Publications &Subscriptions 0
6. Dues and Memberships 0
7. Mortgage, Rent and Property Tax 8,000
8. Building &Maintenance %000
9. Equipment Purchase/Rental/ 1,000
Maintenance
10.Utilities 1,000
11. Telephone 1,100
12. Office Supplies & Postage 1,000
13. Printing and Publicity 1,000
14. Local Transportation 1,500
15. Insurance %000
16. Audit 0
17. Interest 0
18. Other (Specify): 0
19. Youth Wages and Benefits 0
20. Payroll Services 0
21. Program Supplies 3,000
22. Agency Vehicle Expense 0
23
24
25
TOTAL EXPENSES ( p. 2, line 2) 28,187 0 0 0 0 0
Notes and Comments: Please remember that "Actual Last Year" is a 15 month time period because of the change in fiscal year.
-410-
~dg/xlbudg. xls - ~a -
AGENCY MYEP
ACTUAL THIS YEAR BUDGETED
RESTRICTED FUNDS: LAST YEAR PROJECTED NEXT YEAR
Board/Donor/Funder Designated: Restricted for: 7/1/99-9/30/00 10/1/00-9/30/01 10/1/01-9/30/02
Iowa Workforce Development Grant Purposes 39,329 40,000 25,000
Iowa Dept. of Transportation Grant Purposes 47,201 35,000 35,000
Iowa Dept. of Justice Grant Purposes 23,867 0 0
CDBG Gram Purposes 15,411 0 0
Youth Homes Grant Purposes 51,125 15,000 15,000
DHS/MH/DD Contract Purposes 89,406 72,000 72,000
DHS-Teen Place Contract Purposes 55,176 56,000 56,000
EHP Grant Purposes 1,358 1,000 1,000
City of Coralville - grant match Grant Purposes 5,400 4,000 4,000
Project Green - grant match Grant Purposes 5,500 4,000 4,000
City of Iowa City - grant match Grant Purposes 0 7,000 7,000
DCAT Grant Purposes 13,500 0 0
4C's Contract Purposes 21,477 0 0
Johnson County-JCP Grant Purposes 0 37,367 37,367
ICCSD Contract Purposes 13700 0 0
Corps of Engineers - grant match Grant Purposes 30,000 20,000 20,000
Employer Contracts Contract Purposes 3,120 4,000 6,000
TOTAL RESTRICTED FUND (also shown page 2 or 2a, line 4) ~ 415,570 I 295,367 282,367
MATCHING GRANTS Grantor/Matched bv
IA Work Dev/IC Schools, City of IC, Corps of Engineers 39,329/39,329 40,000/40,000 25,000/25,000
IA DOT/City of IC, Project Green, Corps of Engineers, United Way, Coralville 47,201/47,201 35,000/35,000 35,000/35,000
CJJP Dept Human Rights/United Way, City of IC, Coralville, DCAT 23,867/19,000 0/0 0/0
CDBG/ICCSD 15,411/15,411 0/0 0/0
TOTAL MATCHING GRANTS (also shown pg. 3, line 2) 125,80S/120,94~ 75,000/75,000 60,000/60,000
IN-KIND SUPPORT DETAIl,
Services/Volunteers (Detailed below) 423,657 320,000 320,000
Material Goods (bicycles, youth snacks, supplies, etc.) 7,200 5,800 5,800
Space, Utilities, etc.(Space from Southgate Devel. valued @ $2,000/mo.) 25,750 13,800 13,800
Other: (Please specify) (Parking)
]TOTAL IN-KIND SUPPORT (also shown on page 2 or 2a, line 5) [ 456,607] 339,600] 339,600
Notes and Comments: Please remember that "actual last year" is a 15 month time period because of the change in fiscal year.
Actual Last Year Services/Volunteers Hours Value Total
Board Members 428 $20 $8,560
Staff Donated Hours 298 $15 $4,470
Prog/Student Volunteers/Community' 684 $8 $5,472
Work Site Supervisors 19204 $20 $384,080
U of I Professors/Consultants 132 $100 $13,200
Attorney Fees 63 $125 $7,875
TOTAL IN-KIND SUPPORT 20809 $423,657
ITEM QTY Value Total
Youth Snacks 1800 1 $ 1,800
Bicycles and bike parts 980 5 $ 4,900
Supplies 500 1 $ 500
TOTAL IN-KIND SUPPORT $ 7,200
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jccoghs/fy01budg/xlbudg.xls - 5 -
SALARIED POSITIONS AGENCY MYEP
"X"all that apply FTE* Salary
'~ ~ '~ m %
Position/Title '~ m ,,' .~ Last This Next Actual This Budgeted
Year Year Year Last Year Year Next Year Change
Executive Director **28 X X **'21 1.25 1.00 1.00 51,470 44,776 46,119 3%
Administrative Asst **33 X X **'21 0.62 0.50 0.50 19,150 16,520 17,016 3%
Vocational Specialists **23-33 X X **'21 3.25 2.50 2.50 86,687 59,488 61,273 3%
Job Coach **23-33 X X **'21 1.25 1.00 1.00 23,400 18,720 19,282 3%
Bicycle Repair Specialist **23-33 X X **'21 0.31 0.25 0.25 6,500 5,200 5,356 3%
Payout of Comp/vacation time 8,497 7,500 7,724 __
Payout of Maternity/sick time 11,013
TOTAL FTE's and SALARIES [ 6.68 5.25 5.25 195,704 [ 163,217 [ 156,770 3%
* Full-time equivalent: 1.0=full-time; 0.5=half-time; etc.
Notes and Comments: Please remember that "Actual Last Year" is a 15 month time period because of the change in fiscal
**Paid leave depends upon the individual and longevity with agency as well as whether they are full time or part time.
**Paid leave includes earned vacation and sick, as well as holiday pay as determined by agency policy.
***Fringe Benefits: %depends upon individual, not the position. All full-time employees are eligible for health/dental,
life/ltcare/disability, retirement, and others as policy allows. Depnding upon #hrs worked/week, part-time staff are
eligible for fringe benefits on a pro-rated basis. 21% is average cost for employee benefits.
Line 13: payout of vacation/comp time required because of changeover in staff and agency policy.
Line 14: payout of maternity/sick time required because of staff absence and agency policy.
Line 14:Extended medical leave due to planned pregnancy requires replacement staff to cover.
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g/xlbudg.xls - 6 -
AGENCY MYEP
ACCOUNTABILITY QUESTIONNAIRE
A. Agency's Mission Statement or Primary Purpose:
To provide disadvantaged youth and young adults with experiences and opportunities
that promote completion of high school and the development of skills necessary for the
world of work.
B. Board of Directors:
1. Please attach a list of your agency's Board of Directors (page 7A)
2. Frequency of meetings: (page 7A)
3. Briefly describe board orientation and ongoing training opportunities: (page 7A)
Please refer to page 7A for all information regarding Board of Directors.
C. Finances:
1. Are there fees for any of your services? Yes XXX** No XXX*
*At this time, there are no fees charged to the individuals receiving services with the
exception of TeenPlace.
*Fees for service are arranged by contract to provide services for specific clients,
such as through: DHS, Four Oaks - Youth Homes, 4C's, etc.
*Grants prohibit charging of a fee for participation in grant-funded activities,
a. If YES, describe circumstances. **See Below
b. Are they fiat fees or sliding fees XXXXX ?
* *Individuals receiving services through TeenPlace may be charged a fee to participate.
TeenPlace is a summer program provided though a contract with DHS - MH/DD.
Funding from DHS - MH/DD is provided as a daycare program and fees charged to
individuals participating in TeenPlace are determined by DHS and are based on
participants' family incomes on a sliding fee scale. MYEP is informed by DHS - MH/DD
what percentage will be paid by DHS and what percentafie the family will pay.
2. Does your agency have:
an internal audit external audit XXXXX financial review
Frequency Annually
3. Has your agency filed the Annual Report with the Secretary of State?
Yes XXXXX No
A:\FY02AGENAVAI.DOC
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AGENCY MYEP
MYEP BOARD OF DIRECTORS
As of September 1, 2000
Terrence Neuzil, KCJJ
Sydney Gussman, U of I Library
Julie Pulkrabek, Attorney
Ed McEleney, Hargrave McEleney
Tom Goedken, C.P.A.
Joe Madigan, Iowa City Schools and Worksite Supervisor
Deb Noel, Noel Tree Service and Parent
The MYEP Board of Directors usually meet monthly,
except for the summer months.
During the summer months,
the MYEP Board meets as needed in committees only.
Orientation and On-going Training Opportunities
The Agency Director and the Board President meet with each
prospective board member before a commitment is made to join
the Board. The Agency budget, programs, staff, policies, by-
laws, etc. are given to the prospective member for review. The
Board President discusses the responsibility of the Board using
materials for serving on non-profit boards. Each Board Member
receives a copy of "Roberts Rules of Order" and "Managing A
Nonprofit Organization" to use as reference materials.
On-going training opportunities include staff sharing materials
from seminars and workshops, guest speakers on specific topics
of interest, and continuing education opportunities through
United Way, Kirkwood Community College, U of I, and other
resources. The Board member that is an attorney serves as a
reference source for other board members in legal matters.
-4 '14- 7-A
AGENCY MYEP
4. Has your agency filed Form 990 with the IRS? Yes XXXXX No
5. Please discuss your agency's fundraising efforts, if applicable.
The primary sources of fundraising have been, and continue to be, grant writing
through local, state and federal funding sources; donations to the organization of in-
kind services, material goods, space, and supplies; and agreements with local
employers for contracted services. This past year, MYEP presided over a booth at the
Chamber Business Fair with drawings for several bicycles and prizes. Over 3000
names were generated for a mailing list to be used during FY01 as part of a fund-raiser.
A student group from the U of I has planned a mailing, which will be mailed out in
November 2000, after the United Way blackout period is over.
D. Management:
1. Does each staff member have a written job description? Yes XXXXX No
2. Is the agency Director's performance evaluated at least yearly?
Yes XXXXX No By Whom? MYEP Board Of Directors/subordinates/peers
E. Program/Services:
Please define your agency's units of service (service definition, length of time, cost per unit of service,
number of units provided, direct or indirect.)
Program 1: Work Experience - a unit of service is defined as one-half hour of direct contact.
Participants receive subsidized employment; job coaching, individualized employment
counseling, etc. and provide necessary community service for Johnson County public and
private, non-profit entities. MYEP charges $17.31 per unit for this service when performed
by staff. A total of 46,526 units were provided. (38,408 were provided by worksite
supervisors and 8, 118 by staff).
Program 2: Career Education and Support - a unit of service is defined as one-half hour of
attendance. Participants may participate individually or in small group settings. Participants
receive career education via workshops with videos and/or guest speakers; participate in and
critique mock interviews; complete skill and interest inventory assessments; prepare resume;
practice completing job applications, etc. A total of 49,392 units were provided. 16,840
units were provided by volunteers and 32,552 by staff). Actual cost to MYEP to provide this
service was ~2.75/unit.
Program 3: Information and Referral- a unit of service is defined as one contact. This could
be direct or indirect. Examples include number of brochures distributed at business fair,
career fair, number of phone calls seeking information, number of referrals made to other
agencies, number of persons in audience at public speaking engagements such as Rotary or
Kiwanis, etc. Cost per unit of service is 93.47. Total number of units provided 8,310.
Please supply information about clients served by your agency during last two complete budget years.
Refer to form instructions for definition of duplicated and unduplicated.
A:%FY02AGENAVAI .DOC
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AGENCY MYEP
Enter Years FY99 FY00
1. How many Johnson County residents (including 1 a. Duplicated N/A N/A
Iowa City and Coralville) did your agency serve? Count
I b. Unduplicated 313 6,823
Count
2. How many Iowa City residents did your agency 2a. Duplicated N/A N/A
serve? Count
2b. Unduplicated 251 2,826
Count
3. How many Coralville residents did your agency 3a. Duplicated N/A N/A
serve? Count
3b. Unduplicated 25 691
Count
4. How many units of service did your agency pro- 4a. Total 53,606 104,228
vide?
4b. To Johnson 53,570 102,033
County Residents
5. Other Areas Served:
Do you provide services to areas outside of Johnson County?
Not on a regular basis - on an individual basis only in specific circumstances. ( < 1% of total
clients)
Area(s) served:
I Washington, Cedar, Iowa and Linn Counties. J
Services provided:
Washington and Linn Counties had youth that attended workshops for Career Education
Services; Cedar and Iowa Counties had youth that participated in TeenPlace.
F~ endinn .qn~ ~rr'p~'
Grants for Washington and Linn Counties; client participation fees for Cedar and Iowa
Counties.
6. Client Profile (for last complete year, if available):
Age Gender Ethnicity
0 - 5 18 Female 3,063 African American 1,038
6 - 17 1,947 Male 3,775 Native American
18 - 29 3,691 Asian 264
30 - 61 1,182 Hispanic 263
62 - 75 Caucasian/Non-Hispanic 5,237
75 + Multi-racial 36
A:\FY02AGENAVAI.DOC
-4 16- -9-
AGENCY MYEP
7. Evaluation and Review:
A. Please discuss how your agency measures the success of its programs.
It is the goal of each program to develop and implement measures of assessment which
1) track individual and group success, 2) assist in planning and implementing effective
programs that best fit the needs of the participants, 3) encourage goal-setting by
participants. Evaluation tools include pre- and post-tests and surveys. Grant-funded
programs are also subject to evaluation tools required by funding agent, which include
but are not limited to site monitoring and review of client files. The Department of Labor
is currently devising standards for youth employment measures of assessment. MYEP
will subscribe to these once they are available via DOL publications.
B. Does your agency have a current strategic plan and date last reviewed?
IYes; developed FY00 and reviewed quarterly.
C. What plans does your agency have to increase efficiency and effectiveness?
Continued staff development training; increased collaborative efforts to stretch limited
funding; investment in better computer equipment and software; increased use of
volunteers and donations. Staff hours have been changed to better meet the needs of
participants/clients.
D. How has your agency responded to United Way's recommendations from last
year?
MYEP was encouraged to maintain operating reserves to ensure financial stability. Not
only were operating reserves maintained, but increased from last year. (See
accompanying financial statements.) The panel recommended that any future requests
for a dramatic increase in funding be accompanied by data supporting the need for the
increase. (Supporting data will be presented during hearing to justify increased requests.)
Additionally, the Panel encouraged MYEP to pursue supplemental fund raising to diversify
funding sources and provide further financial stability. MYEP worked with a student
group at the U of I to develop a direct mail campaign, which will be sent out after the
blackout period ends in November 2000.
8, In what ways will the needs of your service population change in the next five years?
1 ) MYEP has already begun to see shifts in the needs of the service population. As the Johnson
County unemployment rate has consistently decreased and remained low, obtaining a job has
become easier for some clients than it was in the past. However, keeping the job has become
increasingly more difficult. Why? Employers are more willing to hire people with barriers to
employment but do not know how to cope with these barriers on the job. This creates a greater
need for post-employment counseling.
2) As the unemployment rate decreases and remains low, those unable to obtain employment
without assistance are the most difficult of the difficult to employ and/or serve; are less likely to
succeed without a great deal of counseling, career education, work experience, etc., and,
therefore, cost more to serve.
3) Welfare recipients nearing the end of their five-year cash limit will create challenges not faced
by MYEP in the past. Persons as young as 23 years of age may become ineligible for welfare
cash benefits and need a great deal of employment assistance as well as assistance in
overcoming major barriers to employment, i.e.: lack of education, lack of childcare, lack of
transportation, etc.
4) Service population showing an increase in severity and multiplicity of employment barriers at
same time funding is decreasing.
A:\FY02AGENAVAI.DOC
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-417-
AGENCY MYEP
9. In relation to the Johnson County Capacity Assessment explain how your services are
meeting community needs.
According to the Johnson County Capacity Assessment, "Focus group, survey and
interview participants in the capacity assessment consistently listed employment and
economic opportunity as an area of great concern. Poverty, a lack of living wage jobs for
which people are suitably trained, and issues surrounding the working poor were all
identified as some of the most serious problems facing our area. There is a growing
schism between the purchasing power of a person with a full-time minimum wage job and
the amount of money needed for food, shelter, transportation, childcare, health care, and
clothing. This latter amount is what is referred to as a "living wage". For women and
people of color, income disparity and living wage issues are even more prevalent. Oft-
quoted national statistics state that women make 75 cents for every dollar earned by a
man for equal work, yet a more relevant issue is that women, especially female heads-of-
households, often take part-time service jobs because of a limited education and the
inaccessibility of affordable child care. Individuals with disabilities face additional
obstacles in obtaining work. The two common problems individuals with disabilities must
overcome in obtaining and maintaining employment are a lack of understanding of the
disability by the potential employer and difficulties with transportation. Individuals in
Johnson County that live outside of the Iowa City/Coralville area have other employment
issues. As services and businesses have become more and more centralized, many people
in rural areas have to commute to work. Job training is still the main focus of many
employment interventions currently advocated by government programs at the local, state,
and federal level. Yet many are seeing that job training alone will now allow individuals to
move up to consistent, gainful employment. Additional services such as employment
training, employee placement, and programs that help persons with disabilities and low-
income persons with employment issues are also needed.'"
MYEP offers many needed services for persons who are 14 and older. Services offered
include: A) On the Job Assistance which benefits both the employer and the employee.
This includes job coaching, conflict mediation, on-site monitoring, skill development,
follow-through, and on-going counseling; B) Career Planning and Life Skills Development.
MYEP offers a variety of workshops, seminars and discussion groups to guide individuals in
reaching personal and career goals. Topics include self assessments, standardized
assessments, personal experience reviews, career goals, time management, budgeting and
financial planning, interpersonal skills, conflict resolution, anger management, motivational
training, self-esteem building, leadership development and decision making skills. C) Pre-
Employment Assistance and services include identification of employment barriers,
individualized vocational plan, community-based "home room", job leads, job applications,
resume preparation, appearance for job seeking, interviewing tips, following directions,
work quality and quantity, dependability, initiative, and transportation. D) Information and
Referral to other organizations to assist with barriers such as daycare, transportation,
medical assistance, substance abuse issues, etc.
MYEP's target service population is person's age 14 and older, from low-income families,
with barriers to employment. By focusing on this population, MYEP's goal is to expose
participants to career opportunities that pay a living wage; provide them with employment
opportunities to gain the skills necessary to get and keep a job that pays living wage; and
to avoid the need for public cash assistance in adulthood. By providing young people with
these skills and opportunities, as well as encouraging the completion of high school, they
are better prepared to either maintain employment upon graduation or continue their
education - either way - MYEP has increased the participants' odds of achieving self-
sufficiency.
A:\FY02AGENAVAI.DOC
418- -11-
AGENCY MYEP
10. Please discuss any other problems or factors relevant to your agency's programs, funding
or service delivery:
A) Staffing. MYEP focuses services on youth and young adults - most of whom are
in school during the day. This creates a need for a great deal of part-time staff
during afternoon, early evening, and weekend hours, With the low
unemployment rate, MYEP is finding it increasingly difficult to hire part-time staff
to meet these needs.
B) Grant funding. MYEP has depended upon state and federal grants for many years
to provide funding for the majority of programming offered. In order to receive
this funding, Johnson County's need must meet certain criteria. With the low
unemployment rate, MYEP has become ineligible to receive some of these grants
(or funding has been reduced). As the Johnson County Capacity Assessment
shows, however, the target population's needs do not go away. Shifts in focus
of workforce development funding means decreasing funds for MYEP. The low
unemployment rate in Johnson County eliminates the majority of grant
opportunities. However, as identified in the Johnson County Capacity
Assessment, the needs are real and need to be addressed at the local level.
C) Johnson County DHS (MH/DD) funding. There has been some discussion that
funding for persons under age 18 will be eliminated in Johnson County. This
would impact greatly upon the level of service MYEP would be able to provide
this population - probably eliminating services completely as this service
population requires individualized service that is costly to provide.
D) Transportation is always an issue for MYEP's target population. MYEP owns and
operates one fourteen-passenger van to provide transportation for clients, MYEP
is hoping to receive another Sunshine Van from Variety Club of Iowa to increase
the amount of transportation assistance that can be provided.
11, List complaints about your services of which you are aware:
1) Programs funded by grants have eligibility requirements for participants. Often
times there are persons wanting to participate that do not to meet those eligibility
criteria. For example, one grant only allowed funding for persons age 16-21.
MYEP did not have funding to provide the same services to people falling outside
of the age range. People seeking services and/or employment opportunities do
not always understand the need to follow grant guidelines.
2) Programs are not always able to meet the needs of all participants. For example,
during the summer, MYEP operated TeenPlace. In order to provide a quality
program which a variety of opportunities for participants, MYEP made the
decision not to allow half-day participation. Some parents wanted half-day
participation and don't understand that in order to meet the needs of the
majority, somebody's needs won't always be met.
12. Do you have a waiting list or have you had to turn people away for lack of ability to serve
them? What measures do you feel can be taken to resolve this problem:
MYEP currently has one name on a waiting list for employment/participation in the
bicycle repair shop. In the past year, approximately ten youth were wait-listed for
subsidized employment. Due to limited resources (space, financial, etc.) there may
always have to be a small waiting list. Finally, referrals do not come evenly - making it
difficult to plan ahead for staff and resources to meet those referral needs.
How many people are currently on your waiting list? ~ One ~
A:\FY02AGENAVALDOC
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AGENCY MYEP
13. In what way(s) are your agency's services publicized?
MYEP disseminates information about its services through: · Teachers/counselors at the junior and senior high level
Kirkwood Learning Center
· Grant Wood AEA
· Staff at other human service agencies
· Staff at Workforce Development Center
· JTPA/Promise Jobs Staff
· DHS case workers
· Listing in Johnson County Human Services Directory
· U of I United Way telephone advertisement
· Member of Chamber of Commerce
· Member of several Chamber committees
· Attendance at job fairs and public events
· Press releases
· Brochures left in public display racks in Johnson County
14. United Way involvement by your agency: ("X" if agency participated within the last year)
a. Agency Directors Meetings X
b. Served as Agencies Directors' Representative to
Funding Hearings
c. Business Blitz X
d. Day of Caring X
e. Kick Off X
f. Victory Reception X
g. Other:
h. Provided Storage Space for United Way Thermometers During Off-Season
i. 100% Employee participation during last years campaign
15. How have you collaborated with other agencies during the past year?
Through the Johnson County Juvenile Crime Prevention Coalition, MYEP collaborates
with UAY, Neighborhood Centers, IC School District, 4-Oaks, Big Brothers/Big Sisters,
Lutheran Social Services and MECCA to provide positive youth activities during after
school and weekend hours. MYEP collaborates with Goodwill, EHP, MECCA and other
area agencies to provide employment-related support and education for the homeless.
MYEP collaborates with Workforce Development in Cedar Rapids and Iowa City to
provide youth employment opportunities. MYEP collaborates with the IC school district
to provide alternative for-credit options for students at-risk of dropout. MYEP serves on
the GWAEA Transition Advisory Council along with approximately 30 other youth-serving
agencies to assist youth transitioning from youth to adult services. MYEP collaborates
with the Iowa City Chamber of Commerce in areas affecting human services, human
resources, and youth. MYEP has provided community service to public and non-profit
organizations in Johnson County this past year - for example, assisting in local daycares,
food banks, and parks. MYEP is partnering with the Arc of Johnson County to expand
services to youth and young adults with disabilities. MYEP collaborated with 4-C's and
DHS MR/DD to implement TeenPlace. MYEP collaborated with the U of I to provide
hands on experience for two student groups - benefiting MYEP and the students. MYEP
collaborates with area employers to provide employment education, experience, and paid
employment for agency participants. Employees from Johnson County businesses serve
as work-site supervisors for MYEP participants and also serve as guest speakers at MYEP
seminars and workshops.
A:\FY02AGEN~
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AGENCY MYEP
AGENCY HISTORY
(Using this page ONLY, please summarize the history of your agency, emphasizing Johnson County, past
and current activities and future plans. Please update annuallv. I
MYEP has been in existence since 1968. From 1968 through 1996, MYEP was considered a quasi-
department of the City of Iowa City. During 1996, MYEP filed for and became a 501 C3 private non-
profit corporation. MYEP was formed in 1968 because of a federal initiative for cities to provide
summer work experience for disadvantaged youth. MYEP, in Johnson County, has moved beyond
summer-only programming and offers year-round programming for disadvantaged youth and young
adults - primarily between the ages of 14 and 24.
MYEP was built around the concept of summer conservation projects, which offered employment for
disadvantaged youth and young adults ages 14-24. These programs emphasized working in small
groups to complete projects, which benefit the entire community. In addition to the continuation of
these programs, MYEP has been innovative in the quest to provide low-cost services and to meet the
needs of the youth, young adults, and employers in Johnson County.
MYEP has worked closely with the Iowa City Community School District and Grant Wood Area
Education Agency to offer employment opportunities for school credit for youth at risk of dropping
out; with Department of Human Services to offer innovative, quality, and flexible programming to
developmentally disabled youth and young adults that promotes mainstreaming of this population.
MYEP has collaborated with area agencies to try new programs - Sixth Judicial District and Youth
Leadership Program = Project Wheel; and 4-C's and DHS = TeenPlace.
MYEP, during FY00, went through its first strategic planning process as a non-profit corporation.
This was a painful and eye-opening experience for the agency and board. However, it was
necessary and has provided guidance for the organization. From this, MYEP identified a need to
stretch services to persons outside of the 14-24 age group that have been targeted in the past. To
do so, this past year, MYEP applied for and received a CDBG grant to offer employment education to
persons age 16 and over and meeting low-income guidelines. MYEP has partnered with EHP to offer
employment services to homeless and near homeless persons meeting guidelines for the Star
Program.
Out of the strategic planning, MYEP realized the need to try innovative programming to bring
services to more people at a lower cost. To do so, MYEP proposed a "group rate" to DHS to work
with juvenile offenders, youth in foster care, and pregnant and parenting teens in small groups rather
than individually. The purpose of this proposal was to allow DHS funding to stretch further -
ultimately to provide services to more persons at a lower cost. Seven youth are being served every
day (Monday through Friday) for approximately three hours per day whereas under the individual
rate, they would each have received services only one day per week.
Out of the strategic planning, MYEP realized that resources are limited. Therefore, participants must
be willing to strive for improvement to continue receiving services. This is hard for MYEP staff and
board members because MYEP is often seen as a service of last resort for some participants and it is
difficult to turn them away or discontinue services. However, it is necessary to have guidelines for
participation and expect participants to follow those guidelines to receive services.
MYEP, out of the strategic plan, will utilize University of Iowa resources to the fullest extent
possible. This is already taking place. Two full-time employees are attending U of I MBA classes
and making excellent contacts with professors and other students. U of I students, for credit,
designed a direct mail campaign for MYEP to use fall, 2000. U of I professors have provided
professional consulting services for the organization. Recruitment for work-study students and
interns has been aggressively pursued.
A:\FY02AGENAVAI.DOC
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AGENCY MYEP
FY00 GOALS
Please state the goals of the latest completed fiscal year and report status of progress/completion.
WORK EXPERIENCE:
GOAL: To increase the level of vocational independence, decrease the incidence of criminal activity, and
increase the level of education for disadvantaged youth and young adults by providing paid work
experience.
Objective: Provide paid work experience opportunities for 200 Johnson County residents.
Accomplishment: 237 Johnson County residents received paid work experience.
CAREER EDUCATION AND SUPPORT:
GOAL: To increase the level of vocational independence, decrease the incidence of criminal activity, and
increase the level of education attained for disadvantaged youth and young adults by providing career
education and support.
Objective: Provide career education and support for 300 Johnson County residents.
Accomplishment: 486 Johnson County residents received career education and support services.
INFORMATION AND REFERRAL:
GOAL: To serve as a linkage between Johnson County employers and Johnson County youth (or their
parents) and young adults seeking employment.
Objective: Provide telephone or walk-in information and referral services to an estimated 1,000 Johnson
County youth (or their parents) and young adults.
Accomplishment: 6,115 Johnson County contacts for information and referral were made. Information
distributed via phone calls, brochures, and public speaking engagements. Referrals made to other agencies
when MYEP unable to meet all needs of clients.
A:%FYO2AGENAVAI .DOC
-15-
-422-
AGENCY MYEP
AGENCY PROGRAM GOALS AND OBJECTIVES
(List goals and objectives for the Fiscal Year for which you are requesting funding. Several pages are
provided, please add any additional pages you may need with your agency name as a header.)
NAME OF PROGRAM: WORK EXPERIENCE
GOAL: To increase the level of vocational independence, decrease the incidence of criminal activity, and
increase the level of education attained for disadvantaged youth and young adults by providing paid work
experience.
Objective: Provide paid work experience for 300 Johnson County residents.
Tasks:
1. Identify and recruit participants.
2. Develop sufficient work sites.
3. Work with educational institutions to determine appropriate (if any) school credit for work
expedence.
4. Provide participants with skills necessary for work site success.
5. Monitor work sites and provide follow-through services.
6. Track grade level attainment and criminal activities of participants.
7. Provide opportunities for staff development, including attainment of certification for job developers
and vocational specialists.
8. Operate on-site bicycle repair shop.
NAME OF PROGRAM: CAREER EDUCATION AND SUPPORT
GOAL: To increase the level of vocational independence, decrease the incidence of criminal activity, and
increase the level of education attained for disadvantaged youth and young adults by providing career
education and support.
Objective: Provide career education and support for 300 Johnson County residents.
Tasks:
1. Identify and recruit participants.
2. Collaborate with Johnson County educational institutions and employers to determine appropriate
career education and support activities and what (if any) school credit will be awarded to
participants.
3. Provide participants with skills necessary for work site success.
4. Identify barriers preventing participants' success; provide counseling as needed.
5. Monitor work sites and provide follow-through services.
6. Track grade attainment level and criminal activities of participants
7. Provide opportunities for staff development specific to client needs and general counseling skills,
A:\FY02AGENAVALDOC
- 16- -423-
AGENCY MYEP
AGENCY PROGRAM GOALS AND OBJECTIVES
(Several pages are provided; please add any additional pages you may need with your agency name as a
header.)
NAME OF PROGRAM: INFORMATION AND REFERRAL
GOAL: To serve as a linkage between Johnson County employers and Johnson County residents
(targeting specifically Johnson County youth and/or their parents) seeking employment.
Objective A: Provide telephone or walk-in information and referral services to an estimated 5,000 Johnson
County residents.
Tasks:
1. Establish and maintain database regarding Johnson County employers.
2. Provide on-going staff development re: child labor laws.
3. Notify area educational institutions, human service agencies, employers, etc. of service availability.
4. Maintain information on community resources and refer people as needed.
Objective B: Develop and distribute Johnson County youth employment guide including child labor law
information to 2,000 Johnson County youth (or their parents) and young adults; develop and distribute "tips
on employing teens" guide to Johnson County employers.
Tasks:
1. Establish and maintain database regarding Johnson County employers.
2. Provide on-going staff development re child labor laws.
3. Develop and print employment guide.
4. Distribute employment guide to area youth and young adults via educational institutions, human
resource agencies, etc.
5. Develop and print "tips on employing teens" guide.
6. Distribute "tips on employing teens" guide to Johnson County employers.
A:~FY02AGENAVAI.DOC
-424- - 17-
HUMAN SERVICE AGENCY REQUEST FOR FUNDING Director: Robert A. Jackson
City of Coralville Agency Name: Mid-Eastern Iowa Community M
Johnson County City of Iowa City Address: 507 E. College Street, Iowa City
United Way of Johnson County Phone: 338-7884
Completed by: Theresa Ullerich
CHECK YOUR AGENCY'S BUDGET YEAR Approved by Chair Board: ~Vq~/,c,Z,2
1/1/01 - 12/31/01 10/1/01 -9/30/02 /o .- c/-0 c~
- ~ (date)
7/1/01 - 6/3 0/02 X
COVER PAGE
Program Summary: (Please number programs to correspond to Income & Expense Detail,
i.e., Program 1, 2, 3, etc.)
1. Psychiatry Services: Evaluation & treatment
2. Psychotherapy Services: Evaluation & treatment
3. Supported Community Living: In-home and life management skill training
4. Intensive Psychiatric Rehabilitation Service: Services to people with a chronic mental illness leading to recovery,
more successful functioning and participation in the community.
5. Clubhouse: Client-driven and prevocational programming
6. Family Support Services: In-home personal and system supports to families
7. Family Centered Services: Rehabilitative treatment and supportive services for children
8. Senior Peer Counseling: Outreach peer counseling to seniors
9. Homeless Outreach: Outreach and service coordination to homeless people with mental disorders
10. Consultation ~c Education: Planning, advising, and education with & for public and service providers-
a prevention program
11. Employee Assistance Program: Businesses contract with the center for mental health services as
an employee benefit.
Local Funding Summary: 4/1/99 - 4/1/00 - 4/1/01 - % of Total
3/31/00 3/31/01 3/31/02 Budget
United Way of Johnson County - -
Does Not Include Designated Gvg. $16,500 $23,500 $3 0,000 0.70%
FY00 FY01 FY02 ~
City of Iowa City 0 0 0 0
Johnson County , 36%
City of Coralville 0 0 0 0
-425-
jccoghs/fy01budg/xlbudg. xls - 1 -
Agency: Mid-Eastern Iowa Community Mental Health Center
STATEMENT OF ACTIVITIES SUMMARY
(ACCRUAL BASIS)
Actual This Year Budgeted
Last Year Projected Next Year
Your agency' s budget year: 7/99-6/00 7/00-6/01 7/01-6/02
1. Total Support and Revenue 2,292,384 2,345,204 2,489,286
2. Total Expenses (a+b below) 2,180,562 2,345,204 2,500,628
a. Non-Directed (admin./general overhead) 376,324 398,685 369,623
b. Program Total (list programs below) 1,804,238 1,946,519 2,146,614
1.Psychiatry 562,386 634,573 769,134
2.Psychotherapy 825,614 891,178 881,279
3.Supported Community Living 126,431 136,022 143,856
4.Intensive Psych Rehab 33,118 35,178 31,058
5.Clubhouse 68,191 70,356 68,194
6.Family Support Services 114,972 55,000 55,782
7.Family Centered Services 10,455 11,723 37,760
8.Senior Peer Counseling 15,463 34,520 34,220
9. Homeless Outreach 44,247 59,369 59,369
10. Consultation &Education 3,361 18,600 18,611
11. Employee Assistance Program 0 0 31,742
3. Change in Net Assets (1-2) 111,822 0 -11,342
4. Net Assets, Beginning of the Year 1,104,604 1,216,426 1,216,426
5. Net Assets, Ending Balance (3+4) 1,216,426 1,216,426 1,205,084
6. Restricted Fund Balance (restricted assets) (total from p. 93,737 86,737 79,737
7. In-kind Support (total from p. 12,771 23,920 12,771
Notes and Comments:
The Center's board is expecting greater expenses than income for the first year or two of
the EAP program, but the program is starting carefully and small, so the loss should be very
small compared to our overall budget. As the program grows, we expect to begin breaking
even about the third year.
Briefly describe how local funds were spent last year.
United Way funds were used for the School Liaison Project (part of psychotherapy services)
and the Family Support Services PACE program, which are both partially funded by a federal
Community Mental Health Services grant.
-426- ~dg/xlbudg.xls - 2a -
AGENCY Mid-Eastern Iowa Community Memal Health
INCOME DETAIL
NON- Psychiatry Psychotherapy
ACTUAL THIS YEAR BUDGETED DIRECTED PROGRAM PROGRAM
LAST YEAR PROJECTED NEXT YEAR FUNDING 1 2
1. LocalFunding Sources- ] 441,182[ 451,999I 467,199I 29,589I 179,600I 127,646
a. Johnson County 81,600 81,600 81,600 0 0 0
b. Johnson County Medication Plan 132,267 141,420 150,000 0 150,000 0
c. United Way ofJohnson County 18,253 24,580 30,000 130 0 20,246
d. Iowa County 43,599 43,599 43,599 6,059 2,400 26,300
e. Cedar County 80,800 80,800 82,000 12,800 14,000 39,400
f. Louisa County 84,663 80,000 80,000 10,600 13,200 41,700
2. Grants-State, Federal, Foundations I 172,378 I 93,652 I 121,6521 9,059 I 0 I 32,282
a. Federal Block Grant 67,264 67,264 67,264 2,700 0 32,282
b. Johnson County Decat Grant 33,460 0 0 0 0 0
c. Louisa County Decat Grant 28,228 0 28,000 4,500 0 0
d. PATH Homeless Grant 30,188 26,388 26,388 1,859 0 0
e. Community Development Block Grant 7,435 0 0 0 0 0
f. Columbus Junction subcontract 5,803 0 0 0 0 0
3. Net Sales Of Services (sources) I 1,595,4421 1,728,164I 1,808,470I 276,267I 589,534I 713,794
a. ClientFees 89,990 97,857 105,081 16,392 39,090 49,599
b. County & State Fee for Service 836,322 907,352 932,790 139,663 314,161 353,881
c. Medicaid 3 14,963 342,502 367,786 57,374 91,786 129,836
d. Medicare I 59,997~ 65,238 I 70,054 I 10,928 I 24,704 I 34,422
e. Private Insurance 284,970 309,882 332,759 51,910 I 119,793 I 146,056
f. MECCA DD 9,200 5,300 0 0 0 0
4. Contributions/Donations I 9,224 I 3,9401 4,000 I 16,208 I 0 ]
a. United Way Designated Giving 1,783 2,000 I 2,000 500 0 0
b. Other Contributions 7,441 1,940 2,000 500 0 0
5. SpecialEvents I 18,015 I 25,0001 26,o00I o l oI 6,792
a. Board Direct Mail Fundraiser '99 9,965 0 0 0 I 0 0
b. Annual Board Direct Mail Fundraiser 8,050 25,000 26,000 15,208 0 6,792
6. Interest Income I 25,9321 26,0001 26,0001 26,0001 01 0
7. Other - List Below I 17,934~ 16,449~ 35,965 I 12,200 ~ 0 I 765
a. Clear Creek Amana 12,000 0 0 0 0 0
b. Rent 3,600 1,200 1,200 1,200 0 0
c. Clubhouse Meals &pop machine 2,334 2,500 2,600 0 0 0
d. EAP contracts 0 5,000 20,400 0 0 0
e. Other income 12,283 7,749 11,765 11,000 0 765
TOTAL INCONIE (same as p. 2,1inelb) 2,292,390 2,345,204 2,489,286 369,323 769,134 881,279
Notes and Comments:
-427-
j ccoghs/fy0 1 budg/xlbudg. Ms 3
AGENCY Mid-Eastern Iowa Community Mental Health Center
INCOME DETAIL (cono
SCL IPRS Clubhouse FSS FCS SPC
PROGRAM PROGRAM PROGRAM PROGRAM PROGRAM PROGRAM
3 4 5 6 7 8
1. Local Funding Sources- [ 24,699~ 1,600~ 16,094[ 0[ 0[ 34,520
a. Johnson County 0 0 0 0 0 34,520
b. Johnson County Med Fund 0 0 0 0 0 0
c. United Way of Johnson County 1,259 0 7,994 0 0 0
d. Iowa County 5,940 800 2, 100 0 0 0
e. Cedar County 9,000 800 6,000 0 0 0
f. Louisa County 8,500 0 0 0 0
2. Grants-State, Federal, Foundations I 01 01 0I 55,7821 o l 0
a. Federal Block Grant 0 0 0 32,282 0 0
b. Johnson County Decat Grant 0 0 0 0 0 0
c. Louisa County Decat Grant 0 0 0 23,500 0 0
d. PATH Homeless Grant 0 0 0 0 0 0
e. Community Development Block Grant 0 0 0 0 0 0
f. Columbus Junction Subcontract 0 0 0 0 0 0
3. Net Sales Ot Services Cso ces> I 119,1571 29,4581 42,5001 01 37,760I 0
a. Client Fees 0 0 0 0 0 0
b. County &State Fee for Service 37,325 15,000 35,000 0 37,760 0
c. Medicaid 66,832 14,458 7,500 0 0 0
d. Medicare 0 0 0 0 0 0
e. Private Insurance 15,000 0 0 0 0 0
f. MECCA Dual Diagnosis 0 0 0 0 0
4. Contributions/Donations 0 I 0 I 3,000 I 0 ] 0 0
a. United Way Designated Giving 0 I 0 I 1,500 I 0 0 0
b. Other Contributions 0 0 1,500 0 0 0
5. Special Events 01 o l 4,oool o l o o
a. Board Direct Mail Fundraiser '99 0 [ 0 I 0 I 0 0 0
b. Annum Board Direct Mail Fundraiser 0 0 4,000 0 0 0
6. Interest Income 0I 0I 0I 0I 0 0
7. Other-ListBelow 0I 0 I 2,600 I 0 I 0 0
a. Clear Creek Amana 0 0 0 0 0 0
b. Rent 0 0 0 0 0 0
c. Clubhouse Meals &Pop Machine 0 0 2,600 0 0 0
d. EAP Contracts 0 0 0 0 0 0
e. Other income 0 0 0 0 0 0
TOTAL INCOME (same as p. 2, linelb) 143,856 31,058 68, 194 55,782 37,760 34,520
Notes and Comments:
428-
g/xlbudg.xls - 3 a -
Mid-Eastern Iowa Community Mental Health Center
INCOME DETAIL (con0
Homeless C & E EAP
PROGRAM PROGRAM PROGRAM
9 l0 ll
1. Local Funding Sources- [ 34,840 [ 18,611 [ 0
a. $ohnson County 34,840 12,240 0
b. Johnson County Med Fund 0 0 0
c. United Way of Johnson County 0 371
d. Iowa County 0 0 0
e. Cedar County 0 0 0
f. Louisa County 0 6,000 0
2. Grants - State, Federal, Foundations [ 24,529 [ 0 0
a. Federal Block Grant 0 0 0
b. Johnson County Decat Grant 0 0 0
c. Louisa County Decat Grant 0 0 0
d. PATH Homeless Grant 24,529 0 0
e. Community Development Block G 0 0 0
f. Columbus Sunction Subcontract 0 0 0
3. Net Sales Of Sea, ices (sonrces) [ 0 [ 0 [ 0
a. Client Fees 0 0 0
b. County &State Fee for Service 0 0 0
c. Medicaid 0 0 0
d. Medicare 0 0 0
e. Private Insurance 0 0 0
f. MECCA Dual Diagnosis 0 0 0
4. Contributions/Donations [ 0[ 01 0
a. United Way Designated Giving 0 0 0
b. Other Contributions 0 0 0
,.Special Events I 01 01 0
a. Board Direct Mail Fundraiser '99 0 0 0
b. Annual Board Direct Mail Fundrai 0 0 0
6. Interest Income [ 0 [ 0 [ 0
7. Other- List Below [ 0 [ 0 [ 20,400
a. Clear Creek Amana 0 0 0
b. Rent 0 0 0
c. Clubhouse Meals &Pop Machine 0 0 0
d. EAP Contracts 0 0 20,400
e. Other income 0 0 0
TOTAL INCOME (same as p. 2, line 59,369 18,611 20,400
- 3b -
-429-
PROGRAM EXPENDITURE DETAIL AGENCY Mid Eastern Iowa Community Mental Health Center
NON- PROGRAM PROGRAM
ACTUAL THIS YEAR BUDGETED DIRECTED 1 2
LAST YEAR PROJECTED NEXT YEAR FUNDING Psychiatry Psychetherapy
1. Salaries 1,358,860 1,500,704 1,571,588 218,224 486,325 587,603
2. Employee Benefits &Taxes 295,866 304,000 322,003 44,211 87,538 129,198
3. Staff Development 17,505 20,000 22,000 1,760 1,980 11,709
4. Proi~ssionalConsultation 35,982 30,500 30,500 15,277 3,023 12,200
5. Publications &Subscriptions 3,606 3,600 3,600 1,654 1,440
6. Dues and Memberships 3,636 3,700 3,700 1,475 1,480
7. Mortgage, Rent and Property Tax 19,025 11,400 11,400 525 1,950 4,725
8. Building & Maintenance 38,408 30,000 30,000 5,898 3,300 11,502
9. Equipment Purchase/Rental/ 11,757 12,000 12,000 4,467 1,068 3,641
Maintenance
10. Utilities 20,569 21,300 22,000 4,246 2,926 7,634
11. Telephone 29,763 30,000 30,000 5,100 3,300 14,390
12. Office Supplies &Postage 37,743 38,000 39,000 8,519 4,290 17,996
13. Printing and Publicity 19,297 21,000 21,000 5,773 2,310 8,673
14. Local Transportation 15,330 14,000 15,000 937 345 4,768
15. Insurance 34,072 36,000 39,000 6,489 13,650 11,817
16. Audit 9,500 10,000 10,000 10,000 0 0
17. Interest 2,028 2,000 0 0 0 0
18. Food 13,428 8,000 10,000 750 0 830
19. Pharmacy 125,891 135,000 144,000 0 144,000 0
20. Capital Expenditures 102,972 26,000 43,000 14,908 4,730 16,486
21. Recruitment 8,905 7,000 7,280 2,618 0 2,912
22. Emergency Services 4, 122 4,300 4,475 0 1,399 2,045
23. Parking 3,796 4,200 4,600 3,260 0 1,270
24. Other 71,486 72,500 72,740 13,232 7,000 28,960
25. EAP Office 0 0 31,742
TOTAL EXPENSES ( p. 2, line 2) 2,283,547 2,345,204 2,500,628 369,323 769,134 881,279
Notes and Comments:
Other inchdes: Depreciation 58,594 60,000 60,000 12,900 6,600 24,000
Program & Medical Supplies 6,492 6,000 6,240 0 400 2,400
Other 6,400 6,500 6,500 332 0 2,560
*Professional consultation consists of 1. Special training or supervision required for clinical staff, 2. MIS system updates end maintenence (app. $22,000 in FY00,
3. Attorney fees ($2,500 per year), and 4. audit.
*Dues & Memberships consists of 1. Chamber of Commerce Dues, 2. Iowa Association of Community Providers dues, 3. Iowa Coalition for Housing & Homeless,
4. Johnson County Coalition Against Domestic Violence, 5. Iowa Association of Psyehosocial Rehabilitation Services
*Equipment purchase/rental/maintenance is for replacing computers for insurance/billing/intake, and administrative staff as needed - currently we have
about 25 computers for staff and are planning for needed upgrades.
-430- lbudg/xlbudg.xls - 4 -
PROGRAM EXPENDITURE DETAIL AGENCY Mid-Eastern Iowa Community Mental Health Center
PROGRAM PROGRAM PROGRAM PROGRAM PROGRAM PROGRAM
3 4 5 6 7 8
SCL IPRS Clubhouse FSS FCS SPC
1. Salaries 85,887 20,3 12 38,663 31,471 25,651 23,893
2. Employee Benefits & Taxes 23,189 4,448 1,933 8,874 5,643 5,237
3. Staff Development 3,520 500 660 770 375 286
4. Professional Consultation 0 0 0 0 0 0
5. Publications & Subscriptions 0 0 180 150 57 47
6. Dues and Memberships 0 220 186 155 63 48
7. Mortgage, Rent and Property Tax 4,200 0 0 0 0 0
8. Building &Maintenance 2, 910 450 3,000 1,200 510 390
9. Equipment Purchase/Rental/ 1,164 180 400 480 204 156
Maintenance
10.Utilities 1,980 330 2,640 880 374 374
11. Telephone 2,700 450 1,000 1,200 510 510
12. Office Supplies &Postage 2, 613 550 1,210 1,560 663 507
13. Printing and Publicity 1,218 315 65 1 840 357 275
14. Local Transportation 5,500 750 465 1,050 450 195
15. Insurance 2,028 585 1,209 1,560 500 350
16. Audit 0 0 0 0 0 0
17. Interest 0 0 0 0 0 0
18. Food 0 100 7,670 400 100 150
19. Pharmacy 0 0 0 0 0 0
20. Capital Expenditures 728 645 1,333 1,720 73 1 859
21. Recruitment 1,500 0 50 50 0 0
22. Emergency Services 500 67 120 120 76 58
23. Parking 0 70 0 0 0 0
24. Other 4,219 1,086 6,825 3,302 1,496 1,185
25. EAP
i
Notes and Comments:
Other:
Depreciation 3,480 900 6,000 2,400 1,020 1,020
Prog. & Med 362 94 625 427 0 80
Other: 377 92 200 475 476 85
jccoghs/fy01budg/xlbudg.xls - 4a - -431-
PROGRAM EXPENDITURE DETAIL Agency Mid-Eastern Iowa Community Mental Health
(continued)
PROGRAM PROGRAM PROGRAM
9 10 11
Homeless C&E EAP
1. Salaries 39,971 13,588 0
2. Employee Benefits & Taxes 8,757 2,975 0
3. Staff Development 440 0 0
4. Professional Consultation 0 0 0
5. Publications & Subscriptions 72 0 0
6. Dues and Memberships 74 0 0
7. Mortgage, Rent and Property Tax 0 0 0
8. Building & Maintenance 600 240 0
9. Equipment Purchase/Rental/ 240 0 0
Maintenance 0
10.Utilities 440 176 0
11. Telephone 600 240 0
12. Office Supplies &Postage 780 312 0
13. Printing and Publicity 420 168 0
14. Local Transportation 420 120 0
15. Insurance 500 312 0
16. Audit 0 0 0
17. Interest 0 0 0
18. Food 0 0 0
19. Pharmacy 0 0 0
20. Capital Expenditures 860 0 0
21. Recruitment 150 0 0
22. Emergency Services 90 0 0
23. Parking 0 0 0
24. Other 4,955 480 0
25. EAP 0 31,742
TOTAL EXPENSES ( p. 2, line 2) 59,369 18,611 31,742
Notes and Comments:
Other:
Depreciation 1,200 480 0
Prog. & Med. 125 0 0
Other: 3,630 0 0
-432-
AGENCY Mid-Eastem Iowa Community Mental Health Center
ACTUAL THIS YEAR BUDGETED
RESTRICTED FUNDS: LAST YEAR PROJECTED NEXT YEAR
Board/Donor/Ftmder Designated: Restricted for:
Temporarily restricted net assets - Community Development Block Grant for 93,737 86,737 79,737
building improvements
MATCHING GRANTS
Grantor/Matched by
PATH Homeless Grant/Johnson County Mini Block Grant 26,388/10,535 26,388/10,535 26,388/10,535
Community Mental Health Services Performance Partnership Block Grant/United 67,340/15,448 67,340/15,000 67,340/15,000
I TOTAL MATCHING GRANTS (also shown pg. 3, line 2) 93,728 /25,983 93,728 /25,535 93,728 / 25,535
IN-KIND SLIPPORT DETAIl,
ServicesNolunteers: Senior Peer Counselors volunteer time -
1,139 hours at $9 per hour 10,251 10,500 10,500
Space, Utilities, etc.: Senior Center Office Space 1,500 1,500 1,500
Other: (Please specify) Office space in Iowa County Courthouse 720 720 720
16 Computers from REACT 11,200
Notes and Comments:
-433-
jc¢oghs/fy01budg/xlbudg.xls - 5 '
SALARIED POSITIONS AGENCY Mid-Eastern Iowa Community Mental Health Cent
"X"all that apply FTE* Salary
Position/Title '~. ~- ~ I Last This Next Actual This Budgeted %
Year Year Year Last Year Year Next Year Change
Executive Director 49 x x 21 1.00 1.00 1.00 67,529 70,093 72, 195 3%
Clinical Director 49 x x 21 1.00 1.00 1.00 58,747 55,413 57,075 3%
Clinical Social Worker 49 x x 21 11.75 11.69 11.69 393,372 418,633 440,222 5%
Clinical Psychologist 49 x x 21 0.63 0.63 0.63 29,455 30,412 31,324 3%
SCL Counselors 49 x x 21 5.00 5.40 6.45 139,943 127,723 150,457 18%
Psychiatrists 49 x x x 2.00 2.00 2.00 237,710 250,026 257,525 3%
Physicians Assistant 49 x x 21 1.00 1.00 1.00 54,889 56,804 58,509 3%
Psychiatric Nurses 49 x x 21 1.30 1.50 1.50 51,061 69,216 71,292 3%
Psychiatry Residents
Financial Direc. & Accountant 49 x x 21 2.17 2.00 2.00 63,775 56,310 59,999 7%
Mgr Intake, Billing, Insurance 49 x x 21 1.00 1.00 1.00 32,660 34,775 35,818 3%
Intake/Billing 49 x x 21 3.00 3.000 3.00 75,673 80,498 82,913 3%
Office Mgr/Secr/Med. Records 49 x x 21 5.78 6.78 6.78 108,337 127,020 128,834 1%
Maintenance 0.62 0.57 0.57 13,461 12,547 12,923 3%
Director of Operations 49 x x 21 0.19 1.00 1.00 7,684 42,282 43,550 3%
Non-employed Compensation 0.20 0.46 0.52 20,528 68,952 68,952 0%
Unemployment 1,307 0 0
Clerical Temps 22,300 0 0
Accrued Vacation ( 19,572)
TOTAL FTE's and SALARIES 37 39 40 1,358,860 1,500,704 1,571,588 5%
* Full-time equivalent: 1.0=full-time; 0.5=half-time; etc.
Notes & Comments
1. Non-employed compensation is 3 psychiatry residents under contract to provide 3 to 7 hours of service per week. Two
residents began under contract in January 00 and the third later in the year. Three residents will be contracted
for the full year FY01 and FY02.
2. SCL positions werevacant for part of FY00.
3. Office Mgr/Secr/Med Records positions were vacant for part of FY00.
4. Director of Operations is a new position, as of 4/00.
-434-
~udg/xlbudg.xls - 6 -
AGENCY: Mid-Eastern Iowa Community Mental Health Center
ACCOUNTABILITY QUESTIONNAIRE
A. Agency's Mission Statement or Primary Purpose:
The Mid-Eastern Iowa Community Mental Health Center promotes and provides quality, accessible, accredited mental
health services to any child or adult in need of care.
B. Board of Directors:
1. Please attach a list of your agency's Board of Directors (page 7A)
2. Frequency of meetings: 6 per year
3. Briefly describe board orientation and ongoing training opportunities:
Board orientation typically occurs in November for all new board members. Notebooks containing background
information about the agency and about the field are given to all members. Staff presentations are made at board
meetings highlighting agency programs. Board members are encouraged to attend special in-services and
presentations put on by outside agencies.
C. Finances:
1. Are there fees for any of your services? Yes X No __
a. If YES, describe circumstances.
b. Are they fiat fees or sliding fees X ?
2. Does your agency have:
an internal audit external audit X financial review
Frequency annual
3.Has your agency filed the Annual Report with the Secretary of State?
Yes X No
4. Has your agency filed Form 990 with the IRS? Yes __X__ No
5. Please discuss your agency's fundraising efforts, if applicable.
Board and staff have continued to work together on an annual direct mail fundraiser.
D. Management:
1. Does each staff member have a written job description? Yes __X__ No
2. Is the agency Director's performance evaluated at least yearly?
Yes X__ No By Whom? Executive Committee of the Board of Directors
E. Program/Services: see attached pages
Please define your agency's units of service (service definition, length of time, cost per unit of service,
number of units provided, direct or indirect.)
Please supply information about clients served by your agency during last two com01ete budget years.
Refer to form instructions for definition of duplicated and unduplicated.
%\MEICMH\S'(S\USERS\THU\WF~PROCEDUR\BUDGET~AGENAVAFYO2.doc
-7- -435-
1. Psychiatry Service
Medication management and psychotherapy
Unit of Service/Cost 15 minutes / $52.50 per unit
FY 00 11,871 fifteen minute units provided. Direct service
2. Supported Community Living
Individual support services, group support services and supported employment
Unit of Service/Cost 15 minutes / $14.00 per unit
FY 00 9,571 fifteen minute units provided. Direct service
3. Intensive Psychiatric Rehab Service
Services for people with a chronic mental illness, which will lead to more successful
Functioning and participation in the community
Unit oFService/Cost 15 minutes / $12.50 per unit
FY O0 4,448 fifteen minute units provided. Direct service
4. Clubhouse Services
Pre-vocational program for people with a chronic mental illness
Unit of Service/Cost Half day / $17.50 per half day
FY 00 6,414 units provided. Direct service
5. Homeless Outreach Services
Outreach and support services for people with a chronic mental illness who are homeless
or at risk of homelessness 0ohnson County)
Unit of Service/Cost 15 minute unit / $35 per unit
FY 00 427 fifteen minute units provided. Direct service
6. Family Support Services
Outreach and Support to families where one or both parents have a chronic mental illness
(Johnson County)
Unit of Service/Cost 15 minute unit / $24 per unit
FY 00 2,399 units provided. Direct service
7. Family Centered Services
Rehabilitative treatment and supportive services which address children's emotional and
behavioral disturbances and other dysfunctional behavior
Unit of Services/Cost 15 minute unit / $19.50 per unit
FY O0 736 units provided. Direct service
8. Psychotherapy Service
Individual, couples, family, group, and play therapy for children, for people with or
without a chronic mental illness
Unit of Service/Cost 15 minute unit / $24 per unit
FY 00 43,443 units provided. Direct service
9. Senior Peer Counseling Service
Trains Senior volunteers to provide peer counseling to senior citizens in Johnson County.
Unit of Service/Cost 15 minute unit / $3 per unit
FY O0 230 units provided. Direct service
- 7a -
-436-
10. Consultation and Education
Individual and community consultation and education
Unit of Service/Cost 15 minute unit / $15 per unit
FY 00 748 units provided. Direct service
11. Employee Assistance Program (EAP)
Businesses contract with the center for mental health services as an employee benefit.
Unit of Service/Cost 15 minute unit / $24 per unit
FY 00 no units provided - new service in FY 01. Direct service
- 7b - -437~
AGENCY: Mid-Eastern Iowa Community Mental Health Center
Enter Years FY99 FY00
1. How many Johnson County residents (including la. Duplicated 1856 1913
Iowa City and Coralville) did your agency serve? Count
1 b. Unduplicated 1559 1677
Count
2. How many Iowa City residents did your agency 2a. Duplicated 1332 1348
serve? Count
2b. Unduplicated 1096 1176
Count
3. How many Coralville residents did your agency 3a. Duplicated 256 290
serve? Count
3b. Unduplicated 216 246
Count
4. How many units of service did your agency provide? 4a. Total 83,669 80,286
4b. To Johnson 67,487 64,879
County Residents
5. Other Areas Served:
Do you provide services to areas outside of Johnson County? Yes
Area(s) served: Cedar, Louisa, Iowa, and Washington Counties
Services provided: Psychiatry, Psychotherapy, Supported Community Living, and Consultation
and Education. In FY 2000, Family Support Services were provided in Louisa County with a Decat
Grant.
Funding Sources: Counties' MH/DD (Mental Health/Developmental Disability) dollars, private
insurance and fees for service, and federal block grant funds.
6. Client Profile (for last complete year, if available):
Age Gender Ethnicity
0 - 5 82 Female 1373 African American 90
6 - 17 252 Male 907 Native American 15
18 - 29 631 Asian 12
30 - 61 1,249 Hispanic 44
62 - 75 49 Caucasian/Non-Hispanic 2080
75 + 17 Multi-racial 39
\\MEICMH%SYS\USERS~THU%WP~PROCEDUR\BUDGET~AGENAVAFyO2,doc
-8-
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AGENCY: Mid-Eastem Iowa Community Mental Health Center
7. Evaluation and Review:
A. Please discuss how your agency measures the success of its programs.
Every three years our programs, clinical records and quality assurance activities are reviewed for
re-accreditation by the MH-DD division of the Iowa Department of Human Services. We
conduct client satisfaction surveys. We, and other health care providers, are struggling with the
development of clinical outcome measurements for each of our programs. For example in our
Family Support Services program we track whether out-of-home placements of the adults and
children in the home have been reduced. This year we will identify service areas for developing
more precise treatment outcomes.
B. Does your agency have a current strategic plan and date last reviewed?
During FY 99 we completed a year-long Strategic and Organizational Assessment. The staff and
Board in FY00 completed development of a five year strategic plan using the assessment
information.
C. What plans does your agency have to increase efficiency and effectiveness?
We are doing regular upgrades to our management information system to increase clinical,
business and statistical efficiency and to meet new evolving county requirements. This year we
will have a computer for every staff person, which will improve our communication, scheduling,
and treatment.
On a monthly basis we measure monthly and year-to-date productivity, including percent of
direct client contacts per clinicjan, consultation and education provided, and percent of no-
shows and cancellations. We have a standard of seeing clients for their first clinical interview
within two weeks. An administrative intake occurs within ferry-eight hours. We have
established benchmarks for when we do our monthly billing and criteria for completing intake
insurance information accurately.
D. How has your agency responded to United Way's recommendations from last year?
The United Way Citizen's Review Panel gave no recommendations for improvement. However,
an individual comment indicated concern that non-directed expenses were inadequately funded.
The shortfall that appeared in the budget was actually covered by budgeted surpluses from the
agency's programs.
8. In what ways will the needs of your service population change in the next five years?
The needs of children and families continue to increase due to increased stresses on families living in the
midst of dramatic economic and social changes at all levels. We expect to see an increase in poverty in our
service population. The need for enhanced community based services will be needed because of the shift
away from intensive hospital-based health care.
9. In relation to the Johnson County Capacity Assessment, explain how your services are
meeting community needs.
Of the five greatest health care needs identified by the Johnson County 2000 Task Force, mental health
care was ranked fourth (out of twenty needs mentioned). This fits into the Health Care category as
identified by the Johnson County Capacity Assessment. Achieving mental health parity is crucial since
studies show that it will reduce overall health care costs. Meeting the mental health needs of children is
also of paramount importance. Of the consumers we serve, 84% have an income of $25,000 or less, a
F:\USERS\THUXWP\PROCEDUR\BUDGET~AGENAVAFyO2.dOC
-9- -439~
AGENCY: Mid-Eastern Iowa Community Mental Health Center
dear indication that we are serving those who, for economic reasons, would not otherwise be able to
aCCeSS care.
Supportive services for Seniors was listed sixth in the capacity assessment. Johnson County's elderly
population is growing faster than any other county in Iowa, and the trend is expected to continue for at
least the next twenty years. Our Senior Peer Counseling program will be important in addressing the
mental health needs of seniors.
10. Please discuss any other problems or factors relevant to your agency's programs, funding or
service delivery:
Managed care remains very challenging in terms of both funding and service delivery. Our greatest
concern is the overall dramatic reductions in behavioral (mental) health care benefits as a percentage of
general health care benefits. The need to maintain and/or increase high level insurance and administrative
staff along with supporting hardware and software will be of paramount importance.
11. List complaints about your services of which you are aware:
There is growing concern about con~dentiality among people we serve. This is due to county/state
requirements for information if a person needs to access county dollars for payment of services.
12. Do you have a waiting list or have you had to turn people away for lack of ability to serve
them? What measures do you feel can be taken to resolve this problem:
We have not turned people away. We are currently scheduling people within two to four weeks for all of
our services with the exception of psychiatry where we are scheduling within four weeks. If a person needs
to be seen due to an emergency, we can see the person the day he/she requests treatment.
How many people are currently on your waiting list? 0
13. In what way(s) are your agency°s services publicized?
Telephone books - white and yellow pages
Brochures
Consultation and Education
Publicity in Newspapers
Newspaper ads about special events
Chamber of Commerce annual business fair
We will establish a web site this year.
14. United Way involvement by your agency: ("X" if agency participated within the last year)
a. Agency Directors Meetings X
b. Served as Agencies Directors' Representative to
Funding Hearings
c. Business Blitz X
d. Day of Caring X
e. Kick Off X
f. Victory Reception X
g. Other Helped with Loaned Executive Training
15. How have you collaborated with other agencies during the past year?
We have worked cooperatively with the IMPACT program at University of Iowa Health Care. We took
part with MECCA in a grant to treat the dually diagnosed. The director of our agency has served on the
planning committee of the county decategorization of services project and the finance committee of the
~\MEICMH\SYS\USERS~THU\WP~PROCEDUR\BUDGET~AGENAVAFyO2.dOC
-10-
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AGENCY: Mid-Eastern Iowa Community Mental Health Center
Johnson County MH/DD Planning Council. Our Eerierally funded, homeless outreach PATH project is
intimately connected to the work done at the Emergency Housing Project. Our staff work daily with
other service providers who are also working with their clients. Lastly, we now have a staff person who is a
liaison to the Iowa City School system.
\~MEICMH~SYSXUSERS~THU\WP~pROCEDUR\BUDGE~AGENAVAFyO2.doc
-11- -441-
AGENCY: Mid-Eastern Iowa Community Mental Health Center
AGENCY HISTORY
(Using this page ONLY, please summarize the history of your agency, emphasizing Johnson County, past
and current activities and future plans. Please update annually.)
Mid-Eastern Iowa Community Mental Health Center is one of thirty-two community mental health centers in the state of
Iowa. The community mental health center movement was launched in 1963 with passage of the Community Mental
Health Centers Act in the Kennedy administration.
Our Board of Directors is the policy-making body of the Center. The Board is made of fifteen people from three counties
(Cedar, Iowa and Johnson counties.)
The Center opened in 1969, offering outpatient Psychotherapy and Psychiatry services, consultation, education and
evaluation services. We now provide those services plus the Supported Community Living program, Intensive Psychiatric
Rehabilitation Services, Family Support Services, Family Centered Services, the Homeless Outreach Program, Clubhouse
and Senior Peer Counseling, The Center strives for community involvement, encouraging our staff to serve on boards and
consult with local agencies.
With the county MH-DD dollars now in a managed system, a universal application process implemented, and a fee-for-
service reimbursement system replacing the capitation/block grant system, the requirements of managed care will continue to
be demanding. Managing our increased costs is very difficult. Current activities, as well as future plans, will involve our need
to both influence and respond to a continuing environment of health care reform.
Clearer and more stringent utilization management procedures are a requirement in this new health care environment. This,
in turn, places new demands on dinical, administrative and support staff. It will be imperative that we become more
proficient in our tracking of dients. Thus, our management information systems will have to continue to be improved and
putting new systems in place in a timely fashion will be required.
Currently, the greatest issue we face is the increasing complexity of managing mental health care services. Nationally, 87% of
people who are fortunate enough to have health insurance are now enrolled in managed plans. Cotmty dollars are now
managed by Central Points of Coordination. Payment for services rendered must be often be sought from other counties.
We have continued to refine our systems for working with Central Points of Coordination in 50 different counties. If a
person is legally settled in another state they become a State of Iowa case and the State of Iowa must be billed. We have over
250 state cases per year, compared to fewer than ten annually at most centers. Most importantly, our activities will involve
maintaining quality services while mental health systems continue to go through significant changes.
Future plans will require our being aware of changes in state funding to the MH-DD system, the standardization of both
financial and clinical eligibility criteria and changes in the notion of payment based on legal settlement. Lastly, the ever-
shrinking dollars in the mental health part of the overall health care system will remain a focus of our attention.
In an effort to serve the mental health needs of citizens in a new way for us, we are launching an Employee Assistance
Program. We will work with employers to provide mental health counseling to their employees and families. We have
provided EAP services as a subcontractor for other EAP mental health care providers for several years.
Since 1976 the Center has been Mused in what is now four buildings at the corner of College and Van Buren Streets. Our
Board of Directors has begun studying the question of how to best meet our current and future space needs.
F:\USERS\THU\WP\PROCEDUR\BUDGET~AGENAVAFy02.doc
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AGENCY: Mid-Eastern Iowa Community Mental Health Center
FY00 GOALS
Please state the goals of the latest completed fiscal year and report status of progress/completion.
Goal I. To provide a comprehensive array of community mental health services and to promote mental health for and in
the community.
Objective A: In the 2000 FY provide psychiatry and psychotherapy m 2000 client systems.
Tasks: 1. To provide an appropriate level of staff(8 FTE in psychotherapy and 3 FTE in psychiatry) to respond
in a timely fashion to those persons seeking services.
2. To provide the necessary administrative and clinical support for clinicians to meet the above
requirements (1.5 nurses and 4.0 intake/insurance and billing staff.)
3. To provide the necessary on-going training for dinicians to maintain current knowledge in
treatment technology (the necessary CEU's for licensure on an annual basis.)
Objective B: To provide supported community living and dubhouse services to 185 persons who are diagnosed with a
severe and persistent mental illness in FY 2000 as well as 150 persons who are homeless.
Tasks: 1. To provide a staffing of 5 persons to adequately provide supportive services to the population.
2. Maintain dose liaisons with:
a. Case Managers
b. Iowa City Housing Authority
c. Iowa Department of Human Services
d. University Hospitals & Clinics and the Impact Program
e. Emergency Housing Project
3. Receive on-going training to remain current.
Objective C: To provide emergency services to about 150 persons a year in face-to-face interviews and about 500
telephone calls a year.
Tasks: 1. To allow times each day to see persons needing immediate care.
2. To continually review internally and with county representatives (the CPC) our crisis stabilization
services in light of managed care requirements.
Objective D: To provide in-home family based services through our Family Support Services and Family Centered
Services programs with the goal of serving 40 families in the year 2000.
Tasks: 1. To have in place a staff of 1.6 people that will allow us to serve the 40 families.
2. To sustain funding for Family Support Services.
3. Publicize Family Centered Service program in order to expand its visibility to other providers and/or
payers
Objective E: To provide Senior Peer Counseling services to 60 persons in the FY 2000.
Tasks: 1. To maintain the number of trained peer counselors at 15
2. To recruit and conduct the necessary training in order to maintain an adequate number of peer
counselors.
3. To recruit and conduct the necessary training in order to maintain an adequate number of peer
counselors.
Objective F: To provide pre-screening services for purposes of determining whether a person needs to be
hospitalized.
\~MEICMH\SYS\USERS\THU\WP~pROCEDUR~BUOGET~AGENAVAFy02.doc
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AGENCY: Mid-Eastem Iowa Community Mental Health Center
Tasks: 1. Pre-screen all persons seeking voluntary admission and/or those persons being committed for
psychiatric care at a state Mental Health Institute.
2. Coordinate with judicial magistrates.
3. Coordinate admissions with staff at mental health institutes as well as the county CPC's (Central
Points of Coordination.)
Resources Needed to Accomplish Program Tasks:
1. 20 FTE clinical staff.
2. 4 intake/insurance/billing staff; 4 support secretarial staff; business and accounting staff of 2.0 and a records
technician and a transcriptionist; 1.0 maintenance staff.
3- Professional and general liability insurance.
4. Space to house the above for private counseling and treatment.
5. Supplies.
Goal II: To complete planning processes as a follow up to our strategic and organizational assessment which was done
in the 1999 fiscal year.
Objective A: To complete a three year strategic plan.
Tasks: 1. To organize a board/staff retreat with an outside facilitator for planning purposes.
2. With board and staff input, proceed with necessary stages of drafting a strategic plan.
3- To take strategic plan for board approval by the May, 2000 meeting.
Objective B: Prepare the Center for its accreditation review.
Tasks: 1. Review and update policies and procedures to meet accreditation standards.
Goal III: Maintain balanced budget and an appropriate cash balance.
Tasks: 1. Produce monthly financial statements for the Board of Directors.
2. Maintain timely and efficient billing practices.
3. Explore appropriate financial resources that are in concert with the mission of the Community
Mental Health Center.
Progress Toward Achieving Goals and Objectives of the 2000 fiscal year:
Objectives A, B, C, D, E, F, and G of Goal I were achieved.
Goal II, Objective A has been accomplished, though the Board of Directors did not approve until the July 2000 board
meeting. Goal II, Objective B remains in progress. New accreditation standards went into effect July 1, 2000 and our
review is tentatively scheduled for January 2001.
Goal III was achieved.
\\MEICMH\SYS~USERS~THU\WP\PROCEDUR~BUDGET~AGENAVAFy02.doc
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AGENCY: Mid-Eastern Iowa Community Mental Health Center
AGENCY PROGRAM GOALS AND OBJECTIVES
(List goals and objectives for the Fiscal Year for which you are requesting funding. Several pages are
provided, please add any additional pages you may need with your agency name as a header.)
FY 2002
Goal h To provide a comprehensive array of community mental health services and to promote mental health for and in the community.
Objective A: In the 2001 Fiscal Year provide psychiatry and psychotherapy to 2400 persons.
Tasks: 1. To provide an appropriate level of staff (12.2 FTE in psychotherapy and 3.3 in psychiatry
(including 3 part time psychiatric residents)) to respond in a timely fashion to people seeking
services.
2.To provide the necessary administrative and clinical support for clinicians to meet the above
requirements (1.5 nurses and 4.0 intake/insurance and billing staFO.
3. To provide the necessary on-going training for dinicians to maintain current knowledge in
treatment technology (the necessary CEU's for licensure on an annual basis).
Objective B: To provide supported community living and clubhouse services to 185 persons who are
diagnosed with a severe and persistent mental illness in Fiscal Year 2001 as well as 150 persons who
are homeless.
Tasks: 1. To provide a staffing of 6.2 persons to adequately provide supportive services to the
population.
2.Maintain close liaisons with:
a. Case Managers
b. Iowa City Housing Authority
c. Department of Human Services
d. University of Iowa Hospitals & Clinics and the Impact Program
e. Emergency Housing Project
3. Receive on-going training to remain current.
Objective C: To provide emergency services to about 150 persons a year in face to face interviews and about 1000
telephone calls a year.
Tasks: 1. To allow times each day to see persons needing immediate care.
2. To continually review internally and with county representatives (the CPC) our crisis
stabilization services in light of managed care requirements.
Objective D: To provide in-home family based services through our Family Support Services and Family Centered
Services programs with the goal of serving 40 families in the year 2002.
Tasks: 1. To have in place a staff of 1.7 people that will allow us to serve the 40 families.
2. To sustain funding for Family Support Services.
3. Publicize Family Centered Service program in order to expand its visibility to other providers
and/or payers.
Objective E: To provide Senior Peer Counseling services to 60 persons in the Fiscal Year 2002.
Tasks: 1. To maintain the number of trained peer counselors at 15.
2. To recruit and conduct the necessary training in order to maintain an adequate number of peer
counselors.
\\MEICMH\SYS\USERSXTHU\WP~PROCEDURXBUDGET~AGENAVAFy02 .doc
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AGENCY: Mid-Eastern Iowa Community Mental Health Center
Objective F: To provide up to 100 hours of consultation and education services.
Tasks: 1. To meet requests for consultation and education from individuals, groups, and community
agencies.
2. To participate in coordinated planning with local groups.
3. To contribute to the development of mental health professions through conducting research,
presenting papers at professional meetings, and publishing articles in scholarly journals.
Objective G: To provide pre-screening services for purposes of determining whether a person needs to be
hospitalized.
Tasks: 1. Pre-screen all persons seeking voluntary admission and/or those persons being committed for
psychiatric care at a state Mental Health Institute.
2. Coordinate with judicial magistrates.
3. Coordinate admissions with staff at mental health institutes as well as the county CPC's (Central
Points of Coordination).
Resources Needed to Accomplish Program Tasks:
1. 22 FTE clinical staff.
2. 4 intake/insurance/billing staff; five support/secretarial staff; business and accounting staff of 2 and a records
technician and a transcriptionist; two maintenance staff.
3. Professional and general liability insurance.
4. Space to house the above for counseling and treatment.
5. Supplies.
Goal II: To increase agency capacity for determining and measuring appropriate dinical outcomes.
Tasks: 1. Identify three concrete clinical areas and accompanying norms for outcome measurement.
2. Develop the measures.
Goal III: Increase educational initiatives within the community.
Tasks: 1. Plan and carry out two additional programs for the citizens and professionals of Johnson County.
2. Find the necessary money for these initiatives.
Goal IV: Increase communication efficiencies for all staff within the center and for the governmental and/or
private agencies with whom we work.
Tasks: 1. Have a computer on every staffperson's desk.
2. Have access to e-mail and the internet for all staff.
3. Upgrade existing technology.
Goal V: Assess short and long term needs for space.
Tasks: 1. Survey and extablish focus groups ofstaffto work in concert with the planning committee to
determine needs.
2. Produce planning document.
3. Talk with city officials and architects for possible options.
\\MEICMH\SYS\USERS\THU\WP\PROCEDUR\BUDGET~AGENAVAFy02.doc
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Director: NONE - C0-Pres: B Hollingsworth/
HUMAN SERVICE AGENCY REQUEST FOR FUNDING RMFriedrich
City of Coralville Agency Name: National Alliance for the Mentally Ill~f JC
Johnson County City of Iowa City Address: P O Box 3087, Iowa City, IA 52244
United Way of johnson County Phone: 319 337 5400
Completed by: Helen Dailey, Interim Treas
CHECK YOUR AGENCY'S BUDGET YEAR Approved by Chair Board: ,4~
1/1/01 - 12/31/01 X 10/1/01 - 9/30/02
- (date)
7/1/01 - 6/30/02
COVER PAGE
Program Summary: (Please number programs to correspond to Income & Expense Detail,
i.e., Program 1, 2, 3, etc.)
1. EDUCATION/ADVOCACY. A monthly program meeting features mostly local speakers who are involved with some aspect
of the treatment or care of persons with mental illnesses. A library of books and films is available at each program meeting.
We also provide speakers to schools and local groups to provide information about the impact of mental illnesses on the
community. Through our local, state, and national organizations we seek to improve treatment and services for persons with
brain diseases. Our members serve on county and state bodies, meet with legislators, write letters, and try to promote parity
with the care and treatment available for other illnesses. About 460 copies of our monthly newsletter are sent to members,
local, county, and state officials, care providers, and all of the local agencies that serve persons with mental illnesses.
2. FAMILY/CLIENT SUPPORT. A support group meets monthly to share information and personal experiences.
An answering service is employed to refer inquiries to members who are available to discuss matters of concern to the callers.
Assistance is provided for a few persons to attend regional or national meetings.
3. SUPPORT OF CARE PROVIDERS. We provide assistance to local care providers to enable the purchase of materials
or services that are not available through their normal budgets. We also provide in-kind support to national
research and advocacy groups. We fund the production of a brochure, Tell Me Where to Turn, that describes the resources
and care providers available to persons with mental illnesses in Johnson County.
Local Funding Summary 4/1/99 - 4/1/00 - 4/1/01 - % of Total
3/31/00 3/31/01 3/31/02 Budget
United Way of Johnson County - -
Does Not Include Designated Gvg. $1,500 $2,000 $3,000 12
FY00 FY01 FY02
City of Iowa City 0 0 0
Johnson County 0 0 0
City of Coralville 0 0 0
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jccoghs/fy01budg/xlbudg. xls - I -
· AGENCY: NAMI of Johnson County
'STATEMENT OF ACTIVITIES SUMMARY
(CASH BASIS)
ACTUAL THIS YEAR BUDGETED
LAST YEAR PROJECTED NEXT YEAR
Enter Your Agency's Budget Year ==> 1999 2000 2001
1. TOTAL OPERATING BUDGET 18,565 19,399 26,429
(Total a+b)
a. Carryover Balance (Cash 6,280 7,092 13,278
from line 3, previous column)
b. Income (Cash) 12,285 12,307 13, 151
2. TOTAL EXPENDITURES (Total a+b) 11,473 7,736 21,775
a. Non-directed (administration/general overhead) 525 490 550
b. Program Total (List Progs. Below) 10,948 7,246 21,225
1 Education/Advocacy 6,230 3,868 10,375
2 Family/Client Support 1,705 2,878 4, 150
3 Support of Care Providers 3,013 500 6,700
4
5
6
7
8
4. RESTRICTED FUND BALANCE (Total from page 5) 0 0 0
5. IN-KIND SUPPORT (Total from Page 5) 28,200 25,300 29,300
6. NON-CASH ASSETS 0 0 0
Notes and Comments:
2000 expenditures are being kept to a minimum in anticipation of using unspent funds to secure a .3 3FTE Director to provide contract
services.
Funds were primarily used to support telephone services ($1068); Printing and mailing of newsletter ($1100); Dues to NAMI ($1725)
BRIEFLY DESCRIBE HOW LOCAL FUNDS WERE SPENT LAST YEAR:
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budg/xlbudg.xls 2
NAMI of Johnson County
INCOME DETAIL
NON-
ACTUAL THIS YEAR BUDGETED DIRECTED PROGRAM PROGRAM
LAST YEAR PROJECTED NEXT YEAR FUNDING 1 2
1. LocalFunding Sources- ~ 1,250~ 1,815 [ 2,751 ] 01 917~ 917
a. Johnson County 0 0 0
b. City of Iowa City 0 0 0
c. United Way of Johnson County 1,250 1,815 2, 751 0 917 917
d. City of Coralville 0 0 0
e.
f.
2. Grants-State, Federal, rounda.onsI01 01 01 01 01 0
3.
b.
c.
d.
e.
f.
3. Net Sales of Se~ices ~so.rces>I 01 01 01 01 01 0
a.
b.
c.
4. Net Sales of Materials ] 1,606I 9ool 1,oool 1,oool o l o
a. NARSAD Cards 1,606 900 1,000 1,000
b.
C.
5. Contributions/Donations [ 2,202I 2,587[ 2,500I 2,500 [ 01 0
a. United Way Designated Giving 1,414 1,600 1,600 1,600
b. Other Contributions/Memorials 788 987 900 900
6. Special Events [ 4,460I 4,000I 4,000I 4,000I 01 0
a. Garage Sale 3,634 4,000 4,000 4,000
b. Hospice 826 0 0 0
c.
7. Interest Income [ 42 [ 175
8. Other - List Below I 2,7251 2,830I 2,8001 2,8001 o[ 0
a. Membership Dues 2,725 2,830 2,800 2,800
b.
c.
TOTAL INCOME (same asp. 2, lh~e lb) 12,285 12,307 13,151 10,400 917 917
Notes and Comments:
Since income is not generated by programs 1 and 2, income is treated as non-directed.
The projected allocation of UW income is $1000 toward the telephone answering service (which was provided by the UW office prior to
FY99); $1000 toward the cost of producing and mailing the newsletter; and $1000 to help produce addiitonal copies of Tell Me Where
To Turn. NAM1 has raised $3000 in donations to produce this brochure. Demand for this resource has escalated.
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jccoghs/fy01budg/xlbudg.xls - 3 -
AGENCY: NAMI of Johnson County
INCOME DETAIL (cont)
PROGRAM PROGRAM PROGRAM PROGRAM PROGRAM PROGRAM
3 4 5 6 7 8
1. Local Funding Sources- ] 917I 01 0I 01 01 0
a. Johnson County 0
b, City of Iowa City 0
c. United Way of Johnson County 917
d. City of Coralville 0
e.
f.
,. Gra.ts-S~te, ~eder~, ~o..,onsI 01 01 01 01 01 0
a.
b.
C.
d.
f.
3. Net Sales Of Se~iees ~so.~ces>I01010l0l01o
a.
b.
C.
4. Net Sales of Materials I 01 0I 01 01 01 0
a.
b.
C.
5. Contributions/Donations [ 0I O[ O[ O[ 0I 0
a. United Way Designated Giving
b. Other Contributions
6. Special Events I O I O I O I O I O I 0
a.
b.
C.
7. Interest Income I I I I I I
8. Other-Li~t .e~o~ I 01 01 01 01 01 0
a.
b.
C.
TOTAL INCOME (same as p. 2, linelb) 917 0 0 0 0
Notes and Comments:
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~g/xlbudg.xls - 3a -
PROGRAM EXPENDITURE DETAIL AGENCY: NAMI of Johnson County
NON- PROGRAM PROGRAM
ACTUAL THIS YEAR BUDGETED DIRECTED 1 2
LAST YEAR PROJECTED NEXT YEAR FUNDING
1. Salaries - Contract 0 0 9,600 0 4,800 2,400
2. Employee Benefits & Taxes 0 0 0 0 0 0
3. StafDevelopment 0 0 0 0 0 0
4. Professional Consultation 116 200 200 0 200 0
5. Publications & Subscriptions 62 100 150 0 150 0
6. Dues and Memberships 1,785 1,725 1,725 0 1,725 0
7. Mortgage, Rent and Property Tax 0 0 0 0 0 0
8. Building & Maintenance 0 0 0 0 0 0
9. Equipment Purchase/Rental/
Maintenance 0 0 0 0 0 0
10. Utilities 0 0 0 0 0 0
11. Telephone 1,068 1,300 1,300 100 200 1,000
12. Office Supplies &Postage 602 1,381 1,500 300 600 300
13. Printing and Publicity 993 1,400 1,500 150 1,200 150
14. Local Transportation 0 0 0 0 0 0
15. Insurance 0 0 0 0 0 0
I
16. Audit 0 0 0 0 0 0
I
17. Interest 0 0 0 0 0 0
18. Other (Specify): 0 0 0 0 0 0
19 Consumer Outreach Project 250 0 0 0 0 0
20 Books for local churches 600 0 0 0 0 0
21 Chatham Oaks 1,000 0 0 0 0 0
22 IMPACT 1,000 0 0 0 0 0
23 Meeting Expenses 282 300 300 0 0 300
24 Awards/Convention 700 1,330 1,500 0 1,500 0
25 TellMe Where To Turn Brochure 3,015 0 4,000 0 0 0
TOTAL EXPENSES ( p. 2, line 2) 11,473 7,736 21,775 550 10,375 4, 150
Notes and Comments:
Salary - Anticipated monthly expense allocated for .33 PT Director on Contract
Awards/Convention - Conference/Convention dues provided to NAMI representatives; annual awards are given to celebrate milestones in
leadership, volunteerism, etc.
Dues/Membership - Portion of dues collected that are remitted to National and State NAMI.
-451-
j ccoghs/fy01 budg/xlbudg. xls 4
PROGRAM EXPENDITURE DETAIL AGENCY NAMI of Johnson County
(continued)
PROGRAM PROGRAM PROGRAM PROGRAM PROGRAM PROGRAM
3 4 5 6 7 8
1. Salaries - Contract 2,400
2. Employee Benefits &Taxes 0
3. StaffDevelopment 0
4. Professional Consultation 0
5. Publications &Subscriptions 0
6. Dues and Memberships 0
7. Mortgage, Rent and Property Tax 0
8. Building &Maintenance 0
9. Equipmere Purchase/Rental/ 0
Maintenance
10.Utilities 0
11. Telephone 0
12. Office Supplies & Postage 300
13. Printing and Publicity 0
14. LocalTransportation 0
15. Insurance 0
16. Audit 0
17. Interest 0
18. Other (Specify): NAMI of Iowa 0
19 Consumer Outreach Project 0
20 Books for local churches 0
21 Chatham Oaks 0
22 IMPACT 0
23 Meeting Expenses 0
24 Awards/Convention 0
25 Tell Me Where To Turn Brochure 4,000
TOTAL EXPENSES ( p. 2, line 2) 6,700 0 0 0 0 0
Notes and Comments:
-452-
.31budg/xlbudg. xls - 4a -
AGENCY NAIVII of Johnson County
ACTUAL THIS YEAR BUDGETED
RESTRICTED FUNDS: LAST YEAR PROJECTED NEXT YEAR
Board/Donor/Funder Designated: Restricted for:
TOTAL RESTRICTED FUND (also shown page 2 or 2a, line 4) I 0 0 ~ 0
MATCHING GRANTS
Grantor/Matched by
TOTAL MATCHING GRANTS (also shown pg. 3, line 2) ] 0 0[ 0
IN-KIND SUPPORT DETAIL
Services/Volunteers: 2625 hours; 2700 hours; 2700 hours ~$8/hour 21,000 21,600 21,600
Material Goods: Garage Sale 2,000 2,500 2,500
Space, Utilities, etc.: Mercy Hospital 1,200 1,200 1,200
Other: (Please specify): Brochure 500 hours @ $8/hour 4,000 0 4,000
TOTAL IN-KIND SUPPORT (also shown on page 2 or 2a, line 5) ~ 28,200 25,300 29,300
Notes and Comments:
-453-
jccoghs/fy01budg/xlbudg. xls - 5 -
SALARIED POSITIONS AGENCY NAMI of Johnson County
"X"all that aoply FTE* Salary
Position/Title ~ ~ ~ ~ Last This Next Actual This Budgeted
Year Year Year Last Year Year Next Year Change
Director 0 0 0 0 0.00 0.00 0.33 0 0 9,600 100%
TOTAL FTE's and SALARIES 0 0 0.33 0 0 9,600 100%
* Full-time eauivalent: 1.0=full-time; 0.5=half-time; etc.
-454-
xlbudg. xls - 6 -
AGENCY: National Alliance for the Mentally III of Johnson County
ACCOUNTABILITY QUESTIONNAIRE
A. Agency's Mission Statement or Primary Purpose:
We provide support and educational programs for parents, siblings, spouses, children, and friends
of persons with mental illnesses and for persons who have a mental illness. We also advocate for
improved services and research for the various brain diseases.
B. Board of Directors:
1. Please attach a list of your agency's Board of Directors (page 7A)
2. Frequency of meetings: Monthly
3. Briefly describe board orientation and ongoing training opportunities:
A one-hour meeting is held prior to each monthly program meeting to discuss
expenditures, projects, and future plans for the organization.
C. Finances:
1. Are there fees for any of your services? Yes ~ No X
a. If YES, describe circumstances.
b. Are they fiat fees or sliding fees ?
2. Does your agency have:
an internal audit external audit financial review X
Frequency Monthly
3. Has your agency filed the Annual Report with the Secretary of State?
Yes X No
4. Has your agency filed Form 990 with the IRS? Yes X No
5. Please discuss your agency's fundraising efforts, if applicable.
We have an annual garage sale that generated $4000 this year. Other major sources of income are
membership dues, contributions from organizations in the community (mostly for special projects),
United Way, and sales of NARSAD cards & supplies.
D. Management:
There are no paid staff members.
1. Does each professional staff have a written job description? Yes No
2. Is the agency Directors performance evaluated at least yearly?
Yes No By Whom?
AGENCY
E. Program/Services:
The orqanization is a support, education, and advocacy .qroup and does not char.qe for any direct
services.
Please define your agency's units of service (service definition, length of time, cost per unit of service,
number of units provided, direct or indirect.)
Please supply information about clients served by your agency during last two complete budget years.
Refer to form instructions for definition of duplicated and unduplicated.
-7- -455-
AGENCY: National Alliance for the Mentally III of Johnson County
Enter Years 1998 1999
1. How many Johnson County residents (including 1 a. Duplicated (a) SEE
Iowa City and Coralville) did your agency serve? Count BELOW
1 b. Unduplicated (a) SEE
Count BELOW
2. How many Iowa City residents did your agency 2a. Duplicated
serve? Count
2b. Unduplicated
Count
3. How many Coralville residents did your agency 3a. Duplicated
serve? Count
3b. Unduplicated
Count
4. How many units of service did your agency provide? 4a. Total
4b. To Johnson
County Residents
(a) The newsletter is mailed 12 times per year to about 460 addresses, including all facilities for
persons with mental illnesses. 190 families have paid dues at least once during the past two
years. An average of about 40 persons attend the monthly program meetings. Several thousand
copies of the Tell Me Where to Turn brochure were distributed during this year. The telephone
service is provided by four or five members on a continuous basis. No records of ethnicity or age
of persons who attend our functions are kept; about 95% of the dues-paying members are
residents of Johnson County.
(b) While we do not have information on duplicated and unduplicated counts, nor information
regarding residence of those served, the following information is available for the number of
persons served in the following three areas:
Support Group: 7'2; Phone Support: 192; Program Meetings: 396
5. Other Areas Served:
Do you provide services to areas outside of Johnson County? No
6. Client Profile (for last complete year, if available): (See comment under item #4)
Age Gender Ethnicity
0 - 5 Female African American
6 - 17 Male Native American
18 - 29 Asian
30 - 61 Hispanic
62 - 75 Caucasian/Non-Hispanic
75 + Multi-racial
-456- -8-
AGENCY: National Alliance for the Mentally III of Johnson County
7. Evaluation and Review:
A. Please discuss how your agency measures the success of its programs.
The membership did some strategic planning for the year and voted on
priority concerns and goals that the organization is addressing, beginning
this year. At the final meeting of the year, December 2000, progress
toward these goals will be discussed by the membership.
The membership met with Elaine Sweet, Director of Johnson County
MH/MR services to discuss priority concerns regarding services in
Johnson County
B. Does your agency have a current strategic plan and date last reviewed? No
C. What plans does your agency have to increase efficiency and effectiveness?
1) We are considering having a small office space in conjunction with
another agency or possibly contracting with a service provider to assist
with grant writing, advocacy and management.
2) We will continue to fund the production and distribution of a brochure
that lists all services available for persons with mental illnesses in
Johnson County. Previous editions have been widely used by clients
and service providers.
4. We will attempt to improve our records concerning in-kind donations of
goods and services by our members.
D. How has your agency responded to United Way's recommendations from last year?
The Board has reviewed comments provided by the Citizen Review Panel Over
the past year the goals of the agency have been discussed at great len~hs.
Most challenging is the running of an agency by a volunteer board. As a result,
it is difficult to track detailed information as requested. We hope that our attempt
to gather some information will be helpful
We are in the process of considering the feasibility of hiring a part-time director.
A job description has been written and it is our hope to pursue this in the
forthcoming year.
8. In what ways will the needs of your service population change in the next five years:
The reduction in the use of institutional settings along with the advent of
managed care has required family members to provide more of the care for
persons with chronic mental illnesses. Thus the need for a support,
education, and advocacy group to serve these family members is
increasing.
-9- -457-
AGENCY: National Alliance for the Mentally III of Johnson County
9. In relation to the Johnson County Capacity Assessment, explain how your services are
meeting community needs.
Our agency provides education and mutual support for families and individuals with all major
brain disorders. This includes, schizophrenia, bipolar illness, panic attack, obsessire-
compulsive disorders and severe depression.
The agency is concerned about safe housing and shelter for its population, substance abuse
that exacerbates existing problems, employment opportunities that allow for self-sufficiency
among this population.
Educational sessions, phone support, and support groups are three ways of providing
service for this population. In addition, our agency has identified housing as one of its top
priorities. Several of our members are part of a housing committee to discuss project-based
housing and funding with Iowa City housing authorities. This committee will also visit
apartment buildings in other communities that have developed group housing for persons
with mental illness. See GOALS/
10. Please discuss any other problems or factors relevant to your agency's programs, funding or
service delivery:
All the work of the organization is organized and implemented by volunteers. Because of
this, it is difficult to find enough volunteers to carry out the work of the organization.
11. List complaints about your services of which you are aware:
None
12. Do you have a waiting list or have you had to turn people away for lack of ability to serve
them? What measures do you feel can be taken to resolve this problem:
No waiting lists.
How many people are currently on your waiting list?
13. In what way(s) are your agency's services publicized?
Through publicity releases, individual interviews with media, outreach letters,
and, most importantly, our monthly newsletter
14. United Way involvement by your agency: ("X" if agency participates)
-458- -10-
AGENCY: National Alliance for the Mentally III of Johnson County
a. Agency Directors Meetings X
b. Agencies Representative to Funding Hearings
c. Business Blitz
d. Day of Caring
e. Kick Off X
f. Victory Reception X__
g. Other
AGENCY
15. How have you collaborated with other agencies during the past year?
Community Mental Health: Housed library of materials; make support group meeting
available.
Distributed the brochure "Tell Me Where To Turn" (listing services of all types available in
Johnson County to persons with mental illness) throughout Johnson County.
Met with the Johnson County CPC to discuss unmet needs for persons with mental illness.
Members of NAMI serve various committees (see goals) as well as the National Institute of
Mental Health.
-11- -459-
AGENCY: National Alliance for the Mentally III of Johnson County
AGENCY HISTORY
The National Alliance for the Mentally III of Johnson County (NAMIJC) was incorporated
as a nonprofit organization in 1986. In 1985 the Mental Health Center (MHC) organized a
program for relatives of persons with schizophrenia. These family members began to meet for
further education and mutual support with the guidance of Carol Lear of the MHC. Within a
year, the group organized and affiliated with the National Alliance for the Mentally III (NAMI, the
umbrella organization with nearly 200,000 members) The group then expanded to include
family members and individuals with all the major brain disorders, including schizophrenia,
bipolar illness, panic attack, obsessive-compulsive disorders, and severe depression.
Our organization holds meetings where members can share concerns, learn about brain
disorders and receive practical information about health insurance, medical treatment, housing,
employment, and community resources. In addition to the program meetings, there have been
support group meetings devoted to the needs of clients who are seriously mentally ill and their
families.
In addition to the educational programs for ourselves and the mutual support groups, we
have also developed outreach programs to provide speakers to local groups and to participate
in county, state, and national activities. The principal advocacy tasks are to improve public
knowledge about the nature of brain disorders in order to reduce the stigma and discrimination
applied to our relatives with mental illnesses.
In the past, we have also made small grants to local agencies for items to improve
services to persons with serious mental illnesses (SMI). Some examples during the past three
years include seed grants to Hillcrest Supported Living for their revolving fund to assist with
emergency expenses for persons with SMI, funds to the IMPACT program at University
Hospitals to provide enrichment activities for which !hey cannot be reimbursed, funds to the
Visiting Nurses Association to provide aids for medication compliance, and funds to the UIHC
Behavioral Health Services, Life Skills, Inc, and the Crisis Center for books and other
educational materials to assist family members and other who care for persons with SMI. A new
grant recipient for 1999 is Chatham Oaks. We also support the NAMI of Iowa state office and
NARSAD, the major private organization that supports scientific research for brain diseases.
Within the past few months, a subcommittee of NAMIJC has studied the possibility of hiring a
part-time staff person to assist with the administration of the organization. Following a careful
review of all aspects of this position, the subcommittee has recommended that NAMIJC staff a
part-time director's position.
Although the focus of our group remains support, education and advocacy and in the
past we have relied entirely on volunteers, we are moving in the direction of hiring a part-time
director in order to strengthen all aspects of our organization.
-12-
-460-
AGENCY: National Alliance for the Mentally III of Johnson County
FY00 GOALS
GOAL '1: Provide support for families of persons with mental illness and to clients who themselves have a mental illness.
1. We have continued to support "caring and sharing" groups that have meetings
once a month.
2. We have employed a phone answering service to assist persons with questions
to contact one of several members who have volunteered for this service. This
service replaced a function previously provided by the United Way office staff.
3. We arranged for a winter pady and a summer picnic for persons with mental
illnesses and their family members to enjoy a social occasion together.
4. We have and will continue to produce Tell Me Where To Turn, a brochure that
lists services of all types that are available in Johnson County to persons with
mental illnesses. We are the major source of funding for the production and
distribution of this widely-used brochure.
GOAL 2: Educate ourselves and others about the nature of mental illnesses.
1. We had monthly program meetings with speakers who discussed many aspects
of services for the mentally ill. Examples included psychiatrists and other
professionals from UIHC, housing experts in accessing HUD funding, Executive
Director of NAMl-lowa, legal aspects of mental illness with Mental Health
Advocates and lawyers, legislation related to mental illness with Representative
Dick Meyers, social worker from Community Mental Health Center discussing
family support services, consumer's ads festival featuring reading by Jim Sato
from his autobiography and artwork by consumers.
2. We continue to provide books, tapes, and pamphlets at our monthly meetings. In
addition, we have housed our library of materials at the Community Mental
Health Center to make them available for a wider audience.
3. We have funded the purchase of reference books and materials for local service
agencies.
GOAL 3: Advocate for improved and expanded services for persons with severe and persistent
mental illness.
1. We present our annual service awards in October to persons who have made
outstanding service contributions, either as a professional or as a volunteer. The
recipients of this years awards are Frank Fleming, BSN, RN (Clinical Research
Center, University of Iowa) and Grace Piro (volunteer of NAMIJC, the organizer
of the garage sale which is our primary fund raising activity).
2. Through our membership dues, we have contributed approximately $1800 this
year to the NAMI state and national organizations that are the primary advocacy
groups for persons with mental illnesses.
3. NAMIJC has identified housing as one of the top priorities for action during this
year. The goal is to obtain funding, in conjunction with other housing authorities
in Johnson County, find an apartment building with 24-hour on-site support for
persons with mental illness. We have established a housing committee, with 12
members, including two co-chairs. The program of action will include meetings
with Iowa City housing authorities to discuss project-based housing and funding
sources. The committee will also visit apartment buildings in other communities
that have developed group housing for persons with mental illness. During the
next six months the housing committee will explore sponsorship of the project
-13- -461-
AGENCY: National Alliance for the Mentally III of Johnson County
with varying groups in the Iowa City area. Submitting a grant to HUD to obtain
funding for an apartment building is the goal of the committee.
4. We devoted one of our monthly program meetings to a meeting with the Johnson
County CPC to discuss unmet service needs for persons with mental illnesses.
5. Our members have served on the Boards of Directors of Goodwill, Chatham
Oaks,, United Way of Johnson County and on the MHDD Planning Council, and
county committees including Research and Development Committee, Advocacy
Committee and others. One of our members is a member of the National
Institute of Mental Health public participant panel who reviews research projects
submitted for funding at the national level.
AGENCY PROGRAM GOALS AND OBJECTIVES
-462- -14-
AGENCY: National Alliance for the Mentally III of Johnson County
GOAL: To continue our role as the primary volunteer organization in Johnson
County that provides support, education, and advocacy for families of
persons with mental illnesses.
Objective A: To give emotional support to others affected by mental illnesses.
Tasks: 1. Organize monthly support group meetings.
2. Provide support through continuous access to a member by phone.
3. Provide several annual social events for both families and clients.
Objective B: To educate ourselves and others in the community about the scientific
advances in the treatment of mental illnesses as well as the common
concerns and problems for family members of persons with these
illnesses.
Tasks: 1. Organize monthly meetings with knowledgeable, professional
speakers.
2. Provide books, tapes, and pamphlets at meetings.
3. Provide information and assistance through the mail and by phone.
4. Provide books and other educational materials to local service
agencies to aid their support of family members.
5. Provide support to NARSAD (National Association for Research on
Schizophrenia and Depression).
6. Provide our local newsletter to service providers and community
leaders in addition to our own members and other persons affected by
mental illnesses.
Objective C: To advocate for improvements in existing services for persons with mental
illnesses as well as to encourage the development of community
resources to replace the statewide services that are being discontinued.
Tasks: 1. Organize and present annual awards to volunteers and professional
care providers.
2. Testify at hearings, serve on local committees, boards and task force
groups that discuss policies for persons with mental illnesses.
3. Advocate through letters and conversations about the needs of
persons with mental illnesses.
4. Provide support to the National Alliance for the Mentally III and to
NAMl-lowa for national and statewide advocacy activities.
5. Actively seek support from siblings of persons with serious mental
illnesses (SMI).
Objective D: Hire a part-time director to assist the membership in achieving the goals of the
organization.
-15- -463-
AGENCY: National Alliance for the Mentally III of Johnson County
A subcommittee of the members was formed to consider the possibility of hiring a
part-time director. They considered all aspects of the position including, the role of
the person, the time constraints, financial considerations and finally a
recommendation to the membership.
-464- -16-
AGENCY: National Alliance for the Mentally III of Johnson County
BOARD OF DIRECTORS:
Co-President: Rose Marie Friedrich
Co-President: Brenda Hollingsworth
Secretary: Margaret Warner
Interim Treasurer: Helen Dailey
All dues paying members participate at meetings.
-17- -465-
HUMAN SERVICE AGENCY REQUEST FOR FUNE Director: Brian Loring
City of Coralville ] Agency Name: Neighborhood Centers of Johnson Co.
Johnson County City of Iowa City Address: P.O. Box 2491, Iowa City, IA 52244
United Way of Johnson County Phone: (319) 358-0438
CHECK YOUR AGENCY'S BUDGET YEAR Approved t,/ff--~':'
1/1/01 - 12/31/01 I0/1/01 - 9/30/02 / ~-/d~ dYD
(date)
7/1/01 - 6/30/02 X
COVER PAGE
Program Summary: (Please number programs to correspond to Income & Expense Detail,
i.e., Program 1, 2, 3, etc.)
Neighborhood Centers of Johnson County operates three Centers, two in low-income neighborhoods in Iowa
City, Broadway and Pheasant Ridge, and the third serves the rural Clear Creek community which includes Tif~n
and Oxford.
1. Education and Support Programs provide opportunities for parents and their children to reach their full potential
through academic and skill development. Programs also build cooperative efforts between parents, youth the neighborhood
and community. Working together with parents and young children, activities include: Adult Basic Education classes, 4 year old
preschool program, child development programs for infants and toddlers, school aged day care ( school year and summer
months), financial management and nutrition workshops, English as Second Language classes, parent education classes in
neighborhood schools, individual parent programs are partially funded through the state Education Department for Even Start
Literacy, At-Risk Four Year olds and Support for Parents of At-Risk Children Birth through Three. New during FY00 is funding
through the Johnson County Empowermerit Area. Child development/child care programs are funded through Title XX,
Promise Jobs, Transitional Child Care, Protective Child Care, private parent fees and the USDA Child Care Food Program.
2. Prevention Programs build skills within the individual, family and neighborhood, cooperatively preventing young people
from becoming involved in crime, drug abuse and violent behavior. Activities include: after school programs, service learning
programs, drug and violence prevention, teen programs, summer intensive supervision, pre-vocational gaining, in-school mentors,
tutoring, young black mews group, family nights, parent advisory committees, business partnerships and neighborhood councils.
Prevention Programs are partially funded through the state Department of Public Health, Department of Human Rights, Safe
and Stable Families Program and the Department of Human Services, School-B~sed Youth Services Division of the Department
of Education and the Johnson County Project.
Local Funding Summary: 4/1/99 - 4/1/00 - 4/1/01 - % of Total
3/31/00 3/31/01 3/31/02 Budget
United Way of Johnson County - -
Does Not Include Designated Gvg. $71,082 7.3%
FY00 FY01 FY02
City of Iowa City $57,836 $62,856 $76,178 5.1%
Johnson County $53,482 63482 $75,427 5.0%
City of Coralville
jccoghs/fy0 1 budg/xlbudg.xls I
-466-
AGENCY: Neighborhood Centers of Johnson County
BUDGET SUMMARY
ACTUAL THIS YEAR BUDGETED
LAST YEAR PROJECTED NEXT YEAR
Enter Your Agency's Budget Year ==> 2000 2001 2002
1. TOTAL OPERATING BUDGET 1,408,389 1,437,807 1,509,910
(Total a+b)
a. Carryover Balance (Cash 14,292 6,215 10,357
from line 3, previous column)
b. Income (Cash) 1,394,097 1,431,592 1,499,553
2. TOTAL EXPENDITURES (Total a+b) 1,402,174 1,427,450 1,499,556
a. Non-directed funding 134,520 128,353 127,619
b. Program Total (List Progs. Below) 1,267,654 1,299,097 1,371,937
1 Prevention 452,858 578,296 617, 192
2 Education &Support 814,796 720,801 754,745
3
4. RESTRICTED FUND BALANCE (Total from page 5) 938,843 907,232 936,785
5. IN-KIND SUPPORT (Total from Page 5) 116,635 118,372 124,290
6. NON-CASH ASSETS 770,491 775,000 775,000
Notes and Comments:
3a. The ending balance for FY00 includes $10,000 funds Board restricted for a building/emergency fund. It also includes restricted
grant funds carried forward to FY01: Successful Families Initiative $22852, School Based Youth Services $25,262, and Head Start $4,238.
There were also $87,071 grant and program vouchers recievable for FY00 at the end of the fiscal year.
3. The ending balance for FY01 & FY02 includes $10,000 funds Board restricted for a building/emergency fund. It also includes restricted
grant funds projected to carry forward to FY99 and FY2000: Summer Intensive Supervision $4,000.
There will also be a grant / program vouchers recievable of approximately $50,000 to $100,000 at year end.
6. Assets include the Broadway Street and Pheasant Ridge Centers, 5 vans, office computers, 3 copiers and 2 computer learning labs.
The audit for FY00 is scheduled for November, therefore non cash assets are estimated.
Briefly describe how local funds were spent last year:
The primary use of Local funds is to match the state and federal grants listed on page 2 and 5, to strengthen existing programs
and provide comprehensive services. For example, local funds support a Community Development Director who coordinates
Neighborhood Advisory Council at the 3 Centers and also organizes volunteers. Local funds also support administrative
salaries, building expenses (mortgage, maintenance, and utilities) and program activities.
jccogs/xlbudg.xls - 2 - -467-
AGENCY Neighborhood Centers of Johnson County
INCOME DETAIL
ACTUAL THIS YEAR BUDGETED NON- PROGRA1Vi PROGRAM I
LAST YEAR PROJECTED NEXT YEAR DIRECTED 1 2
2,000 2,001 2,002 FUNDING ?REVENTIOi~D & SUPPORT
1. Local Funding Sources- I 188,894 I 232,310 I 260,718 I 109,500 I 83,430 I 67,788
a. Johnson County 53,482 63,482 76,178 31,994 24,377 19,807
b. City of Iowa City 57,836 62,856 75,427 31,679 24,137 19,611
c. United Way of Johnson County 77,576 99,972 109,113 45,827 34,916 28,370
d. City of Tiffin 3,000
e. Johnson County / Tiffin Match 3,000
2. Grants- State, Federal, Foundations I 928,843 I 897,232 I 926,785 [ 0 [ 523,676 I 403,109
a. Iowa Dept of Public Health 44,683 38,732 38,732 38,732
b. Dept of Education 193,605 191,559 191,559 191,559
c. IA Dept of Human Rights 80,666 50,842 50,842 50,842
d. ICCSD Twain 6,300 8,750 8,750 8,750
e, Empowerment 56,396 75,840 75,840 75,840
f. Pregnancy Prev: UAY 3,152 3,600 3,200 3,200
g. USDA Food Program 44,303 44,000 44,000 44,000
h. Clear Creek Project / Decat 53,198 39,887 39,887 39,887
I. Promoting Safe and Stable Families 94,914 99,987 99,987 99,987
j. HeadStart Expansion 171,467 143,800 143,800 143,800
k. Summer Intensive Supervision/Decat 5,833 8,000 8,000 8,000
1. CJJ / Decat Match 7,000
m. DVP / Decat Match 12,667 13,818 13,818 13,818
n. Conununity Juvenile Justice 44,841 44,841 44,841
o. Strengthening Families 2,179
p. AmeriCorps 96,397 128,529 128,529
q. SBYS Grant: Clear Creek Amana 140,942 20,000 20,000 20,000
r. Summer Food Service Program 13,717 15,000 15,000 15,000
3. Net Sales Of Services (sources) 259,810 259,500 269,500 0 0 269,500
a. Parent Child Care Fees 9,501 9,500 9,500 9,500
b. Protective, At-Risk, Title 20 &Promise Jobs 250,309 250,000 260,000 260,000
4. Net Sales of Materials (sources) 165 200 200 200
a. Cards/T Shirts 165 200 200 200
5. Contributions/Donations 4,281 6,000 6,000 6,000 0 0
a. United Way Designated Giving 354 1,000 1,000 1,000
b. Other Contributions 3,927 5,000 5,000 5,000
6. Special Events 6,010 15,000 15,000 5,000 5,000 5,000
a. Kicking for Kids 6,010 15,000 15,000 5,000 5,000 5,000
7. Interest Income 5,667 6,000 6,000 6,000 0 0
8. Other - List Below 427 15,350 15,350 915 5,085 9,350
a. Case Management 228 350 350 350
b. Other Mini-Grants 199 15,000 15,000 915 5,085 9,000
TOTAL INCOME (same as p. 2, line lb) 1,394,097 1,431,592 1,499,553 127,615 617,191 754,747
Notes and Comments:
-468- d,, - 3-
PROGRAM EXPENDITURE DETAIL AGENCY Neighborhood Centers of Johnson County
2000 2,001 2,002 NON- PROGRAM PROGRAM I
ACTUAL THlS YEAR BUDGETED DIRECTED 1 2
LAST YEAR PROJECTED NEXT YEAR FUNDING PREVENTION~D & SUPPORT
1. Salaries 979,970 1,615,31:i 1,071,387 98,215 447,667 525,505
2. Employee Benefits &Taxes 159,050 182,756 192,850 17,679 80,580 94,591
3. Staff Development 19,990 20,000 20,000' 1,200 8,400 10,400
4. Professional Consultation 3,363 2,500 50 50
5. Publications &Subscriptions 340 340 340 170 170
6. Dues and Memberships 2,095 1,200 1,200 200 500 500
7. Mortgage, Rent and Property Tax 11,006 10,094 10,094 505 3,533 6,056
8. Building & Maintenance 30,019 25,000 25,000 500 9,000 15,500
9. EquipmentPurchase/Rental 10,955 8,400 8,500 750 1,500 6,250
10. Utilities 18,244 18,250 18,500 ' 905 6,495 11,100
11. Telephone 10,356 10,500 10,500 1,050 4,950 4,500
12. Ot~fice Supplies & Postage 7,927 8,000 8,000 1,000 3,500 3,500
13. Printing and Publicity 7,669 7,700 7,700 1,540 2,888 3,272
14. Local Transportation 1,864 3,000 3,500 2,500 1,000
15. Insurance 15,791 16,000 16,000 800 7,600 7,600
16. Audit 3,225 3,225 3,225
17. Interest
18. Other (Specif3;): Agency Van 12,183 13,000 13,250 9,000 4,250
19 Contract Services 13,146 5,750 5,750 ' 5,750
20 Educational materials 14,767 15,000 15,000 7,500 7,500
21 Food & Supplies 74,001 52,423 58,369 15,068 43,301
22 Recreation 6,522 6,500~ 8,000 4,000 4,000
23 Youth Incentives 2,916 2,500 2,341 2,341
TOTAL EXPENSES ( p. 2, line 2) 1,402,174 1,427,450 1,499,556 127,619 617,192 754,745
Notes and Comments:
8. Building expenses included $2,988 for storage sheds at two centers and contract maintenance and cleaning. In FY2001 and FY2002, part of the
cleaning is moved to the salary line.
9. Equipment purchases for FY00 include: $3,506 in desktop computer equipment, $550 vaccuums, $401 networking, $700 office chairs
The balance was spent on equipment repairs. The FY2001 includes $4,000 Commercial Dishwasher, Computer Replacement and repairs $2,500,
General repairs $1,900.
21. Decrease in food and supplies projected due to preparation of meals for licensed programs on-site.
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AGENCY Neighborhood Centers of Johnson County
ACTUAL THIS YEAR BUDGETED
RESTRICTED FUNDS: LAST YEAR PROJECTED NEXT YEAR
2000 2001 2002
Restricted by: Restricted for:
Iowa Dept of public Health Grant Purposes: Prevention $ 44,683 $ 38,732 $ 38,732
Dept of Education Grant Purposes: Education &Support $ 193,605 $ 191,559 $ 191,559
IA Dept of Human Rights Grant Purposes: Prevention $ 80,666 $ 50,842 $ 50,842
ICCSD Twain Grant Purposes: Prevention $ 6,300 $ 8,750 $ 8,750
Empowerment Grant Purposes: Prevention $ 56,396 $ 75,840 $ 75,840
PreL~mancy Prev: UAY Grant Purposes: Prevention $ 3,152 $ 3,600 $ 3,200
USDA Food Program Grant Purposes: Licensed Child Care $ 44,303 $ 44,000 $ 44,000
Clear Creek Project/Decat Grant Purposes: Prevention $ 53,198 $ 39,887 $ 39,887
Promoting Safe and Stable Families Grant Grant Purposes: Prevention $ 94,914 $ 99,987 $ 99,987
Head Start Grant Purposes: Education & Support $ 171,467 $ 143,800 $ 143.800
Summer Intensive Supervision/Decat Grant Purposes: Prevention $ 5,833 $ 8,000 $ 8.000
CJJ / Decat Match Grant Purposes: Prevention $ 7,000 $ $
DVP / Decat Match Grant Purposes: Prevention $ 12,667 $ 13,818 $ 13,818
CJJ GrantPurposes: Prevention $ $ 44,84l $ 44,841
Strengthening Families Grant Purposes: Education & Support $ $ 2,179 $
AmeriCorps Grant Purposes: Education & Support $ $ 96,397 $ 128.529
SBYS Grant: Clear Creek Amana Grant Purposes: Education &Support $ 140,942 $ 20,000 $ 20.000
Summer Food Service Program Grant Purposes: Education &Support $ 13,717 $ 15,000 $ 15,000
Board Restricted Emergency and Building Fund $ 10.000 $ 10.000 $ 10.000
TOTAL RESTRICTED FUND (also shown page 2, line 4) $ 938.843 $ 907.232 $ 936.785
MATCHING GRANTS $ 2,000 $ 2.001 $ 2,002
Grantor/Matched by (Local Sources =United Way, Iowa City, Johnson Co.) Grant Match Grant Match Grant Match
University oflowa Work Study / Various Grants and United Way $ 29,280 $ 9,760 $ 29.280 $ 9,760 $ 29,280 $ 9,760
Iowa Dept of Public Health / JC Decat, AmeriCorps, Local Sources $ 44,683 $ 43,036 $ 38,732 $ 43,036 $ 38,732 $ 43,036
DeptofEducation/HSExpansion, CACFP, Local $ 193,605 $ 157,150 $ 191,559 $ 157.150 $ 191,559 $ 157,150
IA Dept of Human Rights / Clear Creek Amana School District, Iowa City Community School District $ 80,666 $ 23,750 $ 50,842 $ 23.750 $ 50.842 $ 23,750
Clear Creek Project / Summer Food Service, CityofTiffin, Johnson County, AmeriCorps $ 53,198 $ 18,531 $ 39,887 $ 30,500 $ 39,887 $ 30,500
Pro~noting Safe and Stable Families Grant / Empowermerit, Department of Education, Decat, Local $ 94,914 $ 46,783 $ 99,987 $ 46,783 $ 99,987 $ 46,783
HeadStart Expansion / CACFP, Shared Visions, Even Start, Local $ 171,467 $ 57,008 $ 143,800 $ 57,008 $ 143,800 $ 57,008
Summer Intensive Superdsion / C J J, lowa City Parks and Rec $ 5,833 $ 4,000 $ 8,000 $ 4,000 $ 8,000 $ 4,000
AmeriCorps / CJJ. DVP, Local Sources $ 96,397 $ 59,750 $ 128,529 $ 79.667
JN-KIND SUPPORT DETAIL 2000 2001 2002
Services/Volunteers (Detailed Below) $ 106,485 $ 111,809 $ l 17,399
Material Goods (FY00 includes copier, program materials) $ 6,250 $ 6,563 $ 6,891
Other: (Please specify) Staff funded through MYEP, JTPA $ 3.900 $ $
TOTAL IN-KIND SUPPORT (also shown on page 2, line 4) $ 116.635 $ 118.372 I $ 124.290
Notes and Comments:
Hours Value Total
Board Members 388 $ 20.00 $ 7,760
Staff Donated Hours 1,785 $ 13.00 $ 23,205
Program Volunteers/Interns/Practicum Students 6, 150 $ 8.00 $ 49,200
Summer AmeriCorps Members 850 $ 10.00 $ 8,500
Professional Volunteers (Legal, Medical) 200 $ 60.00 $ 12,000
Volunteers (Nursing) 480 $ 9.00 $ 4,320
Volunteers (Educational) 75 $ 20.00 $ 1,500
Totals 9,928 106,485
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SALARIED POSITIONS AGENCY Neighborhood Centers of johnson County
"X" all that apply FTE* Salary
· = m
Position/Title ~ ~ ~ ~ Last This Next Actual This Budgeted %
Year Year Year 2,000 Year 2,002 Change
Executive Director 43 X X 13% 1.00 1.00 1.00 47, 160 50,000 51,250 2.5%
Associate Director 43 X X 14% 1.00 1.00 1.00 39,696 42,078 43,130 2.5%
Youth & Family Director 43 X X 16% 2.00 2.00 2.00 61,083 63,526 65,114 2.5%
Comnmnity Dev. Director 43 X X 16% 1.00 1.00 1.00 29,640 30,826 31,597 2.5%
Child Dev. Director 43 X X 16% 1.00 1.00 1.00 29,806 30,998 31,773 2.5%
Fiscal Manager 43 X X 15% 1.00 1.00 1.00 32,570 34,524 35,387 2.5%
Family Advocates 43 X X 17% 3.50 3.50 3.50 95,541 98,000 100,450 2.5%
ES Family Advocates 33 X X 18% 2.00 2.00 2.00 51,824 52,500 53,813 2.5%
Youth Leaders 33 X X 19% 4.00 3.00 3.00 101,092 73,720 75,563 2.5%
Youth & Family Specialist 33 X X 18% 4.00 3.00 3.00 96,614 81,000 83,025 2.5%
On-Site Director 33 X X 18% 2.00 1.75 2.00 47,394 43,750 51,250 17.1% A
Child Advocates 38 X X 24% 10.50 10.00 10.00 166,663 161,200 165,230 2.5%
Lead Teachers 38 X X 21% 6.30 6.25 7.00 118,275 126,750 141,960 12.0% A
Maintenance 33 X X 23% 0.25 0.75 0.75 3,153 13,260 13,592 2.5%
Administrative Asst 33 X X 22% 2.00 2.00 2.00 34,484 36,400 37,310 2.5%
Food Service 33 X X 23% 1.00 1.50 1.50 15,215 26,520 27,183 2.5%
AmeriCorps Members X 20% 0.00 4.50 6.00 40,500 54,000 33.3% A
UI Workstudy 0 0.00% 3.35 3.35 3.35 9,760 9,760 9,760 0%
TOTAL FTE's and SALARIES 45.90 48.60 51.10 979,970 1,015,312 1,071,387 5.5%
* Full-time equivalent: 1.0=full-time; 0.5=half-time; etc.
Paid Leave: equals the number of FTE Equivalent days per year.
Paid Leave: Employees paid leave is based on their FTE status. All employees receive holiday pay prorated to their FTE.
A .5 FTE employee receives 4 hours of holiday pay, a I FTE employee receives 8 hours holiday pay. Employees who work greater than
.5 FTE receive prorated sick pay, and .75 FTE to 1.0 FTE receive prorated vacation pay.
Vacation: Years l-2 = 10 days, Years 3-4 = 15 days, Years 5+ = 20 days
Retirement Plan: All employees are eligible for a self-contributing 403B retirement plan.
Note: A. Increase in FTE projected for FY02.2.5% increase in rate of pay.
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AGENCY: Neighborhood Centers of johnson Coun.ty
ACCOUNTABILITY QUESTIONNAIRE
A. Agency's Mission Statement or Primary Purpose:
Neighborhood Centers of johnson Cotmty is dedicated to building a better future for people in low-income
neighborhoods through programs that educate, foster self-esteem, strengthen families, and create a sense of commtmity.
B. Board of Directors:
1. Please attach a list of your agency's Board of Directors (page 7A)
2. Frequency of meetings: Semi-monthly meetings
3. Briefly describe board orientation and ongoing training oppommities:
Board orientation is provided by both the board president and the executive director. In the past year, we have
implemented a mentoring program for incoming board members. We also have added semi-monthly brown bag lunches
to introduce board members to Center staff and specific programs. Additional materials and support is provided by
United Neighborhood Centers of America. The Board of Directors holds a strategic planning session bi-annually.
C. Finances:
1. Are there fees for any of your services? Yes '4 No ~
a. If YES, describe circumstances.
b. Are they flat fees x/ or sliding fees ~] ?
Neighborhood Centers only charges fees for families in the full-day child development program who are unable
to obtain other child care subsidies. The child care fees are based on a sliding scale based on USDA Food
Program eligibility.
2. Does your agency have:
Intemal audit '4 Extemal audit x/ Financial review
Frequency Annual Complete Audit
3.Has your agency filed the Annual Report with the Secretary of State?
Yes x/ No
4. Has your agency filed Form 990 with the IRS? Yes 4 No __
5. Please discuss your agency's fundraising efforts, if applicable.
Fundraising for programs primarily rests on grants through local, state and federal sources. The annual "Kicking for
Kids" Soccer Tournament is a positive way to raise money and interest in Neighborhood Center programs from a
broader community. Residents from the three target neighborhoods also hold fundraising events which raise dollars for
Neighborhood Center programs.
D. Management:
1. Does each staff member have a written job description? Yes x/ No __
2. Is the agency Director's performance evaluated at least yearly?
Yes 4 No __ By Whom? The Board of Directors, with input from staff
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AGENCY: Neighborhood Centers of johnson Cotmty
E. Program/Services:
Please define your agency's units of service (service definition, length of time, cost per unit of service,
number of units provided, direct or indirect.)
Please supply information about clients served by your agency during last two complete budget years.
Refer to form instructions for definition of duplicated and unduplicated.
For FY2000, the defined unit of service is one hour in length for our prevention and education programs. We
recorded 198,224 direct service units during the last program year. The agency cost per direct service unit
was $7.07.
Following is the list of services provided overall in the Prevention/Education programs at Neighborhood
Centers of Johnson County for FY2000:
1. Preschool Programs (birth-four)
Child care/preschool full day programs for children birth through four (7:30-5:30 Monday- Friday).
Each contact equals 10 hours/10 units of service
FY2000 - 14,646 direct service recorded contacts/146,460 units of service
2. After School Programs (5-12)
Educational and recreational weekly programs for children in elementary school, includes community
service projects, drag and alcohol prevention programs, and special projects. (Monday - Friday 3:30-
5:00)
Each contact equals 1.5 hours/1.5 units of service
FY2000 - 7,869 direct service recorded contacts/11,803 units of service
3. Teen Programs (13-18)
Educational and recreational programs for teens, including young black men's group, young women's
group, intensive summer supervision FLIGHT (Future Leaders in Gear for Higher Training), and pre-
employment skill programs.
(Two evenings each week and one weekend program)
Each contact equals 1.5 hours/1.5 traits of service
FY2000 - 2,784 direct service recorded contacts/4, 176 traits of service
4. Youth Educational Act~'vitt'es
Literacy-focused programs for youth 5-18 which encourage success in school including tutoring,
transportation to MESA, one-on-one mentoting at school, music groups and tae kwon do lessons.
(Two evenings each week and one weekend program)
Each contact equals .5 hours/.5 units of service
FY2000 - 13,338 direct service recorded contacts/6,669 units of service
5. Adult Educational Acavt'ties
Programs assisting adults to reach academic goals include English as a Second Language classes, high
school completion classes, nutrition and financial management programs.
(Two-four sessions each week)
Each contact equals 2 hours/2 units of service
FY2000 - 1,996 direct service recorded contacts/3992 units of service
6. Parent Support
Education and support programs for parents including home visits and parent groups.
(One parent group each week, home visits offered individually one-four times each month)
Each contact equals 1.5 hours/1.5 units of service
FY2000 - 11,114 direct service recorded contacts/16,671 units of service
7. Community Building
Programs which encourage families to work together toward common goals and creating networks of
support, including family nights, neighborhood councils and volunteer service.
(Weekly evening programs vary, generally councils meet semi-monthly, family nights monthly)
Each contact hour equals 1 hour/1 unit of service
FY2000 - 8,453 direct service recorded contacts/8,453 units of service
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AGENCY: Neighborhood Centers of Johnson County
Enter Years FY99 FY00
1. How many Johnson County residents (including Iowa 1 a. Duplicated 112,078 119,811
City and Coralville) did your agency serve? Count
lb. Unduplicated 2,301 2,365
Count
2. How many Iowa City residents did your agency serve? 2a. Duplicated N/A N/A
Count
2b. Unduplicated 1,372 1,489
Count
3. How many Coralville residents did your agency serve? 3a. Duplicated N/A N/A
Count
3b. Unduplicated N/A N/A
Count
4. How many units of service did your agency provide? 4a. Total 185,369 198,224
4b. To Johnson 185,369 198,224
County Residents
5. Other Areas Served:
Do you provide services to areas outside of Johnson County? No
Area(s) served:
Services provided:
Funding Sources:
6. Client Profile (for last complete year, if available):
Age Gender Ethnicity
0 - 5 425 Female 1447 African American 502
6 - 17 1049 Male 918 Native American 5
18 - 29 652 Asian 31
30 - 61 220 Hispanic 279
62 - 75 19 Caucasian/Non-Hispanic 1164
75 + 0 Multi-racial 384
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AGENCY: Neighborhood Centers of johnson County
7. Evaluation and Review:
A. Please discuss how your agency measures the success of its programs.
Success is measured through a variety of assessments, which assists us in: 1) tracking individual and group
success, 2) planning and implementing effective programs which best meet the needs of program participants,
and 3) encouraging goal setting by family members. Evaluation tools include the Hawaiian Early Leammg
Profile (HELP), tracking early childhood development and the Automated Assessment for Family Progress
(AAFP), measuring eight separate constructs. We work with the school districts to track tmancy and school
performance in relation to Center programs. Also, collected yearly statistics on juvenile crime and police
reports are indicators of the neighborhood profile and assist in guiding programs. Neighborhood Centers also
participates in the federal evaluation of the Even Start Family Literacy progrank We also maintain
accreditation through the National Association for the Education of the Young Child (NAEYC) for all licensed
programs and are evaluated every two years. FY2001 is the next NAEYC evaluation year.
B. Does your agency have a current strategic plan and date last reviewed?
The Neighborhood Center's Board of Directors develops a strategic plan bi-aunually. The current strategic plan
was implemented November 7, 1998 and is reviewed regularly through board meetings. The next strategic
planning session is scheduled for November 4, 2000. The Neighborhood Center staff and residents also review
the strategic plan each year and create and adapt programs to meet the vision of the plan.
C. What plans does your agency have to increase efficiency and effectiveness?
we continue to straggle with the growth of the agency and maintaining effective programs. This year, the board
created a committee to look at growth issues at the Neighborhood Centers. From that committee and that
strategic planning session, we hope to improve effectiveness and efficiency through deliberative growth
strategies. We also acknowledge the in~portance of strong collaborative efforts with other agencies in Johnson
County which provide enhanced, effective oppommities for families.
D. How has your agency responded to United Way's recommendations from
last year?
In response to recommendations from last year, Neighborhood Centers continues to maintain diversity on the
board through community and neighborhood membership. During the past year, we have also continued to
secure funding from a variety of sources and have received funding for two new programs (Johnson County
Empowerment Areas and the AmeriCorps program).
8. In what ways will the needs of your service population change in the next five
years?
We anticipate three distinct changing needs in our neighborhoods over the next few years. First, as many of the
adults in our three neighborhoods return to the workforce, the need for employment services grows. Often,
adults new to the workforce are moving from job to job or are not gaining skills necessary for advancement.
During this funding year, we were successful in bringing area resources regarding employment together. In the
upcoming year, it is our hope to add employment services to the Neighborhood Center and encourage greater
use of existing programs. Secondly, we already see a great need for community development activities that
bring together low-income neighborhoods with other factions of the community. For example, Broadway
residents are working with the business community to redefine and develop the Broadway area of Iowa City.
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AGENCY: Neighborhood Centers of johnson County
And third, nural Johnson County is experiencing tremendous growth and will need some plan to bring services
to those more rural areas.
9. In relation to the Johnson County Capacity Assessment, explain how your services
are meeting community needs.
Neighborhood Center programs touch on each of the six areas identified as serious issues by the Johnson
Cotmty Capacity Assessment. Some of them, i.e. housing and shelter and health care, consist of referring
families to WIC, Department of Public Health, UIHC and DVIP. We also invite representatives from these
agencies to present workshops at parent groups, after school and teen groups, family nights and neighborhood
councils. During FY00, the Free Medical Clinic offered weekly doctor hours on-site at Neighborhood Centers.
However, other identified areas are an integral part of our programs. For example, this funding year, we
provided child care for 102 full-time children and 19 part-time children. In addition, in FY00, we handled
approximately 70% of all the DHS protective child care for children birth to three years in Johnson County.
We also provided around 35% of all the Title XX care for birth to three year olds in Johnson County. With our
preschool and afterschool included, the percentage would likely be much higher. This past year we have seen a
dramatic increase in the number of children in our Broadway child care programs that are in foster care. For
example, during the summer 16 children in Broadway child care were in foster care. Of the available child
care slots that are non-grant funded, 79%, or 19 of the 24 slots, are filled with children in foster or protective
care.
We have only begun to touch on the immediate issues related to employment and economic opportunities.
Working with the City of Iowa City, community members, and various southeast Iowa City businesses, we
have established the Broadway Improvement Group (BIG), to revitalize the Broadway neighborhood. We
hope to develop an action plan for Broadway to improve the image of the neighborhood and promote the
economic health of the area. We also recognize the growing need for more employment services for
families in our neighborhoods as they enter the world of work. We are collaborating with service providers
to bring those resources to our neighborhoods.
In the area of substance abuse, every afterschool and teen program incorporates drug prevention programs
in monthly plans. It is vital to offer a variety of alternatives in activities, as well as, increased evening and
weekend times for youth programs. This year, we have seen an increase in substance abuse among women
with children and an increase in domestic violence related to drugs and alcohol. It is our goal to merge
these issues into current and additional adult programs.
At Clear Creek, providing supportive services to seniors has been an issue since entering the TiffirgOxford
community. Currently, a weekly meal site and Meals on Wheels are offered. Neighborhood Centers has
added some supportive recreational and educational programming each week. The seniors have also
actively fundraised for Center programs. There is still a need for added services for this population.
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AGENCY: Neighborhood Centers of Johnson County
10. Please discuss any other problems or factors relevant to your agencyas programs,
funding or service delivery:
Maintaining continuity of service is an on-going challenge. While we have been successrid at continuing
programs through state and federal grants, it is often on a year-to-year basis. Those transitions are sometimes
difficult for staff and program participants. For example, the loss of the School-Based Youth Services program
at Clear Creek during FY00, while replaced with other programming dollars after a couple months lapse, was
difficult in the interim to maintain any type of meaningful program. Another challenge relevant to programs is
maintaining superior staff in child development programs during this particularly difficult employment market.
It is our goal to fired programs for the young child through alternative sources, which would enable the salary
range to be comparable to teachers skills and knowledge.
11. List complaints about your services of which you are aware:
Space is the number one concern both at the Broadway and Clear Creek sites. At Broadway, we are unable to
facilitate the number and type of programs that the neighborhood demands and, therefore, conduct programs
off-site. (For example, after school programs are now held at Twain school). At Clear Creek, we are located at
the Tiffm Methodist Church with additional space at the elementary and middle schools, which certainly offers
options but lacks a central location or adequate space.
12. Do you have a waiting list or have you had to turn people away for lack of ability to
serve them? What measures do you feel can be taken to resolve this problem:
This past year, we have noted an increase in waiting lists in the child development programs. In those cases,
we refer those families to other area resources to secure child care. In school-aged and parent programs, we
see a greater number of referrals from outside of our target area. And while there are numerous places to
expand our programs, we conduct outreach and recruitment only within our target neighborhoods. This is
especially difficult at Clear Creek, however, where the neighborhood is wide-spread. We have started to put a
"cap" on programs to control waiting lists. For example, a tutoring program has space for 20 children, we sign-
up 20 children with no waiting list.
How many people are currently on your waiting list? 67 (child care only)
13. In what way(s) are your agencyas services publicized?
Our primary source of publicizing programs within the neighborhoods that we serve is through direct outreach
contacts. We also have a monthly newsletter that is hand delivered to each household. Within the larger
Johnson Cotmty community, our services are publicized through an agency brochure, articles and press releases
in local newspapers, the Johnson County Services Index, the United Way brochure, speaking engagements and
local television and radio.
14. United Way involvement by your agency: ("X" if agency participated within the
last year)
a. Agency Directors Meetings
b. Served as Agencies Directors' RepreSentative to Funding Hearings
c. Business Blitz
d. Day of Caring
e. Kick Off
f. Victory Reception
g. Other
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AGENCY: Neighborhood Centers of johnson County
15. How have you collaborated with other agencies during the past year?
Neighborhood Centers of Johnson County recognizes the importance of interagency and provider
collaboration in building successful programs for families. It is our hope that the neighborhood-based
service delivery system ensures families have ready access to support within their communities. Blending a
variety of health and human service agencies and natural support networks are critical elements to achieving
that end and for successful outcomes for families. This past year, we have relied heavily on outside
agencies to identify and fill gaps in service and support existing programs and services in our agency.
Currently, Neighborhood Centers of Johnson County effectively collaborates with 27 area social service
agencies, as well as the Iowa City Community School District, the Iowa City Public Library, Johnson
County Extension, the University of Iowa, Kirkwood Community College and other resources. We
continue to be active members in the HACAP/Head Start Case Management Team and remain involved in
the Juvenile Crime Prevention Providers group.
Our collaborative efforts continue to grow and enhance programs at each Center and we are excited with
new programs developed during this past funding year. In Clear Creek, for example, the University of
Iowa's Family Planning Clinic and the Department of Public Health teamed up to provide regular Health
Clinics. The clinics have brought STD testing, pregnancy checks, WIC and well child services to this rural
community. Also new at the Center, the Free Medical Clinic placed a doctor on-site and provided clinic
hours for families. At Broadway, we are working with the Big Brothers/Big Sisters program to develop a
mentoring program within our Young Black Men's Group. With the support of Big Brothers/Big Sisters, we
currently have five adult mentors matched with young men participating in the program. At Pheasant Ridge,
the Delta Academy, an African American Professional Sorority, provides programs for young women at the
Center each week.
Collaborations prove vital in developing appropriate programs for families and their children. For example,
screenings were done in the preschool rooms in May by Wendall Johnson Speech and Hearing Clinic at the
University of Iowa. 40% of children tested showed delays in speech and language development. Evaluation
details were mailed out to parents. We conducted follow up home visits regarding the mailing and also the
importance of scheduling follow up screenings. Especially for Spanish speaking parents, these home visits
have proved a vital source for communicating the evaluation information. In the next quarter, we will look
at ways to incorporate language development skills and information into home visit activities for these
families. In addition, we are working with Break Through to Literacy, a private corporation that extends its
specialized services to our Even Start families, with children who are at risk for developing language and/or
reading skills, by providing scholarships into its summer literacy programs.
Neighborhood Centers sponsored a Resource Fair in February, the first of its kind in the Johnson County
community. The concept of the Resource Fair began as getting the word out about summer resources in the
community, but grew to include information about housing, employment and crisis services. Held at
Roosevelt Elementary School, over thirty community agencies set up tables and distributed information to
over one-hundred neighborhood residents. Some of the agencies represented: Vocational Rehabilitation,
DVIP, Iowa City Recreation Center (summer programs), MECCA and Community Mental Health. We
received positive feedback from many consumers and agencies, and hope to expand the Resource Fair in
future years.
Establishing and maintaining long term parmerships continue to benefit families in the three neighborhood ~ve
serve. We work with the Iowa City Community School District in serving families in the Twain and Hills
neighborhoods. The Clear Creek/Amana District provides space and support for school-based programs at the
middle school and elementary school. Kirkwood Community College provides ESL teachers on-site at
Broadway's Even Start program. Many collaborations, JTPA, DHS, UAY, provide overall program support
in a broad array of areas such as work development, child care and youth programs.
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AGENCY Neighborhood Centers of Johnson County
AGENCY HISTORY
In 1973 the management and residents of the Pheasant Ridge Apartments approached the School of Social
Work to develop a program because of the problems they were experiencing in the neighborhood. Child
abuse, police reports, vandalism and disputes among neighbors all contributed to a diminished quality of
life in the complex. The Pheasant Ridge Neighborhood Center was established in a three-bedroom
apartment with the goal of enhancing the quality of life in the neighborhood. For the past 26 years the
Pheasant Ridge Center has offered on-site educational and recreational opportunities, connected people to
resources in the community, and encouraged a sense of community.
The success of the Pheasant Ridge center prompted the Iowa City community to support the expansion of
the agency in 1988 to a second low-income neighborhood in Iowa City: Broadway Street. Like Pheasant
Ridge in 1973, the need for prevention programs was evident in the disproportionate number of child
abuse cases, police reports and juveniles on probation. Neighborhood Centers joined forces with Head
Start and built a 6,000 square foot facility in 1990. Since the Broadway Street Neighborhood Center has
been in operation, the quality of life in the neighborhood has improved, as seen by the decrease in child
abuse reports.
The Neighborhood Center concept is unique in that we bring programs to the people who would
otherwise have difficulty accessing services either because of transportation, child care, financial
constraints or a lack of knowledge of what resources are available. In addition to neighborhood-based
services, an important function of our agency is to connect our neighbors to other resources in the
community. Our agency works closely with other United Way agencies. The Neighborhood Center has
also developed successful partnerships with the Iowa City schools and the Iowa City Police Department.
Our collaborative efforts have decreased the number of drug dealers and gang members in the area and
have reduced the overall number of police reports. Our work with the schools has helped parents become
more involved in their children's education and has increased the academic skills of participating youth.
Neighborhood Centers strives to meet the changing needs of our neighborhoods and our community.
With the recent welfare reform initiatives we have seen less demand for respite childcare and a greater
demand for full-day childcare. As more parents move from welfare to work, we have tried to keep pace
with the tremendous increase in demand for childcare. As a measure of the increased demand, it is worth
noting that in 1995 we offered a total of 12 child care spaces in our cooperative - this year we have 106
full day childcare spaces. The additional space includes a collaborative effort with HACAP Headstart to
extend daily hours and provide year round programming for our 4 year-old preschool. We are also very
proud of the quality of our early childhood programs. In February 1998, the National Association for the
Education of the Young Child accredited childcare programs at Broadway and Pheasant Ridge.
We expanded our efforts in areas outside of Iowa City as we continue prevention programs in the Clear
Creek area of western Johnson County. With the help of individuals, businesses, churches and the Clear
Creek Amana schools, we have established a dynamic Neighborhood Center in the community of Tiffin.
In addition, this year we started some modest efforts in the Hills area. At the request of the Iowa City
School District, we have begun working in collaboration with the Hills Family Resource Center to
provide parent support activities to families in the Regency mobile home park.
We are requesting increases in funding from the City, County and United Way that will allow us to
maintain program continuity and attract new sources of support. We use much of the local dollars for our
core program and as match money for grant support funding sources outside Johnson County.
14
-479-
AGENCY: Neighborhood Centers of Johnson County
FY00 GOALS
Please state the goals of the latest completed fiscal year and report status of progress/completion.
GOAL I: Create educational opportunities for children, adults and families so they realize their full potential in school,
family, community and the world of work.
GOAL II: Build life skills and strengthen natural networks of support through increased oppommities for youth and
adults to become positively involved in their neighborhood, school and community.
During FY2000, Neighborhood Centers of Johnson County completed the second full assessment year using the
Automated Assessment for Family Progress (AAFP) and the Hawaiian Early Learning Profile (HELP) in evaluating
family and individual progress. Both the HELP and the AAFP have served as an important tool in measuring the
progress that we have made with families and the areas in which we need to place more emphasis. We also continue
to track school success through attendance and grades, with the support of the Clear Creek and Iowa City School
Districts.
Pre and post tests were completed with fifty six children this past year. Of that group, twenty two children (birth to
5) have remained in the programs for two years and have been administered the HELP assessment on 4 different 6-9
month intervals. Children from this cohort come from families that are receiving the full array of family support
services at Neighborhood Centers. Each individual variable has a developmental score range for 0-2, with score of 1
being in the normal or average developmental range for the child's age. The aggregate score for all variables can
range from 0-10 with a score of 5 being in the normal/average developmental range. The measurements are
compared with the child's developmental stage, not their previous scores on the assessment. Consequently, the
developmental bar by which the children a measured continues to rise as the child ages.
Overall, results in HELP assessments show that children participating in Neighborhood Centers of Johnson County
Child Development programs have significant developmental increases. Long-term HELP results show that of the
22 children who have completed a HELP assessment four times (Fall 1998, Spring 1999, Fall 1999 and Spring
2000), have demonstrated significant gains in all five development areas.
Most significant is the 233% gain the children made in language development during their two years in our program.
Many children enter our child development programs non-English speaking, primarily speaking Spanish in their
homes. To help children prepare for English-speaking elementary schools, child development programs incorporate
bi-lingual language and literature in much of the classroom day. In addition, we employ numerous bi-lingual staff to
both strengthen and value the child's home language as well as to teach the child English. This emphasis on
language development in our curriculum has clearly benefited the child.
Children who were new to the Child Development programs this year also showed gains on their HELP assessments
in all five developmental areas. We believe that the consistency of our programs, the quality of our staff, the daily
routine and overall curriculum allows each child to make clear developmental progress.
During FY00, we worked with the University of Iowa, who developed the Automated Assessment for Family
Progress (AAFP) for Connnunity Action Agencies, to disseminate and interpret the results. Not only will this
information assist in assessing growth for our target population, but it also identifies places families need support.
The following is a summary of the Automated Assessment for Family Progress results for FY00: Job Status
Over the past year, we recorded a marked improvement in household employment and benefits. 85% of
families reported that all adult household members were employed at the end of the year, in comparison to
50% at the start of the project. With the increase in employment came an increase in benefits. In Time 1,
only 32% of families had at least one of the listed benefits (Medical, Vacation, Life, Sick, Retirement) while
in Time 2, 59% of the families had an adult household member with at least one of these benefits. These
figures show not only an increase in employment but also an increase in the quality of employment. While
these figures show that many situations improved, there was increased recognition of a need for job training
in Time 2 families. These families said that they needed additional job training that was either not available
C:\My Documents\Word FilestUnitedWay\uw20011 .DOC
-480-
AGENCY: Neighborhood Centers of Johnson County
or they were not enrolled in. Our experience at Neighborhood Centers has been that it is harder to find
child care assistance for job training programs or education than for "work." This may be a barrier to these
families.
Education
Education status in families was static with a 3% or less change in the variables. For example, in Time 2,
64% of families were either enrolled in educational programs or did not need further education, whereas in
Time I it was 67%. In Time 2, 79% of families had an adult family member who required additional
primary education, such as GED, ABE, or ESL, up from 76% in Time 1.
Community Involvement
It is interesting to note the high percentage of families, 88%, that indicate high community involvement. In
this case, community activity is defined as any voluntary activity open to the public, including school, and
Neighborhood Center involvement most likely scored families much higher than the general population.
There was an increase in family community involvement to 94% in Time 2.
Self-Sufficiency
There was a decline in the number of families on a program to get offFIP, from 29% in Time 1 to 18% in
Time 2. While this represents a negative outcome, it is actually a result of the marked increase (50% to
85%) in employment within the neighborhoods. In other words, families are off FIP and working and no
longer require a FIP plan.
Household Management
There were positive changes in Household Management, which are related to the improvements in
employment and self-sufficiency status. In Time 2, 94% of families were able to pay their bills on time
versus 85% in Time 1. In addition, there was an increase in the percent of families able to meet their needs
without any assistance, from 52% in Time 1 to 63% in Time 2. Average household quarterly income also
increased by approximately $100.
Food Supply
Families recorded a decrease in participation in food assistance programs (WIC, Food Stamps, and
emergency food programs) during the year, while reporting an overall increase in an adequate food supply.
In Time 2, 91% of families reported that their food supply was adequate, versus 82% in Time 1. During
this same time, participation in programs that provide food assistance declined from 52% in Time 1 to 41%
in Time 2. This change may again be related to improved job status and increased income. It is also
interesting to note that the most participating families had a plan to improve food/nutrition goals in Time 1
and achieved that goal by Time 2.
Health
The number of families where at least some members had health insurance coverage increased from 74% in
Time 1 to 91% in Time 2. This increase is also related to the increase in employment status. Again, the
increase in the number of families with some benefits in the Job Status category jumped from 32% in Time
1 to 59% in Time 2. In addition, 97% of families were receiving preventative care such as physicals in
Time 2, up from 94% in Time 1. Throughout this funding year, Neighborhood Centers of Johnson County
developed partnerships within the community, specifically Free Medical Clinic and Johnson County Public
Health, which provided greater access to preventative health care.
Housing
According to the Automated Assessment, affordable housing is available to 94% of families in Time 2, up
from 88% in Time 1. The respondents are living in two low-income neighborhoods, which contain
subsidized and non-subsidized housing. In Time 2, 97% of respondents identified housing as adequate or
good, with 3% rating their current housing poorly. In Time 1, 91% rated there housing adequate or good
while 9% rated their housing as poor. There was a significant decrease in the number of respondents who
rated their current housing as located in a high crime or unsafe area. In Time 1, 24% ofrespondents rated
their housing as a high crime or unsafe area versus 9% in Time 2.
Transportation
There was an improvement in access to transportation. In Time 2, 82% of families had access to affordable
transportation versus 65% in Time 1. Additional programs available to families in the Neighborhood
included the Empowerment transportation program, which provided car repairs for families, and
transportation to childcare programs for school age children. The program also provided bus passes as
necessary for families with young children. This program improved access to transportation for families
with young children.
C:\My Documents\Word Files\UnitedWay~uw20011 .DOC
-16- -481-
AGENCY: Neighborhood Centers of johnson County
Legal
The number of families in need of legal services that are unaffordable or unavailable has declined from 35%
to 24% between Time 1 and Time 2. This may also represent better and more thorough information that
adults have regarding legal programs in the Johnson Comity colnmunity. For example, Neighborhood
Centers has made a concerted effort in FY00 to facilitate programs on legal issues pertinent to residents.
Referrals to Legal Services, Inc. have grown this program year.
Child Care
Access to childcare increased for respondents during this program year. In Time 1, 47% of respondents
said that childcare was either miavailable or not affordable for them, versus 18% in Time 2. The increase in
availability may be in part to the increase in age of the children. Childcare costs decline and options
increase as a child's age increases. These are families who have been in our programs for a fair length' of
time, some becoming eligible for Head Start. Another program that has assisted to fill the gaps for some
families is the Empowerment program "Continue Care." Continue Care allows children to remain in care
and maintain stability and their slot while their parent is on an interim from school, job searching, ill, or on
maternity leave. Outcomes for this, as measured by remaining in a high quality childcare program post
"Continue Care" have been very high. For our programs approximately 90% of "Continue Care" families
have stayed in child care programs when their Continue Care eligibility expired.
For school-aged youth participating in educational programming at the Neighborhood Center, GPA's and truancy
reports assist us in working individually with students, parents and schools in achieving school success. As this is the
second year of collecting data, we were especially interested in the progress of those students participating in both
years. Overall, those students participating in the mentoting component, over two years, increased their GPA (on a 4
point scale) by .27, and attend school 5.5 more days per year. Those students participating in only after school
programs, actually had a small decrease in GPA by. 12, but increased days in school by 4 per year. Those students
with the greatest overall change, however, are seen in participants in both the mentoring and after school programs.
The increase in GPA for those students was .37 and the average days absent a very low 1.5 days annually.
C:~My Documents\Word Files\UnitedWay%uw20011.DOC
-482-
AGENCY Neighborhood Centers of Johnson County
AGENCY PROGRAM GOALS AND OBJECTIVES
(Several pages are provided, please add any additional pages you may need with your agency name
as a header)
GOAL I: To build life skills and strengthen natural networks of support through increased
opportunities for youth and adults to become positively involved in their neighborhood, school and
community.
OBJECTIVE A: Expand outreach efforts in early intervention programming to prevent drug abuse,
violence and criminal activity in the Broadway Street, Pheasant Ridge and Clear Creek
Neighborhoods.
TASKS:
· Carry out education, recreation and cultural components for the 80 youth participating in the
Learning Enrichment Asset Development (LEAD) project.
· Continue LEAD project for 80 children ages 6-17 at the Pheasant Ridge Neighborhood Center.
· Organize and conduct a tutoring program twice per week at all 3 Centers to reach 80 youth.
· Conduct Community Crime Prevention program for 100 youth ages 6-17 at Broadway Center.
· Provide 30 hours of recreational and team building activities to 50 teens from Clear Creek,
Broadway and Pheasant Ridge neighborhoods.
· Conduct Youth Connections AmeriCorps Project for school age youth at Broadway, Clear Creek,
and Pheasant Ridge.
· Provide in-school support and mentoring for 200 children at the following schools: Roosevelt,
Southeast Jr. High, City High, and Clear Creek's elementary, middle and high schools.
· Provide in-school mentoring and two generational programming for 100 students at Twain
Elementary through the Parents Aligned with Students and Schools (PASS)
· Provide a minimum of 30 hours oftraining/workshops to 50 teens on drug abuse and violence
prevention at all three Centers.
· Provide 60 hours ofpre-employment experience and community service to 75 youth ages 10-17
from all three Centers.
· Provide after school programming for 60 school-aged youth from Clear Creek area.
· Provide outreach and family support services to 175 families in the Broadway, Pheasant Ridge,
and Clear Creek areas.
· Coordinate 12 well baby and immunization clinics at all three Centers.
18 -483-
AGENCY Neighborhood Centers of Johnson County
OBJECTIVE B: Promote a sense of community and reduce isolation in areas served by
Neighborhood Centers.
TASKS:
· Provide monthly newsletter to 700 families in the Broadway, Pheasant Ridge and Clear Creek
neighborhoods.
· Outreach to 50 per families each week to provide family support services and encourage
participation in formal programs and community building events.
· Continue the community development work initiated by the Broadway Improvement Group
(BIG) to spur social and economic revitalization of the Broadway area and other areas of
Southeast Iowa City.
· Maintain resident participation in Parent Advisory Groups at each Center to provide input on
programming and address larger neighborhood and community issues.
· Conduct regular meetings of the Parent Advisory Groups at each Center.
· Conduct bi-monthly "Family Night" at Broadway, Pheasant Ridge and Clear Creek.
· Conduct weekly "Parent Support Group" at Pheasant Ridge, Broadway and Clear Creek.
· Organize 24 special events for families creating opportunities for families to come together and
build support network.
· Continue to encourage "ownership" of the Center through resident initiated groups (such as the
neighborhood crime prevention steering committee, neighborhood council and advisory groups)
and volunteer opportunities.
· Conduct leadership training program for 12 residents in the Pheasant Ridge, Broadway and Clear
Creek neighborhoods.
· Employ adults and 30 youth from the neighborhoods in center programs.
OBJECTIVE C: Assist families in meeting fundamental needs.
TASKS:
· Provide informational, referral and advocacy to families in need of emergency/direct assistance
· Distribute clothing and food to 500 families.
· Provide transportation to 35 adults and 50 children to attend adult education and summer school
classes.
-484- 19
AGENCY Neighborhood Centers of Johnson County
· Provide access to telephone and deliver phone messages.
Maintain Block Parent sites at Centers.
· Distribute Table-To-Table food to 350 families in the Broadway and Pheasant Ridge
Neighborhoods.
OBJECTIVE D: Provide childcare for families that will enable them to be employed or seek, train
and/or retrain for employment.
TASKS:
· Provide full-time and part time, licensed NAEYC accredited child care/child development classes
for 75 children aged 6 weeks - 3 years.
· Coordinate childcare for youth while parents attend parenting groups, advisory meetings and
Neighborhood Council meetings.
· Provide childcare during other adult center activities.
· Conduct child development activities 3 times each week for 75 children birth-5 years while their
parents attend adult education classes.
· Provide "Parents as Partners Pre-School for 5 days per week for sixteen 4 year-olds in the
Pheasant Ridge Neighborhood.
· Provide summer 4 year-old preschool for 16 children.
· Provide after school and summer childcare for school aged children.
GOAL II: Create educational opportunities for children, adults and families so they might realize
their full potential in school, family, community and the wo~d of work.
OBJECTIVE A: Provide educational support for children to enhance their self-esteem, self-
awareness and build academic and communication skills.
TASKS:
· Conduct child development activities each week for 75 children ages birth to 7 years while their
parents attend adult education classes and ESL.
· Provide tutoring and weekly access to Broadway, Pheasant Ridge, and Clear Creek 100 children
and their parents during the school year.
· Provide in-home and center-based parent support activities to 20 families living in the Hills area
of southern Johnson County
20 -485-
AGENCY Neighborhood Centers of Johnson County
100 children birth-3 will participate in child-centered, developmental activities 5 times each week
for 40 to 50 hours per week.
· Provide all-day preschool and Head Start program for 32 at-risk 4 year-olds at the Broadway and
Pheasant Ridge Centers.
· Conduct tutoring program and study time for 80 youth 2 times each week during the school year
at all three Centers
· Provide educational afterschool programming for 150 school-age children at Clear Creek,
Broadway, Pheasant Ridge, Mark Twain and Roosevelt schools.
OBJECTIVE B: Create an environment where Center staff and neighborhood parents work in
parmership, communicating regularly to build mutual understanding and greater consistency for
children; and facilitate the active involvement of parents as the first teacher of their children.
TASKS:
· Provide educational and parent education training for 100 parents from Broadway, Pheasant
Ridge Neighborhood Centers, and Clear Creek Amana Schools to prepare their 150 children for
school success.
· Facilitate 20 weekly parent / child in-home visits to promote literacy activities through family
directed reading themes.
· Conduct monthly group activities focused on reading/literacy with 25 parents at Neighborhood
Centers and neighborhood schools.
· In collaboration with the schools, transport and coordinate bimonthly parent / child activities for
35 families at Roosevelt or Twain family resource rooms.
· Facilitate the participation of 50 parents in school events and volunteer activities in their child' s
classroom.
· Offer English as a Second Language classes for 40 adults at Broadway 2 times per week.
· Provide Adult Basic Education and GED classes to 35 parents from Broadway and Pheasant
Ridge.
· Provide tutoring and weekly access to Broadway and Pheasant Ridge computer lab for 75 parents
and their children.
· Provide 50 households, through group or home-based "life skills" leaming opportunities, that
will include parent education and support, financial management, nutrition counseling and
referral to appropriate resources.
-486- 2 1
AGENCY Neighborhood Centers of Johnson County
· Recruit 20 parents with young children in Neighborhood Centers child care to become volunteers
in the Broadway and Pheasant Ridge early childhood programs.
· Continue Parent Advisory Committees at all three Centers made up of parents with children in
Early Childhood and Youth Development programs at the Centers.
RESOURCES NEEDED TO ACCOMPLISH TASKS:
· 60 FTEs for center programs
· 5 paid administrative staff
· 1 maintenance staff
· 90 volunteers
· 3 neighborhood centers, fully furnished and insured, at Broadway, Clear Creek and Pheasant
Ridge
· Telephone system at each Center
· 3 photocopy machines
· Equipment and supplies for licensed day care space - 120 children
· 2 licensed playgrounds
· Computer system for each Center
· 5 passenger vans with full insurance
· Umbrella and Professional liability insurance
· Educational materials
· Expendable supplies and food
COST OF PROGRAM
FY 00:$1,402,174
FY 01:$1,427,450
FY02:$1,499,554
22
-487-
HUMAN SERVICE AGENCY BUDGET FORM PENTACREST INC./PATHWAYS ADHC
FISCAL YEAR 2001
Director: Jo Benson-Vor~ald, RN, BSN, MHA
Address: 603 Greenwood Drive, Iowa City
City of Coralville
Johnson County City of Iowa City Phone: (319) 339-6162
United Way of Johnson County Completed by: Jo Benson-Vorwald
CHECK YOUR AGENCY'S BUDGET YEAR Approved by Chair: David Brown ~
(Signat
1/1/01 -- 12/31/01 October 10, 2000/November 1, 20
7/1/01- 6/30/02 X
10/1/01 -- 9/30/02
COVER PAGE
Program Summary: (Please number programs to correspond to income & Expense Detail, i.e. Program
1, 2, 3, etc.)
1. Pathways Adult Day Health Center
Pathways Adult Day Health Center provides adult day health services that identify and meet the needs
of physically and psychologically challenged adults and their families or primary caregivers.
Local Funding Summary: 4/1/99 - 4/1/00 - 4/1/01 - % of Total
3/31/00 3/1/01 3/31/02 Budget
United Way of Johnson County -- 90 910,519 911,500 3.90%
Does Not Include Designated Gvg.
FY00 FY01 FY02
City of Iowa City 90 90 90
Johnson County 950,000 950,000 950,000 17.25%
City of Coralville 90 $0 $0
-488- - 1 -
Pentacrest Inc/Pathways ADHC
BUDGET SUMMARY ACTUAL THIS YEAR BUDGETED
LAST YEAR PROJECTED NEXT YEAR
Enter Your Agency's Budget Year --> FY 00 FY 01 FY 02
1. TOTAL OPERATING BUDGET $261,329 $266,375 $281,065
(Total a + b)
a. Carryover Balance (Cash from line 3, previous col- (-2,707) ($10,955) ($8,785)
umn)
b. Income (Cash) $264,036 $277,330 $289,850
2. TOTAL EXPENDITURES (Total a + b) $272,284 $275,160 $289,185
a. Administration $30,723 $24,000 $24,500
b. Program total (List Programs below)
1. Pathways Adult Day Health Center $241,561 $251,160 $264,685
2.
3.
4.
5.
6.
7.
8.
3. ENDING OPERATING BALANCE (Subtract 2-1) ($10,955) II II
4. RESTRICTED FUND BALANCE (Total from page ) 0 0 0
5. IN-KIND SUPPORT (Total from page ) $1,500 $1,500 $1,500
6. NON-CASH ASSETS $16,331 $17,000 $17,500
Notes and Comments: A loss of $8,248 was reported in FY 00. However, the agency continues to
maintain a positive Fund Balance on the Balance Sheet. The administrative fee includes the salaries of the
Consulting Medical Director, Executive Director and the services such as billing, purchasing, Human
Resources, M.I.S. Payroll, etc... The salary line item includes both wages and benefits.
*Briefly describe how local funds were spent last year:
The provision of adult day health services to low income individuals residing in Johnson County.
- 2 - -489-
Pentacrest Inc/Pathways ADHC
AGENCY
INCOME DETAIL ACTUAL THIS YEAR BUDGETED NON- PROGRAM PROGRAM
LAST PROJECTED NEXT YEAR DIRECTED 1 2
YEAR FUNDING
1. Local Funding Sources $75.469 $85.500 ~89.000 0 $89.000
a. Johnson County $50.000 $50.000 $50.000 0 $50,000
b. City of Iowa City 0 0 $0 0 $0
c. UnitedWay $2,629 $10,750 $11,500 0 $11,500
d. City of Coralville 0 0 $0 0 $0
e. Heritage Area Agency on Aging $15,785 $17,750 .$20,000 0 $20,000
f. Child and Adult Care Feeding Program $7,055 $7,000 $7,500 0 $7,500
2. Grants- State, Federal. Foundations (Total 1 a - l f)
a. None
b.
c.
d.
3. Net Sales of Services (sources) $184,393 $188,000 $198,000 0 $198,000
a. Adult Day Health Service - Fee for Service $184,393 $188,000 $198,000 0 $198,000
b.
c.
4, Net Sales of Materials (sources)
a. None
b.
c.
5. Contributions/Donations $1.133 $2,680 $1.500 0 $1,500
a. United Way Designated Giving $958 $1.380 $1.000 0 $1,000
b. Other Contributions $175 $1,300 $500 0 $500
6. Soecial Events 0 0 0 0 0
a. Theater Event 0 0 0 0 0
b.
c.
7. Interest Income $500 $400 $500 0 $500
8. Other- List Below Including Miscellaneous $2.541 $750 $850 0 $850
a. Case Management Assessments $544 $500 $600 0 $600
b. Miscellaneous Income $1,997 $250 $250 0 $250
c.
TOTAL INCOME (shown also on gage 2. line 1 b) $264,036 $277.330 $289.850 0 $289,850
Notes and Comments:
-3-
-490-
Pentacrest Inc/Pathways ADHC
AGENCY
PROGRAM EXPENDITURE DETAIL ACTUAL THIS YEAR BUDGETED PROGRAM PROGRAM
LAST YEAR PROJECTED NEXT YEAR ADMIN. 1 2
00 01 02
1. Salaries $125,116 $131,415 $136,135 0 $136,135
2. Employee Benefits and Taxes {Health, FICA, Rot) $20,853 $22,000 $23,250 0 $23,250
3. Staff Development {training, wellness) $798 $500 ,$1,500 0 ,$1,500
4. Professional Consultation {Admin, Prof. Fees) ,$31,536 ,$24,500 ,$25,000 8.6% ,$25,000
5. Publications and Subscriptions ,$840 ,$300 ,$500 0 ,$500
6. Dues and Memberships ,$120 ,$500 ,$600 0 ,$600
7. Mortgage, Rent, and Property Tax {Utilities) ,$34,059 ,$35,000 $37,000 0 $37,000
8. Building and Maintenance (Cleaning) ,$9,367 ,$12,700 ,$13,100 0 $13,100
9. Equipment Purchase/Rental/Maintenance ,$7,239 ,$4,675 ,$5,000 0 ,$5,000
10. Utilities (included in rent) 0 0 0 0 0
11. Telephone ,$2,996 ,$3,000 ,$3,200 0 ,$3,200
12. Office Supplies and Postage (;3,340 ,$3,170 ,$3,200 0 ,$3,200
13. Printing and Publicity and Advertisement $5,567 ,$2,000 ,$2,000 0 ,$2,000
14. Local Transportation ,$1,966 ,$9,000 ,$10,000 0 ,$10,000
15. Insurance ,$4,067 ,$4,000 ,$4,250 0 ,$4,250
16. Audit 0 0 0 0 0
17. Interest 0 0 0 0 0
18. Other (Specify):Employee Testing ,$315 ,$200 ,$250 0 ,$250
19. Computer Services ,$23 ,$250 ,$500 0 ,$500
20. Service Contracts ,$197 0 0 0 0
21. Vehicle Repair and equipment repairs $3,517 ,$2,000 ,$2,000 0 ,$2,000
22. License/CARF 0 0 0 0 0
23. Food and Meals ,$13,454 $13,200 ,$14,000 0 ,$14,000
24. Staff Mileage ,$1,924 ,$2,000 ,$2,200 0 ,$2,200
25.Miscellaneous * See Notes ,$8,922 ,$4750 ,$6,000 0 ,$6,000
TOTAL EXPENSES {shown also on page 2, line 2) ,$272,284 I ,$275,160 I ,$289,185 I 0 ,$289,185
Notes and Comments: Miscellaneous expenses include:, depreciation, program supplies ,bad debt and miscellaneous. The administrative fee in line 4 includes the
salaries for the consulting Medical Director; Executive Director and the services such as billing, purchasing, etc...
-4-
-491 -
Pentacrest Inc/Pathways ADHC
AGENCY
ACTUAL THIS YEAR BUDGETED
LASTYEAR PROJECTED NEXTYEAR
RESTRICTED FUNDS FY00 FY01 FY 02
Restrictedby: Restrictedfor:
Total Restricted Funds (also shown page 2, line 4) 0 0 0
MATCHING GRANTS FY00 FY 01 FY 02
Grantor/Matched by:
Total Matching Grants (also shown on page 3, line 2) 0 0 0
IN-KIND SUPPORT DETAIL FY 00 FY 01 FY 02
Services/Volunteers250 hours 96.00 91,500 91,500 91,500
Material Goods 0 0 0
Space, Utilities, etc. 0 0 0
Other: {Please specify) 0 0 0
TOTAL IN-KIND SUPPORT (Shown also on page 2, line 5) 91,500 91,500 91,500
Notes and Comments:
-492- - 5 -
Pentacrest Inc/Pathways ADHC
A6ENCY
SALARIED POSITIONS ACTUAL THIS BUDGET- %
LAST YEAR ED CHANGE
FTE* YEAR PROJECT- NEXT
ED YEAR
"X" all that apply
Position Paid Health Retire % Last This Next FY 00 FY01 FY02
Lye Ins Plan Benefits Year Year Year
Social Worker (MSW) X X X 18% 1.0 1.0 1.0 ,$30,461 ,$31,000 $32,250 4%
Registered Nurse X X X 18% .5 1.0 1.0 ,$20,592 ,$35,535 ,$37,000 4%
Certified Nursing Assistant X X X 18% 1.0 1.0 1.0 ,$19,968 ,$18,720 ,$19,500 4%
Program Assistant X X X 18% 1.0 0 0 ,$15,364 ,$0 ,$0 0%
Activity Specialist X X X 18% 1.0 1.0 1.0 ,$22,464 ,$20,800 ,$21,650 4%
Program Secretary X X X 18% .5 .5 .5 ,$9,167 ,$9,360 ,$9,735 4%
Director, Home and Cornre. Based 0 0 .20 .20 0 ,$9,000 $9,000 0%
Services
Dietitian 0 .05 .05 .05 $2,500 ,$2,500 $2,500 0%
On Call C.N.A. 0 0 .25 .25 ,$4,600 ,$4,500 ,$4,500 0%
Total Salaries & FTE 5.0 5.0 5.0 125,116 131,415 136,135 3.6%
*Full-time equivalent: 1.0 = full-time; 0.5 - half-time; etc. jccoghs~udget2.doc
- 6 - -493-
AGENCY: Pentacrest Inc/Pathways ADHC
ACCOUNTABILITY QUESTIONNAIRE
A. Agency's Mission Statement or Primary Purpose:
Pentacrest Inc. will provide adult day health services that will identify and meet the needs of physically and
psychologically challenged adults and their families.
B. Board of Directors:
1. Please attach a list of your agency's Board of Directors (page 7A)
2. Frequency of meetings: _ 1 Monthly_4thWednesday
3. Briefly describe board orientation and ongoing training opportunities:
The Executive Director provides members of the Board of Directors with an orientation/agency manual.
Board members are asked to attend meetings monthly and to meet with the Executive Director informally as
appropriate. Approximately once a year, a retreat is scheduled to help Board members better understand the
scope of services provided and the changes within the industry.
C. Finances:
1. Are there fees for any of your services? Yes __X No __
a. If YES, describe circumstances. Client fee structure
b. Are they fiat fees NO or sliding fees YES
2. Does your agency have:
an internal audit external audit YES financial review YES
Frequency Monthly by the Board Treasurer and Finance Sub-committee.
3.Has your agency filed the Annual Report with the Secretary of State?
Yes X No
4. Has your agency filed Form 990 with the IRS? Yes X__ No
5. Please discuss your agency's fundraising efforts, if applicable.
We will be participating in Younkers Annual Non-profit Holiday Benefit sale November 11,2000.
Meeting regularly with Board representatives to identify and develop fund raising ideas and activities
associated with relocation.
D. Management:
1. Does each professional staff have a written job description? Yes X__ No
2. Is the agency Director's performance evaluated at least yearly?
Yes __x__ No By Whom?_Executive Director, Pentacrest Inc.
-494- 7
PENTACREST, INC.
BOARD OF DIRECTORS
October, 2000
David Brown, Chair Hermine McLeran
Hayek, Hayek &Brown 1780 Country Club Drive
Bremer Bldg. Coralville, IA 52241
Iowa City, IA 52240 Phone: 319-338-4681
Phone: 319-337-9606
Fax: 319-338-7376
Geri Hall
Center on Aging
Robert Hall, Secretary 2159 Westlawn
P.O. Box 2611 (13 Valley View Circle) Iowa City, IA 52242
Iowa City, IA 52244 (52240) Phone: 319-335-773 1
Phone: 319-354-9176 (work-354-3288)
Catherine Lane
*Sharla Borg, Treasurer 303 Highland Drive
Iowa State Bank &Trust Iowa City, IA 52240
102 S. Clinton Street Phone: 319-338-4963
Iowa City, IA 52240
Phone: 319-356-5941
Fax: 319-356-5915
* Representative to the Abbe Inc. Board of Directors
7A
-495-
AGENCY: Pentacrest Inc/Pathways ADHC
E. Program/Services:
Please define your agency's units of service (service definition, length of time, cost per unit of service,
number of units provided, direct or indirect.) 1 unit of service = 1 hour of service
Please supply information about clients served by your agency during last two complete budget years.
Refer to form instructions for definition of duplicated and unduplicated.
Adult Day Health Services:
Pathways Adult Day Health Center is a community based program designed to meet the needs of adults with
impairments through individual plans of care. Pathways delivers structured, comprehensive,
nonresidential programs which provide a variety of health, social and related community support services
in a protective setting. By supporting families and other caregivers, Pathways Adult Day Health Center
enables participants to live in the community. Pathways Adult Day Health Center assesses the needs of
participants and offers services to meet those needs. Participants attend on a planned basis.
Unit of Service/Cost:
Hourly Rate ($10.00 1st hour) .............................................................................................$ 9.00
Levels I & II Half Day Rate (0-4 hours) ...............................................................................$25.00
Level III Half Day Rate (0-4 hours) .....................................................................................$30.00
Level l & II Full Day Rate (4-8 hours) ..................................................................................$42.00
Level III Full Day Rate (4-8 hours) .......................................................................................$47.00
Levels I & II Extended Day (8-12 hours) ..............................................................................$87.00
Level III Extended Day (8-12 hours) ....................................................................................$77.00
FY 00 (July 1, 1999 - June 30 2000) 29,750 --1 hour units of direct service were provided.
Advocacy/Awareness
Provide public information regarding adult day health services/Represent frail and challenged adults.
Unit of Service/Cost: Not defined.
FY 00 - advocacy for 78 individuals and/or families
185 requests for information and assistance
31 presentations reaching 11175 individuals
Advocacy is a direct service. Awareness is an indirect service.
-496- 8
AGENCY: Pentacrest Inc/Pathways ADHC
Enter Years FY 99 FY00
1. How many Johnson County residents (including la. Duplicated 0 0
Iowa City and Coralville) did your agency serve? Count
1 b. Unduplicated 76 78
Count
2. How many Iowa City residents did your agency 2a. Duplicated 0 0
serve? Count
2b. Unduplicated 49 50
Count
3. How many Coralville residents did your agency 3a. Duplicated 0 0
serve? Count
3b. Unduplicated 10 12
Count
4. How many units of service did your agency provide? 4a. Total 29,469 29,750
4b. To Johnson 29,469 27,450
County Residents
5. Other Areas Served:
Do you provide services to areas outside of Johnson County? Yes
Area(s) served: Iowa, Washington, and Cedar Counties (5 Clients)
Services provided: Adult Day Health Services (Residents from these counties attend Pathways
Adult Day Center).__
Funding Sources: Title XIX HCBS Elderly Waiver
6. Client Profile (for last complete year, if available):
Age Gender Ethnicity
0 - 5 0 Female 50 African American 5
6 - 17 0 Male 31 Native American 0
18 - 29 0 Asian 0
30 - 61 12 Hispanic 0
62 - 75 20 Caucasian/Non-Hispanic 73
75 + 49 Multi-racial 3
10 -497-
AGENCY: Pentacrest Inc/Pathways ADHC
7. Evaluation and Review:
A. Please discuss how your agency measures the success of its programs.
Comprehensive surveys are conducted on an annual basis to assist our program in better
understanding consumer needs and stakeholder needs and the outcomes of our services as
perceived by all those we serve.
In May of 2000, a survey was mailed to all program participants who indicated the following:
(These percentages reflect continued improvement in respondent satisfaction when
compared to previous years).
1. 100% of the respondents identified staff as friendly and courteous.
2. Over 90% felt the Adult Day Health Center prevented premature institutionalization.
3. 80% of those responding believed our services had reduced caregiver stress and
allowed for their continued employment.
4. 90% stated our services had allowed them to remain in the community for 6 months or
longer.
5. 100% believed staff members could respond to emergency or life-threatening situations.
Pathways Adult Day Health Center also has a Client Council. Council members work with
key personnel in making changes to program structures, dietary issues, environment,
services offered, etc. The Client Council meets on a monthly basis.
In November of 1999, a survey was completed and sent to collaborative partners in the
provision of community support services. This survey will be distributed again this fall and
the results compared. The goal of this survey is to help us better understand the concerns
and needs of community stakeholders in our adult day health program.
The Program Coordinator and the Director of Home and Community Based Services are
members of the Iowa Adult Day Services Association and the Iowa Association of Homes
and Services for the Aged. This network of professionals confirms and recognizes the
strategies and successes of Pathways.
Pathways was notified in August of 2000 that it is certified for three years by the
accreditation Commission of Rehabilitation Facilities (CARF accredited) This is the
maximum accreditation award possible.
-498- 11
AGENCY: Pentacrest Inc/Pathways ADHC
Finally, we encourage and welcome family members to be involved in the plan of care for
the program participant. This plan is reviewed quarterly and information is solicited from
both the participant and caregiver.
B. Does your agency have a current strategic plan and date last reviewed? Yes, This
plan is reviewed on an ongoing basis (at least monthly) with the Home and Community
Based Services Team. (Team consists of Program Coordinators for Milestones, Cedar
Rapids and Pathways, Iowa City, and Director of Home and Community Based Services)
[Give several examples]
PERFORMANCE IMPROVEMENT PLAN FY 2001
1. Client Satisfaction Survey: (A comprehensive client satisfaction survey was
sent out in May 2000). The survey results are discussed with all staff. The
Board is presented the results and asked to provide comment. Planning
and implementation of process improvement as it relates to client
satisfaction is guided by the results of the survey and feedback solicited.
2. A Stakeholder survey is scheduled for this fall. This survey will assess the
programs and staff effectiveness of meeting the needs of stakeholders
such as referral sources, other home and community based service
providers and program funders. Findings will be shared with all staff
members and the Board. The feedback becomes the basis of process
improvement as it relates to serving the needs of those who have a stake in
the process of providing adult day services. (Families, Case Management
participants, and other Health Service providers)
3. Loss-Lead Survey: A loss-lead survey is to be conducted in February 2001.
This survey is designed to help our Center better understand why referred
prospects do not enter our program. Information gathered will be shared
with all staff members and the Board.
4. Relocation: Board members lead and direct the process of relocation. The
criterion of quality programming, accessibility and financial feasibility will
guide the process.
5. Maintain the standards of excellence through the newly acquired three year
CARF accreditation.
6. Implement CadCare software system. Implement in early 2001. CadCare is
designed to assist in Outcome design and management.
12 -499-
AGENCY: Pentacrest Inc/Pathways ADHC
C. What plans does your agency have to increase efficiency and effectiveness?
During FY 00, Pathways Adult Day Health Center was one of only 25 adult day
health centers (there are over 5000) in the Nation to be selected by the National
Institute on Health to participate in a grant to establish a software system
(CadCare). The purpose of this grant is to create a national multiple data set
for adult day health centers. This software system will provide the means to
gather comprehensive outcome based data for both program participants and
the program as a whole. In addition, this software system will allow our
program to benchmark outcomes, units costs, etc... with other centers
throughout the nation. Finally, this system provides the technology to
electronically bill third party reimbursement systems. This feature will allow our
Center to reduce the amount of time accounts receivables are aged and
improve program cash flow.
During FY 01, Pathways Adult Day Health Center became one of the first adult
day health centers in the nation to receive a three year CARF (The
Rehabilitation Accreditation Commission) accreditation. Three years is the
maximum accreditation a Facility can receive. The purpose of this accreditation
process is to demonstrate quality care and cost effectiveness. As a result,
additional funding streams may open up to meet the increasing need for
program services (such as the Department of Veteran's Affairs).
D. How has your agency responded to United Way's recommendations from last year?
CARF accreditation confirms the high quality of services and level of
programming provided. Financials are being addressed through relocation and
continued community awareness strategies. (Advertising budget has been
increased, Program Coordinator is participating with United Ways campaign this
year, and collaboration with EIder Services has been enhanced through frequent
meetings, Board member interaction and strengthened Case Management
involvement).
8. In what ways will the needs of your service population change in the next five years:
1. Increasing numbers of frail older adults will present with increased acuity (level of care)
needs. This will increase for both physiologically and psychologically challenged adults.
Families continue to be the backbone of the long term care system, especially for loved
ones who have Dementia. At least 70% of people with Dementia live at home, where
families provide 75% of their care.
2. Increasing numbers of individuals experiencing traumatic brain injury due to
advancements in technology and increasing survival rates will need adult day services.
3. Decreasing Federal and State Dollars will impact consumers (especially those flail and
low-income individuals) via reduced access and availability of services. Medicaid
capitated rates for Home and Community Based Services have not increased since
1992 and are unlikely to be increased in the future. The State of Iowa's General Elderly
Services line item has not been increased in over a decade.
13
-500- "
AGENCY: Pentacrest Inc/Pathways ADHC
4. Increasing oversight (accreditation) will be required by third party reimbursement
systems. The impact on the consumer will be increasing unit costs.
5. Costs of long term care will continue to be "pushed down" to the provider. For example,
Medicaid will not pay adult day service providers for days provided but not utilized, nor
will Title XIX cover the costs retroactively for services to individuals in crises. Providers
must choose between providing services which are needed immediately (and for which
they will not be reimbursed) and the financial viability of their programs. The result will
be that adult day service providers will only be able to assist low-income individuals if
there are sufficient community resources to cover the actual cost of care.
6. There continues to be interest in quality care and cost effective alternatives for flail
adults. Iowa recently received funds through a Federal Grant known as the Senior
Living Trust Fund Grant. There are two components to the Senior Living Trust. DHS
coordinates a portion of the funds to assist conversion of nursing facility beds to a lower
level of care, this may include assisted living, day care, safe shelter, and/or respite. The
Department of EIder Affairs coordinates a portion of the funds through the Area
Agencies on Aging to assist frail clients entering the Case Management program who
are low to moderate income but who are not Medicaid Waiver qualified.
9. In relation to the Johnson County Capacity Assessment, explain how your services are
meeting community needs.
The Johnson County Capacity Assessment identifies that significant growth is occurring.
This Assessment also identifies that the senior and older adult population is increasing while
the young adult age category has remained the same. This same assessment emphasizes
the housing needs however, the demographics support the need for senior options and
alternatives.
10. Please discuss any other problems or factors relevant to your agency's programs, funding or
service delivery:
Pathways Adult Day Health Center is experiencing a number of environmental factors,
which limit our ability to continue to broaden the scope of our services. For example, our
current location does not allow us to provide comprehensive services to individuals
experiencing Alzheimer's or related dementia's, due to the number of doors with outside
access in our current setting. Other issues include meeting ADA requirements, covered
entrance/exit, HVAC issues, space for outdoor programs, space for a client kitchen (used to
assess activities of daily living and to teach nutrition education), and enough parking for both
caregivers and volunteers.
There is activity by representatives of Pentacrest lnc, Board of Directors to explore the
purchase or development of a new facility.
11. List complaints about your services of which you are aware:
I am unaware of any complaints received regarding our services.
The Pentacrest Inc., Board of Directors is currently searching for an alternate location to
enhance programming, building access and allow for specialized care of the cognitively
impaired.
14
__ -501-
AGENCY: Pentacrest Inc/Pathways ADHC
12. Do you have a waiting list or have you had to turn people away for lack of ability to serve
them? What measures do you feel can be taken to resolve this problem:
There is currently no waiting list. However, as previously discussed, there are individuals
who could be well served in an alternate environment - mainly those experiencing
Alzheimer's or a related dementia whom wander or are at the end stage of the disease. In
order for our Center to serve these individuals, relocation will be necessary.
How many people are currently on your waiting list? 0
13. In what way(s) are your agency's services publicized?
The Director of Home and Community Based Services and the Pathways
Program Coordinator/Social Worker have and will complete numerous presentations this
year. A minimum of two presentations monthly are to be provided to the community and
every other week presentations are provided to staff, clients, or other Abbe, Inc areas. In
addition, both participate in many long-term care conferences and other community events
as appropriate. Paid advertising, while minimal, does occur in such publications as the
Involvement and Women's Edition. During the past year, articles have been written in both
the Iowa-City Press Citizen and the Advertiser. Ads were placed in both the Iowa City and
Coralville buses. Pathways was a sponsor for the October 1999 International Year of the
Older Person celebration held in Iowa City.
14. United Way involvement by your agency: ("×" if agency participates)
a. Agency Directors Meetings X
b. Agencies Representative to Funding Hearings X
c. Business Blitz X
d. Day of Caring
e. Kick Off X
f. Victory Reception X__
g. Other- Loaned Executive for Fall 2000 Campaign, FY01
Agency Director Meetings monthly, and Kick-Off
15. How have you collaborated with other agencies during the last year?
EIder Services is currently exploring with Pathways co-location possibilities to enhance each
others services and address financial efficiencies. Also, there is continued and ongoing case
management participation. Efforts are currently underway to assist an Adult Day Care in
Washington, Iowa improve their quality of care and outcomes management, VNA has been
contacted and will provide a community Flu shot clinic at Pathways, and the Program
Coordinator is active in this years United Way campaign.
-502- 15
AGENCY: Pentacrest Inc/Pathways ADHC
AGENCY HISTORY
In the spring of 1996, a group of Johnson County volunteers, acting as the Advisory Board for the then
Johnson County Department of Public Health Adult Day Program solicited proposals from a variety of
agencies to privatize and provide management services to the Adult Day Program. It was the desire and
mandate of the Department of Public Health Board of Directors, that the Adult Day Program become self
sustaining and broaden the scope of services offered, to better meet the needs of physically and
psychologically challenged adults and their caregivers
In May of 1996, the Advisory Board invited local Johnson County agencies to submit proposals to provide
management services to the Adult Day Program. Proposals were also solicited from organizations with
expertise in adult day health services outside of Johnson County that would be interested in establishing a
local not-for-profit agency within Johnson County to provide management services to the Adult Day Program,
The main goal of the advisory board was to broaden the scope of adult day health services available in
Johnson County to better meet community needs.
After careful review of the proposals submitted, the Advisory Board recommended to the Johnson County
Department of Public Health that Abbe Inc., establish a local subsidiary to provide oversight and
administrative services to the Adult Day Program, via the establishment of a not-for-profit organization,
Pentacrest Inc. In its selection, the Advisory Board felt that no existing agency within Johnson County could
provide the comprehensive services and expertise to meet the needs of Johnson County residents. The
Board of Directors of the Department of Public Health concurred, turning over management and governance
of the Adult Day Program to Pentacrest Inc., on July 1, 1996. Pentacrest Inc. renamed the program
Pathways Adult Day Health Center. In July of 1996, 65% of the Pathways ADHC program budget was made
up of funding by Johnson County. By June 30~h, 1999, that amount had been reduced to 21.2%. This past
fiscal year Johnson County was further reduced to 18.9% of the overall budget. July of 1996, Client fee for
service made up 23% of the budget. As of June 30, 1999, client fee for service made up 67.3% of the
budget. This past fiscal year client fees account for 70% of the overall budget.
In March of 1997, the United Way of Johnson County Board of Directors voted not to accept the membership
application of Pentacrest Inc. However, The United Way of Johnson County Board of Directors did vote to
accept the membership of Pentacrest Inc., in 1998. Pentacrest Inc/Pathways Adult Day Health Center has
been a designated agency of United Way of Johnson County since that time. Some examples of the
changes Pathways Adult Day Health Center has experienced since July 1, 1996 are:
· Increased the hours of operation from 6:45 a.m. to 5:15 p.m.
· Added a program nurse, medical director, dietitian and social worker, music therapist and certified
nursing assistant.
· Added a full breakfast and nutritious snacks to the menu of core services.
· Added ancillary services such as bathing, hair washing, medication box set-up and 1:1 feeding.
· Added a therapeutic program structure to include an open arts studio, computers and outdoor programs.
· Established third party reimbursement systems through the Title XIX Home and Community Based
Waiver System (Medicaid) and developed contractual agreements with the Department of Veteran's
Affairs.
· Established funding via the Department of Education and Department of Agriculture through the Child
and Adult Care Feeding Program.
· Added a program van to increase program accessibility to those in rural areas and to better meet the
specific time demands of program participants and their primary caregivers.
· Added access to physical, speech and occupational therapies.
· Leased additional square footage to better accommodate varied program structures at differing skill
levels and to accommodate a wide range of assistive technologies.
· 3 year national accreditation by The Rehabilitation Accreditation Commission
Future plans include the implementation of a comprehensive outcome based management information
system
16 -503-
AGENCY: Pentacrest Inc/Pathways ADHC
FY2000 GOALS
Please state FY2000 goals and report status of progress/completion.
1. To implement and meet CARF standards. (CARF is the National Rehabilitation Accreditation
Commission) We were notified in August 2000 of our three year maximum accreditation status
following CARF's program evaluation and site visit.
2. Increase average number of program participants to 25 with a total program enrollment of 75.
Pathways did meet the goal of serving 75 unduplicated families in FY. Average daily census FY 99
was 19.25 and average daily census for FY 00 was 20. There has been an increase however not to
the extent of the predicted or targeted number. While the trend of increased census is there, there are
a number of limitations in our ability to increase Pathways participants. The greatest is our need to re-
locate or design a Dementia specific specialized care unit. The staff in the current location is not able
to provide care for more than 4 significantly impaired Dementia diagnosed individuals due to the
intensity of service. A specialized care unit would allow for care in a more efficient manner and
provide more flexibility as to number of Referral participants vs Enrolled Participants we would be
able to increase.
Total referred participants for FY 00 were 47, of those referred 17 became Pathways participants or
37% of the total referred. This is not a significant increase (10%) from FY 99, The lack of a
specialized care unit for Dementia was a factor. Referrals continue to increase and referral sources
have expanded when compared to FY99. (This is as important as increasing the number of referred
participants, as more recognize the ability of Pathways to meet caregivers needs). Referral sources
include UOIHC, Mercy Hospital, Johnson Co., Cedar Co., and Iowa Co., Case Management, The
Dept. of Human Services, Families and friends of clients, staff, the Alzheimer's Assoc., the Salvation
Army, VNA, and Private practicing Physicians.
3. Implement a management information system (Goal identified in FY99 and 00)
CadCare management information system has been implemented at Milestones Adult Day Health
Center in Cedar Rapids ( An affiliate of Pathways) A number of variables prior to implementation at
Pathways have been identified and are being worked on. Billing forms were revised and problems
with data entry and retrieval have been clarified. CadCare is now scheduled to be implemented at
Pathways during Fiscal Year 2001.
-504- 17
AGENCY: Pentacrest Inc/Pathways ADHC
AGENCY PROGRAM GOALS AND OBJECTIVES
FY 2001
(Several pages are provided, please add any additional pages you may need with your agency name as a
header.)
Goal 1:
To maintain the standards of accreditation via The Rehabilitation Accreditation Commission (CARF).
Objective:
1. To maintain CARF standards and complete a program review by June 30, 2001.
Goal 2:
To implement CadCare 4.0 in partnership with the National Institute on Health.
Objective:
1. To implement the initial stages of CadCare 4.0 by October 31,2000.
2. To demonstrate both individual and program outcomes by the end of Fiscal Year 2001
3. To revise assessment tools and operational structures to support CadCare 4.0 by
March of 2001.
Goal 3:
To relocate Pathways Adult Day Health Center:
Objective:
1. To collaborate with community partners in exploring all viable options.
2. To seek funding for relocation as appropriate.
3. To broaden the scope of services available to the community through relocation efforts.
4. To meet Federal, State, and local requirements as well as those of accreditation bodies
in environmental design.
5. To create a home like environment while maintaining a strong clinical focus.
Goal 4:
To increase the daily census.
Objective:
1. To increase average daily census to 25.
18 -505-
HUMAN SERVICE AGENCY BUDGET FORM Director: Theresa Klingenberg
City of Coralville Agency Name: Rape Victim Advocacy Program
Johnson County City of Iowa City Address: 320 S Linn Street, 52240
United Way of Johnson County Phone: 335-6001
Completed by: Theresa Klingenberg
CHECK YOUR AGENCY'S BUDGET YEAR Approved by Board Chair:
4/1/01- 3/31/02 10/6/00
7/1/01 - 6/30/02 X (date)
COVER PAGE
Program Summary: (Please number programs to correspond to Income & Expense Detail,
i.e., Program 1, 2, 3, etc.)
1. Rape Crisis Services
;>4-hour Rape Crisis Line, 24-hour in-person medical and legal advocacy, counseling,
systems advocacy, court advocacy, support groups and other direct services for
victim/survivors of sexual abuse and their partners, friends and family members
in Johnson County.
2. Education
Present programs on topics related to sexual violence to civic, community,
and school groups. Provide training for professionals and volunteers
working with survivors. Operate information bureau and lending library.
3. Rape Crisis Services for Washington, Cedar and Iowa Counties
24-hour Rape Crisis Line, 24-hour in-person medical and legal advocacy, counseling,
and other direct services for victim-survivors of sexual abuse in Washington,
Cedar and Iowa Counties. Also provide education programs for these communities.
4. Statewide Sexual Abuse Hotline
Provide a 24-hour toll-free hotline available to the entire state.
Provide telephone support, information and referral to local resources.
Maintain a referral database for resources throughout Iowa, publicize the services
throughout the state and publish a newsletter providing information about the hotline.
Local Funding Summary 4/1/99 - 4/1/00 - 4/1/01 - % of Total
3/31/00 3/31/01 3/31/02 Budget
United Way of Johnson County - -
Does Not Include Designated Giving $17,250 $22,650 $28,000 5.77%
FYO0 FY01 FYOZ ' - -
City of Iowa City $13,500 $14,850 $15,600 3.21%
Johnson County $13,500 $14,000 $14,700 3.03%
City of Coralville $Z,400 $Z,400 $5,000 1.03%
-506-
AGENCY: RAPE VICTIM ADVOCACY PROGRAM
STATEMENT OF ACTIVITIES SUMMARY
(ACCRUAL BASIS)
Actual This Year Budgeted
Last Year Projected Next Year
Your agency's budget year: 7/01/99- 7/01/00- 7/01/01-
6/30/00 6/30/01 6/30/02
1. Total Support and Revenue i~ ~ 488,0321
2. Total Expenses (a+b below) ;!~"~{i~IIT~ ~ 485,0721
5.
6.
7.
8.
3. Change in Net Assets * (1-2) ~ ~i~ ~
4. Net Assets, Beginning of the Year ~/T~{TJT~ ~
5. Net Assets, Ending Balance (3+4) ~ ~ ~
7. In-kind Support (total from p. 5) 2 2 1
Notes and Comments:
· Decrease in operating reserve in FY00 is due to a reduction in federal Victims of Crime Act (VOCA) grant for
that year. This reduction was anticipated. Because we had a reserve, we decided to spend some of that money
instead of cutting staff hours and ultimately reducing program activities. We are pleased to have had the local
support to enable us to build the reserve. Other recipients of VOCA funding have had to lay off staff this
year due to the reduction in funding. In the future, fluctuations in VOCA funding will not be as severe due a
change in the way the funding will be administered.
We will recover due to the additional funding available through the increased Endowment (see explanation
below). We will also increase our local fundraising efforts throughout the next three years. Over the past years
RVAP has operated with surplus funding. We expect to do so again within the next three years.
· * We were given a generous endowment in the recent past. The person who originally gave us the endowment
has made a pledge to increase it by $50,000 over the next five years. Therefore the endowment fund will
increase every year. We are given a percentage of the total endowment to use each year. The figures are listed
in the interest column on the income page. The interest in this column include the increase plus an estimate of
the interest that is likely to be accrued.
Briefly describe how local funds were spent last year.
Many of our grants are restricted to program purposes. Due to this, local funds are invaluable for providing
administrative support. They pay 50% of the Agency Director's salary and 80% of the Office Manager's salary.
Last year they also supported 50% of the Financial Coordinator's salary. When Rex Dawson, our Financial
Coordinator leff, we expanded the position of Office Manager to 80% time. We also received the donated
services of our Board Treasurer, Kathy Stepp, a CPA at McGladrey Pullen. She is now preparing the monthly
statements.
Local funds provide a vital match for our federal grants. They also fund a significant portion of our operating
expenses. Most of our grant money is required to be directed toward salary and travel expenses.
-507-
INCOME DETAIL AGENCY: RAPE VICTIM ADVOCACY PROGRAM
ACTUAL THIS YEAF BUDGET NON- PROG. PROG. PROG. PROG.
LAST YR PROJ NEXT YR 31RECTEG 1 2 3 4
FUNDS RCS ED W/C/I ISAH
1. Local Funding
Sources 47.994 55,237 64,300 46,550 15,0(X) 2.750 0 0
a. Johnson County 13,500 14,000 14,700 8,200 6,000 500
b. Iowa City 13,500 14,850 15,600 8,350 6,000 1,250
c. United Way of JC 18,594 23,987 29,000 29,000 0 0 0 0
d. Coralville 2,400 2,400 5,000 1,000 3,000 1,000
2. St.te, F~e.~,Fo..d.I~,~'1 a~s,479J~0,0001s~,5001,3,0001 7,,0001s~,5001
a. Victims of Crime Act111,500143,000151,000 91,000 30,000 30,000
b. VAWA Counties Grant * 23,271 20,879 20,000 20,000
c. SexuaJ Abuse Grant ** 40,000 40,000 42,500 20,000 22,500
d. Statewide Hotline Grant 50,000 50,000 60,000 60,000
eo IowaCASA Grant 17,502 17,000 17,000 17,000
f. U of I Student Government *** 42,525 38,500 38,500 14,500 24,000
g. U of I Administration .... 0 0 39,500 39,500
h. VAWA/SART ..... 0 9,100 10,000 10,000
i. Washingt Community Chest ~ 500 500 500 500
j. United Way of ECI -- 4,098 500 1,000 1,000
b. Other ~ 9,183 26,282 30,178 I 14,000 3,000 3,17
4. Special Events 1,81 5 5,000 7,000 3,000 3,000 0 1,000 0
a. Iowa City Road Races 0 0 0 0 0 0 0 0
b. Benefits 1,815 5,000 7,000 3,000 3.000 0 1,000
c. Clothesline Project 0 0 0 0 0 0 0 0
5... s..,,~,.i..IololI ol ol ol ol
"-"" ,~",.~",'.'.IololIol ol ol ol
7...ere.~.oo.,. .......I3,50213,75014,00013,000l50015001ol
See notes on attached page
3
-508-
* It is unclear whether this income will go up or down next year. This is entirely dependent upon the passage of the Federal
Violence Against Women Act (VAWA), which is uncertain at the time this budget is being prepared. A slight increase
may be possible if the act passes. Fewer funds were available this year than last year.
** It is likely that we will receive some kind of increase in operating funds for ISAH next year.
*** Our Student Government support was reduced this year due to a change in the way funds were distributed.
This was not a negative reflection upon this agency, but had a significant impact on the amount of money we
will receive.
; ~ ~ ~ RVAP plans to separate from The University of Iowa beginning July 1, 2001. We intend to continue to
provide services to the University student body in the same manner we currently do. We also plan to retain
University funding at the same level as compensation for sen/ices. This decision by the RVAP Advisory
Board is based on the logical recognition that this agency provides equal, if not more, services to the larger
Johnson County community.
~;~ These are new funds. RVAP passes'these monies on as our contribution to the Johnson County Sexual
Assault Response Team (SART) effort. See the narrative for more information about SART.
~ We receive these fund from the Washington County Community Chest. We have also made an application for
$1500 to the Washington County Board of Supervisors this year. Due to other local challenges in Washington
County, we have not heard back from them about the application for funding.
~- We have applied for a Donor Option grant to fund services in Cedar and Iowa Counties through the United
Way of East Central Iowa. However, we will not be reapplying for funding for Washing ton County. The
funding we received last year was a one-time limited resource.
~~~ Fundraising efforts were down this year due to the RVAP Advisory Board committing their time and
energy to the search for a new Agency Director. Additionally, time and energy were directed toward the new
SART project.
.... See the note on page Z (**)
3b
-509-
EXPENDITURE DETAIL AGENCY: RAPE VICTIM ADVOCACY PROGRAM
ACTUAL I'HIS YEAF BUDGET NON- PROG. PROG. PROG. PROG.
LAST YR PROJ NEXT YR 3IRECTEE 1 2 3 4
FUNDS RCS ED W/C/I ISAH
1. Salaries * 231,160 262,540 278,970 54,254 102,080 48,506 41,971 32, 159
2. Benefits/Taxes 69,325 74,408 86,481 16,282 32,086 15,633 12,079 10,401
3. Staff Development 3,932 4,000 4.000 500 1,000 1,000 1,000 500
4. Professional Consult. ** 1,813 1,800 3,200 1,200 2,000
5. PublicationslSubscriptions 1,827 1,000 1,000 100 500 400
6. Dues/Memberships 1,359 1,400 2,000 1,000 1,000
7. Rent *** 2,452 2,500 32,500 4,000 17,000 5,900 1,600 4,000
8. Building &Maintenance *** 0 0 2,500 500 1,000 500 500
9. Equip. Purch/Rent/Maint. 3,936 4,000 4,000 200 1,500 800 500 1,000
10. Utilities *** 0 0 3.300 300 1,000 1.000 1,000
11. Telephone **** 17,004 18.000 16,000 500 6.000 3,000 1,500 5,000
12. Office Supplies/Postage 8,037 8.000 8,000 500 2,500 2,500 500 2,000
13. Printing and Publicity 19,608 11,000 7,000 500 1,860 1,500 500 2,640
14. Local Transportation 5,734 6,000 8,000 500 500 500 6,000 500
15. Insurance ***** 0 0 2,500 2,500 0 0 0 0
16. Audit 4,375 2,200 2,200 2,200 0 0 0 0
17. Interest 0 0 0 0 0 0 0 0
Other:
18. Misc. Agency Program Ex. 2,085 1,000 1,000 1,000
19. Raps Crisis Prog. Ex. 3,009 3,000 3,500 3,500
20. Education Prog. Expenses 720 700 3,500 3,500
21. Washington Co. Prog. Ex. 268 200 1,000 1.000
22. Cedar/iowa Co. Prog. Ex. 0 200 500 500
23. State Hotline Prog. Ex. 1.885 1,000 300 300
24. Board Expenses 40 0 600 600
25. E-mailantemef 1,418 1,200 1,300 1,300
26. Fundraising Expenses 115 0 1.721 1,721
27. JCSART =====* 9,100 10.000 10,000
TOTAL EXPENSES 380,102 413,248 485,072 88,357 183,526 86,039J 67,150 60,000
See notes on attached page
4a
-510-
* The increase in salaries from column one to two is due to turnover in one position, Iowa Sexual Abuse Hotline
(ISAH) which was vacant this year. Additionally, we increased the Youth Services Director to full-time. The other
reason for the increase is due to our reception needs. We have needed to provide receptionist staff in order to
accommodate the University's expectation that we share reception space with another University program.
Reception staff are essential in order to provide a safe and confidential space to receive RVAP service users.
** We will be out-sourcing our payroll tasks after the RVAP separation from The University of Iowa.
*** Next year, as part of the separation form the University plan, we will be paying for these expenses through
RVAP funding instead of University in-kind support.
**f* Due to a special arrangement with our telephone company, we are able to reduce costs of telephone services.
We will be able to increase the volume of service without increasing costs.
***** The change in this category is due to the anticipated separation from The University of Iowa.
****** These are new funds. RVAP passes these monies on as our contribution to the Johnson County Sexual
Assault Response Team (SART) effort. See the narrative for more information about SART.
4b
-511-
Agency: Rape Victim Advocacy Program
Actual This Year Budgeted
Last Year Projected Next year
Restricted Funds:
Restricted by: Restricted for:
Donor * Permanent Endowment 62,320 70,784 84,411
Total Restricted Fund (also shown P2, L4) 62,320 70,784 84,411
MATCHING GRANTS
Grantor/Matched by
Victims of Crime Act 111,500 143,000 151,000
matched by State Sexual Abuse Grant, m = 28,875 m = 41,977 m = 37,750
volunteer hours and local funds
VAWA Counties 23,271 20,879 20,000
matched by State Sexual Abuse Grant, m = 8,357 m = 6960 m = 6,666
volunteer hours and local funds
VAWA SART 0 9, 100 10,000
Matched by University of Iowa Hospitals and Clinics m=3,033 m=4,285
contribution to the program.
TOTAL MATCHING GRANTS* 134,771 172,979 181,000
IN-KIND SUPPORT DETAIL
Volunteers:
Cdsis Services Volunteers (8,880 hours) 123,120 135,432 148,975
P.O.W.E.R. Peer Educators (950 hours) 12,312 13,543 14,898
Information Advocates (400) 6,000 6,600 7,260
Board Members (950 hours) 14,000 15,400 16,940
Subtotal Volunteer support at $12.96/hr 155,432 170,975 188,073
Provided in kind by the University of Iowa Administration:
Space, Utilities 36,600 36,600 0
Professional Liability Coverage 7,500 7,500 0
Payroll Accounting 1,200 1,200 0
Work-study position Advocate 1,500 0 0
Repairs, Maintenance and Cleaning 4,000 4,000 0
Subtotal UI Support *** 50,800 49,300 0
In-kind support from sources in other counties 1,000 1,000 1,000
TOTAL IN-KIND SUPPORT 207,232 221,275 189,073
(shown also on page 2, line 5) 5 a (See attached page for notes)
-512-
* We were given a generous endowment in the recent past. The person who originally gave us the endowment
has made a pledge to increase it by $50,000 over We next five years. Therefore the endowment fund will
increase every year. We are given a percentage of the total endowment to use each year. The figures are
listed in the interest column on the income page. The interest in this column include the increase plus an
estimate of the interest that is likely to be accrued.
** This does not match the total on page 3, line 2, because only two of our grants require a match.
Our grants from CVAD, UISG and Iowa CASA do not require match.
*** RVAP plans to separate from The University of Iowa beginning July 1, 2001. We intend to
continue to provide services to the University student body in the same manner we currently do.
We also plan to retain University funding at the same level as compensation for services. This
decision by the RVAP Advisory Board is based on the logical recognition that this agency provides
equal, if not more, services to the Johnson County community.
5b
-513-
Agency: Rape Victim Advocacy Program
"X" all that apply FTE Actual This Budget
IPaid Health Retire. % Last This Next Last Year Next %
Position Lve* Ins Plan Ben. Year Year Year Year Proj. Year Change
Agency Director
Vlunson/Klingenbergl 46 x x 30 1.00 1.00 1.00 35,700 39,000 40,560 +4%
Director of Crisis Services
Karrell 46 x x 30 1.00 1.00 1.00 26,000 28,000 29,120 +4%
Director of Education
Fitzgerald~ 46 x x 30 1.00 1.00 1.00 26,000 28,000 29, 120 +4%
Director of Washington County Services
Fribleyl 46 x x 30 1.00 1.00 1.00 26,000 28,000 29, 120 +4%
Director of Cedar and Iowa County Services **
Brenner/Croatl 46 x x 30 1.00 0.85 1.00 26,000 23,850 27,040 +13%
Director of Volunteer Programs **
Beaderstadt] 46 x x 30 1.00 0.85 1.00 26,000 23,850 27,040 +13%
Director of Statewide Hotline **
Olson-Dziko/KuehnI 46 x x 30 0.75 0.85 1.00 17,616 23,850 27,040 +13%
Office Manager ***
Clairel 46 x x 30 0.65 0.80 0.65 15,437 20,500 21,320 +4%
Financial Coordinator
Dawson l 46 x x 30 0.50 0.00 0.00 12, 125 0 0 0
Youth Services Director
Shawl 46 x 12 0.65 1.00 1.00 18, 122 28,000 29, 120 +4%
UI Student Employees:
Work-study Advocate .... I I 0
ITotalSalariesandFTE ..... I 8.551 9.601 9. 1 231,1601 252,5401 278,9701 +s%1
* Includes vacation, sick leave and paid holidays-
** The Director of Cedar and Iowa County Services, Director of Volunteer Programs, and Director of Statewide Hotline
were vacant at the beginning of the fiscal year.
*** Increased the Office Manager's hours hours when the Financial Coordinator left.
=~ Reception staff have become essential due to sharing reception space with another University program.
..... It is very important for RVAP to maintain competitive salaries due to a difficulty in recruiting and retaining qualified
staff members. We must also reconcile salaries in relation to the high cost of living in Johnson County.
6
-514-
AGENCY: I:~pe Victm Advocacy Program
A CCOUNTA BILITY QUESTIONNAIRE
A. Agency's IVission Statement or Primary Purposa
The Rape Victim Advocacy Program provides confidential, accessible support and
advocacy to victim/survivors of sexual abuse and their partners, fdends and family members
and works to create a community free from sexual violence by providing education and
prevention strategies and by promoting social change.
B. Board of Directors:
1. Rease attach a list of your agency's Board or Directors (see page 7A)
2. Frequency of meetings: Monthly
3. Briefly describe board orientation and ongoing training opportunities:
Board members are asked to attend a tw elve-hour agency orientation, which is offered three
times a year. In-service training opportunffies are presented by outside speakers at board
meethgs three times a year on topics like RVAP services, cultural competence, fundraising,
faciitating meetings and so forth.
C. Finances:
1. Are here fees for any of your services? Yes No X
a. If YBS, describe circumstances.
b. Are hey flat fees or sliding fees ?
2. Does your agency have:
an internal aucit __ external audit X financial review __
Frequency annual
3.Has your agency filed theAnnual Report with the Secretary of State?
Yes__No X*
4. Has your agency filed Form 990 withthe IRS?Yes _ No ×*
*Because we are a part of the University of Iowa, we are not separately
incorporated.
5. Rease discuss your agency's fundraising efforts, if applicable.
VVe held a fundraising event called Divas and Desserfs. This event was an evering with
music and dessets. An admission charge raised funds. The University of bw a Row ing Team
held a Mardi Gras dance to raise rnmey for RVA P. We also received training in inditidual asks.
This raised $1000. The Lhiversity of Iowa Foundation assisted us in raising the $50,000 for otr
endowment. VVe also sought United Way of East Central ION a funds and offered to co-apply with
the Domestic Vblence and Intervention Program (DVIP).
-7- -515-
Rape Victim Advocacy Program
Board of Directors
10/1/00
Name Office or Since Affiliation
Committee
Amy Correia Board Co-chair, 1997 UI School of Social
Chair, Program Work
Julie Hein Board Co-chair, 1996 Community Member
Chair, Nominations
Chair, Long-range
Planning
Kristie Chair, Development 1998 Domestic Violence
Fortmann-Doser Committee Intervention Program
Kristine Hart Development 1999 Community Member
Elizabeth UISG 1999 Community Member
Penziner
Laura McCarty Secretary 1999 Executive Liaison to
the U of I Student
Government
Lynn Rose Development 1998 Assoc. Professor,
Journalism and Mass
Communication
Sue Lafky Nominations 1998 University of Iowa
Janet Lyness Development, 1990 Assistant County
Fin a ncia I Attorney
Kathy Stepp SANE 1999 Accountant,
McGladreys
Julia Seng SANE 1999 U of I School of
Nursing
Katie Ciorba Program 1998 University of Iowa
VonDeLinde
-516-
AGEICY: Rape Victm Advocacy Pro.~mm
D. Management:
1. Does each professional slaff have awritten job descril:tion? Yes X_ No
2. Is the agency Elrector's performance evaluated at least yearly?
Yes X No __ By Whom? Pro.cram ConTrillee of the Board of Directors
E Rrogmrn/Services:
Please define your agency's units of service (service definition, length of time, cost per unit of
service, number of units provided, direct or indirect.)
Our units of service include: a crisis call, a counseling session, one instance of medical or
legal advocacy for a survivor (such as one hospital call or court hearing), one survivor
attending one session of a support group, or one person in attendance at an educational
progmm.
Individuals Using Incidents of Abuse Hospital, Court, Educational People Attending
Crisis Services Reported Law Enforcement Programs Ed. Programs
Advocacy Presented
FY98 487 572 103 251 11,127
FY99 707 823 123 269 15,383
FY00 721 879 139 302 22,800
Please supply information about clients served by your agency during last two cormbte budget
years. Refer to form instructions for definition of duplicated and unduplicated.
gqter Years FY99 FY00
1. How many Johnsin County residents (in- la. Duplicated Count 21,987
cluding bw a City aqd Coralville) did you' ag- 11,289
ency serve?
1 b. Unduplical~d Count 21,982
11,284
2. How many bw a Orty residents cid your 2a. Duplicated Count 11,097
agency serve? 7,369
2b. UnduplicalL:,d Count 11,094
7,356
3. How many Coralville residents did your 3a. Duplicated Count 6,497
agency serve? 2,046
3b. UnduplicalBd Count 6,497
2,046
4. Plow many units of service did your agency 4a. Total 24,924
provide? 17,730
4b. To Johnson 23, 128
County Residents 12,895
-8- -517-
AGE~"Y: Rape Victi~ Advocacv ProGram
5. Other Areas Served:
Do you provide services to areas outside of Johnson County?
Area(s) served: .Cedar, low a and Washin.eten Counties
The entire stale of Iowa throu.clh the Iowa Sexual Abuse Plotline
Services provided: Cedar, low a and Washin.~tcn: All sen/ices
low a Sexual Abuse Hotline: 24-hour telephone support, hformation and referral
Fundhg Sources: low a Department of Justice Crime Victim Assistance Division,
Govemor's AIIance on Substance Abuse, Washh.~ton Comrrunitv Chest, United Way of
East Central low a, privale donations
6. Client Profile (for last corrpbte year, if avaibble):
Age Gender Ethnicity
0 - 5 0 Femab 634 African American 7
6 - 17 78 Male 135 Native American 2
18 - 29 294 Asian 4
30 - 61 256 His panic 9
62 - 75 5 Caucasian/Non-His- 729*
panic
75 + 1 Mulli-racial 12
*includes 460 callers w hose ethnicity w as unknown.
7. Evaluation and Review:
A. Rease discuss how your agency measu'es the success of its programs.
We always have feedback forms available at our office with an SASE, and we give
these forms to each counseling client. Each time we are called to the hospital or by law
enforcement to help an individual, the survivor is given feedback surveys with self-addressed
stamped envelopes. Our most important evaluative tool is direct feedback from service-users. At
each educational program we hand out evaluation forms. We gain a lot of valuable information
from these surveys. Some of the feedback we've received include, "lt's nice to know there's a
place to go when you need help. I was feeling as though it was my fault or I should have done
something different. Jesse [Advocate] helped me and reassured me that it wasn't my fault."
Also, "The RVAP Advocate, Law Enforcement and medical [personnel] were all extremely helpful
and considerate making this as easy and comfortable as could be possible under the
circumstances. I don't think I could have managed without everyone's help at this time."
In the spring of 1999 the Program Committee of the board completed its biennial
community survey of the RVAP.
-518- -9-
AGB~"Y: RapeVicti~Advocacv Roaram
B. Does your agency have a current strategic plan and date last review ed?
Each staff person is responsible for producing annual goals within their area of
responsibility and a timetable for completion of those goals. Our staff is divided into teams
according to areas of responsibility, and each team has been directed to prepare a plan each
year. In May of 1999, the Board and staff completed a three-year Strategic Plan for the agency.
RVAP creates and uses it to guide our daily activities and to work toward common goals. The
RVAP staff and Advisory Board members review this plan annually.
C. What plans does your agency have to increase efficiency and effectiveness?
Each team conthually evaluates the services for which they are responsible. As a larger
group, w e regubrly explore numerous ways to reduce costs. Addilionally, his year be
counseling staff changed the way they work crisis-line shifts to increase be quality of services,
meetthe needs of an increasing nurrber of service users, and reduce turn over within the staff.
Instead of w orking a seven-day stretch once every six weeks, staff members work one crisis-line
shift one day per week. Several staff members report bat this change made the difference in
their decision to remain with the agency.
D. How has your agency respended to Urited Way's recommendations from last
year?
The feedback RVA P received from the United Way w as ovenN helmingly positive. In
response to the corrrnents that our goals may be overly conservative and that the goals from year
to year are too similar have been addressed his year by challenging ourselves to set several new
and challenging goals.
The suggestion of planning RVAP's supplemental fundraising has been addressed through
training in fundraising efforts. EVAP has been involved with several fundraising efforts, the most
beneficial of which is otr endow ment (see question C5). Additionally, the Advisory Board's efforts
to separate RVAP from the University of low a as an independent 501c3 organization indude plans
to increase fundraising efforts for the coming years.
Lastly, in response to the comments about raising staff salaries too high last year (7%); w e
have projected a 4% increase this year. RVA Pstands slrongly by our decisbn to maintain a good
living w age for our emplcyees. The Department of Houshg and Urban Development reported
March 9, 2000 bat the median incorm for a household of one in Iowa City was $38,600. RVAP
salaries are therefore inconsistent with the corrrnunity by being low er than average.
8. In w hat ways w ill the needs of your service population change in the next five
years?
Due k> the comrrunity effort RVA P is leading with the Sexual Assault Nurse Examiner
(SANE) program, w e anticpate that many more rape victhns w ill report to the hospital for
evidentiary exans over the next five years. For exampb, after be city of Ames created a Sexual
Assadt Response Team (SART), the number of reports to hospitals and law erforcement went up
dramatically. During our SA RT/SA NEs first quarter, w e have seen an increase in hosplal reports.
SA RT/SA NEw ill bring more assault cases to prosecution, so RVA P staff w ill spend more time at
the hospital and in court VVe w il need to increase the amount of resources w e devote to
advocacy for victims as a result.
RVA Pbegan the Mentors in Viobnce Prevention program (MVP)this year. The program is
made up of representatives from the Stepping Up Project, University Abletic Department,
Residence Halls, Student Government and the Greek Life Community. MVP uses education and
mentorship to hcrease sis that individuals can use to interrLpt violence at its start. In the next
five years, University s~jdents trained to be mentors will speakto youth h junior high schools and
-10- -519-
AGENCY: ' Rape Victhn Advocacy R'oaram
high schools throughout Johnson CoLnty, as w ell as thei' own peer groups. MVP has both men
and women w orkhg together to end sexual viobnce.
Addffionally, due to the low a Sexual Abuse Hotline (ISAH) advertising through the Crhne
Victhn Assistance Divisicn and the Governor's Coordinating Counci on Violence Against Women,
w e w il need to prepare for even more of an hcrease in calls to our line. We w ill e<plore rnore
fundhg for the ISA H at the state bvel. Lastly, w e are contacted by numerous survivors throucjh
our web site (http://www.uiowa.edu/~rvap), and w e w ill continue to seek out innovative ways to
deliver services and inforrnation ebctronicaly.
9. In relation tothe Johnson County Capacity Assessment, explain how your services
are rmeting corrrnunity needs?
The Johnson County Capadty Assessment does not include human service challenges in
relation to sexual violence. However, RVAP does meet a vadety of community needs for
victim/survivors, family members and fdends, as well as efforts toward prevention of sexual
violence in our community. Perhaps in the future, these ideas could be explored in the Johnson
County Capacity Assessment.
10. Rease discuss any other probbms or factors relevant to your agency's programs,
fundhg or service delivery:
A challenge w e have faced over the last few years is a reduction in the nurrber of
volurteers we have been able to recruit. However, by significantly increasing the RVAP time and
resoLrces devoEd to volmteer recruitment dr. ring the past year, w e are happy to report an
increase in volunteers.
We have been challenged to do mere fundraising. To address the need for mere funding
w e w il apply for mere money through the United Way of East Central low a, request supplemental
funds through the University of Iowa Student Government and devalop our co-sponsors of the
Mentors for Vidence Prevention program.
Another problem RVA P has been w orkhg on dumg the past year is related to our space
Since moving to the location at 320 S. Linn Street, the University has assigned another University
program to share space w th us. This is a preblem because sharing space severely lirrits our
ability to reliably provide a confidential space for RVA Pclients who use us for peer counseling and
support groups. We conthue to negotiate w · the University for the terms that w ouid create a
confidential space for service users.
Additionally, with a new Agency Director, there w ill be a period of adjustmsnt that will
demand additional time and energy from staff and Board members. Fortunately, Theresa
Klingenberg is only the fifth Agency Director in the past 25 years at RVA P.
11. List corrpbints about your services of which you are aw are:
We receive mostiy positive feedback about our services and presentations, but when we
do occasionally receive complaints we address them immediately through consultation with
individual staff members and/or training for the staff and volunteers as a whole.
12. Do you havea waithg listor have you had to turnpeopb away for lack of ability to
serve them?. VVhat measu'es do you feel can be taken to resolve this problem?.
We do not have a waiting list. Our Youth Education Program, has preven very popular. V~
have used grant funds to increase this positbn to full-time to nnset the demand for additional
speal~ng engagements.
-520- -11-
AGENCY: RapeVictmAdvocacv Promram
13. In w hat w ay(s) are your agency's services publicized?
We use press releases, public service announcements, posters, newspaper ads,
handouts, direct mailings and the phone book to advertise our services. Each fall we conduct an
awareness campaign on the University campus at the beginning of the semester (a "24-hour
Truce Dudng Which There is No Rape") and every Apdl we conduct a month-long awareness
campaign. We also have a comprehensive, informational web site that receives thousands of
hits.
14. United Way involvement by your agency: ("X" if agency participated w ithh the last
year).
a. Agency Directors Meethgs X
b. Agendes Representative to Fundhg Hearhgs X
c. Business Blitz
d. Day of Caring X
e. Kick Off X
f. Victory Reception
g. Other (Presentations as requested. Walkof the Stars.)
15. How have you collaborated with other agendes during the past year?
One of our new programs is the Mentors in Violence Prevention (MVP), as mentbned in
question #8. This program collaborates with the University of Iowa Student Government,
Residence Halls, the Greek Life Corrrn. nity, the University Athletic Department and the Stepping Up
Project. This project is at the beginning of its implementation stage. The collaborative preparation
work has been done during the past year. During implementation, MVP w ill be w orkhg closdy
with the area schod systems.
The Sexual Assault Response Team (SAR'D and the Sexual Assault Nurse Exam hers
program (SANE) were starlEd by RVAP. This group includes area law enforcement, The
University of low a Schod of Nursing, Mercy Hospital, The University of low a Hospitals and Clinics,
the County Attomey's Office and Ranned Parenthood. SART/SANE has planned and begun a
successful implementation of services. We have partial fundhg for a Program Coordnator for the
program, but are in need of mere fundhg before w e can fill that position. In the upcoming year w e
w ill focus on funding, publicity, and conthued education for service providers.
Two months ago, RVAP began the Latina Outreach Corrrrltee as an effort to provile
services to the Latina con-rn~nity. University and corn-ru~ity members interasted in w orlmg with
Latina womenhave joined the corm/tee. One of the first projects of the cornrrttee is to translate
our Trainer's manual and Crisis Advocate matedal intothe Spanish language. We have also invited
corm'u~ity members to speak on a panel about violence in the lives of Latina w omert This panel
w ill be televised on the PUblic Access statbn.
RVAP is also involved with the Johnson County Sexual Abuse Investigation Team (SAI'F),
along with area law enforcement, County Attomeys, medical provilers, and other victm
advocates who work with survivors. Additionally, our Director of Youth Educalion collaborates
with United Action for Youth (UAY) and the area schod systems. RVAP has applied for grant
fundhg with the Domestic Violence and Inten/ention Program (DVIP). We also work closely with
the low a Coalition Against Sexual Assault at the state level
-12- -521-
AGI~L"Y: Rape Victm Advocacy Program
AGENCY HISTORY
In 1973, an RVAP volunteer slept on a cot next to the RVAP crisis telephone every night in
order to respond to w omen who had been sexualy assau~d. RVAPhas been providing 24-hour
in-person Rape Crisis Line support, including accompanying survivors at the hospital the police
station since 1973. We have also provided corrmunity education, hdividual counseling and
support groups for victim'survivors and their significant others.
In 1986, a wornan decided not to end her life because she found the RVA P phone number
offering help and support on the back of a public bathroom door. RVAP has provided community
outreach to victim/survivors through many creative and effective community education activities.
t
In 2000 RVA P marked the 27 h year of serving the Johnson County corrrnunity. Beginning in
1996 w e received federal and state grants to expand our services into neighboring Washington,
Cedar and Iowa counties. In 1998 the state of Iowa awarded a grant to the RVAPto serve as the
low a Sexual Abuse Hotline (ISA I-4), providing telephone support, irformation and referral to all the
residents of the state through our toll-free number, 1-800-284-7821.
This past year w e saw an extraordinary increase in the numbers of people attending OLr
Education Programs. Our Education Services have increased educa~on prograTrning Norlh West
Junior High and Clear Creek-Amana Hgh Schoo~ as well as providhg many olher education
programs within area schools. Youh Education Services have increased services through UAY
and D,/IR At LVkY, RVA P staff members attend "Hang-Our to be available to talk with youth about
sexual assault. RVA P does the UAY Teenline training. Additionally, w e saw consistent
increases in the numbers of calls we received last year. In Coralville, tctal annual service numbers
increased from2,046 to 6,497 in one year.
We errphasize cdlaboration in all he work w e do at RVA P. One project that w e are
particularly excited about is the Sexual Assault Nurse Examiner Flogram (SANe with the Johnson
County Sexual Assault Response Team (SART). SANEwas mplemented in July 2000. Already
there has been an increase in the numbers of exams and reports of sexual assault to law
enforcement. RVAPw orks in coalitbn with the University Hospital, Mercy I-bspital, Ranned
Parenthood, local law enforcement, the County Attorney and others in the CC~TUnity. VVe believe
that this program represents an important enhancement to the medical care rape victims receive in
Johnsen County. We hope to secure additional grant funring to hire a Program Coordinator.
As exemplified with the SANE/SART project, RVAP has a history of leadership in Johnson
County and throughout the state. The RVA P continues to participate in the Johnson Comty Sexual
Abuse Investigation Team (SALT), a monthly group made Lp Of law enforcement, prosecutors,
medical providers, advocates and olhers who work with survivors. RVAFs Latina Outreach
Corm'/tee w ill grow to meet the needs for support, education and crisis services to Spanish
speaking members of our community. RVAP has a longstanding cornntment to he provisbn of
services to diverse groups in our corrrnunity. RVA P has also show n leadership in the Johnson
County Restora~ve Justice Task Force by cha~ing the comnittee for Victim services. We have
also offered joint funding applicalions with the DVIP, and have been leaders in the state through
our work with he low a CGalition Against Sexual Assault As menloned previously, w e have
taken a leadership role h starting the Menters in Viobnce Prevention program
Last year it was very exdting to receive adcitional finding from the United Way. Wa are
always grateful for all our local support. ]his year we have requested a $5350 increase in
appropriations from United Way, a $750 increase from low a City, $700 from Johnson CoLnty, and
a $2600 increase from Coralville. Local funds provide a critical source of support for program
administration, because rrost of our grants are used for direct service activities. ]he other
func~on of local funds is to provide match for our federal grants. As these grants increase, more
matching funds are vital. Local ft. nding makes it possble to provide services to n"~ the needs of
our community. Local funds specifically support rape crisis and education services.
In he cornhg year, w e will separate from the University of low a as in independent 501c3
organization. We hope to secure funring forthe SART/SAI\E program, and see the Latha Outreach
Corrrdttee make progress to provide services to the Latina community. V~ also plan to increase
activities in Coralville through the Cornmuniy Recreation Center. h N3rth Uberty w e plan to expand
Youth Education Services through the Family Resource Center.
-522- -13-
AG~: RapeVicttnAdvocacv ProQram
FY01 GOALS
Please state FY02 goals and report status of progresslcom pletion.
PROGRAM 1: RAPE CRISIS SERVICES
Goal: To provide free, confidential cdsis intervention services to residents of Johnson County
who have been raped, sexually assaulted, sexually harassed, stalked or sexually victimized in
any way; and to provide support for fdends, partners and family members of victim-survivors of
sexual violence.
Objectjve A: Provide 24-hour telephone cdsis intervention counseling to an estimated 450 to 600
people who will call the Sexual Abuse Cdsis & Resource Line next year, and to provide
emergency advocacy at hospitals and law enforcement agencies 24 hours a day, 365 days a
year.
Objective B: To provide follow-up advocacy, information and support to 60 to 100
victims/survivors per year. Advocacy includes accompanying survivors to court, police
interviews, and medical appointments, as well as providing support and assistance in
communicating with bosses, landlords, professors and others about issues a survivor is facing.
Objective C: To provide short-term individual peer counseling to 50 to 100 sexual violence
survivors and their significant others.
Objective D: To provide support groups to approximately 20 to 50 sexual assault survivors and
their partners, fdends and family members, each year.
~: In FY00 we served 721 people through our cdsis services. We had 2123 cdsis
contacts, or about 5.8 per day. The number of times we provided in-person contacts rose from
123 last year to 142 this year. Demand for our services remains constant. Our staff had 221
appointments for peer counseling with survivors. We provided cdsis services to 279 people
who live in Iowa City, at least 48 residents of Coralville, and at least 41 people who live in
Johnson County. Trained RVAP volunteers increased by 65% compared to the previous year.
Networking through the Johnson County Sexual Assault Response Team (SART) has created a
higher quality of services to survivors through the law enforcement, University, and medical
systems. In the first quarter of this year we have had 18 sexual assault examinations by trained
Sexual Assault Nurse Examiners. (Numbers are approximate because not all callers choose to
tell us where they live.)
PROGRAM 2: EDUCATION
Goal: To provide educational programs and materials on a wide vadety of issues related to
sexual abuse. Programs are designed to increase awareness of the problem of sexual violence,
inform people about available resources, dispel myths about sexual violence, and teach groups
and individuals how to offer support to survivors.
Objective A: Provide 200-500 educational programs to area schools, service dubs and other
groups which request them through the POWER (People OutWorking to End Rape) Peer
Education Program.
Objective B: Maintain a resource library of books and videos and a free information bureau of
handouts and brochures.
Objective C: Conduct fall and spring Sexual Violence Awareness campaigns.
-14- -523-
AGENCY: RapeVictknAdvocacv Proeram
Objective D: Provide training in sexual violence issues and in working with survivors for
vadous groups, such as paramedics, clergy, medical personnel and law enforcement. Speak to
at least 12 groups.
Objective E: Provide programs to youth ages 12-18 to educate them about sexual abuse and
dating violence issues.
PROGRESS: RVAP started the Mentors in Violence Prevention Program this year as part of our
effort to increase public awareness through trained volunteers. In FY00 we presented 302
educational programs to 22,800 people. This is an increase of 67% compared to the previous
year. We spoke to approximately 8,875 residents of Iowa City, 5,197 residents of Coralville, and
3,512 residents of Johnson County. RVAP presented 1631 programs to youth in FY00. The
Spdng and Fall Awareness Campaigns were very successful. We arranged public activities
throughout Apdl including, the Art of Survival event, the Clothesline Project, a Candlelight Vigil
and the Take Back the Night Rally. RVAP also sponsored a teleconference called NVomen's
Voices".
PROGRAM 3: SERVICES TO WASHINGTON, CEDAR AND IOWA COUNTIES
Goal: To provide free, confidential rape cdsis intervention services to residents of Washington,
Cedar and Iowa Counties; and to provide support for fdends, partners and family members of
survivors of sexual violence in these counties.
Objective A: Provide 24-hour telephone cdsis intervention counseling and to provide emergency
advocacy at hospitals and law enforcement agencies in Washington County 24 hours a day, 365
days a year.
Objective B: To provide short-term individual peer counseling to sexual violence survivors and
their significant others.
Objective C: To provide support groups to sexual assault survivors and their partners, fdends
and family members each year.
PROGRESS: Washington, Cedar and Iowa counties continue to be open and receptive to RVAP
services. This year we provided crisis services to 80 individuals. This is an increase from 44
the previous year. We provided 84 education programs in these counties, and 2,296 people
attended these programs. This is a 31% increase.
PROGRAM 4: STATEWIDE SEXUALABUSE HOTLINE
Goal: To provide free telephone cdsis intervention and information and referral to dtizens of the
State of Iowa who have sexual violence concems since Apdl 1, 1998.
Objective A: Provide telephone support, information and referral to 200-500 Iowans each year.
Objective B: Coordinate publishing and distribution of the Iowa Sexual Abuse Hotline Resource
Directory.
Objective C: Publicize the availability of the hotline throughout the state.
~: Dudng the past year we have responded to 271 callers to the Iowa Sexual Abuse
Hotiine. There were 599 calls in total. These callers were from 79 different counties from around
-524- -15-
AGENCY: F~peVicltnAdvoc~cv Program
the state. We also continue to update and disl~ibute the Iowa Sexual Abuse Hotline Resource
Guide, as well as a Hotline newsletter.
AGEICY PROGRAM C-.-.-.-.-.-.-.-.-~LS ANDOBJECTIVES
RVAP GOALS AND OBJECTIVES FY02
PROGRAM 1: RAPE CRISIS SERVICES
Goal: To provide free, confidential cdsis intervention services to residents of Johnson County
who have been raped, sexually assaulted, sexually harassed, stalked or sexually victimized in
any way; and to provide support for fdends, partners and family members of victim-survivors of
sexual violence.
Objective A: Provide 24-hour telephone cdsis intervention counseling to an estimated 600 to 800
people who will call the Sexual Abuse Cdsis & Resource Line next year, and to provide
emergency advocacy at hospitals and law enforcement agencies 24 hours a day, 365 days a
year.
Tasks: 1. Recruit and train volunteer staff.
2. Conduct three crisis-line trainings and two trainings for in-person
advocates per year.
3. Schedule volunteer advocates to staff the cdsis line from 5 p.m. to 8 a.m.
throughout the week and continuously over weekends and holidays.
4. Schedule paid staff to be available on-call on a 24-hour basis.
5. Provide training and supervision to staff who are providing cdsis services.
Objective B: To provide follow-up advocacy, information and support to 150 to 250
victims/survivors per year. Advocacy includes accompanying survivors to court, police
interviews, and medical appointments, as well as providing support and assistance in
communicating with bosses, landlords, professors and others about issues a survivor is facing.
Tasks: 1. Train paid staff and volunteers to provide these services.
2. Network with local law-enforcement, hospital personnel, other agencies
and University departments to enhance the quality of treatment survivors
receive within vadous systems.
3. Participate in the JCSART advisory board and train staff and volunteers to
work as victim/survivor advocates along with the SANE personnel, law
enforcement and court services.
Objective C: To provide short-term individual peer counseling to 100 to 200 sexual violence
survivors and their significant others.
Tasks: 1. Provide counseling staff with supervision and training.
2. Provide paid staff with access to consultation with a person who does
similar work with survivors outside the agency.
Objective D: To provide support groups to approximately 40 to 60 sexual assault survivors and
their partners, fdends and family members, each year.
-16-
-525-
AGIg~Y: RapeVicttnAdvocacv R'oaram
Objective D: To provide support groups to approximately 40 to 60 sexual assault survivors and
their partners, friends and family members, each year.
Tasks: 1. As resources permit, organize groups for: women who were raped
as adults or adolescents; women who are survivors of childhood sexual
abuse; men who are survivors; and partners, friends and family members
of survivors.
Resources required: Seven counseling staff, full-time reception staff, 35 to 50 volunteers, two
phone lines for the crisis line and four wireless PCS phones. Computers, printer, pagers,
answering service and offices.
PROGRAM 2: EDUCATION
Goal: To provide educational programs and materials on a wide variety of issues related to
sexual abuse. Programs are designed to increase awareness of the problem of sexual violence,
inform people about available resources, dispel myths about sexual violence, and teach groups
and individuals how to offer support to survivors.
Objective A: Provide 200-500 educational programs to area schools, service clubs and other
groups which request them through the POWER (People Out Working to End Rape) Peer
Education Program and Mentors in Violence Prevention (MVP).
Tasks: 1. Recruit new POWER and MVP peer educators and hold trainings two to
three times per year.
2. Provide supervision and evaluation for the peer educators.
3. Design and update presentations.
Objective B: Maintain a resource library of books and videos and a free information bureau of
handouts and brochures.
Tasks: 1. Design materials specific to our agency.
2. Maintain lending library.
3. Increase the diversity of materials designed for spedfic groups, such as
taped materials available for the visually impaired or materials specific to
particular cultures.
5. Increase materials designed to help partners, family members and friends
of victim/survivors.
Objective C: Conduct fall and spring Sexual Violence Awareness campaigns.
Task: 1. Design, organize and implement programs spedtic to the
awareness campaigns.
2. Design and implement a publicity strategy for each campaign.
Objective D: Provide training in sexual violence issues and in working with survivors for
various groups, such as paramedics, clergy, medical personnel and law enforcement. Speak to
at least 12 groups.
Task: 1. Design presentations.
2. Schedule staff to present as requests for training are received.
3. Evaluate the presentations.
-17-
-526-
AGENCY: I~peVicttnAdvocacv Proatom
Objective E: Provide programs to youth ages 12-18 to educate them about sexual abuse and
dating violence issues.
Task: 1. Design and present programs to at least 1600 youth in FY02.
2. Collaborate with other agencies and systems working with youth.
Resources required: Two staff; full-time reception staff: 12 to 20 volunteers; computers; pdnters
and offices; lending library; self-defense equipment.
PROGRAM 3: SERVICES TO WASHINGTON, CEDARAND IOWA COUNTIES
Goal: To provide free, confidential rape cdsis intervention services to residents of Washington,
Cedar and Iowa Counties; and to provide support for fdends, partners and family members of
survivors of sexual violence in these counties.
Objective A: Provide 24-hour telephone cdsis intervention counseling and to provide emergency
advocacy at hospitals and law enforcement agencies in Washington County 24 hours a day, 365
days a year.
Tasks: 1. Recruit and train volunteer staff to provide in-person 24-hour
advocacy in Washington County. Provide 24-hour Telephone
services via the ISAH.
2. Network with local law enforcement, hospital personnel, other
agencies and departments to enhance the quality of treatment survivors
receive within various systems.
Objective B: To provide short-term individual peer counseling to sexual violence survivors and
their significant others.
Tasks: 1. Staff an office in each county one to three days each week, as
staff is available.
2. Provide peer counseling services to at least 20 people in FY01.
Objective C: To provide support groups to sexual assault survivors and their partners, friends
and family members each year.
Tasks: 1. As resources permit, organize groups for: women who were raped
as adults or adolescents, women who are survivors of childhood sexual
abuse, men who are survivors and partners, fdends and family members
of survivors.
Objective D: To provide sexual assault awareness, prevention, and support services to
students and staff in the schools.
Tasks: 1. Coordinate with school personnel in all counties' school systems to
provide education programming to students and staff.
2. Coordinate with school personnel in all counties' school systems to
provide support services to students and families.
Resources required: Two staff, offices and a telephone in each county, 6 to 12 volunteers in
Washington County, leased vehicle and cellular phones for staff travel, two portable computers
and printers
-18-
-527-
AGENCY': F~peVicttnadvo~cv Proarsm
PROGRAM 4: STATEVVlDE SEXUALABUSE HOTUNE
Goal: To provide free telephone cdsis intervention and information and referral to citizens of the
State of Iowa who have sexual violence concerns since Apdl 1, 1998.
Objective A: Provide telephone support, information and referral to 300-500 Iowans each year.
Tasks: 1. Coordinate daily operation of the hotline with other staff.
2. Provide additional training to RVAP staff and volunteers.
Objective B: Coordinate publishing and distribution of the Iowa Sexual Abuse Hotline Resource
Directory.
Tasks 1. Maintain accurate lists of resources for the manual.
2. Update and distribute the resource manual to rape crisis centers
around the state on an annual basis.
Objective C: Publicize the availability of the hotline throughout the state.
Tasks: 1. Print and distribute ISAH brochures.
2. Publish a pedodic newsletter about the hotline and distribute to
rape crisis centers, domestic violence shelters, law enforcement,
hospitals, prosecutors, libraries and colleges all over the state.
Objective D: Coordinate and co-sponsor the statewide sexual assault awareness vigil. 1. Participate in statewide vigil committee dudng January, February and
March 2001.
2. Coordinate marketing efforts for statewide vigil.
3. Produce and distribute information about the vigil throughout the state.
Objective E: Provide outreach to potential services users who speak languages other than
English.
1. Participate in the Latina Outreach Committee
2. Create statewide brochures and make available at the International
Student Center.
3. Participate in community awareness campaigns involving non-English
speaking communities.
Resources required: One staff: telephones and PCS phones, volunteers, computer and printer,
office space.
-19-
-528-
Executive Director: Betty L. Hargraves
HUMAN SERVICE AGENCY REQUEST FOR FUNDING Site Director: Betsy Tatro
City of Coralville Agency Name: American Red Cross
Johnson County City of Iowa City Address: 3601 42nd St NE
United Way of Johnson County Phone: 319-393-3500
Completed by: Betsy Tatro
CHECK YOUR AGENCY'S BUDGET YEAR Approved by Chair Board: ~~
1 / 1/01 - 12/31/01 10/1/01 - 9/30/02 10-06-00
(date)
7/1/01 - 6/30/02 X
COVER PAGE
Program Summary: (Please number programs to correspond to Income & Expense Detail,
i.e., Program 1, 2, 3, etc.)
1. Emergency Services: Emergency Services has two aspects to its program, Disaster Services and Emergency
Family Services. The American Red Cross is mandated by Congress to provide relief to victims of
disasters and to provide emergency communication and reuni~cation assistance to military
families. No direct federal aid is received by the American Red Cross.
2. Health Services: The American Red Cross Health Services program provides health education and
prevention to help people prevent, prepare for, and respond to emergencies. The purpose is
accomplished by offering prevention education courses in Cardiopulmonary Resuscitation
(CPR), First Aid, Water Safety, and disease transmission. Health Services volunteers
also assist at local blood drives.
Local Funding Summary: 4/1/99 - 4/1/00 - 4/1/01 - % of Total
3/31/00 3/31/01 3/31/02 Budget
United Way of Johnson County - -
Does Not Include Designated Gvg. $14,620 $17, 139 $19,367 6%
FY00 FY01 FY02 ~
City of Iowa City 5, 155 5,500 6,050 2%
Johnson County 6,358 6,625 7,275 2%
City of Coralville 1,000 1,000 1,500 0%
jccoghs/t~0 1 budg/xlbudg.xls 1 -529-
Agency: American Red Cross Grant Wood Area Chapter
STATEMENT OF ACTIVITIES SUMMARY Johnson County Office
(ACCRUAL BASIS)
Actual This Year Budgeted
Last Year Projected Next Year
Your agency's budget year: FY00 FY01 FY02
1. Total Support and Revenue $ 247,656 $ 291,642 $ 325.559
2. Total Expenses (a+b below) $ 267,166 $ 291,642 $ 325.559
a. Non-Directed (admin./general overhead) 19,051 17,925 18.220
b. Program Total (list programs below) $ 250,096 $ 273,717 $ 307.339
1. Emergency Services 109,540 117,165 137.714
2. Health Services 140,556 156,552 169.625
3.
4.
5.
6.
7.
8.
3. Change in Net Assets (1-2) $ (19,511) $ $
4. Net Assets, Beginning of the Year
5. Net Assets, Ending Balance (3+4)
6. Restricted Fund Balance (total from p. 5) 1,475 1,800 1,850
7. In-kind Support (total from p. 5) 49,390 38,857 40,426
Notes and Comments:
Net assets for the Chapter for FY00 are $1,256,129. Net Assets are not included on this form because
they are not assigned to a specific department.
In-kind Support decreased in FY01 and FY02 because of the vehicle donation in FY00.
Briefly describe how local funds were spent last year.
In Fiscal Year 00, funds were spent to provide relief to victims of disasters and to teach individuals emergency
prevention, preparedness, and response skills.
Funding was used for Health Services programs to teach people how to prevent, prepare for, and respond to
emergencies.
-530- mdg/xlbudg.xls - 2a -
AGENCY American Red Cross Grant Wood Area Chapter
INCOME DETAIL Johnson County Site
FY00 FY01 FY02 NON- ES HS
ACTUAL THIS YEAR BUDGETED DIRECTED PROGRAM PROGRAM
LAST YEAR PROJECTED NEXT YEAR FUNDING 1 2
1. Local Funding Sources- [ 29,652 30,821 I 34,600 [ 2,500 19,300 ~ 12,800
a. Johnson County 6,358 6,625 7,300 5,840 1,460
b. City of Iowa City 5,155 5,500 6,200 4,960 1,240
c. United Way of johnson County 17,139 17,696 19,600 2,500 7,300 9,800
d. City of Coralville 1,000 1,000 1,500 1,200 300
e.
f.
2. Grants- State, Federal, Foundations [ 1,150 7,800 [ 9,500 ~ 0 7,500 [ 2,000
a. FEMA 1,150 1,300 1,500 1,500
b. Private Foundations 6,500 8,000 6,000 2,000
C.
d.
e.
f.
3. Net Sales Of Services (sources) ~ 42,876 53,986 [ 60,585 0 0 [ 60,585
a. Community & Workplace 42,876 53,986 60,585 60,585
b.
C.
4. Net Sales of Materials 10,955 13,000 [ 16,472 0 0 [ 16,472
a. Resale 10,955 13,000 16,472 16,472
b.
5. Contributions/Donations 160,507 168,190 ~ 185,690 10,220 102,214I 73,256
a. United Way Designated Giving 6,929 6,894 7,300 1,000 2,700 3,600
b. Other Contributions 153,578 161,296 178,390 9,220 99,514 69,656
6. SpecialEvents 2,262[ 7,345 ~ 7,712 0 4,6001 3,112
a. 2,262 7,345 7,712 4,600 3,112
b.
c.
7. Interest Income 254 I 10,500 I 11,000 5,500 4, 100 I 1,400
8. Other-ListBelow 0[ 0[ 0 0 0[ 0
a.
b.
C.
TOTAL INCOME (same as p. 2, line lb) 247,656 291,642 325,559 18,220 137,714 169,625
Notes and Comments:
3a. Class fees are expected to increase by 12% because of increased marketing and program awareness.
4a. Resale revenue is expected to increase because of an increased exposure in classes and because of increased program awareness.
5b. Contributions are expected to increase due to emphasis on the Major Gift Campaign in Johnson County.
7. Interest Income is anticipated from a pending estate.
-531 -
jccoghs/fy0 1 budg/xlbudg.xls 3
PROGRAM EXPENDITURE DETAIL AGENCY American Red Cross Grant Wood Area Chapter
Johnson County Site
FY00 FY01 FY02 NON-
ACTUAL THIS YEAR BUDGETED DIRECTED ES Program HS Program
LAST YEAR PROJECTED NEXT YEAR FUNDING 1 2
1. Salaries 92,643 99,853 113,248 1,895 43,803 67,550
2. Employee Benefits &Taxes 20,240 20,279 32,230 812 13,133 18,285
3. Staff Development 877 2,345 2,585 320 1,675 590
4. Prol~ssional Consultation 0 0 0 0 0 0
5. Publications & Subscriptions 195 498 498 0 299 199
6. Dues and Memberships 490 615 650 240 90 320
7. Mortgage, Rent and Property Tax 16,929 18,648 19,163 2,491 7,090 9,582
8. Building &Maintenance 4,091 5,080 5,150 670 1,906 2,575
9. Equipment Purchase/Rental/ 9,155 9,024 10,641 524 1,490 8,627
Maintenance
10. Utilities 1,371 1,756 1,875 244 694 938
11. Telephone 6,735 5,289 6,954 527 4,399 2,028
12. Office Supplies &Postage 3,901 4, 142 3,865 393 1,209 2,263
13. Printing and Publicity 4,572 8,636 6,760 755 1,729 4,276
14. Local Transportation 565 415 350 25 25 300
15. Insurance 560 848 594 77 220 297
16. Audit 0 0 0 0 0 0
17. Interest 0 0 0 0 0 0
18. Other (Specify): Client Assistance 21,922 18,100 20,000 0 20,000 0
19. Volunteer Rec/Supplies 94 115 140 0 40 100
20. Resale Supplies 7,426 8,426 10,254 0 0 10,254
21. Disaster/Blood Supplies 483 1,103 906 0 831 75
22. Educational Supplies 977 1,279 1,574 0 1,015 559
23. Chapter Assessment 17,594 18,726 19,662 0 13,108 6,554
24. Support Allocation 56,347 66,465 68,459 9,247 24,958 34,254
!TOTAL EXPENSES (p. 2, line 2) 267,166 291,642 325,558 18,220 137,714 169,625
Notes and Comments:
1. & 2. Salaries are budgeted at a 3% increase, but with the addition of a half time Emergency Service Worker, Salaries and Employee Benefits &
Taxes are increasing by 21%. This position will increase the number of individuals that are taught emergency prevention,
preparedness, and response skills.
12. & 13. Office Supplies & Postage and Printing and Publicity are budgeted to decrease because of a more accurate reflection based upon actual usage.
18. Client Assistance is based on the 5 year average history.
20. Resale Supplies are expected to increase due to higher cost of materials to support programs.
25. Support Allocation includes audit, fund raising and administration costs.
-532- ,,/xlbudg.xls - 4 -
AGENCY American Red Cross Grant Wood Area Chapter
Johnson County Site
ACTUAL THIS YEAR BUDGETED
RESTRICTED FUNDS: LAST YEAR PROJECTED NEXT YEAR
Board/Donor/Funder Designated: Restricted for:
Donor Restricted Local Disaster Relief 325 500 550
FEMA Local Assistance 1,150 1,300 1,300
TOTAL RESTRICTED FUND (also shown page 2 or 2a, line 4) [ , 1,475 [ , 1,800 [ , 1,850I
MATCHING GRANTS
Grantor/Matched by
No matching grants
IN-KIND SUPPORT DETAIL
Services/Volunteers 28,940 30,387 31,906
Material Goods 535 550 600
Space, Utilities, etc. 7,920 7,920 7,920
Other: (Please specify) Vehicle 11,995 0 0
TOTAL IN-KIND SUPPORT (also shown on page 2 or 2a, line 5) I $ 49,390 I $ 38,857 I $ 40,426
Notes and Comments:
Services/Volunteers: The volunteer in-kind services were valued at $6.50 per hour for clerical assistance, $10.00 per hour for disaster v.
$10.00 per hour for CPR/FA Instructors, and $15.00 per hour for blood dirve volunteers.
-533-
jccoghs/fy01budg/xlbudg.xls - 5 -
SALARIED POSITIONS AGENCY American Red Cross Grant Wood Area Chapt,
Johnson County Site
"X"all that a3ply FTE* Salary
~' -~ .~ = FY00 FY01 FY02 FY00 FY01 FY02
'~ ~ '=~ -, %
Position/Title '~ := ~. ~ Last This Next Actual This Budgeted
Year Year Year Last Year Year Next Year Change
Site Director X X X 0.11 0.40 0.40 0.40 17,723 18,400 18,952 3%
Executive Director X X X 0.11 0.05 0.05 0.05 3,398 3,303 3,403 3%
Health & Safety Coordinator X X X 0.12 0.10 0.10 0.10 2,000 2,060 2,122 3%
Health & Safety Specialist X X X 0. I 1 0.05 0.05 0.05 941 1,150 1,185 3%
Emergency Outreach Coor. X X X 0.12 0.10 0.15 0.15 2,483 3,600 3,708 3%
Emergency Services Director X X X 0.12 0.10 0.10 0.10 2,912 3,193 3,289 3%
Health Services Director X X X 0.11 0.20 0.25 0.25 5,512 6,953 7,161 3%
Asst. Dir Emergency Services X X X 0.13 0.40 0.25 0.25 8,810 5,720 5,892 3%
Marketing Coordinator X X X 0.12 0.20 0.30 0.30 4,414 6,489 6,684 3%
Communication Director X X X 0.11 0.20 0.20 0.20 5,025 5,400 5,562 3%
Administrative Assistant X X X 0.11 0.05 0.05 0.05 450 443 456 3%
Office Manager X X X 0.13 0.10 0.10 0.10 3,168 3,193 3,289 3%
Dir. of Financial AdministratioJ X X X 0.12 0.02 0.02 0.02 706 701 722 3%
Workplace Instructor X X X 0.09 0.46 0.510 0.51 8,681 9,496 9,781 3%
Johnson County Program Coor X X X 0.12 1.00 1.00 1.00 22,373 21,840 22,495 3%
Coor. of Volunteers X X X 0.13 0.15 0.15 0.15 2,848 3,150 3,245 3%
Night Duty Worker X X X 0.09 0.10 0.20 0.20 505 1,107 1,141 3%
Receptionist X X X 0.11 0.05 0.15 0.15 695 2,700 2,781 3%
Program Development 0.13 0.05 0.05 955 983 3%
Emergency Service Worker X X X 0.12 0.53 10,400 100%
TOTAL FTE's and SALARIES [ 3.73 4.08 4.61 92,643 99,853 113,248 14%
* Full-time equivalent: 1.0=full-time; 0.5=half-time; etc.
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lbudg.xls - 6 -
AGENCY: American Red Cross Grant Wood Area Chapter
Johnson County Office
ACCOUNTABILITY QUESTIONNAIRE
A. Agency's Mission Statement or Primary Purpose:
The American Red Cross, a humanitarian organization led by volunteers and guided by its Congressional Charter
and the Fundamental Principles of the International Red Cross Movement, will provide relief to victims of disaster
and help people prevent, prepare for, and respond to emergencies.
B. Board of Directors:
1. Please attach a list of your agency's Board of Directors (page 7A)
2. Frequency of meetings: Monthly
3. Briefly describe board orientation and ongoing training opportunities:
Each board member has an initial one-on-one orientation with a current board member. This is followed by a
three-hour group orientation that includes information on the scope of all Red Cross services, the roles and
responsibilities of board members, chapter administrative procedures, and fiscal accountability. Board members
are offered at least three ongoing training opportunities each year. Board members can attend both the State and
National Red Cross conventions and other leadership training including a yearly fund-raising workshop.
C. Finances:
1. Are there fees for any of your services? Yes x No
a. If YES, describe circumstances.
The Red Cross has fees for health and safety classes. The chapter conducts a cost analysis of our
classes to ensure the appropriate fee is charged for each course. Full or partial scholarships are
offered to individuals based on need.
b. Are they flat fees yes or sliding fees ?
Does your agency have:
an intemal audit external audit x financial review
Frequency yearly
3.Has your agency filed the Annual Report with the Secretary of State?
Yes x No
4. Has your agency flied Form 990 with the IRS? Yes x No
5. Please discuss your agency's fundraising efforts, if applicable.
The Red Cross each year has three targeted direct mail solicitations, one phone solicitation to lapsed donors
conducted by Red Cross volunteers, and people have an opportunity to donate with each quarterly newsletter.
Each year we hold a Red Cross Day at the Kernel's Ballpark. A Major Gifts Campaign is held once each year
in the spring with direct face-to-face solicitation done to donors by Red Cross volunteers.
D. Management:
1. Does each staff member have a written job description? Yes __x__ No __
2o Is the agency Director's performance evaluated at least yearly?
Yes __x__ No __ By Whom? Site Director is evaluated by the Executive Director
Executive Director is evaluated by the Board Chair
H:',tatrob\JCOFFICE\Accountability Questionnaire FYO2.DOC
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BOARD OF DIRECTORS
GRANT WOOD AREA CHAPTER, AMERICAN RED CROSS
FY 2000 - 2001
Steven W. Allsop Board Member Signs Production Inc.
Thomas G. Beechef Board Member Customer Service Manager, Toyota Motor
Credit Corp.
Dr. Lon Butikofer Blood Services Chair Administrator/CEO, Northeast Iowa Regional
Medical Memorial Hospital & V.P.
Health Enterprises
Jane Carson Board Member Retired, Community Volunteer
Terrance (T.J.) Croco Health Services Chair Counselor, Amana Schools
Tammy Danover Secretary & Audit President, Heritage Bank
Committee Chair
Dr. Doris Dartey Board Member Assistant Professor &Chair, Public Relations,
Mt. Mercy College
Kathy Eno Board Member Eno Enterprises
Kay Henry Volunteer Chair Community Volunteer
Alan Kim Johnson Board Member Professor, University of Iowa *
Dr. James Manville Board Member Retired, Ophthalmology
Harold Miller Board Member Retired, Howard R. Green Company
Doug Peters Board Member Executive Director, Hawkeye Labor Council *
AFL-CIO
Denise Piper International Services St. Luke's Hospital, Hospice
Chair
Eldon B. Pugh Chair Retired, Amana Refrigeration, Inc.
Dick Ransom Board Member President, Hall &Hall Engineers, Inc.
Ron Ricklefs Vice Chair &Bylaws / Attorney
Human Resources Chair
Jerry Rose Board Member Retired Professor, University of Iowa *
7A
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Bob Ross Board Member 2"a Vice President &Trust Officer *
Iowa State Bank & Trust
Steve Schmidt HIV/AIDS Chair General Mills, Inc.
Rick Sellers Communications Chair Owner &General Manager, KMRY Radio
Nancylee Siebenmann Board Member Member of National Board of Governors, Retired
Clare L. Slattery Facilities Chair President, Heritage Property Management
Vernon Squires Board Member Bradley &Riley PC
Peter Teahen Emergency Services Director, Teahen Funeral Home
Chair
Peter Thompson Treasurer & Finance Retired, Amana Refrigeration, Inc.
Committee Chair
R. Dale Todd Board Member Parks Commissioner, City of Cedar Rapids
Michael A. Wapp Board Member Director, Business/IT Solutions, AEGON USA Inc
James Wasta Financial Development Chairman of the Board, Pioneer Office Products *
Chair
Gary Wicklund Board Development Vice President, The Freedom Group *
Chair
Nancy B o Willis Board Member Owner, Vice President - Security Abstract Co. *
Don Zierath Service Delivery & Retired, AEGON USA, Inc.
Technology Chair
* Board member resides in Johnson County
7B
8/30/00
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AGENCY: American Red Cross Grant Wood Area Chapter
Johnson County Office
E. Program/Services:
Please define your agency's units of service (service definition, length of time, cost per unit of service, number of
units provided, direct or indirect.)
Please supply information about clients served by your agency during last two complete budget years.
Refer to form instructions for definition of duplicated and unduplicated.
Enter Years FY99 FY00
1. How many Johnson County residents (including la. Duplicated 6,037 6,606
Iowa City and Coralville) did your agency serve? Count
lb. Unduplicated 4,700 5,047
Count
2. How many Iowa City residents did your agency 2a. Duplicated 5,442 5,867
serve? Count
2b. Unduplicated 4,989 5,211
Count
3. How many Coralville residents did your agency 3a. Duplicated 601 634
serve? Count
3b. Unduplicated 456 509
Count
4. How many units of service did your agency provide? 4a. Total 6,807 6,980
4b. To Johnson 6,650 6,825
County Residents
5. Other Areas Served:
Do you provide services to areas outside of johnson County?
Area(s) served: Linn, Jones, Delaware, and Iowa Counties
Services provided: All Red Cross services: Health and Safety courses, Disaster relief and preparedness
education, EmemencV Communications for military families, and International
Tracing.
Funding Sources: FundinK is provided for these counties from the United Way of East Central
Iowa and Delaware County United Way. Additional fundinK comes from donors in these counties and class
fees Kenerated from participants livinK in the other four counties.
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AGENCY: American Red Cross Grant Wood Area Chapter
Johnson County Office
6. Client Profile (for last complete year, if available):
The numbers reflect only clients self-reporting age, gender and ethnicity
Age Gender Ethnicity
0 - 5 8 Female 3,210 African American 144
6 - 17 4,016 Male 3,770 Native American 103
18 - 29 914 Asian 62
30 - 61 2,000 Hispanic 138
62 - 75 12 Caucasian/Non-Hispanic 6,421
75 + 1 Multi-racial 0
7. Evaluation and Review:
A. Please discuss how your agency measures the success of its programs.
A strategic plan is developed for 18 months to three years in advance. Objectives are
developed to reach the goals of the strategic plan. The objectives are evaluated on a
quarterly basis by volunteer committees and yearly by the Board of Directors. Evaluation is
based on meeting the measurement stated for each objective. Our national headquarters
also evaluates each chapter yearly. This year new Indicators of Chapter Performance were
developed for chapters. These indicators measure service delivery, client satisfaction, and
fiscal responsibility.
B. Does your agency have a current strategic plan and date last reviewed?
Yes. A new strategic plan was developed in the spring of 2000 and implemented with the
new fiscal year starting July 2000.
C. What plans does your agency have to increase efficiency and effectiveness?
The goal of the new Indicators of Chapter Performance is to increase efficiency and
effectiveness in chapters. Baseline data for the chapter was submitted for Fiscal Year 2000
and now data will be collected and presented to the Board and submitted to the national
headquarters quarterly.
D. How has your agency responded to United Way's recommendations from last year?
United Way had no recommendations for the Red Cross last year.
8. In what ways will the needs of your service population change in the next five years?
The ever aging population of Iowa and particularly Johnson County .will need us to target more
services to the elderly and their families like our CPR and First Aid training and Disaster
Preparedness and Prevention
9. In relation to the Johnson County Capacity Assessment, explain how your services are meeting
community needs.
The American Red Cross faces the issue of affordable housing when working with our clients who
have suffered from disaster. First, many low-income families will forego insurance when renting.
This in turn increases the cost of disaster assistance to these individuals. Second, after a disaster has
occurred it is often difficult for our clients to f'md affordable housing. Often the Red Cross must
H:\tatrob\dCOFFICE\Accountability Questionnaire FYO2.DOC
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AGENCY: American Red Cross Grant Wood Area Chapter
Johnson County Office
provide additional assistance, such as longer stays in temporary shelter, until affordable housing is
found. We then often help these same clients with first month rent and deposit in order to secure the
housing.
With the increase in manufactured homes in Johnson County, we have increased the disaster
prevention and preparedness information provided to this group of individuals.
10. Please discuss any other problems or factors relevant to your agency's programs, funding or service
delivery:
We continue to need more volunteers from the permanent population of Johnson County. Many of
the volunteer positions with Red Cross require over 12 hours of training. It would be more cost
effective to train volunteers who plan to remain in the community for at least five years than to train
large number of volunteers who only volunteer for one to two years..
Current actual and budgeted expenses for services in Johnson County exceed the amount of funds
raised in Johnson County. We will need to continue to look for additional funding sources such as
grants to meet the need for Johnson County services,
11. List complaints about your services of which you are aware:
Red Cross was not at the scene of a fire - This complaint has been received due to the fact that
sometimes we are not informed of the fire at the time by the local fn'e department. Staff and
volunteers are working with fire departments to develop systems that will notify the Red Cross at the
same time as the fire department personnel.
12. Do you have a waiting list or have you had to turn people away for lack of ability to serve them?
What measures do you feel can be taken to resolve this problem:
Yes, we have a waiting list. Currently people are registered to take CPR and First Aid classes
through December. This is due to the fact that many times it will take several months before a class
will work with a student's schedule. We continue to watch for trends and make changes in the class
schedule based on these trends.
How many people are currently on your waiting list? __33 ~
13. In what way(s) are your agency's services publicized?
Speaker's Bureau Newsletters
Referrals from other agencies Class Brochures
Press Releases Public Displays
Public Service Announcements
14. United Way involvement by your agency: CX" if agency participated within the last year)
a. Agency Directors Meetings x
b. Served as Agencies Directors' Representative to
Funding Hearings
c. Business Blitz x
d. Day of Caring x
e. Kick Off x
f. Victory Reception
g. Other Speaker's Bureau, Women's Leadership Luncheon
H:\tatrob\JCOFFICE%Accountability Questionnaire FYO2.DOC
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AGENCY: American Red Cross Grant Wood Area Chapter
Johnson County Office
15. How have you collaborated with other agencies during the past year?
Water Safety programs are offered in collaboration with city Parks and Recreation programs.
CPR and First Aid training is offered through various organizations and agencies such as University
of Iowa and Systems Unlimited.
Emergency Services collaborates with the local fire departments in providing fu'e prevention
education and materials through the Battery Up program.
Emergency Services works with the local Emergency Management Agency in planning for disasters
that might occur in Johnson County,
The Babysitter's Training course is offered in collaboration with the Coralville Parks and Recreation
Department.
H:'ltatrob\JCOFFICEXAccountability Questionnaire FYO2.DOC
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AGENCY: American Red Cross Grant Wood Area Chapter
Johnson County Office
AGENCY HISTORY
(Using this page ONLY, please summarize the history of your agency, emphasizing Johnson County, past
and current activities and future plans. Please update annually.)
Since 1881, people have turned to the Red Cross to provide relief to victims of disasters and to help people
prevent, prepare for, and respond to emergencies. The American Red Cross began providing services to
people in Johnson County in 1917. In 1993, Johnson County merged with the Grant Wood Area Chapter.
The chapter provides services to people in five Eastern Iowa counties: Johnson, Linn, Jones, Delaware, and
Iowa.
The Red Cross continues to play a vital role in the county's emergency response plans. During the last year,
the chapter worked closely with the Johnson County Emergency Management Agency (EMA) and other
emergency response agencies in preparation for possible emergencies caused by the change to the year
2000. Many hours of volunteer and paid staff time were spent educating the community and making our
own preparations in case of a Y2K disaster. Fortunately there were no problems with the change in the
century; however all the planning that occurred will be beneficial to Johnson County for years to come.
This year the chapter will be working with EMA to conduct the required FEMA drill for the Duane Arnold
Nuclear Plant.
Emergency Services continues to be busy responding to fires in Johnson County and the costs of assisting
the individuals continue to rise. Last year over $20,000 was spent helping clients recover after fires in their
homes. To help reduce the number of fires in our community, the Red Cross and Iowa City fire department
are looking at several different fire prevention programs to offer to area residents and college students.
During the past year the chapter's Health Services introduced a Pet First Aid program. Funding to start the
program was received from area kennel associations and PETCO. Many individuals are interested in taking
this course because of the emotional attachment they have for their pets. It also helps people during a time
of emergency, besides knowing how to keep themselves safe, they can ensure the safety of their pets.
CPR and First Aid training to assist people continues to be needed in the Johnson County community.
Individuals take the class for both personal and professional reasons. This year the chapter will offer
courses in the use of automated external de~brillators (AEDs). Recent changes in the Iowa State Health
Department ruling will enable us to train the general public and the employees of area businesses in the use
of AEDs.
The American Red Cross will continue to be a leader in human services in our community. Johnson County
residents can expect the Red Cross to be there during times of disasters and to help the community prevent,
prepare for, and respond to emergencies,
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AGENCY: American Red Cross Grant Wood Area Chapter
Johnson County Office
FYO0 GOALS
Please state the goals of the latest completed fiscal year and report status of progress/completion.
Emergency Services
Goal:
To assist people in Johnson County in preparing for, preventing and responding to
emergency disaster situations through disaster education and response, by providing 24-
hour emergency communications and assistance to active-duty military members and their
families and by reestablishing communication between family members, who have been
separated due to disaster, political unrest or war.
FY00 Objectives Progress
Increase community awareness of As demonstrated by our continued influx of
Emergency Services offered by the Grant new volunteers and interest in educational
Wood Area Chapter of the American Red programs such as Disaster Dudes and
Cross. Masters in Disasters, community awareness
of Emergency Services continues to
illcrease.
Increase disaster volunteers in Johnson Ten new volunteers were recruited and
County by 30 percent, six to ten more actively participate in Johnson County.
volunteers.
Offer educational programs in every town We worked with the Iowa City Fire
(eleven) in Johnson County to teach Department and the University of Iowa on
communities disaster prevention and disaster preparedness activities, distributing
emergency action skills. information on fire safety and renter's
insurance. We also worked with the Grant
Wood Area Education Agency and Johnson
County school districts on teaching disaster
prevention, preparedness and emergency
action skills.
Increase awareness of Emergency Services We also continue to work with various
for active-duty military members and their community groups on outreach to military
families in Johnson County. families and veterans.
H:/tatrob\JCOFFICE\Accountability Questionnaire FY02,DOC
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AGENCY: American Red Cross Grant Wood Area Chapter
Johnson County Office
Create an active language team to increase Several individuals in Johnson County have
communications for foreign language been identified as interpreters. Due to the
speaking disaster victims. fluidity of the international community in
Iowa City, it remains a challenge to
maintain a stable pool of trained volunteers.
Outreach to more permanent residents of
the county should increase both the
numbers of potential language team
participants, and their experience and
abilities to deal with disaster response.
Increase awareness in the community of The Chapter continues to reach out to those
the chapter's role in the International Red interested or affected by international
Cross Movement. events. Whether students at the University
of Iowa, or other community members, we
strive to provide information about our
services, and provide support and
appropriate response to the community's
needs.
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AGENCY: American Red Cross Grant Wood Area Chapter
Johnson County Office
Health Services
Goal: Educate individuals living in Johnson County so they can prevent, prepare for
and respond to accidents and emergencies.
FY 00 Objectives Progress
Instruct minimum of 2,206 individuals in We met this objective and provided training in
Johnson County in CPR and First Aid lifesaving techniques to 2,212 Johnson County
techniques. residents. We implemented all proposed tasks
to reach our goal. We distributed printed
yearly schedules of our classes to the general
public via the newspaper, mail and various
community fairs and events. We taught 40
people at "CPR Saturday ". Our objective was
to train 100 people; however, ~he weather was
unseasonably warm that day which resulted in
fewer people willing to spend the day in class.
We recruited thirteen new CPR and First Aid
Instructors and one new Instructor Trainer.
We increased the number of Authorized
Providers in Johnson County by six companies
or agencies. We trained three new Babysitter's
Training Instructors and formed a
collaboration with the Coralville Recreation
Center to provide the Babysitter's Training at
their facility every other month.
A minimum of 95% of the individuals Participants are provided with evaluations at
participating in CPR and First Aid training will all training and are offered confidential
be certified and or have the confidence and opportunities to evaluate the training they just
knowledge to respond appropriately in completed. We assess each evaluation to
emergency situations. determine if there are any ways to improve our
training. Less than one percent of participants
failed the course in which they were enrolled.
96.2% of course participants felt they would be
able to utilize the skills they learned in class in
an emergency situation.
Establish a peer evaluation committee of We are evaluating this objective and seeking a
volunteer instructors who have been trained to more realistic evaluation program to ensure all
do evaluations of other volunteer instructors. American Red Cross courses comply with the
standards of the National American Red Cross
and the Grant Wood Area Chapter.
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AGENCY: American Red Cross Grant Wood Area Chapter
Johnson County Office
Goal: Through partnership with local water safety organizations, provide Water
Safety, Lifeguard Training and Small Craft Safety Training to Johnson County
residents.
Instruct 3,900 individuals in Water Safety, We trained 3,862 people in water safety in
Lifeguard Training and Small Craft Safety Johnson County. We met on a regular basis
Training, with the aquatic managers of the Coralville
Recreation Department and the Iowa City
Recreation Department to ascertain their needs
in providing American Red Cross water safety
classes, Lifeguard Training and Water Safety
Instructor training. We arranged Water Safety
and Lifeguard Training classes to meet their
needs.
At least 65% of individuals who take water We had 55% of Water Safety course
safety classes will have the knowledge and participants pass to the next level. This
skills to enable them to reduce their risk of number is difficult to predict because the
drowning. students often retake the same course before
being passed on to the next level. Every
exposure to the water during water safety
classes promotes greater awareness and
increased skill levels that reduce the risk of
drowning. We conducted seven Lifeguard
Training courses, six Water Safety Aide
courses, one Water Safety Instructor course
and one Waterfront Lifeguard training in
Johnson County.
Goal: To promote HIV/AIDS prevention and education to youth and the general public.
Serve as an information resource to local During FY 00, we worked with fifteen
HIV/AIDS service organizations, schools, and different agencies and organizations to provide
other social service agencies. information and training needs. We
collaborated with twelve different agencies to
plan HIV/AIDS awareness activities for AIDS
Awareness Month and World AIDS Day
events. We also continue to serve as a member
of Healthy and Positive Interventions
Committee for AIDS service organizations in
Johnson County.
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AGENCY: American Red Cross Grant Wood Area Chapter
Johnson County Office
Goal: In partnership with Badger-Hawkeye Blood Region, collect'blood for human
needs.
Collect 1,000 units of blood in Johnson We increased community awareness of our
County. blood drives by submitting press releases prior
to each drive, having posters placed in all
Cambus busses, calling previous donors to
advise them of upcoming drives, and sending
postcards to eligible past donors. The blood
representative from Badger-Hawkeye Blood
Region worked with area businesses to
schedule regular blood drives. We collected
855 units of blood in Johnson County during
FY 2000. There is a national trend of more
people needing blood and fewer donors
donating blood.
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-547-
AGENCY: American Red Cross Grant Wood Area Chapter
Johnson County Office
AGENCY PROGRAM GOALS AND OBJECTIVES
(List goals and objectives for the Fiscal Year for which you are requesting funding. Several pages are
provided, please add any additional pages you may need with your agency name as a header.)
Emergency Services
Goal:
To ensure well-trained volunteers can provide Red Cross services to the people in Johnson
County. Services include preparing for, preventing, and responding to emergency disaster
situations, providing 24-hour emergency communications and assistance to active-duty
military members and their families, and reestablishing communication between family
members who have been separated due to disaster, political unrest or war.
Objective: Increase training and skill levels of new and existing volunteers in Emergency Services
to ensure adequate and consistent response to local events and needs and an increase in
community awareness.
Tasks:
1. Work with volunteer-led Emergency Service Council on identification of duties and
activities for Emergency Services volunteers.
2. Review current level of training, and identify training needed to fulfill assigned duties for
new and existing volunteers and paid staff.
3. Ensure staff and volunteer participation in the workshops, conferences, and training
opportunities.
4. Track training participation, volunteer activities, and success of prevention and response
efforts to ensure goals are being met.
Objective: Increase community awareness and utilization of Disaster Services offered by the Grant
Wood Area Chapter of the American Red Cross by utilizing volunteers and paid staff.
Tasks:
1. Schedule and give at least 12 presentations each in Iowa City and rural Johnson County
to community services clubs about Emergency Services offered. by the Grant Wood Area
Chapter of the American Red Cross, utilizing volunteers for the presentations as much as
possible.
2. Plan, promote and actively participate in eleven Battery-UP fire prevention and
education programs providing smoke detectors and safety information to targeted seniors
and families.
3. Offer Masters in Disaster training in Johnson Countyl
4. Offer Disaster Dudes training in at least five elementary schools in Johnson County.
5. Establish two high school disaster teams in Johnson County to support the Disaster
Action Team during times of large-scale disasters.
Objective: Increase awareness of Emergency Services for active-duty military members, veterans,
and their families in Johnson County.
Tasks:
1. Meet with the military units in Johnson County and plan a special military education
program.
H:\tatrob\JCOFFICE~,Accountabilit? Questionnaire FYO2,DOC
548-
AGENCY: American Red Cross Grant Wood Area Chapter
Johnson County Office
2. Participate in community activities and outreach programs for active-duty military and
veteran families to educate families about Emergency Services offered in times of need.
Objective: Increase awareness in the community of the chapter's role in the International Red
Cross movement.
Tasks:
1. Conduct one Tracing and International Social Services class in JOhnson County.
2. Attend and participate in established community programs as the Foreign Relations
Council, and University of Iowa International Programs events such as International
Global Careers Day.
3. Work with our Chapter's Communication Director to provide better information to the
media and the community about international disaster events, and the Red Cross
response.
Objective: Create an active language team to increase communications to and from non-English
speaking community members (including victims of local disaster events).
Tasks:
1. Identify and contact local community groups who already do outreach and support
programs to non-English speaking families to present information on the American Red
Cross and its principles and procedures, and on the Grant Wood Area Chapter and the
services we offer.
2. Offer Disaster Services (including Disaster Dudes) training classes to community
groups, non-English speaking families, and local schools' foreign language and ESL
teachers.
Resources needed to accomplish program tasks.'
Training Conference funds for classes offered outside Johnson County
2. Part-time Emergency Outreach Coordinator for Johnson County office
3. Battery-UP materials
4. Training materials
5. Layette materials
6. Masters in Disaster materials
Cost of program:
FY00:$109,540
FY01:$117,165
FY02:$137,714
H:\tatrob~JCOFFICE\Accountabilit,/Questionnaire FYO2.DOC
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-549-
AGENCY: American Red Cross Grant Wood Area Chapter
Johnson County Office
AGENCY PROGRAM GOALS AND OBJECTIVES
(Several pages are provided, please add any additional pages you may need with your agency name as a
header.)
Health Services
Goal: Educate individuals in Johnson County so they can prevent, prepare for and
respond to accidents and emergencies.
Objective: Instruct a minimum of 2,547 individuals in Johnson County in CPR and First Aid
techniques.
Tasks:
1. Develop, print and distribute a CPR and First Aid course schedule.
2. Conduct "CPR Saturday" in Johnson County with a minimum ofg0 participants.
3. Recruit and train a minimum of 16 new CPR and First Aid instructors.
4. Promote Authorized Provider plan to local non-profit agencies and organizations
to increase the umber of persons who are exposed to CPR and First Aid.
5o Train at least ten instructors in Basic Aid Training (BAT) to promote training
within the school systems.
6. Promote the American Red Cross Babysitters course to local youth groups,
schools and churches.
Objective: A minimum of 95% of the individuals participating in CPR and First Aid training will be
certified and/or have the confidence and knowledge to respond appropriately in
emergency situations.
Tasks:
1. Consistently use evaluations to monitor participant's knowledge
and confidence levels.
2. Regularly assess course evaluations to determine participant's attitude about and
confidence in American Red Cross training.
3. Conduct an annual reassessment of the evaluation form to determine
effectiveness and value.
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-550-
AGENCY: American Red Cross Grant Wood Area Chapter
Johnson County Office
Goal: Through partnership with area recreation departments, camps, schools and swim
coaches, provide water safety, lifeguarding and other water related programs to
Johnson County residents.
Objective: Instruct 4,000 individuals in water safety, lifeguarding and other water related programs.
Tasks:
1. Meet with local aquatic directors to identify needs for lifeguarding
and water safety programs.
2. Schedule necessary water safety and lifeguarding courses to meet the needs of
area recreation departments.
3. Work with aquatic directors to promote more water safety classes and programs
to Johnson County residents.
Objective: At least 60% of individuals who take water safety classes will have the knowledge and
skills to enable them to reduce their risk of drowning. (This seemingly low percentage
reflects the fact that many water safety students need to take the classes at least twice
before successfully demonstrating all of the necessary skills for each level.)
Tasks:
1. In partnership with local water safety organizations, ensure
instructor and course guidelines are in compliance with American Red Cross
policy.
2. Provide adequate opportunity to train the appropriate number of Water Safety
Instructors to meet the needs of local water safety organizations offering
American Red Cross swim programs.
Goal: To promote HIV/AIDS prevention and education to youth and the
general public.
Objectives: Serve as an HIV/AIDS information resource to local HIV/AIDS organizations, schools,
and other social services agencies.
Tasks:
1. Train 10 peer educators in the Johnson County High Schools on
the facts about HIV/AIDS, identify behaviors that are risky for HIV infection,
identify resources available in the community, and to learn skills to become
effective peer educators.
2. Continue to partner with local social services agencies on HIV/AIDS awareness
activities and events for targeted populations. Such activities include AIDS
Awareness Month, World AIDS Day, and Pride Month.
3. Continue to serve as a member of the Healthy and Positive Interventions
Committee for AIDS service organizations in Johnson County.
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AGENCY: American Red Cross Grant Wood Area Chapter
Johnson County Office
Goal: In partnership with Heart of America Blood Region, collect blood for
human needs.
Objective: Collect 1,000 units of blood in Johnson County.
Tasks:
1. Increase blood donor awareness through media, public forums, and
direct mailings.
2. Increase blood donor participation by at least 5% throughout Johnson County.
3. In partnership with area businesses, develop program to send employees to
regularly scheduled blood drives or to schedule in-house workplace blood
drives.
Resources needed to accomplish program tasks.
1. Equipment, materials and promotional materials for CPR, First Aid and Water Safety
courses.
2, Promotional materials for blood donor awareness campaigns.
3. Instructor training costs for Babysitter's Training, BAT, and all locally developed
courses.
4. Johnson County Health and Safety Services Coordinator.
5. CPR Saturday promotional materials and equipment.
6. Volunteers to assist in implementation and continuation of programs.
Cost of Program:
FY00:$140,556
FY01:$156,552
FY02:$169,625
H:'ltatrob~JCOFFICE\Accountabilit¥ Questionnaire FYO2,DOC
-22-
-552-
HUMAN SERVICE AGENCY REQUEST FOR FUNDING Director: N a n c y S p a ! j
City of Comlville AgencyName: Schoo 1 Ch i 1 d tens Aid
Johnson County City oflowa City Address: 509 s Dubuque_ St
United Way of Johnson County Phone: 31 9 - 3 3 9 - 6 8 0 0
Completed by: J o a n B u x t o n
CHECK YOUR AGENCY'S BUDGET YEAR Approvod by Chair Board: ~~, ~ '
1/1/01 - 12/31/01 x 10/1/01 - 9/30/02 10 / 3 / 0 0
- (date)
7/1/01 - 6/30/02
COVER PAGE
Program Summary: (PIece number programs ~ co~pond to hcome & Expense Det~l,
i.e., Program 1, 2, 3, etc.)
1. Glasses provided for school aged children in 3ohnson County in need
of financial assistance.
2. Clothing for individuals provided for school aged children in Johnson
County in need of financial assistance.
3. Hedical provided for school aged children in dohnson County in need
of financial assistance
4. Hedication provided for school aged children in Johnson County in
need of financial assistance.
5. Miscellaneous payment for needed exrays, supplies, etc.
6. School supplies of paper, pencils, scissors, paints, etc.
7. Dental care provided for school aged children in Johnson County in
need of financial assistance.
8. Clothing for memergencies-supplies of clothing to be kep in each
school b~ilding.
9- Class fees - registration for classes to meet students needs.
Local Funding Summary: 4/1/99 - 4/1/00 - 4/1/01 - % of Total
3/:31/00 3/31K}I 3/31/02 Budget
United Way of Johnson County- -
Does Not Include Designated 'Gvg.
FYO0 FYO1 FY02
City of Iowa City
Johnson County
City of Coralville
-553-
iccoghs/t\'O I bud~o/xlbud,~.xls - 1 -
AGENCY: School Chi ] drens Aid
STATEMENT OF ACTIVITIES SUMMARY
(CASH BASIS)
ACTUAL THIS YEAR BUDGETED
LAST YEAR PROJECTED NEXT YEAR
Enter Your Agency's Budget Year--> qq 7q~rl ?~qo l
1. TOTAL OPERATING BUDGET
(Total a+b) 23417 22810 22746
a. Carryover Balance (Cash
from line 3, previous column) 3006 3917 4210
b. Income (Cash) 20411 18093 18536
2. TOTAL EXPENDITURES (Total a+b) 19509 186 o o 193 o o
a. Non-directed (administration/general overhead)
b. Program Total (List Progs. Below) 19500 18600 19300
1
O 1 aqqaq ~9R 1700 7000
2 clothinq for individuals 12213 11000 11000
3 med i ca 1 1752 2300 2200
4 medication 2008 1600 1800
5 miscellaneous 116 200 200
6 school supplies 512 1100 1200
7 dental 13 50 100
8 clothes for emerqencies ~:18 400 500
9 class fees 270 250
4. RESTRICTED FUND BALANCE (Total from page 5) N / A N / A N / A
5. IN-KIND SLIPPORT (Total from Page 5) 112 g 3 13 2 8 3 13 2 8 3
6. NON-CASH ASSETS
Notes and Comments:
BRIEFLY DESCRIBE HOW LOCALFUNDSWERESPENT LASTYEAR:
All UW funds were used to purchased items or services for children in the Johnson County
school districts.
-554-
iccoclhs/~Olhudn/×lh,dn xt~ - 2 -
AGENCY School Childrens Aid
INCOME DETAIL
99 200.0 2001 NON- ]lasses Ind Clothe:
ACTUAL THIS YEAR BUDGETED DIRECTED PROGRAM PROGRAM
LAST YEAR PROJECTED NEXT YEAR FUNDENG 1 2
1. Local Funding Sources- 19015 I 9756 I 9936 I 0l 1500 [,4600
a. Johnson County
b. City of Iowa City
c. United Way of johnson County 9 0 15 9 7 5 6 9 c) 3 6 15 0 0 /4 6 0 0
d. City of Coralville
e.
f.
2. Grants- State, Federal, Foundations { N / A { N / A { N / A [ 0 [ 0 { 0
a.
b.
C.
d.
e.
f.
3. Net Sales OfServices (sources) I N/A [ N/A [ N/A [ 0[ 0 [ 0
n.
b.
C.
4. NetSales of Materials I N / A I N / A I N / A I 0 I 0 I 0
a.
b.
C.
1~n4,7 13537
a. United Way Designated Giving 60215 3537 4000 /4000
b. OtherConm~budons 4382 5000 4000 ~00 4000
6~Sp~i.l,-.e., I SSn l Snn l fnn I O I 500 I
a, Road Race * 950 950 950 500
b.
c.
7. Interest Income I q 2 I 1 o oI , o oI I I
8. I 0 I 01 01 01 01 0
a.
b.
C.
TOTAL INCOME (same as p. 2,1ine Ib) 20411 1 g893 18536 0 2000 12600
Notes and Comments:
We continue to receive funds from the Road Race because the school district participates.
-555-
jccol~hs/f~01budo_/xlbud~.xls - 3 -
AGENCY School Chi ldrens Aid
INCOME DETAIL (cont)
PROGRAM PROGRAM PROGRAM PROGRAM PROGRAM PROGRAM
3 4 5 6 7 8
Medical .~eds blisc Sch Sup Dental Emer9 el
1. Local Funding Sources~ 11000 11600 I 200 -1300 I O I ~436
a. Johnson County
b. City of Iowa City
c. United Way of Johnson County 1000 1600 200 300 tt 36
d. City of Coralville
e.
f.
2. Grants-State, Federal, Foundations I 01 01 01 01 o i o
a.
b.
C.
f.
3. xq~ s.~. of s~. ~o,~>Io lo lo lo l o l o
b.
C.
4. ~ s,,~ ofm~d,~Io l o l o l o l o l o
b.
5. co~b~tio--~a~o~ons I o l o l o l o l o l o
a. United Way Designated Giving
b. Other Conlributions
6. s~ ,,~¢.~ I o l o l o l o l o l o
a.
b.
c.
7. t,,t¢~t h¢o~¢ I I I I I ~ o oI
s. ore=-L~, Bcto,~ I o l o l o l o l o l o
a.
b.
C.
TOTAL INCOME (same as p. 2,1inelb) 1000 1600 200 300 100 /436
Notes and Comments:
-556-
ad~/xlbudg.x s - 33 -
AGENCY School Chi ldrens Aid
INCOME DETAIL (cont)
PROGRAM PROGRAM PROGRAM PROGRAM PROGRAM PROGRAM
Class fees
1. t. ocalru~dingSources- 13oo I oI oI Oi oI 0
a. Johnson County
b. City of Iowa City
c. United Way of johnson County3 O0
d. City of Coralville
e.
f.
2. Grants-State, Federal rounda~ons{ 0 { O{ O] O{ O{ 0
a.
b.
c.
d.
e.
f.
3.~s,,~ors~o,~> I o l o l o l o l o l o
a.
b.
c.
a. N~ s.,es or~t.~a~I01 01 01 01 01 0
a.
b.
c.
s. ~h~o~o..o~ I o l o l o l o l o l o
a. Unil~d Way Designated Giving
b. Other Contn~udons
6. s~ Ev.~ I o l o l o l o l o l o
a.
b.
c.
7. ,~t~t' ~:o~ I I I I I I
8. o~-t~, n~,o~I o l o l o l o l o l o
a.
b.
c.
TOTAL INCOME (same as p. 2, nne~b) 3 0 0 0 0 0 0
Notes and Comments:
-557-
ict'nfrhclt'v(I ~ h,,~ ', ~,,, 4~ ,,L- - ~ b -
PROGRAM EXPENDITURE DETAIL AGENCY School Childrens Aid
9 9 2 0 0 0 2 0 0 1 NON- PROGRAM PROGRAM
ACTUAL THIS YEAR BUDGETED DIRECTED 1 2
LAST YEAR PROJECTED NEXT YEAR FUNDING 01 a s s e s I n d c 1 o t 1 e s
1. Salaries
2. Employee Benefits & Taxes
3. StaffDevelopment
4. Professional Consultation
2465 3050 3000 700
5. Publications & Subscriptions
6. Dues and Memberships
7. Mortgage, Rent and Property Tax
8. Building & Maintenance
9. Equipment Purchase/Rental/
Maintenance
10. Utilities
11. Telephone
12. Offie Supplies & Postage
13. Printing and Publicity
14. Local Transportation
15. Insurance
16. Audit
17. Interest
18. Other (Specify):
19
Financial Assit 16407 14250 14900 1300 11000
20
Mi sce l l aneous 116 200 200
21
School Supplies 512 1100 1200
22
23
24
25
TOT~LEXPENSES (p. 2,1ine2) 19500 1 ~600 19300 0 2000 11000
Notes and Comments:
-558-
:t~/xlhud~z.xls - 4 -
PROGRAM EXPENDITURE DETAIL AGENCY S c h o o 1 C h i 1 d r e n s A i d
(continued)
PROGRAM PROGRAM PROGRAM PROGRAM PROGRAM PROGRAM
3 4 5 6 7 8
Medical Meds Misc Sch Sup Dent Ind Clothes
1. Salaries
2. Employee Benefits & Taxes
3. Staff Development
4. Professional Consultation
2200 100
5. Publications & Subscriptions
6. Dues and Memberships
7. Mortgage, Rent and Property Tax
8. Building & Maintenance
9. Equipment Purchase/Rental/
Maintenance
10.Utilities
1 I. Telephone
12. Office Supplies & Postage
13. Printing and Publicity
14. Local Transportation
15. Insurance
16. Audit
17. Interest
18. Other (Specify):
19 Financial Assistance 1800 500
20 M i sc 200
21
School supplies 1200
22
23
24
25
TOTAL EXPENSES ( p. 2, line 2) 2 2 0 0 18 0 0 2 0 0 12 0 0 10 0 ' 5 0 0
Notes and Comments:
-559-
PROGRAM EXPENDITURE DETAIL AGENCY School Chi ldrens Aid
(continued)
PROGRAM PROGRAM PROGRAM PROGRAM PROGRAM PROGRAM
9
Class fee, s
1. Salaries
2. Employee Benefits & Taxes
3. Staff Development
4. Professional Consultation
5. Publications & Subscriptions
6. Dues and Memberships
7. Mortgage, Rent and Property Tax
8. Building & Maintenance
9. Equipment Purchase/Rental/
Maintenance
10.Utilities
11. Telephone
12. Office Supplies & Postage
13. Priufing and Publicity
14. Local Transpoxtation
15o lusurance
16. Audit
17. luterest
18. Other(Specify):
19 Financial Assistance 300
20
21
22 .,
23
24
25
TOTAL EXPENSES ( p. 2, line 2) :¢ 0 O 0 0 0 0 0
Notes and Comments:
-560-
,~ F,
AGENCY Scho61 Childrens Sid
ACTUAL THIS YEAR BUDGETED
RESTRICTED FUNDS: LAST YEAR PROJECTED NEXT YEAR
99 2000
Board/Donor/Funder Designated: Restricted for:
MATCHING GRANTS
Grantor/Matched by
IN-I~IN1} b~UPPORT DETAIl,
Services/Volunteers 125 volunteers @$22.50/hr 2812 2~12 2812
MaterialGoodsDonated used clothes & sch supplies 40001 60002 6000.2
Space, Utilities, etc. Secretary, postaqe, phone, supp. 3369 3369 3369
Other. (Please specify) h ~i/wnrk f~ ~l~/milP ~;? q? S2
:n~.u~ac_~_L~_~:e~ fo~. ~.J~s_~es-~.,er. oe c____o_,s,~t. 110s03] los03~10s03
Notes and Comments: Total In-Kind pg 2, Line 5 112~3' 13283 13283
1. Includes school supplies for 200 students @ $20/each.
2. Includes school supplies for 200 students at $30/each.
3. Includes 30 eye exams at $35/each.
-561 -
jccoghs/6<Hbud~xlbudg.xls - 5 -
SALARIED POSITIONS AGENCY S c hoo 1 C h i 1 d r e n s A i d
"X"all that a'~ply FTE* Salary
Position/Title '~ ~ ~ ~ Last This Next Actual This Budgeted %
Year Year Year Last Year Year Next Year Change
N/A
TOTAL FTE's and SALARIES 0 0 0 0 0 0
* Full-time equivalent: 1.0--full-time; 0.5=half-time; etc.
-562-
/xlbudg.xls - 6 -
AGENCY: School Children's Aid
ACCOUNTABILITY QUESTIONNAIRE
A Agency's Mission Statement or Primary Purpose:
To provide assistance (medical. dental, glasses, clothing) for needy school children that will result in the student's
more successful participation in the school program.
B. Board of Directors.
1. Please attach a list of your agency's Board of Directors (page 7A) N/A
2. Frequency of meetings: NA
3. Briefly describe board orientation and ongoing training opportunities:
Our staff consists of Nancy Spalj, Sue Dombroski and Aimee Shibata. We communicate every day and share
information and responsibilities.
C. Finances:
1. Are there fees for any of your services? Yes __ No X
a. If YES, describe circumstances.
b. Are they flat fees or sliding fees
2. Does your agency have:
an internal audit external audit financial review x
Frequency? Annually
3. Has your agency filed the Annual Report with the Secretary of State?
Yes No x
4. Has your agency filed Form 990 with the IRS? Yes x No __
5. Please discuss your agency's fundraising efforts, if applicable.
Communication with faculty through in-district newsletter and informal presentations. We also send
requests to local churches. Businesses have donated money and school supplies.
D. Management:
1. Does each staff member have a written job description? Yes x No __
2. Is the agency Director's performance evaluated at least yearly?
Yes __ No x By Whom? Director is evaluated every 3 years by superintendent for overall job
performance.
E. Program/Services:
Please define your agency's units of service (service definition, length of time, cost per unit of service, number
of units provided, direct or indirect.) A unit of service is defined an interaction with a student and the family
that provides a specific service and/or products to help the student become more successful in school
Please supply information about clients served by your agency during last two complete budget years.
Refer to form instructions for definition of duplicated and unduplicated,
T:\jccog\lindaDisks~AGENAVAI,doc
-7- -563-
AGENCY: School Childrens Aid
EnterYears 99 2000
1. Howmany Johnson County residents (including la. Duprasted
Iowa City and Coralville) did your agency serve? C,o~nt 6 7 1 6 0 5
lb. Unduplicated
C~unt 4q4 440
2. How many Iowa City residents did your agency 2a. Duplicated
serve? Count 479 443
2b. Unduplicated
C~}unl 380 361
3. How many Coralville residents did your agency 3a. Duplicated
serve? Count 19 2 16 2
3b. Unduplicated
Count 7 4 7 9
4. How many units of service did your agency provide? 4a. Total 6 71 6 0 5
4b. To Johnson
CounlyResidenls 671 605
183stu. 190stu.
5. Other Areas Served: g o t g o t
sch sup sch sup
Do you provide services to areas outside of Johnson Counly?
Area(s) served: N / A
Services provided: N / A
Funding Sources: N / A
6. Client Profile (for last complete year, if available): N / A
Age Gender Ethnicity
0 - 5 Female African American
6 - 17 Male Native American
18 - 29 Asian
30 - 61 Hispanic
62 - 75 CaucasiaWNon-Hispanic
75 + Multi-racial
1. These figures are for the 1998 fiscal year. SCA fiscal year is
Jan 1-Dec 31.
2. These figures are for the 1999 fiscal year. SCA fiscal year is
Jan 1-Dec 31.
-8~
-564-
AGENCY: School Children's Aid
7. Evaluation and Review.
A. Please discuss how your agency measures the success of its programs.
The success of our program is measured in small ways. A student is more comfortable in school
because they have shoes that fit or a coat that keeps them warm. They can see a blackboard or read
better because of glasses.
B. Does your agency have a current strategic plan and date last reviewed?
The criteria used to determine eligibility for SCA funding is the same as that used to determine free or
reduced lunch. There is some limit to the amount allowed for each family, $25/child for clothes or
shoes, $100 for glasses.
C.What plans does your agency have to increase efficiency and effectiveness?
Everyone is working to the fullest extent possible.
D. How has your agency responded to United Way's recommendations from last year?
A brochure has been developed to help parents and staff better understand SCA and refer students for
assistance.
8. In what ways will the needs of your service population change in the next five years?
There has been an increase in the number of students who have needed our services. This is probably
due to the increase in the number of students in our school district and a decrease in federal funds
available to families in need. The State HAWK-I insurance program is now available to families who
qualify. This is helping us with the increasing need for medical services and treatment. However, it has
only been available for about 2 years as of yet. Other organizations are offering shoes to some of our
most needy schools; this may help defray some expenses.
9. In relation to the Johnson County Capacity Assessment, explain how your services are meeting
community needs.
The Johnson County Assessment identified health care as one of the most serious health and human
service issues in our area. Our services help some of the 1500 children in Johnson County who are
lacking medical coverage. We provide short-term help in providing glasses, medications and occasionally
an evaluation of a medical problem. Our services assist students to attend school with proper clothing -
warm coats and boots. We refer students to the Free Medical Clinic and when necessary, assist them in
obtaining more long-term care for their medical problems. We are constantly working to get children
enrolled in HAWK-I.
T:\jccog\rindaDisks~,GENAVAI.doc -565-
-9-
AGENCY:School Childrens Aid
10. Pleasediscussanyotherproblemsorfactorsmlevant~ youragencyspr~mms,~ndingor
se~i~ delive~
The number of requests is especially high the first thing in the
fall when we are very busy, We are working to set some more efficient
procedures to effectively meet these demands. We have vot;enteers
who come in and help with school supply distribution and we have
worked out a payment plan with the sbee store.
11. Listcomplaintsaboutyourservicesofwhich youareaware:
Ilot aware of any complaints.
12. Do you have a waiting list or have you had to tum people away for lack of ability to serve
them? What measures do you feel can be taken to resolve this problem:
This has not been a problem this year.
How many people are currently on your waiting list? N / A
13. In what way(s) are your agency's services publicized?
1. Word of mouth
2. Flyer which explains our history and purpese
3- Informal presentations to staff
4. Community organizations
14. United Way involvement by your age~. ("X" if agency participated within the last year)
a. Agency Directors Meetings
b. Served as Agencies Directors' Representative to
Funding Hearings
c. Business Blitz
d. Day of Cadng
e. Kick Off
f. Victory Reception
g. Other W~ give of our time to our agency by shopping
after hours, making home visits, etc. There is a
limit of a person's energy and time.
15. How have you collaborated with other agencies during the past year?.
Other agencies refer clients to us for clothing, medical care,
etc. and we refer clients to other agencies when appropriate, i.e.
1. We assisted several school age children who were living at
the Domestic Vio]ence Shelter by buying bathing suits
2. We refer students for denta] care to the Indigent Dental
Services.
3- We share donated school supplies with other agencies who serve
school age children.
4. We have bought medications for students who have been referred
to us by the Department of Social Services.
kstAGENAVAI.doc
-566- -10-
AGENCY: School Childrens Aid
AGENCY HISTORY
(Using this page ONLY, please summarize the history of ]/our agency, emphasizing Johnson County, past
and current activities and future plans. Please update annually.)
School Childrens Aid was established as a private corporation in
1959 by Frank ~ates, director of health and physical education for
the Iowa City Community School District. With the school nurses
serving as case finders, health services such as dental care, glasses
and clothing were provided to students in need of financial assistance.
In August of 1971 School Childrens Aid became a member agency of United
Way of Johnson County. Our-purpose remains to provide financial assis-
tance for the purchase of health services (medical, dental, glasses,
clothing) for identified school children who have health problems that
would interfere with the successful participation in the school
program. See Agency Program Goals and Objectives Statement, pg. 12
-11- -567-
AGENCy:School Childrens Aid
FY00 GOALS
Pleases~ ~egoa~ dffielat~tcompl~edfiscalyearandrepodstatusdprogmsdcompletion.
Goal: 'To provide Financial assistance for the purchase of he~4th
services For identified schoo| children who have health problems
that would interfere with full participation in the school program.
Objective A in 2000: Provide for the health care needs of at least 150
school aged children in Johnson County, In addition, School Childtens Aid
will provide needed clothing/shoes For 240 school aged children.
Task l: Continue to develop a brochure that can be distributed to
staff and the community.
Task 2: Continue to work For additional funding From outside sources
such as churches and community organizations.
Task 3: Continue to reach out to families so they will be know-
]edgeab]e of the services offered by School Childtens Aid.
Objective B in 2000: To work with the Iowa City Community School District
Vo]unteer CoordiEnator to continue to develop volunteer involvement
with our program.
Task l: To work with a volunteer who is knowledgeable about Finances
and who would assist staff in entering data.
Task 2: To work with the PTO in each school to see if they can provide
additional help with our program.
2000 Evaluation of Goals and Objectives:
Objective A: Joan Buxton School Childrens Aid Fund provided for the health
care needs of 605 Johnson County children.l~0 received meditation, glasses
and other medical attention; 465 children received clothing, shoes or
other services that enabled them to participate in the school program;
~0 received school supplies.
Task l: A brochure to inform staff~an~ the communith has been completed
and is currently being distributed.
Task 2: Additional contributions were obtained from churches, in-
dividuals and the community.
Task 3: Staff has met with school counse|ors, neighborhood center
personnel and community organizations, such as the Evenin9 pptimist
Club to explain the goals of the SCA fund.
Objective B: The volunteer coordinator changed again this summer. The
SCA Director will meet with him to continue working on this goal.
Ta.sk 1: Joan Buxton helped with this year's budget report. No other
progress has been made on this task.
Task 2: Staff has not met with the PTOs at this time but will be
scheduling ameeting to present information about SCA to the DP0.
-12-
-568-
AGENCY: School Childrens Aid
AGENCY PROGRAM GOALS AND OBJECTIVES
(List goals and objectives f~ the FLscal Year f~ which you are requesting funding. Several pages are
provide, please aN any addffional pages you may need with yo~r agency name ~ a header.)
Year 2001 Goals:
Goal: To provide financial assistance for the purchase of health services
for identified school children who have health problems that would
interfere with full participation in the school program.
Objective A in 2001: Provide for the health care needs of at least 200
school aged children in Johnson County. In addition, School Childtens
Aid will provide needed clothing/shoes for 300 school aged chil'dren.
Task 1: Continue to distribute our brochure to staff and the
community.
Task 2: Continue to work for additional funding from outside
sources such as churchesand community organizations.
Task 3: Present information about SCA to 2 serviced;organizations
and 2 church groups.
Objective B in 2001: To work with the Iowa City Community School District
Volunteer Coordinator to continue to develop volunteer involvement
with our program.
Task 1: To work with a volunteer who is knowledgea51e about financies
and who would assist staff in entering data.
Task 2: To work with the DP0 to see if they can provide additional
help with our program.
HUMAN SERVICE AGENCY REQUEST FOR FUNDING Director: Dr. Howard Cowen
City of Coralville Agency Name: Special Care Program
Johnson County City of Iowa City Address: Dental Science Building
United Way of Johnson County Phone: 335-6961
Completed by: Dr. Howard Cowen
CHECK YOUR AGENCY'S BUDGET YEAR Approved by Chair Board:
1/1/01 - 12/31/01 10/1/01 - 9/30/02 09/28/00
(date)
7/1/01 - 6/30/02 X
COVER PAGE
Program Summary: (Please number programs to correspond to Income & Expense Detail,
i.e., Program 1, 2, 3, etc.)
Our agency has traditionally been composed of two programs that work together to provide dental services to populations at
risk. The Geriatric Mobile Dental Program provides comprehensive dental care to residents of long-term care facilities
in five counties surrounding and including Johnson County. The program now serves four nursing homes in Johnson
Count3.,. The Mobile Dental Program operates on a rotational schedule with approximately 12 months elapsing between
a visit to Johnson County facilities. To maintain continuity of care, a preventive maintenance program (i.e. cleaning and
fluoride treatments, etc.) is offered to participating nursing home residents every 6 months. The Portable Outreach Program
will continue as an extension of our mobile dental program to see various populations whose access to dental care is
difficult. This may include the homebound, nursing home residents needing care in-between GMU visits, hospice patients
and the homeless.
The Special Care Clinic (SCC) provides comprehensive dental services by specially trained staff at the University of Iowa
College of Dentistry. It is designed especially for the care of the elderly and medically complex, and physically cornpromised
adult. Assistance is provided in arranging transportation and financial support for the patients if needed.
We are requesting United Way funds to provide dental care to the residents of the 4 participating Johnson County nursing
homes, patients seen in the Special Care and patients seen in the Portable Outreach Program who could not othenvise
afford to have needed dental treament, including the homebound and hospice patients.
Local Funding Summary: 4/1/99 - 4/1/00 - 4/1/01 - % of Total
3/31/00 3/31/01 3/31/02 Budget
United Way of Johnson County - -
Does Not Include Designated Gvg. $14,000 $16,800 $17,000 0.57
FYO0 FYO 1 FY02 "~
City of Iowa City
Johnson County
City of Coralville
-570-
~udg/xlbudg.xls "1 -
AGENCY: Special Care Program
STATEMENT OF ACTIVITIES SUMMARY
(CASH BASIS)
ACTUAL THIS YEAR BUDGETED
LAST YEAR PROJECTED NEXT YEAR
Enter Your Agency's Budget Year ==> FY00 FY01 FY02
1. TOTAL OPERATING BUDGET
(Total a+b) 15,903 24,030 22,630
a. Carryover Balance (Cash
from line 3, previous column) -6,409 -420 -1,970
b. Income (Cash) 22,312 24,450 24,600
2. TOTAL EXPENDITURES (Total a+b) 16,323 * * 26,000 26,000
a. Non-directed (administration/general overhead) 0 0 0
b. Program Total (List Progs. Below) 16,323 26,000 26,000
1 Dental services (United Way) 10,433 20,000 20,000
2 Dental Services (DHS) 5,890 6,000 6,000
3
4
5
6
7
8
3. ENDING OPERATING BALANCE (Subtract 2~ 1 ) I (420)11 Cl,970)11 (3,370)1
4. RESTRICTED FLrND BALANCE (Total from page 5)
5. IN-KIND SUPPORT (Total from Page 5) 45,700 48,000 50,000
6. NON-CASH ASSETS
Notes and Comments:
This is general operating funds. Our deficit has decreased for 2 reasons: 1) some reduction in services provided and 2) a change
in computer software which has delayed payment of patient services from our general fund.
** This includes: 1) 4,783 to Special Care Clinic and nursing home residents; 2) 5,650 to Homeless Persons; 3) 5,890 to Johnson
County. indigent
BRIEFLY DESCRIBE HOW LOCAL FUNDS WERE SPENT LAST YEAR:
Same as last year
-571 -
jccoghs/fy01 budg/xlbudg .xls - 2 -
Agency: ~ Special Care Clinic
STATEMENT OF ACTIVITIES SUMMARY
(ACCRUAL BASIS)
Actual This Year Budgeted
Last Year Projected Next Year
Your agency's budget year: FY00 FY01 FY02
1. Total Support and Revenue 22312 24450 24600
2. Total Expenses (a+b below) 16323 26000 26000
a. Non-Directed (admin./general overhead)
b. Program Total (list programs below) 16323 26000 26000
1. Dental Services (United Way) 10433 20000 20000
2. Dental Services (DHS) 5890 6000 6000
3.
4.
5.
6.
7.
8.
3. Change in Net Assets (1-2) 5989 -1550 -1400
4. Net Assets, Beginning of the Year -6409 -420 -1970
5. Net Assets, Ending Balance (3+4) -420 -1970 -3370
6. Restricted Fund Balance (total from p. 5)
7. In-kind Support (total from p. 5) 45700 48000 50000
Notes and Comments:
Briefly describe how local funds were spent last year.
)lbudg/xlbudg.xls - 2a ~
-572-
AGENCY Special Care Program
INCOME DETAIL
NON-
ACTUAL THIS YEAR BUDGETED DIRECTED PROGRAM PROGRAM
LAST YEAR PROJECTED NEE YEAR FUNDING 1 2
1. Local Funding Sources- ~ 21,194[ 23,350I 23,500 [ 0 [ 23,500 ~ 0
a. Johnson County
b. City of Iowa City
c. United Way of Johnson County 14,694 16,850 17,000 17,000
d. City of Coralville
e. Johnson County DHS 6,500 6,500 6,500 6,500
f.
2. Grants-State, Federal, Foundations [ 01 01 01 0[ 01 0
a.
b.
c.
d.
e.
f.
~.NetSale~OfSe~ices<~ources~ I o l o l o l o l o l 0
a.
b.
c.
4. Net Sales of Materials ] 0I 0I 01 0I 01 0
a.
b.
c.
5. Co.tributions~onations I 1,11 s I 1,1 oo I 1, ~ oo I o I 1, ~ oo I o
a. United Way Designated Giving 1,118 1,110 1,100 1,100
b. Other Contributions
6. Special Evems [ 0[ 0] 0 0[ 0] 0
a.
b.
c.
7. Interest Income ]
8. Other-List Below [ 0I 01 0 0 0[ 0
a.
b.
c.
TOTAL INCOME (same as p. 2, line lb) 22,312 24,450 24,600 0 24,600 0
Notes and Comments:
jccoghs/fy01budg/xlbudg. xls - 3 - -573-
PROGRAM EXPENDITURE DETAIL AGENCY Special Care Program
NON- PROGRAM PROGRAM
ACTUAL THIS YEAR BUDGETED DIRECTED 1 2
LAST YEAR PROJECTED NEXT YEAR FUNDING
1. Salaries
2. Employee Benefits & Taxes
3. Staff Development
4. Professional Consultation
5. Publications & Subscriptions
6. Dues and Memberships
7. Mortgage, Rent and Property Tax
8. Building & Maintenance
9. Equipment Purchase/Rental/
Maintenance
10. Utilities
11. Telephone
12. Office Supplies & Postage
13. Printing and Publicity
14. Local Transportation
15. Insurance
16. Audit
17. Interest
18. Other (Specify.):
19. Direct Asst. Qualified Patients 16,323 26,000 26,000 26,000
20
21
22
23
24
25
TOTAL EXPENSES ( p. 2, line 2) 16,323 26,000 26,000 0 26,000 0
Notes and Comments:
-574- fy01budg/xlbudg. xls - 4 -
AGENCY Special Care Program
ACTUAL THIS YEAR BUDGETED
RESTRICTED FUNDS: LAST YEAR PROJECTED NEXT YEAR
Board/Donor/Funder Designated: Restricted for:
MATCHING GRANTS
Grantor/Matched by
ITOTAL MATCHING GRANTS (also shown pg. 3, line 2) 0 01 01
IN-KIND SUPPORT DETAIL
Services/Volunteers 5,000 5,000 5,000
Material Goods 11,500 12,500 13,500
Space, Utilities, etc. 10,500 11,000 11,500
Other: (Please specify.) Faculty. Salary/Dental Services at no charge 15,500/3,200 16,000/3,500 16,500/3,500
Notes and Comments:
'575-
jccoghs/fy01budg/xlbudgxls - 5"
SALARIED POSITIONS AGENCY Special Care Program
"X"all that apply FTE* Salary
Position/Title ~ :~ ~ ~ Last This Next Actual This Budgeted %
Year Year Year Last Year Year Next Year Change
TOTAL FTE's and SALARIES
* Full-time equivalent: 1.0=full-time; 0.5=half-time; etc.
-576-
s/fy01budg/xlbudg.xls
AGENCY: Special Care ProKram
ACCOUNTABILITY QUESTIONNAIRE
A. Agency's Mission Statement or Primary Purpose:
The primary purpose of the Special Care Program is to provide dental care to nursing home residents, frail
elderly and medically compromised adults, and indigent populations who are otherwise "isolated" from
regular dental care, including homeless, hospice and homebound.
B. Board of Directors:
1. Please attach a list of your agency's Board of Directors (page 7A)
2. Frequency of meetings:
3. Briefly describe board orientation and ongoing training opportunities:
C. Finances:
1. Are there fees for any of your services? Yes ~ No X
a. If YES, describe circumstances.
b. Are they fiat fees or sliding fees ?
2. Does your agency have:
an internal audit X external audit __ financial review X
Frequency Annually
3. Has your agency filed the Annual Report with the Secretary of State?
Yes X No
4. Has your agency filed Form 990 with the IRS? Yes X No
5. Please discuss your agency's fundraising efforts, if applicable.
This year we have established a committee and given recommendations for our fundraising officer to
actively pursue funding for equipment in our new Geriatric Mobile Dental Unit.
D. Management:
1. Does each staff member have a written job description? Yes X No
2. Is the agency Director's performance evaluated at least yearly?
Yes X No By Whom? Department Head
E. Program/Services:
Please define your agency's units of service (service definition, length of time, cost per unit of service,
number of units provided, direct or indirect.)
A unit of service for our agency is defined as a specific dental procedure (i.e., examination, filling,
cleaning, extraction, full denture, root canal, partial denture). We also provide an oral cancer screening
for all residents of nursing homes, as well as an annual inservice and cleaning and marking of all
resident's dentures.
h\P&C~Pat~WPDATA~COWEN~OOAGENAVAI.DOC
-7-
-577-
AGENCY: Special Care Program
Please supply information about clients served by your agency during last two complete budget years.
Refer to form instructions for definition of duplicated and unduplicated.
Enter Years FY99 FY00
1. How many Johnson County residents (including la. Duplicated 551 416
Iowa City and Coralville) did your agency serve? Count
lb. Unduplicated 278 181
Count
2. How many Iowa City residents did your agency 2a. Duplicated 360 293
serve? Count
2b. Unduplicated 193 126'
Count
3. How many Coralville residents did your agency 3a. Duplicated 179 96
serve? Count
3b. Unduplicated 81 35
Count
4. How many units of service did your agency provide? 4a. Total 9749 9501
4b. To Johnson 1103 801
County Residents
* Includes 36 homeless residents with 64 visits and 7 Johnson County jail inmates with 9 visits.
5. Other Areas Served:
Do you provide services to areas outside of Johnson County?
Area(s) served: Eastern Iowa and Western Illinois
Services provided:
Funding Sources: Designated .qivin.q earmarked for specific counties (i.e., Linn, Washin~ton,
and Iowa
6. Client Profile (for last complete year, if available):
Age Gender Ethnicity
0 - 5 0 Female 53% African American
6 - 17 0 Male 47% Native American
18 - 29 6% Asian
30 - 61 30% Hispanic
62 - 75 40% Caucasian/Non-Hispanic
75 + 24% Multi-racial
h\P&C\Pat\WPDATA\COWEN~00AGENAVAI.DOC
~8-
-578-
AGENCY: Special Care Program
7. Evaluation and Review:
A. Please discuss how your agency measures the success of its programs.
The success of our agency's efforts is measured in 2 ways: 1) the number of Johnson County
residents served, which has been up dramatically the past 2 years and 2) the total units of services
provided which has increased in concert with the increased number of residents served. We served
a high number (181) of Johnson County residents this year, including a continued high number of
homeless persons (36). This followed with a high number (416) of visits in which services were
provided. We also try to measure the success of our program by determining how many of our
graduates are now treating compromised adults. A recently completed survey was sent to all
practicing dentists in the state of Iowa. We hope to have our analysis completed by this coming
summer.
B. Does your agency have a current strategic plan and date last reviewed?
No
C. What plans does your agency have to increase efficiency and effectiveness?
We have moved to a new clinical area providing improved handicapped access and a more
comfortable waiting room. We are also actively searching for qualified faculty to increase services to
patients and have just recently purchased a new Mobile Dental Van for which we are seeking
funding for equipment. Also a new computer software package should provide more detailed
analysis of the clients we serve.
D. How has your agency responded to United Way's recommendations from last year?
The Citizens Review Panel encouraged our program to explore ways to ensure the long-term
continuity of our service in our community. Our search for new faculty is still ongoing. We are
presently setting up an interview for our open faculty position. I hope that I will have good news to
bring to the review hearing.
8. In what ways will the needs of your service population change in the next five years?
The future outlook for dental services of the institutionalized and medically complex adult is
expanding rapidly. In order to satisfy this growing need, the dental school has made it mandatory for
senior dental students to participate in this program. The tremendous increase in demand for our
services have made it imperative that United Way understand not only the need, but the importance
of oral health care to people in need. In Iowa the demand for dental services from those
underprivileged populations will mushroom with the aging population and the coming of managed
health care. We will continue to apply for other grants and keep our eyes open for all possible
avenues of fund raising. Also. Johnson County DHS has asked us to provide dental care to inmates
at the Johnson County jail who are in need of somewhat urgent oral health care (i.e., toothaches,
broken dentures, etc.).
9. In relation to the Johnson County Capacity Assessment, explain how your services are
meeting community needs.
The Johnson County Capacity Assessment noted Johnson County has: 1) 12.8% of its residents
w/out medical coverage; 2) the largest percent increase (14.2) of residents 65 and older of any
I:\P&C\Pa'~\WPDATA\COWEN\0OAGENAVALDOC
-9-
-579-
AGENCY: Special Care Program
county in Iowa; 3) a 89% projected increase in the elderly by 2020 and 4) a significant increase in
home health care.
Our services, as has been noted throughout this request for funding, complements very closely the
health care trends of the elderly in Johnson County. Our services are increasing dramatically with
the increasing need, both in numbers of clients served and complexity of services provided.
10. Please discuss any other problems or factors relevant to your agency's programs, funding or
service delivery:
The increased demand for dental services in our elderly population and the increasing need in the
homeless and medically disabled populations have caused a real strain on our ability to help these
people. We provide the only access to dental care for residents of the nursing facilities' in Johnson
County. The future projects an even greater need, as residents have more teeth and are demanding
more services. The development of Free Dental Clinic has increased the demand for our services
as well, since many procedures are not provided (i.e., dentures, partial dentures, complicated
extractions and root canals) by this clinic and emergencies are being managed by the Special Care
Clinic on a routine basis (approximately 2 patients/week).
Also, the difficulty in recruiting qualified faculty have diminished our provision of services the past 3
years.
11. List complaints about your services of which you are aware:
Many patients who reside outside Johnson County wish services were available to them. Also,
some patients wish services could be expanded to include crowns, especially after root canal
treatment is completed and a crown is recommended.
12. Do you have a waiting list or have you had to turn people away for lack of ability to serve
them? What measures do you feel can be taken to resolve this problem:
We have not had to turn people away in the past. Our United Way fund is now in the red ($420),
causing us to make tougher decisions about treatment options. We are now limiting services and
limiting some care we have routinely provided in the past. Without United Way's support, more
services might be denied and some people could be turned away. We have also provided continued
care at no charge for approximately 8 patients.
How many people are currently on your waiting list?
13. In what way(s) are your agency's services publicized?
a) through written and oral contact of long-term care facilities within our services area
b) Several articles have been published in local newspapers concerning this program.
c) A brochure is used to explain the program to patients, their families and their financially
responsible parties.
d) Our brochures are available in the Family Practice department of the University of Iowa and
the Special Support Services office at the University of Iowa and at the Senior Center.
e) We provide a dental screening at the Johnson County Senior Center during their annual
Health Fair.
h\P&C~Pat\WPDATA~COWEN\0OAGENAVAI.DOC
-580-
AGENCY: Special Care ProRram
14. United Way involvement by your agency: ("X" if agency participated within the last year)
a. Agency Directors Meetings
b. Served as Agencies Directors' Representative to
Funding Hearings
c. Business Blitz
d. Day of Caring
e. Kick Off .~
f. Victory Reception X
g. Other
15. How have you collaborated with other agencies during the past year?
We receive frequent referrals from the Free Medical Clinic, and the Emergency Housing Project.
This past year, Cristina Canganelli from EHP and I spoke at a Johnson County Dental Society
meeting, requesting support for dental care for the homeless. We also receive referrals from other
agencies (i.e., Hospice, MECCA & Elderly Services Agency).
h~P&C\Pat\WPDATA\COWEN~OOAGENAVAI.DOC
-11- -581-
AGENCY: Special Care ProRram
AGENCY HISTORY
(Using this page ONLY, please summarize the history of your agency, emphasizing Johnson County, past
and current activities and future plans. Please update annually.)
The Geriatric Mobile Dental Program began providing dental care to the residents of nursing homes
and county care facilities in 1980. The program was developed to meet an unidentified need for routine and
preventive dental care for elderly institutionalized persons. One major advantage of the Mobile Dental
Program is that it takes dental care to the patient, thus avoiding the problem of transporting patients to a
dentist's office. The program currently serves 10 long term care facilities (LTC) in 5 counties surrounding and
including Johnson County. The program serves 4 nursing homes in Johnson County.
The Geriatric Mobile Dental Program (GMU) operates on a rotational schedule and usually remains
at each facility for approximately 5 to 8 weeks. In the past, the GMU has visited the nursing homes in
Johnson County only every other year, but due to new federal regulations and our decision to provide a more
frequent level of service, we will now be visiting the homes in Johnson County every year. This will put an
obvious increased demand on funds for the residents of these local nursing homes. During the past year, we
provided services to the residents of all four nursing homes in Johnson County. All 4 homes will again
receive care from the GMU this fiscal year.
Residents of LTC facilities pay for their care from various sources. In Johnson County, 57% are
private pay, with the remaining 43% supported by Title XIX funds. The dollars allocated to the GMU from
United Way are for those private pay residents whose resources are unable to finance their necessary dental
care.
The Special Care Clinic (SCC) is available at the College of Dentistry. It is a special dental clinic
established to care for the complicated needs of the older and/or compromised adults. This clinic is also
available for any patients from the Geriatric Mobile Unit (GMU) in need of emergency care during the interim
period if the GMU staff would be unable to deliver individual attention to these special adults. In addition, we
coordinate transportation, work with social workers and agencies to coordinate services for our patients.
This past year. United Way funds assisted 181 patients residing in Johnson County. This reflects a
decrease in the number of patients who were funded last year (278), but is more than we have ever provided
service for in any other fiscal year. This does reflect less clients than were actually treated, due to installation
of a new computer software system that is still catching up. This continuing need is due to: 1 ) the continuing
dental needs of the medically, physically, and cognitively handicapped adult, 2) a substantial increase in
referrals from the Free Dental Clinic and 3) to the ongoing services rendered to the homeless population.
This is the eighth year we have provided care for the homeless population of Johnson County, providing care
to 36 people. This compared to 39 last year and 26 the year before. We have also maintained treatment of
patients with HIV/AIDS (3), hospice (4), and homebound (10).
This increasing need for dental health care services is only the tip of the iceberg with the coming of
managed health care and the possible restructuring of Medicaid. The demand for dental services is
expected to increase as our population lives longer and retains more of their own teeth, leaving even a
greater problem for access to dental services in Iowa.
We have provided a wide vadety of services to our patients, including exams, x-rays, fillings
(amalgam and composite), root canal treatment, extractions, full dentures, partial dentures and an occasional
crown. We have not provided any bridgework and only provide partial dentures when esthetics or function
are severely cornpromised.
The request for funding from Johnson County DHS is for the dental health needs of Johnson
County's indigent population. This past year we treated 53 patients, slightly more than last year's record high
total of 50. Most of these people were referred by DHS and local social service agencies. These are people
who cannot afford dental care, but are really trying to get back into the mainstream of society. Their mouths
have become unsightly and a little dental care has provided some smiling faces, increased self-esteem and
even new jobs for many. This is a very worthwhile service to potentially valuable members of our local
community. This year we also provided dental care to 7 inmates of the Johnson County jail at the request of
Johnson County DHS.
I:~.P&C\Pat~WPDATA~COWEN\0OAGENAVAI .DOC
-582- -12-
AGENCY: Special Care Program
FY00 GOALS
Please state the goals of the latest completed fiscal year and report status of progress/completion.
The goals of the Special Care Program for FY00 were:
1. To provide dental services with the GMU 5 days/week by: 1) hiring 1 additional FTE faculty
member; 2) hiring 2-3 more adjunct clinical faculty members; 3) hiring a clinic coordinator to
manage the GMU and Special Care Clinic and 4) coordinating efforts for funding of dental
equipment for the new mobile dental van.
2. To determine the effectiveness of the Special Care Program in enhancing oral health care to
populations at risk by graduates of our program by: 1 ) completing the mailing of surveys to
practicing dentists and 2) analyzing this data.
Goal #1 was not achieved. The GMU still only provides dental services to nursing home residents 3
days/week. We are now in the process of interviewing candidates for a full time position, and hope to have
positive news by the budget hearing. Lack of university support due to budget constraints will more than
likely delay hiring of additional adjunct faculty and a clinic coordinator. The fundraiser for the dental school is
now formulating a plan for soliciting funds for equipment of the mobile unit.
Goal #2 was partially achieved, as we have completed the survey and have all of the data entered. We are
now in the process of analyzing this data and hope to have some results by spring 01.
h\P&C~.Pat\WPDATA\COWEN~0OAGENAVAI.DOC
- 13- -583-
AGENCY: Special Care Program
3. AGENCY PROGRAM GOALS AND OBJECTIVES
(List goals and objectives for the Fiscal Year for which you are requesting funding. Several pages are
provided, please add any additional pages you may need with your agency name as a header.)
Goal: To provide more efficient and ongoing dental treatment to existing nursing homes and Johnson County
residents which the Special Care Program now services.
CHORE PROGRAM:
Objective A: To provide dental services with the GMU 5 days/week
Tasks: 1. Hire and maintain 1 additional FTE faculty member.
2. Hire 2 to 3 more adjunct clinical faculty members.
3. Coordinate efforts for funding of dental equipment for the new mobile dental van.
4. Hire a clinic coordinator to manage GMU and Special Care Clinic.
Objective B: To determine effectiveness of the Special Care Program in enhancing oral health care to
handicapped populations by graduates of the program.
Tasks: 1. Complete data analysis of surveys mailed to all practicing dentists in Iowa.
Resources needed for the Chore Program:
1. 1 FTE faculty
2. 2 or 3 adjunct faculty
3. 1 full-time clinic coordinator
4. equipment for mobile dental van
5. part-time statistician
Cost of Chore program:
$250,000 in FY00
h\P&C~Pat\WPDATA\COWEN~00AGENAVAI.DOC
-584- -14-
HUMAN SERVICE AGENCY REQUEST FOR FUNDING Director: Margaret Kiekhaefer
City of Coralville Agency Name: Tubl~ ~o T~I~I~ l'ood Bi~r~ ~l'~
Johnson County City of Iowa City Address: a0
United Way of Johnson County Phone:
CHECK YOUR AGENCY'S BUDGET YEAR Approved d:~
1 / 1/01 - 12/31/01 10/1/01 - 9/30/02 /
4/1/01-3/31 X
7/1/01 - 6/30/02
COVER PAGE
Program Summary: (Please number programs to correspond to Income & Expense Detail,
i.e., Program 1, 2, 3, etc.)
1. Food Rescue in Johnson County and Surrounds
Table to Table acquires prepared and perishable foods from about 50 regular donors and delivers to 30
agency sites on a regular basis. The program includes coordinating volunteers, scheduling pickups,
training and educating donors and agencies in safe food handling practices, public relations and community
outreach, as well as normal administrative activities.
2. USDA Food Rescue in Schools
The Pilot program began in school year 1998-99 to establish food rescue from school lunch program,and to
develop training materials to teach other school systems how to initiate a program. This wil continue as a
nonfunded facet of Table to Table's food rescue efforts.
3. UPS grant for Refrigerated Storage
Grant from UPS Foundation purchased walk-in cooler for Salvation Army, and walk-in freezer/cooler for
Crisis Center Food Bank to increase storage base for the three agencies. This is a "pass through" grant.
Local Funding Summary: 4/1/99 - 4/1/00 - 4/1/01 - % of Total
3/31/00 3/31/01 3/31/02 Budget
United Way of Johnson County - -
Does Not Include Designated Gvg. $0 $7,000 $8,000 0.137
FY00 FY01 FY02 ""----__
City of Iowa City 0 0 0
Johnson County 0 0 0
City of Coralville 0 0 0
jccoghs/fyO lbudg/xlbudg. xls 1
-585-
AGENCY: Table to Table Food Distribution Network
STATEMENT OF ACTIVITIES SUMMARY
(CASH BASIS)
ACTUAL THIS YEAR BUDGETED
LAST YEAR PROJECTED NEXT YEAR
Enter Your Agency's Budget Year = adl-3/31 4/1[99-3131100 4/1/00-3/31/01 4/1/01-3131/02
1. TOTAL OPERATING BUDGET 65,385 56,808 61,144
(Total a+b)
a. Carryover Balance (Cash 153 941 3,144
from line 3, previous column)
b. Income (Cash) 65,232 55,867 58,000
2. TOTAL EXPENDITURES (Total a+b) 64,444 52,723 53,910
a. Non-directed (administration/general overhead) 13,135 15,490 16, 195
b. Program Total (List Progs. Below)
1 Food Rescue in Johnson County and Surrounds 26,165 35,054 35,053
2 Food rescue in area schools 2,406 2,179 2,162
3 Refrigerated Storage Purchase--UPS Grant 22,738
4
5
6
7
8
4. RESTRICTED FUND BALANCE (Total from page 5) 83,980 18,710 17,594
5. IN-KIND SUPPORT (Total [rom Page 5) 364,948 370,491 381,000
6. NON-CASH ASSETS 29,703 21,678 13,653
Notes and Comments:
1. Depreciation expense is NOT included within total expenditures.
2. Equipment purchases of $22,738 and $725 are included in Actual Last Year equipment expense although these
capital expenses were moved to balance sheet and are beng depreciated every year.
BIIIIII'r_,Y l)v-llC:lllBv- HOW v-OC:Al, I'ra!I'DS W£111 ;I~IIRI l. Altl Y~-A]:
Local Funds were used to supplement salary increases and cover expanding operational costs such as supplies and ve
-586- lbudg/xlbudg.xls - 2 -
AGENCY Table to Table Food Distribution Network
INCOME DETAIL
AC:TUA1; II'KSYIA3~ :DUDG'e-I~'-D IXIIt-CTI:D ]~3~OG3~AM t'3~OG3~AM
T-AST YZA]~ IU~O,T~CT~-D ~tXT YIA~ K~IIIr4'G
1. Local Funding Sources- I 0 I 7,000 ] 8,000 1,280 I 6,320 J 400
~. 3'ohn-,-on Courd:y 0 0
b. CRy of Iow~ C~y 0 0
c. Un~':ed ~y o~ 3ohn~on Cou~y 7,000 8,000 1,280 6,320 400
d. C~y o~
e.
~-. Gr~n~ - ~te, re&r~l, rounchtion.- [ 54,49e I 21,710 I 20,744 I 3,319 I 16,388 [ 1,037
~. rZMA t55 909 920
b. ESGl~ 9,075 16,1~4 16,1~ &580 1~,738 806
d. Ioc~1 ~ouna~ion~lor9~ 3,500 3.?00
e. ~s roundsion
L OSDA
b.
c.
b.
c.
$. Co~r~ions/Don~ion~ I 4,613 I 14,957 I 15,536 I 2,~6 I 12271 I 779
b. ~ber Co~r~ion~ 2,251 11300 11,866 1,899 374 593
:6.~eci~Zve~, I 5,9061 12,000I 13,500I 2,160I 10,6651 675
~. Dinner and ~ile~ ~u~ion 5,9~ 7,000 8,000 1,280 6,320 ~0
b. Commun~ ~e~re li&~ $~le 5,000 5,500 880 4,345 275
c.
~r. Iffiere~Income I 217 I 200 I 220 I 35 I 176 I 9
b.
c.
TOTAL INCOME (sine mp. 2, l~e lb) 65232 55,867 58,000 9,280 45,820 2,900
Not~ and Comments:
jccoghs/fyOlbudg/xlbudg.xls - 3 - -587-
PROGRAM EXPENDITURE DETAIL AGENCY Table to Table Food Distribution Network
~OI~-
ACTUAl; THISY£A]~ BL1DGIT~D ]3II~ICTZD
T-AST YZA~ I~]~O,TECTZD :NZXT YZA]~ rurflm~G rood r~cu~ School Eood
1. S~hrie~- 25,404 29,980 28,583 4,573 22,581 1,429
~;. :gra~loyee Benefits- ~ hxe~ 4,086 4,309 4,598 736 3,632 230
3. ~l~f Develot:.mertt 855 1,000 1,040 1,040
4. l'rolEe.-~ional Con.~ult~ion 455 500 520 520
~;. ~ublic~ions P, Sub~-crit~ion=
6. Bue,- and ld:eml~er.~hil:,s 195 300 1,312 1,312
?. ~ortg~ge, :Rer~t andl~rol>erty h~ 1,465 2,460 2,558 409 2,021 128
6. :Building & M~irtten~nc~ 1,452 1,050 1,093 1,093
9. l'-qu~ment
~irttenance *23496 2,560 1,662 266 1,313 83
t0.r_ltilitie~
11. lelephone 894 1,260 1,311 1,311
l~. OIEl[ice Sul~lie._, & l~o~<je 1,133 1,375 1,431 1,431
1:3. ~rintin9 ~ncl :hillicily 354 1,340 1,393 1,393
14. l, oc~l l'r~n~"eort~tion
15. Zn.';ur~nce 1,529 1,700 1,908 1,908
16. Audit
17.
18. Other (Sl>ecity):
19 l, icence and t'erraits 381 200 208 198 10
2;0 Vehicle llxl~en.-e 1,219 2,604 *3020 2,869 151
2; l Vohnt~er/;ShlEIE liecognition 246 250 ~,o 42 205 13
~2; runclr~i.~er ~-vent ~-xp~n~ 440 585 609 609
2;3 l~rogram ;5,f>l~lies 802 1,200 *2352 2,234 118
;a4 :B~nl~t Credit C~r<t ree~ 37 50 52 52
TOTAL EXPENSES (p.Z, line2) 64,444 52,723 53,910 16,695 35,053 2,162
Notes and Comments:
Line 1: Budgeted next year salary reflects decrease in Kiekhaefer salary
Line l,2: We hope to conlinue modest salsry and benefit upgrades
Line 6: We expect to join Americas Second Harvesl with membership feecs of $1000
Line 21: Vehicle expense reflects an expected increase in fuel prices of
* Moved to balance sheet
-588- ~/,db~S.,d, - 4a -
AGE N CV Table to Table Food Distribution Network
ACTUAL THIS YEAR BUDGETED
R'I(- STRICTP-D FUND S: LAST YEAR PROJECTED NEXT YEAR
B oardiD onortFunder D esignated: Restricted
Biz D oncrc designated Fundraising Dinnor 450 500 550
E S G Yunder designated Payro]{I Admin i~on Support 9.725 1G. 124 16.124
FE MA de]ivery of (ood 455 90'9 920
H S 0 G Pay~oll~ Adf~d~, istcation Support a0820 1177
UPS Refrigerated Storage 22738
U S D A Scboo] (ood rescue 1208
!O_IAI.I!ESTRICTED FUND (al,oshownpaOe2or2a..line4) 83'980 18710 ....17594{
MAICHING GRi~NTS
.C-'renfortMatchedby
E S G- ~ate of Iowa In Kind (Food Rescued) '9725 16124 16124
H S 0 G- State of Iowa In Kind (Food Rescued) 20820 1177
IN-KIND SUPPORI DP-IAII-
S ervices~Vokmfeers 11,8 16 11,478 12,000
Meteria] Goods Auc'5on Iiems & equ~nent 2,033
Space, Utm'~Ges, efc. 2,000
,0_ther: (p]e_ase spe~y_) ......... Yood. D onion .... 349.09'9 .....359t013 ....369.000
TOTALIN-KIND SUPPORT (aGo_~hown_onpa~Je2or 2a. lineG) ' 364''9_ 81, , 3?o.4sl381.ooo
Notes end Com'~-~-~ents:
jccoghsiiMO lbudcJ~wlbudg..Is ' 5 ' '589-
SALAR! ED I'OSITIONS AGENCY Tablc Io Tablc Food Dislribution Nctwork
"X"all that apply FTE* Salary
Position/Title ~. ~ Last This Next Actual This Budgeted %
Year Year Year Last Year Year Next Year Change
Director 0.50 0.7~¢ 0.75 16,800 /ILLS0 17,640
Operations Manager X 0.50 0.50 0.50 7,200 7,200 7,200 0%
Business Mgr 0.05 0. IJ 0.13 1,405 3,600 3,744 4%
TOTAL FTE's and SALARIES 1.050 1.375 1.375 25,405 Zq,..~p. 28,584 I ' 14 ,~
* Full-time equivalent: 1.0=full-time; 0.5=half-time; elc.
-590- ,a, - 6 -
AGENCY: Table to Table, FY 02
ACCOUNTABILITY QUESTIONNAIRE
A. Agency's Mission Statement or Pdmary Purpose:
We of Table to Table have joined together to help serve the needs of the hungry in Iowa City and
the surrounding area. Our goal is simple, yet vital; to obtain donations from food providers and then
to channel these donations to area shelters, soup kitchens, and local agencies who work in the
community to feed and provide for the hungry.
B. Board of Directors:
1. Please attach a list of your agency's Board of Directors (page 7A)
2. Frequency of meetings: _once monthly
3. Bdefly descdbe board orientation and ongoing training opportunities:
Board members are given a packet of introductory materials, Each member is asked to be on one
of 3 standing committees: finance, fundraising/public relations, and personnel. We now have 19
members on the Board, comprised of donor, agency, and community representatives. Being a new
organization, the training is on a learn-as-we-go basis. Currently, a main focus is strategic planning
for the organization.
C. Finances:
1. Are there fees for any of your services? Yes __ No __X
a. If YES, descdbe circumstances.
b. Are they flat fees or sliding fees ?
2. Does your agency have:
an internal audit external audit financial review X
Frequency Annually
3.Has your agency filed the Annual Report with the Secretary of State?
Yes X No
4. Has your agency filed Form 990 with the IRS? Yes __X__ No
5. Please discuss your agency's fundraising efforts, if applicable.
TtT adjusted its pdmary fundraiser to coincide with Valentine's Day of 2000. It has also pursued
several small grants. A bulk mailing was sent out for the first time this year. Normally, we also
apply for corporate grants, but due to the merger of our national organization, these have not been
pursued this year. TtT applies for FEMA and IDED funding annually, covedng pdmadly salary and
operational costs. Fundraising planned for next year include a restaurant gift certificate, benefit
dinner, bulk mailing, radio-thon, and business giving programs.
D. Management:
1. Does each staff member have a written job description? Yes No __X__
2. Is the agency Directors performance evaluated at least yeady?
Yes No __X__ By Whom?__Personnel committee is working on both processes.
E. Program/Services:
Please define your agency's units of service (service definition, length of time, cost per unit of
service, number of units provided, direct or indirect.)
TtT is unable to determine the direct services, i.e. the number of people served. An indirect
measure of service, used nationally, is based on the number of pounds rescued and delivered.
C:Wly Docume~s~Grar~s'~Ur~ed wa~accoutt-02.doc
-7- -591 -
Table to Table Staff, Advisor and Board of Directors
Office: 20 East Market St., I.C.52245, phone: 337-3400, e-mail: table ,avalon.net
Name' Staff PoSition Home'.Addess Home. -.e-mail
:. '-"' '- ' ' " --' Phone." .,-"' ' '~''
Meg Strohmer Program Director 2025 Northridge Dr. Coralville, 52241 351-5587 strohaefer~,compuserve.com
Frank Lalor Operations Manager 122 7th Ave. North IC, 52245 338-180~,"
Sharyn Reitz Business Manager 306 Monroe St. IC, 5224~ 354-3138 ~ sreitz~avalon.net
Naive , Advisory. po$itio.n. · Addmu ..... Phone . .. e-mail- -.: -7 . '-.
Bdtt McConnell i Johnson County Public Health ': 1105 Gilbert Court IC, 52240 ' .356-6040 [ bm~hn~o~.ia.~
I Dept. : ............................ X114
Name 'Mailing Address Phone e-mail Joined Affiliation
· (W & H)' l'BM rd
Suzanne Koury 919 Deforest Ave W: 338-0581 suzkourv~avalon.net i Comm.
IC, 52240 X6269 !4/96
H: 354-0199 i
Colleen White Coralville Hy-Vee W: 351-55'~3 owh'it'~'~U'~':'~(;~ ..........................'lFood Donor
Lantern Park Coralville, 52245 ..............H: 354-891_5_. ..; 4/__99
Deb Schaapveld Crisis Center Food Pantry W: 351-2726 bertdeb69(~.aol.com : Food
1221 Gilbert Ct.. IC, 52240 or 0128 : 2/97 recipient
H: 828-4019 : r',.
Janie Schmidt "~'~'~'n'~'~7" ......................... W and H staml~i~.~'~j~.it~'o.com · 2/97 Community
Coralville, 52241 337-8270
Angle Madsen DVIP W: 351-1042 am.Qmadsen~aol.com 4/98 Food
P.O. Box31701C, 52244 H: 683-2848 recipient
Crissy Canganelli Emergency Housing Project Inc W: 351-0326 ehpcmc~aol.com 12.98 Food
P.O- Box 3146 IC, 52244-3146 H: 351-6992 recipient
Jan Temple ISU Extension Nutrition Field Specialist W: 337-2145 . xltemtDle@exnet. iastate.edu Cornre.
4265 Oak Crest Hill Road SE H: 657-2291 10/98
IC, 52246
Jerry Steffensmeier Iowa Division Manager Roberts Dairy W: 338-75~5"'...'~'~f~.H0'~;;:~'~ ....... Food
P.O. Box 2326 IC, 52244 H: 466-1359 ~ 9/98 donor
...................................... : ....................
Susan Gray 'T 4Cs W: 338-7684 : fourcs~i'R~a~,:'~:' ~ Food
1500 Sycamore St. IC, 52240 H: 338-1860 : 5/99 recipient
!"3Gli'~'T"e'achout' ! Hills Bank and Trust Co W: 338-1277"T"i~'~:~0ut(~[~E~,:~:~' ........ 7/00 Comm.
; 1401 S. Gilbert St. IC, 52240 X270
:
............................ J .......................................................H: 337-9848 .
Jim Kelly i UI Community Credit Union W: 341-2108 ~'l~'~'~..',~'~'j'.'~,~'m ...................~ 8/00comm.
1 825 Mormon Trek Blvd. IC, 52246 H: 358-6455 ,
Carol Hunt Johnson County Soil &Water W: 337-2322 carol hunt~vahoo.com Comm.
Conservation District X3 5/99
238 Stevens Dr. IC, 52240 H: 358-7466
Jane McCune Blank & McCune, The Real Estate Co. W: 354-9440 bmc~.soli.inav.net Comm.
P. O. Box 2404 IC, 52244 H: 354-4004 7/99
Dick Braverman Chair, Board of Directors W: 645-2193 dbraverman@hfsi.com Food
Hawkeye Food Systems Inc. H: 338-2472 10/99 donor
1005 River St. IC.52246-3830
Betty Loan Dietitian, Mercy Hospital W: 339-3597 bloan~msn.com Food
500 E. Market St, IC, 52245 H: (319) 828- 10/99 donor
4860
Barry Greenberg 132 IMU W: 335-3105 barry-.qreenber.cl~uiowa.edu Food
University of Iowa IC, 52242-137 H: 339-8370 11/99 donor
Tom Suter 2255 Balsam Court IC, 52240 W: 354-1242 suterman~.iowacitv,net Comm.
H: 337-4292 12/99
Jodi DeMeulenaere Blooming Prairie W: 337-4471 jodi~.bpco-op.com 3//00 Food
2340 Heinz Road IC, 52240 Ext. 171 donor
H: 337-9127
Mary Monson 8 Heather Circle IC,52245 W: 335-5888 mary-monson~uiowa.edu 5/00 Comm.
H: 351-6941
Rev. Dee Lundberg Faith United Church of Chdst W: 338-5238 deelundber.a~.vahoo.com 9/00 Comm.
1609 Deforest Ave. IC, 52240 H: 339-9408
Mark W. Allen 2272 Holiday Rd. ~601 W: 354-9500 mallen4835~.aol.com 9/00 Comm.
Coralville, 52241 H: 887-7102
*Board should be 15 members (5 food donors, 5 food recipients, and 5 community) p.
Currently (1012/00) we have 21member (6 food donors, 4 food recipients, and 11 community)
Officers (Executive Committee)
Chair, Board of Directors Suzanne Koury Secretary Deb Schaapveld
Vice Chair Tom Suter Treasure Jerry Steffensmeier
Committees
Fundraisinl31Public Relations {meets directly after even/monthly Board meetin.Q)
Tom Suter, Committee Co-Chair Dee Lundberg, Committee Co-Chair
Suzanne Koury Barry Greenberg Colleen White Mary Monson Julie Teachout
Carol Hunt Jodi Demeulenaere Betty Loan Jan Temple Jim Kelly
Janie Schmidt Jane McCune Mark Allen LaDawn Smith (not member of Board) iowawordsmith~yahoo.com
W: 319-362-6134
Personnel{ meets 1" Fddav, 9:30 am Crisis Center) Finance (meets % hour before Board meetin,Q on c~uartedy
Angle Madsen, Committee Chair bases)
Deb Schaapveld Jerry Steffensmeier, Committee Chair
Susan Gray Dick Braverman
Cdssy Canganelli Sharyn Reitz (ad hoc member as Business Manager)
AGENCY: Table to Table, FY 02
According to standard practice, 1-1.5 Ib. of food is considered to be I meal. TtT also requests
agencies to provide numbers of clients served, but there is inconsistency, across agencies of
methods of record keeping. We are still working on meaningful record of client numbers.
Please supply information about clients served by your agency during last two complete budget
years.
Refer to form instructions for definition of duplicated and unduplicated.
***Please note that Table to Table provides indirect services to clients throughout the area. We
operate primarily by providing food to agencies who then distribute it. We refer you to their
client counts for duplicated and unduplicated counts as well as population profiles. Our counts
compound the duplication since we may be feeding clients at several different agencies in the
same day.
Enter Years 4/98-3/99 4/99-3/00
1. How many Johnson County residents (including 1 a. Duplicated *** ***
Iowa City and Coralville) did your agency serve? Count
1 b. Unduplicated *** ***
Count
2. How many Iowa City residents did your agency 2a. Duplicated
serve? Count
2b. Unduplicated
Count
3. How many Coralville residents did your agency 3a. Duplicated
serve? Count
3b. Unduplicated
Count
4. How many units of service did your agency pro- 4a. Total 172,485 274,472
vide?
4b. To Johnson 172,485 274,008
County Residents
5. Other Areas Served:
Do you provide services to areas outside of Johnson County?
Area(s) served: West Liberty
Services provided: Rescued food for weekly food distribution at Middle School
(In the past we were able to send surplus to Muscatine, Davenport, Cedar Rapids, Des Moines.
We are no longer able to send much to these locations since local demands have increased so
much._)
Funding Sources: Usual resources, no special funds available.
-8-
-594-
TABLE TO TABLE
DISTRIBUTIONS FY 2000
AGENCY DELIVERIES AV. CLENTS/day NUMBER SERVED
Agape Care 69 65 2,340
Candleworks 90 6-14 unknown
Coldten Home 96 5-10 8,760
Crisis Center Food Bank 480 60 families unknown
DV1P 298 39 unknown
Emergency. Housing 230 40 5,520
Family Resource Ctr- Hills 43 75-140 336
Family Resource Ctr- N. Lib. 22 70 unknown
Free LunchProgram 169 100 31,200
Home Ties Day Care 49 17 unknown
Lutheran Social Services* 5 12-25 75-100
Mayors Youth 90 12 unknown
MECCA 227 45 4,905
Mental Health Clubhouse 56 15 840
NCJC Broadway 243 unknown unknown
NCJC Pheasant Ridge 123 unknown unknown
NCJC Tiffin 60 50 unknown
PAL 52 12-30 unknown
Ronald McDonald House* 15 17+ unknown
Salvation Army 145 55 7,975
Successful Living 395 50 unknown
United Action for Youth 95 30 2,850
West Liberty Middle School* 11 unknown unknown
Youth Homes (3 sites) 88 20 1,760
Other Sites* 40 unknown unknown
TOTAL CONTACTS 4,411 900+ 274,472 Ib food
FY ' 99 3,429 172,485 Ib food
Note: It has been difficult for us to gain accurate counts. We recommend getting more accurate counts from
individual agencies.
* Indicates new or deliveries on an "as requested" basis.
-595-
AGENCY: Table to Table, FY 02
6. Client Profile (for last complete year, if available): Please refer to note in item 5.
Refer to client profiles of agencies served. Our services parallel county population. We
probably see a higher % of Afdcan Americans and Hispanics.
Age Gender Ethnicity
0 - 5 Female African Amedcan
6 - 17 Male Native American
18 - 29 Asian
30 - 61 Hispanic
62 - 75 Caucasian/Non-Hispanic
75 + Multi-racial
7. Evaluation and Review:
A. Please discuss how your agency measures the success of its programs.
Table to Table measures its success by the numbers of meals we are able to
provide. We grew 59% from FY99 to FY00. We also measure our ability to meet
the needs of those requesting service; currently we are unable to meet all
requests.
B. Does your agency have a current strategic plan and date last reviewed?
Table to Table Board has been working on aspects of a strategic plan for the past
year. Our plan has remained in the developmental stages since our national and
state commitments and relationships are currently in limbo. A vision of where TtT
is going is beginning to solidify. A preliminary Strategic Plan is attached. The
plans of implementation are yet to be developed.
C. What plans does your agency have to increase efficiency and effectiveness?
One of our primary needs is increasing public awareness of Table to Table and
the local hunger and poverty needs of our community. This issue is addressed
through mailings, press coverage, and any other method we can find to inform
and educate the public.
We are increasing our collaborative efforts with other agencies in order to meet
the needs of clients. Currently TtT is upgrading training programs, recruiting
volunteers, and seeking new methods of transportation. We are also working on
increasing donations, donors and other community resources.
TtT is re-evaluating the daily routines for pick-ups and deliveries. We are
currently adding new volunteers and working to increase these by adding shorter
volunteer routines with people who can use their own vehicles. This is a
temporary measure to transition to a 2nd vehicle.
D. How has your agency responded to United Way's recommendations from last
year?.
Financial: We attempted to increase salaries for staff and were only partly
successful. Sharyn's hours and rate were successfully increased; Frank's health
insurance was increased; Meg's rate was increased. We sought additional funding
unsuccessfully. Because other budget items need to take priority, you will note
backtracking in salaries for the next FY (p. 6).
No solution to the transportation concerns has been found. TtT is
increasing its use of pdvate vehicles to cover additional food rescues. We have
not focused on the issue to determine the best solution (new?. shared? size?).
C:~My Documenls~Grar~s~Llnited way~accoutt-02,doc
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-596-
/:'H oz,
Table to Table
Strategic Plan
Mission (Appmved March 2000)
To serve the needs of the hungry in the Iowa City area by rescuing prepared and perishable foods
and channeling these donations to area shelters, soup kitchens, and other support agencies.
Values (Approved May 2000)
We believe that food is a valuable resource and should not be wasted. We believe that everyone
deserves adequate food and a healthy diet and these should be obtained with dignity. We believe
the community should work together to take responsibility to eliminate hunger.
Vision (Approved June 2000)
Table to Table will be a strong, innovative leader and dependable partner in the effort to feed those
in need and support community-based programs that help people become more self-suffident.
Goals (Approved August 2000) A. Strengthen and expand link between food donors and recipients.
B. Ensure financial responsibility of our organization.
C. Address the changing needs of hungry population in the community.
D. Provide education in safe food handling to both food donors and recipients.
E. Raise public awareness and advocacy for hunger issues.
F. Collaborate with other agencies to encourage self-sufficiency of clients through provision
of life skills education.
G. Strengthen and expand fundraising efforts to broaden the base of financial support in the
community.
-597-
AGENCY: Table to Table, FY 02
Other: TtT has been working on and making progress in community awareness,
volunteer recruitment, and fundraising. We have increased speaking
engagements to service organizations, and have revitalized our fundraising
committee. They have developed 6 fundraising projects for FY 02: restaurant gift
certificates, IC Community Theatre, Benefit Dinner & Auction, Bulk Mailing,
Radiothon, and a Business Giving Program.
8. In what ways will the needs of your service population change in the next five years?
The area of food rescue is continually changing. As the government has removed the
safety net and has not provided alternatives, the responsibility for providing for the needy
is falling more to local and corporate support. We feel a major shortcoming is a lack of
awareness of the seriousness of the problem. Here in Johnson County we are
experiencing greater requests each year and are seeing more need in the outlying, small
communities who have few resources. The causes are inadequate transportation, and
social services. Our outreach is increasing to N Liberty, Tiffin, Hills, Oxford, Coralville,
and West Liberty.
Nationally, our parent organization has just merged with Amedcas Second Harvest. We
are currently seeking affiliation with the new organization and are preparing for a site
monitoring later this month (Oct). We will be seeing opportunities change and develop
concerning funding options and resources. Dudng this time, we will be working with the
national organization to vision the future of food rescue in the state of Iowa. We will be
holding discussions with Cedar Rapids and Des Moines as well as other communities in
the coming months.
The focus of food rescue both nationally and locally is looking beyond the band-aid
practice of feeding people when they are hungry. We are also looking at the ways we can
help people become more self-sufficient. Two of the programs that we hope to participate
in over the next few years, in our community, are community gardening projects and work
programs such as culinary programs. In Iowa City, we are currently in the process of
establishing community gardens through collaborative efforts. Later this month, we will be
working on an exchange of information with Des Moines; they are interested in our food
rescue program, we in their culinary job training programs. Another local program
involves teaching children better nutrition such as Pick a Better Snack through the
Extension Service and Kids Cafes providing snacks and safe after school programs; TtT is
assisting as a food resource.
9. In relation to the Johnson County Capacity Assessment, explain how your services are
meeting community needs.
To my knowledge, there is no comprehensive study of the extent of hunger in Johnson
County. There is a general perception that there is no problem and that there is plenty of
food available. TtT probably has the broadest perspective of how much hunger there
exists and is attempting to meet the needs expressed. We are trying to educate the public
about the needs that we see.
To some extent we agree that there is plenty of food available. The pdmary problem is
typically access. In this case, we try to provide transportation in a timely and efficient
manner, connecting the hungry to food. We are working with health officials to ensure
safe food, educate donors to the fact that we can safely use their surplus. We also work
with the Extension Service and agencies to improve nutrition of clients and safe food
handling and preparation by the agencies and individual clients.
-10-
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AGENCY: Table to Table, FY 02
10. Please discuss any other problems or factors relevant to your agency's programs,
funding or service delivery:
· We are still experiencing shortage of funding to cover expenses--salary, equipment,
general operating expenses. This is due to increasing competition for available
government dollars, an arbitrary change in our fundraising calendar year, and
restructuring of the national organization. A contributing factor is that we are still a
new organization and our growing faster than our fundraising capabilities.
· We have been experiencing shortages of volunteers and have had to spend staff time
on operations rather than administrative duties. We have had to curtail recruitment of
new donors and food sources because of lack of people-power.
11. List complaints about your services of which you are aware:
There is not enough produce, dairy products, or protein sources.
Produce is not always the freshest and is often blemished.
Recipients often feel they are getting bypassed because there is not enough to go around.
There is not enough time or enough volunteers to rescue food efficiently (example: all
stores want pickups at about the same time of day).
12. Do you have a waiting list or have you had to turn people away for lack of ability to serve
them? What measures do you feel can be taken to resolve this problem:
TtT doe not have a waiting list. We try to fulfill everyone's request although recipients
often get less than they need.
We are continually trying to get more volunteers, solicit more donations, readjust the
schedules, and find more transportation.
How many people are currently on your waiting list? none
13. In what way(s) are your agency's services publicized?
Although we receive excellent public relations through United Way, we are still virtually
unknown in the Iowa City area. We receive publicity at the whim of the press. We are
working on increasing publicity through local businesses, speaking to organizations,
posting announcements in papers.
14. United Way involvement by your agency: ("X" if agency participated within the last
year)
a. Agency Directors Meetings X
b. Served as Agencies Directors' Representative to
Funding Hearings
c. Business Blitz X
d. Day of Caring
e. Kick Off X
f. Victory Reception X
g. Other Assist United Way in any way we can help.
15. How have you collaborated with other agencies during the past year?. · Assist other agencies in receiving or delivering surplus food.
· We work collaboratively with agencies (not necessarily United Way). Examples are: the
gardening projects with the school system and Neighborhood centers, nutritional
programs in schools, advising on food storage and food handling issues.
C:~dy Documerds~Gran{sMjnited way~accoutt-O2.dc~
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AGENCY: Table to Table, FY 02
AGENCY HISTORY
(Using this page ONLY, please summarize the history of your agency, emphasizing Johnson County,
past and current activities and future plans. Please update annually.)
Table to Table was formed in Apdl 1996, by a group of concerned members of the Iowa
City/Coralville area to help serve the needs of the hungry in the community. The group
consisted of members of agencies that serve the homeless and low income, food distributors
looking for an outlet for surplus food, dietitians, chefs and community activists. The goal of the
organization was not to feed the hungry directly but to seek donations from food providers and
distributors and channel the food to area homeless shelters, soup kitchen and other agencies
whose direct or indirect mission is to feed the hungry. Foods are gathered from over 50 regular
donors. The foods are distributed to about 30 different area social service agencies and used
for meals, snacks and food packages for needy people throughout the community. Distribution
often helps stretch the agency budgets so funding can be utilized for direct program.
Table to Table operates out of small offices in the Old Brick building. It owns and
maintains a van for food transportation and is staffed by a part time director, operations
manager, and business manager. The volunteer roster has about 40 people, with 12-15
actively involved weekly. Pickups and deliveries involving two vehicles occur mornings,
afternoons, Saturday s and some evenings.
In spite of the good national economy, poverty in Iowa, particularly rural communities,
continues to be a sedous problem. TtT has found that many of Iowa City's outlying
communities do not have the resources or access to services that are needed. TtT
distribution sites have expanded from Iowa City to surrounding communities of Coralville, North
Liberty, Hills, West Liberty, and Oxford.
In June of 1999, Table to Table reached a landmark by rescuing 500.000 pounds of
food since its inception. In FY99, 172,485 pounds were rescued; in FY00, 274,472 pounds
were rescued signifying a 59% growth in the program. It is quite difficult to assess how many
people are served, but we do know that 1-1.5 pounds of food represents 1 meal so we have
provided at least 182,980 meals this year. We made 4,411 deliveries to agency sites.
Table to Table participated in a pilot study with the USDA to establish food rescue from
school lunch programs. It has developed into a successful and ongoing program for us. In
1999, TtT also received funds from the UPS Foundation to provide refrigerated storage for the
Salvation Army, Cdsis Center Food Bank with access to TtT. It has provided much needed
cold storage for these agencies.
TtT was a member of the nation-wide Food Chain Network. In the largest merger ever
of non-profit organizations, it has become part of America's Second Harvest with around 200
member food banks and food rescue organizations. TtT is in the process of applying for
affiliation with the new organization. The organization provides resources, guidelines for
developing and operating food rescue programs, and access to corporate and national
funding. As an affiliate, TtT must follow stdct guidelines regarding food acceptability, proper
transport and handling of foods, by training donors, recipient agencies and volunteer ddvers in
proper food handling procedures.
Table to Table is accessing resources to work on development of collaborative projects.
We are focusing on hunger education in the school system, safe food handling with the
Department of Public Health, cooking and nutrition programs with the Iowa State Extension
Service, development of community gardens, and job training programs in the culinary arts.
The hospitality industry is currently short of skilled workers and shows good potential for high
paying jobs.
C:Vv~y Document$~Grants~n~ted w~y%acccunt~O2.doc
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-600-
AGENCY: Table to Table, FY 02
FY00 GOALS
Please state the goals of the latest completed fiscal year and report status of progress/completion.
Goal 1: Increase public awareness of Table to Table.
Status: TtT has developed new brochures, Iogos, and specific donor and informational
kits. We have tried to speak to service organizations around the community. A website
has been developed. We have revitalized our public relations committee and are
working on improving public awareness.
Goal 2: Increase rescue of prepared foods, fruits, vegetables and protein items so that
more balanced diets are available for low income and needy consumers.
Status: According to recent reports from Tufts University, many low income people are
malnourished. Low-income people with food insecurity will fill up on sweet, fat foods to
stop hunger pangs. TtT is working with the County Extension Service who is providing
education about proper nutrition and food preparation to students and adults. TtT is
helping with providing some of the foods used for the programs.
We are focusing on rescue of fruits and vegetables from farmers market, grocery
stores, and local producers.
We are trying to develop community gardens to help people raise and prepare their
own produce, and share the surplus.
Goal 3: Acquire ServeSafe Trainer certification to work with recipient agencies and
improve safe food handling.
Status: The Director acquired certification in ServeSafe safe food handling. The next
phase is to complete requirements for becoming a ServeSafe trainer. We are in the
process of working with Johnson County Public Health Department to determine our
role and develop appropriate capabilities. We are also expanding efforts to monitor
and train agencies in safe food handling. This will be an obligation as a Second
Harvest affiliate.
Goal 4: Expand programs to outlying communities to supply nutritious foods for
outreach programs and food pantries.
Status: Programs to North Liberty and Hills are continuing to expand as the Family
Resource Centers increase their scopes. They are providing nutrition programs with
Extension Service and are adding weekly meals with their food distributions.
Northminster Presbyterian Church in North Liberty is providing a reading program and
food distribution. Tiffin Neighborhood Center provides volunteers to TtT for food
rescue and distributes food a weekly basis. As their food resources have increased,
they have expanded food drops to area trailer parks in Oxford, and Tiffin/Coralville.
C:~%4y Doctlmer~s~Grarfs~Urded way~acc~ur~-02.6oc
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AGENCY: Table to Table, FY 02
(Several pages are provided, please add any additional pages you may need with your agency name as
a header.)
Goal 5: Expand operational base: move to larger office, get second phone line, recruit
more volunteers, and purchase a second vehicle.
Status: We now have an administrative office and an operations office. We were able
to negotiate the additional space for a minimal cost.
Expansion to a second vehicle has been delayed. Because we have not found
financing, and have been unable to expand donor pickups due to volunteer shortages,
we have put currently postponed a purchase. The board is still working on solutions.
Goal 6: Peripheral programs to promote self sufficiency among consumers.
Status: TtT provided funding, plants, tools, and supervision in two garden plots at
Wetherby Park. Broadway neighborhood center had a very successful garden there
this past summer, using the staff and clients from the center. The second plot was
acquired already planted and taken on by Emergency Housing. They were unable to
adequately maintain the plot due to difficulties with transportation to and supervision of
the garden plot.
TtT is working with a community group to establish a pilot community garden through
the school system. A second site is to be developed using city property to develop a
neighborhood garden site. At this time, both are under some stage of development.
One is at Mark Twain Elementary, the other to be at Market Square park.
Community Kitchens is a national concept through Second Harvest designed to provide
job training for unskilled as well as prepared foods available to soup kitchens. We
have determined that there is a need for such a program in this community and are in
the process of gathering information from a similar program in Des Moines in order to
start something similar here.
C:'~My DocurnentsXGrants~jnited way~acc~xant-02.doc
-14-
-602-
AGENCY: Table to Table, FY 02
AGENCY PROGRAM GOALS AND OBJECTIVES
(List goals and objectives for the Fiscal Year for which you are requesting funding. Several pages are
provided, please add any additional pages you may need with your agency name as a header.)
Here is a list of the Goals from our Strategic Plan (approved Aug 2000).
· Strengthen and expand link between food donors and recipients
· Ensure financial responsibility of our organization
· Address the changing needs of hungry population in the community
· Provide education in safe food handling to both food donors and recipients
· Raise public awareness and advocacy for hunger issues
· Collaborate with other agencies to encourage self-sufficiency of clients through provision of
life skills education
· Strengthen and expand fundraising efforts to broaden the base of financial support in the
community
The funding we are requesting is to assist TtT with all aspects of these goals above. Our main
need at this point is to cover basic operating expenses just to keep up with the volume of food
rescue that we are now doing. Examples would be educational materials for food safety
training, tools and supplies for gardening projects, operational supplies such as disposable
pans, lids and containers for increased food rescue. As we expand our support base and
community outreach, our general operational costs of printing, mailing, transporting also
increase. The goals presented above are inherent in the program and will be pursued on an
ongoing basis as we are able. So far the goals have been established but no plan of action
has been determined for each specific goal.
-15- -603-
HUMAN SERVICE AGENCY REQUEST FOR FUNDING Director: Jim Swaim
\ City of Coralvfile Agency Name: United Action for Youth
Johnson County City of Iowa City Address: 410 Iowa Avenue, Iowa City
United Way of Johnson County Phone: 319-338-7518
Completed by: Jim Swaim
CHECK YOUR AGENCY'S BUDGET YEAR Approved by Chair Board: __~
1/1/01-12/31/01 10/1/01- 9/30/02
7/1/01- 6/30/02 X · (date)
COVER PAGE
Program Summary: (Please number programs to correspond to Income & Expense Detail
i.e., Program 1, 2, 3, etc.)
1) Counseling/Intervention: Provides counseling, intervention, and related services to youth in Johnson County for the
purpose of preventing or reducing delinquency and assisting victims of abuse and maltreatment. Professional outreach
counselors and volunteers maintain trusting relationship with at-risk youth in the community, helping them develop the
skills to address problem situations without becoming involved in juvenile delinquency. Staff are on call 24 hours a day
to provide in-person response to runaways and youth in crisis. UAY also acts as a resource to the court to provide in-
home service to families. UAY's family counseling and assistance to teen parents has increased in the past three years as
UAY offered parent skill training. A nurse practitioner is under contract to assist pregnant and parenting teens and their
children.
2) Prevention/Youth Development: Provides programs to reduce/prevent delinquency, substance abuse, unplanned teen
pregnancy, and child maltreatment by engaging youth in positive youth development activities. It includes Synthesis, an
innovative arts environment for youth to become involved in communication arts and the use of electronic media as a
compelling alternative to inappropriate or illegal behavior. Professional youth workers provide support and counseling in
addition to instruction in various arts activities. The program's drop-in component has had steadily increasing use for the
last few years. UAY's prevention has more than doubled. The development of a teen line has enhanced the overall
program and helped us increase the use of both teen and adult volunteers. Youth volunteers provided over 2,000 hours of
assistance to peers in the program this year. We are involved in a comprehensive juvenile crime prevention program
with several other agencies. School based centers are used in counseling (as well as prevention) to provide outreach and
afterschool activities in the community.
Local Funding Summary: 4/1/99 - 4/1/00 - 4/1/01 - % of Total
3/31/00 3/31/01 3/31/02 Budget
United Way of Johnson County - -
Does Not Include Designated Gvg. 37,725 54,227 70,000 6.1%
FY00 FY01 FY02 ~
City of Iowa City 60,450 65,000 70,000 6.1%
Johnson County 87,533 93,533 99,000 8.6 %
City of Coralville 1,200 1,500 10,000 0.9%
-604-
-]-
AGENCY: United Action for Youth
STATEMENT OF ACTIVITIES SUMMARY
(ACCRUAL BASIS)
Actual This Year Budgeted
Last Year Projected Next Year
Your agency's budget year: 7/1/99-6/30/00 7/1/00-6/30/01 7/1/ol-6/30/02
1. Total Support and Revenue 1,006,656 1,106,015 1,152,700
2. Total Expenses (a+b below) 1,003,497 1,088,080 1,137,121
a. Non-Directed (admin./general overhead) 129,821 130,570 129,969
b. Program Total (list programs below) 873,676 957,510 1,007, 151
1. Counseling 451,154 467,874 505,466
2. Prevemion 422,522 489,636 501,686
3.
4.
5.
6.
7.
8.
3. Change in Net Assets (1-2) 3,159 17,935 15,579
4. Net Assets, Beginning of the Year 115,335 118,494 136,429
5. Net Assets, Ending Balance (3+4) 118,494 136,429 152,008
6. Restricted Fund Balance (total from p. 5) 4,988 5, 110 5,200
7. In-kind Support (total from p. 5) 95,300 113,800 119,600
Notes and Commems: Funds were used operating the counseling and youth prevemion programs.
Grams were matched with local funds, several new grams have been developed,
including an AmeriCorps project. UAY erased its deficit from the prior year.
-2a- ~605-
AGENCY: United Action for Youth
INCOME DETAIL
FY00 FY01 FY 02
Last Year Projected Next Year Funding Counseling Prevention
1. Local Funding Sources [ 251,893[ 268,058[ 292,000[ 40,620[ 131,290[ 120,090
a. Johnson County 87,533 93,533 99,000 17,820 40,590 40,590
b. City oflowa City 60,450 65,000 70,000 12,600 28,700 28,700
c. United Way 41,852 58,162 70,000 7,000 31,500 31,500
d. City of Coralville 1,200 1,500 10,000 1,000 4,500 4,500
e. Johnson County decat 45,200 32,863 22,000 2,200 17,600 2,200
f. Johnson County Child Care 15,658 17,000 21,000 0 8,400 12,600
2. Grants - State, Federal, Foundations [ 593,168 643,020 654,800 54,535[ 267,690 332,575
a. Ia Dept of Criminal Justice 128,154 180,070 207,300 6,820 85,000 115,480
b. Federal HHS, Adm. Ch. &Fam. 228,986 202,616 202,500 34,115 154,890 13,495
c. Ia Dept of Hum Ser/Ed./Health 231,618 227,534 222,000 13,100 20,000 188,900
d. Foundations 4,410 32,800 23,000 500 7,800 14,700
3. Net Sales of Services ] 143,041 168,6371 173,000 29,200 lo9,8ooI 34,000
a. Medicaid 70,354 72,000 70,000 14,000 56,000 0
b. FADS/4 Oaks 28,637 29, 137 30,000 4,500 25,500 0
c. Juvenile Court 9,550 0 5,000 500 4,500 0
d. Area Schools 34,500 67,500 68,000 10,200 23,800 34,000
5. Contributions/Donations I 13,4501 17,8001 21,5001 2,150 8,6001 10,750
a. United Way Designated Giving 3,977 3,800 3,500 350 1,400 1,750
b. Other Contributions 9,473 14,000 18,000 1,800 7,200 9,000
a. Iowa City Road Races 0 0 0 0 0 0
b. Concerts 4,317 5,000 6,000 1,500 1,500 3,000
c. Small events 621 1,500 3,000 600 600 1,800
a. Other 873 1,200 1,500 900 300 300
b. Flexible spending plan refund 187 0 0 0 0 0
?ota, ~.eome <same as., 2, line ,b> IS,,006,656 I SU06,0~S I SUS2;00 I S,2~,6~0 ISS20,0~S ISS02,9~S
Notes and Comments: Area schools increase includes 21st Centu~ grant, and ~nds from 2 other districts.
Foundations increase includes NEA grant and Gill Foundation, suppo~ from churches, and anticipated anti tobacco funds.
-606- - 3 -
PROGRAM EXPENDITURE DETAIL AGENCY: United Action for Youth
FY 00 FY 01 FY 02 Non- Counsel. Prevent.
Last This Next Directed Program Program
Year Year Year Funding 1 2
1. Salaries 650,008 710,521 750,823 90,099 341,624 319,100
2. Employee Benefits and Taxes 135,827 149,209 157,673 18,921 71,741 67,011
3. Staff Development 3,826 8,000 10,500 1,050 5,250 4,200
4. Professional Consultants 117 4,500 4,000 400 800 2,800
5. Publications and Subscriptions 25 200 400 0 200 200
6. Dues and Memberships 1,095 1,600 2,400 400 1,000 1,000
7. Mortgage, Rent, and Property Tax 600 600 800 0 0 800
8. Building and Maintenance 5, 119 9,800 5,600 840 2,240 2,520
9. Equipment Purchase/Rental Maintenance 2,988 3,500 4,200 420 1,050 2,730
10. Utilities 7,593 8,000 8,600 860 3,870 3,870
11. Telephone 9,799 10,500 10,800 1,620 5,400 3,780
12. Office Supplies & Postage 6,695 6,800 6,800 1,020 3,060 2,720
13, Printing and Publicity 6,115 6,200 6,400 640 2,560 3,200
14. Local Transportation 9,547 9,600 10,000 1,000 5,000 4,000
15. Insurance 18,842 19,000 20,000 5,000 9,000 6,000
16. Background Checks 1,187 1,000 1,200 720 480
17. Audit 3,225 3,450 3,400 3,400 0 0
18. Interest i 6,661 17,000 18,000 1,800 8, 100 8, 100
19. Program Activities and Supplies 14,388 15,000 16,000 0 4,000 12,000
20. Contract Services 79,048 72,000 66,125 0 26,450 39,675
21. Food and Teen Moms Incentives 7, 172 7,200 8,000 0 3,200 4,800
22. Depreciation 23,351 24,000 25,000 2,500 10,000 12,500
23. Miscellaneous 269 400 400 0 200 200
TOTAL EXPENSES (p. 2, line 2) 1,003,497 1,088,080 1,137,121 ~ 129,969 505,4661 501,686
Notes and Comments: Fy01 Bldg Maintenance includes porch repair.
- 4- -607-
AGENCY United Action for Youth
ACTUAL THIS YEAR BUDGETED
RESTRICTED FUNDS: LAST YEAR PROJECTED NEXT YEAR
Restricted by: Restricted for:
UAY Board Health Benefits 4,988 5,110 5,200
Donors Circle Program 282 -
All State and Federal Grants * Grant Objectives 593,168 643,020 654,800
Contracts * Contracted Services 143,041 168,637 173,000
· these funds always have a 0 balance at yr. end
TOTAL RESTRICTED FUND (also shown page 2, line 4) 4,988 5,110 5,200
MATCHING GRANTS
Grantor/Matched by
Criminal Justice/ 128,154 180,070 207,300
/ City, County, United Way, Decat 39,000 41,500 43,500
U.S. Department of Health, Human Services 228,986 202,616 202,500
/ City, County, United Way 20,100 24,300 28,600
Iowa Depts. of Health, Human Services, & Education 231,618 227,534 222,000
/ City, County, United Way, Decat, West Liberty S 23,300 25,500 25,900
588,758 610, 220 631,800
TOTAL MATCHING GRANTS (also shown pg. 3, line 2) 82,400 91,300 98,000
IN-KIND SUPPORT DETAIL
Services/Volunteers: 67,300 82,800 87600
Material Goods: donated food, music/rec equipment, furniture,bl 16,000 17,000 18,000
Space, Utilities, etc.: teen moms childcare, ropes course, meeting s 12,000 14,000 14,000
Other: (Please specify) 0 0 0
TOTAL IN-KIND SUPPORT (also shown on page 2, line 4) [ 95,300 113,800 119,600
Notes and Comments: Volunteers for FY02:4000 hrs @ $8; 480 hrs @ $20; 80 hrs @ $50 45,600.00
interns 2 @ $9,000; AmeriCorps awards 5 @ $ 4,800 42,000.00
-608-
-5-
SALARIED POSITIONS AGENCY United Action for Youth
"X" all that apply FTE* Salary
Position/Title ~. ~ ~ Last This Next Actual This Budgeted %
** *** **** Year Year Year Last Year Ye~ Next Year Change
Executive Director 26 X X 10% 1.00 1.00 1.00 50,208 51,852 53,926 4%
Associate Director 26 X X 11% 1.00 1.00 1.00 40,268 44,823 46,616 4%
Volunteer Coordinator 21 X 7% 1.00 1.00 1.00 25,658 24,870 25,865 4%
Family Counselor 18 X 7% 1.00 1.00 1.00 31,599 31,577 32,840 4%
Youth & Family Counselor 21 X 9% 0.80 1.00 1.00 27,612 30,908 32,144 4%
Youth Counselor 21 X X 11% 1.00 1.00 1.00 32,423 33,851 35,205 4%
Youth Counselor 21 X 8% 0.80 1.00 1.00 24,472 27, 183 28,270 4%
Family Suppo~outh Counselor 21 X 2% 1.00 0.50 0.50 29,040 15,788 16,420 4%
Youth Center Coordinator 21 X X 10% 1.00 1.00 1.00 32,546 34,092 35,455 4%
Street Outreach Coordinator 18 X 8% 1.00 1.00 1.00 29,389 31,577 32,840 4%
Youth Counselor 18 X 8% 1.00 1.00 1.00 24,228 27,416 28,513 4%
Youth Counselor 0.50 0.00 0.00 14,235 0 0 0%
Teen P~ent Prog. Coordinator 21 X X 10% 1.00 1.00 1.00 32,844 34,092 35,455 4%
Youth Counselor 21 X X 10% 1.00 1.00 1.00 29,204 31,042 32,283 4%
Youth Aides 0% 0.05 0.05 0.05 1,267 1,392 1,447 4%
Street Outreach Youth Aides 0% 0.10 0.10 0.10 2,766 2,730 2,839 4%
Family Counselor 0.07 0.00 0.00 2,246 0 0 0%
Family Suppo~ Counselor 18 X 7% 1.00 1.00 1.00 23,142 25,668 26,695 4%
Youth Counselor 18 X 7% 0.80 0.80 0.80 13,154 15,903 16,539 4%
Youth Counselor 18 X 7% 0.80 0.80 0.80 13,838 15,066 15,669 4%
Business Director 26 X X 10% 1.00 1.00 1.00 37,491 39,353 40,927 4%
Prevention Counselor~ata 21 X X 9% 1.00 1.00 1.00 29,474 29,570 30,753 4%
Prevention Counselor~ata 21 X X 9% 1.00 1.00 ! .00 25,403 27,295 28,387 4%
Custodian 0% 0.50 0.50 0.50 9,950 8,776 9,127 4%
ChildCare/Lead Teacher 18 X 7% 1.00 0.60 0.80 24,303 11,248 16,120 30%
Youth & Family Counselor 21 X X 11% 1.00 1.00 1.00 30,306 31,577 32,840 4%
Youth Counselor 0% 0.10 0.25 0.25 2,383 4,817 5,009 4%
Family Suppo~ Counselor 18 X 8% 0.10 1.00 1.00 2,665 25,668 26,695 4%
Receptionists/Child C~e 0% 0.05 0.05 0.05 759 800 832 4%
Office Manager 11 X 6% 0.30 0.60 0.60 7,136 15,414 16,030 4%
AmeriCorps Members 18 X 10% 0.00 5.00 5.00 0 36, 175 45,081 20%
* Full-time equivalent: 1.0=fu]l-time; 0.5=half-time; etc.
** Based on years of employment, not job class.
*** Retirement is provided to all employees who have worked at UAY three of the last five years.
**** UAY health benefits vary, based on fmily and flexible spending pl~ options. -B09-
-6-
AGENCY United Action for Youth
ACCOUNTABILITY QUESTIONNAIRE
A. Agency's Mission Statement or Primary Purpose:
The primary purpose of UAY is to assist youth and families by offering counseling and intervention
programs that assist them in resolving problems they encounter; and to provide prevention and youth
development programs that make use of young peoples' talents and energies in helping themselves
to a healthy future.
B. Board of Directors:
1. Please attach a list of your agency's Board of Directors (page 7A)
2. Frequency of meetings: monthly
3. Briefly describe board orientation and ongoing training opportunities:
Prior to nomination potential board members review the responsibilities and expectations with the
board Chair and UAY Director. Subsequently the Director reviews fiscal and program reports
with the member. Periodically training at outside conferences is offered, including attendance by
youth board members at Youth Worker conferences.
C. Finances:
1. Are there fees for any of your services? Yes No X
a. If YES, describe circumstances.
b. Are they flat fees or sliding fees ?
2. Does your agency have:
an internal audit external audit X financial review
Frequency annually
3. Has your agency filed the Annual Report with the Secretary of State?
Yes X No
4. Has your agency filed Form 990 with the IRS? Yes X No
5. Please discuss your agency's fundraising efforts, if applicable.
For the past several years youth have put on concerts to raise funds for instruments used in our
music studio. We conduct periodic small events. We expanded our concerts and other
fundraising, working with community theater. We have not identified a major fundraiser to
conduct. We have done strategic planning to at least double fundraising
D. Management:
1. Does each professional staff have a written job description? Yes X No
2. Is the agency Director's performance evaluated at least yearly?
Yes X No By Whom? the Board of Directors
-610- ?
UAY BOARD MEMBER LIST- 2000-2001
BRAVERMAN, KAY NICHOLS, POLLY
SECRETARY Education Consultant
Realtor UI Child Psychiatry
On Board since 1993 On Board since 1997
BURR, MARRA QUIGLEY, MARY
VICE CHAIR Iowa Program for Assistive Technology
YOUTH REPRESENTATIVE Parent of Teen
On Board since 1999 On Board since 1991
CARSTENSEN, DONALD J. ROSENBAUM, MARCY
Vice President Psychologist
Educational Services Division-ACT Former Youth Participant
On Board since 1998 On Board since 2000
COOK, CASEY SMITH, ELIZABETH
CHAIR BOARD CHAIR
Commercial Social Worker at U of I Family Practice
Real Estate Appraiser On Board since 1991
On Board since 1998
WEINGEIST, CATHY
DROLLINGER, HANNAH President of the Downtown Association
Youth Representative Parent of Teen
On Board since 2000 On Board since 2000
ZICKMUND, SUSAN
HAWORTH, M. J., MD U of l Hospital
Director of Emergency Services On Board since 1999
at Mercy of Iowa City
On Board since 1998
KURTZ, WILLIAM
TREASURER
Mercantile ~ank
On Board since 1999
Board Members can be contacted at
P.O.Box 892 Iowa City IA 52244
-611-
AGENCY United Action for Youth
E. Program/Services:
Please define your agency's units of service.
UAY's unit of service reflects that our primary activity is directed toward youth and families. Personal
contacts with clients are broken down into the following categories of service: one-to-one or group
counseling, consultation, crisis intervention, follow-up, information and referral, advocacy, respite
care, community support, prevention, drop-ins, lessons, workshops, activities with groups. One unit
of service equals one contact with individuals in any of the above categories.
Please supply information about clients served by your agency during last two complete budget
years.
Refer to form instructions for definition of duplicated and unduplicated.
Enter Years 7/1/99 - 7/1/98 -
6/30/00 6~30/99
1. How many Johnson County residents (including la. Duplicated count
Iowa City and Coralville) did your agency serve?
lb. Unduplicated count 2,214 1,915
2. How many Iowa City residents did your agency 2a. Duplicated count
serve? 2b. Unduplicated count 1,766 1,338
3. How many Coralville residents did your agency 3a. Duplicated count
serve? 3b. Unduplicated count 247 216
4. How many units of service did your agency 4a. Total 26,480 24,990
provide? 4b. To Johnson County Residents 24,365 22,070
5. Other Areas Served:
Do you provide services to areas outside of Johnson County? yes
Areas served: Iowa, Cedar, Washington and Muscatine counties
Services provided: counseling and prevention; in West Liberty, a prevention program
focused on Hispanic and minority youth and families; family support to
persons referred by DHS or Juvenile Court
Funding sources: Iowa Dept. of Public Health (West Liberty), U.S. Dept. of HHS,
Juvenile Court (Iowa County), JJAC grant, and Iowa Dept. of Human
Services (all 5 counties)
-612- 8
AGENCY United Action for Youth
6. Client Profile (for last complete year):
Age Gender Ethnicity (youth only)
0 - 5 87 Female 1118 African American 158
6 -10 11 Male 1106 Native American 21
10-12 601 Asian 85
13-15 1,092 Hispanic 270
16-18 383 Caucasian/Non-Hispanic 1690
over 18 460 Multi-racial many
7. Evaluation and Review:
A. Please discuss how your agency measures the success of its programs.
Besides self evaluation, UAY uses the HHS peer reviews, Dept. of Substance Abuse site visits.
review by DHS, and cooperating research with the University of Iowa and Iowa State University to
evaluate programs. We have also been evaluated twice in the last 6 years by organizations
researching national program models. We participated in the Crime Prevention evaluation
conducted by the state Criminal and Juvenile Justice Planning Agency last year. Self evaluation
reviews stated goals and objectives against actual achievement. Clients also complete
anonymous evaluations. UAY was part of a national research project to evaluate its impact on
teen pregnancy and child development and is currently participating in a NIMH study or its
outreach program.
B. Does your agency have a current strategic plan and date last reviewed?
The board is involved in strategic planning to improve fundraising. The plan was developed 8/00
and is reviewed 10/00.
C. What plans does your agency have to increase efficiency and effectiveness?
UAY's youth and family service teams review on a regular basis how to improve effectiveness
and efficiency. This year we are reviewing our case management system to make the program
seamless (less driven by different grants). Our business office is also trying to keep up with the
growth of funding requirements. We are currently engaged in more collaborative efforts with
other agencies than at any other time in our past, in an effort to partner with other providers to
improve services and more effectively use limited resources. The most recent examples are
collaborations on an AmeriCorps grant, a CSAP prevention grant, Empowerment, and Pregnancy
Prevention. We also collaborate on two projects with Four Oaks, the FaDSS grant and programs
for runaway and homeless youth.
D. How has your agency responded to United Way's recommendations from last year?
We were able to eliminate our budget deficit, and the board is increasing its fundraising role.
9 -613-
AGENCY United Action for Youth
8. In what ways will the needs of your service population change in the next five years?
The community is concerned with teen drinking and eager to increase positive opportunities for
youth. The UAY Board is eager to enhance youth development programs as a way to keep youth
connected to the community and more youth are interested in that type of programming. The
Empowerment grant has greatly enhanced family support work directed at families with small
children.
9. In relation to the Johnson County Capacity Assessment, explain how your services are meeting
community needs.
UAY has developed additional programs to create positive youth activities and help youth connect to
the community, including working to expand programs in Solon.
10. Please discuss any other problems or factors relevant to your agency's programs, funding
or service delivery.
The Child Care funding limits impacts the effectiveness of programs for pregnant and parenting
teens. Empowerment has been a great help. We are expected to use different data management
systems from four distinct funding sources, none of which are compatible with each other. This
places a strain on our data management staff. Expansion to larger geographic areas increases some
travel and time associated costs.
11. List complaints about your services of which you are aware.
Some parents and youth, frustrated in conflict, express anger at a particular suggestion or event,
such as reporting abuse.
-614- 10
AGENCY United Action for Youth
12. Do you have a waiting list or have you had to turn people away for lack of ability to serve
them? What measures do you feel can be taken to resolve this problem?
Yes. We have had a waiting list for families wanting family counseling, but there is none at this time.
We provided other services to individual youth on the waiting list and have increased staffing and
expanded the schedule for parent education classes. There is not waiting list for general services.
We have had as many as seven families on the waiting list at peak times in spring and winter. For 3
months this year we had a waiting list of teen mores. It reached a high of 13, but has been reduced
to 0.
How many people are currently on your waiting list? 0
13. In what way(s) are your agency's services publicized?
Through fiyers, paid advertisements, public service announcements, posters, speaking
engagements, interviews, open houses, referral sources, runaway hotline, significant visibility in the
community, and word of mouth. We expect an increase in awareness as a result of our Teen Rap
Line. We also promote our programs in Spanish.
14. United Way involvement by your agency:
a. Agency Director Meetings X
b. Agency Representative to Funding Hearings X
c. Business Blitz X
d. Day of Caring X
e. Kick Off X
f. Victory Reception X
g. Other
15. How have you collaborated with other agencies during the past year?
UAY collaborates extensively with other agencies. The biggest effort is on the Crime Prevention
project, which involves BBBS, MYEP, MECCA, NCJC, Youth Homes, schools, juvenile court, decat,
and others. We contract with MECCA for substance abuse prevention collaboration; with NCJC,
Emma Goldman, Planned Parenthood, the Nest, and the schools on a pregnancy prevention effort;
Youth Homes is a partner in our programs for runaway and homeless youth; and area schools for
several school based resource efforts. Also we have developed two new collaborations recently: a
Strengthening Families initiative with MECCA and NCJC; and the AmeriCorps Youth Development
project with NCJC. We are also active in several statewide and regional networks with leadership
roles in the MINK Youth Service Network and Iowa FutureNet. We also organized the Iowa Institute
for Community Youth Development with Youth and Shelter Services in Ames, Iowa.
11 -615-
AGENCY United Action for Youth
AGENCY HISTORY
United Action for Youth is a community-based service agency which offers crisis intervention, confidential
counseling, creative activities, and other helping services to youth and families in Johnson County and surrounding
communities. Supported with funds from the Board of Supervisors, Iowa City, United Way, and other public and
private sources, UAY charges no fees for its services. Incorporated in 1970 and governed by a community-
representative Board of Directors, UAY is recognized by the IRS as a non-profit tax-exempt organization.
The primary purpose of UAY is to assist youth and families by offering counseling and intervention programs that
assist them in resolving problems they encounter; and to provide prevention and youth development programs that
make use of young peoples' talent and energies in helping themselves to a healthy future.
UAY receives funds, in addition to its local support, from grants and under contracts or subcontracts with other state
and federal agencies to provide the following: 24-hour in-person crisis intervention to adolescents; outreach
aftercare, follow-up, referral, and prevention to runaways, their families, homeless young persons, or those in
jeopardy of becoming homeless; in-home counseling; coordinated substance abuse prevention and pregnancy
prevention services; and specific intervention programs to respond to adolescent victims of maltreatment. UAY has
staff persons on call at all times, 365 days of the year. UAY will respond immediately to parents' requests for
counseling or assistance and works closely with other agencies to coordinate its intervention and other activities.
UAY makes a special effort to respond to requests from the police, court, Youth Homes, DHS, Crisis Center,
Emergency Housing Project, DVIP, RVAP, and school counselors. UAY is a member of the National Network of
Runaway and Youth Services. UAY concluded a national demonstration and research project to study the impact of
its programs on teen pregnancy and teen parenting. It is a current participant in the national Community Youth
Development (CYD) project sponsored by the DeWitt Wallace Foundation. It has secured an AmeriCorps grant
with Neighborhood Centers which will provide UAY with 2 fulltime and 6 half-time AmeriCorps members to assist
in using CYD in the community this year.
UAY's services are provided in a variety of settings; chiefly its Youth Center and adjacent Family Service Center.
Besides the Youth Center location at 410 Iowa Avenue, the settings include schools, individual homes, and places
young people frequent. In addition to its professional staff, UAY relies on community volunteers and trained peer
helpers to help meet the growing needs of young people. UAY's program components include an outreach
counseling program, a creative arts workshop, a family assistance program, and a growing volunteer program.
Programs are also offered in Spanish for non-English speaking clients.
UAY sponsors a situational drama troupe composed of area youth to help educate and provide information to
adolescents about a variety of issues, including sexual abuse, dating violence, children of divorce, substance abuse,
children of alcoholics, and peer pressure. UAY statistics indicate continued increase in prevention and youth
development programs. Counseling services have leveled off after several years of continued increase; we believe
as a result of improved prevention. UAY's Synthesis program has significant drop-ins and use of the studio which is
expected to continue. The agency has had increased requests for service from surrounding non-Johnson County
towns and has received grant funds to serve them. UAY has helped develop collaborative projects with other
agencies to impact teen pregnancy (Neighborhood Centers/planned parenthood/FADS) and homelessness (Youth
Homes/Four Oaks), and several with area schools.
12
-616-
Progress Summary
FY 00 Goals and Objectives
United Action for Youth
Goal I: To conduct an outreach program that will identify and assist youth and
families in stressful situations and respond to their needs and requests for
counseling and intervention.
Objective A: To provide assistance and appropriate intervention to youth identified by
UA Y or others as being involved in delinquent behavior or at risk.
UAY exceeded all of its projected activity on this objective:
· had significant contact with over 2, 100 youth in several environments, including
schools, community gathering places, and the Youth Center;
implemented a street outreach program operating evenings and weekends in the
downtown area, Coral Ridge, parks, and rural sites;
· provided free counseling to 497 youth, including 445 crisis intervention situations;
· provided on-going groups to several groups, including female delinquents, first time
shoplifters, pregnant and parenting teens, and youth in at-risk situations;
· provided counseling to 323 parents, including family mediation through UAY's Basic
Center for Runaway and Homeless Youth, support for families in the FaDSS
program, and families referred by local police, DHS, and the juvenile court;
· provided advocacy for over 200 youth involved in receiving services from the court
and facilitated case management and coordination of community based services to
keep youth in the community;
· conducted "challenge by choice" training for over 200 youth who were at risk including over 100 under juvenile court jurisdiction, using the MacBride Ropes
course;
· continued to provide Circle Group and Pente to young women who were delinquent.
Objective B.' To provide accurate information to youth and families in response to their
concerns and interests, referring them to resources in the community to help meet their
identified needs.
UAY exceeded all of its projected activity on this objective:
· worked in collaboration with MECCA, DVIP, RVAP, Neighborhood Centers, Four
Oaks, MYEP, JTPA, Big Brothers/Big Sisters, Planned Parenthood, HACAP, the
NEST, Crisis Center, area schools, the Mental Health Center, area hospitals, and
others in conducting information campaigns and making over 400 referrals of youth
for various service needs;
· helped coordinate a community crime prevention program which reached over 2,000
youth and families in the county;
· initiated a partnership with the schools and other providers to provide information to
middle school youth and parents to prevent teen pregnancy;
· initiated a Community Youth Development training program for youth workers;
· expanded the resource files used by UAY TeenLine, Coordinated family support for
families referred under the Empowerment grant;
· continued partnership with Mercy Hospital and conducted over 1,000 home visits
with pregnant and parenting teens to assist and refer them to needed health resources.
13 -617-
AGENCY United Action for Youth
Goal II: To provide primary prevention of delinquency, drug abuse, child abuse,
and pregnancy by organizing activities and projects that enhance and contribute to
the health and development of young people and their families.
Objective A: To organize activities, initiate and otherwise make available opportunities
.for youth which help them develop improved social skills, self-esteem, individual talents,
and greater participation in the community.
UAY exceeded all of its projected activity on this objective:
* conducted extensive peer counseling programs, including using paid and volunteer
youth at the Youth Center, for SafePlace, in the Dating Cellos Drama troupe, and in
community presentations by youth, with over 50 youth volunteers participating;
· expanded TeenLine to a state wide project TeleFriend, which included participation
by DHS, the Iowa Dept. of Public Health and the Governor's office;
· involved area youth in state and regional boards for youth services, sponsored youth
participation in state-wide youth service meetings and conferences and sponsored
several youth training events, including a 30 hour training for youth volunteers;
· developed programs for GLBTQ youth and received Gill Foundation grant to support
that effort;
· youth offered community arts workshops and theater presentations that reached over
1,200 persons;
· involved youth in downtown forums, Governor' s Vision 2010, youth leadership
training, AnyTown and MiniTown events, and national meetings to discuss youth
policy;
Objective B.' To improve the general awareness of and professional response to the
maltreatment of children, especially adolescents, in dohnson County,' C.' act as a
resource to others in meeting the needs of youth and families; & D.' Organize activities
for parents which help them improve their parenting skills, communication with their
children, and general well being.
UAY exceeded all of its projected activity on these objectives:
· worked on case management teams and with the county attomey's office with over
150 youth victims of abuse and crime;
· conducted training in school settings for over 200 parents to help parents recognize
maltreatment and provided parent skills training to over 60 parents of teens and 60
teenage parents;
· participated in and involved over 50 youth in a variety of public information and
media events related to child abuse and related subjects;
· UAY's Dating Cellos conducted over 15 performances reaching several hundred
youth about maltreatment of children, including performances on IPTV; SafePlace
involved over 30 local business sites as safe places for youth;
· received over 1200 referrals from area schools to assist youth and families;
· conducted activities for young parents and conducted parent skill building workshops
for parents of teens, reaching over 20 parents;
· conducted workshops in 10 elementary and 2 junior high schools to address
pregnancy prevention, reaching over 700 youth.
14
-618-
AGENCY United Action for Youth
Goal Ill: To conduct a program that will involve young people in communication
arts, the use of electronic media, and other creative arts; providing them with
improved skills, enhanced personal development and greater opportunity for
participation in community affairs.
Objective A.' Provide creative learning environments in which young people can learn
electronic media, communication arts, and traditional forms of artistic expression, as
well as team building and adventure based self-esteem enhancement,' & B: Facilitate
active participation by youth in community events and programs which allow them to
demonstrate their talents and concerns for others.
UAY exceeded all of its projected activity on these objectives:
· over 600 youth used the Youth Center arts studio space, 5,075 sign-ins, over 1,000
hours logged in the sound studio; 100 hours of film lab logged by youth; and several
hundred individual arts projects completed by youth;
· 362 youth involved in arts and recreation sought or referred for counseling assistance
at UAY;
· provided six exhibition/arts fair displays of youth work during the year, and received
Arts Council funding for arts mini-workshops throughout the summer, organized
summer painting and mural projects downtown, flower planting, and several
environmental projects;
· received national recognition as one of 50 finalists for the Arts and Humanities
"Coming up Taller" awards;
· DHS conducted extensive PR campaign on behalf of UAY TeleFriend, with
commercials on ESPN, MTV and other youthful venues;
· conducted over 20 day-long workshop/retreats at the MacBride field campus Ropes
Course, involving 100 youth, in cooperation with the U of I recreation services;
· conducted several drug-free activities, planned by youth for youth in conjunction with
area schools and Stepping Up project, involving over 150 youth;
· initiated youth produced magazine, with support from the Iowa Arts Council and
Tobacco Prevention funds, youth produced at UAY a CD compilation of music,
supported by area student senate;
· helped initiate multi-cultural events including international festivals, Day of the Dead
youth participation, Martin Luther King Day events, Winter Carnival, and other
celebrations, involving over 30 youth partners;
· conducted weekly "teen night" in Hills reaching 30 teens and involving them in
evening recreation;
· offered assistance to several neighborhood based efforts to conduct creative programs
for area teens, including collaboration with NCJC and schools.
15
-619-
United Action for Youth
AGENCY GOALS
For the Year 2000/2001
Name of Programs: COUNSELING/INTERVENTION AND PREVENTION
Note: United Action for Youth's Prevention, Counseling/Intervention and other programs overlap in
meeting the objectives of specific grants.
COUNSELING/INTERVENTION PROGRAM (Goals I and II)
Goal h To conduct an outreach program that will identify and assist youth and families in stressful
situations and respond to their needs and requests for counseling and intervention.
Objective A: To provide assistance and appropriate intervention to youth identified by UAY or
others as being involved in delinquent behavior or at risk.
1. Maintain significant contact with an estimated 1800 young people in their own
environment (see youth development).
2. Provide counseling to individuals and families in Johnson County (an estimated 2500
counseling contacts with 400 youth and 300 parents will occur.
3. Provide an estimated 300 direct crisis interventions to individuals as needed,
4. Maintain one-to-one and group interaction with 500 youth directed at individual problem
solving and improved self-esteem.
5. Facilitate support groups during the year, especially in areas in which youth share a
common interest (at least 4 on-going groups).
6. Maintain an outreach office that is an accessible, comfortable atmosphere where young
people can drop in for assistance.
7. Act as an advocate for youth when requested or appropriate.
8. On a 24-hour basis, be directly available to parents, youth, law enforcement, and other
agencies to respond in person to runaway, homeless, or other youth in need of
immediate assistance (an estimated 150 requests for assistance after regular hours).
Objective B: To provide accurate information to youth and families in response to their
concerns and interests, referring them to resources in the community to help meet their
identified needs.
1. In conjunction with MECCA and area school personnel, law enforcement, as well as for
other groups in Johnson County, offer assistance as part of intervention teams,
especially responsive to requests from schools.
2. In cooperation with DVIP, RVAP and other agencies, conduct workshops which are
directed at the prevention of sexual abuse of children and adolescents.
3. In cooperation with Mercy Hospital, conduct 1,000 home visits with pregnant and
parenting teens to assist them in promoting healthy child development.
4. Maintain an up-to-date resource file of helpful information at the outreach office which
includes materials for distribution.
5. Facilitate workshops in other areas of interest to young people (75 workshops reaching
2000 individuals).
6. Refer individuals to other agencies or resources to meet needs unmet by UAY (500
referrals of 150* individuals and families).
7. Conduct public awareness campaigns and participate in other forums that improve
public knowledge of problems that affect teenagers (including Sexual Abuse Prevention
Week, Child Abuse Prevention Week, Victims Rights Week, etc.).
-620- -621-
United Action for Youth
Goal I1: To provide for the primary prevention of delinquency, drug abuse, child abuse and pregnancy by
organizing activities and projects that enhance and contribute to the health and development of young people
and their families.
Objective A: To organize activities, initiate and otherwise make available opportunities for
youth which help them develop improved social skills, self-esteem, individual talents, and
greater participation in the community.
1. Provide leadership training programs for adolescents in Johnson County (including use
of Anytown, Munitown, Iowa CYD, and MINK Network).
2. Coordinate recreational/leisure activities for youth which encourage the choice of
positive alternatives to delinquency, substance abuse, and other socially defeating
behavior (at least 100 activities with 800 participants).
3. Utilize young people as staff, volunteers and board members of United Action for Youth
(at least 2 youth staff, 60 volunteers and 2 board members).
4. Operate a peer counseling phone line utilizing 40 trained teen volunteers to
confidentially respond to the concerns of young people.
5. Encourage and help develop positions of responsibility within other community groups
for young people including positions on agency boards and public
service committees.
Objective B: To improve general awareness of and professional response to the
maltreatment of children, especially adolescents, in Johnson County.
1. Actively participate in efforts with other agencies to coordinate intervention, treatment
and follow-up for victims of maltreatment.
2. Respond to immediate intervention needs of adolescent victims of maltreatment.
3. Provide training and education to parents, youth and other professionals that will
enable them to recognize child maltreatment and respond appropriately.
4. Continue the development and use of situational drama with young people which
emphasizes issues related to adolescent maltreatment and delinquency prevention.
5. Provide skills training and assistance to teen parents using the Strengthening Families,
Nurturing, and Bavolek programs.
Objective C: Act as a resource to other agencies in meeting the needs of young people
accepting referrals to provide UAY's services to individuals, groups and families.
1. Provide in-home services to families referred by the court to prevent out of home
placement.
2. Consult with and coordinate UAY's services with other agencies in Johnson County.
3. Accept an estimated 500 referrals from other agencies, schools and individuals for
counseling and intervention.
4. Respond to requests for UAY services or assistance in projects that benefit youth.
5. Work with multi-disciplinary team.
6. Sub-contract with MECCA and Youth Homes to provide substance abuse prevention
for high risk youth.
7. Sub-contract with funding sources to work with victims.
8. Actively participate in MINK (a network of services for runaway and homeless youth)
and the National Network of Runaway and Youth Services.
17
-622-
United Action for Youth
Obiective D: To organize activities, initiate and otherwise make available opportunities for
parents which help them improve their parenting skills, communication with their children, and
general well being
1. Conduct outreach to families using school and neighborhood based settings and in-
home visits to reach parents asking for help. (at least 400 parents contacted)
2. Organize four parent skill training workshops annually to provide parents skill training.
(at least 30 families participating)
3. Facilitate regular parent participation in area forums for youth and family services,
including the community crime prevention program and teen parent program.
4. Conduct family support service under FaDSS & empowerment to enhance parent skill
and family functioning. (at least 12 families participating.
5. Provide in-home counseling to families seeking assistance prior to needed intervention
by the juvenile court and child welfare system. (at least 50 families)
PREVENTION PROGRAM ('Goals II and Ill)
Goal II1: To conduct a program that will involve young people in communication arts, the use of electronic
media, and other creative arts; providing them with improved skills, enhanced personal development and
greater opportunity for participation in community affairs.
Objective A: Provide creative learning environments in which young people can learn about
electronic media, communication arts, and traditional forms of artistic expression, as well as
team building and adventure based self esteem enhancement.
1. Maintain a sound and music studio which is equipped for instructional use by young
people for multi-channel recording and sound reproduction.
2. Maintain a video and film studio which is equipped for instructional use by young
people for production of video tapes, 8 mm films and cable-cast programs.
3. Identify participants who may be in need of outreach or other services described in
goals I and II and facilitate their use of such services.
4. Provide space for other arts related activities as it is available and arranged for use by
young people.
5. Provide individual and group instruction in the use of studio equipment and facilities,
6. Involve artists, student interns, and other volunteers as resources to participants.
7. Operate and staff the studio and Youth Center so that they are convenient for use by
drop-ins (open afternoons, evenings, and weekends).
8. Coordinate adventure based learning activities for youth and families using the ropes
course and outdoor events.
Objective B: Facilitate the active participation by youth in community events and programs
which allow them to demonstrate their talents and concerns for others.
1. Organize workshops and projects that involve youth with other populations, including
persons with disabilities, other cultures, older persons, and younger children.
2. Help facilitate the active use of public access opportunities available to youth, including
those at the public library and recreational center.
3. Help facilitate the organization of performances and exhibitions by young people in
order to display their talents to others in the community.
4. Organize projects in cooperation with other groups in which young people can act as
media resources to others in the community, or demonstrate helpful skills.
Z8
HUMAN SERVICE AGENCY REQUEST FOR FUNDING Director: Rosalie Rose
City of Coralville Agency Name: Visiting Nurse Association
Johnson County City of Iowa City Address: 2953 Sierra Court
United Way of Johnson County Phone: 337-9686
Completed by: Rosalie Rose/Bill Wamer
CHECK YOUR AGENCY 'S BUDGET YEAR Approved by Chair Board: Ann Parker
1/01/01 - 12/31/01 XX 10/1/01 - 9/30/02 September 27, 2000
- __ (date)
7 / 1/01 - 6/30/02
COVER PAGE
Program Sunnnary: (Please number programs to correspond to Income & Expense Detail,
i.e., Program 1, 2, 3, etc.)
1. Skilled Home Care: Home Visits to provide physician directed health care to individuals with
diagnosed health problems. Services are reimbursable through private and government insurance
as well as private pay based on a sliding fee scale.
2. Health Promotion Home Care: Home visits for the promotion of health, prevention of
health problems and instruction of healthy hehaviors.
3. Home Care Aide Services: Services provided in the home for the purpose of helping individuals remain at
home. Services include personal care assistance, housekeeping, grocery shopping, laundry, errands, etc.
4. Eidercare: Health care services for senior citizens provided at housing and meal sites; services
include screening, health counseling, direct care and education.
5. Community Program: Case management services; health consultation with other human service agencies
and preventive services, screening and education for the general public, businesses and schools.
6. Senior Health Program: Health care for the 'well elderly' who are not under the care of a physician
for specific health concerns. Includes physical assessments, screening, education and referral services.
7. Family Investment Program: Follow-up services for vulnerable families referred by the Department
of Human Services.
Local Funding Suxranary: 4/1/99 - 4/1/00 - 4/1/01 - % of Total
3/31/00 3/31/01 3/31/02 Budget
United Way of Jotmson County - -
Does Not Include Designated Gvg. $64,546 $74,645 $75,785 3.42%
FY00 FY01 FY02 ~
City of Iowa City 0 0 0 0
Johnson County 117,578.00 113,128.00 116,600.00 5.27%
City of Cor',:dville 0 0 0 0
-624-
.udg/xlbudg.xls - i -
AGENCY: Visiting. Nurse Association
STATEMENT OF ACTIVITIES SUMMARY
(CASH BASIS)
ACTUAL THIS YEAR BUDGETED
LAST YEAR PROJECTED NEXT YEAR
Enter Your Agency's Budget Year ==> 1/1 - 12/31/99 1/1 - 12/31/00 1/1 - 12/31/01
1. TOTAL OPERATING BUDGET 2, 165,59.0 2,347,795 2,362,081
(Total a+b)
a. Carryover Balance (Cash 167,297 165,548 149,328
from line 3, previous colun-m)
b. Income (Cash) 1,998,293 2,182,247 2,212,753
2. TOTAL EXPENDITURES (Total a+b) 2,000,042 2,198,467 2,232,420
a. Non-directed (administration/general overhead) 238,005 261,618 265,527
b. Program Total (List Progs. Below) 1,762,037 1,936,849 1,966,893
1. Skilled Home Care 1,336,506 1,469,101 1,492,525
2. Health Promotion Home Care 66,957 73,600 74,831
3. Home Care Aide Services 241,399 265,348 269,323
4. Eidercare 54,623 60,042 60,652
5. Cormnunity Program 51,099 56,169 56,253
6. Senior Health Program 10,572 11,621 12,402
7. Family Investment Program 881 968 907
8
,. > II II 149,328 II129,661
4. REStICED gND BALANCE (Total from page 5) 63,547 0 0
5. IN-KI~ SUPPORT (Total from Page 5) 63,380 61,523 60,876
6. NON-CASH ASSETS 80,143 69,089 69,499
Noms m~d Co~ents:
BRIEFLY DESCRIBE HOW LOCAL FUNDS WERE SPENT LAST YEAR:
United Way funds subsidize home care services for those individuals who are without insurance to pay for services. Johnson County
funds help pay l~3r Health Promotion Services, Eidercare, Community Services and subsidize HCA program and Senior Health.
-625-
jccoghs/fyO l budg/xlbudg.xls - 2 -
AGENCY Visiting Nurse Association
INCOME DETAIL
1/1 - 12/31/99 1/1 - 12/31/00 1/1 - 12/31/01 NON- Skill Home Care Health Prom
ACTUAL THIS YEAR BUDGETED DIRECTED PROGRAM PROGRAM
LAST YEAR PROJECTED NEXT YEAR FUNDING 1 2
1. Local Funding Sources- I 176,531 I 181,128 ~ 190,363 I 0 I 75,499 69,000
a. Johnson County 111,985 106,202 114,864 0 69,000
b. City of Iowa City
c. United Way of Johnson County 64,546 72,119 75,499 0 75,499
d. City of Coralville
~. Department of Human Services 0 2,807 0
f.
2. Grants - State, Federal, Foundations ] 1,459,102 [ 1,639,349 ] 1,645,220 [ 221,020 ] 1,180,820 0
a. Medicare Home Care and Flu Vaccine 702,798 686,100 700,000 112,000 576,000
b. Medicald Home Care/Waivers 546,291 667,095 690,000 109,020 556,980
c. Medicare and Medicaid Adjustments (52,178) 0 0 0 0
d. Iowa Department of Public Health 253,612 275,269 239,860 0 39,000
e. Iowa Breast/Cervical Cancer Early Det 8,579 6,460 6,520 0 0
f. Heritage Area Grant-Senior Living Trst 0 4,425 8,840 0 8,840
3. Net Sales Of Services (sources) I 292,313 [ 296,560 ] 308,850 ] 40,670 [ 181,610 2,300
a. Conm~ercial Insurance 175,375 188,560 195,000 29,250 164,450 1,300
b. Home Care Private Pay 67,007 54,000 57,000 6,840 17,160 1,000
c. EIdercare/Community Services 49,931 54,000 56,850 4,580
4. Net Sales of Materials ] 3,444] 3,6oo] 4,ooo[ 4oo] o[ 3,600
a. Health Watch Personal Response Syst 3,444 3,600 4,000 400 3,600
b.
c.
5. Contributions/Donations [ 24,979 [ 17,504 ] 19,000 [ 0] 19,000 [ 0
a. United Way Designated Giving 12,003 8,454 9,000 0 9,000 ]
b. Other Contributions - Memorials 12,976 9,050 10,000 0 10,000
6. Special Events I 17,001 I 18,000 [ 18,500 I 0 I 15,000 I 0
a. Direct Mail Fundraising 17,001 18,000 18,500 0 15,000
b.
c.
7. Interest h~come ] 4,461 ] 3,096 [ 3,000 ] 3,000 ] 0 ] 0
8. other-List Below I 20,462 I 23,010 I 23,820 I 440 I 0 [ 0
a. ET and Pathways Contracts 20,210 0 0 0 0 0
b. JCDPH Social Services Contract 252 8,010 8,820 440 0 0
c. Anonymous Trus t/Chas e Manhatan 0 15,000 15,000 0 0 0
TOTAL INCOME (same as p. 2, line lb) 1,998,293 2,182,247 2,212,753 265,530 1,471,929 74,900
Notes and Cormnents:
-626-
~dg/xlbudg.xls - 3 -
AGENCY Visiting Nurse Association
INCOME DETAIL (cont)
PROGRAM PROGRAM PROGRAM PROGRAM PROGRAM PROGRAM
3 4 5 6 7 8
HCA Eidercare Community Senior Health Faro Invest
1. Local Funding Sources- [ 3,364 [ 37,000] 5,500 ] 0[ 0[ 0
a. Johnson County 3,364 37,000 5,500
b. City of Iowa City
c. United Way of Johnson County
d. City of Coralville
e. Department of Human Services 0 0 0 0 0
f.
2. Grants- State, Federal, Foundations [ 215,460 12,000 [ 6,520 ] 8,400 [ 1,000 [ 0
a. Medicare Home Care and Flu Vaccine 12,000
b. Medicaid Home Care/Waivers 24,000
c. MCdicare and Medicaid Adjustments
d. Iowa Department of Public Health 191,460 0 8,400 1,000
e. Iowa Breast/Cervical Cancer Early Det 0 0 6,520 0 0
f. Heritage Area Grant-Senior Living Trust 0 0 0 0 0
3. Net Sales Of Services (sources) [ 32,000 12,270 [ 36,000 [ 4,000 [ 0 [ 0
a. Commercial Insurance 0 0 0 0 0
b. Home Care Private Pay 32,000 0 0 0 0
c. Eidercare/Community Services 12,270 36,000 4,000 0
4. Net Sales of Materials [ 0 01 01 0[ 01 0
a. Health Watch Personal Response Syst 0 0 0 0 0
b.
c.
5. Contributions/Donations I 0 01 0{ 01 01 0
a. United Way Designated Giving ]
b. Other Contributions - Memorials
6. Special E ents I 3,500 o l o l o l o l 0
a. Direct Mail Fundraising 3,500
b.
c.
7. Interest Income I 0 I I I I I
8. Other-List Below [ 15,000 I 0I 8,380 I 0l 0[ 0
a. ET and Pathways Contract 0 0 0 0 0
b. JCDPH Social Services Contract 0 0 8,380 0 0 0
c. Anonymous Trust/Chase Manhattan 15,000 0 0 0 0 0
TOTAL INCOME (same as p. 2, linelb) 269,324 61,270 56,400 12,400 1,000 0
Notes and Comments:
-627-
jccoghs/fy01budg/xlbudg.xls - 3a -
PROGRAM EXPENDITURE DETAIL AGENCY Visiting Nurse Association
1/1 - 12/31/99 1/1 - 12/31/o0 1/1 - 12/31/01 NON- PROGRAM PROGRAM
ACTUAL THIS YEAR BUDGETED DIRECTED 1 2
LAST YEAR PROJECTED NEXT YEAR FUNDING Skill Hme Care Health Prom
1. Salaries 1,386,830 1,294,488 1,244,000 101,378 870,061 47,604
2. Employee Benefits &Taxes 258,300 261,570 248,800 20,274 174,012 9,521
3. Staff Development 3,189 4,500 2,450 2,450
4. Professional Consultation 3,550 5,000 5,000 3,791 219
5. Publications & Subscriptions 2,371 650 1,000 1,000
6. Dues and Memberships 3,645 5,300 5,350 5,350
7. Mortgage, Rent and Property Tax 52,254 68,155 49,580 4,958 34,448 2,172
8. Building & Maintenance 0 570 4,100 410 2,810 180
9. Equipment Purchase/Rental/ 17,602 11,170 12,700 600 9,100
Maintena.nce
10. Utilities 6,895 13,050 10,600 1,060 7,292 464
11. Telephone 17,839 18,000 18,150 1,814 11,952 795
12. Office Supplies &Postage 20,322 21,116 14,950 1,495 9,845 655
13. Printing and Publicity 19,402 19,200 16,850 1,685 11,096 738
14. Local Transportation 69,160 71,650 76,900 7,690 50,639 3,368
15. Insurance 14,239 12,000 12,000 2,000 7,101 526
16. Audit 6,320 7,000 7,000 7,000
17. Interest 953 9,100 10,900 10,900
18. Other (Specify): Conmmnity Serv 20,478 22,100 23,800
19. Recrui Unent 10,669 7,600 7,500 5,688 329
20. Contract Services 24,382 273,877 375,500 81,973 229,528 7,5 10
21. Professional Services 15,645 23,500 18,000 18,000
22. Medical Supplies 16,400 20,775 40,000 33,362 750
23. Depreciation 11,953 12,996 12,290 12,290
24. Doubtful Accounts 5,000 5,000 5,000 5,000
25. Miscellaneous 12,644 10, 100 10,000 10,000
TOTAL EXPENSES (p. 2, line 2) 2,000,042 2,198,467 2,232,420 265,527 1,492,525 74,831
Notes and Conunents:
-628- dg/xlbudg.xls - 4 -
.............. 1 .........
PROGRAM EXPENDITURE DETAIL AGENCY Visiting Nurse Association
(continued)
PROGRAM PROGRAM PROGRAM PROGRAM PROGRAM PROGRAM
3 4 5 6 7 8
HCA Elderare Community Senior Health Faro Invest
1. Salaries 159,943 36,738 21,124 6,544 608
2. Employee Benefits &Taxes 31,989 7,348 4,225 1,309 122
3. Staff Development
4. Professional Consultation 676 144 153 15 2
5. Publications & Subscriptions
6. Dues and Memberships
7. Mortgage, Rent and Property Tax 4,903 1,428 1,5 12 144 15
8. Building & Maintenance 444 118 125 12 1
9. Equipment Purchase/Rental/ 3,000
Maintenance
10. Utilities 1,122 305 323 31 3
11. Telephone 2,454 523 554 53 5
12. Office Supplies &Postage 2,021 431 456 43 4
13. Printing and Publicity 2,278 485 514 49. 5
14. Local Trm~sportation 10,397 2,215 2,345 223 23
15. Insurance 1,622 346 366 35 4
16. Audit
17. Interest
18. Other (Specify) Co~rm~unity Serv 3,570 17,850 2,380
19. Recruitment 1,014 216 229 22 2
20. Contract Services 45,060 5,633 5,257 426 113
21. Professional Services
22. Medical Supplies 2,400 1,152 1,220 1,116
23. Depreciation
24. Doubtful Accounts
25. Miscellaeous
TOTAL EXPENSES ( p. 2, line 2) 269,323 60,652 56,253 12,402 907
Notes and Co~m-nents:
-629.
jccoghs/fy01budg/xlbudg.xls - 4a -
AGENCY Visiting Nurse Association
ACTUAL TIllS YEAR BUDGETED
RESTRICTED FUNDS: LAST YEAR PROJECTED NEXT YEAR
Board/Donor/Funder Designated: Restricted for:
Board Designated Funds Unspecified Special Financial Need 63,547
TOTAL RESTRICTED FUND (also shown page 2 or 2a, line 4) 0 [ 0 [ 0 ]
MATCHING GRANTS
Grantor/Matched by
TOTAL MATCHING GRANTS (also shown pg. 3, line 2) ] 0 0 0
IN-KIND SlIPPORT DETAIl,
Services/Volunteers - Office Volunteers, Special Activities Volunteers, Board/A 38,800 36,675 35,400
Material Goods 0 0 0
Space, Utilities, etc - Space/Utilities at the Senior Ce 792 Square Feet 10,692 10,890 11,088
Other: (Please Specil~) - Student Volunteers 13,888 13,958 14,388
TOTAL IN-KIND SUPPORT (also shown on page 2 or 2a, line 5) [ 63,380 61,523 60,876
Notes and Cormnents:
VINA~s [ong-term volunteers have been experiencing health problems winch prevent them Irom provichng as many hours oI service as ~n prior years.
'630-
~lbudg.xls - 5 -
SALARIED POSITIONS AGENCY Visiting Nurse Association
"X"all that a~ply FTE* Salary
Position/Title 'ff ~: ~ ~ Last This Next Actual This Budgeted %
Ye~ Ye~ Ye~ Last Ye~ Ye~ Next Yea Change
Executive Director X X X 19 1.00 1.00 1.00 56,079 57,762 59,494 3.0%
Operations Mgr~inancial Mgr 0 0.93 0.25 0.00 39,586 12,149 0 0.0%
Quality Manager 0 1.00 0.33 0.00 47,779 16,405 0 0.0%
Clinical Services Managers X X X 20 2.19 2.~ 2.~ 78,589 76,112 77,983 2.5%
Staff Nurses X X X 19 12.24 13.66 13.17 432,947 444,495 464,588 4.5%
Auxiliary Nurses 10 1.29 1.03 1.00 40,490 32,941 32,907 0.10%
Community Program Coord X X X 22 0.86 1.00 1.00 30,084 35,255 36,357 3.1%
Intake and Referral Coordinator X X X 23 1.00 1.00 1.00 30,706 31,179 32,115 3.0%
Physical Therapist X X X 21 1.00 1.00 1.00 51,256 53,394 54,995 3.0%
Auxiliary Physical Therapists 10 0.54 0.52 0.60 37,218 34,996 41,240 17.8%
Occupational Therapist 11 0.07 0.05 0.05 5,998 4,537 4,9~ 8.0%
Medical Social Worker X X X 23 0.51 0.98 1.00 16,291 29,059 30,401 4.6%
Dietitian 8 0.09 0.10 0.10 4,257 4,833 4,978 3.0%
Senior Home Care Aides X X X 27 2.12 1.90 1.50 54,737 47,128 36,346 -22.9%
Home Care Aides/Homemakers X X X 26 9.30 11.37 9.85 181,435 218,088 191,023 -12.4%
Auxiliary Home Care Aides 10 2.31 0.96 2.06 38,119 19,068 38,025 99.4%
Administrative Assistant X X X 22 1.00 1.00 1.00 32,137 33,093 34,086 3.0%
Human Resource Specialist 0 0.94 0.33 0.00 27,891 10,437 0 0.0%
Billing Coordinator 0 0.75 0.25 0.00 14,615 5,626 0 0.0%
Secretary~eceptionist 0 0.93 0.33 0.00 18,837 15,694 0 0.0%
Transcriptionisis 8 0.46 0.39 0.40 7,246 6,100 6,479 6.2%
Bookkeeper 0 0.84 0.25 0.00 22,489 9,436 0 0.0%
Team Assistants X X X 21 2.92 3.00 3.00 62,522 66,002 67,785 2.7%.
Information Syst Coordinator 0 0.41 0.00 0.00 11,398 0 0 0.0%
Data Entry Assistants 0 1.17 0.45 0.00 20,751 10,980 0 0.0%
Office Assistants~ile Clerk X X X 15 1.01 0.60 1.65 16,896 13,594 30,298 127.9%
Maintenance 0 0.12 0.23 0.00 2,732 6,125 0 0.0%
Audit Adj for Sal/Vac Accrual 3,745
(not specific to position)
TOTAL FTE's and SALARIES 47.00 43.98 41.38 1,386,830 1,294,488 1,244,000 (3.9)
* Full-time equivalent: 1.0=full-time; 0.5=half-time; etc.
jccoghs/fy01budg/xlbudg.xls - 6 -
AGENCY: Visiting Nurse Association
ACCOUNTABILITY QUESTIONNAIRE
A. Agency's Mission Statement or Primary Purpose:
The Visiting Nurse Association's primary purpose is to provide quality health services without discrimination in
the home and community setting. Services are provided within the constraints of the agency's resources to
persons with limited means and are provided on a part-time or intermittent basis. The VNA works
cooperatively with other organizations and services to meet individual and community needs.
B. Board of Directors:
1. Please attach a list of your agency's Board of Directors (page 7A). See Attached.
2. Frequency of meetings: The Board meets monthly with the exception of July and November.
3. Briefly describe board orientation and ongoing training opportunities:
The Directors are provided with a Manual containing Bylaws, Articles of Incorporation, Director
responsibilities, Committee responsibilities, Funding Sources, SWOT Analysis, Strategic Plan, etc. New
Directors meet with the Executive Director; they are encouraged to make home visits with staff and to
attend community clinics. Ongoing education occurs during board meetings and with handouts mailed
with board packets.
C. Finances:
1. Are there fees for any of your services? Yes x__ No ~
a. If YES, describe circumstances.
Skilled Home Care and Home Care Aide Services - sliding fee scale is available for patients
ineligible for third-party coverage. Sliding fees are based on income, liquid assets,
dependents, and unusual circumstances. Community Services - flat fees for Foot Clinic,
Massage Therapy, Flu Clinics, and Health Watch.
b. Are they flat fees ___yes or sliding fees __.yes _9
2. Does your agency have:
an internal audit no__ external audit _yes__ financial review no
Frequency annually __
3. Has your agency filed the Annual Report with the Secretary of State?
Yes __ yes No
4. Has your agency filed Form 990 with the IRS? Yes __ No __ (Requested extension)
5. Please discuss your agency's fundraising efforts, if applicable.
Fundraising activities include a Direct Mail campaign to "Friends of VNA" in the month of May.
The VNA also receives unsolicited donations and memorials. The VNA seeks "special" grants
from various sources to augment fundraising efforts.
D. Management:
1. Does each staff member have a written job description? Yes x No
2. Is the agency Director's performance evaluated at least yearly?
Yes x__ No By Whom? Board President with input from the other Directors.
E. Program/Services:
Please define your agency's units of service.
Visit- A visit is a unit of service in the patient's home; the length of a visit varies from twenty minutes to two
hours, depending on service provided. The charge per visit depends on the discipline providing the service
and the type of service. Direct service is provided in the home and indirect service includes preparation for
and follow-up to a visit, such as coordination and recording.
Session/Assessment- Unit of time for Eidercare and Senior Health Program; time is one to four hours. The
charge is per session for Eidercare and per type of assessment for Senior Health.
Hour- Unit of time spent in Community Services and Home Care Aide/Homemaker Services. Charges are
for direct services.
Contact- Duplicated number of individuals attending Eidercare sessions, Senior Health Program and other
community services.
Referral- Family referred for Well-Being Visit for Family Investment Program.
-7-
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AGENCY: Visiting Nurse Association
Please supply information about clients served by your agency during last two complete budget years.
Refer to form instructions for definition of duplicated and unduplicated.
Enter Years 1998 1999
1. How many Johnson County residents (including 1 a. Duplicated 4484 5175
Iowa City and Coralville) did your agency serve? Count
Includes Home Care, Eidercare and Senior Health 1 b. Unduplicated 1 71 7 2001
Count
2. How many Iowa City residents did your agency 2a. Duplicated Not Avail Not Avail
serve? Count
No statistics on residence for Eidercare and Senior Health; duplicated 2b. Unduplicated 787 666
count not available Count
3. How many Coralville residents did your agency 3a. Duplicated Not Avail Not Avail
serve? Count
No statistics on residence for Eidercare and Senior Health, duplicated 3b. Unduplicated 282 127
count not available COURt
4. How many units of service did your agency provide? 4a. Total 43280 45723
Includes Home Care, Eidercare, Senior Health and Flu Clinics 4b. To Johnson 43280 45696
County Residents
5. Other Areas Served:
Do you provide services to areas outside of Johnson County? Rarely and only upon request.
Area(s) served: 50 mile radius of Johnson County, including counties of Cedar, Iowa, Linn, Louisa,
Muscatine and Washington.
Services provided: Skilled Home Care, Insurance Assessments and Health Watch
Funding Sources: Third-party reimbursement (Medicare, Medicaid, Insurance) for Skilled Home
Care, Private Insurance for Insurance Assessments and Private Pay for Health Watch
6. Client Profile (for last complete year, if available):
Age Gender Ethnicity
0 - 5 105 Female 650 African American 40
6 - 17 21 Male 348 Native American 11
18 - 29 101 Asian 37
30 - 61 292 Hispanic 0
62 - 75 148 Caucasian/Non-Hispanic 899
75 + 331 Multi-racial 11
U:\rrose\United Way\VNA Accounlability 01 .doc
-8- -633-
AGENCY: Visiting Nurse Association
7. Evaluation and Review:
A. Please discuss how your agency measures the success of its programs.
The VNA measures the success of its programs and services in several ways:
Outcome Measurement of Performance Improvement Activities
Benchmarking with prior months, years and with other agencies
Medicare Certification Survey
JCAHO Triennial Accreditation Process
Continued Referrals
Unsolicited Comments: Compliments/Complaints
Fundraising Success
B. Does your agency have a current strategic plan and date last reviewed?
The VNA's Strategic Plan: 1999-2000 was last reviewed and approved by the Board of
Directors at the August, 1999 meeting. It is periodically reviewed by the Management
Team. Another Strategic Planning Meeting will be held in early 2001.
C. What plans does your agency have to increase efficiency and effectiveness?
The staff of the VNA are encouraged to participate in performance improvement activities
designed to increase efficiency in completion of job responsibilities. Productivity is
discussed and measured with the field staff; regularly scheduled meetings of the VNA
support staff and management staff incorporate discussions regarding ideas on
ways to improve performance. All positions vacated are reviewed thoroughly before a
replacement is considered; cross-training is completed for many job responsibilities to prevent
problems from occurring during the absence of an individual.
D. How has your agency responded to United Way's recommendations from last year?
The main recommendation from the Citizen Review Panel centered around VNA's
ongoing problems with staffing, especially with Home Care Aides/Homemakers. The new
Human Resource Specialist has been successful in the last year in keeping HCA staffing
at a fairly consistent level. Newly worded advertisements seemed to help draw more
applicants, as well as placement of advertisements in new publications and on the
Internet. Starting salaries were increased by 3% in January, 2000 and will be increased again in
January, 2001. The mileage reimbursement was increased to the IRS allowable amount in
June, 2000 to offset losses of higher gas prices.
8. In what ways will the needs of your service population change in the next five years?
Johnson County's population of elderly is expected to continue to grow and age; they will require
more community services to stay at home. VNA will need to continue to diversify its services to
meet the needs of the elderly, ill and handicapped, both in the community and in the home, e.g.
Personal Emergency System, medication compliance machine, telemedicine. Fewer home care services
will be paid by a third-party. More funding will be necessary from local funders to subsidize services
beyond what the patient can pay. VNA will continue to have increasing numbers of patients with
psychiatric needs; this population is often without resources for payment of services.
9. In relation to the Johnson County Capacity Assessment, explain how your services are meeting
community needs. VNA provides services that help maintain the elderly, ill and disabled in their homes,
thus delaying or preventing institutionalization and promoting early discharge. These services include
professional health care as ordered by a physician, but also include supportive services that help
individuals maintain their independence, such as personal care assistance, laundry, errands, grocery
shopping, meal preparation, and household maintenance. In addition, the VNA provides those health
services to those in need, regardless of their ability to pay, thus serving the low income and those
individuals who are uninsured and underinsured.
-634- -9-
AGENCY: Visiting Nurse Association
10. Please discuss any other problems or factors relevant to your agency's programs, funding or service
delivery: Medicare, one of VNA's main funders of service, is changing its reimbursement system to a
prospective payment system (PPS). This is to be effective October 1,2000. The financial impact of a
prospective payment system on home health is not known and will not be known for several months.
PPS affects the delivery of care as well as billing, for which VNA has been attempting to prepare for
the past several months. Staffing is often a problem for the VNA; although the agency appears to be
fully staffed at the present, levels do fluctuate. Additional monies for Home Care Aide services have
been received for FY01; thus, adequate staffing is critical to use all the money received by June 30,
2001.
11. List complaints about your services of which you are aware:
Continuity of caregivers, timeliness of service provision and cancelled or decreased services
due to staffing issues are the main complaints received. Occasionally, a patient will request a change
in caregiver due to a personality conflict. Complaints are reviewed by Management Staff and
reviewed with the appropriate staff. Action is taken as indicated. A file is maintained on any
complaints received and a report is prepared for the Professional Advisory Committee.
12. Do you have a waiting list or have you had to turn people away for lack of ability to serve them? What
measures do you feel can be taken to resolve this problem:
We do not have a waiting list for many of VNA services, especially nursing. Most patients
require immediate attention; we respond to referrals within forty-eights hours or less. If the VNA
is unable to provide the services needed and as dictated by the physician, the patient is
referred to another home care agency.
The initiation of Home Care Aide services is sometimes delayed due to lack of staff.
Maintaining adequate staffing is critical to VNA's service provision. Currently, the VNA is
fully staffed through the concerted efforts of the Human Resource Specialist to hire and maintain
home care aides. In the spring of 2000, the VNA depleted its funds for Home Care Aide services.
Additional funds were received from the state and DHS; some services were decreased to help offset
the loss of funds. In FY2001, the VNA has received additional funds for the HCA Program, from
the Tobacco Settlement and Gambling Funds and from an anonymous trust in New York
City. Management will keep a watchful eye on the funds as they are spent during the year.
How many people are currently on your waiting list? Five for Homemaker Services (soon to be zero
as the VNA has recently hired additional help).
13. In what way(s) are your agency's services publicized?
Distribution of Agency Brochures an'd Flyers
Participation in community activities
Speaking engagements with Community Service Clubs, Public Groups
Yellow Page Display Ads
News Releases
Paid Advertisements
Public Service Announcements
Web Page
Word of Mouth
U:l,rrose'lUmted Way\VNA Accounlability 01 doc
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AGENCY: Visiting Nurse Association
14. United Way involvement by your agency: ("X" if agency participated within the last year)
a. Agency Directors Meetings X
b. Served as Agencies Directors' Representative to
Funding Hearings no - Hearings 2000
yes - Hearings 2001
c. Business Blitz X
d. Day of Caring ---
e. Kick Off X
f. Victory Reception X
g. Other Trustee for United Way agencies Health Insurance
Speakers Bureau for Campaign, Coordinator for UNUM Benefits
15. How have you collaborated with other agencies during the past year?
The VNA cooperates with EiderServices Agency for Case Management for the Frail Elderly
and with HACAP for at risk families. The agency has a contractual relationship with
Hillcrest, Youth Homes, and Stratton House for services for residents. The agency also
coordinates with the Crisis Center and Salvation Army for Project Holiday, by serving the elderly
and adult handicapped. The VNA provides free flu vaccinations for the Free Lunch Program and
offers flu vaccinations and Hepatitis B vaccinations for employees of other agencies.
-636- -11-
AGENCY: Visiting Nurse Association
AGENCY HISTORY
1949 The Visiting Nurse Association was formally organized on July 13, 1949.
1959 The agency combined with the City Nursing Service.
1963 The Child Health Clinic was established as a service for indigent children.
1965 The VNA became Medicare certified; Nursing was the first service certified.
1974 The Eidercare Program was developed for well elderly at Congregate Meals and housing
sites.
1981 Evening services and 24 hour nursing emergency services were added.
1982 The billing and statistical systems were computerized.
1984 The VNA diversified and opened another nonprofit agency designed to maintain elderly
at home; the agency was named CareResources.
1985 The Adult Day Program joined the VNA; private duty services were started and then
discontinued due to a negative monetary effect on other services.
1987 The Child Health Clinic (the Loraine Frost Clinic) was transferred to the Johnson County
Department of Public Health to complement the WIC Program.
1988 In cooperation with the Health Department, the VNA started the Senior Health Program
to serve those individuals not under the regular care of a physician. A formal Quality
Assurance Program was started; a support group for families and caregivers of Alzheimer's
Disease was started by the Adult Day Program.
1992 The Adult Day Program was transferred to the Johnson County Department of Public
Health and the Home Care Aide Program was transferred to the VNA. CareResources
ceased operation and its employees joined the VNA.
1994 The VNA was awarded two flood grants for nursing and home care aide services; the agency
participated in a new state program - The Family Investment Program.
1995 The VNA joined nine Iowa VNAs to develop a nonprofit corporation to provide state-wide
home health services through contractual arrangements with insurers (Home Care Iowa).
1996 The agency contracted with insurance companies to conduct Activities of Daily Living
assessments; the VNA was awarded the Iowa Breast and Cervical Cancer Early
Detection Program Grant; twelve graduate students completed a two-semester project,
developing a strategic direction for the VNA; the agency was awarded Accreditation with
Commendation by the Joint Commission on Accreditation of Healthcare Organizations.
1997 The agency contracted with a company to complete paternity testing.
1998 A letter of intent was signed by the Board of Directors to affiliate with University of Iowa
Community HomeCare (UICH), an Infusion Therapy Company; the agency adopted a new
program to offer a Personal Response System for the frail elderly, latch-key kids and others
whose safety is in question.
1999 The VNA continued to work on the affiliation with University of Iowa Community HomeCare;
the agency moved into a new building, sharing space with UICH; the nurses began
providing cardiac monitoring services. The VNA was reaccredited by the Joint Commission
for Accreditation of Healthcare Organizations.
2000 To meet a need in the community, the VNA developed a frozen meal program to serve
Medicaid Waiver clients. From an anonymous trust in New York City, the VNA
received a grant for the Home Care Aide services. "CareResources" was reopened as a
limited liability company, jointly owned by the VNA and U of I Community HomeCare.
Medicare changed its reimbursement system to a prospective payment system (PPS), effective
October 1,2000. Telemedicine home visits are being planned in cooperation with resourceLink,
a University of Iowa Health System affiliate. The VNA became a beta site for testing
medication dispensers for non-compliant patients.
U:~rrose\United Way~VNA Accountability 01 .doc
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AGENCY: Visiting Nurse Association
FY00 GOALS IProieoted throug, Deoe.~b~r, 2000i
1. Skilled Care Program:
Anticipated volume of home visits is 27,500 Actual volume of visits is projected to be 25,985
Nursing 15,260 Nursing 14,000
Physical Therapy 1,850 Physical Therapy 1,775
Speech Pathology 10 Speech Pathology 50
Occupational Therapy 180 Occupational Therapy 170
Medical Social Services 200 Medical Social Services 90
Home Care Aide Services 10,000 Home Care Aide Services 9,900
Goal for2000: Projections demonstrate that the Goals set for FY2000 will not be met in VNA's Skilled
Home Care. The reasons for the decline in visits are many and varied. There are reimbursement
issues with third-party payers; Medicare instituted a Prospective Payment System in October, 2000,
which is anticipated to impact home care significantly. As a result of PPS, the home health industry has
had to implement changes in the delivery of care. Also affecting the delivery of home care is the
conversion to a new computer system. Each professional staff member has been taken from the field
for training on the new clinical documentation system and lap-top computer method.
2. Health Promotion Program:
Anticipated service volume is 1,740 visits Actual volume is projected to be 1,830 visits
Nursing Health Promotion 1,200 Nursing Health Promotion 1,330
Nursing Maternal Health 200 Nursing Maternal Health 65
MSW Health Promotion 280 MSW Health Promotion 375
Dietitian Health Promotion 60 Dietitian Health Promotion 60
Goals for 2000: Projected to Exceed the Goal in Total and the goals have been met or exceeded in
the type of Visit/Discipline with the exception of Nursing Maternal Health. Referrals have decreased in
matemal health services as a result of UIHC's program providing home care services for new parents.
3. Home Care Aide Program:
Anticipated service volume is: Actual volume is projected to be:
Home Care Aide Service 8,340 Hrs. Home Care Aide Service 9,065
Goal for 2000: Projected to Exceed the Goal in Total Hours
4. Eidercare Program:
Anticipated service volume is: Actual sessions are projected to be:
Eidercare Sessions 600 Eidercare Sessions 580
Goal for 2000: Goal Not Met; the Goal for 2000 is projected to be twenty (20) sessions less than the
Anticipated Goal Fewer total sessions were provided, with the average number of sessions provided
each month at 46. Extra sessions are provided during the fall for administration of flu vaccine.
5. Community Programs:
Anticipated service hours are: Actual service hours are projected to be:
Community Service Hours 720 Community Service Hours 400
Goal for2000: Goal Not Met - the projected hours are significantly fewer than anticipated. There was a
misinterpretation of the data in the computer system, internal case management was included with
community case management. Thus, the service hours were miscalculated.
U:\rrose\United Way\VNA Accountabiliiy 01 .doc
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AGENCY: Visiting Nurse Association
6. Senior Health Program
Anticipated sessions for 2000 are 16 Actual sessions are projected to be 18
Screening Clinics 12 Screening Clinics 16
Special Events 4 Special Events 2
Goal for2000: Met
7. Family Investment Program (FIP)
Anticipated volume is 50 FIP Referrals Actual FIP referrals are projected to be 25
Goal for 2000: Goal Not Met Referrals for this program are received from the Iowa Department of
Public Health. The number of referrals has decreased due to a change in the Limited Benefit Plan.
The referrals are not expected to increase.
U:\rrose\Unfted Way\VNA Accountability 01 doc
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AGENCY: Visiting Nurse Association
PROGRAM GOALS AND OBJECTIVES
CY2000
A. PHILOSOPHY
It is the Philosophy of the Visiting Nurse Association that individuals and families will be assured the
provision of high quality health care in the home and community setting.
The Visiting Nurse Association:
· is committed to maximizing the human potential of clients, recognizing each individual's dignity, worth,
and capacity for self-realization
· provides care to individuals regardless of race, religion, creed, sex, sexual orientation, ethn icity,
disability, disease entity, age, or ability to pay
· respects each individual's autonomy and the right to make decisions
· believes each individual should receive comprehensive care suited to meet the needs and goals of the
individual and that care should be coordinated and continuous with other care providers and systems
· recognizes that individual and community health care needs change and evolve; therefore, the VNA
regularly evaluates individual and community needs and adapts or develops services as indicated
· is dedicated to the ongoing development and maximization of resources and strives to maintain the
necessary human and financial resources to carry out the agency purpose
B. PURPOSE
The Visiting Nurse Association (VNA) is an autonomous, not-for-profit health care agency incorporated
under the laws of Iowa, providing quality health services in the home and community setting, regardless of
race, religion, creed, sex, sexual orientation, ethnicity, disability, disease entity, age, and providing these
within the constraints of agency resources to persons with limited means.
The VNA accepts the responsibility to promote health by identifying and working toward the solution
of individual and community health problems, assisting in community health programs, and working
cooperatively with other organizations and services to meet community health needs.
The VNA provides health care on a part-time or intermittent basis, providing services by means of direct
care, cooperative arrangements and written agreements.
C. GOAL
The goal of the Visiting Nurse Association is to provide home and community health services to
residents of Johnson County through a variety of activities developed with the intent to assist them in
achieving their highest level of health and independence. Measurable goals and action steps are
developed to meet individual and community health needs.
U:\rrose\United Way\VNA Accountabilily 01 doc
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AGENCY: Visiting Nurse Association
D. OBJECTIVES
1. SKILLED CARE PROGRAM
Description
Visits are made to persons, at their place of residence, to provide physician-directed health care to
individuals with diagnosed health problems. Services are reimbursable through insurance and private
pay utilizing a sliding fee scale. Private donations, United Way funding and a State Grant help subsidize
visits to those individuals without insurance reimbursement.
Services include: Direct care, observation, evaluation and health promotion to improve the health of the
individual and family. Services also include monitoring and evaluating patients who have the potential
for complications and/or deterioration without appropriate supervision and intervention.
Skilled care involves services provided by: Nursing, Physical Therapy, Speech Pathology, Occupational
Therapy, Medical Social Services, and Home Care Aides. Consultation services from a Dietitian and
Pharmacist are also available.
Obiectives:
a. Provide curative, restorative and palliative home health care.
b. Assist individuals to stay in their home as long as possible, delaying or preventing
institutionalization.
c. Anticipated volume of home visits in 2001 is 26,000
Nursing 13,850
Physical Therapy 1,800
Speech Pathology 85
Occupational Therapy 165
Medical Social Services 100
Home Care Aide 10,000
Tasks
Maintain qualified professional staff
Provide supervision and administrative support for staff
Implement new services/devices designed to assist individuals to remain at home
Maintain liaison with other health care providers, human service agencies and funding sources
Provide in-service education for staff and promote continuing education
Maintain knowledge of third-party reimbursement requirements
Participate in continuous performance improvement activities; strive to provide high quality services
Promote efficient and cost-effective services
Market services to increase public awareness of available resources
Maintain relationship with CareResources for Management Services, e.g. Quality Manager, MIS
Resources
11.92 FTE Registered Nurses
1.65 FTE Physical Therapists and Occupational Therapist
0.25 FTE Medical Social Service Staff
1.60 FTE Clinical Services Managers
4.25 FTE Support Staff (I & R Coordinator, Team Assistants, etc)
7.41 FTE Home Care Aides
U:\rrose\United Way\VNA Accountability 01 doc
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AGENCY: Visiting Nurse Association
SKILLED CARE PROGRAM (CONTINUED)
Resources (Continued)
Contract for Management Services, Support Services through CareResources
Contract Staff (PT, SP and OT Services)
Volunteers
Travel Reimbursement
Medical Supplies and Equipment
Liability Insurance
Staff Development and Patient Education Materials
Communication System
Management Information System
Office Supplies, Postage and Miscellaneous Supplies
Cost of Objective $1,492,525
2. HEALTH PROMOTION PROGRAM
Description
Home visits are made to assist individuals and families to obtain and/or maintain an optimum level of
health. Services include developing and maintaining appropriate coordination of community resources
for the benefit of patients. Health Promotion includes the services of VNA's maternal/infant nurse
pediatric nurse, medical social worker and dietitian. A Personal Response System called "Health
Watch" will be offered to those whose personal safety is in jeopardy.
Objectives
a. Promote healthy lifestyles, educate and provide health consultation
b. Specific services and volume for 2001 are anticipated to be: 1,800 Visits
Nursing Health Promotion 1,350
Nursing Maternal Health 50
MSW Health Promotion 350
Dietitian Health Promotion 50
Tasks
Maintain qualified professional staff
Provide supervision and administrative support for staff
Maintain liaison with other health care providers, human service agencies and funding sources
Provide in-service education for staff and promote continuing education
Promote efficient and cost-effective services
Participate in continuous performance improvement activities; strive to provide high quality services
Market services to increase public awareness of available resources
Maintain relationship with CareResources for Management Services, e.g. Quality Manager, MIS
U:\rrose\Uniled Way\VNA Accountabilily 01 doc
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AGENCY: Visiting Nurse Association
HEAL TH PROMOTION PROGRAM (CONTINUED)
Resources
1.50 FTE Registered Nurse
0.10 FTE Dietitian
0.10 FTE Clinical Services Managers
0.35 FTE Medical Social Worker
0.50 FTE Support Staff (I & R Coordinator, Team Assistants, etc)
Contract for Management Services, Support Services through CareResources
Volunteers
Travel Reimbursement
Medical Supplies and Equipment
Liability Insurance
Staff Development and Patient Education Materials
Communication System
Management Information System
Office Supplies, Postage and Miscellaneous Supplies
Health Watch Personal Response System Equipment
Cost of Objective $ 74,831
3. HOME CARE AIDE PROGRAM
Description
Services designed primarily to help the elderly, the ill and the disabled continue to live in their own
homes when they are unable to do so without help. Early institutionalization may be avoided. The
services also help provide care for children and adults when there is potential for neglect or abuse.
Services provided include: Personal care assistance, home management, meal preparation, grocery
shopping, money management and protective services.
Objectives
a. Provide supportive home care services to frail elderly, the ill and disabled.
b. Provide protective services for dependent children and adults at risk for abuse and/or neglect.
c. Assist individuals to recuperate at home, delaying or preventing institutionalization or promoting
early discharge.
d. Specific volume of service for 2001 is anticipated to be: 8,400 Hours
Home Care Aide Services 8,400 Hours
Tasks
Recruit, retain and train qualified home care aide staff
Provide supervision and administrative support for staff
Maintain liaison with other health care providers, human service agencies and funding sources
Provide in-service education for staff, promote continuing education
Promote efficient and cost-effective services
Participate in continuous performance improvement activities; strive to provide high quality services
Market services to increase public awareness of available resources
Maintain relationship with CareResources for Management Services, e.g. Quality Manager, MIS
U:\rrose\Uniled Way\VNA Accountability 01 doc
-18-
-643-
AGENCY: Visiting Nurse Association
HOME CARE AIDE PROGRAM (CONTINUED)
Resources
6.00 FTE Home Care Aide Staff
0.10 FTE Medical Socal Service Staff
0.15 FTE Clinical Services Managers
1.75 FTE Support Staff (Team Assistants, Office Assistant)
Contract for Management Services, Support Services through CareResources
Travel Reimbursement
Medical Supplies and Equipment
Liability Insurance
Staff Development and Patient Education Materials
Communication System
Management Information System
Office Supplies, Postage and Miscellaneous Supplies
Cost of Objective $269,323
4. ELDERCARE PROGRAM
Description
Eidercare represents a series of services offered to the well elderly at various sites throughout Johnson
County. The goal of the service is to promote optimal health and independence to older persons.
Services include direct care, screening, teaching, counseling, referral and education.
Special programs include the Foot Clinic, Therapeutic Massage, Influenza Clinics, and Education.
Objectives
a. Provide a variety of health services for elderly individuals and groups at meal and housing sites in
Johnson County.
b. Specific volume of service for 2001 is anticipated to be 575 sessions.
Direct Services and Education 575 Sessions
Tasks
Maintain qualified professional staff
Provide supervision and administrative support for staff
Maintain liaison with providers serving the elderly and funding sources
Provide in-service education for staff and promote continuing education
Promote efficient and cost-effective services
Participate in continuous performance improvement activities; strive to provide high quality services
Market services to increase public awareness of available resources
Maintain volunteer program
Maintain relationship with CareResources for Management Services, e.g. Quality Manager, MIS
Resources
0.70 FTE Community Program Coordinator
0.35 FTE Registered Nurses
0.05 FTE Clinical Services Managers
0.50 FTE Support Staff (I & R Coordinator, Team Assistants, etc)
U:\rrose\United Way\VNA Accountabilily 01 .doc
-19-
-644-
AGENCY: Visiting Nurse Association
ELDERCARE PROGRAM CONTINUED
Contract for Management Services, Support Services through CareResources
Massage Therapists under contract
Student Nurses
Volunteers
Travel Reimbursement
Medical Supplies and Equipment
Liability Insurance
Staff Development and Patient Education Materials
Communication System
Management Information System
Office Supplies, Postage and Miscellaneous Supplies
Cost of Objective $60,652
5. COMMUNITY PROGRAMS
Description
Health services consultation and collaboration, screening and education provided at various community
sites for the promotion of healthy life styles and early detection of health risk factors for Johnson
County residents.
Objectives
a. Provide direct care health screening, counseling, educational and informational services at public,
private, business and special population sites. Services include Influenza Clinics.
b. Participate in case management services for the benefit of the elderly and families at risk.
c. Coordinate outreach, educational and direct services for the early detection of breast and cervical
cancer for women over the age of 50.
Community Services 400 Hours
Tasks
Maintain qualified professional staff
Provide supervision and administrative support for staff
Maintain liaison with community agencies, organizations, businesses and funding sources
Provide in-service education for staff and promote continuing education
Promote efficient and cost-effective services
Participate in continuous performance improvement activities; strive to provide high quality services
Market services to increase public awareness of available resources
Coordinate a consortium of individuals with interests in early detection of breast and cervical cancer
Maintain relationship with CareResources for Management Services, e.g. Quality Manager, MIS
Resources
0.40 FTE Registered Nurses and Community Program Coordinator
0.05 FTE Clinical Services Managers
0.45 FTE Support Staff (I & R coordinator, Team Assistants, Secretary, etc)
Contract for Management Services, Support Services through CareResources
Travel Reimbursement
Medical Supplies and Equipment
Liability Insurance
Staff Development and Patient Education Materials
Ll:\rrose\Uniled Way\VNA Accountability 01 doc
-20- -645-
AGENCY: Visiting Nurse Association
COMMUNITY PROGRAMS (CONTINUED)
Communication System
Management Information System
Office Supplies, Postage and Miscellaneous Supplies
Cost of Obiective $56,253
6. SENIOR HEALTH PROGRAM
Description
The Senior Health Program provides health screening services for elderly persons not receiving
regular health care from a physician. The service goal is to promote optimal health and well being
for older persons and to provide early detection of health problems with referral for medical care.
Services include physical assessment, screening, counseling, education and referral.
Objectives
a. Provide health services at clinics held at the Senior Center and other sites throughout the
county.
b. Specific volume of services is anticipated to be: 16 Sessions
Screening Clinics 12 Sessions
Special Events 4 Sessions
Tasks
Maintain qualified professional staff
Provide supervision and administrative support for staff
Maintain Volunteer Program
Maintain liaison with elderly service providers and funding sources
Provide in-service education for staff and promote continuing education
Promote efficient and cost-effective services
Participate in continuous performance improvement activities; strive to provide high quality services
Market services to increase public awareness of available resources
Maintain relationship with CareResources for Management Services, e.g. Quality Manager, MIS
Resources
0.20 FTE Community Program Coordinator
0.20 FTE Support Staff (I & R Coordinator, Team Assistants)
Contract for Management Services, Support Services through CareResources
Student Nurses
Volunteers
Travel Reimbursement
Medical Supplies and Equipment
Liability Insurance
Staff Development and Patient Education Materials
Communication System
Management Information System
Office Supplies, Postage and Miscellaneous Supplies
Cost of Objective $12,402
U:\rrose\Umted Way\VNA Accountability 01 .doc
-21 -
-646-
AGENCY: Visiting Nurse Association
7. FAMILY INVESTMENT PROGRAM
Description
Home visits as follow-up for families who have elected not to enroll in the Family Investment Program
(welfare reform). The purpose of the visits is to explain the options the families have, encourage
follow-through and assess the well-being of the children in the home.
Objectives
a. Provide information to families regarding the Family Investment Program and community
resources, encourage follow-through and assess the well-being of the children in the home.
b. Anticipated volume for 2000 is:
Family Investment Program 22 Referrals
Tasks
Maintain qualified professional staff
Provide supervision and administrative support for staff
Maintain liaison with Department of Human Services and Iowa State Department of Public Health
Promote efficient and cost-effective services
Participate in continuous performance improvement activities; strive to provide high quality services
Market services to increase public awareness of available resources
Maintain relationship with CareResources for Management Services, e.g. Quality Manager, MIS
Resources
0.05 FTE Medical Social Workers
0.05 FTE Clinical Service Managers
0.02 FTE Office Support Staff
Contract for Management Services, Support Services through CareResources
Student Nurses
Travel Reimbursement
Liability Insurance
Staff Development and Patient Education Materials
Communication System
Management Information System
Office Supplies, Postage and Miscellaneous Supplies
Cost of Objective $907
U:\rrose\Umted Way\VNA Accounlability 01 ,doc
-22- -647-
VISITING NURSE ASSOCIATION
2000 BOARD OF DIRECTORS
BJORNDAL, KATHARINE (1999) 'PARKER, ANN (1995)
2510 BLUFFWOOD CIRCLE 724 ELLIOT COURT
338-2759 / FAX 338-0552 IOWA CITY IA 52246
IOWA CITY IA 52245 354-1020 / FAX 338-0943
e-maih bjorndal~blue.weeg.uiowa.edu e-mail: aparker~)bacadv.com (W)
PRYBIL DENISE (1997)
CANFIELD, DON (1998) 4830 UTAH AVENUE SE
48 SOUTH HIGH CIRCLE DRIVE NE IOWA CITY IA 52240
IOWA CITY IA 52240 354-7121 / FAX 354-7025
338-3358 1 FAX 338-2719 e-mail: ICOMPl~.aol,com (H)
e-mail: kdclDjc~aol.com (H)
RASLEY, BOB (1999)
CONOVER, CHRISTINE (1999) 820 CLUB HOUSE ROAD
SIMMONS PERRINEALBRIGHT NORTH LIBERTY IA 52317
& ELWOOD PLC 626-6231
115 THIRD STREET SE
SUITE 1200
CEDAR RAPIDS IA 52401 ROSS, BYRON (1996)
887-1368 2188 SCALES BEND ROAD NE
e-maih CConover~simmonsDerdne.com (W) NORTH LIBERTY IA 52317
626-6308 / FAX 626~6308
e-mail: BRoss97956~aol.com (H)
DALLAM, SUE (1999)
18 VALLEY VIEW KNOLL
IOWA CITY IA 52240 RUBRIGHT, EMILIE (1997)
338-9330 / FAX 339-0452 3742 FOREST GATE DRIVE NE
e-mail: sdallam~leadin~lchange.com (W) IOWA CITY IA 52240
351-1818
EVANS, DR. ERIC (2000)
1044 WEEBER ST SCHNOEBELEN, PATTY (1997)
IOWA CITY IA 52245 1704 10TH STREET
353-5959 / FAX 335-7247 CORALVILLE IA 52241
e-mail: eric-evans~.uiowa.edu (W) 356-2414/FAX356-1102
HUBER, DIANE (1997)
2748 HIDDEN VALLEY TRAIL NE VANDERHOEF, PETER (2000)
SOLON IA 52333 2403 TUDOR DRIVE
354-7010 / FAX 354-0113 IOWA CITY IA 52245
e-maih diane-huber~uiowa.edu (W) 337-4188 / FAX 337-2045
e-maih PVanderhoef~iowabook.com (W)
JOSEPH, HYMAN (2000)
1152 HUNTERS RUN VAUGHN, TOM (1999)
IOWA CITY IA 52246 2058 HOLIDAY ROAD
335-0837 / FAX 335-1456 CORALVILLE IA 52241
e-mail: hyman-joseph~uiowa.edu (VV) 335-9846 / FAX 335-9772
e-mail: tom-vauahn~uiowa.edu
McGRATH, DUKE (1999)
2307 E WASHINGTON WILSON, JANICE (1998)
IOWA CITY IA 52245 1800 COUNTRY CLUB DRIVE
337-9301 CORALVILLE IA 52241
e-maih DUKE1946~aol.com (H) 354-1451 / FAX 354-0205
e-mail: hawilson~juno.com (H)
BDLIST
Rev 10/00
-648-
HUMAN SERVICE AGENCY BUDGET FOR Director: Ke!li Malone
City of Coralville Agency Name: Youth Homes a Division of Four Oaks of Iowa
Johnson County City of Iowa City Address: 1916 waterfront Drive - Iowa City IA 52240
United Way of Johnson County Phone: 319-337-4523
Youth Homes Comm. Bd. Chairman - MaWr~ Danielson
1 / 1/01 - 12/31/01 10/1/01 - 9/30/02 09/30/00
- (date)
7/1/01 - 6/30/02
COVER PAGE
Program Summary: (Please number programs to correspond to Income & Expense Detail,
i.e., Program 1, 2, 3, etc.)
1. Youth Emergency Shelter - Provides emergency and short-term residential care, counseling, and supervision to
rimaway and homeless children; to victims of abuse, neglect, or exploitation; and to children who have been removed
from their homes because of emotional, behavioral, or family problems.
2. Young Women's Residential Treatment Center - Is a group foster home providing long-term residential
treatment and therapeutic counseling to females, ages 13-17, who are emotionally disturbed and/or behavior disordered
as a result of physical or sexual abuse, neglect, or other family problems.
3. Structured Community Independent Living Services - Assists foster care and homeless youth, ages 16-21,
to become self-sufficient adults by providing temporary housing, financial assistance, counseling, and teaching
independent living skills.
4. Family Services - Includes family-centered services, family preservation, special needs adoption, and foster care.
These programs provide a continuum of services that help rebuild or maintain family relationships.
5. Pursuing Adventures in Learning - Is an after school and day treatment program for pre-adolescents and middle
school children (ages 6 - 15) who are behavior disordered. PAL is available before and after school and all day on weekdays
when school is not in session
Local Funding Summary: 4/1/99 - 4/1/00 - 4/1/01 - % of Total
3/31/00 3/31/01 3/31/02 Budget
United Way of Johnson County -
Does Not Include Designated Gvg. 19,0 01 19 f 9 9 2 2 0,5 9 2 1 . 0 0 %
FYO0 FYO1 FY02
City of Iowa City - - 2 f 000 0.10 %
Johnson County 68~400 68~600 68~800 3.35%
City of Coralville 750 750 750 0.04 %
-649-
jccoghs/xlbudg.xls - I -
Agency: Youth Homes, A Division of Four Oaks, Inc. of Iowa
STATEMENT OF ACTIVITIES SUMMARY
(ACCRUAL BASIS)
Actual This Year Budgeted
Last Year Projected Next Year
Your agency's budget year: 06/30/00 06/30/01 06/30/02
1. Total Support and Revenue 1,798,942 1,952,434 2,053,273
2. Total Expenses (a+b below) 1,772,376 1,950,026 2,023,850
a. Non-Directed (admin./general overhead) 263,282 307,808 318,582
b. Program Total (list programs below) 1,509,094 1,642,218 1,705,268
1 Youth Emergency Shelter 352,227 370,011 384,812
2 Residential Treatment Center 334,547 345,830 359,663
3 Structured Community Independent Living 416,316 429,903 447,100
4 Family Services 205,706 309,879 319,634
5 Pursuing Adventures in Learning 200,298 186,595 194,059
6.
7.
8.
3. Change in Net Assets (1-2) 26,566 2,408 29,423
4. Net Assets, Beginning of the Year 962,179 988,745 991,153
5. Net Assets, Ending Balance (3+4) 988,745 991,153 1,020,576
6. Restricted Fund Balance (total from p. 5) 0 0 0
7. In-kind Support (total from p. 5) 38,000 38,000 38,000
Notes and Comments:
Briefly describe how local funds were spent last year.
Youth Homes uses funding. as local match in order to receive state and federal grants for
Youth Homes programs.
'budg/xlbudg.xls - 2a -
-650-
Agency: Youth Homes, A Division of Four Oaks, Inc. of Iowa
INCOME DETAIL
NON- Shelter RTC
ACTUAL THIS YEAR BUDGETED DIRECTED PROGRAM PROGRAM
LAST YEAR PROJECTED NEE YEAR FUNDING 1 2
1. Local Funding Sources- [ 105,181 I 107,342l 110,142 I 0 [ 25,700 [ 0
a. Johnson County 68,400 68,600 68,800 4,406
b. City of Iowa City 0 0 2,000
c. Urnted Way of johnson County 19,001 19,992 20,592 3,294
d. City of Coralville 750 750 750
e. Johnson Co. POS supplement 17,030 18,000 18,000 18,000
f.
2. Grants-State, Federal, Foundations I 255,362 I 275,725 I 276,199 I 0 I 4,017 I 2,472
a. Juvenile Crime Prgvention 27,925 27,925 27,925
b. MH/DD 10,959 11,000 11,330
c. Other 216,478 236,800 236,944 4,017 2,472
d.
e.
f.
3. Net Sales Of Services (sources) I 1,389,6871 1,521,3671 1,617,582 I 0 I 460,476 I 416,120
a. DHS purchase of services 534,242 583,690 601,201 381,656
b. Medicaid purchase of service 621,879 647,560 725,800 416, 120
c. Other 233,566 290, 117 290,581 78,820
4. Net Sales of Materials I 0l 0l 0l 01 0[ 0
5. Contributions/Donations I 3,208 I 3,0001 3,000 I 0 I 0 I 0
a. United Way Designated Giving 3,208 3,000 3,000 [
b. Other Contributions
6. sprat Eve.isI o l o l o l o l o l o
a.
b.
c.
7. Integer ~ncem~ I I I I I I
8. Other - List Below I 45,504I 45,oool 46,350 I 0 I 13,596 I 8,652
a. Rent reimbursement from clients 19,800 18,900 19,467
b. Department of Education 25,704 26,100 26,883 13,596 8,652
c.
TOTAL INCOME (same as p. 2, line lb) 1,798,942 1,952,434 2,053,273 0 503,789 427,244
-651 -
jc~oghs/fy01budg/xlbudg. xls - 3 -
Agency: Youth Homes, A Division of Four Oaks, Inc. of Iowa
INCOME DETAIL (cont)
PROGRAM PROGRAM PROGRAM PROGRAM PROGRAM PROGRAM
3 4 5 6 7 8
SCILS Faro Svcs PAL
1. Local Funding Sources- [ 48,5501 22,0001 13,8921 O I O I o
a. Johnson County 48,550 10,000 5,844
b. City of Iowa Cfly 2,000
c. United Way of Johnson County 12,000 5,298
d. City of Coralville 750
e. Johnson Co. POS supplement
f.
2. Grants-State, Federal, Foundations I 230,455 I 0I 39,255 I 0 I 0l 0
a. Juvenile Crime Prevention 27,925
b. MH/DD 11,330
c. Other 230,455
d.
e.
f.
3. Ne, S~esOfSem~<so~> I 219,545 I 345,795 I 175,646l 0l 0l 0
a. DHS purchase of services 219,545
b. Medicaid purchase of service 309,680
c. Other 36, 115 175,646
4. Net S~ of m~e~i~s I o l o l o l o l o l 0
b.
c.
5. Contributions/Donations I o l 3,oool o l o I o I o
a. United Way Designated Giving 3,000
b. Other Contributions
6. sp~ Sve.ts I O I O I O I O I O I o
a.
b.
c.
7. Interest Income I I I I I I
g. Other - List Below [ 19,4671 0I 4,635 ] 01 0I 0
a. Rent reimbursement from clients 19,467
b. Department of Education 4,635
c.
TOTAL INCOME (same as p. 2, linelb) 518,016 370,795 233,428 0 0 0
Notes and Comments:
-652-
Jdg/xlbudg.xls - 3a -
PROGRAM EXPENDITURE DETML Agency: Youth Homes. A Division of Four Oaks. Inc. of Iowa
NON- PROGRAM PROGRAM
ACTUAL THIS YEAR BUDGETED DIRECTED 1 2
LAST YEAR PROJECTED NEXT YEAR FUNDING Shelter RTC
I. Salaries 1,032,269 1,150,268 1,193,865 143,614 260,381 242,379
2. Employee Benefits &Taxes 186,333 223,615 231,500 29,454 46,741 48,565
3o StaffDevelopmemt 17,514 ~ 28,342 29,344 27,134 598 494
4. Professitmal Consultation 27,426 26,606 27,594 15,738 624 0
5. Publications & Subscriptions 196 274 285 77 0 104
:6. Dues and Memberships 1,863 3,027 3,134 2,978 0 0'
7. Mortgage, Pont and Property Tax 91,415 82,050 85,307 5,185' 8,736 6,240
8. Building & Ma~ce 31,868 19,799 20,569 4,423 3,952 2,522
9. EquipmentPurdmse/R~tal/ 3,026 8,202 8,516 2,900 1,248 0
10. Utilities 32,236 31,158 32,393 2,337 5,980 5,044
~11. Telephone 29,834 26,399 27,416 8,072 3,016 1,872
12. Office Supplies &Postage 17,112 11,868 12,299 9,075 780 884
B. Printing and Publicity 11,811 14,189 14,720 7,752 2,600 2,080
14. Local Transpo~a~on 49,714 53,572 55,696 3,800 3,848 5,512
'5. Insurance 22,199 28,836 29,976 2,883 4,444 4,444
16. Audit 1,261 1,673 1,731 1,731 0 0
17. Interest 0 0 0 0 0 0
lg. Othor (Specify): Depr~ 52,055 70,168 72,836 28,680 12,765 12,764
19 Food 41,067 34,800 36,192 0 13,000 10,504
20 Household supplies 28,553 23,700 24,648 0 7,280 5,200
21 Recreation & skill devel. Supplies 8,615 10,430 10,847 0 3,203 3,848
22 Clothing & personal supplies 15,412 17,070 17,753 0 5,304 6,999
23 Contract services 53,203 63,775 66,3 15 2,303 0 208
24 Miscellaneous 4,781 7,660 7,930 7,462 312 0
'25 Fund raising 12,613 12,545 12,984 12,984 0 0'
TOTAL EXPENSES (p. 2, line 2) 1,772,376 1,950,026 2,023,850 318,582 384,812 359,663
Notes and Comments:
jce~heJ~mbuae/xnmd~ - 4 -
-653-
PROGRAM EXPENDITURE DETAIL Agency: Youth Homes. A Division of Four Oaks, Inc. of Iowa
(continued)
PROGRAM PROGRAM PROGRAM PROGRAM PROGRAM 'PROGRAM
3 4 5 6 7 8
SCILS Fan Svcs PAL
i. Salaries 218,310 218,170 111,011
2. Employee Benefits &Taxes 40,864 49,386 16,490
3. Staff Development 468 390 260
4. Professional Consultation 8,112 3,120 0
5. Publications &Subscriptions 104 0 '0
6. Dues and Memberships 156 0 0
7. Mortgage, Rein and Property Tax' 33,946 3,744 27,456
8. Building & Maintenance 6,708 676 2,288
9. EquilnnemPurcMsemmal/ 4,368 0 0
Maintenan~
10.Utilities 12,272 2,912 3,848
11. Telephone 9,984 2,444 2,028
12. Office Supplies & Postage 1,040 520 0
13. Printing and Publicity 1,144 520 624
14. LocalTransportation 7,904 29,120 5,512
15. Insurance 10,902 1,898 5,405
6. Audit 0 0 0
17. Interest 0 0 0
18. Other (Specify): Delseaion 8,294 3,406 6,927
19 Food 3,120 728 8,840
20 Household supplies 9,360 1,248 1,560
21 Recreation &skill devel. Supplies 1,820 208 1,768
22 Clothing &personal supplies 4,264 1,144 42
23 Contract services 63,804 0 0
24 Miscelianeous 156 0 0
25 Fund raising 0 0 0
TOTALEXPENSES(p. 2,1ine2) I 447,100 [ 319,634 [ . 194,059 0 0 0
Notes and Commems:
-654- ,gk, tryo~h,aejranuag~ - 4a -
A~enc~. Youth Homes. A Division of Four Oaks. Inc. of Iowa
ACTUAL THIS YEAR BUDGETED
R!~.STRICrED FUNDS: LAST YEAR PROJECTED NEXT YEAR
Board]!)o~rfFunder Designated: Resh-kt~ for:
TOTAL RESTRICTED FUND (also shown page 2 or 2a, line 4) 0 0 0
MATCHING GRANTS
GtsatorlMatched by D99 - 20~ 2~0 - 2001 20~1 -
Juvenile Crime Pre-/ention Gnmt 27925 2417 5 27 925 0 27925 0
MH/DD 10959 0 11000 0 11330 0
Ot!~, s~ notes and comnmnts 216478 72954 236800 83760 236944 83550
TOTAL MATCHING GRANTS (also shown pg. 3, line 2) 255,362 97,129 275,725 83,760 276,199 83,550
.,'IN'D SUPPORT DETAII,
Matnial ~s 18,000 18,000 18,000
Otl~.~spe~)
TOTAL IN-KINDSUPPORT (aLso shown on page 2 or 2a, line 5) 38,000 38,000 38,000
Emb-rgency Shelter Grnnt (DEDyCoun~ & I)~ 24,000 24,000 25,000 25,210 25,000 25,000
TLP 180,340 48,954 199,000 58,550 199,000 58,550
FEMA 4,250 - 4,800 4,944
Strut Outn~h Grant 7,888 - 8,000 8,000
TOTALS 216,478 72,954 236,800 83,760 236,944 .83,550
-655-
SALARIED POSITIONS Agency: Youth Homes. A Division of Four Oaks. Inc. of Iowa
"X"all that acply FrE'~ Salary
Position/Title ~ ~ Last This Next Actual This Budgeted %
Year Year Year Last Year Year Next Year Change
Admini.~rative X X X 0.88 0.90 0.90 47,53 1 55,459 57,548 3.8%
Supervisors/Managers X X X 3.06 3.22 3.22 106,930 118,168 122,656 3.8%
Therapists X X X 5.56 7.10 7.10 172,657 228,274 235,685 3.2%
Direct care staff X X X 20.02 20.25 20.25 435,963 490,363 5 10,680 4.1%
'Part time X 7.04 5.80 5.80 121,397 103,504 107,644 4.0°/6
Night counselors X X X 4.33 5.50 5.50 77,243 101,517 105,578 4.0°/6
Oth~Staff X X X 4.39 2.42 2.42m 70,548 52,983 54,074 2.1%
* Full-time equivalent: 1.0=full-t_ime; 0.5=half-time; etc. -0.2% 0.00/~, 11.4% 3.8%
-656- d~0~b~dg/xibud~x~ - 6 -
AGENCY: YOUTH HOMES A DIVISIONS OF FOUR OAKS OF IOWA
ACCOUNTABILITY QUESTIONNAIRE
A. Agency's Mission Statement or Primary Purpose:
Youth Homes, a Division of Four Oaks of Iowa, provides family-based programs that help
individuals and families maintain or rebuild relationships at home or in the community. We
structure community support systems that help children grow into caring, competent, and
responsible adults.
To support this mission, Youth Homes provides short-term emergency shelter; long-term
residential care for young women; structured independent living services; after school and
summer programming; acute crisis intervention to prevent out-of-home placement of children;
therapy, counseling, and skill development to keep children in their home; foster care; and
special needs adoption.
B. Board of Directors:
1. Please attach a list of your agency's Board of Directors (page 7A)
2. Frequency of meetings: Monthly
3. Briefly describe board orientation and ongoing training opportunities:
Board Member candidates meet with the Youth Homes Director and Community Board
President or other Board member. They are given a Board Packet that includes a Four Oaks
videotape, the mission and role of the Youth Homes Community Board, and descriptions of
Youth Homes programs. Candidates are invited to tour the Youth Homes facilities and to
attend a Community Board meeting. Board development is a standing agenda item at
monthly meetings. For example, we have invited the Director of United Action for Youth to
present on Youth Development, a state and national trend.
C. Finances:
1. Are there fees for any of your services? Yes __X__ No ~
a. If YES, describe circumstances.
b. Are they fiat fees? Yes, see rate structure attachment/or sliding fees? Yes, for private
pay
2. Does your agency have:
an internal audit external audit X financial review
Frequency? Annual
3.Has your agency filed the Annual Report with the Secretary of State?
Yes X No
4. Has your agency filed Form 990 with the IRS? Yes __X No
5. Please discuss your agency's fundraising efforts, if applicable.
Fund development activities for the year have included direct mailings (newsletter, holiday),
a major event, and individual solicitation of business and individuals for cash and/or in-kind
donations for specific activities. A planned giving program has been established through the
Four Oaks Foundation, where funds may be designated to Youth Homes.
h\JCCOG\2000\Accountability Ouesstlonaire.doc
-7-
-657-
YOUTH your..o.ns
HOMES co..u.,vv
i I~YSs~ ~f 2000-2001
Four Oa~ !nc* e[ Iowa
Ruth Bonfiglio Kelli Malone
701 Oaknoll Drive 2154 Leslie Drive
Iowa City, Iowa 52246 Coralville, Iowa 52241
466-3052 337-9424
Business:
Youth Homes
Jim Brenneman 1916 Waterfront Drive
1728 Louis Place Iowa City, Iowa 52240
Iowa City, Iowa 52245 337-4523
351-7172 337-9509 Fax
Business:
Lepic-Kroeger Realtors
2346 Morman Trek BIvd. Billie Townsend
Iowa City, Iowa 52246 713 Whiting Avenue
351-8811 Iowa City, Iowa 52245
351-8035 (Fax) 354:5995
Business:
University of Iowa
Mark Danielson, President Iowa City, Iowa 52240
20 Woodcrest Lane N.E. 335-9615
Iowa City, Iowa 52240
354-0428
Business: Ron Wright
Left Haupert Traw & Willman LLP 1512 1' Avenue #202A
222 S. Linn St. Coralville, Iowa 52241
Iowa City, Iowa 52240 358-9824
338-7551 Business:
338-6902 (l~ax) Merrill Lynch
1150 Fifth Street Suite 280
Coralville, la 52241
H. Wayne Johnson 466-9014
824 Westside Drive
Iowa City, Iowa 52246
338-6467
1916 Waterfront Drive, Iowa City, IA 52240 · a (319) 3374523 FAX (319) 337-9509
A Unltea Way Agency
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AGENCY: YOUTH HOMES A DIVISIONS OF FOUR OAKS OF IOWA
D. Management:
1. Does each staff member have a written job description? Yes __X__ No
2. Is the agency Director's performance evaluated at least yearly?
Yes __X No By Whom? Chief Operating Officer, Four Oaks (last review: 9-26-00)
E. Program/Services:
Please define your agency's units of service (service definition, length of time, cost per unit of service,
number of units provided, direct or indirect.
YES: 1 child in residence (direct) for 1 day = 1 unit @ $83.69
RTC: 1 child in residence (direct) for I day = 1 unit @ $63.51
FS: 1/2 hour direct service = 1 unit @ $38.87 (therapy), $ 33.54 (skill devel.)
SCILS: I hour direct service = 1 unit @ $84.87 (scattered- Iowa City)
PAL: 1/2 day of direct service = 1 unit @ $28.04
Please supply information about clients served by your agency during last two complete budget years.
Refer to form instructions for definition of duplicated and unduplicated.
Enter Years 1998-99 1999-00
1. How many Johnson County residents (including 1 a. Duplicated 244 215
Iowa City and Coralville) did your agency serve? Count
lb. Unduplicated 218 213
Count
2. How many Iowa City residents did your agency 2a. Duplicated 185 172
serve? Count
2b. Unduplicated 161 170
Count
3. How many Coralville residents did your agency 3a. Duplicated 26 13
serve? Count
3b. Unduplicated 23 13
Count
4. How many units of service did your agency provide? 4a. Total 26,430 22,580
4b. To Johnson 16,564 14,551
County Residents
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AGENCY: YOUTH HOMES A DIVISIONS OF FOUR OAKS OF IOWA
5. Other Areas Served:
Do you provide services to areas outside of Johnson County? Yes
Area(s) served: Eastern Iowa
Services provided: Residential Treatment, Emergency Shelter, Family-Centered Services,
FADSS*, Independent Living, Adoption, Foster Care, Day Treatment, PMIC
Funding Sources: State POS, State and Federal Grants, County Cost Difference, Merit,
Medicaid, Private Pay
*Cornerstone, a FADSS Grant Project that is a consortium of multiple agencies, serves 48 Johnson County
families and has an allocation of approximately $120,000 of state and federal money.
6. Client Profile (for last complete year, if available): *** Not Available due to system conversion ***
Age Gender Ethnicity
0 - 5 Female African American
6 - 17 Male Native American
18 - 29 Asian
30 - 61 Hispanic
62 - 75 Caucasian/Non-Hispanic
75 + Multi-racial
7. Evaluation and Review:
A. Please discuss how your agency measures the success of its programs.
· Achievement of individual client outcomes: percentage of service plan
goals achieved planned discharge; discharge level of care; permanency
achieved
· Achievement of agency goals and objectives
· Results of agency continuous quality improvement processes (including
state and COA accreditation)
· Results of client and referral source satisfaction surveys: customers and
consumers receive satisfaction surveys 30 days post admission and 30
days post discharge
· Results of internal outcome measurements compared to benchmarks
B. Does your agency have a current strategic plan and date last reviewed?
Yes, the Four Oaks Administrative Council and Board of Directors annually
review and revise our strategic plan. Last reviewed in September 2000.
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AGENCY: YOUTH HOMES A DIVISIONS OF FOUR OAKS OF IOWA
C. What plans does your agency have to increase efficiency and effectiveness?
We have 3 annual operations goals:
1. Recruit and Retain Staff
· Implement staff needs survey
· Raise salaries and travel reimbursement
· Provide core training
· Develop replacement staff pool
· Provide team recognition funds
· Exchange pagers for cell phones
· Revise New Employee Orientation
2. Learn to Use and Analyze Data · Train and supervise staff to use data to improve service delivery
· Develop care management process
· Review COA standards and practice
3. Prepare for Service Delivery Chan_~es · Prepare for case-rate funding
· Advance Customer Service practices
· Raise consumer involvement practices
· Strengthen array of community-based programming
D. How has your agency responded to United Way's recommendations from last year?
Concern regarding staff turnover:
· We have used rate increases to increase salaries and mileage
reimbursement.
·We have developed core training that includes position specific training
to begin October 2000.
·We have developed core training for all supervisors to begin November
2000.
· A committee is developing a staff replacement strategy that will allow
youth workers to use accrued paid leave even during times of staff
shortage.
· We have implemented team recognition funds that provide teams
discretionary dollars to recognize achievement and success.
· We are implementing a new cell phone policy that eliminates pagers and
provides staff security.
·We are revising our new employee orientation to include staff entry and
exit surveys, an agency orientation, and a program specific orientation.
· We developed a nine-month Emerging Leaders Program that consists of
formal training between matched leaders and upcoming leaders. We are
mid-way through this very exciting program and hope to replicate it next
year.
Concern re_~ardin_~ the Board's involvement in strate.~ic plannin.~:
The Youth Homes Community Board has two representatives that are full
members of the Four Oaks Board of Directors and meet monthly. The Four
Oaks Board of Directors works with the Four Oaks Administrative Council to
define and approve the strategic plan. The Youth Homes Community Board
defines annual goals and objectives that are specific to Youth Homes.
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AGENCY: YOUTH HOMES A DIVISIONS OF FOUR OAKS OF IOWA
Concern refiardin~ preparation of the budfiet materials:
This year we have allocated increased time to review the completed budget
materials for the Joint Budget Hearings.
8. In what ways will the needs of your service population change in the next five years?
· We will continue to see the need for increased residential beds
· Youth will need more comprehensive individualized service plans
· The number of children with parental rights terminated will grow
· The number of children in out-of-home care will grow
· The number of children needing adult supervision will grow
9. In relation to the Johnson County Capacity Assessment, explain how your services are
meeting community needs.
Housin¢~ and Shelter
Our Independent Living Program (SCILS) provides housing and services to youth ages 16 -
21 who are aging our of foster care and cannot return home. This program also provides
these services to youth that are homeless or at eminent risk of homelessness. We also
assist youth to find affordable housing.
Our Youth Emergency Shelter provides emergency and temporary care and supervision to
runaway, homeless, and youth in transition (to another placement).
Courtlinn House, our residential treatment center for young women, provides therapeutic
group foster care for girls 12 - 17 who are not able to live at home due to physical abuse,
sexual abuse, neglect, or family problems.
Child Care
Pursuing Adventures in Learning (PAL), provides after-school day programming for
elementary age children with behavioral and conduct disorders. PAL is available after
school, weekdays when school is not in session, and a full-day summer program.
Programming includes social, recreational, and educational activities carried out in a closely
supervised and structured environment. Behavioral management, social skill-building, and
problem-solving skill are emphasized. PAL also offers a weekly parent support group,
individual family counseling and parenting skill-building sessions.
Employment and Economic O~ortunities
SCILS requires that all clients have employment and are in the process of completing their
education. We educate youth on the skills needed to find employment, help youth locate
employment, and assist youth with maintaining their employment.
Health Care
Family Services provides a continuum of services that includes individual and family therapy,
intensive crisis intervention (Family Preservation), therapy and counseling for special needs
adoptions, and therapy and counseling for children in foster care placements. Family
Services also provides a comprehensive diagnostic and evaluation assessment for children
living at home or who are placed in out-of-home care.
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AGENCY: YOUTH HOMES A DIVISIONS OF FOUR OAKS OF IOWA
10. Please discuss any other problems or factors relevant to your agency's programs, funding or
service delivery:
· While we have made progress with minimizing staff turnover, we expect that we
will continue to experience staff shortages in entry-level positions.
· Decreased day care certificate rates creates a revenue deficit for the PAL
program.
11. List complaints about your services of which you are aware:
· Residential beds are often full to capacity
· Shelter is often full to capacity
· Courtlinn House is not able to maintain girls who are aggressive/assaultive
12. Do you have a waiting list or have you had to turn people away for lack of ability to serve
them? What measures do you feel can be taken to resolve this problem:
Our residential programs, shelter, or PAL may have a waiting list or may have
vacancies. Our other services do not have a waiting list. We monitor referrals and
attempt to balance our capacity to serve referrals with the fluctuation of business.
We make every attempt to serve all referrals, but when we cannot, we assist referring
workers with alternative services and placement.
How many people are currently on your waiting list? Numbers change daily.
13. In what way(s) are your agency's services publicized?
Services are publicized through brochures, newsletters, new media, participation in
community activities, word-of-mouth, presentations to community groups and
referral sources, and other outreach efforts.
14. United Way involvement by your agency: ("X" if agency participated within the last year)
a. Agency Directors Meetings X
b. Served as Agencies Directors' Representative to
Funding Hearings
c. Business Blitz X
d. Day of Caring X __
e. Kick Off X
f. Victory Reception .__X
g. Other
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AGENCY: YOUTH HOMES A DIVISIONS OF FOUR OAKS OF IOWA
15. How have you collaborated with other agencies during the past year?
We continue to collaborate with many community agencies:
· United Action for Youth: We collaborate on several grants, the SafePlace
Program, and the Street Outreach project.
· MECCA: Provides substance abuse evaluations for our Psychosocial
Evaluations.
· JTPA, HACAP, Neighborhood Centers, Department of Human Services
collaborate on the FADSS (Cornerstone) project.
· Visiting Nurse Association provides Registered Nurse services for the benefit of
the residents and staff of Youth Homes.
· Maximize Your Employment Potential: Provides employment services to youth
receiving services through Youth Homes.
· University of Iowa Hospitals and Clinics, Division of Child Psychiatry: Resident
physicians in the Child Psychiatry Program rotate through the emergency shelter
meetings and staffings as consultants.
· University of Iowa Seashore Clinic: Provides psychological evaluations for our
psychosocial evaluation services.
· University of Iowa College of Medicine: Youth Homes provides a site visit and
small group activities for medical students to learn about the populations served
by Youth Homes.
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AGENCY: YOUTH HOMES A DIVISIONS OF FOUR OAKS OF IOWA
AGENCY HISTORY
(Using this page ONLY, please summarize the history of your agency, emphasizing Johnson County, past
and current activities and future plans. Please update annually.)
Youth Homes began as the Youth Emergency Shelter in December 1972. In 1976, the agency
changed its name to Youth Homes, Inc., and provided long-term care as well as emergency shelter.
Beginning in 1987, the agency experienced rapid growth. New partnerships were formed with UAY,
MYEP, Grant Wood AEA, and others.
1993 was a year of significant change for Youth Homes: the local DHS initiated a Decategorization
project and Youth Homes enthusiastically participated with other local agencies; in November, the
state initiated the conversion of some children's services to Medicaid funding, which required
massive changes in staffing, programming, record keeping, and cost reporting to Family Services
and Courtlinn House; in December the 1916 Waterfront Drive property was purchased to meet
growing community needs, to consolidate services, and to improve facilities.
In 1995, National and State trends caused the staff and Board to begin to prepare for the agency to
be successful in a managed care environment. This meant becoming more efficient, developing data
management capacity and focusing on outcomes. It also required Youth Homes to seek partners to
spread the risks and costs of working in a managed care system. This led Youth Homes to Four
Oaks, in Cedar Rapid. After exploring a variety of partnering relationships, it was determined that the
most efficient and effective relationship was a full merger. Youth Homes and Four Oaks legally
merged on January 1, 1997, creating a new agency, Four Oaks of Iowa. Youth Homes retains its
name, its programs, and its Community Board. Four Oaks and Youth Homes' Johnson County
operations were merged, with administrative functions centralized in Cedar Rapids and service
delivery remaining in Iowa City.
Following the merger, Youth Homes increased the types of services offered by adding special needs
adoption, family foster care, family preservation, and FADSS programming. Youth Homes served
213 Johnson County youth and families during the fiscal year 1999/00.
Youth Homes' focus this year is to:
· Continue implementing strategies that maximize staff recruitment and minimize staff turnover
(please see "D" under Evaluation and Review).
· Train staff on using and analyzing data: Now that we have improved our hardware and software,
staff need training on using data to improve service delivery.
· Prepare for service delivery changes: We will advance our customer service practice, increase
consumer involvement practice, and broaden our array of community-based programming.
· Continue Youth Homes Board expansion: We will continue to recruit Youth Homes Community
Board members that represent our diverse community and to represent communities beyond
Iowa City.
· Evaluate and improve programming and services: We developed annual enhancement plans for
every Youth Homes program and service, we will review entry and exit survey information to
shape the work environment; we will analyze customer and consumer surveys to shape quality
improvement.
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AGENCY: YOUTH HOMES A DIVISIONS OF FOUR OAKS OF IOWA
FY00 GOALS
Please state the goals of the latest completed fiscal year and report status of progress/completion.
YOUTH EMERGENCY SHELTER
Goal: To provide emergency and transitional short-term care and housing for adolescents age 11-17.
Objective A: To provide emergency and transitional care and housing to an estimated 85 youth in the
Johnson County Community.
Results:
· 87 youth from Johnson County received services at the shelter in FY 2000
Objective B: Provide shelter care clients with individualized programming including opportunities for
community involvement, employment and support for their own self-sufficiency, based on
their individual needs.
Results:
· Shelter clients received individualized care based on their needs at intake, as well as re-assessing
their needs during their length of stay. Community involvement opportunities consisted of
recreational outings, volunteering of services and informational community speakers. Older client
transitioning into Independent Living were supported in their employment by utilizing shelter staff to
assist with the application process, interview coaching and transportation to and from the work
site. Daily skill building groups are also held for all shelter clients.
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AGENCY: YOUTH HOMES A DIVISIONS OF FOUR OAKS OF IOWA
FY 01 AGENCY PROGRAM GOALS AND OBJECTIVES
YOUTH EMERGENCY SHELTER
Goal: To provide emergency and transitional short-term care and housing for adolescents age 11-17.
Objective A: Provide emergency and transitional care and housing to an estimated 90 Johnson County
youth.
Tasks: 1. Provide 24 hour per day services to children and families in the community.
2. Maintain a team of 9 full-time staff and at least 4 part-time staff.
3. Educate the community and referral sources on the service we provide and how to access
them.
Objective B: Provide quality services to youth in shelter care through revised program standards and staff
training regarding family involvement.
Tasks: 1. Revise program handbook and develop a brochure clearly defining our mission and
philosophy regarding family involvement.
2. Provide staff with a minimum of 4 formal trainings annually on how to engage families.
3. Provide staff with weekly supervision and direction on how to engage families.
Objective C: Provide shelter clients with individualized programming that meets their intellectual and social
needs.
Tasks: 1. Assess clients at intake utilizing referral information provided.
2. Discuss client's individual needs at staff meetings weekly to determine how to best serve them.
3. Utilize resources available (i.e. Family, referring worker, community health practitioners, UI
Psychiatric resident and educational resources) to meet the needs of the individual client.
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AGENCY: YOUTH HOMES A DIVISIONS OF FOUR OAKS OF IOWA
FY00 GOALS
Please state the goals of the latest completed fiscal year and report status of progress/completion.
SCILS
Objective A: Provide transitional living services to 30 youth in the Johnson County
Community.
Progress: In FY 2000 we provided services to 18 Johnson County youth in the SCILS
program.
Objective B: Provide SCILS youth participants with education and support to gain
independence and self-sufficiency.
Progress: We have worked with Johnson County youth to develop independent living
skills and achieve self-sufficiency for 1,680 hours in FY 2000. We provided
weekly skill building groups as well as individual work on independent living
skills.
Objective C: Provide SCILS youth participants with financial support and guidance to
start in their independent living home.
Progress: We provided financial support and guidance to 18 Johnson County youth in
FY 2000. We have enhanced our service planning and focused on aftercare
service delivery. We have also expanded housing opportunities for youth
through improved landlord relationships.
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AGENCY: YOUTH HOMES A DIVISIONS OF FOUR OAKS OF IOWA
FY 01 AGENCY PROGRAM GOALS AND OBJECTIVES
SCILS
Goal: To provide independent living services and transitional housing to youth between
the ages of 16 and 20.
Objective A: In 2002, provide independent living services and transitional living shelter to
and estimated 30 youth in Johnson County.
Tasks: 1. Maintain transitional housing availability at a minimum of 12 beds.
2. Provide youth participants access to staff 24 hours per day, seven days per
week through and on call system.
Objective B: In 2002, provide SCILS youth participants with the education and support to
attain independence and self-sufficiency.
Tasks: 1. Provide youth with an assessment of their daily living skills.
2. Provide youth with one-to-one guidance to learn daily living skills.
3. Provide weekly education and skill building groups to teach necessary daily
living skills.
4. Make referrals to other community services as needed to promote self-
sufficiency.
5. Develop and follow and individual plan with youth participants to work
toward self-sufficiency.
Objective C: In 2002, provide SCILS youth participants with financial support and
guidance to start in their independent living home.
Tasks: 1. Assist youth in collecting necessary household items for independent living.
2. Subsidize rents and security deposits for youth embarking upon independent
living.
3. Subsidize food and hygiene supplies for youth involved in transitional living
until they become financially independent.
4. Subsidize utilities for youth involved in the transitional living services.
5. Provide aftercare services for youth who have graduated from the SCILS
program.
Track program graduates for at least one year in an effort to gain information about their
success, and to provide additional referral and support as needed.
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AGENCY: YOUTH HOMES A DIVISIONS OF FOUR OAKS OF IOWA
FY00 GOALS
Please state the goals of the latest completed fiscal year and report status of progress/completion.
FAMILY SERVICES
To provide Johnson County with a continuum of family and community-based services
including Family Centered Services, Family Preservation Services, Family Foster Care,
and Special Needs Adoption.
Objective A: To provide foster care and/or special needs adoption services to approximately
12 Johnson County youth.
Results: In FY 2000, we provided foster care and/or adoption services to 19 Johnson
County youth. We continue to participate in the foster care recruitment and
retention project.
Objective B: To provide in-home Family Centered Services and/or Family Preservation
Services to Johnson County youth and families.
Results: We currently have 5 full-time therapists and two contract therapists providing
services to Johnson County youth and families. Youth and families served by
Youth Homes have access to staff 24 hours per day, seven days per week via
pagers, telephone, and voice mail as needed.
Objective C: To provide in-home Family Centered Services, Family Preservation Services,
and Family Environment Services to over 150 Johnson County youth and
families.
Results: Youth Homes provided in-home Family Centered Services, Family Preservation
Services, Foster Care and Adoption Services to 86 identified youth, and their
families last year. (Note: This number is deceptive as it only counts the child
identified in the referral process, it does not count all of the additional family
members we work with in each case.)
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AGENCY: YOUTH HOMES A DIVISIONS OF FOUR OAKS OF IOWA
FY 01 AGENCY PROGRAM GOALS AND OBJECTIVES
FAMILY SERVICES
To provide Johnson County with a continuum of family and community-based services
including Family Centered Services, Family Preservation Servcies, Family Foster Care,
and Special Needs Adoption.
Objective A: To provide foster care and/or special needs adoption servcies to approximately
15 Johnson County youth.
Tasks: 1. Participate in foster family recruitment and retention meetings and events as
coordinated by Johnson County DHS.
2. Continue to focus on current foster family retention by providing access to staff
24 hours per day, seven days per week.
3. Complete foster and adoptive home studies and updated home studies as
requested by Johnson County DHS.
4. Provide pre and post adoption placement services to youth and families as
requested by DHS.
Objective B: Provide in-home Family Centered Servcies or Family Preservation Servcies to
approximately 100 Johnson County youth and families.
Tasks: 1. Continue to enhance our community-based case management by implementing
and monitoring the standards established for care management.
2. Track the number of youth served who remain in the home for six months post
services or are returned home and remain in the home for six months post
services.
3. Continue to provide youth and families access to staff 24 hours per day, seven
days per week.
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AGENCY: YOUTH HOMES A DIVISIONS OF FOUR OAKS OF IOWA
FY00 GOALS
Please state the goals of the latest completed fiscal year and report status of progress/completion.
PAL (Pursuing Adventures in Learning)
Goal: To provide after school and summer programming to children ages 6 to 14 who are unable to
function in regular day care or summer programming due to behavioral difficulties.
Objective A: To develop ways for children in PAL to accept authority and to appropriately engage
with peers.
Results:
· Served 43 children in FY00
· Weekly skill building groups were provided that focus on accountability, self-esteem,
friendship skills, anger management, social skills, & relationship building
· PAL children made shamrocks for families staying at the Ronald McDonald House
· PAL children continue to clean monthly the FairMeadows Park near Grantwood
Elementary School as part of Iowa City's adopt-a-park program
· PAL children made candles for teachers and Christmas presents for their parents
· Staff role-model and teach healthy coping and living skills to the children daily
· Staff spend one on one time with the children and take them into the community as a
reward for good behavior
· PAL staff and children participate in weekly groups that focus on team building, using
team work in activities, and interacting with various age groups
· PAL children volunteered at the animal shelter, did crafts at Greenwood Manor
Convalescent Center with the residents, and collected canned goods for the food bank
· PAL children continue to practice good hygiene and nutrition by brushing their teeth after
every meal, washing hands, and eating nutritious snacks and meals
Objective B: Staff will provide parent support and educational information to families whose
children participate in PAL.
· 5-9 families participated in parent support group
· Bi-monthly parent support groups meet that provide dinner, childcare, support, and
educational information to parents. Transportation is provided if needed
· Table to Table donates food to families and leftovers from lunch in the summer is sent
home with the families
· A speaker from Mecca attended 2 parent groups to provide information on preventing
substance abuse and basic information on how to discuss this issue with children
· Jay Knight, the Parent Educator and Family Resource Director at Taylor Elem. in Cedar
Rapids spoke at a parent group on the use of affirmations with children and introduced a
non-punishing behavior modification model for use at home.
· The Parent Educator Partnership presented a workshop on Individual Education Plans
(IEP) to the parents
· The family support worker meets with the parents to develop goals into a action plan for
their children while they are enrolled in PAL
· Quarterly reports are sent to families and collaterals on the progress of the goals
· The family support worker also meets with the parents monthly to discuss community
resources, behavior plans, issues at home, and to support parental expectations at
home as to have a child who is a positive member of the family and this community
· PAL staff provided 129.25 hours of respite to parents
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AGENCY: YOUTH HOMES A DIVISIONS OF FOUR OAKS OF IOWA
· PAL encourages positive interaction among the children and families by having a
Halloween Party, Christmas Party, Spring Fling, Summer Picnic, and Summer Program
Open House
· Gift certificates are given out to the families to area businesses
· Parents were taken out to dinner for a night of socializing with other parents
Objective C: PAL families will learn the skills to create positive connections with community
resources needed to maintain the child within the community
· The family support worker meets with parents to discuss educational and behavioral
goals. This enables the support worker to support the parents and advocate on the
behalf of the child at school IEP meetings and staffings
· 2 parents were sponsored to attend the Grantwood AEA "Hands ALL Around
Partnership Conference. The conference focused on sharing expertise and
experiences concerning the care of children with special needs.
· PAL staff encourage the parents to get their children involved with UAY, Big
Brothers/Big Sisters, Neighborhood Centers, and community activities
· PAL encourages the families to maintain a notebook of communication between school,
PAL and home
· The family support worker introduces community resources such as, Child Psychiatry,
Community Mental Health, HACAP, the Housing Program, the Nest of Johnson County,
etc. to parents to help with their needs
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AGENCY: YOUTH HOMES A DIVISIONS OF FOUR OAKS OF IOWA
FY 01 AGENCY PROGRAM GOALS AND OBJECTIVES
PAL (Pursuing Adventures in Learning)
Goal: To provide after school programming to children ages 6-14 who are unable to
function in regular day care or summer programming due to behavioral difficulties.
Objective A: To develop ways for children in PAL to accept adult authority and to appropriately engage
with peers.
Tasks: 1. All children participating in PAL will attend weekly groups to learn appropriate social
and coping skills.
2. Staff will use individual and group interventions to model appropriate social and
coping skills.
3. Children will participate in community activities and community service to practice
skills.
Objective B: Staff will provide parent support and educational information to families whose children
participate in PAL.
Tasks: 1. Increase family participation from 5 families to 7.
2. Hold bi-monthly family support groups.
3. Provide quarterly guest speakers
4. Provide monthly in-home family support to families
Objective C: PAL families will learn the skills to create positive connections with community resources
needed to maintain the child within the community.
Tasks: 1. Introduce families to existing community resources.
2. Teach families how to advocate on their child's behalf.
3. Staff will model communication skills, problem solving, and conflict resolution
through support groups and in-home work.
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